Fiscal Year 2015-2016 Annual Budget Book Introduction Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Table of Contents CITY OF GLENDALE, ARIZONA FY15-16 ANNUAL BUDGET TABLE OF CONTENTS Introduction Page Table of Contents City Council Key Priorities Glendale City Officials City Council District Map City Organizational Chart Map of Glendale and Neighboring Communities Community Profile Budget Presentation Award Financial Organizational Chart How to Make the Most of this Document Budget Calendar Budget Process i 1 2 3 4 5 6 13 14 16 18 20 Budget Message City Manager’s Budget Message 23 Financial Guidelines Five-Year Financial Forecast Financial Policies 27 48 Budget Summaries Budget Summary Revenues Expenditures 55 68 81 Operating Budget Operating Budget Table of Contents 97 Capital Improvement Plan (2016-2025) CIP Table of Contents CIP Preparation CIP Ten-Year Plan _____________________________________ 207 209 249 _____________________________________ i Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Table of Contents Debt Service Budget Page 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 341 344 348 351 353 353 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 355 356 358 359 371 372 395 396 397 398 466 475 476 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 484 485 486 491 492 494 499 Appendix Budget Adoption Resolution Miscellaneous Statistics Glossary of Terms Acronyms Frequently Asked Questions _____________________________________ 501 503 505 509 511 _____________________________________ ii City Council City of Glendale, Arizona KEY PRIORITIES Fiscal Year 2015-2016 Transparency in all we do as City Council members in order to continue building trust with the community, staff and each other as a policy body. The openness of policy discussion is also reflected in the variety of rules and guidelines adopted by the City Council with the obligation that all adhere to that guiding principle. Fiscal Sustainability is always a standing goal for the City as a matter of course. It rises to a Key Priority level in the face of major fiscal concerns and recovery strategies. The 2015 – 2016 Budget will move the City in a very positive direction toward sustainability. Economic Development is acknowledged as a key element of fiscal sustainability. It could easily be a subset of that priority. However, the level of significance of a strong economic development effort is seen by the City Council as an item that warrants its own special focus for policy level support. This is a critical component of the fiscal recovery process. Signature Events are seen as defining elements for Glendale’s regional identity. Failure to present expected celebrations that have long drawn crowds to downtown Glendale will have substantial impact on the community well-being, economics of shop owners and ability to attract commerce. This will require the City Council attention to the policies needed to encourage long planned Centerline activity to expand the capacity of downtown. Creative, Innovative, Efficient Systems and processes will continue to gain the highest level of service given the limitations of budget capacity. Staff talent and comment will continue to be the critical element of customer service despite difficult financial challenges. Continuous Business Policy Improvement to assist Mayor and City Council in establishing policy necessary to continually improve the business and citizen attraction to the downtown core and Centerline. Public Safety – Prepare a five-year Public Safety plan to ensure public safety capacity to provide a level of service that is consistent with the needs of the community, the budgetary capacity and the standards of performance in generally acceptable national guidelines. Encourage innovation and the application of creative new approaches, where necessary and applicable. 1 GLENDALE CITY OFFICIALS Jerry Weiers Mayor Ian Hugh Bart Turner Lauren Tolmachoff Vice Mayor/ Councilmember Cactus District Councilmember Barrell District Councilmember Cholla District Jamie Aldama Gary D. Sherwood Samuel U. Chavira Councilmember Ocotillo District Councilmember Sahuaro District Councilmember Yucca District 2 GLENDALE COUNCIL DISTRICT BOUNDARIES 3 GLENDALE ORGANIZATIONAL CHART CITIZENS OF GLENDALE Mayor & Council Boards & Commission City Attorney Michael D. Bailey Acting City Manager Dick Bowers Interim Assistant City Manager Tom Duensing Police Department Debora Black Police Chief Office of Economic Development Brian Friedman Director Fire Department Chris DeChant Interim Fire Chief Communications Department Joe Hengemuehler Interim Director City Clerk Pam Hanna Assistant City Manager Jennifer Campbell Human Resources Department Jim Brown Director Community Services Department Erik Strunk Director Presiding City Judge Elizabeth Finn Office of Intergovernmental Programs Brent Stoddard Director Finanance & Technology Department Vicki Rios Interim Director Public Works Department Jack Friedline Director Water Services Department Craig Johnson Director City Auditor Candace MacLeod Development Services Department Sam McAllen Director 4 MAP OF GLENDALE AND NEIGHBORING COMMUNITIES 5 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 6 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 7 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 three convenient routes. Fare is only 25 cents, with reduced fare (10 cents) for seniors and persons with disabilities between the hours of 10 a.m. and 2 p.m. One of the routes operates seven days a week, 365 days a year. The other two routes operate Monday through Friday. 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 also operates the Glendale 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 8 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 • Gila River 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, hosted the 2015 Super Bowl and will host the 2016 College Football Playoff Championship and 2017 NCAA Men’s Final Four • 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 2,188 acres, two aquatics centers, six community centers, a racquet center, two municipal golf courses, four sports complexes, more than 44 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 9 Tourism 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. 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. Glendale Visitor Center 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 10 Glendale at a Glance 0 to 9 years 15.0% 12.3% Other Services 20.3% Construction 45 to 59 years 18.8% 15.1% 33 years Trade, Transportation & Utilities 9.3% Professional & Business Services 14.0% 20.0% 9.9% $57,481 Financial Activities 20 to 29 years 30 to 44 years Leisure & Hospitality Median Household Income 7.5% 10 to 19 years Median Age Education & Health Services 11.7% 24.7% Manufacturing 5.4% 11.2% - $ 157 ,000 4.8% Me dia n 3) 60 to 74 years ,351 - 108 ce r fo rk 01 3) - 234,618 (201 n o i at 75+ ul years Tot al W o Estim ate dP op Glendale is located about nine miles northwest 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. Ho m e ic Pr e (2 Glendale’s Major Employers / # of Employees 5,100 7,000 6,000 370 420 530 875 2,000 1,010 1,100 3,000 950 4,000 660 2,900 5,000 1,000 n n rC or po ra tio tio ce C on ai te lC or po en nt ai M Be ch g ra rs ve ni U rn in ild Bu A ce M an ity re ca ce lth te id w es an a H ea os lA H um el w ey on H er H ad he pa ta l e pi os ra nc em A rr ow A A In su Sy A / A SA C Ba nn er H ea lth Lu ke st A FB 0 www.GlendaleAZ.com 11 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 46,900 school aged children (5-17) in Glendale, 20% of the population Glendale H.S. Centennial Parade Higher Education • Arizona State University at the 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 81.7% • Persons Per Household 2.9 • Non-English Language at Home 32% DeVry University Westgate • Number of Businesses 15,878 • Land in Square Miles 59.98 www.GlendaleAZ.com 12 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 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, 2014. 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 award eligibility. _____________________________________ _____________________________________ 13 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Financial Organization Chart TOTAL FY 2016 BUDGET $632,000,000 OPERATING $383,922,799 CONTINGENCY $44,815,552 Special Revenue Funds $46,217,485 General Funds $198,614,097 Enterprise Funds $89,608,081 Internal Service Funds $49,479,783 1000 General $194,114,097 2360+ Water and Sewer $50,670,513 2540 Risk Management Self Insurance $2,934,598 1200 Utility Bill Donation $200,000 1220 Arts Commission Fund $188,226 1120 Vehicle Replacement $4,500,000 2440 Landfill $9,578,913 2560 Workers Comp. Self Insurance $2,201,956 1240 Court Security/ Bonds $539,755 1300 Home Grant $1,674,204 2480 Sanitation $13,467,271 2580 Benefits Trust Fund $25,450,368 1310 Neighborhood Stabilization Pgm $926,259 1311 N'hood Stabilization Pgm III $1,100,000 2500 Pub Housing Budget Activities $15,891,384 2590 Fleet Services $9,007,510 1320 C.D.B.G. $3,637,151 1340 Highway User Gas Tax $9,357,635 2591 Technology $6,650,551 1820 CAP Grant $1,303,723 1650 Transportation Grants $1,000,000 2592 Technology Projects $3,234,800 1660 Transportation Sales Tax $13,512,235 1760 Airport Special Revenue $638,647 1830 Emergency Shelter Grants $208,992 1840 Grants $6,579,040 1860 RICO Funds $2,481,886 1880 Parks & Recreation Self Sust $1,162,922 1885 Parks & Recreation Designated $81,818 2530 Training Facility Revenue Fund $1,624,992 _____________________________________ Capital Funds $3,353 Enterprise Funds $9,437,424 General Funds $5,000,000 Internal Service Funds $1,400,000 Special Revenue Funds $10,847,549 Permanent Funds $5,669,617 Capital Funds $12,460,962 _____________________________________ 14 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Financial Organization Chart CAPITAL OUTLAY $125,328,956 General Fund $2,540,398 Capital Project Funds $56,098,900 DEBT SERVICE $77,932,693 Enterprise Funds $43,516,419 Special Revenue Funds $23,173,239 Enterprise Funds $20,158,683 Debt Service $57,774,010 2360+ Water and Sewer $20,158,683 1900 G.O. Bond Debt Service $24,337,128 1501+ DIF-Libraries $1,064,630 1541+ DIF-Parks Dev Zone 1 $114,000 2360+ Water and Sewer $28,922,685 1220 Arts Commission Fund $200,000 1561+ DIF-Parks Dev Zone 2 $163,497 1581+ DIF-Parks Dev Zone 3 $33,000 2440 Landfill $11,138,288 1650 Transportation Grants $18,134,936 1920 HURF Debt Service $1,975,800 1601+ DIF-Roadway Improvements $925,555 1980 Streets Constr. 1999 Auth $2,655,486 2480 Sanitation $3,455,446 2120 Airport Capital Grants $4,838,303 1940 M.P.C. Debt Service $18,737,313 2000 Hurf Street Bonds $20,654,378 2040 Public Safety Construction $1,928,731 1950 Excise Tax Deb Service $5,575,770 2070 General Gov Capital Projects $2,234,438 2180 Flood Control Construction $1,677,743 1970 Transportation Debt Service $7,147,999 2210 Transportation Capital Project $24,647,442 _____________________________________ _____________________________________ 15 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 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 annual budget as well as policy issues and priorities for the fiscal year. It describes significant changes from the prior year 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. _____________________________________ _____________________________________ 16 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 How to Make the Most of this Document Operating Budget This section provides a closer look at the various functions of each department. Each department has provided a description of 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. The 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. This year, a new format has been developed which 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 required by the State of Arizona’s Auditor General’s 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. _____________________________________ _____________________________________ 17 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Budget Calendar FY15-16 BUDGET CALENDAR July 2014 – February 2015 Budget staff analyzed revenue and expenditure data to assess the budget and economic outlook for FY15-16. Discussions with the City Manager’s Office and other executive management staff occurred during this time regarding numerous balancing options for the FY15-16 revenue, operating, and debt service budgets. Preparation of FY15-16 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. October 2014 – February 2015 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 20162025 CIP document for City Council review. December 2014 A Five – Year Financial Forecast of the General Fund and all major operating funds was presented to council December 16, 2014 at a council workshop. This discussion primarily focused on the General Fund and opportunities to strengthen the city’s financial position. FY15-16 operating budget kickoff meeting with department directors and staff to commence budget input was held. Input continued through January 2015. January 2015 Department’s base budgets submissions were due mid-January 2015. February 2015 Review with City Council information on the upcoming FY15-16 Budget calendar, budget process and discussion on policy guidance and input. Present information on long-term and short term options and potential financing opportunities for upcoming budget balancing. March 2015 Council discussion continues on upcoming financial strategies. Employee compensation and benefit packages are presented to council for FY15-16budget. Ten-year Capital Improvement Plan is also presented. _____________________________________ _____________________________________ 18 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Budget Calendar April 2015 City Council holds budget workshop on presentation of the Draft FY15-16 operating budget. An overview of the draft FY15-16 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 FY15-16 budget. May 2015 Council holds a follow-up budget workshop on budget requests and items for policy consideration. City Council adopted a resolution approving the FY15-16 tentative budget, directing publication of the tentative budget, giving notice of the June 9th date for the public hearing on the FY15-16 final budget and a separate public hearing on the FY15-16 property tax levy and giving notice of the June 23rd date for the adoption of the FY15-16 property tax levy. June 2015 City Council conducted a public hearing on the FY15-16 property tax levy. City Council conducted a separate public hearing on the FY15-16 budget and convened a special meeting to adopt a resolution approving the FY15-16 budget. City Council adopted an ordinance approving the FY15-16 property tax levy. July 2015 Start of fiscal year 2015-2016. _____________________________________ _____________________________________ 19 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Budget Process FY15-16 BUDGET PROCESS Overview The FY15-16 operating and capital budgets are based on council’s continuing key priorities and strategic goal themes; TRANSPARENCY FISCAL SUSTAINABILITY ECONOMIC DEVELOPMENT SIGNATURE EVENTS CREATIVE, INNOVATIVE, EFFICIENT SYSTEMS CONTINUOUS BUSINESS POLICY IMPROVEMENT PUBLIC SAFETY Principal issues for the FY15-16 budget were the ongoing challenges of the economy, the level of General Fund contractual obligations, and exploring strategies to improve General Fund fiscal stability. These are discussed in detail in the City Manager’s Message in this document. Over the course of several months various balancing options and fiscal strategies for both the FY15-16 operating budget and the FY 2016-2025 capital improvement plans were evaluated. A series of budget workshops were held from February to April 2015. A final balanced plan was established in May 2015 and resulted in the recommended budget. 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 FY15-16 budget, the Council adopted the budget and thereby set the expenditure limitation for FY15-16. A separate public hearing on the FY15-16 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 FY15-16 budget development process. _____________________________________ _____________________________________ 20 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Budget Process Revenue Collections Analyzed. Tentative FY15-16 Operating Budget Developed. Capital Budget Requests Prepared Setting Date for Budget Adoption and Property Tax Levy Public Hearings 5/26/15 Public Hearing - Adopt Final Budget 6/9/15 Budget Staff Compilation and Analysis (July '14 - February '15) Adoption of Preliminary Budget 5/26/15 Public Hearing Property Tax Levy 6/9/15 Adoption of Levy 6/23/15 Assistant City Managers, Executive Leadership Team Review February '15 Council Budget Workshop Sessions 03/15 - 05/15 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. Enterprise funds also recognize expenditures as encumbered when a commitment is made (e.g., through a purchase order). Revenues, on the other hand, are recognized when they are obligated to the city (for example, water user fees are recognized as revenue when service is provided). Purchase orders for goods and services received prior to the end of the current fiscal year will be eligible for payment for a period of 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 FY2002, 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 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: _____________________________________ _____________________________________ 21 Annual Budget INTRODUCTION ____________________________________________________________________________________ FY2016 Budget Process 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: 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. For FY15-16, a number of General Fund Sub-Funds were eliminated and either combined into the General Fund or reclassified to other fund types for accounting purposes. A further explanation of the funds and changes can be found within the Budget Summary Section. _____________________________________ _____________________________________ 22 Fiscal Year 2015-2016 Annual Budget Book Budget Message Annual Budget BUDGET MESSAGE ____________________________________________________________________________________ FY2016 City Manager's Budget Message To the Citizens of Glendale and the Mayor and Council: I am pleased to present the Fiscal Year 2015-2016 (FY15-16) Annual Budget and Ten – Year Capital Improvement Plan for the city of Glendale. This budget is balanced and represents months of hard work and decisions by the Mayor and City Council, our employees and city management. Budget Approach The FY15-16 Final Budget totals $632 million. This represents a 2% decrease over the prior year (FY14-15) budget. The planned spending reduction is mainly attributable to a decrease in debt service payments as the result of a recent bond refinancing and a reduction in capital project carryover funding. The City’s Annual Budget can be broken down into four major components; revenues, operations, capital, and debt service. As the General Fund is the largest operating fund in the city, this was the primary focus for much of the budget discussions over the past several months. Overall the goal of the FY15-16 budget is to improve service delivery by leveraging technology, retaining dedicated staff, and continuing to improve the city’s financial stability. The key priorities used in preparing the budget centered on the following:        Transparency Fiscal Stability Economic Development Signature Events Creative, Innovative, Efficient Systems Continuous Business Policy Improvement Public Safety Fiscal Position Through sound financial planning and positive economic conditions, the city’s budget is showing signs of improvement. The General Fund operating budget is structurally balanced (ongoing revenues are sufficient to cover the ongoing expenses) for the first time in several years. With the city’s fiscal position improving, a hold-the-line approach was implemented during the FY15-16 budget development process. Departments used a zero-based budget approach and increases, such as inflationary cost increases, were included. A number of key financial measures were taken over the last year which set the stage for the FY15-16 Budget. From the policy perspective, the City adopted a General Fund, fund balance _____________________________________ _____________________________________ 23 Annual Budget BUDGET MESSAGE ____________________________________________________________________________________ FY2016 City Manager's Budget Message policy identifying a minimum fund balance level to stabilize the city’s financial position and provide the financial flexibility for future economic downturns. The City also refinanced $361 million in bonds which saves $48 million in debt service costs. Most notably, a total of $131 million in MPC debt was refinanced saving $26 million in debt service costs over the next several years. High debt-to-income ratios have plagued the city in recent years causing reductions in service levels and the deferral of capital maintenance items. The debt restructuring provides savings to the General Fund and allows the city to begin replenishing reserves which had been significantly depleted over the recession years. This is a key strategy in balancing the budget and moves the city toward financial stability. In addition, Council took action to reclassify FY09-10 and FY10-11 inter-fund advances between the General Fund and various Enterprise Funds to inter-fund transfers. This removed the long-term liability from the General Fund balance sheet. Even though no cash was involved in the transactions, this change improved the General Fund’s fund balance. In lieu of structured repayments, the FY15-16 budget includes maintenance of effort transfers of $600,000 from the General Fund to the Enterprise Funds to support their operations. Maintenance of effort transfers are planned for future fiscal years as requested by Council. Finally, the FY15-16 General Fund absorbs the impacts of eliminating what were formally referred to as the General Fund, Sub-Funds. The General Fund Sub-Funds, totaling 23, were supported primarily by the General Fund and several of these funds had appropriated spending deficiencies throughout the past fiscal years. Combining these funds into the General Fund ensures financial transparency, financial stability for the activities they support, and simplification of General Fund financial presentations. It is also consistent with best budget practices. Revenues Overall, budgeted revenues are anticipated to increase slightly over the prior year. Major sources continue to be Sales Taxes, State Shared Revenues and Property Taxes. Although all these categories have projected increases for FY15-16, there are two pending legislative actions which could have significant impacts on these revenues. First, a number of high growth valley cities have put forward an initiative to obtain a mid-decade census count. If successful, a mid-decade adjustment to the population formula used to determine some State Shared Revenues could have a negative impact on the proportion of revenue that Glendale receives. The extent of this impact on Glendale’s share of revenues is unknown and staff will remain conservative in our approach to future forecasts. Second, like many larger Arizona municipalities, Glendale currently administers the collection and enforcement of its own transaction privilege (sales) taxes. A new law commonly referred to as transaction privilege tax (TPT) Simplification, made changes to the collection process for such taxes. Beginning January 1, 2016, the Arizona Department of Revenue (“ADOR”) is scheduled _____________________________________ _____________________________________ 24 Annual Budget BUDGET MESSAGE ____________________________________________________________________________________ FY2016 City Manager's Budget Message to become the single point of administration for licensing, filing and payment of all State, county and municipal transaction privilege taxes. Arizona cities and towns affected by this legislation are working cooperatively with ADOR to ensure a smooth transition of tax administration. The ADOR currently collects transaction privilege (sales) taxes for the State and many political subdivisions in the State. It is critical that there is no impact to the city’s transaction privilege tax revenues due to the change in administration, collection or enforcement by ADOR. Nevertheless, upon initial implementation, some delays in cash flows from the state are anticipated to occur and the city will prepare for those delays as necessary. Glendale residents continue to benefit from some of the lowest utility rates in the West Valley. Once again, there are no planned FY15-16 rate increases for water, sewer or sanitation services. However, to ensure financial stability of these enterprise funds, rate reviews are planned during the upcoming fiscal year. Priorities Police and fire services remain a top priority for the City Council. The FY15-16 budget includes funding for increased Public Safety MOU costs and advanced contributions to the Public Safety Personnel Retirement System, as recommended and supported by the Arizona League of Cities and Towns. The goal of the advanced funding is to reduce the city’s unfunded liability and future Annual Required Contribution by leveraging the PSPRS’s greater investment earnings potential. . In addition and to enhance police officer safety, the purchase of body cameras is also included in this year’s budget. The city of Glendale continues to be a mecca for national sporting events. The city is proud to host the National College Football Playoffs in January 2016 and one-time costs associated with the event are also included in the budget. Other important budget initiatives include:    Enhancing operations through advanced technology and innovation projects such as business intelligence (BI) solutions Implementation of an electronic plan review and permitting system. Addressing high employee turnover by funding 2.5 % non-represented employee pay increases Capital Improvement Program (CIP) The city’s investment in infrastructure and capital planning continues to enhance economic development and quality of life for our citizens. Significant streets and pavement maintenance projects are a top priority for the city council. A total of $51.6 million has been incorporated into the capital plan for these improvements over the next five fiscal years. Transportation is another key component of the city’s viability. Continuation of the Northern Avenue Super Street, an important regional east-west corridor project, is budgeted at $4.6 million in FY15-16. In the _____________________________________ _____________________________________ 25 Annual Budget BUDGET MESSAGE ____________________________________________________________________________________ FY2016 City Manager's Budget Message northern area of the city, a Regional Transit “Park and Ride” hub along the Loop 101 and Beardsley Road is scheduled to start construction. In addition to this project, a Transit Center is planned for at the Arrowhead Mall. Both of these projects will enhance connectivity for citizens to valley wide destinations. Conclusion Exciting opportunities abound throughout the city of Glendale. As the economy continues to rebound, the city is positioned toward a bright, sustainable future. The FY15-16 budget is dedicated to improving the city’s financial stability and preserving our vital reserves, while enhancing services through technology and efficiencies. I continue to be confident that the Mayor and Council’s vision will ensure an outstanding quality of life for the citizens and visitors of the city of Glendale. _____________________________________ _____________________________________ 26 Fiscal Year 2015-2016 Annual Budget Book Financial Guidelines Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast FIVE-YEAR FINANCIAL FORECAST Introduction Glendale’s annual and long range budgeting process is shaped and guided by the two key foundation documents contained within the Annual Budget. They are the City of Glendale’s Five-Year Financial Forecast and Financial Policies. Together these documents help the City Council ensure financial stability beyond the immediate budget year and adequate economic resources 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 FY15-16 budget process, five year forecasts were prepared for the General Fund; the Highway User Revenue (HURF), Transportation Sales Tax, Police Sales Tax, and Fire Sales Tax Special Revenue Funds; and the Sanitation, Landfill, and Water & Sewer 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 FY15-16 forecasts were utilized to examine the revenue and expenditure structures for the five year period of FY15-16 through FY19-20. These models include forecasted fund balance information. The General Fund forecast model shown herein was presented to the City Council on December 16, 2014 and initially assumed $3 million in anticipated police and fire service increases. It is important to understand that subsequently, on January 27, 2015, the Superior Court of Arizona ruled against state legislation to address rising public safety pension costs. The anticipated annual impact of this ruling is approximately $4 million annually; therefore, in order to ensure financial stability beyond the immediate budget year, increased police and fire services were not part of the FY15-16 adopted budget. Also presented to the City Council at that time were the forecasts for the other major operating funds listed above. The context of this year’s forecast centered on balancing the General Fund sources and uses, while continuing to maintain adequate fund balances. The overall financial goal was to maintain or improve service levels, where necessary, while preserving the level of fund reserves. This is a dramatic change in focus over the prior year forecast, where a structural deficit and pending sales tax reduction were defining the financial situation of the City. Overall, the prior year model showed a General Fund deficit in FY 14-15 through FY 16-17 averaging $14 million per year. Upon the elimination of a temporary sales tax increase (FY 17-18) the annual structural deficit was projected to reach $30 million per year. It is important to note that based on the significant impact of the temporary tax, which was estimated to be $24 million in FY14-15, the City Council passed an ordinance on June 24, 2014 eliminating the August 1, 2017 sunset. For all future years, the sufficiency of the sales tax rate will be analyzed during the annual budget process. For FY15-16, the sales tax rate remains unchanged. _____________________________________ _____________________________________ 27 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast The FY15-16 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 serves to provide a prospective look at the future impacts of current year budget choices. The City 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 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 information currently available. By evaluating important trends and economic conditions and including them in financial forecasts, 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 revenues 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. _____________________________________ _____________________________________ 28 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast 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 Improvements Program projects. Glendale’s forecasting models enable staff to provide the 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. BALANCED BUDGET AND FUND BALANCE 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 the budgeted period’s expenditures. The adopted FY15-16 budget complies with the balanced budget requirement in all City funds. City policy states that the minimum unrestricted (the total amount of the committed, assigned, and unassigned) fund balance in the General Fund shall total 25% of projected annual ongoing revenues. Inclusive in the 25% General Fund unrestricted fund balance; an assigned Budget Stabilization Reserve will be maintained at 10% of the General Fund operating revenues to be used in the event of unexpected revenue shortfalls if needed, and to be adjusted at year end. Also, inclusive in the 25% General Fund unrestricted fund balance, an assigned Operating Reserve will begin to be established in FY14-15 for amounts over the General Fund Budget Stabilization Reserve and will increase incrementally each year until it reaches at least 15% of the General Fund operating revenues by FY19-20, which is the ensuing five fiscal years. Finally, the policy states that the City Manager may establish additional assigned fund balance reserves for certain anticipated obligations or other purposes. 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. _____________________________________ _____________________________________ 29 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast INFLATION RATES Inflation has a major impact on all city revenues and expenditures. Salaries, supplies, equipment and contracted services are all subject to inflationary pressures. Therefore, the cumulative effects of general inflation are considered in the forecasting process. Because good historical data is available, and the Western Region Consumer Price Index for Urban Users (CPI-U) is adjusted for regional influences, the forecast model relies on this source of inflation data. The CPI-U assesses consumer patterns by judging the cost of a theoretical “market basket” of goods using a specific base year and comparing it with future years. In terms of real purchasing power, $103.60 in goods purchased in 1984 would cost approximately $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. CPI - 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 Index % Increase 2008 219.6 3.49% 2009 218.8 -0.36% 2010 221.2 1.10% 2011 227.5 2.85% 2012 232.4 2.15% 2013 235.8 1.46% 2014 238.9 1.30% 2015* 241.2 1.00% 1985 - 2014 Avg 2.83% 2005 - 2014 Avg 2.16% 2010 - 2014 Avg 1.77% * 2015 = Jan to May Average The annual inflation rate has averaged 2.83% since 1984. The ten-year period inflation rate averaged 2.16% and the five-year inflation rate averaged 1.77%. 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. The 2012 population figure of 229,008 is almost unchanged from 2004. _____________________________________ _____________________________________ 30 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast 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. 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 cost in the major operating funds which provide services to the public is personnel costs. These costs primarily consist of the cost of salaries and wages, health insurance, and retirement contributions. The forecasting models are programmed to include pay range adjustments for city employees. However, 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. The FY15-16 five-year _____________________________________ _____________________________________ 31 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast forecasted 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. Salary and benefit projections for represented police and fire personnel are consistent with the current memoranda of understanding. Salary increases for represented employees are based on a step plan and the forecast assumes normal progression of represented employees through the steps. EMPLOYEE BENEFITS Employee benefit costs primarily consist of 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 in health insurance costs averaging 5.5%. 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 financial conditions of the retirement plans, especially the PSPRS plans, 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 FY1516 through FY19-20 were estimated as follows. Arizona State Retirement System Public Safety Retirement – Police Public Safety Retirement – Fire Elected Officials Retirement System FY15-16 11.60% 35.90% 31.45% 23.50% FY16-17 11.66% 36.19% 31.70% 23.50% FY17-18 11.72% 36.48% 31.96% 23.50% FY18-19 11.77% 36.77% 32.21% 23.50% FY19-20 11.83% 37.06% 32.47% 23.50% 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 the vehicle replacement fund attributed primarily to the ability to control costs in prior years, the forecast assumed no FY15-16 contributions. Ongoing contributions to the technology fund are assumed throughout the five-year forecast period. Other measures that have been implemented regarding the replacement funds include the following: _____________________________________ _____________________________________ 32 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 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 served, sign-in and sign-out basis. The technology replacement fund will only replace computers and/or monitors when they break or malfunction. Computers and monitors are no longer replaced automatically. DEBT SERVICE OBLIGATIONS The forecast includes no additional debt financed projects will be 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 $19.8 to $34.6 million throughout the five-year forecast period. It is important to note that in March 2015, subsequent to the five-year forecast, $130.6 million in outstanding MPC debt was refunded into Excise Tax Revenue Obligations. 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, property tax, General Obligation, and enterprise and special revenue funds debt service. 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. _____________________________________ _____________________________________ 33 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast Beginning in FY08-09, a 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 order to maintain service levels address the financial challenges, and create financial stability the City Council increased the City’s sales tax rate by .7% beginning in August 2012. Approximately 80% of the General Fund’s total revenue is comprised of City Sales Tax and State Shared Revenue. The following graph illustrates the relative importance of these revenues in comparison to the overall General Fund revenue base. Other General Fund revenue sources include various fees such as municipal court fees; user fees and charges for city services like building inspections, plan reviews, and 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 revenue is highly elastic and varies directly with the economic conditions. During times of economic expansion, tax revenues increase, primarily 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 approximately 47.4% of the city’s General Fund revenue through FY19-20. General Fund - City Sales Tax Forecast $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $2010 2011 2012 2013 2014 _____________________________________ 2015 2015 2016 Budget Revised 2017 2018 2019 2020 _____________________________________ 34 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast City sales tax collections remained relatively flat from FY09-10 through FY11-12. Beginning in August 2012, the 0.7% sales tax increase generated approximately $22 million in FY12-13 representing eleven months in the fiscal year. Taxable sales estimates assume growth of 3.3% in FY15-16 and average approximately 3.5% 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. 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 represents 28%, or $58.3 million of estimated operating revenue in FY15-16. 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. The forecast assumes an overall percentage of State-Shared revenue averaging 28.9% through FY19-20. The forecast for each State-Shared revenue source is developed separately and compared to the state’s forecast for these revenue sources. The forecast assumes continued state sales tax revenue growth consistent with projections from the State Finance Advisory Committee. State-Shared revenue is also dependent upon state law. It is impossible to predict the actions of future legislatures, and therefore, the forecast assumes there will be no changes in future state shared revenue formulae. The average annual growth rate for State-Shared Revenue is projected to be between 4% and 5% during the five-year forecast period. _____________________________________ _____________________________________ 35 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast PROPERTY TAX Arizona’s property tax levy consists of two tiers. The primary property tax levy has statemandated maximum limits, but it can be used by a city for any lawful purpose. The primary property tax revenue is included in the City’s General Fund. The secondary property tax is an unlimited levy but it 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 is a relatively small revenue source for the General Fund as it is only 3% of the total General Fund revenue, or approximately $5.3 million forecasted for FY15-16. The city’s property tax revenue projection is based on the state-mandated levy limits and increases are estimated at 2% per year. The City’s financial policies indicate the primary property tax levy will be set each year at the maximum allowable amount. The sharp increase in primary property tax revenue in FY13-14 is the direct result of raising the primary property tax to the maximum state allowable limit which the city had deferred for several years. As a result, the increase in FY13-14 equated to a 120.8% increase in the levy as described in the previous paragraph. _____________________________________ _____________________________________ 36 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast 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 inspection 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 other miscellaneous revenues. This revenue also includes general staff and administrative service charges. Departments whose operations are supported by the General Fund, such as the Finance and Technology, 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 the other funds operations would have to pay outside contractors to 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 Finance and Technology Department established these charges based on an indirect cost allocation model that uses various accepted allocation methods. The charges are applied to the other fund’s operating budgets in equal amounts (i.e. 1/12) each month. The total general staff and administrative service charges for FY15-16 were forecasted at $9.7 million or about 22% of the other revenue category which is projected to total $43.4 million in FY15-16. The other revenue category is forecasted to increase by 9% in FY15-16 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 demonstrated that the annual structural deficit identified in the prior year forecast had been eliminated, which meant ongoing operating revenues were sufficient to cover ongoing expenditures. The ongoing operating expenditures assumed an increase in police and fire services, continuation of other service levels, continuation of current obligations, moderate revenue growth, controlling operating costs, and achieving savings from an Excise Tax Bond refunding. The forecast also assumed a steady reduction in the General Fund sales tax rate each year and absorbing significant costs increases in health insurance and public safety retirement. Subsequent to the forecast, the Council adopted the FY15-16 budget without reducing the sales tax rate. Finally, the General Fund forecast absorbs the impacts of eliminating what were formally referred to as the General Fund, Sub-Funds. The General Fund Sub-Funds, totaling 23, were supported primarily by the General Fund and several of these funds had appropriated spending _____________________________________ _____________________________________ 37 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast deficiencies throughout the past fiscal years. Combining these funds into the General Fund ensures financial transparency, financial stability for those activities, and simplification of General Fund financial presentations. It is also consistent with best budget practices. The anticipated structural deficit described in the prior year was due primarily to an anticipated elimination of the 0.7% sales tax increase in August 2017. The tax was originally expected to be in effect for only five years and expire in FY17-18. Glendale City Council subsequently passed an ordinance on June 24, 2014 eliminating the August 1, 2017 expiration date in order to preserve future services. The chart below summarizes the forecast. General Fund Forecast Beginning Fund Balance Operating Revenue Operating Expenditures Net Transfers Contingency FY15-16 30,175,492 208,010,787 (205,263,432) 2,300,126 (5,000,000) FY16-17 30,222,973 213,814,538 (213,333,337) (1,313,187) (5,000,000) FY17-18 24,390,988 219,951,035 (211,298,792) (7,259,089) (5,000,000) FY18-19 20,784,141 226,305,286 (211,754,398) (8,777,255) (5,000,000) FY19-20 21,557,774 232,886,057 (215,835,109) (9,196,229) (5,000,000) Total Annual Structural Surplus/(Deficit) Ending Fund Balance 47,481 30,222,973 (5,831,986) 24,390,987 (3,606,846) 20,784,142 773,633 21,557,774 2,854,719 24,412,493 The detailed General Fund Five-Year Financial Forecast, as presented on December 16, 2014 follows: _____________________________________ _____________________________________ 38 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast General Fund - Five-Year Financial Forecast FY15-16 Through FY19-20 with FY13-14 & FY14-15 Comparative Data FY 13-14 Actual FY 14-15 Forec as t Budget Revised FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 91,755,447 5,096,745 96,852,192 96,501,449 5,364,136 101,865,585 96,760,623 5,364,136 102,124,759 100,300,169 (909,790) 5,471,419 104,861,798 103,741,303 (1,883,266) 5,580,847 107,438,884 107,312,169 (2,923,770) 5,692,464 110,080,863 111,007,821 (4,034,803) 5,806,313 112,779,331 114,832,638 (5,220,026) 5,922,439 115,535,051 53,091,782 53,091,782 55,947,163 55,947,163 55,947,163 500,000 56,447,163 58,313,147 1,400,000 59,713,147 61,129,013 1,428,000 62,557,013 64,207,390 1,456,560 65,663,950 67,441,610 1,485,691 68,927,301 70,839,605 1,515,405 72,355,010 23,057,760 4,825,836 27,883,596 20,573,253 6,413,085 26,986,338 22,077,212 6,413,085 28,490,297 22,345,260 6,477,216 28,822,476 22,616,937 6,541,988 29,158,925 22,892,285 6,607,408 29,499,693 23,171,361 6,673,482 29,844,843 23,454,213 6,740,217 30,194,430 Other Revenues Staff Admin. Chargeback Revenue Internal Charges Interest Income Total Other & Miscellaneous 2,182,827 9,200,000 2,794,573 407,283 14,584,683 2,812,395 9,700,000 1,212,222 255,000 13,979,617 2,812,395 9,700,000 1,212,222 400,000 14,124,617 2,837,736 9,700,000 1,671,630 404,000 14,613,366 2,863,330 9,700,000 1,688,346 408,040 14,659,716 2,889,180 9,700,000 1,705,229 412,120 14,706,529 2,915,289 9,700,000 1,722,281 416,241 14,753,811 2,941,659 9,700,000 1,739,504 420,403 14,801,566 Total Operating Revenue 192,412,253 198,778,703 201,186,836 208,010,787 213,814,538 219,951,035 226,305,286 232,886,057 (72,116,157) (4,396,655) (27,435,210) (88,435,393) (6,425,467) (37,106,158) (88,435,393) (6,425,467) (37,106,158) (92,378,035) (5,504,947) (43,943,309) (94,105,107) (6,563,947) (45,262,154) (95,487,668) (5,504,947) (46,804,100) (97,607,985) (5,504,947) (48,255,849) (98,801,019) (5,504,947) (49,261,906) Operating Revenue Local Taxes City Sales Tax Sales Tax Reduction Primary Property Tax Total Local Taxes Intergovernmental State Shared Revenue Other Intergovernmental Total Intergovernmental Fees, Licenses, Permits, & Arena Fees Fees, Licenses, & Permits Arena Fees Total Fees, Licenses & Permits Other & Miscellaneous Expenditures & Other Financing Sources/Uses Expenditures Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Arena Management Fee/Capital NHL Management Fee Camelback Ranch - Phoenix IGA Lease Payments Interfund Loan Total Expenditures (17,967,410) (5,588,878) (2,883,709) (5,300,823) (1,091,238) (14,002,055) (1,329,454) (403,640) (152,515,228) (26,266,857) (26,266,857) (6,497,705) (6,497,705) (3,197,286) (3,197,286) (3,872,090) (3,872,090) (2,291,013) (3,694,565) (15,500,000) (15,500,000) (345,750) (1,801,434) (1,801,434) (501,610) (501,610) (191,895,013) (193,644,315) (24,842,678) (25,297,358) (25,760,927) (26,233,563) (26,715,443) (6,405,809) (6,533,925) (6,664,604) (6,797,896) (6,933,854) (3,192,202) (3,256,046) (3,321,167) (3,387,590) (3,455,342) (3,949,532) (4,028,522) (4,109,093) (4,191,275) (4,275,100) (4,920,865) (2,720,865) (2,720,865) (2,720,865) (2,720,865) (15,500,000) (15,500,000) (15,500,000) (15,500,000) (15,500,000) (5,000,000) (668,646) (668,646) (668,646) (1,086,822) (3,358,809) (3,307,216) (3,307,115) (1,179) (598,600) (1,089,550) (1,449,660) (1,553,250) (1,579,810) (205,263,432) (213,333,337) (211,298,792) (211,754,398) (215,835,109) Other Financing Sources/Uses Transfers In Other Transfers In Special Revenue - PSST Police Special Revenue - PSST Fire Total Transfers In Transfers Out Special Revenue - HURF Special Revenue - Transportation Special Revenue - Other Debt Service - MPC Total Transfers Out Total Expenditures & Other Financing Sources/Uses 340,981 340,981 16,550,770 7,891,649 24,442,419 16,550,770 7,891,649 24,442,419 15,945,955 7,676,332 23,622,287 16,457,517 7,933,927 24,391,444 17,002,030 8,208,114 25,210,144 17,565,601 8,491,898 26,057,499 18,148,897 8,785,614 26,934,511 (15,000) (900,000) (467,221) (29,496,134) (30,878,355) (900,000) (534,299) (31,288,661) (32,722,960) (900,000) (534,299) (31,288,661) (32,722,960) (900,000) (534,299) (19,887,862) (21,322,161) (900,000) (534,299) (24,270,332) (25,704,631) (900,000) (534,299) (31,034,934) (32,469,233) (900,000) (534,299) (33,400,455) (34,834,754) (900,000) (534,299) (34,696,441) (36,130,740) (183,052,602) (202,963,306) (214,646,524) (218,557,881) (220,531,653) (225,031,338) (1,396,851) (738,020) 5,047,481 (831,986) 1,393,154 5,773,633 7,854,719 (5,330,000) (3,580,698) (5,000,000) (5,000,000) (5,000,000) (5,000,000) (5,000,000) 9,359,651 (6,726,851) (4,318,718) 47,481 (5,831,986) (3,606,846) 773,633 2,854,719 Beginning Fund Balance - With Contingency 25,134,560 Ending Fund Balance - With Contingency 34,494,210 34,494,210 27,767,359 34,494,210 30,175,492 30,175,492 30,222,973 30,222,973 24,390,988 24,390,988 20,784,141 20,784,141 21,557,774 21,557,774 24,412,493 Total Surplus/(Deficit) Before Contingency Contingency Total Surplus/(Deficit) After Contingency 9,359,651 (200,175,554) (201,924,856) - _____________________________________ _____________________________________ 39 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast Other Major Funds Five-year forecasts for the other major funds were also presented to the Council on December 16, 2014 and used as a basis to set the FY15-16 budget for the respective funds. The five-year forecasts include the following funds: Highway User Revenue Fund (HURF), Transportation Sales Tax, Police Sales Tax, Fire Sales Tax Special Revenue Funds; and the , Sanitation, Landfill and Water & Sewer Enterprise Funds. These forecasts were 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 1% 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 $31 million with approximately $10 million of street improvements anticipated to be debt financed. Financing opportunities for these capital improvement projects would include HURF revenue bonds or pay-as-you go cash financing. The forecast incorporated a five-year maintenance plan as presented to Council in December of 2013. The fund is considered healthy; however, care must be taken to ensure financial stability of the fund. Highway User Revenue Funds - Five-Year Financial Forecast FY15-16 Through FY19-20 with FY13-14 & FY14-15 Comparative Date FY14-15 Budget Rev Est FY13-14 Actual FY15-16 FY16-17 Forecast FY17-18 FY18-19 FY19-20 Revenue & Other Financing Sources HURF Revenue Interest Other Revenue Bond Proceeds Transfers In Total Revenue & Other Financing Sources 12,789,798 5,375 917 1,015,000 12,903,286 21,406 1,000,000 12,903,286 21,406 1,000,000 13,032,319 21,620 10,000,000 1,000,000 13,162,642 21,836 - 13,294,268 22,054 - 13,427,211 22,275 - 13,561,483 22,498 - 13,811,091 13,924,692 13,924,692 24,053,939 13,184,478 13,316,322 13,449,486 13,583,981 (2,137,680) (2,137,680) (61,103) (61,103) (739,758) (739,758) (2,408,180) (2,408,180) (2,580,301) (2,580,301) (304,049) (304,049) (240,886) (240,886) (18,675,000) (11,675,000) (1,805,000) (1,805,000) (153,000) (153,000) - (2,067,896) (61,103) (782,133) (2,391,475) (2,607,386) (310,130) (261,423) (16,000,000) (1,895,000) (75,800) - (2,108,816) (61,103) (810,700) (2,484,185) (2,659,534) (316,333) (368,399) (9,000,000) (758,680) (600,000) - (2,147,536) (61,103) (835,762) (2,533,869) (2,712,725) (322,659) (373,722) (2,000,000) (804,200) (554,480) - (2,184,976) (61,103) (857,030) (2,584,546) (2,766,979) (329,112) (379,152) (2,000,000) (852,452) (506,228) - (2,222,514) (61,103) (878,761) (2,636,237) (2,822,319) (335,695) (384,689) (2,000,000) (903,599) (455,081) - (29,104,957) (22,104,957) (26,452,346) (19,167,749) (12,346,055) (12,521,578) (12,699,997) 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 - Principal Debt Service - Interest & Fiscal Agent Fees Transfers Out Total Expenditures & Other Financing Uses Total Income (Loss) Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency (1,842,196) (36,914) (661,319) (2,342,369) (2,442,409) (290,090) (279,297) (4,355,000) (330,875) (21,014) (12,601,482) 1,209,608 (15,180,265) (8,180,265) (2,398,407) (5,983,271) 970,267 927,908 883,984 (600,000) (600,000) (650,000) (660,000) (670,000) (670,000) (680,000) 1,209,608 (15,780,265) (8,780,265) (3,048,407) (6,643,271) 300,267 257,908 203,984 18,853,666 20,063,274 20,063,274 4,283,009 20,063,274 11,283,009 11,283,009 8,234,602 8,234,602 1,591,331 1,591,331 1,891,597 1,891,597 2,149,506 2,149,506 2,353,489 - _____________________________________ _____________________________________ 40 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast TRANSPORTATION SALES TAX The Transportation Sales Tax funds began FY14-15 with a $30.6 million fund balance. Despite the fact that the FY14-15 capital outlay was budgeted and forecasted to be $41.3 million, the estimated June 30, 2015 fund balance was updated to be $18.5 million. This was primarily due to lower than anticipated spending on planned capital projects which were delayed or deferred into subsequent years. In addition, the FY14-15 budget included a planned bond sale of $20 million to help fund capital projects which did not occur. Operating expenditures were forecasted at $12.8 million in FY15-16 with ongoing inflationary adjustments planned throughout the forecast period. Assuming $15.0 million in debt is issued in FY16-17, the debt service payments will total approximately $8.5 million beginning in FY17-18. Transportation Sales Tax Funds - Five-Year Financial Forecast FY15-16 Through FY19-20 with FY13-14 & FY14-15 Comparative Date FY13-14 FY14-15 Forecast Actual Budget Rev Est FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 22,919,182 118,897 114,114 88,486 900,000 23,432,936 128,807 80,000 20,000,000 1,566,707 23,432,936 128,807 80,000 1,566,707 24,206,223 128,807 80,000 1,566,707 25,029,235 128,807 15,000,000 1,566,707 25,905,258 128,807 80,000 1,566,707 26,811,942 128,807 1,566,707 27,750,360 128,807 80,000 1,566,707 24,140,679 45,208,450 25,208,450 25,981,737 41,724,749 27,680,772 28,507,456 29,525,874 (3,095,194) (3,155,187) (36,750) (36,750) (936,387) (946,568) (6,256,532) (6,381,663) (274,756) (280,252) (697,231) (711,176) (1,575,370) (1,641,557) (16,364,821) (15,575,468) (3,380,000) (3,550,000) (3,946,081) (3,777,081) (1,000,000) - (3,212,402) (36,750) (978,959) (6,509,296) (285,857) (725,399) (1,644,343) (3,098,083) (4,137,768) (4,499,581) - (3,269,852) (36,750) (1,006,463) (6,639,482) (291,574) (739,907) (1,647,186) (3,430,204) (4,347,234) (4,288,615) - (3,324,704) (36,750) (1,034,010) (6,772,272) (297,405) (754,705) (1,650,085) (9,591,954) (4,528,168) (4,106,081) - 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 - Principal Debt Service - Interest & Fiscal Agent Fees Transfers Out Total Expenditures & Other Financing Uses Total Income (Loss) (2,471,628) (39,945) (767,445) (3,360,020) (159,530) (530,606) (1,566,596) (6,711,041) (3,125,000) (4,202,781) (1,041,110) (23,975,702) (62,137,114) (36,137,114) (37,563,123) (36,055,701) (25,128,439) (25,697,267) (32,096,134) 164,977 (16,928,664) (10,928,664) (11,581,386) 5,669,048 2,552,333 2,810,189 (2,570,260) (1,200,000) (1,200,000) (1,200,000) (1,300,000) (1,300,000) (1,300,000) (18,128,664) (12,128,664) (12,781,386) 4,469,048 1,252,333 1,510,189 (3,870,260) 18,537,460 5,756,074 5,756,074 10,225,123 10,225,123 11,477,456 11,477,456 12,987,645 12,987,645 9,117,385 Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency (2,922,916) (2,922,916) (36,750) (36,750) (865,883) (865,883) (6,118,202) (6,118,202) (285,022) (285,022) (683,560) (683,560) (1,572,692) (1,572,692) (41,321,008) (15,321,008) (3,250,000) (3,250,000) (4,081,081) (4,081,081) (1,000,000) (1,000,000) (1,200,000) 164,977 30,501,147 30,666,124 _____________________________________ 30,666,124 12,537,460 30,666,124 18,537,460 _____________________________________ 41 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast PUBLIC SAFETY SALES TAX (POLICE & FIRE) In 1994, Glendale voters passed a citizens’ initiative that increased the local sales tax rate by 0.1% to enhance police and fire personnel and related equipment. In September 2007, Glendale voters passed a separate initiative that increased the local sales tax rate by another 0.4%, bringing the total public safety sales tax rate to 0.5%, effective November 1, 2007. Both taxes specified that two-thirds of the revenue would go to police operations (Police Special Revenue Fund) and one-third to fire operations (Fire Special Revenue Fund). 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 Public Safety Sales Tax revenue. The two funds are presented separately. Prior to FY14-15, all expenditures related to enhanced public safety services, as defined through the previous ballot initiatives, were tracked within specific Police and Fire dedicated sales tax funds. In FY14-15, a new costing methodology was implemented to simplify the annual budget process and ensure accounting for public safety sales tax related expenditures is consistent with the initiative. An annual transfer from the Public Safety Sales Tax (PSST) funds to the general fund now provides direct reimbursement for the cost of the enhanced levels of service as approved by the voter initiatives. The Police Special Revenue Fund assumes sales tax revenue growth at the same pace as the General Fund sales tax over the five-year forecast period as well as nominal inflation of the cost of expenditures and maintenance of current contractual obligations. _____________________________________ _____________________________________ 42 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast PSST - Police Sales Tax Fund - Five-Year Financial Forecast FY14-15 Through FY18-19 with FY13-14 & FY14-15 Comparative Date FY13-14 FY14-15 Forecast Actual Budget Rev Est FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 14,051,940 175,939 - 14,565,300 - 14,565,300 - 15,045,955 15,557,517 16,102,030 16,665,601 17,248,897 14,227,879 14,565,300 14,565,300 15,045,955 Revenue & Other Financing Sources City Sales Tax Other Revenue Transfers In Total Revenue & Other Financing Sources - - - 15,557,517 - 16,102,030 - 16,665,601 17,248,897 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 (6,551,220) (474,686) (3,064,083) (2,609,493) (356,918) (373,693) - (16,550,770) (16,550,770) (15,945,955) (16,457,517) (17,002,030) (17,565,601) (18,148,897) (13,430,093) (16,550,770) (16,550,770) (15,945,955) (16,457,517) (17,002,030) (17,565,601) (18,148,897) 797,785 Total Income (Loss) (1,985,470) Contingency (1,985,470) (900,000) (900,000) (900,000) (900,000) (900,000) 797,785 (1,985,470) (1,985,470) (900,000) (900,000) (900,000) (900,000) (900,000) 8,614,760 9,412,545 9,412,545 7,427,075 9,412,545 7,427,075 7,427,075 6,527,075 6,527,075 5,627,075 5,627,075 4,727,075 4,727,075 3,827,075 3,827,075 2,927,075 Total Income/(Loss) w/ Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency The Fire Special Revenue Fund assumes sales tax revenue growth at the same pace as the General Fund sales tax over the five-year forecast period as well as nominal inflation of the cost of expenditures and maintenance of current contractual obligations. PSST - Fire Sales Tax Fund - Five-Year Financial Forecast FY14-15 Through FY18-19 with FY13-14 & FY14-15 Comparative Date FY13-14 Actual FY14-15 Budget Forecast Rev Est FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 Revenue & Other Financing Sources City Sales Tax Total Revenue & Other Financing Sources 7,020,940 7,334,300 7,334,300 7,576,332 7,833,927 8,108,114 8,391,898 8,685,614 7,020,940 7,334,300 7,334,300 7,576,332 7,833,927 8,108,114 8,391,898 8,685,614 (3,256,468) (701,377) (1,416,511) (976,496) (18,883) (147,371) - (7,891,649) (7,891,649) (7,676,332) (7,933,927) (8,208,114) (8,491,898) (8,785,614) (6,517,107) (7,891,649) (7,891,649) (7,676,332) (7,933,927) (8,208,114) (8,491,898) (8,785,614) 503,834 (557,349) (557,349) (100,000) (100,000) (100,000) (100,000) (100,000) 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 Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency - - - - - - - - 503,834 (557,349) (557,349) (100,000) (100,000) (100,000) (100,000) (100,000) 990,160 1,493,994 1,493,994 936,645 1,493,994 936,645 936,645 836,645 836,645 736,645 736,645 636,645 636,645 536,645 536,645 436,645 _____________________________________ _____________________________________ 43 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast SANITATION ENTERPRISE FUND This fund supports refuse collection and disposal services to homes and businesses in the city. Over the five-year forecast period, revenues are expected to remain stable with no assumed rate increases. It is important to note that, depending on the timing of capital outlay projects and fund performance, future rate adjustments may be necessary. Fund balance over the forecasted period is projected to decrease from $1 million in FY15-16 to a negative $1.6 million in FY19-20. Residential and commercial sanitation revenues are projected to grow from $15 million, starting in FY15-16, to $15.3 million in FY19-20, 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. Staff will continue to monitor and update the financial operations for potential changes in capital planning or potential rate adjustments. Sanitation Fund - Five-Year Financial Forecast FY15-16 Through FY19-20 with FY13-14 & FY14-15 Comparative Date FY13-14 Actual FY14-15 Budget Rev Est FY15-16 FY16-17 Forecast FY17-18 FY18-19 FY19-20 Revenue & Other Financing Sources Commercial Sanitation Revenue Commercial Sanitation Rolloff Outside City Commercial Residential Sanitation Miscellaneous Bin Service Internal Charges Interfund Loan Proceeds Interest Other Revenue Lease Proceeds 3,336,433 560,386 55,482 10,606,128 89,917 84,293 35,846 4,345 182,377 - 3,400,000 600,000 10,630,000 100,000 115,000 44,588 4,000 101,000 - 3,400,000 600,000 10,630,000 100,000 115,000 44,450 4,000 101,000 - 3,417,000 603,000 10,683,150 100,500 115,000 52,967 4,020 101,000 4,070,000 3,434,085 606,015 10,736,566 101,003 115,000 125,392 4,040 101,000 3,635,000 3,451,255 609,045 10,790,249 101,508 115,000 136,154 4,060 101,000 1,925,000 3,468,511 612,090 10,844,200 102,016 115,000 145,714 4,080 101,000 1,470,000 3,485,854 615,150 10,898,421 102,526 115,000 148,404 4,100 101,000 2,739,000 Total Revenue & Other Financing Sources 14,955,206 14,994,588 14,994,450 19,146,637 18,858,101 17,233,271 16,862,611 18,209,455 (2,937,654) (192,939) (1,158,492) (3,125,588) (825) (3,184,046) (2,331,807) (776,673) (246,416) (3,461) (39,872) (3,008,493) (131,000) (1,233,150) (3,004,028) (2,700) (3,550,667) (2,402,960) (3,985,528) - (3,008,493) (131,000) (1,233,150) (3,004,028) (2,700) (3,550,667) (2,402,960) (3,985,528) - (3,026,239) (131,000) (1,303,041) (572,972) (1,020) (3,621,680) (4,862,994) (4,070,010) (515,301) (162,800) - (3,092,447) (131,000) (1,353,614) (584,431) (1,040) (3,694,114) (4,868,678) (3,635,000) (996,139) (287,588) - (3,156,520) (131,000) (1,398,077) (596,120) (1,061) (3,767,996) (4,874,476) (1,925,000) (1,279,708) (324,743) - (3,218,047) (131,000) (1,435,464) (608,042) (1,082) (3,843,356) (4,880,390) (1,470,000) (1,517,011) (332,356) - (3,277,946) (131,000) (1,473,355) (620,203) (1,104) (3,920,223) (4,886,422) (2,739,000) (1,924,474) (381,236) - 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 - Principal Debt Service - Interest & Fiscal Agent Fees 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 (13,997,772) 957,434 (17,318,526) (17,318,526) (18,267,058) (18,644,052) (17,454,701) (17,436,748) (19,354,963) (2,323,938) (2,324,076) 879,579 214,049 (221,430) (574,137) (700,000) (700,000) (750,000) (760,000) (760,000) (760,000) (770,000) 957,434 (3,023,938) (3,024,076) 129,579 (545,951) (981,430) (1,334,137) (1,915,508) 3,111,034 4,068,468 4,068,468 1,044,530 4,068,468 1,044,392 1,044,392 1,173,971 1,173,971 628,021 628,021 (353,409) (353,409) (1,687,546) (1,687,546) (3,603,055) - _____________________________________ (1,145,508) _____________________________________ 44 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast LANDFILL ENTERPRISE FUND This fund includes the activities at the Glendale Landfill such as recycling, the materials recovery facility, and potential by-product services. Over the five-year forecast period, revenues are expected to remain stable with no assumed rate increases. It is important to note that, depending on the timing of capital outlay projects and fund performance, future rate adjustments may be necessary. Of the nearly $11 million in FY14-15 annual budgeted revenue (excluding bond proceeds), approximately 22.5% or $2.4 million is generated from the sale of recyclables. Large capital improvement projects in the later years of the plan include closure of the south quadrant of the landfill and major soil excavation. Declining fund balances due to these major projects indicates future bond sales may be necessary. Staff will continue to monitor the performance of the fund for future financing options. Landfill Fund - Five-Year Financial Forecast FY15-16 Through FY19-20 with FY13-14 & FY14-15 Comparative Date FY13-14 Actual FY14-15 Budget Rev Est FY16-17 Forecast FY17-18 FY18-19 FY19-20 1,719,266 4,107,327 431,000 2,687,112 438,071 39,141 254,154 - 2,478,380 5,174,760 525,000 2,204,800 358,503 40,000 233,200 - 2,478,380 5,174,760 525,000 2,204,800 233,361 40,000 233,200 - 2,503,164 5,226,508 525,000 2,226,848 278,074 40,400 233,200 15,000,000 2,528,196 5,278,773 525,000 2,249,116 658,308 40,804 233,200 5,000,000 2,553,478 5,331,561 525,000 2,271,607 714,807 41,212 233,200 5,000,000 2,579,013 5,384,877 525,000 2,294,323 764,997 41,624 233,200 - 2,604,803 5,438,726 525,000 2,317,266 779,117 42,040 233,200 - 9,676,071 11,014,643 10,889,501 26,033,194 16,513,397 16,670,865 11,823,034 11,940,152 (1,906,367) (94,730) (664,343) (2,040,743) (281,438) (566,978) (1,109,428) (723,220) (21,014) (2,241,531) (35,000) (772,339) (3,723,823) (333,160) (513,971) (1,143,457) (12,254,529) - (2,241,531) (35,000) (772,339) (3,723,823) (333,160) (513,971) (1,143,457) (6,474,416) - (2,232,530) (35,000) (830,028) (3,779,028) (327,420) (553,886) (1,167,668) (19,902,893) - (2,276,984) (35,000) (860,026) (3,854,608) (333,968) (564,963) (1,169,944) (8,094,830) (407,768) (900,000) - (2,321,837) (35,000) (886,975) (3,931,700) (340,648) (576,262) (1,172,264) (6,136,310) (568,157) (1,175,534) - (2,364,557) (35,000) (910,049) (4,010,334) (347,461) (587,788) (1,174,632) (738,169) (1,441,445) - (2,405,671) (35,000) (933,276) (4,090,541) (354,410) (599,543) (1,177,046) (785,341) (782,459) (1,397,155) - (7,408,261) (21,017,810) (15,237,697) FY15-16 Revenue & Other Financing Sources Recycling Sales Tipping Fees Staff & Adm Chargebacks Internal Charges Interfund Loan Proceeds Interest Other Revenue Bond Proceeds 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 - Principal Debt Service - Interest & Fiscal Agent Fees 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 2,267,810 (28,828,452) (18,498,092) (17,144,688) (11,609,434) (12,560,442) (10,003,167) (4,348,196) (2,795,258) (1,984,695) (473,823) 213,600 (600,000) (600,000) (550,000) (580,000) (580,000) (590,000) (600,000) 2,267,810 (10,603,167) (4,948,196) (3,345,258) (2,564,695) (1,053,823) (376,400) (1,220,290) 9,834,861 12,102,671 12,102,671 1,499,504 12,102,671 7,154,475 7,154,475 3,809,217 3,809,217 1,244,522 1,244,522 190,699 190,699 (185,701) (185,701) (1,405,991) - _____________________________________ (620,290) _____________________________________ 45 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Five-Year Financial Forecast WATER & SEWER ENTERPRISE FUND The FY15-16 beginning fund balance of $58.5 million will be used to fund extensive capital projects over the next four fiscal years. For example, improvements at the Arrowhead Reclamation Facility ($19.4 million), water line replacements/extensions ($10.8 million) and sewer line replacements ($16.7 million including Arrowhead sewer lines) are major capital improvements occurring between FY15-16 and FY19-20 that are being funded through pay-asyou-go financing. Total water and sewer revenues, totaling $81.6 million in FY15-16, are expected to grow by 1% throughout the forecast period due to growth in accounts. A rate study is currently being planned for FY15-16 to ensure both capital and operating needs can be funded though user fees. The operating budget averages $50.4 million over the five-year forecast period, including the planned 4% inflationary adjustments in FY16-17 and 2% inflationary adjustments through the end of the forecast period. In addition, the debt service budget averages $25.3 million per year. Water & Sewer Funds - Five-Year Financial Forecast FY15-16 Through FY19-20 with FY13-14 & FY14-15 Comparative Date FY13-14 Actual Budget FY14-15 Rev Est FY15-16 FY16-17 Forecast FY17-18 FY18-19 FY19-20 46,686,517 32,581,238 810,683 82,000 134,700 255,839 1,019,384 - 49,076,386 33,514,156 1,115,086 82,000 167,203 120,000 81,000 - 46,535,731 33,032,630 1,115,086 82,000 167,203 200,000 81,000 - 46,768,410 33,197,793 1,115,086 82,000 200,670 200,000 81,080 - 47,002,252 33,363,783 1,115,086 82,000 229,388 200,000 81,160 - 47,331,267 33,597,330 1,115,086 82,000 449,025 200,000 81,273 - 47,757,246 33,899,706 1,115,086 82,000 481,905 200,000 81,420 - 48,234,819 34,238,703 1,115,086 82,000 489,218 200,000 81,585 - 81,570,360 84,155,831 81,213,650 81,645,039 82,073,669 82,855,981 83,617,363 84,441,411 (11,097,173) (321,588) (3,754,943) (16,129,058) (3,736,894) (618,659) (6,954,156) (2,091,677) (15,725,000) (12,747,318) (125,677) (12,823,423) (293,060) (4,454,808) (20,855,816) (3,983,041) (782,313) (6,290,071) (36,150,259) (13,170,000) (12,308,365) - (12,823,423) (293,060) (4,454,808) (17,700,000) (3,983,041) (782,313) (6,290,071) (31,408,919) (13,170,000) (12,308,365) - (13,043,914) (293,060) (4,806,271) (18,231,000) (3,785,669) (797,959) (6,817,292) (16,693,495) (13,770,000) (11,709,714) - (13,312,575) (293,060) (4,985,018) (18,777,930) (3,861,382) (813,918) (7,426,945) (27,656,004) (14,375,000) (11,094,264) - (13,570,735) (293,060) (5,143,027) (19,341,268) (3,938,610) (830,197) (7,459,991) (24,756,740) (15,075,000) (10,405,014) - (13,810,828) (293,060) (5,275,699) (19,921,506) (4,017,382) (846,801) (7,493,698) (19,947,557) (15,680,000) (9,794,026) - (14,043,120) (293,060) (5,409,479) (20,519,151) (4,097,730) (863,737) (7,528,079) (18,521,225) (16,005,000) (9,103,326) - (73,302,142) (111,111,156) (103,214,000) (89,948,374) (102,596,097) (100,813,642) (97,080,557) (96,383,906) 8,268,218 (26,955,325) (22,000,350) (8,303,335) (20,522,428) (17,957,661) (13,463,194) (11,942,495) Revenue & Other Financing Sources Water Revenue Sewer Revenue Development Permits/Fees/Impact Staff & Adm Chargebacks Interfund Loan Proceeds Interest Other Revenue Bond Proceeds 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 - Principal Debt Service - Interest & Fiscal Agent Fees Transfer 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 (4,200,000) (4,200,000) (2,000,000) (2,100,000) (2,100,000) (2,100,000) (2,100,000) 8,268,218 - (31,155,325) (26,200,350) (10,303,335) (22,622,428) (20,057,661) (15,563,194) (14,042,495) 76,482,245 84,750,463 84,750,463 53,595,138 84,750,463 58,550,113 58,550,113 48,246,778 48,246,778 25,624,350 25,624,350 5,566,689 5,566,689 (9,996,505) (9,996,505) (24,039,000) _____________________________________ _____________________________________ 46 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 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. _____________________________________ _____________________________________ 47 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Financial Policies FINANCIAL POLICIES A key component of the Fiscal Year 2015-16 (FY15-16) budget is the adoption of the Council’s financial policies. This budget document includes the Council’s financial policies that were approved in the FY13-14 budget adoption process and revised in FY14-15. While established financial policies existed, the existing financial policies needed to be expanded during the prior year. As the City focuses on long-term financial stability in its financial planning, it will become necessary to again revise the financial policies in FY15-16 to ensure the policies align with the expectations of the Council. 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. Revenue and expenditure forecasts will be prepared annually and will include a FiveYear Forecast for each major operating fund (General Fund, Enterprise Funds, and certain Special Revenue Funds). These Five-Year Forecasts will be prepared at the beginning of the operating budget process and 1) provide a long-term view of current year budget decisions affecting the City and 2) provide an estimate of the fund balance and sensitivity to revenue and expenditure changes over the forecast period. a. The budget will be balanced, by fund, when all projected ongoing revenue sources do 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 to address one-time costs, not ongoing costs or planned utilization of fund balance. 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. 2. To ensure ongoing General Fund stability, the primary property tax levy will be set each year at the maximum allowable amount. _____________________________________ _____________________________________ 48 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Financial Policies 3. Any proposed new service or program initiative will be developed to reflect current Council policy directives and shall be considered in the context of balancing ongoing anticipated revenues against ongoing anticipated expenses. Proposals will follow all related Council Financial Policies. 4. 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 unless otherwise approved by Council. Equipment and technology purchases with these kinds of funds are subject to the policies for the replacement funds. 5. 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; c. Debt service principal and interest amounts; d. Proposed inter-fund transfers; e. Proposed fund balance by fund; f. Proposed personnel staffing levels; g. Detailed schedule of capital projects; h. Any additional information, data, or analysis requested by Council. 6. 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 other funds. Additional funds may be added upon Council approval. 7. The budget will not use one-time (non-recurring) sources to fund continuing (recurring) expenditures. 8. 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. 9. The Finance and Technology 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. 10. Benefits and compensation will be administered in accordance with Council policy direction. a. Total compensation will be evaluated periodically for competitiveness. _____________________________________ _____________________________________ 49 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 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. 11. 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. 12. Carryover of unspent appropriation from one fiscal year to the next is not automatic. The Finance and Technology Department staff will evaluate carryover requests and make recommendations to the City Manager. Recommended requests will be included in the City Manager’s budget presented to Council. 13. Salary savings will be retained to the greatest extent possible to build fund balance. Salary savings may be used for expenses upon City Manager’s approval. Salary savings may be used for expenses between funds/departments upon Council approval within the last three months of the fiscal year. 14. 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. The City Manager may authorize a transfer of unencumbered appropriation balance within an individual city office, department or agency at any time during the fiscal year. c. Council must approve any inter-departmental appropriation transfers during the last three months of the fiscal year. d. Council must approve inter-fund cash and appropriation transfers (i.e., transfers between funds) during the last three months of the fiscal year. e. Procedures for requesting Council approval of appropriation transfers and delegation of budget responsibility will be set by the City Manager. f. If a budget appropriation is restricted to the last three months of the fiscal year for a necessary expenditure in the first nine months of a fiscal year, staff will seek approval from Council to exceed budget appropriation with a corresponding transfer in the last three months of the fiscal year. In order to maintain budgetary control, staff may seek Council approval to reduce budgetary appropriation, throughout the fiscal year, in order to ensure adequate funding exists to process the transfer within the last three months of the fiscal year. _____________________________________ _____________________________________ 50 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Financial Policies g. For restricted fund transfers, the Council shall be provided with a) justification that such transfers are consistent with the restricted fund purposes, b) assurance that the transfer has been legally reviewed by the City Attorney, and c) assurance that the transfer meets the restrictions set out in this transfer policy. h. There may be emergency situations where a transfer is required before it is possible to obtain formal Council approval. In such cases, the Finance and Technology Department will advise the City Manager of the emergency condition and request approval. Upon approval, the Finance and Technology Department will seek Council ratification at the first possible Council meeting. 15. The replacement of General Fund capital equipment and related support 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 fiscal year’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 analyses by the Public Works Department for City vehicles, or the Finance and Technology Department for technology and telephonic systems. 16. 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 as previously described. 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. _____________________________________ _____________________________________ 51 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Financial Policies 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. 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 will be projections to 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 into account all 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. _____________________________________ _____________________________________ 52 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Financial Policies 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 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 supported by General Fund revenues such as Municipal Property Corporation (MPC) bonds, excise tax bonds, and lease obligations 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. a. For FY15-16, debt service is 11.75% of the FY15-16 General Fund ongoing operating revenue as defined above. 6. For non-voter approved debt, the following considerations will be made prior to the pledging of projected 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. T h e 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. Adequate fund balances are maintained to allow the City to continue providing services to the community in case of economic downturns and/or unexpected emergencies or requirements. To ensure the continuance of sound financial management of public resources, committed, assigned, or unassigned General Fund, fund balance will be maintained to provide resources to address emergencies, sudden loss of revenue, or unexpected downturns in the economy. Use of fund _____________________________________ _____________________________________ 53 Annual Budget FINANCIAL GUIDELINES ____________________________________________________________________________________ FY2016 Financial Policies balance will be limited to address unanticipated, non-recurring needs and planned future onetime or non-recurring obligations. Unassigned balances may, however, be used to allow time to restructure operations and must be approved by the City Council. 