City of Peoria Annual Program Budget Fiscal Year 2011 T Total F Fiscal Y Year 2010 Bu udget $4555,000,0000 Operaations $204,1101,756 General Funds Special Revenue Enterprisee Fund $106,,644,610 $15,106,900 $48,080,,664 Generral Fund Streets Water $106,4465,010 $9,042,409 $21,549,,689 Halff Cent Development Fee Funds $0 Wastewaater $179,600 Contingeency $54,250,000 Internal Service Funds $ $34,238,982 Trust & Agen ncy Funds $30,600 Fleet Maintenance M $ $4,713,700 Fireman’s Pension $30,600 General Funds $20,600,0000 $10,552,271 Fleet Reserve $ $1,137,276 Special Revenuee $16,400,0000 Public Housing $327,871 Sanitatiion Residen ntial $7,977,6661 IInsurance Reserve $ $13,713,562 Enterprisse Fund $10,350,0000 Section 8 Housing $1,655,658 Sanitatiion Commerrcial $2,035,3336 Facilities Maintenance M $ $5,471,678 Internal Service Fun nds $4,400,0000 Transit $1,006,618 Stadium Ops. O & Main nt. $4,244,7725 IT Operations O $ $7,828,470 Capital Projects $2,500,0000 Attorney Grants $50,510 Enterprrise Reservves $1,620,9982 IT Reserve $397,700 Public Safety Grants $658,371 Enterprrise Expansiion $100,0000 IT Project $976,596 Other Grants $1,931,736 Community Serv. Grants $433,727 i Capital Projects $139,2285,440 Lo ong-Term m Debt $57,362,8804 Generral Funds $15,296,963 Special Revenue Funds R $25,203,347 Enterprise Funds $14,517,423 Capital Prroject Fund ds $84,267,,707 Half Cent Waastewater Geneeral Fund Streets Water GO Bon nds $1,9944,874 $88,704,301 $13,993,322 $3,907,587 $4,934,015 $51,132,2234 Sttreets Stad dium Ops. & Maint. $159,780 Haalf Cent Water Expansion $2,694,550 MDA Bo onds $1771,927 Transp. Sales T Tax Funds $8,825,746 Otherr Reserve Fu unds $1,1131,714 Development D Fee Funds $11,149,130 Utility Bonds $54,317 Streeets $0 W Water $4,4404,701 Deebt Service GO G Bonds $228,406,177 Improvement Districts $2,3325,275 MDA Bonds $7,926,817 $ Community Svc Grants $3,999 Wastewater Devellopment Fee Funds $3,0041,705 Water Ex xpansion $130,000 $ Other Grants $1,316,885 Wastewater Expansion $76,803 Wasttewater Expansion $1005,765 Reesidential Sollid Waste $213,409 $6,757,738 Solid Waste Residential $0 Solid Waste Expansion $0 ii $4,506,0000 $23,2299,509 Outsiide Source Fund F $5,399,,964 FY 2011Program Budget Table of Contents Table of Contents Financial Organization Chart i Introduction Key City Leaders Core Values Council District Map Organization Chart City Profile Statistical Data Document Guide Distinguished Budget Presentation Award 1 2 3 4 5 10 15 17 Budget Message City Manager’s Budget Message 19 Long‐Range Forecast Financial Assessment Financial Policies Long‐Range Financial Forecast 25 29 Budget Summary Budget Process Overview Budget Objectives Budget Review and Adoption Budget Amendment Policy Budget Basis Performance Management Budget Summary Financial Reserves Operating Budget Staffing Summary Grant Funds Internal Service Funds Debt Service Debt Management 35 35 36 38 38 39 39 41 43 43 46 47 49 51 FY 2011Program Budget Table of Contents Revenues Revenue Summary City Sales Tax Revenue Property Tax Revenue State‐Shared Revenue Highway User Revenue (HURF) License and Permit Revenue Water Utility Revenue Wastewater Utility Revenue Solid Waste Fund Revenue 55 57 58 59 60 61 62 63 64 Performance Management Why Measure Performance? Strategic Approach Council Policy Goals Cascading Measures Vital Stats Mayor and Council City Manager City Attorney City Clerk Community Services Economic Development Services Engineering Finance Fire Department Human Resources Information Technology Management and Budget Municipal Court Office of Communications Planning and Community Development Police Department Public Works‐Utilities 65 66 66 68 69 71 73 77 89 95 133 139 147 169 182 187 195 199 203 208 219 232 FY 2011Program Budget Table of Contents Capital Projects Overview CIP Development Process Programming Projects in the CIP Impact on Operating Budget Financing the CIP Drainage Economic Development Operational Facilities Parks Public Safety Streets and Traffic Control Wastewater Water 275 276 277 278 279 283 293 297 312 335 342 377 388 Schedules Schedule Descriptions Schedule 1—All Funds Summary Schedule 2—All Funds Revenue Schedule 3—All Funds Operating Expenditures Schedule 4—Transfers Schedule 5—Tax Levy and Tax Rate Information Schedule 6—Personnel Summary by Department Schedule 7—Authorized Personnel by Department Schedule 8—Debt Service Schedule 9—Summary of Operating Capital Schedule 10—Capital Improvement Budget Schedule 11—Summary of Supplementals Schedule 12—Summary of Improvement District Revenues Schedule 13—Sources and Uses Schedule 14—State of AZ Auditor General Schedule A Schedule 15—State of AZ Auditor General Schedule B Schedule 16—State of AZ Auditor General Schedule C Schedule 17—State of AZ Auditor General Schedule D Schedule 18—State of AZ Auditor General Schedule E Schedule 19—State of AZ Auditor General Schedule F 413 414 416 430 442 444 445 446 470 472 475 490 500 502 503 504 505 510 511 513 Appendix Adoption Resolution Glossary of Terms Acronyms Acknowledgements 517 519 524 525 City of Peoria Annual Program Budget Fiscal Year 2011 Bob Barrett Mayor Vicki Hunt Councilmember Cathy Carlat Councilmember Carlo Leone Councilmember Joan Evans Councilmember Dave Pearson Councilmember Ron Aames Vice Mayor Carl Swenson City Manager Susan J. Daluddung Deputy City Manager – Community Building Susan Thorpe Deputy City Manager – Operations George Anagnost Municipal Judge Stephen M. Kemp City Attorney J.P. de la Montaigne Community Services Director Andrew Granger Engineering Director Wynette Reed Human Resources Director Glen Van Nimwegen Planning and Community Development Director Thomas Solberg Fire Chief Larry Ratcliff Police Chief Mary Jo Kief City Clerk Brent Mattingly Finance Director John Imig Information Technology Director Jeff Tyne Management and Budget Director Bill Mattingly Public Works/Utility Operations Director Scott Whyte Economic Development Services Director 1 Core Values “The City of Peoria team members share a commitment to provide quality service for our community.” Professional Demonstrates professional skills and knowledge needed to perform the job; keeps informed of developments in the professional field and applies this knowledge to the job; encourages and supports the development of subordinate personnel. Ethical Maintains the highest standards of personal integrity, truthfulness, honesty, and fairness in carrying out public duties; avoids any improprieties; trustworthy, maintains confidentiality; never uses City position or power for personal gain. Open Communicates effectively orally and in writing; involves appropriate individuals and keeps others informed; acts as a team member; participates and supports committees/boards/commissions/task forces; approachable; receptive to new ideas; supports diversity and treats others with respect; actively listens. Responsive Consistently emphasizes and supports customer service; takes responsibility to respond to all customers in a prompt, efficient, friendly, and patient manner; represents the City in an exemplary manner with civic groups/organizations and the public. Innovative Demonstrates original thinking, ingenuity, and creativity by introducing new ideas or courses of action; supports innovative problem-solving by identifying and implementing better methods and procedures; takes responsible risks; demonstrates initiative and “follows through” on development and completion of assignments. Accountable Accepts responsibility; committed to providing quality service to our community; plans, organizes, controls and delegates appropriately; work produced is consistent and completed within required timeframes; implements or recommends appropriate solutions to problems; acknowledges mistakes; manages human and financial resources appropriately. 2 3 4 Intergovernmental Affairs Finance City Clerk Management and Budget Human Resources Information Technology Public Works/Utility Operations Deputy City Manager Operations Municipal Court Citizen Advisory Boards & Commissions Police Fire City Manager Mayor and City Council Assistant to the City Manager Peoria Citizens Communications Community Services Planning and Sustainability Economic co o c Development e e op e Se Services ces Engineering Deputy City Manager Community Building City Attorney City of Peoria Organizational Chart July 2010 FY 2011 Program Budget Introduction Introduction The City of Peoria is committed to promoting an excellent quality of life for our residents. To do so, we continue to look to engage the citizens in our neighborhoods and ultimately our entire community. The FY 2011 budget includes re‐ sources that will enable the City to continue to provide exceptional services and enhance the quality of life for our residents. The following offers a glimpse of Peoria’s residents, the recrea‐ tional and cultural amenities within our borders, discussion on our business environment, and a brief overview of services the City of Peoria pro‐ vides. settlers developed a thriving agricultural com‐ munity. When Peoria was incorporated in 1954, the city consisted of one square mile of land. The community started to change in the 1960’s after Del Webb began developing Sun City, a retire‐ ment community west of Peoria. A series of an‐ nexations during the 1980’s and 1990’s designed to preserve desert open space and manage qual‐ ity growth resulted in expanding Peoria’s land area to the 178 square miles it covers today. Not only did the annexations create the fourth larg‐ est incorporated area in Arizona, they also in‐ cluded Lake Pleasant, the second largest lake in Arizona and a premier recreational asset. A GLIMPSE OF HISTORY LOCAL DEMOGRAPHICS The first set‐ tlers in what is now known as the City of Peoria were farmers from Peoria, Illinois who migrated to this area during the late 19th and early 20th centuries and named this new com‐ munity after their hometown. With the Arizona Canal pro‐ viding irrigation for the area’s arid but fertile lands, and with access to railroad lines, these While Peoria has maintained the friendly family character that it developed as a small rural com‐ munity, it now stands as one of the Valley’s most dynamic cities. The combination of safe, well‐planned neighborhoods and unlimited rec‐ reational and cultural opportunities makes Peo‐ ria a prosperous community in which to live, work and play. The Peoria Unified School Dis‐ trict and the Deer Valley Unified School District, two of the finest school districts in the state, have contributed to the City’s strong educational reputation. The median price of a new home is $264,440. Our city has one of the lowest unem‐ ployment rates in the Phoenix metropolitan area and an affluent, young working community that enjoys the high quality of life they find in Peoria. 5 FY 2011 Program Budget Introduction Population hood park is available with assorted amenities for our residents, families, visitors and kids. These amenities include any or all of the follow‐ ing: walking/jogging paths, basketball courts, volleyball courts, tennis courts, playgrounds, tot turf areas, ramadas, and more. The City’s first community park, Rio Vista, features such ameni‐ ties as an urban lake, a skateboard park, group picnic ramadas, a splash park, baseball and soft‐ ball fields, and sand volleyball courts. As the Valley of the Sun became one of the fast‐ est growing areas in the nation, Peoria wel‐ comed thousands of new residents. Peoria’s population rapidly grew from 12,000 in 1980 to an estimated 139,000 in 2005; since then, moder‐ ate growth brings the current estimate to just under 160,000. The 2000 Census identified the City of Peoria as the fifth fastest growing city in the nation for cities over 100,000 in population in the 1990’s. Climate Peoria is part of the ʺValley of the Sunʺ and the climate is warm and semi‐arid, featuring low annual rainfall with high temperatures in the summer months. Winters in this desert environ‐ ment are normally sunny and comfortable with occasional freezing point temperatures during the three coldest months (December, January, and February). Average year‐round temperature is in the low 70’s. Amenities A wide range of facilities can be found in the City of Peoria, including the Community Center and Women’s Club, three swimming pools, two libraries, 28 neighborhood parks (including three with dog parks), private golf courses, walking trails, mountain hiking trails, a re‐ gional Community Park with a Recrea‐ tion Center and more. Every square mile in Peo‐ ria, a neighbor‐ For the baseball fan, the Peoria Sports Complex, with its 11,000‐seat stadium and 13 baseball fields, is the Spring Training home of the Seattle Mariners and San Diego Padres, and also wel‐ comes the Fall League and international teams who compete here during the rest of the year. Lake Pleasant, annexed by the City in 1996, is the second largest man‐made lake in Arizona and is less than 20 miles from the center of town. The 10,000‐acre lake is an ideal destination for boating, fishing and water sports enthusiasts. Cultural activities, including symphonies, thea‐ tres, art galleries and museums are found throughout the Valley of the Sun. 6 FY 2011 Program Budget Introduction City Government The City of Peoria utilizes the Council‐Manager form of government. The City Council sets city policy and direction, while the City Manager is responsible for the day to day operations of the city. Peoria’s Mayor is elected to 4‐year terms to serve the community “at large”, while each of the six Council Members is elected to 4‐year terms in specific geographic districts. Peoria’s Utilities provided by the City include water, wastewater and sanitation service. The Green‐ way Water Treatment Plant is a state‐of‐the‐art water treatment plant that treats Salt River Pro‐ ject water. The plant also enables the city to fur‐ ther reduce its dependence on groundwater and comply with state law regarding conversion to renewable surface water for most of our water supply. The City’s newest facility, the Butler Water Reclamation Plant, will not only serve our residents for many years to come, but allows reclaimed water generated by the plant to pro‐ vide an additional water resource that can be used for landscape irrigation or groundwater recharge credits. Boards and Commissions are made up of Peoria citizens who wish to serve their community. These volunteers are appointed to review com‐ plex issues and provide informed recommenda‐ tions to the Peoria City Council. City Services Peoria’s excellent Police and Fire Departments make the city one of the safest in Arizona. The Fire Department operates eight stations throughout the City, including a station at Lake Pleasant. The Police Department provides law enforcement, investigates criminal incidents and traffic accidents, provides traffic safety and en‐ forcement, and provides crime prevention and community‐oriented policing services through programs such as the Citizen’s Police Academy, Ride Along programs, and School Resource Offi‐ cers. Business Peoria’s business community is emerging as a leading center, not only in Arizona and the Phoenix metropolitan area, but in the United States as well. The City has attracted major shopping centers, hotels, fine dining, and com‐ mercial and light industrial businesses. Mixed‐ 7 FY 2011 Program Budget Introduction use development combines residential and com‐ mercial activity. In addition, planning is under‐ way for the city’s first hospital facility. uct/service category is education‐based activi‐ ties, totaling 3,776 employees. Also represented are healthcare providers, government agencies, automotive sales, food industry, construction & contractors, general retail services, and manufac‐ turing. Listed below are the top 25 employers in Peoria. As you can see, there are many diverse sectors represented within the City. The largest prod‐ Peoria’s Top 25 Employers Business Name Peoria Unified School District Product/Service Education Estimated # of Employees 3,776 Bell Road Auto Dealerships (14)* Automotive Sales 1,636 City of Peoria Government 1,705 Freedom Plaza / Plaza Del Rio Campus* Health Care 700 Wal‐Mart (2)* Retail 635 Fry’s Food Stores (4)* Grocery / Retail 533 Target (3)* Retail 492 Immanuel Care Campus Health Care 350 Safeway (4)* Grocery / Retail 301 Good Shepherd Care Center Health Care 250 Lowe’s (2)* Retail 236 Antigua Retail / Manufacturing 227 Forum at Desert Harbor Health Care 218 Home Depot (2)* Retail 216 Albertson’s (2)* Grocery / Retail 210 Kohl’s (2)* Retail 205 Northern Pipeline Manufacturing 185 Arizona Retirement Centers (dba Sierra Winds) Health Care 180 Olive Garden Restaurant Food Service 158 Oak Craft Manufacturing 150 Bashas’ (2)* Grocery / Retail 136 Sun Grove Village Care Center Health Care 120 Red Lobster Restaurant Food Service 107 Cracker Barrel Old Country Store Food Service 106 PetSmart (2)* Retail 85 *Combined businesses / total of all stores 8 FY 2011 Program Budget Introduction QUALITY OF LIFE Peoria’s second community park. The Sunrise Pool and Family Center includes amenities such as a zero depth entry in the tot area, a water slide, a dive well, an eight‐lane competitive rac‐ ing pool, and two classrooms in the Family Cen‐ ter. Peoria’s place on the national map was first etched when the Peoria Sports Complex—the Spring Training home of Major League Base‐ ball’s San Diego Padres and Seattle Mariners ‐ opened in 1994. The Challenger Space Center offers a high‐tech environment of space explora‐ tion through flight simulations, viewings, and multimedia presentations and has helped to es‐ tablish our community as a viable learning cen‐ ter. This state‐of‐the‐art learning center joins only 29 other centers operating in the United States and Canada. The Sunrise Mountain Branch Library opened in March 2009 with over 3,500 residents in atten‐ dance at the Grand Opening event. Since then, the numbers and feedback continue to be im‐ pressive. As Peoria continues to provide excep‐ tional customer service, you will see many changes and enhancements throughout the city. The mountain hiking and river trail system is very popular among Peoria’s residents and visi‐ tors. The New River trail system is planned to be more than 25 miles in length with more than 18 miles of the trail located within Peoria. Ap‐ proximately 10 of the 18 miles of trail along the New River corridor have been completed to date. The Skunk Creek Trail in Peoria is ap‐ proximately 1.5 miles in length and connects the New River Trail with the Arizona Canal Diver‐ sion Trail (ACDC). The ACDC continues for several miles east and southeast through Glen‐ dale, Phoenix and into Scottsdale. This trail con‐ nects to the Peoria Sports Complex, making it a convenient and fun way to see a baseball game along with access to the other entertainment venues around the Sports Complex area. For those interested in learning how the city op‐ erates, the city offers the Peoria Leadership Insti‐ tute, a seven–week program (one night per week) that gives an overview of each city de‐ partment, and detailed discussions about how those departments provide service to the city. The Peoria Leadership Institute is open to any Peoria resident free of charge. In addition, the Police and Fire departments offer Citizen’s Academies that provide similar insight into the operations of these vital city departments. Rio Vista Community Park has been very busy in the six years since it opened. The park hosts amenities such as ramadas for family and group functions, an urban lake, a skateboard park, playground and water splash park, sand volley‐ ball courts, softball/baseball fields, and a com‐ munity recreation center. The Rio Vista Recrea‐ tion Center opened in the fall of 2008 and boasts a full‐size gymnasium, racquetball courts, meet‐ ing and classroom spaces, a large multi‐purpose room, a climbing wall, an adventure center and much more. In response to the increased de‐ mand for regional recreational facilities, con‐ struction will begin within the next two years on 9 FY 2011 Program Budget Introduction Peoria at a Glance … Form of Government: Council‐Manager Date of Incorporation: June 6, 1954 Recreation Fire Protection Number of Stations........................................................... 8 Number of Employees .................................................. 162 Avg. Response Time (minutes) .................................... 4.31 Number of Incidents: Emergency Medical Support ................................ 11,690 Fire Calls ................................................................. 1,067 Miscellaneous ........................................................... 547 Police Protection Number of Employees Sworn ........................................................................ 187 Non‐Sworn ................................................................ 101 Priority 1 Response Time (minutes)............................. 5.50 Number of calls answered ..................................... 315,907 City Employees (as of July 1, 2009) Full‐time..................................................................... 1,163 Part‐time FTE’s................................................................ 32 Total authorized FTE’s ............................................... 1,195 Peoria Unified School District Number of Schools Elementary Schools (grades K‐8)................................. 30 High Schools (grades 9‐12) ............................................ 8 Number of Students Elementary ........................................................... 25,500 High School .......................................................... 12,500 10 Neighborhood Parks ..................................... 28 Total Park Acreage ..................................... 322 Miles of Trails ............................................ 23.5 Playgrounds .................................................. 35 Ramadas ....................................................... 90 Tennis Courts................................................ 25 Basketball Courts .......................................... 41 Multi‐purpose Fields .................................... 31 Swimming Pools ............................................. 3 Volleyball Courts .......................................... 12 Sports Complex .............................................. 1 Community Lake ............................................. 1 Urban Lake ..................................................... 1 Skate Park ....................................................... 1 FY 2011 Program Budget Introduction Streets and Utilities … Streets Utilities Miles of streets maintained: ................................... Arterial (paved) ........................................... 87.38 Collectors (paved) ....................................... 68.88 Local (paved) ............................................. 396.43 Unpaved ............................................................. 1 Streetlights ................................................ 13,918 Number of active customers Water ............................................................... 46,902 Wastewater...................................................... 49,923 Solid Waste ...................................................... 48,006 Water Data: Annual consumption (1,000’s gal) .............. 8,674,450 Avg. gal/user/month ........................................ 14,606 Avg. gal/user/year .......................................... 175,270 Number of wells in system ...................................... 31 Available storage capacity....................... 42.0 mil gals Wastewater data: Treatment plant capacity Beardsley Plant .............................4.0 mil gal/day Jomax Plant .................................2.25 mil gal/day Butler Plant .................................10.0 mil gal/day Annual wastewater treated Beardsley Plant ................................. 1.007 bil gal Jomax Plant ....................................... 0.134 bil gal Butler Plant ....................................... 2.732 bil gal Solid Waste: ......Residential tonnage processed ....... Commercial tonnage processed ....... Recycle tonnage processed 48,970 22,856 16,084 Election Statistics Date November 7, 2006 September 12, 2006 November 8, 2005 September 13, 2005 May 17, 2005 November 4, 2008 Registered Voters 63,544 62,328 64,018 66,276 65,998 76,323 Type of Election General Primary Special (Mail) Special Special Special Bond/Recall 11 Votes Cast 38,539 15,799 13,417 7,299 9,704 61,955 % of Registered Voters Voting 60.65% 25.35% 20.96% 11.01% 14.70% 81.17% FY 2011 Program Budget Introduction About Our People Population 180,000 159944 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 1960 1970 1980 1990 2000 2010 2020 The City’s popu‐ lation has grown moderately over the last few years, compared to the dramatic increases experi‐ enced between 1980 and 2005. $74,985 80,000 70,000 60,000 53,634 Median Household Income $31,513 Per Capita Income 50,000 40,000 30,000 20,000 Number of Households 10,000 0 1990 2000 2009 Household Size 2009 Housing Units in Peoria 60,000 50,000 60,000 53,634 53,634 50,000 44,354 40,000 30,000 40,000 20,000 30,000 10,000 0 20,000 10,000 9,280 0 Total Housing Housing Units ‐ Housing Units ‐ Units Owner Occupied Renter Occupied 12 12,55013,784 6,329 11,853 5,632 2,092 1,394 FY 2011 Program Budget Introduction Peoria’s Workforce 2009 Labor Force Statistics Population Age 16+: 111,650 Unemployment Rate: 5.9% 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Males Not in Labor Force In Armed Forces Civilian Unemployed Civilian Employed Total Females Occupations 30,000 25,000 20,000 15,000 10,000 5,000 0 24,488 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 40,320 7,089 7,993 Farming, Fishing, and Forestry Sales and Office Professional and Related Service 98 Mgmt, Business & Financial Ops. Drive Alone Carpool 8,319 Production, Transport, & Mat'l Moving 10,250 Construction, Extraction, & Maint. 15,257 11,045 Transportation to Work 60,000 Figures based on total worker base = 53,925 50,000 1,564 Average Travel Time to Work 27.7 minutes 40,000 30,000 216 216 270 431 20,000 324 10,000 icl b u P n o tia tr o p s n ar T el cy cr o t o M el cy ci B kl a W s n a e M r e h t O e m o H ta kr o W 13 0 Worker 14 minutes 15 to 29 30 to 59 60 minutes Work at Base (16 or less minutes minutes or more home Years+) FY 2011 Program Budget Introduction Building Permits ‐ Number and Value $600,000,000 7000 $500,000,000 6000 5000 $400,000,000 4000 $300,000,000 3000 $200,000,000 2000 $100,000,000 1000 0 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 $0 Value of Buildings Number Gross Sales (from Sales & Use Tax Returns) $4,000,000,000 $3,500,000,000 $3,000,000,000 $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $0 1990 1995 2000 2005 14 2006 2007 2008 2009 FY 2011 Program Budget Introduction How to Make the Most of This Document This document communicates the visions of the City’s leadership, and spells out the organizational and financial operations for each of the City’s departments. In an effort to assist users in navigating through the Annual Program Budget, the following guide has been provided: INTRODUCTION This section provides a thumbnail sketch of the City of Peoria, including a list of Peoria’s Core Values, a look at our Mayor and City Council, a comprehensive organizational chart of the city’s management and departments, a profile of the city, some interesting statistics and demographic information, and a copy of the Distinguished Budget Presentation Award for the FY 2010 budget. CITY MANAGER’S BUDGET MESSAGE The City Manager’s Budget Message provides an overview of the major issues and operational priori‐ ties within the FY 2011 Budget. LONG-RANGE FORECAST This section offers an overview of the City’s financial planning practices, including: • The financial policies that guide the City’s fiscal planning and management. • The budget policies that are the framework of the budget. • The long‐range outlook for city finances. BUDGET SUMMARY This summary offers an overview of the city’s finances and examines: • The budget process, calendar and amendment policy. • Financial and operational discussions for all major operating funds. • Historical trends for financial data and personnel. • Organizational charts showing the City’s structure and distribution of funding. REVENUE SECTION The Revenue section offers a detailed discussion on the various revenue sources within the City and includes a historical summary of revenue for each fund. PERFORMANCE MANAGEMENT The Performance Management section includes an overview of the City’s Performance Management program, Department summaries that describe their mission, service activities, key performance indi‐ cators as well as funding and staffing levels. The divisions within each department are closely exam‐ ined, detailing programs, operational goals and additional performance measures for each division. 15 FY 2011 Program Budget Introduction CAPITAL IMPROVEMENT PLAN The Capital Improvement Plan section focuses on funding for major, one‐time infrastructure improve‐ ment projects throughout the city. This section includes a project listing of the entire 10‐year plan. SCHEDULES The Schedules use detailed tables to summarize the City’s financial activities in a comprehensive, nu‐ meric format. APPENDIX The Appendix includes the official budget adoption resolution, a glossary of important financial and budgetary terms, a listing of acronyms found within the document, and the Acknowledgements. 16 The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Peoria, Arizona for its annual budget for the fiscal year beginning July 1, 2009. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 17 18 FY 2011 Program Budget Budget Message Budget Message To Mayor Barrett and Members of the Peoria City Council, I am pleased to provide you with a recommended FY 2011 Annual Budget and Ten‐Year Capital Im‐ provement Program for the City of Peoria. These spending plans reflect a continuing commitment to provide a high level of service to our residents, while preserving our organization’s long‐term finan‐ cial viability. The proposed budget totals $455 million, which represents a 15% spending drop from the prior year. Within this, the General Fund budget totals $106.5 million, a drop of 7.4%. The City’s capital budget alone will drop 30%, for a total of $139.3 million. The 10‐year capital program totals $522 million, a 15% decrease from last year’s program. While con‐ siderably smaller in size, this nonetheless represents a significant investment in public facilities and infrastructure over the next decade. With the protracted economic downturn, Peoria’s government continues to face an environment of diminishing revenues. Yet at the same time we remain committed to providing quality services to our residents. With this in mind, the development of this budget proved to be a tremendous undertaking. The City staff put considerable effort into developing fiscally responsible solutions for managing the budget gap. The guiding principles for this budget are the City Council’s 24‐month policy goals. Their policy statements offer clear and thoughtful direction for approaching community expectations. The follow‐ ing broad policy priorities are reflected throughout the recommended budget: • Community Building • Enhancing Current Services • Preserving our Natural Environment • Total Planning • Economic Development • Leadership and Image 19 FY 2011 Program Budget Budget Message The submitted budget also reflects feedback from our citizens. Results from the recent citywide resi‐ dent survey show Peoria residents are eager to preserve the high quality of life enjoyed in their neighborhoods. With this in mind, we continue to focus on keeping Peoria communities healthy and viable. The submitted budget directs investments which strengthen the physical and social assets in our neighborhoods. PEORIA’S FISCAL SITUATION The City’s revenues have continued to be impacted by the regional economy. With a distressed com‐ mercial real estate market, an inventory of residential units, and weak consumer spending activity, the City’s base industries are expected to struggle over the next year. The result will be limited gains in revenue collections for the City. Overall General Fund revenues are expected to decline 4% for next year. To make matters worse, re‐ cent state legislative actions call for the complete elimination of LTAF funding (lottery proceeds). This move itself will result in a loss of over $800,000 annually to the City. A continuing decline in property values also has taken its toll, reducing the bonding capacity in the City’s capital program. Fortunately, the City has taken steps to soften the financial impact. By addressing our problems early, and by observing prudent fiscal practices, the City has minimized our financial exposure going for‐ ward. Nevertheless, the General Fund faces a structural shortfall of approximately $7.5 million for the upcoming fiscal year. BUDGET APPROACH In this restrained environment, we find that with every round of reductions it becomes more difficult to maintain essential service levels. The budget before you includes numerous cost reduction and effi‐ ciency measures by City staff. Since the summer of 2008, the City has been taking deliberate, progressively stronger steps to respond to the changing situation. That has continued in the current year, as we undertook a reorganization of city departments. The restructuring allows us to consolidate different functions, while maximizing existing resources. Also this year, the City offered a voluntary severance program to city employees, resulting in further annual savings in personnel costs. Midway through our current fiscal year, reductions were made to departments’ operating budgets, which included the elimination of vacant positions. Through these efforts, and by shifting work du‐ ties, we’ve been able to manage effectively without undermining service delivery. This year, City departments were asked to apply a more strategic approach when evaluating their ser‐ vices. To begin, every work unit conducted a financial analysis to determine the true cost for all ser‐ vices they provide. Using this information, department directors engaged their staff to discuss trends, options and opportunities for addressing citizen needs. From there, department directors developed 20 FY 2011 Program Budget Budget Message their vision and strategies that outline a work plan over the next few years. Departments are continu‐ ing to identify performance measures that help the organization base funding decisions on relevant and measurable outcomes. I am proud of the effort put forth by our employees to find creative solutions to our budget problems. We have continued the successful practice of cross‐functional teams to explore new and improved ways to do business. This year, city staff have reduced the number of consultant or other contracts where possible, bringing many of those activities “in‐house”. We have also implemented energy sav‐ ing measures, extended equipment lives, changed training programs and merged communication ef‐ forts. Currently, the interdepartmental Revenue Action Team is also exploring new options for ob‐ taining reliable sources of revenue, in ways that minimize the impact to the general Peoria resident. All told, the creative efforts of Peoria employees have resulted in over $2.5 million in ongoing savings. WORKFORCE MANAGEMENT STRATEGIES All of these efforts have helped save the City from more dramatic measures. However, given our de‐ teriorating revenue situation, the City will be forced to address the budget with further workforce changes. As a service‐based organization, personnel costs represent 70% of the ongoing operating budget. To fully balance our budget will require further changes to our workforce level. Once again, the budget reflects very little growth in compensation‐related expenses. Fortunately, through efforts to self‐insure city medical and workers compensation programs, we expect to experi‐ ence limited increases to our health care costs for FY 2011. Overall, the FY 2011 budget proposes 59 fewer positions than in FY 2010 (5% of our workforce). This includes 22 employees who have opted for the city’s voluntary severance program. Another 30 were vacant positions that have been frozen in the recent months. This leaves seven currently filled posi‐ tions that are scheduled for reduction in the proposed budget. These reductions come from across all levels of the organization. Similar to last year, it is our hope that many of the individuals in filled positions can be placed elsewhere in the organization. That said, we will make sure that everyone subject to this reduction in force will be treated with the utmost dig‐ nity and respect, and will be afforded appropriate transition and career training benefits. USE OF FUND RESERVES The Council‐adopted Principles of Sound Financial Management have established strong policies on re‐ serve levels for our major operating funds. It is important to remember that such reserves are estab‐ lished to address immediate and dramatic fiscal difficulties. A “Rainy Day” fund can be effective at providing the City a few months’ relief, but is ill‐equipped to address the structural shortfall seen in the current budget. With this in mind, the budget includes contingency appropriation for emergency events, and does not anticipate use of reserves to address recurring expenses. 21 FY 2011 Program Budget Budget Message TAXES, RATES AND USER FEES In recognition of the difficult economic circumstances, every effort was put forth to limit the financial burden placed on our residents. As a result, the FY 2011 recommended budget assumes no tax in‐ creases for the upcoming year. No rate adjustments are expected for residential and commercial solid waste customers. Utility rates for the City water and wastewater services remain constant as well. However, initial staff forecasts suggest moderate rate increases would be required in these areas in the subsequent fiscal year. Lastly, no fee increases for our residents are included in the proposed budget. ORGANIZATIONAL DEVELOPMENT In todayʹs volatile environment, an organization must be thoughtful and intentional about its direc‐ tion. With this in mind, City staff has developed a more strategic approach in the way we do busi‐ ness. The Organizational Strategic Plan, developed 100% by City employees, provides each employee insight into our long‐term vision, organizational values and day‐to‐day service standards. More im‐ portantly, it provides a common foundation upon which each department can develop particular goals, strategies and performance measures. In following up on our goals, we will continue to cultivate a performance management culture using relevant data to make informed decisions. Performance measures act much like a report card, reflect‐ ing what progress the city has made toward achieving its goals. Over the next year, we will offer regular updates on the status of our efforts, and continue to respond to our community’s service needs. BUDGET PRIORITIES Now more than ever, we are called upon to preserve our community’s excellent quality of life. This starts with maintaining our essential public safety services to Peoria citizens. Once again, there are no proposed changes to the number of sworn police officer or firefighter positions. Over the last few years, there has been a concentrated effort to utilize a “community‐based” approach to policing. The consolidation of code enforcement and park ranger activities into the Police depart‐ ment has helped to empower these important functions. The proposed budget continues this trend, offering resources to continue neighborhood enhancement programs. Also of note are a series of programs geared at preserving Peoria neighborhoods. The successful “Community Works” program will continue, offering small, targeted capital improvements in ways that make an immediate difference. Also, one‐time funds were used to provide important renovations to several neighborhood parks. The recommended budget also calls for continuing the Neighborhood Grant program, which partners with neighborhood associations to offer localized improvements. The successful Neighborhood Pride revitalization program continues for its 14th year, offering support to individual property owners in making improvements. 22 FY 2011 Program Budget Budget Message The City’s leadership has worked hard to preserve youth‐related programs and activities. City recrea‐ tion programs have offered useful outlets for youths and teens in our community. The City’s AM‐ PM, Aquatics and Summer Recreation programs continue to be affordable and appealing activities. While budget reductions were required in these areas, all efforts were made to maintain the same high level of service. As stated earlier, the proposed budget does not include any increases to recreation fees for residents. A critical element of the City Council’s 24‐month policy goals is to advance economic development efforts which will promote the long‐term economic prosperity of the area. This is addressed through a multi‐pronged approach, which directs funds and locates one‐time dollars to promote business at‐ traction to Peoria. Within the operating budget, resources were set aside to further marketing efforts to attract health‐care and higher education opportunities. Within the capital plan, various invest‐ ments will help advance the recent master plans for the Oldtown and Sports Complex/Entertainment District area. CAPITAL IMPROVEMENT PROGRAM Each year the Council updates the Capital Improvement Program (CIP). The CIP provides a schedule of planned improvements over the next ten years, and identifies financing sources for capital projects over the entire period. A number of key revenue sources have been affected by the recent economic downturn. Most notably is the City’s secondary property tax levy, which is used to retire debt for general government capital projects. The most recent data suggest citywide assessed valuation will ultimately drop more than 40% over the next few years. Other key financing sources for the CIP, namely transportation sales tax and development impact fees, have also decreased significantly over the last few years. With less available resources, the 10‐year CIP has been reduced nearly 50% since FY2009—from $1 billion to $522 million. The significant loss in revenue capacity has been cushioned by federal stimulus funding, as well as earlier‐than‐anticipated receipt of county transportation sales tax reimbursements. This has allowed the city to accelerate key projects in the first few years of the capital program, most notably Lake Pleasant Parkway, the Agua Fria Truck Road Reliever, and Community Park #2 and related roadway, utility, and drainage projects. The proposed plan allocates more than $5 million in FY2011 to economic development purposes. This includes funding for the rehabilitation of commercial properties in Old Town and for the assembly of land to expedite redevelopment in the area. Funding is also included for improvements to the Enter‐ tainment District, with the goal of creating a distinct sense of place and a brand identity for this major economic and fiscal center for the City. 23 FY 2011 Program Budget Budget Message CONCLUSION Our community is in the midst of change, and our organization is responding. Three years ago, our focus was placed on managing growth to our community. Now, we must grapple with how best to preserve the excellent quality of life in our community. Going forward, we will continue to engage with our citizens, partner with our stakeholders, and strategically invest in efforts to strengthen our community. I would like to take a moment to thank the City Council for their guidance and support throughout the development of this proposed budget. In addition, I would like to thank the Budget Department staff, our Deputy City Managers, Department Directors, the Human Resources Department staff, and all of the employees of the city who have contributed by creativity and sacrifice to make the FY 2011 budget a reality. Sincerely, Carl Swenson, City Manager 24 FY 2011 Program Budget Long-Range Forecast Long-Range Forecast The City has an important responsibility to its citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired by the pub‐ lic. The City’s financial goals are broad, fairly timeless statements of the financial position the City seeks to attain. The City’s overall financial goals are: image and credibility of the City with the public, bond rating agencies, and investors. The City achieves these goals through its strict adherence to fiscal management policies. FINANCIAL POLICIES The City’s budget is closely aligned with the fi‐ nancial policies established by the Peoria City Council. The Principles of Sound Financial Management are intended to establish guide‐ lines for the City’s overall fiscal planning and management. The policies support the contin‐ ued financial strength and stability of the City of Peoria as reflected in its financial goals. • To deliver quality services efficiently in an af‐ fordable, economical, and cost‐effective basis, providing full value for each tax dollar. • To maintain an adequate financial base to sus‐ tain a sufficient level of municipal services, thereby preserving the quality of life in the City of Peoria. Fund Balance Objectives Fund balance is an important indicator of the City’s financial position. Adequate fund bal‐ ances must be maintained to allow the City to continue providing services to the community in case of economic downturns and/or unexpected emergencies or requirements. • To have the ability to withstand local and re‐ gional economic shocks, to adjust to changes in the service requirements of our community, and to respond to changes in Federal and State priorities and funding as they affect the City’s residents. General Fund. The City of Peoria’s undesig‐ nated General Fund balance will be maintained to provide the City with sufficient working capi‐ tal and a comfortable margin of safety to address emergencies and unexpected declines in revenue without borrowing. • To maintain a high bond credit rating to en‐ sure the City’s access to the bond markets and to provide assurance to the City’s taxpayers that the City government is well managed and financially sound. • The upper goal for the fund balance is 35%, but not less than 10% of the average actual Achieving these goals not only helps the City to enhance its financial health, it also enhances the 25 FY 2011 Program Budget Long-Range Forecast • Fourth Priority – Specific City operational ex‐ General Fund revenues for the preceding five fiscal years. penditures may be identified by Council through the annual budget process to be funded through the one‐half cent sales tax revenues. • Funds in excess of the stated goals should not be used to support recurring operating expen‐ ditures. Enterprise Funds. Government enterprises gen‐ erate revenue to offset the cost of providing cer‐ tain services including water, wastewater, and sanitation. User charges are established to offset the cost of providing these services. Accounting systems must be established to separate these revenues and expenses. The City’s financial policies establish targets for the enterprise funds as follows: • Funds in excess of upper goal may be consid‐ ered to supplement “pay as you go” capital outlay expenditures or prepay existing debt. Half‐Cent Sales Tax. The Council has estab‐ lished a special one‐half (½) cent sales tax desig‐ nated primarily for debt service, reserves, and capital needs. These funds must be recorded and expended separately. The one‐half (½) cent expenditures and reserves are prioritized as fol‐ lows: • The debt service coverage ratio of 1.5 times the amount of the debt service payments, ex‐ clusive of expansion fee revenue. • First Priority ‐ The debt service for Municipal • A minimum cash reserve fund balance for the Development Authority (MDA) bonds for which the payment source is one‐half cent sales tax revenues including administrative, accounting and legal costs connected with the bond payment. water and wastewater operating funds equal to 50% of the actual operating revenue for the current fiscal year. • A minimum cash reserve fund balance for the • Second Priority – Fund Balance. solid waste operating funds equal to 20% of the actual operating revenue for the current year. Half‐Cent Sales Tax debt service reserve should be at least $1,000,000 for out‐ standing bonds being paid from the one‐ half cent sales tax. Streets Fund. The City’s Streets Fund supports most activities related to transportation within the City. This includes all street maintenance, traffic signal operations, and street signing ac‐ tivities. Any transit‐related operations, how‐ ever, are supported through a separate Transit Fund. The primary source of revenue for the Streets Fund is collections from the State High‐ way User Revenue Fund. This includes revenue from the sale of gasoline, diesel fuels and other transportation‐related fees. A 3/10 of one cent One‐Half Cent Sales Tax reserve goal is 35% of the average actual revenues for preceding five fiscal years . • Third Priority – Capital, economic develop‐ ment, and community promotions expendi‐ tures. 26 FY 2011 Program Budget Long-Range Forecast (0.3¢) sales tax specifically designated for trans‐ portation generates additional revenue for the fund. revenues that are anticipated to be sustainable over the five‐year period. Expenditure projec‐ tions should include anticipated operating im‐ pacts of the adopted capital improvement pro‐ gram. Transit Fund. The City’s Transit Fund supports all public transit services operated by the City of Peoria, including the citywide Dial‐a‐Ride bus system, and the City Travel Reduction and Clean Air programs. The majority of funding for transit operations is derived from the state’s allocation of Arizona Lottery proceeds, termed the Local Transportation Assistance Fund (LTAF), but this may change as the State of Ari‐ zona has stopped the distribution of the LTAF funds since February 2010. Insurance Reserves. Insurance reserves shall be maintained at a level which, together with any purchased insurance, will adequately indemnify the City’s capital assets and its elected officials, officers and directors against loss. When cost effective, the City will further control its expo‐ sure to risk through the use of “hold harmless” agreements in City contracts, and by requiring contractors to carry liability insurance. Fiscal Planning Replacement Funds. Provisions will be made in the annual operating budget for sufficient main‐ tenance and replacement dollars to ensure that all capital acquisitions, computer hardware and software, and other equipment are properly maintained and replaced in accordance with ap‐ proved capital and equipment replacement schedules. The City of Peoria identifies and allocates re‐ sources among numerous and complex compet‐ ing needs. The primary vehicle for this planning is the preparation, monitoring, and analysis of the City’s budget. It is increasingly important to incorporate a long‐term perspective and to monitor the performance of the programs com‐ peting to receive funding. The fiscal planning process includes the following: Capital Improvements The City Manager will submit a ten‐year Capital Improvement Program for review by the City Council, pursuant to the timeline established in the budget preparation schedule. The program will be updated annually and include the cost of construction and operating expenditures. No capital improvement projects will be authorized or awarded until the funding sources have been established to finance the project. Annual Budget. The City will establish a bal‐ anced annual operating budget. Current operat‐ ing expenditures, including debt service, will be funded with current revenues. The budget will not postpone expenditures, use one‐time (non‐ recurring) sources to fund ongoing (recurring) uses, or use external borrowing for operational requirements. Long‐Range Forecasting. The City will annu‐ ally update a five‐year long‐range forecast, in‐ corporating both projected revenues and expen‐ ditures for the City’s major operating funds. The five‐year revenue forecast will only include When current revenues or resources are avail‐ able for Capital Improvement Projects, consid‐ eration will be given first to those capital assets with the shortest useful life, and for assets 27 FY 2011 Program Budget Long-Range Forecast whose nature make them comparatively more difficult to finance with bonds or lease financing. debt instrument covenants and provisions, and required disclosures to investors, underwriters, and rating agencies. Control Measures and Compliance Management must ensure compliance with the legally adopted budget. In addition, purchases and expenditures must comply with legal re‐ quirements and policies and procedures set forth by the City. The City utilizes long‐term debt to finance capi‐ tal projects with long useful lives. Financing capital projects with debt provides for an “intergenerational equity”, as the actual users of the capital asset pay for its cost over time. • The City’s annual financial statements and Long‐Term Debt bond representations shall fully disclose all significant events and financial obligations and other related issues as provided by the departments to the Chief Financial Officer. • The City will not use long‐term debt to fund current operations or projects that can be fi‐ nanced from current revenues or resources. The City will first attempt “pay‐as‐you‐go” capital financing and/or the use of operating funds or impact fees where applicable. • Accounting and budgeting functions will comply with standards and guidelines issued by the Governmental Accounting Standards Board, the National Council on Governmental Accounting, the American Institute of Certi‐ fied Public Accountants, and the Government Finance Officers Association. • The issuance of variable rate debt by the City will be subject to the most careful review, and will be issued only in a prudent and fiscally responsible manner. • The City shall conduct a review of its develop‐ • The term of any bond or lease obligation issue ment impact fees on a regular basis. Periodi‐ cally, the City will also recalculate the full costs of activities supported by user fees to identify the impact of inflation and other at‐ tendant costs and recommend adjustments where necessary. will not exceed the useful life of the capital project/facility or equipment for which the borrowing is intended. Short‐Term Debt The City does not intend to issue commercial paper or bond anticipation notes for periods longer for two years, or for the term of a project. • The City shall comply with all state and fed‐ eral regulations concerning financial manage‐ ment and reporting. Debt Management Policy The Debt Management Policy provides for the preservation and eventual enhancement of the City’s bond ratings, the maintenance of ade‐ quate debt service reserves, compliance with 28 FY 2011 Program Budget Long-Range Forecast LONG-RANGE FORECAST 1. Establish broad goals to guide government decision making. To assist with this evaluation, the City of Peoria Management and Budget Department has for‐ mulated automated forecast models for each of its operating funds. The models attempt to bal‐ ance planned or anticipated resources against the expected demands for service in the commu‐ nity. The Long‐Range plan is designed to ad‐ dress a number of recurring issues, such as: 2. Develop approaches to achieve goals. • How will Peoria meet the continuing chal‐ According to the Government Finance Officers Association, there are four critical principles which overlay a good budget process: lenges of growth? 3. Develop a budget consistent with approaches to achieve goals. • What is the impact of potential citizen initia‐ 4. Evaluate performance and make adjustments. tives and legislative actions which affect Ari‐ zona cities? • How will the City respond to adverse eco‐ To properly apply these principles requires timely and accurate information regarding the expected conditions and events which can shape our community in the future. nomic or emergency conditions? • How do we deal with cost increases that ex‐ ceed the rate of inflation? The Long‐Range Financial Forecast is devel‐ oped annually at the start of the City’s budget process. This forecast offers the City Council and management an extended outlook on the flow of expected revenues and expenditures, and helps to define the critical issues and priori‐ ties for the upcoming fiscal year. These and other questions are incorporated into computer models, which in turn project financial trends for a five‐year planning period. Study Approach and Assumptions After an extensive review of issues and events which impact our city, the Management & Budget staff presented a “most likely” scenario to Council in November of 2009. Based on this information, Council utilized the results of the long‐range forecast to develop guidelines for the FY 2011 budget process. To be useful, a finan‐ cial plan must establish a balance between ex‐ pected service activities and the City’s ability to support these activities. As a result, useful fi‐ nancial forecasts must include much more than simple exported statistical data. Great care must be given to assessing the long‐term impacts of events and conditions. Throughout the country, governments have wrestled with the issues of a changing environ‐ ment. Shifts in demographic and economic con‐ ditions, as well as changes in societal values, all impact how governments operate. This is espe‐ cially notable in growing communities such as Peoria, where the City must continually assess its ability to support important programs and services well into the future. By evaluating im‐ portant trends and economic conditions, the City is better able to gauge our ability to provide services over an extended period of time. 29 FY 2011 Program Budget Long-Range Forecast Financial Projection Transit Fund. The City’s Dial‐a‐Ride and fixed route transit systems are all funded out of the Transit Fund. The financial projection in the upcoming five‐ year period is based on a number of meaningful economic and demographic factors, as well as a series of presumptions on expected operational needs. The Management & Budget Department has compiled a set of cost and revenue‐related assumptions for developing a financial forecast. These assumptions can strongly influence the results of the forecast model, and must be closely analyzed to ensure the accuracy of the study. Among the primary assumptions utilized in the forecast are economic growth rates, retail sales activity, state‐shared revenues, census population, and residential development activ‐ ity. Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. Solid Waste Fund. The City’s residential and commercial solid waste functions provide for the collection and disposal of refuse within the City of Peoria. The funds rely on user fees to pay for its operations. Scope of Study The FY 2011 Long‐Range Financial Forecast in‐ cludes a narrative discussion on the long‐range models for each of the operating funds. Specifi‐ cally, the Management & Budget Department staff undertook extensive reviews of the follow‐ ing funds: Sports Complex Fund. The Sports Complex fund includes monies to support the mainte‐ nance, operation and debt requirements related to the City of Peoria Sports Complex. All ticket, rental and concession revenue collected from the complex are placed into this fund. Additional financial support is provided by the City’s Half Cent Sales Tax Fund. General Fund. The General Fund supports most general government activities, including public safety, development services, parks and recreation and general government functions. The fund is supported by various revenue sources, including sales and property taxes, user fees and state‐shared funding. Economic Outlook The local economic outlook is based on several expert forecasting sources, including those from Elliott Pollack, R.L. Brown, Marshall J. Vest, and economists at the Greater Phoenix Blue Chip Consensus. In addition, city staff has undertaken assessments of commercial and residential de‐ velopment activity in Peoria. Over the last two years, aspects of Arizona’s economy experienced steep declines. All indications suggest that over‐ all the state economy will see very limited growth over the next twelve months. Other measures of economic conditions bear out the severity of the economic slowdown. Consumer Streets Fund. The Streets Fund provides for much of the City’s street and traffic operations. The fund is largely supported by the State’s Highway User Revenues (fuel taxes) as well as the City’s 3/10 of one cent transportation sales tax. 30 FY 2011 Program Budget Long-Range Forecast spending continues to be restrained, affecting the large retail sector in the region. With lacklus‐ ter employment growth, indications point to limited economic growth over the next few years. The impact of the economic situation, along with expected cost trending, have all been incorporated in the City’s financing models. tion systems and computer‐aided dispatch sys‐ tems have been incorporated into the long‐range forecast. The City’s Fire Department will be pressed to maintain its four‐minute response time for rural areas of the City. Development trends will be closely monitored to ensure additional firefight‐ ers and support staff needs are addressed when appropriate in both the northern and western reaches of the City’s planning area during the latter part of the forecast period. Within Peoria, the housing and retail sectors ap‐ peared to have stabilized, albeit at a much lower base level. Store‐to‐store sales in the large retail category are very comparable to last year. The large inventory of homes on the resale market will continue to limit home values on the mar‐ ket. Within the commercial real‐estate sector, the area is experiencing notably high vacancy rates on various classes of properties. This will further depress market conditions in the foreseeable fu‐ ture. For purposes of the five‐year forecast, the Management & Budget Department anticipates low inflation for the planning period. The study of all the indicators also reflects minimal con‐ struction activity for the study period. The Community Development Department will continue the highly successful Neighborhood Grant Program, where neighborhood associa‐ tions may receive funding for neighborhood im‐ provements throughout Peoria. The Commu‐ nity Services Department plans include continu‐ ing the connection of trails, opening new neighborhood parks and in 2013 opening a new community park. Costs to support these pro‐ jects as well as all CIP projects are incorporated in the long‐range forecast. Operational Impacts of Capital Plan Forecasts of Major Operating Funds Within the City of Peoria Capital Improvement Program, an extensive effort by City staff is un‐ dertaken to assess the operational impacts of new facilities. In addition, City master plans are also utilized to assess future operational needs. The recurring costs identified in these plans are incorporated into the City’s long‐term financial models. General Fund. The City is thoroughly examin‐ ing ongoing General Fund requirements and revenue streams over the next few years to en‐ sure current service levels can be sustained. This should enable the City to maintain a strong unreserved fund balance, while further continu‐ ing the practice to fund a number of capital pro‐ jects on a “pay‐as‐you‐go” basis. However, the growth in planned expenditures is expected to exceed the growth in revenues through much of the planning period. For the planning period FY2011‐FY2015, the structural deficit has been closed in this budget by reducing ongoing ex‐ The City’s Police Department is committed to maintaining its response levels, while continu‐ ing its community‐based functions for existing areas. Based on that department’s operational plans, additional sworn officers and civilian po‐ sitions will be needed in the future to respond to these demands. Costs to support communica‐ 31 FY 2011 Program Budget Long-Range Forecast penditures and identifying additional ongoing revenues. Water Fund. The City of Peoria provides water service to approximately 47,500 accounts within the city limits. All costs for water service are accounted for in the City’s Water Fund. The fund is responsible for capital facility needs, debt service payments and operating costs for water service‐related activities. General Fund Projected Revenues and Expenditures $125,000,000 $114,681,214 $119,387,063 $110,133,737 $115,779,250 $105,969,696 $112,336,107 $101,986,543 $109,314,810 $100,020,215 $75,000,000 $107,509,928 $100,000,000 The water utility implemented cost reduction strategies and adjusted its capital improvement plan to respond to a challenging budget envi‐ ronment. The City does not plan to adjust water user fees in FY2011 and will continue to review the City’s financial policies for cash reserves and debt coverage. Throughout the planning period, the City is using reserves above the requirement to fund one‐time capital projects. Forecasts indi‐ cate the Water Fund will be financially self‐ sustaining into the future. $50,000,000 $25,000,000 $0 FY2011 FY2012 FY2013 Expenditures FY2014 FY2015 Revenues Streets Fund. The City’s Streets Fund consists of proceeds from numerous sources, with HURF as its primary revenue source. Arizona’s High‐ way User Revenue Fund (HURF) is comprised of revenues including gasoline tax and motor vehicle license taxes and registration fees. These funds are collected and distributed to the State Highway Fund and to local governments. Addi‐ tionally, contributions from the 0.3¢ transporta‐ tion sales tax have helped to stabilize this fund. This will allow the Streets Fund to remain finan‐ cially independent through the planning period. Water Fund Projected Revenues and Expenditures $40,000,000 $34,415,282 $36,665,682 $33,322,882 $38,525,793 $32,515,324 $33,059,442 $31,780,131 $30,740,739 $31,196,478 $24,000,000 $33,987,030 $32,000,000 $16,000,000 $8,000,000 $0 FY2011 FY2012 Expenditures FY2013 FY2014 FY2015 Revenues Streets Fund Projected Revenues and Expenditures $15,000,000 $14,487,414 $14,696,906 $13,603,851 $14,128,606 $13,469,227 $13,782,654 $13,461,119 $14,149,619 $12,116,990 $9,000,000 $12,912,597 $12,000,000 Wastewater Fund. The City provides wastewa‐ ter services to approximately 50,500 accounts within the city. Costs for these activities are ac‐ counted for in the Wastewater Fund. The fund is responsible for supporting the operating costs, capital needs, and debt service requirements for wastewater‐related facilities. The fund relies on $6,000,000 $3,000,000 $0 FY2011 FY2012 Expenditures FY2013 FY2014 FY2015 Revenues 32 FY 2011 Program Budget Long-Range Forecast wastewater service charges to support its activi‐ ties. Commercial Solid Waste Fund Projected Revenues and Expenditures $2,500,000 $2,373,706 $2,382,284 $2,267,483 FY2014 $2,341,136 $19,310,155 Expenditures FY2013 FY2012 FY2013 Expenditures FY2014 FY2015 Revenues Residential Solid Waste Fund. The Residential Solid Waste operation provides trash collection, recycling, and loose trash pickup for approxi‐ mately 48,500 residential accounts within the City. The City’s Residential Solid Waste opera‐ tion is the sole provider of service for Peoria residents. The City does not plan rate adjust‐ ments to residential service fees for FY2011 and will continue to support its operating costs and meet the City’s cash reserve targets. Forecasts indicate the Residential Solid Waste Fund will be financially self‐sustaining into the future. $0 FY2012 $2,303,638 FY2011 $5,000,000 FY2011 $2,321,481 $0 $19,848,492 $19,284,636 $20,497,101 $19,013,530 $19,306,433 $18,734,065 $19,872,755 $17,485,794 $21,426,372 $10,000,000 $2,269,005 $500,000 $25,000,000 $15,000,000 $2,282,137 $1,000,000 Wastewater Fund Projected Revenues and Expenditures $20,000,000 $2,155,690 $1,500,000 $2,173,016 $2,000,000 The wastewater utility implemented cost reduc‐ tion strategies and adjusted its capital improve‐ ment plan to respond to a challenging budget environment. The City does not plan to adjust wastewater user fees in FY2011 and will con‐ tinue to meet the City’s financial policies for cash reserves and debt coverage. Forecasts indi‐ cate the Wastewater Fund will be financially self‐sustaining into the future. FY2015 Revenues Commercial Solid Waste Fund. The Commer‐ cial Solid Waste operation offers both container and roll‐off service to Peoria businesses and multi‐family developments. Businesses within the City have the option of selecting between the City and private companies for their solid waste services. It is essential for the operation to main‐ tain competitive pricing while also generating sufficient revenues to meet the City’s financial policies. The City does not plan to adjust Com‐ mercial Solid Waste user fees in FY2011. Fore‐ casts indicate the Commercial Solid Waste Fund will be financially self‐sustaining into the future. Residential Solid Waste Fund Projected Revenues and Expenditures $10,000,000 $9,357,391 $9,909,957 $8,839,646 $9,622,062 $8,511,563 $9,380,577 $8,154,849 $9,199,668 $8,407,091 $6,000,000 $9,095,501 $8,000,000 $4,000,000 $2,000,000 $0 FY2011 FY2012 Expenditures 33 FY2013 FY2014 Revenues FY2015 FY 2011 Program Budget Long-Range Forecast Transit Fund. The transit operation provides a City‐wide Dial‐A‐Ride demand response bus sys‐ tem, a City Travel Reduction Program and a Clean Air Campaign. After the FY2010 budget reduc‐ tions in this area, the forecast stabilized but was highly reliant on state shared revenue from lottery proceeds (LTAF). Since February 2010, the State of Arizona has elected to stop the distribution of LTAF funds which is approximately $855,000 per year to the City. Without the LTAF funding source, the City will need to carefully consider operational decisions and/or potential support from other sources to make this fund sustainable. Transit Fund Projected Revenues and Expenditures $1,250,000 $1,132,139 $1,132,957 $1,099,959 $1,126,506 $1,067,921 $1,120,902 $1,036,817 $1,115,325 $1,006,618 $750,000 $1,109,776 $1,000,000 $500,000 $250,000 $0 FY2011 FY2012 Expenditures FY2013 FY2014 FY2015 Revenues 34 FY 2011 Program Budget Budget Summary Budget Summary BUDGET PROCESS OVERVIEW In February, the Executive Management Team met with Department Directors to review their proposed service plans. Discussion focused on how departments proposed to maintain core ser‐ vice activities, create operational efficiencies and continue to provide excellent customer service for our citizens. Beginning at their annual workshop in October of 2009, the City Council was provided updated information on the City’s financial condition in‐ cluding an assessment of the current economic state and a discussion on the long‐term financial forecast. Armed with this information, the City Council developed its 24‐month policy goals, conveyed in six broad policy statements, which provided key policy directives to the City Man‐ ager for consideration during the FY 2011 budget process. In April, the City Manager brought forward a balanced budget for review by the City Council. As stated in the City’s “Principles of Sound Fi‐ nancial Management”, a “balanced budget” is defined as having ongoing revenues to meet the ongoing expenditures of the City. In addition, the balanced budget will not use one‐time (non‐ recurring) sources to fund continuing (recurring) uses, postpone expenditures, or use external borrowing for operational require‐ ments. Unlike prior budget cycles, and in recognition of the declining revenues and the protracted nature of the economic downturn, all departments were directed to take a more long‐term approach to their operations and budget requests. Each de‐ partment completed a Strategic Operating Plan that outlined how they intended to meet service expectations within the available resources. These plans were completed in advance of sub‐ mitting their FY 2011 budget requests. Elements of the plan included completing a cost of service analysis, establishing operational goals and ob‐ jectives and identifying key performance indica‐ tors that gauge the success of their operational strategies. Each department also outlined their proposed service plan and identified the neces‐ sary resources needed to achieve their service objectives. BUDGET OBJECTIVES For FY 2011, a “program and performance based budgeting” method was utilized throughout the organization. Departments were required to develop strategic operating plans focused on reducing operating budgets while still addressing Council’s policy goals. This process focused budget reductions on less essen‐ tial services without impacting core citizen ser‐ vices. Budgets were developed with a focus on providing “core” services to our residents and 35 FY 2011 Program Budget Budget Summary Calculation of a Base Budget FY 2010 Budget the year may request a carryover. This allows for any savings achieved through efficiencies this year to be utilized for one‐time uses in the next year. Department managers justify carryover requests by proposing uses of funds that are di‐ rectly related to the needs of the City Council and community. The appropriation for these funds may be used as a one‐time source in the upcoming fiscal year’s budget. FY 2011 Budget One‐Time Needs Salaries Salaries Ongoing Operations Ongoing Operations BUDGET REVIEW identifying the true cost of providing those ser‐ vices. Once divisions submitted the base, supplemen‐ tal, and carryover budget requests, Management and Budget staff undertook extensive reviews of various cost factors, as well as individual ac‐ count activity. Throughout this time, staff closely analyzed and resolved outstanding is‐ sues during a series of evaluation sessions with the departments. From there, the Executive Management Team conducted reviews through the months of February and March 2010. These processes ensure that the initial base budget with appropriate reduction or supplemental packages meets City needs and priorities. The City Manager’s recommended balanced budget, delivered with an overview of the City’s finan‐ cial condition, was presented to the entire City Council. The Council Budget Study Sessions were undertaken this year from April 22nd through April 26th. Upon Council’s revisions to the Manager’s recommended budget, the Man‐ agement and Budget Office then finalized the proposed tentative budget. A key component to performance based budget‐ ing is tying department performance data to long‐term Council and organizational goals. With this in mind, departments were required to develop operating plans that identified key goals, and performance targets that tied their budget requests to desired outcomes. In some cases, the allotted base budget is not sufficient to support existing department opera‐ tions. Conversely, in acknowledgment of de‐ creased revenue streams, reductions to budgets may need to be considered. In the case where additional funding is desired, departments may submit a “supplemental” request for additional resources. On the other hand, departments may submit a “supplemental” request to reduce the budget. All supplemental requests are closely reviewed and must compete for limited funding if applicable. The approved requests are then incorporated into the department base budget. BUDGET ADOPTION After the initial study sessions, the proposed budget was presented to Council for tentative adoption on June 1, 2010. The adoption of the tentative budget sets the maximum appropria‐ tion for the fiscal year. The budget was then The City has attempted to create incentives for department staff to save funds for future needs within the agency. As a result, departments not expending their budget appropriation during 36 FY 2011 Program Budget Budget Summary FY 2011 Budget Calendar Activity Date City Manager Budget Kick‐Off and Training with Departments Begins October 8, 2009 City Council Annual Workshop—Goals and Priorities Established October 24, 2009 Mid‐Year Financial Review and Long Range Forecast to City Council November 17, 2009 Base Budget Estimates, Additions and Reductions Due to Budget Office February 25, 2010 Department Review Sessions with City Management Feb. 1, 2010—March 5, 2010 City Manager’s Recommended Budget March 31, 2010 City Council Budget Study Sessions April 22, 2010—April 26, 2010 Adopt Tentative Budget June 1, 2010 Hold Public Hearing on Budget and Property Tax Levy June 15, 2010 Adopt Final Budget June 15, 2010 Adopt Property Tax Levy July 6, 2010 transmitted to the general public in the form of a newspaper insert and public hearing notices. After completing public hearings, the Council adopted a final budget and tax levy consistent with the City Charter and State law. As shown in the calendar below, the FY 2011 final budget was adopted on June 15, 2010 and the property tax levy on July 6, 2010. The State of Arizona imposes an expenditure limitation for the annual budget appropriation in municipal governments. The limitation re‐ quirements appear in both the State constitution and the Arizona Revised Statutes. Should the State‐imposed limit not allow for sufficient funds to meet the City’s needs, the budget law provides four options to potentially solve this problem: STATE LAW All funds within the City have been set up with expenditure appropriation in the budget. In Arizona, state law requires an adoption of the tentative budget which sets the maximum spending appropriation for the City. Once this amount is set, the City cannot spend over that amount for the fiscal year. • A local home rule (alternative expenditure limitation) • A permanent base adjustment • One‐time override • A capital projects accumulation fund 37 FY 2011 Program Budget Budget Summary The voters of the City of Peoria have adopted the Home Rule Option in 1989, 1993, 1997, 2001 and most recently in 2003. In the March 2003 General Election, voters approved the Perma‐ nent Base Adjustment, which allowed the City to continue appropriating funds beyond the state limit until a new base adjustment is neces‐ sary. The approved increase of $15 million to the base expenditure limitation was based on actual expenditures in recent years and fore‐ casted expenditures and revenues available. This Permanent Base Adjustment increased the original 1979‐80 base from $3,247,857 to a new base of $18,247,857. City estimates were calcu‐ lated from current and anticipated levels of op‐ erations, maintenance and capital outlay. the total expenditure appropriation originally authorized by the City Council. However, the Council may amend the appropriations for a fund during the fiscal year. This may require a corresponding change in another fund to assure compliance with the total legal expenditure limi‐ tation. Current City policy requires Council approval for transfer of expenditure authority between funds, all transfers of expenditure authority over $50,000, all transfers of funds to or from person‐ nel accounts, and all transfers to or from capital outlay accounts. In addition, expenditures to be supported from reserves or contingency ac‐ counts also require City Council approval. The City Manager may authorize transfers within a fund up to $50,000. The actual expenditure budgets adopted each year by the City Council will be the statutory limit and may vary from these amounts depend‐ ing on the available revenues. Finance staff esti‐ mates that such an adjustment would allow the city to maintain sufficient spending appropria‐ tion for approximately 10 years. The approval of a permanent adjustment eliminated the need for voter approval every four years. BUDGET BASIS The City maintains its financial records in accor‐ dance with Generally Accepted Accounting Principals (GAAP) for governmental entities. The basic financial statements include govern‐ ment‐wide financial statements as well as fund financial statements. The government‐wide fi‐ nancial statements are prepared on a full accrual accounting basis and show governmental activi‐ ties, business‐type activities and a total for the government (excluding fiduciary activities). Governmental fund statements are prepared on a modified accrual basis of accounting. Proprie‐ tary fund statements are prepared on the full accrual basis. The maximum legal expenditure limit is $749,417,190 in Fiscal Year 2011. This compares to the total appropriation of $455,000,000 in the final budget adopted by Council. However, the City estimates that $188 million would be quali‐ fied for exclusions from the expenditure limita‐ tion. The budget includes funding for current needs and carryover allowances for the upcom‐ ing year. Under the modified accrual basis of accounting, revenues are recognized when they are “measurable and available”. “Measurable” means the amount can be determined and “available” means collectible within the current period or soon thereafter to pay liabilities of the BUDGET AMENDMENT POLICY During the fiscal year, the budget is monitored continually by both the Budget Office and indi‐ vidual departments. The City may not exceed 38 FY 2011 Program Budget Budget Summary current period. Expenditures are recorded when the related liability is incurred, except for un‐ matured interest on general long‐term debt which is recognized when due, and certain com‐ pensated absences, claims and judgments which are recognized when the obligations are ex‐ pected to be liquidated with the expendable available financial resources. employed a number of performance manage‐ ment practices to make informed decisions on operational needs and resource allocation. A more strategic approach was utilized during the FY 2011 budget process. Each department addressed their operational needs through he development of a Strategic Operating Plan de‐ partments identified and evaluated their core services, key operational goals and objectives and performance indicators. In addition, each department completed a Strategic Operating Plan to address changes in the economy and re‐ duced workload in specific service areas. Multi‐ year performance measurement data, coupled with cost of service analysis, ensured that the recommended FY 2011 budget addressed the business needs of the city while focusing on quality and effective service delivery to the citi‐ zens. For Enterprise fund types, including the Water, Wastewater, Solid Waste, and Sports Complex Funds, financial records are maintained on an accrual basis of accounting. For budgetary pur‐ poses, the City does not recognize non‐cash ac‐ counting entries, such as depreciation expense, in the Enterprise Funds. Governmental fund types include the General Fund, Special Reve‐ nue Funds, Capital Project Funds, Debt Service Funds and Trust and Agency Funds. The City has attempted to minimize the differ‐ ences between GAAP (modified accrual) report‐ ing and budget (cash) basis reporting. Variances which have not been eliminated include: (1) non ‐cash entries such as depreciation and accrued employee compensated absences that are recog‐ nized for GAAP but not for budget, and (2) the 45‐day encumbrance recognition for budget that is not GAAP. The Comprehensive Annual Fi‐ nancial Report (CAFR) is prepared after the close of each fiscal year and reflects how well the City has met its budget plan after the afore‐ mentioned differences are recognized. Since January 2006, the City of Peoria has taken a lead role in the Arizona Consortium for Per‐ formance Management. This consortium, spon‐ sored through the International City/County Managers Association (ICMA) Center for Per‐ formance Management, includes the member‐ ship of 13 other jurisdictions across the state. Data is collected from these partners on a num‐ ber of municipal service areas and provides a regional snapshot of performance data, level of service analysis and overall operational analysis. BUDGET SUMMARY PERFORMANCE MANAGEMENT The City of Peoria’s FY 2011 annual budget ap‐ propriation totals $455 million. The Operating Budget totals an estimated $204.1 million, a de‐ crease of 1.59% from the prior year. The table and charts on the following page provide a sum‐ mary of the sources and uses of funds. The City of Peoria is focused on continually im‐ proving operational performance. The organiza‐ tion is accountable to its residents by demon‐ strating progress toward the achievement of goals, objectives and performance measures within every service delivery area. The City has 39 FY 2011 Program Budget Budget Summary Total Budgeted Uses In millions Description Operations Capital Debt Service Contingencies Total Expenditures FY08 $229.3 $356.6 $54.6 $49.4 $690.0 FY09 $233.9 $340.5 $52.8 $52.8 $680.0 FY10 $207.4 $199.4 $66.5 $61.7 $535.0 FY11 $204.1 $139.3 $57.4 $54.3 $455.0 % Change ‐1.59% ‐30.14% ‐13.68% ‐11.99% ‐14.95% Transfers Out $24.9 $17.7 $32.5 $31.7 ‐2.46% SUMMARY OF REVENUES SUMMARY OF EXPENDITURES In millions In millions Contingency $54M / 12% Debt Service $57M / 12% Operating $204M / 45% Capital $139M / 31% Total FY11 Revenues—$332.8 million Total FY11 Expenditures—$455 million Expenditures realized from a variety of sources, including sales tax collections, water billings and user fees. The decrease in estimated revenues is largely the result of the economic downturn, notably in the development related and sales tax revenues and lower interest rates on investments. The budget is comprised of four major seg‐ ments. The operating budget totals $204.1 mil‐ lion (45% of the total); with debt service at $57.4 million (13% of total). Approximately $54.3 mil‐ lion (12%) is also set aside for contingency ac‐ counts. The City’s capital improvements for the fiscal year total $139.3 million. This represents nearly 31% of total FY 2011 budget. In FY 2011, the City anticipates revenue from charges for services at $125 million (38% of to‐ tal), taxes at $85 million (25% of total), and Inter‐ governmental Revenues at $78 million (24% of total). The remaining categories represent $45 million (13% of total). Revenues The FY 2011 estimated revenues total $332.8 mil‐ lion, which represents a 9% decrease from FY 2010 budgeted revenues. Projected revenues are 40 FY 2011 Program Budget Budget Summary Total Revenues by Type In millions Description Fines, Licenses, Permits, & Rents Bond Proceeds Charges for Services Intergovernmental Revenue Taxes Miscellaneous Revenue Interest Income Total Revenues FY08 $8.9 $159.8 $147.8 $72.4 $102.9 $18.8 $13.4 $524.0 FY09 $6.6 $124.2 $138.0 $76.9 $101.3 $21.6 $8.8 $477.4 FINANCIAL RESERVES FY10 $7.8 $53.1 $127.3 $70.3 $89.1 $10.4 $6.2 $364.2 FY11 $5.8 $26.2 $125.3 $78.2 $84.7 $9.3 $3.4 $332.8 ronment. The City plans on maintaining strong financial reserves. Such a position gives the City flexibility to provide the current level of services being offered to the citizens. The City of Peoria’s financial plan continues to emphasize the need for strong financial reserves. The collective ending balance for all funds is projected at $279.7 million, not including contin‐ gency appropriation. The chart below outlines the financial plan for FY 2011. The total sources are estimated at $712.1 million and total uses are estimated at $486.7 million, which includes a contingency/ reserve of $54.3 million. At this point, the City is positioned to sustain fund balances at or near stated reserve requirements. There are many factors to consider when prepar‐ ing a financial plan. Some of these factors in‐ clude the fluctuation of revenues due to changes in the economic environment, the changes in population, and the changes in the political envi‐ Financial Plan Summary In millions Fund Categories General Special Revenue Enterprise Internal Service Trust, Agency, & Reserve Capital Project Debt Service Total Revenues Estimated Balance 7/1/10 $67.9 $74.5 $70.8 $26.9 $0.2 $66.4 $40.9 $347.6 % Change ‐25% ‐51% ‐2% ‐11% ‐5% ‐11% ‐45% ‐9% Total Sources $116.5 $54.0 $73.1 $33.1 $0.0 $59.2 $28.7 $364.5 Total Uses $134.0 $57.3 $79.4 $38.8 $0.0 $84.3 $38.7 $432.4 Estimated Balance 6/30/11 $50.4 $71.3 $64.5 $21.2 $0.1 $41.3 $30.9 $279.7 *Total Uses and Estimated Balance includes contingency appropriation 41 FY 2011 Program Budget Budget Summary Fund Balance Analysis The reserve requirements are provided to ade‐ quately meet debt service payments in subse‐ quent years. While maintaining a healthy re‐ serve requirement as indicated in the Principles of Sound Financial Management, the fund bal‐ ance in the debt service funds reflects a strong assessed value growth. The 10‐year Capital Im‐ provement Plan programs the use of any excess reserve. In the General Fund, the fund balance reflects the City’s strong growth cycle over the past few years. The reserve goal is equal to the 35% of the average actual General Fund revenues for the preceding five fiscal years. The reason for the declining fund balance is the City utilizes additional funds above the reserve requirement to pay for one‐time projects in the following fis‐ cal year. Debt Service Funds Debt Reserve General Fund Unreserved Fund Balance $45,000,000 $36,000,000 $75,000,000 $27,000,000 $60,000,000 $45,000,000 $18,000,000 $30,000,000 $9,000,000 $15,000,000 $0 2007 Actual 2008 Actual 2009 Actual 2010 Est. 2011 Proj. $0 2007 Actual 2008 Actual 2009 Actual 2010 Est. 2011 Proj. For the Street Operating Fund, a new transporta‐ tion sales tax was approved by voters and effec‐ tive as of January 2006. This helped support and maintain the Street Operating Fund. While the FY 2011 balance remains at healthy levels, future projections reflect a declining balance. We will continue to review this fund and make the nec‐ essary adjustments. The targeted debt coverage ratio for the Water Fund is 1.5 times the debt service payments and the working capital goal is 50 to 75% of the oper‐ ating revenues for the current fiscal year. The fund balance now reflects the full impacts of the operational costs for the Butler Water Reclama‐ tion Plant project which were included in the existing rates. There are no rate changes pro‐ posed for Fiscal Year 2011. Streets Fund Unreserved Fund Balance Water Fund Unreserved Fund Balance $15,000,000 $30,000,000 $12,000,000 $25,000,000 $20,000,000 $9,000,000 $15,000,000 $6,000,000 $10,000,000 $3,000,000 $5,000,000 $0 $0 2007 Actual 2008 Actual 2009 Actual 2010 Est. 2007 Actual 2011 Proj. 42 2008 Actual 2009 Actual 2010 Est. 2011 Proj. FY 2011 Program Budget Budget Summary The targeted debt coverage ratio for the Waste‐ water Fund is 1.5 times the debt service pay‐ ments and the working capital goal is 50 to 75% of the operating revenues for the current fiscal year. There are no rate increases programmed for Fiscal Year 2011. last year’s $207.4 million operating budget amount. Based on the City’s projected revenue estimates, the FY 2011 operating budget can be balanced without any increase to City taxes or utility rates. The General Fund makes up 52% of the total op‐ erating budget and is the largest component of the City’s organization. Other fund categories include: Enterprise Funds (24%), Internal Ser‐ vice (17%), and Special Revenue (7%). Wastewater Fund Unreserved Balance $15,000,000 $12,000,000 $9,000,000 Operating Budget by Fund Type $6,000,000 $3,000,000 Enterprise 24% $0 2007 Actual 2008 Actual 2009 Actual 2010 Est. 2011 Proj. General Fund 52% The Residential Solid Waste Fund has continued to stabilize after some significant operation re‐ quirements which caused this fund balance to decrease over the past few years. The targeted goal for working capital is 20% of actual operat‐ ing revenues in the current fiscal year. There are no rate increases