1. The minimum unrestricted (the total amount of the committed, assigned, and unassigned) fund balance in the General Fund shall total 25% of projected annual ongoing revenues. For the other major governmental operating funds, the total minimum restricted fund balance shall be 10% of projected revenues. a. If a situation arises where unassigned fund balance at the end of the current fiscal year is less than the Council approved fund balance level, the deficiency should be replenished in the coming fiscal years, not to exceed a total of five consecutive years. b. Inclusive in the 25% General Fund unrestricted fund balance, an assigned Budget Stabilization Reserve will be maintained at 10% of the General Fund operating revenues to be used in the event of unexpected revenue shortfalls if needed, and to be adjusted at year end. c. Inclusive in the 25% General Fund unrestricted fund balance, an assigned Operating Reserve will begin to be established in FY14-15 for amounts over the General Fund Budget Stabilization Reserve and which will increase incrementally each year until it reaches at least 15% of the General Fund operating revenues by FY19-20, which is the ensuing five fiscal years. Any usage of this reserve must be approved by the majority of the City Council, and the City shall strive to replenish the Operating Reserve the following fiscal year. Examples of potential usage would be to provide funding to deal with fluctuations in fiscal cycles and Council approved operating requirements. d. The City Manager may establish additional assigned fund balance reserves for certain anticipated obligations or other purposes. 2. Any balance in excess of the fund balance reserves may be used to support one-time expenditures. Council’s approval is required to use these funds to supplement "payas-you-go” capital outlay, one-time operating expenditures or to prepay existing debt. 3. 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. 4. 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 those established by these goals. _____________________________________ _____________________________________ 54 Fiscal Year 2015-2016 Annual Budget Book Budget Summaries Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 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 $632 million for Fiscal Year 2015-2016 (FY15-16). This represents a 2% decrease over the prior year total budget of $642 million. The planned spending reduction is mainly attributed to a decrease in debt service payments, as a result of the recent bond refinancing. A reduction in capital project carryover is also impacting the budget variance over the prior year. • • • • The operating budget finances the day-to-day provision of city services and totals $383.9 million. The capital improvement budget funds the construction of city facilities, such as police/fire stations, libraries, roads, public amenities and other infrastructure throughout the city. This year the capital improvement budget totals $125.3 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and totals to $77.9 million. The final component of the budget is the contingency appropriation at $44.8 million. This appropriation is made up of fund reserves and is available to cover emergency expenses, revenue shortages or capital project acceleration which may arise during the fiscal year. As the pie chart below illustrates, the operating (61%) and capital (20%) appropriations are the largest components of the FY15-16 budget and account for 81% of the total appropriations. Both are discussed on the following pages. FY15-16 Total Appropriations Operations 61% Capital 20% Contingency 7% Total $632 million _____________________________________ Debt Service 12% _____________________________________ 55 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary The following chart outlines the financial plan for FY15-16. The city’s total sources are estimated at $611.8 million and total uses are projected at $732.6 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. As shown in the table below, fund balance drawdowns are planned for most of the capital intense funds. This is a result of large project carryover in the Special Revenue Fund (Transportation), Capital Projects Fund (Streets and Transportation), Enterprise Funds (Water and Sewer, Landfill and Sanitation). The Internal Service Funds also have planned reductions for one-time projects. Financial Plan Summary Fund Type Estimated Balance 7/1/2015 Total Sources Total Uses Estimated Balance 6/30/2016 $227.1 $117.3 $49.0 $45.4 $123.3 $49.7 $611.8 $227.9 $158.8 $57.7 $68.8 $162.7 $56.7 $732.6 $32.0 $20.8 $7.9 $0.0 $48.1 $7.9 $116.7 (millions) General Special Revenue Debt Service Capital Projects Enterprise Internal Service/Other Totals $32.8 $62.3 $16.6 $23.4 $87.5 $14.8 $237.4 Other includes Permenent Funds Operating Budget The development of Glendale’s FY15-16 budget was an open process designed to reflect the needs and desires of the community. Throughout the year, the Mayor, 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 FY15-16 budget was sought at the public hearing on June 9th. During December 2014, 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. _____________________________________ _____________________________________ 56 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 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 December 2014, the Finance and Technology Department kicked off the budget process for FY15-16. 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 addressed in the FY15-16 budget were fiscal sustainability and maintaining adequate fund balances/reserves. This meant a hold-the-line approach was taken with the department operating budgets. The overall goal of the FY15-16 budget was to improve service delivery by leveraging technology, retaining dedicated staff, and continuing to improve the City’s financial stability. Another principal issue for the FY15-16 budget continued 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. This was the first year, in seven consecutive years, that a budget deficit was not projected. This meant that ongoing revenues were sufficient (and projected forward) to cover ongoing expenditures. This was accomplished through a series of past budget reductions and also Council’s decision to continue the temporary sales tax increase scheduled to sunset in FY16-17. With the General Fund forecast being cautiously optimistic, a series of financial options were presented to the Council for consideration. After numerous budget workshops, a balanced and fiscally conservative budget was drafted and presented to the Council. _____________________________________ _____________________________________ 57 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary The Council reviewed the city manager’s proposed balanced Operating Budget by Type budget in the publically General televised workshop sessions 52% held in April and May 2015 and discussed the pertinent issues surrounding the upcoming fiscal year operating, capital and debt service budgets. The draft budget, as revised by Special Council, became the tentative Revenue Internal FY15-16 budget. It was 12% Service published and made available 13% Enterprise for further public review prior 23% to the public hearing and formal adoption of the final budget on June 9, 2015. See the Budget Calendar for more details about the timing of various steps in the budget development and adoption process. Capital Improvement Plan Budget The city annually updates the Ten-Year Capital Improvement Plan (CIP), which is now based on FY 2016 through FY 2025 and includes $792 million in projects. The first year of the plan is the only year appropriated by Council. For FY15-16, $125.3 million in capital investments is planned. A summary of funding by type is illustrated in the graph 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 the 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. Capital Projects by Funding Type Streets/ Transportation 29% Grants 20% Water/Sewer 20% Development Impact Fees 2% Bond Funds 5% Landfill 10% Other 13% _____________________________________ Total FY 2016 The CIP Management Team includes staff from the Public Works, Water Services and Finance and Technology 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 FiveYear Forecast and may be deferred to ensure the city can absorb the operating impacts once the facility opens. _____________________________________ 58 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary Refer to the Capital Improvement Plan section for more detailed information regarding the projects included in these categories, as well as the funding sources available for each. Amending the Budget Once the Council adopts the annual budget, total expenditures cannot exceed the final appropriation of $632 million for FY15-16. However, with 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, appropriations from another fund or funds must be reduced by an equal amount. Council could also choose to amend the budget to a figure lower than the final appropriation for the fiscal year. Throughout the course of the fiscal year, amendments to the budget are necessary to address new issues, increased prices, changes in scope of existing projects, and unforeseen issues affecting City operations. All budget transfers follow the City’s budget transfer policy. During the last three months of the fiscal year, Council may approve the transfer of unencumbered appropriation among funds and departments. The Finance and Technology Department processes all budget amendments in the financial management system, following appropriate authorization by the Mayor and Council, the City Manager, and Department Director. 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 126 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. _____________________________________ _____________________________________ 59 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary 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 Council for any legal public purpose. The FY15-16 General Fund budget now includes a number of Subfunds that had previously been segregated from the General Fund. A number of these funds were established to track revenues and expenditures related to specific events or activities. The following Sub-Funds were eliminated and absorbed in the General Fund or reclassified to another fund type through Council action for FY15-16: _____________________________________ _____________________________________ 60 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary Vehicle (Fund 1120): This replacement fund was 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. In prior years, the departments would pay annually into the 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. For FY15-16, no departmental contributions will be made to the fund. Replacement equipment will be purchased according to the established replacement schedule and fund balance will be utilized to make such purchases. The city will review this fund in FY15-16 to determine how this fund will be funded in future years. Special Revenue Fund Group Arts Commission (Fund 1220): Assigned to the Special Revenue fund group in FY15-16. 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 Council. 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. 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 transportationrelated fees that comprise this revenue, including a portion of vehicle license taxes. Overall, much of this revenue source is based on the volume of fuel sold rather than the price of fuel. There is a state constitutional restriction on the use of HURF revenues; they must be used solely for street and highway purposes such as maintenance, repair, reconstruction and roadside development. In Glendale, the fund supports street cleaning and maintenance, traffic signs and signals, street lighting and other street-related activities. 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. One hundred percent of the revenues and operating expenditures are accounted for in this fund. A separate Transportation Construction Fund exists to track transportation related capital expenditures that are paid for by the designated sales tax. Typically, the city will issue revenue bonds to fund transportation capital projects and deposit the bond proceeds into the Transportation Construction Fund. Debt service payments are then funded with the revenues collected in the Transportation Sales Tax Fund. Each year the _____________________________________ _____________________________________ 61 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary Transportation Sales Tax 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 Sales Tax 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. Starting in 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 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 an internal audit. 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 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. 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 Gila River Arena, University of Phoenix Stadium and Camelback Ranch (spring training baseball facility). The Airport Fund is projected to receive a General Fund transfer of $92,868 to augment projected revenue collections of $545,779 in FY15-16. 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 _____________________________________ _____________________________________ 62 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary Stabilization Program III (Fund 1311), Community Development Block Grant (Fund 1320) and Emergency Shelter Grant (Fund 1830). The Community Action Program (Fund 1820) tracks 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 FY15-16 projected revenues of $1,094,167 will be offset by projected expenditures totaling $1,162,922 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 $124,619 to $52,101 in FY15-16 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 _____________________________________ _____________________________________ 63 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary budget. Depending on the need and the type of project being financed, several different types of bonds are available to the City. Separate funds are used to track payments made on the city’s outstanding debt obligations. Each type of debt (General Obligation, Revenue Bonds, Excise Tax 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 Debt Service 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 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 limited property value 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 FY 2016 secondary property tax rate will increase from $1.6605 to $1.7067, an increase of $0.0462 in order to maintain the minimum fund balance requirements. 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 Council approval but do not require voter authorization. These bonds are backed by the city’s excise taxes. 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. Excise Tax Bonds (Fund 1950): Excise Tax bonds require Council approval but do not require voter authorization. These bonds are backed by the city’s excise taxes. This is a newly created fund for FY15-16 as a result of the recent bond issue/refinancing. All debt service is paid for through sales taxes collected in the General Fund and then transferred to this debt service fund. 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. Street capital projects financed with HURF monies require voter authorization. Given the legislative uncertainty regarding how future HURF revenue will be distributed, these contributions will be monitored closely going forward. _____________________________________ _____________________________________ 64 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 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 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. Cash is invested pursuant to the city’s investment policy and 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 2016. Interest income of $22,000 will increase the projected FY 2016 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 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. _____________________________________ _____________________________________ 65 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary 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 Finance and Technology 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 $71.6 million to $44.6 million in FY15-16 due to planned capital expenditures totaling $28.9 million and the debt service requirements associated with revenue bond funded projects totaling $20.1 million. Examples of FY15-16 capital projects include groundwater treatment plant improvements, water reclamation facility improvements, as well as planned line replacements and extensions. A revenue budget of $81.1 million helps cover the previous expenditures, in addition to the operating budget which accounts for salaries, electricity, chemical treatments, supplies, etc. totaling $50.6 million. Landfill (Fund 2440): The Landfill Enterprise Fund supports the operation of the Glendale Landfill. Customers including city departments and 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 million to $821,626 in FY1516. The FY15-16 operating budget totals $9.5 million and planned capital expenditures related to a landfill soil excavation, scale-house/road relocation project, gas system modifications and heavy equipment purchases total $11.1 million. The FY15-16 projected revenues total $10.7 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 $2.4 million to $344,304 in FY15-16 as a result of planned expenditures for large capital equipment (i.e., roll-off trucks, front and side-load trucks, loose trash equipment, etc.). Projected revenues of $14.9 million are offset by operating expenditures totaling $13.4 million Community Housing Services (Fund 2500): The Housing Fund supports Glendale’s public housing program that is part of the Community Services Department. The fund has a $15.8 million operating budget that is almost entirely financed by federal housing revenue/grants but it also receives a yearly transfer from the General Fund to help cover personnel administrative expenses. FY15-16 projected revenues total $15.5 million and the scheduled General Fund transfer is $310,490. _____________________________________ _____________________________________ 66 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Summary 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 FY15-16 with a $474,628 fund balance, which is a decrease from the beginning fund balance estimate of $1.7 million. The Workers’ Compensation Fund ending fund balance is projected to remain stable at $7 million in FY15-16 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. Fleet Services (Fund 1040): The Fleet Services Fund is used to track income and expenses of the internal services provided to city departments. The Fleet Services Fund specifically covers vehicle maintenance needs and fuel purchased for city vehicles. Technology and Technology Projects (Fund 2591 and 2592): The Technology and Technology Project Funds are used to track income and expenses of the internal services provided to city departments for telephone services, information technology services, and support. The Technology Fund specifically supports all the city’s computers and hardware and software. This includes both the everyday operations and also the replacement of equipment. City departments pay for these services on an allocation base. 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 Technology Projects Fund for which a fund balance may accrue in anticipation of future upgrades and potential carry over of project funding. _____________________________________ _____________________________________ 67 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues REVENUES Total revenues available to the city in FY15-16 Revenue by Fund Type from all sources are estimated at $511.2 General Enterprise million, of which 40% 24% $202.9 million or 40% goes into the General Fund (GF) group. Other revenues include Enterprise Funds 24% Capital/ Special or $122 million, mainly Other Revenue generated through user Debt Service 0.02% fees. Special Revenue 23% Internal 3% Fund sources at 23% or Service $116 million are 10% Total $511 million restricted for the special purpose of each fund’s activity. The largest of this type is from the Transportation Sales Tax Fund at $24 million. A number of Federal and State grants are also included in this revenue type. General Fund Group General Fund (Fund 1000) The city expects to collect $202.7 million in total General Fund (GF) revenue in FY15-16. Sales tax represents the largest category at $98.6 million. General Fund Revenue Summary Sales Tax 49% Franchise Fees 2% Development 2% Property Tax 3% State Shared 28% Misc. 12% Lic./Fees 4% Total $202.7 million _____________________________________ _____________________________________ 68 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues 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 does not apply to single item purchases over $5,000, such as automobiles. 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. Prior to August 2012, 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 average annual growth rate for total ongoing GF revenue was a robust 8% between FY01-02 and FY07-08. This rate was the result of very strong growth in city sales tax and state income tax receipts, with more moderate growth in state sales tax, motor vehicle in lieu fees, and development-related permits and fees. 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 once again began to grow, mainly due to the sales tax rate increase, as mentioned above, and better income tax revenue collections at the state. For FY15-16, total general fund revenue is expected to grow 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 FY15-16, this revenue is expected to grow by 3.4% from the FY1415 estimate. The growth can be attributed to the economic development activities which are expected to generate additional construction sales tax revenue. An additional increase is due to the consolidation of the General Fund Sub-Funds into the General Fund. Sales Tax revenue for the following activities are now recorded in the General Fund for FY1516; o Arena o Civic Center o Zanjero o Stadium o Marketing o Youth Sports Complex o Camelback Ranch Operations o Library o Bed Tax 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 FY15-16. _____________________________________ _____________________________________ 69 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues • • State income tax – this revenue is projected to grow by 4.1% for FY15-16 based on the improved collections in FY13-14 [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 FY15-16, the primary property tax levy is set at the allowable levy per the City’s financial policy. As a result, the budget includes an additional $165,746 in primary property tax revenue. 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 FY15-16, city sales tax, state sales tax, state income tax and motor vehicle in-lieu revenues are expected to comprise 77% of all GF revenue, or $156 million of the $202 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. _____________________________________ 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 City Sales Tax This revenue represents 49% 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 Council has authority, unlike the state sales tax, state income tax, the gas tax or vehicle license fees. For FY15-16, City Sales Tax the revenue budget is $98.7 million. This is 10-Year Fiscal History w/ Projections a substantial increase 120,000,000 over the prior year E - Estimate 100,000,000 due to the B - Budget consolidation of 80,000,000 General Fund Sub60,000,000 Funds. This year’s 40,000,000 sales tax projection also includes tax 20,000,000 received from the Arena, Stadium, Zanjero and the Bed Tax. _____________________________________ 70 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 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 FY0102 and FY07-08. However, starting in FY08-09, a State Shared Revenue decline started and resulted 10-Year Fiscal History in four consecutive years of reductions. State shared w/ Projections revenue is expected to grow E - Estimate 70,000,000 to $57.9 million by the end B - Budget 60,000,000 of FY15-16, 4% more than 50,000,000 the FY14-15 estimate of 40,000,000 $55.9 million, as explained 30,000,000 below. The distribution of state sales 20,000,000 and income tax revenue is 10,000,000 based upon the relation of the city’s population to the total state population while the distribution of motor vehicle State Shared Sales Tax State Income Tax Motor Vehicle In-Lieu in-lieu revenue is based on the city’s population in relation to the total incorporated population of Maricopa County. 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 basis, more mature cities like Glendale typically experience a decrease in their portion of state-shared 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 FY15-16 will reflect the income tax the state collected in FY13-14. The state’s 2014 income tax receipts were lower than the 2013 receipts. As a result, Glendale’s share of state income tax revenue is expected to decrease by $147,191 from $27.4 million in FY14-15 to $27.3 million in FY15-16. State sales tax 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 FY15-16 is $21.7 million. _____________________________________ _____________________________________ 71 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues The FY15-16 motor vehicle in-lieu tax projection is $8.9 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 statemandated maximum limits, and a city can adopt a rate Primary Property Tax anywhere between $0.00 and (includes SRP In-Lieu) the rate that yields the 10-Year Fiscal History w/ Projections maximum limit under state law. Primary property tax 7,000,000 revenue can be used by a city E - Estimate B - Budget 6,000,000 for any purpose. The primary property tax revenue is 5,000,000 included in the GF operating 4,000,000 budget. For FY15-16, the primary property tax rate will 3,000,000 increase from $0.4896 to 2,000,000 $0.4898, yielding an additional $165,746 in 1,000,000 primary property tax revenue. 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 - _____________________________________ 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 Franchise Fees Franchise fees are paid to the Franchise Fee Revenue city by the electric, gas and 10-Year Fiscal History w/ Projections cable companies operating within the city. These fees E - Estimate B - Budget 5,000,000 increase when the various 4,000,000 utilities increase their rates and, to a lesser extent, when 3,000,000 their customer base within the 2,000,000 city grows. In all cases, the 1,000,000 fees due to the city are based on gross receipts for the franchised organization. The FY15-16 projection of $4.4 Gas/Electric Franchise Fees Cable Franchise Fees million is essentially flat compared to FY14-15. In fact, collections have been at this level since FY09-10 due to minimal customer growth and competition from alternate service providers. 2016B Salt River Project (SRP) inlieu revenue represents the quasi-governmental agency’s payment in-lieu of a property tax, which it is exempt from paying. This revenue source is projected at $278,315 for FY15-16. _____________________________________ 72 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues 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, 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 estimated revenue in FY15-16 is $3.3 million. License and Fee Revenues This revenue category includes business and professional licenses, sales tax licenses, liquor licenses, recreation revenues, fire department fees not related to construction development, library fines and fees, cemetery fees, rental income from the use of city facilities, and security revenues. As a group these sources are expected to generate $8.6 million in FY15-16. License and Fee Revenue 10-Year Fiscal History w/ Projections 10,000,000 E - Estimate B - Budget Security Revenue 9,000,000 Cemetery Revenue Library Fines/Fees 8,000,000 Fire Department Other Fees 7,000,000 Recreation/Fac Rental Rev S/Tax Fees/Lic 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 _____________________________________ 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 - _____________________________________ 73 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues Miscellaneous Revenues This revenue category includes staff and administrative chargebacks, miscellaneous revenues (Ebillboard 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 and administration chargebacks of $9.7 million, followed by court revenue estimated at $3 million. For FY15-16 this category includes Arena fees which are estimated at $7 million. The Glendale City Court collects fines for parking and traffic violations, and civil and misdemeanor criminal cases. Traffic fines represent the largest portion of court revenues. The revenue generated from fines is subject to statutory changes made by the Arizona state legislature and can be affected by changes in traffic enforcement practices. The city collected $37.2 million in total revenue for this category in FY10-11 when $12.6 million in one-time revenue was received as a result of the Council approved the 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. Misc. Revenue 10-Year Fiscal History w/ Projections 40,000,000 Arena Staff & Adm Chargebacks Miscellaneous Revenues Lease Revenue Interest Court Revenue City Property Rental 35,000,000 30,000,000 25,000,000 20,000,000 E - Estimate B - Budget 15,000,000 10,000,000 5,000,000 _____________________________________ 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 - _____________________________________ 74 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues Special Revenue Fund Group Police and Fire Sales Tax (Funds 1700 & 1720) The source of revenue for these funds is the 0.5% dedicated sales tax levied 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 funds to pay for police and fire services. A 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. Police & Fire Special Revenue 10-Year Fiscal History w/ Projections 25,000,000 E - Estimate B - Budget 20,000,000 15,000,000 10,000,000 5,000,000 Police Spec. Rev. 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 The original one-tenth rate includes food for home consumption (e.g., groceries) while the additional four-tenths rate excludes food for home consumption. Two-thirds 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. Fire Spec. Revenue The FY15-16 revenue projection is $15 million for Police and $7.6 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 used based on a cost of service formula that is calculated annually to determine the estimated costs to provide “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 allowable sales tax use. _____________________________________ _____________________________________ 75 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues Transportation Sales Tax (Fund 1660) 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 The primary source of revenue for this Transportation Sales Tax fund is the 0.5% 10-Year Fiscal History w/ Projections sales tax levied within the city 30,000,000 E - Estimate B - Budget boundaries, which 25,000,000 include all special 20,000,000 districts 15,000,000 (Arena/Westgate, 10,000,000 Stadium and 5,000,000 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 $24.2 million in FY15-16 compared to the $24.3 million estimated for FY14-15. Other sources of FY15-16 revenue within the Transportation Sales Tax Fund include $124,000 in transit revenues and $140,000 in interest revenue. In total, transportation sales tax fund revenues are projected to be $24.5 million in FY15-16. This fund is supplemented with $900,000 from the General Fund, as required by the 2001 election, to help sustain the delivery of transportation services. 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 HURF Revenue there are several 10-Year Fiscal History w/ Projections additional 20,000,000 transportation-related 18,000,000 fees that comprise this E - Estimate 16,000,000 revenue source, B - Budget 14,000,000 including a portion of 12,000,000 vehicle license taxes. 10,000,000 Overall, much of this 8,000,000 revenue source is based 6,000,000 on the volume of fuel 4,000,000 sold rather than the 2,000,000 price of fuel. _____________________________________ 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 The state distributes the revenue based on a 2005 - _____________________________________ 76 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues complex distribution formula that spreads a portion of the money across the state solely on the basis of population while the remaining money flows to those areas with the highest gasoline and other fuel sales. This revenue must be accounted for separately and used only for eligible street and highway purposes. HURF collections are affected by the general health of the economy, as well as the vigor of specific industries such as tourism and trucking. 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 FY15-16 are expected to be $14.2 million, just slightly over the FY14-15 projection of $12.9 million. Airport (Fund 1760): Airport revenues consist of user fees, lease proceeds, commercial activities and other fees, and are projected to generate $545,779 FY15-16. Airport Revenue 10-Year Fiscal History w/ Projections 600,000 E - Estimate B - Budget 500,000 400,000 _____________________________________ 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 This fund is supplemented 300,000 with $92,868 from the 200,000 General Fund to support the cost of airport 100,000 operations. Airport user fee revenue comes from activities such as transient tie down fees and tenant fees. 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 Gila River Arena and University of Phoenix Stadium continue to attract corporate jet customers and are expected to provide additional business opportunities for the airport. _____________________________________ 77 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues Enterprise Fund Group Water/Sewer (Funds 2360, 2400 & 2420) Water & Sewer User Fee Revenue 2016B B - Budget 2015E 2013 2011 2010 2009 2008 2007 2006 2005 Water Revenues 2012 E - Estimate 90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 - 2014 10-Year Fiscal History w/ Projections User Fees Sewer Revenue Water and Sewer User Fees, budgeted at $78.9 million (illustrated in chart above) represent nearly 97% of all utility fees for FY15-16. The majority of this revenue is derived from user fees for delivery of water and wastewater services. Total Water and Sewer revenues are budget at $81.1 million and include other sources such as; Development Impact Fees (DIF), projected at $455,200 and other miscellaneous revenues totaling $1.4 million. Staff prepares water and sewer revenue projection by applying several factors such as historical trend data, statistical analyses, economic and legal consideration as well consulting with independent consulting firm. Additionally, the city periodically hires an independent consulting firm to review the utilities’ financial status and recommend rate adjustments, if needed. There will be no rate increases for FY15-16. Water Revenues 57% Total Water & Sewer Revenues Dev. Fees 1% Total $81.1 _____________________________________ Sewer Revenue 40% Other Revenue 2% _____________________________________ 78 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues Landfill (Fund 2440) Landfill Revenue Tipping Fees 45% 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, rate structures and service demands. Budget decisions are largely based on this long-range plan. Internal Charges 24% Recycling Sales 25% Misc/Other Staff & Adm Chargebacks 2% Glendale city departments are charged an internal rate 4% Total $10.7 million of $18.00 per ton for the use of the city landfill. Glendale residents pay a tipping fee of $15.79 per ton for a load weighing more than one ton in waste material. These internal and residential tipping fees are projected to generate $7.5 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 FY15-16. Landfill Revenue 10-Year Fiscal History w/ Projections 12,000,000 E - Estimate B - Budget 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 Tipping Fees Internal Charges 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 Staff prepares landfill revenue projection by applying several factors such as historical trend data, statistical analyses, economic and legal considerations, as well as consulting with an independent consulting firm. In FY15-16, the recycling sales program is projected to bring in $2.7 million. Recycling Sales Additional miscellaneous revenue comes from interest earnings, impact fees, chargebacks and other fees, accounting for $0.7 million. Total projected revenues for FY15-16 are $10.8 million. _____________________________________ _____________________________________ 79 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Revenues Sanitation (Fund 2480) The city annually reviews the five-year financial plan for the Sanitation Enterprise Fund. This annual evaluation takes into account operating and capital costs, equipment replacement, rate structures and service demands. Budget decisions are largely based on this long-range plan as well as other factors such as historical trend data, statistical analyses, economic and legal considerations. Landfill fees for the 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 monthly sanitation rate for FY15-16 is $16.30 and includes weekly trash and recycling collection as well as monthly loose trash collection. This rate remains unchanged since January 2005. Sanitation Revenue E - Estimate B - Budget 10-Year Fiscal History w/ Projections 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 Residential Sanitiation Commercial Sanitation 2016B 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 - Internal Charges The FY15-16 total revenue of $14.9 million comes primarily from two sources: residential collection fees are projected at $10.6 million, and commercial collection fees, projected at $4 million. The residential and commercial collection programs account for 98% of the sanitation revenues. _____________________________________ _____________________________________ 80 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures EXPENDITURES Operating Budget 2016 2015 2014 Operating Budgets 2013 2012 The FY15-16 operating budget totals $383.9 Historical million, which is a 4% 390,000,000 increase over the FY14-15 budget of $368.5 million. 380,000,000 The budget continues to focus on the Mayor and 370,000,000 Council key priorities and 360,000,000 reflects economic conditions that continue to 350,000,000 challenge local 340,000,000 government. The graph (right) shows five years of 330,000,000 historical operating 320,000,000 budgets. The FY 2016 operating budget includes increases for all salary and personnel related increases, as well as one-time costs for technology and equipment. Table 1, 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 FY14-15 operating base budget. The operating summary that follows Table 1 describes each of these main fund groupings and provides explanations for material changes year- over- year. _____________________________________ _____________________________________ 81 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Table 1 Comparison of Operating Budgets Fund Name General (1000) including Sub-Funds Vehicle Replacement (1120) Sub-Total General Fund Group Transportation Sales Tax (1660) Highway User Gas Tax (1340) Other Federal & State Grants (1840) 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) Fleet Services ( 2590) Technology (2591/2592) Sub-Total Internal Svc Fund Group Grand Total: Operating Budget FY 2015 FY 2016 % Change 199,683,219 194,114,097 -2.8% 2,452,791 4,500,000 83.5% 202,136,010 198,614,097 -1.7% 12,485,025 13,512,235 8.2% 8,471,957 9,357,635 10.5% 13,992,136 6,579,040 -53.0% 2,445,733 2,481,886 1.5% 4,549,500 3,637,151 -20.1% 1,625,895 1,674,204 3.0% 600,000 1,100,000 83.3% 1,320,000 926,259 -29.8% 4,519,195 6,949,075 53.8% 50,009,441 46,217,485 -7.6% 3,818 3,353 -12.2% 49,482,532 50,670,513 2.4% 8,763,281 9,578,913 9.3% 15,884,596 15,891,384 0.0% 13,332,998 13,467,271 1.0% 87,467,225 89,608,081 2.4% 23,291,958 25,450,368 9.3% 4,000,000 2,934,598 -26.6% 1,608,000 2,201,956 36.9% 0 9,007,510 0 9,885,351 28,899,958 49,479,783 71.2% $ 368,516,452 $383,922,799 4.2% 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. _____________________________________ _____________________________________ 82 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures The largest operating budget is within the General Fund and totals $194 million for FY15-16. For comparative analysis, the FY14-15 General Fund amount of $199 million includes the General Fund Sub-Funds as well. There is a slight decrease of 2.8% in the FY15-16 budget, mainly due to certain costs moving to the new internal service funds for Technology and Risk Management. The next group is the special revenue fund group with a slight decrease of 7.6% in budgeted expenditures for FY15-16. Significant changes within the individual funds include the Federal and State Grants (Fund 1840) operating budget reductions of over $7 million or 53%. Budget 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 included 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 and enterprise fund group 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 increased expenses are a result of new contracts for services and additional customers. The Internal Service Fund Group increases are a result of the creation of additional funds due to the General Fund SubFund restructuring. Three additional internal service funds were added for FY1516, Fleet Services, Table 2 Operating Budgets by Department (All Funds) Department Name Police Services Public Works Water Services Fire Services Community Services Finance and Technology Human Resources & Risk Mgt Non-Departmental City Court Development Services Communications City Attorney Mayor & Council Economic Development City Manager City Clerk Intergovt. Programs City Auditor Miscellaneous Grants Total Operating Budget _____________________________________ FY 2015 82,468,375 65,049,866 49,482,532 43,948,387 40,938,262 31,024,602 30,636,079 1,485,704 4,273,803 4,358,535 3,287,119 2,881,214 1,347,228 1,667,616 872,264 718,680 477,640 301,079 3,293,649 FY 2016 % Change 84,076,267 69,425,128 47,500,463 45,610,601 40,141,377 34,639,485 32,363,889 10,226,201 4,417,849 4,372,578 3,474,896 2,944,274 1,321,766 924,260 917,044 566,826 512,016 337,879 150,000 1.9% 6.7% -4.0% 3.8% -1.9% 11.7% 5.6% 588.3% 3.4% 0.3% 5.7% 2.2% -1.9% -44.6% 5.1% -21.1% 7.2% 12.2% -95.4% $365,218,985 $383,772,799 5.1% _____________________________________ 83 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Technology and Technology Projects. The largest variances overall are a result of elimination of the General Fund Sub-Funds, and establishing a number of new Internal Service Funds- which are then charged back to each department, with the exception of the technology premium. Table 2 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 prior year operating base budget. The largest operating department is Police Services, which accounts for $84 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 $69 million, which makes up 18% of the total operating budget. This department is made up of Field Operations, Engineering and Transportation programs and staff. 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; Transit Services Street Lighting and Striping Airport Operations 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 $47.5 million, which makes up 12% 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 all meter reading. 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. Fire Services accounts for $45.6 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. _____________________________________ _____________________________________ 84 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Human Resources & Risk Management totals $32.3 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 $34.6 million or 9% of the total operating budget. It is important to note that $15.5 million of the Financial Services operating budget is related to the city-owned Gila River Arena. 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. As of FY14-15, this department now includes the information technology services. These services support the City’s technology infrastructure such as application support, network, data services and email. The Community Services 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, parks, open space, recreational facilities and activities for residents. This department accounts for $40.1 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. _____________________________________ _____________________________________ 85 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Operating Budgets All Funds Fire Services 12% Public Works 18% Police Services 22% Other Departments NonCommunity 5% Departmental Services 3% 11% Water Services 12% Human Resources & Risk Mgt 8% Finance and Technology 9% Total $383 million The Miscellaneous Grants reduction 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 large variance is reported in the Non-Departmental group as the General Funds’ portion ($8.4 million) of the Internal Service Fund premium charges for Information and Technology and Projects are being allocated as to this grouping. The remaining departments in the Other category include: Communications, Development Services, Economic Development, City Court, City Attorney, Mayor and Council, City Manager, City Clerk, Intergovernmental Programs, Miscellaneous Grants, and Internal Audit. These departments make up the remaining $19.9 million or 5% 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, 43% or $166 million of the $383 million FY15-16 operating budget is attributable to wages, salaries and benefits, as shown in Table 3. Approximately 61% of the General Fund operating costs are for salaries and related benefits costs. _____________________________________ _____________________________________ 86 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Table 3 Salaries and Benefit Related Costs by Fund Fund General Fund Special Revenue Enterprise Other Total Wages & Salaries Retirement Healthcare Other Benefit Costs Costs Costs 82,640,613 21,607,777 9,198,643 1,584,223 19,082,672 2,188,778 4,012,433 460,229 $114,934,361 $25,841,017 11,955,386 1,669,050 3,640,935 587,074 $17,852,445 5,096,900 640,969 1,456,165 305,151 $7,499,185 Total Estimated Personnel Compensation 121,300,676 13,092,895 26,368,550 5,364,887 $166,127,008 Table 4 on the next page, provides a comparison of staffing levels in recent years for all funds which accounts for all changes in authorized staffing city-wide. For FY15-16 a total of 15.5 FullTime Equivalent (FTE) positions were added. These included four positions in Public Works to aide in the implementation of the Pavement Management Program. Seven School Resource Officers were moved from the General Fund to the Misc. Grants Fund, as these positions are primarily funded by the school districts via grants. Additional positions include a Management Assistant in the Mayor’s Office, a .5 Secretary in the Police Department funded through RICO – which brings the current position to full time status. Other positions added include a Police Records Technician, Victim Assistance Caseworker (Police Department) and a Risk and Safety Analyst. Authorized Staffing Per 1,000 Population 12.0 E - Estimate 10.0 8.0 6.0 4.0 2.0 _____________________________________ 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 The bar chart to the right provides a historical view of this measure for City of Glendale staffing. It shows that the estimated FY15-16 ratio of 7.3 FTEs per 1,000 in population is less than the 8 FTEs per 1,000 in FY05-06. Schedule 9, found in the Schedules section of this document, provides detail on the city’s authorized staffing by position. _____________________________________ 87 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Table 4 Staffing Levels by Fund (Full-Time Equivalents) 2011-12 2012-13 2013-14 2014-15 2015-16 Fund General-1000 1,198.88 1,096.50 1,010.75 1,158.95 1,143.75 Water and Sewer-2360/2400/2420 242.25 242.25 233.25 234.25 235.00 Police Special Revenue-1700 118.00 118.00 111.00 0.00 0.00 Sanitation-2480 79.00 74.00 74.00 71.00 70.00 Fire Special Revenue-1720 51.00 51.00 48.00 0.00 0.00 Transportation Sales Tax-1660 49.25 49.25 49.25 50.25 50.25 Landfill-2440 44.00 39.00 39.00 42.00 44.00 Highway User Gas Tax-1340 65.00 36.00 39.00 40.00 42.00 General Services-1040 34.00 34.00 31.00 31.00 0.00 Pub Housing Budget Activities-2500 24.00 25.00 24.00 24.00 24.00 Public Safety Training Center-2530 12.00 10.00 9.00 9.00 9.00 C.D.B.G.-1320 8.75 8.75 8.75 8.75 8.75 CAP Grant-1820 7.00 7.00 5.50 5.50 5.50 Parks & Recreation Self Sust-1880 7.00 7.00 5.00 5.00 5.00 Airport Special Revenue-1760 5.00 6.00 6.00 6.00 6.00 Civic Center-1740 6.00 5.00 4.00 3.00 0.00 Risk Management Self Ins.-2540 3.75 3.00 0.00 0.00 2.00 2.00 3.00 3.00 2.00 2.00 Court Security/Bonds-1240 City Sales Tax-Bed Tax-1750 0.00 0.00 2.50 2.50 0.00 Grants-1840 3.00 2.00 2.00 27.00 34.00 Stadium Event Operations-1281 2.00 2.00 2.00 2.00 0.00 Arena Event Operations-1282 2.00 2.00 2.00 1.00 0.00 Telephone Services-1100 1.00 1.00 1.00 1.00 0.00 Arts Commission Fund-1220 0.00 1.00 1.00 1.00 1.00 PC Replacement-1140 1.00 1.00 1.00 1.00 0.00 RICO Funds-1860 0.50 0.50 0.50 0.50 1.00 Workman's Compensation-2560 1.00 Technology-2591 27.00 Fleet Services-2590 31.00 Total 1,966.38 1,824.25 1,712.50 1,726.70 1,742.25 _____________________________________ _____________________________________ 88 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Fund Summary Table 5 below outlines the impact of budget decisions on the City’s financial position highlighting the estimated fund balances for all fund types for FY15-16. Beginning balances for all funds are estimated at $237 million and the ending fund balances are estimated at $116 million. As outlined in the financial forecast, planned use of fund balance drawdowns will to fund significant capital projects and one time expenditures. Significant changes to fund balance are discussed in the specific fund sections below. Table 5 Fund Summary Fund General Funds Special Revenue Debt Service Capital Projects Permanent Funds Enterprise Internal Service Total Est. Beg. Fund Balance 32,764,724 62,316,563 16,643,219 23,398,662 5,647,617 87,534,773 9,237,933 $ 237,543,491 $ Adj. Financial Est. Ending Resources Revenue Expenditures Transfers In Transfers Out Fund Balance 202,999,071 206,154,495 29,609,300 24,144,445 (21,817,014) 31,936,731 116,315,433 80,238,273 98,393,723 1,018,662 (78,549,737) 20,862,648 19,841,880 57,774,010 (21,288,920) 29,221,374 0 7,932,454 92,773 68,563,215 (45,071,780) 45,281,493 (209,713) 0 22,000 5,669,617 0 0 0 0 122,443,717 162,720,607 47,257,883 910,490 0 48,168,373 49,498,186 50,879,783 7,856,336 0 0 7,856,336 511,213,060 $ 632,000,000 $ 116,756,542 $ 100,576,464 $ (100,576,464) $116,756,542 General Fund (Fund 1000) Operating Expenditures The total General Fund operating budget for FY15-16 is $194.1 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 40% or $78 million, is the largest component of the General Fund budget. It is followed by Fire Services at approximately 22% or $41.6 million. Community Services represents 7% or $13.9 million and Finance and Technology Services represents 11%. Public Works is at 4% or $7.8 million. . These departments represent 84% of the General Fund operating budget. The remaining 16% is represented by all other departments detailed below. General Fund Operating Budget by Department Police Services 40% Other 16% Community Services 7% _____________________________________ Finance & Technology 11% Fire Services 22% Public Works 4% Total $194 Million _____________________________________ 89 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures The Other 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. Table 6 compares the FY1415 General Fund operating budgets by department to FY15-16. 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 City Attorney Communications HR & Risk Mgt Mayor & Council City Manager Non-Departmental City Clerk Intergovt. Programs City Auditor Total FY 2015 FY 2016 Budget Budget 70,907,376 78,014,086 37,365,811 41,665,248 12,727,793 13,916,698 7,421,472 7,884,531 8,409,473 21,721,378 916,088 924,260 4,103,318 4,231,931 3,742,767 3,878,094 2,881,214 2,944,274 1,909,338 3,474,896 1,716,121 1,776,967 1,347,228 1,321,766 872,264 917,044 1,285,704 10,026,202 718,680 566,826 477,640 512,016 301,079 337,879 $ 157,103,366 $ 194,114,096 % Change 10.0% 11.5% 9.3% 6.2% 158.3% 0.9% 3.1% 3.6% 2.2% 82.0% 3.5% -1.9% 5.1% 679.8% -21.1% 7.2% 12.2% 23.6% 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 requirements. A transfer amount of $21.8 million is projected in FY15-16. This amount is considerable less in FY15-16 primarily due to the restructuring of the General Fund Sub-Funds and recent bond refinancing. A transfer of $14.2 million to the Municipal Property Corporation debt service fund and another $5.6 million to the Excise Tax Debt Service Fund are both to cover 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 Gila River Arena, a portion of the Glendale Regional Public Safety Training Center and the Camelback Ranch spring training ballpark. $900,000 will be transferred to the Transportation Fund and is maintained annually per the 2001 election approving the transportation sales tax. Other transfers help to offset operations of the Airport ($92,868), and CAP and Housing Grant Funds ($336,284). Transfers between funds are detailed in Schedule 4 of the Schedules section of this document. _____________________________________ _____________________________________ 90 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Transportation Fund Expenditures Transportation Fund Budget Capital 66% Debt Service 11% Operating 23% 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. Total FY15-16 expenses are budgeted at $13.5 million for operations. This includes transit services, dial-a-ride and fixed route bus lines. $24.6 million is planned for Capital Improvements and Transportation Debt Service is estimated at $7.1 million. 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 $2.4 million. The remaining $2.9 million, or 22% of the operating budget, is used for traffic engineering, safety education, traffic mitigation, management oversight and grant related operating appropriation. Airport Fund Expenditures The Airport Fund operating budget is $638,647. It is funded by airport revenues of $545,779 with the remaining $92,868 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. _____________________________________ _____________________________________ 91 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures Water/Sewer Fund Expenditures In Arizona’s desert environment, water treatment and delivery is one of the most essential services the city provides. Glendale is fortunate to have reliable, long-term sources of water from the Salt River Project, the Central Arizona Project (Colorado River water) and groundwater. Although water from these sources is becoming more expensive to obtain and treat, Glendale water rates are reasonable when compared to both local and national standards. Water/Sewer Fund Budget Operating 47% Capital 27% Contingency 8% Debt Service 18% The operating budget for this fund is $50.6 million for FY15-16. Customer and Environmental Services are budgeted at $3.75 million and service both water and wastewater customers. Nearly $11.8 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 $19.2 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 budget. Significant capital projects are planned for FY15-16 and they account for the $28.9 million in capital expenditures. Debt service is budgeted at $20.1 million is for 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 $8.6 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 FY15-16 operating budget for the Landfill Fund is $9.5 million. Landfill operations total $4.4 million, the materials recycling facility accounts for $2.6 million and other recycling is $980,837 which combined accounts for nearly 80% of the operating budget. The remaining $1.5 million is for solid waste administration and landfill gas management. _____________________________________ _____________________________________ 92 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures The FY15-16 capital budget totals $28.9 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 FY15-16 is $13.4 million, relatively unchanged from FY1415. Residential curb service includes trash, recycling and loose trash collection and accounts for $9.6 million or 70% of the operating budget. The commercial frontload and roll-off divisions account for another $3.6 million. Sanitation Fund Budget Operating 83% Capital 14% Contingency 3% The FY15-16 capital budget includes $3.4 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 also has a $200,000 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 and claims 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 $25.4 million for FY15-16. Capital Improvement Plan Expenditures The total capital budget for FY15-16 is $125.3 million. Of this, $51.8 million is carryover funding from the prior year. The annual budget appropriation for FY15-16 represents the first year of funding of the ten year Capital Improvement Plan (CIP). Transportation and Street _____________________________________ _____________________________________ 93 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures projects total $63.4 million, representing 51% of the Capital Improvement budget. Water and Sewer projects total $22.3 million and account for 18% of the CIP budget. For more details, please refer to the Capital Improvement Plan section of this document. The carryover funding of $51.8 million represents projects that have been budgeted in prior years, but not yet completed. New project funding for the FY15-16 CIP totals $7.34 million. 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 Debt Service Budget G.O. Bonds 31% HURF Bonds 3% Transportation Rev Bonds 9% MPC/Excise Bonds 31% Water & Sewer Rev Bonds 26% 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 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 FY15-16 is $77.9 million, compared to $92.3 million in FY1415. As previously noted, a significant bond refinancing took place in FY14-15 with the resulting savings portrayed in the FY15-16 budget. 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. Conclusion This Budget Summary is intended to provide a general overview of the FY15-16 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 _____________________________________ _____________________________________ 94 Annual Budget BUDGET SUMMARIES ____________________________________________________________________________________ FY2016 Expenditures more detailed information about the city’s organizational structure, its goals and objectives, and operating budgets for each city department. Documents comprising the foundation for Glendale’s annual budgeting process have been included in this budget document as well. The Financial Plan and Financial Policies documents identify and explain the strategies used to meet and stabilize city revenues and expenses, and ensure the continuity and reliability of basic services. The Five-Year Forecast addresses the long-term financial projection for city revenues and expenditures. The long-range blueprint for the financing and construction of large projects is contained in the Capital Improvement Plan. The Schedules section contains detailed information about the City of Glendale's fund accounting system, operating revenues and expenditures, debt service and authorized staffing levels. A Frequently Asked Questions (FAQ) guide is included in the appendix to help clarify words and phrases that may have specialized meaning when applied to municipal government budgeting practices. This FAQ document is a good primer for those who wish to brush up on their financial terminology or want to find parallels between their own personal budgets and the city’s overall budget. The City of Glendale publishes several other documents that may be of interest and assistance in understanding city operations. These include the Comprehensive Annual Financial Report, the Debt Management Plan, available from the Finance and Technology 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. Inquiries regarding this annual budget document should be directed to the City’s Budget Office at: City of Glendale Finance and Technology Department 5850 West Glendale Avenue, 3rd Floor Glendale, Arizona 85301 Phone: (623) 930-2480 _____________________________________ _____________________________________ 95 Annual Budget ____________________________________________________________________________________ FY2016 _____________________________________ _____________________________________ 96 Fiscal Year 2015-2016 Annual Budget Book Operating Budget Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Table of Contents Page Mayor & Council 99 City Attorney 103 City Auditor 106 City Clerk 109 City Court 113 City Manager’s Office 117 Communications 121 Community Services 127 Development Services 138 Economic Development 146 Finance & Technology 151 Fire Services 158 Human Resources 166 Intergovernmental Programs 172 Misc. Grants 176 Non-Departmental 177 Police Services 178 Public Works 187 Water Services 200 _____________________________________ _____________________________________ 97 Annual Budget ____________________________________________________________________________________ FY2016 _____________________________________ _____________________________________ 98 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Mayor and Council Performance Report Mayor $1,328,462 Barrel District Cactus District Cholla District Ocotillo District Sahauro District Yucca District The Mayor and City Council constitute the elected legislative and policy making body of the city. The Mayor is elected at-large every four years. Councilmembers also are elected to four-year terms from one of six electoral districts in Glendale. One of the highest priorities of the Mayor and Council is to involve the public in their decision making process 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 websites, 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. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs _____________________________________ _____________________________________ 99 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Mayor and Council 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: Transparency •Transparency in all we do as City Council members in order to continue building trust with the community, staff and each other as a policy body. The openness of policy discussion is also reflected in the variety of rules and guidelines adopted by the City Council with the obligation that all adhere to that guiding principle. Fiscal Sustainability •Fiscal Sustainability is always a standing goal for the City as a matter of course. It rises to a Key Priority level in the face of major fiscal concerns and recovery strategies. The 2015 – 2016 Budget will move the City in a very positive direction toward sustainability. Economic Development •Economic Development is acknowledged as a key element of fiscal sustainability. It could easily be a subset of that priority. However, the level of significance of a strong economic development effort is seen by the City Council as an item that warrants its own special focus for policy level support. This is a critical component of the fiscal recovery process. Signature Events •Signature Events are seen as defining elements for Glendale’s regional identity. Failure to present expected celebrations that have long drawn crowds to downtown Glendale will have substantial impact on the community well-being, economics of shop owners and ability to attract commerce. This will require the City Council attention to the policies needed to encourage long planned Centerline activity to expand the capacity of downtown. Creative, Innovative, Efficient Systems •Creative, Innovative, Efficient Systems and processes will continue to gain the highest level of service given the limitations of budget capacity. Staff talent and comment will continue to be the critical element of customer service despite difficult financial challenges. Continuous Business Policy Improvement •Continuous Business Policy Improvement to assist Mayor and City Council in establishing policy necessary to continually improve the business and citizen attraction to the downtown core and Centerline. Public Safety •Public Safety – Prepare a five-year Public Safety plan to ensure public safety capacity to provide a level of service that is consistent with the needs of the community, the budgetary capacity and the standards of performance in generally acceptable national guidelines. Encourage innovation and the application of creative new approaches, where necessary and applicable. _____________________________________ _____________________________________ 100 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Mayor and 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 2014 Actual FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10010) Office of the Mayor Total -Mayor FY 2016 Budget Percent Over FY 2015 Budget $281,127 $281,127 $391,288 39% $269,599 $281,127 $281,127 $391,288 39% $248,463 $14,850 (A7500) Premiums/Controlled Budget Total - Mayor FY 2015 Estimate $269,599 FY 2014 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FY 2015 Budget FY 2015 Budget $261,937 $16,173 FY 2015 Estimate $261,937 $16,173 FY 2016 Budget $343,874 $42,673 Percent Over FY 2015 Budget 31% 164% $6,286 $3,017 $3,017 $4,741 57% $269,599 $281,127 $281,127 $391,288 39% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 3 3 3 4 33% 3 3 3 4 33% _____________________________________ Percent Over FY 2015 Budget _____________________________________ 101 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Mayor and Council MAYOR AND CITY COUNCIL COUNCIL OFFICE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-10110) Council Office $550,130 $527,191 $527,191 $418,168 (1000-10120) Cholla District $68,528 $91,086 $91,086 $91,137 0% (1000-10130) Barrel District $64,365 $87,928 $87,928 $82,411 -6% (1000-10140) Sahuaro District (1000-10150) Cactus District $77,938 $96,098 $94,750 $91,408 $94,750 $91,408 $87,418 $87,418 -8% -4% (1000-10160) Yucca District $86,395 $85,917 $85,917 $81,963 -5% (1000-10170) Ocotillo District $74,804 $87,821 $87,821 $81,963 -7% $1,018,258 $1,066,101 $1,066,101 $930,478 -13% Total - Council Office ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget -21% Percent Over FY 2015 Budget (A6000) Salary & Related Budget $838,928 $840,315 $840,315 $699,160 -17% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget $153,400 $25,930 $206,782 $19,004 $206,782 $19,004 $214,883 $16,435 4% -14% $1,018,258 $1,066,101 $1,066,101 $930,478 -13% Total - Council Office FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-10110) Council Office 7 6 6 5 -17% (1000-10120) Cholla District 1 1 1 1 0% (1000-10130) Barrel District 1 1 1 1 0% (1000-10140) Sahuaro District 1 1 1 1 0% (1000-10150) Cactus District 1 1 1 1 0% (1000-10160) Yucca District 1 1 1 1 0% (1000-10170) Ocotillo District 1 1 1 1 0% 13 12 12 11 -8% Total -Council Office _____________________________________ _____________________________________ 102 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Attorney Performance Report City Attorney $2,944,274 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; drafts and reviews all contracts considered by the city; and issues 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 also 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. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs _____________________________________ _____________________________________ 103 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Attorney Accomplishments, Enhancements, and Efficiencies • • • A one-year extension was received for the Stop Violence Against Women grant in the amount of $147,709 from the Arizona Governor's Office for Children, Youth, and Families. Funding from this grant is used to hire a 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. The Prosecutor's Office continues to use law student interns as well as paralegal students. There were 87 cases that went to trial FY2014-15. Of those cases 80 were bench trials and 7 were jury trials. The conviction rate for bench trials was 81% and 100% for jury trials. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures % of the meetings/hearings attended (as needed or requested) Department Goal Council Priority Performance Objective Performance Measures Number of cases adjudicated % conviction rate or plea agreements on misdemeanor charges Number of facilitated resolutions of cases by successful completion of diversion programs _____________________________________ Provide high-quality, professional and timely legal services to the Mayor, City Council and city staff. Transparency One community committed to public safety. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 100% 100% 100% 100% Work to ensure the consistent and ethical application of criminal justice. Transparency Ensure the consistent and ethical application of criminal justice FY2014 Actual FY2015 Target/ Projected 5671 90.47% 339 FY2015 Actual FY2016 Target/ Projected 5114 80% 95.62% 80% 390 _____________________________________ 104 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 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 FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $2,481,507 $2,681,214 $2,681,214 $2,744,274 $463,614 $200,000 $200,000 $200,000 0% $2,945,121 $2,881,214 $2,881,214 $2,944,274 2% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 2% Percent Over FY 2015 Budget $2,298,092 $2,513,953 $2,513,953 $2,557,346 (A7000) Non-Salary Operating Budget $586,462 $316,846 $316,846 $316,846 0% (A7500) Premiums/Controlled Budget $60,567 $50,415 $50,415 $70,082 39% $2,945,121 $2,881,214 $2,881,214 $2,944,274 2% Total - City Attorney FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10610) City Attorney Total -City Attorney 2% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 25 25 25 25 0% 25 25 25 25 0% _____________________________________ Percent Over FY 2015 Budget _____________________________________ 105 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Auditor Performance Report City Auditor $337,879 Mission Statement To provide audit services that strengthen internal controls, reduce risk, maximize efficiency and enhance government transparency. Department Description The City Auditor’s Office conducts performance audits of City operations and reports the results accordingly to City Departments, the City Manager, City Council and the public. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies • • • Completed 14 audit reports that identified opportunities to enhance controls, increase efficiency and safeguard assets. Provided over 225 recommendations to management to correct internal control deficiencies. Continued to monitor the City’s Ethics Hotline, allowing employees to report potential ethical violations at the City. _____________________________________ _____________________________________ 106 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Auditor Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Number of Audits and Management Reports Completed % Audit Recommendations Accepted by Management % Annual Audit Plan Completed Number of Management Requests _____________________________________ Allocate audit resources to the areas that pose the greatest risk to the city. Fiscal Sustainability Develop a risk-based audit plan that strengthens internal controls and reduces risk to the City. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 17 15 14 15 95% 95% 99.5% 95% 100% 5 80% 5 93% 6 80% 5 _____________________________________ 107 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 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 2014 Actual (A7500) Premiums/Controlled Budget Total - City Auditor FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10710) City Auditor Total -City Auditor FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $295,031 $301,079 $301,079 $337,879 12% $295,031 $301,079 $301,079 $337,879 12% FY 2014 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FY 2015 Budget $284,446 $7,183 FY 2015 Budget $291,861 $7,100 FY 2015 Estimate $291,861 $7,100 FY 2016 Budget $327,501 $7,100 Percent Over FY 2015 Budget 12% 0% $3,402 $2,118 $2,118 $3,278 55% $295,031 $301,079 $301,079 $337,879 12% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 2.5 2.5 2.5 2.5 0% 2.5 2.5 2.5 2.5 0% _____________________________________ Percent Over FY 2015 Budget _____________________________________ 108 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Clerk Performance Report City Clerk $566,826 Records Management Elections Mission Statement The City Clerk Department’s mission is to provide excellent service to the citizens, elected officials and the organization; to consistenly meet all legal requirements; and to proactively support transparency in city government. 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. The 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. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs _____________________________________ _____________________________________ 109 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Clerk Accomplishments, Enhancements, and Efficiencies • • • Successful 2014 Primary and General Elections compliant with Federal Laws, State Statutes and City Charter; Record Center: emergency removal of records, sustained service from off-site storage; efficient and enhanced reorganization of returned records; Organizational Record Purge 2015 planned and implemented at no cost to the city for shredder truck/drivers, pre-Purge Day class, 38 departments participating, and 30,020 pounds of paper purged and recycled. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures # Agendas/Legal Notices / % Compliance # Resolutions posted or read in full, published / % Compliance # Ordinances posted and published / % Compliance Department Goal Council Priority Performance Objective Performance Measures # Public/Media Record Requests / % Compliance # City Council Minutes / % Compliance # Recorded Documents / % Compliance # City Contracts / % Compliance _____________________________________ Provide the citizens with timely notice and access to public information Transparency All City Council and City Commission/Board meeting agendas/legal notices, resolutions, ordinances posted/published in compliance with state statues FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 816/100% 100% 926/100% 100% 118/100% 100% 142/100% 100% 44/100% 100% 46/100% 100% Provide the citizens with timely access to city records in compliance with state statutes and city code. Transparency All media/record requests, minutes, recorded documents, and contracts are processed in compliance with State Statutes/City Code. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 909/100% 100% 1,442/100% 100% 53/100% 475/100% 799/100% 100% 100% 100% 45/100% 398/100% 1,014/100% 100% 100% 100% _____________________________________ 110 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Clerk Department Goal Council Priority Performance Objective Performance Measures Pages scanned Pages Indexed Purge Day–Pounds of Records shred/recycled _____________________________________ Increase volume of digitized records available to internet/organization; reduce paper storage. Transparency Increase volume of indexing and scanning, focusing on high demand record series. 279,749 6,298 FY2015 Target/ Projected 155,000 2,800 18,520 20,000 FY2014 Actual 158,848 2,817 FY2016 Target/ Projected 165,000 3,000 30,020 31,000 FY2015 Actual _____________________________________ 111 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Clerk CITY CLERK CITY CLERK ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-10210) City Clerk $417,838 $582,808 $582,808 $565,381 (1000-10220) Records Management $153,207 $0 $0 $0 $5,001 $135,872 $135,872 $1,445 -99% $576,046 $718,680 $718,680 $566,826 -21% (1000-10240) Elections Total - City Clerk ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - City Clerk FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Budget FY 2015 Estimate FY 2016 Budget -3% NA Percent Over FY 2015 Budget $510,445 $515,469 $513,069 $501,292 -3% $53,661 $196,735 $199,135 $54,790 -72% $11,940 $6,476 $6,476 $10,744 66% $576,046 $718,680 $718,680 $566,826 -21% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-10210) City Clerk 4 6 6 6 0% (1000-10220) Records Management 2 6 6 6 0% Total -City Clerk 6 _____________________________________ _____________________________________ 112 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Court Performance Report City Court $4,417,849 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 100,000 customers enter the court each year to conduct business. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies: • • Developed an automated outbound telephone dialing program to initiate calls for missed court dates, upcoming court payments and missed payments. Created comprehensive case file audit checklists for the Court Operations, Fines Management and Records Divisions of Glendale City Court. _____________________________________ _____________________________________ 113 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Court • • Coordinated all judicial and legal services for military veterans participating in Glendale’s 2015 “Stand Up for Veterans” community outreach event. Formed the Glendale Mental Health Task Force with partner stakeholders from Glendale Police and Prosecutor’s Offices, Mercy Maricopa Integrated Care and local behavioral health experts. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Each full time judicial officer and Court employee to complete at least 16 credit hours of judicial education each year. Each Court employee to complete ethics training and a core curriculum educational component annually (computer security/network security education for 2015). Each Court judge to attend the annual Supreme Court judicial education training conference. Department Goal Council Priority Performance Objective Performance Measures % of DUI cases resolved within 120 days % of DUI cases resolved within 180 days % of non-DUI criminal misdemeanors resolved within 180 days _____________________________________ Maintain professional development opportunities for all court staff and judges. Creative, Innovative, Efficient Systems Comply with Arizona Supreme Court Administrative Orders 2014-135 and 2012-60 and Arizona Code of Judicial Administration 1-302 regarding Education and Training. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 100% compliance 100% 100% 100% compliance compliance compliance 100% compliance 100% 100% 100% compliance compliance compliance 100% compliance 100% 100% 100% compliance compliance compliance Adjudicate all criminal cases in a timely manner. Transparency Comply with Arizona Supreme Court Phase I misdemeanor DUI case processing time standards. Comply with Phase III non-DUI misdemeanor case processing time standards beginning July 1, 2015. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 64% 85% 64% 85% 83% 93% 84% 93% n/a n/a n/a 98% _____________________________________ 114 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Court Department Goal Council Priority Performance Objective Performance Measures % of civil traffic cases resolved within 30 days % of civil traffic cases resolved within 60 days % of civil traffic cases resolved within 90 days _____________________________________ Adjudicate all civil cases in a timely manner. Transparency Comply with Arizona Supreme Court Phase II case processing time standards on all civil traffic cases (excluding parking) beginning July 1, 2015. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected n/a n/a n/a 65% n/a n/a n/a 80% n/a n/a n/a 95% _____________________________________ 115 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Court CITY COURT CITY COURT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10410) City Court FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $3,485,169 $3,742,767 $3,742,767 $3,878,094 4% (1240-10510) Court Security $345,106 $391,599 $342,999 $400,318 2% (1240-10520) Court Time Payments $114,486 $82,437 $71,829 $82,437 0% $868 $57,000 $57,000 $57,000 0% $3,945,629 $4,273,803 $4,214,595 $4,417,849 3% (1240-10530) Fill the Gap Total - City Court ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 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 (1240-10510) Court Security (1240-10520) Court Time Payments Total -City Court FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $3,019,652 $3,350,237 $3,350,237 $3,433,301 2% $878,412 $47,565 $885,340 $38,226 $826,132 $38,226 $920,838 $63,710 4% 67% $3,945,629 $4,273,803 $4,214,595 $4,417,849 3% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 36.5 40.7 40.7 40.75 0% 2 2 2 2 0% 42.7 42.7 42.75 0% 1 39.5 _____________________________________ _____________________________________ 116 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Manager's Office Performance Report City Manager's Office $917,044 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 provides the organizational leadership necessary to successfully implement the policy direction of the City Council; communicates that direction to the organization; ensures the efficient; effective and economical delivery of city services to Glendale's citizens; and fosters a diverse and inclusive organization and community. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related cost Accomplishments, Enhancements, and Efficiencies • • • Successfully hosted the 2015 Super Bowl, ensuring the best possible visitor experience. Glendale provided a safe environment with quality customer service and without impact to the regular delivery of public services for residents and businesses. Glendale’s bond outlook was upgraded from negative to stable by Moody’s Investor Services Transitioned to a paperless City Council meeting agenda process. This transition streamlined the process, resluting in reduced staff time and printing costs. _____________________________________ _____________________________________ 117 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Manager's Office Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Provide leadership, vision and accountablity for the organization through vigilant oversight of the City's budget. Fiscal Sustainability Provide public forum communication regarding the budget, to allow for timely review and transparency regarding departmental budgeting, forecasting, and revenue generating opportunites. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected Produce a balanced budget that complies with the city’s adopted financial polices * The budget will be balanced, by fund, when all projected ongoing revenue sources do 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 to address one‐time costs, not ongoing costs or planned utilization of fund balance. Produce a Five-Year Forecast for each major operating fund, in compliance with the city's adopted financial policies Prepare City Manager’s recommended budget in accordance with the city’s adopted financial policies Department Goal Council Priority Performance Objective Performance Measures New businesses recruited or existing companies expanding Jobs generated by new or expanding companies _____________________________________ Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Pursue quality economic development and ensure long-term financial stability, while safegaurding current economic investments. Fiscal Sustainability; Economic Development Expand the tax base and job market in the community FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 20 10 13 10 2,753 500 1,352 1,000 _____________________________________ 118 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Manager's Office Department Goal Council Priority Performance Objective Performance Measures Meet legal posting requirements On-time agenda publishing/posting _____________________________________ Provide consistant, timely and accurate agenda materials to the City Council, City Management, and citizens. Transparency; Creative, Innovative, Efficient Systems Utlize agenda management software to facitilitate consice and timely agenda documentation. FY2014 Actual 100% 100% FY2015 Target/ Projected 100% 100% FY2015 Actual 100% 100% FY2016 Target/ Projected 100% 100% _____________________________________ 119 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 City Manager's Office 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 FY 2014 Actual FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10310) City Manager Total -City Manager FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $696,866 $872,264 $872,264 $917,044 5% $696,866 $872,264 $872,264 $917,044 5% FY 2014 Actual $651,493 $37,330 (A7500) Premiums/Controlled Budget Total - City Manager FY 2015 Budget FY 2015 Budget $815,551 $51,216 FY 2015 Estimate $815,551 $51,216 FY 2016 Budget Percent Over FY 2015 Budget $838,995 $49,516 3% -3% $8,043 $5,497 $5,497 $28,533 419% $696,866 $872,264 $872,264 $917,044 5% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 5 5 5 5 0% 5 5 5 5 0% _____________________________________ Percent Over FY 2015 Budget _____________________________________ 120 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Communications Performance Report Communications $3,474,896 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 (GCVB), Glendale 11, Glendale Media Center, Digital 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. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related cost Accomplishments, Enhancements, and Efficiencies • The Glendale CVB reached a social media milestone on January 22, with 10,000 fans on the CVB’s Facebook page. This record number is due in part to the CVB’s week-long social media ticket contest in partnership with the DIRECTV Super Fan Festival and The Tonight Show Starring Jimmy Fallon. These contests had more than 12,000 entries which resulted in a 185% increase in social media engagement. In addition, visits to the CVB’s website, _____________________________________ _____________________________________ 121 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Communications • • VisitGlendale.com, are up 83%. The number of visitors is up 83% (12,603 to 23,103); Page views are up 92% and the average session duration is up almost 10%. The Communications Department had a comprehensive strategy to showcase Glendale on multiple platforms in the months leading up to Super Bowl XLIX in Glendale. Efforts included customized welcome messages to media outlets in Seattle and Boston, the two Super Bowl cities that sent teams to the big game, the city’s most successful Facebook contest (Jimmy Fallon show tickets) as well as interaction with media from around the globe. A significant piece of the local coverage was a series of 10 TV stories showcasing how Glendale prepared for the Super Bowl. The stories not only aired on Glendale 11 and the city’s YouTube channel, they also aired on two network affiliates in the Phoenix market. In all, an estimated 140,000 viewers saw those stories. A milestone year as Glendale’s Chocolate Affaire celebrated its 20th anniversary, coinciding with the Super Bowl XLIX weekend and Glendale playing host to the game. More than 30 chocolatiers and 90 vendors filled Historic Downtown and surrounding streets, with a special twist called “Super Street,” adding to the event with team logos, colors, décor, interactive games and an entire street of football-themed inflatables. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Number of downtown specific ad placements in CVB advertising flight plan % Increase in social media presence through the CVB’s digital assets including Facebook and Blog % Increase in annual visitation to the shopping promotions _____________________________________ Historic Downtown Glendale Marketing and Promotion. Increase visitation to the area; foster a positive image and increase economic impact. Fiscal Sustainability; Economic Development; Continuous Business Policy Improvements Enhance marketing strategies with increased advertising placements and enhancements to monthly shopping promotions. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 5 8 8 15 +15% +20% +232% +25% +2% +3% +3% +5% _____________________________________ 122 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Communications Department Goal Council Priority Performance Objective Performance Measures Increase in festival attendance annually by 5% Increase social media responses/interactions annually by 10% Increase sponsorship revenue for festivals annually by 5% Department Goal Council Priority Performance Objective Performance Measures Social Media presence. (growth in page “likes,” engagement and reach - the number of people who see our posts on all digital channels) Number of video online and on Glendale 11 air (more video with an emphasis on shorter clips in line with consumer preference) Number of website visits _____________________________________ Increase attendance at city’s signature festivals Signature Event; Economic Development Bring in more visitors from across the valley and state, benefiting the merchants’ sales and overall economic impact to the downtown area. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 340,000 357,000 305,000 320,250 n/a 25,000 30,693 33,762 116,500 123,000 129,600 136,080 Increase and improve communications and transparency with residents, stakeholders, community partners, businesses and visitors Transparency; Creative, Innovative, Efficient Systems Increase outreach and provide city news and information about the city’s programs, services, and amenities. Implement new web content management system to better serve our digital audience and increase visitors to city websites. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected n/a n/a n/a 35,000 n/a n/a n/a 225 n/a n/a n/a 6,300,000 _____________________________________ 123 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Communications COMMUNICATIONS COMMUNICATIONS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10810) Communications FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $1,014,782 $825,834 $825,834 $1,043,466 26% (1000-14100) City Sales Tax - Bed Tax $0 $0 $0 $240,191 NA (1000-14102) Glendale CVB - Memberships $0 $0 $0 $30,000 NA (1000-14103) Tourism - Souvenir Program (1000-14104) Glitter Spectacular $0 $0 $0 $0 $0 $0 $5,000 $124,865 NA NA (1000-14105) Enchanted Evening $0 $0 $0 $89,268 NA (1000-14106) Glitter and Glow (1000-14107) Chocolate Affaire $0 $0 $0 $0 $0 $0 $170,751 $102,676 NA NA (1000-14108) Glitters Light $0 $0 $0 $154,182 NA (1000-14109) Other Special Events $0 $0 $0 $103,415 NA (1000-14110) City-Wide Special Events (1000-14111) Summer Band $351,738 $0 $349,228 $0 $349,228 $0 $361,518 $3,435 4% NA (1000-14115) Audio/Visual $113,710 $0 $0 $0 (1000-14120) Cable Communications (1000-14130) Glendale CVB - Bed Tax $497,636 $0 $462,305 $0 $462,305 $0 $343,620 $419,502 -26% NA NA (1281-10840) Mkt'g - Stadium Events $24,851 $13,494 $13,494 $0 -100% (1870-14321) Glitter Spectacular $95,160 $124,865 $124,865 $0 -100% (1870-14322) Enchanted Evening (1870-14323) Glitter and Glow $111,301 $80,584 $89,268 $95,751 $89,268 $95,751 $0 $0 -100% -100% $93,260 $102,676 $102,676 $0 -100% $154,182 $57,326 $154,182 $103,415 $154,182 $103,415 $0 $0 -100% -100% -100% (1870-14324) Chocolate Affaire (1870-14326) Glitters Light (1870-14327) Other Special Events (1870-14328) Summer Band Total - Communications ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget $7,002 $3,435 $3,435 $0 $2,601,532 $2,324,453 $2,324,453 $3,191,889 FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 37% Percent Over FY 2015 Budget $1,806,737 $1,569,703 $1,537,003 $1,848,863 18% (A7000) Non-Salary Operating Budget $691,057 $724,699 $757,399 $1,311,207 81% (A7500) Premiums/Controlled Budget $103,738 $30,051 $30,051 $31,819 $2,601,532 $2,324,453 $2,324,453 $3,191,889 Total - Communications FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10810) Communications FY 2014 Actual FY 2015 Budget FY 2015 Estimate 11 9 9 (1000-14100) City Sales Tax - Bed Tax (1000-14110) City-Wide Special Events (1000-14115) Audio/Visual (1000-14120) Cable Communications Total -Communications 6% 37% FY 2016 Budget Percent Over FY 2015 Budget 10 11% 2.5 4 4 4 4 0% 1 4.5 4.5 4.5 3.5 -22% 20.5 17.5 17.5 20 14% _____________________________________ _____________________________________ 124 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Communications COMMUNICATIONS CONV./MEDIA/PARKING ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-10890) Convention/Media/Parking $260,725 $133,963 $133,963 $133,740 (1000-10891) Media Center Operations $135,892 $138,008 $138,008 $149,267 8% $396,617 $271,971 $271,971 $283,007 4% Total - Conv./Media/Parking ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 0% Percent Over FY 2015 Budget (A6000) Salary & Related Budget $103,517 $106,272 $106,272 $107,812 (A7000) Non-Salary Operating Budget $150,956 $153,993 $153,993 $153,993 0% (A7500) Premiums/Controlled Budget $142,144 $11,706 $11,706 $21,202 81% $396,617 $271,971 $271,971 $283,007 4% Total - Conv./Media/Parking 1% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (1000-10891) Media Center Operations 1 1 1 1 0% 1 1 1 1 0% Total -Conv./Media/Parking _____________________________________ Percent Over FY 2015 Budget _____________________________________ 125 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Communications COMMUNICATIONS TOURISM/CVB ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1750-10820) Tourism $228,132 $236,533 $236,533 $0 -100% (1750-14312) Bed Tax - Tourism $116,011 $419,162 $419,162 $0 -100% (1870-14310) Tourism - Souvenir Program $1,230 $5,000 $5,000 $0 -100% (1870-14311) Glendale CVB - Memberships $6,898 $30,000 $30,000 $0 -100% $352,271 $690,695 $690,695 $0 -100% Total - Tourism/CVB ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (A6000) Salary & Related Budget $190,586 $191,651 $191,651 $0 -100% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget $152,970 $8,715 $491,508 $7,536 $491,508 $7,536 $0 $0 -100% -100% $352,271 $690,695 $690,695 $0 -100% Total - Tourism/CVB FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1750-10820) Tourism Total -Tourism/CVB FY 2014 Actual FY 2015 Budget FY 2015 Estimate 2.5 2.5 2.5 2.5 2.5 2.5 _____________________________________ FY 2016 Budget Percent Over FY 2015 Budget _____________________________________ 126 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services Performance Report Community Services $40,141,377 Parks, Recreation & Neighborhood Services Human Services Library & Arts Mission Statement Connecting people through the power of parks and recreation, library and arts, human services, and neighborhood services to enhance and preserve the health, safety and living environment in our community. 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, Recreation and Neighborhood Services Division offers opportunities to enhance the social, physical, mental and economic health of our 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. _____________________________________ _____________________________________ 127 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal • • charges for technology, insurance, workmans compensation, indirect charges, etc. Operating = operating and contractual costs Salary = salary and related cost Accomplishments, Enhancements, and Efficiencies • • • • Provided services and programs to approximately 1.1 million patrons at community facilities. Partnered with 2118 individuals for 35,538 hours of volunteers service valued at $801,382. Received $325,534 in grant funds to improve the quality of life in Glendale. Received HUD High Performer rating for Section Housing Choice Voucher and Conventional Public Housing programs. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Total efficiency efforts that result in operational savings to the provision of a service or program by at least 25%. Implement new initiatives to offset operational costs using sustainable sources. Total dollar value of non-federal grants and contributions for department programs and services. _____________________________________ Maximize CSG Department Revenue Fiscal Sustainability Key department managers will work to identify existing and potentially new revenue streams to enhance the General Fund and self-sustaining funds and offset existing operational expenditures. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected n/a 1 1 1 n/a 2 3* 2 $207,715 $275,000 $325,534 $350,000 _____________________________________ 128 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services Department Goal Council Priority Performance Objective Performance Measures Number of physical library materials (books, dvd’s, CD’s) checked out per resident. Number of community programs/events/services funded through partnerships and/or outside revenue sources. Number of electronic library materials (e-books, e-music, e-movies) checked out per resident. Number of activities/projects for the Neighborhood Services Community Volunteer program. Number of community volunteer hours leveraged by the department. Number of persons receiving housing assistance from Housing Rehab and New Home Ownership grants. Number of people attending public art programs (Gallery Glendale and Performing Arts Grants). Number of households directly assisted through Community Action Program with state or federal funds. Cost per acre of park maintenance. Provide excellent customer service to all patrons of the CSG Department. Create, Innovative, Efficient Systems Key department managers will work to identify existing and potentially new revenue streams to enhance the General Fund and self-sustaining funds to improve program/service delivery and enhance efficiency in the ongoing maintenance of CSG facilities. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 7.2 6.6 6.6 7.0 3 4 3 4 0.5 0.6 0.6 0.7 67 45 45 50 18,836 18,200 18,200* 20,000 1,476 1,209 1,525 1,209 28,600 28,000 29,000* 28,000 226 237 225* 215 $2,164 $1,996 $1,996* $2,000 *Fiscal year-end estimates _____________________________________ _____________________________________ 129 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services COMMUNITY SERVICES HUMAN SERVICES-COMM ACTION PRG ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-14420) CAP Local Match FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $25,115 $5,954 $5,954 $8,569 $0 $73,111 $73,111 $73,111 0% (1820-32050) Case Mgmt-LIHEAP Voucher $552,305 $648,297 $648,297 $605,964 -7% (1820-32055) Case Mgmt-TANF Voucher (1820-32056) Case Mgmt Admin $44,985 $197,176 $45,000 $224,636 $45,000 $312,655 $45,000 $326,976 0% 46% (1820-32040) Community Action Program (CAP) (1820-32057) Case Mgmt-NHN Voucher (1820-32060) Community Svcs Block Grant-Adm (1820-32070) ACAA HEAF Program 44% $1,280 $1,581 $1,581 $1,373 -13% $183,336 $6,663 $207,029 $7,330 $119,010 $7,330 $141,258 $7,330 -32% 0% (1820-32071) ACAA SW Gas Assistance $7,090 $8,693 $8,693 $8,693 0% (1820-32072) ACAA URRD Program $17,793 $37,471 $37,471 $30,000 -20% (1820-32073) ACAA SRP Assistance (1820-32074) ACAA APS Assistance $40,033 $12,084 $41,036 $5,500 $41,036 $5,500 $50,000 $14,018 22% 155% $1,087,860 $1,305,638 $1,305,638 $1,312,292 Total - Human Services-Comm Action Prg ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Human Services-Comm Action Prg FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1820-32056) Case Mgmt Admin (1820-32060) Community Svcs Block Grant-Adm Total -Human Services-Comm Action Prg FY 2014 Actual $324,664 $738,660 FY 2015 Budget $385,904 $916,031 FY 2015 Estimate $385,904 $916,031 FY 2016 Budget 1% Percent Over FY 2015 Budget $401,402 $904,572 4% -1% $24,536 $3,703 $3,703 $6,318 71% $1,087,860 $1,305,638 $1,305,638 $1,312,292 1% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 3 3.5 3.5 4.5 29% 2.5 2 2 1 -50% 5.5 5.5 5.5 5.5 0% _____________________________________ _____________________________________ 130 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services COMMUNITY SERVICES COMM. SERVICES ADM ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual (1000-14510) Comm. Services Admin. Total - Comm. Services Adm ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $0 $854,372 $854,372 $656,411 -23% $0 $854,372 $854,372 $656,411 -23% FY 2014 Actual FY 2015 Budget (A7500) Premiums/Controlled Budget $0 $28,345 $28,345 $39,051 38% $0 $854,372 $854,372 $656,411 -23% FY 2014 Actual (1000-14510) Comm. Services Admin. Total -Comm. Services Adm _____________________________________ $558,091 $59,269 Percent Over FY 2015 Budget $0 $0 FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM $749,047 $76,980 FY 2016 Budget (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget Total - Comm. Services Adm $771,047 $54,980 FY 2015 Estimate -28% 8% FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 9 9 5 -44% 9 9 5 -44% _____________________________________ 131 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services COMMUNITY SERVICES PARKS & REC ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-13010) Pool Maintenance $178,679 $0 $0 $0 NA (1000-13020) Park Irrigation $197,478 $0 $0 $0 NA $1,710 $0 $0 $0 NA (1000-13040) Parks Maintenance (1000-14610) Parks & Recreation Admin. $3,886,078 $644,075 $4,760,614 $0 $4,767,614 $0 $4,936,058 $0 4% NA (1000-14630) Recreation Admin & Events $129,093 $308,310 $308,310 $501,393 $4,637 $2,952 $20,260 $0 $20,260 $0 $0 $0 (1000-13030) Parks CIP & Planning (1000-14650) Youth and Teen (1000-14660) Special Events and Programs (1000-14670) Sports and Health 63% -100% NA $5,337 $0 $0 $0 NA (1000-14680) Aquatics Rose Lane & Splash Pa $144,986 $437,347 $437,347 $398,625 -9% (1000-14710) Park Rangers (1000-15015) Neighborhood Services $277,314 $84,985 $271,924 $107,805 $271,924 $100,805 $339,009 $124,327 25% 15% (1280-13290) YSC - Parks & Rec $142,221 $233,000 $233,000 $0 $0 $5,340 $25,000 $0 $25,000 $0 $25,000 $0 0% NA (1840-35021) P&R Youth Scholarship Donation $2,834 $0 $0 $0 NA (1840-35022) GRASP Fitness & Nutrition Prog $17,831 $0 $0 $0 NA $4,170 $1,005 $0 $4,360 $0 $4,360 $0 $0 NA -100% (1840-35004) Grant Approp - Parks & Rec (1840-35015) Misc P&R Grants (1840-35023) Glendale Adult Ctr Donation (1880-14810) Recreation Self-Sustaining -100% (1880-14820) Rec. Admin & Events Self Sust. $26,923 $16,053 $16,053 $20,500 28% (1880-14840) Sports Self Sustaining (1880-14850) Youth and Teen Self Sustaining $206,941 $234,755 $277,619 $278,499 $277,619 $278,499 $303,474 $295,091 9% 6% $44,499 $61,421 $61,421 $61,292 0% $305 $0 $0 $0 NA $3,836 $1,889 $10,500 $7,500 $10,500 $7,500 $13,700 $4,000 (1880-14890) Aquatics Rose Lane Self Sust. (1880-14891) GESD-Reimb Division (1885-13135) City-Wide Aquatics (1885-13170) Dedicate A Tree 30% -47% (1885-13180) Desert Valley Park $0 $8,000 $8,000 $9,000 13% (1885-13190) GESD ES Ballfields (1885-13210) Desert Mirage Park $0 $0 $13,000 $10,000 $13,000 $10,000 $0 $5,000 -100% -50% (1885-13220) Desert Gardens Park $0 $10,985 $10,985 $6,000 -45% (1885-13230) Discovery Park $0 $4,000 $4,000 $4,000 0% $7,946 $0 $46,383 $5,000 $46,383 $5,000 $35,118 $5,000 -24% 0% $6,257,819 $6,917,580 $6,917,580 $7,086,587 (1885-13235) Elsie McCarthy Pk. Maint (1885-13237) Paseo Racquet Center Total - Parks & Rec _____________________________________ 2% _____________________________________ 132 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services COMMUNITY SERVICES PARKS & REC ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (A6000) Salary & Related Budget $2,573,290 $2,334,027 $2,327,777 $2,593,187 (A7000) Non-Salary Operating Budget $3,478,478 $4,455,875 $4,462,125 $4,401,999 -1% (A7500) Premiums/Controlled Budget $206,051 $127,678 $127,678 $91,401 -28% $6,257,819 $6,917,580 $6,917,580 $7,086,587 Total - Parks & Rec FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2014 Actual 11% 2% FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 20 20 20 0% (1000-14630) Recreation Admin & Events 3 3 6 100% (1000-14680) Aquatics Rose Lane & Splash Pa 3 3 3 0% (1000-13010) Pool Maintenance 2 (1000-13040) Parks Maintenance 23 (1000-14610) Parks & Recreation Admin. 8 (1000-14710) Park Rangers 3 3 3 3 0% (1000-15015) Neighborhood Services 1 1 1 1 0% (1880-14850) Youth and Teen Self Sustaining 4 4 4 4 0% 41 34 34 37 9% Total -Parks & Rec _____________________________________ _____________________________________ 133 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 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 FY 2014 Actual (1000-14760) Historic Sahuaro Ranch FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $21,370 $0 $0 $0 NA $261,314 $139,670 $139,670 $131,486 -6% (1000-14690) Audio/Visual/Support Services (1000-14720) Foothills Recreation Center (1000-14725) Civic Center FY 2015 Budget $0 $278,596 $278,596 $298,304 7% $1,115,222 $0 $1,074,137 $0 $1,074,137 $0 $1,148,545 $562,512 7% NA $12,369 $0 $0 $0 (1740-11710) Civic Center (1880-14825) Adult Center Self Sustaining $599,737 $129,829 $539,568 $136,615 $539,568 $136,615 $0 $136,723 -100% 0% (1880-14830) Rec Self Sust-Foothills Rec $237,230 $291,047 $291,047 $275,501 -5% (1880-14860) SRPHA Sahuaro Ranch Hist $87,417 $70,090 $70,090 $70,341 0% (1880-14892) Glendale Community Center $1,783 $0 $0 $0 NA $2,466,271 $2,529,723 $2,529,723 $2,623,412 4% Total - Parks & Rec-Fac/Commercial Ops ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Parks & Rec-Fac/Commercial Ops FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-14640) Adult Center FY 2014 Actual FY 2015 Estimate (1880-14830) Rec Self Sust-Foothills Rec Total -Parks & Rec-Fac/Commercial Ops Percent Over FY 2015 Budget $917,401 $918,246 $912,246 $1,005,875 10% $1,574,854 $36,623 $1,580,854 $36,623 $1,561,478 $56,059 -1% 53% $2,466,271 $2,529,723 $2,529,723 $2,623,412 4% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 4 2 2 2 0% 4 4 4 0% 4 2 2 3 50% 4 3 3 (1000-14725) Civic Center (1740-11710) Civic Center FY 2016 Budget $1,457,876 $90,994 (1000-14690) Audio/Visual/Support Services (1000-14720) Foothills Recreation Center FY 2015 Budget NA 3 1 1 1 1 0% 13 12 12 13 8% _____________________________________ _____________________________________ 134 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services COMMUNITY SERVICES HUMAN SERVICES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual (1000-15010) Community Revitalization $257,738 (1300-30001) HOME Program ($25,000) (1300-30002) Single Family Rehabilitation FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $386,825 $386,825 $401,648 $1,625,895 $1,625,895 $1,419,035 $251,277 $0 $0 $250,713 NA $18,263 $26,326 $0 $0 $0 $0 $4,456 $0 NA NA (1300-30008) Replacement Housing Prog/NR $110,948 $0 $0 $0 NA (1300-30010) Habitat-Valley of the Sun (1310-30900) NSP Programs $319,483 $531,632 $0 $1,320,000 $0 $1,320,000 $0 $926,259 (1311-30910) NSP III $573,511 $600,000 $600,000 $600,000 0% (1311-30912) Habitat for Humanity $920,979 $0 $0 $500,000 NA $4,549,500 $0 $4,299,500 $0 $3,637,151 $0 (1300-30004) Rehab Delivery (1300-30005) Rehabilitation Delivery (1320-31001) CDBG Programs (1320-31002) Voluntary Demo - L/M ($2) $9,200 4% -13% NA -30% -20% NA (1320-31003) Voluntary Demo - S/B $20,362 $0 $0 $0 NA (1320-31004) Lead-Based Paint Haz Reduction (1320-31006) Temporary Relocation $12,580 $24,695 $0 $0 $0 $0 $0 $0 NA NA (1320-31017) Single Family Residential $57,612 $0 $0 $0 NA (1320-31018) Paint Reimbursement Program $24,344 $0 $0 $0 NA (1320-31019) Rehabilitation Staff (1320-31020) Rehabilitation Delivery $98,284 $5,708 $0 $0 $0 $0 $0 $0 NA NA (1320-31022) Roof Repair Program $84,026 $0 $0 $0 NA (1320-31028) General Administration (1320-31030) Fair Housing-Commun Legal Svcs $304,237 $5,759 $0 $0 $0 $0 $0 $0 NA NA (1320-31039) PS YWCA Senior Congregate Meal $40,000 $0 $0 $0 NA (1320-31040) CASS-Employment Counseling $15,000 $0 $0 $0 NA (1320-31045) PS Glendale Home Accessibility (1320-31050) St Vincent de Paul-OLPH $57,833 $59,022 $0 $0 $0 $0 $0 $0 NA NA (1320-31051) Home Food Delivery-Westside FB $30,000 $0 $0 $0 NA (1320-31078) PI-Code Compliance Clean-up (1320-31079) PS-CAP Rent Utility Assist $9,829 $67,745 $0 $0 $0 $0 $0 $0 NA NA (1320-31081) Code Prof. Svcs, Clean &Lien $23,241 $0 $0 $0 NA (1320-31084) PS-Centeral Arizona Shelter $10,000 $0 $0 $0 NA (1320-31085) PS-Chrysalis (1320-31086) PS-Duet, Partners In Aging $15,000 $13,500 $0 $0 $0 $0 $0 $0 NA NA (1320-31089) PF-Comm Housing (1320-31096) PF-COG Parks & Rec (1320-31098) Habitat- Emergency Home Repair (1320-31099) COG Housing Div Modern of Bath $8,176 $0 $0 $0 NA $20,667 $466,546 $0 $0 $0 $0 $0 $0 NA NA $47,255 $0 $0 $0 NA (1320-31102) Field Operations-Street Recon $201,439 $0 $0 $0 NA (1320-31103) East Catlin Court Improv. (1320-31104) Community Housing 12/13 $23,842 $168,818 $0 $0 $0 $0 $0 $0 NA NA (1320-31107) Economic Dev. VIP 12/13 $60,966 $0 $0 $0 NA (1320-31108) PS-YWCA Meal on Wheels (1320-31110) Valley Life -PF 13/14 $40,000 $1,146 $0 $0 $0 $0 $0 $0 NA NA (1320-31111) COG-Field Operations 13/14 $255 $0 $58,700 $0 NA (1320-31112) COG-Parks and Rec. 13/14 $713 $0 $0 $0 NA (1320-31114) CASS Vis Colina-PF 13/14 (1320-31115) CASS SINGL SHELT 13/14 $14,710 $24,918 $0 $0 $0 $0 $0 $0 NA NA (1830-31900) ESG General Administration $11,399 $208,992 $208,992 $208,992 0% (1830-31902) Central AZ Shelter Srvs-ESG $18,901 _____________________________________ (1830-31903) Homeward Bound-ESG $23,512 $0 $0 $0 NA $0 $0 $0 NA _____________________________________ 135 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services COMMUNITY SERVICES HUMAN SERVICES ROLLUP (1830-31904) PREHAB Faith House-ESG $15,272 $0 $0 $0 NA (1830-31905) ESG Emergency Solution Grant (1830-31908) CAP Homeless Prevention $16,636 $26,265 $0 $0 $0 $0 $0 $0 NA NA (1830-31909) CAP Rapid Re-Housing $18,491 $0 $0 $0 NA (1830-31911) CAP Homeless Prev 12/13 $26,178 $0 $0 $0 NA (1830-31912) CAP Rapid Re 12/13 (1842-37020) Homeless Prevention HPRP $25,389 $687 $0 $0 $0 $0 $0 $0 NA NA $1,564,382 $15,884,596 $15,884,596 $15,891,384 0% $6,799,695 $24,575,808 $24,384,508 $23,839,638 -3% FY 2015 Budget FY 2015 Estimate FY 2016 Budget (2500-17910) Community Housing Total - Human Services ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual Percent Over FY 2015 Budget (A6000) Salary & Related Budget $2,068,421 $2,943,295 $2,943,295 $2,892,490 (A7000) Non-Salary Operating Budget $4,617,731 $21,550,506 $21,359,206 $20,912,579 -3% (A7500) Premiums/Controlled Budget $113,543 $82,007 $82,007 $34,569 -58% $6,799,695 $24,575,808 $24,384,508 $23,839,638 -3% FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 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 FY 2014 Actual -2% 2 3 3 3 0% 8.75 8.75 8.75 8.75 0% 24 24 24 24 0% 34.75 35.75 35.75 35.75 0% _____________________________________ _____________________________________ 136 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Community Services COMMUNITY SERVICES LIBRARY & ARTS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-15220) Library FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $4,007,466 $4,081,979 $4,081,979 $4,409,811 $197,430 $173,162 $184,912 $188,226 (1260-15410) Library Book Fund $72,867 $120,000 $120,000 $0 (1840-36001) State Grant In Aid 2005 (1840-36006) Grant Approp - Library $15,268 $0 $0 $25,000 $0 $25,000 $0 $25,000 NA 0% (1840-36038) Books for AZ Libraries $1,814 $0 $0 $0 NA (1840-36045) Memorial Donations-Library (1840-36046) Library Donations $7 $3,019 $0 $0 $0 $0 $0 $0 NA NA NA (1220-15310) Arts Program (1840-36048) Library Teen Program Donations (1840-36049) STEM at the Library Grant Total - Library & Arts ACCOUNT ROLLUP TYPE OF EXPENDITURES 8% 9% -100% $245 $0 $0 $0 $15,933 $0 $0 $0 NA $4,314,049 $4,400,141 $4,411,891 $4,623,037 5% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (A6000) Salary & Related Budget $2,973,347 $3,167,317 $3,134,163 $3,247,072 (A7000) Non-Salary Operating Budget $1,181,145 $1,159,362 $1,204,266 $1,247,877 8% (A7500) Premiums/Controlled Budget $159,557 $73,462 $73,462 $128,088 74% $4,314,049 $4,400,141 $4,411,891 $4,623,037 5% Total - Library & Arts FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-15220) Library (1220-15310) Arts Program Total -Library & Arts 3% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 43.5 42.5 42.5 42.5 0% 1 1 1 1 0% 44.5 43.5 43.5 43.5 0% _____________________________________ _____________________________________ 137 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Development Services Performance Report Development Services $4,372,578 Building Safety Code Compliance Planning Division Mission Statements 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, 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. _____________________________________ _____________________________________ 138 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Development Services Division Descriptions Building Safety: The Building Safety Division ensures that at least the minimum building standards are met to safeguard life, health, property, and public welfare by regulating and controlling the design, construction, quality of materials, occupancy, location and maintenance of all buildings and structures in Glendale. The Division is the central resource for development, construction and code information, plan review, permit issuance and construction inspection. 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 and works in partnership with various departments to ensure both residents and businesses are in compliance with city code regulations. Planning: The Planning Division provides quality customer service in a friendly responsive manner in order to: assist the public, elected and appointed officials in planning for future land use, development, and redevelopment in harmony with community values; facilitate community involvement in decision-making processes; administer adopted regulations and guidelines in a fair and impartial manner; manage the annexation, zoning, subdivision, and design review process efficiently and maintain the Geographic Information System (GIS) layers for the city. Planning works closely with the City Council, Planning Commission, Board of Adjustment and Historic Preservation Commission, each of which sets various policy related to these services. Planning consists of several primary functions: Administration, Long Range Planning, Current Planning and Mapping & Records. Mapping and Records maintains the GIS database which includes layers for City Council districts, water, sewer, storm drains, streets, addresses, parcels, and subdivisions. These GIS layers are the largest database in the City with over 400+ users accessing this data through the EMS Fieldmap Viewer. The benefit of Planning services in one statement, is “a well planned city with high quality development.” The City Council takes pride in the design and aesthetics of Glendale. Cities over 50,000 in population are required by State Statute to have a General Plan. Every property in Glendale has a land use designation and zoning. The General Plan sets land use policy and Zoning regulates the land use, densities, setbacks and building heights. 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. _____________________________________ _____________________________________ 139 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Development Services Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprized of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies • • • • • • • Building Safety - Plan reviewed and inspected over 1.5 million square feet of commercial buildings including the only Veterinary Clinic in the state of Arizona, located at Midwestern University. Building Safety - Reviewed and inspected all permanent and temporary construction associated with the 2015 Pro Bowl and Super Bowl XLIX. This included work done to University of Phoenix Stadium, onsite special events and offsite special events including the DirecTV location which included several structures with one comprising 60,000 square feet. Code Compliance - Secured Community Development Block Grant (CDBG) funding which allowed the Division to increase code enforcement activities in CDBG eligible neighborhoods without increasing General Fund expenditures. Code Compliance - Provided Clean Zone inspections and enforcement during the National Football League’s 2015 Pro Bowl and Super Bowl XLIX events. Planning - Completed a comprehensive update of the Annexation Policy with unanimous City Council approval in 2014. This was the first update since 2005. Planning - Completed a Pre-Annexation Development Agreement which culminated in the annexation and land use approvals for Zanjero Pass in the Loop 303 Corridor and completed the annexation of Sabre Business Park on the Loop 303. Planning - Continued making advancements with the city wide General Plan Update including holding regularly scheduled steering committee meetings and providing public input opportunities. _____________________________________ _____________________________________ 140 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Development Services Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Number building permits issued Number of plan reviews completed electronically % of plans approved at first review % of plans approved at second review % of building inspections completed within one (1) day Enhance current service levels through innovation and efficient processes. Economic Development; Creative, Innovative, Efficient Systems Provide thorough and timely review of development cases to the development community; and attempt to resolve conflicts through civic engagement. 4,372 FY2015 Target/ Projected 5,000 5,264* FY2016 Target/ Projected 5,500 142 200 250* 250 81% 17% 85% 13% 85%* 13%* 85% 13% 95% 95% 98%* 95% FY2014 Actual FY2015 Actual *Fiscal year-end estimates Department Goal Council Priority Performance Objective Performance Measures Code Compliance cases opened Code compliance cases resolved Number Code Compliance inspections performed Initial response time (work days) to inspect a reported Code Compliance violation Code Compliance cases addressed through voluntary compliance or with no violation Maintain compliance with City Codes that relate to nuisances, property maintenance, rental housing and Zoning Ordinance requirements. Economic Development; Creative, Innovative, Efficient Systems Resolve code compliance violations in an effective and efficient manner. 6,898 7,381 FY2015 Target/ Projected 6,500 6,500 7,458 7,518 FY2016 Target/ Projected 6,700 6,500 20,794 20,000 19,822 22,000 2 3 2 3 97% 95% 98% 95% FY2014 Actual FY2015 Actual *Fiscal year-end estimates _____________________________________ _____________________________________ 141 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Development Services Department Goal Council Priority Performance Objective Performance Measures Number of service requests filed. Number of filed cases Complete (percentage) of Design Review applications by due date % of Design Review application decisions upheld (not appealed) Planning customers assisted at the Development Services Center counter Provide customer service at the highest level possible. Economic Development; Creative, Innovative, Efficient Systems Provide thorough and timely review of development cases to the development community; and attempt to resolve conflicts through the Citizen Participation process. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 123 150 150* 200 263 250 273* 95% 95% 90%* 100% 100% 100%* 756 1,000 1,239* 325 90% 95% 1,100 *Fiscal year-end estimates _____________________________________ _____________________________________ 142 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Development Services DEVELOPMENT SERVICES BUILDING SAFETY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-15610) Building Safety FY 2014 Actual 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 (1000-15610) Building Safety (2400-17510) Cross Connection Control Total -Building Safety FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $1,902,984 $2,030,317 $2,030,317 $2,131,049 $0 $118,419 $118,419 $0 (1010-15890) Building Safety-Super Bowl (2400-17510) Cross Connection Control FY 2015 Budget 5% -100% $134,602 $136,798 $136,798 $140,647 3% $2,037,586 $2,285,534 $2,285,534 $2,271,696 -1% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $1,898,903 $2,021,018 $2,021,018 $2,077,571 $84,323 $234,102 $234,102 $152,354 -35% 3% $54,360 $30,414 $30,414 $41,771 37% $2,037,586 $2,285,534 $2,285,534 $2,271,696 -1% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 21 21 21 21 0% 1.75 1.75 1.75 1.75 0% 22.75 22.75 22.75 22.75 0% _____________________________________ _____________________________________ 143 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Development Services DEVELOPMENT SERVICES PLANNING ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-13770) Mapping and Records (1000-15910) Planning Administration Total - Planning ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Planning FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $83,844 $96,627 $96,627 $96,542 $723,230 $769,640 $769,640 $770,255 0% $807,074 $866,267 $866,267 $866,797 0% FY 2014 Actual (A6000) Salary & Related Budget FY 2015 Budget FY 2015 Budget FY 2015 Estimate FY 2016 Budget 0% Percent Over FY 2015 Budget $714,956 $754,147 $754,147 $781,580 4% $77,526 $104,770 $104,770 $74,770 -29% $14,592 $7,350 $7,350 $10,447 42% $807,074 $866,267 $866,267 $866,797 0% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-13770) Mapping and Records 1 1 1 1 0% (1000-15910) Planning Administration 7 7 7 7 0% 8 8 8 8 0% Total -Planning _____________________________________ _____________________________________ 144 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 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 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $1,158,976 $1,206,734 $1,206,734 $1,234,085 2% $1,158,976 $1,206,734 $1,206,734 $1,234,085 2% FY 2014 Actual $1,041,959 $88,503 FY 2015 Budget $1,101,506 $91,727 FY 2015 Estimate $1,101,506 $91,727 FY 2016 Budget Percent Over FY 2015 Budget $1,112,641 $101,030 1% 10% $28,514 $13,501 $13,501 $20,414 51% $1,158,976 $1,206,734 $1,206,734 $1,234,085 2% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 15 14 14 14 0% 15 14 14 14 0% _____________________________________ Percent Over FY 2015 Budget _____________________________________ 145 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Economic Development Performance Report Economic Development $924,260 Mission Statement To create high quality jobs, develop financially sound projects, assist entrepreneurs and small Glendale businesses, and enhance property utilization to its highest and best use in order to increase the city’s tax base in support of quality of life amenities for the entire community. Department Description The Office of Economic Development is responsible for forging strong relationships with the business and development community as well as local, regional, and state economic development agencies for the purpose of collaborating on a variety of initiatives in support or our five core pillars: Business Attraction, Business Retention & Expansion, Redevelopment, Business Assistance, and Major Events. 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 which in turn supports revenue generation that provides for the delivery of citizen services. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs _____________________________________ _____________________________________ 146 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Economic Development Accomplishments, Enhancements, and Efficiencies • • • • • Developed new marketing material that profiles Glendale’s five targeted industries of Aerospace & Defense, Manufacturing, Retail & Entertainment, Medical Technology, and Advanced Business Services. In collaboration with Westmarc, developed a new tool to measure the workforce in the West Valley based on where workers live that increases the marketability of Glendale. Successfully secured the opportunity to host one of Super Bowl’s premier parties in our community combined with a first-ever, three-day food and music festival, the DIRECTV Super Fan Festival and Super Saturday Night events. Obtained a $7,500 grant from the Glendale Industrial Development Authority to fund an industry-based assessment of a portion of the Glendale Centerline area to identify opportunities for redevelopment that are supported by the existing market (study to be completed in FY2016). Successfully negotiated terms for two settelement agreements that resolved outstanding payment issues resulting in one-time revenue of $450,000 and new ongoing revenue of at least $240,000 in the first full year of operation with a 2% increase per annum. Goal, Objectives, and Performance Measures Department Goal Business Attraction & Retention/Expansion: Increase the number of businesses and jobs in our community to ensure long-term financial stability. Council Priority Fiscal Sustainability; Economic Development Performance Objective Performance Measures New Businesses & Expansions Jobs Generated GPEC Project Responses Participation in Recruitment Initiatives _____________________________________ Leverage industry resources to increase Glendale’s visibility in the local, state, and national market to increase the number of businesses and jobs in our community. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 20 10 13 10 2,753 500 1,352 1,000 39 30 37 30 n/a 5 7 6 _____________________________________ 147 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Economic Development Redevelopment: Support on-going city-wide efforts to create redevelopment opportunities in the Glendale Centerline area. Fiscal Sustainability, Economic Development, Council Priority Centerline Engage the local business community to promote revitalization and repurpose underutilized Performance Objective properties. FY2015 FY2016 FY2014 FY2015 Performance Measures Target/ Target/ Actual Actual Projected Projected CDBG Grant Award (to the department) $49,000 $300,000 $0 $100,000 Visual Improvement Program: # of Projects 2 4 4 2 Grant Awards $13,585 $25,000 $26,087 $100,000 Targeted Outreach Contacts n/a n/a n/a 25 Department Goal Department Goal Council Priority Performance Objective Performance Measures Targeted Outreach Contacts Job Fair Assistance Bi-Annual Procurement Fair Department Goal Council Priority Performance Objective Performance Measures Cost Avoidance Unbudgeted Revenue Project’s Within Budget _____________________________________ Business Assistance and Retention & Expansion: Provide assistance and support to existing Glendale businesses to keep them growing and thriving in our community. Fiscal Sustainability; Economic Development Improve visibility and outreach with existing Glendale businesses and offer support services. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected n/a 100 169 125 n/a n/a 5 1 n/a 1 1 n/a Major Events: Lead the city-wide planning effort in support of major events that take place in our community to provide the signature level of service that Glendale is known for. Fiscal Sustainability, Economic Development, Major Events Successfully execute operational plans for major events that are within budget and implement creative service delivery when possible. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected n/a $200,000 $251,156 $10,000 n/a n/a $130,408 $10,000 n/a Yes Yes Yes _____________________________________ 148 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Economic Development ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-16010) Economic Development $657,503 $762,914 $762,914 $781,951 2% (1000-16025) Business Development $132,154 $153,174 $141,619 $142,309 -7% (1010-16120) National Events Pre-Planning Total - Economic Development ACCOUNT ROLLUP TYPE OF EXPENDITURES $0 $25,000 $25,000 $0 $789,657 $941,088 $929,533 $924,260 FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget -100% -2% Percent Over FY 2015 Budget (A6000) Salary & Related Budget $590,589 $702,679 $702,679 $719,390 2% (A7000) Non-Salary Operating Budget $189,218 $232,474 $220,919 $196,009 -16% (A7500) Premiums/Controlled Budget Total - Economic Development $9,850 $5,935 $5,935 $8,861 49% $789,657 $941,088 $929,533 $924,260 -2% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (1000-16010) Economic Development 6 6 6 6 0% 6 6 6 6 0% Total -Economic Development _____________________________________ Percent Over FY 2015 Budget _____________________________________ 149 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 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 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $458,090 $0 $0 $0 NA $458,090 $0 $0 $0 0% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $458,090 $0 $0 $0 N/A $458,090 $0 $0 $0 #Div/0! _____________________________________ _____________________________________ 150 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Finance and Technology Performance Report Finance and Technology $34,639,485 Finance, Management & Budget Technology Lease Payments Mission Statement The Finance and Technology Department provides financial management services and the implementation of agile and cost effective information technology solutions with integrity and accountability while improving service levels, reducing City costs, and leveraging information across City departments. Department Description The Financial Services divisions of the Finance and Technology Department provide a range of services that help 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 and forecasts of expenditures and revenues, monitoring of the budget for the current fiscal year, and development of the budget for the next fiscal year. • The Finance Division’s main responsibilities are debt management, banking services, investment management, financial analysis, sales tax administration, and utility services billing for the city. Finance provides financial information to the public, state agencies, bond holders, grantors, auditors, city management, and the City Council. Finance also provides customer service for utility services and 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 policies 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. _____________________________________ _____________________________________ 151 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Finance and Technology Information Technology (IT) supports the city’s technology infrastructure such as applications, networks, 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. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies • • • • Received the GFOA Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation awards. Achieved $48 million in net present value savings through bond refunding transactions. Upgraded the PeopleSoft Human Capital Manangement (HCM) system and added modernizations for more efficient payroll and human resources management. Redesigned customer service call flow structures which improved response times to 80% of calls answered within 2 minutes. _____________________________________ _____________________________________ 152 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Finance and Technology Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Bond ratings for general obligation bonds: - Standard & Poor's - Moody's Investor Services Bond ratings for Water and Sewer revenue bonds: - Standard & Poor's - Moody's Investor Services Annualized amortized cost basis return on portfolio (net of fees) Number of grants received through Grants Administration Compliance with Council adopted Financial Policies (# complied with/# of policies) Prudent fiscal stewardship. Fiscal Sustainability Employ strong fiscal management practices that encourage sustainable fiscal decision-making. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected BBB+ A3 AA+ Aa1 BBB+ A3 AA+ Aal AA A1 AA+ Aa1 AA A1 AA+ Aal 0.49% 0.8% 0.64% 0.8% n/a 15 15 20 5/7* 7/7 5/7* 7/7 * Noncompliance - Non-voter approved General Fund debt service exceeds 10% of the 5 year average of the General Fund’s operating revenue; General Fund minimum unrestricted fund balance is not 25% of projected annual ongoing revenue Department Goal Council Priority Performance Objective Performance Measures Maintain a +/- 5% variance in general fund revenue forecasts from the final actual revenue to the adopted budget. % of month-end reports completed within 10 business days Obtain the GFOA Certificate of Achievement for Excellence in Financial Reporting Obtain the GFOA Distinguished Budget Presentation Award _____________________________________ Prudent fiscal stewardship. Fiscal Sustainability, Transparency Provide accurate and timely financial analysis, forecasting, and reporting. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected +4.5% +5% -0.2% +5% 0% 100% 17% 100% Yes Yes Yes Yes Yes Yes Yes Yes _____________________________________ 153 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Finance and Technology Department Goal Council Priority Performance Objective Performance Measures % of vendor invoices paid within 30 days of invoice date % of employees receiving electronic W-2’s Number of vendor protests filed/number upheld Number of RFP’s and IFB’s issued % of contract renewals completed on-time % of sole source/special procurements processed within 10 days % of call center calls answered within 1 minute % of call center calls abandoned Number of sales tax audits/reviews completed Department Goal Council Priority Performance Objective Performance Measures % City external website uptime % of City desktop computer assets which have exceeded their replacement date _____________________________________ Improve service levels Creative, Innovative, Efficient Systems Perform customer service and procurement activities effectively, accurately and timely. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 74% n/a 75% n/a 73% n/a 85% 85% 2/2 42 n/a 0/0 50 100% 1/1 44 75% 0/0 50 100% 32% 90% 77% 90% 46% 70% 74% 80% 12.8% 3.0% 2.6% 2.5% 28 120 135 120 Improve service levels Creative, Innovative, Efficient Systems Provide effective and efficient information technology support by ensuring technologies are highly available, recoverable, and the integrity of data is maintained. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected n/a 99.9% 99.74% 99.9% n/a n/a 63% 50% _____________________________________ 154 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Finance and Technology FINANCE & TECHNOLOGY FINANCE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-11310) Finance Administration $410,678 $588,451 $588,451 $633,486 8% (1000-11320) Accounting Services $821,572 $848,923 $848,923 $890,448 5% (1000-11340) License/Collection $944,530 $1,066,975 $1,066,975 $1,101,334 3% $0 $0 $0 $0 $0 $0 $15,500,000 $2,377,616 NA NA (1000-11360) Materials Management $192,876 $480,844 $480,844 $471,136 -2% (1000-11610) Budget & Research (1000-11620) Grants Administration $499,979 $13,480 $259,490 $5,000 $253,990 $10,500 $269,931 $129,881 4% 2498% (1000-11351) Arena Events (1000-11352) AZSTA - Stadium Tax Refund (1282-11415) Arena Management Fee $14,405,694 $16,001,610 $15,501,610 $0 -100% (1790-11400) AZSTA - Stadium Tax Refund $2,264,397 $2,015,821 $2,015,821 $0 -100% (2360-17020) Customer Service Office $2,356,500 $2,904,338 $2,904,338 $3,029,403 4% $21,909,706 $24,171,452 $23,671,452 $24,403,235 1% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Total - Finance ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Finance FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM Percent Over FY 2015 Budget $3,821,759 $4,595,142 $4,589,642 $4,911,887 7% $17,546,758 $541,189 $19,012,539 $563,771 $18,518,039 $563,771 $19,375,884 $115,464 2% -80% $21,909,706 $24,171,452 $23,671,452 $24,403,235 1% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-11310) Finance Administration 3 4 4 4 0% (1000-11320) Accounting Services 14 13 13 13 0% (1000-11340) License/Collection 10 10 10 10 0% (1000-11360) Materials Management 2 5 5 5 0% (1000-11610) Budget & Research 4 2 2 2 0% (1000-11620) Grants Administration 1 (2360-17020) Customer Service Office Total -Finance 1 29.5 29.5 29.5 29.5 0% 63.5 63.5 63.5 64.5 2% _____________________________________ _____________________________________ 155 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Finance and Technology FINANCE & TECHNOLOGY LEASE PMTS/OTHERFEES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-11380) Lease Payments FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $1,327,029 $1,801,434 $11,051,434 $51,546 -97% $214,266 $206,000 $206,000 $206,000 0% (1000-89800) 1000 Advisor Fees $78,581 $90,000 $90,000 $90,000 0% (2040-89806) 2040 Advisor Fees (2060-89804) 2060 Advisor Fees $694 $67 $855 $83 $855 $83 $855 $83 0% 0% (1000-11390) Merchant Fees (2100-89815) 2100 Advisor Fees $367 $465 $465 $0 (2180-89808) 2180 Advisor Fees $1,956 $2,415 $2,415 $2,415 $1,622,960 $2,101,252 $11,351,252 $350,899 Total - Lease Pmts/OtherFees ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget -100% 0% -83% Percent Over FY 2015 Budget (A7000) Non-Salary Operating Budget $295,931 $299,818 $299,818 $299,353 0% (A7500) Premiums/Controlled Budget $1,327,029 $1,801,434 $11,051,434 $51,546 -97% $1,622,960 $2,101,252 $11,351,252 $350,899 -83% Total - Lease Pmts/OtherFees _____________________________________ _____________________________________ 156 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Finance and Technology FINANCE & TECHNOLOGY INFO. TECHNOLOGY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-11510) Information Technology FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $3,190,810 $3,062,356 $3,062,356 $0 -100% $821,403 $1,178,404 $1,178,404 $0 -100% (1140-11530) Technology Replacement $2,590,487 $3,419,294 $3,419,294 $0 -100% (2591-18400) Telephones (2591-18401) Technology Replacement $0 $0 $0 $0 $0 $0 $1,135,400 $2,859,943 NA NA (2591-18402) Information Technology $0 $0 $0 $2,655,208 NA (2592-18500) Technology Projects $0 $0 $0 $3,234,800 NA $6,602,700 $7,660,054 $7,660,054 $9,885,351 29% (1100-11520) Telephones Total - Info. Technology ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (A6000) Salary & Related Budget $2,590,648 $2,626,325 $2,626,325 $2,683,961 2% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget $3,338,707 $673,345 $4,535,451 $498,278 $4,535,451 $498,278 $7,163,584 $37,806 58% -92% $6,602,700 $7,660,054 $7,660,054 $9,885,351 29% Total - Info. Technology FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate (1000-11510) Information Technology 26 25 25 (1100-11520) Telephones 1 1 1 (1140-11530) Technology Replacement 1 1 1 (2591-18400) Telephones FY 2016 Budget Percent Over FY 2015 Budget 1 (2591-18401) Technology Replacement 1 (2591-18402) Information Technology 25 Total -Info. Technology 28 _____________________________________ 27 27 27 0% _____________________________________ 157 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Fire Services Performance Report Fire Services $45,610,601 Operations Logistics Planning/ Fin/Admin Medical Services Fire Prevention Emergency Mgmt 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. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs _____________________________________ _____________________________________ 158 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Fire Services Accomplishments, Enhancements, and Efficiencies • • • • • • • Received a two-year, $2.2 million federal Staffing for Adequate Fire and Emergency Response grant to hire 15 firefighters. Received a $425,000 grant through the Salt River Pima-Maricopa Indian Community to purchase a new engine pumper. Relocated fire headquarters from the Bank of America Plaza to the Sine Building. Successfully revised and adopted the City of Glendale Emergency Operations Plan Successfully mitigated severe rainstorm damage and flooding, and coordinated disaster recovery. Successfully managed fire and emergency medical services for three national sporting events. Successfully completed the department’s annual division self-assessments and accreditation compliance reporting to maintain accredited agency status. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures* Average response time** Response time at the 90th percentile** Number of fire suppression calls within City limits Number of ALS/BLS emergency calls Number of other call types Automatic Aid Received Automatic Aid Given Maintain quality Insurance Services Office (ISO) rating of 3 or better Provide fast, effective emergency response to our community through proper support and deployment of staffing, apparatus and equipment. Creative, Innovative, Efficient Systems Provide citizens with effective and efficient all hazards response and ensure long-term sustainment of quality services. 5:55 7:53 FY2015 Target/ Projected 5:50 7:50 6:01 7:57 FY2016 Target/ Projected 5:50 7:50 1,280 1,280 1,156 1,200 23,637 2,782 3,662 5,570 24,200 2,750 3,800 5,650 24,435 2,718 3,932 5,682 25,200 2,700 3,900 5,750 2 2 2 2 FY2014 Actual FY2015 Actual *Calendar year **Calls include alarm processing time _____________________________________ _____________________________________ 159 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Fire Services Department Goal Council Priority Performance Objective Performance Measures Number of life safety classes and events held annually Customer contacts Maintain Self-Assessments, Annual Compliance Reports and Accredited Agency status Department Goal Council Priority Performance Objective Performance Measures Number of target training hours per firefighter Number of training hours % target hours attained Firefighters certified at State Firefighter I and Firefighter II levels of proficiency Training compliance with National Fire Protection Association standards Reduce the loss of life and property within our community through pro-active public education programs. Creative, Innovative, Efficient Systems Promote safety awareness in the community through proactive life safety and fire prevention education programs. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 174 200 232 275 9,230 9,000 6,463 11,000 100% 100% 100% 100% Improve our internal and external customer service through continuous assessment, progressive management and quality personnel practices. Creative, Innovative, Efficient Systems Ensure department personnel receive sufficient annual training to maintain compliance with State and National standards. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 308 308 308 308 158 51.3% 308 50% 101* 32.8% 308 50% 100% 100% 100% 100% 100% 100% 100% 100% *5-month training hiatus due to heavy call volume _____________________________________ _____________________________________ 160 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Fire Services Department Goal Council Priority Performance Objective Performance Measures Number of inspections completed Number of new construction inspections Number of plans reviewed % of plans review turn-around compliance Structure Fire Investigations Structure Values Saved _____________________________________ Prevent and reduce the loss of lives and property within our community through fair and consistent fire code management. Creative, Innovative, Efficient Systems Prevent fires through comprehensive plans review and inspections; Investigate structure fire cause and origin to identity potential prevention measures FY2014 Actual 2,381 1,050 1,065 97% 87 87% FY2015 Target/ Projected 2,500 1,200 1,279 98% 80 90% FY2015 Actual 1,175 1,250 1,034 97% 72 89% FY2016 Target/ Projected 2,861 1,400 1,424 99% 80 90% _____________________________________ 161 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 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 (1000-12434) Fire Training (1000-12436) Fire Medical Services & Health (1000-12438) Fire-Emergency Mgmt (1000-12441) Fire Marshal's Office (1000-12444) Fire Community Services FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $1,405,245 $2,038,058 $1,964,567 $2,225,123 $14,198 $16,293 $16,293 $16,293 0% $21,452,678 $27,714,343 $27,714,343 $30,924,878 12% $3,723,630 $0 $3,881,233 $0 $3,807,585 $0 2% NA $37,108 $352,175 $352,175 $247,363 -30% $298,764 $708,102 $463,258 $936,082 $463,258 $851,970 $502,357 $983,450 8% 5% $3,065,770 ($33) 9% $9,869 $22,250 $22,250 $22,250 0% $526,570 $510,191 $510,191 $566,041 11% (1000-12494) Fire - Fiesta Bowl Event (1000-12495) Stadium - Fire Event Staffing $0 $0 $0 $0 $0 $0 $58,816 $377,441 NA NA (1000-12496) Arena - Fire Event Staffing $0 $0 $0 $139,752 NA (1000-12497) CBRanch - Fire Event Staffing (1000-12498) Fire - College FB Playoffs $0 $0 $0 $0 $0 $0 $55,852 $48,780 NA NA (1000-12499) Glendale Health Center $0 $0 $0 $46,129 (1010-12560) Fire - Super Bowl Event $0 $392,000 $392,000 $0 -100% (1281-12515) Fire - Fiesta Bowl Event (1281-12520) Stadium - Fire Event Staffing $47,323 $309,458 $132,900 $229,238 $132,900 $229,238 $0 $0 -100% -100% (1282-12490) Arena - Fire Event Staffing $120,890 $260,297 $260,297 $0 -100% $45,368 $6,517,097 $55,852 $0 $55,852 $0 $0 $0 -100% NA (1000-12491) Ambulance Services (1283-12485) CBRanch - Fire Event Staffing (1720-12610) Fire - Special Revenue Fund (1840-34001) Grant Approp - Fire Dept NA $0 $2,000,000 $1,365,000 $2,000,000 0% (1840-34006) Paramedic Refresher Programs-D $614 $0 $0 $0 NA (1840-34007) Employee Recognition-Donations (1840-34008) Crisis Response - Donations $220 $3,746 $0 $0 $0 $0 $0 $0 NA NA (1840-34033) Fire Dept Cadet Pgm-Donations (1840-34060) 2009/10 Childhood Immunization (1840-34072) AHIMT-Wildland Special Ops (1840-34076) 2011 MMRS $715 $0 $0 $0 NA $5,832 $416,795 $0 $0 $0 $0 $0 $0 NA NA $4,894 $0 $0 $0 NA (1840-34077) 2012 UASI GFD RRT $14,003 $0 $0 $0 NA (1840-34078) 2012 UASI GFD TLO (1840-34080) 2012 MMRS $8,092 $35,820 $0 $0 $0 $0 $0 $0 NA NA (1840-34081) GCC Educ Svc Agreement $13,674 $0 $0 $0 NA (1840-34082) 2011 UASI GFD TRT Equip&Train (1840-34083) 2011 UASI GFD TLO Sustainment $21,659 $51,707 $0 $0 $0 $0 $0 $0 NA NA (1840-34084) 2011 MMRS Reallocation Grant $7,182 $0 $0 $0 NA (1840-34085) 2013 UASI GFD RRT $99,825 $0 $0 $0 NA (1840-34086) 2013 UASI GFD TLO (1840-34088) 2013 Safer Grant $32,438 $0 $0 $1,001,610 $0 $1,001,610 $0 $1,158,123 NA 16% (2530-12590) PS Training Ops - Fire $614,386 $722,386 $722,386 $787,230 (2538-12711) Glendale Health Center $45,183 $48,590 $48,590 $0 $35,935,192 $40,619,153 $39,984,153 $43,967,463 Total - Fire Department _____________________________________ 9% -100% 8% _____________________________________ 162 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Fire Services FIRE SERVICES FIRE DEPARTMENT ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (A6000) Salary & Related Budget $26,722,205 $31,397,731 $30,605,128 $32,892,904 5% $8,163,430 $8,413,363 $8,570,966 $10,084,702 20% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Fire Department FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-12410) Fire Administration Percent Over FY 2015 Budget $1,049,557 $808,059 $808,059 $989,857 22% $35,935,192 $40,619,153 $39,984,153 $43,967,463 8% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 9 16 16 16 0% 183 220 220 220 0% (1000-12433) Fire Resource Management 4 6 6 6 0% (1000-12438) Fire-Emergency Mgmt 2 3 3 3 0% (1000-12441) Fire Marshal's Office 9 10 10 10 0% (1000-12491) Ambulance Services 2 2 2 2 0% (1282-12490) Arena - Fire Event Staffing 1 (1720-12610) Fire - Special Revenue Fund 48 0% (1000-12422) Fire Operations (1840-34088) 2013 Safer Grant (2530-12590) PS Training Ops - Fire Total -Fire Department 15 15 15 5 5 5 5 0% 263 277 277 277 0% _____________________________________ _____________________________________ 163 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Fire Services FIRE SERVICES GRPS TRAINING CENTER - FIRE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12521) PS Training Ctr - Fire Total - GRPS Training Center - Fire ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget Total - GRPS Training Center - Fire FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $537,740 $581,875 $581,875 $642,827 10% $537,740 $581,875 $581,875 $642,827 10% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $537,740 $581,875 $581,875 $642,827 10% $537,740 $581,875 $581,875 $642,827 10% _____________________________________ _____________________________________ 164 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Fire Services FIRE SERVICES AIR MED & LOGISTICS OPS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12492) Air-Med & Logistics Ops (HALO) Total - Air Med & Logistics Ops ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FY 2014 Actual FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-12492) Air-Med & Logistics Ops (HALO) Total -Air Med & Logistics Ops FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $917,479 $1,007,656 $1,007,656 $1,000,311 -1% $917,479 $1,007,656 $1,007,656 $1,000,311 -1% FY 2014 Actual $401,258 $508,979 (A7500) Premiums/Controlled Budget Total - Air Med & Logistics Ops FY 2015 Budget FY 2015 Budget $409,750 $591,001 FY 2015 Estimate $409,750 $591,001 FY 2016 Budget Percent Over FY 2015 Budget $405,536 $591,001 -1% 0% $7,242 $6,905 $6,905 $3,774 -45% $917,479 $1,007,656 $1,007,656 $1,000,311 -1% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 4 4 4 4 0% 4 4 4 4 0% _____________________________________ Percent Over FY 2015 Budget _____________________________________ 165 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Human Resources Performance Report Human Resources $32,363,889 Organizational Development Employee Relations Employment Services Compensation/ Benefits Risk/Worker's Comp 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 and Risk Management 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. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs _____________________________________ _____________________________________ 166 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Human Resources Accomplishments, Enhancements, and Efficiencies • • • Revised the current compensation structure for non-represented employees to reflect pay ranges more competitive with the market at the minimum and midpoints of the ranges. Successfully conducted a request for proposal process for dental, vision, life insurance, long term disability and short term disability which resulted in an overall reduction in costs. Implemented the Safety and Security Alliance to create a culture of safety at every level of the organization and rolled out an organization wide safety training system. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Number of organizational diversity events held Number of diversity training opportunities held Number of employees attending diversity training/events Foster and influence a climate of mutual respect and inclusiveness that is open, creative and people centered. Creative, Innovative, Efficient Systems 1. Obtain top level management support for diversity initiatives. 2. Form a Diversity Committee to develop, communicate and implement a diversity strategy. FY2015 FY2015 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected TBD by n/a n/a 2 committee TBD by n/a n/a n/a committee n/a n/a n/a Increase diversity ratio of new hires n/a n/a n/a Increase our diversity ratio to better reflect the Glendale community n/a n/a n/a _____________________________________ TBD Develop Baseline Develop Baseline _____________________________________ 167 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Human Resources Department Goal Council Priority Performance Objective Performance Measures Cost increases remain at or below the medical rate of inflation Increase enrollment in the wellness program by 10% Reduction of overall health insurance costs Department Goal Council Priority Performance Objective Performance Measures Reduce litigation costs by 10% with more use of in-house counsel Total number of incidents resulting in days away from work or restricted duty Total number of workplace injuries Maintain total cost of risk _____________________________________ Maintain a fiscally sustainable employee benefits program that provides high quality healthcare which promotes and enhances the well-being of employees. Fiscal Sustainability 1. Collaborate with employees, stakeholders and healthcare organizations to review options for implementing a fiscally sustainable health plan. 2. Develop a plan to promote greater participation in the wellness program. FY2015 FY2015 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 6.8% or n/a n/a 6.9% less n/a n/a 28% 38%+ n/a n/a n/a 10% Provide and maintain a low risk, safe environment for City of Glendale employees and its citizens. Fiscal Sustainability 1. Utilize risk avoidance, risk reduction, risk transfer and risk retention strategies to protect against losses that would negatively impact City assets and its ability to provide ongoing services. 2. Manage property and liability claims to minimize costs. 3. Promote employee safety awareness programs. FY2015 FY2015 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected n/a n/a $408,618 $367,756 25 n/a 48 48 158 n/a n/a n/a 121 n/a 121 <5% _____________________________________ 168 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Human Resources Department Goal Council Priority Performance Objective Performance Measures Reduce turnover for non-represented employees Salary ranges are within +/- 5% of the average midpoint for comparative organizations _____________________________________ Implement and maintain a competitive nonrepresented compensation structure, policy, practices and philosophy in order to attract, motivate and retain highly skilled employees. Creative, Innovative, Efficient Systems 1. Monitor external market on regular basis to ensure competitiveness. 2. Complete job studies as appropriate in a timely manner to ensure classifications are current. 3. Comply with appropriate federal and state laws. 4. Complete classification and compensation study to determine critical areas requiring attention. FY2015 FY2015 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 18.2% n/a 16.2% 14.2% n/a n/a n/a 100% _____________________________________ 169 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Human Resources HR & RISK MGT HUMAN RESOURCES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-11010) Risk Management/Safety $289,436 $265,531 $266,031 $0 (1000-11020) Benefits $264,609 $341,676 $336,750 $323,061 (1000-11030) Human Resources Administration $364,575 $350,285 $349,445 $358,567 2% (1000-11040) Employment Services (1000-11050) Employee Relations $271,996 $196,757 $285,661 $201,967 $286,061 $207,313 $327,973 $266,165 15% 32% (1000-11060) Compensation $175,806 $177,715 $177,235 $370,329 108% $81,185 $0 $93,286 $0 $93,286 $0 $110,872 $20,000 19% NA (2540-18010) Risk Mgmt Trust Fund $2,567,556 $4,000,000 $4,000,000 $2,934,598 -27% (2560-18110) Worker's Compensation $1,297,854 $1,608,000 $1,608,000 $2,201,956 37% (2580-18210) Benefit Programs (2580-18211) Deferred Compensation $23,112,548 $5,621 $23,291,958 $0 $23,291,958 $0 $25,450,368 $0 9% NA $28,627,943 $30,616,079 $30,616,079 $32,363,889 6% ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget $1,516,421 $27,083,024 $1,642,233 $28,956,878 $1,631,787 $28,967,324 $1,746,706 $30,590,390 6% 6% (1000-11070) Organizational Development (1000-11080) Employee Programs Total - Human Resources (A7500) Premiums/Controlled Budget -100% -5% Percent Over FY 2015 Budget $28,498 $16,968 $16,968 $26,793 58% $28,627,943 $30,616,079 $30,616,079 $32,363,889 6% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-11010) Risk Management/Safety 4 3 3 (1000-11020) Benefits 4 4 4 4 0% (1000-11030) Human Resources Administration 3 3 3 3 0% (1000-11040) Employment Services 3 3 3 3 0% (1000-11050) Employee Relations 2 2 2 3 50% (1000-11060) Compensation 2 2 2 2 0% (1000-11070) Organizational Development 1 1 1 1 0% Total - Human Resources (2540-18010) Risk Mgmt Trust Fund 2 (2560-18110) Worker's Compensation Total -Human Resources 1 19 _____________________________________ 18 18 19 6% _____________________________________ 170 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Human Resources HR & RISK MGT EMPLOYEE GROUPS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1190-11110) GEMS Total - Employee Groups ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget Total - Employee Groups FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $10,949 $20,000 $20,000 $0 -100% $10,949 $20,000 $20,000 $0 -100% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $10,949 $20,000 $20,000 $0 -100% $10,949 $20,000 $20,000 $0 -100% _____________________________________ _____________________________________ 171 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Intergovernmental Programs Performance Report Intergovernmental Programs $512,016 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. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs _____________________________________ _____________________________________ 172 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Intergovernmental Programs Accomplishments, Enhancements, and Efficiencies • • • Successfully oversaw the transition process and installation ceremony for three new Councilmembers. Successfully transitioned the supervision for the Mayor and Council Office staff into the Intergovernmental Programs Department, resulting in a reduction of 1 FTE position. Particiapted in the citywide team working on the Super Bowl and other major events and staffed the Mayor and Council at those events. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Total number of bills posted Number of bills tracked that have a direct impact to City and have received staff input Number of new laws being enacted Department Goal Council Priority Performance Objective Performance Measures Number of Legislative Link subscribers Number of legislative reports posted to the website _____________________________________ Legislative awareness and impact Fiscal Sustainability; Economic Development Successfully advocate the city’s position on issues at the Arizona Legislature, United States Congress, and other governmental bodies. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 1,205 1,200 1,163 1,200 423 500 711 500 278 300 324 300 Keep residents and the Council informed of legislative issues affecting the city or neighborhoods Transparency; Fiscal Sustainability Keep the public and the Council informed of the city’s legislative agenda and bills being considered by the Legislature that would have a direct impact on the city or neighborhoods. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected n/a n/a 85 100 6 10 6 10 _____________________________________ 173 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Intergovernmental Programs Department Goal Council Priority Performance Objective Performance Measures Number of Councilmembers serving on regional committees Number of Councilmembers serving on national committees Total number of regional and national groups on which Glendale is represented _____________________________________ Develop an enhanced presence on regional and national committees Fiscal Sustainability; Creative, Innovative, Efficient Systems Work with local and regional partners and agencies to ensure that our projects are funded and completed in the appropriate times, successfully keep Glendale's projects funded and moving forward. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 5 5 4 5 3 6 6 6 12 13 13 13 _____________________________________ 174 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Intergovernmental Programs 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 2014 Actual FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10910) Intergovernmental Programs Total -Intergovt. Programs FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $386,524 $477,640 $477,640 $512,016 7% $386,524 $477,640 $477,640 $512,016 7% FY 2014 Actual $304,951 $75,785 (A7500) Premiums/Controlled Budget Total - Intergovt. Programs FY 2015 Budget FY 2015 Budget $342,366 $132,013 FY 2015 Estimate $342,366 $132,013 FY 2016 Budget Percent Over FY 2015 Budget $375,838 $132,013 10% 0% $5,788 $3,261 $3,261 $4,165 28% $386,524 $477,640 $477,640 $512,016 7% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 3 3 3 3 0% 3 3 3 3 0% _____________________________________ Percent Over FY 2015 Budget _____________________________________ 175 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Misc. Grants MISCELLANEOUS GRANTS GRANTS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1840-32105) Victim's Rights-Cty Atty FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $10,100 $0 $0 $0 NA $155,563 $0 $0 $0 NA (1840-32109) Nina Mason Pulliam Grant $5,984 $0 $0 $0 NA (1840-32111) Donations - Glendale Univ. (1840-32115) MYAC Fundraising $3,047 $453 $0 $0 $0 $0 $0 $0 NA NA $0 $150,000 $150,000 $150,000 0% $5 $576 $0 $0 $0 $0 $0 $0 NA NA (1840-32156) STOP Violence Prosecutors Off $119,158 $0 $0 $0 NA (1840-32157) DV Lethality Assessment Grant $134,498 $0 $0 $0 NA (1840-32158) CAP Donations (1842-37060) ARWRF Facility UV System Imp $516 $122,262 $0 $0 $0 $0 $0 $0 NA NA (1842-37061) Well 43 Variable Drive Retrofi $75,000 $0 $0 $0 NA (1842-37067) Energy Matters Public Educat $25,663 $0 $0 $0 NA $652,825 $150,000 $150,000 $150,000 0% (1840-32108) Prop. 302 (1840-32118) Miscellaneous Grants (1840-32133) Community Connections Donation (1840-32149) Centennial HP Bus Tour Donat Total - Grants ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (A6000) Salary & Related Budget $179,000 $150,000 $150,000 $0 (A7000) Non-Salary Operating Budget $473,825 $0 $0 $150,000 N/A $652,825 $150,000 $150,000 $150,000 0% Total - Grants _____________________________________ -100% _____________________________________ 176 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Non-Departmental NON-DEPARTMENTAL NON-DEPARTMENTAL ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (1000-11801) Fund 1000 Non-Dept $542,438 $1,285,704 $1,285,704 $10,026,202 (1200-36502) From the Heart $151,500 $200,000 $200,000 $200,000 $693,938 $1,485,704 $1,485,704 $10,226,202 Total - Non-Departmental ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 680% 0% 588% Percent Over FY 2015 Budget (A7000) Non-Salary Operating Budget $693,938 $1,485,704 $1,485,704 $1,741,251 (A7500) Premiums/Controlled Budget $0 $0 $0 $8,484,951 N/A $693,938 $1,485,704 $1,485,704 $10,226,202 588% Total - Non-Departmental _____________________________________ 17% _____________________________________ 177 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services Performance Report Police Services $84,076,267 Operations Bureau Investigative and Administrative Services Bureau Foothills Patrol Division Administrative Services Division Gateway Patrol Division Criminal Investigations Division Special Operations Division Support Services Division 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 serving the people of Glendale with the highest quality services in 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 for exemplary men and women and the utilization of progressive, innovative techniques and emerging technologies. 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. The Department is made up of two major functional units; the Operations Bureau and the Investigative and Administrative Services Bureau; each headed by an Assistant Chief. _____________________________________ _____________________________________ 178 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services • • The Operations Bureau encompasses the Patrol Divisions and the Special Operations Division. Patrol is made up of two divisions, the Foothills Division and the Gateway Division, each serving a geographic portion of the City. Patrol provides primary patrol and response services to their respective areas of the City with a large contingent of uniformed police officers and other specialized support staff. The Special Operations Division includes three units; the Emergency Response Unit, the Special Events Planning & Operations Unit, and the Traffic Unit. The Investigative and Administrative Services Bureau includes three Divisions; the Criminal Investigations Division, the Support Services Division and the Administrative Services Division. Criminal Investigations is primarily responsible for the investigation of crime and the prosecution of offenders. Support Services provides auxiliary functions in furtherance of department operations including Communications, Detention and Training. Administrative Services provides other administrative functions including, Records, Property/Evidence, Personnel Management, and Technical Services. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies • • • • • Implementing/Developing new technologies – Computer Aided Dispatch/Records Management System, Tablets, Bluetooth scanners, on-line reporting, and a restructuring of our major events staffing model. Increased the School Resource Officer Program through grant and school district funding. Enhanced focus on Community Oriented Policing by redefining the roles of the Neighborhood Response Squads and the Street Crimes Squad as well as the creation of an Intelligence Led Policing detective. Established a Gun Violence program with three (3) grant funded Gun Violence Detectives and two (2) detectives specifically focused on gun violence related to street gang activities. Implemented a new Strategic Planning Program to ensure every area of the Department remains focused on our mission and vision. _____________________________________ _____________________________________ 179 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services Goal, Objectives, and Performance Measures1 Department Goal Council Priority Performance Objective Performance Measures UCR Part I - % change - Violent Crimes % change - Property Crimes % change UCR Part 1 crimes - Violent Crime - Property Crime % of UCR Part I Crimes Cleared - Violent Crimes - Property Crimes Cleared by Arrest or Submitted to Prosecutor - Violent Crimes [#/total] - Property Crimes [#/total] Department Goal Council Priority Performance Objective Performance Measures Calls for Service % responses meet desired standard time - Priority 1 Calls - Priority 2 Calls Traffic collisions with Injuries DUI Arrests Officer initiated call volume (25% not coded) Traffic Stops Communications - % calls answered in 10 secs. (est.) - % calls dispatched in 60 secs. ∗ Reduce Violent and Property Crime Public Safety; Fiscal Sustainability Decrease the level of crime, while increasing satisfaction of police services FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected -18.6% -8.8% 14,608 930 13,678 17.6% 36.3% 16.3% 25.8% [232/898] 6.8% [766/11,301] -5.0% -5.0% 13,878 884 12,994 n/a n/a -0.9% -7.7% 13,546 922 12,624 17.4% 29.2% 16.5% -5.0% -5.0% 12,869 876 11,993 18.0% 30.0% 17.0% 30.3% [265/875] 7.1% [753/10,568] 32.0% 8.0% Promote a sense of community through safe and healthy neighborhoods, effective response to requests, maintain high visibility, and enforce traffic safety laws throughout the city Public Safety; Fiscal Sustainability Timely response to calls for service, increased proactive patrol, and judicious enforcement to promote traffic safety FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 130,059 126,274 161,543* 157,553 74.2% 57.9% 1,163 1,248 7,615 3,556 80% 80% n/a n/a n/a 96.2% 90% 90% n/a 74.1% 56.9% 1,122 1,561 44,351* 22,027* 80% 80% 1,066 1,500 48,786 23,128 94% 94.9% 90% 90% New CAD system increased documentation _____________________________________ _____________________________________ 180 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services Department Goal Council Priority Performance Objective Performance Measures Revised policies Training - E-Learning sessions - AOT Session conducted - Professional Development Expenditure Enhance safety and security in the City by providing preparing and maintaining high quality services to the community Public Safety; Fiscal Sustainability Maintain a high quality work force through application and maintenance of professional standards for service 19 FY2015 Target/ Projected n/a 37 21 $75,000 FY2014 Actual 23 FY2016 Target/ Projected 25 n/a n/a n/a 29 21 $89,280 30 21 $75,000 n/a 125 34 of 75 15 of 32 105 27 of 67 11 of 27 2 of 34 6 of 16 0 of 28 0 of 0 FY2015 Actual (Allocated) Total Investigations Completed - Internal Complaints Sustained - Accidents Sustained - Response to Resistance - Investigations Sustained - External Complaints Sustained _____________________________________ 105 32 of 65 18 of 37 0 of 11 16 of 20 _____________________________________ 181 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services Department Goal Council Priority Performance Objective Performance Measures Stadium/Arena Overtime - Expenditures - Hours Coalition2 - IGAs in Effect - Hours % responses meet desired standard time - Cardinal Home Game 12/21/14 P1 calls - Fiesta Bowl 12/31/14 P1 calls - Super Bowl 2/1/15 P1 Calls Provide public safety support services that contribute to the Signature Events in the City and surrounds to ensure the safety and enjoyment for the participating public Public Safety; Signature Events Provide effective and efficient event-related services to ensure citizens and visitors an enjoyable experience and a safe environment while attending stadium events. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected $691,082 13,275 $1,336,647 n/a $911,368 15,024 $1,286,647 n/a 15 12,023 n/a n/a 16 13,274 16 n/a n/a n/a 75% 80% n/a n/a n/a n/a 75% 80% 80% 80% 1 Performance Measurements are calculated on the CY prior to the end of the noted FY Coalition: The City of Glendale entered into Intergovernmental Agreements with various governments in the state to provide assistance to the City in providing public safety and security services at the University of Phoenix Stadium. 2 _____________________________________ _____________________________________ 182 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services POLICE SERVICES POLICE DEPARTMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (1000-12110) Police Legal Services (1000-12120) Police Administration (1000-12121) Stadium - PD Event Staffing (1000-12122) PD - Fiesta Bowl Event (1000-12123) Arena-PD Event Staffing (1000-12124) PD - College FB Playoffs (1000-12125) CBRanch-Police Event Staffing (1000-12130) Gateway Patrol (1000-12135) Training (1000-12150) Crime Investigations (1000-12160) Police Personnel Management (1000-12170) Foothills Patrol Bureau (1000-12180) Police Support Services (1000-12210) PD - Fiscal Management (1000-12215) PD - Tow Administration (1000-12220) PD - Detention (1000-12230) PD - Communications (1000-12233) PD - Special Operations (1010-12360) PD - Super Bowl Event (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 (1840-33002) Victim Rights - PD (1840-33006) Police K-9 Donation (1840-33010) PD DEA Grant - Overtime (1840-33014) CAT Donations (1840-33018) VOCA (1840-33021) Grant Approp - Police Dept (1840-33032) Joint Terrorism Task Force-OT (1840-33041) DPS VTTF (1840-33047) Advocacy Donations (1840-33057) PD Volunteers (1840-33105) DEA OCDETF Overtime (1840-33135) ICAC Task Force (1840-33163) GPD Cold Case Investigation (1840-33164) GPD Technology Enhancement Pro (1840-33165) FCTF/MFTF (1840-33167) USMS Violent Offend Task Force (1840-33169) USS Electronic Crime Task Forc (1840-33172) 2011 Smart Policing Initiative (1840-33173) 2011 JAG CAD/RMS Replacement (1840-33180) USPS Taskforce (1840-33181) HIDTA (1840-33183) 2013 GOHS DUI Enforcement (1840-33185) 2013 GOHS Robotic Accident Inv $1,922 $2,770,371 $0 $0 $0 $0 $0 $10,814,991 $0 $10,743,983 $807,376 $12,947,471 $1,289,986 $2,784,230 $54,566 $1,783,119 $2,360,625 $5,136,394 $0 $1,251,114 $146,056 $375,422 $12,327 $13,430,316 $83,998 $243 $18,931 $1,414 $84,563 $0 $15,571 $90,287 $786 $278 $119,651 $5,000 $53,492 $277,029 $17,200 $9,000 $556 $83,615 $42,278 $223 $37,636 $1,397 $20,000 $0 $3,429,186 $0 $0 $0 $0 $0 $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 $6,882,421 $899,852 $1,405,203 $397,354 $832,035 $0 $0 $83,250 $0 $0 $0 $110,477 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,202,446 $0 $0 $0 $0 $0 $16,921,481 $2,621,463 $11,642,707 $672,091 $16,567,483 $1,935,164 $2,771,027 $62,823 $3,241,837 $3,583,103 $7,103,876 $899,852 $1,405,203 $397,354 $832,035 $0 $0 $83,250 $0 $0 $0 $110,477 $1,567,248 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,868,652 $1,455,726 $245,795 $541,231 $302,210 $32,384 $17,984,153 $2,877,061 $12,739,491 $704,308 $17,841,073 $2,535,138 $3,745,068 $63,781 $2,714,759 $3,241,019 $7,479,410 $0 $0 $0 $0 $0 $0 $84,000 $0 $0 $0 $111,663 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 _____________________________________ Percent Over FY 2015 Budget NA -16% NA NA NA NA NA 4% 40% 4% 3% 11% 31% 35% 2% -16% -10% 9% -100% -100% -100% -100% NA NA 1% NA NA NA 1% 0% NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA _____________________________________ 183 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services POLICE SERVICES POLICE DEPARTMENT ROLLUP (1840-33186) 2013 GOHS Vehicle Crime Squad (1840-33187) 2012 JAG (1840-33188) State Farm Safety Education (1840-33189) 2012 UASI GPD RRT (1840-33190) 2012 UASI GPD TLO $6,000 $94,602 $8,198 $56,730 $21,967 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 NA NA NA NA NA (1840-33193) 2013 DUI Know Your Limits (1840-33195) 2013 DUI Enforcement OT (1840-33196) 2013 GOHS DUI Equipment 164 (1840-33197) 2013 DUI Service and Equipment (1840-33198) 2013 DUI Abatement DUIAC-E-015 $38,823 $27,652 $44,500 $75,699 $49,997 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 NA NA NA NA NA (1840-33200) 2011 UASI GPD RRT Mast Camera (1840-33201) 2011 UASI GPD RRT Comm (1840-33202) Rutgers Partnership (1840-33203) 2013 UASI GPD RRT (1840-33204) 2013 UASI GPD TLO (1840-33206) STEP Aggressive Driving Equip $27,220 $20,701 $29,296 $55,521 $940 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 NA NA NA NA NA NA (1840-33207) STEP Speed Enforce/DUI Equip (1840-33208) STEP Overtime (1840-33209) DUI Enforcement Overtime (1840-33211) Police Awards Ceremony Donate (1840-33212) 2012 UASI GPD Non-EnergeticRAT $26,743 $14,476 $40,490 $5,696 $34,230 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 NA NA NA NA NA $11,537 $7,999 $0 $7,551 $2,418,416 $553,150 $0 $0 $225,000 $2,220,733 $553,150 $0 $0 $225,000 $2,220,733 $515,827 $0 $509,427 $225,000 $2,256,886 -7% NA NA 0% 2% $322,488 $333,945 $333,945 $359,377 8% $71,125,889 $79,386,500 $78,953,748 $83,433,439 5% (1840-33213) 2013 COPS Hiring Program (1840-33214) 2014 Buckle Up Az (1840-33228) School Resource Officer IGAs (1860-32020) Federal RICO (1860-32030) State RICO (2530-12390) PS Training Ops - Police Total - Police Department _____________________________________ _____________________________________ 184 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services POLICE SERVICES POLICE DEPARTMENT ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (A6000) Salary & Related Budget $52,927,746 $62,701,032 $62,237,440 $64,830,477 (A7000) Non-Salary Operating Budget $15,369,861 $14,878,426 $14,909,266 $15,983,802 7% (A7500) Premiums/Controlled Budget $2,828,282 $1,807,042 $1,807,042 $2,619,160 45% $71,125,889 $79,386,500 $78,953,748 $83,433,439 5% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 19 21 21 20 -5% Total - Police Department FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-12120) Police Administration (1000-12121) Stadium - PD Event Staffing 3% 2 (1000-12123) Arena-PD Event Staffing (1000-12130) Gateway Patrol Percent Over FY 2015 Budget 1 100 (1000-12135) Training 135 135 131 -3% 13 13 17 31% (1000-12150) Crime Investigations 86 94 94 91 -3% (1000-12160) Police Personnel Management 14 5 5 5 0% (1000-12170) Foothills Patrol Bureau 107 127 127 131 3% (1000-12180) Police Support Services 19.5 25.5 25.5 28.5 12% (1000-12215) PD - Tow Administration 1 1 1 1 0% (1000-12220) PD - Detention 10 19 19 19 0% 28.5 38.5 38.5 36.5 -5% (1000-12233) PD - Special Operations 34 50 50 51 2% (1281-12231) Stadium - PD Event Staffing 2 2 2 1 1 1 (1000-12230) PD - Communications (1282-12190) Arena-PD Event Staffing (1700-12310) Patrol - Special Revenue Fund 111 (1840-33002) Victim Rights - PD 1 1 1 1 0% (1840-33018) VOCA 1 1 1 1 0% 10 10 10 0% (1840-33213) 2013 COPS Hiring Program (1840-33228) School Resource Officer IGAs (1860-32030) State RICO (2530-12390) PS Training Ops - Police Total -Police Department 7 0.5 0.5 0.5 1 2 2 2 2 0% 537.5 546.5 546.5 556 2% _____________________________________ 100% _____________________________________ 185 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Police Services POLICE SERVICES GRPS TRAINING CENTER - POLICE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12232) PS Training Ctr - Police Total - GRPS Training Center - Police ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget Total - GRPS Training Center - Police FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $537,740 $581,875 $581,875 $642,827 10% $537,740 $581,875 $581,875 $642,827 10% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $537,740 $581,875 $581,875 $642,827 10% $537,740 $581,875 $581,875 $642,827 10% _____________________________________ _____________________________________ 186 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works Performance Report Public Works $69,425,128 Engineering Field Operations Transportation Mission Statement Our mission is to develop and maintain public facilities and infrastructure, as well as to provide services that promote, support and enhance a high quality of life for our residents, businesses and visitors. 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 Engineering, Field Operations and Transportation. Engineering includes five (5) primary functions: 1) providing properly designed, constructed and inspected public facilities and rights-of-way infrastructure. 2) responsible for the implementation of the city’s capital improvement program. 3) oversees floodplain management and the city-adopted National Flood Insurance Program. 4) management and oversight of cell tower equipment in the public rights-of-way and on city-owned facilities. 5) responsible for the city’s street lighting system and traffic mitigation services. Field Operations includes five (5) primary functions: 1) solid waste collection, including residential and commercial refuse collection, recycling, household hazardous waste collection, loose trash collection and street sweeping. 2) solid waste disposal, including the Glendale Municipal Landfill and Materials Recovery Facility (MRF) operations. _____________________________________ _____________________________________ 187 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works 3) street maintenance, including pothole patching, concrete repair, street striping, traffic sign maintenance, rights-of-way (ROW) landscaping, graffiti removal and operation of Glendale Memorial Park Cemetery. 4) equipment management for the maintenance and repair of over 1,300 city vehicles and other associated equipment. 5) facilities management for the maintenance and cleaning of over 3.5 million square feet of facility space (150 city-owned buildings and 80 city parks). Transportation includes five (5) primary functions: 1) coordination of fixed route bus service, city-operated Dial-A-Ride and GUS programs, and the taxi voucher program. 2) participation in regional planning and coordination of such projects as Northern Parkway and Loop 303. 3) management of traffic signals and intelligent transportation systems and large event transportation management. 4) design and planning for improvements to the transportation system for pedestrians, bicycles and vehicles. 5) operation and management of the Glendale Municipal Airport. Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprized of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies The September 8, 2014 storm caused considerable damage throughout the city and Public Works personnel responded and continued to work long after the storm event to clean-up and restore public services to the community. Streets staff cleared roads and sidewalks of downed trees and debris and completed emergency repairs to damaged public roadways. Sanitation staff collected debris in the city rights of way and assisted citizens and businesses with solid waste removal and disposal at the city’s landfill. Transportation staff provided traffic management and emergency repairs to inoperative traffic signals and provided barricading services. Engineering staff assisted the public with flooding and drainage issues and assisted with roadway and city facilities damage assessment and design/ construction repair services. _____________________________________ _____________________________________ 188 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works Engineering • • • • The Engineering Division provided project management to a total of 71 projects with estimated total project cost of $112.5 million (19 projects completed, 38 are in design, and 14 are in construction). Glendale Municipal Airport Apron Rehabilitation and Lighting Improvements were completed. The $2.8 million dollar project included the renovation and replacement or approximately 58,000 square yards of asphalt pavement. This project also reconfigured and replaced the existing apron lighting and aircraft tie-downs. Engineering Division in collaboration with MCDOT provided construction engineering inspection services for the Northern Parkway (Phase I), from Sarival Avenue to Dysart Road. The Engineering Division processed over $15.5 million in construction agreements for the pavement management program. $8.0 million in completed street improvements, and $7.5M approved by City Council to be completed the first half of fiscal year 2015-16. Field Operations • The Solid Waste division provided garbage collection services for several Mega Events that occurred in the city last year, including the Fiesta Bowl (Dec 27), Glendale Glitter & Glow Block Party (Jan 10), Glendale Chocolate Affaire (Jan 30 & 31), the 2015 Direct TV Super Fan Festival (Jan 28, 29 & 30), Direct TV Super Saturday Night (Jan 31), and Direct TV Super Fan Tailgate (Feb 1). The Direct TV events produced 114 tons of refuse material and generated $38,635 in revenue to the city. • The Landfill and Materials Recovery Facility (MRF) received additional tonnage through Intergovernmental Agreements (IGA) totaling $2.8 million in annual revenue to the city. The IGA’s with Avondale and Peoria totaled to 56,000 additional tons of solid waste refuse at the Landfill, and the MRF received an additional 7,800 tons of recyclables from Peoria. • Facilities Management managed $1.9 million dollars in capital repairs to city buildings and facilities to extend the useful life of city’s assets, to include upgrades to cooling tower and air conditioning units, electrical and lighting repairs/ replacements, and installing new tile and carpeting. The following facilities received some level of capital repairs: City Hall, Public Safety Main Building, City Court, Civic Center, and Glendale Main and Foothills Libraries. • Equipment Management maintained and serviced the city fleet of over 1,300 vehicles and equipment. Staff prepared 42 new vehicles for service, performed repairs on 14,075 vehicles, and completed preventative maintenance service on 4,029 vehicles. In total, Vehicle Technicians clocked 27,396 labor hours and the city fleet drove 6.2 million miles during the course of providing service to the community. • Street Maintenance provided Traffic Signs & Markings services to include 1,500 sign repair/ replacements, fabricated 600 traffic signs and 300 street name signs, and staff removed 9,500 graffiti tags throughout the city. Transportation • Northern Parkway (Phase One), from Sarival Avenue to Dysart Road, was awarded Westmarc’s Best of the West Economic Engine Award and the Desert Peaks Public Partnership Award. The overpass bridges at Litchfield and Reems Roads were opened to traffic in January 2015, and landscaping along the right-of-way in Phase One is complete. Phase Two, from Dysart Road to 111th Avenue, is currently under design. _____________________________________ _____________________________________ 189 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works • • • The division successfully coordinated and executed traffic management for the Super Bowl XLIX, Pro Bowl and related events. An upgrade of the Transportation Management Center was completed in November 2014, and Transportation staff completed several Intelligent Transportation System (ITS) infrastructure installation projects. ITS infrastructure enhances the management of traffic by allowing remote communication to 147 traffic signals, 114 CCTV cameras and 14 Dynamic Message Signs, including four that were recently installed near the downtown area. The Airport Apron Rehabilitation and Lighting Improvement Project is substantially complete at Glendale Municipal Airport at a cost of approximately $2.6 million, mostly funded through Federal Aviation Administration and Arizona Department of Transportation grants. The city’s grant match totalled approximately $115,000 for this project. Goals, Objectives, and Performance Measures Engineering Department Goal Council Priority Performance Objective Performance Measures % of all projects scheduled completed Department Goal Council Priority Performance Objective Performance Measures Repairs made within 30 days to restore system performance to less than 1% street light outage rate. _____________________________________ Deliver a capital improvement program that provides accurate information, optimizes available resources, and provides needed projects for our community. Fiscal Sustainability; Transparency; Creative, Innovative, Efficient Systems Design, procure and manage Engineering and Construction Consultant Services to all city departments for Capital and Operating projects. FY2014 Actual n/a FY2015 Target/ Projected n/a FY2015 Actual n/a FY2016 Target/ Projected 90% Ensure citizen safety and high quality of life by providing properly operating streetlights. Transparency; Creative, Innovative, Efficient Systems Maintain street lighting system with less than 1% of lights reported as not working. If malfunctions exceed this level, repairs accomplished within 30 days to restore system performance to less than a 1% outage rate. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected .57% <1% .63% <1% _____________________________________ 190 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works Field Operations Department Goal Council Priority Performance Objective Performance Measures Residential containers missed pickup – reduce by 5% Increase compaction of garbage at Landfill by 3% - Measured in pounds per cubic yard compaction Collect and dispose of all Solid Waste as scheduled Fiscal Sustainability; Creative, Innovative, Efficient Systems Provide excellent service to all customers by effectively and efficiently managing solid waste collected; reduce missed collections; and increase efficient disposal. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 302 287 251 239 1,690 1,724 1730* 1,775 *Estimated compaction rate. Aerial flyover performed on 6/30/ 2015 and the report will be completed in late July 2015. Department Goal Council Priority Performance Objective Performance Measures Fleet Vehicle and Equipment Preventative Maintenance (PM) Compliance Fleet Direct Labor Rate Fleet Downtime Rate Facilities Heating, Ventilating, and Air Conditioning PM Compliance _____________________________________ To manage fleet operations and facility assets in the most cost effective and efficient manner possible optimizing resources and minimizing downtime while providing safe and reliable transportation/ buildings to all City departments. Fiscal Sustainability; Transparency; Public Safety ; Creative, Innovative, Efficient Systems Maintain a consistent level of achieving/ surpassing key performance indicator targets to reach a maximum efficiency with available resources. FY2014 Actual FY2015 Target/ Projected FY2015 Actual FY2016 Target/ Projected 61% 70% 74% 80% 60.2% 62% 63% 70% n/a <5% 4.61% <5% n/a n/a n/a 70% _____________________________________ 191 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works Department Goal Council Priority Performance Objective Performance Measures % Respond to Requests for Services (RFS) and call-ins within 24 hours Provide street maintenance and maintain rights of way (ROW) landscaping in a manner that is aesthetically pleasing and safe for visitors, residents and businesses Creative, Innovative, Efficient Systems Manage the city’s pavement infrastructure through ongoing maintenance and repair of paved streets, alleys, concrete sidewalks and walkways, and provide graffiti removal and weed abatement for developed and undeveloped ROW in the city. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected n/a n/a 90% 95% Transportation Department Goal Council Priority Performance Objective Performance Measures % Intersections connected to the central signal system (194 total intersections, including two HAWK pedestrian crosswalks) % Traffic Signal Cabinet PM Compliance Flashing Yellow Arrow Study – Number of Intersections Studied – 45 Locations _____________________________________ Ensure the safe, efficient transport of people and goods within and through the City of Glendale by providing effective systems to manage traffic. Public Safety; Fiscal Sustainability; Signature Events Complete improvement projects on schedule and on budget by leveraging federal funding. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 75% 81% 82% 86% 50% 50% 50% 75% n/a n/a 5 45 _____________________________________ 192 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works Department Goal Council Priority Performance Objective Performance Measures Number of Paratransit (Dial-a-Ride) Passengers Transported per hour of Service Number of Passengers served on Glendale’s Transit System (Dial-a-Ride, GUS, Valley Metro) Bus Shelter Refurbishment (150 total Shelters) Benches and Cans (52 locations) Number of Participants in the Glendale Family Bike Ride Provide quality alternative transportation options for Glendale citizens and visitors. Fiscal Sustainability; Signature Events; Economic Development; Continuous Business Policy Improvements; Creative, Innovative, Efficient Systems Encourage more Glendale residents to take advantage of alternative modes of transportation. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 2.77 3.0 2.65 3.0 2,658,941 2,700,000 10% 25% 26% 20% 606 500 480 600 2,747,348* 2,800,000 *Fiscal Year Estimate Department Goal Council Priority Performance Objective Performance Measures Evaluation of current and future transportation needs, as well as initial public outreach in the Transportation Plan Update process Complete the Airport Layout Plan Update (once completed, update sent to FAA for final approval, could take up to 24 months) _____________________________________ Plan for Glendale’s transportation future. Fiscal Sustainability; Economic Development; Transparency; Public Safety; Creative, Innovative, Efficient Systems Develop a system-wide holistic transportation master plan and advance regional and local priorities identified, while encouraging economic development opportunities. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected n/a n/a n/a 90% n/a n/a n/a 6/1/2016 _____________________________________ 193 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works PUBLIC WORKS FIELD OPERATIONS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-11370) Materials Control Warehouse $153,085 $0 $0 $0 (1000-13410) Field Operations Admin. $478,284 $479,048 $468,290 $162,628 (1000-13420) Cemetery $189,671 $211,849 $211,849 $218,004 3% $5,481 $12,009 $6,613 $17,096 $8,109 $17,096 $0 $17,110 -100% 0% $3,707,687 $3,976,724 $3,881,263 $3,931,542 $759,534 $49,300 $841,619 $46,600 $841,619 $55,380 $843,640 $0 (1000-13430) Manistee Ranch Maintenance (1000-13440) Graffiti Removal (1000-13450) Facilities Management (1000-13460) Custodial Services (1000-13461) Downtown Parking Garage (1000-13556) CBRanch - ROW Maintenance NA -66% -1% 0% -100% $0 $0 $0 $16,080 (1040-13510) Equipment Management $3,598,725 $3,896,514 $3,825,237 $0 -100% (1040-13520) Fuel Services (1040-13530) Parts Store Operations $3,625,292 $1,419,616 $3,780,944 $1,497,563 $2,997,815 $1,497,563 $0 $0 -100% -100% (1120-13610) Equipment Replacement $1,227,183 $2,452,791 $2,452,791 $4,500,000 $44,057 $5,135 $50,000 $0 $50,000 $0 $0 $0 -100% NA -100% (1280-13470) YSC - Facilities Mgt. (1282-16740) Arena - ROW Maintenance (1283-16741) CBRanch - ROW Maintenance NA 83% $0 $16,080 $16,080 $0 (1340-16710) Right-of-Way Maintenance $2,316,457 $2,609,721 $2,615,625 $2,641,663 1% (1340-16720) Street Maintenance (1340-16731) Graffiti Removal - ROW $1,320,453 $156,099 $1,156,500 $163,759 $1,156,500 $157,759 $1,198,748 $162,372 4% -1% (1340-16820) Signs & Markings $491,270 $648,241 $648,337 $636,758 -2% $3,139,464 $172,611 $4,393,966 $166,800 $4,393,966 $166,800 $4,416,402 $166,800 1% 0% (2440-17730) Solid Waste Admin $974,984 $1,287,352 $1,343,260 $1,411,312 10% (2440-17740) Recycling $855,587 $964,247 $964,247 $980,837 (2440-17750) MRF Operations (2480-17810) Sanitation Roll-off $1,517,688 $600,681 $1,950,916 $705,076 $2,377,133 $615,076 $2,603,562 $629,903 33% -11% (2480-17820) Sanitation Frontload $3,194,689 $3,086,265 $3,086,265 $3,087,503 0% (2480-17830) Curb Service (2480-17840) Residential-Loose Trash Collec $6,742,366 $2,643,456 $6,844,938 $2,696,719 $6,844,938 $2,696,719 $6,972,815 $2,777,050 2% 3% (2440-17710) Landfill (2440-17720) Gas Management System (2530-13480) PS Training Ops - Fac. Mgmt. 2% $442,559 $471,276 $471,276 $478,385 2% (2590-18300) Fleet Management $0 $0 $0 $3,995,613 NA (2590-18301) Fuel Services (2590-18302) Parts Store Operations $0 $0 $0 $0 $0 $0 $3,511,944 $1,499,953 NA NA $39,843,423 $44,419,217 $43,860,993 $46,860,624 5% Total - Field Operations _____________________________________ _____________________________________ 194 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works PUBLIC WORKS FIELD OPERATIONS ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (A6000) Salary & Related Budget $11,428,824 $12,454,481 $12,462,077 $12,808,553 3% (A7000) Non-Salary Operating Budget $24,180,191 $28,017,521 $27,451,701 $29,879,664 7% (A7500) Premiums/Controlled Budget $4,234,408 $3,947,215 $3,947,215 $4,172,407 6% $39,843,423 $44,419,217 $43,860,993 $46,860,624 5% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget 1 1 1 0% Total - Field Operations FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-11370) Materials Control Warehouse (1000-13410) Field Operations Admin. Percent Over FY 2015 Budget 2.75 1 (1000-13420) Cemetery 1 1 1 1 0% (1000-13450) Facilities Management 10 10 10 10 0% (1000-13460) Custodial Services 11 6 6 6 0% (1040-13510) Equipment Management 30 30 30 (1040-13530) Parts Store Operations 1 1 1 (1340-16710) Right-of-Way Maintenance 11 11 11 11 0% (1340-16720) Street Maintenance 5 6 6 6 0% (1340-16731) Graffiti Removal - ROW 2 2 2 2 0% (1340-16820) Signs & Markings 7 6 6 5 -17% (2440-17710) Landfill 16 16 16 16 0% (2440-17730) Solid Waste Admin 9 12 12 14 17% (2440-17740) Recycling 6 6 6 6 0% (2440-17750) MRF Operations 8 8 8 8 0% (2480-17810) Sanitation Roll-off 2 1 1 1 0% (2480-17820) Sanitation Frontload 14 12 12 12 0% (2480-17830) Curb Service 37 37 37 37 0% (2480-17840) Residential-Loose Trash Collec 21 21 21 20 -5% (2530-13480) PS Training Ops - Fac. Mgmt. 2 2 2 2 0% (2590-18300) Fleet Management 30 (2590-18302) Parts Store Operations Total -Field Operations 1 196.75 _____________________________________ 189 189 189 0% _____________________________________ 195 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works PUBLIC WORKS ENGINEERING ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-13710) BofA Bank Building FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $291,702 $293,178 $293,178 $293,178 0% $66,443 $57,400 $57,400 $57,400 0% (1000-13720) Engineering Administration $461,796 $543,242 $543,242 $561,744 3% (1000-13730) Design Division (1000-13780) Land Development Division $27,760 $109,838 $127,670 $110,784 $127,670 $110,784 $16,313 $128,727 -87% 16% (1000-13790) Construction Inspection $588,133 $709,649 $709,649 $735,928 4% $24,426 $2,054,304 $0 $2,089,094 $0 $2,089,094 $0 $2,281,469 NA 9% NA (1000-13715) Promenade at Palmaire (1000-13800) Materials Testing (1340-16920) Street Light Management (1340-16925) Pavement Management (1340-16940) Traffic Studies $800 $0 $0 $620,051 $366,807 $323,589 $323,589 $327,087 1% $0 $0 $0 $499,100 NA $3,992,009 $4,254,606 $4,254,606 $5,520,997 30% (1660-16311) GO Street Light Mgmt Total - Engineering ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (A6000) Salary & Related Budget $1,424,682 $1,749,514 $1,749,514 $2,190,973 25% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget $2,498,099 $69,228 $2,457,659 $47,433 $2,457,659 $47,433 $3,268,970 $61,054 33% 29% $3,992,009 $4,254,606 $4,254,606 $5,520,997 30% Total - Engineering FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (1000-13720) Engineering Administration 3 5 5 5 0% (1000-13730) Design Division 5 4 4 3 -25% (1000-13780) Land Development Division 3 1 1 1 0% (1000-13790) Construction Inspection 4 8 8 8 0% (1000-13800) Materials Testing 3 1 1 1 0% (1340-16920) Street Light Management (1340-16925) Pavement Management (1340-16940) Traffic Studies Total -Engineering Percent Over FY 2015 Budget 5 4 3 3 3 0% 22 22 22 26 18% _____________________________________ _____________________________________ 196 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works PUBLIC WORKS TRANSPORTATION ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1000-11890) Stadium - Transportation Ops. $0 $0 $0 $794,339 NA (1000-11891) Transp - Fiesta Bowl Event $0 $0 $0 $92,873 NA (1000-11892) Arena - Transportation Ops. $0 $0 $0 $15,025 $0 $428,268 $325,000 $793,792 $325,000 $793,792 $0 $0 -100% -100% (1281-16845) Transp - Fiesta Bowl Event $5,793 $70,946 $70,946 $0 -100% (1282-16830) Arena - Transportation Ops. (1340-16810) Traffic Signals $38 $844,896 $14,991 $1,201,559 $14,991 $1,201,559 $0 $1,201,495 -100% 0% (1340-16910) Transportation Administration $163,296 $112,038 $112,038 $115,491 3% (1340-16950) Traffic Design and Development $181,124 $167,456 $167,456 $172,502 3% (1650-37200) Grant Approp - Transportation (1650-37201) JARC - GUS 1 & 2 $0 $86,053 $1,000,000 $0 $1,000,000 $0 $1,000,000 $0 0% NA (1650-37203) New Freedom-Bus Buddies BAG IT (1010-16360) Transp - Super Bowl Event (1281-16840) Stadium - Transportation Ops. NA $12,779 $0 $0 $0 NA (1650-37206) HSIP Ped Countdown Signals (1650-37208) LTAF II - Fixed Route $0 $668,952 $35,541 $0 $0 $0 $0 $0 -100% NA (1660-16510) Transportation Program Mgmt $2,226,273 $2,338,398 $2,457,420 $2,496,273 7% $191,017 $212,480 $212,480 $215,509 1% (1660-16525) Transit Management (1660-16530) Dial-A-Ride $356,005 $2,302,696 $400,068 $2,538,880 $400,068 $2,538,880 $414,317 $2,670,544 4% 5% (1660-16540) Fixed Route (1660-16520) Transportation Education $3,013,008 $4,338,971 $3,812,695 $4,883,203 13% (1660-16550) Demand Management (1660-16570) Intelligent Transportation Sys $21,803 $526,847 $40,300 $665,151 $40,300 $546,129 $40,300 $699,685 0% 5% (1660-16580) Traffic Mitigation $121,902 $361,444 $361,444 $300,675 -17% (1660-16590) Transportation CIP O&M $136,170 $1,011,577 $1,011,577 $1,173,766 16% (1660-16610) GO Traffic Signals (1660-16620) GO Signs & Marking $0 $0 $18,600 $53,813 $18,600 $53,813 $10,050 $53,813 -46% 0% (1660-16630) GO Street Light Mgmt $0 $505,343 $505,343 $0 -100% (1660-16640) Rail Transit $0 $0 $55,000 $55,000 NA $11,286,920 $16,206,348 $15,699,531 $16,404,860 1% Total - Transportation _____________________________________ _____________________________________ 197 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works PUBLIC WORKS TRANSPORTATION ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (A6000) Salary & Related Budget $3,682,833 $4,241,702 $4,241,702 $4,405,011 4% (A7000) Non-Salary Operating Budget $5,957,758 $10,318,396 $9,811,579 $10,303,935 0% (A7500) Premiums/Controlled Budget $1,646,329 $1,646,250 $1,646,250 $1,695,914 3% $11,286,920 $16,206,348 $15,699,531 $16,404,860 1% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget (1340-16810) Traffic Signals 6 6 6 6 0% (1340-16910) Transportation Administration 2 1 1 1 0% (1340-16950) Traffic Design and Development 2 2 2 2 0% (1660-16510) Transportation Program Mgmt 6 7 7 7 0% (1660-16520) Transportation Education 1 1 1 1 0% (1660-16525) Transit Management 4 4 4 4 0% 33.25 32.25 32.25 32.25 0% 4 5 5 5 0% Total - Transportation FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1660-16530) Dial-A-Ride (1660-16570) Intelligent Transportation Sys (1660-16580) Traffic Mitigation Total -Transportation 1 1 1 1 0% 59.25 59.25 59.25 59.25 0% _____________________________________ _____________________________________ 198 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Public Works PUBLIC WORKS AIRPORT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1760-16410) Airport Operations Total - Airport ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $651,664 $723,906 $723,906 $638,647 -12% $651,664 $723,906 $723,906 $638,647 -12% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget $397,180 $126,563 $428,821 $150,662 $428,821 $150,662 (A7500) Premiums/Controlled Budget $127,921 $144,423 $144,423 $46,967 -67% $651,664 $723,906 $723,906 $638,647 -12% Total - Airport FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1760-16410) Airport Operations Total -Airport $441,018 $150,662 Percent Over FY 2015 Budget 3% 0% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 6 6 6 6 0% 6 6 6 6 0% _____________________________________ Percent Over FY 2015 Budget _____________________________________ 199 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Water Services Performance Report Water Services $47,500,463 Water Services Wastewater Services Environmental Resources 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 delivers over 14 billion gallons of drinking water annually to over 61,000 residential and commercial accounts. The Department is also responsible for 57,000 sewer accounts, collecting and treating wastewater to an A+ effluent standard, the highest quality recognized in Arizona, for recharge or reuse. Water and wastewater services are accomplished through the redundant networks of four water treatment plants, two water reclamation facilities, a partnership in the regional reclamation facility, an extensive network of water distribution service mains and lines, and a wastewater collection system. In addition to water and wastewater services, the Department administrates the department and citywide environmental programs. The programs include: water resources and sustainability, water quality testing, wastewater pre-treatment, storm water quality management, hazardous material management, and air quality monitoring. The Department receives no revenues from sales or property taxes, and operates on revenues received from rates, service charges and fees. In accordance with city policy, these services are administered as an enterprise fund. _____________________________________ _____________________________________ 200 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Water Services Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories: • Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc. • Operating = operating and contractual costs • Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies • • • • • February 25, 2015 marked the City of Glendale Water Services Department’s 100th year of providing safe, reliable, high quality water services to the community. The Water Services Department has improved the City’s water sustainability efforts by contracting with the Central Arizona Water Conservation District to recharge a portion of the City of Glendale’s Central Arizona Project water underground for future use in the event of drought, shortages, or to meet additional demand. The Water Services Department recently initiated contracts to improve 3.6 miles of the water distribution system and sewage collection system. The Water Services Department contracted to do assessments and improvements at two water treatment plants and one water reclamation facility to improve processes and replace aging infrastructure. The Water Services Department has implemented a cross training program where water plant operations and field staff gain valuable knowledge and experience across the organization in order to strengthen the department’s ability to provide a high level of customer service 24 hours a day 7 days a week. _____________________________________ _____________________________________ 201 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Water Services Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Potable water delivered to customers (billion gallons) O&M cost of raw water, treatment, and distribution (million ) O&M cost per thousand gallons of water delivered CAP water recharged for future water credit (acre feet, 1af = 325,851 gallons) Reclaimed water recharged for current and future use water credit (acre feet) Department Goal Council Priority Performance Objective Performance Measures O&M cost of collection and treatment of wastewater (million) O&M cost per thousand gallons of wastewater treated % of 235 miles of sewer line cleaned Sanitary Sewer Overflow per 100 miles Operate water facilities and distribution system in a safe, efficient and effective manner. Fiscal Sustainability; Creative, Innovative, Efficient Systems Meet the potable water demand service level. Maintain O&M cost and cost per thousand gallons below target. Meet annual current and future water recharge targets. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 13.70 14.00 13.11* 14.10 $14.6 $16.8 $14.8* $17.1 $1.07 $1.20 $1.13* $1.21 0 1,980 1,700* 1,846 5,547 6,000 7,373* 6,000 Operate wastewater collection system and water reclamation facilities in a safe, efficient and effective manner. Fiscal Sustainability; Creative, Innovative, Efficient Systems Maintain O&M costs and cost per thousand gallons below target. Clean 235 (1/3 of 707 total) miles of sewer lines annually. Achieve the rate of 2.7 or lower of Sanitary Sewer Overflow per 100 miles of sewer annually. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected $11.0 $11.9 $9.6* $12.0 $1.75 $1.91 $1.57* $1.91 106% 0.6 100% 2.7 96%* 0.3* 100% 2.7 *Fiscal year-end estimate _____________________________________ _____________________________________ 202 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Water Services Department Goal Comply with all government environmental, health, and safety regulations. Council Priority Creative, Innovative, Efficient Systems Performance Objective Performance Measures % of all water, wastewater and storm water regulatory reports submitted on time % of water quality tests performed inhouse % of pretreatment inspections target performed % of industrial and commercial facilities inspected for storm water compliance Number of lost-time-injury incidents Submit all federal, state, and local regulatory reports by required dates. Perform >95% of water quality tests in-house. Perform 100% of pretreatment inspections. Inspect 100% of industrial and commercial facilities for storm water compliance. Achieve zero lost-time-injury incidents. FY2015 FY2016 FY2014 FY2015 Target/ Target/ Actual Actual Projected Projected 100% 100% 100%* 100% 95% 95% 96%* 95% n/a 100% 102%* 100% 100% 100% 100%* 100% 2 0 3* 0 *Fiscal year-end estimate _____________________________________ _____________________________________ 203 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Water Services WATER SERVICES WATER SERVICES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (2360-17010) Environmental Resources (2360-17110) Water Services Administration FY 2014 Actual (2360-17140) System Security FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget $480,474 $736,296 $736,296 $726,136 $7,277,415 $7,711,049 $7,711,049 $8,057,553 4% $0 $129,333 $129,333 $143,879 11% $1,099,633 $306,638 $1,109,612 $652,701 $1,109,612 $652,701 $1,038,000 $642,976 -6% -1% (2360-17115) Safety Administration (2360-17120) Information Management (2360-17130) Public Service Representatives FY 2015 Budget -1% $587,857 $519,072 $519,072 $612,547 18% (2360-17150) Property Management (2360-17160) Arrowhead Reclamation Plant $55,700 $1,928,430 $65,500 $2,056,290 $65,500 $2,056,290 $65,700 $2,091,543 0% 2% (2360-17170) West Area Plant $3,447,026 $3,546,843 $3,546,843 $3,321,319 -6% $0 $118,567 $118,567 $152,908 29% $1,171,665 $992,421 $1,306,762 $1,179,734 $1,306,762 $1,179,734 $1,261,080 $1,196,629 -3% 1% (2360-17180) Materials Control Warehouse (2360-17420) Water Quality (2400-17210) Customer Service - Field (2400-17220) Irrigation $143,212 $195,542 $195,542 $195,000 0% (2400-17230) Raw Water Usage (2400-17240) Central System Control $3,530,340 $1,340,428 $4,134,838 $1,316,158 $4,134,838 $1,316,158 $4,504,000 $1,481,488 9% 13% (2400-17250) Pyramid Peak Plant $1,796,062 $1,825,267 $1,825,267 $1,902,798 4% (2400-17260) Cholla Treatment Plant $2,241,140 $2,887,595 $2,887,595 $2,825,852 -2% (2400-17280) Central System Maintenance (2400-17290) Water Distribution $359,000 $2,973,900 $1,679,583 $3,197,733 $1,679,583 $3,197,733 $1,670,421 $3,264,007 -1% 2% (2400-17300) Meter Maintenance $1,025,007 $1,033,874 $1,033,874 $1,112,515 8% (2400-17310) Oasis Surface WTP (2400-17320) Oasis Groundwater WTP $2,604,387 $114,206 $2,836,661 $613,500 $2,836,661 $613,500 $2,759,239 $409,400 -3% -33% (2400-17410) Water Conservation $306,326 $368,075 $368,075 $468,111 27% (2420-17610) Pretreatment Program $410,905 $505,422 $505,422 $466,916 -8% (2420-17620) SROG (91st Ave) Plant (2420-17625) 99th Avenue Interceptor $3,245,244 $8,127 $3,279,448 $200,000 $3,279,448 $200,000 $3,472,000 $100,000 6% -50% (2420-17630) Wastewater Collection $2,315,657 $2,861,963 $2,861,963 $3,005,950 5% $358,142 $373,978 $373,978 $552,496 48% $40,119,342 $46,441,396 $46,441,396 $47,500,463 2% (2420-17699) Storm Water Total - Water Services _____________________________________ _____________________________________ 204 Annual Budget OPERATING BUDGET ____________________________________________________________________________________ FY2016 Water Services WATER SERVICES WATER SERVICES ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget (A6000) Salary & Related Budget $12,892,431 $14,922,677 $14,922,677 $15,385,476 3% (A7000) Non-Salary Operating Budget $20,365,359 $25,268,905 $25,268,905 $25,595,233 1% (A7500) Premiums/Controlled Budget $6,861,552 $6,249,814 $6,249,814 $6,519,754 4% $40,119,342 $46,441,396 $46,441,396 $47,500,463 2% FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Percent Over FY 2015 Budget Total - Water Services FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM Percent Over FY 2015 Budget (2360-17010) Environmental Resources 5 7 7 6 -14% (2360-17110) Water Services Administration 13 12 12 13 8% (2360-17115) Safety Administration 1 1 1 0% (2360-17120) Information Management 6 8 8 8 0% (2360-17130) Public Service Representatives 5 7 7 7 0% (2360-17140) System Security 8 7 7 7 0% (2360-17160) Arrowhead Reclamation Plant 12 9 9 9 0% (2360-17170) West Area Plant 15 12 12 12 0% (2360-17180) Materials Control Warehouse 1.75 1.75 1.75 0% (2360-17420) Water Quality 10 11 11 11 0% (2400-17210) Customer Service - Field 16 15 15 15 0% (2400-17240) Central System Control 8 7 7 7 0% (2400-17250) Pyramid Peak Plant 11 9 9 9 0% (2400-17260) Cholla Treatment Plant 9 7 7 7 0% (2400-17280) Central System Maintenance 5 17 17 17 0% (2400-17290) Water Distribution 26 26 26 26 0% (2400-17300) Meter Maintenance 11 8 8 8 0% (2400-17310) Oasis Surface WTP 13 10 10 10 0% (2400-17410) Water Conservation 2 2 2 3 50% (2420-17610) Pretreatment Program 6 6 6 5 -17% (2420-17630) Wastewater Collection 17 17 17 17 0% (2420-17699) Storm Water 4 4 4 4 0% 202 203.75 203.75 203.75 0% Total -Water Services _____________________________________ _____________________________________ 205 Annual Budget ____________________________________________________________________________________ FY2016 _____________________________________ _____________________________________ 206 Fiscal Year 2015-2016 Annual Budget Book Capital Improvement Plan Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Table of Content Page Capital Improvement Plan Table of Content 207 Capital Improvement Plan Preparation 209 Summary by Funding Type 222 Fund Summaries Bond Construction Funds Street/Parking 1980 – Street/Parking Bonds 223 224 225 Open Space & Trails 2140 – Open Space/Trails Construction 227 228 Parks 2060 – Parks Construction 231 232 Library 2160 – Library Construction 239 240 Public Safety 2040 – Public Safety Construction 241 242 Government Facilities 2080 – Government Facilities Construction 246 247 Cultural Facilities/Historical Preservation 2130 – Cultural Facility Construction 248 249 Economic Development 2100 – Economic Development Construction 250 251 Flood Control 2180 – Flood Control Construction 253 254 Development Impact Fee Funds 258 Roadway Improvements 1601+ – DIF – Roadway Improvements 259 Open Space 1520+ – DIF – Citywide Open Space 261 _____________________________________ _____________________________________ 207 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Table of Content Page Parks & Recreation 1460+ – DIF – Citywide Parks 1480+ – DIF – Citywide Rec Facility 1540+ – DIF – Park Dev Zone 1 1560+ – DIF – Park Dev Zone 2 1580+ – DIF – Park Dev Zone 3 262 263 264 265 266 Library 1380+ – DIF – Library Buildings 1500+ – DIF – Libraries 267 268 Public Safety 1440+ – DIF-Police Dept Facilities 1420+ – DIF-Fire Protection Facilities 270 271 Enterprise and other Funds Water & Sewer 2360 – Water & Sewer 2400 – Water 2420 – Sewer 272 273 274 277 286 Transportation 2210 – Transportation Construction 2000 – HURF/Street Bonds 1650 – Transportation Grants 291 292 304 307 Sanitation 2480 – Sanitation 312 313 Landfill 2440 – Landfill 315 316 Airport Capital Grants 2120 – Airport Capital Grants 324 325 Other Capital Project Funds 1000 – General Fund 2070 – General Gov Capital Projects 2150 – Technology Infrastructure 1220 – Arts Commission 329 330 336 337 340 _____________________________________ _____________________________________ 208 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP 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 adding many new public assets. Glendale also has completed many capital projects that involved renovating, rehabilitating or expanding existing infrastructure or buildings. Notable projects completed since 2005 include the following: _____________________________________ _____________________________________ 209 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation 2015 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 Landfill Scalehouse and Road Relocation 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 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. • 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? _____________________________________ _____________________________________ 210 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation • • • • 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. Improve existing assets B. Replace existing assets C. 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 into account 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? • 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? _____________________________________ _____________________________________ 211 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation • • • • 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. 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. _____________________________________ _____________________________________ 212 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation 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, including the overall debt incurred for past projects and any new debt for future projects. The following section of this budget document, Debt Service Budget, outlines the bond covenants, state statutes 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. 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. _____________________________________ _____________________________________ 213 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation 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: Highway User Revenue Fund (HURF) bonds, general obligation (G.O.) bonds, federal or state grants, development impact fees (DIFs), Glendale’s dedicated transportation sales tax or Glendale’s general fund excise taxes. In many cases, a large or multi-year 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 Gila River Arena, home of 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. _____________________________________ _____________________________________ 214 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation 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 to be paid with water and sewer revenue. 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 (DIF) 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 Development Impact Fee (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 a growing economic condition, a number of DIF funded projects would more likely 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 property values and the imperativeness to pay existing G.O. debt service with secondary property tax revenue, most capital projects requiring a new issuance of G.O. bonds were deferred or moved to the last five years of the plan. DIF revenue alone rarely is sufficient to fund 100% of the cost of growthrelated projects. Therefore, given these circumstances, the current capital plan reflects very little spending of impact fees. 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. Also under the new legislation, impact fees may not be used to pay for building furnishings such as library book shelves and equipment such as books for new library buildings. The new legislation also required cities to implement a new fee structure that incorporated 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 date of July 31, 2014. _____________________________________ _____________________________________ 215 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation It is important to note that the new law allows funds 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 previously collected fees. Additionally, new funds were created for the Development Impact Fees that were effective July 31, 2014. However, the segregated funds are presented together in this budget document. 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. Sanitation Revenue Funded Projects: Unlike Water/Sewer and Landfill, the capital plan for Sanitation is not usually funded with revenue bonds. Instead sanitation projects are funded with user revenues and cash balances. However, inter-funds loans and capital leases have been used as a funding option in the past. 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 the 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 Transportation Revenue Obligations or cash financed. The principal and interest on revenue obligations will be covered with future transportation sales tax revenue. _____________________________________ _____________________________________ 216 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation 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 within the city’s General Fund. This means MPC debt service is paid with General Fund operating dollars – for FY16, the 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), Gila River 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]. 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 _____________________________________ _____________________________________ 217 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation 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 and are included in the operating budget on a pay-as-you-go basis. The city’s 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 _____________________________________ _____________________________________ 218 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation 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. 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. 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 2016 – 2025 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; _____________________________________ _____________________________________ 219 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation • • • • • 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; 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. The table below summarizes the projected cumulative impact of the CIP on the city’s operating budget over the next five 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. _____________________________________ _____________________________________ 220 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 CIP Preparation Operating Impact by CIP Project Type Project Type S/A FY 2016 S Water & Sewer Projects A S 220,000 Transportation Sales Tax Projects A 278 All Other Transportation Projects S (DIF, HURF & Streets) A 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 $220,000 TOTAL Operating Impact A $278 TOTAL $220,278 FY 2017 226,472 286 18,233 24,205 220,554 $244,705 $245,045 $489,750 FY 2018 FY 2019 FY 2020 729,611 751,502 774,047 515 531 546 18,779 19,343 19,923 46,700 24,931 25,680 26,449 220,554 220,554 220,554 $748,390 $770,845 $793,970 $246,000 $246,765 $294,249 $994,390 $1,017,610 $1,088,219 S = Department plans on submitting a supplemental request; A = Department plans to absorb operating costs _____________________________________ _____________________________________ 221 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Summary by Funding Type Fund # - Name FY 2016 FY 2017 FY 2018 FY 2019 BOND CONSTRUCTION FUNDS 2,655,486 1980 - Street/Parking Bonds 20,428,599 24,645,218 527,918 2140 - Open Space/Trails 2060 - Parks 0 0 0 0 0 0 0 0 2160 - Library 2040 - Public Safety 2080 - Government Facilities 2130 - Cultural Facility 0 0 0 0 1,928,731 0 0 0 0 0 0 0 0 2100 - Economic Development 2180 - Flood Control Sub-Total DIF FUNDS 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 Sub-Total ENTERPRISE/OTHER FUNDS 2360 - Water & Sewer 2400 - Water 2420 - Sewer 2210 - Transportation Construction 2000 - HURF/Street Bonds 1650 - Transportation Grants FY 2020 FYs 21-25 Total 0 0 48,257,221 0 7,259,516 7,259,516 0 80,052,683 80,052,683 0 11,590,260 11,590,260 0 0 66,268,838 68,197,569 0 0 1,675,193 1,675,193 0 0 252,980 252,980 0 0 0 0 0 22,426,465 22,426,465 1,677,743 291,886 291,886 291,886 0 42,395,509 44,948,910 $6,261,960 $20,720,485 $24,937,104 $819,804 $0 $231,921,444 $284,660,797 925,555 1,997,298 0 34,553 0 3,047,053 6,004,459 0 0 0 0 0 83,739 83,739 0 0 0 3,467 0 3,467 6,934 0 0 0 153,469 0 3,469 156,938 114,000 0 0 3,469 0 3,469 120,938 163,497 0 0 3,469 0 3,469 170,435 33,000 0 0 3,469 0 3,469 39,938 0 0 0 100,000 0 0 100,000 1,064,630 500,000 500,000 517,563 500,000 517,563 3,599,756 0 0 0 14,890 0 14,890 29,780 0 0 0 15,654 0 15,654 31,308 0 0 0 0 0 0 0 $2,300,682 $2,497,298 $500,000 $850,003 $500,000 $3,696,242 $10,344,225 8,468,154 10,885,000 10,316,500 7,000,000 4,000,000 1,000,000 41,669,654 13,914,415 8,498,275 8,884,235 9,763,210 16,340,580 23,150,000 80,550,715 6,540,116 6,248,000 5,625,000 4,703,000 4,800,000 17,250,000 45,166,116 24,647,442 5,770,140 3,959,698 3,943,681 3,981,839 82,867,338 125,170,138 20,654,378 7,513,664 7,513,664 6,813,664 241,664 13,442,919 56,179,953 18,134,936 0 0 0 0 0 18,134,936 3,455,446 2,512,081 2,377,897 1,603,249 2,100,444 10,841,823 22,890,940 11,138,288 18,252,216 6,205,961 124,947 772,416 3,973,634 40,467,462 2120 - Airport Capital Grants 1000 - General Fund 4,838,303 1,278,505 238,825 1,194,125 1,385,185 0 8,934,943 2,540,398 3,961,488 3,532,235 1,871,752 2,958,574 17,845,118 32,709,565 2070 - General Gov Cap 2150 - Technology Infrastructure 2,234,438 0 0 0 0 0 2,234,438 0 0 0 1,000,000 0 21,065,625 22,065,625 2480 - Sanitation 2440 - Landfill 200,000 200,000 200,000 200,000 200,000 400,000 1,400,000 Sub-Total $116,766,314 $65,119,369 $48,854,015 $38,217,628 $36,780,702 $191,836,457 $497,574,485 Grand Total $125,328,956 $88,337,152 $74,291,119 $39,887,435 $37,280,702 $427,454,143 $792,579,507 1220 - Arts Commission _____________________________________ _____________________________________ 222 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 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. 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 2016 FY 2017 FY 2018 2,655,486 20,428,599 24,645,218 0 0 0 0 0 0 0 0 0 1,928,731 0 0 0 0 0 0 0 0 0 0 0 1,677,743 291,886 291,886 $6,261,960 $20,720,485 $24,937,104 _____________________________________ FY 2019 527,918 0 0 0 0 0 0 0 291,886 $819,804 FY 2020 FYs 21-25 Total 0 0 48,257,221 0 7,259,516 7,259,516 0 80,052,683 80,052,683 0 11,590,260 11,590,260 0 66,268,838 68,197,569 0 1,675,193 1,675,193 0 252,980 252,980 0 22,426,465 22,426,465 0 42,395,509 44,948,910 $0 $231,921,444 $284,660,797 _____________________________________ 223 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds STREET/PARKING CONSTRUCTION FUNDS This category includes projects that are funded with General Obligation street/parking construction bonds. In FY 2016, carryover funding is available for street scallops 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 Westgate. Litchfield Road Interchange _____________________________________ _____________________________________ 224 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 1980-Street/Parking Bonds FY 2016: Capital Project Expenses Carryover Category: 20% FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 68103 Street Scallop 0 0 333,088 333,088 333,088 0 0 58,798 58,798 192,351 192,351 94,799 427,887 314,400 647,488 194,830 527,918 0 0 0 0 0 0 2,404,337 2,404,337 20,000,712 20,000,712 23,997,730 23,997,730 0 0 0 0 0 0 $58,798 $2,596,688 $20,428,599 $24,645,218 $527,918 $0 $0 Replacement of Existing Assets 68122 Capital Bridge Repair Program Sub-Total - Existing Assets New Assets 0 68124 Parking Garage at Westgate Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $2,655,486 PROJECT DETAIL: 1980-Street/Parking Bonds Category: 20% Project: 68103 - Street Scallop (I) Project Description: Capital Costs General Obligation Bonds Funding Source: 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $22,000 $22,000 $22,000 $0 $0 Construction $0 $0 $290,000 $290,000 $290,000 $0 $0 Finance Charges $0 $0 $2,900 $2,900 $2,900 $0 $0 Engineering Charges $0 $0 $15,288 $15,288 $15,288 $0 $0 Arts $0 $0 $2,900 $2,900 $2,900 $0 $0 $0 $0 $333,088 $333,088 $333,088 $0 $0 TOTAL Operating Description: O and M costs are not expected for this project. _____________________________________ _____________________________________ 225 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 1980-Street/Parking Bonds Category: 20% Project: 68122 - Capital Bridge Repair Program (R) Project Description: Capital Costs General Obligation Bonds Funding Source: 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 Design $0 FY 2016 FY 2017 $16,000 $8,000 FY 2018 $30,000 FY 2019 FY 2020 FYs 21-25 $20,000 $0 $0 Construction $58,798 $0 $0 $0 $0 $0 $0 Construction $0 $165,000 $80,000 $270,000 $160,000 $0 $0 Finance Charges $0 $2,606 $1,183 $2,700 $4,200 $0 $0 Engineering Charges $0 $7,095 $4,816 $9,000 $9,030 $0 $0 Arts TOTAL Operating Description: $0 $1,650 $800 $2,700 $1,600 $0 $0 $58,798 $192,351 $94,799 $314,400 $194,830 $0 $0 No additional O and M is required. Project: 68124 - Parking Garage at Westgate (N) Project Description: Capital Costs 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $2,380,000 $0 $0 $0 $0 $0 Construction $0 $0 $17,919,000 $21,500,000 $0 $0 $0 Finance Charges $0 $20,487 $400,014 $479,955 $0 $0 $0 Engineering Charges $0 $3,850 $68,988 $82,775 $0 $0 $0 Arts $0 $0 $179,190 $215,000 $0 $0 $0 Contingency $0 $0 $1,433,520 $1,720,000 $0 $0 $0 $0 $2,404,337 $20,000,712 $23,997,730 $0 $0 $0 TOTAL Operating Description: 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 Supplies/Contr Utilities TOTAL FY 2016 FY 2017 $0 $0 $0 _____________________________________ $0 $0 $0 FY 2018 $0 $0 $0 FY 2019 $7,700 $39,000 $7,700 FY 2020 $7,700 $39,000 $7,700 FYs 21-25 $92,400 $195,000 $92,400 _____________________________________ 226 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds 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. Trail Signs and Posts Man-Made Stone Benches _____________________________________ _____________________________________ 227 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 2140-Open Space/Trails Construction FY 2016: Capital Project Expenses Carryover Category: 20% FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: 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 1,020,000 1,600,943 2,620,943 $0 $0 $0 $0 $0 $0 $7,259,516 New Assets 0 70003 City-Wide Trails System 70005 West Valley Multi-Modal Corrid Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $0 PROJECT DETAIL: 2140-Open Space/Trails Construction Project: 70000 - Thunderbird Paseo Park Develop (I) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: This project is for park improvements and renovations to maintain the 55 acre Thunderbird Paseo Linear Park. This includes tree replacement and additions, enhance landscaping with drought tolerant plant material; signage replacement; removal of asphalt surface; addition of concrete surface where asphalt existed; pedestrian/equestrian bridges; replacement of equipment located in the linear park; and address all mandated accessibility issues. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 2016 FY 2017 $0 $0 $0 _____________________________________ $0 $0 $0 FY 2018 $0 $0 $0 FY 2019 $0 $0 $0 FY 2020 $0 $0 $0 FYs 21-25 $96,174 $315,188 $96,174 _____________________________________ 228 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2140-Open Space/Trails Construction Project: T1630 - TCP Trail Improvements (I) Project Description: Capital Costs 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 Contingency $0 $0 $0 $0 $0 $0 $294,130 $0 $0 $0 $0 $0 $0 $2,639,898 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. Operating Costs FY 2016 FY 2017 FY 2018 FY 2019 Staffing Supplies/Contr Bldg. Maint. Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Landscape TOTAL $0 $0 $0 $0 $0 $0 $0 $0 _____________________________________ FY 2020 $0 $0 $0 $0 $0 $0 FYs 21-25 $458,320 $70,248 $17,214 $5,865 $11,097 $458,320 _____________________________________ 229 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2140-Open Space/Trails Construction Project: 70003 - City-Wide Trails System (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: This project 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2016 FY 2017 FY 2018 FY 2019 Staffing Supplies/Contr Bldg. Maint. Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 PC/Vehicle Replacement Landscape TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Project: 70005 - West Valley Multi-Modal Corrid (N) Project Description: Capital Costs FY 2020 $0 $0 $0 $0 $0 $0 $0 FYs 21-25 $141,909 $83,451 $110,472 $2,299 $8,170 $206,038 $141,909 General Obligation Bonds Funding Source: This is to construct a multimodal trail system along the 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $270,277 Construction $0 $0 $0 $0 $0 $0 $1,110,057 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $11,101 $0 $0 $0 $0 $0 $0 $166,508 $0 $0 $0 $0 $0 $0 $1,600,943 Contingency 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 Supplies/Contr Bldg. Maint. Landscape TOTAL FY 2016 FY 2017 $0 $0 $0 $0 _____________________________________ $0 $0 $0 $0 FY 2018 $0 $0 $0 $0 FY 2019 $0 $0 $0 $0 FY 2020 $0 $0 $0 $0 FYs 21-25 $6,010 $14,992 $95,832 $6,010 _____________________________________ 230 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds 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. Red Tailed Hawk and 2 chicks _____________________________________ _____________________________________ 231 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 2060-Parks Construction FY 2016: Capital Project Expenses Carryover Category: 20% FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 70510 Park Enhancements 70515 T-Bird Park Improvements 70540 Grounds & Facilities Imprvmnts T1715 Play Structure Improvements 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10,921,641 2,902,993 3,914,523 2,874,890 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 27,417,240 9,906,161 4,723,297 7,045,478 1,224,490 7,232,945 1,889,025 80,052,683 $0 $0 $0 $0 $0 $0 $80,052,683 Replacement of Existing Assets 70500 Parks Redevelopment 70512 Facilities Renovation 70526 Multiuse Sports Field Lighting 70535 Paseo Racquet Center Park 70541 Parks Capital Equipment T1712 Aquatic Facility Renovation T1713 Foothills Center Renovation Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: $0 PROJECT DETAIL: 2060-Parks Construction _____________________________________ Category: 20% _____________________________________ 232 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70510 - Park Enhancements (I) Project Description: Capital Costs 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $926,587 Construction $0 $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 Contingency $0 $0 $0 $0 $0 $0 $845,615 $0 $0 $0 $0 $0 $0 $10,921,641 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 Supplies/Contr Bldg. Maint. Landscape TOTAL FY 2016 FY 2017 $0 $0 $0 $0 _____________________________________ $0 $0 $0 $0 FY 2018 $0 $0 $0 $0 FY 2019 $0 $0 $0 $0 FY 2020 $0 $0 $0 $0 FYs 21-25 $147,960 $105,250 $584,820 $147,960 _____________________________________ 233 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70515 - T-Bird Park Improvements (I) Project Description: Capital Costs General Obligation Bonds Funding Source: This project will continue the implementation of 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. It will also address the continuation of re-vegetation, as well as the installation of new park elements, such as ramadas and parking lot improvements. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $646,739 Construction $0 $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 Contingency $0 $0 $0 $0 $0 $0 $277,173 $0 $0 $0 $0 $0 $0 $2,902,993 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 two 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. Operating Costs FY 2016 FY 2017 FY 2018 FY 2019 Staffing Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 Utilities Bldg. Maint. Equip. Maint. Insurance Landscape Water TOTAL $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 Project: 70540 - Grounds & Facilities Imprvmnts (I) Project Description: Capital Costs FY 2020 $0 $0 $0 $0 $0 $0 $0 $0 $0 FYs 21-25 $485,932 $69,578 $28,250 $29,912 $2,203 $28,259 $21,431 $1,930 $485,932 General Obligation Bonds Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $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 Contingency $0 $0 $0 $0 $0 $0 $375,000 $0 $0 $0 $0 $0 $0 $3,914,523 TOTAL Operating Description: No additional O and M is needed. _____________________________________ _____________________________________ 234 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: T1715 - Play Structure Improvements (I) Project Description: General Obligation Bonds Funding Source: 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 evaluations 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 annual audit identified multiple playgrounds requiring varying levels of update to meet the new ADA, CPSC, and/or the ASTM laws, guidelines, and/or regulations. External audits of the playgrounds confirmed CPSI findings Capital Costs Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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. Project: 70500 - Parks Redevelopment (R) Project Description: Capital Costs 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $6,283,947 Construction $0 $0 $0 $0 $0 $0 $18,239,851 Finance Charges $0 $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 $0 $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 Supplies/Contr Bldg. Maint. Water TOTAL FY 2016 FY 2017 $0 $0 $0 $0 _____________________________________ $0 $0 $0 $0 FY 2018 $0 $0 $0 $0 FY 2019 $0 $0 $0 $0 FY 2020 $0 $0 $0 $0 FYs 21-25 $36,990 $31,574 $17,600 $36,990 _____________________________________ 235 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70512 - Facilities Renovation (R) Project Description: Capital Costs General Obligation Bonds Funding Source: The proposed 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 Equipment $0 $0 $0 $0 $0 $0 $200,000 Contingency $0 $0 $0 $0 $0 $0 $1,213,970 $0 $0 $0 $0 $0 $0 $9,906,161 TOTAL Operating Description: New O and M expenses are not usually encountered with restoration activities. Project: 70526 - Multiuse Sports Field Lighting (R) Project Description: Capital Costs General Obligation Bonds Funding Source: The Parks and Recreation has 25 lighted sports fields that are used for various youth and adult sports program and cultural events. Of the 25 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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. _____________________________________ _____________________________________ 236 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2060-Parks Construction Category: 20% 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 will include the replacement of the lighting system, outdoor sound system, all fencing, restroom and concessions building. At the Paseo Racquet Center, necessary repairs include court overlays, court resurfacing, lighting, fencing and building restoration and improvements. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $1,579,200 Construction $0 $0 $0 $0 $0 $0 $4,512,000 Finance Charges $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. Project: 70541 - Parks Capital Equipment (R) Project Description: Capital Costs General Obligation Bonds Funding Source: The Parks Department has 10 pieces of equipment currently in the fleet that are 10 years or older, and 18 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, 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $0 $0 $0 $0 $24,490 Equipment $0 $0 $0 $0 $0 $0 $1,200,000 $0 $0 $0 $0 $0 $0 $1,224,490 TOTAL Operating Description: No additional O & M as the purchase of equipment would simply replace the existing. Project: T1712 - Aquatic Facility Renovation (R) Project Description: Capital Costs General Obligation Bonds Funding Source: This project includes the renovation and restoration of existing aquatic facilities (Foothills and Rose Lane) owned by the City and and operated by the 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 Contingency $0 $0 $0 $0 $0 $0 $948,255 $0 $0 $0 $0 $0 $0 $7,232,945 TOTAL Operating Description: No additional O and M needed. _____________________________________ _____________________________________ 237 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: T1713 - Foothills Center Renovation (R) Project Description: Capital Costs General Obligation Bonds Funding Source: This project involves the replacement of recreation center equipment that has an expected useful life span 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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. _____________________________________ _____________________________________ 238 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds 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. Foothills Branch Library _____________________________________ _____________________________________ 239 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 2160-Library Construction FY 2016: Capital Project Expenses Carryover Category: 6% FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets T2810 Int. Renovation-Main, VT, FH 0 0 0 0 0 0 0 0 0 0 0 0 11,590,260 11,590,260 $0 $0 $0 $0 $0 $0 $11,590,260 Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: $0 PROJECT DETAIL: 2160-Library Construction Category: 6% Project: T2810 - Int. Renovation-Main, VT, FH (I) Project Description: Capital Costs Finance Charges Equipment TOTAL Operating Description: General Obligation Bonds Funding Source: Modernize the three branch libraries to meet the expectations of the community. This project includes renovating and updating the interior spaces at the Velma Teague Branch Library (built in 1969) , Main Library (built in 1987) and Foothills Branch Library (built in 1999) branch libraries. There will be no structural changes to walls, plumbing or HVAC. Functional improvements would include paint, tile, sinks, fixtures, etc. and electrical for technology-based improvements. Carryover $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $0 $227,260 $0 $0 $0 $0 $0 $0 $11,363,000 $0 $0 $0 $0 $0 $0 $11,590,260 No additional O and M is needed for this project. _____________________________________ _____________________________________ 240 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond 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. Gateway Public Safety Facility _____________________________________ _____________________________________ 241 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 2040-Public Safety Construction FY 2016: Capital Project Expenses Carryover Category: 20% FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 75012 PS Digital Comm. System 0 1,928,731 0 0 0 0 5,051,477 0 0 0 0 0 1,928,731 0 0 0 0 0 0 0 0 0 0 0 0 1,408,819 3,920,612 10,380,908 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 43,075,302 12,812,628 55,887,930 $0 $1,928,731 $0 $0 $0 $0 $66,268,838 Replacement of Existing Assets 75024 800MHz Comm Equip 75034 Engine & Ladder Replacement Sub-Total - Existing Assets New Assets 0 75020 City Court Building T5536 Fire Station - Western Area Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $1,928,731 PROJECT DETAIL: 2040-Public Safety Construction Project: 75012 - PS Digital Comm. System (I) Project Description: Capital Costs Carryover TOTAL FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $1,928,731 $0 $0 $0 $0 $5,051,477 $0 $1,928,731 $0 $0 $0 $0 $5,051,477 Maintenance costs on hardware/software. The costs associated with equipment maintenance includes the additional fees of $28,800 per year (including a 3% inflation rate) for the software subscription agreement which upgrades the actual software that operates the handheld and mobile radios is covered in the PoliceDepartement's operating budget. Operating Costs Equip. Maint. TOTAL 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, as will portable and mobile radios used in the field which have reaached their recommended end of life. In addition this includes upgrades to our radio hardware due ot known and anticipated upgrades and mandates which will make our current radio system obsolete. IT/Phone/Security Operating Description: Category: 20% FY 2016 FY 2017 $0 $0 _____________________________________ $0 $0 FY 2018 $0 $0 FY 2019 $0 $0 FY 2020 $0 $0 FYs 21-25 $0 $0 _____________________________________ 242 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2040-Public Safety Construction Project: 75024 - 800MHz Comm Equip (R) Project Description: Capital Costs Category: 20% 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $0 $0 $0 $0 $28,176 Equipment $0 $0 $0 $0 $0 $0 $1,380,643 $0 $0 $0 $0 $0 $0 $1,408,819 TOTAL Operating Description: 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 2016 Supplies/Contr TOTAL FY 2017 $0 $0 $0 $0 FY 2018 $0 $0 Project: 75034 - Engine & Ladder Replacement (R) Project Description: Capital Costs FY 2019 FY 2020 $0 $0 $0 $0 FYs 21-25 $224,476 $224,476 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $0 $0 $0 $0 $78,412 Equipment $0 $0 $0 $0 $0 $0 $3,842,200 $0 $0 $0 $0 $0 $0 $3,920,612 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. _____________________________________ _____________________________________ 243 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2040-Public Safety Construction Project: 75020 - City Court Building (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Construction will resume on the city court building in the future years. 