proposed for FY 2011. Internal Service 17% Special Revenue 7% As stated in the City Manager’s Budget Mes‐ sage, this budget was developed being mindful of the serious downturn in the economy. The goal of this budget is to reduce spending, while being responsive to the needs of our citizens by maintaining the basic core service levels—all within the context of a structurally sound budget. This was accomplished through process improvements, modification of the organization, and reductions of ongoing budgets without negatively affecting core services. Residential Solid Waste Fund Unreserved Fund Balance $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2007 Actual 2008 Actual 2009 Actual 2010 Est. 2011 Proj. Staffing Summary Every year, City of Peoria departments assess their organizational units to ensure we meet the needs of the community while continuing to provide efficient service. In FY 2011, the reality OPERATING BUDGET The FY 2011 operating budget of $204.1 million is a decrease of $3.34 million, a 1.5% drop from 43 FY 2011 Program Budget Budget Summary of the downturn in the economy was a strategic factor contributing to the decrease in revenue streams. In recognition of this, overall personnel costs were analyzed and measures to control the growth in this areas were implemented early in the process. During FY 2010, many vacant posi‐ tions were frozen and work duties were shifted to continue service delivery in core areas. For FY 2011, a pay freeze was enacted for all em‐ ployees. Even with these savings, it was neces‐ sary to reduce the workforce. vacant positions. Through these efforts, and by shifting work duties, the departments been able to manage effectively without undermining ser‐ vice delivery. For FY 2011, departments were challenged— and were successful— in finding reductions of ongoing budgets without nega‐ tively affecting core services. The Police Department reduced ongoing budg‐ ets by 5.17% with no impact to core services. Since FY 2010, the Park Rangers and Code Com‐ pliance Officers have been housed within the Police Department. In addition, the vast major‐ ity of supplemental requests were proposed with revenue offsets through the successful ap‐ plication for grant funds, utilization of forfeiture funds, or other revenues (non‐General Fund) to help fund supplemental additions. The Redlight Enforcement Program one‐time request was funded with the revenue generated by this pro‐ gram. The Arizona Criminal Justice Information System (ACJIS) allows officers to access wants/ warrants/contact information on individuals they come into contact with. Overall, the FY 2011 budget has 59 fewer posi‐ tions throughout City departments than the year before. Most of the positions had been vacant since the previous year, but 22 individuals elected to sign up for the City’s Voluntary Sever‐ ance Program. Throughout the reduction ef‐ forts, every attempt has been made to place im‐ pacted individuals elsewhere in the organiza‐ tion. The reduction in force did not affect the provi‐ sion of public safety services and there were no changes to the number of sworn police or fire‐ fighter positions. The Fire Department’s ongoing operating base budget reduction amounted to 2.26%. This de‐ crease will have no impact in the delivery of the Fire Department’s essential services. Total staffing authorization for benefited posi‐ tions was granted for 1,131.87 FTEs. The City Council identified the advancement of economic development efforts which will pro‐ mote the long‐term economic prosperity of the area in their 24‐month policy goals. This is ad‐ dressed in the budget, which directs funds and allocates one‐time dollars to promote business attraction to Peoria. Within the operating budget, resources were set aside to further mar‐ keting efforts to attract health‐care and higher education opportunities. Within the capital plan, various investments will help advance the A summary and detail of the City’s full‐time benefitted positions can be found under the “Schedules” section of this book in Schedule 6 and Schedule 7. Department Summary City of Peoria departments aggressively ad‐ dressed reduced revenue projections and result‐ ing budget shortfalls. Midway through FY 2010, reductions were made to departments’ operat‐ ing budgets, which included the elimination of 44 FY 2011 Program Budget Budget Summary Operating Budget History GENERAL FUND Mayor & Council City Manager Office of Communications Engineering Economic Development Services Human Resources City Clerk City Attorney Municipal Court Non‐Departmental Finance Management & Budget Planning and Sustainability Police Fire Community Services Public Works Half‐Cent Sales Tax and Other SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. Transit Grants & Miscellaneous ENTERPRISE FUNDS Water Fund Wastewater Fund Enterprise Reserves Solid Waste Funds Sports Complex INTERNAL SERVICE FUNDS Fleet Maintenance Fleet Reserve Insurance Reserve Facilities Maintenance IT Operations IT Reserve IT Projects Trust, Agency & Reserve Capital / Debt Service TOTAL Budget FY 2007 $1,230,802 $2,076,745 $2,166,707 $5,043,420 $523,081 $2,680,823 $1,086,098 $2,950,260 $1,897,407 $1,832,824 $9,330,685 $954,381 $6,374,611 $31,121,898 $18,454,333 $19,758,637 $429,930 $430,100 Budget FY 2008 $1,169,727 $2,283,208 $2,860,546 $6,141,779 $662,706 $2,711,781 $1,117,210 $3,057,601 $2,406,104 $1,507,844 $11,288,758 $1,244,413 $6,803,766 $34,845,425 $20,679,498 $21,231,849 $516,440 $299,600 Budget FY 2009 $1,223,500 $2,304,732 $2,511,335 $6,203,459 $1,265,001 $2,960,278 $1,330,739 $3,071,732 $2,240,510 $1,248,355 $11,438,336 $1,165,440 $6,485,802 $37,227,285 $21,987,381 $22,392,891 $540,799 $299,600 Budget FY 2010 $1,189,388 $1,815,379 $989,923 $4,505,845 $4,084,281 $2,788,243 $1,148,103 $3,003,500 $2,292,519 $1,851,654 $9,552,989 $1,003,663 $2,228,799 $37,629,801 $20,025,671 $20,222,311 $631,252 $229,600 Budget FY 2011 $647,390 $2,285,551 $1,229,693 $3,841,411 $3,410,878 $2,396,210 $1,161,878 $2,910,018 $1,990,676 $1,734,008 $8,835,680 $913,113 $2,414,636 $34,631,060 $18,541,790 $18,971,981 $549,037 $179,600 $9,878,048 $1,970,395 $1,414,205 $2,694,306 $10,576,831 $2,236,227 $1,503,819 $2,157,292 $10,731,837 $2,059,766 $1,551,849 $3,085,271 $9,522,672 $1,994,379 $1,437,142 $4,172,490 $9,042,409 $1,983,529 $1,006,618 $3,074,344 $20,489,642 $9,349,463 $3,195,226 $9,527,221 $4,637,814 $22,842,719 $12,027,420 $3,017,121 $13,775,977 $6,147,636 $23,746,845 $12,805,031 $3,856,627 $11,157,184 $5,095,273 $22,522,063 $10,378,843 $2,537,328 $9,228,794 $4,497,802 $21,549,689 $10,552,271 $1,720,982 $10,012,997 $4,244,725 $4,214,717 $2,355,936 $3,569,663 $5,922,048 $8,257,699 $1,089,041 $3,214,396 $5,108,446 $3,014,773 $3,015,485 $6,947,330 $9,388,139 $1,615,073 $4,889,289 $5,867,199 $5,066,903 $2,800,176 $6,472,236 $9,271,418 $1,844,506 $2,519,910 $5,025,534 $1,021,333 $2,561,966 $6,378,392 $8,902,491 $365,450 $1,651,095 $4,713,700 $1,137,276 $13,713,562 $5,471,678 $7,828,470 $397,700 $976,596 $32,400 $383,800 $33,600 $175,109 $33,600 $0 $30,600 $0 $30,600 $0 $202,012,366 $229,300,541 $233,862,806 $207,421,295 $204,101,756 45 FY 2011 Program Budget Budget Summary recent master plans for the Old Town and Sports Complex/Entertainment District area. the U.S. Bureau of Reclamation Challenge Grant, are one‐time, project‐specific grants. Highlights of the FY 2011 major grants are summarized be‐ low. A high priority in Community Services is to con‐ tinue our youth and recreational programs with‐ out fee increases to the citizens of Peoria. The Community Services budget also includes all the equipment and supplies required to operate the new branch library. This budget also makes possible additional playground shade structures in a number of parks, and renovates deteriorat‐ ing playground surfaces. The City is responsible for administering subsi‐ dized housing programs funded through the United States Department of Housing and Ur‐ ban Development (H.U.D.). The Housing Funds consist of Low Income Public Housing and Sec‐ tion 8. The City now contracts the administra‐ tion of both of these housing programs to the Housing Authority of Maricopa County. This housing agency has a proven track record with various local and federal housing programs and lends greater efficiencies to the residents served by these programs. FY 2011 housing program budgets total $1.47 million. The primary revenue source for these programs is Federal subsidy through H.U.D. and reimbursements from other Housing Authorities. The remainders of the revenues are interest and miscellaneous reve‐ nues. Total FY 2011 budgeted Housing revenue is estimated at $1.43 million. The Community Development Department budget includes $150,000 to continue the highly successful Neighborhood Grant Program, where neighborhood associations may receive funding for neighborhood improvements. This program was well received by the public, and was also identified as a Council priority. Operating Budget Change In FY 2011, the City’s operating budget is $204.1 million, representing a 1.6% decrease from the operating budget of $207.4 million of the prior year. The decrease in the funding level reflects fiscal discipline during the current economic de‐ cline in relation to the slowdown in develop‐ ment activity and a goal to focus on maintaining basic core services. In total, the operating budget also includes $3.0 million in one‐time expenditures. Community Development Block Grant The Community Development Block Grant Pro‐ gram (CDBG) is federally funded through the United States Department of Housing and Ur‐ ban Development (H.U.D.). The FY 2011 CDBG budget totals $1,155,458. These monies will be used for various housing rehabilitation projects as well as housing assistance and social service programs. The City partners with many non‐ profit agencies to provide critical programs to its residents with funding from this program. GRANT FUNDS The City applies for various federal, state and local grants to supplement other funding sources in a variety of programs. Some of these grant programs, like Community Block Devel‐ opment (CDBG), are ongoing programs, al‐ though an application must be submitted each year to continue the funding. Other grants, like HOME Grant The HOME grant is also federally funded from H.U.D. This program is designated specifically for carrying out income eligible housing strate‐ 46 FY 2011 Program Budget Budget Summary gies through acquisition, rehabilitation and new construction. The FY 2011 budget for the HOME grant is $505,530 and will be used mainly to re‐ habilitate foreclosed housing stock, perform land acquisition and implement programs to assist eligible citizens with home purchases. ture Community Park #2, as well as to a point where a future booster pump station is planned. This future booster pump station will distribute reclaimed water to the City’s planned Down‐ town Reuse System, as well as provide irrigation water for Community Park #2. State Forfeiture The Beardsley WRF Recharge Basins project will construct additional recharge capacity at the Beardsley WRF Underground Storage Facility. The project will bank reclaimed water from the city‐owned Beardsley Water Reclamation Facil‐ ity (WRF) underground to earn storage credits used for future exchanges. These monies or other assets are confiscated through criminal prosecution under the State Asset Forfeiture Statutes. The monies are held by the County Attorneyʹs Office until disbursed for authorized expenditures. For FY 2011, the City has budgeted expenditures of $278,330. These funds are used by the Police Department and the City Attorney’s office for training, sup‐ plies and equipment. INTERNAL SERVICE FUNDS The Internal Service Funds are a group of funds that account for services provided to other divi‐ sions and departments of the City government. The Internal Service Funds consist of Fleet Re‐ placement Reserve, Insurance Reserve, Facilities Maintenance, Fleet Maintenance, Information Technology (IT) and IT Replacement Reserve. These funds are financed by service charges to all other funds, departments and divisions of the City that employ their services. Bureau of Reclamation The Utilities Division received a Challenge Grant award in the amount of $1,693,291. The award will fund three projects. The Peoria Sports Complex Well Modification project will convert the well system at the Sports Complex from potable to non‐potable water, which is an interim step until the City’s re‐ claimed water pipeline can be extended to the area. A reservoir and booster pump system will be installed as part of the project to further re‐ duce the amount of potable water necessary to sustain the turf areas year‐round. Fleet Replacement Reserve The Fleet Replacement Reserve account is for purchases of City vehicles and accumulates funds to replace vehicles as scheduled. Charges to the other departments are calculated based on the estimated cost of replacement and estimated useful life of the vehicles assigned to the depart‐ ment. Equipment reserves for enterprise opera‐ tions are now maintained in separate replace‐ ment funds for their designated vehicles. In Fiscal Year 2011 the Fleet Reserve Fund antici‐ pates revenues from service charges of $381,406. No transfers in for the purchase of any new ve‐ hicles were approved in the supplemental proc‐ The Butler Effluent Line Modifications project scope involves the installation of approximately 3,700 linear feet of new 16‐inch ductile iron re‐ claimed waterline that will connect to an exist‐ ing 30‐inch ductile iron reclaimed water pipeline at the City’s Butler Water Reclamation Facility. This new reclaimed waterline will extend to a point where a lake is proposed for the City’s fu‐ 47 FY 2011 Program Budget Budget Summary ess. Total expenditures are budgeted at $1,137,276. or remodeling that are not part of the normal maintenance budgeted by the Facilities Mainte‐ nance Division are directly charged to the re‐ questing division. The FY 2011 appropriation totals $5,471,678. Insurance Reserve The increase in the Insurance Reserve in FY11 reflects the City’s efforts to self‐insure employee medical costs. This will result in lower third party administrative costs. The departmental service charges were calculated on a number of pertinent factors such as square footage of facil‐ ity space occupied, number of employees, past claims history of each division and a workersʹ compensation insurance type risk factor for each divisionʹs employees; these factors are updated each budget year. This fund includes a contin‐ gency reserve of $2,100,000. The total budget for FY 2011 is $13,713,562. Fleet Maintenance As a division of the Public Works Department, Fleet Maintenance is responsible for mainte‐ nance and operation of the City’s fleet of vehi‐ cles and machinery. Fleet Maintenance uses a direct billing system to charge the other city de‐ partments based on the actual services provided to that department during the fiscal year. Fleet Maintenance is also responsible for purchasing new vehicles and tracking fuel for the city fleet. The Fleet Maintenance Fiscal Year 2011 operat‐ ing budget is $4,713,700. Insurance Reserve Information Technology $20,000,000 The Information Technology Department is re‐ sponsible for most of the information‐based technology systems and services of the City. IT service charges, allocated to the user depart‐ ments, are calculated for each division using fac‐ tors such as the number of computer terminals and number of peripheral units. The City main‐ tains a sophisticated local area network that pro‐ vides distributed data and application servers, an Internet gateway and City web page, finan‐ cial and payroll functions, discrete law enforce‐ ment and judicial networks, as well as special‐ ized applications and data warehousing for the City. In order to protect the hardware invest‐ ments, the City is budgeting for server warranty extensions at a cost of $45,000 in FY 2011. The total budget for IT operations in Fiscal Year 2011 is $7,828,470 and $397,700 for IT projects. $15,000,000 $10,000,000 $5,000,000 $0 2007 2008 Revenues 2009 2010 2011 Expenditures Facilities Maintenance Facilities Maintenance, including Facilities Ad‐ ministration and Custodial Services, is a division within the Public Works Department. Facilities Maintenance provides for the maintenance and operation of most municipal facilities. The costs of this division are allocated through service charges to the other divisions, based on square footage of occupied space, maintenance records and custodial requirements of each division. Specific requests for maintenance, capital repairs 48 FY 2011 Program Budget Budget Summary DEBT SERVICE limits. Financing for water, sewer, storm sewer, lighting, street and traffic facilities, parks and open space preserves and recreational facilities projects is limited to 20% of the assessed valua‐ tion. Financing for all other projects, such as municipal buildings, is limited to 6% of the as‐ sessed valuation. Bond financing is a primary source used to fi‐ nance long‐term capital projects, especially capi‐ tal infrastructure. The Cityʹs debt plan is an in‐ tegral tool for one of the main financing sources of the Capital Improvement Plan. Outstanding debt, capacity limitations and cash flow analysis servicing capabilities of the City are all reviewed as a part of the capital budgeting process, while the annual debt service payments are incorpo‐ rated into the operating budget. Depending on the need and the type of project being financed, several types of bonds (as described below) are available. More detail on planned debt service for FY 2011 may be found in Schedule 8 of the “Schedules” section of this document. G.O. Bond Ratings Moody’s Aa1 Standard & Poor’s AA+ Fitch IBCA AA+ Periodically, the City has its general obligation credit reviewed by various national bond rating agencies. In May of 2010, the City’s GO Bond ratings were upgraded by Moody’s and Fitch IBCA. This upgrade is a reflection the Bond Rat‐ ing Industry’s increased confidence in Munici‐ pal Bonds. These rating increases are significant and will generate considerable savings for Peo‐ ria taxpayers. The improved bond ratings also enable the City to receive favorable interest rates on future bond sales. FY 2011 Debt Requirements by Type IDs & Assessments 5% Revenue Bonds 25% G.O. Bonds 54% Municipal Development Authority Bonds MDA Bonds 16% Municipal Development Authority (MDA) Bonds do not require voter authorization. These bonds are backed by a long‐term lease agree‐ ment with the City that in turn is supported by a pledge of the Cityʹs sales taxes (and other reve‐ nue sources such as franchise taxes and state shared revenues). The amount of MDA Bonds that may be issued is limited only by the mar‐ ketʹs perception of the Cityʹs ability to repay the bonds. These bonds often have restrictive cove‐ nants requiring a reserve of pledged revenues equal to some multiple of the maximum debt service payment on the bonds. General Obligation Bonds General Obligation (GO) Bonds require voter approval and are backed by the taxing authority of the City. These bonds are generally used to finance projects with strong public support and which do not themselves produce revenues. Arizona law limits the amount of GO bonds the City can have outstanding based on the assessed valuation of the property located within the City 49 FY 2011 Program Budget Budget Summary City receives from the State. Revenue bonds do require voter approval, and are limited only by the ability of the revenue source to support the debt service. MDA Bonds Outstanding $10,000,000 $8,000,000 $6,000,000 Revenue Bonds Outstanding 2026 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 $3,000,000 2015 $0 2014 $4,000,000 2013 $2,000,000 2012 $5,000,000 2011 $4,000,000 $2,000,000 Principal Interest $1,000,000 $0 The Peoria Municipal Development Authority is a non‐profit corporation created by the City as a financing mechanism for the purpose of financ‐ ing the construction or acquisition of City capital improvement projects. A significant advantage of the MDA structure is that certain municipal capital needs can be financed without triggering statutory municipal debt bonding approvals. 2011 Aa2 Standard & Poor’s AA+ Fitch IBCA AA 2013 2014 2015 2016 Principal 2017 2018 2019 2020 2021 Interest Revenue Bond Ratings MDA Bond Ratings Moody’s 2012 Moody’s A3 Standard & Poor’s AA Fitch IBCA AA Improvement District Bonds Improvement district bonds are used to finance projects where certain property owners will benefit more than the general public. A majority of the property owners within a proposed Im‐ provement District must approve the formation of the district and the amount of indebtedness. These bonds are repaid by collection of property assessments levied on the property within the district. Revenue Bonds Revenue bonds are generally used to finance projects that have an identifiable revenue source. Revenue bonds are often used to finance utility projects, backed by the user fees of the utility. Most Revenue bonds are applied to the City’s water and wastewater system. The City also has some outstanding Highway User Reve‐ nue Fund (HURF) bonds for street projects that are backed by a pledge of the HURF monies the 50 FY 2011 Program Budget Budget Summary I.D. Bonds Outstanding under which decisions are made to issue debt. They are also meant to supplement the legal framework of public debt law provided by the Arizona Constitution, State Statutes, federal tax laws and the City’s current bond resolutions and covenants. $2,400,000 $2,000,000 $1,600,000 $1,200,000 $800,000 $400,000 All projects funded with General Obligation bonds or Revenue bonds can only be undertaken after voter approval through a citywide election. On the ballot in the November 2008 General Election, voters authorized bonds totaling $387 million to fund the building of the infrastructure needed to support our City. $0 Principal Interest I.D. Bond Ratings Moody’s Aa3 Standard & Poor’s A+ Fitch IBCA AA Financial Indicators The City uses a number of measures to assess its long‐term ability to support existing debt. Two of these measures are discussed below. General Obligation Debt as a Percentage of Assessed Value. The City’s ability to repay its long‐term debt can be measured by the amount of debt outstanding as a percentage of assessed property valuation. An increase in long‐term debt as a percentage of assessed valuation can mean that the City’s ability to repay is diminish‐ ing. This is especially true when the govern‐ ment relies heavily on property taxes to pay its debt. Each year Maricopa County provides the assessed valuation of property to the city. An increase in property valuation strengthens the DEBT MANAGEMENT Proper debt management provides for the pro‐ tection and eventual enhancement of bond rat‐ ings; the maintenance of adequate debt service reserves; and compliance with debt instrument provisions and required disclosures to investors, underwriters and rating agencies. These policy guidelines, as outlined in the Principals of Sound Financial Management, are used when evaluating the purpose, necessity and condition Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description Population Secondary Assessed Value (Millions) Net Bonded Debt (Millions) Pct. of Net Bonded Debt to Assessed Value Net Bonded Debt Per Capita 2005 138,045 $827 $38 5% $276 2006 145,125 $964 $27 3% $186 51 2007 153,592 $1,116 $108 10% $704 2008 158,227 $1,642 $90 5% $567 2009 159,264 $1,995 $183 9% $1,149 Est. 2010 159,944 $1,895 $171 9% $1,144 Proj. 2011 161,524 1,610 $197 12% $1,219 FY 2011 Program Budget Budget Summary Debt Management Policy City’s ability to finance long‐term debt. The amount of debt issued and the ability to issue debt are a vital source in funding the City’s Capital Improvement Plan. A reasonable level of debt burden is expected in order to meet the needs of a growing city. The City continues to maintain its debt level well below the levels mandated by the Arizona Constitution. The Principles of Sound Financial Management include the city’s debt management policy. The following are excerpts from this policy: • The overall debt management policy of the City is to ensure that financial resources of the City are adequate in any general economic situation to not preclude the City’s ability to pay its debt when due. Net Bonded Debt Per Capita. General obliga‐ tion debt per capita relates debt outstanding to population changes. Long‐term debt should not exceed the City’s resources for paying the debt. As the population increases, infrastructure and capital needs along with long‐term debt can be expected to increase, as is the case for the City of Peoria. Additional General Obligation bonds were issued to finance much‐needed infrastruc‐ ture. The City’s ratio of debt per capita is ex‐ pected to increase in FY 2011 due to the bond sales of just over $25 million. If general obliga‐ tion debt is increasing as population stabilizes, this may indicate that the City’s ability to repay debt service is diminishing. The City’s popula‐ tion is expected to have increased 1% between 2009 and 2010. • The City will not use long‐term debt to fund current operations or projects that can be fi‐ nanced from current revenues or resources. The City will first attempt “pay as you go” capital financing. • The City does not intend to issue bond antici‐ pation notes (BANs) for a period longer than two years. If the BAN is issued for a capital project, the BAN will be converted to a long‐ term bond or redeemed at its maturity. • The issuance of variable rate debt by the City will be subject to the most careful review and will be issued only in a prudent and fiscally responsible manner. Assessed Valuation History • Improvement District (ID) and Community $2,000 Facility District (CFD) Bonds shall be issued only when there is a general City benefit. Both ID and CFD bonds will be utilized only when it is expected that they will be issued for their full term. It is intended that Improve‐ ment District and Community Facility District bonds will be primarily issued for neighbor‐ hoods desiring improvements to their prop‐ erty such as roads, water lines, sewer lines, street lights and drainage. The City will re‐ view each project though active involvement of City staff and/or selected consultants to pre‐ $1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 Millions 2002 2003 2004 2005 2006 2007 2008 2009 2010 Est. 2011 52 FY 2011 Program Budget Budget Summary pare projections, review pro‐forma informa‐ tion and business plans, perform engineering studies, analyze minimum debt coverage and value to debt ratios and other analysis neces‐ sary to consider the proposal against specific criteria. bonds and certificates of the City or its debt issuing authorities. • The City shall employ the Principles of Sound Financial Management in any request from a City agency or outside jurisdiction or author‐ ity for the issuance of debt. • Refunding bonds will be measured against a • All departments will provide notice of all sig‐ standard of the net present value debt service savings exceeding 5% of the debt service amount of the bonds being refunded, or if sav‐ ings exceed $750,000, or for the purposes of modifying restrictive covenants, or to modify the existing debt structure to the benefit of the City. nificant events and financial and related mat‐ ters to the Chief Financial Officer and Director of Finance for the City’s annual disclosures to the municipal markets, financial statements and bond representations. • The City will maintain regular contact with • The City shall comply with all requirements of rating agencies through meeting and visits on and off‐site. The City will secure ratings on all bonds issued if economically feasible. Title 15.1 Arizona Revised Statutes and other legal requirements regarding the issuance of Debt Capacity Analysis 20% Limitation (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) FY 2011 Secondary Assessed Valuation Allowable 20% Bonds Outstanding Less 20% Bonds Outstanding Unused 20% Debt Capacity $1,610,488,395 $322,097,679 ($175,520,352) $146,577,327 6% Limitation (All Other General Government Projects) FY 2011 Secondary Assessed Valuation Allowable 6% Bonds Outstanding Less 6% Bonds Outstanding Unused 6% Debt Capacity $1,610,488,395 $96,629,304 ($3,565,000) $93,064,304 53 54 FY 2011 Program Budget Revenue Summary Revenue Summary Total revenues for Fiscal Year 2011 are estimated at $332,844,397, an increase of 6% over the prior year’s estimate of $314 million. The increase is largely due to higher federal reimbursements and grant participation in capital projects com‐ pared to FY 2010. FY 2011’s budgeted revenues reflect a cautious outlook for the economy, which has struggled for the last two years on the state and national levels. Recent indicators point to a gradual improvement in the outlook of con‐ sumers and a housing market that is beginning to stabilize. Despite these positive signs, the Arizona economy continues to face challenges with unemployment, depressed home values, minimal wage growth, and with construction and tourism sectors slowly recovering from ex‐ tended downturns. New residential construc‐ tion is anticipated to remain largely flat to the previous year, while little commercial development is antici‐ pated. The revenue forecasts are based on historical data, assumptions on population changes, economic pro‐ jections, and expected receipts from taxes and other sources. A Revenue Committee, consisting of members from various departments whose activities generate revenues, meets monthly to discuss revenue trends, economic conditions, and the perti‐ nent driving factors behind the reve‐ nue activity for the period. All major revenue sources and fund types are identified and re‐ viewed for activity and variances. City revenue estimates are continually updated based on this discussion and analysis, which results in more accurate revenue forecasting. City revenues can be categorized into ten major sources, as depicted in the graph below. Service charges account for the largest percentage of revenue by source, at an estimated $125 million, or 38% of total revenues. Of the $125 million in service charges, enterprise activity represents 52% of that category, or $65 million in FY 2011 revenue. The bulk of this source is from user rates and fees for city services provided to resi‐ dents such as water, wastewater and solid waste City of Peoria Revenue Sources Misc. 2% Inter Gov't 23% Fines 1% Service Charges 38% Rents 1% Assessments 1% Bond Proceeds 8% Licenses 0% Taxes 25% 55 Interest 1% Total FY11 Revenue—$332,844,397 FY 2011 Program Budget Revenue Summary services. The second largest revenue source is from City taxes, which accounts for 25% of total revenue. The estimated tax revenue for FY 2011 is $85 million, which includes collections from City sales tax and property taxes. Sales taxes are estimated at $56.7 million, or 17% of total tax revenue. Bond proceeds for General Obligation, Water and Wastewater projects account for $27 million, or 8% of the total revenue. A detailed description of each of these sources can be found in the following pages. Total Revenues by Fund Fund Bond/Debt Service Commercial Solid Waste Economic Development Rsv Facilities Fleet Maintenance Fleet Reserve General Grant Half‐Cent Sales Tax Housing Impact Fees Improvement Districts Information Tech Information Tech Rsv Insurance Reserve Other Residential Solid Waste Sanitation Equipment Rsv Sports Complex Streets Transit Transportation Sales Tax Wastewater Water Total Revenues FY07 Actual $154,929,338 $1,880,934 $34,168 $5,883,739 $4,779,730 $2,827,963 $117,022,964 $3,224,998 $18,052,341 $726,011 $43,594,107 $1,546,789 $8,239,478 $940,501 $4,041,040 $23,218,503 $8,465,196 $1,199,296 $2,941,789 $13,586,823 $813,331 $9,895,031 $15,899,540 $32,353,117 $476,096,726 FY08 Actual $72,020,541 $2,094,699 $26,707 $6,916,147 $5,270,621 $2,696,863 $125,740,811 $3,555,534 $19,609,016 $1,043,914 $28,165,780 $1,468,451 $9,108,038 $1,077,737 $3,369,573 $8,305,753 $9,143,009 $1,069,250 $3,439,250 $13,675,422 $797,643 $11,853,251 $23,225,285 $43,464,929 $397,138,226 56 FY09 Actual $96,007,416 $2,250,070 $11,342 $6,694,617 $5,173,217 $2,613,241 $108,304,863 $4,113,269 $15,041,542 $992,274 $8,827,103 $1,777,115 $9,232,901 $1,024,730 $3,151,116 $19,890,431 $9,059,815 $1,113,793 $2,972,320 $12,031,137 $756,522 $9,281,885 $19,770,157 $38,934,205 $379,025,080 FY10 Estimate $63,884,905 $2,292,500 $4,325 $5,759,446 $4,743,675 $2,460,186 $98,345,529 $4,667,808 $13,874,261 $733,500 $6,950,525 $1,830,705 $8,433,339 $547,350 $8,178,242 $5,866,849 $9,611,536 $742,990 $2,818,853 $11,298,148 $630,686 $8,497,763 $19,302,349 $32,145,665 $313,621,135 FY11 Budget $48,245,323 $2,271,000 $0 $5,546,508 $4,802,807 $381,406 $93,762,370 $14,078,668 $14,038,883 $1,162,228 $8,110,035 $1,854,422 $6,960,032 $507,800 $13,281,394 $34,967,903 $9,688,939 $714,695 $2,813,107 $11,544,000 $52,600 $8,607,764 $17,588,979 $31,863,534 $332,844,397 FY 2011 Program Budget Revenue Summary CITY SALES TAX REVENUE Sales Tax Revenue Transportation Sales Tax 15% Sources Streets 6% The Peoria City Sales Tax is a 1.8% tax on most taxable activities within the City, with a 3.3% tax on utilities, a 2.8% tax on restaurants and bars, a 2.8% tax on amusements, and a 5.6% tax on ho‐ tels and motels. General Fund 55% Half‐Cent Sales Tax 24% Uses Of the total City Sales Tax, the General Fund re‐ ceives 1% for various general governmental pur‐ poses, 0.3% goes to the Transportation Sales Tax Fund, and the Half‐Cent Sales Tax Fund receives 0.5% to be primarily designated by Council for debt service, economic development, and capital needs. Of the 3.3% tax on utilities, Council des‐ ignated 1.5% to be deposited in the Streets Fund to offset electricity and maintenance of the street lighting system. Total FY11 Sales Tax Revenues—$56,673,829 Projection The City is projecting $56,673,829 in sales tax revenue for FY 2011. This is a 1.4% increase over the FY 2010 estimate of $55,881,784. The modest increase reflects a slightly improving outlook for recovery in consumer spending and modest growth in population. City Sales Tax Summary Fund General Half‐Cent Sales Tax Streets Transportation Sales Tax Total City Sales Tax FY07 Actual $38,916,466 $17,285,292 $2,710,291 $9,549,088 $68,461,136 FY08 Actual $41,350,873 $18,717,495 $3,214,952 $11,183,701 $74,467,022 57 FY09 Actual $32,464,266 $14,643,516 $3,107,554 $8,789,480 $59,004,817 FY10 Estimate $30,626,300 $13,699,261 $3,300,000 $8,256,223 $55,881,784 FY11 Budget $31,063,182 $13,858,883 $3,399,000 $8,352,764 $56,673,829 FY 2011 Program Budget Revenue Summary PROPERTY TAX REVENUE Average Property Taxes Sources The Property Tax is collected based on the as‐ sessed valuation of residential and commercial property in Peoria. In FY 2008, the City Council approved adjusting five cents ($0.05) from the primary to the secondary tax rate, leaving the combined levy at $1.49 per $100 of assessed valuation. In FY 2009, the City Council lowered tax rates, reducing the primary tax rate by $0.05, resulting in a combined rate of $1.44, where it remains for FY 2011. School Districts 58% Special Districts & Maricopa County 27% City of Peoria 15% Uses assessed valuation in FY 2011 is estimated to de‐ cline by 10% from the previous year’s valuation. Given the lag in assessor rolls and with statutory formulas, the primary valuation has likely stabi‐ lized, but is likely to grow slowly in the near term. The primary tax revenue for FY 2011 is estimated at $2.9 million. The Property Tax has two components: the pri‐ mary property tax can be used for any general government operation and maintenance, while the secondary property tax is used to repay the principal and interest on general obligation bonds. There is a limit on the primary property tax; it may only increase 2% above the city’s “annual maximum allowable levy” for the prior year. However, the secondary levy is controlled only by the limits set for the amount of out‐ standing general obligation debt within the City. To help support the City’s capital improvement program, the secondary tax rate has been set at $1.25 per $100 of assessed valuation. With sec‐ ondary valuations dropping 15% from the previ‐ ous year, the resulting secondary levy is pro‐ jected to be $20.1 million. Projection According to figures provided by the Maricopa County Assessor’s office, the City’s primary Property Tax Rate and Levy Fund Primary Tax Rate Secondary Tax Rate Combined Tax Rate Primary Tax Levy Secondary Tax Levy Combined Tax Levy FY07 Actual $0.28 $1.20 $1.48 $2,928,526 $13,387,442 $16,316,018 FY08 Actual $0.24 $1.25 $1.49 $3,002,150 $20,527,343 $23,529,493 58 FY09 Actual $0.19 $1.25 $1.44 $2,849,397 $24,932,399 $27,781,796 FY10 Estimate $0.19 $1.25 $1.44 $3,202,665 $23,689,548 $26,892,213 FY11 Budget $0.19 $1.25 $1.44 $2,895,298 $20,131,105 $23,026,403 FY 2011 Program Budget Revenue Summary STATE-SHARED REVENUE State‐Shared Revenues 40,000,000 Sources 35,000,000 Cities in Arizona receive a portion of certain revenues collected by the State of Arizona. The allocations for these revenues are pri‐ marily based on U.S. Census population fig‐ ures. The largest of the three components, Urban Revenue Sharing, is based on state income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s sales tax collections. The third com‐ ponent, Auto Lieu Tax, is based on distribu‐ tions of the state’s vehicle license collections. The allocation basis was last adjusted using the results of the 2005 mid‐decade census and will be adjusted again when the 2010 census results are available. 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐ State Shared Sales Tax Urban Revenue Sharing Auto Lieu Tax Projection In Fiscal Year 2011, the budgeted State Shared revenues are $28,740,358, represent‐ ing a 12% decrease from the $32.5 million estimate for FY 2010. The additional decline in FY 2011 is the result of the anticipated lower population‐based distribution to Peo‐ ria of state income tax collections from FY 2009. Based on an anticipated slow eco‐ nomic recovery at the state level, distribu‐ tions of the State Shared Sales Tax revenues are projected to increase modestly in FY 2011. Uses State‐shared revenues represent a significant portion of the General Fund budget. Reve‐ nues from these sources can be used for any general government activity. 59 FY 2011 Program Budget Revenue Summary HIGHWAY USER FUND REVENUE HURF Revenues 10,000,000 Sources 9,000,000 Highway User Fund (HURF) revenues are pri‐ marily generated from the State‐collected gaso‐ line tax. Currently, the gas tax is levied at a rate of $0.18 per gallon and distributed to cities and towns under two formulas. The first formula deposits $0.13 of the $0.18 in a fund from which 30% is allocated to cities and towns. One‐half of the monies received under this formula are dis‐ tributed on the basis of the population and the remaining half of the monies are distributed on the basis of “county of origin” of gasoline sales. This portion is then allocated in relation to the population of all incorporated cities and towns in the county. 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 ‐ and street bonds. The HURF funds are collected and placed in the City’s Streets Fund. Projection The Fiscal Year 2011 projection for HURF reve‐ nues is $7,650,000, which is relatively unchanged from the prior year’s estimate of $7.5 million, reflecting moderating fuel consumption by con‐ sumers caused both by general economic condi‐ tions and conservation decisions due to the price of gasoline. Uses HURF revenues are restricted solely for street and highway purposes. Eligible activities for HURF revenues include right‐of‐way acquisi‐ tion, street construction, maintenance and im‐ provements, and for debt service on highway 60 FY 2011 Program Budget Revenue Summary LICENSE AND PERMIT REVENUE License and Permit Revenues Sources 4,500,000 4,000,000 License and Permit revenue includes collections received by the city for the cost of providing services to specific users. Revenues include col‐ lections for building permits, business licenses, engineering services and inspections. 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 Uses ‐ The majority of license and permit revenue is collected by the Planning and Community De‐ velopment, Economic Development, and Public Works‐Utilities departments, and is placed in the City’s General Fund. Building Permits Business Licenses Other Permits and Licenses ness license revenues are anticipated to contrib‐ ute $660,563, representing 39% of the total. The declines in permit‐based revenues reflect the sharp downturn in new construction activity in both the residential and commercial sectors, which is not anticipated to increase markedly. Projection Licenses and Permits are projected to generate $1,674,563 in FY 2011. Building permits are an‐ ticipated to contribute $850,000, or 51% of this total. Sales Tax license and Occupational Busi‐ 61 FY 2011 Program Budget Revenue Summary WATER UTILITY REVENUE Uses All revenue collected from water utilities re‐ mains in the City’s Water Operating Fund. The fund is used to support the Utilities Depart‐ ment’s water operations, and to support the debt service payments for the City’s water capital im‐ provement program. Sources The revenues to support the City’s water utility are mainly generated from user fees for water service. This fund also includes charges for new service installation, new meter charges, discon‐ nect/reconnect services, and meter inspections. However, the largest component of the water utility revenue is the water utility fee. Updates are performed to the City’s water rate model to ensure that the user fees are set at the appropri‐ ate level to cover the costs of providing water services to the residents of Peoria. Projection No rate increase is planned for the Water opera‐ tions in FY 2011. With minimal new residential or commercial development anticipated during the next year, water revenues are projected to remain flat at $31.7 million in Fiscal Year 2011. Water Operating Revenue Description Water Fees Quintero WTP Fees Reclaimed Water Fees Disconnect/Reconnect Fees New Service Fee Reimbursement Revenue Water Meter Charges Late Fee Charges Interest Income Delinquent Letter Fee Damaged Property Fees Tampering Fees Field Trip Service Fee Lien Filing Fees Other Revenues Total Water Utility Revenues FY07 Actual $26,894,234 $442,423 $330,280 $463,850 $276,042 178,390 $601,399 $117,100 $1,223,747 $46,247 $165,668 $21,900 $928 $972 $977,493 $31,740,672 FY08 Actual $28,828,834 $797,631 $544,675 $420,938 $286,187 364,576 $334,603 $117,923 $829,554 $48,366 $67,593 $31,815 $2,198 $3,132 $1,653,521 $34,331,545 62 FY09 Actual $28,217,263 $93,689 $537,542 $393,000 $302,016 146,601 $169,860 $122,856 $397,478 $47,362 $12,247 $21,225 $2,392 $760 $1,719,733 $32,184,073 FY10 Estimate $29,000,000 $695,000 $550,000 $400,000 $300,000 350,000 $100,000 $125,000 $190,000 $50,000 $10,000 $6,300 $3,000 $882 $28,148 $31,808,330 FY11 Budget $29,200,000 $600,000 $560,000 $390,000 $315,000 165,000 $135,000 $128,000 $110,000 $52,500 $10,000 $6,400 $3,000 $900 $10,102 $31,685,902 FY 2011 Program Budget Revenue Summary WASTEWATER UTILITY REVENUE Sources Wastewater utility revenues are mainly gener‐ ated from user fees for wastewater collection and treatment service. Revenues also include environmental‐based charge to recover the costs of a required wastewater pre‐treatment pro‐ gram. The wastewater user charge for residen‐ tial customers is calculated based on water us‐ age during the winter months, and remains ef‐ fective for one year. Uses All revenues collected from wastewater utilities remain in the City’s Wastewater Operating Fund. The fund is used to support the wastewa‐ ter operations within the Utilities Department. previous year. The drop is due to an anticipated one‐time decrease in fee revenues due to de‐ creased consumption during the winter of FY 2010 and non‐recurring reimbursement reve‐ nues from the one‐time level in FY 2010. Projection No rate increase is planned for Wastewater op‐ erations in FY 2011. Projected revenues are $17.4 million, a drop of $1.6 million from the Wastewater Operating Revenue Description Wastewater Fees Late Fee Charges EPA Mandate Fee Interest Income Other Revenues Total Wastewater Revenues FY07 Actual $14,276,791 $75,225 $488,935 $729,573 $0 $15,570,524 FY08 Actual $14,778,086 $72,395 $572,659 ($70,750) $101 $15,352,491 63 FY09 Actual $14,533,353 $80,413 $713,501 $245,905 $3,199 $15,576,372 FY10 Estimate $15,700,000 $80,000 $825,000 $21,000 $2,425,009 $19,051,009 FY11 Budget $14,400,000 $84,000 $855,000 $230,000 $1,869,054 $17,438,054 FY 2011 Program Budget Revenue Summary SOLID WASTE FUND REVENUE Sources The City collects user fees and charges for Resi‐ dential and Commercial Solid Waste services and segregates revenues from each service into its own operating fund. Residential customers receive weekly trash and recycling service as part of the monthly fee. Commercial services are provided to city businesses and multi‐family developments based on their individual require‐ ments. than the previous year’s estimate. Neither fund is adjusting rates in FY 2011 and both anticipate minimal customer growth, contributing to the flat‐growth projection. The majority of revenue, 80%, is generated from residential user fees, with $9.7 million expected in FY 2011. Commer‐ cial user fees are estimated to contribute 20%, or $2.3 million in projected revenues for FY 2011. Uses The revenues collected from the Residential Solid Waste and Commercial Solid Waste activi‐ ties remain in their own respective funds to re‐ cover the costs of each service’s operations. Projection Total Fiscal Year 2011 revenues for Solid Waste are estimated at $12.0 million, slightly higher Solid Waste Operating Revenues Fund Commercial Solid Waste Residential Solid Waste Total Solid Waste Revenues FY07 Actual $1,880,934 $8,465,196 $10,346,129 FY08 Actual $2,094,699 $9,143,009 $11,237,709 64 FY09 Actual $2,249,084 $9,059,815 $11,308,899 FY10 Estimate $2,292,500 $9,611,536 $11,904,036 FY11 Budget $2,271,000 $9,688,939 $11,959,939 FY 2011 Program Budget Programs Performance Management WHY MEASURE PERFORMANCE? which data should be used to monitor progress towards achieving these objectives. This data, called “outcome measures”, is then used to make informed choices going forward. For that reason, performance management helps the City assist the community in understanding city op‐ erations, enhances governmental accountability and effectively allocates limited resources to core service activities. The City of Peoria is focused on providing high quality services to our residents, and to continu‐ ally improve on our performance as an organi‐ zation. Yet with diminishing resources and greater demands for certain services, the City is challenged to work under the financial realities of the economic downturn. Peoria staff strive to support core programs and services Peoria resi‐ dents have come to expect. But how do we know if we are meeting the expectations of our residents? What indicators do we have that tell us how well we are doing? Are we as efficient as we could be at delivering our services? What results are we trying to achieve? Performance Management Cycle Strategic Planning Evaluate Results Measure & Report The concept of Performance Management is to develop activities that ensure that goals are be‐ ing met in an efficient and effective manner. For Peoria, Performance Management is the frame‐ work all departments use to communicate their desired results, and to evaluate our success. Through a continuous cycle of planning strategi‐ cally, budgeting resources, managing our opera‐ tions and evaluating our results, the City’s spending plan will more closely align with com‐ munity priorities and expectations. Manage Operations Budget for Results Transparency and Accountability Performance Management sets the stage for be‐ coming a more transparent government organi‐ zation. By sharing our results in various per‐ formance reports, we can communicate our pro‐ gress to employees, the City Council, and Peoria residents. In many ways, performance data acts as a service contract between the City and the community, holding departments and service providers accountable for delivering results. Under the leadership of the City Manager, de‐ partments developed Strategic Operating Plans which set specific service objectives based on Community/Council priorities and organiza‐ tional goals. From there, departments decide on 65 FY 2011 Program Budget Programs Efficient Allocation of Resources With limited amount of dollars available, a able objectives provide a yardstick by which an “performance‐based” budgeting approach helps organization can establish annual targets. From guide how we will utilize resources to meet there, supporting objectives and operational goals. This approach focuses on aligning finan‐ strategies can then be set consistently through‐ cial decisions with community goals and meas‐ out the organization. ten or more years? Well articulated and measur‐ urable outcomes. In turn, this helps ensure that Setting these long‐term priorities for the City is residents are receiving the highest value for their one of the most important responsibilities for dollar. Peoria’s elected officials. Each year, the City Service Improvement In an effort toward continual improvement, de‐ partments undertake ongoing evaluations of their performance data. Peoria managers con‐ tinually evaluate performance trends, compare data to other jurisdictions, and regularly report on performance data. These proactive measures help us to quickly respond and adapt to changes in our community. Council reviews and updates their 24‐month Council Policy Goals. These broad policy state‐ ments help set the direction for the organization, and act as a touchstone for making financial and operational decisions. Following Council’s re‐ view, Department Directors develop service plans with measurable objectives for achieving these goals. The Council Policy Goals for the FY2011 budget year are: STRATEGIC APPROACH Performance measurement is most effective Community Building: Preserve and Expand Our Quality of Life when integrated as part of an overall strategic • approach to operations. As such, the FY2011 • • budget process was “re‐tooled” to place greater emphasis on developing budgets with a strategic and long‐range perspective. Department spending • plans focused on community and organizational priorities and on measurable results for our citi‐ Expand Cultural and Entertainment Oppor‐ tunities Strengthen Peoria Neighborhoods Provide Superior Quality Parks & Recreation Programs Expand Civic and Not‐for‐Profit Partner‐ ships Enhance Current Services zens. These measurable results are detailed in • • the following department summaries and indi‐ vidual division details. Special attention is paid to the “key outcome measures” that if achieved, • indicate progress towards the overall desired results. • Organizational Priorities • Setting organization‐wide objectives often begin with a vision: What should the Community look • like in five years? What should be expected in 66 Enhance organizational culture Improve cost effectiveness of service deliv‐ ery Develop a business model for future strate‐ gic planning Pursue grant opportunities and other sources of revenue Use technology as feasible to enhance and streamline service delivery Become an employer of choice FY 2011 Program Budget Programs Preserve Our Natural Environment Another set of priorities come within the organi‐ zation itself. Over the past year, City staff have • • Pursue land banking for parks and open space Incorporate open space into our built envi‐ ronment developed an Organizational Strategic Plan to offer every employee insight into our long‐term vision, values and standards. This plan pro‐ vides a common foundation upon which to work under. The Strategic Plan identified five Total Planning • • • • focus areas that define the expectations of em‐ ployees as they conduct business and serve the Identify key corridors and cores throughout the city & create specific development plans for those areas Provide diverse and sustainable residential housing options Plan and develop city infrastructure to im‐ prove quality of life and coincide with eco‐ nomic development and revitalization ef‐ forts Pursue cost effective green development community. The focus areas are: • • • • • Each department is responsible for creating strategies that support these tenets. Department Work Plans Economic Development • • • To assist the city leadership in making informed budget recommendations, departments were tasked to develop a Strategic Operating Plan (SOP). These plans translate the organizational priorities into various policies, programs, ser‐ vices, and activities. The SOP for each depart‐ ment is considered a longer‐term plan, with about a 2‐3 year horizon. However, depart‐ ments will continually reassess their plans annu‐ ally as part of the budget process. Strengthen Sister Cities Relationships; Add an Asian City Partner with GPEC and other Economic De‐ velopment Groups Assess New Models for Economic Develop‐ ment Leadership and Image • • • • • Provide Excellent Customer Service Enhance Organizational Development Increase Information Sharing Promote Sustainability Promote Civic Engagement Strengthen relationships locally, regionally, nationally and internationally Increase outreach efforts, networks and coa‐ litions for leadership Lead the effort to retain and enhance the mission of Luke Air Force Base Conduct city business with the highest stan‐ dards of integrity and accountability Build greater community relations A major theme in the FY11 budget development was to explore creative ways to reduce costs. Using the Strategic Operating Plans as a guide, departments identified their core services, costed out activities, and addressed future trends in our changing community. In some cases, this approach resulted in varying the way we utilize staff, manage our processes, and con‐ duct our overall business. Yet in doing so, such 67 FY 2011 Program Budget Programs changes are not expected to impact our current service levels. clude park maintenance cost per acre, turn‐ around time for plan review, and emergency response times. These executive level measures require regular review and analysis. Therefore, the City is designing a “PeoriaStat” process that brings executive management together on a quarterly basis to review and evaluate perform‐ ance data. The Strategic Operating Plan process not only helped departments more closely align their goals, objectives and performance measures with the City’s broader strategic direction, but it also fostered more data‐driven decision making. As we move forward, an even greater focus will be placed on key outcomes and performance measurement. Lastly, additional performance data is collected at the Department level to provide department managers and supervisors performance data that helps guide daily operational decisions. This data often includes workload data related to specific programs, and is valuable for analyz‐ ing current trends, staffing and resources needs. Examples may include the number of recreation program registrations, number of permits issued or total visits to the city’s website. CASCADING MEASURES For performance measures to be useful, such data must be used in decision‐making. Yet what is relevant to line‐level staff may not be critical to elected officials. In recognition of this, the City utilizes a cascading format for tracking and managing data. At the highest level, termed the Community level, measures are aligned with broader community outcomes such as quality of life improvements, crime reduction, neighborhood stabilization and economic development. Measurement is typi‐ cally provided in the form of outcome measures with performance targets that indicate how well we are doing relative to past performance, such as, violent crimes per 1000/population, citizen satisfaction ratings and the city’s overall bond ratings. The next level of performance monitoring and tracking is the Executive level, which focuses on measures that support the achievement of the organizational goals. Performance data at this level often judge department efficiency and workforce effectiveness and help determine if departments are on target in meeting budgetary and service delivery goals. Examples can in‐ 68 City of Peoria Vital Stats The City of Peoria uses performance data as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide a snapshot of the health and well being of the City. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen satisfaction from the National Citizen Survey and from various department outcome measures. Community Building: Preserve or Expand our Quality of Life Desired Outcomes FY2009 Actual FY2010 Actual 1. 2. Violent crimes per 1000/population Property crimes per 1000/population 8.43 7.93 26* 24.4* 24 20 3. % of residents rating the overall quality of life in Peoria as good or excellent 77% 83% 85% 4:42 4:34 4:30 NA 80% 85% 65% 77% 80% 4. 5. 6. Patrol Response times to critical emergencies from dispatch to arrival % of residents rating their neighborhood as good or excellent place to live Residents overall satisfaction with Parks and Recreation in Peoria FY2011 Actual FY2011 Target 7. Compliance with all Water and Wastewater system regulations 100% 100% 100% 8. % of residents rating traffic flow on major streets as good or excellent 27% 36% 40% Target Met or Exceeded *Inclusive of all categories and sub-categories of violent and property crimes, FY09 was not all inclusive. Enhance Current Services: Financial and Operational Excellence 1. 2. 3. Desired Outcomes FY2009 Actual FY2010 Actual % of residents rating the value of services received for the taxes paid as good or excellent 62% 56% 65% AA+/Aa2/AA AA+/Aa1/AA+ AA+/Aa1/AA+ AA/AA-/A2 AA/Aa3/AA AA/Aa3/AA City General Obligation Bond Rating (S&P/Moody’s/Fitch) City Water and Wastewater Bond Ratings 1 69 FY2011 Actual FY2011 Target Target Met or Exceeded Preserve our Natural Environment Desired Outcomes FY2009 Actual FY2010 Actual FY2011 Actual FY2011 Target 1. % of residents rating the overall quality of Peoria's natural Environment as good or excellent NA 57% 60% 2. Residential diversion rate (recycling) 25% 25% 30% 3. Preserved or developed Park and Open Space acres per 1000/population NA NA TBD Target Met or Exceeded Total Planning Desired Outcomes FY2009 Actual FY2010 Actual FY2011 Actual FY2011 Target 1. % of residents rating the overall quality of development in Peoria as good or excellent NA 69% 75% 2. % of residents saying Peoria is heading in the right direction (good or excellent response) 72% 62% 75% Target Met or Exceeded Economic Development Desired Outcomes FY2009 Actual FY2010 Actual FY2011 Actual FY2011 Target Target Met or Exceeded Measures to be determined based on recommendations from the Economic Development Implementation Strategy available end of 1st Quarter, FY11. Leadership and Image Desired Outcomes 1. 2. 3. 4. % of residents rating Peoria's overall image or reputation as good or excellent % of residents rating Peoria's Public Information Services as good or excellent % of residents rating Peoria's Sense of Community as good or excellent % of residents rating the quality of Peoria's Public Schools as good or excellent 2 FY2009 Actual FY2010 Actual NA 65% 70% 68% 68% 70% NA 54% 60% NA 75% 75% 70 FY2011 Actual FY2011 Target Target Met or Exceeded FY 2011 Program Budget Programs Mayor and Council Operating Budget Summary FY 010 Budget FY 010 Estimate FY 11 Budget Percent Change FY 08 Actual FY 09 Actual Total : $676,876 $414,830 $19,688 $1,111,394 $732,201 $456,081 $10,870 $1,199,152 $741,048 $439,515 $8,825 $1,189,388 $741,048 $447,623 $5,826 $1,194,497 $286,338 $354,727 $8,825 $649,890 -61.36% -19.29% 0.00% -45.36% Total : $1,110,225 $1,169 $1,111,394 $1,196,400 $2,753 $1,199,152 $1,189,388 $0 $1,189,388 $1,191,997 $2,500 $1,194,497 $647,390 $2,500 $649,890 -45.57% NA -45.36% 6.00 6.00 6.00 6.00 Sort Description Expenditures by Category Name Personal Services Contractual Services Commodities Expenditures by Division Mayor & City Council Citizen Donations-Mayoral Staffing by Division Mayor & City Council Total : 6.00 6.00 71 6.00 6.00 0.00 0.00 -100.00% -100.00% FY 2011 Program Budget Programs Mayor and Council Related Council Goal Leadership And Image Mayor & City Council Division Performance Management and Resource Summary The Mayor and Council serve as the elected legislative and policy making body of the City. The Mayor and Council provide a forum for active community participation in formulating broad, community based goals and objectives. The City Manager, City Attorney and City Judge are all appointed by the Mayor and Council. The City Manager reports directly to the Mayor and Council. The other appointed staff report administratively to the City Manager, but work for, and at the discretion of, the Mayor and Council. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 6.00 Expenditure Category FY 08 Actual Personal Services $676,876 Contractual Services $413,661 Commodities $19,688 Total: $1,110,225 FY 09 Actual 6.00 FY 09 Actual $732,201 $453,329 $10,870 $1,196,400 % Change from Prior Year 7.76% 72 FY 10 Estimate FY 11 Budget 6.00 0.00 FY 10 Estimate FY 11 Budget $741,048 $286,338 $445,123 $352,227 $5,826 $8,825 $1,191,997 -0.37% $647,390 -45.69% City Manager’s Office FY2011 Performance spotlight Department Mission To implement and support the Council Goals through leading and coordinating internal and external services; local, regional and national coalition building; and advocacy on behalf of the City. DEPARTMENT FUNCTIONS Key Outcome Measures City Manager’s Office City Manager’s Office The City Manager’s office provides management direction and leadership for the organization, aligns service delivery with community needs, Council priorities and organizational goals, advances community relations and civic engagement and implements Council’s priorities. ™ % of residents rating Peoria’s sense of community as good or excellent ™ % of residents rating the value of services received for the taxes paid as good or excellent ™ % of residents saying Peoria is heading in the right direction Mayor and Council Support Mayor and Council Support provides quality constituent services through research and analysis, facilitating communication for the elected officials, and briefing Council members on intergovernmental issues. Intergovernmental Affairs Office The Intergovernmental Affairs Office is responsible for coordinating the activities related to research, analysis, lobbying, and tracking of legislative initiatives, serves as the conduit for information on regional planning activities to the mayor and council members, and leads political initiatives for projects of interest, such as supporting Luke Air Force base, for the City. 73 FY 2011 Program Budget Programs City Manager Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $1,291,453 $272,818 $17,740 $0 $1,582,011 $1,339,957 $308,143 $13,624 $6,588 $1,668,312 $1,094,624 $271,119 $8,500 $0 $1,374,243 $1,094,624 $261,978 $5,275 $0 $1,361,877 $938,998 $205,616 $8,500 $0 $1,153,114 -14.22% -24.16% 0.00% NA -16.09% Total : $1,582,011 $1,582,011 $1,668,312 $1,668,312 $1,374,243 $1,374,243 $1,361,877 $1,361,877 $1,153,114 $1,153,114 -16.09% -16.09% 8.00 8.00 7.00 7.00 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division City Manager's Office Staffing by Division City Manager's Office Total : 8.00 8.00 74 7.00 7.00 6.00 6.00 -14.29% -14.29% FY 2011 Program Budget Programs City Manager Related Council Goal Enhance Our Current Services City Manager's Office Division Performance Management and Resource Summary The City Manager is responsible for executing the policies of the City Council. The City Manager is the chief administrative officer of the city and has responsibility for overseeing the city's operations and service delivery. Two Deputy City Managers assist the City Manager in overseeing the various departments within the City. The City Manager's Office also provides the functions of intergovernmental relations for the City. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 8.00 Expenditure Category FY 08 Actual Personal Services $1,291,453 Contractual Services $272,818 Commodities $17,740 Capital Outlay $0 Total: $1,582,011 FY 09 Actual 8.00 FY 09 Actual $1,339,957 $308,143 $13,624 $6,588 $1,668,312 % Change from Prior Year 5.46% 75 FY 10 Estimate FY 11 Budget 7.00 6.00 FY 10 Estimate FY 11 Budget $1,094,624 $938,998 $261,978 $205,616 $5,275 $8,500 $0 $0 $1,361,877 -18.37% $1,153,114 -15.33% FY 2011 Program Budget Programs Governmental Affairs Operating Budget Summary FY 08 Actual Sort Description FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Total : $315,644 $90,007 $6,317 $411,968 $345,867 $90,517 $6,445 $442,829 $358,484 $75,122 $7,530 $441,136 $358,484 $79,890 $7,027 $445,401 $923,609 $201,298 $7,530 $1,132,437 157.64% 167.96% 0.00% 156.71% Total : $411,968 $411,968 $442,829 $442,829 $441,136 $441,136 $445,401 $445,401 $1,132,437 $1,132,437 156.71% 156.71% Total : 3.00 3.00 Expenditures by Division Governmental Affairs Staffing by Division Governmental Affairs 3.00 3.00 76 3.00 3.00 3.00 3.00 9.00 9.00 200.00% 200.00% City Attorney’s Office FY2011 Performance spotlight Department Mission To provide high quality legal services to our clients and achieving the interests of justice, using the most current technology and doing so in a competent, efficient, cost-effective and thoughtful manner. DEPARTMENT FUNCTIONS Key Outcome Measures City Attorney’s Office Civil Division The Civil Division provides civil legal services to the Mayor, City Council, Departments and the City at large in all non-criminal legal service areas. This division includes overall department operations support, including management and legal administration services for the Office of the City Attorney and houses the City’s Risk Management services.  Customer Service Survey Ratings – Internal Departments  % of documents reviewed for content and form prior to Council approval Criminal Division The Criminal Division provides the prosecution and victim assistance services for the City. This division is responsible for the efficient disposition of criminal cases prosecuted in the Municipal Court. This division also oversees the Deferred Prosecution Program and the Asset Forfeiture Grant. 77 FY 2011 Program Budget Programs City Attorney Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $2,337,375 $2,732,606 $133,650 $18,063 $5,221,694 $2,524,259 $2,482,493 $85,032 $0 $5,091,783 $2,466,509 $3,048,207 $102,557 $0 $5,617,273 $2,466,509 $2,924,150 $110,928 $0 $5,501,587 $2,474,721 $2,970,622 $94,275 $0 $5,539,618 0.33% -2.55% -8.08% NA -1.38% Total : $1,970,838 $202,977 $710,789 $2,041,409 $262,531 $765 $32,385 $5,221,694 $2,129,846 $227,089 $764,482 $1,744,848 $214,124 $1,977 $9,417 $5,091,783 $2,064,468 $208,428 $730,604 $2,375,012 $186,954 $1,425 $50,382 $5,617,273 $2,052,679 $208,285 $723,220 $2,262,512 $203,309 $1,200 $50,382 $5,501,587 $1,966,935 $211,575 $731,508 $2,372,660 $206,430 $200 $50,310 $5,539,618 -4.72% 1.51% 0.12% -0.10% 10.42% -85.96% -0.14% -1.38% 15.00 2.00 7.00 2.00 26.00 15.00 2.00 7.00 2.00 26.00 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Civil Victims' Assistance Prg Criminal Insurance Prem/Deduct Risk Management Victims' Rights Imp Grant St Anti-Racketeering-Cao Staffing by Division Civil Victims' Assistance Prg Criminal Risk Management Total : 15.00 2.00 7.00 2.00 26.00 78 15.00 2.00 7.00 2.00 26.00 15.00 2.00 7.00 2.00 26.00 0.00% 0.00% 0.00% 0.00% 0.00% FY 2011 Program Budget Programs City Attorney Related Council Goal Enhance Our Current Services Civil Division Performance Management and Resource Summary The civil division serves as the general counsel for the City. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Assure that city operations comply with all federal, state and local laws ♦ Provide legal services in conceptual legal areas 9 Respond to requests for service for legal analysis, advice and answers related to legal issues within 2 weeks of receipt 9 Work with clients to review, research legal alternatives and prepare specific plans and develop approaches to resolve or prevent legal problems 84% 90% 90% 82% 91% 91% 88% 88% 88% 95% 95% 95% 86% 90% 90% 102 100 100 ♦ Provide general supervision to civil (civil, claim management, and insurance) and criminal (prosecution, deferred prosecution, victim assistance) divisions of the city attorney's office 9 Evaluate and modify legal policies of department and review effectiveness of each legal unit through annual reviews ¾ Act as General Counsel for the Mayor and City Council, City Manager and Department Directors ♦ Provide legal representation for legal advice and answers on legal issues 9 Responses to service requests are clear, supported by law, and answer the question(s) asked ♦ Provide legal services regarding ordinances, resolutions and other council actions 9 Respond to city council requests for ordinances, resolutions for legislative action as requested within 1 week of request ♦ Defend and prosecute lawsuits involving the city 9 Lawsuits handled in-house. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 15.00 Expenditure Category FY 08 Actual Personal Services $1,471,527 Contractual Services $414,234 Commodities $73,090 Capital Outlay $11,987 Total: $1,970,838 FY 09 Actual 15.00 FY 09 Actual $1,637,513 $441,053 $51,280 $0 $2,129,846 % Change from Prior Year 8.07% 79 FY 10 Estimate FY 11 Budget 15.00 15.00 FY 10 Estimate FY 11 Budget $1,615,191 $1,592,430 $387,214 $319,255 $50,274 $55,250 $0 $0 $2,052,679 -3.62% $1,966,935 -4.18% FY 2011 Program Budget Programs City Attorney Related Council Goal Enhance Our Current Services Victims' Assistance Prg Division Performance Management and Resource Summary The Victims' Assistance Program provides services to victims of crimes that are prosecuted by the City Attorney's Criminal Division. The program provides statutorily required notification to victims about their legal rights and keeps victims updated about criminal case progress. Victims are offered support and advocacy during the stage of case prosecution and are given information about and referrals to other community agencies. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 1,261 1,426 1,450 1,600 1,400 1,600 369 892 420 1,050 400 1,000 6,306 365 5 6,500 250 3 6,500 400 4 72 284 75 270 75 270 ¾ To preserve and protect victims' rights during the prosecution of criminal cases ♦ Carry out all prosecutorial statutory mandates to allow victims to fully participate in the criminal justice system. 9 Number of victim cases 9 Number of victims served ♦ Increase quantity and quality of information and support provided to crime victims. ¾ To eventually reduce the number of domestic violence victims ♦ Provide enhanced one-on-one service to victims of domestic violence, in order to better evaluate the risk of their situation and to fully explain ways to break the cycle of violence. 9 Number of domestic violence cases 9 Non-Domestic violence ♦ Increase community awareness of domestic violence and services available to victims. 9 Services provided to Victims 9 Meetings with Witness/Victims 9 Community Awareness Presentations ♦ Monitor offender based programs for effectiveness. 9 Victim Surveys Returned 9 Victim Impact Statements Received Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $131,691 Contractual Services $69,224 Commodities $2,062 Total: FY 09 Actual 2.00 FY 09 Actual $145,791 $79,041 $2,257 $202,977 $227,089 % Change from Prior Year 11.88% 80 FY 10 Estimate FY 11 Budget 2.00 2.00 FY 10 Estimate FY 11 Budget $147,530 $143,869 $58,605 $65,711 $2,150 $1,995 $208,285 -8.28% $211,575 1.58% FY 2011 Program Budget Programs City Attorney Related Council Goal Enhance Our Current Services Criminal Division Performance Management and Resource Summary This division is responsible for the efficient disposition of criminal cases prosecuted in the Municipal Court. This division also oversees the Deferred Prosecution Program and the Asset Forfeiture Grant. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Dispose of all criminal cases in such a manner that justice may be served ♦ Zealously represent the interest of the State in all criminal matters. 9 Bench Trials 9 Jury Trials 37 4 67 0 60 5 86% 2,189 59 230 90% 91% 2,400 55 225 74% 90% 2,500 60 230 75% 25 866 75% 1,100 90% 1,100 20 20 24 1,160 1,500 2,000 ♦ Critically review and analyze all criminal cases to determine whether there is a reasonable likelihood of successful prosecution. 9 9 9 9 9 Criminal Cases Resulting in Conviction Criminal Cases Resulting in Plea Agreements Probation Revocations Defendants enrolled in deferred prosecution Successful completion of deferred prosecution ♦ Prepare and file motions and other pleadings. ♦ Review all documents requesting charges from the General Investigations Bureau and Code Enforcement and make appropriate and timely charging decisions. 9 Make Charging Decisions within 2 weeks after report is submitted 9 Long Form Submittals ♦ Provide discovery and other necessary documents and information to Defendants and/or Defense Attorneys. ¾ Attend legal education and training ♦ Provide education to the attorneys, attorneys' staff and police department of new legislation and case law that may affect the prosecution of the cases in Municipal Court. 9 Update Memorandums ♦ Render legal advice, assist in providing legal opinions and explain legal precedents and procedures to the Police Department. 9 Answers to Legal Questions 81 FY 2011 Program Budget Programs City Attorney Related Council Goal Enhance Our Current Services Criminal Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $557,744 Contractual Services $115,324 Commodities $37,721 Total: FY 09 Actual 7.00 FY 09 Actual $593,454 $153,785 $17,243 $710,789 $764,482 % Change from Prior Year 7.55% 82 FY 10 Estimate FY 11 Budget 7.00 7.00 FY 10 Estimate FY 11 Budget $570,997 $584,314 $134,799 $129,114 $17,424 $18,080 $723,220 -5.40% $731,508 1.15% FY 2011 Program Budget Programs City Attorney Related Council Goal Enhance Our Current Services Insurance Prem/Deduct Division Performance Management and Resource Summary This program accounts for the payment of the City’s insurance premiums and deductibles under the City’s self-insurance program. The City is currently self-insured up to $1,000,000 per claim and an aggregate of $2,500,000 per year. This program is funded through internal service charges to all operating divisions of the City. It is the mission of this program to 1) preserve the City's assets and public service capabilities from loss, destruction, or depletion; 2) protect the City against the financial consequences of accidental losses that are catastrophic in nature, and reassess fluctuations in exposure to loss and available financial resources, including insurance. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Continue to work with the City’s insurance broker and carriers to maintain the best cost/benefit ratio for the City’s insurance program ♦ Provide for self-insurance and excess liability coverage to City programs, facilities, vehicles and personnel. 9 Insurance Premiums ♦ Maintain adequate self-insurance levels to provide for solvency and growth 1,172,756 $1,300,000 $1,000,000 $500,000 100% 100% $1,000,000 100% 100% $1,000,000 100% 100% $40,000,000 $40,000,000 $40,000,000 36,160 100% $30,000 100% 100,000 100% 10,115 100% $126,500 100% $95,000 100% 100% 100% 100% of the insurance reserve fund. 9 Self-insurance level per claim 9 Self-insurance level adequate 9 Excess insurance adequate ♦ Demonstrate growth of the insurance reserve fund to provide for the increasing self-insurance requirements of the City. 9 Self-insurance level per year ¾ Monitor all insurance deductibles and self-insurance claims to assure the lowest cost to the City ♦ Review and approve timely payment for legal services related in defense of tort claims and lawsuits against the City. 9 Legal services paid 9 Timely payment of expenses ♦ Review and approve timely payment of witness fees, jury fees, and other expenses in those claim lawsuits resulting in trials. 9 Litigation expenses paid 9 Timely payment of services ♦ Provide information and data for actuarial review and calculation of reserves. 9 Review and recommend necessary changes to reserve fund 83 FY 2011 Program Budget Programs City Attorney Related Council Goal Enhance Our Current Services Insurance Prem/Deduct Division Performance Management and Resource Summary Summary of Resources Expenditure Category FY 08 Actual Contractual Services $2,035,333 Commodities $0 Capital Outlay $6,076 Total: $2,041,409 FY 09 Actual $1,744,848 $0 $0 $1,744,848 % Change from Prior Year -14.53% 84 FY 10 Estimate FY 11 Budget $2,262,512 $2,372,660 $0 $0 $0 $0 $2,262,512 29.67% $2,372,660 4.87% FY 2011 Program Budget Programs City Attorney Related Council Goal Enhance Our Current Services Risk Management Division Performance Management and Resource Summary This program manages and disposes of claims for damages involving the City. Claims may arise when City property is damaged or when the City causes damages to another party. It is the mission of this program to 1) adjust claims efficiently and fairly; 2) coordinate the use of legal counsel in defending claims that result in litigation, and; 3) work with other City departments to manage and prevent the risk of losses to the City. Although this program is part of the City Attorney's Office, for accounting purposes, it is a division of the Insurance Reserve Fund which is an operating division of the City. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Adjust and dispose of claims ♦ Investigate, analyze, and respond to all external claims within 60 days. 9 Non-City Claims 9 Respond to external claims in 60 days $94,440 100% $210,000 100% $175,000 100% 9 Expeditious internal claim processing 100% 100% 100% $275,080 $250,000 $200,000 96% 100% 100% 18 8 20 7 20 10 98% 100% 100% 100% 100% 100% ♦ Process all internal claims expeditiously. ♦ Seek resolution of claims that is fair, reasonable, and protects the City's interest. ♦ Increase the percentage of subrogation revenues collected from third parties responsible for damages to City property. 9 City Property Claims ¾ Participate in the City's loss prevention program ♦ Provide quarterly loss history reports to Department/Divisions reflecting status and comprehensive financial analysis of all city-involved claims and losses. 9 Loss History report 15 working days following quarter end ♦ Work with departments incurring high frequency of losses to assist with loss reduction through education on loss control measures respective of their areas. 9 Paid losses over $5,000 9 Total lawsuits on annual basis ¾ Coordinate use of legal counsel ♦ Ensure that an attorney is assigned to defend the City within three days of receipt of a lawsuit against the City. 9 Defense attorney assigned within three days ♦ Recommend to City Attorney when an attorney should be assigned to represent the City in responding to a claim that has the potential to result in significant exposure to the City. 9 Recommendation on significant claims ♦ Work closely with in-house attorney responsible for general litigation matters. 85 FY 2011 Program Budget Programs City Attorney Related Council Goal Enhance Our Current Services Risk Management Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $175,851 Contractual Services $67,389 Commodities $19,291 Total: FY 09 Actual 2.00 FY 09 Actual $147,501 $58,995 $7,629 $262,531 $214,124 % Change from Prior Year -18.44% 86 FY 10 Estimate FY 11 Budget 2.00 2.00 FY 10 Estimate FY 11 Budget $127,409 $149,798 $50,950 $53,182 $24,950 $3,450 $203,309 -5.05% $206,430 1.54% FY 2011 Program Budget Programs City Attorney Related Council Goal Community Building: Preserve and Expand Our Quality of Life Victims' Rights Imp Grant Division Performance Management and Resource Summary The Victims’ Rights Impound Grant provides financial support for the City Attorney’s Victim Assistance Program and the Peoria Police Department. Its only function is to offset the printing and mailing costs for the statutorily required notification letters that must be sent to crime victims. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 3,972 1,426 4,100 1,600 4,200 1,600 ¾ To continue providing statutorily required notification to crime victims ♦ Continue sending out written notification letters to victims. 9 Number of letters to victims from from Victim Assistance 9 Number of victims served Summary of Resources Expenditure Category FY 08 Actual Contractual Services $25 Commodities $740 Total: FY 09 Actual $647 $1,330 $765 % Change from Prior Year 87 FY 10 Estimate FY 11 Budget $70 $0 $1,130 $200 $1,977 $1,200 $200 158.48% -39.31% -83.33% FY 2011 Program Budget Programs City Attorney Related Council Goal Community Building: Preserve and Expand Our Quality of Life St Anti-Racketeering-Cao Division Performance Management and Resource Summary This program implements legal proceedings to forfeit property seized as a result of criminal activity in which this property was utilized or acquired and give the interest of ownership to the City. The City Attorney receives twenty percent (20%) of the monies obtained in these cases which may be spent for law enforcement and prosecution uses as determined by the guidelines established by the Attorney General. Summary of Resources Expenditure Category FY 08 Actual Personal Services $562 Contractual Services $31,077 Commodities $746 Total: FY 09 Actual $0 $4,124 $5,293 $32,385 % Change from Prior Year 88 FY 10 Estimate FY 11 Budget $5,382 $4,310 $30,000 $30,700 $15,000 $15,300 $9,417 $50,382 -70.92% 435.02% $50,310 -0.14% City Clerk’s Office FY2011 Performance Spotlight Department Mission To document, maintain and store all records of official city business and provide accurate and timely information to ensure transparency and effective delivery of government services. DEPARTMENT FUNCTIONS Municipal Elections The Municipal Elections division is responsible for administering municipal elections and filings and hosting an early voting satellite office for primary and general elections. City Clerk/Official Secretary for the City The City Clerk serves as the official secretary of the City and is responsible for preparing, posting and recording all actions of the City Council, tracking and routing all city contracts and recordation of official city documents. Key Outcome Measures City Clerk Records Management The Records Management function is responsible for managing City records for all departments, maintaining the electronic data management process and training city staff on retention and disposal requirements.  100% compliance with Open Meeting Law requirements  Customer Service Survey Ratings 89 FY 2011 Program Budget Programs City Clerk Operating Budget Summary FY 08 Actual FY 09 Actual Total : $654,820 $369,156 $25,800 $8,404 $1,058,180 $733,672 $427,462 $26,833 $0 $1,187,968 Total : $715,431 $286,349 $56,400 $1,058,180 $721,417 $298,819 $167,732 $1,187,968 Sort Description FY 010 Budget FY 010 Estimate FY 11 Budget Percent Change $717,146 $423,457 $7,500 $0 $1,148,103 $717,146 $407,258 $3,950 $0 $1,128,354 $706,919 $435,459 $19,500 $0 $1,161,878 -1.43% 2.83% 160.00% NA 1.20% $842,976 $239,987 $65,140 $1,148,103 $1,128,354 $0 $0 $1,128,354 $1,161,878 $0 $0 $1,161,878 37.83% -100.00% -100.00% 1.20% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division City Clerk Records & Information Mgt Elections Staffing by Division City Clerk Records & Information Mgt Elections Total : 5.00 3.00 1.00 9.00 5.00 3.00 1.00 9.00 90 6.00 2.00 1.00 9.00 9.00 0.00 0.00 9.00 9.00 0.00 0.00 9.00 50.00% -100.00% -100.00% 0.00% FY 2011 Program Budget Programs City Clerk Related Council Goal Enhance Our Current Services City Clerk Division Performance Management and Resource Summary Provides Staff support for all meetings of Council; takes notes, tapes records, and prepares minutes of Council official meetings; publishes and/or records all documents in support of Council action, and ensures compliance with all applicable statutes, policies, or guidelines as pertains to responsibilities. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 51% 100% 21% 100% N/A 29% 25% 25% 100% 100% 100% 100% 95% 95% 2,480 51% 100% 53% N/A N/A N/A N/A N/A N/A N/A N/A 9 # of Board and Commission meeting notices and agendas processed and posted 24 145 155 160 9 98% 99% 99% 95% 93% 95% 98% 92% 95% 33% 20% 25% 44% 25% 40% 1,158 43% 1,267 80% 1,300 75% Goals, Objectives, and Measures ¾ Connect City Council, City departments and the community and serve as the citizens’ link to local government by administering City Council meetings, providing administrative support services for Boards and Commissions and ensuring compliance with Arizona Open Meeting Laws ♦ Ensure all City Council agendas, packets, results and minutes are compiled and distributed timely and in compliance with Arizona Open Meeting Laws, City Charter and City Code. This category includes Regular, Study Session, Special, Workshop, Executive and Budget Sessions of the Peoria City Council. 9 % of City Council meeting agendas posted 24 hours in advance of the meeting 9 % of agenda items received late, incomplete or containing errors requiring additional processing % 9 of City Council meeting minutes prepared in time for approval at the next regularly scheduled City Council meeting, excluding Executive meeting minutes 9 % of City Council meeting minutes electronically posted within 2 business days of final approval 9 % of City Council meeting results electronically posted within 3 business days of the meeting ♦ Ensure Passport Services are provided to customers in compliance with Federal Law. 9 9 9 9 # of passport applications processed % of passport applicants requesting photo services % of returned customer satisfaction surveys with an average rating of 4 or above % of passport book/passport card customers who are residents of Peoria ♦ Manage and administer City Boards and Commissions effectively and in compliance with Arizona Open Meeting Laws, City Charter and City Code. This category includes the 21 Boards and Commissions, City Council Subcommittees and miscellaneous Ad Hoc Committees. 9 9 9 9 hours in advance of the meeting % of Board and Commission meeting notices and agendas posted 24 hours in advance of the meeting % of Board and Commission minutes electronically posted within 2 business days after final approval % of Board and Commission results electronically posted within 3 business days after the meeting % of Board and Commission members attending biannual training v. number invited % of City Staff members attending biannual training v. number invited ♦ City contracts in compliance with City policies and in a timely manner. 9 # of contracts processed (ACON & LCON) 9 % of contracts processed within 5 days 91 FY 2011 Program Budget Programs City Clerk Related Council Goal Enhance Our Current Services City Clerk Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.00 Expenditure Category FY 08 Actual Personal Services $428,599 Contractual Services $265,248 Commodities $21,584 Total: FY 09 Actual 5.00 FY 09 Actual $474,872 $235,963 $10,583 $715,431 $721,417 % Change from Prior Year 0.84% 92 FY 10 Estimate FY 11 Budget 9.00 9.00 FY 10 Estimate FY 11 Budget $717,146 $706,919 $407,258 $435,459 $3,950 $19,500 $1,128,354 56.41% $1,161,878 2.97% FY 2011 Program Budget Programs City Clerk Related Council Goal Enhance Our Current Services Records & Information Mgt Division Performance Management and Resource Summary The City’s Records and Information Management Program provides direction to departments in the organization, maintenance, storage and disposal of records created or received during the course of business. The division is also responsible for providing efficient information retrieval services for internal and external customers of information under the control of Records Management. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 4,388 5% 3,220 5% 3,500 5% 0% 1% 25% 1% 0% 25% 585 43% 32% 500 35% 40% 600 40% 30% ¾ Provide professional Records and Information Management Services for internal and external customers ♦ Manage City records in compliance with City, State and Federal regulations. 9 # of documents indexed and/or scanned into LibertyNet (new) 9 % of conversion documents indexed and/or scanned into LibertyNet ♦ Manage records retention schedules. Provide records management training. 9 % of department record retention schedules reviewed and submitted to Arizona State Library and Public Records (ASLAPR) 9 % of City Staff members attending quarterly records management training ♦ Provide timely responses to records requests. 9 # of records requests received 9 % of records requests completed within 48 hours 9 % of records requests received that required record(s) to be pulled from ARSC Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 3.00 Expenditure Category FY 08 Actual Personal Services $173,360 Contractual Services $102,489 Commodities $2,096 Capital Outlay $8,404 Total: FY 09 Actual 3.00 FY 09 Actual $188,215 $109,563 $1,040 $0 $286,349 $298,819 % Change from Prior Year 4.35% 93 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $0 $0 $0 $0 $0 $0 $0 $0 $0 -100.00% $0 FY 2011 Program Budget Programs City Clerk Related Council Goal Community Building: Preserve and Expand Our Quality of Life Elections Division Performance Management and Resource Summary Administration and conduct of any Special or Regular Election, including preparation and distribution of Council candidate or political action committee financial reporting documents and other related filings. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 0% 100% 100% 0% 100% 100% 0% 100% 100% 67% 14% 97% N/A N/A 100% N/A N/A 100% 100% 0% 100% 0% 100% 0% ¾ Administer municipal recall, initiative and referendum elections and redistricting process in compliance with City, State and Federal law including all aspects of campaign finance. (Generally, elections occur every other year and redistricting every 10 years) ♦ Provide access to the election process for citizens and candidates so that they have equal access and may readily participate in elections and to provide voter assistance and education. 9 % of initiative, referendum or recall petitions filed and certified 9 % of candidate packets reviewed with recipient 9 % of initiative, referendum or recall packets reviewed with recipient ♦ Provide political and campaign committees with information related to campaign finance laws and conduct auditing to ensure campaign finance reporting comply with state law. 9 % of campaign finance audits completed within one week of filing 9 % of campaign finance reports requiring amended report to be filed and audited 9 % of campaign finance reports posted on-line within 24 hours of filing ♦ Provide assistance to lobbyists in understanding and complying with lobbyist rules, regulations, and reporting requirements. 