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 2016 FY 2017 FY 2018 FY 2019 Staffing Utilities Bldg. Maint. Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Insurance Electrical PC/Vehicle Replacement Landscape Water Refuse TOTAL $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 _____________________________________ FY 2020 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FYs 21-25 $1,453,002 $184,533 $250,966 $47,056 $51,671 $1,107,210 $18,684 $27,426 $38,579 $22,492 $1,453,002 _____________________________________ 244 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2040-Public Safety Construction Project: T5536 - Fire Station - Western Area (N) Project Description: Capital Costs 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Land $0 $0 $0 $0 $0 $0 $2,395,800 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 2021. 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 2016 FY 2017 FY 2018 FY 2019 Staffing Supplies/Contr Utilities Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. Insurance Electrical PC/Vehicle Replacement Landscape Water Refuse TOTAL $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 _____________________________________ FY 2020 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FYs 21-25 $3,844,622 $703,502 $146,398 $434,875 $57,327 $36,165 $72,695 $62,820 $9,501 $8,421 $11,824 $3,844,622 _____________________________________ 245 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds GOVERNMENT FACILITIES CONSTRUCTION FUND 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. _____________________________________ _____________________________________ 246 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 2080-Government Facilities Construction FY 2016: Capital Project Expenses Carryover FY 2017: FY 2018: Category: 6% FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets T1160 City Hall Parking Garage Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 0 0 0 0 0 0 1,675,193 1,675,193 $0 $0 $0 $0 $0 $0 $1,675,193 Total FY 2015 Funding: $0 PROJECT DETAIL: 2080-Government Facilities Construction Project: T1160 - City Hall Parking Garage (I) Project Description: Capital Costs Category: 6% General Obligation Bonds Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 Contingency $0 $0 $0 $0 $0 $0 $135,689 $0 $0 $0 $0 $0 $0 $1,675,193 TOTAL Operating Description: No additional O and M is needed for this project. _____________________________________ _____________________________________ 247 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds 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. Sahuaro Ranch Park Improvements _____________________________________ _____________________________________ 248 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 2130-Cultural Facility Construction FY 2016: Capital Project Expenses Carryover Category: 6% FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Replacement of Existing Assets 84308 Sahuaro Ranch Facility Repairs Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 0 0 0 0 0 0 252,980 252,980 $0 $0 $0 $0 $0 $0 $252,980 Total FY 2015 Funding: $0 PROJECT DETAIL: 2130-Cultural Facility Construction Project: 84308 - Sahuaro Ranch Facility Repairs (R) Project Description: Capital Costs Category: 6% General Obligation Bonds Funding Source: Repair and enhance of several historic structures at Sahuaro Ranch Historic Area. Repairs needs are based on a building assessment conducted by Motley Design Group. Repairs to include: the interior and exterior areas of the Carriage House, exterior bricks and roof on Fruit Packing Shed, exterior wood on Blacksmith Shop, repairs to Stable/Granary area, and repairs to facility infrastructure . Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $46,200 Construction $0 $0 $0 $0 $0 $0 $132,000 Finance Charges $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 $0 $0 $0 $0 $0 $0 $22,500 $0 $0 $0 $0 $0 $0 $252,980 Contingency TOTAL Operating Description: No additional O and M is needed. _____________________________________ _____________________________________ 249 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds ECONOMIC DEVELOPMENT CONSTRUCTION FUND 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. Myrtle Gateway _____________________________________ _____________________________________ 250 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 2100-Economic Development Construction FY 2016: Capital Project Expenses Carryover FY 2017: FY 2018: Category: 6% FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 84401 Downtown Redevelopment Sub-Total - Existing Assets 0 0 0 0 0 0 0 0 0 0 0 0 7,142,857 7,142,857 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5,966,771 9,316,837 15,283,608 $0 $0 $0 $0 $0 $0 $22,426,465 New Assets 0 84406 Loop 303 Infrastructure 84407 New Development Infrastructure Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $0 PROJECT DETAIL: 2100-Economic Development Construction Project: 84401 - Downtown Redevelopment (I) Project Description: Capital Costs Category: 6% General Obligation Bonds Funding Source: Redevelopment of infrastructure that needs to be upgraded or repaired to encourage private investment and redevelopment of the greater downtown area. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Land $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $142,857 $0 $0 $0 $0 $0 $0 $7,142,857 TOTAL Operating Description: Land acquisition only. Acquired land would be offered to developers for purchase and developed as desired within the scope of a development agreement. Project: 84406 - Loop 303 Infrastructure (N) Project Description: Capital Costs $7,000,000 General Obligation Bonds Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $4,143,603 Finance Charges $0 $0 $0 $0 $0 $0 $148,150 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 Miscellaneous/Other TOTAL Operating Description: 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. _____________________________________ _____________________________________ 251 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2100-Economic Development Construction Project: 84407 - New Development Infrastructure (N) Project Description: Capital Costs Category: 6% General Obligation Bonds Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Land $0 $0 $0 $0 $0 $0 $2,500,000 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 $0 $0 $0 $0 $0 $0 $9,316,837 TOTAL Operating Description: Any monies/funding for such projects will be included in a Development Agreement. _____________________________________ _____________________________________ 252 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FLOOD CONTROL CONSTRUCTION FUND FY 2016 carryover will be used for local draining problem and collector drain programs where needed. 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. _____________________________________ _____________________________________ 253 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds FUND SUMMARY: 2180-Flood Control Construction FY 2016: Capital Project Expenses Carryover Category: 20% FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 79004 Local Drainage Problems T2944 51st Ave. SD, Northern - Olive Sub-Total - Existing Assets 0 0 0 1,677,743 0 1,677,743 291,886 0 291,886 291,886 0 291,886 291,886 0 291,886 0 0 0 0 2,679,540 2,679,540 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 5,024,601 3,684,352 10,832,548 1,993,011 8,261,956 3,666,089 3,126,706 3,126,706 39,715,969 $0 $1,677,743 $291,886 $291,886 $291,886 $0 $42,395,509 New Assets 0 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 T7901 *83rd Ave BethanyHm to Camelbac T7902 *Camelback Rd. 51st to 58th Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $1,677,743 PROJECT DETAIL: 2180-Flood Control Construction Project: 79004 - Local Drainage Problems (I) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $30,000 $0 $0 $0 $0 $0 Construction $0 $1,580,000 $280,000 $280,000 $280,000 $0 $0 Finance Charges $0 $15,800 $2,800 $2,800 $2,800 $0 $0 Engineering Charges $0 $36,143 $6,286 $6,286 $6,286 $0 $0 Arts $0 $15,800 $2,800 $2,800 $2,800 $0 $0 $0 $1,677,743 $291,886 $291,886 $291,886 $0 $0 TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. _____________________________________ _____________________________________ 254 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2180-Flood Control Construction Project: T2944 - 51st Ave. SD, Northern - Olive (I) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 General Obligation Bonds Funding Source: 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 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $300,000 Construction $0 $0 $0 $0 $0 $0 $4,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $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 General Obligation Bonds Funding Source: 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 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $2,640,000 Finance Charges $0 $0 $0 $0 $0 $0 $89,862 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. _____________________________________ _____________________________________ 255 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2180-Flood Control Construction Project: 79013 - Bethany Home SD, 79th-67th (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Construct storm drain pipe, inlets and other appurtenances in Bethany Home Road from 79th Avenue to 67th Avenue. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $600,000 Construction $0 $0 $0 $0 $0 $0 $9,000,000 Finance Charges $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 General Obligation Bonds Funding Source: Project will construct a storm drain in 59th Avenue between the Thunderbird Road intersection and the Arizona Canal Drainage Channel. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Land $0 $0 $0 $0 $0 $0 $24,000 Design $0 $0 $0 $0 $0 $0 $58,000 Construction $0 $0 $0 $0 $0 $0 $1,700,000 Finance Charges $0 $0 $0 $0 $0 $0 $29,666 Engineering Charges $0 $0 $0 $0 $0 $0 $48,345 Arts $0 $0 $0 $0 $0 $0 $17,000 $0 $0 $0 $0 $0 $0 $116,000 $0 $0 $0 $0 $0 $0 $1,993,011 Miscellaneous/Other 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 General Obligation Bonds Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 $0 $0 $0 $0 $0 $0 $110,875 $0 $0 $0 $0 $0 $0 $8,261,956 Miscellaneous/Other TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. _____________________________________ _____________________________________ 256 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Bond Construction Funds PROJECT DETAIL: 2180-Flood Control Construction Project: T2940 - Greenway SD, 51st-59th (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Construct a storm drain in Greenway Road between 51st and 59th Avenues to include mainline piping, catch basins, and appurtenances. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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. Project: T7901* - 83rd Ave BethanyHm to Camelbac (N) Project Description: Capital Costs General Obligation Bonds Funding Source: Installation of storm drain ion 83rd from Bethany Home Rd. to Camelback Ave. as identified in the Stormwater Management Plan Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $2,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $46,206 Engineering Charges $0 $0 $0 $0 $0 $0 $55,500 Arts $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $3,126,706 TOTAL Operating Description: Project: T7902* - Camelback Rd. 51st to 58th (N) Project Description: Capital Costs General Obligation Bonds Funding Source: Installation of storm drain Camelback Rd. from 51st to 58th Ave. Identified in the Stormwater Management Plan Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $2,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $46,206 Engineering Charges $0 $0 $0 $0 $0 $0 $55,500 Arts $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $3,126,706 TOTAL Operating Description: _____________________________________ _____________________________________ 257 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 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. Development Impact Fee (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. 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 used 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 2016 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 Total DIF Funds FY 2016 FY 2017 925,555 1,997,298 0 0 0 0 0 0 114,000 0 163,497 0 33,000 0 0 0 1,064,630 500,000 0 0 0 0 $2,300,682 $2,497,298 _____________________________________ FY 2018 0 0 0 0 0 0 0 0 500,000 0 0 $500,000 FY 2019 34,553 0 3,467 153,469 3,469 3,469 3,469 100,000 517,563 14,890 15,654 $850,003 FY 2020 0 0 0 0 0 0 0 0 500,000 0 0 $500,000 FYs 21-25 3,047,053 83,739 3,467 3,469 3,469 3,469 3,469 0 517,563 14,890 15,654 $3,696,242 Total 6,004,459 83,739 6,934 156,938 120,938 170,435 39,938 100,000 3,599,756 29,780 31,308 $10,344,225 _____________________________________ 258 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1600-DIF-Roadway Improvements FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 67802 Dev. Agree. - Arterials 67814 *59th & Olive Ave 0 0 65,110 210,445 0 1,997,298 0 0 0 0 0 0 0 0 0 0 0 275,555 0 1,997,298 0 0 34,553 34,553 0 0 34,553 34,553 0 0 0 0 650,000 650,000 0 0 0 0 0 0 0 0 0 0 0 0 3,012,500 0 3,012,500 $0 $925,555 $1,997,298 $0 $34,553 $0 $3,047,053 Replacement of Existing Assets 67809 DIF Update Sub-Total - Existing Assets New Assets 0 67815 *95th Ave Camelback to Missouri 67816 *Bethany Home Road Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $925,555 PROJECT DETAIL: 1600-DIF-Roadway Improvements Project: 67802 - Dev. Agree. - Arterials (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Land 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 2016 FY 2017 FY 2018 TOTAL Operating Description: FY 2019 FY 2020 FYs 21-25 $0 $65,110 $0 $0 $0 $0 $0 $0 $65,110 $0 $0 $0 $0 $0 No additional O and M is needed at this time. Development Impact Fees Funding Source: This project includes the local match necessary to purchase right-of-way and construct improvements at the 59th and Olive avenues intersection. Improvements include installation of center medians and street lights, along with reconfiguration of the eastbound and westbound bus bays, traffic signal modifications, and sidewalk enhancements. Federal safety funds in the amount of $1,495,528 are available for this portion of the project. Carryover $0 Miscellaneous/Other Development Impact Fees Funding Source: Project: 67814* - 59th & Olive Ave (I) Project Description: Category: DIF FY 2016 $130,050 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $486,181 $0 $0 $0 $0 $0 $80,395 $1,511,117 $0 $0 $0 $0 $0 $210,445 $1,997,298 $0 $0 $0 $0 This project is to make safety enhancements to the existing intersection. No additional O and M is anticipated based on current information. _____________________________________ _____________________________________ 259 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds PROJECT DETAIL: 1600-DIF-Roadway Improvements Project: 67809 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Development Impact Fees 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 roadway improvements portion of the DIF study and updates. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $34,553 $0 $34,553 $0 $0 $0 $0 $34,553 $0 $34,553 No additional O and M is needed. Project: 67815* - 95th Ave Camelback to Missouri (N) Project Description: Category: DIF Development Impact Fees 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 Contingency $0 $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $3,012,500 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. Project: 67816* - Bethany Home Road (N) Project Description: Capital Costs Land TOTAL Operating Description: $700,000 Development Impact Fees Funding Source: This program is to fund transportation improvements included in the City infrastructure improvement program (IIP) including streets, traffic signals, and intelligent transportation systems equipment. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $650,000 $0 $0 $0 $0 $0 $0 $650,000 $0 $0 $0 $0 $0 This project is to make safety enhancements to the existing intersection. No additional O and M is anticipated based on current information. _____________________________________ _____________________________________ 260 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1520-DIF-Citywide Open Space FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 70453 Discovery Park 70454 Pasadena Park Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 36,648 47,091 83,739 $0 $0 $0 $0 $0 $0 $83,739 Total FY 2015 Funding: $0 PROJECT DETAIL: 1520-DIF-Citywide Open Space Project: 70453 - Discovery Park (I) Project Description: Capital Costs Category: DIF Development Impact Fees Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $0 $0 $0 $0 $0 $30,118 Engineering Charges $0 $0 $0 $0 $0 $0 $3,636 Arts $0 $0 $0 $0 $0 $0 $301 $0 $0 $0 $0 $0 $0 $2,593 $0 $0 $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 Development Impact Fees Funding Source: 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $0 $0 $0 $0 $0 $38,724 Engineering Charges $0 $0 $0 $0 $0 $0 $4,647 Arts $0 $0 $0 $0 $0 $0 $387 $0 $0 $0 $0 $0 $0 $3,333 $0 $0 $0 $0 $0 $0 $47,091 Contingency TOTAL Operating Description: No additional O and M is needed at this time. _____________________________________ _____________________________________ 261 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1460-DIF-Citywide Parks FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Replacement of Existing Assets 72502 DIF Update Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 0 0 3,467 3,467 0 0 3,467 3,467 $0 $0 $0 $0 $3,467 $0 $3,467 Total FY 2015 Funding: $0 PROJECT DETAIL: 1460-DIF-Citywide Parks Category: DIF Project: 72502 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees 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 citywide parks portion of the DIF study and updates. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $3,467 $0 $3,467 $0 $0 $0 $0 $3,467 $0 $3,467 No additional O and M is needed. _____________________________________ _____________________________________ 262 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1480-DIF-Citywide Rec Facility FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets T3301 Heroes Park Recreation Study 0 0 0 0 150,000 0 0 0 0 0 0 0 0 0 0 3,469 153,469 0 0 3,469 3,469 $0 $0 $0 $0 $153,469 $0 $3,469 Replacement of Existing Assets 72801 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: $0 PROJECT DETAIL: 1480-DIF-Citywide Rec Facility Project: T3301 - Heroes Park Recreation Study (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees Funding Source: 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 capital. By the time funds may be available for the actual construction of the next phases (sometime in 20202024), 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 No additional O&M is required for this project. Project: 72801 - DIF Update (R) Project Description: Category: DIF Development Impact Fees 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 citywide recreation facilities portion of the DIF study and updates. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $3,469 $0 $3,469 $0 $0 $0 $0 $3,469 $0 $3,469 No additional O and M is needed. _____________________________________ _____________________________________ 263 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1540-DIF-Park Dev Zone 1 FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 73104 Orangewood Vista 0 114,000 0 0 0 0 0 0 0 0 114,000 0 0 0 0 3,469 3,469 0 0 3,469 3,469 $0 $114,000 $0 $0 $3,469 $0 $3,469 Replacement of Existing Assets 73102 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: $114,000 PROJECT DETAIL: 1540-DIF-Park Dev Zone 1 Category: DIF Project: 73104 - Orangewood Vista (I) Project Description: Capital Costs Development Impact Fees Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $100,000 $0 $0 $0 $0 $0 Finance Charges $0 $1,000 $0 $0 $0 $0 $0 Engineering Charges $0 $12,000 $0 $0 $0 $0 $0 Arts $0 $1,000 $0 $0 $0 $0 $0 $0 $114,000 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. Ramada cleaning would simply be incorporated into the park maintenance routine. Project: 73102 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees 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 neighborhood parks zone 1 portion of the DIF study and updates. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $3,469 $0 $3,469 $0 $0 $0 $0 $3,469 $0 $3,469 No additional O and M is needed. _____________________________________ _____________________________________ 264 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1560-DIF-Park Dev Zone 2 FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 73404 Paseo Linear Park Additions 0 163,497 0 0 0 0 0 0 0 0 163,497 0 0 0 0 3,469 3,469 0 0 3,469 3,469 $0 $163,497 $0 $0 $3,469 $0 $3,469 Replacement of Existing Assets 73403 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: $163,497 PROJECT DETAIL: 1560-DIF-Park Dev Zone 2 Category: DIF Project: 73404 - Paseo Linear Park Additions (I) Project Description: Capital Costs Development Impact Fees Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $10,000 $0 $0 $0 $0 $0 Construction $0 $121,500 $0 $0 $0 $0 $0 Finance Charges $0 $1,632 $0 $0 $0 $0 $0 Engineering Charges $0 $11,000 $0 $0 $0 $0 $0 Arts $0 $1,215 $0 $0 $0 $0 $0 Contingency $0 $18,150 $0 $0 $0 $0 $0 $0 $163,497 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for these projects. Project: 73403 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees 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 neighborhood parks zone 2 portion of the DIF study and updates. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $3,469 $0 $3,469 $0 $0 $0 $0 $3,469 $0 $3,469 No additional O and M is needed. _____________________________________ _____________________________________ 265 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1580-DIF-Park Dev Zone 3 FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 73704 Thunderbird Park Kiosks 0 33,000 0 0 0 0 0 0 0 0 33,000 0 0 0 0 3,469 3,469 0 0 3,469 3,469 $0 $33,000 $0 $0 $3,469 $0 $3,469 Replacement of Existing Assets 73702 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: $33,000 PROJECT DETAIL: 1580-DIF-Park Dev Zone 3 Category: DIF Project: 73704 - Thunderbird Park Kiosks (I) Project Description: Capital Costs Equipment TOTAL Operating Description: 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. Carryover FY 2016 FY 2017 FY 2018 Capital Costs Miscellaneous/Other TOTAL Operating Description: FY 2019 FY 2020 FYs 21-25 $0 $33,000 $0 $0 $0 $0 $0 $0 $33,000 $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 Funding Source: Development Impact Fees 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 neighborhood parks zone 3 portion of the DIF study and updates. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $3,469 $0 $3,469 $0 $0 $0 $0 $3,469 $0 $3,469 No additional O and M is needed. _____________________________________ _____________________________________ 266 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1380-DIF-Library Buildings FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding New Assets 0 T1151 Heroes Park Library Study Sub-Total - New Assets Total Project Expenses: 0 0 0 0 0 0 0 0 100,000 100,000 0 0 0 0 $0 $0 $0 $0 $100,000 $0 $0 Total FY 2015 Funding: $0 PROJECT DETAIL: 1380-DIF-Library Buildings Category: DIF Project: T1151 - Heroes Park Library Study (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 No additional O and M is needed at this time. _____________________________________ _____________________________________ 267 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1500-DIF-Libraries Category: DIF FY 2016: Capital Project Expenses Carryover FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Replacement of Existing Assets 74752 DIF Update 0 0 0 0 0 0 0 0 17,563 17,563 0 0 17,563 17,563 0 0 0 500,000 564,630 1,064,630 500,000 0 500,000 500,000 0 500,000 500,000 0 500,000 500,000 0 500,000 500,000 0 500,000 $0 $1,064,630 $500,000 $500,000 $517,563 $500,000 $517,563 Sub-Total - Existing Assets New Assets 0 74751 Library Books - Pop. Growth 74753 *Automated Book Distrib Machine Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $1,064,630 PROJECT DETAIL: 1500-DIF-Libraries Category: DIF Project: 74752 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: 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 2016 FY 2017 FY 2018 Capital Costs Miscellaneous/Other TOTAL Operating Description: FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $17,563 $0 $17,563 $0 $0 $0 $0 $17,563 $0 $17,563 No additional O and M is needed. Project: 74751 - Library Books - Pop. Growth (N) Project Description: Development Impact Fees Funding Source: Funding Source: Development Impact Fees This project requests the use of collected DIF 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 No additional O and M is needed for this project. _____________________________________ _____________________________________ 268 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds PROJECT DETAIL: 1500-DIF-Libraries Category: DIF Project: 74753* - Automated Book Distrib Machine (N) Project Description: Capital Costs 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. Funds will be used to purchase a library materials vending dispenser for placement in the Glendale Heroes Regional Park. The 24/7 library dispenser would cost $275,000. Internet connectivity would cost $55,000 to connect the machine to the Internet and the library's databases; structural alterations may cost up to $55,000; and additional parking improvements may cost up to $137,500. This project would provide services to this area of Glendale residents as an express library concept. Those residents would be able to place holds and pick up holds on library materials, using the dispensing machine. This would benefit residents with limited or no access to transporation, making library materials available to them 24/7. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $192,500 $0 $0 $0 $0 $0 IT/Phone/Security $0 $55,000 $0 $0 $0 $0 $0 Engineering Charges $0 $12,705 $0 $0 $0 $0 $0 Arts $0 $1,925 $0 $0 $0 $0 $0 Equipment $0 $275,000 $0 $0 $0 $0 $0 Contingency $0 $27,500 $0 $0 $0 $0 $0 $0 $564,630 $0 $0 $0 $0 $0 TOTAL Operating Description: 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 Equip. Maint. Electrical TOTAL FY 2016 $20,600 $3,605 $20,600 FY 2017 $21,218 $3,713 $21,218 _____________________________________ FY 2018 $21,855 $3,825 $21,855 FY 2019 $22,510 $3,939 $22,510 FY 2020 $0 $0 $0 FYs 21-25 $123,095 $21,542 $123,095 _____________________________________ 269 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1440-DIF-Police Dept Facilities FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Replacement of Existing Assets 77300 DIF Update Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 0 0 14,890 14,890 0 0 14,890 14,890 $0 $0 $0 $0 $14,890 $0 $14,890 Total FY 2015 Funding: $0 PROJECT DETAIL: 1440-DIF-Police Dept Facilities Project: 77300 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Category: DIF Development Impact Fees 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 police facilities portion of the DIF study and updates. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $14,890 $0 $14,890 $0 $0 $0 $0 $14,890 $0 $14,890 No additional O and M is needed. _____________________________________ _____________________________________ 270 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Development Impact Fee Funds FUND SUMMARY: 1420-DIF-Fire Protection Facilities FY 2016: Capital Project Expenses Carryover Category: DIF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Replacement of Existing Assets 77001 DIF Update Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 0 0 15,654 15,654 0 0 15,654 15,654 $0 $0 $0 $0 $15,654 $0 $15,654 Total FY 2015 Funding: $0 PROJECT DETAIL: 1420-DIF-Fire Protection Facilities Project: 77001 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Category: DIF Development Impact Fees 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 fire facilities portion of the DIF study and updates. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $15,654 $0 $15,654 $0 $0 $0 $0 $15,654 $0 $15,654 No additional O and M is needed. _____________________________________ _____________________________________ 271 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 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. 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 1000 - General Fund 2070 - General Gov. Capital Projects 2150 - Technology Infrastructure 1220 - Arts Commission Total Enterprise & Other Funds FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Total 8,468,154 10,885,000 10,316,500 7,000,000 4,000,000 1,000,000 41,669,654 13,914,415 8,498,275 8,884,235 9,763,210 16,340,580 23,150,000 80,550,715 6,540,116 6,248,000 5,625,000 4,703,000 4,800,000 17,250,000 45,166,116 24,647,442 5,770,140 3,959,698 3,943,681 3,981,839 82,867,338 125,170,138 20,654,378 7,513,664 7,513,664 6,813,664 241,664 13,442,919 56,179,953 18,134,936 0 0 0 0 0 18,134,936 3,455,446 2,512,081 2,377,897 1,603,249 2,100,444 10,841,823 22,890,940 11,138,288 18,252,216 6,205,961 124,947 772,416 3,973,634 40,467,462 4,838,303 1,278,505 238,825 1,194,125 1,385,185 0 8,934,943 2,540,398 3,961,488 3,532,235 1,871,752 2,958,574 17,845,118 32,709,565 2,234,438 2,234,438 0 0 0 1,000,000 0 21,065,625 22,065,625 200,000 200,000 200,000 200,000 200,000 400,000 1,400,000 $116,766,314 $65,119,369 $48,854,015 $38,217,628 $36,780,702 $191,836,457 $497,574,485 _____________________________________ _____________________________________ 272 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other 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 2016-2025 budget reflects recommendations from the Red Oak rate study completed in 2013. The combined Water/Sewer Fund (2360) reflects new funding in FY 2016 for upgrades at the Arrowhead Water Reclamation Facility to ensure regulatory requirements are met. FY 2016 for the Water Fund (2400) most notably reflects new funding for water line replacements, Cholla Water Plant Improvements and rehabilitation of well sites citywide In FY 2016, the Sewer Fund (2420) projects include new funding for sewer line replacements, the rehabilitation of manhole covers citywide and upgrades for the 99th Avenue Interceptor line. _____________________________________ _____________________________________ 273 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2360-Water & Sewer Category: Revenue FY 2016: Capital Project Expenses Carryover FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 60007 Arrwhd Wtr Reclam Fac Imps 60008 WAWRF Phase IV 60016 *West Area WRF Improvements 3,610,984 312,670 0 3,084,500 660,000 250,000 7,985,000 600,000 1,500,000 4,816,500 0 4,500,000 0 0 4,000,000 0 0 4,000,000 0 0 0 300,000 0 4,223,654 0 250,000 4,244,500 0 500,000 10,585,000 0 0 9,316,500 0 0 4,000,000 0 0 4,000,000 0 1,000,000 1,000,000 0 0 0 0 0 0 300,000 0 300,000 0 1,000,000 1,000,000 1,500,000 1,500,000 3,000,000 0 0 0 0 0 0 $4,223,654 $4,244,500 $10,885,000 $10,316,500 $7,000,000 $4,000,000 $1,000,000 Replacement of Existing Assets 60010 Lab Data Management System 60014 *SCADA Study & Replacement Sub-Total - Existing Assets New Assets 0 60015 *Asset Mangement Program T2285 Integrated Water Master Plan Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $8,468,154 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: This project replaces 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $250,000 $500,000 $375,000 $0 $0 $0 Construction $3,465,577 $0 $0 $0 $0 $0 $0 Construction $0 $2,500,000 $7,000,000 $3,750,000 $0 $0 $0 Finance Charges $99,525 $0 $0 $0 $0 $0 $0 Finance Charges $0 $37,500 $105,000 $61,875 $0 $0 $0 Engineering Charges $0 $22,000 $60,000 $33,000 $0 $0 $0 Engineering Charges $1,691 $0 $0 $0 $0 $0 $0 Arts $0 $25,000 $70,000 $37,500 $0 $0 $0 Arts $44,191 $0 $0 $0 $0 $0 $0 Contingency $0 $250,000 $250,000 $359,125 $0 $0 $0 Miscellaneous/Other $0 $0 $0 $200,000 $0 $0 $0 $3,610,984 $3,084,500 $7,985,000 $4,816,500 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. _____________________________________ _____________________________________ 274 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds 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 including odor control at the WAWRF. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $307,380 $0 $0 $0 $0 $0 $0 Construction $0 $500,000 $500,000 $0 $0 $0 $0 Finance Charges $0 $7,500 $7,500 $0 $0 $0 $0 Engineering Charges $0 $24,000 $24,000 $0 $0 $0 $0 Engineering Charges $3,344 $0 $0 $0 $0 $0 $0 Arts $0 $5,000 $5,000 $0 $0 $0 $0 Arts $1,946 $0 $0 $0 $0 $0 $0 Contingency TOTAL $0 $123,500 $63,500 $0 $0 $0 $0 $312,670 $660,000 $600,000 $0 $0 $0 $0 Operating Description: Project: 60016* - West Area WRF Improvements (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: This project includes the study, design and construction of improvements to process areas, raw sewage pump station (RSPS), and ultraviolet (UV) system to continue to produce A+ effluent for reuse and recharge storage. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $250,000 $750,000 $2,000,000 $500,000 $500,000 $0 Construction $0 $0 $650,000 $1,800,000 $3,000,000 $3,000,000 $0 Finance Charges $0 $0 $9,000 $27,000 $45,000 $45,000 $0 Engineering Charges $0 $0 $13,197 $35,820 $32,992 $32,992 $0 Arts $0 $0 $6,500 $18,000 $30,000 $30,000 $0 Contingency TOTAL Operating Description: $0 $0 $71,303 $619,180 $392,008 $392,008 $0 $0 $250,000 $1,500,000 $4,500,000 $4,000,000 $4,000,000 $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: 60010 - Lab Data Management System (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Water & Sewer Revenues Funding Source: Purchase of a new information management system to replace the 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $300,000 $0 $0 $0 $0 $0 $0 $300,000 $0 $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. _____________________________________ _____________________________________ 275 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2360-Water & Sewer Category: Revenue Project: 60014* - SCADA Study & Replacement (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Water & Sewer Revenues Funding Source: The Supervisory Control and Data Acquisition (SCADA) system gathers process data for monitoring and controling the treatment processes. This project will study current information and communication systems to develop a plan for improvements and upgrade to new technologies to increase functionality. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $250,000 $500,000 $0 $0 $0 $1,000,000 $0 $250,000 $500,000 $0 $0 $0 $1,000,000 Operating Description: Project: 60015* - Asset Mangement Program (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Water & Sewer Revenues Funding Source: Study the current asset management information system functions and operational needs. Procure new management system and implement. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $300,000 $0 $1,500,000 $0 $0 $0 $0 $300,000 $0 $1,500,000 $0 $0 Operating Description: Project: T2285 - Integrated Water Master Plan (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Water & Sewer Revenues Funding Source: This project will update and consolidate information for the water, wastewater, reclaimed water, and stormwater master plans. A comprehesive study will include a review of the water resources, facilities, and infrastructure needed to serve the City of Glendale now and in the future. Carryover FY 2018 FY 2019 $0 FY 2016 $0 FY 2017 $0 $1,000,000 $1,500,000 FY 2020 $0 FYs 21-25 $0 $0 $0 $0 $1,000,000 $1,500,000 $0 $0 No additional O and M is needed at this time. _____________________________________ _____________________________________ 276 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2400-Water Category: Revenue FY 2016: Capital Project Expenses Carryover FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 61023 Water System Security 61024 Cholla Water Plant Process Imp 0 677,138 1,247,271 237,868 824,610 2,089,385 0 0 0 100,000 1,894,000 0 950,000 550,000 0 837,750 0 0 100,000 1,992,000 1,718,025 250,000 500,000 0 263,250 150,000 0 0 1,992,000 2,137,925 0 600,000 0 0 150,000 0 100,000 0 688,210 0 0 0 0 750,000 1,400,000 0 0 0 0 0 0 0 1,500,000 4,000,000 500,000 0 0 0 0 0 0 0 4,000,000 0 836,393 0 0 5,912,665 720,000 2,000,000 0 500,000 7,551,750 650,000 2,000,000 0 500,000 8,123,275 650,000 1,000,000 623,360 0 7,153,285 650,000 3,000,000 0 0 6,588,210 650,000 2,000,000 0 0 8,150,000 3,250,000 10,000,000 0 0 17,750,000 0 0 0 0 150,000 0 150,000 0 0 0 300,000 0 0 300,000 75,000 0 0 300,000 0 0 375,000 175,000 745,000 310,950 500,000 0 0 1,730,950 1,525,000 0 1,150,000 500,000 0 0 3,175,000 0 1,000,000 0 500,000 0 6,690,580 8,190,580 0 2,900,000 0 2,500,000 0 0 5,400,000 $6,062,665 $7,851,750 $8,498,275 $8,884,235 $9,763,210 $16,340,580 $23,150,000 61043 Pyramid Peak WTP Process Imp. 61045 Thunderbird Reservoir Misc. Im 61047 Citywide Meter Vault Imp 61049 Zone 3 Water Supply Imp. 61054 *Distrib Sys Imprv - Citywide 61055 *Oasis WTP Improvements T3540 WTPs Chlorine Gas Elimination 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 0 61009 Drinking Water Well Head Trmt 61019 Storage and Recovery Well 61027 Water Line Extension 61051 Accural of Long-term Water Sto 61052 Recharge Storage Assessment 61056 *White Mtn Apache Water Rights Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $13,914,415 PROJECT DETAIL: 2400-Water Category: Revenue Project: 61023 - Water System Security (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Water & Sewer Revenues Funding Source: This project includes the installation of equipment to further enhance security of the city's water supply, treatment plants, distribution system and materials control warehouse. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $100,000 $100,000 $0 $100,000 $0 $500,000 $0 $100,000 $100,000 $0 $100,000 $0 $500,000 No additional O and M is needed for this project. _____________________________________ _____________________________________ 277 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2400-Water Category: Revenue Project: 61024 - Cholla Water Plant Process Imp (I) Project Description: Capital Costs Design Water & Sewer Revenues Funding Source: This project includes improvements at Cholla Water Treatment Plant to continue to meet regulatory requirements. The improvements include: installation of new variable frequency drive systems and booster station improvements; odor control improvements; solids handling facility repair and improvements; and reservoir lining rehabilitation or replacement. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $550,000 $200,000 $200,000 $0 $0 $0 Construction $0 $1,200,000 $1,600,000 $1,600,000 $0 $0 $0 Construction $619,568 $0 $0 $0 $0 $0 $0 Finance Charges $10,500 $0 $0 $0 $0 $0 $0 Finance Charges $0 $12,000 $16,000 $16,000 $0 $0 $0 Engineering Charges $36,423 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $120,000 $160,000 $160,000 $0 $0 $0 Arts $10,647 $0 $0 $0 $0 $0 $0 Arts $0 $12,000 $16,000 $16,000 $0 $0 $0 $677,138 $1,894,000 $1,992,000 $1,992,000 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. Project: 61043 - Pyramid Peak WTP Process Imp. (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: This project includes a process improvement study and evaluation at the Pyramid Peak Water Treatment Plant. Design and construction of improvements will also be part of this project. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $150,000 $50,000 $50,000 $0 $0 Design $1,201,991 $0 $0 $0 $0 $0 $0 Construction $0 $0 $1,500,000 $2,000,000 $610,000 $0 $0 Finance Charges $0 $0 $22,500 $30,000 $9,900 $0 $0 Finance Charges $15,375 $0 $0 $0 $0 $0 $0 Engineering Charges $27,905 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $0 $30,525 $37,925 $12,210 $0 $0 Arts $0 $0 $15,000 $20,000 $6,100 $0 $0 Arts $2,000 $0 $0 $0 $0 $0 $0 $1,247,271 $0 $1,718,025 $2,137,925 $688,210 $0 $0 TOTAL Operating Description: No additional O and M is required for this project. _____________________________________ _____________________________________ 278 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2400-Water Category: Revenue Project: 61045 - Thunderbird Reservoir Misc. Im (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: The project includes a study to evaluate alternatives for enhancing water quality and the feasibility of adding 3-phase power at the Thunderbird Reservoir. Once the study is completed, design and construction of the recommended improvements are projected to proceed. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $850,000 $230,000 $0 $0 $0 $0 Construction $208,276 $0 $0 $0 $0 $0 $0 Finance Charges $5,507 $0 $0 $0 $0 $0 $0 Finance Charges $0 $12,750 $2,500 $0 $0 $0 $0 $21,585 $0 $0 $0 $0 $0 $0 Engineering Charges Engineering Charges $0 $37,778 $10,222 $0 $0 $0 $0 Arts $2,500 $0 $0 $0 $0 $0 $0 Arts $0 $8,500 $2,300 $0 $0 $0 $0 Contingency $0 $40,972 $4,978 $0 $0 $0 $0 $237,868 $950,000 $250,000 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. Project: 61047 - Citywide Meter Vault Imp (I) Project Description: Capital Costs 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $70,429 $0 $0 $0 $0 $0 $0 Design $0 $176,325 $100,000 $100,000 $0 $0 $0 Construction $0 $300,000 $300,000 $400,000 $0 $0 $0 Construction $700,000 $0 $0 $0 $0 $0 $0 Finance Charges $0 $4,500 $4,500 $6,000 $0 $0 $0 Finance Charges $11,841 $0 $0 $0 $0 $0 $0 Engineering Charges $34,362 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $14,882 $12,497 $15,621 $0 $0 $0 Arts $0 $3,000 $3,000 $4,000 $0 $0 $0 Arts $7,978 $0 $0 $0 $0 $0 $0 Contingency TOTAL Operating Description: $0 $51,293 $80,003 $74,379 $0 $0 $0 $824,610 $550,000 $500,000 $600,000 $0 $0 $0 No additional O and M is needed for this project. _____________________________________ _____________________________________ 279 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $236,744 $0 $0 $0 $0 $0 $0 $1,761,058 $0 $0 $0 $0 $0 $0 Finance Charges $28,020 $0 $0 $0 $0 $0 $0 Engineering Charges $48,658 $0 $0 $0 $0 $0 $0 Arts $14,905 $0 $0 $0 $0 $0 $0 $2,089,385 $0 $0 $0 $0 $0 $0 Construction TOTAL Operating Description: No additional O and M is needed at this time. Project: 61054* - Distrib Sys Imprv - Citywide (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: To fund water distribution system improvements - city wide rehab & replacement of PRVs, water instrumentation, flow meters, transmission line assessment, and water modeling. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $200,000 $0 $0 $0 $0 $0 Construction $0 $550,000 $250,000 $0 $0 $0 $0 Engineering Charges $0 $32,250 $10,750 $0 $0 $0 $0 Arts $0 $5,500 $2,500 $0 $0 $0 $0 Contingency $0 $50,000 $0 $0 $0 $0 $0 $0 $837,750 $263,250 $0 $0 $0 $0 TOTAL Operating Description: Project: 61055* - Oasis WTP Improvements (I) Project Description: Capital Costs Funding Source: Water & Sewer Revenues Study the Oasis groundwater treatment plant condition. Design and construct efficiency and operation upgrades. Replace underdrains and make improvements to brine ponds. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $120,000 $100,000 $300,000 $0 Construction $0 $0 $0 $0 $500,000 $900,000 $0 Finance Charges $0 $0 $0 $0 $7,500 $14,000 $0 Engineering Charges $0 $0 $0 $3,300 $16,500 $33,000 $0 Arts $0 $0 $0 $0 $5,000 $9,000 $0 Miscellaneous/Other TOTAL $0 $0 $150,000 $26,700 $121,000 $244,000 $0 $0 $0 $150,000 $150,000 $750,000 $1,500,000 $0 Operating Description: _____________________________________ _____________________________________ 280 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2400-Water Category: Revenue Project: T3540 - WTPs Chlorine Gas Elimination (I) Project Description: Capital Costs 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $1,300,000 $0 $0 Construction $0 $0 $0 $0 $0 $2,955,347 $3,850,000 Finance Charges $0 $0 $0 $0 $0 $124,500 $40,000 Engineering Charges $0 $0 $0 $0 $14,836 $33,727 $43,937 Arts $0 $0 $0 $0 $0 $29,553 $38,500 Contingency $0 $0 $0 $0 $0 $758,653 $0 Miscellaneous/Other $0 $0 $0 $0 $85,164 $98,220 $27,563 $0 $0 $0 $0 $1,400,000 $4,000,000 $4,000,000 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 2016 Supplies/Contr Utilities TOTAL FY 2017 $0 $0 $0 $0 $0 $0 FY 2018 $0 $0 $0 Project: 61001 - Fire Hydrant Replacement (R) Project Description: Capital Costs FY 2019 FY 2020 $0 $0 $0 $0 $0 $0 Funding Source: FYs 21-25 $760,280 $570,210 $760,280 Water & Sewer Revenues 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $175,000 $125,000 $125,000 $125,000 $125,000 $625,000 Construction $0 $500,000 $487,500 $487,500 $487,500 $487,500 $2,437,500 Engineering Charges $0 $10,091 $9,157 $9,157 $9,157 $9,157 $45,783 Arts $0 $5,000 $4,875 $4,875 $4,875 $4,875 $24,375 Contingency $0 $29,909 $23,468 $23,468 $23,468 $23,468 $117,342 $0 $720,000 $650,000 $650,000 $650,000 $650,000 $3,250,000 TOTAL Operating Description: No additional O and M is needed for this project. _____________________________________ _____________________________________ 281 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2400-Water Category: Revenue Project: 61013 - Water Line Replacement (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: This project is for the replacement and rehabilitation of water lines program as identified in the Water Distribution System Evaluation Study conducted by CH2M-Hill. This project is for scheduled for design and construction is the coming year. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $800,566 $0 $0 $0 $0 $0 $0 Design $0 $120,000 $140,000 $200,000 $200,000 $200,000 $2,500,000 Construction $0 $1,736,000 $1,704,000 $596,000 $2,596,000 $1,596,000 $7,276,111 Finance Charges $0 $12,000 $13,000 $17,000 $17,000 $17,000 $100,000 Finance Charges $21,944 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $120,000 $130,000 $170,000 $170,000 $170,000 $63,889 Engineering Charges $7,883 $0 $0 $0 $0 $0 $0 Arts $0 $12,000 $13,000 $17,000 $17,000 $17,000 $60,000 Arts $6,000 $0 $0 $0 $0 $0 $0 $836,393 $2,000,000 $2,000,000 $1,000,000 $3,000,000 $2,000,000 $10,000,000 TOTAL Operating Description: No additional O and M is needed for this project. 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $50,000 $0 $0 $0 Construction $0 $0 $0 $490,000 $0 $0 $0 Engineering Charges $0 $0 $0 $26,460 $0 $0 $0 Arts $0 $0 $0 $4,900 $0 $0 $0 Contingency $0 $0 $0 $52,000 $0 $0 $0 $0 $0 $0 $623,360 $0 $0 $0 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 includes ongoing improvments to existing city wells to maintain high water quality and meet the demand within the water distribution system. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $100,000 $100,000 $0 $0 $0 $0 Construction $0 $300,000 $300,000 $0 $0 $0 $0 Finance Charges $0 $4,500 $4,500 $0 $0 $0 $0 Engineering Charges $0 $17,200 $17,200 $0 $0 $0 $0 Arts $0 $3,000 $3,000 $0 $0 $0 $0 Contingency $0 $75,300 $75,300 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. _____________________________________ _____________________________________ 282 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2400-Water Category: Revenue Project: 61009 - Drinking Water Well Head Trmt (N) Project Description: Capital Costs This project includes 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 FY 2016 Design $0 $0 Construction $0 $0 Engineering Charges $0 $0 Arts $0 $0 Contingency $0 $0 Miscellaneous/Other TOTAL Operating Description: FY 2017 $71,908 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $100,000 $200,000 $0 $0 $0 $0 $1,000,000 $0 $0 $2,254 $3,134 $37,612 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $275,000 $0 $0 $0 $0 $838 $71,866 $2,388 $0 $0 $0 $0 $75,000 $175,000 $1,525,000 $0 $0 No additional O and M is needed. Project: 61019 - Storage and Recovery Well (N) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: The project will install 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $148,000 $0 $500,000 $0 Construction $0 $0 $0 $450,000 $0 $400,000 $2,700,000 Finance Charges $0 $0 $0 $7,500 $0 $0 $57,000 Engineering Charges $0 $0 $0 $11,063 $0 $16,650 $49,950 Arts $0 $0 $0 $4,500 $0 $4,000 $27,000 $0 $0 $0 $123,937 $0 $79,350 $66,050 $0 $0 $0 $745,000 $0 $1,000,000 $2,900,000 Contingency TOTAL Operating Description: Operating Costs Supplies/Contr Utilities Equip. Maint. TOTAL FY 2016 FY 2017 $0 $0 $0 $0 _____________________________________ $0 $0 $0 $0 FY 2018 $0 $0 $0 $0 FY 2019 $0 $0 $0 $0 FY 2020 $0 $0 $0 $0 FYs 21-25 $338,310 $241,650 $108,740 $338,310 _____________________________________ 283 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2400-Water Category: Revenue Project: 61027 - Water Line Extension (N) Project Description: Capital Costs 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $30,000 $100,000 $0 $0 Construction $0 $0 $0 $270,000 $1,000,000 $0 $0 Finance Charges $0 $0 $0 $2,700 $10,000 $0 $0 Engineering Charges $0 $0 $0 $8,250 $30,000 $0 $0 Arts $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $310,950 $1,150,000 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. Project: 61051 - Accural of Long-term Water Sto (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Funding for the purchase of CAP water to annually accrue long-term water storage credits. Carryover FY 2016 FY 2017 FY 2018 Capital Costs Design Engineering Charges TOTAL Operating Description: FY 2019 FY 2020 FYs 21-25 $0 $300,000 $300,000 $500,000 $500,000 $500,000 $2,500,000 $0 $300,000 $300,000 $500,000 $500,000 $500,000 $2,500,000 No additional O and M is needed at this time. Project: 61052 - Recharge Storage Assessment (N) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: Assessment of additional aquifer recharge capacity options and related hydrologic analyses required for obtaining required regulatory approvals and permits. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $139,000 $0 $0 $0 $0 $0 $0 $11,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 No additional O and M is needed at this time. _____________________________________ _____________________________________ 284 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2400-Water Category: Revenue Project: 61056* - White Mtn Apache Water Rights (N) Project Description: Capital Costs Funding Source: Water & Sewer Revenues Acquisition and development of renewale water supplies to meet increasing demand for water, maintain city's designation of assured water supply, and to minimize drought impact 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 for FY2016. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $0 $0 $0 $143,250 $0 Miscellaneous/Other $0 $0 $0 $0 $0 $6,547,330 $0 $0 $0 $0 $0 $0 $6,690,580 $0 TOTAL Operating Description: O&M costs includes projected payment to Central Arizona Water Conservation District (CAP) for water delivery costs and city treatment costs relating to the additional water supply. A supplemental budget request will be sumitted once the project is near completion. _____________________________________ _____________________________________ 285 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2420-Sewer Category: Revenue FY 2016: Capital Project Expenses Carryover FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 63006 Arrowhead Sewer Lines 63010 91st Ave. Construction 0 0 0 700,000 644,000 0 500,000 1,023,000 150,000 500,000 710,000 0 0 528,000 0 0 500,000 150,000 0 2,500,000 1,000,000 800,000 688,465 73,651 0 0 1,562,116 800,000 2,184,000 650,000 0 0 4,978,000 800,000 2,000,000 650,000 0 0 5,123,000 0 1,500,000 650,000 640,000 0 4,000,000 0 1,000,000 650,000 2,500,000 0 4,678,000 0 1,000,000 650,000 2,500,000 0 4,800,000 0 5,000,000 3,250,000 0 5,500,000 17,250,000 0 0 0 0 0 0 0 0 25,000 600,000 500,000 1,125,000 25,000 1,000,000 600,000 1,625,000 25,000 0 0 25,000 0 0 0 0 0 0 0 0 $1,562,116 $4,978,000 $6,248,000 $5,625,000 $4,703,000 $4,800,000 $17,250,000 T3613 *Lift Station Recond. Program Replacement of Existing Assets 63003 99th Ave Interceptor Line 63016 Sewer Line Replacement 63024 Citywide Manhole Rehab 63026 *Arrowhead Sewer Lines-phase 2 63027 *Arrowhead Sewer Lines-phase 3 Sub-Total - Existing Assets New Assets 0 63008 Sewers for Areas on Septic Sys 63017 Sewer Line Extension T3611 Glendale Ave 93rd-99th Ave Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $6,540,116 PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63006 - Arrowhead Sewer Lines (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: To replace or rehabilitate various wastewater collection lines in the Arrowhead Ranch area to improve sewer flow conditions and reduce sewer odors as identified in a report completed by Damon Williams and Associates. Phase 1 from 79th Ave under loop 101 to ARWRF. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $350,000 $200,000 $0 $0 $0 $0 Construction $0 $300,000 $200,000 $400,000 $0 $0 $0 Finance Charges $0 $4,500 $3,000 $6,000 $0 $0 $0 Engineering Charges $0 $19,276 $11,862 $11,862 $0 $0 $0 Arts $0 $3,000 $2,000 $4,000 $0 $0 $0 Contingency TOTAL Operating Description: $0 $23,224 $83,138 $78,138 $0 $0 $0 $0 $700,000 $500,000 $500,000 $0 $0 $0 No additional O and M is needed for this project. _____________________________________ _____________________________________ 286 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63010 - 91st Ave. Construction (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: 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. Carryover FY 2016 FY 2017 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $0 $644,000 $1,023,000 $710,000 $528,000 $500,000 $2,500,000 $0 $644,000 $1,023,000 $710,000 $528,000 $500,000 $2,500,000 No additional O and M is needed for this project. Project: T3613* - Lift Station Recond. Program (I) Project Description: Water & Sewer Revenues Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $30,000 $0 $0 $30,000 $200,000 Construction $0 $0 $100,000 $0 $0 $100,000 $650,000 Finance Charges $0 $0 $1,500 $0 $0 $1,500 $10,000 Engineering Charges $0 $0 $5,036 $0 $0 $5,036 $32,928 Arts $0 $0 $1,000 $0 $0 $1,000 $6,500 Contingency $0 $0 $10,000 $0 $0 $10,000 $50,000 Miscellaneous/Other TOTAL Operating Description: $0 $0 $2,464 $0 $0 $2,464 $50,572 $0 $0 $150,000 $0 $0 $150,000 $1,000,000 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 repairs and rehabilitations to the 99th Avenue Interceptor line to the 91st Avenue Wastewater Treatment Plant. Glendale owns 70% of the 99th Avenue sewer line. Pipe lining will be replaced and the corroded manhole structures will be rehabilitated. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $800,000 $0 $0 $0 $0 $0 $0 $0 $800,000 $800,000 $0 $0 $0 $0 $800,000 $800,000 $800,000 $0 $0 $0 $0 No additional O and M is needed. _____________________________________ _____________________________________ 287 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63016 - Sewer Line Replacement (R) Project Description: Capital Costs Design Water & Sewer Revenues Funding Source: This project is for the replacement and rehabilitation of sanitary sewer lines program and manholes as identified by the Sewer Evaluation Study prepared by HDR and Camp, Dresser and McKee (CDM) Engineers. As specific projects are scheduled for design and construction, a new project number and amounts will be deducted from this project. Carryover $0 FY 2016 $130,000 FY 2017 $130,000 FY 2018 $130,000 FY 2019 FY 2020 $0 $0 FYs 21-25 $0 Construction $655,104 $0 $0 $0 $0 $0 $0 Construction $0 $1,990,400 $1,806,400 $1,306,400 $1,000,000 $1,000,000 $5,000,000 Finance Charges $0 $12,800 $12,800 $12,800 $0 $0 $0 Finance Charges $21,552 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $38,000 $38,000 $38,000 $0 $0 $0 Engineering Charges $6,809 $0 $0 $0 $0 $0 $0 Arts $5,000 $0 $0 $0 $0 $0 $0 Arts $0 $12,800 $12,800 $12,800 $0 $0 $0 $688,465 $2,184,000 $2,000,000 $1,500,000 $1,000,000 $1,000,000 $5,000,000 TOTAL Operating Description: No additional O and M is needed for this project. Project: 63024 - Citywide Manhole Rehab (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: This project includes rehibilitation of existing sewer manholes located throughtout the city based on the Sewer Master Plan. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 Construction $0 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 Construction $0 $47,859 $0 $0 $0 $0 $0 Finance Charges $7,820 $0 $0 $0 $0 $0 $0 Finance Charges $0 $7,820 $7,820 $7,820 $7,820 $7,820 $39,100 Engineering Charges $0 $9,250 $9,250 $9,250 $9,250 $9,250 $46,250 Engineering Charges $8,381 $0 $0 $0 $0 $0 $0 Arts $0 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 Arts $9,591 $0 $0 $0 $0 $0 $0 $0 $52,930 $52,930 $52,930 $52,930 $52,930 $264,650 $73,651 $650,000 $650,000 $650,000 $650,000 $650,000 $3,250,000 Contingency TOTAL Operating Description: No additional O and M is needed for this project. _____________________________________ _____________________________________ 288 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63026* - Arrowhead Sewer Lines-phase 2 (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: To replace or rehabilitate various sewer collection lines in the Arrowhead Ranch area to improve sewer flow conditions and reduce sewer odors as identified in a report by Damon Williams and Associates. Phase 2 - in Union Hills road from 67th Avenue to 79th Avenue. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $600,000 $400,000 $400,000 $0 Construction $0 $0 $0 $0 $1,550,000 $1,550,000 $0 Finance Charges $0 $0 $0 $0 $23,250 $23,250 $0 Engineering Charges $0 $0 $0 $11,100 $36,075 $36,075 $0 Arts $0 $0 $0 $0 $15,500 $15,500 $0 $0 $0 $0 $28,900 $475,175 $475,175 $0 $0 $0 $0 $640,000 $2,500,000 $2,500,000 $0 Contingency TOTAL Operating Description: Project: 63027* - Arrowhead Sewer Lines-phase 3 (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: To replace or rehabilitate various sewer collection lines in the Arrowhead Ranch area to improve sewer flow conditions and reduce sewer odors as identified in a report by Damon Williams and Associates. Phase 3 - in 67th Avenue from Union Hills to Utopia. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $1,500,000 Construction $0 $0 $0 $0 $0 $0 $3,100,000 Finance Charges $0 $0 $0 $0 $0 $0 $46,500 Engineering Charges $0 $0 $0 $0 $0 $0 $85,100 Arts $0 $0 $0 $0 $0 $0 $31,000 Contingency $0 $0 $0 $0 $0 $0 $737,400 $0 $0 $0 $0 $0 $0 $5,500,000 TOTAL Operating Description: Project: 63008 - Sewers for Areas on Septic Sys (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: This project installs 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $12,500 $12,500 $12,500 $0 $0 Construction $0 $0 $9,933 $9,933 $9,933 $0 $0 Engineering Charges $0 $0 $2,468 $2,468 $2,468 $0 $0 Arts $0 $0 $99 $99 $99 $0 $0 $0 $0 $25,000 $25,000 $25,000 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. _____________________________________ _____________________________________ 289 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63017 - Sewer Line Extension (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: This project extends the sewer line from 95th Avenue. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $450,000 $200,000 $0 $0 $0 Construction $0 $0 $90,000 $700,000 $0 $0 $0 Finance Charges $0 $0 $1,500 $10,000 $0 $0 $0 Engineering Charges $0 $0 $16,125 $26,875 $0 $0 $0 Arts $0 $0 $900 $7,000 $0 $0 $0 Contingency TOTAL Operating Description: $0 $0 $41,475 $56,125 $0 $0 $0 $0 $0 $600,000 $1,000,000 $0 $0 $0 No additional O and M is needed for this project. Project: T3611 - Glendale Ave 93rd-99th Ave (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: This project includes design and construction for a parallel relief sewer line on Glendale Avenue from 93rd to 99th Avenue as growth occurs in the area. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $200,000 $0 $0 $0 $0 Construction $0 $0 $250,000 $500,000 $0 $0 $0 Engineering Charges $0 $0 $19,350 $21,500 $0 $0 $0 Arts $0 $0 $2,500 $5,000 $0 $0 $0 Contingency $0 $0 $28,150 $73,500 $0 $0 $0 $0 $0 $500,000 $600,000 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. _____________________________________ _____________________________________ 290 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and 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 portion of FY 2016 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 both HURF revenue and Transportation Sales Tax. Significant street improvements are planned in the next five years. 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 2016 included grant funding for the design of the transit center at Arrowhead and Grand Avenue infrastructure improvements. _____________________________________ _____________________________________ 291 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2210-Transportation Construction FY 2016: Capital Project Expenses Carryover Category: Transportation FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: 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 161,257 0 500,000 526,710 161,954 3,000,000 740,266 621,169 0 650,000 102,385 84,424 729,980 29,239 9,182 115,086 0 0 0 0 112,858 1,666,247 254,625 0 113,022 145,471 0 0 2,000,000 0 0 0 0 0 0 0 115,454 666,247 586,590 0 115,621 48,359 0 0 2,000,000 0 0 783,926 0 0 0 0 118,225 666,247 591,990 0 118,396 0 0 0 2,000,000 0 0 0 0 330,630 0 0 115,037 666,247 270,687 0 115,203 0 0 0 2,000,000 0 0 0 0 337,904 0 0 117,567 666,247 276,642 0 117,738 10,055 0 0 2,000,000 0 0 0 0 1,808,340 0 0 629,178 3,331,235 1,480,489 890,936 630,090 0 0 0 10,000,000 0 0 0 0 0 0 7,431,652 237,724 142,637 167,145 4,839,729 286,132 167,811 0 4,770,140 293,000 171,840 0 3,959,698 278,673 167,204 0 3,943,681 284,804 170,882 0 3,981,839 1,524,169 914,503 0 21,208,940 0 1,068,580 440,000 1,633,837 2,000,000 211,784 628,467 207,433 54,466 0 6,244,567 0 0 0 0 0 0 6,000,000 39,998 50,371 41,125 6,131,494 1,000,000 0 0 0 0 0 0 0 0 0 1,000,000 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 0 0 61,658,398 0 0 0 0 0 0 0 0 0 61,658,398 $13,676,219 $10,971,223 $5,770,140 $3,959,698 $3,943,681 $3,981,839 $82,867,338 Replacement of Existing Assets 65004 Buses/Vans 65014 Transit Support Capital 65083 Speed Cushions Sub-Total - Existing Assets New Assets 0 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: $24,647,442 PROJECT DETAIL: 2210-Transportation Construction _____________________________________ Category: Transportation _____________________________________ 292 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65005 - Smart Traffic Signals (I) Project Description: Capital Costs Design TOTAL Operating Description: Capital Costs 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $161,257 $0 $0 $0 $0 $0 $0 $161,257 $0 $0 $0 $0 $0 $0 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: Category: Transportation Half Cent Sales Tax Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Land $0 $0 $0 $0 $49,595 $50,686 $271,251 Design $0 $0 $0 $0 $33,063 $33,790 $180,834 Construction $0 $0 $0 $0 $181,847 $185,847 $994,587 Finance Charges $0 $0 $0 $0 $4,959 $5,069 $27,125 Engineering Charges $0 $0 $0 $0 $5,910 $6,040 $32,324 Arts $0 $0 $0 $0 $1,818 $1,858 $9,946 Contingency $0 $0 $0 $0 $33,063 $33,790 $180,834 $0 $0 $0 $0 $20,375 $20,824 $111,439 $0 $0 $0 $0 $330,630 $337,904 $1,808,340 Miscellaneous/Other TOTAL Operating Description: No additional O and M is needed. Project: 65007 - Grand Ave Access Enhancements (I) Project Description: Capital Costs Land TOTAL Operating Description: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $500,000 $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 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 2016 FY 2017 FY 2018 FY 2019 Supplies/Contr Utilities Landscape $18,040 $94,120 $430,940 $18,580 $96,950 $443,870 $19,130 $99,850 $457,190 $19,710 $102,850 $470,900 Refuse TOTAL $84,460 $18,040 $86,990 $18,580 $89,600 $19,130 $92,290 $19,710 _____________________________________ FY 2020 $0 $0 $0 $0 $0 FYs 21-25 $107,770 $562,420 $2,575,080 $504,690 $107,770 _____________________________________ 293 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65008 - Intersection Improvements (I) Project Description: Capital Costs Design TOTAL Operating Description: Capital Costs Half Cent Sales Tax Funding Source: This project provides for the design and construction of intersection improvements for capacity, safety and access as identified on an ongoing basis. Turning lanes, median barriers, lane extensions, right-of-way, utility relocations and paving access points are examples of the type of construction this project will fund. This project will also provide match funds for other Glendale Transportation projects with federal funds. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $526,710 $0 $0 $0 $0 $0 $0 $526,710 $0 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 65013 - Bus Stops and Shelters (I) Project Description: Category: Transportation Half Cent Sales Tax Funding Source: Bus shelters, with shade and seating, will be provided where bus transfers occur and at other high demand locations. Benches will be provided at other bus stops as needed. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $11,286 $11,545 $11,823 $11,504 $11,757 Design $24,278 $0 $0 $0 $0 $0 $62,918 $0 Construction $0 $73,358 $75,045 $76,846 $74,774 $76,419 $408,966 Construction $112,430 $0 $0 $0 $0 $0 $0 Finance Charges $0 $1,693 $1,732 $1,773 $1,726 $1,764 $9,438 Finance Charges $4,906 $0 $0 $0 $0 $0 $0 $0 $3,640 $3,723 $3,813 $3,710 $3,792 $20,291 Arts $0 $734 $750 $768 $748 $764 $4,090 Arts $2,138 $0 $0 $0 $0 $0 $0 Contingency $0 $11,286 $11,545 $11,823 $11,504 $11,757 $62,918 Contingency $18,202 $0 $0 $0 $0 $0 $0 $0 $10,861 $11,114 $11,379 $11,071 $11,314 $60,557 $161,954 $112,858 $115,454 $118,225 $115,037 $117,567 $629,178 Engineering Charges Miscellaneous/Other TOTAL Operating Description: 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 Supplies/Contr TOTAL FY 2016 FY 2017 $0 $0 _____________________________________ $0 $0 FY 2018 $0 $0 FY 2019 $0 $0 FY 2020 $0 $0 FYs 21-25 $0 $0 _____________________________________ 294 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65016 - Northern Ave Super Street (I) Project Description: Category: Transportation 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 $31.8 million towards this project. Other jurisdictions involved include Maricopa County, Peoria, and El Mirage. Capital Costs Carryover Construction $3,000,000 FY 2016 FY 2017 $0 FY 2018 $0 $0 FY 2019 FY 2020 $0 $0 FYs 21-25 $0 Finance Charges $0 $24,994 $9,994 $9,994 $9,994 $9,994 $49,969 Miscellaneous/Other $0 $1,641,253 $656,253 $656,253 $656,253 $656,253 $3,281,266 $3,000,000 $1,666,247 $666,247 $666,247 $666,247 $666,247 $3,331,235 TOTAL Operating Description: 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 2016 Utilities Landscape TOTAL FY 2017 $0 $0 $0 FY 2018 $0 $0 $0 $0 $0 $0 Project: 65022 - PE & Oversight for Transp. Pkg (I) Project Description: Capital Costs Design Finance Charges Miscellaneous/Other TOTAL Operating Description: Capital Costs FY 2020 $0 $0 $0 $0 $0 $0 FYs 21-25 $0 $0 $0 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $740,266 $0 $0 $0 $0 $0 $0 $0 $3,819 $8,799 $8,880 $4,060 $4,150 $22,207 $0 $250,806 $577,791 $583,110 $266,627 $272,492 $1,458,282 $740,266 $254,625 $586,590 $591,990 $270,687 $276,642 $1,480,489 No additional O and M is needed. Project: 65069 - Glendale Transportation Plan (I) Project Description: FY 2019 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $9,318 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $13,364 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $877,572 $611,851 $0 $0 $0 $0 $0 $0 $621,169 $0 $0 $0 $0 $0 $890,936 Miscellaneous/Other TOTAL Operating Description: This Plan update does not require O and M funding. _____________________________________ _____________________________________ 295 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65072 - Expanded Safety Program (I) Project Description: Capital Costs Carryover $0 Miscellaneous/Other TOTAL FY 2016 FY 2017 $1,695 $1,734 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $1,776 $1,728 $1,766 $9,451 $0 $111,327 $113,887 $116,620 $113,475 $115,972 $620,639 $0 $113,022 $115,621 $118,396 $115,203 $117,738 $630,090 No additional O and M is needed. Project: 65078 - Airport Matching Funds (I) Project 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. Finance Charges Operating Description: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $20,170 $6,705 $0 $0 $1,404 $0 Construction $0 $114,295 $37,995 $0 $0 $7,955 $0 Construction $650,000 $0 $0 $0 $0 $0 $0 Finance Charges $0 $2,017 $671 $0 $0 $70 $0 Engineering Charges $0 $7,846 $2,608 $0 $0 $546 $0 Arts $0 $1,143 $380 $0 $0 $80 $0 $650,000 $145,471 $48,359 $0 $0 $10,055 $0 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 Design TOTAL Operating Description: 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 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $102,385 $0 $0 $0 $0 $0 $0 $102,385 $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 2016 $2,860 $2,860 FY 2017 $2,950 $2,950 _____________________________________ FY 2018 $3,040 $3,040 FY 2019 $3,130 $3,130 FY 2020 $0 $0 FYs 21-25 $17,120 $17,120 _____________________________________ 296 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65088 - Downtown Alley Improvements (I) Project Description: Capital Costs Carryover TOTAL FY 2016 FY 2017 FY 2018 FY 2020 FYs 21-25 $0 $0 $0 $0 $0 $0 $84,424 $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. FY 2016 Supplies/Contr Utilities Equip. Maint. Water TOTAL $26,520 $3,180 $25,860 $12,730 $26,520 FY 2017 $27,320 $3,280 $26,640 $13,510 $27,320 FY 2018 $28,140 $3,380 $27,440 $13,920 $28,140 Project: 65089 - Pavement Management (I) Capital Costs FY 2019 $84,424 Operating Costs Project 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. Construction Operating Description: Category: Transportation FY 2019 FY 2020 $28,980 $3,480 $28,260 $0 $28,980 $0 $0 $0 $0 $0 FYs 21-25 $158,470 $19,030 $154,540 $76,120 $158,470 Half Cent Sales Tax Funding Source: Project provides for street pavement maintenance and reconstruction work as identified in the Annual Pavement Management Program. The annual program is funded by Transportation Half Cent Sales Tax through this project #221065089, and by Highway User Revenue Fund (HURF) bonds through project #2000-68917. Street maintenance and rehabilitation is necessary to maximize the life of the city’s residential, collector, and arterial street network. Streets are selected and scheduled annually within the available funding. Specific activities included in this project are: surface preparation, repairs and treatments, milling and asphalt overlays, and partial to full reconstruction work as needed. In FY2016, this funding will support the rehabilitation of approximately 60 miles of streets throughout the city. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $9,666,340 Construction $0 $1,933,268 $1,933,268 $1,933,268 $1,933,268 $1,933,268 Construction $655,000 $0 $0 $0 $0 $0 $0 Finance Charges $0 $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 Finance Charges $74,980 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $17,399 $17,399 $17,399 $17,399 $17,399 $86,995 Arts $0 $19,333 $19,333 $19,333 $19,333 $19,333 $96,665 $729,980 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 TOTAL Operating Description: No additional O and M is needed for this project. _____________________________________ _____________________________________ 297 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65092 - Maryland Ave Bike Rte Spot Imp (I) Project Description: Capital Costs Construction Engineering Charges TOTAL Operating Description: Capital Costs Construction Finance Charges TOTAL Operating Description: 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 2016 FY 2017 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $26,859 $0 $0 $0 $0 $0 $0 $2,380 $0 $0 $0 $0 $0 $0 $29,239 $0 $0 $0 $0 $0 $0 No additional O and M is needed. 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 $8,554 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $0 $0 $628 $0 $0 $0 $0 $0 $0 $9,182 $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: Half Cent Sales Tax Funding Source: Project: 65094 - Myrtle Avenue Improvements (I) Project Description: Category: Transportation Half Cent Sales Tax Funding Source: This project includes the local match necessary to acquire right-of-way and construct intersection safety improvements at the 59th and Olive avenues intersection. Improvements include installation of center medians and street lights, along with reconfiguration of the eastbound and westbound bus bays, traffic signal modifications, and sidewalk enhancements. Federal safety funds in the amount of $1,495,528 are available for this portion of the project. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $11,585 $0 $0 $0 $0 Finance Charges $1,701 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $0 $772,341 $0 $0 $0 $0 Miscellaneous/Other $113,385 $0 $0 $0 $0 $0 $0 $115,086 $0 $783,926 $0 $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. _____________________________________ _____________________________________ 298 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65004 - Buses/Vans (R) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $3,566 $4,292 $4,395 $4,180 $4,272 $22,863 Equipment $0 $210,386 $253,227 $259,305 $246,626 $252,052 $1,348,889 Contingency $0 $23,772 $28,613 $29,300 $27,867 $28,480 $152,417 $0 $237,724 $286,132 $293,000 $278,673 $284,804 $1,524,169 TOTAL Operating Description: No O and M is needed since these are replacements for existing buses and vans. Project: 65014 - Transit Support Capital (R) Project Description: Capital Costs 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $2,140 $2,517 $2,578 $2,508 $2,563 Contingency $0 $14,264 $16,781 $17,184 $16,720 $17,088 $91,450 Miscellaneous/Other $0 $126,233 $148,513 $152,078 $147,976 $151,231 $809,335 $0 $142,637 $167,811 $171,840 $167,204 $170,882 $914,503 TOTAL Operating Description: 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: Capital Costs $13,718 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $141,503 $0 $0 $0 $0 $0 Finance Charges $0 $2,507 $0 $0 $0 $0 $0 Engineering Charges $0 $9,339 $0 $0 $0 $0 $0 Arts $0 $1,415 $0 $0 $0 $0 $0 Contingency $0 $12,381 $0 $0 $0 $0 $0 $0 $167,145 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed. _____________________________________ _____________________________________ 299 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65017 - Rail System (N) Project Description: Capital Costs Category: Transportation 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 also reflect Glendale conducting a light rail study in FY 2017. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $15,000 $0 $0 $0 Contingency $0 $0 $100,000 $0 $0 $0 $6,165,840 Miscellaneous/Other $0 $0 $885,000 $0 $0 $0 $54,567,682 $0 $0 $1,000,000 $0 $0 $0 $61,658,398 TOTAL Operating Description: 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: Capital Costs Design TOTAL Operating Description: Carryover FY 2016 FY 2017 FY 2018 TOTAL Operating Description: FYs 21-25 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 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. FY 2016 $194,670 $233,600 $194,670 FY 2017 $200,510 $240,610 $200,510 FY 2018 $206,530 $247,830 $206,530 FY 2019 FY 2020 $212,720 $255,270 $212,720 $0 $0 $0 FYs 21-25 $1,163,250 $1,395,900 $1,163,250 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $440,000 $0 $0 $0 $0 $0 $0 $440,000 $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 Supplies/Contr Utilities Equip. Maint. TOTAL FY 2020 $1,068,580 Project: 65062 - Glendale Sports Facilities Sgn (N) Equipment FY 2019 $1,068,580 Utilities Landscape TOTAL Capital Costs 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. Operating Costs Project Description: $924,876 FY 2016 $11,940 $11,940 $53,040 $11,940 FY 2017 $12,300 $12,300 $54,630 $12,300 _____________________________________ FY 2018 $12,670 $12,670 $56,270 $12,670 FY 2019 $13,050 $13,050 $57,960 $13,050 FY 2020 $0 $0 $0 $0 FYs 21-25 $71,360 $71,360 $316,950 $71,360 _____________________________________ 300 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65063 - New River - Multi-use Pathway (N) Project Description: 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. Carryover Design Construction Category: Transportation FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $25,718 $0 $0 $0 $0 $0 $0 $1,570,814 $0 $0 $0 $0 $0 $0 Finance Charges $26,872 $0 $0 $0 $0 $0 $0 Arts $10,433 $0 $0 $0 $0 $0 $0 $1,633,837 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 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. Operating Costs Utilities Landscape TOTAL FY 2016 $100,530 $120,630 $100,530 FY 2017 $103,540 $124,250 $103,540 FY 2018 $106,650 $127,980 $106,650 Project: 65080 - Bell/101 Park&Ride/Transit Ctr (N) Project Description: Capital Costs Construction TOTAL Operating Description: Capital Costs Design TOTAL Operating Description: TOTAL $0 $0 $0 FYs 21-25 $600,700 $720,840 $600,700 Half Cent Sales Tax 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $211,784 $0 $0 $0 $0 $0 $0 $211,784 $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 FY 2020 $109,850 $131,820 $109,850 Funding Source: Project: 65090 - Loop 303 Landscape & Design (N) Project Description: FY 2019 FY 2016 $1,122,290 $1,122,290 FY 2017 $1,155,960 $1,155,960 _____________________________________ FY 2018 FY 2019 $1,190,640 $1,190,640 $1,226,360 $1,226,360 FY 2020 $0 $0 FYs 21-25 $6,706,240 $6,706,240 _____________________________________ 301 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2210-Transportation Construction Project: 65091 - Airport RPZ Acquisition (N) Project Description: Capital Costs Operating Description: Carryover FY 2016 FY 2017 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $628,467 $0 $0 $0 $0 $0 $0 $0 $6,000,000 $0 $0 $0 $0 $0 $628,467 $6,000,000 $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: 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. Land TOTAL 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 Finance Charges FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $2,933 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $204,500 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $39,998 $0 $0 $0 $0 $0 $207,433 $39,998 $0 $0 $0 $0 $0 TOTAL Operating Description: O and M associated with 20,000 sq ft of landscape identified currently, which could change depending on design options. Operating Costs FY 2016 FY 2017 FY 2018 FY 2019 Utilities $0 $20,000 $20,600 $21,220 Landscape TOTAL $0 $0 $24,000 $20,000 $24,720 $20,600 $25,460 $21,220 Project: 65098 - Widen 55th Ave for bike lanes (N) Project Description: Capital Costs FY 2020 $0 $0 $0 FYs 21-25 $116,030 $139,230 $116,030 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $744 $0 $0 $0 $0 $0 Finance Charges $2,966 $0 $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 Miscellaneous/Other $51,500 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $19,627 $0 $0 $0 $0 $0 $54,466 $50,371 $0 $0 $0 $0 $0 Contingency TOTAL Operating Description: There is no additional O and M anticipated due to this project. _____________________________________ _____________________________________ 302 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $608 $0 $0 $0 $0 $0 Contingency $0 $30,000 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $10,517 $0 $0 $0 $0 $0 $0 $41,125 $0 $0 $0 $0 $0 TOTAL Operating Description: O and M associated with approximately 1,000 sq ft of additional landscape maintenance and irrigation. Operating Costs Utilities Landscape TOTAL FY 2016 $0 $0 $0 FY 2017 $1,000 $1,200 $1,000 _____________________________________ FY 2018 $1,030 $1,240 $1,030 FY 2019 $1,060 $1,270 $1,060 FY 2020 $0 $0 $0 FYs 21-25 $5,800 $6,960 $5,800 _____________________________________ 303 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2000-HURF/Street Bonds FY 2016: Capital Project Expenses Carryover Category: HURF FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: 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 0 13,256,315 0 13,256,315 0 7,272,000 0 7,272,000 0 7,272,000 0 7,272,000 0 7,272,000 0 7,272,000 0 6,572,000 0 6,572,000 0 0 0 0 5,154,767 0 6,921,892 12,076,659 0 0 126,063 126,063 241,664 241,664 241,664 241,664 241,664 241,664 241,664 241,664 1,366,260 1,366,260 $13,256,315 $7,398,063 $7,513,664 $7,513,664 $6,813,664 $241,664 $13,442,919 New Assets 0 68918 *Infill Lighting Program Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $20,654,378 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 2016 FY 2017 $0 $0 _____________________________________ $0 $0 FY 2018 $0 $0 FY 2019 $0 $0 FY 2020 $0 $0 FYs 21-25 $485,130 $485,130 _____________________________________ 304 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2000-HURF/Street Bonds Category: HURF Project: 68917 - Pavement Management-HURF (I) Project Description: Capital Costs HURF Bonds Funding Source: Project provides for street pavement maintenance and reconstruction work as identified in the Annual Pavement Management Program. The annual program is funded by Highway User Revenue Fund (HURF) bonds through this project #2000-68917, and by Transportation Half Cent Sales Tax through project #2210-65089. Street maintenance and rehabilitation is necessary to maximize the life of the city’s residential, collector, and arterial street network. Streets are selected and scheduled annually within the available funding. Specific activities included in this project are: surface preparation, repairs and treatments, and milling and asphalt overlays a needed throughout the city. Furthermore, funding is allocated in FY2016 to complete a full reconstruction on Camelback Road from 43rd Avenue to 57th Avenue. In FY2016, this funding will support the rehabilitation of approximately 60 miles of streets throughout the city. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $700,000 $700,000 $700,000 $0 $0 $0 Construction $0 $6,500,000 $6,500,000 $6,500,000 $6,500,000 $0 $0 Construction $13,256,315 $0 $0 $0 $0 $0 $0 Finance Charges $0 $20,000 $20,000 $20,000 $20,000 $0 $0 Engineering Charges $0 $52,000 $52,000 $52,000 $52,000 $0 $0 $13,256,315 $7,272,000 $7,272,000 $7,272,000 $6,572,000 $0 $0 TOTAL Operating Description: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 Utilities Landscape TOTAL FY 2016 FY 2017 $0 $0 $0 _____________________________________ $0 $0 $0 FY 2018 $0 $0 $0 FY 2019 $0 $0 $0 FY 2020 $0 $0 $0 FYs 21-25 $184,680 $282,870 $184,680 _____________________________________ 305 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2000-HURF/Street Bonds Category: HURF Project: 68918* - Infill Lighting Program (N) Project Description: Capital Costs Funding Source: HURF Bonds This project installs additional street lighting in areas determined to be inadequate due to a spacing of 350 feet or greater. Infill street lighting requests are initiated by residents or staff and requires approval of affected residents. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $120,000 $230,000 $230,000 $230,000 $230,000 $1,270,630 Finance Charges $0 $2,010 $3,731 $3,731 $3,731 $3,731 $55,965 Engineering Charges $0 $2,953 $5,783 $5,783 $5,783 $5,783 $28,915 Arts $0 $1,100 $2,150 $2,150 $2,150 $2,150 $10,750 $0 $126,063 $241,664 $241,664 $241,664 $241,664 $1,366,260 TOTAL Operating Description: O and M identified provides for up to 22 requested street light installations per year. Expenses cover electricity and maintenance for a light at $125 per year, including monitoring. _____________________________________ _____________________________________ 306 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 1650-Transportation Grants FY 2016: Capital Project Expenses Carryover Category: Other FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 67540 NF Supplemental Taxi AZ57-X013 5,250 0 0 0 0 0 0 80,694 336,208 120,000 542,152 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 43 251,574 753,527 23,477 7,458 183,959 454,386 852,387 268,827 0 0 2,795,638 2,000,000 0 0 0 0 0 0 0 0 0 4,318,923 8,478,223 14,797,146 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 0 0 0 0 0 $3,337,790 $14,797,146 $0 $0 $0 $0 $0 Replacement of Existing Assets 67542 Grand Ave Infrastructure Imps 67551 FTA AZ-37-X018 67555 Sign Upgrade HSIP Sub-Total - Existing Assets New Assets 0 67505 CIP Transport. Grant Reserve 67530 Fiber & Conduit - DMS 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 67556 *FTA AZ 90-X124 67558 *FTA AZ 90X023 67559 *Park-and-Ride Land Acquisition 67560 *Transit Construct-Park & Ride Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $18,134,936 PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67540 - NF Supplemental Taxi AZ57-X013 (I) Project Description: Capital Costs 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $5,250 $0 $0 $0 $0 $0 $0 $5,250 $0 $0 $0 $0 $0 $0 No additional O and M is needed due to this project. _____________________________________ _____________________________________ 307 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67542 - Grand Ave Infrastructure Imps (R) Project Description: Capital Costs Construction TOTAL Operating Description: 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 2016 FY 2017 FY 2018 Capital Costs TOTAL Operating Description: Capital Costs Equipment TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: FYs 21-25 $0 $0 $0 $0 $0 $80,694 $0 $0 $0 $0 $0 $0 The replacement/undergrounding project does not require additional O and M. 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $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. Grants Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $120,000 $0 $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 This replacement project will not need additional O and M funds. Project: 67505 - CIP Transport. Grant Reserve (N) Project Description: FY 2020 $0 Project: 67555 - Sign Upgrade HSIP (R) Project Description: FY 2019 $80,694 Project: 67551 - FTA AZ-37-X018 (R) Project Description: Grants Funding Source: Grants Funding Source: This represents reserve appropriation for unanticipated transportation related grant opportunities that may arise during the fiscal year. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 No additional O and M is needed. _____________________________________ _____________________________________ 308 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67530 - Fiber & Conduit - DMS (N) Project Description: Capital Costs TOTAL Operating Description: 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 2016 FY 2017 FY 2018 Capital Costs Design TOTAL Operating Description: Capital Costs Design TOTAL Operating Description: Capital Costs Construction TOTAL Operating Description: FYs 21-25 $0 $0 $0 $0 $0 $0 $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. 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 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $251,574 $0 $0 $0 $0 $0 $0 $251,574 $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. 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $753,527 $0 $0 $0 $0 $0 $0 $753,527 $0 $0 $0 $0 $0 $0 O and M costs will be identified towards the end of design of the transit center project. Project: 67546 - Pedestrian Countdown Signals (N) Project Description: FY 2020 $43 Project: 67538 - FTA 0203 Design ArrowheadTC (N) Project Description: FY 2019 $43 Project: 67537 - FTA X006 Predesign ArrowheadTC (N) Project Description: Grants Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $23,477 $0 $0 $0 $0 $0 $0 $23,477 $0 $0 $0 $0 $0 $0 This project replaces existing traffic signal infrastructure. _____________________________________ _____________________________________ 309 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67550 - FTA AZ-04-0014 (N) Project Description: Capital Costs Equipment TOTAL Operating Description: 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 2016 FY 2017 FY 2018 Capital Costs Construction TOTAL Operating Description: Capital Costs Equipment TOTAL Operating Description: Capital Costs Equipment TOTAL FYs 21-25 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 This replacement project will not require additional O and M funding. Grants Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $183,959 $0 $0 $0 $0 $0 $0 $183,959 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $454,386 $0 $0 $0 $0 $0 $0 $454,386 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Project: 67556* - FTA AZ 90-X124 (N) Project Description: FY 2020 $7,458 Project: 67553 - FTA AZ-90-X114 (N) Project Description: FY 2019 $7,458 Project: 67552 - FTA AZ-57-X016 New Freedom (N) Project Description: Grants Funding Source: Grants Funding Source: Federal grant funding for bus purchase Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $216,056 $0 $0 $0 $0 $0 $0 $636,331 $0 $0 $0 $0 $0 $0 $852,387 $0 $0 $0 $0 $0 $0 Operating Description: _____________________________________ _____________________________________ 310 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67558* - FTA AZ 90X023 (N) Project Description: Capital Costs Equipment TOTAL Grants Funding Source: Federal grant funding for purchase of bus Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $268,827 $0 $0 $0 $0 $0 $0 $268,827 $0 $0 $0 $0 $0 $0 Operating Description: Project: 67559* - Park-and-Ride Land Acquisition (N) Project Description: Capital Costs Land TOTAL Operating Description: Acquisition of land for the construction of a park-and-ride lot in the vicinity of Loop 101 & Union Hills Drive. The site is located on the west side of Loop 101 between Union Hills Drive and Beardsley Road. This acquisition will proceed once Federal Transit Administration (FTA) approval is received. The project funding includes $3,514,570 from FTA and $804,353 in regional transit funds. Carryover FY 2016 FY 2017 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $0 $4,318,923 $0 $0 $0 $0 $0 $0 $4,318,923 $0 $0 $0 $0 $0 There is no staffing planned for this park-and-ride location. There will be O and M costs associated with the construction project. Project: 67560* - Transit Construct-Park & Ride (N) Project Description: Grants Funding Source: Grants Funding Source: This project is to construct a park-and-ride lot and a transit center in north Glendale. The site selected for the park-andride lot is located on the west side of Loop 101 between Union Hills Drive and Beardsley Road. The transit center related construction improvements will be done near the north side of the Arrowhead Mall. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $8,275,468 $0 $0 $0 $0 $0 Engineering Charges $0 $120,000 $0 $0 $0 $0 $0 Arts $0 $82,755 $0 $0 $0 $0 $0 $0 $8,478,223 $0 $0 $0 $0 $0 TOTAL Operating Description: The O and M costs for this project will be developed once the project design starts in FY 2015. This information will be provided as soon as it becomes available. The O and M request will be included in the Transportation sales tax funded Program. _____________________________________ _____________________________________ 311 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds 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 FY15-16, funding for a replacement frontload truck, sideload trucks and a replacement pick-up truck. _____________________________________ _____________________________________ 312 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2480-Sanitation Category: Other FY 2016: Capital Project Expenses Carryover FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: 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: 0 266,689 313,250 747,230 0 1,327,169 0 519,498 1,389,715 92,054 127,010 2,128,277 220,000 262,529 1,404,585 557,241 67,726 2,512,081 0 265,338 1,419,615 563,203 129,741 2,377,897 0 268,178 860,883 474,188 0 1,603,249 258,000 107,000 1,160,124 575,320 0 2,100,444 260,760 1,953,125 6,591,582 2,036,356 0 10,841,823 $1,327,169 $2,128,277 $2,512,081 $2,377,897 $1,603,249 $2,100,444 $10,841,823 Total FY 2015 Funding: $3,455,446 PROJECT DETAIL: 2480-Sanitation Category: Other Project: 78001 - Rolloff Trucks-Commercial (R) Project Description: Capital Costs Equipment TOTAL Operating Description: Sanitation currently has three roll-off trucks in its equipment fleet for its commercial roll-off service. At the current replacement schedule of nine years for newly purchased equipment, three roll-off trucks will require replacement over the next ten years. The number of trucks to be replaced each year are the following: one truck in FY2017; one truck in FY2020; and of one truck during the second five years (FY2021-2025). Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2016 FY 2017 FY 2018 Capital Costs Finance Charges FY 2019 FY 2020 FYs 21-25 $0 $0 $220,000 $0 $0 $258,000 $260,760 $0 $0 $220,000 $0 $0 $258,000 $260,760 No additional O and M is needed since this is the replacement of existing equipment. Project: 78002 - Frontload Trucks-Commercial (R) Project Description: Sanitation Revenues Funding Source: Sanitation Revenues Funding Source: Sanitation currently has 8 frontload trucks and a container delivery truck in its equipment fleet for its Commercial frontload service. At the current replacement schedule of six years for newly purchased equipment, 14 frontload trucks and the container truck will require replacement over the next ten years. The number of trucks to be replaced each year are the following: three trucks in FY2016; one truck in FY2017; one truck in FY2018; one truck in FY2019; one truck and container delivery truck in FY2020; and a total of seven frontload trucks during the second five years (FY2021-2025). Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $10,650 $0 $0 $0 $0 $0 $0 Equipment $0 $519,498 $262,529 $265,338 $268,178 $107,000 $1,953,125 Equipment $256,039 $0 $0 $0 $0 $0 $0 $266,689 $519,498 $262,529 $265,338 $268,178 $107,000 $1,953,125 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. _____________________________________ _____________________________________ 313 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2480-Sanitation Category: Other Project: 78003 - Sideload Trucks-Residential (R) Project Description: Capital Costs Finance Charges Sanitation Revenues Funding Source: Sanitation currently has 28 side load trucks in its equipment fleet for its residential Solid Waste and recycling collection routes. At the current replacement schedule of six years for newly purchased equipment, 53 side load trucks will require replacement over the next ten years. The number of trucks to be replaced each year are the following: seven trucks in FY2016; eight trucks in FY2017; three trucks in FY2018; three trucks in FY2019; six trucks in FY2020; and a total of 26 trucks during the second five years (FY2021-2025). Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover $40,125 FY 2016 FY 2017 $0 $0 FY 2018 $0 FY 2019 FY 2020 $0 $0 FYs 21-25 $0 Equipment $273,125 $0 $0 $0 $0 $0 $0 Equipment $0 $1,389,715 $1,404,585 $1,419,615 $860,883 $1,160,124 $6,591,582 $313,250 $1,389,715 $1,404,585 $1,419,615 $860,883 $1,160,124 $6,591,582 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. Project: 78004 - Loose Trash Equip.-Residential (R) Project Description: Capital Costs Finance Charges Sanitation Revenues Funding Source: Sanitation currently has 12 rearload trucks and 6 tractors in its equipment fleet for its loose trash collection routes. At the current replacement schedule of eight years for newly purchased equipment, 16 rearload trucks and 7 tractors will require replacement over the next ten years. The number of trucks to be replaced each year are the following: two trucks and one tractor in FY2016; two trucks and one tractor in FY2017; two trucks and one tractor in FY2018; three trucks and one tractor in FY2020; and a total of seven trucks and three tractors during the second five years (FY2021-2025). Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover $20,207 FY 2016 FY 2017 $0 $0 FY 2018 $0 FY 2019 FY 2020 $0 $0 FYs 21-25 $0 Equipment $727,023 $0 $0 $0 $0 $0 $0 Equipment $0 $92,054 $557,241 $563,203 $474,188 $575,320 $2,036,356 $747,230 $92,054 $557,241 $563,203 $474,188 $575,320 $2,036,356 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. Project: 78005 - Repl Pickup Trucks-Sanitation (R) Project Description: Capital Costs Equipment TOTAL Operating Description: Sanitation Revenues Funding Source: Sanitation currently has six pickup trucks and two mechanic service trucks in its equipment fleet. Which will require replacement over the next ten years. The number of trucks to be replaced each year are the following: two pickup trucks and one mechanic truck in FY2016; four pickup trucks in FY2017; one mechanic truck in FY2018. Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $127,010 $67,726 $129,741 $0 $0 $0 $0 $127,010 $67,726 $129,741 $0 $0 $0 No additional O and M is needed since this is the replacement of existing equipment. _____________________________________ _____________________________________ 314 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds LANDFILL ENTERPRISE FUND FY15-16 Landfill projects 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 FY15-16. Funding is budgeted for relocation of the Scalehouse and roadway, and starting construction on the new North Phase. A loader and bulldozer are also scheduled for replacement. _____________________________________ _____________________________________ 315 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2440-Landfill Category: Other FY 2016: Capital Project Expenses Carryover FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 78523 Scalehouse & Road Relocation 78526 LF Gas System Modifications 78527 *MRF Process Line Improvements 78528 *Northern Ave LF Improvements 2,251,525 0 0 0 1,445,000 293,909 538,055 262,232 0 0 761,250 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 2,251,525 0 36,540 0 0 34,518 328,807 507,500 0 0 0 3,446,561 0 36,540 1,218,997 0 34,518 390,102 0 0 0 0 2,441,407 0 0 0 187,775 105,000 0 0 0 0 1,551,313 1,844,088 89,422 0 0 0 35,525 0 0 0 0 0 124,947 73,080 75,272 0 0 0 0 0 624,064 0 0 772,416 174,766 77,530 1,152,567 0 36,591 2,135,701 0 0 396,479 0 3,973,634 723,422 102,780 0 826,202 0 4,614,000 0 4,614,000 9,133,953 102,780 6,574,076 15,810,809 0 4,361,873 0 4,361,873 0 0 0 0 0 0 0 0 0 0 0 0 $3,077,727 $8,060,561 $18,252,216 $6,205,961 $124,947 $772,416 $3,973,634 Replacement of Existing Assets 78506 Landfill Repl Pickup Trucks 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 0 78503 Landfill Closure (South) 78505 LF Phase Construction (North) 78507 Landfill Soil Excavation Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $11,138,288 PROJECT DETAIL: 2440-Landfill _____________________________________ Category: Other _____________________________________ 316 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2440-Landfill Category: Other Project: 78523 - Scalehouse & Road Relocation (I) Project Description: Capital Costs Landfill Revenues Funding Source: This project provides funding in FY 2016 for Phase 2 of the project and includes the relocation of the equipment maintenance area as well as the fueling station. Construction of Phase 1 of the project, which included relocation of the scalehouse and administrative office trailer as well as realignment of the entrance road will have occurred by the end of FY2015 at a project cost of $3,906,631. Completion of both phases of this project is necessary to relocate the scale house and other landfill facilities outside of an area in which waste will be placed and prior to closing the south area of the landfill. According to the landfills waste capacity calculations, it will take approximately one year to fill the permitted air space in which the facilities are located currently. It will be necessary to relocate all existing structures occupying this space by 2016 based our anticipated waste acceptance rate. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $50,000 $0 $0 $0 $0 $0 Construction $0 $1,200,000 $0 $0 $0 $0 $0 Construction $2,163,000 $0 $0 $0 $0 $0 $0 Finance Charges $36,542 $0 $0 $0 $0 $0 $0 Finance Charges $0 $12,000 $0 $0 $0 $0 $0 IT/Phone/Security $0 $6,000 $0 $0 $0 $0 $0 Engineering Charges $35,273 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $43,000 $0 $0 $0 $0 $0 Arts $0 $12,000 $0 $0 $0 $0 $0 Arts $16,710 $0 $0 $0 $0 $0 $0 Equipment $0 $2,000 $0 $0 $0 $0 $0 Contingency $0 $120,000 $0 $0 $0 $0 $0 $2,251,525 $1,445,000 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is required for this project. Project: 78526 - LF Gas System Modifications (I) Project Description: Capital Costs 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 FY2017. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $25,000 $0 $0 $0 $0 $0 Construction $0 $225,000 $0 $0 $0 $0 $0 Finance Charges $0 $4,409 $0 $0 $0 $0 $0 Engineering Charges $0 $12,250 $0 $0 $0 $0 $0 Arts $0 $2,250 $0 $0 $0 $0 $0 Contingency $0 $25,000 $0 $0 $0 $0 $0 $0 $293,909 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed at this time. _____________________________________ _____________________________________ 317 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2440-Landfill Category: Other Project: 78527* - MRF Process Line Improvements (I) Project Description: Capital Costs Finance Charges Equipment TOTAL Landfill Revenues Funding Source: The Materials Recovery Facility first opened its doors in July of 2000. Since then the MRF has processed over 350,000 tons of recyclable material and recouped over $29,750,000 dollars in revenue. The facility has many moving components and those components have worn over the years. The system is now in need of major renovations and upgrades in order to meet current industry standards with regards to the technology found in today’s recycling processing facilities. The projects to be completed in fiscal years 2016 and 2017 will allow the MRF to install state of the art technology to help capture more recyclables and decrease labor hours in some areas of the facility thus increasing city revenue. Carryover $0 FY 2016 $8,055 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $11,250 $0 $0 $0 $0 $0 $530,000 $750,000 $0 $0 $0 $0 $0 $538,055 $761,250 $0 $0 $0 $0 Operating Description: Project: 78528* - Northern Ave LF Improvements (I) Project Description: Capital Costs Landfill Revenues Funding Source: This project provides funding in FY 2016 for a block wall that will extend to the west along the landfill property at approximately 115th Ave and Northern. It will also allow for the relocation of approximately twenty existing cacti that are to be removed due to the Northern Avenue Parkway construction project. There are currently forty cacti along the right of way that was recently sold to the Maricopa County Department of Transportation (MCDOT). Twenty of the cacti will be donated to the Northern Avenue Parkway Project and will be relocated within Glendale in conjunction with the project and the remaining twenty will be relocated within the Landfil property at Glendale's expense. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Construction $0 $182,000 $0 $0 $0 $0 $0 Engineering Charges $0 $12,012 $0 $0 $0 $0 $0 Arts $0 $1,820 $0 $0 $0 $0 $0 Contingency $0 $41,400 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $25,000 $0 $0 $0 $0 $0 $0 $262,232 $0 $0 $0 $0 $0 TOTAL Operating Description: Project: 78506 - Landfill Repl Pickup Trucks (R) Project Description: Capital Costs Funding Source: Landfill Revenues 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. This project includes the replacement of four trucks reaching the end of their service life during FY 2019 and 2020. Trucks purchased in 2015 will be replaced in 2025. 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 purchase. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $0 $0 $1,322 $1,080 $2,583 Equipment $0 $0 $0 $0 $88,100 $72,000 $172,183 $0 $0 $0 $0 $89,422 $73,080 $174,766 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 _____________________________________ _____________________________________ 318 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2440-Landfill Category: Other Project: 78509 - MRF Forklifts (R) Project Description: Capital Costs Landfill Revenues Funding Source: 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. The MRF forklifts have an estimated service life of approximately five years, although replacement schedules may be adjusted depending on hours of use and equipment condition. This project includes the replacement of two forklifts that are expected to reach the end of their serviceable lives in FY 2016 and 2017 as well as replacement of two forklifts that will be due for replacement in FY 2020. At this current replacement schedule, two of the four forklifts also will require replacement during the second five years (FY 20212025). 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $540 $540 $0 $0 $1,112 $1,146 Equipment $0 $36,000 $36,000 $0 $0 $74,160 $76,384 $0 $36,540 $36,540 $0 $0 $75,272 $77,530 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 Project: 78511 - Landfill Compactor Replacement (R) Project Description: Capital Costs 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. This project also provides for the replacement or rebuild of the compactor that was purchased in 2015 to be replaced or rebuilt in 2025. The other compactor, which was purchased in 2007, will require a certified rebuild or new replacement in FY 2017. The compactors will now be equipped with GPS systems which will be used to increase landfill compaction and decrease the use of soil for covering the waste. 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 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $116,537 $0 $0 $0 $17,033 Equipment $0 $0 $1,102,460 $0 $0 $0 $1,135,534 $0 $0 $1,218,997 $0 $0 $0 $1,152,567 TOTAL Operating Description: 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: Capital Costs 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $0 $2,775 $0 $0 $0 Equipment $0 $0 $0 $185,000 $0 $0 $0 $0 $0 $0 $187,775 $0 $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. _____________________________________ _____________________________________ 319 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2440-Landfill Category: Other Project: 78514 - Sanitation Insp Trucks - 17740 (R) Project Description: Capital Costs Finance Charges Equipment TOTAL Operating Description: This project includes the purchase of seven replacement pickups over a 10-year period. Service life is projected to be approximately seven years and each truck will be replaced based on year of purchase, mileage and condition of the vehicle. Sanitation Inspectors utilize their assigned vehicles daily to educate residents on proper procedures for services and enforce regulations related to refuse collection, recycling collection and bulk trash services. The Sanitation Inspection vehicles 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 2016 $510 FY 2017 $510 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $0 $525 $0 $541 $0 $34,008 $34,008 $105,000 $35,000 $0 $36,050 $0 $34,518 $34,518 $105,000 $35,525 $0 $36,591 No additional O and M is needed for this project. Project: 78520 - Landfill Bulldozer Replacement (R) Project Description: Landfill Revenues Funding Source: 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. During these rebuilds the landfill will be adding GPS systems to reduce soil usage, improve road building capabilities and waste compaction. This project also includes funds for replacement of the Model D-8 bulldozer in FY 2021 and the Model D-9 bulldozer in FY 2022. 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $3,807 $5,102 $0 $0 $0 $32,036 Equipment $0 $325,000 $385,000 $0 $0 $0 $2,103,665 $0 $328,807 $390,102 $0 $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 Project: 78521 - MRF Loader Replacement (R) Project Description: Capital Costs Finance Charges Equipment TOTAL Operating Description: Landfill Revenues Funding Source: This project is for the 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 2009 and was downsized due to a lack of material entering the facility for processing. In 2014 the city of Glendale entered into an IGA with the city of Peoria and has since doubled its incoming volume, which will require a larger more appropriate sized loader (CAT 950K) to process the volume presently received at the MRF. This loader will require a replacement and/or rebuild in approximately 10 years. 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 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $7,500 $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $507,500 $0 $0 $0 $0 $0 No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of _____________________________________ _____________________________________ 320 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $0 $0 $0 $9,223 $0 Equipment $0 $0 $0 $0 $0 $614,841 $0 $0 $0 $0 $0 $0 $624,064 $0 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 Contingency TOTAL Operating Description: The project includes the 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 $0 FY 2016 FY 2017 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $0 $5,859 $0 $0 $0 $0 $0 $0 $390,620 $0 $0 $0 $0 $0 $0 $396,479 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 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $0 $22,926 $0 $0 $0 Equipment $0 $0 $0 $1,528,387 $0 $0 $0 $0 $0 $0 $1,551,313 $0 $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. _____________________________________ _____________________________________ 321 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds 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 identified as "carryover" will provide for the installation of the remaining storm water drainage devices (down drains) on the eastern and southern portions of the landfill, which are anticipated to reach final grade in 2016. 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 2017. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $250,000 $0 $0 $0 $0 $0 $0 Design $0 $0 $250,000 $0 $0 $0 $0 Construction $376,320 $0 $0 $0 $0 $0 $0 Construction $0 $0 $7,152,522 $0 $0 $0 $0 $10,859 $0 $0 $0 $0 $0 $0 Finance Charges Finance Charges $0 $0 $136,901 $0 $0 $0 $0 Engineering Charges $7,216 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $0 $92,500 $0 $0 $0 $0 Arts $0 $0 $71,525 $0 $0 $0 $0 Arts $3,763 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $1,430,505 $0 $0 $0 $0 Contingency $75,264 $0 $0 $0 $0 $0 $0 $723,422 $0 $9,133,953 $0 $0 $0 $0 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 Supplies/Contr TOTAL FY 2016 $2,205,540 $2,205,540 FY 2017 $2,205,540 $2,205,540 _____________________________________ FY 2018 FY 2019 $2,205,540 $2,205,540 $2,205,540 $2,205,540 FY 2020 $0 $0 FYs 21-25 $11,027,700 $11,027,700 _____________________________________ 322 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2440-Landfill Category: Other Project: 78505 - LF Phase Construction (North) (N) Project Description: Capital Costs Landfill Revenues Funding Source: This project is required for the development of the northern portion of the landfill and includes phased installation of a liner and a leachate collection system. Funds identified as "carryover" ($102,780) and 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 2018. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $100,000 $0 $0 $0 $0 $0 $0 Design $0 $100,000 $100,000 $100,000 $0 $0 $0 Construction $0 $3,640,000 $0 $3,432,000 $0 $0 $0 Finance Charges $0 $63,300 $1,542 $65,428 $0 $0 $0 Finance Charges $1,542 $0 $0 $0 $0 $0 $0 Engineering Charges $1,238 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $46,300 $1,238 $43,725 $0 $0 $0 Arts $0 $36,400 $0 $34,320 $0 $0 $0 Contingency $0 $728,000 $0 $686,400 $0 $0 $0 $102,780 $4,614,000 $102,780 $4,361,873 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. Project: 78507 - Landfill Soil Excavation (N) Project Description: Capital Costs 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 a berm located between the north area and the Materials Recovery Facility (MRF) as well as utility relocations 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $100,000 $0 $0 $0 $0 Construction $0 $0 $5,221,458 $0 $0 $0 $0 Finance Charges $0 $0 $98,611 $0 $0 $0 $0 Engineering Charges $0 $0 $92,500 $0 $0 $0 $0 Arts $0 $0 $52,215 $0 $0 $0 $0 Contingency TOTAL Operating Description: $0 $0 $1,009,292 $0 $0 $0 $0 $0 $0 $6,574,076 $0 $0 $0 $0 No additional O and M is needed at this time. _____________________________________ _____________________________________ 323 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds 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 2016 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. _____________________________________ _____________________________________ 324 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2120-Airport Capital Grants FY 2016: Capital Project Expenses Carryover Category: Other FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 79504 Airport-Security Fence 79521 Rehabilitate Apron 0 2,940,268 112,500 0 0 0 270,000 0 0 333,000 0 0 0 0 0 0 0 0 0 0 0 0 0 238,825 0 0 0 0 0 1,194,125 0 0 0 0 191,060 1,194,125 0 0 0 0 0 0 0 0 0 0 0 3,052,768 907,535 0 0 225,000 0 1,735,535 0 955,300 180,000 0 143,205 1,278,505 0 0 0 0 0 238,825 0 0 0 0 0 1,194,125 0 0 0 0 0 1,385,185 0 0 0 0 0 0 50,000 50,000 0 0 0 0 0 0 0 0 0 0 0 0 $3,102,768 $1,735,535 $1,278,505 $238,825 $1,194,125 $1,385,185 $0 79523 Airport Layout Plan Narrative 79525 *Airport Entrance Intersection T1472 Airport EA for Channelization T1476 Southwest Public Apron Replacement of Existing Assets 79524 *North Apron Rehabilitate 79526 *South Apron Rehabilitate 79527 *AWOS Weather Reporting Equip. 79530 Auto Parking Lots Rehab. T1477 FAR Part 150 Update Sub-Total - Existing Assets New Assets 0 79519 Airport-Capacity Study Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $4,838,303 PROJECT DETAIL: 2120-Airport Capital Grants Category: Other Project: 79504 - Airport-Security Fence (I) Project Description: Capital Costs Equipment TOTAL Operating Description: 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 2016 FY 2017 FY 2018 Capital Costs Construction TOTAL Operating Description: FY 2019 FY 2020 FYs 21-25 $0 $270,000 $0 $0 $0 $0 $0 $0 $270,000 $0 $0 $0 $0 $0 No additional O and M is needed at this time. Project: 79521 - Rehabilitate Apron (I) Project Description: Grants/City Match Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $2,940,268 $0 $0 $0 $0 $0 $0 $2,940,268 $0 $0 $0 $0 $0 $0 This is a replacement project for an existing asset. No additional O and M is anticipated. _____________________________________ _____________________________________ 325 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2120-Airport Capital Grants Category: Other Project: 79523 - Airport Layout Plan Narrative (I) Project Description: Capital Costs 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 2016 FY 2017 FY 2018 Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: FYs 21-25 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 This is a study/plan, which will not require any O and M. Grants/City Match Funding Source: Design and construct main airport access/public circulation road rehabilitation. Approximately 5,500 square feet of pavement reconstruction, median realignment, and installation of traffic signals. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $333,000 $0 $0 $0 $0 $0 $0 $333,000 $0 $0 $0 $0 $0 This project is to improve an existing intersection, which is not anticipated to generate additional O and M expenses. Funding Source: Grants/City Match 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $0 $191,060 $0 $0 $0 $0 $0 $0 $191,060 $0 No additional O and M is required for this project. Project: T1476 - Southwest Public Apron (I) Project Description: FY 2020 $112,500 Project: T1472 - Airport EA for Channelization (I) Project Description: FY 2019 $112,500 Project: 79525* - Airport Entrance Intersection (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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $238,825 $1,194,125 $1,194,125 $0 $0 $0 $0 $238,825 $1,194,125 $1,194,125 $0 No additional O and M is anticipated due to this project. _____________________________________ _____________________________________ 326 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2120-Airport Capital Grants Category: Other Project: 79524* - North Apron Rehabilitate (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Design and construct asphalt pavement to improve the condition and preserve the life of the north third of the apron. Carryover FY 2016 FY 2017 FY 2018 Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: FYs 21-25 $0 $0 $0 $0 $0 $0 $907,535 $0 $0 $0 $0 $0 This project replaces exisitng pavement on the north third of the Apron. Grants/City Match Funding Source: Design and construct asphalt pavement to improve the condition and preserve the life of the south third of the apron. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $955,300 $0 $0 $0 $0 $0 $0 $955,300 $0 $0 $0 $0 This project replaces exisitng pavement on the south third of the Apron. Grants/City Match Funding Source: Procure and install a replacement of Automated Weather Observation System (AWOS) equipment. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $180,000 $0 $0 $0 $0 $0 $0 $180,000 $0 $0 $0 $0 This project replaces exisitng AWOS equipment. Project: 79530 - Auto Parking Lots Rehab. (R) Project Description: FY 2020 $907,535 Project: 79527* - AWOS Weather Reporting Equip. (R) Project Description: FY 2019 $0 Project: 79526* - South Apron Rehabilitate (R) Project Description: Grants/City Match Funding Source: Grants/City Match Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $225,000 $0 $0 $0 $0 $0 $0 $225,000 $0 $0 $0 $0 $0 This is a replacement and/or rehabilitation project, which requires no additional O and M funding. _____________________________________ _____________________________________ 327 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2120-Airport Capital Grants Category: Other Project: T1477 - FAR Part 150 Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: 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 2016 FY 2017 FY 2018 Capital Costs TOTAL Operating Description: FY 2019 FY 2020 FYs 21-25 $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: 79519 - Airport-Capacity Study (N) Project Description: Grants/City Match Funding Source: Grants/City Match Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $50,000 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. _____________________________________ _____________________________________ 328 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other 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 2016 is available for the ongoing Building Maintenance Reserve for emergency building repairs and the capital reserve account for the sports facilities and Arena. 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. 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, with the exception of the Phone System upgrade scheduled for FY19, 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. _____________________________________ _____________________________________ 329 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 1000-General Fund FY 2016: Capital Project Expenses Carryover Category: Other FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 81070 *Capital Repair-Arena 84551 Civic Center Renovation 0 0 500,000 0 500,000 0 500,000 0 500,000 0 500,000 0 5,000,000 4,158,974 0 0 0 0 0 0 0 0 0 0 500,000 836,752 35,000 0 0 0 0 0 0 1,871,752 500,000 836,752 35,000 0 0 0 0 0 1,421,090 3,292,842 500,000 836,752 35,000 0 0 0 0 991,837 0 2,863,589 500,000 836,752 35,000 0 0 0 0 0 0 1,871,752 500,000 836,752 35,000 0 0 0 0 0 0 1,871,752 2,500,000 4,183,760 175,000 250,000 143,610 817,703 616,071 0 0 17,845,118 0 0 668,646 668,646 668,646 668,646 668,646 668,646 0 0 1,086,822 1,086,822 0 0 $0 $2,540,398 $3,961,488 $3,532,235 $1,871,752 $2,958,574 $17,845,118 Replacement of Existing Assets 81013 Bldg. Maintenance Reserve 84200 Capital Repair-Camelback Ranch 84554 Civic Ctr. Maintenance Reserve T4620 Resurface Library Parking Lots T4730 Fuel Sites Equipment Upgrade T5320 EOC Equipment Replacement T5380 Replace HazMat Vehicle T5450 Heart Monitors T5539 Replacement of Airpacks Sub-Total - Existing Assets New Assets 0 81069 *CBR Land IGA Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $2,540,398 PROJECT DETAIL: 1000-General Fund Category: Other Project: 81070* - Capital Repair-Arena (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Funding Source: General Fund City's contractual obligation to annually fund the capital repair at the arena Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $5,000,000 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $5,000,000 Operating Description: _____________________________________ _____________________________________ 330 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1000-General Fund 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Design $0 $0 $0 $0 $0 $0 $756,000 Construction $0 $0 $0 $0 $0 $0 $2,633,126 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 $62,699 Arts $0 $0 $0 $0 $0 $0 $26,331 Equipment $0 $0 $0 $0 $0 $0 $130,000 Contingency $0 $0 $0 $0 $0 $0 $394,968 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $0 $0 $4,158,974 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 2016 FY 2017 FY 2018 FY 2019 Staffing Supplies/Contr Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Bldg. Maint. Equip. Maint. Insurance Electrical Water TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Project: 81013 - Bldg. Maintenance Reserve (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: FY 2020 $0 $0 $0 $0 $0 $0 $0 $0 $0 Funding Source: FYs 21-25 $5,312,960 $337,190 $700,000 $499,550 $99,910 $60,690 $89,920 $35,720 $5,312,960 General Fund This project is intended to support emergency and unplanned replacements or repairs of building components, or tenant improvements in city-owned buildings. A few examples of the replacements and/or repairs charged to this fund in FY 2015 include: 1) Design cost for CRAC unit replacements in the IT data room, 2) Roof replacement/repair at Public Safety/Fire Station #155, Glendale Civic Center, Parks & Rec Thunderbird Paseo Sports Complex Ballfield Office, Parks Foothills Sports Complex, 3) Replace Glendale Civic Center cooling tower, 4) Veneer rehabilitation at Fire Station #157, and 5) Family Advocacy relocation project. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $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. _____________________________________ _____________________________________ 331 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1000-General Fund Category: Other Project: 84200 - Capital Repair-Camelback Ranch (R) Project Description: Capital Costs 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 Miscellaneous/Other $0 $197,252 $197,252 $197,252 $197,252 $197,252 $986,260 $0 $836,752 $836,752 $836,752 $836,752 $836,752 $4,183,760 TOTAL Operating Description: No additional O and M is needed for this project. Project: 84554 - Civic Ctr. Maintenance Reserve (R) Project Description: Capital Costs 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 Miscellaneous/Other TOTAL Operating Description: FY 2016 FY 2017 FY 2018 Capital Costs FYs 21-25 $0 $35,000 $35,000 $35,000 $35,000 $35,000 $175,000 $35,000 $35,000 $35,000 $35,000 $35,000 $175,000 General Fund Funding Source: 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 TOTAL FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $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 FY 2020 No additional O and M is needed. Miscellaneous/Other Operating Description: FY 2019 $0 Project: T4620 - Resurface Library Parking Lots (R) Project Description: General Fund Funding Source: FY 2016 FY 2017 $0 $0 _____________________________________ $0 $0 FY 2018 $0 $0 FY 2019 $0 $0 FY 2020 $0 $0 FYs 21-25 $609,580 $609,580 _____________________________________ 332 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1000-General Fund Category: Other Project: T4730 - Fuel Sites Equipment Upgrade (R) Project Description: Capital Costs General Fund 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 FY 2016 Supplies/Contr TOTAL FY 2017 $0 $0 $0 $0 FY 2018 $0 $0 Project: T5320 - EOC Equipment Replacement (R) Project Description: Capital Costs FY 2019 FY 2020 $0 $0 $0 $0 FYs 21-25 $10,000 $10,000 General Fund 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 PC/Vehicle Replacement TOTAL FY 2016 FY 2017 $0 $0 _____________________________________ $0 $0 FY 2018 $0 $0 FY 2019 $0 $0 FY 2020 $0 $0 FYs 21-25 $8,177,030 $8,177,030 _____________________________________ 333 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1000-General Fund Category: Other Project: T5380 - Replace HazMat Vehicle (R) Project Description: Capital Costs General Fund Funding Source: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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. Project: T5450 - Heart Monitors (R) Project Description: Capital Costs 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. Carryover Finance Charges $0 Equipment TOTAL Operating Description: FY 2016 FY 2017 $0 $0 $0 $0 $0 $0 FY 2018 FY 2019 FY 2020 FYs 21-25 $19,837 $0 $0 $0 $0 $972,000 $0 $0 $0 $0 $991,837 $0 $0 $0 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 Equip. Maint. TOTAL General Fund Funding Source: FY 2016 FY 2017 $0 $0 _____________________________________ $0 $0 FY 2018 $0 $0 FY 2019 $0 $0 FY 2020 $0 $0 FYs 21-25 $674,390 $674,390 _____________________________________ 334 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 1000-General Fund Category: Other Project: T5539 - Replacement of Airpacks (R) Project Description: Capital Costs General Fund 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 2017. In FY 2017, 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 2013 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. Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 Finance Charges $0 $0 $28,422 $0 $0 $0 $0 Equipment $0 $0 $1,392,668 $0 $0 $0 $0 $0 $0 $1,421,090 $0 $0 $0 $0 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 $161,000 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 Operating Costs FY 2016 Supplies/Contr TOTAL FY 2017 $0 $0 $0 $0 FY 2018 $0 $0 Project: 81069* - CBR Land IGA (N) Project Description: Capital Costs Land TOTAL FY 2019 FY 2020 $0 $0 $0 $0 Funding Source: FYs 21-25 $745,450 $745,450 General Fund This is an intergovernmental agreement with the City of Phoenix for repayment of land at Camelback Ranch Facility. The agree states the City will pay the following amounts; FY 15 $345,750 - FY 16,17 and 18 $668,646 - FY 20 $1,086,822 Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $668,646 $668,646 $668,646 $0 $1,086,822 $0 $0 $668,646 $668,646 $668,646 $0 $1,086,822 $0 Operating Description: _____________________________________ _____________________________________ 335 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2070-General Gov Capital Proje FY 2016: Capital Project Expenses Carryover Category: Other FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets 70800 *Building Maint. Reserve 70801 *Camelback Ranch Maint. Reserve 70802 Barrel District Imp Sub-Total - Existing Assets Total Project Expenses: 1,794,438 425,000 15,000 2,234,438 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $2,234,438 $0 $0 $0 $0 $0 $0 Total FY 2015 Funding: $2,234,438 PROJECT DETAIL: 2070-General Gov Capital Proje Project: 70800* - Building Maint. Reserve (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Category: Other Other Funding Source: This project is intended to support carryover of the building maintenance reserve for emergency and unplanned repairs and replacement of building components for various city facilities Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $1,794,438 $0 $0 $0 $0 $0 $0 $1,794,438 $0 $0 $0 $0 $0 $0 Operating Description: Project: 70801* - Camelback Ranch Maint. Reserve (I) Project Description: Capital Costs Construction TOTAL Other Funding Source: Camelback Ranch Maint. Reserve Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $425,000 $0 $0 $0 $0 $0 $0 $425,000 $0 $0 $0 $0 $0 $0 Operating Description: Project: 70802 - Barrel District Imp (I) Project Description: Capital Costs TOTAL Other Funding Source: Extend concrete pathway adjacent to fruit packing structure at Sahuaro Ranch Park Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $15,000 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $0 Operating Description: _____________________________________ _____________________________________ 336 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 2150-Technology Infrastructure FY 2016: Capital Project Expenses Carryover Category: Other FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding Existing Assets Improvement of Existing Assets T7010 Event Mgmt Center Upgrade 0 0 0 0 0 0 1,325,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,000,000 1,000,000 0 0 0 0 2,500,000 1,020,000 0 4,845,000 0 0 0 0 0 0 0 0 0 0 0 0 16,220,625 16,220,625 $0 $0 $0 $0 $1,000,000 $0 $21,065,625 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 0 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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. _____________________________________ _____________________________________ 337 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2150-Technology Infrastructure Project: T7030 - Project/Permit Tracking System (R) Project Description: Capital Costs Carryover TOTAL FY 2016 FY 2017 FY 2018 FY 2020 FYs 21-25 $0 $0 $0 $0 $0 $0 $2,500,000 $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. FY 2016 Staffing Supplies/Contr TOTAL FY 2017 FY 2018 FY 2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Project: T7050 - Facility Audio/Visual Systems (R) Capital Costs FY 2019 $0 Operating Costs Project Description: General Fund Funding Source: 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. Miscellaneous/Other Operating Description: Category: Other FY 2020 $0 $0 $0 FYs 21-25 $3,744,100 $1,609,020 $3,744,100 General Fund Funding Source: This project covers replacement of citywide audio/visual (A/V) equipment. The serviceable life for a number of the identified systems have been extended beyond their expected life cycle, currently all systems are functioning properly. The systems identified for future replacement include: the Sahuaro Ranch ball complex, the Foothills ball complex and city pools, 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. Carryover Equipment TOTAL FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $0 $0 $1,020,000 $0 $0 $0 $0 $0 $0 $1,020,000 Operating Description: Operating Costs PC/Vehicle Replacement TOTAL FY 2016 FY 2017 $0 $0 _____________________________________ $0 $0 FY 2018 $0 $0 FY 2019 $0 $0 FY 2020 $0 $0 FYs 21-25 $7,584,900 $7,584,900 _____________________________________ 338 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds PROJECT DETAIL: 2150-Technology Infrastructure Project: T7073 - City Phone System Replacement (R) Project Description: Capital Costs Carryover TOTAL FY 2016 FY 2017 FY 2018 Capital Costs FY 2019 FY 2020 FYs 21-25 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $1,000,000 $0 $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. Project: T7000 - City Fiber Optic Communication (N) Project Description: General Fund Funding Source: 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. IT/Phone/Security Operating Description: 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 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 Equipment $0 $0 $0 $0 $0 $0 $13,770,000 $0 $0 $0 $0 $0 $0 $16,220,625 TOTAL Operating Description: O and M costs associated with electricity ($4,000) for fiber optic communications equipment as well as the maintenance ($44,000) for fiber and the fiber connections per year. The costs above are for FY 2021 through FY 2023 in inflated dollars. A supplemental budget request will be submitted once the project is near completion. Operating Costs Utilities Equip. Maint. TOTAL FY 2016 FY 2017 $0 $0 $0 _____________________________________ $0 $0 $0 FY 2018 $0 $0 $0 FY 2019 $0 $0 $0 FY 2020 $0 $0 $0 FYs 21-25 $152,060 $1,672,620 $152,060 _____________________________________ 339 Annual Budget FY2016-2025 CAPITAL IMPROVEMENT PLAN ____________________________________________________________________________________ FY2016 Enterprise and Other Funds FUND SUMMARY: 1220-Arts Commission FY 2016: Capital Project Expenses Carryover Category: Other FY 2017: FY 2018: FY 2019: FY 2020: FYs 21-25: New Funding New Assets 0 84650 Municipal Arts Program Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: 0 0 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 400,000 400,000 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $400,000 $200,000 PROJECT DETAIL: 1220-Arts Commission Category: Other Project: 84650 - Municipal Arts Program (N) Project Description: Capital Costs Miscellaneous/Other TOTAL 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. This consists of commissioned, non-commissioned and the performing arts, all reviewed and recommended by the Glendale Arts Commission (via the Annual Arts Plan). Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FYs 21-25 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $400,000 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $400,000 Operating Description: _____________________________________ _____________________________________ 340 Fiscal Year 2015-2016 Annual Budget Book Debt Service Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 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 •Moody's A3 Senior Lien Excise Tax Revenue •Standard & Poor's AA+ could result in the need Bonds for additional capital •Moody's A3 Subordinate Lien Excise Tax financing. Decisions •Standard & Poor's AA Revenue Bonds regarding the use of debt will be based in •Moody's A1 Water and Sewer Revenue part on the long-term •Standard & Poor's AA Obligations needs of the city, the •Moody's A3 limitations mentioned Highway User Revenue Bonds •Standard & Poor's AA above and discussed in more detail in the A3 Transporation Excise Tax Revenue •Moody's material following this •Standard & Poor's AA Bonds 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. GO Bond Ratings •Moody's •Standard & Poor's A3 BBB+ 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 utilize 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 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. _____________________________________ _____________________________________ 341 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget Budgeted Debt Service for FY1516 totals $77.5 million. The FY 2016 Debt Service by Type largest type of debt service is General Obligation (GO) Bonds totaling $24 million or 31% of G.O. 31% total debt service. GO debt that is Water&Sewer not paid from Enterprise 26% Revenues (such as Water and Sewer revenue for select GO Bonds issued for Water and Sewer projects) is serviced through the secondary property M.P.C. Transporation tax levies. Other debt includes 24% 9% Municipal Property Corporation Excise HURF 7% Debt (MPC) debt service totaling 3% $18.7 million and Excise Tax Total $77.5 Million Debt Service totaling $5.6 million. The MPC and Excise Tax debt is serviced directly from General Fund revenues. Table 1 on the next page represents the 5-Year Debt Payment Schedule. _____________________________________ _____________________________________ 342 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget Table 1 5-Year Debt Payment Schedule Payments** FY15-16 Bond Description Payments** FY17-18 Payments** FY16-17 Payments** FY18-19 Payments** FY19-20 Final Payment Date MPC Tax Funde d De bt (Fund 1940) Existing MPC Bonds - Series 2003 AMFP Series 16 - Arena 340,750 340,750 340,750 340,750 340,750 2033 82,584 82,584 82,584 82,584 82,584 2033 MPC Bonds - Series 2008A 2,802,656 2,803,656 2,807,456 2,813,856 2,812,656 2032 MPC Bonds - Series 2008B - T axable 4,305,832 4,298,226 4,296,809 4,291,034 4,290,460 2033 MPC Bonds - Series 2012A* 331,300 2,506,300 2,203,050 2,439,550 1,104,750 2021 MPC Bonds - Series 2012B* 1,981,000 1,981,000 1,981,000 1,981,000 1,981,000 2033 MPC Bonds - Series 2012C* 8,670,250 8,670,250 8,670,250 8,670,250 8,670,250 2038 192,943 192,943 192,943 2,237,943 4,578,750 2020 18,707,315 20,875,709 20,574,841 22,856,967 23,861,200 5,565,771 5,565,771 6,680,771 10,695,021 10,790,771 5,565,771 5,565,771 6,680,771 10,695,021 10,790,771 4,421,700 MPC Bonds - Series 2003B - T axable MPC Bonds - Series 2012D* - T axable MPC Tax Funde d De bt Total Excise Tax Funde d De bt (Fund 1950) Existing Excise T ax Debt Bonds - Series 2015A* Excise Tax Funde d De bt Total 2033 Prope rty Tax Funde d De bt (Fund 1900) Existing General Obligation Bonds - Series 2003 86,700 86,700 General Obligation Bonds - Series 2006A 2,273,513 2,259,513 General Obligation Bonds - Series 2007 4,712,400 4,707,300 4,709,250 General Obligation Bonds - Series 2009B 3,646,365 3,614,925 3,588,125 3,559,400 3,533,275 2030 General Obligation Bonds - Series 2010* 7,842,800 7,832,800 2,912,800 5,007,800 4,442,800 2022 General Obligation Bond - Series 2015* 5,455,350 1,497,750 2,597,750 9,493,750 10,052,150 2022 24,017,128 19,998,988 18,229,625 18,060,950 18,028,225 Subordinate Lien W&S Rev Bonds - Series 2007 2,326,250 2,325,750 Subordinate Lien W&S Rev Bonds - Series 2008 3,194,400 3,190,800 3,192,800 Subordinate Lien W&S Rev Bonds - Series 2010 1,638,858 1,638,858 1,638,858 1,638,858 1,638,858 2030 Senior Lien W&S Bonds - Series 2012* 7,853,650 7,850,050 7,853,050 7,851,800 7,481,000 2028 Senior Lien W&S Bonds - Series 2015* 5,120,525 5,120,525 9,955,525 15,957,125 15,960,625 2028 20,133,683 20,125,983 22,640,233 25,447,783 25,080,483 Prope rty Tax Funde d De bt Total - - - 2018 - - 2017 - - 2018 Wate r & Se we r Re ve nue Funde d De bt (Fund 2380) Existing Wate r & Se we r Re ve nue Funde d De bt Total - - - 2017 - - 2018 Stre e t/HURF Re ve nue Funde d De bt (Fund 1920) Existing HURF Revenue Bonds - Series 2006 1,970,800 Stre e t/HURF Re ve nue Funde d De bt Total 2016 1,970,800 - - - - Transp. Sale s Tax Re v Funde d De bt (Fund 1970) Existing T ransp Sales T ax Obligations Bond - Series 2007 4,547,850 4,548,850 4,551,350 4,549,850 4,548,250 2032 T ransp Sales T ax Obligations Bond - Series 2015* 2,595,150 2,595,150 2,595,150 2,595,150 2,595,150 2031 Transportation Sale s Tax Funde d De bt Total 7,143,000 7,144,000 7,146,500 7,145,000 7,143,400 Total Debt S ervice Payments (All Funds) $ 77,537,695 $ 73,710,450 $ 75,271,969 $ 84,205,720 $ 84,904,078 * Refunding ** Does not include fees _____________________________________ _____________________________________ 343 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget 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. Remaining G.O. Bond Voter Authorization 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 AdHoc Citizen Bond Election Committee. July 1, 2015 Public Safety •$104,473,000 Landfill •$15,540,000 Library •$17,096,000 Streets/Parking1,2 •$67,238,000 Cultural/Historical1 •$13,721,000 Transit1 •$6,750,000 Econ. Development •$32,627,000 Govt. Facilities1 •$30,200,000 Open Space/Trails •$50,525,000 Parks •$14,637,000 Flood Control •$10,032,000 1 Bonds can be issued as G. O. Bonds, Revenue Bonds or both. Streets/Parking voter authorization can be used for Street Revenue Bonds that are repaid with HURF. 2 The time between bond elections 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. The remaining authorization numbers reflect unused authorization from the 1981,1987, 1999 and 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 can be sold to complete the list of projects in the last five years of the plan for the Parks and Flood Control G.O. funds. _____________________________________ _____________________________________ 344 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget 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 limited property value of the taxable property in that city. The City has recently retired all of the 6% category G.O. bonds. 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. Table 2 reflects the city’s G.O. bond debt limitation as of July 1, 2015. Table 2 Constitutional Debt Limitation (All Dollars in Thousands) Water, Sewer, Flood Control, Streets, Traffic, Light, Parks and Open Space General Municipal Purpose Bonds 6% Limitation1 Less Direct Bonded Debt to be Outstanding Unused 6% Borrowing Capacity 1 $67,740 $0 $67,740 1,2 20% Limitation Less Direct Bonded Debt to be Outstanding Unused 20% Borrowing Capacity $225,802 $126,305 $99,497 Based on 2015 limited assessed value of $1,129,008,207 2 Public safety, streets, parking and transportation facilities debt prior to Prop. 104 is included in the 20% category _____________________________________ _____________________________________ 345 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget Capacity is expected to increase as outstanding principal payments are made and as property values increase. Table 3 below shows that with no planned bond sales in the first five years of the plan, capacity in both categories is expected to rise. Starting in FY15-16 the city will have no outstanding debt in the 6% category. Also, in FY15-16 the city will start building a parking garage at Westgate for approximately $46.4 million which may require additional bond issuance. Table 3 Projected G.O. Debt Capacity (All Dollar in Thousands) Fiscal Year 2016 2017 2018 2019 2020 1 1 Projected Limited Property Value $1,129,008 $1,162,878 $1,197,765 $1,233,698 $1,270,709 Limitation2 (A) 6% $67,740 $69,773 $71,866 $74,022 $76,243 20% $225,802 $232,576 $239,553 $246,740 $254,142 Outstanding Debt2 (B) 6% $0 $0 $0 $0 $0 20% $126,305 $107,845 $92,715 $78,725 $64,360 Projected 1 Remaining Capacity (A-B) 6% 20% $67,740 $99,497 $69,773 $124,731 $71,866 $146,838 $74,022 $168,015 $76,243 $189,782 FY 2016 figure reflects tax year 2015 actual limited property value. Outstanding debt refers to the debt on the principal balance only. 2 The largest factor contributing to the steep decline in debt capacity between FY08-09 through FY13-14 was the change in assessed valuation over the same period. After more than doubling since FY03-04, assessed valuation reached its peak in FY08-09 (2006 real estate market) at just under $2.2 billion. As the recession continued, property values sharply declined, limiting the amount of secondary property tax revenues. The chart below provides a graphical view of historical assessed valuation changes between FY03-04 and FY15-16 as well as future valuations, projected to grow 3% per year for FY16-17 through FY23-24. _____________________________________ _____________________________________ 346 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget Secondary Property Tax Rate For the FY15-16 budget, the total property rate was increased to $2.1965 over the prior year rate of $2.1501. The FY15-16 city’s primary property tax rate is $.4898 per $100 of assessed valuation and the secondary property tax rate is $1.7067 per $100 of assessed valuation. For the future, the secondary property tax rate will continue to be reviewed annually with Council to ensure a five year balanced capital plan and may vary annually depending on secondary debt service needs. Prior to FY15-16, the secondary property tax levy was based upon the net secondary assessed value of Glendale properties. Due to the passage of Proposition 117, FY15-16 is the first fiscal year in which the secondary property tax levy is based on limited property value of Glendale properties which is the basis for the primary property tax levy. The secondary property tax rate increase from $1.6605 to $1.7067 will increase the total levy from $19,065,274 to $19,268,783. This $203,509 increase represents the approximate values of new construction. It is estimated that the FY15-16 secondary property tax rate will generate approximately $19.2 million in revenue. G.O Bonds Outstanding Principal Interest $25,000,000 $20,000,000 $15,000,000 $10,000,000 2030 2029 2028 2027 2026 2025 2024 2023 2022 2021 2020 2019 2018 $- 2017 $5,000,000 2016 The chart to the right represents all outstanding G.O. Bond principal and interest by year. As noted, considerable amounts of debt are paid off in the earlier years of the forecast, freeing up debt capacity for future bond issues and new capital improvements. Table 4 summarizes annual debt service requirements for existing bonds outstanding. Table 4 on the next page 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 covered by 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. _____________________________________ _____________________________________ 347 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget Table 4 Assessed Valuation & Tax Rate, Resources and Debt (All Dollars in Thousands with Exception of Tax Rate) Build America Bond Subsidy Fiscal Year Estimated Estimated Primary Secondary Secondary Assessed Property Property Valuation Tax Rate Tax Rev. 2016 $1,129,008 $1.7067 $19,269 $573 $210 $20,052 $24,017 2017 2018 $1,162,878 $1,197,765 $1.6444 $1.6284 $19,122 $19,504 $550 $525 $211 $152 $19,883 $20,182 $21,888 $21,332 2019 2020 $1,233,698 $1,270,709 $1.5810 $1.5349 $19,505 $19,504 $498 $468 $160 $60 $20,162 $20,032 $19,832 $19,833 Fund Total 1480 DIF Resources Payment Total Debt Service 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 operating revenue. Excise tax funded bonds under this category include Municipal Property Corporation (MPC) bonds. While the city currently is not in compliance with the 10% guideline as explained above, the policy is a very important goal for the city to attain and will be evaluated for compliance annually. The chart represents all outstanding MPC and Excise Bond principal and interest. Excise Tax and Municipal Property Corporation Bonds The city of Glendale currently has one Excise Tax Bond, Series 2015A which was issued on February 26, 2015 as a result of MPC debt refunding. _____________________________________ _____________________________________ 348 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget The city of Glendale currently has nine MPC issuances, five of which are senior lien obligations and four subordinate MPC bonds. Excise 2015A Bonds were issued on February 26, 2015 to refund AMFP Series 12, Series 2003B, Series 2006A, and Series 2012D. In addition to the City’s financial policies on Debt management, the bond covenants restrict the amount of additional bonds that may be issued based on the ratio of unrestricted excise tax revenue to maximum annual debt service on excise tax bonds. The city’s bond covenant for senior lien excise tax debt is unrestricted excise tax revenue of at least three times the maximum annual debt service. The covenant is revenues of two times the maximum annual debt service on combined 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 sales tax. This means General Fund revenues normally allocated for operating budget purposes must be allocated for excise tax debt service. Currently, and in past fiscal years, the General Fund operating budget contribution, backed by unrestricted excise taxes, is reflected as a transfer from the General Fund to the excise tax debt service fund in Schedule 4. For FY15-16, the General Fund transfer to the excise tax debt service fund is budgeted at $14.3 million. While the table below indicates the city has potential excise tax bond capacity given coverage ratios in excess of the minimum required, additional issuances of excise tax bonds that increase outstanding debt service would further strain the overall General Fund operating budget. Table 5 Excise Tax Debt Service Fiscal Year 2016 2017 2018 2019 2020 1 Unrestricted Excise Tax (A)1 152,052,205 147,603,267 153,449,238 159,540,575 165,888,005 Senior Lien Debt Service (B) 15,069,143 17,237,537 18,051,669 22,303,045 21,062,221 Subordinate Total Excise Senior Subordinate Lien Debt Debt Covenant Covenant Service Service (A/B) (A/(B+C)) (C) (B+C) 9,203,943 24,273,085 10.09 6.26 9,203,943 26,441,480 8.56 5.58 9,203,943 27,255,612 8.50 5.63 11,248,943 33,551,987 7.15 4.76 13,589,750 34,651,971 7.88 4.79 Current year is budgeted, future years are from the 5-year forecast _____________________________________ _____________________________________ 349 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget Inter-Fund Transfer Appropriated inter-fund transfer requests are a necessary mechanism for one fund to appropriately support the operations of other funds. For example, a budgeted transfer from the Transportation Sales Tax Fund to the Transportation Capital Projects Fund is necessary to fund related capital outlay. As requested by council, the FY15-16 budget also includes maintenance of effort transfers of $600,000 from the General Fund to the Enterprise Funds to support their operations. Inter-Fund Transfers for the FY15-16 budget total $100.5 million. Lease Obligations The city currently has one general fund lease obligation, the 2007 fire truck and equipment lease. In FY 14-15 the City opted to do an early payoff of Northern Crossing and Hickman property purchases and ADOT payments. Detailed information regarding lease payments can be found in Schedule 8: Lease Payments. Table 6 shows the debt service on excise tax funded debt obligations for FY15-16 through FY1920 compared to ongoing general fund revenue. As previously stated Glendale does not currently comply with the 10% guideline set forth in the Capital Asset and Debt Management financial policy. Table 6 Excise Tax Debt Service to Ongoing Revenue Fiscal Year 2016 2017 2018 2019 2020 Ongoing GF Revenue (A) 202,999,071 213,814,538 219,951,035 226,305,286 232,886,057 MPC & Excise Tax Debt Service (B) 24,273,085 26,441,480 27,255,612 33,551,987 34,651,971 Lease Payment (C) 51,545 - Total Payment (B+C) 24,324,630 26,441,480 27,255,612 33,551,987 34,651,971 Debt Service to Revenue (B+C)/A 12.0% 12.4% 12.4% 14.8% 14.9% On the next page, Table 7 shows the percentage of unrestricted excise tax revenues versus the MPC and Excise Debt and lease obligations and the percent of those obligations. In FY15-16, 16% collected of sales taxes and state shared revenues is used to pay debt. _____________________________________ _____________________________________ 350 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget Table 7 Excise Tax Debt Service to Unrestricted Revenue Fiscal Year 2016 2017 2018 2019 2020 Unrestricted Excise Tax (A) 152,052,205 147,603,267 153,449,238 159,540,575 165,888,005 MPC & Excise Tax Debt Service (B) 24,273,085 26,441,480 27,255,612 33,551,987 34,651,971 Lease Payments (C) 51,545 - Total Payments (B+C) 24,324,630 26,441,480 27,255,612 33,551,987 34,651,971 Debt Service to Revenue (B+C)/A 16.0% 17.9% 17.8% 21.0% 20.9% 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 FY15-16 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 new water/sewer revenue or G.O. bonds. However, $10.0M was authorized in a 1999 election specifically to transition areas using septic systems to the city’s sewage system. The _____________________________________ _____________________________________ 351 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget other $6.4M is the remaining authorization from a bond election in 1987. 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 junior and subordinate to the lien on water/sewer system revenues for existing, senior lien city revenue bonds. The chart on the previous page, represents all outstanding Water and Sewer Bond principal and interest Table 8 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 1.5 coverage ratio is projected for FY15-16 without a rate increase. This projection will be revisited annually to account for any significant changes in assumptions about costs and revenues. Table 8 Water & Sewer Revenue Funded Debt Fiscal Year 2016 2017 2018 2019 2020 1 1 Revenue 81,199,487 82,073,669 82,855,981 83,617,363 84,441,411 O and M Expenses 50,670,513 49,470,829 50,576,888 51,658,974 52,754,355 Net Revenue Debt Service 30,528,974 20,133,683 32,602,840 20,125,983 32,279,093 22,640,233 31,958,389 25,447,783 31,687,056 25,080,483 Revenue to Debt Service Ratio 1.52 1.62 1.43 1.26 1.26 Revenue from 5 year forecast. There is no rate adjustment recommended in FY15-16 for the water/sewer enterprise fund. 