9 % of lobbyist registrations audited 9 % of lobbyist expenditure reports audited within one week Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 1.00 Expenditure Category FY 08 Actual Personal Services $52,861 Contractual Services $1,419 Commodities $2,120 Total: FY 09 Actual 1.00 FY 09 Actual $70,585 $81,936 $15,210 $56,400 $167,732 % Change from Prior Year 197.40% 94 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $0 $0 $0 $0 $0 $0 $0 -100.00% $0 Community Services Department FY2011 Performance Spotlight Department Mission To meet the needs of the citizens of Peoria by developing, implementing and maintaining quality programs, services, events and facilities which are cost effective, creative and responsive to citizen input. Parks Maintenance DEPARTMENT FUNCTIONS The Parks divisions are responsible to for the operations and maintenance of the City’s park, open space, and trail systems and oversee the City’s Right-of-Way Maintenance contract. Service areas include: 9 Park Administration 9 Park Maintenance 9 Graffiti Eradication 9 ROW Contract Maintenance Community Services Administration Community Services Administration is responsible for the overall management direction and support of the Parks, Recreation, Library and Cultural Services and Sports Facilities divisions. Recreation Programs The Recreation divisions are responsible for providing programs that offer unique and varied recreational experiences that are fun, safe and cost effective. They are also responsible for daily operations of the Peoria Community Center and Rio Vista Recreation Center. Programs activities include: 9 Aquatics 9 AM/PM Program 9 Tiny Tots/Lil’ Learners Program 9 Summer Recreation 9 Summer Camp 9 Special Interest Classes 9 Youth and Adult Sports Program 9 Teens/Outdoor Recreation Program 9 Senior Program 9 Adaptive Recreation Program 9 Adult Day Program 9 Special Events 9 Facility Rentals Sports Facilities The Sports Facilities division is responsible for the operations and maintenance of the Peoria Sports Complex and Rio Vista Community Park and facilitating year round programming including Spring Training for the Seattle Mariners and the San Diego Padres. Library Services The Library and Cultural Services Division is responsible for providing materials and services to help community residents obtain information to meet their personal, educational and professional needs. Service activities include: 9 Adult Services and Programs 9 Youth Services and Programs 9 Access Services 9 Technical Services 9 Technology Automation 9 Arts and Cultural Services 95 Key Outcome Measures Community Services ™ Residents’ overall satisfaction with Parks and Recreation in Peoria ™ % of residents rating the overall quality of Peoria’s natural environment as good or excellent ™ Total annual circulation in Peoria’s Library system 96 FY 2011 Program Budget Programs Community Services Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $13,425,761 $12,794,719 $2,273,211 $308,749 $28,802,440 $14,088,943 $10,804,475 $1,795,962 $201,238 $26,890,618 $13,505,008 $10,100,124 $1,892,167 $314,500 $25,811,799 $13,494,880 $9,845,624 $1,695,131 $121,711 $25,157,346 $12,378,792 $9,341,918 $1,962,891 $409,900 $24,093,501 -8.34% -7.51% 3.74% 30.33% -6.66% CAPA Administration Arts Commission Percent For The Arts Community Services Administration Swimming Pools Am/Pm Program Little Learners Program Summer Recreation Program Summer Camp Program Special Interest Classes Sports Programs Senior Program Adaptive Recreation Program Special Events Program Teen Program Community Center Community Park Rio Vista Rec Center Main Library Branch Library Parks North Parks South Parks Administration Contracted Landscape Maintenance Complex Operations/Maint Spring Training Complex Debt Service Sports Complex Capital Reserve Sports Complex Improvement Reserve Complex Eqt Reserve Adult Day Prg Grant Library Svc & Technology Grant Prop 302 Grant Program Citizen Donations-Cs Teen Council Total : $322,707 $190,886 $0 $796,994 $1,006,533 $2,455,776 $236,662 $434,146 $972,536 $349,715 $788,521 $220,866 $194,653 $705,420 $420,287 $493,170 $1,031,220 $1,562,262 $3,182,746 $702,628 $1,982,934 $2,489,647 $1,293,269 $0 $6,215,573 $0 $0 $27,954 $193,619 $63,774 $389,011 $7,006 $62,565 $7,482 $1,878 $28,802,440 $330,312 $132,303 $107,647 $796,944 $980,203 $2,219,635 $283,476 $345,211 $933,680 $351,686 $824,700 $213,932 $202,707 $794,373 $385,599 $508,779 $1,007,550 $1,461,716 $3,018,776 $1,265,543 $1,697,008 $1,646,380 $984,042 $1,103,713 $4,009,890 $660,826 $30 $0 $0 $84,386 $425,870 $43,575 $65,731 $3,933 $462 $26,890,618 $215,697 $91,969 $501,843 $694,068 $961,589 $2,312,741 $276,071 $391,226 $917,317 $367,560 $798,930 $193,180 $181,556 $493,013 $409,150 $394,507 $1,042,457 $1,313,168 $2,772,456 $1,602,989 $1,701,389 $1,614,183 $353,221 $1,123,874 $3,800,315 $697,487 $0 $0 $0 $57,500 $455,343 $0 $65,000 $7,500 $4,500 $25,811,799 $0 $235,049 $105,000 $890,697 $961,589 $2,205,164 $276,071 $385,742 $902,318 $300,252 $890,250 $193,180 $181,556 $298,311 $399,123 $394,507 $1,036,057 $1,266,831 $2,772,456 $1,582,060 $1,697,317 $1,603,083 $345,652 $1,123,874 $3,879,114 $661,500 $0 $0 $0 $57,500 $448,258 $22,503 $31,832 $10,500 $0 $25,157,346 $0 $221,398 $267,000 $668,711 $921,001 $2,069,699 $328,112 $385,444 $867,053 $284,670 $792,625 $184,326 $157,577 $245,837 $350,593 $527,325 $952,853 $1,216,302 $2,663,456 $1,419,402 $1,817,863 $1,830,104 $0 $1,067,630 $3,547,238 $697,487 $0 $0 $0 $142,900 $421,727 $0 $33,168 $7,500 $4,500 $24,093,501 -100.00% 140.73% -46.80% -3.65% -4.22% -10.51% 18.85% -1.48% -5.48% -22.55% -0.79% -4.58% -13.21% -50.14% -14.31% 33.67% -8.60% -7.38% -3.93% -11.45% 6.85% 13.38% -100.00% -5.00% -6.66% 0.00% NA NA NA 148.52% -7.38% NA -48.97% 0.00% 0.00% -6.66% Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division 97 FY 2011 Program Budget Programs Staffing by Division CAPA Administration Arts Commission Community Services Administration Swimming Pools Am/Pm Program Little Learners Program Summer Camp Program Special Interest Classes Sports Programs Senior Program Adaptive Recreation Program Special Events Program Teen Program Community Center Community Park Rio Vista Rec Center Main Library Branch Library Parks North Parks South Parks Administration Contracted Landscape Maintenance Complex Operations/Maint Adult Day Prg Grant Total : 2.00 0.50 7.00 2.50 11.75 3.00 4.00 1.52 4.00 1.50 1.50 4.00 2.00 2.00 7.96 11.75 22.35 8.42 12.50 13.50 11.60 0.00 16.00 5.89 157.24 2.00 0.50 6.50 2.50 11.75 3.00 4.00 1.52 4.00 1.50 1.50 4.00 2.00 2.00 7.96 11.25 22.35 13.32 13.00 14.00 9.00 1.00 19.00 5.89 163.54 98 1.00 0.50 6.50 2.63 9.75 3.00 4.00 1.52 4.00 1.25 1.50 2.00 2.00 2.00 7.00 9.65 21.95 14.32 13.00 13.00 2.00 1.00 18.00 5.40 146.97 0.00 0.50 7.50 2.63 9.75 3.00 4.00 1.52 5.00 1.25 1.50 0.00 2.00 2.00 7.00 9.65 21.95 12.32 13.00 13.00 2.00 1.00 19.00 5.40 144.97 0.00 0.50 5.90 2.63 8.50 3.00 3.00 1.52 4.00 1.25 1.00 0.00 1.00 2.00 6.00 9.25 21.95 11.32 13.60 12.60 0.00 1.55 15.50 5.40 131.47 -100.00% 0.00% -9.23% 0.00% -12.82% 0.00% -25.00% 0.00% 0.00% 0.00% -33.33% -100.00% -50.00% 0.00% -14.29% -4.15% 0.00% -20.95% 4.62% -3.08% -100.00% 55.00% -13.89% 0.00% -10.55% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Community Services Administration Division Performance Management and Resource Summary The Community Services Department is responsible for recreation, library, the Sports Complex, and parks divisions. These areas of responsibility include both programs and facilities. The department is responsible for maintenance which includes parks, right of way, retention basins, and graffiti removal; and programs including after school, aquatics, seniors, adaptive, youth and adult sports, Lil' Learners, special interest classes, and summer recreation. The Department is responsible for all planning, development and implementation of new parks and recreational facilities. It is also responsible for the operations and maintenance of the Peoria Sports Complex and the operations and services of our main and branch libraries. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected 69 630 3,600 0 50 600 3,500 0 50 1,340 100% 77.7% 1,200 100% 70% 1,100 100% 75% 99% 180% 97% 140% 99% 100% 100% 100% 5/3 $30,000 4/2 $10,000 4/2 ¾ Provide administrative and financial support functions for the department ♦ Maintain efficient and effective financial support 9 9 9 9 # of check requests processed # of invoices processed and paid # of invoices over 45 days outstanding Average # of procards processed on a monthly basis ♦ Maintain efficient and effective administrative and HR support 9 # of Personnel Action Forms (new hire, short work break, transfers, etc.) processed 9 # of customer service internet requests for information completed within 24 hours 9 % of employee evaluations completed on time ¾ Administer and evaluate the delivery of services of the department to be financially responsible and beneficial to the citizens ♦ Develop self-sufficiency in adult and special programs. 9 % expenditures versus revenue 9 % of annual expenditures of authorized operational funds ♦ Provide Community Services staff with professional development opportunities 9 % of CS employees attending 4 or more training opportunities ¾ Develop means for enhanced revenues and decreased expenditures to provide quality programs and services ♦ Develop joint sponsorship opportunities with outside agencies. ♦ Seek alternative revenues from grants and sponsorships. 9 Sponsorship dollars received for Community Services Department 9 # of grant applications submitted/received 99 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Community Services Administration Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $542,419 Contractual Services $228,739 Commodities $25,836 Total: $796,994 FY 09 Actual 6.50 FY 09 Actual $583,184 $201,869 $11,891 $796,944 % Change from Prior Year -0.01% 100 FY 10 Estimate FY 11 Budget 7.50 5.90 FY 10 Estimate FY 11 Budget $709,498 $530,186 $170,243 $128,825 $10,956 $9,700 $890,697 11.76% $668,711 -24.92% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Arts Commission Division Performance Management and Resource Summary The Arts Division is responsible for art programs and public art projects that transform public space and celebrate cultural diversity. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.50 Expenditure Category FY 08 Actual Personal Services $36,329 Contractual Services $56,495 Commodities $7,807 Capital Outlay $90,255 Total: $190,886 FY 09 Actual 0.50 FY 09 Actual $42,636 $64,361 $2,562 $22,744 $132,303 % Change from Prior Year -30.69% 101 FY 10 Estimate FY 11 Budget 0.50 0.50 FY 10 Estimate FY 11 Budget $45,271 $46,698 $187,928 $158,400 $1,850 $16,300 $0 $0 $235,049 77.66% $221,398 -5.81% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Swimming Pools Division Performance Management and Resource Summary The Aquatics Program provides educational, recreational, and socialization opportunities for the citizens at Peoria, Centennial, and Sunrise Mountain High School pools. The facilities are shared with the Peoria Unified School District, which utilizes the pool from April - May and September - October for physical education classes and swim team competition. The City utilizes the facilities from early May thru September. The operational and maintenance costs of the facilities are shared by the City and School District per an Intergovernmental Agreement. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 7,353 93% 95% 91% 2,617 2.5 7,000 92% 95% 85% 2,000 2.5 16 7,000 92% 95% 85% 1,500 2.5 16 85% 85% 90% 609 98% 609 98% 600 95% 35,742 268 40,000 268 35,000 275 40% 40% 40% 90% 100/0 120 90% 100/0 110 85% 100/0 120 ¾ To provide affordable, quality swim lessons with certified Water Safety Instructors ♦ Offer a variety of certified classes in which the public can enroll. Classes include, but are not limited to: Parent/Tot, Levels 1-7, Aqua-aerobics, Diving, Adult, Lifeguard Training, and Jr. Lifeguard. 9 9 9 9 9 9 9 Swim lesson participants % survey responses rated program above avg - excellent (Swim Lessons) % of participants indicating they improved their swimming skills (Swim Lessons) % of returning staff # of hours volunteered by Jr. Lifeguards # of full-time staff (FTEs) # of part-time staff (FTEs) ¾ To provide quality recreational swim teams that encourage youth to learn a life-long skill while at the same time encouraging sportsmanship, fitness, and proper stroke techniques ♦ Conduct customer service satisfaction surveys. 9 % survey responses rated program above avg - excellent (Swim Team) ♦ Offer swim team with qualified coaches, Monday through Friday for eight weeks during the summer for youth. 9 Swim team Participants 9 % of survey responses - improved socialization (Swim Team) ¾ To create a family atmosphere through covered areas, picnic tables and affordable fees for public open swim ♦ Offer open swim seven days per week from Memorial Day through September when school is not in session. 9 Total open swim attendance 9 Average open swim attendance/day ♦ Market open swim to the public. 9 % of cost recovery (direct costs) ♦ Maintain the pools to be operational and functional during swim seasons. 9 % survey responses above ave/excellent - pool facilities 9 % of days open during season vs. closed for maintenance 9 # of days used by PUSD swim teams and PE Classes 102 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Swimming Pools Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.50 Expenditure Category FY 08 Actual Personal Services $616,038 Contractual Services $267,614 Commodities $102,227 Capital Outlay $20,654 Total: $1,006,533 FY 09 Actual 2.50 FY 09 Actual $624,933 $283,157 $72,113 $0 $980,203 % Change from Prior Year -2.62% 103 FY 10 Estimate FY 11 Budget 2.63 2.63 FY 10 Estimate FY 11 Budget $636,835 $605,581 $242,009 $227,370 $82,745 $88,050 $0 $0 $961,589 -1.90% $921,001 -4.22% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Am/Pm Program Division Performance Management and Resource Summary The Peoria A.M./P.M. Recreation Program provides an opportunity for children to participate in a variety of activities and to broaden their knowledge in the recreational area in a supervised, safe, and secure environment. The goal of the program is the total well-being of each and every child. Daily core activities, snacks, homework time and recreational classes are provided for all participants. The program is located at elementary schools in the City of Peoria and is licensed by the Arizona Department of Health Services with Arizona Department of Economic Security funding available for the participants who qualify. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 2778 20 40 1,529 76 20 100% 332 1,969 21 40 1,057 50 21 100% 167 1,969 21 40 1,057 50 21 100% 167 100% 98% 97% 99% 100% 99% 99% 99% 95% 95% 95% 95% 95% 95% 95% 93% 9 39.25 98% 6 25.04 95% 6 25.04 127% $14D/$56W 110% $14D/$56W 110% $14D/$56W ¾ Provide a supervised and fun environment before and after school and during school breaks in partnership with the Peoria Unified School District ♦ All staff and school facilities meet Department of Health Services requirements 9 9 9 9 9 9 9 9 # of participants # of school sites # of weeks Average number of participants attending per week Average number of participants per site # of inspections by DHS during the program % of sites maintaining license after DHS inspections # of participants receiving assistance ♦ Program will maintain all Department of Economic Security Licenses. ¾ Provide a quality program that meets the needs of the parents and participants ♦ Survey school principals, parents and participants twice a year for customer satisfaction. 9 9 9 9 % of survey responses - safe environment % survey responses - had fun in the program % of survey responses - improved socialization % of survey responses - cost/value ♦ Review and Implement change based on survey results. 9 % of survey response rated above avg - excellent - overall program ♦ Hire, train and retain quality and certified staff. 9 % of returning staff 9 # of full-time staff (FTEs) 9 # of part-time staff (FTEs) ♦ Ensure a high level of satisfaction with program offerings 9 % of cost recovery (direct costs) 9 Fee charged (daily vs. weekly range) 104 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Am/Pm Program Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 11.75 Expenditure Category FY 08 Actual Personal Services $1,961,052 Contractual Services $244,663 Commodities $250,061 Total: $2,455,776 FY 09 Actual 11.75 FY 09 Actual $1,753,392 $252,342 $213,901 $2,219,635 % Change from Prior Year -9.62% 105 FY 10 Estimate FY 11 Budget 9.75 8.50 FY 10 Estimate FY 11 Budget $1,807,709 $1,568,613 $230,145 $269,234 $167,310 $231,852 $2,205,164 -0.65% $2,069,699 -6.14% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Little Learners Program Division Performance Management and Resource Summary Little Learners, formerly Tot Time, provides an opportunity for children, ages 4 and 5, to participate in a variety of activities and to expand their horizons in a supervised, safe and secure environment. The program is offered five days per week from 6:00 a.m. - 6:00 p.m. This program is licensed by the Arizona Department of Health Services and held at the City's Women's Club facility. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide a supervised and fun environment with activities that will prepare preschool-age participants for kindergarten ♦ Ensure that all staff are qualified to work for the program and meet all DHS standards. 9 9 9 9 # of registered participants # of sites # of hours program offered to participants # of inspections by DHS during the program 76 1 12 per day 1 82 1 12 per day 1 82 1 12 per day 1 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 126% $23D/$115W 120% $24D/$115W 120% $24D/$115W 3 3.36 3 2.98 3 2.98 ¾ Provide a quality program that meets the needs of parents and participants ♦ Survey parents and participants for customer satisfaction 9 9 9 9 9 9 9 % survey responses rated above avg - excellent % survey responses - had fun % survey responses above ave/excellent - leader/parent relationship % survey responses above ave/excellent - leader/child relationship % survey responses - cost/value % survey responses - acquired pre-K skills % survey responses - improved socialization ♦ Review and implement change based on survey results ♦ Ensure a high level of satisfaction with program offerings 9 % of cost recovery (direct costs) 9 Fee charged (daily vs. weekly range) ♦ Hire, train and retain staff 9 # of full-time staff (FTEs) 9 # of part-time staff (FTEs) Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 3.00 Expenditure Category FY 08 Actual Personal Services $172,524 Contractual Services $36,638 Commodities $27,500 Total: $236,662 FY 09 Actual 3.00 FY 09 Actual $216,072 $34,814 $32,590 $283,476 % Change from Prior Year 19.78% 106 FY 10 Estimate FY 11 Budget 3.00 3.00 FY 10 Estimate FY 11 Budget $204,748 $229,186 $43,503 $64,916 $27,820 $34,010 $276,071 -2.61% $328,112 18.85% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Summer Recreation Program Division Performance Management and Resource Summary The Summer Recreation Program offers the children a neighborhood based facility that provides recreational opportunities. The program is offered at several elementary school locations for pre-schoolers and children grades K-5. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide a quality program that meets the needs of parents and participants ♦ Conduct customer satisfaction surveys. 9 9 9 9 Leader/participant ratio % survey responses - improved socialization % survey responses - had fun % survey responses - cost/value 1/23 95% 100% 99% 1/25 95% 94% 99% 1/25 95% 95% 95% 0 9.49 0 9.49 0 8.49 1,380 59% 5 9 $60R/$90NR 1,380 33% 5 9 $60R/$90NR 1,380 33% 5 9 $60R/$90NR ¾ Provide a supervised and fun environment for children to explore recreational opportunities ♦ Evaluate all recreation leaders. 9 # of full-time staff (FTEs) 9 # of part-time staff (FTEs) ♦ Program recreation activities, field trips and special events 9 9 9 9 9 # of participants % of cost recovery (direct costs) average # of enrichment activities/field trips per week # of sites Fee charged Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.00 Expenditure Category FY 08 Actual Personal Services $260,047 Contractual Services $140,659 Commodities $33,440 Total: $434,146 FY 09 Actual 0.00 FY 09 Actual $223,304 $94,649 $27,259 $345,211 % Change from Prior Year -20.48% 107 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $228,629 $228,504 $129,081 $126,550 $28,032 $30,390 $385,742 11.74% $385,444 -0.08% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Summer Camp Program Division Performance Management and Resource Summary Peoria Summer Camp is designed to assist parents in need of full-time childcare and provide parents the same level of service as provided during the school year. The program provides summer fun in a secure environment, and features a wide range of onsite and off-site activities. This program is licensed by the Arizona Department of Health Services and has Arizona Department of Economic Security funding available to qualifying parents. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 110 1,191 1/20 7 170 2 13.75 7 90 1,264 1/20 7 180 2 13.99 7 90 1,264 1/20 7 180 2 13.99 7 92% 98% 96% 92% 91% 94% 100% 100% 94% 99% 95% 95% 95% 94% 95% 95% $24D/$98W 100% $24D/$100W 100% $24D/$100W 100% 100% 100% ¾ Provide a supervised and fun environment for children throughout the summer in partnership with the Peoria Unified School District ♦ Ensure all staff are qualified to work for the program and meet all DHS requirements. 9 9 9 9 9 9 9 9 # of participants receiving assistance # of registered participants Average # of staff per # of participants # of sites Average # of participants per site # of full-time staff (FTEs) # of part-time staff (FTEs) # of inspections by DHS during the program ¾ Provide a quality program that meets the needs of parents and participants ♦ Survey school principals, parents and participants for customer satisfaction. 9 9 9 9 9 % survey responses rated the program above avg - excellent % survey responses above ave/excellent - safe environment % survey response - had fun in the program % survey responses - improved socialization % survey responses above ave/excellent - cost/value ♦ Review and implement needed changes based on evaluations 9 % of cost recovery (direct costs) 9 Fee charged (daily vs. weekly range) ♦ Hire, train and retain quality staff 9 % of returning staff Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $683,197 Contractual Services $165,175 Commodities $124,164 Total: $972,536 FY 09 Actual 4.00 FY 09 Actual $644,566 $193,717 $95,397 $933,680 % Change from Prior Year -4.00% 108 FY 10 Estimate FY 11 Budget 4.00 3.00 FY 10 Estimate FY 11 Budget $610,235 $582,213 $213,038 $206,793 $79,045 $78,047 $902,318 -3.36% $867,053 -3.91% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Special Interest Classes Division Performance Management and Resource Summary The Special Interest Class Program offers educational, recreational, socialization, leisure and fitness opportunities for the citizens of Peoria. These classes include one-day workshops, six to eight week classes and year-round classes. Classes are divided into various age groups. Classes are offered for special interests such as for home-schooled children and computer classes. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 1,792 10% 78% 82% 1,792 4 450 516 4,860 15% 81% 79% 4,860 4 647 460 5,565 15% 84% 86% 5,565 4 700 520 0/0 0/3 0/3 89% 92% 86% 90% 90% 87% 90% 87% 95% 95% 90% 95% 92% 95% 94% 95% 98% 98% 90% 97% 92% 95% 98% 98% 9% 10% 8% 4% $198 6% 8% $250 8% N/A N/A N/A ¾ To meet the needs and desires of the citizens of Peoria by developing, implementing, and maintaining quality special interest classes which are cost-effective, creative, safe, responsive to citizen input and meet the needs for all ages ♦ To offer a wide variety of classes for all age groups 9 9 9 9 9 9 9 9 SIC Registration % of new programs to programs offered Success rate for new classes % of cost recovery (direct costs) # of participants # of sessions # of classes offered # of classes with sufficient enrollment ♦ Provide safe instruction, environment and equipment 9 # of accident reports submitted major/minor ♦ Survey class participants 9 9 9 9 9 9 9 9 % of survey responses yes-knowledgeable instructor % survey responses yes-enjoy taking class % survey responses yes-cost/value % survey responses yes-learn new skills % survey responses yes-adequate facilities % survey responses yes-satisfied with registration process % survey responses yes-recommend class to others % survey responses rated above avg - excellent - overall program ¾ To develop a quality quarterly recreation brochure which effectively markets all recreation programs and activities and other City programs and services ♦ Track effectiveness of brochure response 9 % of brochure pages dedicated to Community Information ♦ Work with City staff and commuity groups to develop brochure ♦ Work with and coordinate the typesetters, printer and post office in production and delivery of brochure ♦ Sell advertising in the quarterly brochure to help offset costs 9 % of brochure pages sold for ads per brochure 9 Revenue generated per page 9 % of cost recovery per brochure 109 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Special Interest Classes Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 1.52 Expenditure Category FY 08 Actual Personal Services $151,712 Contractual Services $178,278 Commodities $19,725 Total: $349,715 FY 09 Actual 1.52 FY 09 Actual $167,293 $169,458 $14,936 $351,686 % Change from Prior Year 0.56% 110 FY 10 Estimate FY 11 Budget 1.52 1.52 FY 10 Estimate FY 11 Budget $183,066 $168,114 $99,496 $93,981 $17,689 $22,575 $300,252 -14.63% $284,670 -5.19% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Sports Programs Division Performance Management and Resource Summary The Youth/Adult Sports Program provides recreational, educational, and socialization opportunities for the citizens of Peoria. The Peoria Sports Complex, city parks, and various Peoria Unified School District facilities are utilized to offer more than 40 team and individual sports programs and special events. Participants range in age from 5-70 years. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ To provide affordable, quality and diverse recreational sports league and tournament opportunities for youth and adults both male and female ♦ Offer a wide variety of program opportunities that meet the needs and interests of the participants 9 9 9 9 % of cost recovery (direct costs) % survey responses above ave/excellent - adult programs % of surveys returned % survey responses above ave/excellent - youth programs 91% 92% 60% 92% 78% 90% 65% 89% 75% 90% 65% 92% 8,352 6,428 91% 92% 95% 1,141 24 21 12 54 3.0 2.37 8,500 7,600 92% 92% 95% 1,500 24 78 23 87 4.0 3.89 8,500 7,800 92% 92% 97% 1,250 24 78 23 85 4.0 3.89 66% 77% 75% 606/20,604 91% 1,102/72,732 93% 1,130/74,580 95% ♦ Provide sports programs that encourage and promote lifelong leisure pursuits. 9 9 9 9 9 9 9 9 9 9 9 9 # of participants - Adult programs # of participants - Youth programs % survey responses - learned/improved skills % survey responses - improved socialization skills % survey responses - had fun # of participants - special events # of Youth Sports offered # of Youth Leagues offered # of Adult Sports offered # of Adult Leagues offered # of full-time staff (FTEs) # of part-time staff (FTEs) ¾ To provide quality programs, trained coaches and educated parents that positively impact the participants social, emotional and physical wellbeing ♦ Implementation of a national program (PAYS) that educates parents to their roles and responsibilities relative to their child's participation in youth sports programs. 9 % of families who have completed the training ♦ Initiate national volunteer coach education and certification program (NYSCA) that holds coaches to a Code of Ethics and is re-newable on an annual basis. 9 # of volunteers/volunteer contact hours 9 % of coaches certified through the NYSCA program 111 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Sports Programs Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $406,851 Contractual Services $230,173 Commodities $151,497 Total: $788,521 FY 09 Actual 4.00 FY 09 Actual $443,868 $260,728 $120,104 $824,700 % Change from Prior Year 4.59% 112 FY 10 Estimate FY 11 Budget 5.00 4.00 FY 10 Estimate FY 11 Budget $534,286 $449,683 $223,340 $208,086 $132,624 $134,856 $890,250 7.95% $792,625 -10.97% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Senior Program Division Performance Management and Resource Summary Year-round program of social, recreational and wellness activities are scheduled to impact the quality of life for the community's senior adult population. Programs are designed to meet a high level of satisfaction and are offered primarily at the Community Center. In addition to activities, a nutrition program is offered Monday - Friday at the Community Center. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 16,630 3 31 83 79 16,000 1 32 80 80 16,500 1 32 80 80 31% 1 .57 39% 1 .43 25% 1 .43 99% 98% 97% 95% 90% 90% 90% 90% 90% 9 Increase drop off location for senior publications 9 Increase senior email database 33 509 35 470 35 500 9 # of partnership agencies 9 Partnership Program hours 20 422 22 300 20 300 Goals, Objectives, and Measures ¾ Offer programs to enhance the quality of life for Senior Adults ♦ Offer a variety of leisure activities 9 9 9 9 9 Registered Participants # of new programs # of special events offered # of on-going programs offered # of classes offered ♦ Ensure a high level of of citizen satisfaction within the Senior Adult program. 9 % of cost recovery (direct costs) 9 # of full-time staff (FTEs) 9 # of part-time staff (FTEs) ♦ Monitor trends and solicit citizen input through surveys to develop new programs. 9 % survey responses rated above avg - excellent 9 % survey responses - provided opportunities for socialization 9 % survey responses - promoted a more active lifestyle ¾ Partner with outside agencies to expand opportunities for Senior Adults ♦ Expand marketing senior services to community ♦ Enhance partnership opportunities with outside agencies Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 1.50 Expenditure Category FY 08 Actual Personal Services $153,849 Contractual Services $52,091 Commodities $14,926 Total: $220,866 FY 09 Actual 1.50 FY 09 Actual $156,392 $46,545 $10,996 $213,932 % Change from Prior Year -3.14% 113 FY 10 Estimate FY 11 Budget 1.25 1.25 FY 10 Estimate FY 11 Budget $128,477 $127,065 $50,713 $44,959 $13,990 $12,302 $193,180 -9.70% $184,326 -4.58% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Adaptive Recreation Program Division Performance Management and Resource Summary Leisure services designed to meet the physical, social and emotional needs of citizens with disabilities and their families. Emphasis is placed on programs which foster social interactions and challenge participants to their full potential, such as Special Olympics. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 40% 8,946 14 20 2 1.75 45% 8,000 11 10 2 1.52 35% 8,100 11 9 2 1.42 97% 92% 87% 92% 96% 90% 90% 90% 96% 90% 90% 90% 1,033 116 1,000 125 1,100 150 1,180 32 1 1,180 34 0 1,300 38 1 ¾ Develop a variety of programs and services that enhance the quality of life for individuals with disabilities and their families ♦ Offer a variety of social/recreational programs 9 9 9 9 9 9 % cost recovery (direct costs) Registered Participants # of programs offered # of special events offered # of full-time staff (FTEs) # of part-time staff (FTEs) 9 9 9 9 % survey responses rated above avg - excellent % survey response - participation promoted a more active lifestyle % survey responses - learned/improved skills % survey responses - improved socialization ♦ Develop a formal survey to determine participant satisfaction ♦ Utilize community resources 9 # of volunteer hours 9 # of volunteers ¾ Enhance sports opportunities ♦ Recruit new local Special Olympic Programs and provide sports training and competition for West Valley Area delegations. 9 # of athletes participating in Special Olympics 9 # of registered programs in West Valley Special Olympics 9 # of sports events for physically challenged Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 1.50 Expenditure Category FY 08 Actual Personal Services $137,575 Contractual Services $43,388 Commodities $13,690 Total: $194,653 FY 09 Actual 1.50 FY 09 Actual $150,502 $41,630 $10,575 $202,707 % Change from Prior Year 4.14% 114 FY 10 Estimate FY 11 Budget 1.50 1.00 FY 10 Estimate FY 11 Budget $139,102 $121,467 $30,879 $25,665 $11,575 $10,445 $181,556 -10.43% $157,577 -13.21% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Special Events Program Division Performance Management and Resource Summary The Special Events Program plans and coordinates a variety of events to help build community and support the organization. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 1 25,000 n/a n/a n/a 6 43,000 85% 50% 37,000 6 45,000 90% 50% 37,000 50% 50% ¾ To develop and implement a variety of special events for participants of all ages, including family-oriented events, holiday celebrations and other occasions ♦ Generate new ideas to be progressive and innovative with special events through research and networking. 9 9 9 9 9 Number of Events Citizen Participation % survey responses rated above avg - excellent % of returning participants Number of partcipants per three major events ¾ Create customized sponsorship proposals for each special event incorporating all salable event assets ♦ Re-coup 50% of direct expenses through revenue recovery to include sponsorships, food vendors, gate revenue, crafters and beer sales. 9 % cost recovery Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $381,784 Contractual Services $300,369 Commodities $23,267 Total: $705,420 FY 09 Actual 4.00 FY 09 Actual $443,526 $329,537 $21,310 $794,373 % Change from Prior Year 12.61% 115 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $19,010 $15,125 $243,104 $191,362 $36,197 $39,350 $298,311 -62.45% $245,837 -17.59% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Teen Program Division Performance Management and Resource Summary The mission of the Teen Program is to provide recreational and educational activities for youth ages 13-18. The program is designed to promote civic pride, build positive self image, provide the opportunity for personal growth and expansion of horizons through interaction with the world around them. The programs offered includes a Summer Recreation Program, Open Gym Program, Trips and Excursions, Teen Advisory Board, mobile recreation opportunities, the Lunch Box Program, Specialty Classes and Workshops. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Plan, develop and implement new progams and events based on participant recommendations ♦ Evaluate programs and events to receive feedback from participants 9 % of survey responses rated programs above avg - excellent 9 % of survey responses that reported having fun 91% 93% 95% 95% 95% 95% 9 # of participants or event attendees 9 # of events/programs 9 # of programming days 18,788 35 175 18,000 60 175 19,500 60 175 9 # of particpants registered 9 # of program opportunities offered 183 59 125 75 175 75 37% 18,000 2 4.5 37% 19,500 1 4.5 600 3 1 3.5 $60 600 3 1 3.5 $60 12 8 $6,000 $11,900 3% 15 10 $6,500 $8,000 5% ♦ Offer frequent recreation programming for teen population ♦ Offer frequent outdoor adventure programs ♦ Provide a variety of programs 9 9 9 9 % of cost recovery (direct costs) # of participants # of full-time staff (FTEs) # of part-time staff (FTEs) ♦ Offer Step OUT program to provide recreational activities for teens in the summer 9 9 9 9 9 # of participants # of sites # of full-time staff (FTEs) # of part-time staff (FTEs) Fee charged ¾ Pursue additional funding opportunities for emerging programs ♦ Seek out grant and sponsorship opportunities 9 9 9 9 9 # of partnerships/sponsoring organizations # of programs supported by outside organizations Sponsorship revenue Value of in-kind donations % of expenditures recovered through sponsorships 15 10 $7,000 $9,826 116 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Teen Program Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $290,432 Contractual Services $98,272 Commodities $31,583 Total: $420,287 FY 09 Actual 2.00 FY 09 Actual $275,914 $85,592 $24,094 $385,599 % Change from Prior Year -8.25% 117 FY 10 Estimate FY 11 Budget 2.00 1.00 FY 10 Estimate FY 11 Budget $287,025 $243,786 $84,138 $75,847 $27,960 $30,960 $399,123 3.51% $350,593 -12.16% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Community Center Division Performance Management and Resource Summary The Community Center and Women’s Club are multi-purpose facilities that provide a multitude of services for citizens. Facilities serve as resources for information, nutrition and assistance as well as a source for multi-faceted recreation and socialization programs. The facilities provide much needed space for public meetings and opportunities for group and individual rentals at affordable prices. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Measure citizen satisfaction with facility ♦ Develop, distribute and analyze a citizen satisfaction survey 9 % survey responses rating facility above avg - excellent 100% 96% 95% 100% 9 1,373/2,369 95% 10 1,496/2,340 100% 10 2,800/3,175 1,681 90% 32 3,500 75% 33 3,000 78% 15 4,770/5,338 3,433 4,800/5,300 4,200 4,000/5,300 4,000 ¾ Coordinate the use of the Commuunity Center and Women's Club ♦ Market facility rental information through a variety of publications 9 % of quarterly program publications distributed by published date 9 # of marketing outlets 9 # of hours scheduled at Women’s Club versus hours available ♦ Increase the number of hours utilized by the public 9 Number of hours utilized by the public 9 % of front desk coverage 9 # of rentals booked at the Community Center ¾ Provide a facility that is used by citizens for recreational opportunities ♦ Encourage usage by the public 9 # of hours utilized by the public/# of hours available 9 # of hours utilized by recreation programs Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $117,652 Contractual Services $368,038 Commodities $7,480 Total: $493,170 FY 09 Actual 2.00 FY 09 Actual $116,558 $388,889 $3,332 $508,779 % Change from Prior Year 3.17% 118 FY 10 Estimate FY 11 Budget 2.00 2.00 FY 10 Estimate FY 11 Budget $118,774 $118,120 $272,758 $405,930 $2,975 $3,275 $394,507 -22.46% $527,325 33.67% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Community Park Division Performance Management and Resource Summary Rio Vista Community Park is a signature park facility, which includes a four-field softball/ multi-use complex, a skate park, a large group picnic area, volleyball courts, an urban lake and a splash park. This park offers Peoria’s citizens a first class facility and will be maintained to the highest horticultural standards. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 565 5,731 2,281 $88,899 $1,905 6,996/$61,105 700 3,500 2,100 $82,100 $1,200 7,000/$60,000 700 4,300 2,200 $85,100 $1,700 7,000/$61,000 99% 95% 95% 11.1 42.6 88,799/66,700 15,650 8.6 38.6 82,988/85,000 12,425 8.9 41.8 85,000/85,000 12,000 23,039 $0 20,232 $0 24,000 $2,000 9 2 11 0 3 1 1 0 3 1 1 0 Goals, Objectives, and Measures ¾ Coordinate and market park amenities and programs to the public ♦ Increase the number of field facility rentals 9 9 9 9 9 9 Hours of non-profit use-fields City programs use-fields Total rental hours Rental revenue - fields and lights Rental revenue - volleyball Ramada rentals/revenue ♦ Provide exceptional customer service to end users and park patrons 9 % of good to excellent on park patron surveys ¾ Manage and staff multi-use community park as a destination for year round use ♦ Maintain efficient and cost effective operations 9 9 9 9 Potable water consumption (millions of gallons) SRP water consumption (millions of gallons) Electric consumption (amount spent versus total budgeted) # of PT employee hours ♦ Maintain individual park amenities 9 Hours of maintenance on park amenities 9 In-kind maintenance expenditures for community events ♦ Maintain overall safe operations 9 9 9 9 # of participant accident reports # of employee accident reports # of non-injury incident reports Vandalism repairs costs/hours spent Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.96 Expenditure Category FY 08 Actual Personal Services $585,480 Contractual Services $295,797 Commodities $149,943 Total: $1,031,220 FY 09 Actual 7.96 FY 09 Actual $600,453 $280,815 $126,282 $1,007,550 % Change from Prior Year -2.30% 119 FY 10 Estimate FY 11 Budget 7.00 6.00 FY 10 Estimate FY 11 Budget $614,012 $582,140 $293,976 $257,058 $128,069 $113,655 $1,036,057 2.83% $952,853 -8.03% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Rio Vista Rec Center Division Performance Management and Resource Summary The Rio Vista Recreation Center is a 51,000 sq. ft. multi-use facility located in the City's signature community park, Rio Vista. The Recreation Center features a climbing wall, gymnasium with two full size basketball courts, two raquetball courts, an Adventure Room, child watch, classrooms, a large multi-purpose room with kitchen facilities, fitness area with cardio and weightlifting machines, an aerobics room and dance room. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Market Rio Vista Recreation Center to the public ♦ Sell membership to the public 9 9 9 9 9 Total number of public who purchased daily membership Total number of public who purchased monthly membership Total number of public who purchased a six month membership Total number of public who purchased annual membership Revenue from membership fees 9 9 9 9 Total hours of rentals in small rooms Total hours of rentals in multi-purpose Revenue from rentals Surveys returned with a rating of good or better 32,869 10,122 2,272 1,969 $706,580 32,000 9,000 550 1,400 $662,000 33,000 9,500 600 1,500 $770,000 267 550 $61,830 100% 800 850 $95,000 100% 1,000 1,000 $120,000 100% 58% 68% 75% 24 105 243 1,008 28 126 255 160/1,000 28 150 305 172/1,032 ♦ Reserve available rooms for rental parties ♦ Provide classes and programs for passholders and visitors 9 % of cost recovery (direct costs) ¾ Coordinate programs for all ages in the facility to the public ♦ Schedule member and non-member classes 9 9 9 9 Total number of member fitness classes Total number of non-member special interest classes Total program hours for city programs Total program hours for city programs vs. total hours available for programming Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 11.75 Expenditure Category FY 08 Actual Personal Services $649,991 Contractual Services $802,224 Commodities $110,047 Total: $1,562,262 FY 09 Actual 11.25 FY 09 Actual $864,106 $518,309 $79,300 $1,461,716 % Change from Prior Year -6.44% 120 FY 10 Estimate FY 11 Budget 9.65 9.25 FY 10 Estimate FY 11 Budget $751,135 $728,985 $441,651 $413,477 $74,045 $73,840 $1,266,831 -13.33% $1,216,302 -3.99% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Main Library Division Performance Management and Resource Summary The Peoria Public Library System provides Peoria citizens with information in a variety of formats, including library materials that educate, inform, enrich, inspire and entertain. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected 601,830 370,017 1.45 93% 598,200 350,000 1.63 92% 610,000 340,000 1.66 92% 119,982 90,414 119,452 99% 164,000 86,500 110,000 75% 169,000 87,000 120,000 82% 114,688 71,969 1,362,919 937,789 68,391 42,884 116,995 89,074 95% 117,000 65,000 1,300,000 789,000 133,000 67,800 165,000 86,000 18,500 74,000 1,350,000 790,000 137,000 71,000 167,000 88,000 31,695 21,635 0.42 93% 25,400 18,165 0.42 93% 27,000 19,000 0.42 93% ¾ Maintain and enhance utilization of the library and its resources ♦ Provide appropriate resources of interest for check out for library users. 9 9 9 9 Library Customer Visits Library System Library Customer Visits Main Branch Books per capita % of customers rated the range of materials as "satisfactory" 9 9 9 9 Computer Lab Attendance Library System Computer Lab Attendance Main Branch Usage of electronic resources (hits) % of customers rated their satisfaction with the website as "above average" 9 9 9 9 9 9 9 9 9 Total Cardholders Library System Total Cardholders Main Branch Materials Circulated Library System Materials Circulated Main Branch Reference Transactions Library System Reference Transactions Main Branch Material Utilized In House (Not Checked Out) Library System Material Utilized In House (Not Checked Out) Main Branch % of customers rated their satisfaction with overall library services as "above average" ♦ Provide access to computer technology and electronic resources ♦ Increase use of library materials and services by customers. ¾ Support literacy and education in the community ♦ Provide facilities that support literacy effort 9 9 9 9 Program Attendance Library System Program Attendance Main Branch Square feet per capita % of customers rated the range of library programs as "satisfactory" Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 22.35 Expenditure Category FY 08 Actual Personal Services $1,546,332 Contractual Services $1,274,685 Commodities $361,086 Capital Outlay $643 Total: $3,182,746 FY 09 Actual 22.35 FY 09 Actual $1,601,434 $1,182,120 $228,869 $6,353 $3,018,776 % Change from Prior Year -5.15% 121 FY 10 Estimate FY 11 Budget 21.95 21.95 FY 10 Estimate FY 11 Budget $1,579,181 $1,567,846 $987,448 $929,940 $205,827 $165,670 $0 $0 $2,772,456 -8.16% $2,663,456 -3.93% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Branch Library Division Performance Management and Resource Summary The Peoria Public Library System provides Peoria citizens with information in a variety of formats, including library materials that educate, inform, enrich, inspire and entertain. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 231,813 275,000 275,000 29,568 42,000 45,000 422,252 27,921 25,507 783,000 69,000 64,000 800,000 72,000 68,000 9 Program Attendance 10,060 16,100 18,000 9 Total Branch Cardholders 42,719 53,000 55,000 Goals, Objectives, and Measures ¾ Maintain and enhance utilization of the library and its resources ♦ Provide appropriate resources of interest for check out for library users. 9 Library customer visits ♦ Provide access to computer technology and electronic resources 9 Computer Lab Attendance ♦ Increase use of library materials and services 9 Materials circulated 9 Materials utilized in house (not checked out) 9 Reference transactions ¾ Support literacy and education in the community ♦ Provide literacy programs for young families and adults ♦ Provide facilities that support literacy efforts Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 8.42 Expenditure Category FY 08 Actual Personal Services $477,776 Contractual Services $201,737 Commodities $23,115 Total: $702,628 FY 09 Actual 13.32 FY 09 Actual $694,885 $435,986 $134,672 $1,265,543 % Change from Prior Year 80.12% 122 FY 10 Estimate FY 11 Budget 12.32 11.32 FY 10 Estimate FY 11 Budget $1,035,687 $837,816 $407,321 $479,820 $139,052 $101,766 $1,582,060 25.01% $1,419,402 -10.28% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Parks North Division Performance Management and Resource Summary This division is responsible for maintaining all landscape and irrigation systems in park areas in the northern portion of the city. In addition, this division is responsible for neighborhood park facilities including playgrounds, courts, restroom buildings and ramadas. This division also maintains City retention basins. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide clean, green and safe parks and retention basins in the northern portion of the City ♦ Daily - Trash removal, clean and disinfect restrooms and spot clean ramadas 9 # of days maintenance standards attained 364 363 364 52 52 52 12 12 12 100% 100% 95% 100% 100% 100% 100% 100% 95% 100% 100% 95% 100% 100% 100% 7 5% 8 5% 8 5% 52 52 52 ♦ Weekly - Turf mowed, play equipment inspected, ramadas cleaned and disinfected and sidewalks cleaned 9 # of weeks maintenance standards attained ♦ Monthly - Playground sand maintained, parking lots cleaned and retention areas maintained 9 # of months maintenance standards attained ¾ To fully satisfy customer service concerns by documenting work requests, response time and customer follow up ♦ Inspect all customer service requests within two working days and assign work orders with completion dates 9 % of customer service requests met within two days ♦ Correct all safety related customer service requests within 24 hours 9 % of safety requests met within 24 hours ♦ Complete all routine work order requests within 10 calendar days 9 % of routine work requests met within 24 days ♦ Complete all non-routine work order requests within 60 calendar days 9 % of non-routine requests met within 45 days ♦ Conduct customer service follow-up communication on all customer contacts within 48 hours of inspecting the request 9 % of customer follow-ups ¾ To utilize water conservation practices throughout the parks and landscape system ♦ Install centralized irrigation and water management systems to help reduce annual water consumption 9 Number of parks with water management system 9 % of water savings (gallons) compared to previous year ♦ Inspect parks and landscaped areas to ensure systems are functioning properly and plant material is appropriate 9 Perform weekly inspections of equipment and plant materials 123 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Parks North Division Performance Management and Resource Summary ¾ To maintain all public lands efficiently ♦ Establish and maintain parks and landscape efficiency standards 9 9 9 9 9 9 9 Number of Parks Acres of Parkland Number of retention basins (maintained by the City) Acres of retention basins (maintained by the City) Number of employees Acres per full time employees Cost per acre 13 127.5 15 33.15 11 14.6 10,000 14 147.5 15 33.15 11 16.4 9,076 Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 12.50 Expenditure Category FY 08 Actual Personal Services $714,449 Contractual Services $1,093,047 Commodities $166,828 Capital Outlay $8,610 Total: $1,982,934 FY 09 Actual 13.00 FY 09 Actual $764,515 $763,542 $150,849 $18,102 $1,697,008 % Change from Prior Year -14.42% 124 FY 10 Estimate FY 11 Budget 13.00 13.60 FY 10 Estimate FY 11 Budget $820,320 $873,534 $768,826 $782,409 $108,171 $161,920 $0 $0 $1,697,317 0.02% $1,817,863 7.10% 14 147.5 15 33.15 11 16.4 9,076 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Parks South Division Performance Management and Resource Summary This division is responsible for maintaining all landscape and irrigation systems in park areas in the southern portion of the city. In addition, this division is responsible for neighborhood park facilities including playgrounds, courts, restroom buildings and ramadas. This division is also responsible for graffiti removal citywide. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide clean, green, safe parks and retention basins in the southern portion of the City ♦ Daily - Trash removal, clean and disinfect restrooms and spot clean ramadas 9 # of days maintenance standards attained 364 363 364 52 52 52 12 12 12 99% 100% 100% 100% 100% 100% 95% 95% 95% 95% 95% 95% 100% 100% 100% 6 5% 6 5% 6 5% 52 52 52 ♦ Weekly - Turf mowed, play equipment inspected, ramadas cleaned and disinfected and sidewalks cleaned 9 # of weeks maintenance standards attained ♦ Monthly - Playground sand maintained, parking lots cleaned and retention areas maintained 9 # of months maintenance standards attained ¾ To fully satisfy customer service concerns by documenting work requests, response time and customer follow up ♦ Inspect all customer service requests within two working days and assign work orders with completion dates 9 % of customer service requests met within two days ♦ Correct all safety related customer service requests within 24 hours 9 % of safety requests met within 24 hours ♦ Complete all routine work order requests within 10 calendar days 9 % of routine work requests met within 24 days ♦ Complete all non-routine work order requests within 60 calendar days 9 % of non-routine requests met within 45 days ♦ Conduct customer service follow-up communications on all customer contacts within 48 hours of inspecting the request 9 % of customer follow-ups ¾ To utilize water conservation practices throughout the parks and landscape system ♦ Install centralized irrigation and water management systems to help reduce annual water consumption 9 Number of parks with water management system 9 % of water savings (gallons) compared to previous year ♦ Inspect parks and landscaped areas to ensure systems are functioning properly and plant material is appropriate 9 Perform weekly inspections of equipment and plant materials 125 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Parks South Division Performance Management and Resource Summary ¾ To maintain all public lands efficiently ♦ Establish and maintain parks and landscape efficiency standards 9 9 9 9 9 9 9 Number of Parks Acres of Parkland Number of retention basins (maintained by the City) Number of employees Acres of retention basins (maintained by the City) Acres per full time employees Cost per acre 14 120 10 11 13.7 10.82 11,600 14 120 13 9 16.26 15.14 10,500 14 120 13 9 16.26 15.14 10,500 99% 100% 95% 95% 95% 95% 0% 0% 0% ¾ Expedite graffiti removal to deter recurrence ♦ Remove graffiti in a timely manner 9 Respond to all graffiti hotline messages within one day 9 Respond to all graffiti work order requests within three days ♦ Implement new and innovative graffiti removal techniques to reduce callbacks 9 % of customer service calls requiring a second visit Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 13.50 Expenditure Category FY 08 Actual Personal Services $791,869 Contractual Services $1,487,393 Commodities $203,538 Capital Outlay $6,847 Total: $2,489,647 FY 09 Actual 14.00 FY 09 Actual $779,152 $708,046 $140,300 $18,883 $1,646,380 % Change from Prior Year -33.87% 126 FY 10 Estimate FY 11 Budget 13.00 12.60 FY 10 Estimate FY 11 Budget $813,420 $799,032 $681,913 $764,757 $107,750 $266,315 $0 $0 $1,603,083 -2.63% $1,830,104 14.16% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Parks Administration Division Performance Management and Resource Summary This division is responsible for the administration and management of all Capital Improvement Projects for parks, trails, open space and right-of-way. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Implement the Community Services Dept.'s Capital Improvement Program projects in a timely manner ♦ Develop project schedules and program implementation for each project. 9 Sustain project schedule with less than 45-day variation to completion date for all projects. Utilize 80% of funding toward project in each year ranging from 60% - 100% for each 9 project. 57% n/a n/a 59% n/a n/a 28 7.5 min 1 6.5 hrs 5.5 mi 2.6 min n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 3 76.4 n/a n/a n/a n/a ¾ Provide a presence in the City Parks system to help increase park safety, reduce vandalism, and respond to customer service calls in a timely manner ♦ Patrol City parks and trails to identify unsafe conditions and/or suspicious activities. 9 9 9 9 9 9 Neighborhood Parks - Number of sites Neighborhood Parks - Average time in each park per day Community Parks - Number of sites Community Parks - Average time in each park per day Trails - Number of paved miles Trails - Average time on each paved mile per day ♦ Maintain a Park Watch Program to monitor neighborhood parks and identify problem areas. 9 Number of Park Watch chapters 9 Number of Volunteer Hours per Week Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 11.60 Expenditure Category FY 08 Actual Personal Services $834,858 Contractual Services $421,912 Commodities $36,499 Total: $1,293,269 FY 09 Actual 9.00 FY 09 Actual $807,224 $168,033 $8,785 $984,042 % Change from Prior Year -23.91% 127 FY 10 Estimate FY 11 Budget 2.00 0.00 FY 10 Estimate FY 11 Budget $191,484 $0 $151,068 $0 $3,100 $0 $345,652 -64.87% $0 -100.00% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Contracted Landscape Maintenance Division Performance Management and Resource Summary This division is responsible for the oversight and management of maintenance contracts in the City of Peoria’s right of ways, Maintenance Improvement District (MID) retention basins, fire stations and landscape areas around public facilities. Additional areas of responsibility include management of the City’s urban forestry and volunteer groups and projects. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide safe, clean and aesthetically pleasing landscaping on City maintained property ♦ Litter removed week days from City Hall campus area 9 # days per year litter is removed from City hall campus per contract standards 260 260 260 52 52 0 12 12 12 8 10 12 100% 100% 100% +12% 1% 5% 100% 100% 100% 95% 100% 95% 75% 69% 80% 0% 10% 40% 100% 100% 100% ♦ Litter removed weekly from Old Town area including the Performing Arts Theater and all major (arterial) street ROW areas 9 # of weeks per year litter is removed from Old Town area etc per contract standards ♦ Complete monthly scheduled maintenance on developed right of ways, fire stations, MID retention basins, and litter removal on all undeveloped major [arterials] ROW areas 9 # of months per year areas are serviced per contract standards ♦ Complete maintenance services on all undeveloped right of ways 9 # of times per year areas are serviced per contract standards ¾ Conserve water ♦ Inspect all water meters assigned to Contracted Landscape Maintenance Section and update as needed 9 % of meters inspected assigned to Contract Landscape Maintenance Section ♦ Keep water usage within 5% of established baseline 9 Water usage within 5% of established baseline ¾ Complete customer service requests within established time frames ♦ Complete all urgent requests with 24 hours 9 % of urgent requests completed within 24 hours ♦ Complete all requests related to scheduled maintenance within 24 days 9 % of requests related to scheduled maintenance completed within 24 days ♦ Complete all requests related to unscheduled work within 30 days 9 % of requests related to unscheduled work completed within 30 days ¾ Maintain a healthy Urban Forest ♦ Inspect and inventory all city trees every five years (20% annually) 9 % of city trees inspected and inventoried every five years ♦ Document recommended tree work 9 % of recommended tree work documented ♦ Achieve/maintain Tree City USA status 128 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Contracted Landscape Maintenance Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.00 Expenditure Category FY 08 Actual Personal Services $0 Contractual Services $0 Commodities $0 Total: $0 FY 09 Actual 1.00 FY 09 Actual $96,975 $1,003,985 $2,753 $1,103,713 % Change from Prior Year FY 10 Estimate FY 11 Budget 1.00 1.55 FY 10 Estimate FY 11 Budget $104,987 $159,174 $1,015,984 $903,940 $2,903 $4,516 $1,123,874 1.83% 129 $1,067,630 -5.00% FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Complex Operations/Maint Division Performance Management and Resource Summary The Sports Complex Maintenance and Operations Division is responsible for the maintenance and operations of the Peoria Sports Complex. The complex consists of a 12,000 seat Stadium, 12 major league practice fields, 3 half fields, and meeting rooms. It is the division's desire to operate and maintain the facility with such professionalism as to remain the premier Spring Training facility for the Cactus League. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% 656 705 349 15 730 730 390 20 7 2 5 6 4 6 6 4 6 $283,990 60% $5,163 -21% 4 $1,035 $291,746 49% $4,490 -12.8% 19 $4,900 $350,000 60% $5,000 11% 20 $10,000 5% 100% 100% 82% 87% 5% 100% 100% 82% 87% 100% 854 $453,907 $520,517 $227,839 100% 875 $475,000 $520,000 $240,000 ¾ Manage, maintain and staff multi-use sports facility for year-round use ♦ Provide exceptional customer service and client services to tenants, partners and end users 9 % of client usage surveys with scores good or excellent 9 % of manager usage surveys with scores good or excellent ♦ Provide mechanical and building maintenance support to Sports Complex 9 9 9 9 Preventative maintenance hours: mechanical Preventative maintenance hours: utility # of work orders # of emergencies ♦ Maintain overall safe operations 9 # of participant accident reports 9 # of employee accident reports 9 # of non-injury incident reports ♦ Cultivate and manage advertising and sponsorship relationships 9 9 9 9 9 9 Total Spring Training advertising revenues % of returning Spring Training sponsors Average revenue per sponsor % change of average revenue (current vs previous FY) # of new sponsorship opportunities (non-Spring Training) Total Non-Spring Training advertising revenues ♦ Provide timely and effective fleet mechanical support to Sports Complex and Parks Maintenance equipment 9 9 9 9 9 % Rework – goal of 5% or less Routine scheduled maintenance completed within eight hours (work time) Shop Rate for Equipment – Actual vs. booked hours Unscheduled maintenance/repair completed in 24 hours Unscheduled maintenance/repair completed in 72 hours ¾ Fulfill partnership obligations with Major League Baseball and other tenants ♦ Oversee box office, ticketing and concessions operations 9 9 9 9 9 % good or above average on season ticket holder surveys # of season tickets sold Total Spring Training ticket revenues Total Spring Training concession revenues Total Spring Training parking revenues 0% 873 $490,752 $550,991 $244,494 130 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Complex Operations/Maint Division Performance Management and Resource Summary ¾ Maintain Sports Complex grounds and fields to Major League specifications ♦ Manage and maintain the complex to the highest standards 9 9 9 9 Cost per acre to maintain Major League Fields Cost per acre to maintain Minor League Fields Water consumption (millions of gallons) Electric consumption (amount spent/total budget) $16,252 $16,252 $13,538 $13,538 66 65.8 66 457,091/400,00 447,760/400,00 447,760/400,00 0 0 0 460 460 11,004 10,064/9,597 10,064/9,597 4,219 8,390/8,148 8,390/8,148 9 Green waste tonnage recycled 9 Field maintenance: # of PT hours used/total PT hours 9 Operations: # of PT hours used/total PT hours ♦ Increase usage of the Sports Complex fields and grounds 9 9 9 9 9 9 9 Stadium Field usage (per three hour block) Padres Field 1 and 2 usage (per three hour block) Mariners Field 1 and 2 usage (per three hour block) Padres Cloverleaf usage (per three hour block) Mariners Cloverleaf usage (per three hour block) Parking Lot usage (days) Stadium Concourse usage (days) 260 908 889 1,196 1,301 103 8 252 1,099 1,047 1,284 1,250 142 50 Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 16.00 Expenditure Category FY 08 Actual Personal Services $1,339,747 Contractual Services $4,394,414 Commodities $369,504 Capital Outlay $111,908 Total: $6,215,573 FY 09 Actual 19.00 FY 09 Actual $1,450,908 $2,317,888 $241,094 $0 $4,009,890 % Change from Prior Year -35.49% 131 FY 10 Estimate FY 11 Budget 19.00 15.50 FY 10 Estimate FY 11 Budget $1,531,643 $1,413,971 $2,077,868 $1,814,395 $255,392 $318,872 $14,211 $0 $3,879,114 -3.26% $3,547,238 -8.56% 252 1,099 1,047 1,284 1,250 142 50 FY 2011 Program Budget Programs Community Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Adult Day Prg Grant Division Performance Management and Resource Summary Programs for children and adults with disabilities in which funds are received through the State of Arizona Department of Economic Security, Division of Developmental Disabilities. Programs strive to meet specific goals and objectives for each individual through participation in after school, summer or adult day programs. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 287 4 3,599 107% 248 4 3,690 100% 255 4 3,690 100% 86% 90% 90% 1,583 11 1,700 11 1,800 13 ¾ Provide opportunities that enhance the recreational and social skills of individuals with disabilities who are clients of DES/DDD ♦ Offer programs that provide activities in mainstreamed settings and that promote community awareness. 9 9 9 9 Number of Participants Number of activities Total programming hours % of cost recovery (direct costs) ♦ Develop, distribute and analyze a participant satisfaction survey 9 % survey responses - learned/improved skills ♦ Offer community service volunteer projects 9 # of volunteer hours 9 # of offsite volunteer projects Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.89 Expenditure Category FY 08 Actual Personal Services $329,184 Contractual Services $53,503 Commodities $6,324 Capital Outlay $0 Total: $389,011 FY 09 Actual 5.89 FY 09 Actual $340,223 $53,671 $2,812 $29,163 $425,870 % Change from Prior Year 9.48% 132 FY 10 Estimate FY 11 Budget 5.40 5.40 FY 10 Estimate FY 11 Budget $400,346 $381,953 $42,862 $34,549 $5,050 $5,225 $0 $0 $448,258 5.26% $421,727 -5.92% Economic Development Department FY2011 Performance spotlight Department Mission To build a diversified local economy that will create a strong and sustainable community in which residents are able to work, shop, and be entertained. DEPARTMENT FUNCTIONS Key Outcome Measures Economic Development Department Economic Development Administration The Economic Development Administration Division is responsible for the overall leadership and management of the Economic Development Department.  Number of Business retention contacts  Total participation in Small Business seminars, workshops and events  Turnaround time for plan reviews  Customer Service Survey Ratings The Economic Development Services Department consists of three key functions: Business and Real Estate Development The Business and Real Estate Development division is responsible for developing strategies that attract targeted businesses, help existing businesses grow and expand in Peoria, facilitate redevelopment opportunities in Old Town and other targeted areas, develop Peoria’s workforce and create or expand small business. Building Development The Building Development Division is responsible for ensuring the public’s safety in building construction through building plan review and inspections, as well as educating and providing technical assistance for sustainable building development. Site Development The Site Development Division is responsible for reviewing Engineering Site plans for both public and private development to ensure compliance with all city policies and standards as well as issuing permits, inspection services and technical assistance. 133 FY 2011 Program Budget Programs Economic Development Services Operating Budget Summary Sort Description FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Percent Change $3,430,628 $1,089,150 $95,278 $3,000 $4,618,056 $3,432,525 $800,006 $78,643 $61,178 $4,372,352 $2,953,232 $1,244,542 $51,050 $0 $4,248,824 $2,935,732 $844,120 $30,924 $0 $3,810,776 $2,545,431 $826,176 $31,836 $0 $3,403,443 -13.81% -33.62% -37.64% NA -19.90% $601,298 $0 $2,649,907 $1,360,451 $6,400 $4,618,056 $735,667 $0 $2,351,483 $1,148,497 $136,705 $4,372,352 $2,020,638 $0 $2,063,643 $164,543 $0 $4,248,824 $482,409 $318,824 $2,116,048 $834,650 $58,845 $3,810,776 $566,349 $584,534 $1,492,755 $767,240 $0 $3,410,878 -71.97% NA -27.66% 366.29% NA -19.72% 5.00 0.00 23.00 9.25 37.25 13.30 0.00 18.00 0.00 31.30 Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division Economic Development Services Administr Business and Real Estate Development Building Development Site Development Economic Development Total : Staffing by Division Economic Development Services Administr Business and Real Estate Development Building Development Site Development Total : 5.00 0.00 25.00 11.00 41.00 134 3.00 3.00 16.00 7.30 29.30 2.50 4.00 14.00 7.30 27.80 -81.20% NA -22.22% NA -11.18% FY 2011 Program Budget Programs Economic Development Services Related Council Goal Economic Development Economic Development Services Administration Division Performance Management and Resource Summary To increase the wealth of the City, its businesses, and its residents. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Generate economic development growth ♦ New capital investment of $20 million (non-retail) 9 Creation of employment opportunities ♦ New employment payrolls totaling $7 million 9 New Capital Investment-Retail 9 Creation of retail employment opportunities 750 600 750 $35,688,500 840 $40,000,000 114 $58,640,000 364 0 $1,500,000 $5,000,000 $70,000,000 $112,000,000 $9,500,000 $15,200,000 $10,368,000 $52,800,000 ♦ Total new jobs of 200 9 New capital investment-Old Town ♦ Target 10 qualified prospects ♦ Host 4-6 small business seminars ¾ Generate awareness and exposure for the City ♦ Present to 30 business development targets ♦ Expand leads database by 100 ♦ Design/participate in 8 promotional events for economic development ♦ Participate at committee or board level of 3 regional organizations 9 Total New Capital Investment 9 New Annual Taxable Revenues ¾ Create targeted implementation strategies ♦ Old Town redevelopment ♦ Sports Complex redevelopment ¾ Initiate new strategies ♦ Higher education attraction strategy ♦ Health care attraction strategy ♦ Resort destination strategy 135 FY 2011 Program Budget Programs Economic Development Services Related Council Goal Economic Development Economic Development Services Administration Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.00 Expenditure Category FY 08 Actual Personal Services $456,571 Contractual Services $129,619 Commodities $15,108 Total: $601,298 FY 09 Actual 5.00 FY 09 Actual $579,239 $153,469 $2,960 $735,667 % Change from Prior Year 22.35% 136 FY 10 Estimate FY 11 Budget 3.00 2.50 FY 10 Estimate FY 11 Budget $240,151 $283,741 $238,284 $279,658 $3,974 $2,950 $482,409 -34.43% $566,349 17.40% FY 2011 Program Budget Programs Economic Development Services Related Council Goal Community Building: Preserve and Expand Our Quality of Life Building Development Division Performance Management and Resource Summary Building Safety is responsible for the review of building, fire protection and civil plans, issuance of building permits and inspection of development projects to ensure conformance to adopted City Codes and policies. The front counter section of the program acts as the one stop shop for development applications. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ The City’s building inspection program meets industry standards ♦ Valuation or square feet per inspector meets building safety industry standards 9 Commercial valuation per FTE Senior Inspector 9 Residential square footage per FTE Residential Inspector $3.1 M .15 Msf n/a n/a n/a n/a 9 Residential Building Inspector average minutes per stop 9 Senior Building Inspector average minutes per stop 11 31 n/a n/a n/a n/a 9 Average first review turnaround time for commercial plans (in calendar days) 8 n/a n/a ¾ Streamline the plans review process ♦ Time per inspection stop meets building safety industry standards ♦ Minimize plan review and permit time. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 25.00 Expenditure Category FY 08 Actual Personal Services $1,981,778 Contractual Services $602,617 Commodities $65,512 Total: $2,649,907 FY 09 Actual 23.00 FY 09 Actual $1,891,248 $435,719 $24,515 $2,351,483 % Change from Prior Year -11.26% 137 FY 10 Estimate FY 11 Budget 16.00 14.00 FY 10 Estimate FY 11 Budget $1,697,232 $1,192,884 $396,716 $284,271 $22,100 $15,600 $2,116,048 -10.01% $1,492,755 -29.46% FY 2011 Program Budget Programs Economic Development Services Related Council Goal Total Planning Site Development Division Performance Management and Resource Summary The Development Engineering Division ensures that projects are developed in accordance with design guidelines, standards, and regulations to ensure high quality, safe development for future residents of the City of Peoria. The division provides the best possible level of service (LOS) within available resources, as measured by average turn-around time for plan review. This Division is responsible for reviewing and approving plats and development and civil drawings, responding to City Departments, City Officials, citizen, developer, and contractor inquiries, collection and maintenance of water, sewer, grading & drainage and paving record drawings, and logging and tracking plan and plat submittals. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Maintain the best possible level of service with available resources ♦ Facilitate timely turn around of development projects 9 Average plan review turn around time (days) 9 Average number of projects assigned to a plan reviewer 9 Average number of reviews for project approval 21 16 3 15 19 3 21 20 3 100% 80% 100% 100% 100% 100% 20% 80% 100% 80% 80% 100% ♦ Assist developers in the engineering of higher quality plans 9 Sections of Infrastructure Guide updated within last year (%) 9 Percent of plan review checklists updated in last year ♦ Provide quality plan review for each project 9 Percent of staff receiving annual ongoing technical and interpersonal training ♦ Adopt standardized designs for routine engineering construction items 9 Standardize design for routine construction items Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 11.00 Expenditure Category FY 08 Actual Personal Services $992,279 Contractual Services $353,514 Commodities $14,658 Total: $1,360,451 FY 09 Actual 9.25 FY 09 Actual $962,038 $185,070 $1,389 $1,148,497 % Change from Prior Year -15.58% 138 FY 10 Estimate FY 11 Budget 7.30 7.30 FY 10 Estimate FY 11 Budget $679,525 $676,951 $150,275 $87,003 $4,850 $3,286 $834,650 -27.33% $767,240 -8.08% Engineering Department FY2011 Performance spotlight Department Mission To provide quality engineering and architectural services to the City through management of the capital improvement program, traffic engineering, property acquisition and right-of-way inspections that will enhance the quality of life for our citizens. Traffic Engineering DEPARTMENT FUNCTIONS The Traffic Engineering Division is responsible for ensuring compliance with traffic engineering standards, traffic impact study reviews, pavement marking and signing plan reviews, traffic count coordination, traffic investigations, school safe route plans and the Neighborhood Traffic Management Program (NTMP). Property Acquisition and Administration The Property Acquisition and Administration Division is responsible for the overall management direction and support to the Engineering Department including the acquisition of real property rights-of-way and easements and technical support to internal and external customers of the Engineering Department. Engineering Services Key Outcome Measures Engineering Department The Engineering Services Division is responsible for providing professional engineering services for publicly funded capital infrastructure (streets, traffic control, drainage, water and wastewater projects) including the planning, programming, design and construction management for improvement and expansion of municipal infrastructure.  % of capital projects completed on time and within budget  Customer Satisfaction Survey Ratings  % of projects reviewed with the LEED Rating System prior to design  % of residents rating traffic flow on major streets as good or excellent Architectural Services The Architectural Services Division is responsible for providing professional architectural services for publicly funded capital facilities (parks, libraries, public safety buildings and courts) including the planning, programming, design and construction management. Right-of-Way Inspections The Right-of-Way Inspection Division is responsible for the inspection of private and publicly funded rightof-way infrastructure, including water, wastewater and roadways. 139 FY 2011 Program Budget Programs Engineering Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $4,090,724 $1,811,508 $111,399 $279,321 $6,292,952 $4,323,418 $2,242,983 $48,657 $194,799 $6,809,858 $4,574,752 $1,858,660 $70,200 $200,000 $6,703,612 $4,313,955 $1,393,984 $46,154 $100,000 $5,854,093 $4,041,588 $994,352 $52,023 $100,000 $5,187,963 -11.65% -46.50% -25.89% -50.00% -22.61% Total : $1,058,565 $1,304,110 $0 $1,426,814 $627,757 $1,875,706 $6,292,952 $1,289,437 $1,300,991 $0 $1,335,795 $618,218 $2,265,417 $6,809,858 $1,370,087 $1,731,153 $0 $1,240,062 $663,867 $1,698,443 $6,703,612 $1,067,084 $1,404,295 $604,145 $1,193,380 $0 $1,585,189 $5,854,093 $756,897 $1,313,676 $666,739 $1,104,099 $0 $1,346,552 $5,187,963 -44.76% -24.12% NA -10.96% -100.00% -20.72% -22.61% 7.00 9.00 0.00 11.00 4.00 9.00 40.00 7.00 13.75 5.00 11.00 0.00 7.00 43.75 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Engineering Admin Capital Engineering Design and Construction Eng Inspection Svc Design & Construction Traffic Engineering Staffing by Division Engineering Admin Capital Engineering Design and Construction Eng Inspection Svc Design & Construction Traffic Engineering Total : 7.00 10.00 0.00 12.00 4.00 9.00 42.00 140 8.00 8.75 5.00 11.00 0.00 7.00 39.75 6.00 9.75 6.00 11.00 0.00 7.00 39.75 -14.29% -29.09% 20.00% 0.00% NA 0.00% -9.14% FY 2011 Program Budget Programs Engineering Related Council Goal Total Planning Engineering Admin Division Performance Management and Resource Summary The Engineering Administrative Section provides overall management direction and clerical support to the Engineering Department, as well as technical support for real property and Geographic Information System (GIS) mapping for departments throughout the City. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Acquire real property Rights of Way (ROW) and easements for City of Peoria Capital Improvement Projects ♦ Acquire real property according to the City of Peoria Capital Improvement Program 9 Percent of budgeted acquisitions successfully accomplished within timeframe and budget Percent of budgeted acquisitions requiring condemnation 9 75% 85% 90% 1% 1% 3% 85% 95% 95 95 95 95 ¾ Provide quality technical support to internal and external customers of the Engineering Department ♦ Meet customer needs in a timely, professional manner 9 Percent of service requests/questions resolved within five business days of receipt 9 Percent of data updated/processed within five business days of receipt Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $782,522 Contractual Services $236,147 Commodities $39,896 Total: $1,058,565 FY 09 Actual 7.00 FY 09 Actual $842,288 $424,273 $22,876 $1,289,437 % Change from Prior Year 21.81% 141 FY 10 Estimate FY 11 Budget 8.00 6.00 FY 10 Estimate FY 11 Budget $810,971 $609,333 $240,313 $124,204 $15,800 $23,360 $1,067,084 -17.24% $756,897 -29.07% FY 2011 Program Budget Programs Engineering Related Council Goal Total Planning Capital Engineering Division Performance Management and Resource Summary The Capital Engineering Division oversees contracts, contract management, and inspection for drainage, street improvement, traffic, and water and waste water line projects according to the City of Peoria's Capital Improvement Program. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Identify needs for drainage, streets, and traffic control projects within the City of Peoria ♦ Incorporate input from Council Members, staff, citizens, contractors, and developers to determine requests for future capital improvement projects ¾ Implement projects on time and within budget ♦ Assign workload according to results of Willdan study to ensure that civil engineers can provide high quality project management within the designated timeframe 9 Number of CIP projects assigned to each CIP Civil Engineer 9 Percent of CIP projects implemented within FY 10 90% 9 87% 8 90% 52 7 $5,468,253 60 30 $107,855,000 51 40 $27,146,000 90% 80% 85% 80% 90% 80% 47 $164,647,000 37 $51,803,000 51 $71,115,000 ♦ Schedule projects according to necessity when they can reasonably be expected to be accomplished 9 Number of CIP projects scheduled for current Fiscal Year (FY) 9 Number of CIP projects with Final Completion 9 Value of CIP projects with Final Completion ♦ Ensure budget requests are comprehensive, and work within approved budgets 9 Percent of CIP projects completed within 10% of budget 9 Percent of CIP projects with change orders of 10% or less ¾ Oversee the implementation of linear Capital Improvement projects ♦ Oversee City contracts, contract management, and inspection for linear Capital Improvement projects 9 Number of CIP Projects in Progress 9 Value of CIP Projects in Progress Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 10.00 Expenditure Category FY 08 Actual Personal Services $990,686 Contractual Services $303,778 Commodities $9,646 Total: $1,304,110 FY 09 Actual 9.00 FY 09 Actual $1,001,809 $296,803 $2,379 $1,300,991 % Change from Prior Year -0.24% 142 FY 10 Estimate FY 11 Budget 8.75 9.75 FY 10 Estimate FY 11 Budget $1,240,294 $1,116,415 $157,926 $193,493 $6,075 $3,768 $1,404,295 7.94% $1,313,676 -6.45% FY 2011 Program Budget Programs Engineering Related Council Goal Total Planning Design and Construction Division Performance Management and Resource Summary To facilitate major and minor facilities related projects throughout the City through the budget process, communicate with customers, and follow through with contracted services. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% 6 N/A N/A 100% 100% 100% 100% 100% 100% 0% 100% 80% 100% 80% 100% ¾ Encourage employee professional development. ♦ Seek out training opportunities for division. 9 Each member of division attends at least one training class per year 9 Ensure that every employee receives a timely, annual job performance appraisal ¾ To produce project budgets and schedules that meet customer expectations. ♦ Prepare monthly project status reports. 9 Project status reports prepared ♦ Provide accurate budgets. 9 Percent of projects within budget ♦ Complete projects on schedule. 9 Percent of projects completed on time ¾ Sustainability ♦ To Design and Construct Buildings with Sustainability Objectives. 9 Achieve LEED Certification 9 Employ Green Building Principles ♦ Foster Development of a City Sustainability Ordinance for Municipal and Private Construction. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.00 Expenditure Category FY 08 Actual Personal Services $0 Contractual Services $0 Commodities $0 Total: FY 09 Actual 0.00 FY 09 Actual $0 $0 $0 $0 $0 % Change from Prior Year FY 10 Estimate FY 11 Budget 5.00 6.00 FY 10 Estimate FY 11 Budget $534,505 $620,088 $64,665 $42,576 $4,975 $4,075 $604,145 $666,739 10.36% 143 FY 2011 Program Budget Programs Engineering Related Council Goal Total Planning Eng Inspection Svc Division Performance Management and Resource Summary The Engineering Inspection Division ensures quality control and contractor accountability through the inspection of utility permits, traffic control, off-site permits related to the construction of Capital Improvement Program projects, and all development improvements, including water system, sanitary sewer system, grading and drainage, and paving improvements. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Ensure contractor accountability for materials and workmanship on capital and development projects ♦ Minimize the number of problems associated with the construction of capital and development projects 9 9 9 9 Number of warranty items Number of citizen complaints Number of OSHA violations Number of accidents in approved traffic control on City streets 10 18 0 6 N/A 12 0 2 N/A 25 0 8 $5,575 N/A N/A ♦ Provide sufficient resources to maintain an acceptable level of service 9 Average monthly dollar value of Engineering permits per inspector Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 12.00 Expenditure Category FY 08 Actual Personal Services $1,055,027 Contractual Services $355,816 Commodities $15,971 Total: $1,426,814 FY 09 Actual 11.00 FY 09 Actual $1,022,850 $300,590 $12,355 $1,335,795 % Change from Prior Year -6.38% 144 FY 10 Estimate FY 11 Budget 11.00 11.00 FY 10 Estimate FY 11 Budget $915,252 $890,694 $265,198 $198,935 $12,930 $14,470 $1,193,380 -10.66% $1,104,099 -7.48% FY 2011 Program Budget Programs Engineering Related Council Goal Total Planning Traffic Engineering Division Performance Management and Resource Summary The Traffic Engineering Division ensures safe routes of transportation and improves the quality of life for Peoria residents through the establishment of traffic engineering standards, review of traffic impact studies and marking and signing plans, coordination of traffic counts, traffic investigations, preparation of school safe route plans, representation of City interests on various transportation committees (e.g., MAG ITS, AZTech, Valley Traffic Engineers Committee, etc.), coordination of the Neighborhood Traffic Management Program (NTMP), and by overseeing construction of traffic signals and proper traffic control for the City of Peoria. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% <10% <10% <10% Yes 0 Yes 0 Yes 0 9 Percent of Safe Route to School maps current to two years 9 Percentage decrease in the number of driving parents during pick-up times at a target 50% 1% 100% N/A 100% N/A 9 Percentage increase in the number of walking students at a target school 9 Percent of public elementary schools in Peoria for which Traffic Engineering 6% 27% N/A 13% N/A 25% 2 2 2 67% 20% 85% 80% 20% 80% 80% 90% 80% 22% 70% 70% Goals, Objectives, and Measures ¾ Improve traffic safety and quality of life for Peoria residents ♦ Discourage unnecessary use of residential local and collector streets 9 Percent of NTMP projects resulting in measured decrease in speed of 10% or volume of 15% ♦ Ensure Neighborhood Traffic Management Program (NTMP) projects are implemented in a timely manner and are consistent with City standards 9 Percent of NTMP projects implemented within 12 months of completed petition verification 9 Percent of projects with two or more features ♦ Provide alternative means of addressing resident neighborhood traffic concerns that do not qualify for the NTMP 9 Consider all citizen requests and provide viable options/alternatives to be pursued 9 Number of neighborhood traffic safety programs organized per year ¾ Create a safe school environment for Peoria students ♦ Collaborate with the school district and the community to create a safe school environment school performs parking lot observations during the year Participate in International Walk to School Day with at least one school per year 9 ¾ Provide an efficient and coordinated traffic signal system citywide ♦ Operate a state-of-the-art traffic signal system 9 Percent of warranted traffic signals installed 9 Percent of traffic signals communicating with the citywide traffic signal system 9 Percent of traffic signals for which timing has been reviewed and, if necessary, adjusted annually 9 Percent of major corridors for which the traffic signal system is recording average daily traffic counts 145 FY 2011 Program Budget Programs Engineering Related Council Goal Total Planning Traffic Engineering Division Performance Management and Resource Summary ¾ Expand pedestrian and bicycle facilities, resources, and programs ♦ Play a leadership role in promoting pedestrian and bicycle facilities, resources, and programs 9 Number of bike ride events organized per year 9 Number of safety and other community outreach programs in which Traffic Engineering particpates each year 9 Number of developed residential areas reviewed for gaps in pedestrian/bicycle facilities 9 Number of pedestrian/bicycle collision locations reviewed for potential improvements 2 3 2 3 2 3 3 1 7 0 3 0 Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 9.00 Expenditure Category FY 08 Actual Personal Services $868,183 Contractual Services $689,018 Commodities $39,184 Capital Outlay $279,321 Total: $1,875,706 FY 09 Actual 9.00 FY 09 Actual $1,003,499 $1,060,685 $6,434 $194,799 $2,265,417 % Change from Prior Year 20.78% 146 FY 10 Estimate FY 11 Budget 7.00 7.00 FY 10 Estimate FY 11 Budget $812,933 $805,058 $665,882 $435,144 $6,374 $6,350 $100,000 $100,000 $1,585,189 -30.03% $1,346,552 -15.05% Finance Department FY2011 FY2011 Performance spotlight Department Mission To provide responsible fiscal stewardship and professional financial management with integrity, accountability, and exceptional customer service. Sales Tax and Business Licensing DEPARTMENT FUNCTIONS Sales Tax and Licensing administers the sales tax code to ensure compliance through issuing and collecting sales tax permit licenses and fees, collecting sales taxes, conducting audits of businesses, and inspecting business establishments to insure proper licensing. Finance Administration Finance Administration is responsible for the overall leadership and management of the Finance Department while coordinating operations, facilitating financial planning, managing the city’s short-term and long-term debt, helping coordinate the financing of city projects, and providing management with current financial information. Revenue Administration Revenue Administration manages all operations of the Revenue Division and provides professional services to the city’s utility operations and the citizens of Peoria. Financial Services Financial Services is responsible for providing accurate and timely financial information to the public, bondholders, grantors, auditors, city council, and management. Services include: 9 9 9 9 9 9 9 Treasury Treasury is responsible for cash and investment management, banking relations and debt management. Financial Reporting Payroll Accounts Payable Special Assessments Grant Accounting Accounts Receivable Financial Information System Key Outcome Measures Finance Department ™ Bond Ratings for General Obligation, MDA and Revenue Bonds ™ 100% compliance with City’s Investment Policy ™ Maintain unqualified audit opinion and award of GFOA Certificate of Achievement in Financial Reporting ™ 100% compliance with the Principles of Sound Financial Management ™ Customer Service Survey Ratings Materials Management Materials Management serves as the city’s purchasing and contracting agent and acquires and stocks needed supplies, equipment and services for all city departments. 147 Billing and Collections Customer Service Billing and Collections is responsible for generating and distributing billing statements, providing customer service, maintaining customer information, and collecting delinquent amounts due to the city. Customer Service is responsible for collecting water, wastewater and solid waste user fees, processing sales tax and business license applications and tax returns, depositing daily cash receipts, initiating new utility service and termination of service, initiating service orders, meter installations, repairs and replacements, investigating water leaks and customer complaints, and assisting customers in person and over the telephone. Meter Services Meter Services is responsible for accurately reading water meters each month to ensure timely and correct utility billing. 148 FY 2011 Program Budget Programs Finance Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $3,174,573 $1,073,379 $156,952 $60,900 $4,465,804 $3,533,190 $1,159,259 $125,867 $573 $4,818,888 $3,405,320 $1,046,577 $97,371 $0 $4,549,268 $3,404,850 $1,019,260 $98,359 $577,055 $5,099,524 $3,147,045 $869,394 $97,439 $0 $4,113,878 -7.58% -16.93% 0.07% NA -9.57% Total : $296,615 $1,403,371 $921,400 $1,050,438 $301,094 $492,886 $0 $4,465,804 $321,338 $1,545,705 $978,528 $1,086,335 $351,295 $535,686 $0 $4,818,888 $315,513 $1,419,408 $970,033 $993,418 $346,037 $504,859 $0 $4,549,268 $312,794 $1,419,408 $917,117 $994,295 $350,583 $528,272 $577,055 $5,099,524 $287,588 $1,381,465 $904,026 $747,417 $344,695 $448,687 $0 $4,113,878 -8.85% -2.67% -6.80% -24.76% -0.39% -11.13% NA -9.57% 2.00 14.00 9.00 10.00 2.00 6.00 43.00 2.00 12.75 9.00 9.00 2.00 6.00 40.75 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Finance Admin Financial Services Sales Tax & Audit Materials Management Treasury Management Inventory Control Dept of Interior Challenge Grant Staffing by Division Finance Admin Financial Services Sales Tax & Audit Materials Management Treasury Management Inventory Control Total : 2.00 14.00 9.00 10.00 2.00 6.00 43.00 149 2.00 12.75 9.00 8.00 2.00 6.00 39.75 2.00 12.75 9.00 7.00 2.00 5.00 37.75 0.00% 0.00% 0.00% -22.22% 0.00% -16.67% -7.36% FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Finance Admin Division Performance Management and Resource Summary The Administration section provides city-wide support to the divisions of the Finance Department, the citizens of Peoria, and all departments in a timely manner. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Maintain the financial stability and long term financial health of the City ♦ Provide for the timely reporting of financial information to Management and Council. 9 CAFR completed by November 30 ♦ Maintain compliance with the Principles of Sound Financial Management Yes Yes Yes No 4 No 4 No 4 9 Standard & Poors 9 Moody's Investor Service 9 FITCH IBCA AA+ Aa2 AA AA+ Aa1 AA+ AA+ Aa1 AA+ 9 Standard & Poors 9 FITCH IBCA 9 Moody's Investor Service AA AAA2 AA AA Aa3 AA AA Aa3 9 Provide a five year Long-Range Financial Plan for review at the Council Retreat. ♦ Comply with the City's fiscal and investment policies. Yes Yes Yes 9 City is in compliance with fiscal and investment policies ♦ Provide for a revenue collection program to maximize collections of Yes Yes Yes 100% 100% 100% Yes Yes Yes Policy Document. 9 Council reviews financial policy bi-annually 9 Number of quarters in compliance with fiscal policies regarding debt management ♦ Maintain the City's General Obligation Bond Ratings. ♦ Maintain the City's Water and Wastewater System Bond Ratings. ¾ Generate maximum revenues available under adopted policies, procedures and rate structure ♦ Maintain a long range financial plan. monies due to the City. 9 Ensure sufficient funding is available to meet City programmed operating and capital needs ¾ Provide quality service to the City of Peoria citizens and employees ♦ Respond timely to customer inquiries in all Department Divisions. 9 All Department Divisions maintain focus on timely response to customer inquiries 150 FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Finance Admin Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $230,603 Contractual Services $64,586 Commodities $1,426 Capital Outlay $0 Total: $296,615 FY 09 Actual 2.00 FY 09 Actual $247,171 $71,624 $1,970 $573 $321,338 % Change from Prior Year 8.34% 151 FY 10 Estimate FY 11 Budget 2.00 2.00 FY 10 Estimate FY 11 Budget $253,017 $242,399 $57,737 $43,239 $2,040 $1,950 $0 $0 $312,794 -2.66% $287,588 -8.06% FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Financial Services Division Performance Management and Resource Summary Financial Services is responsible for providing accurate and timely financial information to the public, bondholders, grantors, auditors, City Council, and management. The Financial Services Division prepares external financial reports including the Comprehensive Annual Financial Report (CAFR) and other special reports. The division's responsibilities include accounts payable, payroll, special assessments, billing, grant accounting, miscellaneous accounts receivable, fixed asset accounting, and financial accounting and reporting. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ To maintain the City's financial reporting integrity, consistency and accuracy and to maintain adequate internal controls ♦ Maintain financial reporting in accordance with generally accepted accounting principals (GAAP) and standards set by the Governmental Accounting Standards Board (GASB). 9 Compliance with GAAP and GASB. ♦ Maintain the City's "clean" audit opinion and GFOA Certificate of Yes Yes Yes Yes Yes Yes 12 12 12 Yes Yes Yes 3 10 12 100% 100% 100% 9 % of total travel reports processed within 30 days of travel completion. ♦ Timely processing of vendor payments. 87% 75% 95% 9 % of total invoices processed within 30 days. ♦ Effective timekeeper and accounts payable training conducted quarterly. 85% 87% 90% 4.7 4.8 4.8 100% 100% 100% 100% 100% 100% Achievement for Excellence in Financial Reporting. 9 Clean audit opinion and GFOA Certificate of Achievement for Excellence. ¾ Provide accurate and timely financial reports ♦ Financial reports are available to departments by the 10th working day of the following month. 9 # of months Department finance reports were available by the 10th working day. ♦ Complete the annual financial audit by October 31 and release the City's Comprehensive Annual Financial Report by November 30. 9 CAFR completed by November 30. ¾ Perform all necessary payroll, accounts payable and travel settlement functions effectively, accurately and timely ♦ Increase payroll accuracy. 9 # of months payroll processed with less than five errors. ♦ Improve Payback Agreement processing. 9 % of payback agreements calculated within 30 days of error notification. ♦ Timely processing of travel reconciliations. 9 Average customer rating on the timekeeper and accounts payable training survey (1-5 scale). ¾ Ensure that PeopleSoft HCM and Financial Systems are performing in a manner that provides accurate and timely information ♦ Defined issues are resolved by the anticipated completion dates. 9 % of Critical Tasks resolved within 48 hours. 9 % of Non-Critical Tasks resolved by defined completion date. ♦ Test and install system upgrades in a timely manner. 152 FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Financial Services Division Performance Management and Resource Summary 9 Test and install vendor issued maintenance packs, bundles, and legal updates within 90 30% 50% 100% 100% 75% 100% 2 2 2 10 3 12 8 10 12 days of release. ♦ Complete IT assigned testing in a timely manner. 9 Test system changes within 30 days of assignment. ¾ Ensure special assessment billings, due date notice publications, and collections are accomplished in accordance with applicable state statutes ♦ Notices, billings, and delinquencies are processed within their respective timelines. 9 # of times each year notices, billings, and delinquencies are processed on time. ¾ Perform timely account reconciliations ♦ Complete all clearing and bank account reconciliations within internal timelines. 9 # of months clearing and bank account reconciliations are completed within 30 days of month-end. ♦ Complete all COBRA reconciliations within internal timelines. 9 # of months COBRA reconciliations are completed within 30 days of month-end. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 14.00 Expenditure Category FY 08 Actual Personal Services $1,009,107 Contractual Services $357,409 Commodities $36,855 Total: $1,403,371 FY 09 Actual 14.00 FY 09 Actual $1,098,428 $402,246 $45,031 $1,545,705 % Change from Prior Year 10.14% 153 FY 10 Estimate FY 11 Budget 12.75 12.75 FY 10 Estimate FY 11 Budget $1,061,660 $1,052,188 $328,184 $300,643 $29,564 $28,634 $1,419,408 -8.17% $1,381,465 -2.67% FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Sales Tax & Audit Division Performance Management and Resource Summary This section's responsibilities are to license businesses, process tax returns, review and audit taxpayers, and insure compliance with the Transaction Privilege (Sales) Tax Codes. This section also responds to taxpayer questions related to the Code for businesses located or operating in the City of Peoria. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide education and awareness programs to ensure tax compliance ♦ Audit local businesses which meet audit criteria. 9 # of Sales Tax audits completed. 9 Audit Recovery revenue per dollar of operating expense. 155 $1.03 140 1.03 140 1.03 827 6.5% $83,664 500 7% $50,000 500 7% $50,000 4 4.80 2 4.25 2 4.25 97.5% 97 % 97 % 9 # of applications processed. 9 % of applications approved within 14 business days. 2,528 86.1% 2,500 80% 2,500 80% 9 % of liquor licenses processed through City Council within 60 days from receipt from 93.9% 95% 95% 100% 95% 95% Yes Yes Yes 91.6% 83% 83% ♦ Conduct business license inspections for compliance. 9 # Business License on-site inspections completed. 9 % of businesses inspected operating without license. 9 Revenues from on-site license inspections. ♦ Provide taxpayer education seminars. 9 # of taxpayer education seminars completed. 9 Average customer satisfaction rating on the education seminar survey (1 - 5 scale). ¾ Provide professional, efficient, and responsive service to all customers ♦ Promptly respond to taxpayer inquiries. 9 % of electronically-submitted inquiries responded to within one business day. ♦ Process license applications in a timely manner. ♦ Process special regulatory license applications in a timely manner. State Liquor Board. 9 % of other specialty regulatory licenses processed through City Council within 45 days. ♦ Ensure tax code is current and all updates are timely. 9 All tax code changes promulgated within 60 days of passage by the Municipal Tax Code Commission. ¾ Process all financial transactions accurately and promptly ♦ Complete tax returns and adjustments by due dates. 9 % of monthly closings completed by 5th business day. 154 FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Sales Tax & Audit Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 9.00 Expenditure Category FY 08 Actual Personal Services $620,283 Contractual Services $228,878 Commodities $72,239 Total: $921,400 FY 09 Actual 9.00 FY 09 Actual $710,257 $205,396 $62,875 $978,528 % Change from Prior Year 6.20% 155 FY 10 Estimate FY 11 Budget 9.00 9.00 FY 10 Estimate FY 11 Budget $710,960 $708,940 $155,836 $144,265 $50,321 $50,821 $917,117 -6.28% $904,026 -1.43% FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Materials Management Division Performance Management and Resource Summary The Materials Management Division serves as the City's inventory, purchasing and contracting agent and acquires needed supplies, equipment and services for all departments/divisions of the City. This process is facilitated by the issuance of solicitations, formulation of contracts, purchase orders and direct purchases. It is this division's responsibility to ensure that the City complies with all applicable statutory requirements for inventory and in the purchasing of supplies, equipment and services. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ To concentrate available resources to become an efficient, effective, service oriented division ♦ Process informal and formal solicitations. 9 9 9 9 9 9 9 9 Solicitations (Formal). # of formal solicitations (> $50,000) processed. % of formal solicitations accepted by Council within 90 days. Average customer rating on the formal solicitation process survey (1-5 scale). Solicitations (Informal). # of informal solicitations (< $50,000) processed. % of informal solicitations accepted by Council within 45 days. Average customer rating on the informal solicitation process survey (1-5 scale). 102 102 98% N/A 347 347 95% N/A 90 90 98% 4.6 320 320 98% 4.6 85 85 95% 14 0% 0 0% 0 0% 410 375 350 N/A N/A 4.6 4 4 4 N/A N/A 91% 4.7 90% 4 280 280 95% 4 ♦ Limit the number of protests filed against the City. 9 # of protests filed. 9 % of protests sustained. ¾ To participate in national, statewide, and local cooperatives to increase operational efficiency and to obtain economies of scale by combining like commodities and services with multiple entities ♦ Expand utilization of cooperative purchase agreements . 9 # of cooperative contract transactions. ¾ To provide guidance and advice to departments, vendors and other entities regarding procurement practices and policies ♦ Provide Procurement and system training classes. 9 Average customer rating on the Procurement 101 training survey (1-5 scale). 9 Average customer rating on the Performance-based training survey (1-5 scale). ¾ To provide centralized and decentralized print, copy bindery, and mail services to support City departments ♦ Provide effective and timely copy center and mail processing services. 9 % of copy requests processed on the same day as request. 9 Average customer rating on the Copy Center services survey (1-5 scale). 156 FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Materials Management Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 10.00 Expenditure Category FY 08 Actual Personal Services $805,867 Contractual Services $181,843 Commodities $17,832 Capital Outlay $44,896 Total: $1,050,438 FY 09 Actual 10.00 FY 09 Actual $887,116 $189,358 $9,862 $0 $1,086,335 % Change from Prior Year 3.42% 157 FY 10 Estimate FY 11 Budget 8.00 7.00 FY 10 Estimate FY 11 Budget $790,130 $612,248 $193,516 $125,105 $10,649 $10,064 $0 $0 $994,295 -8.47% $747,417 -24.83% FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Treasury Management Division Performance Management and Resource Summary The Treasury Division oversees or assists with four responsibilities including: debt management, cash and investment management, banking relations, and revenue forecasting. The Treasury Division works closely with two outside advisors, the City's financial advisor for bond structuring and issuance, and the City's investments advisor for investment of the City's portfolio. FY 2009 Actual FY 2010 Estimate $349 .01% $335 .01% $325 .02% 4 4 4 4 4 4 251 .50% 1.68% 290 0.40% 0.95% 300 1.00% 1.50% 9 9 9 4 4 4 Yes Yes Yes 11 10 12 9 Maintain sufficient bank balances to meet the City's operational cash flow requirements Yes Yes Yes 9 % of requests for information or research completed within 10 working days N/A 100% 100% Goals, Objectives, and Measures FY 2011 Projected ¾ Manage the City's cash and investments according to our investment policy with priorities of legality, safety of principal, liquidity, and yield ♦ Ensure effective oversight of the City's investment portfolio. 9 Portfolio size (millions) 9 Investment service costs as % of investment portfolio ♦ Ensure all investments comply with City investment policy. 9 # of quarters in compliance with investment policy ♦ Provide a quarterly investment report to Council within 60 days of the end of the Quarter. 9 # of quarters Council received investment report within 60 days of the end of the Quarter ♦ Analysis of Investment Benchmarks. 9 City weighted average maturity/days 9 Treasury Note Benchmark Return 9 Peoria return ¾ Assist in the accurate forecasting and estimating of City revenues ♦ Conduct regular revenue meetings to analyze revenue trends. 9 # of monthly revenue meetings ♦ Update the Financial Trend Analysis annually. ¾ Seek optimum debt structures for City financing to mitigate debt service cost while retaining high credit ratings ♦ Comply with fiscal policies regarding debt management. 9 # of quarters in compliance with fiscal policies regarding debt management ♦ Maintain a current and useful debt management profile. 9 Debt management profile updated by 12/30 of each year ¾ Effectively manage the City’s cash and banking function ♦ Provide accurate and timely financial information. 9 # of months all required journal entries completed by the 8th working day of the following month ♦ Ensure the financial integrity of the City’s cash portfolio. ♦ Provide efficient and responsive service to all customers. 158 FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Treasury Management Division Performance Management and Resource Summary ¾ Provide staff assistance to Council Appointed Boards ♦ Assist the Finance Director in the effective management and administration of the Municipal Development Authority Board and the Volunteer Firefighter Pension Board. 9 Public meeting notices, agendas, meeting results and minutes posted in compliance with Open Meeting Laws 9 Annual Board Reports filed with state agencies as required and on time Yes Yes Yes Yes Yes Yes Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $186,814 Contractual Services $110,097 Commodities $4,183 Total: $301,094 FY 09 Actual 2.00 FY 09 Actual $227,809 $120,162 $3,323 $351,295 % Change from Prior Year 16.67% 159 FY 10 Estimate FY 11 Budget 2.00 2.00 FY 10 Estimate FY 11 Budget $229,075 $227,844 $119,623 $115,381 $1,885 $1,470 $350,583 -0.20% $344,695 -1.68% FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Inventory Control Division Performance Management and Resource Summary The Inventory Control Division serves as the City's inventory, purchasing and contracting agent and acquires needed supplies, equipment and services with a focus on Municipal Operations Center divisions. This process is facilitated by the issuance of solicitations, formulation of contracts, purchase orders and direct purchases. It is this division's responsibility to ensure that the City complies with all applicable statutory requirements for inventory and in the purchasing of supplies, equipment and services. FY 2009 Actual FY 2010 Estimate 0% .250% 3.34 .1% .2% 2.8 $71 23.6% 1% 1% 3 $62 25% 90% 9 % of increase in number of different items stocked. ♦ Establish an improved service level to the customers of Inventory Control. 1.9% 4% 2% 9 Average customer rating on the Inventory Control services survey (1-5 scale). N/A 4.6 4 84% 94% 97% 85% 94% 97% 83% 90% 96% 6 $199,837 5 11 500,000 6 10 250,000 7 Goals, Objectives, and Measures FY 2011 Projected ¾ To maintain a centralized warehouse where City employees are able to obtain commonly and routinely used supplies efficiently at a reduced cost through economies of scale ♦ Maintain routine service levels to customers. 9 9 9 9 9 9 % of stockouts. % of inventory discrepancies (average). Item turnover rate. Cost of warehousing services per order. Cost of warehousing services as a percentage of total dollars issued. % of customer orders filled and shipped by next business day. ♦ Expand the warehousing service to other high usage items. ¾ Establish and maintain improved service levels to the Fleet Services Division to maximize equipment uptime ♦ Deliver fleet parts in a timely manner. 9 Fleet Services percentage of total parts delivered in 1 hour. 9 Fleet Services percentage of total parts delivered in 4 hours. 9 Fleet Services percentage of total parts delivered in 1 Day. ¾ To provide surplus management for the City of obsolete, damaged or replacement equipment including scrap and to promote recycling ♦ Provide cost-effective surplus management. 9 # of auctions conducted. 9 Revenues received from auctions of surplus property. 9 # days surplus inventory in City control. 160 FY 2011 Program Budget Programs Finance Related Council Goal Enhance Our Current Services Inventory Control Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 6.00 Expenditure Category FY 08 Actual Personal Services $321,899 Contractual Services $130,566 Commodities $24,417 Capital Outlay $16,004 Total: $492,886 FY 09 Actual 6.00 FY 09 Actual $362,408 $170,473 $2,805 $0 $535,686 % Change from Prior Year 8.68% 161 FY 10 Estimate FY 11 Budget 6.00 5.00 FY 10 Estimate FY 11 Budget $360,008 $303,426 $164,364 $140,761 $3,900 $4,500 $0 $0 $528,272 -1.38% $448,687 -15.07% FY 2011 Program Budget Programs Finance Utilities Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $2,732,270 $1,338,306 $1,328,094 $34,393 $5,433,063 $2,933,956 $1,595,276 $1,178,357 $2,000 $5,709,589 $2,899,606 $1,404,965 $699,150 $0 $5,003,721 $2,894,301 $1,453,151 $691,086 $8,000 $5,046,538 $2,713,116 $1,340,321 $668,365 $0 $4,721,802 -6.43% -4.60% -4.40% NA -5.63% Total : $1,454,451 $608,904 $2,364,950 $1,004,758 $5,433,063 $1,526,136 $715,860 $2,388,602 $1,078,991 $5,709,589 $1,534,584 $687,229 $1,769,170 $1,012,738 $5,003,721 $1,543,006 $727,247 $1,690,821 $1,085,464 $5,046,538 $1,498,816 $582,406 $1,598,712 $1,041,868 $4,721,802 -2.33% -15.25% -9.63% 2.88% -5.63% 16.00 6.00 15.00 8.00 45.00 15.00 6.00 14.00 8.00 43.00 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Customer Service Revenue Administration Meter Services Revenue Recovery Staffing by Division Customer Service Revenue Administration Meter Services Revenue Recovery Total : 16.00 6.00 15.00 8.00 45.00 162 14.00 6.00 14.00 9.00 43.00 14.00 5.00 14.00 9.00 42.00 -6.67% -16.67% 0.00% 12.50% -2.33% FY 2011 Program Budget Programs Finance Utilities Related Council Goal Enhance Our Current Services Customer Service Division Performance Management and Resource Summary The section's responsibilities are to collect water, wastewater and sanitation user's fees; process sales tax and business license applications and issue licenses; process & verify sales tax returns; process daily cash receipts and deposit monies into the bank; initiate and process applications for new service and termination of service; initiate service orders for delivery of sanitation containers, meter installations, repairs and replacement, water leaks, and process or investigate customer complaints; answer and assist customers in person and over the phone. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 195,484 50.4 $7.90 81% 61% 3.5 230,000 54 $9.00 80% 55% 2.5 230,000 54 $9.00 80% 55% 3.0 4.5 4.25 4.25 9 % of utility quarterly new receivables reduced through payments. 9 % of utility quarterly new receivables reduced through adjustments (BKs, WO's, etc). 9 % of utility receivables inventory (@ 90+ days) assigned to outside collections. 37% 18% 46% 56% 5% 30% 56% 5% 30% 9 % of utility quarterly new miscellaneous receivables reduced through payments. 9 % of utility quarterly new miscellaneous receivables reduced through adjustments 60% NA 60% 5% 60% 5% 4% 2% 2% 723,289 .02% 165 650,000 1% 80 650,000 1% 80 Goals, Objectives, and Measures ¾ Provide professional, efficient, and responsive service to all customers ♦ Provide prompt customer service by answering customer questions and concerns by phone, in person, and in writing. 9 9 9 9 9 9 Total incoming calls. Average number of calls handled daily per CSR. Cost per answered customer call. % of answered calls that are service-order related. % of total calls handled by IVR. Average time to answer incoming calls (min.). ♦ Continuously improve customer service quality. 9 Average customer rating on Customer Service survey (1-5 scale) ¾ Maintain an effective citywide collection program ♦ Collect outstanding accounts receivables balances. ♦ Collect outstanding miscellaneous accounts receivables balances. (BKs, WO's, etc). 9 % of utility miscellaneous receivables inventory (@ 90+ days) assigned to outside collections. ¾ Process all financial transactions accurately and promptly ♦ Ensure timely and accurate processing of payments and depositing of revenues. 9 # of cash register and sales tax transactions. 9 % of bank deposit errors. 9 Average # of transactions per cashier per day. 163 FY 2011 Program Budget Programs Finance Utilities Related Council Goal Enhance Our Current Services Customer Service Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 16.00 Expenditure Category FY 08 Actual Personal Services $804,631 Contractual Services $640,375 Commodities $9,445 Total: $1,454,451 FY 09 Actual 16.00 FY 09 Actual $827,216 $693,715 $5,205 $1,526,136 % Change from Prior Year 4.93% 164 FY 10 Estimate FY 11 Budget 14.00 14.00 FY 10 Estimate FY 11 Budget $775,176 $775,327 $762,630 $717,789 $5,200 $5,700 $1,543,006 1.11% $1,498,816 -2.86% FY 2011 Program Budget Programs Finance Utilities Related Council Goal Enhance Our Current Services Revenue Administration Division Performance Management and Resource Summary The Administration section provides support to the sections of the Revenue Division, the City's utilities, and the citizens of Peoria in a timely and efficient manner. The section's responsibilities includemaintaining the division's software systems, overseeing its budget preparation, performing rate and impact fee studies, developing financing plans, and monitoring revenue and expenditure projections. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide and maintain effective and efficient technology solutions ♦ Improve system performance & responsiveness. 9 Average customer rating on the system support survey (1 - 5 scale) ♦ Increase customer usage of automated payment solutions. 9 % of utility customers paying through automated payment solutions. 9 % of utility customers receiving e-bills. 9 % of taxpayers filing using automated filing solutions. 4.67 4.5 4.5 17.0% 3.3% 7.5% 16.5% 5.9% 9% 20% 6.5% 10% 4.5 4.5 4.5 ¾ Develop and cultivate a well-trained, high quality, and professional workforce ♦ System training provided to internal staff. 9 Average customer rating on the Revenue Administration training survey (1 – 5 scale). Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 6.00 Expenditure Category FY 08 Actual Personal Services $436,249 Contractual Services $144,496 Commodities $17,909 Capital Outlay $10,250 Total: $608,904 FY 09 Actual 6.00 FY 09 Actual $557,691 $157,182 $987 $0 $715,860 % Change from Prior Year 17.57% 165 FY 10 Estimate FY 11 Budget 6.00 5.00 FY 10 Estimate FY 11 Budget $563,783 $467,120 $101,943 $113,586 $53,521 $1,700 $8,000 $0 $727,247 1.59% $582,406 -19.92% FY 2011 Program Budget Programs Finance Utilities Related Council Goal Enhance Our Current Services Meter Services Division Performance Management and Resource Summary The Meter Section is responsible for accurately reading water meters each month to ensure timely and correct utility billing. The section is also responsible for providing a high level of customer service while performing the following tasks: turning on and off water services for new or delinquent water accounts, resolving customer complaints, investigating high usage complaints, installing new meters, replacing or repairing malfunctioning or outdated meters, removing water meters for delinquencies, testing meters, and maintaining all water meters, meter vaults, boxes, and lids. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected 576,903 100% 580,000 100% 580,000 100% 100% .58% 100% .01% 100% 1% $0.52 $0.65 $0.65 1,808 97% 100% 97% 6,104 99% 100% 97% 5,000 97% 100% 97% 244 100% 200 100% 200 100% 5.00 5.00 5.00 41,308 100% 563 100% 50,000 100% 440 100% 50,000 100% 400 100% 33% 28% 36% ¾ Provide accurate and timely meter readings ♦ Complete reading cycle by required date. 9 # of meters read. 9 % of routes read by required date. ♦ Accurately read meters. 9 % of meter read exceptions resolved within three business days of scheduled read date. 9 % of accounts requiring field follow-up after initial monthly reading. ♦ Perform meter reading in a cost-effective manner. 9 Cost per meter to obtain monthly billing reading. ♦ Maintain a random meter test program to ensure meters are functioning accurately. 9 9 9 9 # of meters checked. % of meters sampled testing at accuracy of 98% or better. % of large meters (3+) meters tested. % of large meters (3+) that tested within 3% of baseline. ¾ Provide a high level of service to internal and external customers ♦ Contact customers who request field investigations in a timely manner. 9 # of field investigations requested. 9 % of field investigations customers contacted within 72 hours. ♦ Conduct random internal and external customer satisfaction surveys. 9 Average customer satisfaction rating on the field investigation services survey (1 - 5 scale). ♦ Complete service orders by requested dates. 9 9 9 9 # of service work orders completed. % of service work orders completed by requested date. # of new meters installed. % of new meter installs completed by requested date. ¾ Develop and cultivate a well-trained, high quality, and professional workforce ♦ Provide a training and cross-training program for staff to encourage career development. 9 % of Meters Utility Workers having ADEQ water and backflow prevention. 166 FY 2011 Program Budget Programs Finance Utilities Related Council Goal Enhance Our Current Services Meter Services Division Performance Management and Resource Summary ¾ Promote safety and safe work practices ♦ Limit preventable personal injury and motor vehicle accidents. 9 # of preventable personal injury accidents and motor vehicle accidents. 9 # of workdays lost to due to workplace injury. 3 0 4 0 Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 15.00 Expenditure Category FY 08 Actual Personal Services $967,862 Contractual Services $342,583 Commodities $1,030,362 Capital Outlay $24,143 Total: $2,364,950 FY 09 Actual 15.00 FY 09 Actual $991,843 $470,724 $924,035 $2,000 $2,388,602 % Change from Prior Year 1.00% 167 FY 10 Estimate FY 11 Budget 14.00 14.00 FY 10 Estimate FY 11 Budget $946,075 $878,264 $360,146 $307,583 $384,600 $412,865 $0 $0 $1,690,821 -29.21% $1,598,712 -5.45% 0 0 FY 2011 Program Budget Programs Finance Utilities Related Council Goal Enhance Our Current Services Revenue Recovery Division Performance Management and Resource Summary The Revenue Recovery Section is responsible for collection of delinquent amounts due to the City, production and mailing of utility bills and delinquency notices to utility customers, contact with delinquent account holders by phone and correspondence and/or in-person visits. Delinquent amounts referred include: sales tax, general accounts receivable, active and inactive utility accounts, returned check amounts and fees, license fees, audit balances, and other accounts referred for collection action by various departments citywide. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected .37% 6% .0008% 43% .0014% 20% 7% 1% 7% .015% 7% .015% ¾ Maintain an efficient, accurate and timely billing and delinquency program for utility customers ♦ Complete all necessary steps to submit accurate billing information by the scheduled date. 9 % of billing adjustment to billed accounts. 9 % of billed accounts audited for database accuracy. ♦ Complete all necessary steps to collect revenue from delinquent utility accounts. 9 % of utility accounts mailed delinquent letters. 9 % of utility accounts disconnected. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 8.00 Expenditure Category FY 08 Actual Personal Services $523,528 Contractual Services $210,852 Commodities $270,378 Total: $1,004,758 FY 09 Actual 8.00 FY 09 Actual $557,205 $273,656 $248,131 $1,078,991 % Change from Prior Year 7.39% 168 FY 10 Estimate FY 11 Budget 9.00 9.00 FY 10 Estimate FY 11 Budget $609,267 $592,405 $228,432 $201,363 $247,765 $248,100 $1,085,464 0.60% $1,041,868 -4.02% Fire Department FY2011 Performance spotlight Department Mission The Peoria Fire Department is committed to protecting and caring for our neighbors, our guests, and each other while maintaining the community’s trust and respect through superior life safety services. DEPARTMENT FUNCTIONS Key Outcome Measures Fire Department Fire Administration Fire Administration provides overall leadership and support to the department including strategic planning, budget/financial management, grant administration, community relations, emergency preparedness and homeland security programming, facility and equipment maintenance and fleet services. ™ Emergency response time from dispatch to arrival (Fire Suppression, ALS, BLS) ™ % of citizens rating Peoria’s Fire Department as good or excellent Fire Inspections Fire Inspection provides inspection services, plan review, issuance of permits, fire code enforcement, fire cause investigations, internal safety investigations, citizen safety awareness programs, public fire education, public information services, and fire department community relations events. Fire Operations Fire Operations provides fire protection, emergency medical service delivery, technical rescue and hazardous material emergency response. Fire Training Fire Training division is responsible for the coordination of fire suppression and rescue training, and employee professional development as well as managing the Emergency Medical supply acquisition, Emergency Medical training and certification requirements, and ambulance transportation coordination. 169 Fire Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $15,033,771 $3,379,963 $713,490 $14,564 $19,141,788 $16,370,517 $3,583,528 $589,575 $435,887 $20,979,508 $16,400,241 $3,132,993 $580,537 $250,000 $20,363,771 $16,553,446 $3,172,396 $437,717 $26,036 $20,189,595 $15,486,953 $2,646,455 $496,482 $250,000 $18,879,890 -5.57% -15.53% -14.48% 0.00% -7.29% Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations Fed Assist to Firefighters Grt Homeland Security Grant - MMRS Vol Firefighter Pension Trust Citizen Donations-Fire Total : $773,497 $1,516,805 $812,519 $436,229 $287,767 $134,612 $15,142,744 $0 $0 $34,475 $3,140 $19,141,788 $691,858 $1,352,030 $785,278 $839,991 $399,188 $364,212 $16,485,832 $0 $0 $30,691 $30,427 $20,979,508 $709,079 $1,149,287 $583,336 $537,102 $528,518 $216,912 $16,301,437 $300,000 $0 $30,600 $7,500 $20,363,771 $662,785 $1,117,051 $647,872 $513,012 $503,808 $203,412 $16,449,882 $0 $53,533 $30,600 $7,640 $20,189,595 $597,123 $986,300 $681,371 $434,287 $535,746 $201,799 $15,105,164 $300,000 $0 $30,600 $7,500 $18,879,890 -15.79% -14.18% 16.81% -19.14% 1.37% -6.97% -7.34% 0.00% NA 0.00% 0.00% -7.29% 6.00 13.00 7.00 2.00 2.00 1.00 142.00 173.00 7.00 10.00 6.00 2.00 2.00 1.00 142.00 170.00 6.00 9.00 5.00 2.00 2.00 1.00 142.00 167.00 6.00 9.00 5.00 2.00 2.00 1.00 142.00 167.00 5.00 8.00 5.00 2.00 2.00 1.00 141.00 164.00 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Staffing by Division Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations Total : 170 -16.67% -11.11% 0.00% 0.00% 0.00% 0.00% -0.70% -1.80% FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Fire Admin Division Performance Management and Resource Summary The Administration Division provides leadership, long-range planning, budget development, financial management, personnel, payroll, and contracts administration, interdepartmental coordination, and general customer service, in order to ensure the efficient daily operations of the Fire Department. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 5 $525,608 6 $360,169 4 $140,000 100% 100% 100% 0 0 0 3 3 3 9 Performance evaluations completed 30 days prior to date due 95% 95% 95% 9 % of bills paid by due date 9 Reconcile fire department pro cards accurately and timely 95% 98% 98% 99% 98% 98% 100% 100% 100% Goals, Objectives, and Measures ¾ Provide a full service Fire Department that cost effectively meets and exceeds customer needs ♦ Coordinate annual budget development and provide timely services within adopted budget. 9 Monthly monitor and feedback provided to division managers ♦ Maintain grant program to secure additional resources to fund Fire and EMS programs. 9 Number of grant awards received 9 Dollar amount received ♦ Facilitate the implementation of cross-divisional activities through the coordination of team meetings, team-building, and multi-divisional committees and work teams. 9 Provide ten day notice to teams for quarterly meetings (twenty meetings scheduled). ♦ Work with new development, as it occurs, to arrange for provision of fire and EMS services to newly developed areas. 9 Number of recognition awards ♦ Maintain quality Insurance Services Office (ISO) rating. 9 ISO rating of 3 or better ♦ Ensure performance evaluations are completed in a timely manner. ♦ Provide accurate and timely purchasing/AP functions for the department. ¾ Strengthen internal and external communication ♦ Enhance public accessibility to and utilization of the Fire Department’s Internet web site. ♦ Solicit the input of labor union on department issues, assembling labor/management committees as needed. 9 Union grievances resolved at dept level 171 FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Fire Admin Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 6.00 Expenditure Category FY 08 Actual Personal Services $532,145 Contractual Services $198,919 Commodities $30,114 Capital Outlay $12,319 Total: $773,497 FY 09 Actual 7.00 FY 09 Actual $475,279 $197,575 $19,004 $0 $691,858 % Change from Prior Year -10.55% 172 FY 10 Estimate FY 11 Budget 6.00 5.00 FY 10 Estimate FY 11 Budget $528,042 $444,125 $120,566 $124,504 $14,177 $28,494 $0 $0 $662,785 -4.20% $597,123 -9.91% FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Fire Prevention Division Performance Management and Resource Summary The Fire Prevention Division provides inspection services, plan review, issuance of permits, fire code enforcement, fire cause investigations, internal safety investigations, citizen safety awareness programs, public fire education, public information services, and fire department community relations events. The Division is also responsible for coordinating the annual building Fire Inspection Program, the annual fire hydrant maintenance program and monitoring the assessment and evaluation of water systems for fire suppression within the city. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Achieve fire safety awareness at all levels in the community through public education programs ♦ Provide fire and life safety education at city and community events. 9 Community awareness events held ♦ Conduct Citizen and Youth Fire Academies. 121 90 90 90,700 90,000 90,000 88 16,499 200 85 20,000 200 98% 85 20,000 200 98% 9 Number of permits issued 9 Percent of permits issued within 10 working days 391 95% 300 95% 300 95% 9 Number of occupancies inspected 9 Number of hazards identified 9 Number of hazards abated 2,707 4,725 4,410 1,900 2,600 2,200 2,000 2,600 2,300 85% 75% 75% 90% 90% 90% 98% 2,275 172 1,885 100% 1,440 120 720 100% 1,400 120 720 9 Citizens attending community events ♦ Utilize firefighters in schools to deliver S.AF.E.T.Y. Program to K-4 students. 9 9 9 9 Number of visits by Firefighters Number of students contacted Number of students participating in CPR in the Schools Program Percent of students successfully completing program ¾ Provide fire inspection and investigation services to the citizens and businesses of Peoria ♦ Complete and issue fire code permits within 10 days of request. ♦ Inspect all commercial structures annually. ♦ Maintain a good closure rate on investigations into the cause of fires. 9 Percent of fire investigations cases resulting in determination of origin and cause ♦ Perform requested new construction inspections within 3 days. 9 Percent of inspections performed within 3 days ♦ Plan review within 21 work days of submittal. 9 9 9 9 Percent completed within 21 days Plans Reviewed Site Plan Reviews New Construction inspections 173 FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Fire Prevention Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 13.00 Expenditure Category FY 08 Actual Personal Services $1,105,569 Contractual Services $384,990 Commodities $26,246 Total: $1,516,805 FY 09 Actual 10.00 FY 09 Actual $974,464 $374,709 $2,856 $1,352,030 % Change from Prior Year -10.86% 174 FY 10 Estimate FY 11 Budget 9.00 8.00 FY 10 Estimate FY 11 Budget $843,976 $761,682 $270,435 $217,625 $2,640 $6,993 $1,117,051 -17.38% $986,300 -11.71% FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Fire Support Services Division Performance Management and Resource Summary The Support Services Division is responsible for computer aided dispatch coordination and database maintenance; capital construction; facility and equipment maintenance and repair, including fleet. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 9 Shop Rate for Vehicles – Actual vs. booked hours 9 % Rework – goal of 5% or less 100% 3% 100% 3% 9 Routine scheduled maintenance completed within 8 hours (work time) 9 Unscheduled maintenance/repair completed in 24 hours 9 Unscheduled maintenance/repair completed in 72 hours 100% 80% 95% 100% 80% 95% 3% 3% Goals, Objectives, and Measures ¾ Effectively manage capital construction and facilities’ projects for the Fire Department ♦ Construct fire department capital improvement projects on time and within budget. 9 Projects completed on time and within budget ¾ Effectively manage facilities, fleet, and equipment ♦ Effective Fleet Maintenance Shop Operations ♦ Timely Fleet Maintenance Shop Service ♦ Minimize fleet apparatus downtime. 9 Track fleet apparatus downtime .036% Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $550,579 Contractual Services $241,856 Commodities $19,400 Capital Outlay $684 Total: $812,519 FY 09 Actual 6.00 FY 09 Actual $438,266 $223,864 $27,521 $95,627 $785,278 % Change from Prior Year -3.35% 175 FY 10 Estimate FY 11 Budget 5.00 5.00 FY 10 Estimate FY 11 Budget $367,626 $478,042 $237,560 $185,229 $16,650 $18,100 $26,036 $0 $647,872 -17.50% $681,371 5.17% FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Emergency Medical Services Division Performance Management and Resource Summary The Emergency Medical Services (EMS) Division is responsible for EMS administration including supply and equipment acquisition, inventory and maintenance, training and certification, EMS records management, agency/community liaison, MMRS (Metropolitan Medical Response Systems) resources, mass casualty and decontamination response, quality assurance, Federal and State regulatory compliance, EMS response at special events and ambulance transportation contract coordination. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 3 4 4 100% Yes 100% 100% 100% Yes 100% 100% 100% Yes 100% 100% 100% 100% 100% 100% 100% 100% ¾ Manage and coordinate EMS certification and recertification ♦ Coordinate with DHS to ensure proper training and certification of EMTs and paramedics. 9 EMT Certifications Maintained 9 Paramedic Certifications Maintained ♦ Ensure Paramedics receive a minimum of 30 hours of continuting education per year. 9 Percent of paramedics receiving 30 hours of CE ¾ Audit Quality Assurance (QA) of patient care, protocol adherence and medication management ♦ Conduct 100% QA on two specific illnesses, injuries or treatment modalities per year. 9 Number of QA completed ¾ Maintain compliance with federal and state law relative to patient care reporting ♦ Ensure HIPAA and legal compliance is maintained relative to requests for EMS patient information. 9 9 9 9 Ensure all patient care records are maintained with HIPAA compliance Maintain HIPAA Access Log Ensure all Records requests meet legal requirements prior to release Maintain all patient care reports for the time mandated by state law ¾ Maintain all EMS equipment in a constant ready status to ensure critical services are constant ♦ Ensure zero downtime for equipment by having spare equipment readily available. 9 EMS equipment in service ¾ Maintain all Metropolitan Medical Response System (MMRS) equipment in a ready state for immediate deployment ♦ Ensure all Metropolitan Medical Response System (MMRS) equipment is in a constant ready status for deployment. 9 MMRS Equipment in Service 176 FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Emergency Medical Services Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $267,596 Contractual Services $51,111 Commodities $117,522 Capital Outlay $0 Total: $436,229 FY 09 Actual 2.00 FY 09 Actual $301,204 $211,281 $101,814 $225,692 $839,991 % Change from Prior Year 92.56% 177 FY 10 Estimate FY 11 Budget 2.00 2.00 FY 10 Estimate FY 11 Budget $386,431 $300,523 $67,181 $73,564 $59,400 $60,200 $0 $0 $513,012 -38.93% $434,287 -15.35% FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Fire Training Division Performance Management and Resource Summary The Training Division is responsible for delivering continuing education in fire suppression, rescue, and supervisory and management development. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 30,666 100% 20,814 100% 17,640 100% 75% 750 113 85% 1,680 NA 85% 1,142 NA ¾ Maintain certification and readiness of all operational personnel ♦ Comply with OSHA/ADOSH training mandates. 9 Hours of firefighter training conducted 9 Percent of companies successfully completing required training ♦ Provide TRT training annually to certified technicians. 9 Percent of available CE hours attended 9 Total TRT CE hours attended 9 Peoria TRT Instructor man hours contributed Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $140,408 Contractual Services $136,777 Commodities $10,582 Total: $287,767 FY 09 Actual 2.00 FY 09 Actual $239,443 $147,011 $12,734 $399,188 % Change from Prior Year 38.72% 178 FY 10 Estimate FY 11 Budget 2.00 2.00 FY 10 Estimate FY 11 Budget $309,991 $347,107 $181,637 $173,984 $12,180 $14,655 $503,808 26.21% $535,746 6.34% FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Emergency Management Division Performance Management and Resource Summary The Emergency Management Division is responsible for operation of the emergency operations center (EOC) and development, maintenance and implementation of the City's Emergency Operations Plan, city-wide emergency management and disaster preparedness training, homeland security grants management, and management of the Community Emergency Response Team (CERT) and Terrorism Liaison Officer (TLO) programs. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 2 100% 4 100% 3 100% 1 100% 0 2 100% 2 2 100% 1 9 1 1 12 1 1 12 1 1 100% 100% 100% Yes 75 Yes Yes Yes 75 Yes Yes Yes 75 Yes Yes Yes Yes Yes 1 2 3 6 2 4 ¾ Develop city-wide emergency management program ♦ Provide city-wide emergency management training 9 Number of training and awareness events held 9 Continually monitor to ensure proper programs and procedures are in place ¾ Maintain a continued emergency response capability to address an all hazard response ♦ Provide training to support citywide emergency management operations 9 Number of training events held 9 Update the Emergency Management Web page and the public internet as needed 9 Provide federal or state emergency management training certification, i.e. NIMS, EMI ♦ Ensure that the EOC is consistently ready for a timely opening (within 30 minutes of notification) 9 Inspect the EOC, equipment and supplies monthly 9 Participate in a full-scale emergency operations drill/exercise 9 Participate in emergency preparedness table-top exercises ♦ Develop an emergency management database that is inclusive of all departments 9 Percent of departments completed ♦ Ensure the City of Peoria emergency response effort is supported by a comprehensive emergency operations plan Keep the Emergency Operations Plan current and readily available Number of management and staff trained Maintain files with modifications/updates Ensure current copies of the Maricopa County Emergency Operations Plan and the County Resources manual are readily available 9 Maintain a current Peoria Emergency Management Contact list 9 9 9 9 ♦ Coordinate Citizen's Corps and Community Emergency Response Team (CERT) training 9 Number of CERT classes held annually 9 Number of Citizen Corps meetings held 179 FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Emergency Management Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 1.00 Expenditure Category FY 08 Actual Personal Services $92,085 Contractual Services $23,016 Commodities $19,511 Capital Outlay $0 Total: $134,612 FY 09 Actual 1.00 FY 09 Actual $127,098 $33,815 $88,732 $114,568 $364,212 % Change from Prior Year 170.56% 180 FY 10 Estimate FY 11 Budget 1.00 1.00 FY 10 Estimate FY 11 Budget $134,955 $129,648 $66,357 $61,101 $2,100 $11,050 $0 $0 $203,412 -44.15% $201,799 -0.79% FY 2011 Program Budget Programs Fire Related Council Goal Community Building: Preserve and Expand Our Quality of Life Fire Operations Division Performance Management and Resource Summary The Operations Division of the Fire Department provides fire protection, emergency medical services, and personnel training. The Operations Division currently staffs seven pumper trucks with paramedic capabilities and two ladder trucks with fire support and technical rescue capabilities (i.e. swift water, trench, confined space and high angle rescue). FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide efficient, effective, and safe fire protection to the City of Peoria ♦ Maintain average incident response time of 4 minutes or less 90% of the time. 9 Average response time enroute to on scene (ladder/engine) 4:34 4:30 4:30 21 1,067 6,913 4,777 604 26 1,150 7,300 4,300 500 20 1,200 7,500 4,400 550 13 204 11 215 12 200 100% 100% 100% ♦ Implement Community Oriented Fire Service Program. 9 9 9 9 9 Duty related injuries Number of emergency responses - Fire Number of emergency responses - Advance Life Support (ALS) Number of emergency responses - Basic Live Support (BLS) Number of emergency responses - Other ¾ Maintain service provision in remote areas ♦ Provide specialized response to Lake Pleasant and open desert areas (partnership with CAWRT and State Land Dept.) 9 Number of Wildland deployments 9 Number of responses in Lake Pleasant area ¾ Provide continued professional development of our Fire Department members ♦ Establish continuous training in the area of supervisory and management development. 9 Percent of promoted staff which received Supervisory and Management development training Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 142.00 Expenditure Category FY 08 Actual Personal Services $12,310,914 Contractual Services $2,342,276 Commodities $487,993 Capital Outlay $1,561 Total: $15,142,744 FY 09 Actual 142.00 FY 09 Actual $13,783,240 $2,368,604 $333,988 $0 $16,485,832 % Change from Prior Year 8.87% 181 FY 10 Estimate FY 11 Budget 142.00 141.00 FY 10 Estimate FY 11 Budget $13,898,292 $12,995,226 $2,221,160 $1,802,948 $330,430 $306,990 $0 $0 $16,449,882 -0.22% $15,105,164 -8.17% Human Resources Department FY2011 Performance spotlight Department Mission To establish the optimal work environment for obtaining sustained high productivity, continuous improvement, organizational renewal, and exceptional customer service. DEPARTMENT FUNCTIONS Training and Organizational Development Training and Organizational Development includes developing and enhancing the knowledge/skill base of the City’s workforce to retain highly qualified employees. Benefits and Welfare Programs The Benefits and Welfare activities include designing and managing employee benefit programs to ensure a reliable and stable workforce, addressing current worklife issues and determining needed changes and assuring full compliance with all applicable laws. Safety Management Safety Management activities include coordinating with departments to create a safe and hazard free work environment to reduce the City’s liability exposure. Employee Relations/Labor Relations Employee Relations/Labor Relations activities include providing employment services to operating departments to ensure that they have diverse competent employees in the positions they need and facilitating positive employer-employee relations with all employee groups. Key Outcome Measures Human Resources Department Compensation and Classification  Employee Customer Service Ratings  100% compliance with all state and federal employment laws Compensation and Classification activities include reviewing and identifying proper job classifications and compensation structures that are fiscally sound, easily understandable and provide for fair and equitable pay that acknowledges the contributions of current employees, and positively affects the recruitment efforts of new employees. Human Capital Management Human Capital Management activities include management of employee information in the Human Resources Information System as a means to support employer and operational needs. 182 FY 2011 Program Budget Programs Human Resources Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate Total : $1,730,900 $920,061 $90,223 $0 $2,741,184 $2,074,008 $648,456 $62,826 $0 $2,785,290 $1,949,990 $679,628 $69,350 $101,275 $2,800,243 $1,949,990 $5,212,808 $54,807 $0 $7,217,605 $1,809,792 $11,606,890 $124,000 $0 $13,540,682 -7.19% 1607.83% 78.80% -100.00% 383.55% Total : $252,906 $2,479,409 $0 $0 $8,869 $2,741,184 $260,514 $2,517,994 $0 $0 $6,783 $2,785,290 $217,152 $2,571,091 $0 $0 $12,000 $2,800,243 $210,007 $2,351,420 $585,746 $4,060,432 $10,000 $7,217,605 $0 $2,396,210 $936,520 $10,197,952 $10,000 $13,540,682 -100.00% -6.80% NA NA -16.67% 383.55% 2.00 17.00 19.00 2.00 17.00 19.00 Sort Description FY 11 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Safety Management Human Resources Workmans Comp Self Insurance Self-Insuranced Health Employee Wellness Prg Staffing by Division Safety Management Human Resources Total : 2.00 17.00 19.00 183 2.00 17.00 19.00 0.00 18.00 18.00 -100.00% 5.88% -5.26% FY 2011 Program Budget Programs Human Resources Related Council Goal Enhance Our Current Services Human Resources Division Performance Management and Resource Summary Human Resources is responsible for recruitment and selection, training and development, employee benefits, classification, compensation, and employee-employer relations. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide proactive and timely services so that operating departments attract, recruit and retain diverse, innovative, efficient and competent employees ♦ Assist departments to improve their employee diversity composition. 9 % of protected class applicants per job posting 56% 50% 60 50 100% 100% 5% 50% 100% 100% Data Unavail 0.35 40 $25 0.5 35 ♦ Ensure a timely and cost-effective selection process. 9 Average number of days to fill a position from request to post to applicant selection. ¾ Establish an Employee Satisfaction Index to identify programs and services that create a work environment that leads to high productivity and retention making the City of Peoria an Employer of Choice ♦ Determine and measure progress towards the City of Peoria’s continuous improvement as an Employer of Choice. 9 Survey 100% of finalists for all vacancies to establish a baseline why people want to work for the City of Peoria. 9 Survey 100% of all employees leaving the City of Peoria to establish a baseline why people leave employment with the City of Peoria Survey 100% of all current employees to establish a baseline why they stay with the 9 City of Peoria ¾ Maintain a workplace that fosters a focus on innovation, quality, opportunity and professional development, mutual respect, health and wellness, commitment to citizens and open dialogue ♦ Develop and enhance the knowledge base of our workforce. 9 Average cost per employee trained 9 Average number of hours of training per FTE 9 # of employees that participate in the education assistance program ♦ Assist departments to implement initiatives that create diversity awareness, support sustainability and allow for innovation and risk within the City’s organizational culture. 184 45 FY 2011 Program Budget Programs Human Resources Related Council Goal Enhance Our Current Services Human Resources Division Performance Management and Resource Summary 9 % of employees completing diversity training annually 9 Conduct organizational assessments on 10% of the departments annually to ensure 0% performance alignment with City of Peoria strategic goals Integrate sustainability performance into performance evaluations at all levels 9 9 % of workforce report requests completed and delivered on time 9 Conduct needs assessment of City departments to determine types of workforce reports required. Conduct quarterly workshops on topics such as diversity, sustainability, innovation, 9 taking risk. 9 % of employees participating in targeted topic workshops 85% 90% 2 N/A 2 On Hold On Hold pending pending development of development o new new performance performance eval tool eval tool Data 85% Unavailable Data 85% Unavailable 6 12 Data Unavailable 25% 6% 100% 15% 100% ♦ Establishment of a public service university with emphasis on change management, leadership management, employee engagement, performance management, talent management and continuous learning. 9 % of eligible managers/supervisors who complete leadership training 9 Conduct annual organization training needs assessment to support implementation of organization’s culture change ♦ Administer compensation and classification programs that are fiscally sound, easily understood and provide for fair and equitable salaries in order to acknowledge the contributions of current employees and to positively affect the City’s reputation as Employer of Choice. 9 % of job classifications (market) studies per total number of classifications 9 Average time for completing a job classification study 9 % of employees who leave the City because of dissatisfaction with compensation (exit 94.28% interview) 9 Average relationship across all classifications to market 35% 94.39% 22 days Data Unavail 40% 20 days Pending development o exit interview process AFS 2.5% AFS 2.5% above; PPOA above; PPOA above 3.2%; 3.2% above; PFFA 7.7% PFFA 7.7% above; Unrep above; Unrep 1.4% above 1.4% above ♦ Administer comprehensive benefit programs that are fiscally sound, easily understood that reward the contributions of existing employees and to serve as a recruitment tool to positively affect the City’s reputation as employer of choice. 9 Average cost of benefits per employee as % of salary 9 Survey 100% of employees to measure satisfaction with employee benefit choices and quality of service ♦ Establish a work place that supports the safety and well being of employees. 185 $1,106 $437 81.4% $421 81.4% FY 2011 Program Budget Programs Human Resources Related Council Goal Enhance Our Current Services Human Resources Division Performance Management and Resource Summary 9 9 9 9 9 9 9 9 9 9 Worker’s compensation cost per employee Worker’s compensation incident rates Worker’s compensation severity rates % of employees experiencing work related injuries returned to light duty per number of employees injured Review and revise Written Safety Program annually Review and revise Job Hazard Analysis annually and coordinate with Job Descriptions Implement and maintaine citywide building evacuation plan # of annual wellness committee events % of employees participating in wellness committee events Survey 100% of employees to measure satisfaction with employee benefit choices and quality of service $177.60 2.51 11.36 $26.09 5.72% 0.0032 95.83% $67.99 5% 0.0041 96% 50% 100% 100% 100% 90% 4 100% 100% 100% 6 0 0% Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 17.00 Expenditure Category FY 08 Actual Personal Services $1,570,123 Contractual Services $831,992 Commodities $77,294 Total: $2,479,409 FY 09 Actual 17.00 FY 09 Actual $1,895,800 $565,970 $56,223 $2,517,994 % Change from Prior Year 1.56% 186 FY 10 Estimate FY 11 Budget 17.00 18.00 FY 10 Estimate FY 11 Budget $1,774,950 $1,809,792 $526,663 $549,918 $49,807 $36,500 $2,351,420 -6.62% $2,396,210 1.90% Information Technology Department FY2011 Performance Spotlight Department Mission Provide high quality, reliable and secure technology services with a focus on innovation, fiscal responsibility and exceptional customer service. Geographic Information Systems DEPARTMENT FUNCTIONS The Geographic Information System (GIS) function is responsible for the development and maintenance of City GIS infrastructure and map viewer application, integrating with City systems to tie assets and data to geographical locations, and mapping support and data services for all City departments. Information Technology Administration The Information Technology Administration division is responsible for the overall leadership and operational support of the Information Technology Department. Application System Support Network Support The Application Systems Support function is responsible for application systems and database support for all City departments. This includes enterprise wide systems such as financials, payroll, permitting, work order and asset management, electronic document management; and systems for individual departments including police support systems, library, utility billing, cashiering, sales tax, fire support systems, utilities systems, and database support. The Network Support function is responsible for providing network services including network infrastructure, engineering, and administration, system backup/restore, telephone infrastructure, and technology infrastructure coordination on building projects. Key Outcome Measures Information Technology Department Desktop Support The Desktop Support function is responsible for providing front line technical support for the City, including the ordering, operations, troubleshooting, and repair of devices and systems. Desktop Support also performs installation, maintenance, and repair of computer software, stand-alone and networked hardware, voice and data networks and peripheral equipment.  100% network availability during normal operating hours  100% compliance with all network security standards  Customer Service Survey Ratings 187 Project Management Security Administration The Project Management function is responsible for providing project management services for city departments and large scale citywide technology implementations. The Security Administration function is responsible for ensuring compliance with all security requirements and standards, monitoring network and application security, conducting security review and audits and recommending mitigation and improvement activities. Radio Support The Radio Support function is responsible for ensuring all radio systems are operational, meet technical standards, and are in compliance with all regulations. 188 FY 2011 Program Budget Programs Information Technology Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $4,543,148 $4,043,497 $1,076,373 $1,616,286 $11,279,304 $4,988,183 $3,796,640 $826,355 $1,427,295 $11,038,473 $4,528,327 $4,315,836 $370,580 $1,704,293 $10,919,036 $4,603,755 $4,175,829 $267,210 $890,296 $9,937,090 $4,182,234 $3,657,626 $288,610 $1,074,296 $9,202,766 -7.64% -15.25% -22.12% -36.97% -15.72% Total : $3,851,766 $4,473,311 $356,946 $176,011 $777,970 $1,643,300 $11,279,304 $3,843,342 $4,577,798 $417,015 $206,033 $978,485 $1,015,800 $11,038,473 $3,525,848 $4,322,997 $1,053,646 $186,500 $178,950 $1,651,095 $10,919,036 $3,472,430 $4,496,813 $998,338 $186,500 $116,550 $666,459 $9,937,090 $2,657,238 $4,243,975 $927,257 $195,000 $202,700 $976,596 $9,202,766 -24.64% -1.83% -12.00% 4.56% 13.27% -40.85% -15.72% Total : 23.00 22.00 2.00 47.00 23.00 22.00 2.00 47.00 21.00 21.00 2.00 44.00 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division IT Operations IT Development Services Radio System Operations Res For System Comp Eqt Res For Personal Comp Eqt IT Projects Staffing by Division IT Operations IT Development Services Radio System Operations 189 21.00 23.00 2.00 46.00 16.00 23.60 2.00 41.60 -23.81% 12.38% 0.00% -5.45% FY 2011 Program Budget Programs Information Technology Related Council Goal Enhance Our Current Services IT Operations Division Performance Management and Resource Summary The Operations Division of the Information Technology Department maintains the City’s computer systems, enterprise networks and radio systems. This division facilitates training for all departments in the proper use of hardware and software available on the citywide systems. The division is responsible for coordinating the purchase of hardware and desktop software applications for all departments and oversees the PC Replacement Fund which was set up to fund the future replacement of the City’s computer systems. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 99.9% 99.9% 100% 100% 99.9% N/A 99.9% 99.9% 100% 99.9% 95% 100% 99.9% 99.9% 100% 99.9% 95% 100% 100% 100% 100% 9 % of necessary upgrades and/or maintenance packs are installed monthly 9 % of radio subscriber units having complete preventive maintenance and 100% 100% 100% 100% 100% 100% 9 % of microwave preventive maintenance conducted annually N/A 100% 100% 9 % of all servers and network system configurations that meet Arizona DPS, 96% 92% 100% 86% 85% 90% 90% 90% 90% N/A 100% 100% 90% 100% 100% 100% 100% 100% Goals, Objectives, and Measures ¾ Ensure the enterprise networks, servers, voice over IP call managers, radio systems and associated peripherals are configured and maintained to obtain maximum performance, minimal downtime and are secure ♦ Coordinate, track and report network change control activities for scheduled downtime (excluding scheduled upgrades). 9 9 9 9 9 9 % of availability for major systems (O/S or hardware related) % of uptime for WAN link reliability (fiber, copper, microwave) % of uptime for iSeries (Police Dept) availability (O/S or hardware related) % of uptime for radio microwave % of uptime for non-radio microwave (non-licensed/monitored) % of uptime for radio infrastructure ♦ Complete system backup processes nightly/weekly 9 % of system backups completed and verified daily ♦ Ensure system upgrades and patches are kept current programming adjustments annually ♦ Ensure network system security FBI/CJIS, and PCI security compliance standards ¾ Enhance customer satisfaction by providing quality customer service ♦ Solicit feedback regarding customer satisfaction and service levels through annual survey and department meetings. 9 % of customers that rate overall satisfaction with Helpdesk service positively 9 % of customers that rate overall responsiveness/timeliness of IT Operations services positively 9 % of follow-up completed on all issues reported in department meetings within 30 days ♦ Execute and complete operations projects according to the established schedule and budget. 9 IT Operations-related and controlled functions of a given project are completed on time IT Operations-related and controlled costs are completed within budget 9 ♦ Ensure customer satisfaction by measuring service levels and responsiveness. 190 FY 2011 Program Budget Programs Information Technology Related Council Goal Enhance Our Current Services IT Operations Division Performance Management and Resource Summary % of calls to IT that are resolved within the first conversation with the HelpDesk % of calls to HelpDesk answered in 3 rings or less % of after hours callbacks conducted within defined service levels For any incident not resolved on the first call (FCR), % of response time by second level support within target timeframe set in Service Level Statement (SLS) based on incident priority. 9 % of incidents resolved within target timeframe set in Service Level Statement (SLS) based on incident priority 9 9 9 9 70% 90% 99% N/A 80% 90% 100% N/A 80% 90% 99% N/A N/A 80% 80% Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 23.00 Expenditure Category FY 08 Actual Personal Services $2,095,617 Contractual Services $1,307,654 Commodities $164,335 Capital Outlay $284,160 Total: $3,851,766 FY 09 Actual 23.00 FY 09 Actual $2,414,391 $1,230,685 $124,353 $73,913 $3,843,342 % Change from Prior Year -0.22% 191 FY 10 Estimate FY 11 Budget 21.00 16.00 FY 10 Estimate FY 11 Budget $2,158,580 $1,740,438 $1,193,700 $822,750 $105,150 $94,050 $15,000 $0 $3,472,430 -9.65% $2,657,238 -23.48% FY 2011 Program Budget Programs Information Technology Related Council Goal Enhance Our Current Services IT Development Services Division Performance Management and Resource Summary The Development Services Division of Information Technology implements new technologies, supports and upgrades existing application systems, and develops web and GIS applications in accordance with established standards. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 9 Projects are completed on time. 9 Projects are completed within budget. 92% 100% 90% 100% 90% 100% 9 Sign-off on scope of work and critical success factors is completed during closure of 100% 100% 100% 80% 50% 70% 90% 50% 70% 80% 30% 70% 70% 10% 30% 100% 100% 90% 100% 90% 100% 50% 50% 50% 100% 100% 100% 100% 100% 100% 95% N/A N/A 98% N/A N/A 98% 100% 99% 100% 99% 100% Goals, Objectives, and Measures ¾ Implement new technologies for all City departments in accordance with established requirements, timeframes, and budgets ♦ Execute and complete projects according to the established schedule and budget. ♦ Verify that requirements for all projects are met. each project. ¾ Improve availability and usability of enterprise GIS for all City Departments ♦ Develop and enhance interface/integration tools for application systems identified through specific business needs/requirements 9 Interfaces developed and implemented for end-users to exchange information with business systems, per required scope Enhancements to existing tools are implemented as directed through specific business 9 process. ♦ Develop data management tools to increase GIS productivity and allow easier and consistent data management/maintenance. 9 Tools are developed/enhanced as need is identified. Prioritization will be developed through GTAG. 9 New and existing inter/intranet applications (to include ArcIMS and ArcGIS server environs) are designed and implemented to meet defined business requirements. ♦ Provide appropriate customer service handling for all City Departments. 9 Users trained for new GIS tools and environments as requested. 9 Users trained in desktop GIS or other core GIS applications as need or interest arises (1 per calendar minimum). 9 Upgrades or service packs are implemented within 90 days of release, following adopted IT guidelines. Map products, tabular data, and maintenance of existing GIS themes are provided 9 upon request for departments lacking GIS expertise 9 All products are tracked and recorded using standard procedures and tools. ¾ Provide web design, maintenance and support for all City departments ♦ Develop templates and web applications as requested. Schedule project requests for completion based on the workload. 9 New requests are completed according to the schedule. ♦ Information is updated promptly with content provided by departments. 9 Requests for web content changes are completed within 48 hours. ♦ Services are available 24x7 and secure. 9 Continuous uptime is maintained for the webserver and supporting services. 9 All services meeting PCI compliance standards and industry best practices. 192 FY 2011 Program Budget Programs Information Technology Related Council Goal Enhance Our Current Services IT Development Services Division Performance Management and Resource Summary ¾ Upgrade and support existing application systems to ensure current functionality, reliability, and security ♦ Complete application and secure database upgrades to ensure current functionality. 9 Upgrades are installed for each application system at least once a year and include 54% 80% 65% 71% 75% 70% 75% 95% 95% 70% 85% 75% 100% 80% 99% 85% 99% 75% 99% 99% 97% 99% 99% 90% time on trouble tickets is within service level statement. 9 Resolution of trouble tickets for high priority issues within 7 days. 9 Resolution of trouble tickets for medium priority issues within 14 days. 9 Resolution of trouble tickets for low priority issues within 21 days. 85% 90% 80% 90% 90% 80% 85% 85% 80% 9 Security reviews are conducted during implementations and upgrades 9 All applications and databases are PCI compliant. 100% 90% 100% 96% 100% 100% 91% 90% 90% N/A 100% 100% change control documentation, a project scope, project plan, and system owner signoff. Applicable maintenance packs are installed within 90 days of release and include 9 change control documentation. 9 Approved SQL Server upgrades are installed on databases within 2 weeks of the approved target date and include change control documentation, a project scope, and project plan. 9 Approved database service packs are installed within 90 days of release and include change control documentation. ♦ Service Requests 9 Service Requests are reviewed within 2 weeks. 9 Solutions for approved service requests are provided within 2 weeks of the approved target date. These include reports, research, Access databases, and modifications. ♦ Ensure reliability of application systems. 9 Continuous uptime other than scheduled downtimes is maintained for all applications. 9 Ongoing support services are provided for application and database issues. Response ♦ Security is reviewed and enforced for all applications ¾ Continually improve our customer service environment and meet or exceed established service levels ♦ Solicit feedback regarding customer satisfaction and service levels through annual survey and department meetings. 9 Feedback via surveys or telephone calls after service requests or issues are resolved is favorable. Follow-up on action items and reported issues during department meetings are 9 provided within 2 weeks. 193 FY 2011 Program Budget Programs Information Technology Related Council Goal Enhance Our Current Services IT Development Services Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 22.00 Expenditure Category FY 08 Actual Personal Services $2,100,492 Contractual Services $2,210,833 Commodities $71,851 Capital Outlay $90,135 Total: $4,473,311 FY 09 Actual 22.00 FY 09 Actual $2,302,712 $2,267,421 $7,665 $0 $4,577,798 % Change from Prior Year 2.34% 194 FY 10 Estimate FY 11 Budget 23.00 23.60 FY 10 Estimate FY 11 Budget $2,253,251 $2,253,146 $2,217,802 $1,977,419 $25,760 $13,410 $0 $0 $4,496,813 -1.77% $4,243,975 -5.62% Management and Budget Department FY2011 Performance spotlight Department Mission Develop an annual, balanced fiscal plan which incorporates Council policy, while maintaining a strong financial position. The department will provide timely, thoughtful, and accurate information to stakeholders, and will maximize the use of organizational resources. DEPARTMENT FUNCTIONS Key Outcome Measures Management & Budget Department Budget Management Budget Management is responsible for developing an annual operating and capital spending plan that reflects stakeholder interests, while maintaining the City’s strong fiscal integrity. Activities include long-range financial forecasting, analyzing, monitoring and reporting on financial resources, and communication and outreach with departments and other interested stakeholders.  % variance in Budget forecast  % variance in key forecast assumptions  Annual Budget Survey Ratings Management Support Management Support is responsible for offering strategic support for important organizational initiatives and providing ad hoc professional analysis. In addition, this division monitors a number of development activities such as Development Agreement obligations and Impact Fee administration. 195 FY 2011 Program Budget Programs Management and Budget Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate Total : $889,302 $183,215 $9,895 $1,082,412 $917,792 $163,476 $11,775 $1,093,043 $878,155 $120,258 $5,250 $1,003,663 $878,155 $123,205 $5,697 $1,007,057 $801,861 $106,002 $5,250 $913,113 -8.69% -11.85% 0.00% -9.02% Management and Budget Development Agreement Administration Total : $908,279 $174,133 $1,082,412 $940,541 $152,503 $1,093,043 $1,003,663 $0 $1,003,663 $1,007,057 $0 $1,007,057 $913,113 $0 $913,113 -9.02% NA -9.02% 7.00 1.00 8.00 8.00 0.00 8.00 Sort Description FY 11 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Expenditures by Division Staffing by Division Management and Budget Development Agreement Administration Total : 7.00 2.00 9.00 196 7.00 0.00 7.00 7.00 0.00 7.00 -12.50% NA -12.50% FY 2011 Program Budget Programs Management and Budget Related Council Goal Total Planning Management and Budget Division Performance Management and Resource Summary The Management and Budget Division provides assistance to the City Council, City Manager, other departments, and citizens through the development, implementation, and monitoring of the City's annual budget. This includes revenue analysis and forecasting, rate modeling, expenditure analysis and monitoring, and compilation of the annual budget, capital improvement plan, and other documents and reports. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Effectively manage the City's planned resources to ensure organizational priorities are met ♦ Keep variance in cost estimates to within 3%. 9 Variance in cost estimates from the original forecast (September) to the final forecast (April study sessions). -0.1% -3% +/- 3% -5.1% -3% +/- 3% 3.9 4.3 4.5 4.5 4.5 4.5 12.2% 10.6% +/- 3% 4.0 4.5 4.5 4.1 4.5 4.5 100% 100% 100% ♦ Maintain a variance of 5% of adopted revenue budget from revenue forecast. 9 Accuracy % of Revenue Forecast to adopted Revenue Budget ♦ Provide budget services and an input system that are useful, timely, and consistent with the priorities of the organization. 9 Overall survey results - Budget input (on a scale 1-5 with 5 as excellent) 9 Overall survey results - Budget services (on a scale 1-5 with 5 as excellent) ¾ Advise and consult on operational and policy analysis ♦ Provide accurate and useful analysis on financial, operational, and policy issues. ¾ Manage resources to effectively address the City's infrastructure needs ♦ Maintain a variance of 3% of final assessed value from forecast. 9 Variance in assessed value from the midyear forecast (November) to the final actuals (February). ♦ Improve on the overall use and effectiveness of the CIP input and monitoring systems. 9 Overall survey results - CIP input system. (on a scale 1-5 with 5 as excellent) ♦ Ensure an open and collaborative programming of CIP projects. 9 Overall survey results - CIP budget services. (on a scale 1-5 with 5 as excellent) ¾ Promote effective city-wide fiscal management practices ♦ Ensure long-term positive structural balance for all major operating funds. 9 % of major operating funds with a positive structural balance. 197 FY 2011 Program Budget Programs Management and Budget Related Council Goal Total Planning Management and Budget Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $726,927 Contractual Services $172,612 Commodities $8,740 Total: $908,279 FY 09 Actual 7.00 FY 09 Actual $791,788 $137,102 $11,650 $940,541 % Change from Prior Year 3.55% 198 FY 10 Estimate FY 11 Budget 7.00 7.00 FY 10 Estimate FY 11 Budget $878,155 $801,861 $123,205 $106,002 $5,697 $5,250 $1,007,057 7.07% $913,113 -9.33% Peoria Municipal Court FY2011 Performance spotlight Department Mission To ensure the prompt and fair adjudication of all cases and instill public confidence in the Courts through transparency, accessibility, communication and education. DEPARTMENT FUNCTIONS Key Outcome Measures Municipal Court Administration and Support The Administration and Support services provide the overall management direction and support for the court activities while ensuring that all state and local regulatory requirements are met.  100% compliance with recognized guidelines for timely case processing and management Case Management Case Management is the process of moving a case through the Court system. Activities include preadjudication, case adjudication, post-adjudication, issuing protective orders and performing weddings. 199 FY 2011 Program Budget Programs Municipal Court Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $1,424,206 $652,390 $89,571 $13,274 $2,179,441 $1,575,905 $935,809 $30,735 $0 $2,542,449 $1,562,362 $709,785 $20,372 $0 $2,292,519 $1,559,712 $660,502 $22,896 $35,800 $2,278,910 $1,444,072 $594,134 $22,080 $0 $2,060,286 -7.57% -16.29% 8.38% NA -10.13% Municipal Court Municipal Court Enhancement Fd Total : $2,175,590 $3,851 $2,179,441 $2,492,447 $50,002 $2,542,449 $2,292,519 $0 $2,292,519 $2,201,256 $77,654 $2,278,910 $1,990,676 $69,610 $2,060,286 -13.17% NA -10.13% 22.00 22.00 22.00 22.00 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Staffing by Division Municipal Court Total : 22.00 22.00 200 22.00 22.00 21.00 21.00 -4.55% -4.55% FY 2011 Program Budget Programs Municipal Court Related Council Goal Community Building: Preserve and Expand Our Quality of Life Municipal Court Division Performance Management and Resource Summary The mission of the Peoria Municipal Court is to ensure the prompt and fair adjudication of all cases and to improve public confidence in the Courts through transparency, accessibility, communication and education. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide Public Trust and Confidence ♦ All who appear before the court are given the opportunity to participate effectively without undue hardship or inconvenience. ♦ All Defendants are provided a written notice of their legal rights. ♦ Judges and court personnel shall be courteous and responsive to the public and accord respect to all with whom they come into contact. ♦ Court security provided to ensure a safe environment for all customers. ¾ Revision of Court procedures and Documentation to Comply with Administrative Guidelines ♦ Prompt Implemention of Changes in Law and Procedures. 9 Court & customer information forms revised 14 days prior to an effective date. 9 Court promptly implements changes in laws and procedures as required. 9 Staff is advised and trained in new processes involving new legislation and new or Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 38,300 30,000 279 22,300 28,000 190 25,000 29,000 160 9 Disbursement of cash and security bonds with 15 days. Yes Yes Yes 9 Daily, monthly, quarterly and annual reconciliation of all court finances. Yes Yes Yes Yes Yes Yes amended Administrative orders. ¾ Responsible Custodian of Resources ♦ Expeditious, Timely and Compliant with Schedules. 9 Establish and comply with recognized guidelines for timely case processing and management. 9 Number of cases filed. 9 Number of cases adjudicated. 9 Number of DUI’s pending over 90 days. ♦ Stewardship of Bonds. ♦ Compliance with Minimum Accounting Standards. ¾ Current and Proactive Organization ♦ Staff Development and Training. 9 Maintain COJET compliance for all Court staff. ♦ Emerging Technology. 201 FY 2011 Program Budget Programs Municipal Court Related Council Goal Community Building: Preserve and Expand Our Quality of Life Municipal Court Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 22.00 Expenditure Category FY 08 Actual Personal Services $1,424,206 Contractual Services $652,390 Commodities $89,571 Capital Outlay $9,423 Total: $2,175,590 FY 09 Actual 22.00 FY 09 Actual $1,554,154 $907,558 $30,735 $0 $2,492,447 % Change from Prior Year 14.56% 202 FY 10 Estimate FY 11 Budget 22.00 21.00 FY 10 Estimate FY 11 Budget $1,559,712 $1,444,072 $618,648 $524,524 $22,896 $22,080 $0 $0 $2,201,256 -11.68% $1,990,676 -9.57% Office of Communications FY2011 Performance spotlight Department Mission To enhance and promote the quality of life in our community and within our organization through creative communications. DEPARTMENT FUNCTIONS Online Communications Online Communications includes information and communications created and distributed via Peoria’s Websites. This vehicle has become the central point of information and communication about the city. Primary activities include updating and maintaining City websites and training and supporting City staff on the development of content. External Communications External Communications is responsible for creating and distributing information and communications directly to the public or other desired audiences. Products include items such as the Peoria Focus Quarterly Newsletter, citizen outreach through the Peoria Leadership Institute, opinion-editorials in local newspapers, social media postings and specialty publications. Internal Communications Internal Communications is the creation and distribution of information to keep city employees informed and engaged. Activities include developing communication materials, advising on communication strategies and supporting city committees and programs. Media Relations Media Relations is communication with and via the news media and includes researching, developing and distributing news releases and media advisories, responding to media inquiries and interview requests, monitoring news coverage and managing the overall city reputation as presented in the news media. Key Outcome Measures Office of Communications Video Production Services Video Production Services includes the broadcasting and recording of City Council and other city meetings, as well as creation and distribution of original programming that showcases the city’s people, programs, projects and services such as Focus TV, the Recreation, Education and Culture (REC) Show, and Peoria Pulse.  Customer Service Survey Ratings  % increase in website usage 203 FY 2011 Program Budget Programs Office of Communications Operating Budget Summary FY 08 Actual FY 09 Actual Total : $582,619 $312,925 $76,597 $286,797 $1,258,938 $655,562 $326,135 $80,699 $48,900 $1,111,296 Total : $571,357 $687,581 $1,258,938 $637,772 $473,524 $1,111,296 Sort Description FY 010 Budget FY 010 Estimate FY 11 Budget Percent Change $571,333 $365,890 $52,700 $0 $989,923 $762,165 $357,459 $47,497 $0 $1,167,121 $793,757 $384,236 $51,700 $0 $1,229,693 38.93% 5.01% -1.90% NA 24.22% $528,819 $461,104 $989,923 $711,636 $455,485 $1,167,121 $811,479 $418,214 $1,229,693 53.45% -9.30% 24.22% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Public Information Office Peoria Channel 11 Staffing by Division Public Information Office Peoria Channel 11 Total : 4.00 3.00 7.00 4.00 3.00 7.00 204 3.00 3.00 6.00 5.00 3.00 8.00 5.00 3.00 8.00 66.67% 0.00% 33.33% FY 2011 Program Budget Programs Office of Communications Related Council Goal Leadership And Image Public Information Office Division Performance Management and Resource Summary The Public Information Office communicates news and information about the City of Peoria to internal and external audiences through the news media, print, television, web and electronic sources. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide accurate and timely news and information to news media, Peoria’s customers, citizens, elected officials, and employees ♦ Maintain professional working relationships with print and electronic media, issue news releases and supplemental background information and answer media inquiries promptly and accurately. ♦ Coordinate news conferences and press meetings and research and answer council, staff, and citizen questions. ♦ Publish City Talk, the monthly employee newsletter. 9 Publish CityTalk Newsletter 12 6 0 4 4 4 1 1 1 ¾ Educate Peoria residents about public policy and pertinent information ♦ Publish Peoria Focus, the citizens quarterly newsletter, and coordinate content and publication of Peoria's web site. 9 Publish Peoria Focus ♦ Create unique publications and assist with various departmental publications such as contact brochures, voter information, and Peoria's Annual Report. 9 Publish Annual Report ¾ Increase coverage of Peoria news in print and broadcast media ♦ Assist news media and city departments in coordination and publication/production of newsworthy events and programs. ¾ Improve the professional appearance of Peoria’s publications and materials ♦ Coordinate production of departmental brochures, publications, and web pages. ¾ Assist staff and elected officials with public information needs ♦ Assist in research for council columns and write news releases and other public information pieces for city departments as requested. ¾ Develop and foster relationships with news media, management, elected officials, city staff, citizens, and public relations staff in key organizations ♦ Participate and contribute to professional groups and organizations as available. 205 FY 2011 Program Budget Programs Office of Communications Related Council Goal Leadership And Image Public Information Office Division Performance Management and Resource Summary ¾ Identify and utilize resources and tools to effectively deliver Peoria news and information ♦ Continue utilization of traditional news media, direct public information, the internet, and pursue emerging technologies such as cable television and fax-back. ¾ Act as official spokesperson for City of Peoria as requested ♦ Respond on behalf of the city to news media interview requests and speak at public forums and organizations as requested. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $321,833 Contractual Services $188,678 Commodities $60,846 Total: $571,357 FY 09 Actual 4.00 FY 09 Actual $380,449 $187,882 $69,441 $637,772 % Change from Prior Year 11.62% 206 FY 10 Estimate FY 11 Budget 5.00 5.00 FY 10 Estimate FY 11 Budget $475,325 $508,586 $194,395 $260,293 $41,916 $42,600 $711,636 11.58% $811,479 14.03% FY 2011 Program Budget Programs Office of Communications Related Council Goal Leadership And Image Peoria Channel 11 Division Performance Management and Resource Summary Peoria Channel 11 develops and broadcasts television programming and public service announcements to inform residents about the city and its programs and services. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 3.00 Expenditure Category FY 08 Actual Personal Services $260,786 Contractual Services $124,247 Commodities $15,751 Capital Outlay $286,797 Total: $687,581 FY 09 Actual 3.00 FY 09 Actual $275,114 $138,253 $11,257 $48,900 $473,524 % Change from Prior Year -31.13% 207 FY 10 Estimate FY 11 Budget 3.00 3.00 FY 10 Estimate FY 11 Budget $286,840 $285,171 $163,064 $123,943 $5,581 $9,100 $0 $0 $455,485 -3.81% $418,214 -8.18% Planning and Community Development FY2011 Performance Spotlight Department Mission To advance and revitalize the community through sustainable planning, preservation and neighborhood programs. Neighborhood Revitalization DEPARTMENT FUNCTIONS The purpose of the Neighborhood Revitalization division is to provide programs and services to homeowners, neighborhood associations, and nonprofit partners that help revitalize and enhance quality of life in Peoria’s older neighborhoods. Services include: 9 Neighborhood Grants 9 HOA Academy 9 Neighborhood Pride Program 9 Homebuyer Assistance 9 Foreclosure Assistance 9 Public Housing Program Planning & Community Development Administration The Planning and Community Development administrative division provides overall management direction and support for the Community Development, Systems Planning and Neighborhood Revitalization divisions. Planning Division The purpose of the Planning division is to develop and implement the City’s current and long range development standards and policies. The Planning Division serves as advisory staff to the Planning and Zoning Commission, the Board of Adjustment, the Design Review Board and the various City hearing officer positions. Activities include: 9 Zoning Cases 9 Subdivision Plat and Site Plan Reviews 9 Design Review 9 Variances 9 Use Permits 9 Sign Permits 9 Zoning Ordinance Amendments 9 Petitions for Annexation 9 General Plan Amendments 9 Special Studies Systems Planning and Sustainability The purpose of the Systems Planning division is to ensure the City’s systems infrastructure Master Plans (transportation, utilities, and parks/open space) are well coordinated and support existing development policies. Key Outcome Measures Planning and Community Development ™ % of residents rating the overall quality of development in Peoria as good to excellent ™ Preserved park/open space (acres/1000 population) ™ Customer Service Survey Ratings 208 FY 2011 Program Budget Programs Planning and Community Development Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $1,720,402 $2,665,581 $54,184 $133,231 $4,573,398 $1,779,853 $2,385,432 $34,353 $7,899 $4,207,537 $1,573,510 $4,076,802 $66,782 $0 $5,717,094 $1,611,870 $2,610,120 $50,243 $0 $4,272,233 $1,502,200 $4,397,562 $42,861 $0 $5,942,623 -4.53% 7.87% -35.82% NA 3.94% Total : $488,746 $656,558 $1,310,702 $0 $151,487 $650,140 $242,082 $451,897 $621,786 $4,573,398 $576,054 $662,207 $1,183,795 $0 $245,619 $761,907 $136,611 $14,309 $627,035 $4,207,537 $510,170 $564,628 $1,154,001 $0 $327,871 $818,094 $431,443 $416,971 $1,493,916 $5,717,094 $510,141 $488,405 $769,342 $354,840 $327,871 $818,094 $161,293 $132,964 $709,283 $4,272,233 $518,632 $364,106 $895,312 $636,586 $327,871 $879,728 $270,400 $505,530 $1,544,458 $5,942,623 1.66% -35.51% -22.42% NA 0.00% 7.53% -37.33% 21.24% 3.38% 3.94% 4.05 5.00 9.00 0.00 0.25 18.30 3.80 4.00 8.00 0.00 1.00 16.80 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Neighborhood Coordination Community Dev Administration Planning Systems Planning Public Housing Project Sect 8 Housing Capital Fund Prog (Hud) Home Grant Comm Dev Block Grant Staffing by Division Neighborhood Coordination Community Dev Administration Planning Systems Planning Comm Dev Block Grant Total : 4.05 5.00 11.00 0.00 0.25 20.30 209 3.80 3.00 6.00 2.00 1.20 16.00 3.08 2.50 6.00 2.00 1.92 15.50 -18.95% -37.50% -25.00% NA 92.00% -7.74% FY 2011 Program Budget Programs Planning and Community Development Related Council Goal Total Planning Neighborhood Coordination Division Performance Management and Resource Summary The Neighborhood Coordination Division is responsible for implementing programs, projects and services that proactively respond to homeowners associations, neighborhood groups and individual citizens. This division is also responsible for running the Neighborhood Pride Program as well as various federally funded low and moderate income assistance programs. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 90% 31 100% 21 90% 20 71% Yes 6 17 27 93% Yes 5 14 40 75% Yes 5 13 20 No Yes Yes ¾ Offer Federal grants and City programs to assist citizens and not-for-profit entities in developing or maintaining the integrity of homes, neighborhoods and local assistance services ♦ Provide public outreach and educational opportunities and materials at various forums 9 Percentage of registrants to available space at HOA Academy classes 9 Number of Neighborhood Meetings conducted for the purpose of promoting Neighborhood Services Programs ♦ Administer programs designed to allow local agencies and citizens access to Federal grants and City programs 9 9 9 9 9 Percentage of projects completed from the HUD Annual Action Plan Ensure HUD line of credit remains below 1.5 times the current year grant allocation Number of projects completed utilizing the Neighborhood Pride Program Number of projects funded through the Neighborhood Grant Program Number of households assisted through the Emergency Home Repair Program ♦ Oversee the contract administration of the Public Housing Authority 9 Meet or exceed HUD “Standard Performer Rating” Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.05 Expenditure Category FY 08 Actual Personal Services $302,164 Contractual Services $162,515 Commodities $24,067 Total: $488,746 FY 09 Actual 4.05 FY 09 Actual $371,044 $187,096 $17,913 $576,054 % Change from Prior Year 17.86% 210 FY 10 Estimate FY 11 Budget 3.80 3.08 FY 10 Estimate FY 11 Budget $297,108 $244,924 $185,483 $254,463 $27,550 $19,245 $510,141 -11.44% $518,632 1.66% FY 2011 Program Budget Programs Planning and Community Development Related Council Goal Total Planning Community Dev Administration Division Performance Management and Resource Summary Community Development Administration is responsible for the implementation and administration of City zoning, planning and development policies, issuance of building permits and building inspections, enforcement of City codes and management of the Housing program. The department also provides staff support to the City Council, Planning & Zoning Commission, Board of Adjustment, Design Review Board, Board of Appeals, and Neighborhood Pride Committee. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% ¾ Provide quality service to the customers of Community Development ♦ Ensure staff is providing citizens and developers with accurate information and guidance regarding the City’s General Plan, ordinances and codes 9 Route all policy information within 48 hours of receipt. 9 Respond to customer and developer concerns within 48 hours. ♦ Ensure that service is provided in a timely manner by continuing to develop better processes and procedures including automation and revisions to existing codes ♦ Develop administrative consistency throughout the Community Development Department 9 Hold management meetings on a biweekly basis. 9 % of employee evaluations completed. 9 % of Community Development employees attending at least 1 training opportunity ¾ Ensure that Departmental programs and activities are consistent with the department's mission and are being accomplished within the budgetary limitations and in a timely manner ♦ Monitor all programs including the 12 month policy agenda, Planning Work Program, 5-year Housing Program and Zucker Study 9 Ensure all programs are in compliance as indicated by their specific guidelines. 9 % of updates to the permitting system occurring before the update is due to take effect ♦ Monitor annual budget to ensure cost effectiveness and efficiency ♦ Apply for, secure and manage any qualifying state and federal funded grants ¾ Maintain Community Development information in a Geographic Information System (GIS) compatible with the City’s Enterprise system ♦ Update Community Development data into GIS in a timely fashion 9 % of Community Development data entered into GIS within 30 days of data updates 211 FY 2011 Program Budget Programs Planning and Community Development Community Dev Administration Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.00 Expenditure Category FY 08 Actual Personal Services $507,898 Contractual Services $134,135 Commodities $14,525 Total: $656,558 FY 09 Actual 5.00 FY 09 Actual $537,437 $120,076 $4,695 $662,207 % Change from Prior Year 0.86% 212 FY 10 Estimate FY 11 Budget 3.00 2.50 FY 10 Estimate FY 11 Budget $372,165 $291,546 $106,882 $61,155 $9,358 $11,405 $488,405 -26.25% $364,106 -25.45% Related Council Goal Total Planning FY 2011 Program Budget Programs Planning and Community Development Related Council Goal Total Planning Planning Division Performance Management and Resource Summary The Planning Division is responsible for the implementation and administration of City zoning, planning and development policies. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% 95% 100% 100% 90% 90% 90% 100% 100% 100% 90% 75% 90% 80% 90% 80% 90% 80% 80% 100% 100% 100% 100% 50% 75% ¾ Provide timely, consistent Customer Service ♦ Provide for timely processing of planning applications and planning permits 9 Route all planning applications within three (3) days of submittal 9 Route all pre-application submittals two (2) working days prior to pre-application meeting 9 Review all business licenses within three (3) days of receipt ♦ Process development applications in a timely manner 9 Provide planning review comments within 3 weeks of submittal/resubmittal. 9 Schedule public hearing cases for Commission consideration within 3 weeks of comment resolution. ♦ Respond/resolve client requests for information in a timely manner 9 Respond to inquiries within 24 hours of request. 9 Resolve inquiries within 72 hours of request. ¾ Ensure responsive and relevant regulations and processes ♦ Complete zoning code amendments within timeframes established in the 2 Year Long Range Planning Work Program 9 Complete text amendments within 3 months of projected deadline. ¾ Oversee the Annual General Plan Amendment process ♦ Initiate/complete annual process to amend General Plan within timeframe established by Plan 9 Complete annual process within 6 months of project initiation. ¾ Oversee Strategic Planning Work Program ♦ Initiate/complete projects within timeframe established by Program 9 Complete Strategic Planning projects within 3 months of the projected deadline Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 11.00 Expenditure Category FY 08 Actual Personal Services $831,629 Contractual Services $458,038 Commodities $12,803 Capital Outlay $8,232 Total: $1,310,702 FY 09 Actual 9.00 FY 09 Actual $767,295 $410,771 $5,729 $0 $1,183,795 % Change from Prior Year -9.68% 213 FY 10 Estimate FY 11 Budget 6.00 6.00 FY 10 Estimate FY 11 Budget $542,127 $548,688 $222,065 $341,224 $5,150 $5,400 $0 $0 $769,342 -35.01% $895,312 16.37% FY 2011 Program Budget Programs Planning and Community Development Public Housing Project Division Related Council Goal Community Building: Preserve and Expand Our Quality of Life Performance Management and Resource Summary This federally funded program provides decent and safe rental housing for eligible low-income families, the elderly and persons with disabilities. Summary of Resources Expenditure Category FY 08 Actual Contractual Services $151,487 Total: $151,487 FY 09 Actual $245,619 $245,619 % Change from Prior Year 62.14% 214 FY 10 Estimate FY 11 Budget $327,871 $327,871 $327,871 33.49% $327,871 0.00% FY 2011 Program Budget Programs Planning and Community Development Sect 8 Housing Division Related Council Goal Community Building: Preserve and Expand Our Quality of Life Performance Management and Resource Summary The federally funded program known as the Section 8 Housing Choice Voucher Program provides rental assistance to low income families by contracting with private owners and subsidizing a portion of the family's monthly rent. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.00 Expenditure Category FY 08 Actual Contractual Services $650,140 Total: $650,140 FY 09 Actual 0.00 FY 09 Actual $761,907 $761,907 % Change from Prior Year 17.19% 215 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $818,094 $879,728 $818,094 7.37% $879,728 7.53% FY 2011 Program Budget Programs Planning and Community Development Capital Fund Prog (Hud) Division Related Council Goal Community Building: Preserve and Expand Our Quality of Life Performance Management and Resource Summary This federally funded program assists the Peoria Housing Authority with management improvements and the modernization of public housing developments and scattered site units. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.00 Expenditure Category FY 08 Actual Contractual Services $165,350 Commodities $0 Capital Outlay $76,732 Total: $242,082 FY 09 Actual 0.00 FY 09 Actual $128,496 $216 $7,899 $136,611 % Change from Prior Year -43.57% 216 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $161,293 $270,400 $0 $0 $0 $0 $161,293 18.07% $270,400 67.65% FY 2011 Program Budget Programs Planning and Community Development Home Grant Division Related Council Goal Community Building: Preserve and Expand Our Quality of Life Performance Management and Resource Summary The HOME Investment Partnership Program is a federally funded grant program which helps non-profit agencies and developers expand the supply of affordable housing for low and moderate income persons. HOME projects include land acquisition, development or rehabilitation of affordable multi-family rental units and a homebuyer program. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.00 Expenditure Category FY 08 Actual Personal Services $5,623 Contractual Services $445,282 Commodities $992 Total: FY 09 Actual 0.00 FY 09 Actual $1,086 $10,989 $2,234 $451,897 $14,309 % Change from Prior Year -96.83% 217 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $0 $0 $132,664 $505,230 $300 $300 $132,964 829.23% $505,530 280.20% FY 2011 Program Budget Programs Planning and Community Development Comm Dev Block Grant Division Related Council Goal Community Building: Preserve and Expand Our Quality of Life Performance Management and Resource Summary CDBG (Community Development Block Grant) is a federally funded grant program which gives entitlement communities the ability to carry out a wide range of community development activities directed toward revitalizing neighborhoods, economic development and providing improved community facilities and services. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.25 Expenditure Category FY 08 Actual Personal Services $73,088 Contractual Services $498,634 Commodities $1,797 Capital Outlay $48,267 Total: $621,786 FY 09 Actual 0.25 FY 09 Actual $102,991 $520,478 $3,566 $0 $627,035 % Change from Prior Year 0.84% 218 FY 10 Estimate FY 11 Budget 1.20 1.92 FY 10 Estimate FY 11 Budget $55,375 $127,039 $652,258 $1,412,719 $1,650 $4,700 $0 $0 $709,283 13.12% $1,544,458 117.75% Police Department FY2011 Performance spotlight Department Mission The Peoria Police Department is committed to partnering with the community to maintain trust, ensure a high quality of life and safety, and preserve life and property. Youth and Support Services DEPARTMENT FUNCTIONS Youth and Support Services is responsible for the School Resource Officer Program, recruitment and background investigations, firearms training and weapons inventory, property and evidence standards and compliance, records management and Police personnel training. Police Administration The Office of the Police Chief is responsible for the overall management direction and support of the Police Department including responding to Council and legislative activities, media and community relations, public information and management of the Professional Standards Unit (Internal Affairs). Communications/911 Call Center Communications/911 Call Center is responsible for answering and dispatching calls for service and processing warrants in the computer aided dispatch system. Patrol Services Patrol Services is responsible for partnering with the community to provide professional, responsible and proactive law enforcement. Activities include responding to calls, traffic enforcement and accident investigation and reconstruction Administrative Support Services Administrative Support Services is responsible for the department’s strategic planning, payroll, budget/financial management, grant administration, crime analysis, fleet, equipment and technology, and accreditation requirements. Neighborhood Services The Neighborhood Services division is focused on improving quality of life by creating safer neighborhoods. Activities include the park ranger program, code compliance services and community referral services. Key Outcome Measures Police Department Criminal Investigations Criminal Investigations is responsible for investigating criminal offenses, following up with victims of crime and working with other agencies to address social and criminal offenses. ™ Patrol response times to critical emergencies from dispatch to arrival ™ UCR part 1 crime clearance rate ™ Violent crimes per 1000/population ™ Property crimes per 1000/population ™ % of residents rating their neighborhood as a good to excellent place to live Operational Support Operational Support is responsible for the Tactical Enforcement Unit (SWAT) and the Special Investigations related to traffic, gang and drug concerns. 219 FY 2011 Program Budget Programs Police Operating Budget Summary FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Total : $25,934,611 $7,425,141 $917,219 $595,096 $34,872,067 $29,062,634 $7,087,327 $1,333,716 $724,646 $38,208,323 $29,365,319 $7,829,584 $941,605 $720,643 $38,857,151 $29,264,319 $6,599,056 $594,186 $787,676 $37,245,237 $28,137,200 $6,048,692 $762,431 $33,608 $34,981,931 -4.18% -22.75% -19.03% -95.34% -9.97% Total : $961,500 $1,941,362 $3,883,181 $15,049,818 $0 $3,594,529 $4,849,563 $1,313,942 $2,475,614 $74,699 $0 $80,732 $34,801 $0 $0 $0 $21,080 $20,488 $105,121 $2,841 $11,716 $15,854 $0 $434,103 $283 $840 $34,872,067 $999,219 $2,263,539 $4,366,297 $15,486,459 $0 $4,954,976 $3,549,655 $1,007,402 $2,835,318 $814,265 $12,700 $597,696 $2,000 $70,942 $10,037 $30,000 $41,226 $13,877 $88,671 $13,772 $12,000 $16,329 $0 $1,019,072 $2,873 $0 $38,208,323 $1,646,565 $2,727,372 $4,227,369 $16,302,802 $0 $4,647,519 $3,726,950 $1,084,957 $2,784,050 $482,217 $0 $281,150 $5,000 $17,224 $0 $0 $0 $16,667 $43,060 $0 $0 $0 $235,000 $624,249 $1,500 $3,500 $38,857,151 $1,670,920 $2,071,244 $4,257,065 $10,907,517 $4,089,237 $4,521,234 $3,412,678 $1,322,240 $2,813,859 $788,716 $10,227 $202,600 $2,500 $17,224 $27,000 $60,000 $46,068 $120,065 $106,553 $0 $13,500 $16,904 $0 $767,036 $350 $500 $37,245,237 $1,683,113 $1,754,765 $3,719,375 $10,926,943 $6,028,017 $2,412,243 $3,524,911 $1,228,758 $2,685,301 $667,634 $0 $228,020 $0 $17,224 $0 $0 $41,200 $16,667 $43,060 $0 $0 $0 $0 $0 $1,500 $3,200 $34,981,931 2.22% -35.66% -12.02% -32.98% NA -48.10% -5.42% 13.25% -3.55% 38.45% NA -18.90% -100.00% 0.00% NA NA NA 0.00% 0.00% NA NA NA -100.00% -100.00% 0.00% -8.57% -9.97% 8.50 18.00 34.00 133.00 0.00 28.00 8.50 18.00 35.00 128.00 0.00 42.00 18.00 19.00 35.00 127.00 0.00 38.00 19.00 11.00 34.00 76.00 47.00 38.00 20.00 10.00 31.00 89.00 54.00 18.00 Sort Description Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Expenditures by Division Neighborhood Services Police Administration Criminal Investigation Patrol Services - South Patrol Services - North Operations Support Pd Technical Support Staff Services Pd Communications Strategic Planning Az Auto Theft Grant St Anti-Racketeering-Pd Federal Forfeiture GITEM Grant Fifty in Twelve DUI Grant xx Victims Of Crime Act Grant Justice Assistance Grant Opep Grant - Cfda 20.600 Bulletproof Vest Partnership St Anti-Racketeering - PD Federal DEA IGA Gila River Indian Res. Grant Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd Staffing by Division Neighborhood Services Police Administration Criminal Investigation Patrol Services - South Patrol Services - North Operations Support 220 11.11% -47.37% -11.43% -29.92% NA -52.63% FY 2011 Program Budget Programs Pd Technical Support Staff Services Pd Communications Strategic Planning Total : 28.00 9.00 34.00 2.00 294.50 15.00 8.00 35.00 6.00 295.50 221 15.00 7.00 35.00 5.00 299.00 10.00 11.00 34.00 10.00 290.00 15.00 8.00 34.00 8.00 287.00 0.00% 14.29% -2.86% 60.00% -4.01% FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Neighborhood Services Division Performance Management and Resource Summary The Neighborhood Services Division works to promote and preserve the integrity and safety of neighborhoods. This work is accomplished by ensuring City code violations are investigated and resolved and by offering programs to revitalize older neighborhoods that are showing signs of deterioration. Neighborhood Services also provides formal and informal training and educational information to Homeowners Associations and individual citizens as well as offering other programs funded by the Federal Government aimed at assisting individual citizens and not-for-profit entities in developing or maintaining the integrity of homes and neighborhood areas. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Promote and preserve integrity and safety of neighborhoods ♦ Inspect properties, advise owners of violations and monitor and resolve open cases 9 Number of business days from initial complaint to first inspection 9 Average number of inspections per day per officer 9 Total number of special ordinance inspections (such as graffiti, paint security and signage) per month 9 Percentage of cases resolved through voluntary compliance 9 Total number of inspections per month 2 33 1,256 1.34 14 604 1.50 15 500 87% 5,203 98% 1,433 90% 1,500 85% 80% 80% 73% 73% 75% ¾ Manage the Animal Control function ♦ To manage the Animal Control function in a timely manner. 9 PSO's assigned to the Animal Control function will submit completed bite reports within 48 hours of being assigned Animal Control Officers will issue traps within 72 hours of citizen request 9 Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 8.50 Expenditure Category FY 08 Actual Personal Services $678,752 Contractual Services $255,471 Commodities $18,103 Capital Outlay $9,174 Total: $961,500 FY 09 Actual 8.50 FY 09 Actual $769,870 $219,905 $9,444 $0 $999,219 % Change from Prior Year 3.92% 222 FY 10 Estimate FY 11 Budget 19.00 20.00 FY 10 Estimate FY 11 Budget $1,376,725 $1,448,316 $286,515 $217,947 $7,680 $16,850 $0 $0 $1,670,920 67.22% $1,683,113 0.73% FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Police Administration Division Performance Management and Resource Summary The Administrative Division is responsible for providing public information assistance/ coordination on Departmental activities, managing utilization of fiscal and material resources, development of sound policies and practices, planning and research activities. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide guidelines and direction to employees and assist citizens ♦ 9 Percent of employee appraisals completed within 30 days of due date 9 % of total citizen complaints completed within 30 days 9 % of administrative investigations completed within 60 days 91% 100% 0% 92% 80% 50% 90% 80% 50% 147 13 2,243 120 12 1,455 125 15 1,500 13% $149,312 7,733 23% $105,000 7,800 20% $95,000 7,800 37% NA NA NA NA NA 45% 60% 65% 65% 70% 65% 40% 65% 65% 65% 65% 65% ♦ Promote positive image for the Police Department through open media relations and timely notification of significant Police Department events and activities. 9 News media releases 9 News media releases within 24 hours of event 9 Press Contacts ¾ Manage the Department’s Volunteer Program ♦ To utilize trained volunteers to enhance the level of service to our citizens. 9 Volunteer force equivalent to 100% of an FTE 9 Dollar value of volunteer hours utilized 9 Total number of Volunteer Hours Utilized ¾ Promote community partnership, education, and positive relations ♦ Provide the community information/education in crime prevention and reduction. 9 9 9 9 9 9 Occupied multi-family units certified in “Crime Free Multi-Housing” (CFMH) Citizen rating of quality of contact with police Citizen rating of safety in their neighborhood during the day Citizen rating of safety of their neighborhoods after dark Citizen rating of safety of business areas during the day Citizens rating of safety of business areas after dark Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 18.00 Expenditure Category FY 08 Actual Personal Services $1,718,161 Contractual Services $170,426 Commodities $52,775 Total: $1,941,362 FY 09 Actual 18.00 FY 09 Actual $1,967,305 $229,511 $66,723 $2,263,539 % Change from Prior Year 16.60% 223 FY 10 Estimate FY 11 Budget 11.00 10.00 FY 10 Estimate FY 11 Budget $1,664,983 $1,319,027 $262,133 $225,978 $144,128 $209,760 $2,071,244 -8.50% $1,754,765 -15.28% FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Criminal Investigation Division Performance Management and Resource Summary The Criminal Investigations Bureau is comprised of four units; the Crimes Against Person Unit (CAP), the Property Crime Unit (PCU), the Family Crimes Unit (FCU), and the Street Crimes Unit (SCU). The Bureau is responsible for investigating serious crimes against persons and family violence related crimes; handling property crimes; investigating crimes involving domestic violence and sexual misconduct crimes; and handling illegal narcotics activities, and stolen property. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ To professionally investigate crimes ♦ All cases filed to the City/County Attorney are in accordance with established protocols. 9 9 9 9 9 9 9 9 9 Percentage of UCR Part I Crimes assigned to Investigators Percentage of UCR Part I Crimes cleared Homicide clearance rate based on population and total count of homicides Robbery clearance rate based on population and total count of robberies Assault clearance rate based on number of cases handled Number of stolen vehicles reported Percentage of stolen vehicles recovered Number of victims served Services provided to victims 10% 39% 0% .23% .73% 503 52.5% 72 252 41% 23% 36% 47% 63% 234 60% 120 275 Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 34.00 Expenditure Category FY 08 Actual Personal Services $3,390,418 Contractual Services $433,814 Commodities $29,909 Capital Outlay $29,040 Total: $3,883,181 FY 09 Actual 35.00 FY 09 Actual $3,855,599 $482,150 $28,548 $0 $4,366,297 % Change from Prior Year 12.44% 224 FY 10 Estimate FY 11 Budget 34.00 31.00 FY 10 Estimate FY 11 Budget $3,806,300 $3,331,773 $431,381 $368,802 $19,384 $18,800 $0 $0 $4,257,065 -2.50% $3,719,375 -12.63% 35% 15% 50% 15% 50% 500 60% 120 275 FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Patrol Services - South Division Performance Management and Resource Summary The Patrol Services Bureau works in partnership with the community to provide professional and responsible law enforcement services to its citizens by expeditiously responding to calls for service and providing proactive vehicle, foot, and bike patrol to control criminal activity. The Bureau provides traffic enforcement, accident investigation and reconstruction, referral services to the public, Priority 3 call back requests and walk-in assistance to the community. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate 7 .13 8.43 28.5 .15 .07 .57 7.93 72% 96% 97% 19.2 15.9 26 28.5 7% 4% 1.5 24.4 100% 100% 60% FY 2011 Projected ¾ Immediately respond to all emergency situations and provide a timely response to all other calls for police assistance ♦ Analyze staffing assignments on an annual basis to ensure maximum service delivery. 9 9 9 9 9 9 9 9 9 9 9 Total arrests per 1,000 population Total arrests for UCR Part I Crimes per sworn FTE UCR Part I Crimes reported per 1,000 population Crimes committed per 1,000 population Reduce property crimes per 1,000 persons Reduce violent crimes per 1,000 persons Total arrests for UCR Part II drug offenses per 1,000 population Property crimes per 1,000 population Priority I response times within 5 minutes Priority 2 response times within 15 minutes Priority 3 response times within 45 minutes Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 133.00 Expenditure Category FY 08 Actual Personal Services $12,205,972 Contractual Services $2,515,752 Commodities $328,094 Total: $15,049,818 FY 09 Actual 128.00 FY 09 Actual $12,829,941 $2,455,051 $201,468 $15,486,459 % Change from Prior Year 2.90% 225 FY 10 Estimate FY 11 Budget 76.00 89.00 FY 10 Estimate FY 11 Budget $8,583,900 $8,913,885 $2,152,273 $1,877,816 $171,344 $135,242 $10,907,517 -29.57% $10,926,943 0.18% 15 15 24 26 5% 2% 1.0 20 90% 90% 50% FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Operations Support Division Performance Management and Resource Summary The Operations Support Bureau (OSB) works in partnership with the Patrol Services Bureau (PSB) to provide the community professional and responsive law enforcement services. The Bureau consists of the traffic enforcement unit, the Canine Unit, the Targeted Enforcement Unit, and the department’s part-time Special Assignment Unit (SAU). Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected .04 100% 2.23 7.10 .02 100% 3.26 11.7 .05 80% 4.05 15.65 100% NA 100% 100% 100% 100% ¾ Reduce traffic accidents by visible and aggressive police presence and to respond in a timely manner citizens traffic concerns ♦ Deploy personnel to effectively address traffic accidents and traffic enforcement. 9 9 9 9 Fatal traffic accidents per 1,000 population Percentage of traffic accident record drawings completed within 45 days DUI arrests per 1,000 population Total accidents per 1,000 population ¾ Utilize all available resources to address customer service related concerns and positively impact neighborhood quality of life issues ♦ Utilize community policing concepts that educate and facilitate positive relations between the community and the police department. 9 Targeted Enforcement Unit shall render service on 40 arrests warrants 9 Targeted Enforcement Unit shall contact 6 sex offenders on a quarterly basis Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 28.00 Expenditure Category FY 08 Actual Personal Services $2,975,511 Contractual Services $507,880 Commodities $111,138 Total: $3,594,529 FY 09 Actual 42.00 FY 09 Actual $4,447,319 $442,858 $64,799 $4,954,976 % Change from Prior Year 37.85% 226 FY 10 Estimate FY 11 Budget 38.00 18.00 FY 10 Estimate FY 11 Budget $4,146,161 $2,255,931 $323,885 $127,337 $51,188 $28,975 $4,521,234 -8.75% $2,412,243 -46.65% FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Pd Technical Support Division Performance Management and Resource Summary The Support Bureau is responsible for processing and maintaining accurate police records of activities and the timely retrieval and distribution of appropriate records; implementation and updating/support of the Department's automated information systems, effective and efficient evidence and property control; and timely and effective processing of property. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 12,209 9,471 100% 14,194 22,106 100% 13,200 20,000 100% 100% 100% 100% 90% 90% ¾ Ensure proper inventory, maintenance, storage, and disposition of acquired property, evidence, and Department equipment in compliance with CALEA standards ♦ Ensure integrity of property/evidence/equipment. 9 Number of Property/Evidence Items Received 9 Number of Property/Evidence Items Released 9 Out-process 2,000 adjudicated items from storage on a quarterly basis ¾ Maintain an accurate automated and manual records management system ♦ Police reports are processed in compliance with department standards. 9 Percent of Traffic Citations entered by Records Management 9 Process all citations within 72 hours Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 28.00 Expenditure Category FY 08 Actual Personal Services $1,705,321 Contractual Services $2,922,446 Commodities $96,480 Capital Outlay $125,316 Total: $4,849,563 FY 09 Actual 15.00 FY 09 Actual $783,938 $2,682,331 $68,386 $15,000 $3,549,655 % Change from Prior Year -26.80% 227 FY 10 Estimate FY 11 Budget 10.00 15.00 FY 10 Estimate FY 11 Budget $842,265 $1,249,218 $2,564,490 $2,271,193 $5,923 $4,500 $0 $0 $3,412,678 -3.86% $3,524,911 3.29% FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Staff Services Division Performance Management and Resource Summary The Staff Services Bureau is responsible for managing the recruitment and promotional activities for the Department. The Bureau also oversees the Field Training Program for sworn officers, and ensures all Department training requirements are met for sworn personnel within AZPOST guidelines. The Bureau is responsible for in-service and specialized training for all members of the department, sworn and civilian. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Recruit and retain quality personnel and create a diverse workforce ♦ To effectively and professionally promote the recruitment and retention process. 9 Background investigations completed within 60 days 9 Sworn and Civilian FTE’s per 1,000 population 9 Authorized positions filled at all times 141 1.72 95% 1.81 90% 95% 1.81 90% 4 16 16 23 24 24 95% 95% ¾ Manage the Department's Training function ♦ Meet AZPOST Training requirements pertaining to sworn personnel. 9 Number of proficiency training hours attended per sworn employee (AZPOST Minimum 8-hours every 3-years) 9 Number of continuing training hours attended per sworn employee (AZPOST Minimum 8 hrs) 9 Complete of all AZPost training requirements to maintain certifications Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 9.00 Expenditure Category FY 08 Actual Personal Services $739,967 Contractual Services $431,505 Commodities $142,470 Total: $1,313,942 FY 09 Actual 8.00 FY 09 Actual $661,846 $234,066 $111,490 $1,007,402 % Change from Prior Year -23.33% 228 FY 10 Estimate FY 11 Budget 11.00 8.00 FY 10 Estimate FY 11 Budget $990,431 $792,137 $216,009 $312,596 $115,800 $124,025 $1,322,240 31.25% $1,228,758 -7.07% FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Pd Communications Division Performance Management and Resource Summary The Communications Bureau is responsible for providing efficient and effective service in the areas of Police telephone, radio, and teletype communication. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 9 Average dispatch time for Priority 1 Calls(minutes) 9 Priority 1 Calls, number of calls 1.30 6,275 1.38 6,493 1.75 6,500 9 Average dispatch time for Priority 2 Calls(minutes) 9 Priority 2 Calls, number of calls 6.13 26,414 6.25 24,481 5.00 25,000 9 Average dispatch time for Priority 3 Calls(minutes) 9 Priority 3 Calls, number of calls 53.39 16,037 60.48 18,216 40.00 18,000 315,907 64,560 91% 276,930 61,100 87% 281,290 61,000 90% Goals, Objectives, and Measures ¾ Provide accurate, timely, and responsive telecommunications service to the community ♦ Average dispatch time of Priority 1 Calls does not exceed 2 minutes. ♦ Average dispatch time of Priority 2 Calls does not exceed 2 minutes. ♦ Average dispatch time of Priority 3 Calls does not exceed 10 minutes. ♦ Provide accurate, timely, and responsive telecommunications services to the community. 9 Total calls processed (includes outgoing calls) 9 Total 911 calls processed 9 Percent of 911 calls answered in less than 10 seconds Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 34.00 Expenditure Category FY 08 Actual Personal Services $2,303,884 Contractual Services $161,920 Commodities $9,810 Total: $2,475,614 FY 09 Actual 35.00 FY 09 Actual $2,580,238 $210,301 $44,779 $2,835,318 % Change from Prior Year 14.53% 229 FY 10 Estimate FY 11 Budget 34.00 34.00 FY 10 Estimate FY 11 Budget $2,583,611 $2,443,468 $228,198 $238,833 $2,050 $3,000 $2,813,859 -0.76% $2,685,301 -4.57% FY 2011 Program Budget Programs Police Related Council Goal Total Planning Strategic Planning Division Performance Management and Resource Summary The Strategic Planning Division is responsible for planning and research activities, analyzing and projecting crime trends, and managing the process of securing international re-accreditation status through the Commission on Acreditation for Law Enforcement Agencies (CALEA). Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 127 12 100% 80 12 100% 100 12 45% 100% 100% ¾ Identify significant crime trends and communicate the data to relevant Department personnel and Command Staff ♦ To compile, input, and analyze current crime statistics, and disseminate information in a timely manner. 9 Update department statistical site monthly 9 Number of Crime bulletins disseminated 9 Attendance at Command Staff meetings to provide briefings on crime issues ¾ Establish/revise written policy and procedures ♦ Annually review/update existing policies and procedures in compliance with the Commission on Accreditation for Law Enforcement Agencies (C.A.L.E.A.). 9 Percent of policies reviewed Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 2.00 Expenditure Category FY 08 Actual Personal Services $67,876 Contractual Services $6,755 Commodities $68 Total: $74,699 FY 09 Actual 6.00 FY 09 Actual $794,433 $18,646 $1,186 $814,265 % Change from Prior Year 990.06% 230 FY 10 Estimate FY 11 Budget 10.00 8.00 FY 10 Estimate FY 11 Budget $770,878 $611,678 $17,838 $55,956 $0 $0 $788,716 -3.14% $667,634 -15.35% FY 2011 Program Budget Programs Police Related Council Goal Community Building: Preserve and Expand Our Quality of Life Victims Of Crime Act Grant Division Performance Management and Resource Summary The VOCA Grant provides financial support for the City Attorney’s Victim Assistance Program. Its primary requirement is that the majority of the funding it provides must be used to do direct service work with victims (this includes statutory required victim notification). With a grant match from the City of Peoria it provides monies for the Victim Assistance Coordinator’s salary, printing costs, office supplies, publications, telephone expenses, and trainings. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate ¾ To preserve and protect victims’ rights during the prosecution of criminal cases ♦ Carry out all prosecutorial statutory mandates to allow victims to fully participate in the criminal justice system. 9 9 9 9 Number of victims served Services provided to victims Victim Surveys Returned Victim Impact Statements Received ♦ Increase quantity and quality of information and support provided to crime victims. 9 Number of letters to victims 9 Number of phone calls to victims 9 Community Awareness Presentations Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.00 FY 09 Actual 0.00 Expenditure Category FY 08 Actual Personal Services $19,663 Contractual Services $1,417 FY 09 Actual $41,226 $0 $21,080 $41,226 Total: % Change from Prior Year 95.57% 231 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $46,068 $41,200 $0 $0 $46,068 11.75% $41,200 -10.57% FY 2011 Projected Public Works-Utilities Department FY2011 Performance Spotlight Department Mission To preserve and enhance the City of Peoria’s assets and resources for future generations through sustainable practices, and quality service, operation and maintenance of the City’s infrastructure and facilities. DEPARTMENT FUNCTIONS Facilities PUBLIC WORKS The Facilities divisions are responsible for operating and/or maintaining all City buildings, grounds and appurtenances and planning for system and equipment replacements. Service areas include: 9 Custodial 9 Building Maintenance 9 Technical and Utility Management Public Works Administration The Public Works administrative division develops, manages, and provides overall management direction and support for the City’s Public Works functions. Solid Waste/Recycling Transit The Solid Waste division provides curbside collection service for household refuse, recyclables, bulk items, and refuse collection services for our commercial and multifamily customers. The Transit division is responsible for providing oncall transportation services throughout the City to facilitate ADA and non-ADA citizen travel to medical appointments, social activities and shopping. Streets and Storm Drain The Streets and Storm Drain divisions are responsible for the overall management of the following programs: 9 Signals and Street Lights 9 Signing and Striping 9 Pavement Maintenance 9 Street Sweeping 9 Storm Water Management Key Outcome Measures Public Works ™ Residential Recycling Diversion Rate ™ % of pavement surfaces graded at 70% or better ™ Maintain City’s fleet “in-service” at 95% or better ™ 100% compliance with all storm drain requirements Fleet Maintenance The Fleet Maintenance division is responsible for maintaining and managing the City’s vehicle and equipment inventory. 232 DEPARTMENT FUNCTIONS Water Resources and Environmental UTILITIES The Water Resources and Environmental division is responsible for managing the City’s water resource portfolio and ensuring the City meets Federal, State and Local compliance regulations for water, wastewater, storm water and air quality 9 Water Resources and Conservation 9 Water Supply 9 Environmental (Recycling) Services 9 Water Environmental Programs 9 Wastewater Industrial Users Utilities Administration The Utilities Administration division is responsible for providing overall management direction and support to the City’s Utilities functions. Field Operations Field Operations includes the operation and maintenance of the water distribution, wastewater collection system, wells, reservoirs, booster stations, wastewater lift stations, and utility locating and marking services. Divisions include: 9 Water Production 9 Water Distribution 9 Blue Stake 9 Wastewater Collection Treatment Plant Operations Treatment Plant Operations is responsible for customer service, operational support and overall management of treatment plant operations. The City currently operates and maintains the following treatment facilities: 9 Greenway Water Treatment Plant 9 Quintero Treatment Plant 9 Beardsley Water Reclamation Facility 9 Jomax Water Reclamation Facility 9 Butler Water Reclamation Facility Key Outcome Measures Utilities ™ Experience no service delivery interruptions ™ 100% compliance with all water and wastewater regulations 233 FY 2011 Program Budget Programs Public Works Operating Budget Summary Sort Description FY 08 Actual FY 09 Actual FY 010 Budget FY 010 Estimate FY 11 Budget Percent Change $18,942,535 $40,258,580 $9,650,131 $4,444,450 $73,295,696 $20,675,469 $39,707,624 $6,550,515 $2,877,447 $69,811,054 $19,450,501 $37,315,018 $6,690,902 $2,807,122 $66,263,543 $19,291,030 $36,377,866 $6,362,765 $2,579,267 $64,610,928 $18,020,815 $37,512,072 $6,537,042 $2,197,276 $64,267,205 -7.35% 0.53% -2.30% -21.72% -3.01% $470,182 $1,830,077 $1,849,558 $3,149,434 $904,863 $3,196,945 $3,006,259 $375,016 $1,426,545 $4,491,049 $1,115,160 $1,387,455 $204,689 $2,430,136 $5,589,290 $822,405 $1,616,657 $1,163,481 $55,497 $1,604,751 $635,821 $6,984,257 $0 $2,271,898 $31,329 $2,312,949 $471,915 $5,444,826 $1,763,238 $1,054,601 $571,197 $1,745,117 $0 $904,987 $1,075,391 $0 $1,537,054 $927,445 $617,660 $1,701,273 $1,906,944 $3,350,164 $671,611 $3,275,015 $2,475,913 $398,137 $1,220,702 $4,704,423 $1,426,623 $1,332,885 $942 $2,392,414 $2,851,330 $778,204 $1,698,378 $4,207,753 $496 $1,852,108 $670,919 $7,532,146 $0 $593,205 $1,560,555 $216,355 $492,303 $5,398,349 $974,114 $75,603 $528,916 $1,304,972 $446,552 $848,508 $1,095,820 $0 $1,556,971 $892,130 $631,252 $1,689,931 $1,813,152 $3,335,347 $696,057 $3,544,527 $1,914,564 $390,201 $1,162,519 $5,273,543 $968,464 $1,733,758 $0 $1,941,381 $1,537,615 $573,200 $1,341,457 $4,985,190 $40,000 $1,939,516 $650,440 $4,219,904 $1,960,913 $458,021 $1,749,589 $83,000 $607,239 $5,025,534 $688,333 $333,000 $444,277 $1,263,398 $345,509 $823,784 $1,333,919 $0 $1,503,638 $765,710 $581,015 $1,386,751 $1,833,944 $3,334,513 $695,858 $3,451,463 $2,028,811 $401,544 $1,291,294 $4,773,959 $840,118 $1,617,420 $0 $1,750,106 $1,502,651 $706,995 $1,314,725 $4,911,788 $40,000 $1,836,218 $644,701 $4,536,871 $2,068,120 $456,312 $1,153,389 $88,881 $609,739 $4,572,688 $404,324 $870,481 $499,090 $997,684 $737,852 $866,274 $1,170,286 $20,750 $1,428,843 $755,064 $549,037 $1,328,538 $1,721,705 $3,404,961 $510,757 $4,011,703 $2,196,133 $417,794 $1,230,683 $5,221,458 $0 $1,505,957 $23,800 $1,784,805 $1,414,035 $870,164 $1,344,522 $5,138,745 $0 $2,035,336 $654,214 $4,896,734 $2,088,446 $338,267 $826,200 $100,000 $628,082 $4,713,700 $1,137,276 $0 $341,970 $1,106,034 $699,431 $265,717 $1,087,064 $661,720 $1,309,742 $808,844 -13.02% -21.39% -5.04% 2.09% -26.62% 13.18% 14.71% 7.07% 5.86% -0.99% -100.00% -13.14% NA -8.07% -8.04% 51.81% 0.23% 3.08% -100.00% 4.94% 0.58% 16.04% 6.50% -26.15% -52.78% 20.48% 3.43% -6.20% 65.22% -100.00% -23.03% -12.46% 102.43% -67.74% -18.51% NA -12.90% 5.63% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division Public Works Administration Utilities-Water/Ww Admin Utilities Operations Admin Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Production Svcs Distribution Services Blue Staking Water Resources/Conservation Water Supply Utilities Engineering Utilities Environmental Wtr Eqt Reserve Beardsley Water Reclamation Facility Ww Collection/Prevention Ww Industrial Users Jomax Water Reclamation Facility Butler Water Reclamation Facility Ww Eqt Reserve Commercial Collection Solid Waste Admin Residential Collection Residential Recycling Environmental Services Solid Waste Eqt Reserve Solid Waste Expansion Storm Drain - NPDES Fleet Maintenance Fleet Reserve Streets/Transit Equipment Reserve Facilities Admin Custodial Services Nighttime Facilities Services Building Maintenance Utility Management Facilities Operating Projects Technical Operations Streets Admin 234 FY 2011 Program Budget Programs Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Transit Division Hb2565 Transp Grant ADEQ Recycling Grant Total : $1,219,969 $2,152,943 $2,906,967 $963,762 $1,365,792 $3,061 $261,728 $0 $73,295,696 $1,249,542 $2,260,298 $2,863,052 $943,634 $1,166,371 $272,766 $0 $4,997 $69,811,054 $1,179,490 $2,363,003 $2,760,390 $755,636 $1,260,336 $176,806 $0 $0 $66,263,543 $1,168,599 $2,368,783 $2,774,242 $747,441 $1,194,535 $176,806 $0 $0 $64,610,928 $1,027,234 $2,461,724 $2,646,845 $751,210 $1,006,618 $0 $0 $0 $64,267,205 4.00 8.00 11.00 8.00 1.00 5.60 16.40 3.00 7.00 8.00 7.00 4.00 7.00 3.00 4.00 7.00 5.20 4.00 33.80 0.00 4.00 5.00 15.00 4.00 13.50 7.00 6.00 0.00 12.00 7.00 9.00 5.00 18.00 5.00 14.50 272.00 4.00 12.00 8.00 10.00 1.00 8.20 9.55 3.00 5.00 8.00 8.00 4.00 10.25 3.00 3.00 8.00 5.20 4.00 19.80 12.00 4.00 5.00 15.00 4.00 14.25 6.25 6.00 0.00 11.00 7.00 9.00 5.00 17.00 5.00 14.50 269.00 5.00 11.00 8.00 10.00 1.00 8.20 8.55 3.00 5.00 4.00 8.00 5.00 8.25 3.00 3.00 8.00 8.00 4.00 18.00 12.00 3.00 5.00 13.00 4.00 13.50 5.25 6.00 0.00 11.00 6.00 9.00 5.00 17.00 4.00 13.75 256.50 5.00 5.00 9.00 10.00 1.00 7.20 11.55 3.00 7.00 1.00 6.00 4.00 7.25 6.00 3.00 9.00 8.00 4.00 18.00 12.00 3.00 5.00 12.00 3.00 10.00 13.75 0.00 5.00 10.00 6.00 9.00 5.00 17.00 4.00 11.75 251.50 4.25 5.00 9.00 10.60 0.40 7.20 10.55 3.00 6.00 0.00 6.00 4.00 7.25 6.00 3.00 9.00 8.00 3.25 18.00 12.00 2.00 4.20 12.75 3.00 10.00 11.75 0.00 5.00 10.00 6.80 8.00 5.00 16.00 4.00 10.00 241.00 -12.91% 4.18% -4.11% -0.59% -20.13% -100.00% NA NA -3.01% Staffing by Division Public Works Administration Utilities-Water/Ww Admin Utilities Operations Admin Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Production Svcs Distribution Services Blue Staking Water Resources/Conservation Utilities Engineering Utilities Environmental Beardsley Water Reclamation Facility Ww Collection/Prevention Ww Industrial Users Jomax Water Reclamation Facility Butler Water Reclamation Facility Commercial Collection Solid Waste Admin Residential Collection Residential Recycling Environmental Services Storm Drain - NPDES Fleet Maintenance Facilities Admin Custodial Services Nighttime Facilities Services Building Maintenance Facilities Operating Projects Technical Operations Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Transit Division Total : 235 -15.00% -54.55% 12.50% 6.00% -60.00% -12.20% 23.39% 0.00% 20.00% -100.00% -25.00% -20.00% -12.12% 100.00% 0.00% 12.50% 0.00% -18.75% 0.00% 0.00% -33.33% -16.00% -1.92% -25.00% -25.93% 123.81% -100.00% NA -9.09% 13.33% -11.11% 0.00% -5.88% 0.00% -27.27% -6.04% FY 2011 Program Budget Programs Public Works Related Council Goal Total Planning Public Works Administration Division Performance Management and Resource Summary The Administrative Division develops, manages, and monitors the general functions, staffing and service levels for each departmental operating division including Fleet, Streets and Drainage, Facilities Management, Transit and Solid Waste. Services are to be provided to citizens and internal customers in a responsive, efficient and professional manner. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Facilitate communication in the Department ♦ Conduct weekly staff meetings with the Public Works Management Team. 9 Conduct 48 meetings per year 48 48 48 9 Conduct 12 meetings per year 12 12 12 100% 100% 100% 100% 100% 100% 4 4 4 100% 100% 100% 5% 5% 5% ♦ Participate in monthly meetings with the leadership of AFSCME. ¾ Encourage employee professional development ♦ Provide training opportunities for all employees. 9 Prepare a training plan for each division 9 Ensure that every employee receives a timely, annual job performance appraisal ¾ Provide enterprise-wide support of the City's asset management system ♦ Provide training opportunities. 9 Conduct 4 training sessions per year ♦ Identify software needs for the asset management system. 9 Prepare annual report with recommendations ¾ Monitor departmental staffing levels ♦ Prepare weekly vacancy reports. 9 Maintain a vacancy rate of less than 5 percent Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $377,379 Contractual Services $68,457 Commodities $24,346 Total: $470,182 FY 09 Actual 4.00 FY 09 Actual $525,558 $89,003 $3,099 $617,660 % Change from Prior Year 31.37% 236 FY 10 Estimate FY 11 Budget 5.00 4.25 FY 10 Estimate FY 11 Budget $488,834 $480,271 $89,817 $68,156 $2,364 $610 $581,015 -5.93% $549,037 -5.50% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Utilities-Water/Ww Admin Division Performance Management and Resource Summary This division provides overall management direction and support to Department divisions to accomplish the Department mission in a manner which is true to the City’s core values: Professional, Ethical, Open, Responsive, Innovative and Accountable. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide a safe and reliable water and wastewater system ♦ Maintain compliance with water and wastewater system regulations 9 Number of days system is non-compliant 0 0 0 0 0 0 100% 100% 100% 88% 100% 100% Yes Yes Yes Yes Yes Yes 7 12 12 N/A N/A 95% 100% 93% 100% 95% 91% 95% ♦ Experience no system failures 9 Number of system failures ♦ Obtain and maintain Arizona Department of Environmental Quality (ADEQ) required operator certification 9 Percentage of treatment and field operations staff with ADEQ Grade 1 Certification within one year of hire 9 Percentage of treatment and field operations staff with ADEQ Grade 2 Certification within two years of hire ¾ Develop a fiscally sound capital improvement program (CIP) and operating budget ♦ Comply with Principles of Sound Financial Management 9 Maintain fund balances at 50% of operating revenue 9 Maintain debt coverage ratios of 1.5 ♦ Maintain budgetary control 9 Report expenditures and budget status monthly ¾ Customer service ♦ Conduct annual customer satisfaction survey 9 Satisfactory rating on customer service survey greater than 90% ♦ Respond to all emergency customer calls within 4 hours 9 Percentage of emergency customer calls returned within 4 hours ♦ Respond to non-emergency customer service calls within one business day. 9 Percentage of non-emergency customer service calls returned within one business day. 237 FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Utilities-Water/Ww Admin Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 8.00 Expenditure Category FY 08 Actual Personal Services $818,574 Contractual Services $897,616 Commodities $44,172 Capital Outlay $69,715 Total: $1,830,077 FY 09 Actual 12.00 FY 09 Actual $1,107,153 $581,086 $13,034 $0 $1,701,273 % Change from Prior Year -7.04% 238 FY 10 Estimate FY 11 Budget 5.00 5.00 FY 10 Estimate FY 11 Budget $620,680 $518,936 $738,571 $787,602 $25,000 $22,000 $2,500 $0 $1,386,751 -18.49% $1,328,538 -4.20% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Utilities Operations Admin Division Performance Management and Resource Summary This division is responsible for customer service, operational support, and management of Utility Treatment Divisions. It provides support to customers and to other Utility Operations Divisions. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide reliable water and wastewater treatment systems ♦ Experience no unplanned service delivery interruptions to customers 9 Number of service delivery interruptions due to planning and implementation problems 0 0 0 0 0 0 0 0 0 ¾ Operate and maintain supervisory control and data acquisition (SCADA) systems ♦ Experience no unplanned service delivery interruptions to customers due to SCADA equipment or programming failures 9 Number of service delivery interruptions due to SCADA equipment or programming failures ¾ Maintain instrumentation, security and electrical equipment ♦ Experience no unplanned service delivery interruptions to customers due to instrumentation, electrical or security equipment failure 9 Number of service delivery interruptions due to instrumentation, electrical or security equipment failure Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 11.00 Expenditure Category FY 08 Actual Personal Services $915,676 Contractual Services $855,181 Commodities $72,625 Capital Outlay $6,076 Total: $1,849,558 FY 09 Actual 8.00 FY 09 Actual $999,454 $854,691 $36,153 $16,645 $1,906,944 % Change from Prior Year 3.10% 239 FY 10 Estimate FY 11 Budget 9.00 9.00 FY 10 Estimate FY 11 Budget $931,800 $931,902 $850,038 $743,403 $52,106 $46,400 $0 $0 $1,833,944 -3.83% $1,721,705 -6.12% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Greenway Potbl Wtr Trt Plant Division Performance Management and Resource Summary This division is responsible for treating surface water at the Greenway Water Treatment Plant (WTP) and for managing water supply from Pyramid Peak WTP. This responsibility includes operations, maintenance, and repair of equipment at Greenway WTP. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Operate and maintain Greenway Water Treatment Plant ♦ Meet customer demand for potable water (estimated at 3,300 million gallons annually) 9 Millions of gallons treated and delivered annually 2,969 MG 3,300 MG 3,400 MG 9 Number of unplanned service interruptions due to equipment failures ♦ Maintain compliance with water quality regulations 0 0 0 9 Number of water quality compliance failures due to treatment process failures ♦ Operate plant efficiently 0 0 0 $0.23 $0.12 $0.15 $0.23 $0.13 $0.13 $0.24 $0.12 $0.13 8,735 MG 9,000 MG 9,000 MG 0 0 0 ♦ Complete preventative plant maintenance program to prevent system failures 9 Personnel cost per 1,000 gallons 9 Electricity cost per 1,000 gallons 9 Chemical cost per 1,000 gallons ¾ Operate Water System Control Room. ♦ Meet system-wide customer demand for potable water (estimated at 9,400 million gallons annually) 9 Millions of gallons treated and delivered annually ♦ Complete preventative control system maintenance program to prevent system failures 9 Number of delivery service interruptions due to control system failures Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 8.00 Expenditure Category FY 08 Actual Personal Services $757,366 Contractual Services $1,692,024 Commodities $700,044 Capital Outlay $0 Total: $3,149,434 FY 09 Actual 10.00 FY 09 Actual $691,302 $1,825,428 $751,315 $82,119 $3,350,164 % Change from Prior Year 6.37% 240 FY 10 Estimate FY 11 Budget 10.00 10.60 FY 10 Estimate FY 11 Budget $828,451 $827,608 $1,724,112 $1,709,603 $781,950 $787,750 $0 $80,000 $3,334,513 -0.47% $3,404,961 2.11% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Quintero Treatment Plant Division Performance Management and Resource Summary This division is responsible for the operations and maintenance of the Quintero campus. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected 26 MG 18 MG 8 MG 0 0 0 1 0 0 $3.96 $5.46 $0.16 $17.37 $3.44 $7.78 $0.11 $21.86 $5.00 $15.00 $0.25 $39.64 0 0 0 212 MG 651 AF 200 MG 600 AF 200 MG 600 AF ¾ Operate and maintain Quintero Treatment Plant ♦ Meet customer demand for potable water 9 Millions of gallons treated and delivered annually ♦ Complete preventative plant maintenance program to prevent system failures 9 Number of unplanned service interruptions due to equipment failures ♦ Maintain 100% compliance with water quality regulations 9 Number of water quality compliance failures due to treatment process failures ♦ Operate plant efficiently 9 9 9 9 Personnel cost per 1,000 gallons Electricity cost per 1,000 gallons Chemical cost per 1,000 gallons Total direct plant operating cost per 1,000 gallons ¾ Operate Quintero water, wastewater and reuse water systems ♦ Complete preventative reuse system maintenance program to prevent system failures 9 Number of service interruptions due to system failures ♦ Deliver reuse water to Quintero customers 9 Millions of gallons of reuse/surface water delivered 9 Acre feet of reuse/surface water delivered Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 1.00 Expenditure Category FY 08 Actual Personal Services $108,465 Contractual Services $554,319 Commodities $74,693 Capital Outlay $167,386 Total: $904,863 FY 09 Actual 1.00 FY 09 Actual $104,621 $533,591 $33,399 $0 $671,611 % Change from Prior Year -25.78% 241 FY 10 Estimate FY 11 Budget 1.00 0.40 FY 10 Estimate FY 11 Budget $95,614 $30,858 $556,374 $447,029 $43,870 $32,870 $0 $0 $695,858 3.61% $510,757 -26.60% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Production Svcs Division Performance Management and Resource Summary This division is responsible for operating and maintaining all wells and reservoir storage. Water is supplied to customers on a 24hour, 365-day/year basis. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 2 100% 3 3 2 100% 4 4 2 100% 8 6 ¾ Maintain and operate wells, reservoirs and boosters to ensure system integrity and reliability ♦ Complete annual maintenance program to prevent system failures 9 9 9 9 Rehabilitate two operating wells out of 37 well sites (5%) Conduct semi-annual maintenance on all booster pumps (94 sites) Overhaul eight chlorine systems out of 37 well sites (22%) Clean and inspect two reservoirs out of 25 reservoir sites (8%) Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.60 Expenditure Category FY 08 Actual Personal Services $333,946 Contractual Services $2,582,061 Commodities $178,823 Capital Outlay $102,115 Total: $3,196,945 FY 09 Actual 8.20 FY 09 Actual $646,006 $2,519,549 $109,460 $0 $3,275,015 % Change from Prior Year 2.44% 242 FY 10 Estimate FY 11 Budget 7.20 7.20 FY 10 Estimate FY 11 Budget $556,674 $513,536 $2,787,937 $3,394,434 $106,852 $103,733 $0 $0 $3,451,463 5.39% $4,011,703 16.23% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Distribution Services Division Performance Management and Resource Summary This division is responsible for monitoring, maintaining and repairing the City’s water distribution system, to ensure efficient delivery of potable water to our customers and ensure adequate pressure and flow for fire fighting purposes. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Maintain and operate the water distribution system to ensure efficient delivery of potable water ♦ Complete an annual maintenance program in compliance with best practices and industry standards to prevent system failures 9 9 9 9 Exercise 33% of the valves in the distribution system (6,744 of 20,231) Replace broken valves, as identified, within 30 days Perform 100% maintenance on all 8,047 fire hydrants annually Fire hydrants repaired or replaced within 14 days compared to total fire hydrants repaired or replaced 6,774 16 4,174 139/139 5,389 11 7,747 120/120 Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 16.40 Expenditure Category FY 08 Actual Personal Services $1,045,869 Contractual Services $1,749,330 Commodities $210,098 Capital Outlay $962 Total: $3,006,259 FY 09 Actual 9.55 FY 09 Actual $821,178 $1,506,108 $148,627 $0 $2,475,913 % Change from Prior Year -17.64% 243 FY 10 Estimate FY 11 Budget 11.55 10.55 FY 10 Estimate FY 11 Budget $799,118 $736,818 $1,109,543 $1,339,165 $120,150 $120,150 $0 $0 $2,028,811 -18.06% $2,196,133 8.25% 6,744 10 8,047 120/120 FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Blue Staking Division Performance Management and Resource Summary This division provides marking services to assist excavators with identification of underground facilities. This program assists individuals with complying with state law, avoiding injuries, preventing costly damages and interruptions of facilities, saving time and money, avoiding hazards and elimination of construction delays. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% 0 0 0 ¾ Provide marking services to internal and external customers and assist with the identification of underground facilities ♦ Respond to 100% of emergency Blue Stake requests within two hours 9 Percentage of responses to emergency Blue Stake requests within two hours ♦ Respond to 100% of non-emergency Blue Stake requests within 48 hours 9 Percentage of responses to non-emergency Blue Stake requests within 48 hours ♦ No mismarks outside two feet (plus or minus) 9 Number of mismarks outside of two feet (plus or minus) Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 3.00 Expenditure Category FY 08 Actual Personal Services $186,956 Contractual Services $184,191 Commodities $3,869 Total: $375,016 FY 09 Actual 3.00 FY 09 Actual $210,657 $183,974 $3,506 $398,137 % Change from Prior Year 6.17% 244 FY 10 Estimate FY 11 Budget 3.00 3.00 FY 10 Estimate FY 11 Budget $209,887 $217,310 $183,473 $192,300 $8,184 $8,184 $401,544 0.86% $417,794 4.05% FY 2011 Program Budget Programs Public Works Related Council Goal Preserve Our Natural Environment Water Resources/Conservation Division Performance Management and Resource Summary This division advises the Public Works Director and upper City Management on water resource management and water policy issues and provides water resource and conservation information to the citizens of Peoria. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Manage City’s Water Conservation Program ♦ Provide water conservation education workshops for the public 9 Number of workshops provided 9 Workshop attendance 10 416 13 310 12 300 14 14 20 0 0 0 8 8 8 0.54% 0.58% <2% 0 0 0 1/1 5/5 1/1 0 0 0 ♦ Sponsor classes for K-4th grade to educate children on the value of water and conservation techniques 9 Number of classes provided ♦ Comply with Arizona Department of Water Resources (ADWR) requirement for gallons per capita per day (GPCD), estimated at 162 GPCD 9 Incidents of non-compliance ♦ Develop and implement best management practices (BMPs) to meet GPCD requirement (reduce water usage) 9 Number of BMPs developed and implemented ♦ Develop one method per year to reduce the percentage of pumped water lost and unaccounted for 9 Percentage of total pumped water lost and unaccounted for ¾ Manage City’s water supply portfolio ♦ Maintain valid and regulatory compliant Designation of Assured Water Supply 9 Incidents of non-compliance ♦ Obtain service area well and recovery permits for all new wells prior to operation and production needs for those wells 9 Permits required/permits obtained ♦ Maintain 100% compliance with ADWR permits, plus supply and delivery contracts 9 Incidents of non-compliance Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $602,272 Contractual Services $786,414 Commodities $37,859 Total: $1,426,545 FY 09 Actual 5.00 FY 09 Actual $298,052 $896,654 $25,996 $1,220,702 % Change from Prior Year -14.43% 245 FY 10 Estimate FY 11 Budget 7.00 6.00 FY 10 Estimate FY 11 Budget $563,194 $509,168 $725,910 $718,690 $2,190 $2,825 $1,291,294 5.78% $1,230,683 -4.69% FY 2011 Program Budget Programs Public Works Related Council Goal Total Planning Utilities Engineering Division Performance Management and Resource Summary Design and Construct water and wastewater systems which will continue to provide reliable potable water and treatment and reuse of wastewater, which meets or exceeds all regulatory criteria. FY 2009 Actual FY 2010 Estimate 50% N/A N/A N/A N/A N/A 17 N/A N/A 9 Percentage of projects initiated ♦ Award project contracts budgeted for the fiscal year 83% N/A N/A 9 Percentage of budgeted project funds encumbered ♦ Complete CIP and operational projects within amended budget and revised 95% N/A N/A 100% 67% N/A N/A N/A N/A 40 days N/A N/A twice/year N/A N/A Goals, Objectives, and Measures FY 2011 Projected ¾ Provide planning, standards and plan reviews to ensure the safety, reliability and efficiency of the water/wastewater/reuse systems ♦ Maintain up-to-date design and construction documentation 9 Create or update documents related to routine design and construction issues every year ♦ Provide high-quality planning and development customer service 9 Customer service survey rating for planning and development work (target is 4 on a scale of 1 to 5, with 5 being excellent) ♦ Complete plan reviews promptly 9 Number of calendar days to complete first plan reviews ¾ Provide engineering support and project management to support utility operations and develop a feasible and fiscally responsible ten-year CIP ♦ Initiate all projects planned for the fiscal year schedule 9 Percentage of project completed under amended budget 9 Percentage of project completed within revised schedule ¾ Manage utility infrastructure data ♦ Create GIS and Hansen assets for water/sewer/reuse lines within 30 days of receipt 9 Number of days to create GIS and Hansen assets after receipt of permitted or as-built drawings ♦ Maintain water and wastewater flow projections based on geographic information system (GIS) and growth trend data 9 Frequency of water and wastewater flow projection updates 246 FY 2011 Program Budget Programs Public Works Related Council Goal Total Planning Utilities Engineering Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 8.00 Expenditure Category FY 08 Actual Personal Services $620,834 Contractual Services $481,158 Commodities $13,168 Total: $1,115,160 FY 09 Actual 8.00 FY 09 Actual $910,902 $509,458 $6,263 $1,426,623 % Change from Prior Year 27.93% 247 FY 10 Estimate FY 11 Budget 1.00 0.00 FY 10 Estimate FY 11 Budget $335,039 $0 $500,020 $0 $5,059 $0 $840,118 -41.11% $0 -100.00% FY 2011 Program Budget Programs Public Works Related Council Goal Preserve Our Natural Environment Utilities Environmental Division Performance Management and Resource Summary The Environmental Division is responsible for regulatory compliance of the water and wastewater system through testing, analyses and reporting of data. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% Yes Yes Yes 100% 100% 100% 9 Percentage of analysis completed within 15 working days ♦ Complete all ADEQ reporting forms by the third of each month 100% 100% 100% 9 Percentage of ADEQ reporting forms completed by the third of each month ♦ Complete all analyses within the required holding times and in accordance 100% 100% 100% 100% 100% 100% 100% 100% 100% 10.4% 2.5% 33.3% 100% 100% 100% Goals, Objectives, and Measures ¾ Ensure drinking water regulatory compliance ♦ Submit all drinking water reports before regulatory deadlines 9 Percentage of drinking water reports submitted days before regulatory deadlines ♦ Collect and analyze all compliance samples before regulatory deadlines 9 Percentage of compliance samples collected and analyzed before regulatory deadlines ♦ Develop and deliver annual water quality reports to customers by regulatory deadline of July 1 9 Regulatory deadline met ♦ Apply for and renew all State of Arizona and Maricopa County regulatory permits and wastewater discharge permits on time 9 Percentage of regulatory permits applied for and renewed on time ¾ Compliance and operational support laboratory analysis ♦ Complete all analysis within 15 working days with Arizona Department of Health Services (ADHS) methods 9 Percentage of analyses completed within the required holding times and in accordance with ADHS methods ¾ Prevent backflow and cross connection events ♦ Ensure all commercial accounts are inspected annually 9 Percentage of commercial accounts inspected annually ♦ Complete backflow assembly hazard assessment for 50% of the 1,779 active accounts annually 9 Percentage of backflow assembly hazard assessments completed annually ♦ Review all tax and business licenses to determine backflow and pretreatment needs 9 Percentage of tax and business licenses reviewed 248 FY 2011 Program Budget Programs Public Works Related Council Goal Preserve Our Natural Environment Utilities Environmental Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $483,983 Contractual Services $854,359 Commodities $49,113 Capital Outlay $0 Total: $1,387,455 FY 09 Actual 8.00 FY 09 Actual $429,433 $838,314 $41,927 $23,210 $1,332,885 % Change from Prior Year -3.93% 249 FY 10 Estimate FY 11 Budget 6.00 6.00 FY 10 Estimate FY 11 Budget $519,245 $532,853 $1,014,615 $895,344 $83,560 $77,760 $0 $0 $1,617,420 21.35% $1,505,957 -6.89% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Beardsley Water Reclamation Facility Division Performance Management and Resource Summary This division is responsible for treating wastewater for those areas north of Beardsley Road. This includes maintenance and repair of the City’s treatment plant equipment. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Operate and maintain the Beardsley Water Reclamation Facility (WRF) ♦ Meet wastewater treatment demand (estimated at 1,050 million gallons annually) 9 Millions of gallons of wastewater treated annually ♦ No environmental compliance failures due to treatment process failures 1,007 MG 1,260 MG 1,200 MG 9 Number of compliance failures due to treatment process failures ♦ Complete preventative plant maintenance program to prevent system 0 0 0 9 Number of unplanned service interruptions due to equipment failures ♦ Operate plant efficiently 0 0 0 $0.34 $0.36 $0.14 $1.45 $0.27 $0.28 $0.06 $.95 $0.28 $0.30 $0.08 $1.00 963 MG 2,955 AF 1,230 MG 3,700 AF 1,200 MG 3,600 AF $9.53 $12 $12 failures 9 9 9 9 Personnel cost per 1,000 gallons Electrical cost per 1,000 gallons Chemical cost per 1,000 gallons Total direct plant operating cost per 1,000 gallons ¾ Operate and maintain groundwater recharge basins at the Beardsley Water Reclamation Facility ♦ Recharge effluent treated by the Beardsley WRF (estimated at 1,050 million gallons annually) 9 Million gallons recharged (target is 98% of million gallons treated annually) 9 Acre feet of water recharged ♦ Maintain recharge basins at Beardsley WRF efficiently 9 Recharge basin maintenance cost/acre foot of recharged water Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $288,679 Contractual Services $1,652,540 Commodities $302,582 Capital Outlay $186,335 Total: $2,430,136 FY 09 Actual 4.00 FY 09 Actual $345,865 $1,463,788 $553,730 $29,031 $2,392,414 % Change from Prior Year -1.55% 250 FY 10 Estimate FY 11 Budget 4.00 4.00 FY 10 Estimate FY 11 Budget $338,224 $341,615 $1,103,032 $1,132,140 $308,850 $311,050 $0 $0 $1,750,106 -26.85% $1,784,805 1.98% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Ww Collection/Prevention Division Performance Management and Resource Summary This division is responsible for the maintenance and operation of the City’s wastewater collection system. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 125 42 23 4,704 89 23 20 4,666 234 142 20 4,666 5 3 <7 ¾ Maintain and operate the wastewater collection system to ensure system integrity ♦ Complete an annual maintenance program to prevent sanitary sewer overflows (SSO) and other system failures 9 9 9 9 Number of miles of sewer lines cleaned per year – 234 miles (33%) out of 708 miles Number of miles of sewer lines televised per year – 142 miles (20%) out of 708 miles Number of manholes rehabilitated per year – 20 manholes as identified Number of manholes sprayed for roach control per year – 4,666 manholes (33%) out of 14,000 manholes ♦ Remediate SSOs as they occur 9 Number of SSOs per 100 miles of sewer - standard is less than one SSO per 100 miles of sewer Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $415,291 Contractual Services $5,027,692 Commodities $146,307 Total: $5,589,290 FY 09 Actual 10.25 FY 09 Actual $602,907 $2,126,239 $122,184 $2,851,330 % Change from Prior Year -48.99% 251 FY 10 Estimate FY 11 Budget 7.25 7.25 FY 10 Estimate FY 11 Budget $593,443 $497,689 $788,554 $795,738 $120,654 $120,608 $1,502,651 -47.30% $1,414,035 -5.90% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Ww Industrial Users Division Performance Management and Resource Summary This is a regulatory compliance division that performs pretreatment inspections on commercial and industrial accounts to meet wastewater regulations and oversees the backflow prevention program to protect the potable water system. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 65.5% 100% 100% 100% 100% 100% 100% 100% 9 Percentage of permitted sampling events collected before regulatory deadlines ♦ Submit all compliance reports before regulatory deadlines 100% 100% 100% 9 Percentage of compliance reports submitted before regulatory deadlines 100% 100% 100% 100% 100% 100% Goals, Objectives, and Measures ¾ Ensure industrial and commercial activities comply with wastewater pretreatment requirements ♦ Inspect all permitted industrial user accounts annually 9 Percentage of permitted industrial user accounts inspected annually ♦ Inspect all fat, oil and grease (FOG) accounts annually 9 Percentage of FOG accounts inspected annually ♦ Conduct inspections of all of new facilities 9 Percentage of new facilities inspected ♦ Collect and analyze samples from all permitted industrial user facilities annually 9 Percentage of permitted industrial user facilities sampled ¾ Ensure wastewater treatment facilities comply with regulatory permit requirements ♦ Collect and analyze all permitted sampling events before regulatory deadlines ♦ Apply for and renew all State of Arizona and Maricopa County regulatory permits on time. 9 Percentage of regulatory permits applied for and renewed on time Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 3.00 Expenditure Category FY 08 Actual Personal Services $219,009 Contractual Services $556,512 Commodities $46,884 Total: $822,405 FY 09 Actual 3.00 FY 09 Actual $227,177 $519,644 $31,382 $778,204 % Change from Prior Year -5.37% 252 FY 10 Estimate FY 11 Budget 6.00 6.00 FY 10 Estimate FY 11 Budget $321,645 $409,379 $355,381 $430,726 $29,969 $30,059 $706,995 -9.15% $870,164 23.08% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Jomax Water Reclamation Facility Division Performance Management and Resource Summary This division is responsible for operations and maintenance of the Jomax Plant. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Operate and maintain Jomax WRF ♦ Meet wastewater treatment demand (estimated at 125 million gallons annually) 9 Millions of gallons of wastewater treated annually 134 MG 175 MG 185 MG 0 0 0 0 0 0 $2.90 $2.28 $0.37 $1.57 $1.71 $.34 $1.49 $1.35 $0.32 145MG 391 MG 160 MG 410 MG 170 MG 400 MG $2513 $2,400 $2,400 ♦ No environmental compliance failures due to treatment process failures 9 Number of compliance failure due to treatment process failures ♦ Complete preventative plant maintenance program to prevent system failures 9 Number of unplanned service interruptions due to equipment failures ♦ Operate plant efficiently 9 Personnel cost per 1,000 gallons 9 Electrical cost per 1,000 gallons 9 Chemical cost per 1,000 gallons ¾ Operate Jomax Reuse System ♦ Deliver treated effluent to meet reuse water demand (estimated at 125 million gallons annually) 9 Millions of gallons of effluent delivered each year 9 Millions of gallons of surface water delivered each year ♦ Operate the Jomax WRF efficiently 9 Operation cost/acre foot water delivered to reuse customers Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $385,129 Contractual Services $1,012,685 Commodities $176,797 Capital Outlay $42,046 Total: $1,616,657 FY 09 Actual 3.00 FY 09 Actual $386,828 $1,129,052 $182,499 $0 $1,698,378 % Change from Prior Year 5.05% 253 FY 10 Estimate FY 11 Budget 3.00 3.00 FY 10 Estimate FY 11 Budget $271,339 $265,856 $829,470 $887,350 $207,784 $191,316 $6,132 $0 $1,314,725 -22.59% $1,344,522 2.27% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Butler Water Reclamation Facility Division Performance Management and Resource Summary This division is responsible for operations and maintenance of the Butler Plant. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Operate and maintain Butler Drive WRF and Butler Influent Pumping Station (IPS) ♦ Meet wastewater treatment demand (estimated at 2,900 million gallons annually) 9 Millions of gallons of wastewater treated annually ♦ Recharge all treated effluent at the New River/Agua Fria Underground 2,732 MG 2,530 MG 2,600 MG 2,702 MG 2,380 MG 2,600 MG 0 0 0 0 0 0 $0.23 $0.49 $0.15 $1.16 $0.28 $0.55 $0.19 $1.41 $0.28 $0.57 $0.18 $1.56 3,881 MG 3,950 MG 4,100 MG 0 0 0 Storage Project (NAUSP) 9 Millions of gallons of wastewater recharged annually ♦ No environmental compliance failures due to treatment process failures 9 Number of compliance failure due to treatment process failures ♦ Complete preventative plant maintenance program to prevent system failures 9 Number of unplanned service interruptions due to equipment failures ♦ Operate plant efficiently 9 9 9 9 Personnel cost per 1,000 gallons Electrical cost per 1,000 gallons Chemical cost per 1,000 gallons Total direct plant operating cost per 1,000 gallons ¾ Operate wastewater system and Control Room ♦ Meet system-wide demand for wastewater treatment (estimated at 3,900 million gallons annually) 9 Million of gallons of wastewater treated ♦ Complete preventative control system maintenance program to prevent system failures 9 Number of service interruptions due to control system failures Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $458,211 Contractual Services $641,942 Commodities $63,328 Capital Outlay $0 Total: $1,163,481 FY 09 Actual 8.00 FY 09 Actual $641,377 $2,963,272 $597,033 $6,072 $4,207,753 % Change from Prior Year 261.65% 254 FY 10 Estimate FY 11 Budget 9.00 9.00 FY 10 Estimate FY 11 Budget $735,891 $714,440 $3,439,797 $3,597,805 $686,100 $696,500 $50,000 $130,000 $4,911,788 16.73% $5,138,745 4.62% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Commercial Collection Division Performance Management and Resource Summary This division provides transportation and disposal services to commercial businesses, multi-family accounts and construction companies with the best services available at the most economical prices possible. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Deliver commercial containers to customers ♦ Deliver commercial containers to customers 9 Number of new containers delivered 9 Number of refurbished front load containers 42 79 18 57 6 130 11,726 7,817 3,502 11,250 7,431 2,460 11,500 7,500 3,200 9 Commercial business accounts 9 Multi-family accounts 9 Roll-off accounts 332 89 136 332 80 46 352 80 48 9 Contact made with current customer base 9 Contact made with prospective customers 9 Number of new customers 20% 2 2 27% 17 9 35% 50 20 ¾ Commercial and multi-family tonnage ♦ Commercial and multi-family tonnage - Commercial tonnage collected and processed 9 Commercial tonnage collected 9 Multi-family tonnage collected 9 Roll-off tonnage collected ¾ Commercial customer base ♦ Commercial customer base ♦ Commercial Service Inquiries Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.20 Expenditure Category FY 08 Actual Personal Services $356,926 Contractual Services $1,186,142 Commodities $61,683 Total: $1,604,751 FY 09 Actual 5.20 FY 09 Actual $428,545 $1,373,035 $50,528 $1,852,108 % Change from Prior Year 15.41% 255 FY 10 Estimate FY 11 Budget 8.00 8.00 FY 10 Estimate FY 11 Budget $621,594 $552,011 $1,189,679 $1,459,875 $24,945 $23,450 $1,836,218 -0.86% $2,035,336 10.84% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Solid Waste Admin Division Performance Management and Resource Summary This division provides clerical support to the field operations of the Solid Waste Division of Public Works, specifically for Residential Collection, Commercial Collection and Environmental Services. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 25,973 2,443 2,297 30,584 1,670 2,395 30,000 2,500 2,400 275 188 341 146 370 200 2,851 7,043 1,434 15,573 3,084 7,027 1,132 12,296 3,500 7,500 1,500 13,000 ¾ Provide quality service to the citizens, businesses, and internal customers that call to request Solid Waste services ♦ Answer telephone calls in a professional and courteous manner - Telephone inquiries 9 Telephone calls received 9 Number of recycling calls 9 Number of requests for "go-back" service ♦ Internet inquiries received 9 Number of general inquiries 9 Number of recycling inquiries ¾ Process work orders pertaining to customer requests and concerns ♦ Issue work orders at time of request - Work orders issued, processed and closed 9 9 9 9 Total work orders issued for Commercial Division Total work orders issued for Residential Division Total work orders issued for Environmental Division Number of Service Requests opened and closed Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $276,496 Contractual Services $312,491 Commodities $39,358 Capital Outlay $7,476 Total: $635,821 FY 09 Actual 4.00 FY 09 Actual $311,079 $343,296 $14,544 $2,000 $670,919 % Change from Prior Year 5.52% 256 FY 10 Estimate FY 11 Budget 4.00 3.25 FY 10 Estimate FY 11 Budget $305,474 $226,287 $324,820 $251,520 $14,407 $176,407 $0 $0 $644,701 -3.91% $654,214 1.48% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Residential Collection Division Performance Management and Resource Summary This division provides an automated curbside collection of refuse household bulk items, and all other refuse utilizing the latest refuse collection equipment. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 966 982 1,547 642 692 2,908 800 1,000 3,000 47,159 478 1,399 47,223 600 1,700 50,000 700 1,700 1,759 10,087 1,783 9,000 1,783 10,000 ¾ Servicing of residential customers - Provide service to residential customers ♦ Servicing of residential customers - Refuse barrel delivery and maintenance 9 Number of barrels delivered to new homes 9 Number of barrels repaired 9 Number of barrels replaced at existing homes ¾ Disposal of collected refuse and bulk item collection ♦ Disposal of collected refuse and bulk item collection - Collection and disposal of refuse 9 Total tons of refuse collected 9 Tons of special haul refuse collected 9 Tons of loose trash refuse collected ¾ Maintain special haul and loose trash cleanup programs ♦ Maintain special haul and loose trash cleanup programs - Work orders issued, and processed 9 For special hauls 9 Loose Trash participants Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 33.80 Expenditure Category FY 08 Actual Personal Services $2,224,415 Contractual Services $4,685,703 Commodities $74,139 Total: $6,984,257 FY 09 Actual 19.80 FY 09 Actual $2,322,376 $5,150,341 $59,429 $7,532,146 % Change from Prior Year 7.84% 257 FY 10 Estimate FY 11 Budget 18.00 18.00 FY 10 Estimate FY 11 Budget $1,390,952 $1,363,620 $3,083,966 $3,472,176 $61,953 $60,938 $4,536,871 -39.77% $4,896,734 7.93% FY 2011 Program Budget Programs Public Works Related Council Goal Residential Recycling Division Performance Management and Resource Summary This division provides an automated curbside collection of recyclable household items utilizing the latest collection equipment FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Provide curbside recycle service to residential customers ♦ Service residential customers - Recycle barrel delivery and maintenance 9 Number of barrels delivered to new homes 9 Number of barrels repaired 9 Number of barrels replaced at existing homes 982 62 176 700 100 200 784 70 250 16,084 12,953 15,778 ¾ Disposal of collected recyclable items ♦ Collection and disposal of residential recyclables 9 Total tons of recyclables and diverted from landfill Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 0.00 Expenditure Category FY 08 Actual Personal Services $0 Contractual Services $0 Commodities $0 Total: FY 09 Actual 12.00 FY 09 Actual $0 $0 $0 $0 $0 % Change from Prior Year FY 10 Estimate FY 11 Budget 12.00 12.00 FY 10 Estimate FY 11 Budget $825,835 $785,170 $1,230,985 $1,293,256 $11,300 $10,020 $2,068,120 $2,088,446 0.98% 258 FY 2011 Program Budget Programs Public Works Related Council Goal Preserve Our Natural Environment Environmental Services Division Performance Management and Resource Summary The Environmental Services division consists of two (2) programs; Household Hazardous Waste and Recycling. It is collected and disposed by landfilling, incineration, chemical processing and recycling. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Develop public outreach and education programs ♦ Develop public outreach and education programs - Public outreach and education through presentations 9 Presentations to Peoria Schools 9 Presentations to Peoria community 9 Special Event booths 20 20 19 25 8 27 30 10 30 1,026 62 176 329 84 330 675 77 205 1,583 184,340 116 1,520 115,606 76 1,500 100,000 68 16,084 25% 15,375 23% 15,400 23% ¾ Provide service to residential customers ♦ Recycling barrel delivery and maintenance 9 Number of barrels delivered to new homes 9 Number of barrels repaired 9 Number of barrels replaced at existing homes ¾ Divert hazardous waste from landfills and desert areas ♦ Divert hazardous waste from our landfills and desert areas - Hazardous Waste collection and disposal 9 Number of participants at drop off events 9 Pounds of HHW processed for proper disposal 9 Average pounds of HHW processed per participant ¾ Divert recyclable materials from the landfill ♦ Divert recyclable materials from the landfill - transportation of recyclables Collection and 9 Tons of recyclables diverted to Materials Recovery Facilities 9 Curbside diversion rate Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $340,295 Contractual Services $576,743 Commodities $1,354,860 Total: $2,271,898 FY 09 Actual 4.00 FY 09 Actual $340,405 $237,010 $15,790 $593,205 % Change from Prior Year -73.89% 259 FY 10 Estimate FY 11 Budget 3.00 2.00 FY 10 Estimate FY 11 Budget $233,894 $162,578 $210,468 $161,619 $11,950 $14,070 $456,312 -23.08% $338,267 -25.87% FY 2011 Program Budget Programs Public Works Related Council Goal Preserve Our Natural Environment Storm Drain - NPDES Division Performance Management and Resource Summary This division is responsible to comply with all regulatory authority and employ best management practices in stormwater systems maintenance for the present and future benefit of our residents, our community and the environment. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Ensure that maintenance requirements meet all Federal and State Guidelines ♦ Comply with all regulatory authorities and best management practices. 9 Assets inspected and maintained in current inventory utilizing asset management technology Non-city pollutant sources reported and investigated 9 City of Peoria pollutant sources reported and mitigated 9 Linear feet in system 9 897 1,120 875 64 139 12,775 38 208 15,550 50 200 15,550 35 70 50 ¾ To enhance the Stormwater division's knowledge and understanding of safety and to comply with Federal and State guidelines and to stay current with all state of the art components ♦ Provide continued training in safety and operations. 9 Crew hours spent in training and/or education Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.00 Expenditure Category FY 08 Actual Personal Services $284,599 Contractual Services $148,042 Commodities $33,101 Capital Outlay $6,173 Total: $471,915 FY 09 Actual 5.00 FY 09 Actual $259,689 $219,535 $11,079 $2,000 $492,303 % Change from Prior Year 4.32% 260 FY 10 Estimate FY 11 Budget 5.00 4.20 FY 10 Estimate FY 11 Budget $359,074 $266,545 $235,971 $357,150 $14,694 $4,387 $0 $0 $609,739 23.85% $628,082 3.01% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Fleet Maintenance Division Performance Management and Resource Summary This division provides our customers with the highest quality fleet maintenance services at the lowest possible cost. To recognize that our customers can’t do their jobs without their equipment and, therefore, to focus on keeping vehicles on the road and out of the shop – and when in the shop, returned to service as quickly as possible. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 97.4% 74/26 79% 91% 97.9% 76/24 77% 88% 98% 77/23 80% 90% 81% 97% 100% 98% 1.5% 95% 98% 100% 99% 1.5% 90% 95% 100% 301,817 279,837 27,864 294,347 266,459 17,863 297,000 270,000 20,000 95% 97.8% 98% ¾ Maximize the City's fleet availaibility ♦ Maintain the City's fleet to maximize availability. 9 9 9 9 Maintain the fleet to provide 95% uptime availability. Scheduled vs Unscheduled Maintenance 70-30. Unscheduled maintenance/repair completed in 24 hours Unscheduled maintenance/repair completed in 72 hours ¾ Proactively maintain the fleet ♦ Proactively maintain the fleet to reduce unscheduled maintenance. 9 9 9 9 9 Shop Rate for Vehicles – Actual vs. booked hours % Rework – goal of 5% or less Percent of Preventative Maintenance A completed on schedule Percent of Preventative Maintenance B completed on schedule Percentage of Preventative Maintenance C completed on schedule ¾ Maintain appropriate fuel inventory to meet City's demand ♦ Monitor and track fuel consumption against current inventory. 9 Gallons of Bio-diesel consumed 9 Gallons of Unleaded consumed 9 Gallons of Ethanol consumed ¾ Provide excellent Customer Service ♦ Monitor Customer Satisfaction 9 Annual Customer Satisfaction Survey with department liaisons Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 15.00 Expenditure Category FY 08 Actual Personal Services $1,123,416 Contractual Services $1,357,945 Commodities $2,860,453 Capital Outlay $103,012 Total: $5,444,826 FY 09 Actual 15.00 FY 09 Actual $1,265,054 $1,426,299 $2,597,290 $109,707 $5,398,349 % Change from Prior Year -0.85% 261 FY 10 Estimate FY 11 Budget 12.00 12.75 FY 10 Estimate FY 11 Budget $780,253 $951,532 $1,108,995 $1,030,665 $2,683,440 $2,731,503 $0 $0 $4,572,688 -15.29% $4,713,700 3.08% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Facilities Admin Division Performance Management and Resource Summary This division acts as a liaison for user departments and provides oversight to Custodial Services, Building Maintenance, Technical Operations and Utility Management for the care and maintenance of city facilities. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ To ensure a high level of quality concerning services, response times, building integrity, and performance of building systems ♦ Communicate with customers. 9 Customer requests addressed within 48 hours 80% 80% 75% 100% 90% 100% 99% 100% 100% ¾ Encourage employee professional development ♦ Provide training opportunities for all employees. 9 Prepare a training plan for each division 9 Ensure that every employee receives a timely, annual job performance appraisal Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 4.00 Expenditure Category FY 08 Actual Personal Services $377,428 Contractual Services $173,373 Commodities $20,396 Total: $571,197 FY 09 Actual 4.00 FY 09 Actual $333,137 $142,907 $52,872 $528,916 % Change from Prior Year -7.40% 262 FY 10 Estimate FY 11 Budget 3.00 3.00 FY 10 Estimate FY 11 Budget $329,170 $260,185 $166,838 $77,843 $3,082 $3,942 $499,090 -5.64% $341,970 -31.48% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Custodial Services Division Performance Management and Resource Summary This division provides a clean and sanitary environment within all assigned City offices and provides coordination and support for City meetings and events. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Maintain requirements defined in service level descriptors ♦ Maintain weekly custodial routine. 9 9 9 9 9 Clean restrooms daily Clean and Vacuum floors daily and/or weekly Wash Windows twice a year - contracted Shampoo Carpets twice a year - contracted Clean office/cubicles weekly 98% 70% 50% 50% 75% 95% 60% 80% 50% 60% 100% 90% 80% 80% 90% 98% 98% 100% ♦ Coordinate use of meeting space. 9 Meeting set-ups on time and correct Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 13.50 Expenditure Category FY 08 Actual Personal Services $959,505 Contractual Services $617,434 Commodities $168,178 Total: $1,745,117 FY 09 Actual 14.25 FY 09 Actual $718,800 $476,506 $109,666 $1,304,972 % Change from Prior Year -25.22% 263 FY 10 Estimate FY 11 Budget 10.00 10.00 FY 10 Estimate FY 11 Budget $391,839 $560,814 $501,694 $442,186 $104,151 $103,034 $997,684 -23.55% $1,106,034 10.86% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Nighttime Facilities Services Division Performance Management and Resource Summary FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Meet requirements defined in service level descriptors ♦ Maintain weekly custodial routine. 9 Performed custodial routines as defined in the daily/weekly schedule ♦ Coordinate use of meeting space. 70% 75% 80% 98% 98% 100% 9 Preventative maintenance on schedule 70% 75% 80% 9 Response to work requests within 48 hours 9 Response to emergency requests as required 73% 100% 92% 100% 90% 100% 9 Minimize call backs <1% <1% 1% 9 Meeting set-ups on time and correct ¾ To ensure building integrity and quality operation of building systems ♦ Perform preventative maintenance as scheduled. ♦ Respond to work requests. ♦ Provide quality workmanship. Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $0 Contractual Services $0 Commodities $0 Total: $0 FY 09 Actual 6.25 FY 09 Actual $384,427 $53,250 $8,874 $446,552 % Change from Prior Year FY 10 Estimate FY 11 Budget 13.75 11.75 FY 10 Estimate FY 11 Budget $678,331 $576,385 $58,703 $123,046 $818 $0 $737,852 65.23% 264 $699,431 -5.21% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Building Maintenance Division Performance Management and Resource Summary This division provides basic building maintenance services which ensure building integrity and functionality of basic building structures, fixtures, and equipment. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ To ensure building integrity ♦ Perform preventative maintenance as scheduled 9 Preventative maintenance on schedule 82% 86% 90% 9 Response to work requests within 48 hours 9 Response to emergency requests as required 72% 100% 80% 100% 80% 100% 9 Minimize call backs <1% <1% 1% ♦ Respond to work requests ♦ Provide quality workmanship Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 6.00 Expenditure Category FY 08 Actual Personal Services $446,539 Contractual Services $399,792 Commodities $58,656 Capital Outlay $0 Total: $904,987 FY 09 Actual 6.00 FY 09 Actual $430,132 $384,002 $34,375 $0 $848,508 % Change from Prior Year -6.24% 265 FY 10 Estimate FY 11 Budget 0.00 0.00 FY 10 Estimate FY 11 Budget $455,198 $0 $304,117 $233,566 $72,959 $32,151 $34,000 $0 $866,274 2.09% $265,717 -69.33% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Utility Management Division Performance Management and Resource Summary This division budgets for all Municipal Office Complex building related utilities in a way that allows focus towards effective management of expenses relating to the operation of quality work space for City operations FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Investigate ways to reduce energy demand ♦ Provide employee training. 9 Author articles for employee newsletters - quarterly 4 11 10 68% 87% 70% 70% 52% 70% 90% 75% 75% 75% 100% 100% 100% 100% 100% ¾ Manage budget line items ♦ Percent of budget expended. 9 9 9 9 9 Electricity Gas Water Sewage Refuse Collection Summary of Resources Expenditure Category FY 08 Actual Contractual Services $1,075,391 Total: $1,075,391 FY 09 Actual $1,095,820 $1,095,820 % Change from Prior Year 1.90% 266 FY 10 Estimate FY 11 Budget $1,170,286 $1,087,064 $1,170,286 6.80% $1,087,064 -7.11% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Technical Operations Division Performance Management and Resource Summary This division provides a high quality of service concerning building environmental, life-safety, and security systems on City buildings. The emphasis of these services focuses on efficient operation while providing a quality work environment for employees. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 70% 1% 76% <1% 80% 1% 80% 85% 85% 100% 100% 100% ¾ Ensure quality efficient operation of building systems ♦ Perform preventative maintenance as scheduled. 9 Preventative maintenance on schedule 9 Call backs due to poor workmanship ♦ Respond to maintenance requests 9 Response to work requests within 48 hours ♦ Provide emphasis on enhancement of technical skills of employees through training. 9 Percent of employees who have attended at least one training class per year Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 12.00 Expenditure Category FY 08 Actual Personal Services $770,864 Contractual Services $632,427 Commodities $133,763 Capital Outlay $0 Total: $1,537,054 FY 09 Actual 11.00 FY 09 Actual $805,398 $608,066 $140,549 $2,959 $1,556,971 % Change from Prior Year 1.30% 267 FY 10 Estimate FY 11 Budget 10.00 10.00 FY 10 Estimate FY 11 Budget $785,256 $769,744 $564,203 $447,498 $79,384 $92,500 $0 $0 $1,428,843 -8.23% $1,309,742 -8.34% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Streets Admin Division Performance Management and Resource Summary Our mission is to provide leadership and top quality administrative support to the field operations of the Streets Division and to provide excellent customer service to all our customers, both internal and external. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% ¾ Be proactive; have preventative maintenance schedules to reduce day to day requests ♦ Prepare preventative maintenance plans annually. 9 9 9 9 9 Storm Drains Signs and Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations ¾ Encourage employee professional development ♦ Provide training opportunities for all employees. 9 Prepare a training plan for each division 9 Ensure that every employee receives a timely, annual job performance appraisal Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 7.00 Expenditure Category FY 08 Actual Personal Services $615,332 Contractual Services $290,234 Commodities $21,879 Total: $927,445 FY 09 Actual 7.00 FY 09 Actual $636,097 $245,449 $10,583 $892,130 % Change from Prior Year -3.81% 268 FY 10 Estimate FY 11 Budget 6.00 6.80 FY 10 Estimate FY 11 Budget $517,630 $577,559 $229,484 $222,285 $7,950 $9,000 $755,064 -15.36% $808,844 7.12% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Signs And Striping Division Performance Management and Resource Summary Our mission is to provide safe guidance and direction to vehicle and pedestrian traffic through proper placement and maintenance of road signs and pavement markings, and to utilize the best available technology in assuring accuracy and efficiency. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Maintain City signs ♦ Ensure 10-year life cycles are met for sign change outs 9 9 9 9 9 9 Number of signs in database Number of signs replaced due to damage Number of signs serviced for graffiti removal Average number of days service requests were "Open/Pending" Number of PM work orders completed Number of sign fabrications completed 19,370 1,959 283 1.95 5,900 5,393 19,774 1,839 258 2.44 days 9,282 900 20,000 950 250 3 days 10,000 1,200 608 1,284 352 63 70% 0 690 690 355 59 50% 2 690 690 700 60 100% 2 564 180 346 3 256 1,171 116 361 348 51 580 150 360 350 150 35 200 50 ¾ Maintain quality pavement markings that meet nighttime retro-reflectivity standards ♦ Stripe long line miles semi-annually. 9 9 9 9 9 9 Total long line miles in database Total long line miles required to stripe Total long line miles striped Long line striping, scheduled days Long line striping, schedule completed Average number of days service requests were "Open/Pending" 9 9 9 9 9 Total crosswalks in database Crosswalks maintained this year Total arrows in database Legends maintained this year PM work orders completed ♦ Ensure 3-year life cycles are met for all crosswalks and arrows. ¾ Enhance the Signs & Striping division's knowledge and understanding of safety, comply with Federal and State guidelines and stay current with all state of the art components ♦ Provide continued training in safety and operations. 9 Crew hours spent in training and/or education 269 FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Signs And Striping Division Performance Management and Resource Summary Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 9.00 Expenditure Category FY 08 Actual Personal Services $504,745 Contractual Services $464,772 Commodities $250,452 Total: $1,219,969 FY 09 Actual 9.00 FY 09 Actual $568,914 $468,938 $211,689 $1,249,542 % Change from Prior Year 2.42% 270 FY 10 Estimate FY 11 Budget 9.00 8.00 FY 10 Estimate FY 11 Budget $592,108 $526,197 $374,041 $300,382 $202,450 $200,655 $1,168,599 -6.48% $1,027,234 -12.10% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Traffic Signal Maintenance Division Performance Management and Resource Summary Our mission is to provide for the public's safety by performing effective, proactive maintenance of the city’s Traffic Signals, Street Lights, Fiber Optic Lines, Count Stations and Lighted Metro Signs. FY 2009 Actual FY 2010 Estimate FY 2011 Projected 100 1,440 1,395 2,148 106 420 427 2,148 108 420 476 2,178 9 Total street lights in Database 9 Street light preventative maintenance performed 9 Total trouble call work orders completed 13,612 0 11 13,751 1,825 174 13,851 2,000 150 9 Total street light outage work orders completed 1,244 1,652 1,500 4,467 274.41 3,149 303 3,500 250 175 431 250 Goals, Objectives, and Measures ¾ Ensure signal operation and maintenance requirements meet all Federal and State Guidelines ♦ Provide inspections and maintenance on all traffic signals 9 9 9 9 Total traffic signals in Database Preventative maintenance services required per year Preventative maintenance provided per year Total signal devices in Database ♦ Provide inspections and maintenance on all existing street lights. ♦ Respond to street light outages within 10 days. ¾ Provide utility location service within 3 business days ♦ Mark within three working days. 9 Total requests 9 Total hours spent on blue stake ¾ Enhance the Traffic Signal division's knowledge and understanding of safety, comply with Federal and State guidelines and stay current with all state of the art components ♦ Provide continued training in safety and operations. 9 Crew hours spent in training and/or education Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.00 Expenditure Category FY 08 Actual Personal Services $336,060 Contractual Services $1,680,994 Commodities $135,418 Capital Outlay $471 Total: $2,152,943 FY 09 Actual 5.00 FY 09 Actual $368,957 $1,788,585 $89,986 $12,770 $2,260,298 % Change from Prior Year 4.99% 271 FY 10 Estimate FY 11 Budget 5.00 5.00 FY 10 Estimate FY 11 Budget $390,910 $377,315 $1,854,283 $1,985,449 $101,324 $98,960 $22,266 $0 $2,368,783 4.80% $2,461,724 3.92% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Street Maintenance Division Performance Management and Resource Summary This division provides safe and well maintained roadways and sidewalks through the implementation and use of the state of the art equipment, train personnel to change and improve on the latest maintenance techniques and remain dedicated to serving our customers by focusing on the results and working as a team. FY 2009 Actual Goals, Objectives, and Measures FY 2010 Estimate FY 2011 Projected ¾ Improve preventative maintenance techniques for all City of Peoria streets and sidewalks to achieve best value for quality and longevity ♦ Update inventory and condition ratings for pavement management system. 9 9 9 9 9 9 9 9 Street centerline miles Street lane miles Unpaved lane miles Paved lane miles road condition was assessed Percentage of lane miles assessed in satisfactory or better condition Percentage of lane miles assessed in less than satisfactory condition Cost of rehabilitation, repair and maintenance treatments conducted in house Cost of rehabilitation, repair and maintenance treatments conducted by contractor 536.94 1,281 1 422.95 63% 20% $2,115,217.01 $1,969,019.06 552 1,344 1 652 80% 20% $2,786,809 $2,200,000 522 1,344 1 700 80% 20% $2,500,000 $2,000,000 44 123 1.60 days 65 1,114 1.60 days 55 750 2 0 808 500 1,930 484 4.05 days 1,553 663 10 days 1,700 400 5 days ♦ Respond to service requests and damage/potholes within 5 business days. 9 Utility repairs 9 Pothole repairs 9 Average number of days service requests were "Open/Pending" ♦ Ensure continued training in safety and operations for street maintenance crew. 9 Total hours spent in training ♦ Maintain and repair sidewalks, curb, gutter and concrete assets and respond to service requests within 5 business days. 9 Square yards of concrete repairs 9 Linear feet of curb and gutter repairs 9 Average number of days service requests were "Open/Pending" Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 18.00 Expenditure Category FY 08 Actual Personal Services $1,118,217 Contractual Services $1,445,405 Commodities $325,365 Capital Outlay $17,980 Total: $2,906,967 FY 09 Actual 17.00 FY 09 Actual $1,194,337 $1,386,714 $282,001 $0 $2,863,052 % Change from Prior Year -1.51% 272 FY 10 Estimate FY 11 Budget 17.00 16.00 FY 10 Estimate FY 11 Budget $1,217,155 $1,125,322 $1,280,051 $1,243,303 $277,036 $278,220 $0 $0 $2,774,242 -3.10% $2,646,845 -4.59% FY 2011 Program Budget Programs Public Works Related Council Goal Enhance Our Current Services Sweeper Operations Division Performance Management and Resource Summary This division provides safe, clean roadways that will assist in preventing injuries and annoyances arising from street debris, to prevent damage to pedestrians, property and vehicles caused by loose objects, remove debris that could casue hazards, skidding, and obscurities from pavement markings and assist in removing pollutants that can cause damage to the quality of the air and the natural water sources. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 919.31 100% 100% 89% 25,280 384 849 100% 89% 60% 14,000 450 1,000 100% 100% 90% 20,000 300 192 185 200 22 35 25 61 42 45 ¾ Provide optimal environmental and aesthetic benefit by employing the most effective and efficient use of resources to clean city streets ♦ Maintain or exceed established BMP intervals for street cleaning 9 9 9 9 9 9 Tons of debris removed Percentage of PM10 routes completed within 10 days Percentage of Arterial routes completed every 3 weeks Percentage of residential routes completed every 7 weeks Total PM work orders completed Total (non-PM) work orders completed ♦ Respond to customer service requests for special sweeps within 5 business days 9 Total number of special sweep work orders ♦ Respond to request for emergency sweeps within the same day, 7 days per week 9 Total number of emergency sweep work orders ♦ Assist other departments as needed for spills, post-construction or accidents to maintain street quality and aesthetic 9 Total number of assist other department work orders Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 5.00 Expenditure Category FY 08 Actual Personal Services $320,277 Contractual Services $635,322 Commodities $8,163 Total: $963,762 FY 09 Actual 5.00 FY 09 Actual $410,860 $527,656 $5,117 $943,634 % Change from Prior Year -2.09% 273 FY 10 Estimate FY 11 Budget 4.00 4.00 FY 10 Estimate FY 11 Budget $272,616 $265,960 $467,795 $476,210 $7,030 $9,040 $747,441 -20.79% $751,210 0.50% FY 2011 Program Budget Programs Public Works Related Council Goal Community Building: Preserve and Expand Our Quality of Life Transit Division Division Performance Management and Resource Summary The Transit Division operates a City-wide Dial-A-Ride demand response bus system. This division is also responsible for the City’s Travel Reduction Program and Clean Air Campaign as mandated for all cities within the Phoenix Metro area. Goals, Objectives, and Measures FY 2009 Actual FY 2010 Estimate FY 2011 Projected 50,000 2,000 2,700 33,000 4,900 2,500 33,000 4,900 2,500 95% 95% <1% <5% 95% 95% <1% <5% 95% 95% <1% <5% ¾ Meet or exceed customer service requests ♦ Ensure service availability during regular and ADA service hours within City's service area. 9 Total number of trips 9 Number of Medical campus trips (Dial-A-Ride-Plus) 9 Number of transfers to Regional transit systems ¾ Ensure timely and courteous service delivery ♦ Ensure on-time service performance and service dependability. 9 9 9 9 Maximize number of on-time pick-ups Maximize number of on-time drop offs (not to exceed 1 hour in vehicle time) Minimize number of missed trips (appointment made vehicle did not show) Number of trip denials (greater than 1 hour difference in desired pick-up time) Summary of Resources Authorized Postions # of Full-Time Equivalent FY 08 Actual 14.50 Expenditure Category FY 08 Actual Personal Services $869,782 Contractual Services $479,372 Commodities $16,638 Total: $1,365,792 FY 09 Actual 14.50 FY 09 Actual $679,248 $479,636 $7,487 $1,166,371 % Change from Prior Year -14.60% 274 FY 10 Estimate FY 11 Budget 11.75 10.00 FY 10 Estimate FY 11 Budget $761,417 $637,564 $426,549 $363,554 $6,569 $5,500 $1,194,535 2.41% $1,006,618 -15.73% FY 2011 Program Budget Capital Projects Overview Each year, the City of Peoria invests significant time and resources to design, construct, and maintain the infrastructure and facilities needed to deliver municipal services to residents and businesses. Because of the high costs associated with building and maintaining capital assets, the city must carefully balance the need for such as‐ sets with our requirements to sustain a strong financial position. This is accomplished through the Capital Improvement Program (CIP)—a 10‐ year plan for addressing present and future in‐ frastructure needs. the acquisition of land and the purchase of fixed assets. A fixed asset is any single item or single cohesive system that has a life expectancy of at least one year and a value of at least $5,000. All land is capitalized as a fixed asset, regardless of cost. The first year of the program is the only year that is appropriated by the City Council. This becomes the capital budget, which is an impor‐ tant piece of the city’s overall annual budget. The FY 2011 capital budget is significantly higher than any of the subsequent years because it includes not only newly funded projects, but also any project costs carried over from the pre‐ vious year. The last nine years of the CIP are for planning purposes; future funding is not guar‐ anteed and the plan is subject to change. Peoria’s CIP is a 10‐year balanced plan that ad‐ dresses projects that are needed, or will be needed, across a broad spectrum of areas. It is balanced because we have identified funding sources based on reliable revenues to support both the capital costs and the operating costs for each project in the 10‐year program. Each year, a great deal of effort is put into updating this plan to ensure not only that critical needs are being met, but also that the cost, scope, and tim‐ ing of all projects are coordinated throughout. Coordinating the timing of different projects in the same area is particularly important, since it helps us to minimize service disruptions and avoid extra costs. The CIP is a dynamic plan that can change sig‐ nificantly from year to year. At the discretion of the City Council, new projects can even be added to the capital budget after it has been adopted. For example, two new utility projects were added to the FY 2010 capital budget when the city received a Challenge Grant through the American Recovery and Reinvestment Act of 2009. A new project to construct a secondary access road to Liberty High School was also added in response to congestion and safety con‐ cerns. Capital projects are non‐routine expenditures that generally cost more than $100,000 and have a useful life of five years or more. Capital pro‐ jects include design and construction, as well as 275 FY 2011 Program Budget Capital Projects The 10‐year Capital Improvement Program to‐ tals $521,956,122. For FY 2011 alone, budgeted capital projects total $139,285,440. This docu‐ ment provides detailed information about each project in the CIP, including scope, schedule, project costs, funding sources, and future oper‐ ating costs. It is intended to be a communication device, informing stakeholders of the city’s plans for capital investment. CIP Management Committee is responsible for evaluating project requests in light of available resources and developing a financially balanced plan that addresses City Council goals and pri‐ orities. This group also ensures that projects are properly scoped and that the timing of projects carefully coordinated. Once complete, the city manager forwards the recommended Capital Improvement Program to the City Council for approval. CIP DEVELOPMENT PROCESS Capital improvement planning has proven to be a year‐round process, with city departments continually re‐evaluating and prioritizing their capital needs. However, the process is most in‐ volved from October through April. It is during this period that city staff identify and prioritize projects, estimate project costs, determine avail‐ able resources, balance project requests within the available resources, and, ultimately, submit a recommended program to the City Council. The following is an overview of the CIP devel‐ opment process: September – October. Operating departments identify projects, define project scopes, prepare cost estimates, and prioritize projects based on direction received from the city manager and City Council. Department directors review pro‐ ject requests before final submittal. November – December. Capital project re‐ quests are submitted to the Management and Budget Department. Staff use revenue forecasts and financial models to prepare a preliminary CIP. The Management and Budget Department coor‐ dinates the annual update of the 10‐year CIP as part of the annual budget process. Department staff also forecast revenues for the various funds used to finance capital projects, and set the fi‐ nancial parameters for the development of the CIP. Capital projects originate in the operating departments, where subject matter experts iden‐ tify needs based on master planning documents and other technical criteria. January – March. The CIP Management Com‐ mittee meets regularly to review the proposed plan, making necessary adjustments as needed. Budget finalizes the recommended CIP for the consideration of the City Council. April – May. The City Council receives the CIP and offers its recommendations during its budget study sessions. Once project requests have been submitted and the financial parameters established, a prelimi‐ nary plan is prepared for the review of the CIP Management Committee. This committee is made up of the city manager, deputy city man‐ agers, and the directors of city departments that have a significant stake in the delivery of capital projects (including Finance and Budget). The June. The City Council approves the Capital Improvement Program at one of its regular meetings, usually on the same day as the adop‐ tion of the Tentative Budget. 276 FY 2011 Program Budget Capital Projects PROGRAMMING PROJECTS IN THE CIP FY 2011-2020 CIP BY PROJECT TYPE Project Type Drainage Capital improvements are the “bricks and mor‐ tar” from which the City of Peoria delivers ser‐ vices to residents and businesses within its bor‐ ders. By preventing the deterioration of existing infrastructure and by adding new infrastructure in response to growth, capital improvements help to ensure that the city can continue to pro‐ vide the level of service our customers have come to expect. Many different types of projects make up the Capital Improvement Program, in‐ cluding the following: 10-Year Total Pct. of Total $31,441,208 6% $5,098,793 1% Operational Facilities $40,794,401 8% Parks $79,695,503 15% Public Safety $22,005,641 4% $207,001,878 40% $32,679,548 6% Water $103,239,150 20% Total $521,956,122 100% Economic Development Streets & Traffic Control Wastewater provide helpful guidance to departments in identifying and prioritizing capital projects. Specific sections of the General Plan, such as the Circulation Element, tie directly with the CIP, as do each of the master plans. As such, the CIP is one of the mechanisms by which long‐range plans become reality. • Office buildings, police and fire stations, court facilities, libraries, and recreation centers • Parks, trails, open space, right‐of‐way land‐ scaping, and sports facilities • Roads, bridges, sidewalks, street lights, traffic The goals and priorities of the City Council are another key source of capital projects. Many of the projects in the CIP, particularly those that benefit a specific neighborhood or area, come directly from the communication of concerned citizens with their elected representatives. The City Council’s Policy Goals provide near‐term direction to city staff. The six broad policy goals for 2009‐2010 are: (1) Community Building, (2) Enhance Current Services, (3) Preserve Natural Environment, (4) Total Planning, (5) Economic Development, and (6) Leadership and Image. signals, and sound walls • Storm drains, channels, retention basins, and drywells • Water and wastewater treatment plants, pipes, storage facilities, and pump stations • Information technology infrastructure and major software applications Specific projects in these broad categories spring from long‐range plans, City Council goals and priorities, and staff recommendations. Long‐ range planning is critical to ensuring a sustain‐ able future for the City of Peoria. Planning ef‐ forts such as those encompassed by the city’s General Plan and the various master plans (for parks, trails, streets, water, wastewater, etc.) Notable projects planned for the next three years that address capital needs identified by all these sources include the following: • Implementation of a program to design and construct façade improvements to privately owned businesses in Old Town, with the goal 277 FY 2011 Program Budget Capital Projects of making this area a viable market for future public and private investment. congestion relief standpoint, these are the highest priority intersections in Peoria. • Development of Community Park #2 at the • Repair and rehabilitation of trunk sewer lines southeast corner of 83rd and Olive avenues. Planned amenities include six baseball/softball fields, four regulation soccer fields, a lake, skate court, dog park, picnic areas, splash park, and playgrounds. based on a condition assessment now under‐ way. • Installation of a 12‐inch reclaimed waterline along 83rd Avenue from Community Park #2 to the City Hall campus. This will enable the use of reclaimed water to irrigate the City Hall campus and vicinity, a long‐term objective of the Reclaimed Water Master Plan. • New trail connections along New River from Northern Avenue to Olive Avenue, Bell Road to Union Hills Drive, and Williams Road to Happy Valley Road. Also, construction of trail underpasses at Olive Avenue, Peoria Avenue, and Grand Avenue. • Installation of equipment to more efficiently treat Bromide in source water at the Green‐ way Water Treatment Plant. This is necessary to meet new water quality requirements. • Replacement of the Police Department’s Com‐ puter Automated Dispatch system. IMPACT ON THE OPERATING BUDGET • Replacement and/or upgrades to critical infor‐ mation technology infrastructure, including telecommunications systems, backup hard‐ ware, the interactive voice response system (IVR), network equipment, and the storage area network (SAN). The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operating budget. Upon their completion, most capital projects require ongoing costs for opera‐ tion and maintenance. New buildings require electricity, water and sewer service, and mainte‐ nance and repair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, milling, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as me‐ dians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some pro‐ jects, such as a recreation center, require addi‐ tional employees. • Demolition of the existing roadway and the construction of two lanes in each direction along Lake Pleasant Parkway from Westwing Parkway to the soon‐to‐be‐completed Loop 303. Final design and right‐of‐acquisition are now underway, and construction is expected to begin in FY 2012. • Widening of the intersections along 75th Ave‐ nue at Peoria Avenue, Cactus Road, and Thunderbird Road. These intersections will be widened to their ultimate configuration of three through lanes, two left turn lanes, and a right turn lane at each leg. From a safety and Departments submitting capital projects esti‐ mate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also con‐ 278 FY 2011 Program Budget Capital Projects sider any additional revenues or savings the city can reasonably expect to recognize upon com‐ pletion of the project. For example, membership fees from a new recreation center help to offset the increased operating costs. The net operating costs are included not only in the project re‐ quest, but also in the long‐range forecasts of the respective funds, to ensure that we properly ac‐ count for operating budget impacts of all capital projects. FY 2011-2020 CIP BY FUNDING SOURCE Funding Source Pct. of Total G.O. Bonds $128,485,498 24% Impact Fees $114,405,160 22% MDA Bonds $21,319,775 4% $114,328,150 22% Outside Sources $52,553,505 10% Prop. 400 $29,859,631 6% $8,777,317 2% $52,227,086 10% $521,956,122 100% Operating Revenue Bonds Transportation Sales Tax Operating budget impact is a key criterion in deciding which projects to fund and when. If the city cannot afford the additional operations and maintenance costs of a project, the project will not be funded until those costs can be ab‐ sorbed by the operating budget, regardless of the relative merits of the project. Departments must submit a supplemental request to obtain the additional budget needed to operate and maintain capital projects. Supplemental re‐ quests for CIP operation and maintenance costs must compete with other requests for funding. 10-Year Total Total from creditors and auditors alike. Funding for many of the projects in the CIP comes from more than one source. For example, a single roadway project might be funded with general obligation bonds, impact fees, transportation sales tax, and federal transportation funds. The amount of revenue available for allocation to projects in the CIP each year is based on fi‐ nancial projections by staff in the Management and Budget Department. To develop these pro‐ jections, staff vigilantly monitors and analyzes retail sales figures, construction (development) activity, residential and commercial property values, water and wastewater usage, state reve‐ nues, interest rates, and local and national eco‐ nomic trends. Much of the work involved in the development of the CIP involves matching iden‐ tified project needs (and the associated costs) with available funding sources. FINANCING THE CIP The Capital Improvement Program for fiscal years 2011‐2020 is a $522 million investment in 194 different capital projects over the next 10 years. The program represents a significant in‐ vestment of city resources in infrastructure, fa‐ cilities, and recreational assets, and is designed to address the highest priority needs of the com‐ munity. It is both financially feasible and can be accomplished within the suggested time frame. The major funding sources used to pay for capi‐ tal projects in the CIP are discussed in the fol‐ lowing pages. The 10‐year plan relies on several major revenue sources to finance capital projects. The use of these funding sources is governed not only by federal and state law, but also by the city’s own Principals of Sound Financial Management, a tool for which Peoria has received high praise General Obligation Bonds General Obligation (G.O.) Bonds are a common method used to raise revenues for large‐scale 279 FY 2011 Program Budget Capital Projects • Voter Authorization – Regardless of available municipal projects. G.O. bonds are backed by the full faith and credit of the city, meaning that the debt is backed by all the revenues and re‐ sources of the city. Peoria only issues debt for projects when it truly makes sense to do so. This is determined by a number of different criteria, including the following: revenues, the city must have permission from the voters through a citywide bond referen‐ dum to issue G.O. bonds for capital projects. • Property Tax Rate – This 10‐year plan was developed in anticipation that the existing sec‐ ondary property tax rate would be maintained at $1.25 per $100 of assessed valuation. • The useful life of the project will not exceed the term of the bond (usually 20 years). • Assessed Valuation – As property values • Pay‐as‐you‐go financing is either not available fluctuate, so too does the city’s assessed valua‐ tion. Regular updates to fund balance models with recent market and economic data and forecast information are essential to maintain‐ ing a balanced program. or not sufficient to fund the project. (Pay‐as‐ you‐go financing refers to cash‐based sources such as operating revenues and impact fees.) • The project will benefit future residents of Revenue Bonds Peoria, so the use of pay‐as‐you‐go financing will unfairly burden current residents. The city also uses revenue bonds to support ma‐ jor capital improvements for utilities and streets. Unlike general obligation bonds, revenue bonds are not secured by the city’s general taxing au‐ thority. Instead, backing comes from specific revenues related to the type of projects being financed. Bond proceeds to support large water and wastewater utility projects are repaid from city utility rate revenues, while the debt service on street projects can be paid from a portion of the city’s state Highway User Revenue Fund (HURF) gas tax revenue allocation. As with G.O. bonds, revenue bond‐funded projects can only be undertaken if they have voter authoriza‐ tion from a citywide bond referendum. In Peoria, G.O. bonds are backed by the city’s property tax collections. Beginning in 1980, state law mandated the separation of city property taxes into two components: the primary tax levy and the secondary levy. The primary levy may be imposed for any governmental purpose, but has strict limitations on how much can be levied. The secondary levy may only be used to retire the principal and interest on G.O. bonds issued by the city. As a result, it is the secondary levy that is used to finance many of Peoria’s capital projects. The city’s ability to use G.O. bonds requires: Development Impact Fees • Constitutional Capacity – State law limits A development impact fee is a charge on new development to pay for the construction or ex‐ pansion of off‐site capital improvements that are necessitated by and benefit the new develop‐ ment. Impact fees, which are collected when building permits are issued for a given project, debt for operational facilities to 6 percent of the city’s secondary assessed property valua‐ tion, and 20% for drainage, parks, public safety, streets, wastewater, and water projects. 280 FY 2011 Program Budget Capital Projects cannot be used for operations, maintenance, or repair of existing facilities. The City of Peoria assesses impact fees for transportation, neighborhood parks, community parks, trails, open space, libraries, law enforcement, fire pro‐ tection general government, water expansion, wastewater expansion, water resource, water reuse irrigation, and solid waste. Impact fees are an important source of revenue for the FY 2011‐2020 CIP, and help to ensure that residen‐ tial and commercial growth in Peoria pays for itself. Impact fee revenues are subject to fluctua‐ tions in economic and market forces. As such, staff regularly updates forecasts of impact fee revenues and the associated fund balance mod‐ els to reflect the most current economic and de‐ velopment information. Operating revenues from the city’s water, waste‐ water, and street operating funds are also set aside to finance specific capital projects. The amount available in these funds for capital pro‐ jects is limited, however, because of the uncer‐ tainty of available revenues and the need to sup‐ port ongoing operations. Improvement Districts Peoria’s grants coordinator works with all de‐ partments to aggressively pursue grant funding to help support capital projects. The city fre‐ quently shares the costs of capital projects with neighboring cities, the Flood Control District of Maricopa County, the Maricopa County Depart‐ ment of Transportation, the Arizona Department of Transportation, and other agencies. The Engi‐ neering, Public Works‐Utilities, and Govern‐ mental Affairs departments work closely with the Maricopa Association of Governments, the Water and Infrastructure Financing Authority of Arizona, and other governmental agencies to secure pass‐through federal funds, low‐interest loans, and other favorable funding sources for capital projects. The city’s Half‐Cent Sales Tax Fund can also be used to support capital projects, provided that such projects are consistent with the City Coun‐ cil policy governing the use of revenues from this tax. A variety of public safety projects have been supported by this revenue source over the years. Grant and Intergovernmental Revenues With the consent of property owners, the city can issue special improvement district bonds to finance construction projects within a defined area. The property owners in the improvement district are assessed their proportionate share of the project costs on their annual property tax bills. This financing tool directly links the cost of a project to the beneficiaries of the improve‐ ments. It is not uncommon for the city to assist in the administration of improvement districts, and, in many cases, the city is one of the prop‐ erty owners in the district. Operating Fund Revenues Most revenues not earmarked for specific uses are collected in the city’s general fund. This fund is used to support vital government opera‐ tions such as police and fire service, engineering and building inspection, finance, and city ad‐ ministration. Each year, the city identifies one‐ time, non‐recurring revenues from this fund that may be used to support capital needs. Over the last two years, Peoria has been very successful in securing or advancing outside funding for transportation projects. Nearly $70 million in federal stimulus dollars awarded to either the city or to ADOT are at work all around the city on projects such as the Beardsley Road Extension, the widening of Loop 101 traffic 281 FY 2011 Program Budget Capital Projects interchanges at Union Hills Drive and Olive Avenue, the Grand Avenue widening, and pave‐ ment preservation projects in various locations. Federal Congestion Mitigation and Air Quality (CMAQ) money is paying for almost 100 percent of the construction costs for the 84th Avenue streetscape and the 91st and Olive intersection improvements. Peoria has received $27.1 mil‐ lion in county transportation sales tax reim‐ bursements to date (for Lake Pleasant Parkway), and is set to receive an additional $20.2 million (for Happy Valley Road) by the end of FY 2012. Most of this money has been advanced many years—a direct result of other Valley cities defer‐ ring projects for lack of financial capacity. transportation improvements. These improve‐ ments include the acquisition of land for and the design and construction of transportation pro‐ jects in the CIP. The new Happy Valley Road connection between Lake Pleasant Parkway and 75th Avenue, and the widening of 83rd Avenue from Williams Road to Calle Lejos, are examples of projects funded primarily with the transporta‐ tion sales tax. Other approved uses include street maintenance, fixed‐route public transit, and administrative costs. The city also has received significant outside dollars for water and wastewater projects. The United States Department of the Interior awarded $1.8 million in federal stimulus‐funded Challenge Grants to Peoria for water resources sustainability enhancements. These enhance‐ ments include constructing an additional re‐ charge basin to bank reclaimed water from the city’s water reclamation facility, converting a well system from potable to non‐potable water, and constructing a reclaimed water pipeline and water measuring devices. In addition, Peoria received $10 million in reduced‐interest WIFA loans and $1.4 million in principal forgiveness from the 2009 federal stimulus program. These loans are financing several projects in the CIP, including trunk sewer repairs on Northern Ave‐ nue, new water lines at several locations, and upgrades to several well sites and the Beardsley Water Reclamation Facility. Transportation Sales Tax On September 13, 2005, Peoria voters approved Proposition 300, which increased the city sales tax by 3/10 of 1 percent (or .03 percent) to fund 282 FY 2011 Program Budget Capital Projects Drainage Storm water flows through the City of Peoria typically from the northeast to the southwest. As development occurs, the additional impervious surface area impacts the effective drainage of these flows, driving the need for drainage infrastructure. The City partners with the devel‐ opment community to ensure that onsite drainage issues are addressed during the develop‐ ment process. The City’s Capital Improvement Program addresses regional drainage issues through the drainage projects contained herein. Drainage projects in the Capital Improvement Program are typically funded from General Obligation Bonds, with additional funding provided by such outside sources as the Flood Control District of Maricopa County. The city has partnered with the Flood Control District on several large projects in recent years, including the drainage improvements along Rose Garden Lane and at 83rd Avenue and Pinnacle Peak Road. The FY 2011 capital budget in‐ cludes funding for drainage improvements along Pinnacle Peak Road from 99th Avenue to the Agua Fria River—another joint project with the Flood Control District Capital Improvement Program Drainage Total ‐ $22,005,641 $30,000,000 $25,814,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,199,512 $5,000,000 $0 FY2011 $0 $250,000 $0 $177,696 FY2012 FY2013 FY2014 FY2015 283 FY15‐19 FY 2011 Program Budget Capital Projects Drainage Summary of Funding Sources Description of Fund FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total 1000 - General $354,596 $0 $0 $0 $0 $0 $354,596 4220 - GO Bonds 2009 $577,101 $0 $0 $0 $0 $0 $577,101 4240 - GO Bonds 2010 $1,257,149 $0 $0 $0 $0 $0 $1,257,149 4250 - Proposed GO Bonds $2,630,000 $0 $0 $0 $0 $0 $2,630,000 $380,666 $0 $0 $0 $0 $7,361,107 $7,741,773 $0 $0 $250,000 $0 $177,696 $18,452,893 $18,880,589 $5,199,512 $0 $250,000 $0 $177,696 $25,814,000 $31,441,208 4810 - Capital Projects-Outside Srces 4970 - Proposed GO Bonds Future Issue Total 284 FY 2011 Program Budget Capital Projects Drainage 87th Av Storm Drain; Hatcher Rd to Monroe St Council District: Pine Project Number: EN00257 Project Location: 87th Av from Hatcher Rd to Monroe St & Mtn View Rd from 87th Av to 85th Av Description: This project provides for the design, utility relocation, extension and burying overhead lines as determined, construction and construction administration for the storm drain on 87th Av from Hatcher Rd to Monroe St and along Mountain View Rd from 87th Av to 85th Av. The purpose is to capture the drainage along 87th Av and the contributing drainage area north of Olive Av to reduce the impact of the storm water reaching and overwhelming Olive Av. The improvements will consist of storm drains, laterals and catch basins which are an extension of the overall drainage system. The project also includes the mill & overlay of the existing pavement from curb to curb throughout the project limits. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $403,648 $403,648 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,904,152 $2,904,152 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $61,200 $61,200 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $35,036 $35,036 $0 $0 $0 $0 $0 $3,404,036 $3,404,036 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total 91st Av Storm Drain; Olive Av to Mountain View Rd Council District: Pine Project Number: EN00231 Project Location: 91st Av from Olive Av to Mtn View Rd Description: This project provides for the design, utility relocation, extension and burying overhead lines as determined, construction and construction administration of the 91st Av storm drain from Olive Av to Mtn View Rd. The purpose is to capture the drainage along 91st Av north of Olive Av and from Mountain View Rd which reaches 91st Av to reduce the impact of the storm water reaching and overwhelming the intersection. Improvements will include extension of the storm drain and catch basins on 91st Av to convey the storm drainage to the Olive Storm Drain. Removal of drainage valley gutters, which interfere with the convenient travel along 91st Av, will be reconfigured in the design process. The project also includes the mill & overlay of the existing pavement from curb to curb throughout project limits. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $350,000 $350,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,467,000 $2,467,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $72,000 $72,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $34,500 $34,500 $0 $0 $0 $0 $0 $2,923,500 $2,923,500 FY 16-20 Total Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $5,000 $5,000 Total Operating Impacts $0 $0 $0 $0 $0 $5,000 $5,000 285 FY 2011 Program Budget Capital Projects Drainage Drywell/Drainage Solutions Program Council District: Any Project Number: PW00185 Project Location: Various Locations Description: This program will identify areas with minor drainage issues and provide for the investigation and evaluation of drainage solutions. The improvements may include, but are not limited to, installing drywells, connecting pipes and inlets to the adjacent storm drain systems, re-grading to improve the function of the storm water system or modifying connector pipes and inlets. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2009 Carryover $201,000 $0 $0 $0 $0 $0 $201,000 Total Budget $201,000 $0 $0 $0 $0 $0 $201,000 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Glendale-Peoria ADMP Update Council District: Any Project Number: EN00139 Project Location: Varney Tract Description: This project will update the Glendale-Peoria Area Drainage Master Plan (ADMP) to update various areas of the City. One such area is the Varney Tract Area. The Varney Tract area update is for addressing citizen complaints along 81st Av south of Cactus Rd. Other ADMP updates will be coordinated with the Flood Control District of Maricopa County at a later date. The studies will determine whether the existing drainage facilities in the area are adequate to handle the additional run-off and make recommendations for drainage improvements. Budget by Fiscal Year Category Funding Source Carryover / Base Study GO Bonds 2010 Carryover Study Proposed GO Bonds Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $247,000 $0 $0 $0 $0 $0 $247,000 $0 $0 $250,000 $0 $0 $242,400 $492,400 $247,000 $0 $250,000 $0 $0 $242,400 $739,400 286 FY 2011 Program Budget Capital Projects Drainage Mountain View Rd Drainage; 91st Av to 89th Av Council District: Pine Project Number: EN00130 Project Location: Mtn View Rd from 91st Av to 89th Av Description: This project is for the design, utility relocation, extension and burying overhead lines, as determined, construction and construction administration for a storm drainage project to capture the drainage along Mountain View Rd, east of 91st Av, to reduce the impact of the storm water reaching and overwhelming the 91st Av & Mountain View Rd intersection. The improvements will consist of storm drains, laterals and catch basins, which are an extension of the overall drainage system, and the mill & overlay of the existing roadway from curb to curb throughout the project limits. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $150,000 $150,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,055,000 $1,055,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $66,000 $66,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $14,500 $14,500 $0 $0 $0 $0 $0 $1,285,500 $1,285,500 FY 16-20 Total Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $3,500 $3,500 Total Operating Impacts $0 $0 $0 $0 $0 $3,500 $3,500 287 FY 2011 Program Budget Capital Projects Drainage New River Mitigation Site Council District: Mesquite Project Number: PW00180 Project Location: New River at Jomax Rd Description: This will be for the purchase of land for replacement of habitat expected to be disturbed when erosion control and channelization projects are pursued in New River from the Skunk Creek Confluence to the New River Dam. The project will also include fencing to prohibit public access and patrolling for damage and litter/vandalism abatement. Maintenance of the fence, litter pick-up and patrolling will be an ongoing expense. The City will collect proceeds from development, including CIP projects, as related bank and channel improvements to New River are made. After an accumulation of enough proceeds, segmented purchases will be made from a larger parcel which is reserved to meet the overall mitigation purposes. Budget by Fiscal Year Carryover / Base Category Funding Source Land Capital Projects-Outside Carryover $55,876 $0 $0 $0 $0 $0 $55,876 Construction Capital Projects-Outside Carryover $99,790 $0 $0 $0 $0 $0 $99,790 Total Budget $155,666 $0 $0 $0 $0 $0 $155,666 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $400 $400 $400 $400 $400 $2,000 $4,000 Total Operating Impacts $400 $400 $400 $400 $400 $2,000 $4,000 288 FY 2011 Program Budget Capital Projects Drainage Pinnacle Peak Channel; 87th Av to Agua Fria Council District: Mesquite Project Number: EN00134 Project Location: Pinnacle Peak Rd from 87th Av to Agua Fria Description: This project is for the design, right of way, utility relocation, extensions and burying overhead lines as determined, construction, and construction administration for storm drainage facilities to capture the drainage from the contributing area north of Pinnacle Peak Road from 87th Avenue to the Agua Fria. This project will reduce the impact of the storm runoff reaching and overwhelming developments south of Pinnacle Peak Rd. The improvements will consist of channels, culverts, storm water storage basins, storm drains, laterals and catch basins which are an extension of the overall drainage system. Right of way will be needed for the storm drainage facilities including the storm water storage basins. Phase I of the project will extend from 99th Av to the Agua Fria River as a joint project with the Flood Control District of Maricopa County. Phase II will address the section from 91st Av to 87th Av, again as a joint project with the Flood Control District of Maricopa County. Phase II is in the out years, after the Camino North development (The Meadows) completes the intervening segment of drainage from 91st Av to 99th Av. This project will be closely coordinated with the phased Pinnacle Peak Road street projects. Budget by Fiscal Year Carryover / Base Category Funding Source Land Proposed GO Bonds Carryover $455,000 $0 $0 $0 $0 $0 Design Proposed GO Bonds Carryover $480,000 $0 $0 $0 $0 $0 $480,000 Construction Proposed GO Bonds Carryover $1,615,000 $0 $0 $0 $0 $0 $1,615,000 Construction GO Bonds 2010 Carryover $450,000 $0 $0 $0 $0 $0 $450,000 Study Proposed GO Bonds Base $0 $0 $0 $0 $32,021 $0 $32,021 Design Proposed GO Bonds Base $0 $0 $0 $0 $96,064 $0 $96,064 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $829,999 $829,999 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $48,650 $48,650 $97,300 Arts Proposed GO Bonds Base $0 $0 $0 $0 $961 $55,000 $55,961 $3,000,000 $0 $0 $0 $177,696 $933,649 $4,111,345 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total $455,000 Total Non-Pers OPS $17,000 $17,000 $17,000 $17,000 $17,000 $85,000 $170,000 Total Operating Impacts $17,000 $17,000 $17,000 $17,000 $17,000 $85,000 $170,000 289 FY 2011 Program Budget Capital Projects Drainage Pinnacle Peak Rd & 67th Av Channel to New River Council District: Mesquite Project Number: EN00119 Project Location: 67th Av & Pinnacle Peak Rd - 67th Av to New River Description: This project is for the design, construction, construction administration, utility relocation, extension and undergrounding of utilities as determined, for storm drainage facilities to capture the drainage along Pinnacle Peak Road and 67th Avenue. Runoff from north of Happy Valley Road flows south in poorly defined channels, joining runoff from the east to overwhelm existing drainage facilities southwest of Pinnacle Peak and 67th Avenue. The improvements will consist of channels, box culverts, storm water storage basins, storm drains, laterals and catch basins which are an extension of the overall drainage system. Right of way will be needed to construct the channels, storm drains and storm water basins. This is a Regional Project where we would expect participation from other agencies. This project must be constructed prior to the roadway widening of 67th Avenue between Pinnacle Peak Road and Happy Valley Road. (CIP Project #EN00100) Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 Land Proposed GO Bonds Base $0 $0 $0 $0 $0 $923,175 $923,175 Land Capital Projects-Outside Base $0 $0 $0 $0 $0 $923,175 $923,175 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $683,339 $683,339 Design Capital Projects-Outside Base $0 $0 $0 $0 $0 $683,339 $683,339 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $5,754,593 $5,754,593 Construction Capital Projects-Outside Base $0 $0 $0 $0 $0 $5,754,593 $5,754,593 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $184,529 $184,529 $0 $0 $0 $0 $0 $14,906,743 $14,906,743 Total Budget FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Rose Garden Ln Basin Council District: Mesquite Project Number: PW00184 Project Location: Agua Fria River at 113th Av Description: This project is for construction, and construction administration of a drainage basin in the Agua Fria River at the outlet of the Rose Garden Channel. The improvements will consist of basin excavation and fine grading. The project will also include minor drainage improvements to combat channel erosion adjacent to undeveloped properties. Budget by Fiscal Year Category Funding Source Construction Capital Projects-Outside Construction GO Bonds 2010 Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $3,900 $3,900 $3,900 $3,900 $3,900 $19,500 $39,000 Total Operating Impacts $3,900 $3,900 $3,900 $3,900 $3,900 $19,500 $39,000 290 FY 2011 Program Budget Capital Projects Drainage Stormwater Assets Maintenance Program Council District: Willow Project Number: PW11130 Project Location: 75th Av, south of Bell Rd & various other locations Description: Implement a program of repair and replacement for Stormwater assets. Budget by Fiscal Year Category Funding Source Construction Capital Projects-Outside Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $125,000 $0 $0 $0 $0 $0 $125,000 $125,000 $0 $0 $0 $0 $0 $125,000 Union Hills Drainage Channel Council District: Mesquite Project Number: EN00137 Project Location: Union Hills Dr from 107th Av to 111th Av Description: This project provides for the study, design, utility relocation, extension and burying overhead lines as determined, construction and construction administration for a storm drainage project to capture the drainage from determined storm water outfalls located in Sun City, and drainage along Union Hills Dr. from the vicinity of 107th Av and Union Hills Dr. The improvements will reduce the impact of the storm water reaching and overwhelming the roadway and particularly the 107th Av & Union Hills Dr intersection. The improvements will consist of channel improvements, box culverts, storm drains, laterals and catch basins which are an extension of the overall drainage system. Budget by Fiscal Year Carryover / Base Category Funding Source Study Proposed GO Bonds Base $80,000 $0 $0 $0 $0 $0 $80,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $215,829 $215,829 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,810,084 $1,810,084 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $72,000 $72,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $20,259 $20,259 $80,000 $0 $0 $0 $0 $2,118,172 $2,198,172 Total Budget FY 2011 FY 2012 291 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Drainage Washington Street Storm Drainage Alley Council District: Acacia Project Number: EN00286 Project Location: Alley south of Washington St; Grand Av frontage road to 83rd Av Description: This project provides for the utility relocation, extension and burying overhead lines as determined, construction and construction administration for drainage and alley reconstruction between the Grand Av frontage road and 83rd Av. The improvements include burying overhead utilities, drainage improvements and reconstruction of the alley. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2009 Carryover $368,235 $0 $0 $0 $0 $0 $368,235 Construction General Carryover $320,000 $0 $0 $0 $0 $0 $320,000 Total Budget $688,235 $0 $0 $0 $0 $0 $688,235 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 $20,000 Total Operating Impacts $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 $20,000 Westbrook Village Ct Verdict Drainage Improvements Council District: Ironwood Project Number: EN00003 Project Location: Westbrook Village: Beardsley Rd, 83rd Av to 91st Av Description: This project is to provide for the construction and construction administration to restore landscaping in the drainage basins removed during construction of the storm drain improvements. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2010 Carryover $460,149 $0 $0 $0 $0 $0 Construction GO Bonds 2009 Carryover $7,866 $0 $0 $0 $0 $0 $7,866 Construction General Carryover $34,596 $0 $0 $0 $0 $0 $34,596 Total Budget $502,611 $0 $0 $0 $0 $0 $502,611 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total $460,149 Total Non-Pers OPS $8,693 $8,693 $8,693 $8,693 $8,693 $43,303 $86,769 Total Operating Impacts $8,693 $8,693 $8,693 $8,693 $8,693 $43,303 $86,769 292 FY 2011 Program Budget Capital Projects Economic Development Economic development is one of the City Council’s six policy goals for 2009‐2010. Economic development projects in the capital plan are meant to further the Economic Development De‐ partment’s mission “to build a diversified local economy that will create a strong and sustain‐ able community in which residents are able to work, shop, and be entertained.” Key priorities include creating employment corridors and jobs, securing direct investment in the City, at‐ tracting institutions of higher education and health care campuses, and building community in Old Town and the entertainment district. Economic development projects are supported by operating revenues and general obligation bonds. The three projects in FY 2011 include façade improvements to privately owned busi‐ nesses in Old Town, strategic land assembly to expedite redevelopment, and way‐finding and branding of the Entertainment District. Capital Improvement Program Economic Development ‐ $5,098,793 $20,000,000 $16,000,000 $12,000,000 $8,000,000 $5,098,793 $4,000,000 $0 FY2011 $0 $0 $0 $0 $0 FY2012 FY2013 FY2014 FY2015 FY16‐20 293 FY 2011 Program Budget Capital Projects Economic Development Summary of Funding Sources Description of Fund FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total 1000 - General $2,098,793 $0 $0 $0 $0 $0 $2,098,793 4250 - Proposed GO Bonds $3,000,000 $0 $0 $0 $0 $0 $3,000,000 $5,098,793 $0 $0 $0 $0 $0 $5,098,793 Total 294 FY 2011 Program Budget Capital Projects Economic Development Entertainment District Improvements Council District: Willow Project Number: ED00002 Project Location: 83rd Avenue south of Bell Road Description: This project involves the design and installation of improvements to key intersection corners in the Entertainment District. Improvements will include the following: (1) proposed 12’ x 24’ poster-size electronic media placements; (2) hardscape; and (3) landscape improvements. This project will also include internal way-finding signage along 83rd Avenue, as well as along Arrowhead Fountain Center Drive. Moreover, this project includes as Phase II improvements streetscape enhancements connecting improved key intersections along with gateway monuments and District treatments to create a district identity and unique sense of place. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 Study General Carryover $32,703 $0 $0 $0 $0 $0 $32,703 Construction General Carryover $396,040 $0 $0 $0 $0 $0 $396,040 Construction General Base $495,050 $0 $0 $0 $0 $0 $495,050 $923,793 $0 $0 $0 $0 $0 $923,793 Total Budget Operating Impacts FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total FY 16-20 Total Non-Pers OPS $0 $0 $200,000 $200,000 $200,000 $1,000,000 $1,600,000 Total Operating Impacts $0 $0 $200,000 $200,000 $200,000 $1,000,000 $1,600,000 Land Assembly Opportunity Fund Project Number: Council District: Various ED00003 Project Location: Description: This project involves opportunity-based land acquisition activities throughout the city, including voluntary acquisitions in fee, by option, or other arrangement to establish site control for the purpose of disposition to, or joint venture with, a developer for redevelopment purposes. Each land acquisition will comport with a preestablished redevelopment strategy to ensure a larger exit strategy is known and accepted. Budget by Fiscal Year Category Funding Source Land Proposed GO Bonds Carryover / Base FY 2011 Base $3,000,000 $0 $0 $0 $0 $0 $3,000,000 $3,000,000 $0 $0 $0 $0 $0 $3,000,000 Total Budget FY 2012 295 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Economic Development Old Town Commercial Rehabilitation Project Number: Council District: Acacia ED00006 Project Location: Description: This program involves the design and construction of façade improvements to privately owned businesses within the Old Town Target Area. The façade improvements will be funded as a 100% City grant, but will be protected through a façade easement to the City. A pivotal part of attracting a private college or university to Old Town via the Peoria Place development is to improve and enhance the physical appearance of the adjacent Old Town area. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base FY 2011 Carryover $1,175,000 $0 $0 $0 $0 $0 $1,175,000 Total Budget $1,175,000 $0 $0 $0 $0 $0 $1,175,000 FY 2012 296 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Operational Facilities Operational facilities are the “bricks and mortar” from which the City of Peoria provides ser‐ vices to its residents and businesses. Increasingly, operational facilities also include the tech‐ nology infrastructure and systems that facilitate service delivery in the information age. Pro‐ jects include the construction of new facilities, as well as the maintenance, rehabilitation, renovation, and expansion of existing facilities. Operational facilities projects are funded from a variety of different sources, depending on the use of the facility. Sources include general obligation bonds, development impact fees, operating funds, sales tax, and utility charges. Projects in the ten‐year program include the Municipal Courts Expansion, a transit park‐and‐ride lot, HVAC systems replacement at the Peoria Sports Complex, and renovations to the Council Chambers and the Main Library. Capital Improvement Program Operational Facilities Total ‐ $40,794,401 $20,000,000 $16,471,587 $16,000,000 $12,000,000 $11,966,298 $8,186,383 $8,000,000 $4,000,000 $1,085,366 $1,602,730 $1,482,037 FY2014 FY2015 $0 FY2011 FY2012 FY2013 297 FY16‐20 FY 2011 Program Budget Capital Projects Operational Facilities Summary of Funding Sources Description of Fund 1000 - General FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $3,354,795 $340,000 $0 $0 $0 $0 $3,694,795 $89,439 $0 $0 $0 $0 $0 $89,439 $1,131,714 $0 $0 $0 $0 $0 $1,131,714 $314,767 $0 $0 $0 $0 $0 $314,767 $15,369 $0 $0 $0 $0 $0 $15,369 $500 $0 $0 $0 $0 $0 $500 $267,430 $0 $0 $0 $0 $0 $267,430 $434 $0 $0 $0 $0 $0 $434 2510 - Wastewater Expansion (Unzoned) $38,879 $0 $0 $0 $0 $0 $38,879 4210 - GO Bonds 2007 $48,707 $0 $0 $0 $0 $0 $48,707 4220 - GO Bonds 2009 $3,209,366 $0 $0 $0 $0 $0 $3,209,366 $106,000 $0 $0 $0 $0 $0 $106,000 $0 $5,792,833 $0 $0 $0 $0 $5,792,833 4240 - GO Bonds 2010 $301,486 $0 $0 $0 $0 $0 $301,486 4250 - Proposed GO Bonds $983,924 $0 $75,000 $0 $100,000 $225,000 $1,383,924 4550 - County Transportation Tax $24,942 $0 $0 $0 $0 $0 $24,942 4810 - Capital Projects-Outside Srces $33,000 $0 $1,009,616 $1,602,730 $1,381,037 $4,266,677 $8,293,060 $0 $2,053,550 $750 $0 $1,000 $11,643,910 $13,699,210 $286,638 $0 $0 $0 $0 $0 $286,638 7001 - Streets Dev Zone 1 $2,568 $0 $0 $0 $0 $0 $2,568 7002 - Streets Dev Zone 2 $78,496 $0 $0 $0 $0 $0 $78,496 1210 - Half Cent Sales Tax 1970 - Municipal Office Complex Rsv 2050 - Water 2161 - Water Expansion 2224 - WIFA Bonds DW-038-2009 2400 - Wastewater 2454 - WIFA Bonds CW-017-2009 4230 - MDA Bonds 4231 - MDA Bonds 2009 - Sports Complex 4970 - Proposed GO Bonds Future Issue 7000 - Highway User 298 FY 2011 Program Budget Capital Projects Operational Facilities Summary of Funding Sources Description of Fund 7010 - Transportation Sales Tax FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $420,666 $0 $0 $0 $0 $0 $420,666 7860 - Dept of Interior Challenge Grant $50,650 $0 $0 $0 $0 $0 $50,650 7901 - Neighborhood Park Dev Zone 1 $77,601 $0 $0 $0 $0 $0 $77,601 7904 - Neighborhood Park Dev Zone 2 $354 $0 $0 $0 $0 $0 $354 7905 - Neighborhood Park Dev Zone 3 $45,294 $0 $0 $0 $0 $0 $45,294 7910 - Citywide Park/Rec Facility Dev $2,853 $0 $0 $0 $0 $0 $2,853 7915 - Open Space Dev $56,578 $0 $0 $0 $0 $0 $56,578 7920 - River Corridors & Trails Dev $45,372 $0 $0 $0 $0 $0 $45,372 $122 $0 $0 $0 $0 $0 $122 $978,354 $0 $0 $0 $0 $336,000 $1,314,354 $11,966,298 $8,186,383 $1,085,366 $1,602,730 $1,482,037 $16,471,587 $40,794,401 7925 - Library Dev 7940 - General Government Dev Total 299 FY 2011 Program Budget Capital Projects Operational Facilities Arts Distribution FY2011 Project Number: AT02011 Council District: Project Location: Description: Section 2-129 of the City Code requires that all "capital projects submitted for inclusion in the City's capital improvement program … shall include an amount equal to 1 percent of the project cost of such capital improvement for public art." This project, whose purpose is purely administrative, holds appropriation for all arts charges. Projects are charged the percent for the arts as qualifying capital expenditures are made throughout the fiscal year. Budget by Fiscal Year Carryover / Base Category Funding Source Arts County Transportation T Base $14,942 $0 $0 $0 $0 $0 Arts Half Cent Sales Tax Base $1,081 $0 $0 $0 $0 $0 $1,081 Arts Municipal Office Comple Base $11,205 $0 $0 $0 $0 $0 $11,205 Arts Water Base $44,318 $0 $0 $0 $0 $0 $44,318 Arts Water Expansion Base $15,369 $0 $0 $0 $0 $0 $15,369 Arts WIFA Bonds DW-038-2 Base $500 $0 $0 $0 $0 $0 $500 Arts Wastewater Base $41,184 $0 $0 $0 $0 $0 $41,184 Arts WIFA Bonds CW-017-2 Base $434 $0 $0 $0 $0 $0 $434 Arts Wastewater Expansion ( Base $379 $0 $0 $0 $0 $0 $379 Arts GO Bonds 2007 Base $18,707 $0 $0 $0 $0 $0 $18,707 Arts GO Bonds 2009 Base $72,212 $0 $0 $0 $0 $0 $72,212 Arts MDA Bonds Base $44,000 $0 $0 $0 $0 $0 $44,000 Arts General Base $82,498 $0 $0 $0 $0 $0 $82,498 Arts Proposed GO Bonds Base $158,830 $0 $0 $0 $0 $0 $158,830 Arts General Government Dev Base $4,404 $0 $0 $0 $0 $0 $4,404 Arts Highway User Base $35,904 $0 $0 $0 $0 $0 $35,904 Arts Streets Dev Zone 1 Base $2,568 $0 $0 $0 $0 $0 $2,568 Arts Streets Dev Zone 2 Base $48,496 $0 $0 $0 $0 $0 $48,496 Arts Transportation Sales Tax Base $44,496 $0 $0 $0 $0 $0 $44,496 Arts Dept of Interior Challeng Base $12,662 $0 $0 $0 $0 $0 $12,662 Arts Neighborhood Park Dev Base $11,972 $0 $0 $0 $0 $0 $11,972 Arts Neighborhood Park Dev Base $354 $0 $0 $0 $0 $0 $354 Arts Neighborhood Park Dev Base $10,294 $0 $0 $0 $0 $0 $10,294 Arts Citywide Park/Rec Facili Base $2,853 $0 $0 $0 $0 $0 $2,853 Arts Open Space Dev Base $7,465 $0 $0 $0 $0 $0 $7,465 Arts River Corridors & Trails Base $6,264 $0 $0 $0 $0 $0 $6,264 Arts Library Dev Base $122 $0 $0 $0 $0 $0 $122 Arts GO Bonds 2010 Base $108,068 $0 $0 $0 $0 $0 $108,068 $801,581 $0 $0 $0 $0 $0 $801,581 Total Budget FY 2011 FY 2012 300 FY 2013 FY 2014 FY 2015 FY 16-20 Total $14,942 FY 2011 Program Budget Capital Projects Operational Facilities Asphalt Replacement-Southern MOC Council District: Pine Project Number: PW01199 Project Location: Southern Municipal Operation Center Description: Asphalt replacement at aprons and parking areas to support heavy equipment. Budget by Fiscal Year Category Funding Source Construction Proposed GO Bonds Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 Asset Management System Replacement Council District: All Project Number: IT00004 Project Location: City Hall Campus Description: This is to request funding for replacement of the City's existing asset management system (Hansen). Budget by Fiscal Year Category Funding Source Equipment Proposed GO Bonds Carryover / Base Base Total Budget Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $2,000,000 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $200,000 $200,000 Total Operating Impacts $0 $0 $0 $0 $0 $200,000 $200,000 301 FY 2011 Program Budget Capital Projects Operational Facilities Chargeback Distribution FY2011 Project Number: CB02011 Council District: Project Location: Description: Personnel costs associated with the design, acquisition of land, construction, and inspection of a capital project are charged back to that project. This project, whose purpose is purely administrative, holds appropriation for all chargebacks. Individual capital projects are charged throughout the fiscal year for staff time dedicated to the delivery of those projects. Budget by Fiscal Year Carryover / Base Category Funding Source Chargebacks Highway User Base $30,000 $0 $0 $0 $0 $0 $30,000 Chargebacks Water Base $111,949 $0 $0 $0 $0 $0 $111,949 Chargebacks Wastewater Base $106,246 $0 $0 $0 $0 $0 $106,246 Chargebacks GO Bonds 2007 Base $30,000 $0 $0 $0 $0 $0 $30,000 Chargebacks GO Bonds 2009 Base $237,154 $0 $0 $0 $0 $0 $237,154 Chargebacks MDA Bonds Base $62,000 $0 $0 $0 $0 $0 $62,000 Chargebacks GO Bonds 2010 Base $193,418 $0 $0 $0 $0 $0 $193,418 Chargebacks Proposed GO Bonds Base $530,094 $0 $0 $0 $0 $0 $530,094 Chargebacks General Base $291,150 $0 $0 $0 $0 $0 $291,150 Chargebacks Capital Projects-Outside Base $33,000 $0 $0 $0 $0 $0 $33,000 Chargebacks General Government Dev Base $95,490 $0 $0 $0 $0 $0 $95,490 Chargebacks Streets Dev Zone 2 Base $30,000 $0 $0 $0 $0 $0 $30,000 Chargebacks Transportation Sales Tax Base $301,170 $0 $0 $0 $0 $0 $301,170 Chargebacks Dept of Interior Challeng Base $37,988 $0 $0 $0 $0 $0 $37,988 Chargebacks Neighborhood Park Dev Base $65,629 $0 $0 $0 $0 $0 $65,629 Chargebacks Neighborhood Park Dev Base $35,000 $0 $0 $0 $0 $0 $35,000 Chargebacks Open Space Dev Base $49,113 $0 $0 $0 $0 $0 $49,113 Chargebacks River Corridors & Trails Base $39,108 $0 $0 $0 $0 $0 $39,108 Chargebacks County Transportation T Base $10,000 $0 $0 $0 $0 $0 $10,000 $2,288,509 $0 $0 $0 $0 $0 $2,288,509 Total Budget FY 2011 FY 2012 302 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Operational Facilities City Parks Parking Lots - Asphalt Replacement Council District: All Project Number: PW00995 Project Location: Various locations Description: This project will repair asphalt and concrete deterioration, apply TRMSS rubber seal, and restripe city park parking lots commensurate with the findings of a pavement maintenance assessment. Parks identified as requiring near term maintenance include Deer Village, Windrose, Parkridge, Alta Vista, Westgreen, Sunnyslope, and Monroe in FY2011. Parks which may be deferred until FY2013 include Apache, Sweetwater, and Arrowhead Shores. Between years of funding, qualified Public Works Streets maintenance staff will conduct pavement maintenance assessments of the balance of the park assets, establishing an ongoing 3 to 6 year cycle of treatments for all parks. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $75,000 $0 $75,000 $0 $100,000 $225,000 $475,000 Arts Proposed GO Bonds Base $0 $0 $750 $0 $1,000 $2,250 $4,000 $75,000 $0 $75,750 $0 $101,000 $227,250 $479,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total City Wide Security Study and Implementation Project Number: PW00506 Project Location: Citywide Council District: Citywide Description: This project request is to initiate a Citywide security study for all City facilities and also addresses implementation in the form of physical modifications and equipment to support ongoing operations. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $362,747 $0 $0 $0 $0 $0 $362,747 Total Budget $362,747 $0 $0 $0 $0 $0 $362,747 Operating Impacts Total Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 303 FY 2011 Program Budget Capital Projects Operational Facilities Citywide Telecommunications Infrastructure Upgrade Project Number: IT00005 Project Location: Citywide Council District: All Description: This request will enable the IT Department to upgrade existing telecommunications systems in order to ensure all Voice over Internet Protocol (VoIP) systems are at levels that remain vendor supported for hardware and software. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 Community Works Program Project Number: COP0001 Project Location: Various Council District: All Description: The City of Peoria Community Works Program is a proposed program to provide an annual budget for projects that have a local benefit or that may arise during the fiscal year and are not identified in the City's annual CIP. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Carryover $220,734 $0 $0 $0 $0 $0 Construction General Carryover $65,000 $0 $0 $0 $0 $0 $65,000 Construction General Carryover $134,900 $0 $0 $0 $0 $0 $134,900 Construction General Base $721,000 $0 $0 $0 $0 $0 $721,000 Construction General $654,000 $0 $0 $0 $0 $0 $654,000 $1,795,634 $0 $0 $0 $0 $0 $1,795,634 Base Total Budget FY 2011 FY 2012 304 FY 2013 FY 2014 FY 2015 FY 16-20 Total $220,734 FY 2011 Program Budget Capital Projects Operational Facilities Council Chambers ADA Enhancements Council District: Acacia Project Number: PW10300 Project Location: Municipal Office Complex Description: This project provides Americans with Disabilities Act (ADA) enhancements to the City of Peoria Council Chambers. The improvements include a new accessible ramp and ADA door operator serving the main lobby entrance, accessible sweep ramps providing access to the podium, plumbing fixture modifications, and assisted listening device replacement. Landscape replacement and door operator integration with the access control system have been included. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Municipal Office Comple FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $332,306 $0 $0 $0 $0 $0 $332,306 Total Budget $332,306 $0 $0 $0 $0 $0 $332,306 Data Backup System Council District: All Project Number: IT00007 Project Location: City Hall Campus Description: This request will enable the IT Department to purchase necessary systems to provide backups for all data in the City networks. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $325,000 $0 $0 $0 $0 $0 $325,000 $325,000 $0 $0 $0 $0 $0 $325,000 305 FY 2011 Program Budget Capital Projects Operational Facilities Enterprise Cashiering System Upgrades Project Number: MS00003 Project Location: City Hall Council District: Acacia Description: The current software for cashiering services will no longer be supported after calendar year 2010. An upgrade or replacement of the software will be required in order to continue taking customer payments for the three City services using the system - Community Development, Utilities, and Sales Tax. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Expansion ( Carryover $38,500 $0 $0 $0 $0 $0 $38,500 Equipment Water Carryover $38,500 $0 $0 $0 $0 $0 $38,500 Equipment General Carryover $38,500 $0 $0 $0 $0 $0 $38,500 Total Budget $115,500 $0 $0 $0 $0 $0 $115,500 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 Total Operating Impacts $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 Interactive Voice Response System Replacement Project Number: MS00002 Project Location: City Hall Council District: Citywide Description: The Interactive Voice Response System is used to answer customer phone calls about their utility accounts. It provides account information, accepts payments, and processes certain types of service requests. The current system was installed in 1999 and is outdated. Newer technology has features like voice recognition and "screen pop" capability. The "screen pop" feature keeps the customer's account information with the telephone call as it is routed, and brings up the account instantly on screen if the call is transferred to a Customer Service Representative. This means the customer does not need to repeat their account information when they speak to the Customer Service Representative (CSR). Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Carryover $120,000 $0 $0 $0 $0 $0 $120,000 Equipment Water Carryover $120,000 $0 $0 $0 $0 $0 $120,000 Equipment General Carryover $120,000 $0 $0 $0 $0 $0 $120,000 Total Budget $360,000 $0 $0 $0 $0 $0 $360,000 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 306 FY 2011 Program Budget Capital Projects Operational Facilities Municipal Courts Expansion Council District: Acacia Project Number: PW00360 Project Location: Municipal Office Complex Description: The 2003 Municipal Office Complex Master Plan identified a need to add additional space to support effective operation of the Municipal Court. Staff is updating the Courts Master Plan that is anticipated to result in the need for an additional 17,000 square feet of building space to support the operation of the Courts administration along with that of the City Prosecutor. As part of this project, the floor plan of this building will be updated to accommodate changes in technology, security needs, and update key building systems to current code requirements. This request does not include emergency power for building. Additional cost for this item is $750,000. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment General Government Dev Carryover $438,107 $0 $0 $0 $0 $0 Construction General Government Dev Carryover $22,035 $0 $0 $0 $0 $0 $22,035 Construction General Government Dev Carryover $418,318 $0 $0 $0 $0 $0 $418,318 Construction GO Bonds 2009 Carryover $2,900,000 $0 $0 $0 $0 $0 $2,900,000 Total Budget $3,778,460 $0 $0 $0 $0 $0 $3,778,460 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total $438,107 FY 16-20 Total Non-Pers OPS $170,000 $170,000 $170,000 $170,000 $170,000 $850,000 $1,700,000 Total Operating Impacts $170,000 $170,000 $170,000 $170,000 $170,000 $850,000 $1,700,000 Network Infrastructure Replacement Project Number: IT00002 Project Location: Citywide Council District: All Description: Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. FY11 - PSAB Infrastructure will be over seven years old and service will begin to be negatively impacted as equipment fails due to its age. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $245,000 $0 $0 $0 $0 $0 $245,000 $245,000 $0 $0 $0 $0 $0 $245,000 307 FY 2011 Program Budget Capital Projects Operational Facilities Parking Lot/Structure Maint. for City Buildings Project Number: PW11150 Project Location: City Wide Council District: All Description: The City owns and operates 17 facilities other than parks and the Sports Complex. All of these locations have parking lots, including four parking structures at the Municipal Office Complex. The 17 locations include the Municipal Office Complex, Municipal Operations Center, North Branch Library, utility plants, and fire stations. The purpose of this request is to identify maintenance and replacement requirements for these parking facilities into the future. Required funding has not been included in the City operational budget to date. The FY11 funding request is to address immediate needs at the Municipal Office Complex and to conduct a condition assessment of all 17 sites to determine the future funding requirements to avoid early failure of asphalt and to assure an ongoing appropriate level of maintenance. The immediate needs at the Municipal Office Complex include repairs to stairways into the parking structures and restriping of the surface parking areas along with the restriping of the east and west parking structures. Budget by Fiscal Year Carryover / Base Category Funding Source Study General Base $30,000 $0 $0 $0 $0 $0 $30,000 Construction General Base $35,000 $0 $0 $0 $0 $0 $35,000 $65,000 $0 $0 $0 $0 $0 $65,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Peoria Transit Center Project Number: PW00325 Project Location: TBD Council District: Acacia Description: The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a transit center located in Peoria. Under this plan, the City of Peoria is responsible for the siting study. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Tax Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Land Capital Projects-Outside Base $0 $0 $782,876 $0 $0 $0 $782,876 Design Capital Projects-Outside Base $0 $0 $206,740 $0 $0 $0 $206,740 Construction Capital Projects-Outside Base $0 $0 $0 $1,559,505 $0 $0 $1,559,505 Chargebacks Capital Projects-Outside Base $0 $0 $20,000 $43,225 $0 $0 $63,225 $75,000 $0 $1,009,616 $1,602,730 $0 $0 $2,687,346 FY 2013 FY 2014 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $0 $125,000 $625,000 $750,000 Total Operating Impacts $0 $0 $0 $0 $125,000 $625,000 $750,000 308 FY 2011 Program Budget Capital Projects Operational Facilities Reconstruct/Renovate City Office Space Council District: Acacia Project Number: PW00320 Project Location: Municipal Office Complex Description: The 2003 Municipal Center Master Plan anticipated a number of changes in use of space in the City Hall building once the Development Services Building was completed. In addition, the City Hall building support systems will be 17 years old and in need of renovation and/or replacement at that time. Starting in FY07, staff identified funding needs to initiate the design process along with construction activities through FY10. As part of this project, the floor plan of the building will be updated to accommodate changes in technology, security needs, and update key building systems to current code requirement. The City Hall building was also designed and constructed prior to ADA (Americans with Disabilities Act) and, while a significant number of adjustments were made to the building in an attempt to meet the intent of the law, there are areas that do not comply with the law. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Construction Municipal Office Comple Carryover $788,203 $0 $0 $0 $0 $0 Construction Half Cent Sales Tax Carryover $88,358 $0 $0 $0 $0 $0 $88,358 Total Budget $876,561 $0 $0 $0 $0 $0 $876,561 $788,203 Replace/upgrade HVAC systems at team clubhouses Council District: Ironwood Project Number: PW00511 Project Location: Peoria Sports Complex Description: This project is to replace/upgrade the HVAC systems in the Mariners' and Padres' clubhouses. These systems are beyond their useful life. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Carryover Equipment Proposed GO Bonds Base Chargebacks Proposed GO Bonds Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $220,000 $0 $0 $0 $0 $0 $220,000 $0 $2,000,000 $0 $0 $0 $0 $2,000,000 $0 $53,550 $0 $0 $0 $0 $53,550 $220,000 $2,053,550 $0 $0 $0 $0 $2,273,550 309 FY 2011 Program Budget Capital Projects Operational Facilities Sports Complex Asphalt Replacement Council District: Mesquite Project Number: PW00994 Project Location: 83rd Avenue and Stadium Way Description: This project will reconstruct the parking lot by removing existing asphalt, regrading and compacting the base, and placing three inches of new asphalt for 149,000 square feet. Any broken areas will be removed and replaced and new concrete will be added where needed. The entire parking area will be restriped. To preserve the new asphalt, apply a plastic seal and restripe in 2018. Budget by Fiscal Year Carryover / Base Category Funding Source Design MDA Bonds 2009 - Spor Base $0 $80,000 $0 $0 $0 $0 $80,000 Construction MDA Bonds 2009 - Spor Base $0 $5,648,350 $0 $0 $0 $0 $5,648,350 Arts MDA Bonds 2009 - Spor Base $0 $64,483 $0 $0 $0 $0 $64,483 $0 $5,792,833 $0 $0 $0 $0 $5,792,833 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $53,700 $53,700 Total Operating Impacts $0 $0 $0 $0 $0 $53,700 $53,700 Storage Area Network (SAN) Replacement Council District: All Project Number: IT00006 Project Location: City Hall Campus Description: This request will enable the IT Department to replace the existing Storage Area Network (SAN) to meet the current and projected demands for data storage in the City. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $340,000 $0 $0 $0 $0 $340,000 $0 $340,000 $0 $0 $0 $0 $340,000 310 FY 2011 Program Budget Capital Projects Operational Facilities Transit Park and Ride Lot Project Number: PW00335 Project Location: TBD Council District: Acacia Description: The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a Park & Ride lot located in Peoria. Under this plan, the City of Peoria is responsible for the siting study. The Transit Park and Ride lot is envisioned for capital budget purposes as a 4-acre, 300-vehicle facility with an 80/20 mix of covered and non-covered parking spaces. The facility assumes minor adjacent offsite development, drainage basins, landscaping, signage, and security. Budget by Fiscal Year Carryover / Base Category Funding Source Study Capital Projects-Outside Base $0 $0 $0 $0 $75,000 $0 $75,000 Land Capital Projects-Outside Base $0 $0 $0 $0 $1,244,680 $0 $1,244,680 Equipment Capital Projects-Outside Base $0 $0 $0 $0 $0 $50,000 $50,000 Design Capital Projects-Outside Base $0 $0 $0 $0 $0 $651,926 $651,926 Construction Capital Projects-Outside Base $0 $0 $0 $0 $0 $3,503,394 $3,503,394 Chargebacks Capital Projects-Outside Base $0 $0 $0 $0 $61,357 $61,357 $122,714 $0 $0 $0 $0 $1,381,037 $4,266,677 $5,647,714 FY 2015 FY 16-20 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $600,000 $600,000 Total Operating Impacts $0 $0 $0 $0 $0 $600,000 $600,000 311 FY 2011 Program Budget Capital Projects Parks, Trails, Open Space and Libraries Quality of life initiatives, such as those represented by parks, libraries, open space, and trails projects, are an important component of the Capital Improvement Program. Rio Vista Com‐ munity Park offers lighted ball fields, extensive picnic grounds, shaded playgrounds, a water play area, batting cages, an urban lake, and much, much more. Neighborhood parks provide recreational amenities close to home, while the City’s ever‐growing network of trails accom‐ modates walkers, joggers, strollers, bicyclists, roller bladers, and equestrians. Funding for parks, libraries, open space, and trails projects is primarily from general obliga‐ tion bonds and development impact fees. The ten‐year program emphasizes trail connec‐ tivity and provides for additional community parks in the southern and northern areas of the City. Although neighborhood parks are often built as development occurs, the plan also ad‐ dresses certain areas where neighborhood parks are still needed. Also within the program are projects to facilitate the purchase and designation of land as open space, particularly along the river corridors. Capital Improvement Program Parks Total ‐ $79,695,503 $40,000,000 $35,398,518 $30,000,000 $27,142,938 $20,000,000 $15,358,030 $10,000,000 $0 FY2011 FY2012 $1,616,017 $180,000 $0 FY2013 FY2014 312 FY2015 FY16‐20 FY 2011 Program Budget Capital Projects Parks - Community Summary of Funding Sources Description of Fund 1210 - Half Cent Sales Tax FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $9,704 $0 $0 $0 $0 $0 $9,704 4210 - GO Bonds 2007 $17,861 $0 $0 $0 $0 $0 $17,861 4240 - GO Bonds 2010 $994,753 $0 $0 $0 $0 $0 $994,753 $5,449,173 $0 $0 $0 $0 $0 $5,449,173 4550 - County Transportation Tax $0 $4,898,684 $0 $0 $0 $0 $4,898,684 4551 - Strategic Capital Investment Fund $0 $9,263,000 $0 $0 $0 $0 $9,263,000 $12,314 $0 $0 $0 $1,081,745 $6,809,490 $7,903,549 $3,999 $0 $0 $0 $0 $0 $3,999 $6,487,804 $14,161,684 $0 $0 $1,081,745 $6,809,490 $28,540,723 4250 - Proposed GO Bonds 7910 - Citywide Park/Rec Facility Dev 8010 - Citizen Donations-CS Total 313 FY 2011 Program Budget Capital Projects Parks - Library Summary of Funding Sources Description of Fund 7925 - Library Dev Total FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $192,210 $0 $0 $0 $0 $0 $192,210 $192,210 $0 $0 $0 $0 $0 $192,210 314 FY 2011 Program Budget Capital Projects Parks - Neighborhood Summary of Funding Sources Description of Fund 1000 - General FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $946 $0 $0 $0 $0 $0 $946 4210 - GO Bonds 2007 $372,485 $0 $0 $0 $0 $0 $372,485 4220 - GO Bonds 2009 $604,950 $0 $0 $0 $0 $0 $604,950 4240 - GO Bonds 2010 $1,010,585 $0 $0 $0 $0 $0 $1,010,585 $735,000 $0 $0 $0 $0 $0 $735,000 $0 $0 $0 $0 $0 $816,549 $816,549 7901 - Neighborhood Park Dev Zone 1 $1,197,187 $545,928 $0 $0 $0 $2,369,311 $4,112,426 7904 - Neighborhood Park Dev Zone 2 $35,399 $0 $0 $0 $0 $2,259,638 $2,295,037 7905 - Neighborhood Park Dev Zone 3 $1,029,400 $0 $0 $0 $0 $2,781,660 $3,811,060 $4,985,952 $545,928 $0 $0 $0 $8,227,158 $13,759,038 4250 - Proposed GO Bonds 4970 - Proposed GO Bonds Future Issue Total 315 FY 2011 Program Budget Capital Projects Parks - Other Summary of Funding Sources Description of Fund 1000 - General FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $4,410,900 $0 $0 $0 $0 $0 $4,410,900 $0 $11,020,942 $0 $0 $0 $0 $11,020,942 4240 - GO Bonds 2010 $4,503,626 $0 $0 $0 $0 $0 $4,503,626 4250 - Proposed GO Bonds $3,566,934 $0 $0 $0 $0 $0 $3,566,934 7901 - Neighborhood Park Dev Zone 1 $0 $0 $25,200 $0 $0 $25,200 $50,400 7902 - Neighborhood Park Dev Zone 2 $0 $0 $25,200 $0 $0 $25,200 $50,400 7905 - Neighborhood Park Dev Zone 3 $0 $0 $25,200 $0 $0 $25,200 $50,400 7910 - Citywide Park/Rec Facility Dev $273,000 $0 $0 $0 $0 $0 $273,000 $0 $0 $52,200 $0 $0 $52,200 $104,400 $225,000 $0 $52,200 $0 $0 $52,200 $329,400 $12,979,460 $11,020,942 $180,000 $0 $0 $180,000 $24,360,402 4231 - MDA Bonds 2009 - Sports Complex 7915 - Open Space Dev 7920 - River Corridors & Trails Dev Total 316 FY 2011 Program Budget Capital Projects Parks - Trails & Open Space Summary of Funding Sources Description of Fund 1000 - General FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $1,205,826 $0 $0 $0 $0 $0 $1,205,826 $10,000 $0 $0 $0 $0 $0 $10,000 4210 - GO Bonds 2007 $1,132,014 $0 $0 $0 $0 $0 $1,132,014 4240 - GO Bonds 2010 $1,994,808 $0 $0 $0 $0 $0 $1,994,808 4250 - Proposed GO Bonds $1,291,667 $666,667 $0 $0 $0 $0 $1,958,334 4810 - Capital Projects-Outside Srces $3,400,000 $0 $0 $0 $0 $0 $3,400,000 $0 $296,402 $0 $0 $0 $0 $296,402 $1,297,358 $333,333 $0 $0 $0 $0 $1,630,691 $421,419 $117,982 $0 $0 $534,272 $141,382 $1,215,055 $10,753,092 $1,414,384 $0 $0 $534,272 $141,382 $12,843,130 1210 - Half Cent Sales Tax 4970 - Proposed GO Bonds Future Issue 7915 - Open Space Dev 7920 - River Corridors & Trails Dev Total 317 FY 2011 Program Budget Capital Projects Parks - Community Community Park #2 Council District: Acacia Project Number: CS00034 Project Location: 83rd Ave and Olive Ave Description: This project involves the design and development of the city's second Community Park located at the southeast corner of 83rd Avenue and Olive Avenue. A master plan concept was shared with City Council that identified the development of approximately 80 acres of area, including 60 acres from the former Robertson farm parcel, and an additional 20 acres of area south of the Butler Water Reclamation facility. The master plan included six baseball/softball fields with associated restrooms, concessions, spectator areas, parking, etc., four lighted and regulation size soccer fields and support facilities, a five-acre lake, skate court, dog park, picnic areas, splash park area, playgrounds, and community/or historic gardens area, and infrastructure and landscaping for the site. The park area plans are to use reclaimed water from the adjacent Butler Water Reclamation facility for irrigation purposes. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Carryover $477,682 $0 $0 $0 $0 $0 $477,682 Design GO Bonds 2010 Carryover $994,753 $0 $0 $0 $0 $0 $994,753 Design GO Bonds 2007 Carryover $17,861 $0 $0 $0 $0 $0 $17,861 Design Half Cent Sales Tax Carryover $9,704 $0 $0 $0 $0 $0 $9,704 Construction Proposed GO Bonds Carryover $195,676 $0 $0 $0 $0 $0 $195,676 Construction Strategic Capital Investm Base $0 $9,092,905 $0 $0 $0 $0 $9,092,905 Construction County Transportation T Base $0 $4,807,095 $0 $0 $0 $0 $4,807,095 Construction Proposed GO Bonds Base $4,775,815 $0 $0 $0 $0 $0 $4,775,815 Chargebacks Strategic Capital Investm Base $0 $79,745 $0 $0 $0 $0 $79,745 Chargebacks County Transportation T Base $0 $42,939 $0 $0 $0 $0 $42,939 Arts Strategic Capital Investm Base $0 $90,350 $0 $0 $0 $0 $90,350 Arts County Transportation T Base $0 $48,650 $0 $0 $0 $0 $48,650 $6,471,491 $14,161,684 $0 $0 $0 $0 $20,633,175 FY 2011 FY 2012 Total Budget Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 16-20 Total FY 16-20 Total Personal OPS Non-Pers OPS Capital OPS $0 $0 $0 $0 $0 $0 $330,456 $342,246 $125,000 $330,456 $342,246 $0 $330,456 $342,246 $0 $1,824,762 $1,711,230 $100,000 $2,816,130 $2,737,968 $225,000 Total Operating Impacts $0 $0 $330,456 $330,456 $330,456 $1,824,762 $5,779,098 318 FY 2013 FY 2014 FY 2011 Program Budget Capital Projects Parks - Community Community Park #3 - BLM Council District: Mesquite Project Number: CS00059 Project Location: BLM Land Adjacent to the Agua Fria River Description: This project is for the development of a third Community Park, which will be coordinated with development needs in the northern portion of the City. The BLM site is a 160 acre parcel. Fifty percent of the land is situated within the Agua Fria river floodway and/or flood plain and is undevelopable. 