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. _____________________________________ _____________________________________ 352 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget HURF REVENUE FUNDED DEBT HURF Revenue Bonds HURF bond-funded projects require voter authorization (either for HURF revenue bonds that are secured by and paid for from HURF revenues, or for streets/parking G.O. bonds that are secured by property taxes but may be paid from HURF revenues). HURF voted revenue bonds do not affect the city's G.O. debt limitation. By state law, when a city sells a HURF revenue bond , the maximum projected annual total debt service payment cannot exceed one-half of the previous year’s revenue allocation. The FY15-16 debt service budget of $1.9 million represents the final current debt service payment in this fund. There is currently $67.2 million in remaining voter authorization for the Streets/Parking category. TRANSPORTATION SALES TAX FUNDED DEBT Transportation Sales Tax Revenue Obligations Transportation sales tax revenue currently supports the debt service for a FY07-08 revenue bond obligation. A minimum debt coverage ratio of 2.0 was established at the time of the FY07-08 issuance. Voter authorization is not required for Transportation Sales Tax Revenue Obligations. The chart represents all outstanding Transportation Bond principal and interest. Table 9, on the following page, 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. _____________________________________ _____________________________________ 353 Annual Budget DEBT SERVICE ____________________________________________________________________________________ FY2016 Debt Service Budget Table 9 Transportation Revenue Bonds Transportation Sales Tax Fiscal Existing Proposed Total Annual 1 Year Debt Service Debt Service Debt Service Coverage Revenue 2016 $24,470,223 $7,143,000 $0 $7,143,000 3.43 2017 $25,029,235 $7,144,000 $0 $7,144,000 3.50 2018 $25,905,258 $7,146,500 $0 $7,146,500 3.62 2019 $26,811,942 $7,145,000 $0 $7,145,000 3.75 2020 $27,750,360 $7,143,400 $0 $7,143,400 3.88 1 Current year budget, future years - 5 year forecast. Please see the Glendale Onboard Annual Report for more information. For a summary of all FY15-16 debt service obligations please see Schedule 7: Long Term Debt Service. _____________________________________ _____________________________________ 354 Fiscal Year 2015-2016 Annual Budget Book Schedules Annual Budget SCHEDULES ____________________________________________________________________________________ FY2016 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 by program and fund Schedule 6 is a multi-year look at capital improvement program by fund Schedule 7 is a multi-year look at long-term debt service 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 _____________________________________ _____________________________________ 355 Projected Revenues Transfer In Transfer Out Operations Capital Outlay Debt Service Contingency Total Ending Fund Appropriation Balance General Fund 1000 1120 General Vehicle Replacement Sub-Total General Fund $26,821,078 $5,943,646 $32,764,724 $202,743,071 $256,000 $202,999,071 $24,144,445 $0 $24,144,445 ($21,817,014) $0 ($21,817,014) ($194,114,097) ($4,500,000) ($198,614,097) ($2,540,398) $0 ($2,540,398) $0 $0 $0 ($5,000,000) $0 ($5,000,000) ($201,654,495) ($4,500,000) ($206,154,495) $30,237,085 $1,699,646 $31,936,731 $82,973 $870,461 $167,424 $0 $0 $0 $0 $23,058,009 $0 $28,133,304 $7,427,075 $465,000 $0 $0 $0 $0 $1,703,162 $154,552 $124,619 $0 $129,983 $62,316,563 $155,400 $281,112 $729,595 $1,674,204 $926,259 $1,100,000 $3,637,151 $14,169,119 $19,134,936 $24,470,223 $15,045,955 $7,576,332 $545,779 $1,302,025 $208,992 $16,776,589 $1,015,000 $1,094,167 $9,300 $4,838,303 $1,624,992 $116,315,433 $0 $0 $0 $0 $0 $0 $0 $0 $0 $900,000 $0 $0 $92,868 $25,794 $0 $0 $0 $0 $0 $0 $0 $1,018,662 $0 $0 $0 $0 $0 $0 $0 ($21,609,851) $0 ($32,795,441) ($16,305,055) ($7,839,390) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($78,549,737) ($200,000) ($188,226) ($539,755) ($1,674,204) ($926,259) ($1,100,000) ($3,637,151) ($9,357,635) ($1,000,000) ($13,512,235) $0 $0 ($638,647) ($1,303,723) ($208,992) ($6,579,040) ($2,481,886) ($1,162,922) ($81,818) $0 ($1,624,992) ($46,217,485) $0 ($200,000) $0 $0 $0 $0 $0 $0 ($18,134,936) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($4,838,303) $0 ($23,173,239) $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 ($650,000) $0 $0 $0 $0 $0 $0 $0 ($10,197,549) $0 $0 $0 $0 $0 ($10,847,549) ($200,000) ($388,226) ($539,755) ($1,674,204) ($926,259) ($1,100,000) ($3,637,151) ($10,007,635) ($19,134,936) ($13,512,235) $0 $0 ($638,647) ($1,303,723) ($208,992) ($16,776,589) ($2,481,886) ($1,162,922) ($81,818) ($4,838,303) ($1,624,992) ($80,238,273) $38,373 $763,347 $357,264 $0 $0 $0 $0 $5,609,642 $0 $7,195,851 $6,167,975 $201,942 $0 $24,096 $0 $0 $236,276 $85,797 $52,101 $0 $129,983 $20,862,648 $9,447,867 $34,956 $98,159 $7,049,167 $6,585 $6,476 $16,643,210 $19,841,880 $0 $0 $0 $0 $0 $19,841,880 $209,713 $1,975,800 $0 $14,287,862 $5,600,000 $7,147,999 $29,221,374 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($24,337,128) ($1,975,800) $0 ($18,737,313) ($5,575,770) ($7,147,999) ($57,774,010) $0 $0 $0 $0 $0 $0 $0 ($24,337,128) ($1,975,800) $0 ($18,737,313) ($5,575,770) ($7,147,999) ($57,774,010) $5,162,332 $34,956 $98,159 $2,599,716 $30,815 $6,476 $7,932,454 Special Revenue Funds 1200 1220 1240 1300 1310 1311 1320 1340 1650 1660 1700 1720 1760 1820 1830 1840 1860 1880 1885 2120 2530 Utility Bill Donation Arts Commission Fund Court Security/Bonds Home Grant Neighborhood Stabilization Pgm N'hood Stabilization Pgm III C.D.B.G. Highway User Gas Tax Transportation Grants Transportation Sales Tax Police Special Revenue Fire Special Revenue Airport Special Revenue CAP Grant Emergency Shelter Grants Grants RICO Funds Parks & Recreation Self Sust Parks & Recreation Designated Airport Capital Grants Training Facility Revenue Fund Sub-Total Special Revenue Fund Debt Service Funds 1900 1920 1930 1940 1950 1970 G.O. Bond Debt Service HURF Debt Service PFC Debt Service M.P.C. Debt Service Excise Tax Deb Service Transportation Debt Service Sub-Total Debt Service Funds Annual Budget SCHEDULE ONE ____________________________________________________________________________________ FY2016 Fund Balance Analysis ____________________________________________________________________________________ 356 Beginning Fund Balance Projected Revenues Transfer In Transfer Out Operations Capital Outlay Debt Service Contingency Total Ending Fund Appropriation Balance Capital Project Funds 1380 1421+ 1441+ 1461+ 1481+ 1501+ 1520 1541+ 1561+ 1581+ 1601+ 1620 1980 2000 2040 2060 2070 2180 2210 DIF Library Blds DIF-Fire Protection Facilities DIF-Police Facilities DIF-Citywide Parks DIF-Citywide Recreation Fac DIF-Libraries DIF-Citywide Open Spaces DIF-Parks Dev Zone 1 DIF-Parks Dev Zone 2 DIF-Parks Dev Zone 3 DIF-Roadway Improvements DIF-General Government Streets Constr. - 1999 Auth Hurf Street Bonds Public Safety Construction Parks Construction General Gov Capital Projects Flood Control Construction Transportation Capital Project Sub-Total Capital Fund $1,753,687 $803,992 $1,631,826 $331,395 $1,298,338 $2,926,325 $503,021 $235,535 $178,163 $84,732 $4,055,891 $161,323 $2,698,299 $18,827 $1,929,386 $83 $2,234,438 $2,553,401 $0 $23,398,662 $6,333 $2,000 $6,403 $40,318 $5,356 $12,290 $2,000 $700 $1,123 $383 $11,800 $667 $1,500 $1,500 $200 $0 $0 $200 $0 $92,773 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,634,051 $0 $0 $0 $0 $24,647,442 $45,281,493 $0 $0 $0 $0 ($209,713) $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 ($855) ($83) $0 ($2,415) $0 ($3,353) $0 $0 $0 $0 $0 ($1,064,630) $0 ($114,000) ($163,497) ($33,000) ($925,555) $0 ($2,655,486) ($20,654,378) ($1,928,731) $0 ($2,234,438) ($1,677,743) ($24,647,442) ($56,098,900) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($1,760,020) ($805,992) ($1,638,229) ($371,713) ($1,093,981) ($1,873,985) ($505,021) ($122,235) ($15,789) ($52,115) ($3,142,136) ($161,990) ($44,313) $0 $0 $0 $0 ($873,443) $0 ($12,460,962) ($1,760,020) ($805,992) ($1,638,229) ($371,713) ($1,093,981) ($2,938,615) ($505,021) ($236,235) ($179,286) ($85,115) ($4,067,691) ($161,990) ($2,699,799) ($20,654,378) ($1,929,586) ($83) ($2,234,438) ($2,553,601) ($24,647,442) ($68,563,215) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,647,617 $5,647,617 $22,000 $22,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($5,669,617) ($5,669,617) ($5,669,617) ($5,669,617) $0 $0 $71,653,215 $11,027,537 $2,454,021 $2,400,000 $87,534,773 $81,199,487 $10,796,290 $14,953,000 $15,494,940 $122,443,717 $225,000 $315,000 $60,000 $310,490 $910,490 $0 $0 $0 $0 $0 ($50,670,513) ($9,578,913) ($13,467,271) ($15,891,384) ($89,608,081) ($28,922,685) ($11,138,288) ($3,455,446) $0 ($43,516,419) ($20,158,683) $0 $0 $0 ($20,158,683) ($8,637,424) ($600,000) ($200,000) $0 ($9,437,424) ($108,389,305) ($21,317,201) ($17,122,717) ($15,891,384) ($162,720,607) $44,688,397 $821,626 $344,304 $2,314,046 $48,168,373 2540 Risk Management Self Insurance 2560 Workers Comp. Self Insurance 2580 Benefits Trust Fund 2590 Fleet Services 2591 Technology 2592 Technology Projects Sub-Total Internal Service Funds $1,776,276 $7,025,499 $210,992 $24,979 $200,187 $0 $9,237,933 $3,032,950 $2,335,777 $25,239,376 $9,000,000 $6,655,283 $3,234,800 $49,498,186 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2,934,598) ($2,201,956) ($25,450,368) ($9,007,510) ($6,650,551) ($3,234,800) ($49,479,783) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($1,400,000) $0 $0 $0 $0 $0 ($1,400,000) ($4,334,598) ($2,201,956) ($25,450,368) ($9,007,510) ($6,650,551) ($3,234,800) ($50,879,783) $474,628 $7,159,320 $0 $17,469 $204,919 $0 $7,856,336 TOTAL $237,543,482 $511,213,060 $100,576,464 ($100,576,464) ($383,922,799) ($125,328,956) ($77,932,693) ($44,815,552) ($632,000,000) $116,756,542 Permanent Funds 2280 Cemetery Perpetual Care Sub-Total Permanent Funds Enterprise Funds 2360+ 2440 2480 2500 Water and Sewer Landfill Sanitation Pub Housing Budget Activities Sub-Total Enterprise Funds Internal Service Funds Annual Budget SCHEDULE ONE ____________________________________________________________________________________ FY2016 Fund Balance Analysis ____________________________________________________________________________________ 357 Beginning Fund Balance General Fund Debt Service Capital Project Funds Funds Permanent Funds Enterprise Funds Internal Service Funds Total Beginning Fund Balance 32,765 62,317 16,643 23,399 5,648 87,535 9,238 237,543 Financial Sources Charges for services Contributions Fines and forfeitures Interest Income Intergovernmental Licenses and permits Miscellaneous Self insurance premiums Taxes revenue Transfers In 22,093 278 3,092 402 58,370 8,820 4,968 0 104,975 24,144 2,516 0 698 145 55,221 0 10,907 0 46,829 1,019 0 0 0 0 573 0 0 0 19,269 29,221 0 0 0 52 0 39 2 0 0 45,281 0 0 0 22 0 0 0 0 0 0 103,775 0 0 272 15,495 98 2,804 0 0 910 18,887 0 0 20 0 2 151 30,439 0 0 147,271 278 3,791 913 129,659 8,959 18,831 30,439 171,072 100,576 Total Sources 227,144 117,334 49,063 45,374 22 123,354 49,498 611,790 Financial Uses Capital Outlay Community environment Community housing Community services Contigency Debt Service General government Internal services Landfill Other Public safety Public works Sanitation Street maintenance Water and sewer Transfers Out 2,540 20 0 14,824 5,000 0 44,296 0 0 2,378 119,679 16,515 0 902 0 21,817 23,173 8,850 0 16,153 10,848 0 540 0 0 0 10,636 1,301 0 8,738 0 78,550 0 0 0 0 0 57,774 0 0 0 0 0 0 0 0 0 0 56,099 0 0 0 12,461 0 0 0 0 0 1 2 0 0 0 210 0 0 0 0 5,670 0 0 0 0 0 0 0 0 0 0 0 43,516 0 15,891 0 9,437 20,159 0 0 9,579 0 0 0 13,467 0 50,671 0 0 0 0 0 1,400 0 6,651 33,822 0 0 0 9,008 0 0 0 0 125,329 8,870 15,891 30,977 44,816 77,933 51,486 33,822 9,579 2,378 130,316 26,826 13,467 9,640 50,671 100,576 227,972 158,788 57,774 68,773 5,670 162,721 50,880 732,576 31,937 20,863 7,932 0 0 48,168 7,856 116,757 Total Uses Estimated Fund Balance Annual Budget SCHEDULE TWO ____________________________________________________________________________________ FY2016 Financial Sources and Uses ____________________________________________________________________________________ 358 Fund Name Special Revenue Funds Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget City Sales Tax $80,654,694 $84,463,062 $84,463,062 $98,695,608 State Income Tax $25,270,933 $27,444,369 $27,444,369 $27,297,178 State Shared Sales Tax $19,734,422 $20,486,143 $20,486,143 $21,659,358 $0 $9,700,000 $9,700,000 $9,700,000 $8,086,426 $8,016,651 $8,016,651 $8,960,744 $0 $0 $0 $7,056,276 Property Tax $5,096,745 $5,364,136 $5,364,136 $5,529,882 Miscellaneous $1,396,350 $1,941,787 $1,941,937 $3,499,236 Gas/Electric Franchise Fees $2,854,523 $2,733,977 $2,733,977 $2,828,000 Court Revenue $3,129,466 $2,713,780 $2,763,580 $2,763,580 Fire Department Other Fees $2,445,590 $2,301,448 $2,301,448 $2,468,190 $172,881 $376,927 $376,927 $1,858,164 Cable Franchise Fees $1,478,056 $1,572,061 $1,572,061 $1,572,061 Recreation Revenue $1,336,759 $1,355,120 $1,355,120 $1,400,408 Building Permits $1,236,003 $1,106,000 $1,106,000 $1,124,802 Security Revenue $0 $0 $0 $740,535 $1,081,916 $704,000 $704,000 $715,968 $587,431 $645,888 $642,902 $679,707 Sales Tax Licenses $1,019,921 $660,542 $660,542 $665,564 Right-of-Way Permits $1,070,205 $655,000 $455,000 $581,000 Lease Proceeds $483,407 $210,200 $210,200 $404,000 Interest $394,541 $250,000 $250,000 $396,080 Fire Dept CD Fees $389,665 $318,643 $318,643 $355,220 $68,527 $278,315 $278,315 $278,315 Library Fines/Fees $192,245 $142,000 $142,000 $265,490 Planning/Zoning $414,613 $180,000 $180,000 $235,300 Cemetery Revenue $213,228 $185,000 $185,000 $185,000 Liquor Licenses $190,967 $201,400 $201,400 $182,700 Miscellaneous CD Fees $169,888 $110,000 $110,000 $142,881 Engineering Plan Check Revenue $349,858 $164,191 $164,191 $139,191 Bus./Prof. Licenses $60,527 $110,770 $110,770 $110,770 Business Licenses $67,896 $80,560 $80,560 $80,560 Health Care Revenue $0 $0 $0 $61,863 Camelback Ranch Rev - Fire $0 $0 $0 $53,530 $43,262 $30,210 $30,210 $30,660 $25 $0 $0 $25,250 $159,690,970 $174,502,180 $174,349,144 $202,743,071 GENERAL FUNDS 1000 - General Staff & Adm Chargebacks Motor Vehicle In-Lieu Arena Fees Facility Rental Income Plan Check Fees City Property Rental SRP In-Lieu Traffic Engineering Plan Check Equipment Rental 1000 - General Total: _____________________________________ _____________________________________ 359 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 1120 - Vehicle Replacement Miscellaneous $46,767 $283,441 $283,441 $250,000 Interest $26,298 $6,000 $6,000 $6,000 $1,663,297 $0 $0 $0 $1,736,362 $289,441 $289,441 $256,000 $161,427,332 $174,791,621 $174,638,585 $202,999,071 Other $94,031 $75,500 $75,500 $80,000 Miscellaneous $75,000 $75,000 $75,000 $75,000 $709 $400 $400 $400 $169,740 $150,900 $150,900 $155,400 $0 $277,973 $277,973 $277,973 $3,988 $3,139 $3,139 $3,139 $3,988 $281,112 $281,112 $281,112 Court Revenue $396,936 $388,925 $698,497 $698,497 Miscellaneous $29,805 $30,250 $30,250 $30,250 $1,165 $875 $848 $848 $427,906 $420,050 $729,595 $729,595 Grants $597,243 $1,625,895 $1,625,895 $1,674,204 Miscellaneous $122,652 $0 $0 $0 $719,895 $1,625,895 $1,625,895 $1,674,204 Internal Charges 1120 - Vehicle Replacement Total: TOTAL-GENERAL FUNDS SPECIAL REVENUE FUNDS 1200 - Utility Bill Donation Interest 1200 - Utility Bill Donation Total: 1220 - Arts Commission Fund Miscellaneous Interest 1220 - Arts Commission Fund Total: 1240 - Court Security/Bonds Interest 1240 - Court Security/Bonds Total: 1300 - Home Grant 1300 - Home Grant Total: 1310 - Neighborhood Stabilization Pgm Grants $417,993 $868,905 $868,905 $551,259 Miscellaneous $113,639 $451,095 $451,095 $375,000 $531,632 $1,320,000 $1,320,000 $926,259 $1,197,089 $600,000 $600,000 $600,000 $297,402 $0 $0 $500,000 1310 - Neighborhood Stabilization Pgm Total: 1311 - N'hood Stabilization Pgm III Grants Miscellaneous _____________________________________ _____________________________________ 360 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $1,494,491 $600,000 $600,000 $1,100,000 $2,055,602 $4,458,358 $4,458,358 $3,617,151 $11,842 $94,942 $94,942 $20,000 $2,067,444 $4,553,300 $4,553,300 $3,637,151 $12,789,798 $12,903,286 $12,903,286 $14,147,499 $916 $0 $0 $21,620 $12,790,714 $12,903,286 $12,903,286 $14,169,119 $0 $666,707 $666,707 $0 $0 $666,707 $666,707 $0 $2,751,163 $4,822,438 $289,819 $13,797,146 $0 $2,000,000 $2,000,000 $5,337,790 $2,751,163 $6,822,438 $2,289,819 $19,134,936 $22,919,181 $23,432,936 $24,322,500 $24,206,223 Interest $114,114 $80,000 $143,000 $140,000 Transit Revenue $118,895 $128,807 $128,807 $124,000 $67,792 $0 $0 $0 $23,219,982 $23,641,743 $24,594,307 $24,470,223 City Sales Tax $3,235,946 $11,174,491 $11,174,491 $11,543,249 City Sales Tax - PS .4 $9,815,992 $3,390,809 $3,390,809 $3,502,706 $175,938 $0 $0 $0 $13,227,876 $14,565,300 $14,565,300 $15,045,955 City Sales Tax - PS .4 $4,908,003 $5,515,898 $5,515,898 $5,814,135 City Sales Tax $1,612,935 $1,818,402 $1,818,402 $1,762,197 $6,520,938 $7,334,300 $7,334,300 $7,576,332 $466,563 $467,925 $467,925 $481,860 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 1340 - Highway User Gas Tax Total: 1640 - Local Transp. Assistance LTAF - Lottery 1640 - Local Transp. Assistance Total: 1650 - Transportation Grants Grants Miscellaneous 1650 - Transportation Grants Total: 1660 - Transportation Sales Tax City Sales Tax Miscellaneous 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 _____________________________________ _____________________________________ 361 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $14,810 $11,000 $11,000 $63,919 $481,373 $478,925 $478,925 $545,779 $959,826 $1,184,605 $1,073,111 $1,201,995 $84,351 $100,030 $100,030 $100,030 $1,044,177 $1,284,635 $1,173,141 $1,302,025 $182,045 $208,992 $208,992 $208,992 $182,045 $208,992 $208,992 $208,992 $1,388,404 $15,992,136 $15,992,136 $16,267,162 $884,748 $0 $0 $509,427 $3,271 $0 $0 $0 $380 $0 $0 $0 $2,276,803 $15,992,136 $15,992,136 $16,776,589 $185,757 $0 $0 $0 $33,916 $0 $0 $0 $219,673 $0 $0 $0 $1,266,025 $1,000,000 $1,000,000 $1,000,000 Miscellaneous 1760 - Airport Special Revenue Total: 1820 - CAP Grant Grants Miscellaneous 1820 - CAP Grant Total: 1830 - Emergency Shelter Grants Grants 1830 - Emergency Shelter Grants Total: 1840 - Grants Grants Miscellaneous Library Fines/Fees Interest 1840 - Grants Total: 1842 - ARRA Stimulus Grants Miscellaneous Grants 1842 - ARRA Stimulus Grants Total: 1860 - RICO Funds State Forfeitures $2,138 $15,000 $15,000 $15,000 Interest $20,887 $0 $0 $0 Miscellaneous $13,351 $0 $0 $0 $1,302,401 $1,015,000 $1,015,000 $1,015,000 Recreation Revenue $859,910 $967,861 $967,861 $993,667 Facility Rental Income $101,055 $115,000 $115,000 $100,500 $68,939 $0 $0 $0 $1,029,904 $1,082,861 $1,082,861 $1,094,167 $13,250 $9,000 $9,000 $9,000 $421 $300 $300 $300 Federal Forfeitures 1860 - RICO Funds Total: 1880 - Parks & Recreation Self Sust Miscellaneous 1880 - Parks & Recreation Self Sust Total: 1885 - Parks & Recreation Designated Recreation Revenue Interest _____________________________________ _____________________________________ 362 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $13,671 $9,300 $9,300 $9,300 $0 $0 $0 $3,102,768 $240,550 $12,919,409 $40,000 $1,735,535 $1 $0 $0 $0 $240,551 $12,919,409 $40,000 $4,838,303 $1,381,410 $1,487,700 $1,487,700 $1,624,992 $1 $0 $0 $0 $1,381,411 $1,487,700 $1,487,700 $1,624,992 $72,097,778 $109,363,989 $93,102,576 $116,315,433 $18,528,063 $19,065,274 $0 $19,268,783 Miscellaneous $600,620 $633,413 $633,413 $573,097 SRP In-Lieu $246,816 $0 $0 $0 $2 $0 $0 $0 $19,375,501 $19,698,687 $633,413 $19,841,880 $40,015 $0 $0 $0 $40,015 $0 $0 $0 $38,515 $0 $0 $0 $215 $0 $0 $0 $38,730 $0 $0 $0 $19,454,246 $19,698,687 $633,413 $19,841,880 $6,465 $6,333 $6,333 $6,333 $6,465 $6,333 $6,333 $6,333 1885 - Parks & Recreation Designated Total: 2120 - Airport Capital Grants Miscellaneous Grants Interest 2120 - Airport Capital Grants Total: 2530 - Training Facility Revenue Fund Partner Revenue Miscellaneous 2530 - Training Facility Revenue Fund Total: TOTAL-SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS 1900 - G.O. Bond Debt Service Property Tax Interest 1900 - G.O. Bond Debt Service Total: 1930 - PFC Debt Service Miscellaneous 1930 - PFC Debt Service Total: 1940 - M.P.C. Debt Service Miscellaneous Interest 1940 - M.P.C. Debt Service Total: TOTAL-DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS 1380 - DIF Library Blds Interest 1380 - DIF Library Blds Total: _____________________________________ _____________________________________ 363 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 1421+ - DIF-Fire Protection Facilities Interest $1,365 $2,000 $2,000 $2,000 $257,183 $252,770 $252,770 $0 $258,548 $254,770 $254,770 $2,000 $5,357 $6,403 $6,403 $6,403 $177,846 $175,826 $175,826 $0 $183,203 $182,229 $182,229 $6,403 $28,416 $38,827 $38,827 $38,827 $1,204 $1,491 $1,491 $1,491 $29,620 $40,318 $40,318 $40,318 $4,769 $4,509 $4,509 $5,356 $28,416 $38,827 $624 $0 $33,185 $43,336 $5,133 $5,356 Interest $11,565 $12,543 $12,543 $12,290 Development Impact Fees $54,396 $74,318 $1,194 $0 $65,961 $86,861 $13,737 $12,290 $1,856 $1,099 $2,062 $2,000 $1,856 $1,099 $2,062 $2,000 $638 $475 $729 $700 $4,180 $10,894 $0 $0 $4,818 $11,369 $729 $700 $652 $295 $752 $773 $2,508 $4,131 $314 $350 $3,160 $4,426 $1,066 $1,123 Development Impact Fees 1421+ - DIF-Fire Protection Facilities Total: 1441+ - DIF-Police Facilities Interest Development Impact Fees 1441+ - DIF-Police Facilities Total: 1461+ - DIF-Citywide Parks Development Impact Fees Interest 1461+ - DIF-Citywide Parks Total: 1481+ - DIF-Citywide Recreation Fac Interest Development Impact Fees 1481+ - DIF-Citywide Recreation Fac Total: 1501+ - DIF-Libraries 1501+ - DIF-Libraries Total: 1520 - DIF-Citywide Open Spaces Interest 1520 - DIF-Citywide Open Spaces Total: 1541+ - DIF-Parks Dev Zone 1 Interest Development Impact Fees 1541+ - DIF-Parks Dev Zone 1 Total: 1561+ - DIF-Parks Dev Zone 2 Interest Development Impact Fees 1561+ - DIF-Parks Dev Zone 2 Total: _____________________________________ _____________________________________ 364 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 1581+ - DIF-Parks Dev Zone 3 Interest $298 $201 $373 $383 $21,770 $23,739 $418 $0 $22,068 $23,940 $791 $383 $9,388 $11,776 $14,000 $11,800 $1,112,916 $1,033,959 $61,404 $0 $60,000 $0 $0 $0 $1,182,304 $1,045,735 $75,404 $11,800 $600 $667 $667 $667 $600 $667 $667 $667 $671 $0 $4,600 $1,500 $671 $0 $4,600 $1,500 $5,374 $21,406 $1,464 $1,500 $5,374 $21,406 $1,464 $1,500 $786 $698 $690 $200 $786 $698 $690 $200 $69 $8 $0 $0 $69 $8 $0 $0 $20 $0 $0 $0 $20 $0 $0 $0 $399 $434 $400 $0 $399 $434 $400 $0 Development Impact Fees 1581+ - DIF-Parks Dev Zone 3 Total: 1601+ - DIF-Roadway Improvements Interest Development Impact Fees Miscellaneous 1601+ - DIF-Roadway Improvements Total: 1620 - DIF-General Government Interest 1620 - DIF-General Government Total: 1980 - Streets Constr. - 1999 Auth Miscellaneous 1980 - Streets Constr. - 1999 Auth Total: 2000 - Hurf Street Bonds Interest 2000 - Hurf Street Bonds Total: 2040 - Public Safety Construction Interest 2040 - Public Safety Construction Total: 2060 - Parks Construction Interest 2060 - Parks Construction Total: 2080 - Gov't Facilities - 1999 Auth Miscellaneous 2080 - Gov't Facilities - 1999 Auth Total: 2100 - Economic Dev. Constr-1999 Auth Interest 2100 - Economic Dev. Constr-1999 Auth Total: _____________________________________ _____________________________________ 365 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget 2140 - Open Space/Trails Constr-99 Au Interest $914 $0 $0 $0 $914 $0 $0 $0 $2,183 $1,556 $2,500 $200 $2,183 $1,556 $2,500 $200 Miscellaneous $15,313 $0 $0 $0 Bond Proceeds $0 $20,000,000 $0 $0 $15,313 $20,000,000 $0 $0 $1,817,517 $21,725,185 $592,893 $92,773 $20,840 $20,000 $24,410 $22,000 2280 - Cemetery Perpetual Care Total: $20,840 $20,000 $24,410 $22,000 TOTAL-PERMANENT FUNDS $20,840 $20,000 $24,410 $22,000 Water Revenues $46,379,100 $48,694,016 $46,153,361 $46,187,528 Sewer Revenue $32,050,535 $33,051,526 $32,570,000 $32,733,679 Miscellaneous $1,902,432 $1,022,203 $1,445,633 $1,310,080 Water Development Impact Fees $730,470 $990,086 $1,040,086 $360,000 Sewer Development Impact Fees $80,213 $125,000 $153,515 $235,000 $255,837 $120,000 $220,185 $220,200 2140 - Open Space/Trails Constr-99 Au Total: 2180 - Flood Control Construction Interest 2180 - Flood Control Construction Total: 2210 - Transportation Capital Project 2210 - Transportation Capital Project Total: TOTAL-CAPITAL PROJECTS FUNDS PERMANENT FUNDS 2280 - Cemetery Perpetual Care Interest ENTERPRISE FUNDS 2360+ - Water and Sewer Interest $0 $82,000 $82,000 $82,000 $68,103 $65,000 $65,000 $65,000 $5,560 $6,000 $6,000 $6,000 $81,472,250 $84,155,831 $81,735,780 $81,199,487 Tipping Fees $4,083,612 $5,174,760 $4,786,090 $4,844,590 Recycling Sales $1,719,402 $2,478,380 $2,171,500 $2,688,000 Internal Charges $2,687,111 $2,204,800 $2,646,000 $2,570,000 Staff & Adm Chargebacks City Property Rental Facility Rental Income 2360+ - Water and Sewer Total: 2440 - Landfill _____________________________________ _____________________________________ 366 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $0 $525,000 $431,000 $431,000 Miscellaneous $573,103 $489,703 $464,960 $113,700 Other $100,000 $102,000 $102,000 $104,000 $39,141 $40,000 $47,076 $45,000 $9,202,369 $11,014,643 $10,648,626 $10,796,290 $10,606,127 $10,630,000 $10,630,000 $10,630,000 $3,336,432 $3,400,000 $3,400,000 $3,400,000 $575,986 $600,000 $600,000 $600,000 Internal Charges $84,293 $115,000 $115,000 $115,000 Miscellaneous $70,596 $145,588 $145,588 $101,000 Miscellaneous Bin Service $89,916 $100,000 $100,000 $100,000 $4,344 $4,000 $7,000 $7,000 $55,481 $0 $0 $0 $14,823,175 $14,994,588 $14,997,588 $14,953,000 $0 $15,522,294 $15,522,294 $15,494,940 $0 $15,522,294 $15,522,294 $15,494,940 $105,497,794 $125,687,356 $122,904,288 $122,443,717 Staff & Adm Chargebacks Interest 2440 - Landfill Total: 2480 - Sanitation Residential Sanitiation Commercial Sanitation Frontload Commercial Sanitation Rolloff Interest Outside City Commercial 2480 - Sanitation Total: 2500 - Pub Housing Budget Activities Grants 2500 - Pub Housing Budget Activities Total: TOTAL-ENTERPRISE FUNDS INTERNAL SERVICE FUNDS 2540 - Risk Management Self Insurance Internal Charges $2,472,005 $2,500,000 $2,500,000 $3,000,000 Security Revenue $29,611 $24,750 $24,750 $24,750 Interest $11,474 $8,200 $8,200 $8,200 $2,513,090 $2,532,950 $2,532,950 $3,032,950 $1,894,000 $1,894,001 $1,894,001 $2,299,827 Security Revenue $29,611 $24,750 $24,750 $24,750 Interest $19,754 $11,200 $11,200 $11,200 $1,500,000 $0 $0 $0 $3,443,365 $1,929,951 $1,929,951 $2,335,777 $13,857,303 $13,726,767 $13,726,767 $15,003,357 $5,133,886 $5,118,861 $5,118,861 $5,594,915 2540 - Risk Management Self Insurance Total: 2560 - Workers Comp. Self Insurance Internal Charges Miscellaneous 2560 - Workers Comp. Self Insurance Total: 2580 - Benefits Trust Fund City Contributions Employee Contributions _____________________________________ _____________________________________ 367 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $4,152,237 $4,154,143 $4,154,143 $4,540,477 $49,860 $90,000 $90,000 $98,370 Right-of-Way Permits $1,153 $1,394 $1,394 $1,524 Interest $1,042 $671 $671 $733 $0 $0 $0 $23,193,591 $23,091,836 $23,091,836 $25,239,376 $0 $0 $0 $9,000,000 $0 $0 $0 $9,000,000 Internal Charges $0 $0 $0 $6,652,283 Miscellaneous $0 $0 $0 $3,000 $0 $0 $0 $6,655,283 $0 $0 $0 $3,234,800 $0 $0 $0 $3,234,800 $29,150,046 $27,554,737 $27,554,737 $49,498,186 $8,652,862 $9,200,000 $9,200,000 $0 $7,408 $0 $0 $0 $8,660,270 $9,200,000 $9,200,000 $0 $879,521 $677,870 $677,870 $0 $879,521 $677,870 $677,870 $0 $1,915,052 $534,352 $534,352 $0 Miscellaneous $22,241 $25,293 $25,293 $0 Interest $12,740 $5,000 $5,000 $0 $1,950,033 $564,645 $564,645 $0 $28,052 $0 $0 $0 Retiree Contributions Miscellaneous Internal Charges 2580 - Benefits Trust Fund Total: ($1,890) 2590 - Fleet Services Internal Charges 2590 - Fleet Services Total: 2591 - Technology 2591 - Technology Total: 2592 - Technology Projects Internal Charges 2592 - Technology Projects Total: TOTAL-INTERNAL SERVICE FUNDS FY14-15 GF SUB FUND 1040 - General Services Internal Charges Miscellaneous 1040 - General Services Total: 1100 - Telephone Services Internal Charges 1100 - Telephone Services Total: 1140 - PC Replacement Internal Charges 1140 - PC Replacement Total: 1190 - Employee Groups Miscellaneous _____________________________________ _____________________________________ 368 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $28,052 $0 $0 $0 $108,008 $111,000 $111,000 $0 Miscellaneous $3,610 $0 $0 $0 1260 - Library Total: $111,618 $111,000 $111,000 $0 ($693) $0 $0 $0 ($693) $0 $0 $0 $898,462 $733,203 $733,203 $0 $898,462 $733,203 $733,203 $0 $568,135 $283,470 $283,470 $0 $568,135 $283,470 $283,470 $0 1190 - Employee Groups Total: 1260 - Library Library Fines/Fees 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 $61,937 $102,000 $102,000 $0 Camelback Ranch Rev - Fire $45,585 $53,000 $53,000 $0 $107,522 $155,000 $155,000 $0 Facility Rental Income $293,714 $301,070 $301,070 $0 Miscellaneous $101,186 $90,000 $90,000 $0 $22,868 $25,000 $25,000 $0 $417,768 $416,070 $416,070 $0 $754,908 $674,459 $674,459 $0 $754,908 $674,459 $674,459 $0 $2,052,883 $2,207,097 $2,207,097 $0 $2,052,883 $2,207,097 $2,207,097 $0 City Sales Tax $5,306,800 $6,700,184 $6,700,184 $0 Arena Fees $4,134,923 $6,570,441 $6,570,441 $0 1283 - CamelbackRanch EventOperations Total 1740 - Civic Center Equipment Rental 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 1770 - Zanjero Special Revenue Total: 1780 - Arena Special Revenue _____________________________________ _____________________________________ 369 Annual Budget SCHEDULE THREE ____________________________________________________________________________________ FY2016 Summary of Revenues Fund Description FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $1,223,914 $1,238,313 $1,238,313 $0 $4,619 $0 $0 $0 $120 $0 $0 $0 $10,670,376 $14,508,938 $14,508,938 $0 $2,236,088 $2,015,821 $2,015,821 $0 $2,236,088 $2,015,821 $2,015,821 $0 $511,716 $375,000 $375,000 $0 Facility Rental Income $2,031 $5,000 $5,000 $0 Grants $7,500 $0 $0 $0 $450 $0 $0 $0 $521,697 $380,000 $380,000 $0 $63,524 $61,250 $61,250 $0 $63,524 $61,250 $61,250 $0 TOTAL-FY14-15 GF SUB FUND $29,920,164 $31,988,823 $31,988,823 $0 TOTAL - ALL REVENUE : $419,385,717 $510,830,398 $451,439,725 $511,213,060 Facility Rental Income Interest Miscellaneous 1780 - Arena Special Revenue Total: 1790 - Stadium City Sales Tax - AZSTA City Sales Tax 1790 - Stadium City Sales Tax - AZSTA Total: 1870 - Marketing Self Sust Miscellaneous City Sales Tax 1870 - Marketing Self Sust Total: 2538 - Glendale Health Center Health Care Revenue 2538 - Glendale Health Center Total: _____________________________________ _____________________________________ 370 Annual Budget SCHEDULE FOUR ____________________________________________________________________________________ FY2016 Inter-Fund Transfers Transfer From Transfers To 1000 - General 1480 - DIF1660 Citywide Transportati RecFac pre on Sales Tax SB1525 1340 Highway User Gas Tax 1000 General 1700 Police Special Revenue 1720 Fire Special Revenue Total Transfer-In - - - - 16,305,055 7,839,390 24,144,445 900,000 - - - - - 900,000 1760 - Airport Special Revenue 92,868 - - - - - 92,868 1820 - CAP Grant 25,794 - - - - - 25,794 1900 - G.O. Bond Debt Service - - 209,713 - - - 209,713 1920 - HURF Debt Service - 975,800 - 1,000,000 - - 1,975,800 1940 - M.P.C. Debt Service 14,287,862 - - - - - 14,287,862 5,600,000 - - - - - 5,600,000 1970 - Transp. Debt Service - - - 7,147,999 - - 7,147,999 2000 - Hurf Street Bonds - 20,634,051 - - - 20,634,051 2210 - Transp. Capital Project - - - 24,647,442 - - 24,647,442 - - - 225,000 1660 - Transp. Sales Tax 1950 - Excise Tax Deb Service 2360 - Water and Sewer 225,000 2440 - Landfill 315,000 - - - - - 315,000 60,000 - - - - - 60,000 310,490 - - - - - 310,490 21,817,014 21,609,851 209,713 32,795,441 16,305,055 7,839,390 100,576,464 2480 - Sanitation 2500 - Pub Housing Budget Total Transfer Out * Actual transfer amounts will vary based on actual revenues, expenses, grant opportunities, etc. _____________________________________ _____________________________________ 371 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $2,481,507 $463,614 $2,945,121 $2,681,214 $200,000 $2,881,214 $2,681,214 $200,000 $2,881,214 $2,744,274 $200,000 $2,944,274 CITY AUDITOR GROUP City Auditor 10710 City Auditor $295,031 $301,079 $301,079 $337,879 CITY CLERK GROUP City Clerk 10210 City Clerk 10220 Records Management 10240 Elections Dept. Total - City Clerk $417,838 $153,207 $5,001 $576,046 $582,808 $0 $135,872 $718,680 $582,808 $0 $135,872 $718,680 $565,381 $0 $1,445 $566,826 $3,485,169 $3,742,767 $3,742,767 $3,878,094 $696,866 $872,264 $872,264 $917,044 $1,014,782 $0 $0 $0 $0 $0 $0 $0 $0 $0 $351,738 $0 $113,710 $497,636 $0 $1,977,866 $825,834 $0 $0 $0 $0 $0 $0 $0 $0 $0 $349,228 $0 $0 $462,305 $0 $1,637,367 $825,834 $0 $0 $0 $0 $0 $0 $0 $0 $0 $349,228 $0 $0 $462,305 $0 $1,637,367 $1,043,466 $240,191 $30,000 $5,000 $124,865 $89,268 $170,751 $102,676 $154,182 $103,415 $361,518 $3,435 $0 $343,620 $419,502 $3,191,889 Program Name GENERAL FUNDS 1000 - GENERAL CITY ATTORNEY GROUP City Attorney 10610 City Attorney 10615 Outside Legal Fees Dept. Total - City Attorney CITY COURT GROUP City Court 10410 City Court CITY MANAGER GROUP City Manager 10310 City Manager COMMUNICATIONS GROUP Communications 10810 Communications 14100 City Sales Tax - Bed Tax 14102 Glendale CVB - Memberships 14103 Tourism - Souvenir Program 14104 Glitter Spectacular 14105 Enchanted Evening 14106 Glitter and Glow 14107 Chocolate Affaire 14108 Glitters Light 14109 Other Special Events 14110 City-Wide Special Events 14111 Summer Band 14115 Audio/Visual 14120 Cable Communications 14130 Glendale CVB - Bed Tax Dept. Total - Communications _____________________________________ _____________________________________ 372 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $260,725 $135,892 $396,617 $133,963 $138,008 $271,971 $133,963 $138,008 $271,971 $133,740 $149,267 $283,007 $2,374,483 $1,909,338 $1,909,338 $3,474,896 $0 $854,372 $854,372 $656,411 $257,738 $386,825 $386,825 $401,648 $25,115 $5,954 $5,954 $8,569 Library & Arts 15220 Library $4,007,466 $4,081,979 $4,081,979 $4,409,811 Parks & Rec 13010 Pool Maintenance 13020 Park Irrigation 13030 Parks CIP & Planning 13040 Parks Maintenance 14610 Parks & Recreation Admin. 14630 Recreation Admin & Events 14650 Youth and Teen 14660 Special Events and Programs 14670 Sports and Health 14680 Aquatics Rose Lane & Splash Pa 14710 Park Rangers 15015 Neighborhood Services Dept. Total - Parks & Rec $178,679 $197,478 $1,710 $3,886,078 $644,075 $129,093 $4,637 $2,952 $5,337 $144,986 $277,314 $84,985 $5,557,324 $0 $0 $0 $4,760,614 $0 $308,310 $20,260 $0 $0 $437,347 $271,924 $107,805 $5,906,260 $0 $0 $0 $4,767,614 $0 $308,310 $20,260 $0 $0 $437,347 $271,924 $100,805 $5,906,260 $0 $0 $0 $4,936,058 $0 $501,393 $0 $0 $0 $398,625 $339,009 $124,327 $6,299,412 $21,370 $261,314 $0 $1,115,222 $0 $12,369 $1,410,275 $0 $139,670 $278,596 $1,074,137 $0 $0 $1,492,403 $0 $139,670 $278,596 $1,074,137 $0 $0 $1,492,403 $0 $131,486 $298,304 $1,148,545 $562,512 $0 $2,140,847 $11,257,918 $12,727,793 $12,727,793 $13,916,698 $550,130 $527,191 $527,191 $418,168 Program Name Conv./Media/Parking 10890 Convention/Media/Parking 10891 Media Center Operations Dept. Total - Conv./Media/Parking Group Total - COMMUNICATIONS: COMMUNITY SERVICES GROUP Comm. Services Adm 14510 Comm. Services Admin. Human Services 15010 Community Revitalization Human Services-Comm Action Prg 14420 CAP Local Match Parks & Rec-Fac/Commercial Ops 14620 Glendale Community Center 14640 Adult Center 14690 Audio/Visual/Support Services 14720 Foothills Recreation Center 14725 Civic Center 14760 Historic Sahuaro Ranch Dept. Total - Parks & RecFac/Commercial Ops Group Total - COMMUNITY SERVICES: COUNCIL DISTRICTS&OF GROUP Council Office 10110 Council Office _____________________________________ _____________________________________ 373 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $68,528 $64,365 $77,938 $96,098 $86,395 $74,804 $1,018,258 $91,086 $87,928 $94,750 $91,408 $85,917 $87,821 $1,066,101 $91,086 $87,928 $94,750 $91,408 $85,917 $87,821 $1,066,101 $91,137 $82,411 $87,418 $87,418 $81,963 $81,963 $930,478 $1,902,984 $2,030,317 $2,030,317 $2,131,049 $1,158,976 $1,206,734 $1,206,734 $1,234,085 $83,844 $723,230 $807,074 $96,627 $769,640 $866,267 $96,627 $769,640 $866,267 $96,542 $770,255 $866,797 $3,869,034 $4,103,318 $4,103,318 $4,231,931 $657,503 $132,154 $789,657 $762,914 $153,174 $916,088 $762,914 $141,619 $904,533 $781,951 $142,309 $924,260 $458,090 $0 $0 $0 Group Total - ECONOMIC DEVELOPMENT: $1,247,747 $916,088 $904,533 $924,260 FINANCE & TECHNOLOGY GROUP Finance 11310 Finance Administration 11320 Accounting Services 11340 License/Collection 11351 Arena Events 11352 AZSTA - Stadium Tax Refund 11360 Materials Management 11610 Budget & Research 11620 Grants Administration Dept. Total - Finance $410,678 $821,572 $944,530 $0 $0 $192,876 $499,979 $13,480 $2,883,115 $588,451 $848,923 $1,066,975 $0 $0 $480,844 $259,490 $5,000 $3,249,683 $588,451 $848,923 $1,066,975 $0 $0 $480,844 $253,990 $10,500 $3,249,683 $633,486 $890,448 $1,101,334 $15,500,000 $2,377,616 $471,136 $269,931 $129,881 $21,373,832 Info. Technology 11510 Information Technology $3,190,810 $3,062,356 $3,062,356 $0 Lease Pmts/OtherFees 11380 Lease Payments $1,327,029 $1,801,434 $11,051,434 $51,546 Program Name 10120 Cholla District 10130 Barrel District 10140 Sahuaro District 10150 Cactus District 10160 Yucca District 10170 Ocotillo District Dept. Total - Council Office DEVELOPMENT SERVICES GROUP Building Safety 15610 Building Safety Code Compliance 14410 Code Compliance Planning 13770 Mapping and Records 15910 Planning Administration Dept. Total - Planning Group Total - DEVELOPMENT SERVICES: ECONOMIC DEVELOPMENT GROUP Economic Development 16010 Economic Development 16025 Business Development Dept. Total - Economic Development Rebates & Incentives 16210 Rebates & Incentives _____________________________________ _____________________________________ 374 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund Program Name 11390 Merchant Fees 89800 1000 Advisor Fees Dept. Total - Lease Pmts/OtherFees Group Total - FINANCE & TECHNOLOGY: FIRE SERVICES GROUP Air Med & Logistics Ops 12492 Air-Med & Logistics Ops (HALO) 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 12494 Fire - Fiesta Bowl Event 12495 Stadium - Fire Event Staffing 12496 Arena - Fire Event Staffing 12497 CBRanch - Fire Event Staffing 12498 Fire - College FB Playoffs 12499 Glendale Health Center Dept. Total - Fire Department FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $214,266 $78,581 $1,619,876 $206,000 $90,000 $2,097,434 $206,000 $90,000 $11,347,434 $206,000 $90,000 $347,546 $7,693,801 $8,409,473 $17,659,473 $21,721,378 $917,479 $1,007,656 $1,007,656 $1,000,311 $1,405,245 $14,198 $21,452,678 $3,065,770 -$33 $37,108 $298,764 $708,102 $9,869 $526,570 $0 $0 $0 $0 $0 $0 $27,518,271 $2,038,058 $16,293 $27,714,343 $3,723,630 $0 $352,175 $463,258 $936,082 $22,250 $510,191 $0 $0 $0 $0 $0 $0 $35,776,280 $1,964,567 $16,293 $27,714,343 $3,881,233 $0 $352,175 $463,258 $851,970 $22,250 $510,191 $0 $0 $0 $0 $0 $0 $35,776,280 $2,225,123 $16,293 $30,924,878 $3,807,585 $0 $247,363 $502,357 $983,450 $22,250 $566,041 $58,816 $377,441 $139,752 $55,852 $48,780 $46,129 $40,022,110 $537,740 $581,875 $581,875 $642,827 $28,973,490 $37,365,811 $37,365,811 $41,665,248 $289,436 $264,609 $364,575 $271,996 $196,757 $175,806 $81,185 $0 $1,644,364 $265,531 $341,676 $350,285 $285,661 $201,967 $177,715 $93,286 $0 $1,716,121 $266,031 $336,750 $349,445 $286,061 $207,313 $177,235 $93,286 $0 $1,716,121 $0 $323,061 $358,567 $327,973 $266,165 $370,329 $110,872 $20,000 $1,776,967 $386,524 $477,640 $477,640 $512,016 GRPS Training Center - Fire 12521 PS Training Ctr - Fire Group Total - FIRE SERVICES: 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 11080 Employee Programs Dept. Total - Human Resources INTERGOVT. RELATIONS GROUP Intergovt. Programs 10910 Intergovernmental Programs _____________________________________ _____________________________________ 375 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget MAYOR'S OFFICE GROUP Mayor 10010 Office of the Mayor $269,599 $281,127 $281,127 $391,288 NON-DEPARTMENTAL GROUP Non-Departmental 11801 Fund 1000 Non-Dept $542,438 $1,285,704 $1,285,704 $10,026,202 POLICE SERVICES GROUP GRPS Training Center Police 12232 PS Training Ctr - Police $537,740 $581,875 $581,875 $642,827 $1,922 $2,770,371 $0 $0 $0 $0 $0 $10,814,991 $0 $10,743,983 $807,376 $12,947,471 $1,289,986 $2,784,230 $54,566 $1,783,119 $2,360,625 $5,136,394 $51,495,034 $0 $3,429,186 $0 $0 $0 $0 $0 $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 $6,882,421 $70,325,501 $0 $3,202,446 $0 $0 $0 $0 $0 $16,921,481 $2,621,463 $11,642,707 $672,091 $16,567,483 $1,935,164 $2,771,027 $62,823 $3,241,837 $3,583,103 $7,103,876 $70,325,501 $0 $2,868,652 $1,455,726 $245,795 $541,231 $302,210 $32,384 $17,984,153 $2,877,061 $12,739,491 $704,308 $17,841,073 $2,535,138 $3,745,068 $63,781 $2,714,759 $3,241,019 $7,479,410 $77,371,259 Group Total - POLICE SERVICES: $52,032,774 $70,907,376 $70,907,376 $78,014,086 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 $291,702 $66,443 $461,796 $27,760 $109,838 $588,133 $24,426 $1,570,098 $293,178 $57,400 $543,242 $127,670 $110,784 $709,649 $0 $1,841,923 $293,178 $57,400 $543,242 $127,670 $110,784 $709,649 $0 $1,841,923 $293,178 $57,400 $561,744 $16,313 $128,727 $735,928 $0 $1,793,290 $153,085 $0 $0 $0 Program Name Police Department 12110 Police Legal Services 12120 Police Administration 12121 Stadium - PD Event Staffing 12122 PD - Fiesta Bowl Event 12123 Arena-PD Event Staffing 12124 PD - College FB Playoffs 12125 CBRanch-Police Event Staffing 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 12233 PD - Special Operations Dept. Total - Police Department Field Operations 11370 Materials Control Warehouse _____________________________________ _____________________________________ 376 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund Program Name 13410 Field Operations Admin. 13420 Cemetery 13430 Manistee Ranch Maintenance 13440 Graffiti Removal 13450 Facilities Management 13460 Custodial Services 13461 Downtown Parking Garage 13556 CBRanch - ROW Maintenance Dept. Total - Field Operations Transportation 11890 Stadium - Transportation Ops. 11891 Transp - Fiesta Bowl Event 11892 Arena - Transportation Ops. Dept. Total - Transportation Group Total - PUBLIC WORKS: Fund Total - GENERAL: FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $478,284 $189,671 $5,481 $12,009 $3,707,687 $759,534 $49,300 $0 $5,355,051 $479,048 $211,849 $6,613 $17,096 $3,976,724 $841,619 $46,600 $0 $5,579,549 $468,290 $211,849 $8,109 $17,096 $3,881,263 $841,619 $55,380 $0 $5,483,606 $162,628 $218,004 $0 $17,110 $3,931,542 $843,640 $0 $16,080 $5,189,004 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $794,339 $92,873 $15,025 $902,237 $6,925,149 $7,421,472 $7,325,529 $7,884,531 $126,233,812 $157,103,366 $166,245,868 $194,114,096 $1,227,183 $2,452,791 $2,452,791 $4,500,000 $1,227,183 $2,452,791 $2,452,791 $4,500,000 $127,460,995 $159,556,157 $168,698,659 $198,614,096 $151,500 $200,000 $200,000 $200,000 $151,500 $200,000 $200,000 $200,000 $197,430 $173,162 $184,912 $188,226 $197,430 $173,162 $184,912 $188,226 1120 - VEHICLE REPLACEMENT PUBLIC WORKS GROUP Field Operations 13610 Equipment Replacement Fund Total - VEHICLE REPLACEMENT: TOTAL - GENERAL FUNDS SPECIAL REVENUE FUNDS 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 Program Fund Total - ARTS COMMISSION FUND: _____________________________________ _____________________________________ 377 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $345,106 $114,486 $868 $460,460 $391,599 $82,437 $57,000 $531,036 $342,999 $71,829 $57,000 $471,828 $400,318 $82,437 $57,000 $539,755 $460,460 $531,036 $471,828 $539,755 -$25,000 $251,277 $18,263 $26,326 $110,948 $319,483 $701,297 $1,625,895 $0 $0 $0 $0 $0 $1,625,895 $1,625,895 $0 $0 $0 $0 $0 $1,625,895 $1,419,035 $250,713 $4,456 $0 $0 $0 $1,674,204 $701,297 $1,625,895 $1,625,895 $1,674,204 $531,632 $1,320,000 $1,320,000 $926,259 $531,632 $1,320,000 $1,320,000 $926,259 $573,511 $920,979 $1,494,490 $600,000 $0 $600,000 $600,000 $0 $600,000 $600,000 $500,000 $1,100,000 $1,494,490 $600,000 $600,000 $1,100,000 -$2 $9,200 $20,362 $4,549,500 $0 $0 $4,299,500 $0 $0 $3,637,151 $0 $0 Program Name 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: 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 Fund Total - N'HOOD STABILIZATION PGM III: 1320 - C.D.B.G. COMMUNITY SERVICES GROUP Human Services 31001 CDBG Programs 31002 Voluntary Demo - L/M 31003 Voluntary Demo - S/B _____________________________________ _____________________________________ 378 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund Program Name 31004 Lead-Based Paint Haz Reduction 31006 Temporary Relocation 31017 Single Family Residential 31018 Paint Reimbursement Program 31019 Rehabilitation Staff 31020 Rehabilitation Delivery 31022 Roof Repair Program 31028 General Administration 31030 Fair Housing-Commun Legal Svcs 31039 PS YWCA Senior Congregate Meal 31040 CASS-Employment Counseling 31045 PS Glendale Home Accessibility 31050 St Vincent de Paul-OLPH 31051 Home Food Delivery-Westside FB 31078 PI-Code Compliance Clean-up 31079 PS-CAP Rent Utility Assist 31081 Code Prof. Svcs, Clean &Lien 31084 PS-Centeral Arizona Shelter 31085 PS-Chrysalis 31086 PS-Duet, Partners In Aging 31089 PF-Comm Housing 31096 PF-COG Parks & Rec 31098 Habitat- Emergency Home Repair 31099 COG Housing Div Modern of Bath 31102 Field Operations-Street Recon 31103 East Catlin Court Improv. 31104 Community Housing 12/13 31107 Economic Dev. VIP 12/13 31108 PS-YWCA Meal on Wheels 31109 COG-Comm. Housing 13/14 31110 Valley Life -PF 13/14 31111 COG-Field Operations 13/14 31112 COG-Parks and Rec. 13/14 31114 CASS Vis Colina-PF 13/14 31115 CASS SINGL SHELT 13/14 31120 Heart of the City 14/15 Dept. Total - Human Services Fund Total - C.D.B.G.: FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $12,580 $24,695 $57,612 $24,344 $98,284 $5,708 $84,026 $304,237 $5,759 $40,000 $15,000 $57,833 $59,022 $30,000 $9,829 $67,745 $23,241 $10,000 $15,000 $13,500 $8,176 $20,667 $466,546 $47,255 $201,439 $23,842 $168,818 $60,966 $40,000 $0 $1,146 $255 $713 $14,710 $24,918 $0 $2,067,426 $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 $4,549,500 $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 $58,700 $0 $0 $0 $0 $4,358,200 $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 $3,637,151 $2,067,426 $4,549,500 $4,358,200 $3,637,151 $2,054,304 $800 $366,807 $2,421,911 $2,089,094 $0 $323,589 $2,412,683 $2,089,094 $0 $323,589 $2,412,683 $2,281,469 $620,051 $327,087 $3,228,607 1340 - HIGHWAY USER GAS TAX PUBLIC WORKS GROUP Engineering 16920 Street Light Management 16925 Pavement Management 16940 Traffic Studies Dept. Total - Engineering _____________________________________ _____________________________________ 379 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Field Operations 16710 Right-of-Way Maintenance 16720 Street Maintenance 16731 Graffiti Removal - ROW 16820 Signs & Markings Dept. Total - Field Operations $2,316,457 $1,320,453 $156,099 $491,270 $4,284,279 $2,609,721 $1,156,500 $163,759 $648,241 $4,578,221 $2,615,625 $1,156,500 $157,759 $648,337 $4,578,221 $2,641,663 $1,198,748 $162,372 $636,758 $4,639,541 Transportation 16810 Traffic Signals 16910 Transportation Administration 16950 Traffic Design and Development Dept. Total - Transportation $844,896 $163,296 $181,124 $1,189,316 $1,201,559 $112,038 $167,456 $1,481,053 $1,201,559 $112,038 $167,456 $1,481,053 $1,201,495 $115,491 $172,502 $1,489,488 $7,895,506 $8,471,957 $8,471,957 $9,357,636 $7,895,506 $8,471,957 $8,471,957 $9,357,636 $0 $86,053 $0 $12,779 $0 $668,952 $767,784 $1,000,000 $0 $0 $0 $35,541 $0 $1,035,541 $1,000,000 $0 $0 $0 $0 $0 $1,000,000 $1,000,000 $0 $0 $0 $0 $0 $1,000,000 $767,784 $1,035,541 $1,000,000 $1,000,000 $0 $0 $0 $499,100 $2,226,273 $191,017 $356,005 $2,302,696 $3,013,008 $21,803 $526,847 $121,902 $136,170 $0 $0 $0 $0 $2,338,398 $212,480 $400,068 $2,538,880 $4,338,971 $40,300 $665,151 $361,444 $1,011,577 $18,600 $53,813 $505,343 $0 $2,457,420 $212,480 $400,068 $2,538,880 $3,812,695 $40,300 $546,129 $361,444 $1,011,577 $18,600 $53,813 $505,343 $55,000 $2,496,273 $215,509 $414,317 $2,670,544 $4,883,203 $40,300 $699,685 $300,675 $1,173,766 $10,050 $53,813 $0 $55,000 Program Name 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 37206 HSIP Ped Countdown Signals 37208 LTAF II - Fixed Route Dept. Total - Transportation Fund Total - TRANSPORTATION GRANTS: 1660 - TRANSPORTATION SALES TAX PUBLIC WORKS GROUP Engineering 16311 GO Street Light Mgmt Transportation 16510 Transportation Program Mgmt 16520 Transportation Education 16525 Transit Management 16530 Dial-A-Ride 16540 Fixed Route 16550 Demand Management 16570 Intelligent Transportation Sys 16580 Traffic Mitigation 16590 Transportation CIP O&M 16610 GO Traffic Signals 16620 GO Signs & Marking 16630 GO Street Light Mgmt 16640 Rail Transit _____________________________________ _____________________________________ 380 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund Program Name Dept. Total - Transportation FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $8,895,721 $12,485,025 $12,013,749 $13,013,135 $13,512,235 Fund Total - TRANSPORTATION SALES TAX: $8,895,721 $12,485,025 $12,013,749 $13,512,235 $13,430,316 $0 $0 $0 $13,430,316 $0 $0 $0 FIRE SERVICES GROUP Fire Department 12610 Fire - Special Revenue Fund $6,517,097 $0 $0 $0 Fund Total - FIRE SPECIAL REVENUE: $6,517,097 $0 $0 $0 $651,664 $723,906 $723,906 $638,647 $651,664 $723,906 $723,906 $638,647 $0 $552,305 $44,985 $197,176 $1,280 $183,336 $6,663 $7,090 $17,793 $40,033 $12,084 $1,062,745 $73,111 $648,297 $45,000 $224,636 $1,581 $207,029 $7,330 $8,693 $37,471 $41,036 $5,500 $1,299,684 $73,111 $648,297 $45,000 $312,655 $1,581 $119,010 $7,330 $8,693 $37,471 $41,036 $5,500 $1,299,684 $73,111 $605,964 $45,000 $326,976 $1,373 $141,258 $7,330 $8,693 $30,000 $50,000 $14,018 $1,303,723 $1,062,745 $1,299,684 $1,299,684 $1,303,723 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 Action Prg 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 32074 ACAA APS Assistance Dept. Total - Human Services-Comm Action Prg Fund Total - CAP GRANT: _____________________________________ _____________________________________ 381 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $11,399 $18,901 $23,512 $15,272 $16,636 $26,265 $18,491 $26,178 $25,389 $182,043 $208,992 $0 $0 $0 $0 $0 $0 $0 $0 $208,992 $208,992 $0 $0 $0 $0 $0 $0 $0 $0 $208,992 $208,992 $0 $0 $0 $0 $0 $0 $0 $0 $208,992 $182,043 $208,992 $208,992 $208,992 $15,268 $0 $1,814 $7 $3,019 $245 $15,933 $0 $0 $36,286 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $25,000 Parks & Rec 35004 Grant Approp - Parks & Rec 35015 Misc P&R Grants 35021 P&R Youth Scholarship Donation 35022 GRASP Fitness & Nutrition Prog 35023 Glendale Adult Ctr Donation Dept. Total - Parks & Rec $0 $5,340 $2,834 $17,831 $4,170 $30,175 $25,000 $0 $0 $0 $0 $25,000 $25,000 $0 $0 $0 $0 $25,000 $25,000 $0 $0 $0 $0 $25,000 Group Total - COMMUNITY SERVICES: $66,461 $50,000 $50,000 $50,000 FIRE SERVICES GROUP Fire Department 34001 Grant Approp - Fire Dept 34006 Paramedic Refresher Programs-D 34007 Employee Recognition-Donations 34008 Crisis Response - Donations 34033 Fire Dept Cadet Pgm-Donations 34060 2009/10 Childhood Immunization 34072 AHIMT-Wildland Special Ops $0 $614 $220 $3,746 $715 $5,832 $416,795 $2,000,000 $0 $0 $0 $0 $0 $0 $1,365,000 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 Program Name 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 31911 CAP Homeless Prev 12/13 31912 CAP Rapid Re 12/13 Dept. Total - Human Services Fund Total - EMERGENCY SHELTER GRANTS: 1840 - GRANTS COMMUNITY SERVICES GROUP Library & Arts 36001 State Grant In Aid 2005 36006 Grant Approp - Library 36038 Books for AZ Libraries 36045 Memorial Donations-Library 36046 Library Donations 36048 Library Teen Program Donations 36049 STEM at the Library Grant 36050 LSTA Create, Connct & Collab 36051 LSTA eMerging Readers grant Dept. Total - Library & Arts _____________________________________ _____________________________________ 382 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $4,894 $14,003 $8,092 $0 $35,820 $13,674 $21,659 $51,707 $7,182 $99,825 $32,438 $0 $0 $0 $0 $0 $717,216 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,001,610 $0 $0 $0 $3,001,610 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,001,610 $0 $0 $0 $2,366,610 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,158,123 $0 $0 $0 $3,158,123 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 32149 Centennial HP Bus Tour Donat 32156 STOP Violence Prosecutors Off 32157 DV Lethality Assessment Grant 32158 CAP Donations Dept. Total - Grants $10,100 $155,563 $5,984 $3,047 $453 $0 $0 $5 $576 $119,158 $134,498 $516 $429,900 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $150,000 POLICE SERVICES GROUP Police Department 33002 Victim Rights - PD 33006 Police K-9 Donation 33010 PD DEA Grant - Overtime 33014 CAT Donations 33018 VOCA 33021 Grant Approp - Police Dept 33032 Joint Terrorism Task Force-OT 33041 DPS VTTF 33047 Advocacy Donations 33057 PD Volunteers 33105 DEA OCDETF Overtime 33135 ICAC Task Force $83,998 $243 $18,931 $1,414 $84,563 $0 $15,571 $90,287 $786 $278 $119,651 $5,000 $83,250 $0 $0 $0 $110,477 $2,000,000 $0 $0 $0 $0 $0 $0 $83,250 $0 $0 $0 $110,477 $1,567,248 $0 $0 $0 $0 $0 $0 $84,000 $0 $0 $0 $111,663 $2,000,000 $0 $0 $0 $0 $0 $0 Program Name 34076 2011 MMRS 34077 2012 UASI GFD RRT 34078 2012 UASI GFD TLO 34079 Fire Comm. Services Donations 34080 2012 MMRS 34081 GCC Educ Svc Agreement 34082 2011 UASI GFD TRT Equip&Train 34083 2011 UASI GFD TLO Sustainment 34084 2011 MMRS Reallocation Grant 34085 2013 UASI GFD RRT 34086 2013 UASI GFD TLO 34087 SRPMIS Fire Grant 34088 2013 Safer Grant 34089 UASI Emer Mgt Display Grant 34090 2014 UASI GFD RRT 34091 2014 UASI GFD TLO Sustainment Dept. Total - Fire Department _____________________________________ _____________________________________ 383 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund Program Name 33163 GPD Cold Case Investigation 33164 GPD Technology Enhancement Pro 33165 FCTF/MFTF 33167 USMS Violent Offend Task Force 33169 USS Electronic Crime Task Forc 33172 2011 Smart Policing Initiative 33173 2011 JAG CAD/RMS Replacement 33180 USPS Taskforce 33181 HIDTA 33183 2013 GOHS DUI Enforcement 33185 2013 GOHS Robotic Accident Inv 33186 2013 GOHS Vehicle Crime Squad 33187 2012 JAG 33188 State Farm Safety Education 33189 2012 UASI GPD RRT 33190 2012 UASI GPD TLO 33193 2013 DUI Know Your Limits 33195 2013 DUI Enforcement OT 33196 2013 GOHS DUI Equipment 164 33197 2013 DUI Service and Equipment 33198 2013 DUI Abatement DUIAC-E-015 33200 2011 UASI GPD RRT Mast Camera 33201 2011 UASI GPD RRT Comm 33202 Rutgers Partnership 33203 2013 UASI GPD RRT 33204 2013 UASI GPD TLO 33206 STEP Aggressive Driving Equip 33207 STEP Speed Enforce/DUI Equip 33208 STEP Overtime 33209 DUI Enforcement Overtime 33210 2014 Occupant Protection OT 33211 Police Awards Ceremony Donate 33212 2012 UASI GPD Non-EnergeticRAT 33213 2013 COPS Hiring Program 33214 2014 Buckle Up Az 33215 DUI Enforcement Vehicle (1) 33216 2014 DUIAC DUI Enforcement 33217 33223 2014 UASI Glendale PD RRT Sust 33224 2014 UASI Glendale PD TLO Sust 33228 School Resource Officer IGAs Dept. Total - Police Department Fund Total - GRANTS: _____________________________________ FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $53,492 $277,029 $17,200 $9,000 $556 $83,615 $42,278 $223 $37,636 $1,397 $20,000 $6,000 $94,602 $8,198 $56,730 $21,967 $38,823 $27,652 $44,500 $75,699 $49,997 $27,220 $20,701 $29,296 $55,521 $940 $5,000 $26,743 $14,476 $40,490 $0 $5,696 $34,230 $11,537 $7,999 $0 $0 $0 $0 $0 $0 $1,667,165 $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 $553,150 $0 $0 $0 $0 $0 $0 $0 $2,746,877 $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 $553,150 $0 $0 $0 $0 $0 $0 $0 $2,314,125 $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 $515,827 $0 $0 $0 $0 $0 $0 $509,427 $3,220,917 $2,880,742 $5,948,487 $4,880,735 $6,579,040 _____________________________________ 384 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund Program Name FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $687 $0 $0 $0 $122,262 $75,000 $25,663 $222,925 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $223,612 $0 $0 $0 $7,551 $2,418,416 $2,425,967 $225,000 $2,220,733 $2,445,733 $225,000 $2,220,733 $2,445,733 $225,000 $2,256,886 $2,481,886 $2,425,967 $2,445,733 $2,445,733 $2,481,886 $1,005 $26,923 $206,941 $234,755 $44,499 $305 $514,428 $4,360 $16,053 $277,619 $278,499 $61,421 $0 $637,952 $4,360 $16,053 $277,619 $278,499 $61,421 $0 $637,952 $0 $20,500 $303,474 $295,091 $61,292 $0 $680,357 $129,829 $237,230 $87,417 $1,783 $456,259 $136,615 $291,047 $70,090 $0 $497,752 $136,615 $291,047 $70,090 $0 $497,752 $136,723 $275,501 $70,341 $0 $482,565 $970,687 $1,135,704 $1,135,704 $1,162,922 $970,687 $1,135,704 $1,135,704 $1,162,922 1842 - ARRA STIMULUS GRANTS COMMUNITY SERVICES GROUP Human Services 37020 Homeless Prevention HPRP MISCELLANEOUS GRANTS GROUP Grants 37060 ARWRF Facility UV System Imp 37061 Well 43 Variable Drive Retrofi 37067 Energy Matters Public Educat Dept. Total - Grants Fund Total - ARRA STIMULUS GRANTS: 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. Admin & Events Self Sust. 14840 Sports Self Sustaining 14850 Youth and Teen Self Sustaining 14890 Aquatics Rose Lane Self Sust. 14891 GESD-Reimb Division Dept. Total - Parks & Rec Parks & Rec-Fac/Commercial Ops 14825 Adult Center Self Sustaining 14830 Rec Self Sust-Foothills Rec 14860 SRPHA Sahuaro Ranch Hist 14892 Glendale Community Center Dept. Total - Parks & RecFac/Commercial Ops Group Total - COMMUNITY SERVICES: Fund Total - PARKS & RECREATION SELF SUST: _____________________________________ _____________________________________ 385 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual Program Name FY 2015 Budget FY 2015 Estimate FY 2016 Budget $3,836 $1,889 $0 $0 $0 $0 $0 $7,946 $0 $13,671 $10,500 $7,500 $8,000 $13,000 $10,000 $10,985 $4,000 $46,383 $5,000 $115,368 $10,500 $7,500 $8,000 $13,000 $10,000 $10,985 $4,000 $46,383 $5,000 $115,368 $13,700 $4,000 $9,000 $0 $5,000 $6,000 $4,000 $35,118 $5,000 $81,818 $13,671 $115,368 $115,368 $81,818 1885 - PARKS & RECREATION DESIGNATED COMMUNITY SERVICES GROUP Parks & Rec 13135 City-Wide Aquatics 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 Fund Total - PARKS & RECREATION DESIGNATED: 2530 - TRAINING FACILITY REVENUE FUND FIRE SERVICES GROUP Fire Department 12590 PS Training Ops - Fire $614,386 $722,386 $722,386 $787,230 POLICE SERVICES GROUP Police Department 12390 PS Training Ops - Police $322,488 $333,945 $333,945 $359,377 PUBLIC WORKS GROUP Field Operations 13480 PS Training Ops - Fac. Mgmt. $442,559 $471,276 $471,276 $478,385 $1,379,433 $1,527,607 $1,527,607 $1,624,992 $52,901,223 $44,397,597 $42,584,270 $46,217,486 $694 $855 $855 $855 $694 $855 $855 $855 Fund Total - TRAINING FACILITY REVENUE FUND: 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: _____________________________________ _____________________________________ 386 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $67 $83 $83 $83 $67 $83 $83 $83 $367 $465 $465 $0 $367 $465 $465 $0 $1,956 $2,415 $2,415 $2,415 $1,956 $2,415 $2,415 $2,415 $3,084 $3,818 $3,818 $3,353 DEVELOPMENT SERVICES GROUP Building Safety 17510 Cross Connection Control $134,602 $136,798 $136,798 $140,647 FINANCE & TECHNOLOGY GROUP Finance 17020 Customer Service Office $2,356,500 $2,904,338 $2,904,338 $3,029,403 WATER SERVICES GROUP Water Services 17010 Environmental Resources 17110 Water Services Administration 17115 Safety Administration 17120 Information Management 17130 Public Service Representatives 17140 System Security 17150 Property Management 17160 Arrowhead Reclamation Plant $480,474 $7,277,415 $0 $1,099,633 $306,638 $587,857 $55,700 $1,928,430 $736,296 $7,711,049 $129,333 $1,109,612 $652,701 $519,072 $65,500 $2,056,290 $736,296 $7,711,049 $129,333 $1,109,612 $652,701 $519,072 $65,500 $2,056,290 $726,136 $8,057,553 $143,879 $1,038,000 $642,976 $612,547 $65,700 $2,091,543 Program Name 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 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: TOTAL - CAPITAL PROJECTS FUNDS ENTERPRISE FUNDS 2360 - WATER AND SEWER _____________________________________ _____________________________________ 387 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures 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 17410 Water Conservation 17420 Water Quality 17610 Pretreatment Program 17620 SROG (91st Ave) Plant 17625 99th Avenue Interceptor 17630 Wastewater Collection 17699 Storm Water Dept. Total - Water Services Fund Total - WATER AND SEWER: FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $3,447,026 $0 $992,421 $143,212 $3,530,340 $1,340,428 $1,796,062 $2,241,140 $359,000 $2,973,900 $1,025,007 $2,604,387 $114,206 $306,326 $1,171,665 $410,905 $3,245,244 $8,127 $2,315,657 $358,142 $40,119,342 $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 $368,075 $1,306,762 $505,422 $3,279,448 $200,000 $2,861,963 $373,978 $46,441,396 $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 $368,075 $1,306,762 $505,422 $3,279,448 $200,000 $2,861,963 $373,978 $46,441,396 $3,321,319 $152,908 $1,196,629 $195,000 $4,504,000 $1,481,488 $1,902,798 $2,825,852 $1,670,421 $3,264,007 $1,112,515 $2,759,239 $409,400 $468,111 $1,261,080 $466,916 $3,472,000 $100,000 $3,005,950 $552,496 $47,500,463 $42,610,444 $49,482,532 $49,482,532 $50,670,513 $3,139,464 $172,611 $974,984 $855,587 $1,517,688 $6,660,334 $4,393,966 $166,800 $1,287,352 $964,247 $1,950,916 $8,763,281 $4,393,966 $166,800 $1,343,260 $964,247 $2,377,133 $9,245,406 $4,416,402 $166,800 $1,411,312 $980,837 $2,603,562 $9,578,913 $6,660,334 $8,763,281 $9,245,406 $9,578,913 $600,681 $3,194,689 $6,742,366 $2,643,456 $13,181,192 $705,076 $3,086,265 $6,844,938 $2,696,719 $13,332,998 $615,076 $3,086,265 $6,844,938 $2,696,719 $13,242,998 $629,903 $3,087,503 $6,972,815 $2,777,050 $13,467,271 $13,181,192 $13,332,998 $13,242,998 $13,467,271 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: _____________________________________ _____________________________________ 388 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2015 Budget FY 2015 Estimate FY 2016 Budget $1,564,382 $15,884,596 $15,884,596 $15,891,384 $1,564,382 $15,884,596 $15,884,596 $15,891,384 $64,016,352 $87,463,407 $87,855,532 $89,608,081 $2,567,556 $4,000,000 $4,000,000 $2,934,598 Fund Total - RISK MANAGEMENT SELF INSURANCE: $2,567,556 $4,000,000 $4,000,000 $2,934,598 $1,297,854 $1,608,000 $1,608,000 $2,201,956 $1,297,854 $1,608,000 $1,608,000 $2,201,956 $23,112,548 $5,621 $23,118,169 $23,291,958 $0 $23,291,958 $23,291,958 $0 $23,291,958 $25,450,368 $0 $25,450,368 $23,118,169 $23,291,958 $23,291,958 $25,450,368 PUBLIC WORKS GROUP Field Operations 18300 Fleet Management 18301 Fuel Services 18302 Parts Store Operations Dept. Total - Field Operations $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,995,613 $3,511,944 $1,499,953 $9,007,510 Fund Total - FLEET SERVICES: $0 $0 $0 $9,007,510 Program Name FY 2014 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 18211 Deferred Compensation Dept. Total - Human Resources Fund Total - BENEFITS TRUST FUND: 2590 - FLEET SERVICES _____________________________________ _____________________________________ 389 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,135,400 $2,859,943 $2,655,208 $6,650,551 $0 $0 $0 $6,650,551 FINANCE & TECHNOLOGY GROUP Info. Technology 18500 Technology Projects $0 $0 $0 $3,234,800 Fund Total - TECHNOLOGY PROJECTS: $0 $0 $0 $3,234,800 $26,983,579 $28,899,958 $28,899,958 $49,479,783 DEVELOPMENT SERVICES GROUP Building Safety 15890 Building Safety-Super Bowl $0 $118,419 $118,419 $0 ECONOMIC DEVELOPMENT GROUP Economic Development 16120 National Events Pre-Planning $0 $25,000 $25,000 $0 FIRE SERVICES GROUP Fire Department 12560 Fire - Super Bowl Event $0 $392,000 $392,000 $0 POLICE SERVICES GROUP Police Department 12360 PD - Super Bowl Event $0 $899,852 $899,852 $0 PUBLIC WORKS GROUP Transportation 16360 Transp - Super Bowl Event $0 $325,000 $325,000 $0 $0 $1,760,271 $1,760,271 $0 Program Name 2591 - TECHNOLOGY FINANCE & TECHNOLOGY GROUP Info. Technology 18400 Telephones 18401 Technology Replacement 18402 Information Technology Dept. Total - Info. Technology Fund Total - TECHNOLOGY: 2592 - TECHNOLOGY PROJECTS TOTAL - INTERNAL SERVICE FUNDS FY14-15 GF SUB FUND 1010 - NATIONAL EVENTS Fund Total - NATIONAL EVENTS: _____________________________________ _____________________________________ 390 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget PUBLIC WORKS GROUP Field Operations 13510 Equipment Management 13520 Fuel Services 13530 Parts Store Operations Dept. Total - Field Operations $3,598,725 $3,625,292 $1,419,616 $8,643,633 $3,896,514 $3,780,944 $1,497,563 $9,175,021 $3,825,237 $2,997,815 $1,497,563 $8,320,615 $0 $0 $0 $0 Fund Total - GENERAL SERVICES: $8,643,633 $9,175,021 $8,320,615 $0 $821,403 $1,178,404 $1,178,404 $0 $821,403 $1,178,404 $1,178,404 $0 $2,590,487 $3,419,294 $3,419,294 $0 $2,590,487 $3,419,294 $3,419,294 $0 $10,949 $20,000 $20,000 $0 $10,949 $20,000 $20,000 $0 $72,867 $120,000 $120,000 $0 $72,867 $120,000 $120,000 $0 $142,221 $233,000 $233,000 $0 Program Name 1040 - GENERAL SERVICES 1100 - TELEPHONE SERVICES FINANCE & TECHNOLOGY GROUP Info. Technology 11520 Telephones Fund Total - TELEPHONE SERVICES: 1140 - PC REPLACEMENT FINANCE & TECHNOLOGY GROUP Info. Technology 11530 Technology Replacement Fund Total - PC REPLACEMENT: 1190 - EMPLOYEE GROUPS HR & RISK MGT GROUP Employee Groups 11110 GEMS Fund Total - EMPLOYEE GROUPS: 1260 - LIBRARY COMMUNITY SERVICES GROUP Library & Arts 15410 Library Book Fund Fund Total - LIBRARY: 1280 - YOUTH SPORTS COMPLEX COMMUNITY SERVICES GROUP Parks & Rec 13290 YSC - Parks & Rec _____________________________________ _____________________________________ 391 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $44,057 $50,000 $50,000 $0 $186,278 $283,000 $283,000 $0 $24,851 $13,494 $13,494 $0 $47,323 $309,458 $0 $356,781 $132,900 $229,238 $0 $362,138 $132,900 $229,238 $0 $362,138 $0 $0 $0 $0 $1,251,114 $146,056 $0 $1,397,170 $1,405,203 $397,354 $0 $1,802,557 $1,405,203 $397,354 $0 $1,802,557 $0 $0 $0 $0 $428,268 $5,793 $434,061 $793,792 $70,946 $864,738 $793,792 $70,946 $864,738 $0 $0 $0 $2,212,863 $3,042,927 $3,042,927 $0 $14,405,694 $16,001,610 $15,501,610 $0 FIRE SERVICES GROUP Fire Department 12490 Arena - Fire Event Staffing $120,890 $260,297 $260,297 $0 POLICE SERVICES GROUP Police Department 12190 Arena-PD Event Staffing $375,422 $832,035 $832,035 $0 Program Name PUBLIC WORKS GROUP Field Operations 13470 YSC - Facilities Mgt. Fund Total - YOUTH SPORTS COMPLEX: 1281 - STADIUM EVENT OPERATIONS COMMUNICATIONS GROUP Communications 10840 Mkt'g - Stadium Events FIRE SERVICES GROUP Fire Department 12515 Fire - Fiesta Bowl Event 12520 Stadium - Fire Event Staffing 12555 Fire - BCS Event Dept. Total - Fire Department POLICE SERVICES GROUP Police Department 12231 Stadium - PD Event Staffing 12234 PD - Fiesta Bowl Event 12355 PD - BCS 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 _____________________________________ _____________________________________ 392 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget PUBLIC WORKS GROUP Field Operations 16740 Arena - ROW Maintenance $5,135 $0 $0 $0 Transportation 16830 Arena - Transportation Ops. $38 $14,991 $14,991 $0 $17,108,933 $16,608,933 $0 Program Name Group Total - PUBLIC WORKS: Fund Total - ARENA EVENT OPERATIONS: $5,173 $14,907,179 1283 - CAMELBACKRANCH EVENTOPERATIONS FIRE SERVICES GROUP Fire Department 12485 CBRanch - Fire Event Staffing $45,368 $55,852 $55,852 $0 POLICE SERVICES GROUP Police Department 12195 CBRanch-Police Event Staffing $12,327 $0 $0 $0 PUBLIC WORKS GROUP Field Operations 16741 CBRanch - ROW Maintenance $0 $16,080 $16,080 $0 $57,695 $71,932 $71,932 $0 $599,737 $539,568 $539,568 $0 $599,737 $539,568 $539,568 $0 $228,132 $116,011 $344,143 $236,533 $419,162 $655,695 $236,533 $419,162 $655,695 $0 $0 $0 $344,143 $655,695 $655,695 $0 Fund Total - CAMELBACKRANCH EVENTOPERATION 1740 - CIVIC CENTER COMMUNITY SERVICES GROUP Parks & Rec-Fac/Commercial Ops 11710 Civic Center Fund Total - CIVIC CENTER: 1750 - CITY SALES TAX-BED TAX COMMUNICATIONS GROUP Tourism/CVB 10820 Tourism 14312 Bed Tax - Tourism Dept. Total - Tourism/CVB Fund Total - CITY SALES TAX-BED TAX: _____________________________________ _____________________________________ 393 Annual Budget SCHEDULE FIVE ____________________________________________________________________________________ FY2016 Operating Expenditures by Program and Fund Program Name FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $2,264,397 $2,015,821 $2,015,821 $0 $2,264,397 $2,015,821 $2,015,821 $0 $95,160 $111,301 $80,584 $93,260 $154,182 $57,326 $7,002 $598,815 $124,865 $89,268 $95,751 $102,676 $154,182 $103,415 $3,435 $673,592 $124,865 $89,268 $95,751 $102,676 $154,182 $103,415 $3,435 $673,592 $0 $0 $0 $0 $0 $0 $0 $0 $1,230 $6,898 $8,128 $5,000 $30,000 $35,000 $5,000 $30,000 $35,000 $0 $0 $0 $606,943 $708,592 $708,592 $606,943 $708,592 $708,592 $0 $45,183 $48,590 $48,590 $0 $45,183 $48,590 $48,590 $0 $33,363,757 $40,148,048 $38,793,642 $0 $304,728,990 $360,468,985 $366,835,879 $383,922,799 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 Communications 14321 Glitter Spectacular 14322 Enchanted Evening 14323 Glitter and Glow 14324 Chocolate Affaire 14326 Glitters Light 14327 Other Special Events 14328 Summer Band Dept. Total - Communications Tourism/CVB 14310 Tourism - Souvenir Program 14311 Glendale CVB - Memberships Dept. Total - Tourism/CVB Group Total - COMMUNICATIONS: Fund Total - MARKETING SELF SUST: 2538 - GLENDALE HEALTH CENTER FIRE SERVICES GROUP Fire Department 12711 Glendale Health Center Fund Total - GLENDALE HEALTH CENTER: TOTAL - FY14-15 GF SUB FUND TOTAL - OPERATING BUDGET _____________________________________ _____________________________________ 394 Annual Budget SCHEDULE SIX ____________________________________________________________________________________ FY2016 Capital Improvement Program by Fund Fund FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $101,383 $0 $0 $101,383 $515,219 $0 $0 $515,219 $120,000 $0 $0 $120,000 $1,668,646 $35,000 $836,752 $2,540,398 $0 $3,141,002 $0 $361,560 $3,502,562 $300,000 $5,786,897 $2,000,000 $12,919,409 $21,006,306 $5,000 $861,562 $0 $430,308 $1,296,870 $200,000 $18,134,936 $0 $4,838,303 $23,173,239 $6,630 $5,950 $1,385 $1,385 $162,525 $1,385 $1,385 $1,385 $1,385 $13,807 $7,634 $51,178 $0 $253,096 $128,850 $0 $0 $0 $0 $218,491 $6,722,453 $7,578,924 $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 $0 $0 $64,175 $726,528 $3,259,444 $41,321,008 $68,783,832 $0 $0 $0 $0 $90,735 $0 $0 $0 $0 $30,000 $0 $37,009 $683,136 $368,703 $493 $0 $0 $8,034 $0 $118,187 $5,957,782 $7,294,079 $0 $0 $0 $0 $1,064,630 $0 $114,000 $163,497 $33,000 $925,555 $0 $2,655,486 $20,654,378 $1,928,731 $0 $425,000 $1,809,438 $0 $0 $1,677,743 $24,647,442 $56,098,900 $1,204,303 $171,296 $716,070 $726,869 $776,672 $9,438,400 $17,986,810 $8,725,049 $12,254,529 $3,985,528 $1,299,021 $1,187,838 $2,094,951 $2,741,023 $2,626,814 $8,468,154 $13,914,415 $6,540,116 $11,138,288 $3,455,446 GENERAL FUNDS 1000 - General 1000 - General 1000 - General TOTAL - GENERAL FUNDS SPECIAL REVENUE FUNDS 1220 - Arts Commission Fund 1650 - Transportation Grants 1840 - Grants 2120 - Airport Capital Grants TOTAL - SPECIAL REVENUE FUNDS 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 2060 - Parks Construction 2070 - General Gov Capital Projects 2070 - General Gov Capital Projects 2080 - Gov't Facilities - 1999 Auth 2100 - Economic Dev. Constr-1999 Auth 2180 - Flood Control Construction 2210 - Transportation Capital Project TOTAL - CAPITAL PROJECTS FUNDS ENTERPRISE FUNDS 2360* - Water and Sewer 2400* - Water 2420* - Sewer 2440 - Landfill 2480 - Sanitation _____________________________________ _____________________________________ 395 Annual Budget SCHEDULE SEVEN ____________________________________________________________________________________ FY2016 Long Term Debt Service Original Issue Bond Description Outstanding 7/1/2015 FY15-16 Principal FY15-16 Interest FY15-16 Fees Total Requirements MPC Tax Funded Debt (Fund 1940) Existing MPC Bonds - Series 2003 AMFP Series 16 - Arena 7,250,000 7,250,000 - 340,750 - MPC Bonds - Series 2003B - Taxable 97,040,000 1,480,000 - 82,584 5,000 340,750 87,584 MPC Bonds - Series 2008A 32,315,000 31,980,000 1,350,000 1,452,655 5,000 2,807,655 MPC Bonds - Series 2008B - Taxable 1,425,000 4,310,831 52,780,000 47,490,000 2,880,831 5,000 MPC Bonds - Series 2012A* 8,665,000 8,665,000 - 331,300 5,000 336,300 MPC Bonds - Series 2012B* 39,620,000 39,620,000 - 1,981,000 5,000 1,986,000 MPC Bonds - Series 2012C* 183,405,000 183,405,000 - 8,670,250 2,500 8,672,750 16,850,000 6,485,000 - 192,943 2,500 195,443 437,925,000 326,375,000 15,932,313 30,000 18,737,313 MPC Bonds - Series 2012D* - Taxable MPC Tax Funded Debt Total 2,775,000 Excise Tax Funded Debt (Fund 1950) Existing Excise Tax Debt Bonds - Series 2015A* 114,130,000 114,130,000 - 5,565,770 10,000 5,575,770 114,130,000 114,130,000 - 5,565,770 10,000 5,575,770 General Obligation Bonds - Series 2003 66,400,000 4,335,000 General Obligation Bonds - Series 2006A 29,365,000 4,250,000 Excise Tax Funded Debt Total Property Tax Funded Debt (Fund 1900) Existing 2,080,000 86,700 - 193,513 38,400 86,700 2,311,913 General Obligation Bonds - Series 2007 61,000,000 12,895,000 4,120,000 592,400 82,700 4,795,100 General Obligation Bonds - Series 2009B 41,650,000 35,155,000 1,880,000 1,766,365 81,300 3,727,665 General Obligation Bonds - Series 2010* 38,300,000 30,180,000 6,500,000 1,342,800 79,900 7,922,700 General Obligation Bond - Series 2015* 39,490,000 39,490,000 3,880,000 1,575,350 37,700 5,493,050 276,205,000 126,305,000 18,460,000 5,557,128 320,000 24,337,128 2,331,250 Property Tax Funded Debt Total Water & Sewer Revenue Funded Debt (Fund 2380) Existing Subordinate Lien W&S Rev Bonds - Series 2007 44,500,000 4,325,000 2,110,000 216,250 5,000 Subordinate Lien W&S Rev Bonds - Series 2008 65,500,000 8,860,000 2,840,000 354,400 5,000 3,199,400 Subordinate Lien W&S Rev Bonds - Series 2010 25,685,000 12,320,000 1,638,858 5,000 1,643,858 Senior Lien W&S Bonds - Series 2012* 77,635,000 71,620,000 Senior Lien W&S Bonds - Series 2015* 121,245,000 121,245,000 334,565,000 218,370,000 Water & Sewer Revenue Funded Debt Total 4,465,000 9,415,000 3,388,650 5,000 7,858,650 5,120,525 5,000 5,125,525 10,718,683 25,000 20,158,683 - Street/HURF Revenue Funded Debt (Fund 1920) - Existing HURF Revenue Bonds - Series 2006 Street/HURF Revenue Funded Debt Total 15,745,000 1,970,800 1,895,000 75,800 5,000 1,975,800 15,745,000 1,970,800 1,895,000 75,800 5,000 1,975,800 3,380,000 Transp. Sales Tax Rev Funded Debt (Fund 1970) Existing Transp Sales Tax Obligations Bond - Series 2007 109,110,000 25,655,000 Transp Sales Tax Obligations Bond - Series 2015* 55,340,000 55,340,000 164,450,000 80,995,000 Transportation Sales Tax Funded Debt Total 1,167,849 5,000 4,552,849 2,595,150 - 2,595,150 3,762,999 5,000 7,147,999 $ 1,343,020,000 $ 868,145,800 $ 35,925,000 $ 41,612,691 $ 395,000 $ 77,932,693 3,380,000 - Total Debt Service Payments (All Funds) * Refunding _____________________________________ _____________________________________ 396 Annual Budget SCHEDULE EIGHT ____________________________________________________________________________________ FY2016 Scheduled Lease Payments Lease Desc. & Account FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 $ $ $ $ Fire Trucks & Equipment - '07 Lease 1000-11380-560400 (principal) 50,123 1000-11380-560600 (interest) 1,422 Total Lease Payments $ 51,545 _____________________________________ - - - - _____________________________________ 397 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title CITY ATTORNEY DEPARTMENT City Attorney 10610 City Attorney Asst City Attorney Asst City Prosecutor Chief Dep City Attorney 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 1000 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 3 6 1 1 1 2 1 2 1 1 5 1 27 25 25 25 25 1 1 0.5 1 1 0.5 1 1 0.5 1 1 0.5 1 1 0.5 2.5 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 1 1 6 1 1 1 1 1 1 6 1000 1000 1 1 2 1 1 2 1 1 2 - - 6 6 6 6 6 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: _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 398 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title CITY COURT DEPARTMENT City Court 10410 City Court Account Spec II City Judge Coll Rep Court Accounting Supv Court Admin Court Clerk I Court Clerk II Court Clerk III Court Hearing Officer Court Interpreter Court Supv Dep Court Admin Judicial Asst Mgmt Asst 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 1000 1000 1 2 1 1 1 3 23.2 2 1 1.75 1 1 1 0.8 40.75 1 2 1 1 1 20.2 2 1 1.75 3 1 1 1 0.8 37.75 1 2 1 1 1 20.2 2 1 1.5 3 1 1 0.8 36.5 1 2 1 1 24.2 2 1 1.5 3 1 1 1 1 40.7 1 2 1 1 23.25 2 1 1.5 3 1 1 1 1 1 40.75 1240 1240 1 1 1 1 2 1 1 2 1 1 2 1 1 2 1240 1 1 1 - - 42.75 40.75 39.5 42.7 42.75 1000 1000 1 1 2 - - - - 1000 1000 1000 1000 1000 1000 1 1 2 1 1 1 7 1 1 1 1 1 5 1 1 1 1 1 5 2 1 1 1 5 2 1 1 1 5 9 5 5 5 5 CITY COURT DEPARTMENT TOTAL: CITY MANAGER DEPARTMENT Admin Svcs Admin. 11210 Administration Services Admin. Exec Administrative Asst Exec Administrative Asst II 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 399 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNICATIONS DEPARTMENT Communications 10810 Communications 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. Marketing & Comm Mgr Web Content Program Mgr Communications Division Total: 14100 City Sales Tax - Bed Tax Customer Assistance Rep CVB Mgr Tourism Coordinator City Sales Tax - Bed Tax 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: Communications Rollup Total: Conv./Media/Parking 10891 Media Center Operations Chief Broadcast Engineer _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 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 1 1 1 1 2 1 1 1 1 10 1000 1000 1000 - - - - 0.5 1 1 2.5 1000 1000 1000 0.75 1 2 3.75 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1000 1000 1000 1 1 2 1 1 1 1 - - 1000 1000 1000 1000 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 3.5 3.5 20 1000 1 1 1 1 1 _____________________________________ 400 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNICATIONS DEPARTMENT Tourism/CVB 10820 Tourism Customer Assistance Rep CVB Mgr Tourism Coordinator Customer Assistance Rep CVB Mgr Tourism Coordinator Tourism Division Total: Fund 1000 1000 1000 1750 1750 1750 0.5 1 1 2.5 0.5 1 1 2.5 0.5 1 1 2.5 0.5 1 1 2.5 - 26.25 25.5 24 21 21 1000 1000 1000 1000 1000 1000 - - - 1 1 2 1 2 2 9 1 1 2 1 5 1000 1000 1000 1000 1000 1 1 1 3 1 1 2 1 1 2 1 1 1 3 1 1 1 3 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 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 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 Mgmt Aide Mgmt Asst Office Support Supv Secretary Comm. Services Admin. Division Total: Human Services 15010 Community Revitalization Dep City Mgr Human Srvs Administrator Revitalization Admin Revitalization Grants Supv Revitalization Mgr Community Revitalization Division Total: 17910 Community Housing Account Spec II 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 401 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 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 32056 Case Mgmt Admin Community Eligibility Rep Community Eligibility Spec Mgmt Aide Case Mgmt Admin Division Total: 32060 Community Svcs Block Grant-Adm Community Action Program Admin Community Action Program Mgr 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 II Librarian III Librarian IV Library Asst I Library Asst II Library Asst III Library Dir Library Graphics Coord Library Mgr _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 24 25 24 24 24 1320 1320 1320 1320 1320 1320 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 1 0.75 4 1 1 1 8.75 35.75 1820 1820 1820 2.5 1 3.5 2.5 1 3.5 2 1 3 2.5 1 3.5 2.5 1 1 4.5 1820 1820 1820 1820 1820 1820 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 1 2 5.5 1 1 5.5 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 18.75 3 4 4 1.63 13.25 1 1 4 1 0.5 16.75 3 3 3.5 1 11.75 3 1 12.75 3 1 2.5 1 11.75 2 5 1 11.75 2 1.5 10.75 1 5 1 11.75 2 1.5 10.75 1 _____________________________________ 402 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Library & Arts 15220 Library Library Ops Supv Library Technology Coord Library Technology Supv Mgmt Asst PC Support Specialist II Public Service Asst Secretary Library Division Total: 15310 Arts Program Arts Coordinator Library Graphics Coord Arts Program 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 Sr Heavy Equip Srvc Worker Sr Rec Coord Sr Secretary Srvc Worker II (Parks) Srvc Worker III (Parks) Support Srvc Supv Parks Maintenance Division Total: 14610 Parks & Recreation Admin. Account Spec Community Srvcs Dir _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 1000 1000 1000 4 1 1 1 2 6.5 1 70.13 4 1 5.5 1 55 3 5.5 43.5 4 5.5 42.5 4 5.5 42.5 1220 1220 70.13 1 1 56 1 1 44.5 1 1 43.5 1 1 43.5 1000 2 2 2 - - 1000 1000 1 2 3 - - - - 1000 2 1 - - - 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 1 2 1 1 8 4 20 2 1 1 2 1 1 1 1 8 2 20 2 1 1 2 1 2 1 1 9 2 1 23 1 2 1 2 1 1 9 2 1 20 1 2 1 2 1 1 9 2 1 20 1000 1000 - 2 1 1 - - _____________________________________ 403 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Parks & Rec 14610 Parks & Recreation Admin. Mgmt Aide Mgmt Asst Mgmt Asst II Parks & Rec Dir Rec Coord Rec Mgr Secretary Sr Secretary Parks & Recreation Admin. Division Total: 14630 Recreation Admin & Events CSG Operations Mgr Mgmt Asst Office Support Supv Rec Accounts Coord Rec Mgr Secretary Sr Rec Coord Sr Secretary Recreation Admin & Events 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 Rose Lane & Splash Pa Rec Coord Sr Rec Coord Srvc Worker III (Parks) Aquatics Rose Lane & Splash Pa Division 14700 Marketing - Parks & Rec Mgmt Asst Rec Programmer Marketing - Parks & Rec Division Total: _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 4 1 1 1 1 2 1 8 - - 1000 1000 1000 1000 1000 1000 1000 1000 1 1 3 1 6 1 2 1 4 - 2 1 3 1 1 1 2 1 6 1000 1000 1000 1 3.75 2 6.75 1 2.25 1 4.25 - - - 1000 1 - - - - 1000 1000 1000 1000 1000 1 1 1 1 1 5 1 1 1 1 4 - - - 1000 1000 1000 1 1 - - 1 2 3 1 2 3 1000 1000 1 0.75 1.75 - - - - _____________________________________ 404 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Parks & Rec 14710 Park Rangers Park Mgr Park Ranger Park Rangers Division Total: 14840 Sports Self Sustaining Rec Coord 14850 Youth and Teen Self Sustaining Rec Programmer 15015 Neighborhood Services Mgmt Aide Neighborhood Partnership Admin Neighborhood Srvcs Coord Sr Secretary Neighborhood Services 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 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 Office Support Supv _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 3 3 3 3 3 3 3 3 1 2 3 1880 1 1 - - - 1880 5 5 4 4 4 1000 1000 1000 1000 0.5 1 3 1 5.5 64 1 1 2 50.25 1 1 41 1 1 34 1 1 37 1740 1740 1740 1740 1740 1740 3 1 1 1 6 2 1 1 1 5 2 1 1 4 2 1 3 - 1000 1000 1 1 2 1 1 - - - 1000 1000 1000 1000 1000 2 1 2 2 1 8 1 1 1 1 1 5 1 1 1 1 4 1 1 2 1 1 2 1000 1000 1000 - - - 1 2 1 4 1 2 1 4 1000 1000 1 1 1 1 1 - 1 _____________________________________ 405 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Parks & Rec-Fac/Commercial Ops 14720 Foothills Recreation Center Rec Mgr Rec Programmer Sr Rec Coord Srvc Worker II (Parks) Foothills Recreation Center Division Total: 14725 Civic Center Civic Center Event Coord CSG Operations Mgr Civic 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 1 2.75 1 1 7.75 1 2 1 1 7 2 1 4 1 1 2 1 1 3 1000 1000 - - - - 2 1 3 1000 1000 1 2 3 1 1 - - - 1880 1 27.75 1 20 1 13 1 12 1 13 204.63 169 138.75 139.75 139.75 1000 1000 1000 1000 4 1 1 1 7 4 1 2 7 4 1 2 7 3 1 2 6 3 2 5 1000 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 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 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 _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 406 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title COUNCIL DISTRICTS&OF DEPARTMENT Council Office 10170 Ocotillo District Council Member Fund 1000 1 1 1 1 1 13 13 13 12 11 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 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 3 4 3 1 2 1 1 1 1 3 1 21 1000 1000 1000 1000 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 25.75 1 0.75 1.75 22.75 1 0.75 1.75 22.75 1 0.75 1.75 22.75 1000 1000 1000 1000 1 1 2 1 1 2 1 1 2 1 2 1 2 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 _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 407 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title DEVELOPMENT SERVICES DEPARTMENT Code Compliance 14410 Code Compliance Code Insp I Code Insp II Code Insp III Development Services Director Mgmt Asst 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 1000 1000 1000 1000 1000 3 6 2 1 2 1 19 3 4 2 1 1 1 16 3 3 2 1 1 1 15 3 3 2 1 1 1 14 4 2 2 1 1 1 14 1000 1 1 - - - 1000 1 1 1 1 1 1000 1000 1000 1000 1000 1000 1 2 3 1 2 3 1 1 1 1 2 1 7 1 1 1 1 2 1 7 1 1 1 1 2 1 7 1000 1000 1000 1000 1 1 2 4 1 1 1 3 - - - 1000 1000 1 1 2 10 1 1 2 9 8 8 8 59.75 51.75 45.75 44.75 44.75 - 1 1 1 1 1 1 1 1 1 DEVELOPMENT SERVICES DEPARTMENT TOTAL: ECONOMIC DEVELOPMENT DEPARTMENT Economic Development 16010 Economic Development Asst Economic Development Dir Community & Econ Dev Exec Dir Econ Dev Official Econ Development Admin Asst _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 _____________________________________ 408 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title ECONOMIC DEVELOPMENT DEPARTMENT Economic Development 16010 Economic Development Economic Development Admin Economic Development Dir Economic Development Director Economic Development Spec Mgmt Asst II Programs Admin Sr Mgmt Asst Fund 1000 1000 1000 1000 1000 1000 1000 3 1 1 1 1 1 1 - 1 2 - 1 1 1 1 - 1 1 1 1 - 5 6 6 6 6 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 2 6 1 1 1 1 4 1 1 1 3 1 1 1 1 4 1 1 1 1 4 1000 1000 1000 1000 1000 1000 1000 1000 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 2 2 3 3 1 1 1 13 1000 1000 1000 1000 1000 1000 1000 1000 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 1 3 1 1 1 3 10 1000 2 2 2 4 3 ECONOMIC DEVELOPMENT DEPARTMENT TOTAL: FINANCE & TECHNOLOGY DEPARTMENT Finance 11310 Finance Administration Asst Finance Dir Chief Financial Officer Finance & Technology Director Finance Dir Mgmt Asst Office Support Supv Revenue Admin Secretary Finance Administration Division Total: 11320 Accounting Services Account Spec Account Spec II Accountant I Accountant II Accounting Mgr Controller 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: 11360 Materials Management Contract Analyst _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 409 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title FINANCE & TECHNOLOGY DEPARTMENT Finance 11360 Materials Management Mgmt Aide 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 Finance & Tech Dir Sr Budget Analyst Budget & Research Division Total: 11620 Grants Administration Grants Admin Sr Mgmt Asst Grants Administration Division Total: 17020 Customer Service Office Account Spec Account Spec II Accountant I Billing & Compliance Spec Billing Supv Business Equip Tech Cashier Coll Rep Customer Service Manager Financial Srvcs Supv Mgmt Asst Office Asst Reg Licensing & Compl Analyst Revenue Recovery Supv 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 _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 2 1 3 2 1 5 1 1 5 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 2 6 1 1 2 4 1 1 2 4 1 1 2 1 1 2 1000 1000 1 1 1 1 1 1 - 1 1 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 4 9 1 2 6 2 1 1 4 2 2.5 35.5 72.5 1 4 9 1 2 6 2 1 1 4 2 2.5 35.5 67.5 3 1 9 2 6 1 4 1 2.5 29.5 63.5 3 1 9 6 1 1 4 1 1 1.5 1 29.5 63.5 3 1 15 1 1 1 4 1 1 0.5 1 29.5 64.5 1000 1000 1 1 1 - 1 - 1 - - _____________________________________ 410 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title FINANCE & TECHNOLOGY DEPARTMENT Info. Technology 11510 Information Technology 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 11530 Technology Replacement Mgmt Aide 18400 Telephones Voice Comms Admin 18401 Technology Replacement Mgmt Aide 18402 Information Technology Applications Analyst CIO Database Admin Dep Chief Info Tech Officer GIS Analyst Help Desk Support Spec Help Desk Supv Info Technology Mgr Network Engineer PC Support Specialist II Sr Database Admin Sr GIS Analyst _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 2 1 3 1 4 1 1 1 1 1 3 3 25 1 1 3 1 3 1 1 1 2 1 1 1 1 1 3 4 1 28 1 1 1 2 1 3 1 1 2 1 1 1 1 1 3 3 1 26 1 1 1 1 2 1 3 1 2 1 1 1 1 1 3 3 25 - 1100 1 1 1 1 - 1140 1 1 1 1 - 2591 - - - - 1 2591 - - - - 1 2591 2591 2591 2591 2591 2591 2591 2591 2591 2591 2591 2591 - - - - 1 1 1 1 1 2 1 3 1 2 1 1 _____________________________________ 411 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title FINANCE & TECHNOLOGY DEPARTMENT Info. Technology 18402 Information Technology Sr Network Engineer Sr Sys Admin Sr Sys Analyst Sys Admin Sys Analyst Information Technology Division Total: Info. Technology Rollup Total: Fund 2591 2591 2591 2591 2591 27 30 28 27 1 1 1 3 3 25 27 99.5 97.5 91.5 90.5 91.5 1000 1000 1000 3 1 4 1 2 1 4 1 2 1 4 1 2 1 4 1 2 1 4 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 2 1 1 2 1 1 1 2 1 14 2 1 1 1 2 1 1 1 1 1 1 13 2 1 1 1 1 1 1 1 9 2 1 2 1 1 2 1 1 1 3 1 16 2 1 2 1 1 2 1 1 1 3 1 16 1000 1000 1000 1000 1000 1000 3 1 4 1 51 2 1 3 3 5 45 1 2 2 4 7 40 1 3 3 4 9 44 1 3 2 5 9 44 FINANCE & TECHNOLOGY DEPARTMENT TOTAL: FIRE SERVICES DEPARTMENT Air Med & Logistics Ops 12492 Air-Med & Logistics Ops (HALO) Fire Engineer (40 Hrs) Fire Fighter (52 Hrs) Mgmt Aide Air-Med & Logistics Ops (HALO) Division Fire Department 12410 Fire Administration Asst Fire Chief Customer Assistance Rep Dep Fire Chief (40 hrs) Fire Battalion Chief (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 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) _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 412 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title FIRE SERVICES DEPARTMENT Fire Department 12422 Fire Operations 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) Fire Fighter Trainee Programs Admin Fire Operations Division Total: 12433 Fire Resource Management Fire Captain (52 Hrs) 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 Fire Battalion Chief (52 Hrs) 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 Plans Examiner Fire Marshal's Office Division Total: 12490 Arena - Fire Event Staffing Secretary 12491 Ambulance Services Fire Captain (52 Hrs) Sr Secretary Ambulance Services Division Total: 12590 PS Training Ops - Fire Dep Fire Chief (40 hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 46 4 74 1 188 1 1 1 45 5 76 188 1 45 7 74 183 1 2 47 9 97 220 1 2 47 12 93 1 220 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 1 5 1 1 1 1 4 1 1 1 1 4 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1000 1000 1000 1000 1000 - - 1 1 2 1 1 1 3 1 1 1 3 1000 1000 1000 1000 1000 1 2 5 1 1 10 1 1 5 1 1 9 1 1 5 1 1 9 1 1 6 1 1 10 1 1 6 1 1 10 1282 1 1 1 - - 1000 1000 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 2530 2530 2530 1 1 - 1 1 - 1 1 - 1 1 1 1 - _____________________________________ 413 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title FIRE SERVICES DEPARTMENT Fire Department 12590 PS Training Ops - Fire 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 (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) Fire Department Rollup Total: Fund 2530 2530 2530 2530 1 1 1 1 6 1 1 1 5 1 1 1 5 1 1 1 5 1 1 1 5 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 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 277 273 263 15 277 15 277 281 277 267 281 281 1000 1000 1000 1 1 1 1 3 1 4 1 1 1 3 - 1000 1000 1000 1000 1000 1 1 2 1 1 1 1 1 1 4 1 1 2 4 1 1 2 4 FIRE SERVICES DEPARTMENT TOTAL: HR & RISK MGT DEPARTMENT Human Resources 11010 Risk Management/Safety Customer Assistance Rep Risk & Safety Analyst Risk Mgr Risk Management/Safety Division Total: 11020 Benefits Asst HR Dir HR Admin HR Generalist HR Tech Sr Customer Assistance Rep Benefits Division Total: _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 414 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title HR & RISK MGT DEPARTMENT Human Resources 11030 Human Resources Administration Asst HR Dir HR & Risk Mgmt Dir HR Coord HR Technology Analyst Mgmt Analyst Mgmt Asst Human Resources Administration Division 11040 Employment Services Benefits Analyst HR Admin HR Assistant Director HR Coord HR Generalist Employment Services Division Total: 11050 Employee Relations Customer Assistance Rep HR Admin HR Generalist Employee Relations Division Total: 11060 Compensation Dep HR Dir HR Admin HR Coord HR Tech Sr Customer Assistance Rep Sr HR Analyst Sr HR Tech Compensation Division Total: 11070 Organizational Development Dep HR Dir Employee Devel Coord HR Generalist Organizational Development Division 18010 Risk Mgmt Trust Fund Occ Health & Wellness Nurse Risk & Safety Analyst Risk Mgr Risk Mgmt Trust Fund Division Total: 18110 Worker's Compensation Risk & Safety Analyst HR & RISK MGT DEPARTMENT TOTAL: _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 1000 1000 1 1 1 1 1 5 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 1000 1000 1000 1000 1000 1 1 2 4 1 1 2 4 1 2 3 1 2 3 1 2 3 1000 1000 1000 1 1 2 1 1 2 1 1 2 1 1 2 1 1 1 3 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 0.75 4.75 1 1 1 1 0.75 4.75 1 1 2 1 1 2 1 1 2 1000 1000 1000 1 1 1 3 1 1 2 1 1 1 1 1 1 2540 2540 2540 0.75 3 3.75 3 3 - - 1 1 2 2560 - - - - 1 25.5 20.75 19 18 19 _____________________________________ 415 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title INTERGOVT. RELATIONS DEPARTMENT Intergovt. Programs 10910 Intergovernmental Programs Intergov Programs Admin Intergov Programs Dir Mgmt Asst Fund 1000 1000 1000 2 1 1 2 1 1 1 1 1 1 1 1 1 1 1 4 4 3 3 3 1 1 1 1 1 1 1 1 1 1 1 - 1 1 1 - 1 1 1 1 4 4 3 3 4 1 - - - - 1 - - - - 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 3 1 1 4 1 4 2 3 21 2 2 1 1 1 4 1 4 1 1 18 2 2 1 1 1 4 1 4 1 1 1 19 2 2 3 1 1 1 4 1 5 1 21 2 2 3 1 1 1 4 1 4 1 20 1000 1000 - - - - 1 1 2 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 12120 Police Administration Asst Police Chief Mgmt Aide Mgmt Asst Police Chief Police Commander Police Crime/Stats Analyst Police Lieutenant Police Officer Police Plan & Research Analyst Police Sergeant Police Support Srvcs Supv Sr Mgmt Asst Sr Secretary Sys Analyst Police Administration Division Total: 12121 Stadium - PD Event Staffing Mgmt Aide Public Safety Events Scheduler Stadium - PD Event Staffing Division Total: _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 416 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12123 Arena-PD Event Staffing Public Safety Events Scheduler 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 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 _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 - - - - 1 1000 1000 1000 1000 1000 1000 1000 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 1 2 4 106 2 15 1 131 1000 1000 1000 1000 - - - 1 1 8 3 13 1 1 12 3 17 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 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 3 1 1 1 4 3 64 9 1 4 91 1000 1000 1000 1000 1000 1000 1000 1000 1 14 4 1 3 1 24 12 4 3 1 20 4 3 1 1 4 1 14 1 2 1 1 5 1 2 1 1 5 1000 1000 1 1 1 1 1 1 1 _____________________________________ 417 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12170 Foothills Patrol Bureau 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 Comm Sys Spec Police Comm Sys Tech Police Community Srvcs Officer Police Lieutenant Police Officer Police Property/Evid Custodian Police Records Tech Police Support Srvcs Supv 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: 12230 PD - Communications Comm Sys Tech Police Comm Spec Police Comm Supv Police Comm Sys Spec Police Crime/Stats Analyst Police Ops Mgr PD - Communications Division Total: _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 1000 1000 1000 1000 1 3 1 4 92 12 1 115 3 1 4 94 14 1 118 1 1 3 86 14 1 107 2 4 100 4 14 1 127 2 5 103 3 15 1 131 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 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 1 1 1 1 1 4 14.5 1 1 1 1 1 28.5 1282 1 1 1 1 - 1000 1 1 1 1 1 1000 1000 1000 6 2 1 9 6 3 1 10 6 3 1 10 14 4 1 19 14 4 1 19 1000 1000 1000 1000 1000 1000 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 29.5 5 1 1 36.5 _____________________________________ 418 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 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 Building Maintenance Worker Emergency Mgmt Admin Emergency Srvcs Coord Mgmt Aide Police Ops Mgr Police Volunteer Coord Sys Admin PD - Emergency Management Division 12310 Patrol - Special Revenue Fund Info Technology Mgr Mgmt Aide Mgmt Asst Police Aide Police Comm Spec Police Detention Officer Police Hiring Coord Police Lieutenant Police Officer Police Officer Trainee Police Records Tech Police Sergeant Police Support Srvcs Supv Police Tech Srvcs Mgr Programs Admin Secretary Secur Officer Sys Analyst Victim Assistance Caseworker _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1281 1281 1 1 2 1 1 2 1 1 2 1 1 2 - 1000 1000 1000 1000 1000 1000 1000 1000 1000 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 1 1 3 30 9 1 1 5 51 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 6 1 1 1 1 4 - - - 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1 5 2 1 9 8 1 1 74 1 3 4 2 1 1 1 1 1 1 1 5 2 1 9 8 1 1 70 5 3 4 2 1 1 1 1 1 1 1 4 2 1 10 8 1 1 71 3 4 2 1 1 1 - - _____________________________________ 419 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12310 Patrol - Special Revenue Fund 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 Police Officer Trainee 2013 COPS Hiring Program Division Total: 33228 School Resource Officer IGAs Police Officer Fund 118 118 111 - - 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 1 1840 1 1 1 1 1 1840 1 1 1 1 1 1840 1840 - - - 10 10 6 4 10 1840 - - - - 7 598.5 577.5 537.5 546.5 556 1760 1760 1760 1760 1760 1760 1 1 1 2 5 1 1 1 3 6 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 6 1 1 1 3 1 1 1 3 1 1 1 1 1 5 1 1 1 1 1 5 1000 1000 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 Engineering Administration Division Total: 13730 Design Division Asst City Engineer Engineering Insp II _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 420 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Engineering 13730 Design Division Engineering Project Mgr Principal Engineer Programs Admin Sr Civil Engineer Design Division Division Total: 13780 Land Development Division Asst City Engineer 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: 16920 Street Light Management Programs Admin 16925 Pavement Management Engineering Project Mgr Principal Engineer Sr Civil Engineer Sr Engineering Insp Pavement Management Division Total: 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 Materials Control Warehouse Division _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 2 2 1 2 9 2 1 1 1 6 2 1 1 5 2 1 1 4 2 1 3 1000 1000 1 2 3 1 2 3 1 2 3 1 1 1 1 1000 1000 1000 1000 1000 2 1 2 5 2 1 1 4 2 1 1 4 3 1 2 1 1 8 3 1 2 1 1 8 1000 1000 2 1 3 2 1 3 2 1 3 - - 1340 - - - 1 1 1340 1340 1340 1340 - - - - 1 1 1 2 5 1340 1340 1340 1340 1340 1 1 2 4 30 1 1 2 4 23 1 1 2 4 22 1 1 1 3 22 1 1 1 3 26 1000 1000 1000 2.75 1 1 4.75 2.75 1 3.75 1.75 1 2.75 - - _____________________________________ 421 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Field Operations 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 Equipment Management Division Total: 13530 Parts Store Operations Buyer II 16040 Downtown Beaut. & Promotion Secur Officer _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 1000 1000 1000 1 1 2 1 1 2 1 1 1 1 1 1 1000 1000 1 1 2 1 1 2 1 1 1 1 1 1 1000 1000 1000 1 1 1 3 2 2 - - - 1000 1000 1000 1 2 13 16 1 2 7 10 1 2 7 10 2 1 7 10 2 1 7 10 1000 1000 1000 1 10 4 15 1 8 4 13 1 6 4 11 4 2 6 4 2 6 2530 2530 1 3 4 1 2 3 1 1 2 1 1 2 1 1 2 1040 1040 1040 1040 1040 1040 1040 1040 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 - 1000 2 2 - - - _____________________________________ 422 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Field Operations 16040 Downtown Beaut. & Promotion Srvc Worker II Downtown Beaut. & Promotion Division 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: 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: _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 1000 2 4 2 - - - 1340 1340 1340 1340 1340 1340 2 7 3 1 13 1 1 5 4 11 1 1 5 4 11 1 1 5 4 11 1 1 5 4 11 1340 1340 1340 1340 1340 1340 1340 1340 1340 5 2 1 1 6 9 1 2 27 2 2 1 5 2 2 1 5 2 2 1 1 6 2 2 1 1 6 1340 - - 2 2 2 1340 1340 1340 1340 1 1 5 1 8 2 4 1 7 2 4 1 7 2 4 6 2 3 5 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 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 3 1 1 5 1 1 1 1 2 16 _____________________________________ 423 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Field Operations 17730 Solid Waste Admin Account Spec II Accountant II Dep Field Ops Dir Equipment Operator (Streets) Field Ops Admin Supv Landfill Supt Public Works Director Public Works Exec Dir Sanitation Supt Sr Budget Analyst Sr Mgmt Asst Sr Secretary Srvc Worker II (Streets) 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 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: _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2 1 1 1 1 1 1 8 2 1 1 1 1 1 1 1 9 2 1 1 1 1 1 1 1 9 5 1 1 1 1 1 1 1 12 5 1 1 1 1 1 1 1 1 1 14 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 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 1 1 1 2 2 1 8 2480 2480 1 2 3 1 1 2 1 1 2 1 1 1 1 2480 2480 2480 2480 2480 2480 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 1 1 9 1 12 _____________________________________ 424 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Field Operations 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) Equip Operator (Sanitation) Equipment Operator (Streets) Sanitation Insp Sanitation Supv Service Worker III (Streets) Residential-Loose Trash Collec Division 18300 Fleet Management Buyer I Equip Mechanic I Equip Mechanic II Equip Mechanic Spec Equip Mgmt Supt Shop Maint Coord Shop Supv Srvc Worker I Fleet Management Division Total: 18302 Parts Store Operations Buyer II Field Operations Rollup Total: Transportation 16510 Transportation Program Mgmt Dep Public Works Dir Dep Trans Dir Mgmt Asst Planning Mgr Sr Secretary Sr. Trans Analyst Trans Dir Trans Engineer Trans Planner Trans Srvcs Exec Dir Transportation Engineer _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 2480 2480 2480 2480 2480 2480 2480 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 2 2 30 1 2 37 2480 2480 2480 2480 2480 2480 2480 1 1 14 2 1 1 1 21 1 16 2 1 1 21 1 16 2 1 1 21 1 16 2 1 1 21 1 16 1 1 1 20 2590 2590 2590 2590 2590 2590 2590 2590 - - - - 1 3 6 14 1 2 2 1 30 2590 255.75 207.75 196.75 189 1 189 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1 1 1 1 1 - 1 1 1 1 1 - 1 1 1 1 1 1 - 1 1 1 1 1 1 1 1 1 1 1 1 1 1 - _____________________________________ 425 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Transportation 16510 Transportation Program Mgmt Transportation Program Mgmt Division 16520 Transportation Education Sr. Trans Analyst Traffic Education Program Mgr Transportation Education Division Total: 16525 Transit Management Sr Mgmt Asst Trans Planner Transit Administrator Transit Mgr Transit Management Division Total: 16530 Dial-A-Ride Dispatcher/Router Lead Transit Rep Programs Admin 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 Asst Sr Mgmt Asst Transportation Administration Division _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 5 5 6 7 7 1660 1660 1 1 1 1 1 1 1 1 1 1 1660 1660 1660 1660 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1660 1660 1660 1660 1660 1660 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 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 2 1 1 5 1 2 1 1 5 1660 1 1 1 1 1 1340 1340 1340 1340 1340 1 1 1 2 2 7 1 1 2 1 5 1 1 1 2 1 6 1 1 1 2 1 6 1 1 1 2 1 6 1340 1340 1340 1 1 1 3 1 1 2 1 1 2 1 1 1 1 _____________________________________ 426 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Transportation 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: Fund 1340 1340 1340 1340 1 1 1 3 62.25 1 1 2 58.25 1 1 2 59.25 1 1 2 59.25 1 1 2 59.25 353 295 284 276.25 280.25 2360 2360 2360 2360 2360 2360 3 1 1 5 3 1 1 5 3 1 1 5 1 1 3 1 1 7 1 1 3 1 6 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 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 2 1 1 2 1 1 2 1 2 13 2360 - - - 1 1 2360 2360 2360 2360 2360 1 1 2 1 1 2 1 1 2 1 1 1 - 1 1 1 1 - PUBLIC WORKS DEPARTMENT TOTAL: WATER SERVICES DEPARTMENT Water Services 17010 Environmental Resources Civil Engineer Dep Water Srvcs Dir Environmental Program Mgr Environmental Resource Dir Principal Engineer Sr Secretary Environmental Resources Division Total: 17110 Water Services 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 Water Services Administration Division 17115 Safety Administration Water Srvcs Safety/Security Coor 17120 Information Management GIS Coord PC Support Specialist II Sr Sys Admin Sys Admin Utilities Network Engineer _____________________________________ FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 _____________________________________ 427 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 17120 Information Management 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 II Water Reclam Facility Supv Water Srvcs Ops Supt Water/Wastewater Ops Supv West Area Plant Division Total: _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 2360 2360 2360 2360 2360 1 1 6 1 1 6 1 1 6 2 2 1 8 2 1 1 8 2360 2360 2360 2360 3 3 4 4 5 5 3 1 2 1 7 3 1 2 1 7 2360 2360 2360 2360 2360 2360 2360 6 1 1 1 1 10 6 1 1 1 1 10 5 2 1 8 5 1 1 7 5 1 1 7 2360 2360 2360 2360 2360 2360 2360 2 1 1 1 7 1 13 2 1 1 7 1 12 2 1 1 7 1 12 1 7 1 9 1 7 1 9 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 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 1 1 8 1 1 12 _____________________________________ 428 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 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 _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 2360 - - - 1.75 1.75 2400 2400 2400 2400 2400 2400 2400 2 1 1 1 11 16 2 1 1 1 11 16 2 1 1 1 11 16 2 1 10 1 1 15 2 1 10 1 1 15 2400 1 1 - - - 2400 2400 2400 2400 2400 2400 2400 1 1 1 5 1 9 1 1 1 5 1 9 1 1 5 1 8 6 1 7 6 1 7 2400 2400 2400 2400 2400 2400 1 1 1 8 11 1 1 1 7 1 11 1 1 1 7 1 11 1 7 1 9 1 7 1 9 2400 2400 2400 2400 2400 1 1 2 4 8 1 1 2 5 9 1 1 2 5 9 2 5 7 1 6 7 2400 2400 2400 2400 2400 2400 2 1 1 1 1 2 1 1 1 2 1 1 1 3 3 5 4 - 3 3 5 4 - _____________________________________ 429 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 17280 Central System Maintenance Water Srvcs Supv Water/Wastewater Ops Supv Central System Maintenance Division 17290 Water Distribution 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: _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 2400 2400 6 5 5 1 1 17 1 1 17 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 1 1 2 2 12 11 29 2 2 10 12 26 2 2 10 12 26 2 1 2 10 11 26 2 1 2 11 10 26 2400 2400 2400 2400 2400 2400 2400 2400 2400 1 1 4 3 2 11 1 1 3 3 3 11 1 1 3 3 3 11 1 1 3 3 8 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 1 14 1 1 1 1 1 1 1 5 1 13 1 1 1 5 1 1 10 1 1 1 5 1 1 10 _____________________________________ 430 Annual Budget SCHEDULE NINE ____________________________________________________________________________________ FY2016 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 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: 17610 Pretreatment Program Pretreatment Insp Pretreatment Program Mgr Sr Pretreatment Insp 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: WATER SERVICES DEPARTMENT TOTAL: Grand Total _____________________________________ Fund FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 2400 2400 1 1 2 1 1 2 1 1 2 1 1 2 1 2 3 2360 2360 2360 2360 2360 5 3 1 1 10 5 3 1 1 10 5 3 1 1 10 5 3 1 1 1 11 5 3 1 1 1 11 2420 2420 2420 2 1 3 6 3 1 2 6 4 1 1 6 2 1 3 6 3 1 1 5 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 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 1 2 1 1 8 4 17 2420 2420 2420 2420 2420 2420 - 2 1 3 1 2 1 4 1 2 1 4 1 2 1 4 204 204 202 203.75 203.75 1,966.38 1,824.25 1,712.50 1,726.70 1,742.25 _____________________________________ 431 Annual Budget ____________________________________________________________________________________ FY2016 Pages 432-465 - Intentionally left blank _____________________________________ _____________________________________ 432-465 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade # of FTE's Range Min Range Max 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 Dir Asst Comm Serv Dir Asst Economic Dev Director Asst Finance Dir Asst Fire Chief Asst Fire Marshal Asst HR Dir Asst Planning Dir Asst Police Chief Asst to the Mayor Bldg Insp Bldg Insp Spec Bldg Maint Leader Bldg Maint Supv Bldg Safety Mgr Bldg Safety Official Budget Admin Building Maintenance Worker Buyer I Buyer II CAP Mgr Cashier Chemist Chief Broadcast Engineer Chief Dep City Attorney Chief Librarian CIO City Attorney City Auditor _____________________________________ 15 19 21 25 31 29 34 26 29 35 33 62 31 35 39 35 38 39 33 36 35 39 33 24 27 22 25 31 36 36 20 22 25 32 15 24 28 41 36 56 509 54 3.00 14.00 4.00 4.00 1.00 5.00 1.00 1.00 1.00 3.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 4.00 4.00 3.00 2.00 3.00 1.00 1.00 11.00 1.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 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 $80,544 $97,901 $80,544 $93,239 $97,901 $73,056 $84,571 $80,544 $97,901 $73,056 $47,092 $54,515 $42,714 $49,446 $66,264 $84,571 $84,571 $38,743 $42,714 $49,446 $69,576 $30,356 $47,092 $57,241 $106,857 $84,571 $107,936 Negotiated $97,901 $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 $112,761 $137,062 $112,761 $130,535 $137,062 $102,278 $118,400 $112,761 $137,062 $102,278 $65,929 $76,321 $59,800 $69,225 $92,769 $118,400 $118,400 $54,240 $59,800 $69,225 $97,407 $42,499 $65,929 $80,137 $149,668 $118,400 $151,111 Negotiated $137,062 _____________________________________ 466 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade 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 Communications Director Community Eligibility Rep Community Eligibility Spec Community Services Director Contract Analyst Controller Council Asst Council Member 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 Customer Service Rep CVB Mgr Database Admin Dep Chief Info Tech Officer _____________________________________ 504 54 506 505 38 23 29 33 26 21 22 23 21 23 19 56 18 21 57 28 36 27 502 25 36 17 19 508 20 25 25 28 21 21 21 21 21 32 12 15 15 28 19 28 32 39 # of FTE's 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 4.00 2.00 2.00 1.00 1.00 1.00 1.00 2.50 1.00 1.00 3.00 1.00 3.00 5.00 1.00 1.00 23.25 2.00 1.00 1.50 3.00 1.00 1.00 1.00 1.00 1.00 5.00 4.00 2.00 5.00 2.00 2.50 1.00 15.00 1.00 1.00 1.00 Range Min 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 $107,936 $35,141 $40,680 $113,333 $57,241 $84,571 $54,515 $34,000 $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 $36,899 $57,241 $69,576 $97,901 Range Max 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 $151,111 $49,197 $56,952 $158,666 $80,137 $118,400 $76,321 $34,000 $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 $51,658 $80,137 $97,407 $137,062 _____________________________________ 467 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade Dep City Attorney Dep City Clerk Dep Fire Chief (40 hrs) Dep Fire Chief (52 hrs) Dep Public Works Dir Dep Water Srvcs Dir Development Plans Tech Development Services Director Development Srvcs Rep Development Srvcs Supv Dispatcher/Router Econ Development Admin Asst Economic Development Admin Economic Development Director Economic Development Spec 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 Grants Admin Help Desk Support Spec _____________________________________ 39 31 36 36 35 37 21 57 21 25 16 23 31 56 27 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 33 24 # of FTE's 2.00 1.00 4.00 3.00 2.00 3.00 2.00 1.00 1.00 1.00 5.50 1.00 1.00 1.00 1.00 1.00 1.00 4.00 5.00 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 5.00 1.00 2.00 2.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 Range Min Range Max $97,901 $66,264 $84,571 $84,571 $80,544 $88,799 $40,680 $113,333 $40,680 $49,446 $31,874 $44,850 $66,264 $107,936 $54,515 $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 $73,056 $47,092 $137,062 $92,769 $118,400 $118,400 $112,761 $124,319 $56,952 $158,666 $56,952 $69,225 $44,624 $62,790 $92,769 $151,111 $76,321 $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 $102,278 $65,929 _____________________________________ 468 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade Help Desk Supv Housing Assistance Rep Housing Srvcs Mgr Housing Supv HR & Risk Mgmt Dir HR Admin HR Generalist HR Tech Human Resources Specialist 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 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 Office Asst Office Support Supv _____________________________________ 28 19 32 28 56 31 27 21 23 35 34 28 26 33 56 28 18 21 19 32 26 20 18 22 21 25 16 18 20 32 25 23 24 16 21 501 24 20 28 24 26 27 28 29 13 22 # of FTE's 1.00 10.00 1.00 1.00 1.00 2.00 5.00 2.00 1.00 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 2.00 1.75 2.00 1.00 4.50 22.00 3.00 19.75 1.00 1.00 2.00 1.00 1.00 3.00 Range Min $57,241 $36,899 $69,576 $57,241 $107,936 $66,264 $54,515 $40,680 $44,850 $80,544 $76,709 $57,241 $51,919 $73,056 $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 $47,092 $31,874 $40,680 Negotiated $47,092 $38,743 $57,241 $47,092 $51,919 $54,515 $57,241 $60,103 $27,534 $42,714 Range Max $80,137 $51,658 $97,407 $80,137 $151,111 $92,769 $76,321 $56,952 $62,790 $112,761 $107,392 $80,137 $72,687 $102,278 $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 $65,929 $44,624 $56,952 Negotiated $65,929 $54,240 $80,137 $65,929 $72,687 $76,321 $80,137 $84,144 $38,548 $59,800 _____________________________________ 469 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade 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 Tech Srvcs Admin Public Service Asst Public Srvc Rep Public Works Director _____________________________________ 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 33 14 18 57 # of FTE's 3.00 2.00 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 1.00 4.00 1.00 14.00 1.00 1.00 4.00 18.00 1.00 1.00 4.00 14.50 6.00 3.00 1.00 1.00 3.00 1.00 2.00 3.00 1.00 2.00 2.00 5.50 3.00 1.00 Range Min $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 $73,056 $28,911 $35,141 $113,333 Range Max $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 $102,278 $40,475 $49,197 $158,666 _____________________________________ 470 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade Purch & Materials Mgr Rec Coord Rec Mgr Rec Programmer Records Mgmt Asst Records Supv Recycling Coord Revenue Admin Revitalization Mgr Revitalization Coord Revitalization Grants Supv Revitalization Supv Risk & Safety Analyst Risk Mgr Sanitation Insp Sanitation Supt Sanitation Supv Secretary Secur Officer 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 Marketing & Comm Mgr Sr Materials Tech Sr Mgmt Asst Sr Network Engineer Sr Planner Sr Plant Instrument Tech Sr Plant Maint Mechanic Sr Pretreatment Insp Sr Rec Coord _____________________________________ 33 25 29 19 15 21 26 33 32 25 28 28 27 34 19 32 26 15 16 20 24 26 22 29 27 30 21 30 31 33 17 33 25 23 25 30 29 29 25 28 32 29 24 23 22 27 # of FTE's Range Min 1.00 4.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 2.00 1.00 5.00 1.00 3.00 15.75 11.00 7.00 3.00 2.00 1.00 1.00 2.00 2.00 1.00 3.00 2.00 3.00 0.50 1.00 3.00 1.00 3.00 1.00 1.00 1.00 1.00 9.00 1.00 2.00 5.00 4.00 1.00 2.00 $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 $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 $60,103 $49,446 $57,241 $69,576 $60,103 $47,092 $44,850 $42,714 $54,515 Range Max $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 $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 $84,144 $69,225 $80,137 $97,407 $84,144 $65,929 $62,790 $59,800 $76,321 _____________________________________ 471 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade 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. Water Srvcs Syst Tech Sr. Trans Analyst 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 Traffic Signal Tech II Traffic Signal Tech III Transportation Engineer Trans Planner Trans Sys Mgr Transit Administrator Transit Coord _____________________________________ 22 18 29 32 26 23 23 22 29 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 21 23 34 27 32 34 20 # of FTE's Range Min 1.00 18.50 2.00 1.00 1.00 3.00 2.00 7.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 11.00 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 2.00 1.00 3.00 1.00 1.00 1.00 2.00 $42,714 $35,141 $60,103 $69,576 $51,919 $44,850 $44,850 $42,714 $60,103 $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 $40,680 $44,850 $76,709 $54,515 $69,576 $76,709 $38,743 Range Max $59,800 $49,197 $84,144 $97,407 $72,687 $62,790 $62,790 $59,800 $84,144 $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 $56,952 $62,790 $107,392 $76,321 $97,407 $107,392 $54,240 _____________________________________ 472 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade Transit Mgr Transit Oper Transit Supv Utility Locator Vice Mayor Victim Assistance Caseworker Victim Assistance Supv 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: # of FTE's Range Min Range Max 32 17 27 18 502 24 28 25 25 23 21 29 25 32 21 57 18 31 28 31 33 28 30 28 17 20 33 28 28 2.00 16.00 1.00 2.00 1.00 6.00 1.00 1.00 2.00 6.00 18.00 1.00 1.00 1.00 15.00 1.00 10.00 2.00 2.00 1.00 4.00 2.00 1.00 7.00 24.00 18.00 1.00 6.00 1.00 1,112.25 $69,576 $33,468 $54,515 $35,141 $34,000 $47,092 $57,241 $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 $57,241 $57,241 $97,407 $46,855 $76,321 $49,197 $34,000 $65,929 $80,137 $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 $80,137 $80,137 211 211 211 211 211 211 211 211 213 213 213 16.00 46.00 5.00 61.00 22.00 32.00 19.00 144.00 0.00 9.00 47.00 401.00 $52,492 $55,116 $57,872 $60,765 $63,804 $66,994 $70,344 $73,861 $85,309 $89,575 $94,054 $52,492 $55,116 $57,872 $60,765 $63,804 $66,994 $70,344 $73,861 $85,309 $89,575 $94,054 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 Police Officer Step 8 Police Sergeant Step 1 Police Sergeant Step 2 Police Sergeant Step 3 TOTAL POLICE REPRESENTED STAFF: _____________________________________ _____________________________________ 473 Annual Budget SCHEDULE TEN ____________________________________________________________________________________ FY2016 Salary Ranges Position Description Grade # of FTE's Range Min Range Max 20.00 6.00 4.00 11.00 68.00 1.00 2.00 11.00 6.00 40.00 4.00 7.00 38.00 1.00 10.00 229.00 $46,353 $51,103 $56,342 $62,117 $65,223 $59,159 $62,117 $65,223 $68,484 $71,908 $71,908 $81,261 $85,324 $81,261 $85,324 $46,353 $51,103 $56,342 $62,117 $65,223 $59,159 $62,117 $65,223 $68,484 $71,908 $71,908 $81,261 $85,324 $81,261 $85,324 FIRE REPRESENTED STAFF Fire Fighter (52 Hrs) Step 2 Fire Fighter (52 Hrs) Step 4 Fire Fighter (52 Hrs) Step 6 Fire Fighter (52 Hrs) Step 8 Fire Fighter (52 Hrs) Step 9 Fire Fighter (40 Hrs) Step 7 Fire Fighter (40 Hrs) Step 8 Fire Fighter (40 Hrs) Step 9 Fire Engineer (52 Hrs) Step 8 Fire Engineer (52 Hrs) Step 9 Fire Engineer (40 Hrs) Step 9 Fire Captain (52 Hrs) Step 8 Fire Captain (52 Hrs) Step 9 Fire Captain (40 Hrs) Step 8 Fire Captain (40 Hrs) Step 9 TOTAL FIRE REPRESENTED STAFF: GRAND TOTAL: _____________________________________ 131 131 131 131 131 131 131 131 132 132 132 137 137 137 137 1,742.25 _____________________________________ 474 Annual Budget SCHEDULE ELEVEN ____________________________________________________________________________________ FY2016 Tax Levy and Tax Rate Information DESCRIPTION BUDGET FY 2012 BUDGET FY 2013 BUDGET FY 2014 BUDGET FY 2015 PROJECTED FY 2016 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $632,000,000 $203,261,649 $428,738,351 $542,088,977 $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 $1,129,008,207 $5,529,882 N/A N/A N/A N/A N/A $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 $1,129,008,207 $19,268,783 $5,529,882 $24,798,665 $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 $5,324,339 $39,797 $18,951,838 $113,436 $24,276,177 $153,233 $24,429,410 $5,473,697 $56,185 $19,042,615 $226,168 $24,516,312 $282,353 $24,798,665 $0.2252 $1.3699 $1.5951 $0.2252 $1.6753 $1.9005 $0.4974 $1.7915 $2.2889 $0.4896 $1.6605 $2.1501 $0.4898 $1.7067 $2.1965 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax 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 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 Property Value Bond Indebtedness Limitation $1,129,008,207 $225,801,641 Debt Outstanding as of 07/01/15 Principal Payments FY16 Proposed Debt FY16 Estimated Debt outstanding FY16 Remaining limitation available $126,305,000 $18,460,000 $0 $107,845,000 $117,956,641 6% Bonds Secondary Property Value Bond Indebtedness Limitation Debt Outstanding as of 07/01/15 Principal Payments FY16 Proposed Debt FY16 Estimated Debt outstanding FY16 Remaining limitation available $1,129,008,207 $67,740,492 $0 $0 $0 $0 $67,740,492 _____________________________________ = Tax Rate $5,364,136 = $1,117,080,229 Current AV-Existing Property Prior year Levy Prior Year Tax Rate Rate to Receive Prior Year Levy New property valuation Growth in Levy-New Property Increase-Exclusive of New Property $0.4802 Previous year's primary levy Current net assessed valuation(AV) $1,117,080,229 $5,364,136 $0.4896 $0.4802 $11,927,978 $57,278 $108,385 _____________________________________ 475 Annual Budget SCHEDULE TWELVE ____________________________________________________________________________________ FY2016 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 Name Dept / Program Name Workers' Technology Insurance Compensation Projects Technology Telephone 1000 - Gener al Mayor Office of the Mayor $2,245 $155 - - $2,341 Council Office Council Office $8,348 $2,755 - - $5,332 City Clerk City Clerk Elections $4,558 $445 $311 - - - $5,430 - City Manager City Manager $24,812 $259 - - $3,462 City Auditor City Auditor $2,090 $66 - - $1,122 Intergovt. Programs Intergovernmental Programs $2,888 $155 - - $1,122 City Court City Court $30,765 $3,766 - - $29,179 City Attorney City Attorney $54,187 $1,217 - - $14,678 $3,501 $1,878 $2,910 $6,678 $1,372 $260 $1,125 $262 $466 - - - $4,551 $1,575 $7,241 - $438 $893 $549 - - $19,322 $19 - - - $6,299 Human Resources Benefits Compensation Employee Relations Employment Services Human Resources Administration Organizational Development $2,885 $1,465 $1,544 $2,260 $2,377 $747 $1,193 $104 $155 $155 $142 $52 - - $11,411 - Finance Accounting Services Budget & Research $8,521 $1,733 $421 $104 - - $1,495 Communications Cable Communications City Sales Tax - Bed Tax City-Wide Special Events Communications Glendale CVB - Bed Tax Conv./Media/Parking Convention/Media/Parking Media Center Operations Human Services-Comm Action Prg CAP Local Match _____________________________________ _____________________________________ 476 Annual Budget SCHEDULE TWELVE ____________________________________________________________________________________ FY2016 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 Name Dept / Program Name Finance Finance Administration Grants Administration License/Collection Materials Management Non-Departmental Fund 1000 Non-Dept Police Department Arena-PD Event Staffing Crime Investigations Foothills Patrol Bureau Gateway Patrol PD - Communications PD - Detention PD - Fiesta Bowl Event PD - Fiscal Management PD - Special Operations PD - Tow Administration Police Administration Police Personnel Management Police Support Services Stadium - PD Event Staffing Training Fire Department Ambulance Services Arena - Fire Event Staffing Fire - Fiesta Bowl Event Fire Administration Fire Marshal's Office Fire Operations Fire Resource Management Fire-Emergency Mgmt Glendale Health Center Stadium - Fire Event Staffing Air Med & Logistics Ops Air-Med & Logistics Ops (HALO) Comm. Services Adm Comm. Services Admin. Workers' Technology Insurance Compensation Projects $31,180 $458 $7,909 $3,782 $144 $52 $1,235 $259 - - - $2,969,800 $3,164 $1,300 $1,180,785 - $52 $82,816 $371,770 $395,683 $2,636 $24,423 $935 $96,913 - $71,475 $52 $15,670 $4,113 $8,518 $6,179 $13,131 - $852 $435 $349,159 $63 $750 $1,293 $9,837 $8,146 $374,834 $3,201 $1,344 - - - $3,774 $5,005 $259 - - _____________________________________ Technology Telephone - $8,929 $374 $4,712 $1,229 - $5,515,151 $22,262 - $284,837 - - $162,767 - - - - - - $33,787 $11,215 _____________________________________ 477 Annual Budget SCHEDULE TWELVE ____________________________________________________________________________________ FY2016 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 Name Dept / Program Name Workers' Technology Insurance Compensation Projects Technology Telephone $2,182 $6,341 Parks & Rec Aquatics Rose Lane & Splash Pa Neighborhood Services Park Rangers Parks Maintenance Recreation Admin & Events $2,756 $795 $3,834 $19,320 $5,294 $3,792 $52 $3,629 $28,022 $10,082 - - Parks & Rec-Fac/Commercial Ops Adult Center Audio/Visual/Support Services Civic Center Foothills Recreation Center $2,679 $3,091 $4,840 $1,298 $5,387 $1,385 $10,708 - - $11,188 $12,967 Human Services Community Revitalization $2,591 $124 - - $4,958 Library & Arts Library $52,656 $14,964 - - $60,416 Building Safety Building Safety - $16,652 $11,058 - - $12,274 Planning Mapping and Records Planning Administration $758 $5,611 $52 $363 - - $3,663 Economic Development Economic Development $5,147 $311 - - $3,403 Code Compliance Code Compliance $10,134 $1,192 - - $9,088 Field Operations Cemetery Custodial Services Facilities Management Field Operations Admin. Graffiti Removal $10,112 $6,337 $18,646 $2,009 $56 $768 $27,131 $140,998 $52 - - - $4,117 $30,693 $31,146 - Engineering Construction Inspection Design Division Engineering Administration Land Development Division $13,979 - $15,500 $155 $259 $52 - - $2,547 $5,332 - $82 $4,361 $390 - - - - Transportation Arena - Transportation Ops. Stadium - Transportation Ops. Transp - Fiesta Bowl Event _____________________________________ _____________________________________ 478 Annual Budget SCHEDULE TWELVE ____________________________________________________________________________________ FY2016 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 Name Dept / Program Name Total General Workers' Technology Insurance Compensation Projects Technology $5,548,628 Telephone $2,043,444 $1,692,837 $2,969,800 $811,510 - $52 - - - - $52 - - - $3,603 $34,648 $11,660 $111,782 $4,414 $22,644 $15,049 $13,399 - - - Engineering Pavement Management Street Light Management Traffic Studies $12,828 $5,833 $2,207 $52 $2,310 - - - Transportation Traffic Design and Development Traffic Signals Transportation Administration $3,624 $14,712 $1,967 $2,259 $22,608 $52 - - $8,393 $200,657 $84,994 - - $8,393 Transportation Dial-A-Ride Fixed Route Intelligent Transportation Sys Traffic Mitigation Transit Management Transportation Education Transportation Program Mgmt $118,733 - $51,892 $495 $4,517 $52 $806 $591 $414 - $33,477 $16,355 $4,834 - Total Transportation Sales Tax $118,733 $58,767 - $33,477 $21,189 $30,492 $6,020 - - $10,455 $30,492 $6,020 - - $10,455 1220 - Ar ts Commission Fund Library & Arts Arts Program Total Arts Commission Fund 1340 - Highway User Gas Tax Field Operations Graffiti Removal - ROW Right-of-Way Maintenance Signs & Markings Street Maintenance Total Highway User Gas Tax 1660 - Tr anspor tation Sales Tax 1760 - Air por t Special Revenue Airport Airport Operations Total Airport Special Revenue _____________________________________ _____________________________________ 479 Annual Budget SCHEDULE TWELVE ____________________________________________________________________________________ FY2016 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 Name Dept / Program Name Workers' Technology Insurance Compensation Projects Technology Telephone 1880 - Par ks & Recr eation Self Sust Parks & Rec Aquatics Rose Lane Self Sust. Sports Self Sustaining Youth and Teen Self Sustaining - $496 $989 $3,762 - - - Parks & Rec-Fac/Commercial Ops Adult Center Self Sustaining Rec Self Sust-Foothills Rec SRPHA Sahuaro Ranch Hist - $852 $1,191 $473 - - - Total Parks & Recreation Self S - $7,763 - - - Parks & Rec Elsie McCarthy Pk. Maint - $55 - - - Total Parks & Recreation Desig - $55 - - - - $1,766 - - $41,161 $831 $336,675 - $9,499 $311 $1,291 $91 $11,234 $52 $2,851 $5,641 $697 $7,044 $265,000 - - $748 $2,686 $133,841 - $337,506 $40,477 $265,000 - $178,436 Building Safety Cross Connection Control - $1,039 - - $748 Water Services Central System Control Central System Maintenance Cholla Treatment Plant - $4,839 $13,478 $5,575 - - - 1885 - Par ks & Recr eation Designated 2360 - Water and Sewer Finance Customer Service Office Water Services Arrowhead Reclamation Plant Environmental Resources Information Management Materials Control Warehouse Public Service Representatives Safety Administration System Security Water Quality Water Services Administration West Area Plant Total Water and Sewer - 2400 - Water _____________________________________ _____________________________________ 480 Annual Budget SCHEDULE TWELVE ____________________________________________________________________________________ FY2016 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 Name Dept / Program Name Workers' Technology Insurance Compensation Projects Water Services Customer Service - Field Meter Maintenance Oasis Surface WTP Pyramid Peak Plant Water Conservation Water Distribution Technology Telephone - $10,030 $15,284 $8,214 $6,222 $651 $36,031 - - $1,094 - - $101,363 - - $1,842 - $3,457 $2,929 $12,458 - - - - $18,844 - - - $38,953 - $32,207 $12,275 $12,587 $8,053 - - $6,195 $3,772 $1,427 $1,260 $38,953 $65,122 - - $12,654 $53,135 $35,250 $27,353 $3,685 $68,188 $51,977 $36,843 $5,089 - - $1,107 $4,327 - $119,423 $162,097 - - $5,434 $20,368 $6,528 - - - $20,368 $6,528 - - - $5,791 - - $18,558 Total Water 2420 - Sewer Water Services 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 - Tr aining Facility Revenue Fund Police Department PS Training Ops - Police $8,097 _____________________________________ _____________________________________ 481 Annual Budget SCHEDULE TWELVE ____________________________________________________________________________________ FY2016 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 Name Dept / Program Name Fire Department PS Training Ops - Fire Field Operations PS Training Ops - Fac. Mgmt. Total Training Facility Revenue Workers' Technology Insurance Compensation Projects Technology Telephone $16,351 $11,375 - - $38,235 $7,456 $1,549 - - - $31,904 $18,715 - - $56,793 $1,468 $52 - - - $1,468 $52 - - - $731 $52 - - - $731 $52 - - - $33,977 - $33,735 $52 - - $15,991 - $33,977 $33,787 - - $15,991 $21,065 - $1,295 $52 $955 - - $14,439 - $21,065 $2,302 - - $14,439 $2,998,721 $2,299,827 $3,234,800 2540 - Risk Management Self Insur ance Human Resources Risk Mgmt Trust Fund Total Risk Management Self Ins 2560 - Wor ker s Comp. Self Insur ance Human Resources Worker's Compensation Total Workers Comp. Self Insur 2590 - Fleet Ser vices Field Operations Fleet Management Parts Store Operations Total Fleet Services 2591 - Technology Info. Technology Information Technology Technology Replacement Telephones Total Technology FY 2016 Total Internal Service Premiums: _____________________________________ $5,582,105 $1,137,136 _____________________________________ 482 Annual Budget STATE SCHEDULES ____________________________________________________________________________________ FY2016 Table of Contents Page Schedule A – Summary of Estimated Revenues and Expenditures/Expenses 484 Schedule B – Tax Levy and Tax Rate Information 485 Schedule C – Revenue Other Than Property Taxes 486 Schedule D – Other Financing Sources/ and Interfund Transfers 491 Schedule E – Expenditures/Expended by Fund 492 Schedule F – Expenditures/Expended by Department 494 Schedule G – Full-Time Employee and Personnel Compensation _____________________________________ 499 _____________________________________ 483 CITY OF GLENDALE Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2016 FUND 1 General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2015 ACTUAL EXPENDITURES/ EXPENSES** 2015 FUND BALANCE/ NET POSITION*** July 1, 2015** $ $ $ 223,816,035 210,570,704 ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2016 PROPERTY TAX REVENUES 2016 Primary: 32,764,724 $ 5,529,882 $ 197,469,189 OTHER FINANCING 2016 SOURCES $ $ INTERFUND TRANSFERS 2016 IN $ 24,144,445 $ 21,817,014 TOTAL FINANCIAL RESOURCES AVAILABLE 2016 $ 238,091,226 BUDGETED EXPENDITURES/ EXPENSES 2016 $ 206,154,495 2 Special Revenue Funds 71,006,735 3 50,196,630 62,316,563 65,046,956 Secondary: 16,643,210 19,268,783 Debt Service Funds Available 66,840,371 116,315,433 1,018,662 573,097 29,221,374 4 Less: Amounts for Future Debt Retirement 5 Total Debt Service Funds 78,549,737 101,100,921 80,238,273 65,706,464 57,774,010 65,706,464 57,774,010 68,563,215 68,563,215 5,669,617 5,669,617 210,888,980 162,720,607 210,888,980 162,720,607 58,736,119 50,879,783 66,840,371 65,046,956 16,643,210 74,948,943 7,297,897 19,268,783 573,097 29,221,374 23,398,662 92,773 45,281,493 5,647,617 22,000 87,534,773 122,443,717 6 Capital Projects Funds 209,713 7 Permanent Funds 5,655,870 8 Enterprise Funds Available Schedule A 170,832,088 123,283,544 910,490 9 Less: Amounts for Future Debt Retirement 10 Total Enterprise Funds 170,832,088 123,283,544 87,534,773 122,443,717 28,899,958 28,899,958 9,237,933 49,498,186 485,295,689 $ 237,543,482 910,490 11 Internal Service Funds 12 TOTAL ALL FUNDS $ 642,000,000 $ $ 24,798,665 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 $ 486,414,395 $ $ $ 2015 642,000,000 $ $ 642,000,000 212,754,492 429,245,508 528,312,730 $ $ 2016 632,000,000 $ $ 632,000,000 203,261,649 428,738,351 542,088,977 100,576,464 $ 100,576,464 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). 484 SCHEDULE A $ 748,756,542 $ 632,000,000 CITY OF GLENDALE Tax Levy and Tax Rate Information Fiscal Year 2016 1. Maximum allowable primary property tax levy. A.R.S. $ 2. Amount received from primary property taxation in 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ 2016 5,529,882 $ $ $ 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 5,364,136 $ $ $ $ $ 5,364,136 19,065,274 24,429,410 $ $ 5,529,882 19,268,783 24,798,665 5,324,339 39,797 5,364,136 18,951,838 113,436 19,065,274 24,429,410 5. Property tax rates A. City/Town tax rate 0.4896 0.4898 (1) Primary property tax rate 1.6605 1.7067 (2) Secondary property tax rate (3) Total city/town tax rate 2.1501 2.1965 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating special assessment districts for which secondary 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 Schedule B 485 CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES 2015 SOURCE OF REVENUES ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2016 GENERAL FUNDS Local taxes LocCity Sales Tax LocArena Fees $ 96,060,623 440,826 $ 96,060,623 440,826 $ 98,695,608 749,618 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 $ 2,733,977 1,572,061 1,106,000 873,968 660,542 255,000 318,643 201,400 180,000 110,770 110,000 80,560 71,794 9,000 4,000 $ 2,828,000 1,572,061 1,124,802 995,600 665,564 331,000 355,220 182,700 235,300 110,770 142,881 80,560 182,828 9,000 4,068 $ 27,444,369 20,486,143 8,016,651 211,676 132,250 $ 27,444,369 20,486,143 8,016,651 211,676 132,250 $ 27,297,178 21,659,358 8,960,744 350,000 103,020 $ 10,412,222 9,700,000 6,129,615 1,921,310 1,355,120 733,203 700,000 488,509 439,695 310,000 303,120 155,191 61,250 61,000 53,000 30,210 25,000 $ 10,412,222 9,700,000 6,129,615 1,921,310 1,355,120 733,203 700,000 488,509 439,695 200,000 320,646 155,191 61,250 56,000 53,000 30,210 25,000 $ 9,700,000 5,773,830 1,858,164 1,400,408 740,535 711,900 485,985 484,805 250,000 329,527 130,191 61,863 56,000 53,530 30,660 25,250 Licenses and permits Lic Gas/Electric Franchise Fees Lic Cable Franchise Fees Lic Building Permits Lic Fire Department Other Fees Lic Sales Tax Licenses Lic Right-of-Way Permits Lic Fire Dept CD Fees Lic Liquor Licenses Lic Planning/Zoning Lic Bus./Prof. Licenses Lic Miscellaneous CD Fees Lic Business Licenses Lic Arena Fees Lic Engineering Plan Check Revenue Lic Plan Check Fees Intergovernmental InteState Income Tax InteState Shared Sales Tax InteMotor Vehicle In-Lieu IntePartner Revenue InteArena Fees InteMiscellaneous Charges for services Ch Internal Charges Ch Staff & Adm Chargebacks Ch Arena Fees Ch Facility Rental Income Ch Recreation Revenue Ch Partner Revenue Ch Security Revenue Ch Plan Check Fees Ch Miscellaneous Ch Fire Department Other Fees Ch Right-of-Way Permits Ch City Property Rental Ch Engineering Plan Check Revenue Ch Health Care Revenue Ch Court Revenue Ch Camelback Ranch Rev - Fire Ch Traffic Engineering Plan Check Ch Equipment Rental Schedule C 486 CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES 2015 SOURCE OF REVENUES Fines and forfeits FinCourt Revenue FinMiscellaneous FinLibrary Fines/Fees ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2016 $ 3,041,705 250,100 122,000 $ 3,406,077 250,250 122,000 $ 2,707,580 252,750 131,844 Interest on investments InteInterest $ 265,414 $ 265,387 $ 402,080 Contributions Co SRP In-Lieu $ 278,315 $ 278,315 $ 278,315 $ 2,329,885 987,785 342,768 210,200 185,000 131,000 75,500 $ 2,329,885 987,785 322,256 210,200 185,000 131,000 75,500 $ 2,827,481 987,785 350,180 404,000 185,000 133,646 80,000 Total General Fund $ 202,268,370 $ 202,424,879 $ 197,469,189 $ 976,861 115,000 300 1,092,161 $ 976,861 115,000 300 1,092,161 $ 1,002,667 100,500 300 1,103,467 8,946,755 646,067 9,592,822 $ 8,835,261 646,067 9,481,328 $ 15,992,136 15,992,136 $ 15,992,136 15,992,136 $ 12,992,893 8,906,707 1,000,000 15,000 22,914,600 $ 12,992,893 8,906,707 1,000,000 15,000 22,914,600 $ Miscellaneous MisMiscellaneous MisFire Department Other Fees MisCity Property Rental MisLease Proceeds MisCemetery Revenue MisLibrary Fines/Fees MisOther SPECIAL REVENUE FUNDS Community Services Funds Co Recreation Revenue Co Facility Rental Income Co Interest Co Miscellaneous $ Human Services Grants Hu Grants Hu Miscellaneous $ $ Other Grants OthGrants OthMiscellaneous $ $ Public Safety Funds Pu City Sales Tax Pu City Sales Tax - PS .4 Pu State Forfeitures Pu Federal Forfeitures $ $ Schedule C $ $ $ $ $ $ $ $ 7,853,601 995,030 8,848,631 16,267,162 509,427 16,776,589 13,305,446 9,316,841 1,000,000 15,000 23,637,287 487 CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2016 SOURCE OF REVENUES Transportation/HURF Funds TraCity Sales Tax TraGrants TraHighway User Revenues TraMiscellaneous TraLTAF - Lottery TraAirport Fees TraTransit Revenue TraInterest ESTIMATED REVENUES 2015 $ $ $ 24,206,223 15,532,681 14,147,499 8,526,097 481,860 124,000 140,000 63,158,360 1,172,308 1,172,308 $ $ 1,172,308 1,172,308 $ $ 1,285,654 1,285,654 $ $ 315,392 315,392 $ $ 315,392 315,392 $ 339,338 30,250 369,588 $ $ - $ $ - $ $ 698,497 698,497 $ $ - $ $ - $ $ 4,387 4,387 $ $ - $ $ - $ $ 432,973 432,973 Total Special Revenue Funds $ 108,511,927 $ 91,940,969 $ 116,315,433 $ $ 633,413 633,413 $ $ 633,413 633,413 $ 573,097 573,097 Total Debt Service Funds $ 633,413 $ 633,413 $ 573,097 1,653,291 47,792 1,701,083 $ 531,377 51,862 583,239 $ 39,177 50,196 89,373 Intergovernmental IntePartner Revenue InteMiscellaneous Fines and forfeits FinCourt Revenue Interest on investments InteInterest Miscellaneous MisMiscellaneous $ $ 23,432,936 17,741,847 12,903,286 2,011,000 666,707 467,925 128,807 80,000 57,432,508 $ $ $ ESTIMATED REVENUES 2016 24,322,500 329,819 12,903,286 2,011,000 666,707 467,925 128,807 143,000 40,973,044 Charges for services Ch Partner Revenue $ ACTUAL REVENUES* 2015 DEBT SERVICE FUNDS D Miscellaneous De SRP In-Lieu $ CAPITAL PROJECTS FUNDS Development Impact Fee Funds De Development Impact Fees De Interest $ $ Schedule C $ $ 488 CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2016 SOURCE OF REVENUES G.O. Bond Funds G.OInterest G.OMiscellaneous ESTIMATED REVENUES 2015 $ $ 2,696 2,696 $ $ Total Capital Projects Funds $ ESTIMATED REVENUES 2016 $ $ 3,590 4,600 8,190 $ 400 1,500 1,900 21,406 21,406 $ $ 1,464 1,464 $ $ 1,500 1,500 1,725,185 $ 592,893 $ 92,773 $ $ 20,000 20,000 $ $ 24,410 24,410 $ $ 22,000 22,000 Total Permanent Funds $ 20,000 $ 24,410 $ 22,000 48,694,016 33,051,526 1,022,203 990,086 125,000 120,000 82,000 65,000 6,000 84,155,831 $ 46,153,361 32,570,000 1,445,633 1,040,086 153,515 220,185 82,000 65,000 6,000 81,735,780 $ 46,187,528 32,733,679 1,310,080 360,000 235,000 220,200 82,000 65,000 6,000 81,199,487 5,174,760 2,478,380 2,204,800 525,000 489,703 102,000 40,000 11,014,643 $ 4,786,090 2,171,500 2,646,000 431,000 464,960 102,000 47,076 10,648,626 $ Other Capital Funds OthInterest PERMANENT FUNDS Cemetery Perpetual Care Ce Interest 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 $ ACTUAL REVENUES* 2015 $ $ 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 $ $ 10,630,000 3,400,000 600,000 145,588 115,000 100,000 4,000 14,994,588 Schedule C $ $ $ $ 10,630,000 3,400,000 600,000 145,588 115,000 100,000 7,000 14,997,588 $ $ $ $ 4,844,590 2,688,000 2,570,000 431,000 113,700 104,000 45,000 10,796,290 10,630,000 3,400,000 600,000 101,000 115,000 100,000 7,000 14,953,000 489 CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2016 SOURCE OF REVENUES Pub Housing Budget Activities Pu Grants ESTIMATED REVENUES 2015 15,522,294 15,522,294 $ $ 15,522,294 15,522,294 $ $ 15,494,940 15,494,940 Total Enterprise Funds $ 125,687,356 $ 122,904,288 $ 122,443,717 2,500,000 24,750 8,200 2,532,950 $ 2,500,000 24,750 8,200 2,532,950 $ 3,000,000 24,750 8,200 3,032,950 $ $ Workers Comp. Self Insurance WoInternal Charges WoSecurity Revenue WoInterest $ $ Fleet Services FleInternal Charges Technology Te Internal Charges Te Miscellaneous Technology Projects Te Internal Charges ESTIMATED REVENUES 2016 $ $ INTERNAL SERVICE FUNDS Risk Management Self Insurance RisInternal Charges RisSecurity Revenue RisInterest Benefits Trust Fund Be City Contributions Be Employee Contributions Be Retiree Contributions Be Miscellaneous Be Right-of-Way Permits Be Interest ACTUAL REVENUES* 2015 $ 1,894,001 24,750 11,200 1,929,951 $ $ $ $ $ 13,726,767 5,118,861 4,154,143 90,000 1,394 671 23,091,836 $ $ $ 1,894,001 24,750 11,200 1,929,951 $ $ $ 2,299,827 24,750 11,200 2,335,777 $ $ 13,726,767 5,118,861 4,154,143 90,000 1,394 671 23,091,836 $ 15,003,357 5,594,915 4,540,477 98,370 1,524 733 25,239,376 - $ $ - $ $ 9,000,000 9,000,000 $ $ - $ $ - $ 6,652,283 3,000 6,655,283 $ $ - $ $ - $ $ 3,234,800 3,234,800 Total Internal Service Funds $ 27,554,737 $ 27,554,737 $ 49,498,186 TOTAL ALL FUNDS $ 466,400,988 $ 446,075,589 $ 486,414,395 Schedule C 490 CITY OF GLENDALE Other Financing Sources/ and Interfund Transfers Fiscal Year 2016 FUND GENERAL FUND 1000 - General $ Total General Fund $ SPECIAL REVENUE FUNDS 1340 - Highway User Gas Tax $ 1660 - Transportation Sales Tax 1700 - Police Special Revenue 1720 - Fire Special Revenue 1760 - Airport Special Revenue 1820 - CAP Grant Total Special Revenue Funds $ DEBT SERVICE FUNDS 1900 - G.O. Bond Debt Service $ 1920 - HURF Debt Service 1940 - M.P.C. Debt Service 1950 - Excise Tax 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 $ OTHER FINANCING 2016 SOURCES - $ $ INTERFUND TRANSFERS 2016 IN - $ - $ - $ - $ $ $ 24,144,445 24,144,445 $ $ 21,817,014 21,817,014 $ 900,000 92,868 25,794 1,018,662 $ 21,609,851 32,795,441 16,305,055 7,839,390 78,549,737 209,713 1,975,800 14,287,862 5,600,000 7,147,999 29,221,374 $ $ $ $ - $ $ $ - $ - $ 20,634,051 24,647,442 45,281,493 - $ $ - $ $ - $ - $ $ 209,713 209,713 $ $ - PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS 2360+ - Water and Sewer $ 2440 - Landfill 2480 - Sanitation 2500 - Pub Housing Budget Activities Total Enterprise Funds $ $ - $ $ Total Internal Service Funds $ TOTAL ALL FUNDS $ $ - $ - $ $ - $ $ 0 $ 0 $ 225,000 315,000 60,000 310,490 910,490 $ $ - - $ $ - 100,576,464 $ 100,576,464 INTERNAL SERVICE FUNDS Schedule D 491 CITY OF GLENDALE Expenditures/Expenses by Fund Fiscal Year 2016 12828793 FUND/DEPARTMENT GENERAL FUND GECity Attorney $ GECity Auditor GECity Clerk GECity Court GECity Manager GECommunications GECommunity Services GECouncil Districts&Of GEDevelopment Services GEEconomic Development GEFinance & Technology GEFire Services GEHR & Risk Mgt GEIntergovt. Relations GEMayor's Office GENon-Departmental GEPolice Services GEPublic Works GECarryover Reserve GEContingency Total General Fund $ SPECIAL REVENUE FUNDS SP City Court $ SP Community Services SP Community Services Grants SP Fire Grants SP Fire Services SP Human Services Grants SP Misc. Capital Grants SP Misc. Grants SP Non-Departmental SP Police Grants SP Police RICO SP Police Services SP Public Works SP Public Works Grants SP Transportation Grants SP Contingency Total Special Revenue Funds $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 2,881,214 301,079 718,680 4,573,803 872,264 3,287,119 13,828,523 1,066,101 4,221,737 941,088 31,779,531 39,207,074 1,736,121 477,640 281,127 1,485,704 74,775,765 22,292,453 5,330,000 210,057,023 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 $ $ 12,828,670 635,000 $ 432,752 1,999,302 (2,136,712) 13,759,012 $ $ $ 1,299,684 450,000 5,001,610 (635,000) 9,555,459 2,000,000 3,293,649 (191,260) 5,246,877 2,445,733 21,680,888 12,919,409 6,822,438 1,800,000 72,515,747 ACTUAL EXPENDITURES/ EXPENSES* 2015 (432,752) (250,000) $ (1,509,012) $ Schedule E BUDGETED EXPENDITURES/ EXPENSES 2016 2,881,214 301,079 718,680 4,214,595 872,264 3,287,119 13,655,361 1,066,101 4,221,737 929,533 40,529,531 39,207,074 1,736,121 477,640 281,127 1,485,704 74,775,765 19,930,059 210,570,704 $ 1,299,684 450,000 4,366,610 9,554,071 3,293,649 4,814,125 2,445,733 21,680,888 430,308 1,861,562 50,196,630 $ $ $ 2,944,274 337,879 566,826 3,878,094 917,044 3,474,896 13,951,698 930,478 4,231,931 924,260 21,721,378 41,665,248 1,776,967 512,016 391,288 10,026,202 78,014,087 14,889,929 5,000,000 206,154,495 539,755 1,632,966 450,000 5,158,123 787,230 8,850,329 5,447,549 200,000 5,720,917 2,481,886 359,377 23,986,902 4,838,303 19,134,936 650,000 80,238,273 492 CITY OF GLENDALE Expenditures/Expenses by Fund Fiscal Year 2016 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 - 12828793 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 DEBT SERVICE FUNDS DEGeneral Obligation $ DEExcise Tax Bonds DEHighway User (HURF) DEMunicipal Property Corp DETransportation Obligation Total Debt Service Funds $ 1,958,000 31,478,662 7,331,081 66,840,371 CAPITAL PROJECTS FUNDS CACommunity & Econ Dev $ CACommunity Services CAEconomic Development CAFinance & Technology CAFire Services CAPolice Services CAPublic Works CAContingency Total Capital Projects Funds $ 1,275,876 726,528 3,818 2,101 536,587 66,242,740 18,411,293 87,198,943 $ PERMANENT FUNDS PE Contingency $ Total Permanent Funds $ 5,655,870 5,655,870 $ $ ENTERPRISE FUNDS ENDevelopment Services ENFinance & Technology ENHuman Services Grants ENPublic Works ENWater Services ENWater Services Debt ENContingency Total Enterprise Funds $ 136,798 2,904,338 15,884,596 38,336,336 82,591,655 25,478,365 5,500,000 170,832,088 $ $ 28,899,958 $ Total Internal Service Funds $ 28,899,958 $ TOTAL ALL FUNDS $ 642,000,000 $ 26,072,628 $ ACTUAL EXPENDITURES/ EXPENSES* 2015 $ 1,793,415 (1,793,415) $ - $ $ $ 26,072,628 1,958,000 29,685,247 7,331,081 65,046,956 BUDGETED EXPENDITURES/ EXPENSES 2016 $ $ (12,250,000) $ 91,228 3,818 368,703 6,834,148 7,297,897 $ 1,390,127 2,530,400 3,353 1,928,731 50,249,642 12,460,962 68,563,215 $ $ - $ $ 5,669,617 5,669,617 $ 136,798 2,904,338 15,884,596 27,856,241 51,023,206 25,478,365 123,283,544 $ 140,647 3,029,403 15,891,384 37,639,918 76,423,148 20,158,683 9,437,424 162,720,607 (12,250,000) - - $ 24,337,128 5,575,770 1,975,800 18,737,313 7,147,999 57,774,010 INTERNAL SERVICE FUNDS INTHR & Risk Mgt $ 28,899,958 - $ 30,586,922 9,885,351 9,007,510 1,400,000 0 $ 28,899,958 $ 50,879,783 0 $ 485,295,689 $ 632,000,000 INTFinance & Technology INTPublic Works INTContingency Schedule E 493 City of Glendale Expenditures/Expenses by Department Fiscal Year 2016 DEPARTMENT/FUND City Attorney Cit 1000 - General ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2015 2015 2015 2016 $ City Attorney Total $ 2,881,214 2,881,214 $ $ - $ $ 2,881,214 2,881,214 $ $ 2,944,274 2,944,274 $ City Auditor Total $ 301,079 301,079 $ $ - $ $ 301,079 213,055,571 $ $ 337,879 337,879 $ City Clerk Total $ 718,680 718,680 $ $ - $ $ 718,680 718,680 $ $ 566,826 566,826 Cit 1000 - General $ Cit 1240 - Court Security/Bonds City Court Total $ 3,742,767 531,036 4,273,803 $ $ $ $ - $ 3,742,767 471,828 4,214,595 $ 3,878,094 539,755 4,417,849 $ City Manager Total $ 872,264 872,264 $ $ - $ $ 872,264 872,264 $ $ 917,044 917,044 Co 1000 - General $ Co 1281 - Stadium Event Operations Co 1750 - City Sales Tax-Bed Tax Co 1870 - Marketing Self Sust Communications Total $ 1,909,338 13,494 655,695 708,592 3,287,119 $ $ 1,909,338 13,494 655,695 708,592 3,287,119 $ 3,474,896 3,474,896 12,727,793 473,162 120,000 233,000 1,625,895 1,320,000 600,000 4,549,500 234 234 373,817 351,822 121,056 132,863 42,929 574,568 1,299,684 208,992 $ City Auditor Cit 1000 - General City Clerk Cit 1000 - General City Court City Manager Cit 1000 - General Communications $ - $ $ Community Services Co 1000 - General Co 1220 - Arts Commission Fund Co 1260 - Library Co 1280 - Youth Sports Complex Co 1300 - Home Grant Co 1310 - Neighborhood Stabilization Pgm Co 1311 - N'hood Stabilization Pgm III Co 1320 - C.D.B.G. Co 1460 - DIF-Citywide Parks Co 1480 - DIF-Citywide Recreation Fac Co 1500 - DIF-Libraries Co 1520 - DIF-Citywide Open Spaces Co 1540 - DIF-Parks Dev Zone 1 Co 1560 - DIF-Parks Dev Zone 2 Co 1580 - DIF-Parks Dev Zone 3 Co 1740 - Civic Center Co 1820 - CAP Grant Co 1830 - Emergency Shelter Grants $ Schedule F $ 12,727,793 189,912 120,000 233,000 1,625,895 1,320,000 600,000 4,358,200 90,735 574,568 1,299,684 208,992 $ 13,951,698 388,226 1,674,204 926,259 1,100,000 3,637,151 1,064,630 114,000 163,497 33,000 1,303,723 208,992 494 City of Glendale Expenditures/Expenses by Department Fiscal Year 2016 DEPARTMENT/FUND Co 1840 - Grants Co 1880 - Parks & Recreation Self Sust Co 1885 - Parks & Recreation Designated Co 2060 - Parks Construction Co 2500 - Pub Housing Budget Activities Community Services Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2015 2015 2015 2016 450,000 1,135,704 115,368 252,921 15,884,596 42,594,138 $ - $ 450,000 1,135,704 115,368 493 15,884,596 40,934,940 $ 450,000 1,162,922 81,818 15,891,384 42,151,504 Contingency Co 1000 - General $ Co 1010 - National Events Co 1340 - Highway User Gas Tax Co 1380 - DIF Library Blds Co 1420 - DIF-Fire Protection Facilities Co 1440 - DIF-Police Facilities Co 1460 - DIF-Citywide Parks Co 1480 - DIF-Citywide Recreation Fac Co 1500 - DIF-Libraries Co 1520 - DIF-Citywide Open Spaces Co 1540 - DIF-Parks Dev Zone 1 Co 1560 - DIF-Parks Dev Zone 2 Co 1580 - DIF-Parks Dev Zone 3 Co 1600 - DIF-Roadway Improvements Co 1620 - DIF-General Government Co 1660 - Transportation Sales Tax Co 1980 - Streets Constr. - 1999 Auth Co 2040 - Public Safety Construction Co 2060 - Parks Construction Co 2080 - Gov't Facilities - 1999 Auth Co 2100 - Economic Dev. Constr-1999 Auth Co 2130 - Cultural Facility Bond Fund Co 2140 - Open Space/Trails Constr-99 Au Co 2180 - Flood Control Construction Co 2280 - Cemetery Perpetual Care Co 2360+ - Water and Sewer Co 2440 - Landfill Co 2480 - Sanitation Co 2540 - Risk Management Self Insurance Contingency Total $ 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 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 36,697,163 $ (2,136,712) $ $ (2,136,712) $ $ 1,066,101 $ $ Mayor and Council $ 1,066,101 $ - $ 1,066,101 1,066,101 $ $ 5,000,000 650,000 1,760,020 805,992 1,638,229 371,713 1,093,981 1,873,985 505,021 122,235 15,789 52,115 3,142,136 161,990 44,313 873,443 5,669,617 8,637,424 600,000 200,000 1,400,000 34,618,003 * Grant Contingency Allocated to Department Mayor and Council Co 1000 - General Schedule F - $ $ 930,478 930,478 495 City of Glendale Expenditures/Expenses by Department Fiscal Year 2016 DEPARTMENT/FUND Development Services De 1000 - General $ De 1010 - National Events De 2360+ - Water and Sewer Development Services Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2015 2015 2015 2016 4,103,318 118,419 136,798 4,358,535 $ $ $ - $ 4,103,318 118,419 136,798 4,358,535 $ $ 4,231,931 4,231,931 Economic Development Ec 1000 - General $ Ec 1010 - National Events Ec 2100 - Economic Dev. Constr-1999 Auth Economic Development Total $ 916,088 25,000 726,528 1,667,616 $ $ $ - $ $ 12,250,000 $ 904,533 25,000 929,533 $ $ 924,260 924,260 Finance & Technology Fin1000 - General $ Fin1100 - Telephone Services Fin1140 - PC Replacement Fin1282 - Arena Event Operations Fin1790 - Stadium City Sales Tax - AZSTA Fin1900 - G.O. Bond Debt Service Fin1940 - M.P.C. Debt Service Fin2040 - Public Safety Construction Fin2060 - Parks Construction Fin2100 - Economic Dev. Constr-1999 Auth Fin2180 - Flood Control Construction Fin2360+ - Water and Sewer Fin2591 - Technology Fin2591 - Technology Projects Fin1950 - Excise Tax Debt Service 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 92,238,977 578,670 (1,793,415) $ 1,793,415 12,828,670 $ $ 635,000 $ 17,659,473 1,178,404 4,174,223 15,501,610 2,015,821 26,072,628 29,685,247 855 83 465 2,415 2,904,338 99,195,562 $ $ 21,721,378 24,337,128 18,737,313 855 83 2,415 3,029,403 6,650,551 3,234,800 5,575,770 83,289,696 Fire Services Fir 1000 - General $ Fir 1010 - National Events Fir 1281 - Stadium Event Operations Fir 1282 - Arena Event Operations Fir 1283 - CamelbackRanch EventOperations Fir 1420 - DIF-Fire Protection Facilities Fir 1840 - Grants Fir 2530 - Training Facility Revenue Fund Fir 2538 - Glendale Health Center Fire Services Total $ 37,365,811 392,000 362,138 260,297 55,852 2,101 5,001,610 722,386 48,590 44,210,785 (635,000) $ Schedule F - $ 37,365,811 392,000 362,138 260,297 55,852 4,366,610 722,386 48,590 43,573,684 $ $ 41,665,248 5,158,123 787,230 47,610,601 496 City of Glendale Expenditures/Expenses by Department Fiscal Year 2016 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES DEPARTMENT/FUND HR & Risk Mgt 2015 2015 2015 2016 HR1000 - General $ HR1190 - Employee Groups HR2540 - Risk Management Self Insurance HR2560 - Workers Comp. Self Insurance HR2580 - Benefits Trust Fund HR & Risk Mgt Total $ 1,716,121 20,000 4,000,000 1,608,000 23,291,958 30,636,079 $ $ 477,640 $ Intergovt. Programs/Relations Total $ 477,640 $ $ 281,127 $ Mayor's Office Total $ 281,127 $ $ 5,293,649 Misc. Grants & Misc Capital Grants Total $ $ $ $ 1,716,121 20,000 4,000,000 1,608,000 23,291,958 30,636,079 $ 1,776,967 2,934,598 2,201,956 25,450,368 32,363,889 $ 477,640 $ 512,016 $ 477,640 $ 512,016 $ 281,127 $ 391,288 $ 281,127 $ 391,288 $ (441,260) $ 3,293,649 $ 5,447,549 5,293,649 $ (441,260) $ 3,293,649 $ 5,447,549 1,285,704 200,000 1,485,704 $ $ 1,285,704 200,000 1,485,704 $ 10,026,202 200,000 10,226,202 - $ Intergovt. Programs/Relations Inte1000 - General - Mayor's Office Ma1000 - General - Misc. Grants & Misc Capital Grants Mis1840 - Grants Non-Departmental No 1000 - General $ No 1200 - Utility Bill Donation Non-Departmental Total $ $ - $ $ 432,752 $ $ Police Services Po 1000 - General $ Po 1010 - National Events Po 1281 - Stadium Event Operations Po 1282 - Arena Event Operations Po 1440 - DIF-Police Facilities Po 1840 - Grants Po 1860 - RICO Funds Po 2040 - Public Safety Construction Po 2530 - Training Facility Revenue Fund Police Services Total $ 70,907,376 899,852 1,802,557 832,035 1,004 5,246,877 2,445,733 535,583 333,945 83,004,962 (432,752) $ Schedule F - $ 70,907,376 899,852 1,802,557 832,035 4,814,125 2,445,733 368,703 333,945 82,404,326 $ $ 78,014,087 5,720,917 2,481,886 1,928,731 359,377 88,504,998 497 City of Glendale Expenditures/Expenses by Department Fiscal Year 2016 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2015 2015 2015 2016 Public Works Pu 1000 - General $ Pu 1010 - National Events Pu 1040 - General Services Pu 1120 - Vehicle Replacement Pu 1280 - Youth Sports Complex Pu 1281 - Stadium Event Operations Pu 1282 - Arena Event Operations Pu 1283 - CamelbackRanch EventOperations Pu 1340 - Highway User Gas Tax Pu 1600 - DIF-Roadway Improvements Pu 1620 - DIF-General Government Pu 1650 - Transportation Grants Pu 1660 - Transportation Sales Tax Pu 1760 - Airport Special Revenue Pu 1920 - HURF Debt Service Pu 1970 - Transportation Debt Service Pu 1980 - Streets Constr. - 1999 Auth Pu 2000 - Hurf Street Bonds Pu 2070 - General Gov Capital Projects Pu 2080 - Gov't Facilities - 1999 Auth Pu 2120 - Airport Capital Grants Pu 2180 - Flood Control Construction Pu 2210 - Transportation Capital Project Pu 2440 - Landfill Pu 2480 - Sanitation Pu 2530 - Training Facility Revenue Fund Pu 2590 - Fleet Services Public Works Total $ 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 12,485,025 723,906 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 $ 1,403,552 $ 250,000 345,750 (12,250,000) $ (10,250,698) $ 7,445,529 325,000 8,320,615 2,452,791 50,000 864,738 14,991 456,395 8,471,957 30,000 1,861,562 12,013,749 723,906 1,958,000 7,331,081 37,009 683,136 8,034 430,308 118,187 5,957,782 11,986,429 15,869,812 471,276 87,882,287 $ $ 10,389,929 4,500,000 9,357,635 925,555 19,134,936 13,512,235 638,647 1,975,800 7,147,999 2,655,486 20,654,378 2,234,438 4,838,303 1,677,743 24,647,442 20,717,201 16,922,717 478,385 9,007,510 171,416,339 76,501,571 $ 96,722,478 Water Services Wa2360+ - Water and Sewer 108,070,020 Water Services Total $ 108,070,020 $ - $ 76,501,571 $ 96,722,478 $ Carryover Reserve Total $ - $ $ - $ $ - $ $ - TOTAL ALL DEPARTMENTS $ 642,000,000 $ - $ 698,050,181 $ 632,000,000 Carryover Reserve Ca 1000 - General Schedule F 498 CITY OF GLENDALE Full-Time Employees and Personnel Compensation Fiscal Year 2016 FUND GENERAL FUND 1000 - General Total General Fund Schedule G SPECIAL REVENUE FUNDS 1220 - Arts Commission Fund 1240 - Court Security/Bonds 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 2530 - Training Facility Revenue Fund Total Special Revenue Funds Full-Time Equivalent (FTE) 2016 Employee Salaries and Hourly Costs 2016 Retirement Costs 2016 Total Estimated Personnel Compensation 2016 Other Benefit Costs 2016 Healthcare Costs 2016 1,143.75 1,143.75 $ $ 82,640,614 82,640,614 $ $ 21,607,777 21,607,777 $ $ 11,955,382 11,955,382 $ $ 5,096,900 5,096,900 = $ = $ 121,300,673 121,300,673 1.00 2.00 8.75 42.00 50.25 6.00 5.50 34.00 1.00 5.00 9.00 164.50 $ 66,750 136,795 507,148 2,383,664 2,652,114 330,174 278,430 1,998,741 43,561 217,038 584,229 9,198,644 $ 7,656 36,494 58,171 273,409 304,199 37,870 31,936 664,830 4,997 24,894 139,777 1,584,233 $ 5,981 23,614 102,298 419,017 520,980 46,277 66,477 337,584 13,737 35,325 97,760 1,669,050 $ 5,107 10,467 38,803 182,387 202,940 25,263 21,306 105,334 3,333 16,610 29,419 640,969 = $ 85,494 207,370 706,420 3,258,477 3,680,233 439,584 398,149 3,106,489 65,628 293,867 851,185 13,092,896 $ $ $ $ = $ DEBT SERVICE FUNDS Total Debt Service Funds $ - $ $ - $ $ - $ $ - $ = $ - = $ - $ - $ $ - $ $ - $ $ - $ = $ - = $ - $ - $ $ - $ $ - $ $ - $ = $ - = $ - CAPITAL PROJECTS FUNDS Total Capital Projects Funds PERMANENT FUNDS Total Permanent Funds 499 ENTERPRISE FUNDS 2360+ - Water and Sewer 2440 - Landfill 2480 - Sanitation 2500 - Pub Housing Budget Activities Total Enterprise Funds 235.00 44.00 70.00 24.00 373.00 $ $ 12,550,778 2,313,412 3,009,098 1,209,385 19,082,673 $ $ 1,439,574 265,350 345,137 138,717 2,188,778 $ $ 2,288,462 405,806 707,815 238,852 3,640,935 $ $ 958,502 174,862 230,263 92,538 1,456,165 = $ = $ 17,237,316 3,159,430 4,292,313 1,679,492 26,368,551 FUND TOTAL ALL FUNDS INTERNAL SERVICE FUNDS 2540 - Risk Management Self Insuran 2560 - Workers Comp. Self Insurance 2590 - Fleet Services 2591 - Technology Total Internal Service Funds Schedule G 500 $ $ 1,742.25 $ 2.00 1.00 31.00 27.00 61.00 Full-Time Equivalent (FTE) 2016 114,934,365 151,673 68,890 1,685,574 2,106,297 4,012,434 Employee Salaries and Hourly Costs 2016 $ $ $ 25,841,017 17,397 7,902 193,337 241,593 460,229 Retirement Costs 2016 $ $ $ 17,852,441 16,944 13,708 310,174 246,248 587,074 Healthcare Costs 2016 CITY OF GLENDALE Full-Time Employees and Personnel Compensation Fiscal Year 2016 $ $ $ 7,499,185 11,604 5,271 128,972 159,304 305,151 Other Benefit Costs 2016 = $ = $ = $ 166,127,008 197,618 95,771 2,318,057 2,753,442 5,364,888 Total Estimated Personnel Compensation 2016 Fiscal Year 2015-2016 Annual Budget Book Appendix Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Budget Resolution RESOLUTION NO. 4965 NEW SERIES A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, MARICOPA COUNTY, ARIZONA, ADOPTING THE ESTIMATES OF THE AMOUNTS REQUIRED FOR THE PUBLIC EXPENSE FOR THE CITY OF GLENDALE FOR THE FISCAL YEAR 2015-16; ADOPTING A FINAL BUDGET; AND SETTING FORTH THE REVENUE AND THE AMOUNT TO BE RAISED BY DIRECT PROPERTY TAXATION FOR THE VARIOUS PURPOSES. WHEREAS, pursuant to the provisions of the laws of the United States, the State of Arizona, and the charter and ordinances of the City of Glendale, the Council must adopt a final budget for the fiscal year beginning July 1, 2015 and ending June 30, 2016; and WHEREAS, the tentative budget has been advertised in the City’s newspaper of records; and WHEREAS, the tentative budget was approved by Council on May 26, 2015, by Resolution No. 4958 New Series; and WHEREAS, as of this date the City Council has conducted a public hearing and entered a special meeting in connection with the adoption of the final budget; and WHEREAS, it appears that the sums to be raised by taxation, as specific therein, do not in the aggregate, exceed the amount for primary property taxes as computed in A.R.S. §4217051(A); and WHEREAS, the proposed expenditures of the Housing Fund are necessary in the efficient and economical operation of the housing program for the purpose of serving low-income families; and WHEREAS, the financial plan of the Housing Fund is reasonable in that: (a) it includes a source of funding adequate to cover all proposed expenditures; (b) it does not provide for use of federal funding in excess of that payable under the Performance Funding System regulations; (c) that all proposed rental charges and expenditures will be consistent with provisions of law and the Annual Contributions Contract; and (d) that no public Housing Authority employee, reflected in the budget, is serving in a variety of positions which will exceed 100% allocation of his/her time. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE as follows: SECTION 1. That the schedules herein contained are hereby adopted for the purpose as hereinafter set forth as the final budget for the City of Glendale for the fiscal year 2015-16. _____________________________________ _____________________________________ 501 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Budget Resolution _____________________________________ _____________________________________ 502 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Miscellaneous Statistics Building Permits (FY) Year Founded: •1892 Date Incorporated •June 18, 1910 Form of Government •Council/City Manager County •Maricipa Elevation: •1,152 Ft. Top Five Glendale Employers Luke AFB Banner Health CSAA/AAA Insurance Arrowhead Hospital Honeywell Annexed Area in Sq. Miles Year 1910 1910-1969 1970-1979 1980-1989 1990-2003 2004 2005 2006-2009 2010-2014 Population 1970 1980 1985 (Special Census) 1990 (Census) 1995* (Special Census) 2000 (Census) 2010 (Census) 2015 (Estimate) 2016 (Estimate) * All population numbers 1995 and after include the population of Luke AFB. City Authorized Staffing (FY 2015) Full-Time &Part-Time, Permanent Elections Number of votes cast: August 2014 Primary Elec. (3 Districts) November 2014 General Elec. (3 Districts) 5,100 2,900 1,100 1,010 950 Total 1 15 39 49 54 56 57 58 60 36,228 97,172 122,392 148,134 182,615 218,812 226,721 236,967 239,348 1,742.25 Fiscal Year 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 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 4,107 4,622 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 $211,043,961 $309,334,480 Fire Protection (CY 2014) Number of Stations 9 Number of Incidents (includes Automatic Aid): EMS 31,006 Fire 3,380 Miscellaneous 1,792 Special Operations 674 Total Calls 36,852 Fire FTE’s (FY 2016) 277 Police Protection (CY 2014) Number of Stations 3 Calls Processed* 454,232 Vehicular Patrol Units** 121 Number of Reserves 2 *Includes incoming, outgoing and 911 calls **Marked by lights/sirens & uniformed patrol officers Police FTE’s (FY 2016) 556 Court Offenses Processed (FY 2014) DUI Serious Traffic Other Criminal Traffic Civil Traffic Non-Traffic Misdemeanor Total Citations Issued Protective Orders 1,541 292 1,901 19,859 7,070 30,663 3,304 12,398 21,017 Percentage of registered voters voting in: August 2014 Primary Elec. 23.21% November 2014 General Elec. 40.53% _____________________________________ _____________________________________ 503 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Miscellaneous Statistics Parks and Recreation (FY 2015) 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 97 146 38 46 56 47 54 54 2 2 3 2 50 1,493 542 139 252 703 44 92,892 Transportation Services (FY 2015) Number of: Streetlights 19,900 Signalized Intersections 196 High-Intensity Activated Crosswalks 2 Total Bus Stops 544 Bus Stops w/ Shelters 171 Bus Stops w/ Benches Only 58 Total Glendale Transit Ridership 2,308,264 Dial-a-Ride Total/ADA 77,318/20,425 Glendale Urban Shuttle (GUS) 103,528 Taxi Program 7,226 Fixed Route 2,619,192 Avg. Monthly Aircraft Based at Airport 267 Transportation (FY 2015) Miles of Streets Maintained Arterial Residential Collector Major Collector Minor Alleys Water Services (FY 2014) Number of Customers Miles of Distribution lines Storage Capacity Treatment Plant Capacities Cholla WTP Pyramid Peak WTP Oasis WTP Groundwater Wells Total Capacity Annual Consumption Average gallons/user/year Average Daily Water Produced Wastewater Services (FY 2014) Number of Customers Miles of Collection Lines Treatment Plant Capacities West Area WRF Arrowhead WRF 91st Ave WWTP Total Capacity Annual Wastewater Treated Avg. Daily Water Treated 108.5 488.5 81.5 70.5 25 61,796 994 67.0 M Gal 30.0 MGD 37.0 MGD 22.5 MGD 14.6 MGD 104.1 MGD 13.79 B Gal 223 K Gal 37.5 MGD 57,385 707 11.5 MGD 4.5 MGD 13.2 MGD 29.2 MGD 6.3 B Gal 17.2 MGD Sanitation (FY 2015) Number of Customers Landfill & MRF (FY 2015) Number of Customer Transactions Tonnage Processed Residential Commercial Recycle Total 52,500 163,209 234,414 104,065 15,132 353,611 Sources: Various City of Glendale Department Records U.S. Census _____________________________________ _____________________________________ 504 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Glossary GLOSSARY OF 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: Arizona law (Title 42 Arizona Revised Statutes) requires the City Council to annually adopt a balanced budget by purpose of public expense. The city charter also requires an annual balanced budget. The charter specifically states that “the total amounts in the budget proposed for expenditure shall not exceed the total amounts proposed for expenditure in the published estimates. 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. CARRYOVER: Projected year-end savings that can be carried forward to cover any onetime expenses such as supplies, equipment, or special contracts when approved by Council. _____________________________________ 505 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Glossary 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, general administration of the city, and any other activity for which a special fund has not been created. _____________________________________ 506 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Glossary 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. R RESOURCES: Total amounts available for appropriation including fund balances, estimated revenues and fund transfers. _____________________________________ 507 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Glossary 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. 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. 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. _____________________________________ _____________________________________ 508 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 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 _____________________________________ _____________________________________ 509 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 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 VOCA Victims of Crime Act WAWRF WIFA WTP Western Area Water Reclamation Facility Water Infrastructure Finance Authority Water Treatment Plant M N O P R S V W _____________________________________ _____________________________________ 510 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 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. 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 budget will be formally adopted by the City Council at a public meeting in June, 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. _____________________________________ _____________________________________ 511 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 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 equipment or special contracts that were budgeted for but not purchased (or paid for) in the previous fiscal year (typically Capital projects). 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. _____________________________________ _____________________________________ 512 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 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 the City Council approved primary and secondary rate in property tax per $100 of assessed valuation. _____________________________________ _____________________________________ 513 Annual Budget APPENDIX ____________________________________________________________________________________ FY2016 Frequently Asked Questions How much does the city receive from my property tax bill and how is it used? The City of Glendale is one of several entities that receive a portion of the property taxes residents pay, with school districts typically receiving the majority. Each year the Glendale City Council levies the property tax one week after final budget adoption. 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 Primary Property tax revenue represents <4% of the city’s General Fund revenue and 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. Secondary Property Tax is used to pay off 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 Finance and Technology Department 5850 West Glendale Avenue, 3rd Floor Glendale, Arizona 85301 Phone: (623) 930-2480 _____________________________________ _____________________________________ 514