60 – 80 acres can be utilized for the construction of a community park, and portions of that area have cultural resources and artifacts. There are two to three large washes that bisect the parcel and Lone Mountain Parkway is also planned to bisect the parcel. Approximately 30-40 acres should be fully developable. Community Park #3 will be developed in phases and typical planned improvements include lighted sports fields and support amenities, dog park, skate court facilities, playgrounds, splash pads, picnicking areas, etc. A future phase will include a recreation center, which is consistent with the PROST master plan. Requested funding for FY2015-17 is for design and infrastructure only. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 Design Citywide Park/Rec Facili Base $0 $0 $0 $0 $1,000,000 $0 $1,000,000 Construction Citywide Park/Rec Facili Base $0 $0 $0 $0 $0 $6,600,000 $6,600,000 Chargebacks Citywide Park/Rec Facili Base $0 $0 $0 $0 $71,745 $143,490 $215,235 Arts Citywide Park/Rec Facili Base $0 $0 $0 $0 $10,000 $66,000 $76,000 $0 $0 $0 $0 $1,081,745 $6,809,490 $7,891,235 Total Budget FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Rio Vista Park Council District: Ironwood Project Number: CS00021 Project Location: Loop 101 & Thunderbird Rd Description: Remaining funds are to make additions/modifications to the Veterans Memorial Wall to make it more visible from the west side of the monument. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 Construction Citizen Donations-CS Carryover $3,999 $0 $0 $0 $0 $0 $3,999 Construction Citywide Park/Rec Facili Carryover $12,314 $0 $0 $0 $0 $0 $12,314 Total Budget $16,313 $0 $0 $0 $0 $0 $16,313 319 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Parks - Library Branch Library Council District: Ironwood Project Number: CS00051 Project Location: Lake Pleasant Parkway & 91st Avenue Description: The Sunrise Mountain Library was completed in 2009. The remaining funds in this project are to be used to purchase additional books for the library. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 Equipment Library Dev Carryover $180,000 $0 $0 $0 $0 $0 $180,000 Construction Library Dev Carryover $12,210 $0 $0 $0 $0 $0 $12,210 Total Budget $192,210 $0 $0 $0 $0 $0 $192,210 320 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Parks - Neighborhood 99th Ave and Olive Trail Node Council District: Pine Project Number: CS00088 Project Location: 99th Avenue and Olive Avenue Description: Formerly known as 99th Avenue and Olive Neighborhood Park, this project is to construct an access point to the New River Trail system with comfort facilities such as a restroom, drinking fountain, and resting areas. Since this is also near an equestrian area in our community, facilities will also include services that accommodate those wishing to access the trail on horseback. Budget by Fiscal Year Carryover / Base Category Funding Source Design Neighborhood Park Dev Base $0 $0 $0 $0 $0 $75,000 $75,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $175,000 $175,000 Construction Neighborhood Park Dev Base $0 $0 $0 $0 $0 $259,500 $259,500 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $575,500 $575,500 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $58,544 $58,544 Arts Neighborhood Park Dev Base $0 $0 $0 $0 $0 $3,345 $3,345 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $7,505 $7,505 $0 $0 $0 $0 $0 $1,154,394 $1,154,394 FY 16-20 Total Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $60,000 $60,000 Total Operating Impacts $0 $0 $0 $0 $0 $60,000 $60,000 321 FY 2011 Program Budget Capital Projects Parks - Neighborhood Aloravita Neighborhood Park Council District: Mesquite Project Number: CS00130 Project Location: Patriot American - Northern Peoria Description: This project is approximately 10 acres and includes design and construction of neighborhood park in Patriot American development near 75th Avenue and Pinnacle Vista. Budget by Fiscal Year Carryover / Base Category Funding Source Design Neighborhood Park Dev Base $0 $0 $0 $0 $0 $196,020 $196,020 Construction Neighborhood Park Dev Base $0 $0 $0 $0 $0 $1,960,200 $1,960,200 Chargebacks Neighborhood Park Dev Base $0 $0 $0 $0 $0 $81,856 $81,856 Arts Neighborhood Park Dev Base $0 $0 $0 $0 $0 $21,562 $21,562 $0 $0 $0 $0 $0 $2,259,638 $2,259,638 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Personal OPS $0 $0 $0 $0 $0 $137,836 $137,836 Non-Pers OPS Capital OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $134,400 $83,971 $134,400 $83,971 Total Operating Impacts $0 $0 $0 $0 $0 $137,836 $356,207 322 FY 2011 Program Budget Capital Projects Parks - Neighborhood Camino a Lago Park #1 Council District: Mesquite Project Number: CS00054 Project Location: 98th Ave & Lake Pleasant Parkway Description: This project is for the basic park development (6.1 acres) in the Camino a Lago area to include infrastructure and amenities such as utilities, restroom, landscaping, play equipment, picnic shelters, and turf areas. The park is located directly north of the Sunrise Mountain Branch Library. The park and library share the same parking lot and approximately one acre of grass area has been developed to date. Additional landscape and turf improvements are planned in FY11. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Neighborhood Park Dev Carryover $651,860 $0 $0 $0 $0 $0 $651,860 Construction Neighborhood Park Dev Base $0 $500,000 $0 $0 $0 $0 $500,000 Chargebacks Neighborhood Park Dev Base $0 $40,928 $0 $0 $0 $0 $40,928 Arts Neighborhood Park Dev $0 $5,000 $0 $0 $0 $0 $5,000 $651,860 $545,928 $0 $0 $0 $0 $1,197,788 Base Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Personal OPS Non-Pers OPS Capital OPS $0 $0 $0 $0 $8,450 $0 $23,500 $8,450 $26,500 $23,500 $8,450 $0 $23,500 $8,450 $0 $117,500 $42,250 $0 $188,000 $76,050 $26,500 Total Operating Impacts $0 $0 $23,500 $23,500 $23,500 $117,500 $290,550 323 FY 2011 Program Budget Capital Projects Parks - Neighborhood Camino a Lago Park #2 (North) Council District: Mesquite Project Number: CS00086 Project Location: Northern Camino a Lago Area (south of Pinnacle Peak Rd.) Description: This project involves development of a neighborhood park in the North section of the proposed Camino a Lago site (now identified as The Meadows). Basic park development will include infrastructure and amenities such as utilities, restroom, landscaping, play equipment, picnic shelters, hard surface courts, and multi-purpose turf areas. Budget by Fiscal Year Carryover / Base Category Funding Source Design Neighborhood Park Dev Base $0 $0 $0 $0 $0 $147,015 $147,015 Construction Neighborhood Park Dev Base $0 $0 $0 $0 $0 $1,783,292 $1,783,292 Chargebacks Neighborhood Park Dev Base $0 $0 $0 $0 $0 $81,855 $81,855 Arts Neighborhood Park Dev Base $0 $0 $0 $0 $0 $19,304 $19,304 $0 $0 $0 $0 $0 $2,031,466 $2,031,466 FY 16-20 Total Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total Personal OPS Non-Pers OPS Capital OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $55,568 $70,500 $96,971 $55,568 $70,500 $96,971 Total Operating Impacts $0 $0 $0 $0 $0 $55,568 $223,039 Osuna Park Renovations Council District: Acacia Project Number: CS00095 Project Location: Osuna Park Description: This project is to provide park improvements to Osuna Park including recontouring the park area, abandoning and relocating utilities, adding a plaza area and other improvements adjacent to the Community Theater, and constructing an outdoor venue in the park. City Council recently reviewed the Osuna Park Master Plan and the design/consultant team is preparing plans to develop construction documents. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2009 Carryover $604,950 $0 $0 $0 $0 $0 $604,950 Construction GO Bonds 2007 Carryover $372,485 $0 $0 $0 $0 $0 $372,485 Construction Proposed GO Bonds $500,000 $0 $0 $0 $0 $0 $500,000 $1,477,435 $0 $0 $0 $0 $0 $1,477,435 Base Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 Total Operating Impacts $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 324 FY 2011 Program Budget Capital Projects Parks - Neighborhood Scotland Yard Neighborhood Park (93rd Av & Cholla) Council District: Palo Verde Project Number: CS00123 Project Location: 93rd Avenue and Cholla Description: Standard neighborhood park improvements include: playgrounds, picnic areas, walking paths, irrigated turf, landscaping, off-street parking and miscellaneous improvements. The City intends to build this park with many new environmental technologies. The public meeting process has recently concluded and the design team is moving forward with the design. Construction is anticipated to begin by the fall 2010 and be completed by summer 2011. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Neighborhood Park Dev Carryover $45,327 $0 $0 $0 $0 $0 $45,327 Construction GO Bonds 2010 Carryover $1,010,585 $0 $0 $0 $0 $0 $1,010,585 Construction Neighborhood Park Dev $500,000 $0 $0 $0 $0 $0 $500,000 Construction Proposed GO Bonds $235,000 $0 $0 $0 $0 $0 $235,000 $1,790,912 $0 $0 $0 $0 $0 $1,790,912 Base Base Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Personal OPS Non-Pers OPS $0 $0 $23,500 $8,750 $23,500 $8,750 $23,500 $8,750 $23,500 $8,750 $117,500 $43,750 $211,500 $78,750 Total Operating Impacts $0 $23,500 $23,500 $23,500 $23,500 $117,500 $290,250 Vistancia Neighborhood Park #2 Project Number: CS00124 Project Location: Vistancia Council District: Mesquite Description: This project is for the development of a 4-acre neighborhood park in the north Vistancia planning area, adjacent to Lake Pleasant Elementary School. Neighborhood park improvements include restrooms, off-street parking, picnic areas, and other site amenities. A lighted basketball court is also planned as part of the joint use agreement in an IGA with PUSD. The public input process has been completed and design is currently in progress. Design will be completed by fall 2010 and construction will be completed by summer 2011. Budget by Fiscal Year Category Funding Source Construction Neighborhood Park Dev Carryover / Base FY 2011 Carryover $1,029,400 $0 $0 $0 $0 $0 $1,029,400 Total Budget $1,029,400 $0 $0 $0 $0 $0 $1,029,400 Operating Impacts Personal OPS Non-Pers OPS Total Operating Impacts FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total $0 $9,650 $23,500 $9,650 $23,500 $9,650 $23,500 $9,650 $23,500 $9,650 $117,500 $48,250 $211,500 $96,500 $0 $23,500 $23,500 $23,500 $23,500 $117,500 $308,000 325 FY 2011 Program Budget Capital Projects Parks - Neighborhood Vistancia Neighborhood Park #3 Council District: Mesquite Project Number: CS00135 Project Location: North Vistancia Description: This park will be the third neighborhood park in the Vistancia development. This park will be adjacent to a school site and consist of 8-10 acres including standard amenities such as turf, playground, ramadas, a restroom, etc. Budget by Fiscal Year Carryover / Base Category Funding Source Land Neighborhood Park Dev Base $0 $0 $0 $0 $0 $750,000 $750,000 Design Neighborhood Park Dev Base $0 $0 $0 $0 $0 $148,500 $148,500 Construction Neighborhood Park Dev Base $0 $0 $0 $0 $0 $1,782,000 $1,782,000 Chargebacks Neighborhood Park Dev Base $0 $0 $0 $0 $0 $81,855 $81,855 Arts Neighborhood Park Dev Base $0 $0 $0 $0 $0 $19,305 $19,305 $0 $0 $0 $0 $0 $2,781,660 $2,781,660 FY 16-20 Total Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total Personal OPS Non-Pers OPS Capital OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $27,784 $34,238 $29,000 $27,784 $34,238 $29,000 Total Operating Impacts $0 $0 $0 $0 $0 $27,784 $91,022 West Wing Park Council District: Mesquite Project Number: CS00057 Project Location: West Wing Parkway and High Desert Dr. Description: WestWing Park was completed in the the summer of 2009. The remaining funds are to be used for lighting to ensure safe recreational areas. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Neighborhood Park Dev Carryover $35,399 $0 $0 $0 $0 $0 Construction General Carryover $946 $0 $0 $0 $0 $0 $946 Total Budget $36,345 $0 $0 $0 $0 $0 $36,345 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total $35,399 Total Capital OPS $7,500 $0 $0 $0 $0 $0 $7,500 Total Operating Impacts $7,500 $0 $0 $0 $0 $0 $7,500 326 FY 2011 Program Budget Capital Projects Parks - Other Centennial Plaza Council District: Acacia Project Number: CS00134 Project Location: Municipal Office Complex Description: Previously called Municipal Office Complex Park, this project involves the development of land between the Public Safety Administration Building and the Development and Community Services Building on the Municipal Office Campus. It is consistent with the 2003 DFDG Municipal Center Master Plan. The park will commemorate Arizona's 100th anniversary and will retrofit existing amenities to tie the entire campus landscaping together. A storm water retention basin for the Municipal Complex will also be part of the project improvements. Budget by Fiscal Year Carryover / Base FY 2011 Proposed GO Bonds Carryover $3,087,934 $0 $0 $0 $0 $0 $3,087,934 GO Bonds 2010 Carryover $320,908 $0 $0 $0 $0 $0 $320,908 Total Budget $3,408,842 $0 $0 $0 $0 $0 $3,408,842 Category Funding Source Construction Construction Operating Impacts FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $35,000 $35,000 $35,000 $35,000 $175,000 $315,000 Total Operating Impacts $0 $35,000 $35,000 $35,000 $35,000 $175,000 $315,000 Community Center Building Addition Council District: Acacia Project Number: CS00070 Project Location: 83rd Ave & Washington Description: This project involves the addition of a 10,000 square foot facility and renovates the existing Community Center in old town Peoria. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Citywide Park/Rec Facili Carryover $273,000 $0 $0 $0 $0 $0 $273,000 Construction GO Bonds 2010 Carryover $4,182,718 $0 $0 $0 $0 $0 $4,182,718 Construction General Carryover $3,960,900 $0 $0 $0 $0 $0 $3,960,900 Total Budget $8,416,618 $0 $0 $0 $0 $0 $8,416,618 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Personal OPS Non-Pers OPS $0 $0 $0 $59,550 $0 $59,550 $0 $59,550 $0 $59,550 $18,832 $297,750 $18,832 $535,950 Total Operating Impacts $0 $0 $0 $0 $0 $18,832 $554,782 327 FY 2011 Program Budget Capital Projects Parks - Other Peoria Parks, Trails, and Open Space Master Plan Project Number: CS00067 Project Location: Citywide Council District: Citywide Description: This project is for a comprehensive Parks, Trail and Open Space Master Plan (PROST) to guide and assist with development, especially in the Northern portion of the City. Budget by Fiscal Year Carryover / Base Category Funding Source Study River Corridors & Trails Base $0 $0 $52,200 $0 $0 $52,200 $104,400 Study Open Space Dev Base $0 $0 $52,200 $0 $0 $52,200 $104,400 Study Neighborhood Park Dev Base $0 $0 $25,200 $0 $0 $25,200 $50,400 Study Neighborhood Park Dev Base $0 $0 $25,200 $0 $0 $25,200 $50,400 Study Neighborhood Park Dev Base $0 $0 $25,200 $0 $0 $25,200 $50,400 $0 $0 $180,000 $0 $0 $180,000 $360,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Sports Complex Field Lighting Council District: Willow Project Number: CS00092 Project Location: Sports Complex Description: This project provides funding for lighting of four to five fields at the Sports Complex. (Formerly Sunrise Mountain Field Lighting). Budget by Fiscal Year Category Funding Source Construction General Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 328 FY 2011 Program Budget Capital Projects Parks - Other Sports Complex Improvements Council District: Willow Project Number: CS00022 Project Location: Sports Complex Description: This project is for the stadium improvements and expansion, including Sports Complex Stadium facilities and grounds improvements. Budget by Fiscal Year Carryover / Base Category Funding Source Construction General $350,000 $0 $0 $0 $0 $0 $350,000 Construction MDA Bonds 2009 - Spor Base $0 $10,682,680 $0 $0 $0 $0 $10,682,680 Chargebacks MDA Bonds 2009 - Spor Base $0 $231,435 $0 $0 $0 $0 $231,435 Arts MDA Bonds 2009 - Spor Base $0 $106,827 $0 $0 $0 $0 $106,827 $350,000 $11,020,942 $0 $0 $0 $0 $11,370,942 Carryover Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total FY 16-20 Total Non-Pers OPS $0 $0 $25,000 $25,000 $25,000 $125,000 $200,000 Total Operating Impacts $0 $0 $25,000 $25,000 $25,000 $125,000 $200,000 Sports Complex Trail Council District: Ironwood Project Number: CS00146 Project Location: N of Skunk Creek 75th to 83rd Description: This project is for landscape and trail improvements on the north bank of Skunk Creek wash between 83rd Avenue and 75th Avenue. Budget by Fiscal Year Carryover / Base Category Funding Source Construction River Corridors & Trails Base $225,000 $0 $0 $0 $0 $0 $225,000 Construction Proposed GO Bonds Base $479,000 $0 $0 $0 $0 $0 $479,000 $704,000 $0 $0 $0 $0 $0 $704,000 Total Budget FY 2011 FY 2012 329 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Parks - Trails & Open Space Agua Fria Trails - CAP to Tierra del Rio Council District: All Project Number: CS00049 Project Location: Along the Agua Fria corridor Description: This project includes the development of more than five miles of trail along the Agua Fria River between Happy Valley Road and the CAP. This path will connect Peoria Parks (Community Park #3) and Open Spaces (Calderwood Butte) as well as providing a regional connection with the White Tanks Mtn Open Space in Maricopa County, and a future connection along the Agua Fria River to Lake Pleasant. This project has both local and regional significance. Budget by Fiscal Year Carryover / Base Category Funding Source Construction River Corridors & Trails Base $0 $0 $0 $0 $500,000 $111,000 $611,000 Chargebacks River Corridors & Trails Base $0 $0 $0 $0 $29,272 $29,272 $58,544 Arts River Corridors & Trails Base $0 $0 $0 $0 $5,000 $1,110 $6,110 $0 $0 $0 $0 $534,272 $141,382 $675,654 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 Personal OPS Non-Pers OPS Capital OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating Impacts $0 $0 $0 $0 $0 FY 16-20 FY 16-20 $25,000 Total Total $25,000 $25,000 Agua Fria/Open Space Land Acquisition Council District: Mesquite Project Number: CS00089 Project Location: SR 74 to Dove Valley, Dove Valley to Jomax Description: Open Space Land Acquisition is vital to prepare and plan for and this project will protect cultural resources and encourage preservation of open space in the northern section of the city. Much of the land of interest is State Lands. The division of Planning and Sustainability will conduct a study of what parcels should be acquired and what strategies for open space preservation should be implemented. Budget by Fiscal Year Category Funding Source Carryover / Base Land Open Space Dev Carryover $217,500 $0 $0 $0 $0 $0 $217,500 Land GO Bonds 2010 Carryover $532,500 $0 $0 $0 $0 $0 $532,500 Land Open Space Dev Base $333,333 $333,333 $0 $0 $0 $0 $666,666 Land Proposed GO Bonds Base $666,667 $666,667 $0 $0 $0 $0 $1,333,334 Chargebacks Proposed GO Bonds Base $0 $2,400 $0 $0 $0 $0 $2,400 $1,750,000 $1,002,400 $0 $0 $0 $0 $2,752,400 Total Budget FY 2011 FY 2012 330 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Parks - Trails & Open Space Loop 303 Trail Underpasses Council District: Mesquite Project Number: EN00287 Project Location: Twin Buttes Wash, Caterpillar Tank Wash, and Agua Fria Overbank Description: This project provides funding for the construction of three trail crossings under the Loop 303 according to the City of Peoria Trail Master Plan and in accordance with the IGAs between the City and ADOT. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Construction Half Cent Sales Tax Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Construction General Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Total Budget $30,000 $0 $0 $0 $0 $0 $30,000 New River Trail - Bell Road to Union Hills Council District: Ironwood Project Number: CS00120 Project Location: Arrowhead Segment - Bell Road to Union Hills Description: This project is for trail development along the west bank of the New River between Bell Road and Union Hills. A portion of the trail has been built north of Bell Road and underpass benches have been provided at Union Hills and 83rd Avenue Bridges. This segment will link Rio Vista Community Park to neighborhoods north of Greenway Road. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2011 Construction GO Bonds 2010 Carryover $1,010,000 $0 $0 $0 $0 $0 $1,010,000 Construction GO Bonds 2007 Carryover $69,457 $0 $0 $0 $0 $0 $69,457 Total Budget $1,079,457 $0 $0 $0 $0 $0 $1,079,457 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total New River Trail - Grand Avenue Underpass Council District: Palo Verde Project Number: CS00084 Project Location: Grand Avenue Description: This project is for the development of trail underpasses at Grand Avenue along the New River to ensure connectivity with existing trail on both sides of Grand Avenue. Project requires coordination between ADOT, Railroad and FCDMC and any easements to complete the grade separated underpass. Budget by Fiscal Year Category Funding Source Construction GO Bonds 2007 Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $600,288 $0 $0 $0 $0 $0 $600,288 Total Budget $600,288 $0 $0 $0 $0 $0 $600,288 331 FY 2011 Program Budget Capital Projects Parks - Trails & Open Space New River Trail - Northern to Olive Avenue Council District: Pine Project Number: CS00125 Project Location: 99th Avenue and Northern Avenue Description: This project is a one mile trail on the west bank of New River, located between Olive and Northern Ave. The project includes a 10 foot wide path and landscaping along the entire section. The path is partially funded in FY12 with TERC funding through ADOT. The project may also include an underpass at Northern Ave. and a low water crossing structure to connect into the Glendale regional trail along New River. Coupled with this project in FY11 is the development of a trailhead located at Olive Ave. to provide offstreet parking and comfort services along the path. The project is requested in FY11 by utilizing federal stimulus funding entirely. Future year funding utilizes a combination of federal funds and matching funds from City of Peoria sources. Design of the trail and landscaping of the one-mile trail segment is complete. Budget by Fiscal Year Carryover / Base Category Funding Source Construction River Corridors & Trails Base $75,000 $0 $0 $0 $0 $0 $75,000 Construction Capital Projects-Outside Base $2,700,000 $0 $0 $0 $0 $0 $2,700,000 Construction Proposed GO Bonds Base $125,000 $0 $0 $0 $0 $0 $125,000 $2,900,000 $0 $0 $0 $0 $0 $2,900,000 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $20,000 $20,000 $20,000 $20,000 $100,000 $180,000 Total Operating Impacts $0 $20,000 $20,000 $20,000 $20,000 $100,000 $180,000 New River Trail - Olive Avenue Underpass Council District: Pine Project Number: CS00142 Project Location: Olive Avenue at New River Description: The project is for an underpass located at Olive Avenue on the west side of New River. The underpass will allow for a safe crossing of Olive Avenue and will provide uninterrupted use along the trail alignment. Design of this project is complete and ready for bid based on Federal funding requirements. Construction of this underpass is planned in 2011. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Capital Projects-Outside Base $700,000 $0 $0 $0 $0 $0 Construction Proposed GO Bonds Base $500,000 $0 $0 $0 $0 $0 $500,000 $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Total Budget FY 2011 FY 2012 332 FY 2013 FY 2014 FY 2015 FY 16-20 Total $700,000 FY 2011 Program Budget Capital Projects Parks - Trails & Open Space New River Trail - Peoria Avenue Underpass Council District: Pine Project Number: CS00065 Project Location: Peoria Av at New River Description: The project is for the construction of an underpass on the west bank of New River at Peoria Avenue. The project has been designed and is ready for bid and construction. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2010 Carryover $350,308 $0 $0 $0 $0 $0 $350,308 Construction General Carryover $542,326 $0 $0 $0 $0 $0 $542,326 Total Budget $892,634 $0 $0 $0 $0 $0 $892,634 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total NRT between Williams Road and Happy Valley Road Council District: Mesquite Project Number: CS00128 Project Location: East side of New River between Pinnacle Peak and Happy Valley Road Description: This project is for the construction of low water crossing of New River near the Williams Road alignment to connect to the City of Glendale's NRT path between Williams Rd. and Pinnacle Peak. The NRT will then continue north on the east side of New River and connect with several existing path segments between Pinnacle Peak and Happy Valley Road that have been constructed as development has occurred. This will close a 1.5 mile missing gap between Williams Road and the newly constructed underpass at Happy Valley Road. Budget by Fiscal Year Carryover / Base Category Funding Source Construction River Corridors & Trails Base $0 $100,000 $0 $0 $0 $0 $100,000 Construction Proposed GO Bonds Base $0 $250,000 $0 $0 $0 $0 $250,000 Chargebacks River Corridors & Trails Base $0 $16,982 $0 $0 $0 $0 $16,982 Chargebacks Proposed GO Bonds Base $0 $41,502 $0 $0 $0 $0 $41,502 Arts River Corridors & Trails Base $0 $1,000 $0 $0 $0 $0 $1,000 Arts Proposed GO Bonds Base $0 $2,500 $0 $0 $0 $0 $2,500 $0 $411,984 $0 $0 $0 $0 $411,984 Total Budget FY 2011 FY 2012 333 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Parks - Trails & Open Space Palo Verde Park Council District: Mesquite Project Number: CS00113 Project Location: Palo Verde Description: This project is for the development of a four acre neighborhod park in the Palo Verde Open Space parcel located at 73rd Ave. and Briles. Public meetings have been held to seek input and identify the recreational and park needs for the Terramar community. Staff is currently wrapping up the input process and moving forward with design and development of the park. Park development is anticipated to be completed by summer 2011. Budget by Fiscal Year Category Funding Source Carryover / Base Construction Open Space Dev Carryover $746,525 $0 $0 $0 $0 $0 $746,525 Construction General Carryover $643,500 $0 $0 $0 $0 $0 $643,500 Total Budget $1,390,025 $0 $0 $0 $0 $0 $1,390,025 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $8,750 $8,750 $8,750 $8,750 $43,750 $78,750 Total Operating Impacts $0 $8,750 $8,750 $8,750 $8,750 $43,750 $78,750 Skunk Creek Trailhead @ 83rd Avenue Council District: Willow Project Number: CS00091 Project Location: 83rd Avenue & Skunk Creek Description: This project is for a use easement from the Flood Control District of Maricopa County at SEC 83rd Avenue and Skunk Creek for development of a trail head & rest area for users of the Skunk Creek/ACDC Trail. Budget by Fiscal Year Carryover / Base Category Funding Source Construction River Corridors & Trails Carryover $346,419 $0 $0 $0 $0 $0 $346,419 Construction GO Bonds 2010 Carryover $102,000 $0 $0 $0 $0 $0 $102,000 Construction GO Bonds 2007 Carryover $462,269 $0 $0 $0 $0 $0 $462,269 Total Budget $910,688 $0 $0 $0 $0 $0 $910,688 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 Total Operating Impacts $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 334 FY 2011 Program Budget Capital Projects Public Safety Peoria’s public safety functions include not only the Police and Fire departments, but also the City Attorney’s Office and the Municipal Court. Capital needs for these functions are ad‐ dressed either as operational facilities, such as the Municipal Court Expansion, or as Public Safety projects. Public Safety projects include police precincts, fire stations, ladder trucks, and training facilities. Public Safety projects in the ten‐year program are funded primarily through operating reve‐ nues, general obligation bonds, and development impact fees. A variety of needs are ad‐ dressed in this plan, including replacement of an aging computer aided dispatch system, ex‐ pansion of the Pinnacle Peak Public Safety Facility, and land acquisition for a future Fire Sup‐ port Services Facility. Capital Improvement Program Public Safety Total ‐ $22,005,641 $12,000,000 $11,319,968 $9,000,000 $6,000,000 $5,249,772 $4,703,332 $3,000,000 $732,569 $0 FY2011 FY2012 FY2013 335 $0 $0 FY2014 FY2015 FY16‐20 FY 2011 Program Budget Capital Projects Public Safety Summary of Funding Sources Description of Fund 1000 - General 1210 - Half Cent Sales Tax 4240 - GO Bonds 2010 4250 - Proposed GO Bonds 4970 - Proposed GO Bonds Future Issue 7930 - Law Enforcement Dev 7935 - Fire & Emergency Svc Dev Total FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $1,101,789 $0 $0 $0 $0 $0 $1,101,789 $62,784 $0 $0 $0 $0 $0 $62,784 $467,000 $0 $0 $0 $0 $0 $467,000 $3,000,000 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $0 $0 $4,694,587 $4,694,587 $1,759 $732,569 $5,249,772 $0 $0 $0 $5,984,100 $70,000 $0 $0 $0 $0 $6,625,381 $6,695,381 $4,703,332 $732,569 $5,249,772 $0 $0 $11,319,968 $22,005,641 336 FY 2011 Program Budget Capital Projects Public Safety 800MHz Radios Project Number: FD00014 Project Location: Citywide Council District: All Description: This request completes Phase II of the 800MHz Fire Department communications package. The City has already paid $1.5 million for its share of the infrastructure for this system. This request funds the capital radio equipment needed to implement the project. The Fire Department will need to purchase 90 portable 800 MHz radios at $4,500 each, 30 mobile 800 MHz radios at $9,000 each, and 20 repeaters for front line emergency response apparatus at $15,000 each. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $975,000 $0 $0 $0 $0 $0 $975,000 $975,000 $0 $0 $0 $0 $0 $975,000 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $0 $6,000 $6,000 $6,000 $6,000 $30,000 $54,000 Total Operating Impacts $0 $6,000 $6,000 $6,000 $6,000 $30,000 $54,000 CAD Replacement Project Number: PD00013 Project Location: PSAB Council District: Acacia Description: Upgrade or replacement of the Computer Automated Dispatch (CAD), Mobile Digital Computers (MDC) and Records software. Budget by Fiscal Year Category Funding Source Carryover / Base Study GO Bonds 2010 Carryover Equipment Proposed GO Bonds Base Total Budget Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $37,000 $0 $0 $0 $0 $0 $37,000 $3,000,000 $0 $0 $0 $0 $0 $3,000,000 $3,037,000 $0 $0 $0 $0 $0 $3,037,000 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $0 $167,000 $167,000 $167,000 $167,000 $835,000 $1,503,000 Total Operating Impacts $0 $167,000 $167,000 $167,000 $167,000 $835,000 $1,503,000 337 FY 2011 Program Budget Capital Projects Public Safety Fire Station #8 Council District: Mesquite Project Number: FD00008 Project Location: Undetermined Description: This project provides funding to construct a fire station in the northwest section of the city. The facility would mirror our prototypical neighborhood fire station and be programmed at approximately 10,700 square feet. Total construction cost is estimated at $4.2 million. This cost includes administrative fees, engineering and design, furniture, fixtures, and equipment. Land will need to be purchased by the City. Apparatus cost for one fire pumper is included. Arts is estimated at 1% of eligible segment costs. Existing design documents will be used but will need to be tailored to the specific site. Budget by Fiscal Year Carryover / Base Category Funding Source Land Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $450,000 $450,000 Equipment Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $723,000 $723,000 Design Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $265,000 $265,000 Construction Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $3,500,000 $3,500,000 Chargebacks Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $131,985 $131,985 Arts Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $37,650 $37,650 $0 $0 $0 $0 $0 $5,107,635 $5,107,635 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 16-20 Total FY 16-20 Total Personal OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,071,000 $600,000 $4,071,000 $600,000 Total Operating Impacts $0 $0 $0 $0 $0 $4,071,000 $4,671,000 338 FY 2013 FY 2014 FY 2011 Program Budget Capital Projects Public Safety Joint Training Fire Facility Project Number: FD00013 Project Location: City of Glendale Council District: Description: This project provides funding for the Peoria Fire Department to partner with other West Valley Fire and Police Departments to design and construct a Western Regional Public Safety Training Facility. The approximately 150,000 square foot facility includes administrative and classroom buildings, physical training facilities, driver training tracks, extensive fire burn props, dormitories, a gymnasium, a cafeteria, and a 500 person auditorium. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Fire & Emergency Svc D Base $0 $0 $0 $0 Construction Proposed GO Bonds Base $0 $0 $0 $0 Arts Fire & Emergency Svc D Base $0 $0 $0 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $0 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 16-20 Total $0 $1,502,718 $1,502,718 $0 $3,679,071 $3,679,071 $0 $0 $15,028 $15,028 $0 $0 $36,791 $36,791 $0 $0 $5,233,608 $5,233,608 FY 2014 FY 2015 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $360,000 $360,000 Total Operating Impacts $0 $0 $0 $0 $0 $360,000 $360,000 339 FY 2011 Program Budget Capital Projects Public Safety Pinnacle Peak Public Safety Facility Expansion Council District: Mesquite Project Number: PD00021 Project Location: Pinnacle Peak Public Safety Description: This project provides funding for a 15,000 square foot single story masonry office building annex on the campus of the Pinnacle Peak Public Safety Facility. In 2008, the City completed the expansion of the site's parking facilities, which included masterplanning a building pad for a future flex office building fronting Lake Pleasant Parkway. The building is envisioned as an open office shell with restroom and office core allowing for a maximized density of office cubicles. The building will be home to police employees providing service to the northern reaches of the City. A deceleration lane and traffic signal are included in this project. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Law Enforcement Dev Base $0 $0 $198,052 $0 $0 $0 Design Law Enforcement Dev Base $0 $675,281 $0 $0 $0 $0 $675,281 Construction Law Enforcement Dev Base $0 $0 $4,951,668 $0 $0 $0 $4,951,668 Chargebacks Law Enforcement Dev Base $0 $50,535 $50,535 $0 $0 $0 $101,070 Arts Law Enforcement Dev Base $0 $6,753 $49,517 $0 $0 $0 $56,270 $0 $732,569 $5,249,772 $0 $0 $0 $5,982,341 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total $198,052 Total Non-Pers OPS $0 $0 $0 $90,000 $90,000 $450,000 $630,000 Total Operating Impacts $0 $0 $0 $90,000 $90,000 $450,000 $630,000 PSAB Security Enhancements Project Number: PD00018 Project Location: 83rd Avenue and Cinnabar/PSAB Building Council District: Description: The lobby of the Public Safety Administration Building needs to have substantial modifications to enhance the security of the building, as well as protect the employees who work the front desk. The enhancements include the repositioning of the front desk, the Records Conference Room, and the Station Officer area for a total of 2,800 square feet of remodeling. The plan calls for the front desk to be repositioned and have bullet-resistant glass installed to ensure the facility is secure. The modifications also include funding for bullet-resistant glass at the Pinnacle Peak Public Safety Facility. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $767,054 $767,054 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $204,000 $204,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $7,671 $7,671 $0 $0 $0 $0 $0 $978,725 $978,725 Total Budget FY 2011 FY 2012 340 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Public Safety Records Management Info System/CAD Upgrade Council District: Acacia Project Number: PD00007 Project Location: 83rd Ave and Cinnabar Description: Upgrade of the Computer Automated Dispatch (CAD) and Records Management System (CRIMES) computer software to include TDD interface, visual GIS maps or other visual wall displays, accident diagrams and graphic displays of jurisdictional mapping to include house addresses for setting up perimeters for critical incidents. CAD update should incorporate technology to allow it to be a stand alone system which would speed up response. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Equipment Law Enforcement Dev Carryover $1,759 $0 $0 $0 $0 $0 $1,759 Equipment Half Cent Sales Tax Carryover $62,784 $0 $0 $0 $0 $0 $62,784 Total Budget $64,543 $0 $0 $0 $0 $0 $64,543 Self Contained Breathing Apparatus Project Number: FD00100 Project Location: City-wide Council District: All Districts Description: The current inventory of Self Contained Breathing Apparatus (SCBA) was purchased in 2001. The life span on this equipment is approximately eight years. These units are due for replacement at a cost of $6,500 each. To outfit the entire Fire Department necessitates the purchase of 100 units for a total cost of $650,000. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $126,789 $0 $0 $0 $0 $0 $126,789 Total Budget $126,789 $0 $0 $0 $0 $0 $126,789 Support Services Facility - Land Acquisition Council District: Mesquite Project Number: FD00102 Project Location: Pinnacle Peak Public Safety Building Description: This project will provide funding for the land purchase for the future Support Services Facility. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 Land Fire & Emergency Svc D Carryover $70,000 $0 $0 $0 $0 $0 $70,000 Land GO Bonds 2010 Carryover $430,000 $0 $0 $0 $0 $0 $430,000 Total Budget $500,000 $0 $0 $0 $0 $0 $500,000 341 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Streets and Traffic Control Transportation‐related issues are a high priority for the City of Peoria. The Capital Improve‐ ment Program addresses traffic congestion by constructing new roadways, adding lanes to existing roadways, widening intersections, and enhancing traffic management systems. The maintenance and preservation of roadways is an important component of the program, which provides the necessary resources for scheduled pavement maintenance applications throughout the City. Transportation projects within the City’s ten‐year plan are funded from operating revenues, general obligation and revenue bonds, development impact fees, and contributions from the Maricopa County transportation sales tax. Key projects have been identified to provide more efficient freeway access and to facilitate economic development. These projects include the Beardsley Road Extension and the widening of Lake Pleasant Parkway from Westwing Park‐ way to the soon‐to‐be‐completed Loop 303. Several key intersections are scheduled to be widened, providing significant congestion relief and improving the safety at those intersec‐ tions. Capital Improvement Program Streets and Traffic Control Total ‐ $207,001,878 $70,000,000 $62,888,414 $62,091,501 $60,000,000 $50,000,000 $40,000,000 $37,508,468 $30,000,000 $17,598,817 $20,000,000 $16,655,646 $10,259,032 $10,000,000 $0 FY2011 FY2012 FY2013 342 FY2014 FY2015 FY16‐20 FY 2011 Program Budget Capital Projects Streets Summary of Funding Sources Description of Fund FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total 1000 - General $894,000 $60,550 $60,550 $60,550 $294,550 $234,000 $1,604,200 2050 - Water $445,235 $0 $0 $0 $0 $0 $445,235 2400 - Wastewater $445,235 $0 $0 $0 $0 $0 $445,235 4210 - GO Bonds 2007 $1,044,776 $4,000,000 $0 $0 $0 $0 $5,044,776 4220 - GO Bonds 2009 $9,181,960 $12,320,000 $0 $0 $0 $0 $21,501,960 4230 - MDA Bonds $4,400,000 $0 $0 $0 $0 $0 $4,400,000 4240 - GO Bonds 2010 $2,003,160 $0 $0 $0 $0 $0 $2,003,160 4250 - Proposed GO Bonds $1,753,749 $0 $0 $0 $0 $629,838 $2,383,587 4550 - County Transportation Tax $8,300,567 $574,740 $2,169,538 $0 $0 $4,628,160 $15,673,005 $14,904,000 $2,450,000 $0 $0 $0 $0 $17,354,000 $446,298 $0 $574,476 $225,893 $0 $10,711,121 $11,957,788 $0 $8,061,310 $1,289,943 $2,623,955 $1,585,750 $6,473,464 $20,034,422 $3,620,949 $3,827,800 $2,878,400 $2,650,248 $3,282,400 $14,907,100 $31,166,897 7001 - Streets Dev Zone 1 $256,887 $279,134 $351,630 $0 $2,042,166 $0 $2,929,817 7002 - Streets Dev Zone 2 $4,849,605 $0 $0 $0 $0 $10,915,771 $15,765,376 7010 - Transportation Sales Tax $6,721,210 $5,134,934 $8,446,280 $9,447,000 $2,254,166 $9,767,960 $41,771,550 $59,267,631 $36,708,468 $15,770,817 $15,007,646 $9,459,032 $58,267,414 $194,481,008 4555 - Federal Funded CIP Projects 4810 - Capital Projects-Outside Srces 4970 - Proposed GO Bonds Future Issue 7000 - Highway User Total 343 FY 2011 Program Budget Capital Projects Traffic Signals Summary of Funding Sources Description of Fund FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total 4810 - Capital Projects-Outside Srces $1,140,000 $0 $700,000 $646,000 $0 $0 $2,486,000 7010 - Transportation Sales Tax $1,683,870 $800,000 $1,128,000 $1,002,000 $800,000 $4,621,000 $10,034,870 $2,823,870 $800,000 $1,828,000 $1,648,000 $800,000 $4,621,000 $12,520,870 Total 344 FY 2011 Program Budget Capital Projects Streets 103rd Av & Northern Av Partial Reconstruction Council District: Pine Project Number: PW11140 Project Location: 103rd Av & Northern Av Description: This project provides funding to replace asphalt on Northern Av 250 feet in each direction from the centerline of 103rd Avenue and to repair 150 feet of 103rd Avenue up to the first intersection. Budget by Fiscal Year Category Funding Source Construction Highway User Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $405,000 $0 $0 $0 $0 $0 $405,000 $405,000 $0 $0 $0 $0 $0 $405,000 67th Av & Cactus Rd Intersection Improvements Council District: Willow Project Number: EN00078 Project Location: 67th Av & Cactus Rd (west leg) Description: This project provides for a traffic study, design, utility relocation, burying of overhead power lines, construction, and construction administration for capacity improvements to the intersection consisting of an additional westbound through lane. This project is for the City of Peoria's share of the improvements (west leg primarily) since the intersection is under the control of the City of Glendale. Improvements will include: paving, curb, gutter, raised median, driveways, pavement marking, signing and striping, street lighting, traffic signal relocation, sidewalks, pedestrian access ramps, landscaping, landscape irrigation and utility relocations. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Tax Base $0 $0 $0 $0 $0 $50,000 $50,000 Land Transportation Sales Tax Base $0 $0 $0 $0 $0 $245,000 $245,000 Design Transportation Sales Tax Base $0 $0 $0 $0 $0 $145,000 $145,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,229,000 $1,229,000 Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $48,000 $48,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $14,450 $14,450 $0 $0 $0 $0 $0 $1,731,450 $1,731,450 Total Budget FY 2011 FY 2012 345 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Streets 67th Av & Peoria Av Intersection Improvements Council District: Willow Project Number: EN00080 Project Location: 67th Av & Peoria Av (west leg) Description: This project provides for a traffic study, design, utility relocation, burying of overhead power lines, construction, and construction administration for capacity improvements to the intersection consisting of an additional westbound through lane. This project is for the City of Peoria share of the improvements (west leg primarily) since the intersection is under the control of the City of Glendale. Improvements will include: paving, curb, gutter, raised median, driveways, pavement marking, signing and striping, street lighting, traffic signal relocation, sidewalks, pedestrian access ramps, landscaping, landscape irrigation and utility relocations. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Tax Base $0 $0 $0 $0 $0 $50,000 $50,000 Land Transportation Sales Tax Base $0 $0 $0 $0 $0 $245,000 $245,000 Design Transportation Sales Tax Base $0 $0 $0 $0 $0 $140,000 $140,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,110,000 $1,110,000 Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $48,000 $48,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $14,400 $14,400 $0 $0 $0 $0 $0 $1,607,400 $1,607,400 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total 67th Av & Thunderbird Rd Intersection Improvements Council District: Willow Project Number: EN00077 Project Location: 67th Av and Thunderbird Rd (west leg) Description: This project provides for a traffic study, design, utility relocation, burying of overhead power lines, construction, and construction administration for capacity improvements to the intersection consisting of an additional westbound through lane. This project is for the City of Peoria's share of the improvements (west leg primarily) since the intersection is under the control of the City of Glendale. Improvements will include: paving, curb, gutter, raised median, driveways, pavement marking, signing and striping, street lighting, traffic signal relocation, sidewalks, pedestrian access ramps, landscaping, landscape irrigation and utility relocations. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Tax Base $0 $0 $0 $0 $0 $48,000 $48,000 Land Transportation Sales Tax Base $0 $0 $0 $0 $0 $600,000 $600,000 Design Transportation Sales Tax Base $0 $0 $0 $0 $0 $120,000 $120,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,058,000 $1,058,000 Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $48,000 $48,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $14,200 $14,200 $0 $0 $0 $0 $0 $1,888,200 $1,888,200 Total Budget FY 2011 FY 2012 346 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Streets 67th Av Widening; Pinnacle Peak to Happy Valley Council District: Mesquite Project Number: EN00100 Project Location: 67th Av from Pinnacle Peak Rd to Happy Valley Rd Description: This project provides for the design, ROW acquisition, utility relocation, extension and burying overhead power lines as determined, construction and construction administration for the widening of 67th Avenue between Pinnacle Peak Road and Happy Valley Road to five lanes with bike lanes. The drainage portion of this project is a separate regional drainage project that must be completed prior to the construction of the roadway widening or simultaneously with the construction of the roadway widening. Budget by Fiscal Year Carryover / Base Category Funding Source Land Streets Dev Zone 2 Base $0 $0 $0 $0 Land Capital Projects-Outside Base $0 $0 $0 $0 Design Streets Dev Zone 2 Base $0 $0 $0 Design Capital Projects-Outside Base $0 $0 Construction Streets Dev Zone 2 Base $0 $0 Construction Capital Projects-Outside Base $0 Chargebacks Streets Dev Zone 2 Base $0 Arts Streets Dev Zone 2 Base Total Budget FY 2011 FY 2012 FY 16-20 Total $0 $1,766,068 $1,766,068 $0 $1,766,068 $1,766,068 $0 $0 $741,845 $741,845 $0 $0 $0 $741,845 $741,845 $0 $0 $0 $8,203,208 $8,203,208 $0 $0 $0 $0 $8,203,208 $8,203,208 $0 $0 $0 $0 $115,200 $115,200 $0 $0 $0 $0 $0 $89,450 $89,450 $0 $0 $0 $0 $0 $21,626,892 $21,626,892 347 FY 2013 FY 2014 FY 2015 FY 2011 Program Budget Capital Projects Streets 75th Av & Cactus Rd Intersection Improvements Council District: Palo Verde Project Number: EN00088 Project Location: 75th Av & Cactus Rd Description: This project provides for the design, ROW acquisition, utility relocations, extensions, burying overhead power lines as determined, construction and construction administration, for additional capacity improvements to the intersection and vicinity. The improvements include: additional turn lanes (both right and left), additional through lanes determined through an analysis and projection of traffic data, installation of raised medians for access control, paving, curb, gutter, driveways, pavement marking, signing and striping, street lighting, traffic signal modifications/upgrades, interconnect conduit and ITS facilities, sidewalks, pedestrian access ramps, landscaping and landscaping and irrigation. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Tax Base $0 $190,000 $0 $0 $0 $0 $190,000 Land Transportation Sales Tax Base $0 $0 $1,100,000 $0 $0 $0 $1,100,000 Design Transportation Sales Tax Base $0 $650,000 $0 $0 $0 $0 $650,000 Construction Transportation Sales Tax Base $0 $0 $0 $4,580,000 $0 $0 $4,580,000 Chargebacks Transportation Sales Tax Base $0 $48,600 $7,200 $30,000 $0 $0 $85,800 Arts Transportation Sales Tax Base $0 $6,500 $0 $50,000 $0 $0 $56,500 $0 $895,100 $1,107,200 $4,660,000 $0 $0 $6,662,300 FY 2013 FY 2014 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $0 $17,000 $85,000 $102,000 Total Operating Impacts $0 $0 $0 $0 $17,000 $85,000 $102,000 348 FY 2011 Program Budget Capital Projects Streets 75th Av & Peoria Av Intersection Improvements Council District: Acacia Project Number: EN00081 Project Location: 75th Av & Peoria Av Description: This project includes design, ROW, construction, and construction administration for capacity improvements to the intersection and vicinity to accommodate additional turn lanes (both right and left), and add additional through lanes determined through an analysis and projection of traffic data. The improvements are intended to improve safety, efficiency, access and traffic control in the vicinity of the intersection. Improvements will require acquisition of ROW and easements, installation of raised medians, construction of additional turn lanes, lane and route identification, access control and traffic signal timing and coordination. Improvements will include: paving, curb, gutter, driveways, medians, pavement marking, signing and striping, street lighting, sidewalks, pedestrian access ramps, landscaping, landscaping irrigation and utility relocations. The traffic signal will be relocated and modified to direct additional turn lanes and thru lanes. Traffic signal interconnect conduit and related facilities will be included in the project. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Tax Base $0 $175,000 $0 $0 $0 $0 $175,000 Land Transportation Sales Tax Base $0 $0 $180,000 $0 $0 $0 $180,000 Design Transportation Sales Tax Base $0 $800,000 $0 $0 $0 $0 $800,000 Construction Transportation Sales Tax Base $0 $0 $0 $4,500,000 $0 $0 $4,500,000 Chargebacks Transportation Sales Tax Base $0 $48,600 $7,200 $30,000 $0 $0 $85,800 Arts Transportation Sales Tax Base $0 $8,000 $0 $45,000 $0 $0 $53,000 $0 $1,031,600 $187,200 $4,575,000 $0 $0 $5,793,800 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $0 $17,000 $85,000 $102,000 Total Operating Impacts $0 $0 $0 $0 $17,000 $85,000 $102,000 349 FY 2011 Program Budget Capital Projects Streets 75th Av & Thunderbird Rd Intersection Improvement Council District: Willow Project Number: EN00089 Project Location: 75th Av & Thunderbird Rd Description: This project includes conducting a traffic study, design, ROW acquisition, utility relocation, extensions and burying overhead power lines as determined, construction, and construction administration for capacity improvements to the intersection and vicinity to accommodate additional turn lanes (both right and left), additional through lanes, raised medians for access control, traffic signal modification/upgrades, interconnect conduit and ITS facilities, paving, curb, gutter, driveways, pavement marking, signing and striping, street lighting, sidewalks, pedestrian access ramps, landscaping, and irrigation. Budget by Fiscal Year Carryover / Base Category Funding Source Land Transportation Sales Tax Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Design Transportation Sales Tax Carryover $195,000 $0 $0 $0 $0 $0 $195,000 Construction Transportation Sales Tax Carryover $450,000 $0 $0 $0 $0 $0 $450,000 Land Federal Funded CIP Proj Base $350,000 $0 $0 $0 $0 $0 $350,000 Design Federal Funded CIP Proj Base $455,000 $0 $0 $0 $0 $0 $455,000 Construction Transportation Sales Tax Base $0 $1,050,000 $0 $0 $0 $0 $1,050,000 Construction Federal Funded CIP Proj Base $1,050,000 $2,450,000 $0 $0 $0 $0 $3,500,000 Chargebacks Transportation Sales Tax Base $0 $100,000 $0 $0 $0 $0 $100,000 Arts Transportation Sales Tax Base $0 $10,500 $0 $0 $0 $0 $10,500 $2,650,000 $3,610,500 $0 $0 $0 $0 $6,260,500 FY 2011 FY 2012 Total Budget Operating Impacts FY 2011 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $19,000 $19,000 $19,000 $95,000 $152,000 Total Operating Impacts $0 $0 $19,000 $19,000 $19,000 $95,000 $152,000 350 FY 2011 Program Budget Capital Projects Streets 83rd Av & BNSF Railroad Crossing Removal Council District: Acacia Project Number: EN00208 Project Location: 83rd Av & BNSF Railroad Crossing Removal Description: This project provides for the design, utility relocation, extensions and burying overhead lines, as determined, construction and construction management of the potential removal of the existing 83rd Avenue BNSF Railroad crossing and traffic signal at 83rd Av & Grand Av. The improvements include eliminating the existing railroad crossing, the north leg of the intersection to Grand Avenue and provide a new cul-de-sac for business access to the existing Wendy's and Taco Bell businesses from Peoria Av. The existing traffic signal at 83rd & Peoria would remain. The existing 83rd Av and Grand Av intersection will become a "T" intersection. This provides for a decorative entry feature median to Old Town. The north side of Grand will get new curb and gutter with decorative sidewalk and the extension of the wrought iron fencing constructed as part of the pedestrian project. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $202,171 $0 $0 $0 $202,171 Construction Proposed GO Bonds Base $0 $0 $0 $1,405,705 $0 $0 $1,405,705 Chargebacks Proposed GO Bonds Base $0 $0 $0 $72,000 $0 $0 $72,000 Arts Proposed GO Bonds Base $0 $0 $2,022 $15,000 $0 $0 $17,022 $0 $0 $204,193 $1,492,705 $0 $0 $1,696,898 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $0 $2,120 $10,600 $12,720 Total Operating Impacts $0 $0 $0 $0 $2,120 $10,600 $12,720 351 FY 2011 Program Budget Capital Projects Streets 83rd Av Street and Drainage Improvements Council District: Acacia Project Number: EN00313 Project Location: 83rd Av; Butler Dr to Mountain View Rd Description: This project will provide for the design, right of way acquisition, utility relocations, extensions, and burying overhead power lines as determined, construction/reconstruction, and construction administration of the 83rd Av street widening to two lanes each direction with bike lanes and raised landscape median. Improvements include street lighting, water lines, storm drain, utility sleeves and ITS improvements from Butler Dr to Mountain View Rd. Also included are the north half-street improvements on Butler Dr from 83rd Av to 79th Av adjacent to the proposed Community Park #2 (CS00034). Budget by Fiscal Year Carryover / Base Category Funding Source Design County Transportation T Carryover $234,469 $0 $0 $0 $0 $0 $234,469 Construction GO Bonds 2009 Carryover $1,240,542 $0 $0 $0 $0 $0 $1,240,542 Design Wastewater Base $39,621 $0 $0 $0 $0 $0 $39,621 Design Water Base $39,621 $0 $0 $0 $0 $0 $39,621 Design Federal Funded CIP Proj Base $560,000 $0 $0 $0 $0 $0 $560,000 Construction Wastewater Base $405,614 $0 $0 $0 $0 $0 $405,614 Construction Water Base $405,614 $0 $0 $0 $0 $0 $405,614 Construction Streets Dev Zone 1 Base $256,887 $0 $0 $0 $0 $0 $256,887 Construction Federal Funded CIP Proj Base $3,494,000 $0 $0 $0 $0 $0 $3,494,000 $6,676,368 $0 $0 $0 $0 $0 $6,676,368 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $43,100 $43,100 $43,100 $43,100 $215,500 $387,900 Total Operating Impacts $0 $43,100 $43,100 $43,100 $43,100 $215,500 $387,900 352 FY 2011 Program Budget Capital Projects Streets 83rd Av Widening; Williams Rd to Calle Lejos Council District: Mesquite Project Number: EN00162 Project Location: 83rd Av from Williams Rd to Calle Lejos Description: This project is for the widening and reconstruction of 83rd Av from Williams Rd to Calle Lejos to a 2:1:2 plus bicycle lanes. Pavement drainage will be accommodated through the use of curb, gutter and catch basins. The project will include full pavement replacement for the total length of the project. This project will not be a complete project as defined by the City as it does not include sidewalk, landscape, street lighting or burying of overhead power lines. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Capital Projects-Outside Carryover $116,202 $0 $0 $0 $0 $0 $116,202 Construction MDA Bonds Carryover $4,400,000 $0 $0 $0 $0 $0 $4,400,000 Total Budget $4,516,202 $0 $0 $0 $0 $0 $4,516,202 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $27,897 $27,897 $27,897 $27,897 $27,897 $139,486 $278,971 Total Operating Impacts $27,897 $27,897 $27,897 $27,897 $27,897 $139,486 $278,971 84th Av Streetscape Council District: Acacia Project Number: PW00207 Project Location: 84th Av: Peoria Av to Monroe St Description: This project is for the aesthetic improvements to 84th Av from Peoria Av to Monroe St, which will improve pedestrian and neighborhood character. This project provides for the construction and construction administration for recommended improvements. The improvements consist of sidewalks, landscaped roadway medians, landscape, landscape irrigation, utility relocations and undergrounding, roadway resurfacing and pedestrian amenities. Budget by Fiscal Year Category Funding Source Construction Transportation Sales Tax Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $655,506 $0 $0 $0 $0 $0 $655,506 Total Budget $655,506 $0 $0 $0 $0 $0 $655,506 Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 353 FY 2011 Program Budget Capital Projects Streets 87th Av & Peoria Av Intersection Alignment Council District: Acacia Project Number: PW00109 Project Location: 87th Av and Peoria Av Intersection Description: This project is for the right-of-way acquisition, design, utility relocations, extensions, and burying overhead power lines, construction and construction management for the re-alignment and construction of the street improvements for the south leg of the 87th Av and Peoria Av intersection. Improvements will consist of acquiring two parcels, paving, curb, gutter, sidewalk, relocation of SRP irrigation and structure, other utilities, traffic signal modification and upgrades, and pavement signing and striping. Budget by Fiscal Year Carryover / Base Category Funding Source Land County Transportation T Base $0 $0 $0 $0 $0 $123,000 $123,000 Design County Transportation T Base $0 $0 $0 $0 $0 $255,000 $255,000 Chargebacks County Transportation T Base $0 $0 $0 $0 $0 $5,000 $5,000 Arts County Transportation T Base $0 $0 $0 $0 $0 $2,550 $2,550 $0 $0 $0 $0 $0 $385,550 $385,550 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $9,000 $9,000 Total Operating Impacts $0 $0 $0 $0 $0 $9,000 $9,000 91st Av & Olive Av Intersection Improvements Council District: Pine Project Number: PW00245 Project Location: 91st Av and Olive Av Description: This project includes construction and construction administration for capacity improvements to the intersection and vicinity to accommodate additional turn lanes (both right and left), and additional through lanes. The improvements are intended to improve safety, efficiency, access and traffic control in the vicinity of the intersection. Improvements will include a raised median, additional turn lanes, route identification, access control, traffic signal modifications and traffic signal interconnect conduit. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2007 Carryover $147,677 $0 $0 $0 $0 $0 $147,677 Total Budget $147,677 $0 $0 $0 $0 $0 $147,677 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $13,428 $13,428 $13,428 $13,428 $13,428 $67,139 $134,277 Total Operating Impacts $13,428 $13,428 $13,428 $13,428 $13,428 $67,139 $134,277 354 FY 2011 Program Budget Capital Projects Streets 91st Av Butler Dr to Mountain View Rd Council District: Pine Project Number: EN00177 Project Location: 91st Ave: Butler Dr to Mountain View Rd Description: This project provides for design, ROW acquisition, utility relocation, extensions and burying overhead power lines, as determined, construction and construction administration for the widening of unimproved sections of 91st Av between Butler Dr to Mountain View Rd to accommodate a five-lane roadway section (2:1:2), including street lights, landscape/irrigation, paving, striping and signage. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 Land Transportation Sales Tax Base $0 $0 $351,630 $0 $0 $0 $351,630 Land Streets Dev Zone 1 Base $0 $0 $351,630 $0 $0 $0 $351,630 Design Transportation Sales Tax Base $0 $276,370 $0 $0 $0 $0 $276,370 Design Streets Dev Zone 1 Base $0 $276,370 $0 $0 $0 $0 $276,370 Construction Transportation Sales Tax Base $0 $0 $0 $0 $2,021,956 $0 $2,021,956 Construction Streets Dev Zone 1 Base $0 $0 $0 $0 $2,021,956 $0 $2,021,956 Arts Transportation Sales Tax Base $0 $2,764 $0 $0 $20,210 $0 $22,974 Arts Streets Dev Zone 1 Base $0 $2,764 $0 $0 $20,210 $0 $22,974 $0 $558,268 $703,260 $0 $4,084,332 $0 $5,345,860 Total Budget FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total ADA Sidewalk Ramps Council District: All Project Number: PW00025 Project Location: Various street intersections Description: This project will provide for the design, construction administration, removal and reconstruction of sidewalk ramps throughout the City of Peoria. Budget by Fiscal Year Carryover / Base Category Funding Source Construction General Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Construction General Base $55,000 $55,000 $55,000 $55,000 $55,000 $0 $275,000 Chargebacks General Base $0 $5,000 $5,000 $5,000 $5,000 $0 $20,000 Arts General Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $550 $550 $550 $550 $0 $2,200 $85,000 $60,550 $60,550 $60,550 $60,550 $0 $327,200 355 FY 2011 Program Budget Capital Projects Streets Agua Fria Crossing; Deer Valley Road Council District: Mesquite Project Number: EN00213 Project Location: Deer Valley Rd @ Agua Fria River Description: Maricopa County Department of Transportation is the lead agency for the design, ROW acquisition and construction for the proposed Agua Fria River crossing on the Deer Valley Rd/Williams Rd alignment between Lake Pleasant Pkwy and El Mirage Rd. This project provides an additional east-west corridor across the Agua Fria River. This project is the City's contribution for the construction of the project. Budget by Fiscal Year Category Funding Source Construction Transportation Sales Tax Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $500,000 $500,000 Agua Fria Truck Road Reliever Council District: Mesquite Project Number: EN00271 Project Location: 112th Av - Rose Garden Ln to 107th Av/Pinnacle Peak Rd Description: This project provides for the design, ROW acquisition, utility relocation, extension and burying overhead power lines as determined, construction and construction management of the selected truck road reliever to be constructed in the NW portion of the City. Improvements will include one lane in each direction, intersection improvements at Rose Garden Ln and Pinnacle Peak Rd, signal construction and possible lighting and multi-use path. Budget by Fiscal Year Category Funding Source Carryover / Base Design GO Bonds 2010 Carryover $864,007 $0 $0 $0 $0 $0 $864,007 Land Proposed GO Bonds Base $1,356,749 $0 $0 $0 $0 $0 $1,356,749 Construction Proposed GO Bonds Base $0 $7,861,198 $0 $0 $0 $0 $7,861,198 Chargebacks Proposed GO Bonds Base $0 $121,500 $0 $0 $0 $0 $121,500 Arts Proposed GO Bonds Base $0 $78,612 $0 $0 $0 $0 $78,612 $2,220,756 $8,061,310 $0 $0 $0 $0 $10,282,066 FY 2011 FY 2012 Total Budget Operating Impacts FY 2011 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $54,000 $54,000 $54,000 $270,000 $432,000 Total Operating Impacts $0 $0 $54,000 $54,000 $54,000 $270,000 $432,000 356 FY 2011 Program Budget Capital Projects Streets Arterial Street Overlay Program - Asphalt Rubber Council District: All Project Number: PW00992 Project Location: Various Locations Description: This project will provide for the systematic overlay of approximately two miles of arterial streets each year. This project consists of applying a thin rubber asphalt overlay to existing arterial streets to extend pavement life and improve drive characteristics. Project will also include repair of broken concrete, asphalt edge milling, crack fill, and raising valve and manholes to the new asphalt grade. Rubber asphalt overlays provide a better driving surface and extend asphalt life by up to ten years beyond current life cycle. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Carryover $330,566 $0 $0 $0 $0 $0 Construction GO Bonds 2010 Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Construction Highway User Base $0 $0 $450,000 $0 $450,000 $900,000 $1,800,000 Construction Proposed GO Bonds Base $0 $0 $450,000 $0 $450,000 $900,000 $1,800,000 Arts Highway User Base $0 $0 $4,500 $0 $4,500 $9,000 $18,000 Arts Proposed GO Bonds Base $0 $0 $4,500 $0 $4,500 $9,000 $18,000 $380,566 $0 $909,000 $0 $909,000 $1,818,000 $4,016,566 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $330,566 Beardsley Rd Extension Council District: Ironwood/Mesquite Project Number: PW00152 Project Location: Beardsley Rd; Loop 101 - 83rd Av Description: This project provides for the construction and construction administration for the extension and widening of Beardsley Rd from 83rd Av across New River, the bridge over New River, bank protection and trails, the new trailhead, the new southbound frontage road, and the Texas U-turn interchange at Loop 101 and Union Hills Dr. In addition, it covers the same phases for ancillary projects that are recommended to be completed simultaneously with the Beardsley Extension. The specific projects are as follows: 83rd Av median and landscape; Beardsley Rd to Oraibi Dr; 83rd Av and Lake Pleasant Pkwy intersection and traffic signal modifications; completion of the third lane on Lake Pleasant Pkwy between Beardsley Rd and 83rd Av; the trail connection along New River; and development of a gateway theme at 81st Av & Beardsley Rd and 83rd Av & Union Hills Dr. Budget by Fiscal Year Carryover / Base Category Funding Source Land County Transportation T Carryover $40,000 $0 $0 $0 $0 $0 $40,000 Design County Transportation T Carryover $295,725 $0 $0 $0 $0 $0 $295,725 Construction GO Bonds 2009 Carryover $4,748,599 $0 $0 $0 $0 $0 $4,748,599 Total Budget $5,084,324 $0 $0 $0 $0 $0 $5,084,324 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $40,000 $40,000 $40,000 $40,000 $200,000 $360,000 Total Operating Impacts $0 $40,000 $40,000 $40,000 $40,000 $200,000 $360,000 357 FY 2011 Program Budget Capital Projects Streets Beardsley Rd; 99th Av to Lake Pleasant Rd Council District: Mesquite Project Number: PW00065 Project Location: Beardsley Rd from 99th Av to Lake Pleasant Rd Description: This project provides for the design, utility relocation, extensions and burying overhead lines as determined, construction and construction administration of the south half-street improvements of Beardsley Rd between 99th Av alignment to Lake Pleasant Rd, modifications to the drainage improvements at the intersection of LPR & Beardsley Rd, a mill and overlay for the existing section of Beardsley Rd between LPR and 95th Av, signal modifications and construction of additional turn lanes at LPR and Beardsley Rd. The improvements will consist of drainage, paving, curb, gutter, sidewalk, streetlights, landscaping, reconstructing the asphalt and sub-base along the south half-street, intersection reconstruction, and traffic signal improvements. Budget by Fiscal Year Category Funding Source Construction Streets Dev Zone 2 Carryover / Base FY 2011 Carryover $4,049,605 $0 $0 $0 $0 $0 $4,049,605 Total Budget $4,049,605 $0 $0 $0 $0 $0 $4,049,605 Operating Impacts FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total FY 16-20 Total Non-Pers OPS $7,600 $7,600 $7,600 $7,600 $7,600 $38,000 $76,000 Total Operating Impacts $7,600 $7,600 $7,600 $7,600 $7,600 $38,000 $76,000 Bell Park Sound Wall Council District: Ironwood Project Number: EN00246 Project Location: Union Hills Dr between 84th Av and 83rd Av Description: This project provides for the construction and construction administration of the sound wall and landscaping along the south side of Union Hills Dr between 83rd Av and 84th Av. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $250 $250 $250 $250 $250 $1,250 $2,500 Total Operating Impacts $250 $250 $250 $250 $250 $1,250 $2,500 358 FY 2011 Program Budget Capital Projects Streets Bridge Maintenance and Management Program Project Number: EN00243 Project Location: Various Council District: Various Description: This project will complete the establishment of a bridge maintenance and management program for the City of Peoria. The goal of this program is to prioritize and budget a 10-year program of preventive maintenance on the City’s bridges. The Peoria Av Bridge over New River is the first structure identified for preventive maintenance. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Carryover $208,665 $0 $0 $0 $0 $0 $208,665 Construction Capital Projects-Outside Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Construction Transportation Sales Tax Base $60,000 $60,000 $200,000 $200,000 $200,000 $1,000,000 $1,720,000 Arts Transportation Sales Tax Base $0 $600 $2,000 $2,000 $2,000 $10,000 $16,600 $368,665 $60,600 $202,000 $202,000 $202,000 $1,010,000 $2,045,265 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Cotton Crossing; Monroe St to Mountain View Rd Council District: Acacia Project Number: EN00069 Project Location: 83rd Av; Monroe St to Mountain View Rd Description: The budgeted amount for this project reflects cost sharing in accordance with the executed development agreement. Budget by Fiscal Year Category Funding Source Construction County Transportation T Carryover / Base FY 2011 Base $5,800,000 $0 $0 $0 $0 $0 $5,800,000 $5,800,000 $0 $0 $0 $0 $0 $5,800,000 Total Budget Operating Impacts FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $93,000 $93,000 $93,000 $93,000 $93,000 $465,000 $930,000 Total Operating Impacts $93,000 $93,000 $93,000 $93,000 $93,000 $465,000 $930,000 359 FY 2011 Program Budget Capital Projects Streets Deer Valley Road Reconstruction & Overlay Project Council District: Mesquite Project Number: PW01005 Project Location: Deer Valley from 83rd Ave. to New River Bridge Description: This project provides for the reconstruction of two and one half lanes on the north side of Deer Valley Road, west from 79th Avenue to 83rd Avenue. Project components include removal and replacement of existing asphalt and base; rubber asphalt overlay of all lanes from the New River Bridge to 83rd Avenue; installation of raised pavement markers, including repainting and thermal plastics; raising of manholes and valves; and repair of monument markers. Budget by Fiscal Year Category Funding Source Construction GO Bonds 2010 Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 Dirt Roads Chip Seal - North Peoria Council District: Mesquite Project Number: PW00163 Project Location: 67th Ave. to 107th Ave., Pinnacle Peak to Jomax Road Description: This project provides for the application of a rubberized chip seal to assist in keeping these dirt roads under control and to help the city in its efforts to meet PM 10 regulations. It is recommended that a rubber chip seal be placed every five years until these roads are properly engineered for water, sewer, drainage, and pavement. Since this project is necessary to meet air quality environmental guidelines, general government funds should support this request. Budget by Fiscal Year Category Funding Source Construction Highway User Arts Highway User Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 $0 $0 $0 Base $0 $0 $0 $0 $4,000 $4,000 $8,000 $0 $0 $0 $0 $404,000 $404,000 $808,000 360 $400,000 Total $0 Total Budget $400,000 FY 16-20 Base $800,000 FY 2011 Program Budget Capital Projects Streets Dirt Shoulders, Dust Abatement PM-10 Project Council District: All Project Number: PW01001 Project Location: Various locations Description: This project will provide funding to apply a dust palliative to those road shoulders that have no curbing. Based on the requirement from EPA, we can apply granite, ABC, a liquid application, asphalt millings, chip seal, or pave our arterial shoulders to maintain compliance. There are approximately 50-lane miles of road abutted by dirt shoulders in the city. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Carryover $174,783 $0 $0 $0 $0 $0 $174,783 Construction Highway User Base $0 $0 $0 $224,107 $0 $0 $224,107 Construction Capital Projects-Outside Base $0 $0 $0 $225,893 $0 $0 $225,893 Arts Highway User Base $0 $0 $0 $2,241 $0 $0 $2,241 $174,783 $0 $0 $452,241 $0 $0 $627,024 Total Budget Operating Impacts FY 2011 FY 2011 Total Operating Impacts FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total $7,500 $7,500 $7,500 $8,500 $8,500 $42,500 $82,000 $7,500 $7,500 $7,500 $8,500 $8,500 $42,500 $82,000 Downtown Traffic Study Council District: Acacia Project Number: EN00250 Project Location: Downtown Peoria Description: This project provides for the preparation of a traffic study and transportation master plan for the downtown area. The purpose of the study is to develop and evaluate short-term and long-term transportation and parking improvements in the downtown area. The scope of this project will be closely coordinated with the Old Town Revitalization Plan. Budget by Fiscal Year Category Funding Source Study Transportation Sales Tax Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $250,000 $0 $0 $0 $0 $250,000 $0 $250,000 $0 $0 $0 $0 $250,000 361 FY 2011 Program Budget Capital Projects Streets Esquire Manor Reconstruction Council District: Acacia Project Number: EN00236 Project Location: 75th Av to 73rd Av North of Desert Cove Description: This project provides for the design, utility relocation and extensions as determined, construction and construction administration for the pavement reconstruction and the repair of broken concrete of the streets within Esquire Manor subdivision, including improvements to 73rd Av between Desert Cove Av and Cholla St and Desert Cove Av between 73rd Av and 75th Av. The subdivision is bounded by 75th Av and 73rd Av , Desert Cove Av and south of Cholla St. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $79,634 $79,634 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,198,897 $2,198,897 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $75,600 $75,600 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $22,785 $22,785 $0 $0 $0 $0 $0 $2,376,916 $2,376,916 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Grand Av Landscaping; L101-Peoria Av Council District: Palo Verde Project Number: EN00214 Project Location: Grand Av from L101 to Peoria Av Description: This project is for the coordination and installation of conduit sleeves simultaneously with the ADOT funded widening project currently under construction. The sleeves will be utilized for future landscape irrigation, electrical system, lighting system, traffic signal interconnect conduits, and sidewalk improvements (at 91st Avenue) to be constructed with the next phase of the Grand Avenue MIS projects. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Capital Projects-Outside Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Construction GO Bonds 2009 Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $115 $115 $115 $115 $115 $575 $1,150 Total Operating Impacts $115 $115 $115 $115 $115 $575 $1,150 362 FY 2011 Program Budget Capital Projects Streets Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) Council District: Mesquite Project Number: EN00241 Project Location: LPP between Westwing Pkwy and L303 Description: This project provides for design (Westwing to CAP), ROW acquisition (Westwing to SR74), utility relocation, extensions and burying overhead power lines, as determined, construction (Westwing to L303) and construction administration for the demolition of the existing two lanes and construction of two lanes each direction, bike lanes, median improvements, street lighting, signalization and ITS improvements for Lake Pleasant Pkwy between Westwing Pkwy (Dynamite Blvd) and the Loop 303. Budget by Fiscal Year Carryover / Base FY 2011 Transportation Sales Tax Carryover $2,326,994 $0 $0 $0 $0 $0 County Transportation T Carryover $58,006 $0 $0 $0 $0 $0 $58,006 Land GO Bonds 2009 Carryover $2,000,358 $0 $0 $0 $0 $0 $2,000,358 Design County Transportation T Carryover $708,367 $0 $0 $0 $0 $0 $708,367 Construction Transportation Sales Tax Carryover $199,045 $0 $0 $0 $0 $0 $199,045 Land Federal Funded CIP Proj Base $5,565,000 $0 $0 $0 $0 $0 $5,565,000 Design Federal Funded CIP Proj Base $3,430,000 $0 $0 $0 $0 $0 $3,430,000 Construction Transportation Sales Tax Base $0 $0 $6,325,000 $0 $0 $0 $6,325,000 Construction County Transportation T Base $0 $0 $1,485,150 $0 $0 $0 $1,485,150 Construction GO Bonds 2009 Base $0 $12,000,000 $0 $0 $0 $0 $12,000,000 Construction GO Bonds 2007 Base $0 $3,960,400 $0 $0 $0 $0 $3,960,400 Chargebacks GO Bonds 2009 Base $0 $200,000 $0 $0 $0 $0 $200,000 Chargebacks Transportation Sales Tax Base $0 $0 $200,000 $0 $0 $0 $200,000 Arts Transportation Sales Tax Base $0 $0 $63,250 $0 $0 $0 $63,250 Arts GO Bonds 2007 Base $0 $39,600 $0 $0 $0 $0 $39,600 Arts County Transportation T Base $0 $0 $14,850 $0 $0 $0 $14,850 Arts GO Bonds 2009 Base $0 $120,000 $0 $0 $0 $0 $120,000 $14,287,770 $16,320,000 $8,088,250 $0 $0 $0 $38,696,020 FY 2011 FY 2012 FY 2013 Category Funding Source Land Land Total Budget Operating Impacts FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $2,326,994 FY 16-20 Total Non-Pers OPS $0 $0 $0 $212,000 $212,000 $1,060,000 $1,484,000 Total Operating Impacts $0 $0 $0 $212,000 $212,000 $1,060,000 $1,484,000 363 FY 2014 FY 2015 FY 2011 Program Budget Capital Projects Streets Liberty H.S. Second Access (95th Av) Council District: Mesquite Project Number: EN00318 Project Location: 95th Av; Speckled Gecko Dr to Pinnacle Peak Rd Description: This project provides for the preparation of legal descriptions and exhibits, in-house design, coordination with the developer of Camino A Lago North, Peoria Unified School District (PUSD), Arizona State Land Department and Maricopa County Department of Transportation, construction and construction administration for the construction of the 95th Av extension improvements consisting of one lane in each direction and a possible multi-use path. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $345,000 $0 $0 $0 $0 $0 $345,000 Total Budget $345,000 $0 $0 $0 $0 $0 $345,000 Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Loop 303 Interchanges Council District: Mesquite Project Number: EN00242 Project Location: Loop 303 @ Happy Valley, Lone Mtn, and Lake Pleasant Pkwy Description: This project provides for the City's contribution to upgrade three L303 interchanges (Happy Valley Pkwy, Lone Mountain Pkwy and Lake Pleasant Pkwy) from a tight diamond interchange, as proposed by ADOT, to a SinglePoint Urban Interchange (SPUI) also known as Single-Point Diamond. The costs will cover the estimated difference in the construction costs between the tight diamond and the Single-Point Urban Interchange (SPUI). Budget by Fiscal Year Category Funding Source Construction County Transportation T Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $850,000 $0 $0 $0 $0 $0 $850,000 Total Budget $850,000 $0 $0 $0 $0 $0 $850,000 364 FY 2011 Program Budget Capital Projects Streets Major Street Repairs Council District: Any Project Number: PW00027 Project Location: Various Locations Description: This project provides for street repairs in response to urgent or unexpected situations or concerns. Improvements typically consist of paving, milling, overlaying, re-surfacing of roadways with minor concrete curb, gutter, valley gutter and apron improvements. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 Construction Highway User Carryover $251,292 $0 $0 $0 $0 $0 $251,292 Construction Highway User Base $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 Arts Highway User Base Total Budget FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $351,292 $101,000 $101,000 $101,000 $101,000 $505,000 $1,260,292 North Peoria Traffic Update Study Council District: Mesquite Project Number: EN00252 Project Location: North Peoria Description: This project provides for preparation of a traffic study to update the Peoria Transportation Needs Study (2004) for the area bounded by Beardsley Rd to the south, Happy Valley Pkwy on the north, 67th Av on the east and Lake Pleasant Pkwy on the west. The purpose of this study is to reevaluate the needs of northern Peoria after several significant transportation projects in the area have been completed (e.g., Happy Valley Rd, Lake Pleasant Pkwy, Beardsley Extension, etc.) Budget by Fiscal Year Category Funding Source Study Transportation Sales Tax Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $400,000 $0 $0 $0 $0 $400,000 $0 $400,000 $0 $0 $0 $0 $400,000 365 FY 2011 Program Budget Capital Projects Streets Northern Parkway Council District: Acacia/Pine Project Number: EN00142 Project Location: Northern Av From 71st Av to 115th Av Description: This project provides for the City's contribution towards ROW acquisition and construction to convert the existing Northern Av to an eight-lane, limited access "regionally significant" arterial roadway which will be designated Northern Pkwy. The project will construct overpasses at the intersections of mile roadways, including bridged mainline overpasses, median barriers, exit and entrance ramps, traffic signals, landscape and irrigation, barrier walls, utility relocations, and drainage improvements, paving, curb, gutters, street lighting, pavement markings and signing. Budget by Fiscal Year Carryover / Base FY 2011 FY 2012 Transportation Sales Tax Base $2,226,000 $1,048,000 $0 $0 $0 $0 $3,274,000 Transportation Sales Tax Base $0 $0 $0 $0 $0 $2,991,000 $2,991,000 Construction County Transportation T Base $0 $0 $0 $0 $0 $4,161,000 $4,161,000 Chargebacks Transportation Sales Tax Base $0 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Chargebacks County Transportation T Base $0 $0 $0 $0 $0 $40,000 $40,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $29,910 $29,910 Arts County Transportation T Base $0 $0 $0 $0 $0 $41,610 $41,610 $2,226,000 $1,058,000 $10,000 $10,000 $10,000 $7,273,520 $10,587,520 Category Funding Source Land Construction Total Budget FY 2013 FY 2014 FY 2015 FY 16-20 Total Olive Av & L101 TI Improvements Council District: Pine Project Number: EN00219 Project Location: Olive Av & L101 TI Improvements Description: This project provides funding for city participation in the Arizona Department of Transportation (ADOT) led widening of the Olive Av & Loop 101 Traffic Interchange (TI). The widening will include three thru lanes (WB & EB), right turn lanes (WB to NB & EB to SB) and dual left turn lanes (WB to SB and EB to NB). The City's contribution is for upgrades to the interchange based on City requirements and areas outside of ADOT limits. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 Construction County Transportation T Carryover $100,000 $0 $0 $0 $0 $0 Construction GO Bonds 2007 Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Total Budget $120,000 $0 $0 $0 $0 $0 $120,000 366 FY 2013 FY 2014 FY 2015 FY 16-20 Total $100,000 FY 2011 Program Budget Capital Projects Streets Pinnacle Peak Rd & 102nd Av Widening; 107-99 Av Council District: Mesquite Project Number: EN00151 Project Location: Pinnacle Peak Rd from 107th Av to 99th Av & 102nd Av from Planada Dr to PP Rd Description: This project provides for design and ROW acquisition for the future widening of Pinnacle Peak Road from 99th Avenue to 107th avenue and for local streets on 102nd Avenue and 104th Avenue. The design will include paving, curb, gutter, sidewalks, street lighting, landscaping, pavement markings, and signing. The construction of the roadway improvements is currently unfunded. Budget by Fiscal Year Carryover / Base Category Funding Source Land Transportation Sales Tax Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Land GO Bonds 2010 Carryover $553,252 $0 $0 $0 $0 $0 $553,252 Design Streets Dev Zone 2 Carryover $800,000 $0 $0 $0 $0 $0 $800,000 Total Budget $1,603,252 $0 $0 $0 $0 $0 $1,603,252 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $23,000 $23,000 $23,000 $23,000 $23,000 $115,000 $230,000 Total Operating Impacts $23,000 $23,000 $23,000 $23,000 $23,000 $115,000 $230,000 Resurvey Benchmarks Council District: All Project Number: PW00137 Project Location: Various Locations Description: This project will establish horizontal controls and vertical benchmarks for section and quarter corners within the City of Peoria. The City must establish a grid of monuments completed with second order survey accuracy. Additionally, reference to other datum found within the City namely, FEMA, City of Glendale, City of Phoenix, MCDOT and ADOT datum, shall be corresponded, coordinated and compared with City of Peoria "Inertial System Benchmark Survey". Budget by Fiscal Year Carryover / Base Category Funding Source Study General Carryover Study General Base Total Budget Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $214,000 $0 $0 $0 $0 $0 $214,000 $0 $0 $0 $0 $234,000 $234,000 $468,000 $214,000 $0 $0 $0 $234,000 $234,000 $682,000 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 Total Operating Impacts $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 367 FY 2011 Program Budget Capital Projects Streets Rubber Chip Seal - Lake Pleasant Area Council District: Mesquite Project Number: PW01003 Project Location: Castle Hot Springs Road / 87th Av/ Chris. Camp Rd. / 11 miles Description: This rubber chip seal project is on Castle Hot Springs Road from SR-74 north for approximately 5.7 miles at 45 feet wide. In addition, this project will rubber chip seal 87th Avenue from SR-74 to Lake Pleasant Road for approximately 2.2 miles at 30 feet wide. Castle Hot Springs is one lane in each direction with bike lanes and was annexed into the city from the county several years ago. These roads are in need of a surface treatment. The preferred treatment is to apply a rubber chip seal which will give it seven to nine years before another treatment will be needed. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Base $0 $1,400,000 $0 $0 Arts Highway User Base $0 $14,000 $0 $0 $0 $1,414,000 $0 $0 Total Budget Operating Impacts FY 2011 FY 2011 Total Operating Impacts FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 16-20 Total $0 $1,400,000 $2,800,000 $0 $14,000 $28,000 $0 $1,414,000 $2,828,000 FY 16-20 Total FY 2015 $0 $0 $24,531 $24,531 $24,531 $122,655 $196,248 $0 $0 $24,531 $24,531 $24,531 $122,655 $196,248 Sidewalks Annual Program Council District: All Project Number: PW00046 Project Location: Various Locations Description: This program is in response to completing various pedestrian and sidewalk links where deficiencies exist on arterial streets due to lack of adjacent development or older developments that did not complete the sidewalk improvements. The improvements will consist of installing concrete sidewalks or temporary asphalt sidewalks, incidental work to accomplish connectivity and may include right-of-way acquisition, utility relocations and/or landscape revisions. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Base $90,000 $90,000 $90,000 $90,000 $90,000 $450,000 $900,000 Chargebacks Highway User Base $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 Arts Highway User Base $0 $900 $900 $900 $900 $4,500 $8,100 $90,000 $100,900 $100,900 $100,900 $100,900 $504,500 $998,100 Total Budget FY 2011 FY 2012 368 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Streets Street Light Infill Program Project Number: PW11160 Project Location: Citywide Council District: All Description: This program allows the City to respond to citizen requests for additional street lights in residential areas. Specifically, this program provides for the preparation of the street light layout, coordination with APS and/or SRP, payment to the utility companies for street light design, installation of approved street lights, and payment to the utility company for costs associated with the electrical system upgrades identified by the utility company to support the new street light(s). Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Base $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 Arts Highway User Base $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $100,000 $101,000 $101,000 $101,000 $101,000 $505,000 $1,009,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Street Lighting Upgrade and Replacement Council District: All Project Number: PW00991 Project Location: Various Locations / See Exhibits Description: This project supports a systematic approach to maintaining the City's street light infrastructure investment. The maximum anticipated life cycle of a light pole is 30 years. Replacement of all street light poles, mast arms and luminaries is highly recommended at or before that point. Through this project, upgrades will be completed with new poles and concrete base, bolt-on assembly. New technology for energy savings will be integrated where feasible. This project will proceed by subdivision and will include approximately 400 street lights per year. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Base $25,000 $25,000 $35,000 $35,000 $35,000 $175,000 Arts Highway User Base $0 $250 $350 $350 $350 $1,750 $3,050 $25,000 $25,250 $35,350 $35,350 $35,350 $176,750 $333,050 Total Budget FY 2011 FY 2012 369 FY 2013 FY 2014 FY 2015 FY 16-20 Total $330,000 FY 2011 Program Budget Capital Projects Streets Street Maintenance Program Project Number: PW00138 Project Location: Citywide Council District: All Description: This project provides for scheduled pavement maintenance applications throughout the City and is an integral component of extending the community's infrastructure investment. Improvements consist of pavement sealing or minor resurfacing, crack sealing, patching, milling, preservative applications and replacement of stripes and markings. Incidental street widening and pavement reconstruction may also be necessary. Budget by Fiscal Year Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Highway User Base $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $20,000,000 Highway User Base $0 $20,000 $20,000 $20,000 $20,000 $100,000 $180,000 $2,000,000 $2,020,000 $2,020,000 $2,020,000 $2,020,000 $10,100,000 $20,180,000 Category Funding Source Construction Arts Total Budget Sun Air Estates Privacy Wall Council District: Pine Project Number: EN00277 Project Location: 95th Av between Olive Av and Peoria Av Description: This project provides for the design, easement acquisition, construction, and construction management of a sixfoot high privacy wall along the west side of 95th Avenue between Mountain View Rd and North Lane adjacent to Sun Air Estates Units 1, 2, 3, 4, and 5. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2010 Carryover $285,901 $0 $0 $0 $0 $0 $285,901 Construction Proposed GO Bonds Base $397,000 $0 $0 $0 $0 $629,838 $1,026,838 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $50,000 $50,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $6,298 $6,298 $682,901 $0 $0 $0 $0 $686,136 $1,369,037 Total Budget FY 2011 FY 2012 370 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Streets Thunderbird Rd Widening Rehab; L101-95th Av Council District: Ironwood/Palo Verde Project Number: EN00011 Project Location: Thunderbird Rd; Loop 101 to 95th Av Description: This project is for right-of-way acquisition, construction and construction administration required to widen Thunderbird Rd from Loop 101 to 94th Dr. The project consists of additional thru lanes, a median and bike lanes. Improvements will include paving, curb, gutter, sidewalk, driveways, medians, storm drains, street lights, traffic signal interconnect conduit, landscaping, pavement marking & signage, bridge widening and traffic signal modifications. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Land Capital Projects-Outside Carryover $130,096 $0 $0 $0 $0 $0 $130,096 Land GO Bonds 2009 Carryover $1,142,461 $0 $0 $0 $0 $0 $1,142,461 Land GO Bonds 2007 Carryover $640,896 $0 $0 $0 $0 $0 $640,896 Total Budget $1,913,453 $0 $0 $0 $0 $0 $1,913,453 Traffic Signal Equipment Replacement Council District: All Project Number: PW00993 Project Location: Various locations Description: This project involves the systematic replacement of wiring for three (3) to four (4) intersections needed each year due to dry rot deterioration. From 2009 through 2013, the replacement of signal wiring is anticipated to cost $65,000-$80,000 per year. In 2013, signal cabinets and controllers will need to be replaced to avoid deteriorationrelated problems and to incorporate newer technology. This cycle should repeat every ten years to maintain optimum serviceability of our equipment. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Carryover $79,308 $0 $0 $0 $0 $0 $79,308 Construction Highway User Base $65,000 $65,000 $65,000 $65,000 $65,000 $385,000 $710,000 Construction Proposed GO Bonds Base $0 $0 $625,000 $625,000 $625,000 $625,000 $2,500,000 Arts Highway User Base $0 $650 $650 $650 $650 $3,850 $6,450 Arts Proposed GO Bonds Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $0 $6,250 $6,250 $6,250 $6,250 $25,000 $144,308 $65,650 $696,900 $696,900 $696,900 $1,020,100 $3,320,758 371 FY 2011 Program Budget Capital Projects Streets Utility Undergrounding Program Project Number: CD00003 Project Location: Various Council District: Description: This project provides for the removal of existing overhead utilities, the burying of overhead power lines, and the installation of street lights, as needed. The $200,000 request for FY2011 is to inventory existing overhead power lines and prioritize them for placement underground. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 Study County Transportation T Base $200,000 $0 $0 $0 $0 $0 $200,000 Construction Proposed GO Bonds Base $0 $0 $0 $500,000 $500,000 $2,500,000 $3,500,000 Construction County Transportation T $0 $500,000 $500,000 $0 $0 $0 $1,000,000 $200,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $4,700,000 Base Total Budget FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Washington St & 83rd Av Streetscape Council District: Acacia Project Number: CD00002 Project Location: Washington St, 83rd Av & Grand Av frontage n/o Madison St; w/o 84th Av to Grand Description: This project provides funding to widen sidewalks and install aesthetic improvements, including standard benches and planters. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2007 Carryover $228,914 $0 $0 $0 $0 $0 $228,914 Chargebacks GO Bonds 2007 Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Arts GO Bonds 2007 Carryover $2,289 $0 $0 $0 $0 $0 $2,289 Total Budget $236,203 $0 $0 $0 $0 $0 $236,203 Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $5,300 $5,400 $5,500 $5,600 $5,700 $11,400 $38,900 Total Operating Impacts $5,300 $5,400 $5,500 $5,600 $5,700 $11,400 $38,900 372 FY 2011 Program Budget Capital Projects Streets Westgreen Estates Unit 9 Soundwall Council District: Pine Project Number: EN00324 Project Location: Sun Valley Elementary School Basin south boundary Description: This project provides for the design, TCE acquisition, construction, and construction administration for the building of a Westfield Estates Unit 9 sound wall. This wall extends approximately 400 linear feet westerly along the PUSD storm water basin south boundary from the L101 right-of-way to 95th Avenue. Budget by Fiscal Year Carryover / Base Category Funding Source Design County Transportation T Base $0 $74,000 $0 $0 $0 $0 $74,000 Construction Capital Projects-Outside Base $0 $0 $574,476 $0 $0 $0 $574,476 Construction County Transportation T Base $14,000 $0 $104,295 $0 $0 $0 $118,295 Chargebacks County Transportation T Base $0 $0 $64,200 $0 $0 $0 $64,200 Arts County Transportation T Base $0 $740 $1,043 $0 $0 $0 $1,783 $14,000 $74,740 $744,014 $0 $0 $0 $832,754 Total Budget FY 2011 FY 2012 373 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Traffic Signals ITS Equipment Upgrade Project Number: EN00348 Project Location: Northern Av, Olive Av, Peoria Av Council District: Description: This project provides for the design and construction to upgrade the existing cabinets, traffic controllers and also to upgrade the existing loop detection to video detection to improve the overall communication within the City's network. Budget by Fiscal Year Carryover / Base Category Funding Source Design Transportation Sales Tax Base $0 $0 $54,000 $0 $0 $0 $54,000 Construction Transportation Sales Tax Base $0 $0 $0 $190,000 $0 $0 $190,000 Construction Capital Projects-Outside Base $0 $0 $0 $646,000 $0 $0 $646,000 Chargebacks Transportation Sales Tax Base $0 $0 $5,460 $15,640 $0 $0 $21,100 Arts Transportation Sales Tax Base $0 $0 $540 $8,360 $0 $0 $8,900 $0 $0 $60,000 $860,000 $0 $0 $920,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Traffic Signal Emergency Operations ITS Council District: Pine, Palo Verde Project Number: EN00225 Project Location: Thunderbird Rd, 83rd Av, 75th Av Description: This ITS project will include the installation of additional fiber optic conduit, cable, communication lines, and computer networking equipment along Thunderbird Road, 83rd Avenue, and 75th Avenue, as well as the installation of ITS equipment (e.g. Closed Circuit Television cameras) at key locations throughout the City of Peoria. Budget by Fiscal Year Carryover / Base Category Funding Source Design Transportation Sales Tax Base $200,000 $0 $0 $0 $0 $0 $200,000 Construction Transportation Sales Tax Base $300,000 $0 $0 $0 $0 $0 $300,000 Construction Capital Projects-Outside Base $700,000 $0 $0 $0 $0 $0 $700,000 $1,200,000 $0 $0 $0 $0 $0 $1,200,000 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 Total Operating Impacts $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 374 FY 2011 Program Budget Capital Projects Traffic Signals Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Project Location: Citywide Council District: All Description: The project provides for extension of the Traffic Signal Interconnect Project (TSIP) fiber optic system to provide communications to the City's traffic signals. This funding will provide the additional conduit, fiber optic cable, computer networking equipment, communication lines and ITS equipment (e.g. CCTV cameras, Dynamic Message Signs). The fiber optics communication system will aid in maintaining the coordination of the City's traffic signals, as well as obtaining valuable intersection information from a central location. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Carryover $429,905 $0 $0 $0 $0 $0 $429,905 Construction Capital Projects-Outside Carryover $440,000 $0 $0 $0 $0 $0 $440,000 Design Transportation Sales Tax Base $0 $0 $25,000 $6,000 $0 $75,000 $106,000 Construction Transportation Sales Tax Base $0 $0 $275,000 $44,000 $0 $525,000 $844,000 Construction Capital Projects-Outside Base $0 $0 $700,000 $0 $0 $0 $700,000 Chargebacks Transportation Sales Tax Base $0 $0 $25,000 $1,500 $0 $15,000 $41,500 Arts Transportation Sales Tax Base $0 $0 $3,000 $500 $0 $6,000 $9,500 $869,905 $0 $1,028,000 $52,000 $0 $621,000 $2,570,905 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $3,000 $3,000 $3,000 $3,000 $3,000 $25,000 $40,000 Total Operating Impacts $3,000 $3,000 $3,000 $3,000 $3,000 $25,000 $40,000 375 FY 2011 Program Budget Capital Projects Traffic Signals Traffic Signal Program Project Number: EN00170 Project Location: Citywide Council District: Citywide Description: The Traffic Signal Program (TSP) provides funding for traffic studies, design, construction and construction administration for various traffic control improvements/enhancements. These improvements may include, but are not limited to, new signals, modification of existing signals, the purchase of miscellaneous traffic signal equipment, intelligent transportation system (ITS) equipment, speed display signs, CCTV, etc. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Carryover $20,965 $0 $0 $0 $0 $0 $20,965 Construction Transportation Sales Tax Base $733,000 $733,000 $674,000 $670,000 $733,000 $3,665,000 $7,208,000 Chargebacks Transportation Sales Tax Base $0 $59,670 $59,260 $59,300 $59,670 $298,350 $536,250 Arts Transportation Sales Tax Base $0 $7,330 $6,740 $6,700 $7,330 $36,650 $64,750 $753,965 $800,000 $740,000 $736,000 $800,000 $4,000,000 $7,829,965 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 376 FY 2011 Program Budget Capital Projects Wastewater The measure of success when collecting and treating wastewater is when no one so much as wonders how it is done. It takes a complex network of infrastructure to make this operation seamless. In addition to building and operating large water treatment and reclamation facili‐ ties, the City of Peoria ensures that infrastructure is in place from an individual residence or commercial establishment, along roadway alignments, to the treatment facility. Facilities within Peoria also can reuse a portion of flows, providing a new, non‐potable water resource opportunity. Wastewater infrastructure is funded primarily through operating revenues from rate payers, as well as revenue bonds and development impact fees. The ten‐year program includes fund‐ ing for a new reclaimed water line on 83rd Avenue, a new sewer line along Lake Pleasant Parkway, and inspection and rehabilitation of trunk sewer lines throughout the City. Capital Improvement Program Wastewater Total ‐ $32,679,548 $10,000,000 $8,000,000 $8,113,000 $7,900,068 $6,495,675 $5,839,379 $6,000,000 $4,000,000 $3,496,176 $2,000,000 $835,250 $0 FY2011 FY2012 FY2013 377 FY2014 FY2015 FY16‐20 FY 2011 Program Budget Capital Projects Wastewater Summary of Funding Sources Description of Fund 2050 - Water FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $1,149,735 $0 $0 $2,250,000 $250,000 $1,250,000 $4,899,735 $0 $0 $0 $0 $0 $1,750,000 $1,750,000 $5,674,429 $2,713,379 $2,027,876 $2,276,000 $551,000 $3,280,000 $16,522,684 2454 - WIFA Bonds CW-017-2009 $43,383 $0 $0 $0 $0 $0 $43,383 2510 - Wastewater Expansion (Unzoned) $37,924 $3,126,000 $1,468,300 $1,969,675 $34,250 $1,833,000 $8,469,149 7860 - Dept of Interior Challenge Grant $994,597 $0 $0 $0 $0 $0 $994,597 $7,900,068 $5,839,379 $3,496,176 $6,495,675 $835,250 $8,113,000 $32,679,548 2161 - Water Expansion 2400 - Wastewater Total 378 FY 2011 Program Budget Capital Projects Wastewater 83rd Av Reclaimed Water Line Project Number: UT00305 Project Location: 83rd Av; Butler Dr to Mountain View Rd Council District: Description: This project will install a reclaimed waterline on 83rd Avenue. Section C1 will install a 12-inch reclaimed waterline from Community Park No. 2 to Olive Avenue and includes a reclaimed water system booster pump station at Community Park No. 2. Section C2 will continue the 12" reclaimed waterline across Olive Avenue and extend it to the City Campus at Mountain View Road, continuing west to Centennial Park. Connection to the City Campus irrigation system is not included. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Base $55,770 $0 $0 $0 $0 $0 Design Water Base $55,770 $0 $0 $0 $0 $0 $55,770 Construction Wastewater Base $502,666 $0 $0 $0 $0 $0 $502,666 Construction Water $502,666 $0 $0 $0 $0 $0 $502,666 $1,116,872 $0 $0 $0 $0 $0 $1,116,872 Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $55,770 Agua Fria Lift Station; Water Campus Land Purchase Council District: Mesquite Project Number: UT00284 Project Location: CAP Canal and Agua Fria River Description: This project will purchase a 40-acre site for a future a reclamation facility campus. This project site will initially be used for a regional wastewater lift station that will provide service for the portion of the City located north of the Central Arizona Project (CAP) Canal and east of the Agua Fria River. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Base $0 $0 $0 $1,000,000 $0 $0 $1,000,000 Land Wastewater Expansion ( Base $0 $0 $0 $1,500,000 $0 $0 $1,500,000 Land Wastewater Base $0 $0 $200,000 $0 $0 $0 $200,000 Land Water Base $0 $0 $0 $2,000,000 $0 $0 $2,000,000 $0 $0 $200,000 $4,500,000 $0 $0 $4,700,000 Total Budget FY 2011 FY 2012 379 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Wastewater Beardsley Diversion Structure Council District: Mesquite Project Number: UT00303 Project Location: Beardsley Road and 91st Avenue Description: This project includes the design and construction of a wastewater diversion structure and a flow meter at Beardsley Road and 91st Avenue, where trunk sewers feeding the Beardsley Water Reclamation Facility (WRF) and the Butler Drive WRF intersect. This project includes supervisory control and data acquisition (SCADA) that will allow operators to monitor and control this facility remotely. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 Design Wastewater Base $0 $0 $38,509 $0 $0 $0 $38,509 Construction Wastewater Base $0 $0 $324,637 $0 $0 $0 $324,637 Chargebacks Wastewater Base $0 $0 $10,000 $0 $0 $0 $10,000 Arts Wastewater Base $0 $0 $3,730 $0 $0 $0 $3,730 $0 $0 $376,876 $0 $0 $0 $376,876 Total Budget FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Beardsley Water Reclamation Facility Improvements Council District: Mesquite Project Number: UT00124 Project Location: 111th Ave /Beardsley Road Description: Due to slower growth in the Beardsley service area, the plant capacity will not be increased to six (6) million gallons per day until a later date. In order to maintain reliability and redundancy in the existing facility and to facilitate later expansions, upgrades need to be implemented to modernize existing equipment. These upgrades will be completed in FY09/ FY10 under this project. Budget by Fiscal Year Category Funding Source Construction WIFA Bonds CW-017-2 Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $43,383 $0 $0 $0 $0 $0 $43,383 Total Budget $43,383 $0 $0 $0 $0 $0 $43,383 Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Capital OPS $0 $0 $0 $0 $0 $745,000 $745,000 Total Operating Impacts $0 $0 $0 $0 $0 $745,000 $745,000 380 FY 2011 Program Budget Capital Projects Wastewater Beardsley WRF Recharge Basins Council District: Mesquite Project Number: UT00300 Project Location: Beardsley WRF Description: This project will construct additional groundwater recharge capacity at the Beardsley Water Reclamation Facility (WRF). Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Construction Dept of Interior Challeng Carryover $190,162 $0 $0 $0 $0 $0 $190,162 Construction Dept of Interior Challeng Carryover $283,320 $0 $0 $0 $0 $0 $283,320 Construction Wastewater Carryover $195,772 $0 $0 $0 $0 $0 $195,772 Construction Water Carryover $288,930 $0 $0 $0 $0 $0 $288,930 Total Budget $958,184 $0 $0 $0 $0 $0 $958,184 Butler Drive Water Reclamation Facility Council District: Acacia Project Number: UT00031 Project Location: 79th Avenue and Butler Description: This project funded the construction of the Butler Drive Water Reclamation Facility, offsite reclaimed water pipelines and an influent pumping station. The plant started operating in July 2008. Funding in fiscal year 2011 is needed to close out the project. Budget by Fiscal Year Category Funding Source Construction Wastewater Land Wastewater Carryover / Base Carryover Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $170,000 $0 $0 $0 $0 $0 $170,000 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $1,670,000 $0 $0 $0 $0 $0 $1,670,000 381 FY 2011 Program Budget Capital Projects Wastewater Butler Drive WRF Expansion to 13 MGD Council District: Acacia Project Number: UT00225 Project Location: Butler WRF Description: As growth continues south of Beardsley Road, the Butler Water Reclamation Facility (WRF) treatment capacity will need to be expanded to 13 million gallons per day (MGD). This project will fund the addition of a booster pump at the influent pump station, additional membrane cassettes, one new centrifuge, one new UV module at the WRF, and centrifuge solids building improvements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Base $0 $0 $0 $247,525 $0 $0 $247,525 Construction Wastewater Expansion ( Base $0 $0 $0 $0 $0 $1,732,673 $1,732,673 Construction Water Expansion Base $0 $0 $0 $0 $0 $1,732,673 $1,732,673 Arts Wastewater Expansion ( Base $0 $0 $0 $0 $0 $17,327 $17,327 Arts Wastewater Base $0 $0 $0 $2,475 $0 $0 $2,475 Arts Water Expansion Base $0 $0 $0 $0 $0 $17,327 $17,327 $0 $0 $0 $250,000 $0 $3,500,000 $3,750,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Butler Drive WRF Membrane Replacement Council District: Acacia Project Number: UT00306 Project Location: Butler Drive Water Reclamation Facility Description: This project provides for annual contributions to a reserve fund to replace membrane filters at the Butler Drive Water Reclamation Facility (WRF). Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Base $0 $0 $0 $250,000 Equipment Water Base $0 $0 $0 $250,000 $0 $0 $0 $500,000 Total Budget FY 2011 FY 2012 382 FY 2013 FY 2014 FY 2015 FY 16-20 Total $250,000 $1,250,000 $1,750,000 $250,000 $1,250,000 $1,750,000 $500,000 $2,500,000 $3,500,000 FY 2011 Program Budget Capital Projects Wastewater Butler WRF Effluent Line Modifications Council District: Acacia Project Number: UT00299 Project Location: Butler WRF Description: The Butler WRF Effluent Line Modifications project will tie into an existing 30-inch effluent line leaving the Butler Drive Water Reclamation Facility (WRF) and run a new reclaimed water line to a location in the middle of the planned Community Park No. 2 at 83rd Avenue and Olive. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Construction Dept of Interior Challeng Carryover $224,618 $0 $0 $0 $0 $0 $224,618 Construction Dept of Interior Challeng Carryover $296,497 $0 $0 $0 $0 $0 $296,497 Construction Wastewater Carryover $230,489 $0 $0 $0 $0 $0 $230,489 Construction Water Carryover $302,369 $0 $0 $0 $0 $0 $302,369 Total Budget $1,053,973 $0 $0 $0 $0 $0 $1,053,973 Happy Valley Road 8-inch Sewer; 91st to 85th Av Council District: Mesquite Project Number: UT00277 Project Location: Happy Valley Rd from 91st Av to 85th Av Description: This project provides for the design, construction, and construction management of a new 8-inch sewer line to be located within Happy Valley Road from 91st to 85th Avenue. Budget by Fiscal Year Category Funding Source Construction Wastewater Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $67,071 $0 $0 $0 $0 $0 $67,071 Total Budget $67,071 $0 $0 $0 $0 $0 $67,071 383 FY 2011 Program Budget Capital Projects Wastewater Lake Plsnt Pkwy 21/18-inch Sewer; Dynamite-L303 Council District: Mesquite Project Number: UT00151 Project Location: Lake Plsnt Pkwy/Dynamite to Loop 303 Description: This project includes design and construction of two sections of sanitary sewer line (21- and 18-inch) along Lake Pleasant Parkway from Dynamite Road to Loop 303. This sewer will be required to provide service along the Lake Pleasant Parkway corridor and northern areas of the City located east of the Agua Fria River. Construction will be coordinated with construction of Lake Pleasant Parkway from Dynamite Road to Loop 303. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Expansion ( Carryover $27,924 $0 $0 $0 $0 $0 $27,924 Construction Wastewater Expansion ( Base $0 $3,041,852 $0 $0 $0 $0 $3,041,852 Construction Wastewater Base $0 $1,418,148 $0 $0 $0 $0 $1,418,148 Chargebacks Wastewater Expansion ( Base $0 $53,198 $0 $0 $0 $0 $53,198 Chargebacks Wastewater Base $0 $24,802 $0 $0 $0 $0 $24,802 Arts Wastewater Expansion ( Base $0 $30,950 $0 $0 $0 $0 $30,950 Arts Wastewater Base $0 $14,429 $0 $0 $0 $0 $14,429 $27,924 $4,583,379 $0 $0 $0 $0 $4,611,303 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $2,000 $2,000 $2,000 $10,000 $16,000 Total Operating Impacts $0 $0 $2,000 $2,000 $2,000 $10,000 $16,000 Lift Station Reconditioning Council District: Various Project Number: UT00116 Project Location: Various Locations Description: The City owns and operates sanitary sewer lift stations located at various locations. These stations deliver raw sewage to our Water Reclamation facilities. This project provides funds to upgrade the lift station equipment in order to maintain reliability and provide needed capacity. The FY09/ FY10 funds will be used to add an emergency generator, upgrade equipment and site improvements at the 101st Avenue and Northern lift station site. Budget by Fiscal Year Category Funding Source Construction Wastewater Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $22,289 $0 $0 $0 $0 $0 $22,289 Total Budget $22,289 $0 $0 $0 $0 $0 $22,289 384 FY 2011 Program Budget Capital Projects Wastewater Loop 303 Wastewater Line Crossings Council District: Mesquite Project Number: UT00254 Project Location: Loop 303- Happy Valley Rd to Lake Pleasant Pkwy Description: This project will reimburse the Arizona Department of Transportation (ADOT) for the construction of wastewater/reclaimed line segments to cross the Loop 303 at several major interchanges. The project is timed to coordinate with the design and construction of Loop 303. The wastewater/reclaimed line segment locations are as follows: 18-inch sewer at Lake Pleasant Parkway; 12-inch sewer at 96th Avenue; 12-inch sewer at Station 1700; and 12-inch reclaimed line at Lone Mountain Parkway. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Construction Wastewater Expansion ( Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Construction Wastewater Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total Budget $20,000 $0 $0 $0 $0 $0 $20,000 Manhole Rehabilitation Project Number: UT00307 Project Location: Various Council District: Citywide Description: This project will repair and rehabilitate manholes throughout the City's wastewater collection system. The City currently has over 14,000 manholes with an expected life of 30 to 50 years. This project will increase the number of rehabilitations to 3% or 450 manholes annually. Budget by Fiscal Year Category Funding Source Equipment Wastewater Carryover / Base Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $100,000 $125,000 $150,000 $175,000 $200,000 $1,525,000 $2,275,000 $100,000 $125,000 $150,000 $175,000 $200,000 $1,525,000 $2,275,000 385 FY 2011 Program Budget Capital Projects Wastewater Miscellaneous Local Wastewater Line Improvements Council District: Various Project Number: UT00191 Project Location: Various Locations Description: This project provides funding to upgrade the City's existing wastewater collection system to ensure its continued operation. These funds may also be used to construct sewer extensions in coordination with street improvement projects. The selection of these projects is coordinated with Utility Operations and City Engineering. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Wastewater Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Construction Wastewater Base $285,149 $100,000 $100,000 $100,000 $100,000 $500,000 $1,185,149 Arts Wastewater Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $335,149 $101,000 $101,000 $101,000 $101,000 $505,000 $1,244,149 Trunk Sewer Line Inspection Project Number: UT00295 Project Location: Citywide Council District: All Description: This project will inspect all sanitary sewer lines 15 inches and larger within the City's wastewater collection system. This project will be completed in two phases. Phase I will be completed in fiscal year 2010 and will inspect all sewers south of Beardsley Road. Phase II will be completed in fiscal year 2011 and will inspect all sewers north of Beardsley Road, including the Vistancia community. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Carryover $245,025 $0 $0 $0 $0 $0 $245,025 Study Wastewater Base $312,440 $0 $0 $0 $0 $0 $312,440 $557,465 $0 $0 $0 $0 $0 $557,465 Total Budget FY 2011 FY 2012 386 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Wastewater Trunk Sewer Rehabilitation Project Number: UT00296 Project Location: Citywide Council District: All Description: This project will repair and rehabilitate sewer lines 15 inches and larger within the City's wastewater collection system. These lines are classified as trunk sewers, which collect the wastewater from multiple areas. This project will correct deficiencies identified by the Trunk Sewer Inspection project (UT00295). Budget by Fiscal Year Carryover / Base FY 2011 Wastewater Base $1,927,758 $990,100 $990,100 $495,050 $0 $0 $4,403,008 Wastewater Base $0 $30,000 $0 $0 $0 $0 $30,000 Category Funding Source Construction Chargebacks Arts Wastewater Base Total Budget FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $9,900 $9,900 $4,950 $0 $0 $24,750 $1,927,758 $1,030,000 $1,000,000 $500,000 $0 $0 $4,457,758 West Agua Fria Wastewater Lines Council District: Mesquite Project Number: UT00171 Project Location: Vistancia Development Description: This project will provide additional wastewater collection capacity throughout the Vistancia community. The Vistancia Utilities Master Plan identified the wastewater trunk sewers that are needed to support the Vistancia wastewater system. The City is funding over sizing of selected wastewater trunk sewers to provide collection system capacity for new development in surrounding areas. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Wastewater Expansion ( Base $0 $0 $1,453,762 $465,025 $33,911 $82,178 $2,034,876 Construction Wastewater Base $0 $0 $198,020 $0 $0 $0 $198,020 Arts Wastewater Expansion ( Base $0 $0 $14,538 $4,650 $339 $822 $20,349 Arts Wastewater Base $0 $0 $1,980 $0 $0 $0 $1,980 $0 $0 $1,668,300 $469,675 $34,250 $83,000 $2,255,225 Total Budget FY 2011 FY 2012 387 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Water Water operations are considerably more complex than one might imagine. Acquisition of the water itself is only the first step, whether it comes from renewable sources like the Colorado River or the City’s own well sites. A successful water operation depends upon large treat‐ ment facilities, as well as a network of infrastructure to distribute water to the facilities for treatment and then ultimately to the users. Like wastewater projects, water infrastructure is funded primarily through operating reve‐ nues from user fees, revenue bonds, and development impact fees. The ten‐year program in‐ cludes funding for new water lines along Lake Pleasant Parkway and Lone Mountain Road, upgrades to the Pyramid Peak Water Treatment Plant, and bromate mitigation at the Green‐ way Water Treatment Plant. Capital Improvement Program Water Total ‐ $103,239,150 $58,628,325 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $12,122,792 $10,000,000 $6,927,418 $11,249,053 $7,603,727 $6,707,835 $0 FY2011 FY2012 FY2013 388 FY2014 FY2015 FY16‐20 FY 2011 Program Budget Capital Projects Water Summary of Funding Sources Description of Fund 1000 - General FY 11 FY 12 FY 13 FY 14 FY 15 FY 16-20 Total $571,677 $0 $0 $0 $0 $0 $571,677 2050 - Water $3,024,278 $4,155,222 $2,194,970 $4,192,671 $3,395,634 $23,500,194 $40,462,969 2161 - Water Expansion $1,537,704 $6,854,916 $3,706,033 $5,968,544 $2,565,593 $19,410,537 $40,043,327 2169 - Water Resource Project $1,141,477 $719,154 $381,832 $694,338 $705,000 $4,189,094 $7,830,895 $0 $0 $0 $0 $0 $8,723,000 $8,723,000 $10,000 $0 $0 $0 $0 $0 $10,000 $370,644 $357,500 $125,000 $357,500 $532,153 $2,341,600 $4,084,397 2510 - Wastewater Expansion (Unzoned) $0 $30,000 $300,000 $30,000 $405,347 $445,900 $1,211,247 2650 - Solid Waste Expansion $0 $6,000 $0 $6,000 $0 $18,000 $30,000 $271,638 $0 $0 $0 $0 $0 $271,638 $6,927,418 $12,122,792 $6,707,835 $11,249,053 $7,603,727 $58,628,325 $103,239,150 2222 - W/S Rev Bonds (Wtr) 2224 - WIFA Bonds DW-038-2009 2400 - Wastewater 7860 - Dept of Interior Challenge Grant Total 389 FY 2011 Program Budget Capital Projects Water 75 Av 16-inch Waterline, Thunderbird and Cholla Council District: Palo Verde/Willow Project Number: UT00143 Project Location: 75th Ave, Thunderbird and Cholla Intersections Description: This project will construct a 16-inch waterline along 75th Avenue at the intersections with Thunderbird Road and Cactus Road prior to intersection construction to avoid disturbing these intersections when the full 16-inch waterline from Thunderbird to Cholla is constructed. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $20,000 $0 $0 $0 $40,000 $0 $60,000 Construction Water Base $0 $173,283 $0 $0 $0 $356,099 $529,382 Chargebacks Water Base $0 $3,000 $0 $0 $4,000 $6,000 $13,000 Arts Water Base $0 $1,763 $0 $0 $440 $3,621 $5,824 $20,000 $178,046 $0 $0 $44,440 $365,720 $608,206 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total 91st Av 24-inch Waterline; Union Hills-Greenway Council District: Ironwood Project Number: UT00226 Project Location: 91st Ave, Union Hills Dr to Greenway Rd Description: This project includes design and construction of a 24-inch waterline in 91st Avenue from Union Hills Drive to Greenway Road. This waterline will be part of a major north/south transmission pipeline. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $0 $0 Construction Water Base $0 $0 $0 Chargebacks Water Base $0 $0 $0 Arts Water Base $0 $0 $0 $0 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $530,000 $0 $530,000 $0 $0 $5,230,000 $5,230,000 $0 $60,000 $90,000 $150,000 $0 $0 $5,900 $53,200 $59,100 $0 $0 $595,900 $5,373,200 $5,969,100 FY 16-20 Total FY 2013 FY 2014 FY 2015 Non-Pers OPS $0 $0 $0 $0 $0 $2,000 $2,000 Total Operating Impacts $0 $0 $0 $0 $0 $2,000 $2,000 390 FY 2011 Program Budget Capital Projects Water 99th Avenue & Rose Garden Well Equipping Council District: Mesquite Project Number: UT00288 Project Location: 99th Avenue and Rose Garden Alignment Description: In 2006, the City purchased the property at the intersection of 99th Avenue and Rose Garden for a new well site. In 2007, a new well casing was drilled at the site. Currently, the engineering plans and specification for equipping the well site have been completed and final permits are being obtained. Budget by Fiscal Year Category Funding Source Construction WIFA Bonds DW-038-2 Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Total Budget $5,000 $0 $0 $0 $0 $0 $5,000 Operating Impacts FY 2011 Personal OPS Non-Pers OPS Total Operating Impacts FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $7,100 $13,000 $7,100 $13,000 $7,100 $13,000 $7,100 $13,000 $7,100 $13,000 $35,500 $182,000 $71,000 $247,000 $7,100 $7,100 $7,100 $7,100 $7,100 $35,500 $318,000 Agua Fria West Booster/PRV Station - Phase I Council District: Mesquite Project Number: UT00245 Project Location: North Peoria Description: This water booster/pressure reducing valve (PRV) station will move water both east/west and north/south in the City's water transmission pipeline system. This facility will be needed when either the Lone Mountain Parkway waterline or the Lake Pleasant Parkway to Loop 303 waterline is constructed. This project includes a design concept report and installation of a PRV at the site. Budget by Fiscal Year Category Funding Source Carryover / Base Design Water Expansion Base $0 $0 $0 $60,000 $0 $0 $60,000 Construction Water Expansion Base $0 $0 $0 $530,000 $0 $0 $530,000 Chargebacks Water Expansion Base $0 $0 $0 $20,000 $0 $0 $20,000 Arts Water Expansion Base $0 $0 $0 $5,900 $0 $0 $5,900 $0 $0 $0 $615,900 $0 $0 $615,900 Total Budget FY 2011 FY 2012 391 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Water CAP Water Rights - GRIC Council District: All Project Number: UT00033 Project Location: City of Peoria Description: This project provides funding to purchase additional water rights to address a future shortage of renewable water resources identified in the Water Resource Master Plan. This water will be used for those areas of the City located outside the Salt River Project member area. Budget by Fiscal Year Carryover / Base FY 2011 Water Resource Project Base $1,141,477 $719,154 $381,832 $694,338 Water Base $0 $375,000 $665,000 $305,171 $1,141,477 $1,094,154 $1,046,832 $999,509 Category Funding Source Other Other Total Budget FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $705,000 $2,103,470 $5,745,271 $247,186 $1,947,624 $3,539,981 $952,186 $4,051,094 $9,285,252 Condition Assessment of Remote Sites Project Number: UT00256 Project Location: Various Council District: All Description: This project will assess the condition of all water, wastewater and reuse water infrastructure (excluding treatment plants). This work will be completed in the first year of the Integrated Master Plan and will be used to enhance the accuracy of this master plan. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Base $150,000 $0 $0 $0 $0 $150,000 $300,000 Study Water Base $150,000 $0 $0 $0 $0 $150,000 $300,000 $300,000 $0 $0 $0 $0 $300,000 $600,000 Total Budget FY 2011 FY 2012 392 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Water Data Network for Remote Utility Facilities Council District: Various Project Number: UT00215 Project Location: Various locations Description: This project will upgrade the Utilities Supervisory Control and Data Acquisition (SCADA) network. The SCADA system links control rooms at the water and wastewater treatment plants to unmanned remote sites to monitor and operate these sites. In fiscal years 2009 and 2010, a significant upgrade to the radio system was completed. In fiscal years 2015 and 2016, equipment will be upgraded to current technology. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Expansion ( Base $0 $0 $0 $0 $55,347 $55,900 $111,247 Equipment Wastewater Base $0 $0 $0 $0 $57,153 $56,600 $113,753 Equipment Water Expansion Base $0 $0 $0 $0 $55,347 $55,900 $111,247 Equipment Water Base $0 $0 $0 $0 $57,153 $56,600 $113,753 $0 $0 $0 $0 $225,000 $225,000 $450,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Fire Hydrant Infill Council District: Various Project Number: UT00204 Project Location: City Wide Description: This is an ongoing program to install fire hydrants in areas of the City where fire hydrant spacing exceeds City Infrastructure Guidelines. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water Carryover Construction Water Base Arts Water Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $50,000 $0 $0 $0 $0 $0 $50,000 $0 $49,505 $0 $49,505 $0 $99,010 $198,020 $0 $495 $0 $495 $0 $990 $1,980 $50,000 $50,000 $0 $50,000 $0 $100,000 $250,000 393 FY 2011 Program Budget Capital Projects Water Greenway Rd 24-inch Waterline; 91st-79th Av Council District: Willow/Ironwood Project Number: UT00227 Project Location: Greenway Road Description: This project includes design and construction of a 24-inch waterline along the Greenway Road alignment from 91st Avenue to 79th Avenue, crossing Loop 101. This waterline will be a section of a major north-south transmission pipeline. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $0 $0 $0 $840,000 $840,000 Construction W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $8,500,000 $8,500,000 Chargebacks W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $138,000 $138,000 Chargebacks Water Base $0 $0 $0 $0 $0 $92,000 $92,000 Arts W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $85,000 $85,000 Arts Water Base $0 $0 $0 $0 $0 $8,400 $8,400 $0 $0 $0 $0 $0 $9,663,400 $9,663,400 FY 16-20 Total Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $1,500 $1,500 Total Operating Impacts $0 $0 $0 $0 $0 $1,500 $1,500 Greenway Water Treatment Plant Bromate Mitigation Council District: Willow Project Number: UT00253 Project Location: Greenway Water Treatment Plant Description: This project will install equipment at the Greenway Water Treatment Plant (WTP) to more efficiently treat Bromide in source water. This will allow the plant to increase the amount of ozone used to disinfect water, which in turn will reduce the formation of disinfection by-products (DBPs) that will be regulated more strictly beginning in 2012. This project will allow the Greenway WTP to comply with Stage 2 Disinfection By-Product Rules. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $112,594 $0 $0 $0 $0 $0 $112,594 Construction Water Base $0 $546,837 $0 $0 $0 $0 $546,837 Chargebacks Water Base $0 $9,000 $0 $0 $0 $0 $9,000 Arts Water Base $0 $5,468 $0 $0 $0 $0 $5,468 $112,594 $561,305 $0 $0 $0 $0 $673,899 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $64,000 $64,000 $64,000 $64,000 $320,000 $576,000 Total Operating Impacts $0 $64,000 $64,000 $64,000 $64,000 $320,000 $576,000 394 FY 2011 Program Budget Capital Projects Water Greenway Water Treatment Plant Improvements Council District: Willow Project Number: UT00255 Project Location: Greenway Water Treatment Plant Description: This project is for increased chemical storage capacity needed to perform enhanced coagulation and to meet minimum storage capacities as identified in the Department's Pandemic Response Plan. Additionally, three other plant upgrades to improve reliability include: filter gallery submersible pump, chlorine feed line and a building air conditioner for the finished water pump station motor control center room. Budget by Fiscal Year Category Funding Source Construction Water Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $40,527 $0 $0 $0 $0 $0 $40,527 Total Budget $40,527 $0 $0 $0 $0 $0 $40,527 Greenway WTP Facility Maintenance Council District: Willow Project Number: UT00287 Project Location: Greenway WTP Description: This project will fund the correction of the two issues at the Greenway Water Treatment Plant. The single-ply membrane roofing system installed on the flat building roof areas is deteriorating and has resulted in numerous leaks and water damage. Attempts to repair the roofing have not been successful. This project will fund the removal and replacement of the existing membrane with a more robust system with a 15-to-20 year warranted life span. This project will also address repairs to the pavement at the site. This pavement has numerous large cracks and has started to settle in a few areas. Repairing the settled areas, cracks and resealing the surface will extend the life of the pavement and avoid greater future repair costs. Budget by Fiscal Year Category Funding Source Construction Water Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total Budget $50,000 $0 $0 $0 $0 $0 $50,000 395 FY 2011 Program Budget Capital Projects Water Greenway WTP Fiber Optic Connection Council District: Willow Project Number: UT00301 Project Location: Greenway Rd from 75th Ave to the Greenway WTP Description: This project will install fiber optic cable from the corner of 75th Avenue and Greenway Road east on Greenway Road to connect the Greenway Water Treatment Plant (WTP) to the City's fiber optic network. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water Base $0 $0 $297,000 $0 $0 $0 $297,000 Arts Water Base $0 $0 $2,970 $0 $0 $0 $2,970 $0 $0 $299,970 $0 $0 $0 $299,970 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Happy Valley Rd 16-inch Water; Terramar-LPP Council District: Mesquite Project Number: UT00199 Project Location: Happy Valley Road /Lake Plst Blvd-Terramar- LPP Description: This project includes the design and construction of sections of a 16-inch waterline along Happy Valley Road from Lake Pleasant Parkway to Terramar Blvd. To coordinate with the roadway construction, the Utilities Department will fund the construction of the sections of 16-inch waterline that would not be built by current or future developments along the roadway. In addition, the City of Peoria is building other sections of 16-inch and 12-inch water lines along Happy Valley Road to be reimbursed by developers. Budget by Fiscal Year Category Funding Source Construction Water Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $150,859 $0 $0 $0 $0 $0 $150,859 Total Budget $150,859 $0 $0 $0 $0 $0 $150,859 Operating Impacts Personal OPS Non-Pers OPS Total Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $705 $1,058 $705 $1,058 $705 $1,058 $705 $1,058 $705 $1,058 $3,525 $5,290 $7,050 $10,580 $705 $705 $705 $705 $705 $3,525 $17,630 396 FY 2011 Program Budget Capital Projects Water Hatcher Rd - 8-inch Waterline; 75th to 77th Av Council District: Acacia Project Number: UT00098 Project Location: Hatcher/75th-77th Ave. Description: This project provides for the design and construction of an 8-inch waterline on Hatcher Road from 75th to 77th Avenue. The line is required to supply water and meet fire flows for the mobile home and Jordan Industrial Parks as development continues to occur in the area. Budget by Fiscal Year Category Funding Source Construction Water Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $700,000 $0 $0 $0 $0 $0 $700,000 Total Budget $700,000 $0 $0 $0 $0 $0 $700,000 Integrated Utility Master Plan Project Number: UT00271 Project Location: Citywide Council District: All Description: This project will update water, wastewater and reuse master plans. The Integrated Utility Master Plan will identify the amount of potable and reuse water required, the water resources available, and the amount of wastewater generated at build-out. These requirements must be identified to determine future water resource, production, distribution, collection and treatment facility requirements. Because it is so broad in scope, this project will require two years to complete. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Expansion ( Base $0 $0 $225,000 $0 $0 $225,000 $450,000 Study Water Resource Project Base $0 $0 $0 $0 $0 $360,000 $360,000 Study Water Expansion Base $0 $360,000 $225,000 $0 $0 $225,000 $810,000 $0 $360,000 $450,000 $0 $0 $810,000 $1,620,000 Total Budget FY 2011 FY 2012 397 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Water Jomax In-Line Booster Station Upgrades Council District: Mesquite Project Number: UT00285 Project Location: Jomax Road and Terramar Blvd Description: This project includes upgrading the existing Jomax Booster Station from 12 to 18 million gallons per day (MGD). It includes replacing four existing pumps and motors with larger units and adding a new emergency generator for the increased load. This project also includes replacing a section of the 16-inch water main that connects to the City of Glendale Pyramid Peak Water Treatment Plant (WTP) with a 24-inch water main. Budget by Fiscal Year Category Funding Source Carryover / Base Design Water Expansion Base $0 $0 $0 $173,943 $0 $0 $173,943 Construction Water Expansion Base $0 $0 $0 $1,931,057 $0 $0 $1,931,057 Chargebacks Water Expansion Base $0 $0 $0 $55,000 $0 $0 $55,000 Arts Water Expansion Base $0 $0 $0 $21,500 $0 $0 $21,500 $0 $0 $0 $2,181,500 $0 $0 $2,181,500 FY 2011 Total Budget Operating Impacts FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $38,050 $76,100 $380,500 $494,650 Total Operating Impacts $0 $0 $0 $38,050 $76,100 $380,500 $494,650 Lake Pleasant WTP Turnout Station Council District: Mesquite Project Number: UT00282 Project Location: Lake Pleasant Pkwy near the Lake Pleasant WTP Description: This project includes connection to a City of Phoenix transmission main from the Lake Pleasant Water Treatment Plant (WTP) and an underground take-out metering station, including a vault, a water meter and supervisory control and data acquisition (SCADA) equipment. The budget also includes land acquisition of a one-acre site for a future booster station to serve the northern part of the City. Budget by Fiscal Year Carryover / Base Category Funding Source Land Water Base $0 $0 $0 $0 $0 $150,000 $150,000 Design Water Base $0 $0 $0 $0 $0 $106,296 $106,296 Construction Water Base $0 $0 $0 $0 $0 $898,704 $898,704 Chargebacks Water Base $0 $0 $0 $0 $0 $25,000 $25,000 Arts Water Base $0 $0 $0 $0 $0 $10,050 $10,050 $0 $0 $0 $0 $0 $1,190,050 $1,190,050 Total Budget FY 2011 FY 2012 398 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Water Lake Plsnt Pkwy 24-inch Waterline; Dynamite-L303 Council District: Mesquite Project Number: UT00148 Project Location: Lake Pleasant Pkwy, Dynamite Road to Loop 303 Description: This project includes design and construction of a 24-inch waterline along Lake Pleasant Parkway from Dynamite Road to Loop 303. This waterline will be required to provide service to the Lake Pleasant Parkway corridor and the northern areas of the City located east of the Agua Fria River. This waterline will function as a transmission and distribution main. Construction will be coordinated with construction of Lake Pleasant Parkway from Dynamite Road to Loop 303. Budget by Fiscal Year Category Funding Source Carryover / Base Design Water Expansion Carryover $15,772 $0 $0 $0 $0 $0 $15,772 Construction Water Expansion Base $0 $2,844,957 $0 $0 $0 $0 $2,844,957 Construction Water Base $0 $1,805,043 $0 $0 $0 $0 $1,805,043 Chargebacks Water Expansion Base $0 $47,722 $0 $0 $0 $0 $47,722 Chargebacks Water Base $0 $30,278 $0 $0 $0 $0 $30,278 Arts Water Expansion Base $0 $28,450 $0 $0 $0 $0 $28,450 Arts Water Base $0 $18,050 $0 $0 $0 $0 $18,050 $15,772 $4,774,500 $0 $0 $0 $0 $4,790,272 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $500 $500 $500 $2,500 $4,000 Total Operating Impacts $0 $0 $500 $500 $500 $2,500 $4,000 Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP Council District: Mesquite Project Number: UT00269 Project Location: Lake Plsnt Pkwy 24-inch Waterline, Loop 303 - LPWTP Description: This project includes design and construction of a 24-inch waterline along Lake Pleasant Parkway from Loop 303 to the City of Phoenix Lake Pleasant Water Treatment Plant (WTP). This waterline will serve the northern-most zones within the City and tie into the Lake Pleasant Water Treatment Plant. It will be constructed along the Lake Pleasant Parkway alignment and within the roadway right-of-way and will be coordinated with Lake Pleasant Parkway construction. Budget by Fiscal Year Category Funding Source Carryover / Base Land Water Expansion Base $0 $0 $0 $0 Design Water Expansion Base $0 $0 $0 $0 Construction Water Expansion Base $0 $0 $0 Chargebacks Water Expansion Base $0 $0 Arts Water Expansion Base $0 $0 $0 $0 Total Budget FY 2011 FY 2012 399 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $1,145,317 $1,145,317 $0 $650,000 $650,000 $0 $0 $6,360,000 $6,360,000 $0 $0 $0 $180,000 $180,000 $0 $0 $0 $70,100 $70,100 $0 $0 $0 $8,405,417 $8,405,417 FY 2011 Program Budget Capital Projects Water Lone Mtn Pkwy 36-inch Waterline; El Mirage to L303 Council District: Mesquite Project Number: UT00233 Project Location: Lone Mountain Pkwy, El Mirage Road to Loop 303 Description: This project includes the design and construction of a 36-inch waterline along Lone Mountain Parkway from Loop 303 to El Mirage Road. It will tie into an existing 36-inch waterline that is being installed by ADOT at Loop 303 and Lone Mountain Parkway. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $260,000 $0 $0 $0 $0 $0 $260,000 Construction Water Expansion Base $0 $2,540,000 $0 $0 $0 $0 $2,540,000 Chargebacks Water Expansion Base $0 $42,000 $0 $0 $0 $0 $42,000 Arts Water Expansion Base $0 $25,400 $0 $0 $0 $0 $25,400 $260,000 $2,607,400 $0 $0 $0 $0 $2,867,400 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $500 $500 $500 $2,500 $4,000 Total Operating Impacts $0 $0 $500 $500 $500 $2,500 $4,000 Loop 303 Waterline Crossings Council District: Mesquite Project Number: UT00249 Project Location: Loop 303- Happy Valley Rd to Lake Pleasant Pkwy Description: This project will repay the Arizona Department of Transportation (ADOT) for the construction of waterline segments to cross the Loop 303 at several major interchanges. The project is timed to coordinate with the design and construction of Loop 303. The waterline segment locations are as follows: 16-inch and 36-inch waterline at Lake Pleasant Parkway, 54-inch casing for future 24-inch or 36-inch waterline at 96th Avenue, 30-inch casing for future 16-inch waterline at Station 1700, 16-inch and 36-inch waterline at Lone Mountain Parkway. Budget by Fiscal Year Category Funding Source Carryover / Base Construction Water Expansion Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Construction Water Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total Budget $20,000 $0 $0 $0 $0 $0 $20,000 FY 2011 FY 2012 400 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Water Miscellaneous Local Waterline Improvements Council District: Various Project Number: UT00203 Project Location: Various Locations Description: This project provides funding to upgrade the City's existing water distribution system to ensure its continued operation. These funds may also be used to construct water extensions in coordination with street improvement projects. The selection of these projects is coordinated with Utility Operations and City Engineering. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Construction Water Base $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000 $250,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,600,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total New River Agua Fria Underground Storage Project Project Number: UT00149 Project Location: NAUSP Council District: All Description: This project funds the construction of recharge basin number seven at the New River Agua Fria Underground Storage Project (NAUSP). The facility is being constructed by Salt River Project (SRP) and Peoria has purchased capacity to recharge the effluent from the Butler Drive Water Reclamation Facility at this facility. Budget by Fiscal Year Category Funding Source Construction Water Expansion Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $68,000 $68,000 $68,000 $68,000 $68,000 $340,000 $680,000 Total Operating Impacts $68,000 $68,000 $68,000 $68,000 $68,000 $340,000 $680,000 401 FY 2011 Program Budget Capital Projects Water Northern Av - 16-inch Waterline, 107 Av - 103 Av Council District: Pine Project Number: UT00138 Project Location: Northern Avenue, 107th Avenue to 103rd Avenue Description: This project includes the design and construction of a 16-inch waterline along Northern Avenue from 107th Avenue to 103rd Avenue. This waterline is required to provide service to the southern areas of the City located east of the Agua Fria River. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 Design Water Base $0 $0 $0 $0 $0 $110,000 $110,000 Construction Water Base $0 $0 $0 $0 $0 $1,050,000 $1,050,000 Chargebacks Water Base $0 $0 $0 $0 $0 $30,000 $30,000 Arts Water Base $0 $0 $0 $0 $0 $11,600 $11,600 $0 $0 $0 $0 $0 $1,201,600 $1,201,600 FY 16-20 Total Total Budget Operating Impacts FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $1,500 $1,500 Total Operating Impacts $0 $0 $0 $0 $0 $1,500 $1,500 Pyramid Peak Water Treatment Plant - Upgrades Council District: All Project Number: UT00037 Project Location: 67th Avenue and Jomax Road Description: This project is the City of Peoria's share of upgrades to the City of Glendale Pyramid Peak Water Treatment Plant (WTP). Glendale is converting the plant from a chlorine gas disinfection system to onsite generation of chlorine for disinfection and is upgrading part of the original plant equipment. Peoria owns 23% of the Pyramid Peak WTP and is responsible for 23% of the cost of plant improvements. Budget by Fiscal Year Category Funding Source Carryover / Base Construction Water Expansion Carryover Construction Water Expansion Base Arts Water Expansion Base Total Budget Operating Impacts FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $480,603 $0 $0 $0 $0 $0 $480,603 $0 $182,084 $1,131,129 $399,931 $488,127 $0 $2,201,271 $0 $1,821 $11,311 $3,999 $4,881 $0 $22,012 $480,603 $183,905 $1,142,440 $403,930 $493,008 $0 $2,703,886 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $4,025 $4,025 $20,125 $28,175 Total Operating Impacts $0 $0 $0 $4,025 $4,025 $20,125 $28,175 402 FY 2011 Program Budget Capital Projects Water SCADA Control Optimization Project Number: UT00252 Project Location: Various Council District: Various Description: This project will fund the design and implementation of a system to automate the Utilities Department supervisory control and data acquisition (SCADA) system. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Expansion ( Base $0 $0 $0 $0 $350,000 $0 $350,000 Equipment Wastewater Base $0 $0 $0 $0 $350,000 $0 $350,000 Equipment Water Base $0 $0 $0 $700,000 $0 $0 $700,000 $0 $0 $0 $700,000 $700,000 $0 $1,400,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total SCADA Equipment Replacement Project Number: UT00266 Project Location: Citywide Council District: Various Description: This project will replace and upgrade supervisory control and data acquisition (SCADA) equipment at remote utility sites within the City. As the equipment ages and becomes obsolete, new equipment is needed to maintain the same level of service. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Base $0 $125,000 $125,000 $125,000 $125,000 $500,000 $1,000,000 Equipment Water Base $0 $375,000 $375,000 $375,000 $375,000 $1,500,000 $3,000,000 $0 $500,000 $500,000 $500,000 $500,000 $2,000,000 $4,000,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Security Master Plan Council District: Various Project Number: UT00257 Project Location: City Wide Description: This project will assess the treatment plant and remote facility security. Potential threats will be identified and appropriate security upgrades will be designed and prioritized. A plan for implementing these upgrades (including technological, procedural, and physical barriers) will be devised. Budget by Fiscal Year Category Funding Source Study Wastewater Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Total Budget $25,000 $0 $0 $0 $0 $0 $25,000 403 FY 2011 Program Budget Capital Projects Water Sports Complex Well Modifications Council District: Willow Project Number: UT00297 Project Location: Sports Complex Description: This project is divided into two phases. Phase I is installation of an online arsenic detection system. This system will allow staff to continuously monitor the arsenic levels at the well to ensure federal limits are never exceeded. Phase II will install new equipment to allow the well site to provide non-potable irrigation water to the Sports Complex facility. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Construction Dept of Interior Challeng Carryover $271,638 $0 $0 $0 $0 $0 $271,638 Construction Water Carryover $158,416 $0 $0 $0 $0 $0 $158,416 Construction General Carryover $571,677 $0 $0 $0 $0 $0 $571,677 Total Budget $1,001,731 $0 $0 $0 $0 $0 $1,001,731 Stone Well Site Rehabilitation Council District: Acacia Project Number: UT00289 Project Location: Stone Street and 83rd Avenue Description: The Stone Street well/reservoir/booster site will undergo a significant upgrade consisting of the replacement of many original functional systems to meet current Peoria standards. The project will also include installing SCADA controls and monitoring devices that allow the City to operate the site more efficiently. The plans for the upgrades have already been completed and only need to be submitted to obtain final permits. The City has already discussed the scope of work with one of our existing Job Order Contactors and has obtained a preliminary construction cost estimate. Budget by Fiscal Year Category Funding Source Study WIFA Bonds DW-038-2 Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Carryover $5,000 $0 $0 $0 $0 $0 $5,000 Total Budget $5,000 $0 $0 $0 $0 $0 $5,000 404 FY 2011 Program Budget Capital Projects Water Technology and Security Master Plan Project Number: UT00304 Project Location: Various Council District: Citywide Description: This project merges three previous master plans into a consolidated plan, linking planning efforts for technology-including Supervisory Control and Data Acquisition (SCADA)--and security into a single master plan. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Expansion ( Base $0 $0 $75,000 $0 $0 $75,000 $150,000 Study Water Expansion Base $0 $0 $225,000 $0 $0 $225,000 $450,000 $0 $0 $300,000 $0 $0 $300,000 $600,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Utility Billing System Council District: All Project Number: UT00160 Project Location: City of Peoria Description: This project will replace the existing utility billing system with a new customer information system (CIS) for utility billing and revenue collection. This system will interface with other City information systems, such as meter reading, fixed asset accounting, financial accounting and e-government software. The current utility billing system needs to be replaced to handle new accounts as the number of customers increases. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Base $0 $0 $0 $0 Equipment Water Base $0 $0 $0 $0 $0 $0 $0 $0 Total Budget FY 2011 FY 2012 405 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $1,500,000 $1,500,000 $0 $2,000,000 $2,000,000 $0 $3,500,000 $3,500,000 FY 2011 Program Budget Capital Projects Water Utility Security Upgrades Project Number: UT00262 Project Location: Various Council District: Various Description: This project will implement security enhancements at water and wastewater facilities. These security enhancements will include technological improvements, procedural changes, and physical barriers. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Wastewater Carryover $185,644 $0 $0 $0 $0 $0 $185,644 Construction Water Carryover $61,882 $0 $0 $0 $0 $0 $61,882 Construction Wastewater Base $0 $185,644 $0 $185,644 $0 $0 $371,288 Construction Water Base $0 $61,882 $0 $61,882 $0 $0 $123,764 Arts Wastewater Base $0 $1,856 $0 $1,856 $0 $0 $3,712 Arts Water Base $0 $618 $0 $618 $0 $0 $1,236 $247,526 $250,000 $0 $250,000 $0 $0 $747,526 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $1,000 $1,000 $1,000 $5,000 $8,000 Total Operating Impacts $0 $0 $1,000 $1,000 $1,000 $5,000 $8,000 Water & Wastewater Rate Study Project Number: UT00298 Project Location: Citywide Council District: All Description: This study will update the City's water, wastewater and solid waste rates. These rates are updated every two years to ensure they cover the cost of operating, maintaining and upgrading the City's water, wastewater and solid waste systems. This study will be coordinated with the Finance Department and the Solid Waste Division. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Carryover $10,000 $0 $0 $0 $0 $0 Study Water Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Study Wastewater Base $0 $45,000 $0 $45,000 $0 $135,000 $225,000 Study Water Base $0 $45,000 $0 $45,000 $0 $135,000 $225,000 $20,000 $90,000 $0 $90,000 $0 $270,000 $470,000 Total Budget FY 2011 FY 2012 406 FY 2013 FY 2014 FY 2015 FY 16-20 Total $10,000 FY 2011 Program Budget Capital Projects Water Water Facility Reconditioning Council District: Various Project Number: UT00206 Project Location: City Wide Description: This project will upgrade and recondition existing water distribution and production facilities. Utilities staff prioritizes projects to be included in this program based on operational needs and facility conditions. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Construction Water Base $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,000,000 Arts Water Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 $650,000 $505,000 $505,000 $505,000 $505,000 $2,525,000 $5,195,000 Water/Wastewater/Solid Waste Expansion Fee Update Council District: All Project Number: UT00070 Project Location: City of Peoria Description: This study will update water, wastewater and solid waste expansion fees. These fees are required to be updated every two years to ensure that they accurately recover the cost of constructing infrastructure required by new development. The project will be coordinated with the Finance Department and the Solid Waste Division. Budget by Fiscal Year Carryover / Base Category Funding Source Study Solid Waste Expansion Base $0 $6,000 $0 $6,000 $0 $18,000 $30,000 Study Wastewater Expansion ( Base $0 $30,000 $0 $30,000 $0 $90,000 $150,000 Study Water Expansion Base $0 $30,000 $0 $30,000 $0 $90,000 $150,000 $0 $66,000 $0 $66,000 $0 $198,000 $330,000 Total Budget FY 2011 FY 2012 407 FY 2013 FY 2014 FY 2015 FY 16-20 Total FY 2011 Program Budget Capital Projects Water Well Head Water Quality Mitigation Project Number: UT00272 Project Location: Citywide Council District: Various Description: This project will design and construct water treatment equipment to mitigate water quality issues at City wells. The well sites requiring this equipment will be determined based on water system needs. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $198,020 $0 $0 $0 $198,020 Construction Water Base $0 $0 $0 $1,980,198 $0 $0 $1,980,198 Arts Water Base $0 $0 $1,980 $19,802 $0 $0 $21,782 $0 $0 $200,000 $2,000,000 $0 $0 $2,200,000 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $33,000 $66,000 $330,000 $429,000 Total Operating Impacts $0 $0 $0 $33,000 $66,000 $330,000 $429,000 Wells - New Construction Council District: Various Project Number: UT00117 Project Location: Various Locations Description: The City uses surface water, a renewable water source, as its primary water supply. However, it is still necessary to drill and equip new wells to meet future water demand. These wells will be "recovery wells" that will recover water available to the City through credits for water reclaimed and recharged to the aquifer at the Butler Drive Water Reclamation Facility and the Beardsley Water Reclamation Facility. Budget by Fiscal Year Category Funding Source Carryover / Base Design Water Expansion Base $0 $150,000 $0 $150,000 $0 $450,000 $750,000 Construction Water Expansion Base $346,535 $566,429 $1,345,225 $566,429 $1,345,225 $4,389,737 $8,559,580 Chargebacks Water Expansion Base $0 $28,889 $21,111 $28,889 $21,111 $128,889 $228,889 Arts Water Expansion Base $0 $7,164 $13,452 $7,164 $13,452 $48,396 $89,628 $346,535 $752,482 $1,379,788 $752,482 $1,379,788 $5,017,022 $9,628,097 FY 2015 FY 16-20 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 16-20 Total Total Non-Pers OPS $0 $0 $0 $68,000 $68,000 $952,000 $1,088,000 Total Operating Impacts $0 $0 $0 $68,000 $68,000 $952,000 $1,088,000 408 FY 2011 Program Budget Capital Projects Water West Agua Fria Water Lines Council District: Mesquite Project Number: UT00170 Project Location: Vistancia Development Description: This project provides for additional transmission capacity in the water system throughout the Vistancia community. The Vistancia Utilities Master Plan identifies the water transmission mains that are needed to supply the Vistancia community. The City is funding the over sizing of selected transmission mains to provide water distribution capacity for new development in surrounding areas. Budget by Fiscal Year Category Funding Source Carryover / Base Construction Water Expansion Carryover Construction Water Expansion Base Arts Water Expansion Base Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total $384,003 $0 $0 $0 $0 $0 $384,003 $0 $0 $726,540 $1,965,081 $265,495 $1,025,345 $3,982,461 $0 $0 $7,265 $19,651 $2,655 $10,253 $39,824 $384,003 $0 $733,805 $1,984,732 $268,150 $1,035,598 $4,406,288 White Mountain Apache Tribe Water Rights Purchase Council District: Citywide Project Number: UT00234 Project Location: Northern Peoria Description: This project addresses a future shortage of renewable water resources as identified in the Water Resource Master Plan. This project will purchase additional Central Arizona Project (CAP) water rights from the White Mountain Apache Tribe (WMAT). Budget by Fiscal Year Carryover / Base Category Funding Source Other Water Resource Project Base $0 $0 $0 $0 Other Water Base $0 $0 $0 $0 $0 $0 $0 $0 Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 16-20 Total $0 $1,725,624 $1,725,624 $1,420,955 $0 $1,420,955 $1,420,955 $1,725,624 $3,146,579 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $665,000 $665,000 Total Operating Impacts $0 $0 $0 $0 $0 $665,000 $665,000 409 FY 2011 Program Budget Capital Projects Water Zone 2/3 Booster - Pressure Reducing Valve Station Council District: Ironwood Project Number: UT00136 Project Location: Greenway and 91st Ave Description: This project includes land acquisition, design and construction of the Zone 2/3 Booster-Pressure Reducing Valve Station. The site is located adjacent to the Desert Harbor Well site at Greenway Road and 91st Avenue. This project will coincide with the completion of a 24-inch waterline on 91st Avenue (UT00226) and across Greenway Road (UT00227). This station and the new transmission lines will allow the City to efficiently move large volumes of water into our system to meet the demands of growth. Budget by Fiscal Year Category Funding Source Carryover / Base Study Water Expansion Carryover $791 $0 $0 $0 $0 $0 $791 Design Water Expansion Base $0 $0 $0 $0 $330,000 $0 $330,000 Construction Water Expansion Base $0 $0 $0 $0 $0 $3,170,000 $3,170,000 Chargebacks Water Expansion Base $0 $0 $0 $0 $36,000 $50,000 $86,000 Arts Water Expansion Base $0 $0 $0 $0 $3,300 $31,700 $35,000 $791 $0 $0 $0 $369,300 $3,251,700 $3,621,791 FY 2011 Total Budget Operating Impacts FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $304,400 $304,400 Total Operating Impacts $0 $0 $0 $0 $0 $304,400 $304,400 Zone 3/2 Flow Metering and PRVs Council District: Mesquite Project Number: UT00302 Project Location: Desert Harbor/Arrowhead Honda/Arrowhead Shores Description: This project will add metering and full remote monitoring and control capabilities to three existing pressure reducing valves (PRVs) in the potable water distribution system. The PRVs will be integrated into the supervisory control and data acquisition (SCADA) system and will be operated remotely from the Greenway Control Center. Budget by Fiscal Year Category Funding Source Design Water Construction Water Carryover / Base FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Base $37,152 $0 $0 $0 $0 $0 $37,152 Base $312,848 $0 $0 $0 $0 $0 $312,848 $350,000 $0 $0 $0 $0 $0 $350,000 Total Budget 410 FY 2011 Program Budget Capital Projects Water Zone 5/6 E - Reservoir, Booster, PRV Site -Phase 1 Council District: Mesquite Project Number: UT00268 Project Location: Lake Pleasant Parkway and Loop 303 Description: This project will serve Zone 5E and includes construction of a pressure reducing valve (PRV), a four million gallon per day booster pump station and a one million gallon reservoir. Budget by Fiscal Year Carryover / Base Category Funding Source Land Water Base $0 $0 $0 $0 $0 $600,000 $600,000 Design Water Base $0 $0 $0 $0 $0 $420,000 $420,000 Construction Water Base $0 $0 $0 $0 $0 $4,080,000 $4,080,000 Chargebacks Water Base $0 $0 $0 $0 $0 $120,000 $120,000 Arts Water Base $0 $0 $0 $0 $0 $45,000 $45,000 $0 $0 $0 $0 $0 $5,265,000 $5,265,000 Total Budget FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 16-20 Total Zone 5/6E Reservoir/Booster/PRV Site Council District: Mesquite Project Number: UT00286 Project Location: Loop 303 and Lake Pleasant Pkwy Description: This project includes land purchase and construction of an above-ground pressure reducing valve (PRV) station at the Pressure Zone 5E/6E boundary near Loop 303 on Lake Pleasant Parkway. This PRV will be in line with the 24-inch water main that will connect to the City of Phoenix Lake Pleasant Water Treatment Plant to the north. It will allow service to Zone 5E south of Loop 303. The site will be used for a future reservoir booster station to serve Zone 6E. Budget by Fiscal Year Category Funding Source Carryover / Base Land Water Expansion Base $0 $0 $0 $0 $0 $75,000 $75,000 Design Water Expansion Base $0 $0 $0 $0 $0 $100,000 $100,000 Construction Water Expansion Base $0 $0 $0 $0 $0 $890,000 $890,000 Chargebacks Water Expansion Base $0 $0 $0 $0 $0 $30,000 $30,000 Arts Water Expansion Base $0 $0 $0 $0 $0 $9,900 $9,900 $0 $0 $0 $0 $0 $1,104,900 $1,104,900 FY 16-20 Total Total Budget Operating Impacts FY 2011 FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 16-20 Total Non-Pers OPS $0 $0 $0 $0 $0 $57,000 $57,000 Total Operating Impacts $0 $0 $0 $0 $0 $57,000 $57,000 411 412 FY 2011 Program Budget Schedules Schedules The Schedules summarize the City’s financial activities in a comprehensive, numeric format. These include detailed tables on the following functions: • • • • • • • • • • • • • • • • • • • Schedule 1 starts with beginning balances for each fund and tracks the money coming in, tracks the money going out, and arrives at a projected ending balance for each fund. Schedule 2 is a multi-year look at all revenues (money in). Schedule 3 is a multi-year look at all operating, day-to-day expenditures (money out). Schedule 4 is an examination of transfers or charges for services performed by departments within the city for other city departments. Schedule 5 is a list of the City’s tax levy and rate. Schedule 6 is a multi-year listing of personnel by department. Schedule 7 is a multi-year look at personnel by position. Schedule 8 a list of the City’s debt obligations and payment requirements. Schedule 9 is a list of operating capital expenditures over $5,000. Schedule 10 is a list of the City’s Capital Improvement Projects for the upcoming year. Schedule 11 is a summary of new budget requests, called “supplementals.” Schedule 12 is a list of projected Maintenance Improvement District revenues. Schedule 13 is a view of Sources and Uses by fund type and account category. Schedule 14 is State of Arizona Auditor General Schedule A which shows the estimated revenues and expenditures. Schedule 15 is State of Arizona Auditor General Schedule B which summarizes the tax levy and tax rate information. Schedule 16 is State of Arizona Auditor General Schedule C which is a summary of the fund type of revenues other than property taxes. Schedule 17 is State of Arizona Auditor General Schedule D which shows the fund type of other financing sources/uses and interfund transfers. Schedule 18 is State of Arizona Auditor General Schedule E which summarizes by the department of expenditures within each fund type. Schedule 19 is State of Arizona Auditor General Schedule F which is a summary of fund expenditures/expenses by department. 413 FY 2011 Program Budget Schedules Schedule 1 - All Funds Summary FUND NAME 1 General Fund 2 Half Cent Sales Tax Fund 3 Other Reserve Funds Total General & Other 4 5 6 7 8 9 10 11 12 13 14 15 Streets Streetlight Improvement Districts Maintenance Improvement Districts Transportation Sales Tax Fund Development Fee Funds Public Housing Section 8 Housing Transit Attorney Grants Public Safety Grants Other Grants Community Service Grants 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Water Water Replacement & Reserves Water Expansion Water Bonds Water Improvement Districts Wastewater Wastewater Replacement & Reserves Wastewater Expansion Wastewater Bonds Wastewater Improvement Districts Residential Solid Waste Commercial Solid Waste Solid Waste Reserves Solid Waste Expansion Sports Complex Operations/Maintenance Sports Complex Equipment Reserves 32 33 34 35 36 37 38 Fleet Maintenance Fleet Reserve Insurance Reserve Facilities Maintenance Information Technology Information Technology Reserve Information Technology Projects Total Special Revenue Funds Total Enterprise Funds Total Internal Service Funds 39 Fireman's Pension 40 Agency Funds Total Trust & Agency Funds 41 42 43 44 45 46 47 General Obligation Bonds MDA Bonds HURF Bonds Capital Projects - Streets/Economic Development Improvement Districts Facility Projects Outside Source Fund Total Capital Projects Funds 48 General Obligation Bonds 49 MDA Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total ESTIMATED BALANCE 7/1/010 PROJECTED REVENUES TRANSFERS IN TOTAL SOURCES 53,683,715 9,371,987 4,855,738 93,762,370 14,038,883 35,000 8,634,001 - 156,080,086 23,410,870 4,890,738 67,911,440 107,836,253 8,634,001 184,381,694 11,452,419 7,367 306 22,533,521 34,353,895 266,482 88,318 -82,343 200 569,178 5,324,861 12,574 11,544,000 460,633 151,052 8,607,764 6,346,535 282,000 1,656,158 52,600 50,310 606,325 13,825,520 418,907 1,835,135 7,000,000 1,120,618 10,000 10,320 24,831,554 468,000 151,358 38,141,285 40,700,430 548,482 1,744,476 1,090,875 50,510 1,175,503 19,160,381 441,801 74,526,778 44,001,804 9,976,073 128,504,655 13,097,328 11,223,784 8,567,753 10,500 7,076,524 8,512,018 2,095,543 73,450 53,228 3,514,655 1,964,443 5,172,353 7,249,935 360,095 1,836,071 31,685,902 975,562 1,098,000 17,438,054 150,925 465,000 500 9,688,939 2,271,000 714,695 200,000 2,531,000 282,107 399,601 14,969 2,720,297 169,833 28,022 2,308,707 6,308 45,182,831 12,214,315 9,665,753 10,500 27,234,875 8,662,943 2,560,543 73,450 53,728 13,373,427 4,263,465 5,887,048 7,449,935 5,199,802 2,124,486 70,807,680 67,501,684 5,647,737 143,957,101 -582,337 11,252,491 10,887,377 1,046,278 870,585 1,606,846 1,774,837 4,802,807 381,406 13,281,394 5,546,508 6,960,032 507,800 5,000 530,375 181,378 895,437 17,700 - 4,750,845 11,633,897 24,168,771 6,774,164 8,726,054 2,132,346 1,779,837 26,856,077 31,484,947 1,624,890 59,965,914 177,036 - 2,000 - - 179,036 - 177,036 2,000 - 179,036 42,092,985 3,738,498 20,561,657 - 26,469,858 771,000 26,518,000 5,399,964 - 68,562,843 4,509,498 47,079,657 5,399,964 66,393,140 59,158,822 - 125,551,962 35,048,872 5,314,600 553,449 20,461,105 42,000 2,355,782 5,809,925 - 55,509,977 11,166,525 2,909,231 40,916,921 22,858,887 5,809,925 69,585,733 347,589,072 332,844,397 31,692,626 712,126,095 414 FY 2011 Program Budget Schedules Schedule 1 - All Funds Summary OPERATIONS CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE TOTAL USES ESTIMATED BALANCE 6/30/11 106,465,010 179,600 - 13,993,322 171,927 1,131,714 1,944,874 - 18,750,000 1,000,000 850,000 139,208,332 3,296,401 1,981,714 346,266 9,721,228 - 139,554,598 13,017,629 1,981,714 16,525,488 10,393,241 2,909,024 106,644,610 15,296,963 1,944,874 20,600,000 144,486,447 10,067,494 154,553,941 29,827,753 9,042,409 327,871 1,655,658 1,006,618 50,510 658,371 1,931,736 433,727 3,907,587 8,825,746 11,149,130 1,316,885 3,999 3,041,705 - 1,000,000 2,000,000 3,300,000 10,100,000 - 13,949,996 10,825,746 17,490,835 327,871 1,655,658 1,006,618 50,510 658,371 13,348,621 437,726 182,084 460,533 151,052 5,945,963 7,000,000 243,779 - 14,132,080 460,533 151,052 16,771,709 24,490,835 327,871 1,655,658 1,006,618 50,510 658,371 13,592,400 437,726 10,699,474 7,467 306 21,369,576 16,209,595 220,611 88,818 84,257 517,132 5,567,981 4,075 15,106,900 25,203,347 3,041,705 16,400,000 59,751,952 13,983,411 73,735,363 54,769,292 21,549,689 651,882 10,552,271 7,977,661 2,035,336 826,200 100,000 4,244,725 142,900 4,934,015 2,694,550 10,500 6,757,738 76,803 43,817 - 4,404,701 130,000 8,704,301 105,765 213,409 159,780 - 3,000,000 1,750,000 700,000 1,000,000 500,000 350,000 1,000,000 1,000,000 250,000 250,000 250,000 300,000 33,888,405 2,401,882 3,524,550 10,500 27,014,310 500,000 532,568 43,817 9,191,070 3,035,336 1,076,200 350,000 4,654,505 442,900 2,676,968 68,831 200,949 46,713 114,770 - 36,565,373 2,401,882 3,524,550 10,500 27,083,141 500,000 532,568 43,817 9,392,019 3,082,049 1,076,200 350,000 4,769,275 442,900 8,617,458 9,812,433 6,141,203 151,734 8,162,943 2,027,975 29,633 53,728 3,981,408 1,181,416 4,810,848 7,099,935 430,527 1,681,586 48,080,664 14,517,423 13,717,956 10,350,000 86,666,043 3,108,231 89,774,274 54,182,827 4,713,700 1,137,276 13,713,562 5,471,678 7,828,470 397,700 976,596 - - 1,250,000 2,100,000 500,000 150,000 400,000 4,713,700 2,387,276 15,813,562 5,971,678 7,828,470 547,700 1,376,596 37,145 3,796,345 700,000 - 4,750,845 2,387,276 19,609,907 5,971,678 8,528,470 547,700 1,376,596 9,246,621 4,558,864 802,486 197,584 1,584,646 403,241 34,238,982 - - 4,400,000 38,638,982 4,533,490 43,172,472 16,793,442 30,600 - - - - 30,600 - - 30,600 - - - 30,600 - 51,132,234 4,506,000 23,229,509 5,399,964 - 84,267,707 - - 30,600 - 30,600 148,436 500,000 2,000,000 - 51,632,234 4,506,000 25,229,509 5,399,964 - 51,632,234 4,506,000 25,229,509 5,399,964 16,930,609 3,498 21,850,148 - - 2,500,000 86,767,707 - 86,767,707 38,784,255 - 28,406,177 7,926,817 2,325,275 - 28,406,177 7,926,817 2,325,275 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 41 42 43 44 45 46 47 27,103,800 48 3,239,708 49 583,956 50 - - 38,658,269 - 38,658,269 - 38,658,269 30,927,464 204,101,756 139,285,440 57,362,804 54,250,000 455,000,000 31,692,626 486,692,626 225,433,469 415 4 5 6 7 8 9 10 11 12 13 14 15 148,436 39 - 40 - 28,406,177 7,926,817 2,325,275 - 1 2 3 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget General Fund Taxes Sales Tax-Advertising $31,443 Sales Tax-Constr Contracting $8,205,112 Sales Tax-Job Printing $9,246 Sales Tax-Publishing $161,989 Sales Tax-Transp for Hire $140 Sales Tax-Restaurants/Bars $4,816,987 Sales Tax-Rent/Tangible Prop $473,347 Sales Tax-Commercial Rental $1,382,841 Sales Tax-Vehicle Rental $302,287 Sales Tax-Hotels/Motels $798,419 Sales Tax-Apts/Rm House/Resid $783,437 Sales Tax-Trailer Courts $147,090 Sales Tax-Retail $17,142,958 Sales Tax-Amusements $581,894 Sales Tax-Utilities $1,806,519 Sales Tax-Cable T.V. $355 Sales Tax-Telecommunication $721,572 Sales Tax-Penalties/Interest $135,210 Sales Tax Recoveries $1,032,649 Use Tax $382,970 Property Tax $2,895,470 Govt Prop Lease Excise Tax Rev $0 SRP In-lieu Tax $46,082 Utility Franchise $2,642,150 Cablevision Franchise $1,367,916 Subtotal - Taxes $45,868,084 Library Copy/Print Fees - Branch Court Fines-Public Safety-PD Court Fines-Public Safety-Attorney Library Fines and Forfeitures - Branch Subtotal - $35,937 $6,967,753 $18,607 $171,986 $574 $5,448,576 $450,588 $1,767,529 $392,412 $836,752 $942,956 $166,579 $18,458,903 $639,219 $2,142,889 $55 $860,374 $205,064 $1,202,733 $641,389 $2,975,900 $134,040 $41,252 $2,616,793 $1,231,953 $48,350,811 $27,095 $3,896,903 $12,097 $122,537 $2 $5,018,903 $350,306 $1,701,379 $364,341 $602,617 $963,493 $151,856 $14,828,606 $519,362 $2,071,314 $0 $798,583 $117,559 $584,110 $333,202 $2,691,525 $110,219 $28,909 $2,605,367 $1,413,814 $39,314,101 $24,000 $2,500,000 $10,000 $115,000 $0 $5,050,000 $270,000 $1,620,000 $346,800 $550,000 $1,020,000 $160,000 $14,600,000 $550,000 $2,100,000 $500 $800,000 $110,000 $600,000 $200,000 $3,202,665 $106,593 $46,000 $2,800,000 $1,365,000 $38,146,558 $24,000 $2,246,200 $10,000 $116,258 $0 $5,211,286 $272,953 $1,668,600 $346,800 $561,550 $1,040,400 $160,000 $14,906,600 $606,016 $2,206,969 $0 $825,550 $110,000 $550,000 $200,000 $2,895,298 $0 $25,000 $2,942,626 $1,365,000 $38,291,106 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $522 $0 $0 $19,596 $20,118 $3,000 $62,000 $15,000 $70,000 $150,000 $3,000 $0 $0 $65,000 $68,000 $0 $149 $0 $0 $0 $0 $81,549 $472,463 $73,531 $23,717 $755,455 $218,339 $169,290 $536,142 $471,945 $20 $1,270 $146,540 ($21,190) $5,000 $97,310 $208,627 $45,433 $16,530 $373,465 $70,110 $34,242 $171,440 $104,005 $0 $0 $80,420 $0 $0 $94,000 $150,000 $18,000 $10,000 $200,000 $25,000 $20,000 $105,000 $32,000 $0 $0 $75,000 $0 $0 $94,000 $250,000 $20,000 $10,000 $200,000 $30,000 $25,000 $110,000 $36,000 $0 $0 $75,000 $0 Assessment Revenue Weed Control Assessment Charges for Service Devl Agreement Appl Fee Pawn Shop Transaction Fees Planning Appl/Review Fee Subdiv Final Plat Fee/Appl Engineering Applications Plan Check Fees Water Inspection Fees Sewer Inspection Fees Street Inspection Fees Grading/Drainage Insp Fees Pool Legals/Access Permits Plan Ch/Inspec Fee-Landscape Eng Plan Check-Grd/Drng Eng Plan Chk-Offsite Imp $0 $62,130 $523,258 $123,757 $25,130 $1,023,728 $637,074 $538,579 $892,689 $551,667 $0 $18,000 $294,891 ($191,852) 416 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Eng Plan Chk-Street Light Addressing Fee Water Review Fee-Eng Sewer Review Fee-Eng Street Review Fee-Eng Storm Drainage Report-Eng Traffic Impact Report-Eng Storm Water Mgmt Rpt-Eng Retaining Wall Inspection Retaining Wall Review Fee Traffic Plan Check Fee Concrete Inspection Fire-Plans Review Fee Fire-New Bldg Inspection Fee Expedited Plan Check Fee Reimb for O/S Inspec O/T SLID Appl/Process Fee MID Appl/Process Fee Filming Application and Fees Homeowners Assoc Academy Fee Shopping Cart Retieval Fee Rev Fire BC Academy Fee Advanced Life Support Fees Fire Svc to County Islands Fire EMT Services Fire- Commercial Inspections Swimming Pool Fees Swim Pool Admin Fees-Txb Library non-fine revenues Rec Revenue-AM/PM Program Rec Revenue-Tot Time Prog Rec Revenue-Summer Rec Prg Rec Retl-Txb-Summer Rec Rec Revenue-Summer Camp Rec Revenue-SIC Rec Revenue-Sports Programs Rec Revenue-Senior Program Rec Revenue-Adapt Rec Prog Rec Revenue-Special Events Rec Revenue-Teen Program Rec Retl-Txb-Teen Program Rio Vista Rec Center Memberships Rio Vista Retail Sales Rio Vista Program Revenues Library Services Revenues Library Copy/Print Fees - Main Recycling Program Revenue Fees for General Services Fees for Gen Svcs-Fire Fees for General Svcs-Police Fees For Gen Svcs-CD Dept Passport Application fee FY 2007 Actual $44,280 $90,986 $269,622 $224,912 $309,962 $82,905 $20,150 $37,400 $73,346 $31,500 $219,033 $505,272 $0 $0 $82,613 $21,288 $33,885 $35,850 $1,652 $0 $0 $11,730 $322,366 $8,960 $2,872 $300,326 $194,398 $2,538 $0 $2,685,349 $274,271 $225,586 $4,482 $1,011,671 $218,796 $489,010 $61,915 $83,726 $117,337 $107,413 $0 $0 $0 $0 $9,400 $903 $299 $256,233 $1,857,596 $608,605 $0 $123,708 417 FY 2008 Actual $24,840 $75,975 $105,938 $90,148 $143,808 $41,010 $19,270 $24,480 $41,020 $19,525 $113,445 $375,561 $40,503 $5,366 $89,124 $27,094 $9,100 $20,715 $50 $760 $5,540 $30,830 $431,052 $7,007 $50 $297,484 $216,918 $2,000 $207 $3,144,208 $288,734 $223,826 $4,155 $964,522 $228,099 $581,197 $60,106 $76,242 $94,205 $112,455 $414 $448,427 $1,054 ($39) $0 $375 $126 $108,820 $848,110 $53,991 $19,130 $115,910 FY 2009 Actual $11,160 $17,550 $76,420 $67,320 $89,726 $21,903 $3,645 $14,930 $17,358 $6,000 $72,117 $130,403 $55,632 $2,123 $28,306 $20,223 $3,165 $6,870 $50 $400 $2,025 $33,825 $430,920 $7,224 $0 $348,834 $229,927 $991 $0 $2,799,207 $350,947 $195,545 $3,771 $815,739 $230,214 $630,819 $65,458 $81,145 $97,625 $105,952 $285 $765,461 $1,167 $1,143 $0 $628 $773 $26,962 $615,576 $39,473 $12,444 $66,685 FY 20010 Estimate $7,500 $10,000 $50,000 $35,000 $55,000 $20,000 $3,500 $10,000 $10,000 $2,000 $75,000 $59,000 $40,000 $4,000 $2,000 $20,000 $3,000 $3,000 $0 $400 $0 $25,000 $500,000 $7,000 $0 $280,000 $227,089 $10 $0 $2,012,000 $415,000 $230,121 $0 $920,000 $242,700 $649,470 $66,000 $87,500 $118,611 $116,900 $100 $784,745 $4,000 $47,400 $0 $2,000 $0 $7,500 $423,000 $45,000 $6,000 $0 FY 2011 Budget $7,500 $10,000 $50,000 $35,000 $55,000 $20,000 $6,500 $10,000 $12,000 $2,000 $75,000 $59,000 $40,000 $0 $2,000 $20,000 $3,000 $3,000 $0 $400 $0 $25,000 $505,469 $0 $0 $288,000 $234,254 $1,000 $0 $2,012,000 $415,000 $242,388 $0 $927,600 $300,000 $701,693 $66,000 $72,514 $117,800 $132,100 $0 $714,025 $7,374 $65,780 $0 $2,000 $0 $7,500 $0 $0 $4,000 $0 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category FY 2008 Actual FY 2009 Actual $22,396 $0 $8,140 $13,156,552 $97,931 $789,890 $0 $26,636,868 $14,596 $18 $5,730 $13,177,886 $0 $981,951 $0 $23,992,826 $30 $0 $14,000 $11,072,197 $0 $2,000,000 $122,400 $21,564,173 $0 $0 $6,000 $11,209,410 $0 $1,760,000 $150,000 $21,227,307 $1,195,727 $431,227 $0 $6,800 $258,582 $0 $0 $0 $93,771 $61,846 $106,630 $439 $2,155,022 $1,131,831 $558,860 $0 $2,825 $215,430 $3,556 $315 $75,492 $103,186 $90,639 $220,350 $1,976 $2,404,459 $1,158,405 $1,228,316 $966 $20,575 $138,946 $4,303 $10,342 $262,379 $122,968 $75,776 $265,850 $790 $3,289,614 $850,000 $826,500 $20,000 $40,000 $105,000 $1,500 $12,000 $105,000 $70,000 $70,000 $190,000 $790 $2,290,790 $799,000 $700,000 $2,600 $8,000 $105,000 $1,500 $12,000 $0 $80,000 $72,100 $200,000 $0 $1,980,200 $2,096,290 $3,050,149 $1,054,211 $580,000 $500,000 State Shared Sales Tax $13,131,369 Urban Revenue Sharing $15,684,157 Peoria Distr Share-Pool $77,538 Intergovtl Partic-Comm Svc $0 Intergovtl Partic-PD $25,000 Library Intergovtl Revenues $50,681 Grant Revenue $1,750 Grant Revenue-Comm Svc $7,072 Grant Revenue - Police $24,206 Grant Revenue - Federal $0 Auto Lieu Tax $5,750,055 FEMA Reimbursements $1,175 Subtotal - Intergovernmental Revenue $34,753,003 $12,695,890 $19,539,768 $173,176 $14,200 $23,708 $40,266 $0 $8,218 $33,218 $5,000 $5,546,558 $0 $38,080,002 $10,991,095 $20,395,663 $280,178 $0 $0 $56,666 $0 $11,902 $0 $0 $5,018,384 $0 $36,753,888 $10,000,000 $17,835,180 $190,000 $0 $0 $97,747 $50,000 $8,000 $12,000 $0 $4,725,000 $0 $32,917,927 $10,450,000 $13,465,561 $181,835 $0 $0 $73,200 $0 $0 $0 $0 $4,824,797 $0 $28,995,393 $777,264 $1,405,778 $52,785 $10 $609,316 $54,359 $85,794 $110 $0 $29,420 $4,095 $105 $379,504 $553,055 $51,121 $0 $601,601 $52,850 $74,630 $34,096 $5,413 $31,305 $17,555 $30 $165,000 $490,000 $54,101 $0 $600,000 $40,000 $73,000 $30,000 $0 $28,000 $10,000 $0 $350,000 $500,000 $54,000 $0 $606,563 $40,000 $73,000 $10,000 $0 $29,500 $10,500 $0 Account Description FY 2007 Actual Passport Photo Fees $21,505 Lien Filing Fees $0 Adv Sales-CS Brochure $14,156 Allocated Interdept Svc Chrgs $11,259,006 Impr Dist Admin Costs $0 CIP Engineering Charges $0 CIP Finance Charges $0 Subtotal - Charges for Service $26,857,866 FY 20010 Estimate FY 2011 Budget Fines & Forfeitures Court Fines and Forfeitures Traffic School Receipts Code Enforcement Fines Deferred Prosecution Fees Incarceration Fees Enhanced School Zone Fines Red Light Process Svc Fee Red Light Admin Fees Library Fines and Forfeitures - Main False Alarm Fines-Police PD Impound Admin Fee False Alarm Fines-Fire Subtotal - Fines & Forfeitures Interest Income Interest Income Intergovernmental Revenue Licenses & Permits Bldg Permit & Insp-Commercial Bldg Permit & Insp-Residential Occupational Business License Bingo License Fees Sales Tax Licenses Fire Code Revenues Liquor Licenses and Permits Alarm Permits Utility Revocable Permits Park Permits-Sports Prg Field Permits-Sports Prg Oversize/Overweight Permit $1,195,262 $2,436,257 $47,290 $0 $536,751 $93,671 $70,356 $0 $2,811 $28,805 $12,535 $60 418 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Off-Track Betting License Subtotal - Licenses & Permits FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget $2,200 $4,425,998 $1,400 $3,020,436 $1,600 $1,802,759 $0 $1,490,101 $1,000 $1,674,563 $3,065 $77,847 $112,563 $40,315 $244 $0 $9 $0 $2,305 $45 $0 $0 $0 $0 $0 $0 $400 $0 $264 $374,201 ($33) $0 $6,537 $19,343 $0 $40,200 $0 $677,305 $8,100 $92,226 $241,394 $28,822 $148 $0 $182 $0 $521 $0 $250,000 $56,802 $406 $1,026 $2,685,421 $15 ($3,000) $0 $0 ($4,344) ($6) $11,926 $0 $29,820 $0 $440,263 $0 $3,839,722 $75,595 $209,390 $216,575 $11,999 $956 $12,570 $0 $23,550 $0 $0 $0 $50,109 $1,929 $2,808 $563,691 $0 $3,000 $3,879 $0 ($456) ($75) $14,549 $0 $24,626 $3,507 $491,982 $0 $1,710,183 $105,000 $50,000 $90,000 $0 $25 $25,000 $0 $0 $0 $0 $0 $16,300 $3,500 $325 $0 $0 $0 $0 $0 ($2,345) $0 $41,500 $0 $40,000 $0 $40,000 $420,000 $829,305 $0 $0 $90,000 $0 $0 $25,000 $0 $0 $0 $0 $0 $10,000 $3,500 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $0 $15,000 $0 $10,000 $420,000 $578,500 General Rent Revenue Rio Vista Ramada Rentals Rio Vista Field Permits/Rental Rio Vista Concessions Rent Rio Vista Rec Center Rentals Rent Rev-Swim Pool Rent Rev-Comm Center Rent Revenue - Monastery Too Rent Revenue - Salty Senoritas Rent Revenue - Alter Group Rent-AZ Broadway Theater(KLOS) Rent Revenue - Chili Davis Rent Rev-Fields Rent Revenue - Arts Ctr Ticket Surchrg Subtotal - Rents $36,837 $51,750 $26,113 $12,721 $0 $20,840 $19,893 $17,542 $0 $0 $0 $3,700 $0 $0 $189,396 $21,454 $52,678 $47,843 $27,621 $50,476 $15,121 $19,960 $0 $43,263 $47,535 $18,279 ($90) $40 $14,035 $358,215 $20,432 $60,225 $52,599 $30,532 $87,331 $17,927 $15,905 $0 $29,471 $51,389 $0 $115 $0 $1,237 $367,164 $15,000 $61,000 $59,700 $27,100 $104,600 $21,775 $19,500 $0 $29,500 $35,000 $0 $0 $0 $3,500 $376,675 $15,000 $72,210 $59,700 $27,100 $167,516 $21,775 $19,500 $0 $29,500 $35,000 $0 $0 $0 $0 $447,301 Total - General Fund $117,022,964 $108,304,863 $98,345,529 $93,762,370 Miscellaneous Income Misc Police Revenues Reimb Revenue-General State Fire Reimbursement Reimb from Workers Comp Reimbursement-Jury Duty Reimbursement for O/T Reimb-Damage to City Prop. Reimbursement-Legal Services Reimbursement-Garnishments Reimb-Comm Svcs Reimbursement-Claims Reimb-Park Maint Fees Reimbursement-Recording Fees Reimb Rev-Courier Fees Repymt Zone Revenues Contributions - General Contributions-Comm. Svcs. Commissions Bike Program Sales Revenue Cash Over/Short Cash Over/Short-Comm Svcs Misc A/R Penalties Sale of Non-F/A Property Auction Proceeds Abandoned Property Revenue Other Revenue Southwest Gas Capital Funds Subtotal - Miscellaneous Income Rents 419 $125,740,811 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget Half-Cent Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Taxes $15,724 $4,102,827 $4,624 $81,009 $70 $1,204,415 $236,716 $691,543 $150,946 $88,724 $391,796 $73,558 $8,573,021 $145,494 $903,260 $178 $360,851 $69,032 $0 $191,504 $17,285,292 $17,972 $3,484,484 $9,305 $86,008 $287 $1,362,334 $225,334 $883,923 $196,241 $92,984 $471,572 $83,305 $9,228,885 $159,827 $1,071,444 $28 $430,264 $103,096 $489,567 $320,634 $18,717,495 $13,550 $1,948,801 $6,050 $61,279 $1 $1,254,901 $175,185 $850,841 $182,204 $66,966 $481,838 $75,942 $7,415,822 $129,859 $1,035,657 $0 $399,364 $59,536 $319,096 $166,625 $14,643,516 $12,000 $1,250,000 $5,000 $57,500 $0 $1,262,500 $135,000 $810,000 $173,400 $61,111 $510,000 $80,000 $7,300,000 $137,500 $1,050,000 $250 $400,000 $55,000 $300,000 $100,000 $13,699,261 $12,000 $1,123,100 $5,000 $58,129 $0 $1,302,821 $136,476 $834,300 $173,400 $62,394 $520,200 $80,000 $7,453,300 $151,504 $1,103,484 $0 $412,775 $55,000 $275,000 $100,000 $13,858,883 $767,049 $891,520 $398,025 $175,000 $180,000 $18,052,341 $19,609,016 $15,041,542 $13,874,261 $14,038,883 $9,344 $1,612,369 $2,775 $48,611 $42 $721,836 $142,200 $415,534 $90,579 $106,410 $233,799 $44,140 $5,142,667 $87,226 $577,670 $107 $216,495 $0 $0 $97,285 $9,549,088 $10,784 $2,056,720 $5,584 $51,611 $172 $816,895 $135,204 $530,343 $117,688 $111,517 $282,413 $49,947 $5,538,485 $95,842 $642,867 $17 $258,179 $0 $293,744 $185,688 $11,183,701 $8,131 $1,168,427 $3,630 $36,772 $1 $752,461 $105,116 $511,296 $109,282 $80,312 $288,582 $45,553 $4,449,919 $77,802 $621,475 $0 $239,643 $0 $191,368 $99,709 $8,789,480 $7,200 $750,000 $3,000 $34,500 $0 $757,500 $81,000 $486,000 $104,040 $73,333 $306,000 $48,000 $4,380,000 $82,500 $630,000 $150 $240,000 $33,000 $180,000 $60,000 $8,256,223 $7,200 $673,860 $3,000 $34,877 $0 $781,692 $81,885 $500,580 $104,040 $74,873 $312,120 $48,000 $4,471,980 $90,902 $662,090 $0 $247,665 $33,000 $165,000 $60,000 $8,352,764 Interest Income Interest Income Total - Half-Cent Sales Tax Fund Transportation Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Taxes 420 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Interest Income Interest Income Total - Transportation Sales Tax Fund FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget $345,943 $669,550 $492,405 $241,540 $255,000 $9,895,031 $11,853,251 $9,281,885 $8,497,763 $8,607,764 $8,148,275 $9,032,915 $9,185,929 $8,409,309 $6,940,032 $91,059 $75,123 $46,839 $23,160 $20,000 $144 $0 $132 $0 $0 $0 $0 $0 $870 $0 $8,239,478 $9,108,038 $9,232,901 $8,433,339 $6,960,032 $33,866 $26,707 $11,342 $4,325 $0 $301 $0 $0 $0 $0 $34,168 $26,707 $11,342 $4,325 $0 $767,352 $909,183 $946,124 $509,100 $477,800 $131,166 $139,460 $71,186 $31,750 $30,000 $41,984 $29,095 $7,420 $6,500 $0 $940,501 $1,077,737 $1,024,730 $547,350 $507,800 $5,828,909 $0 $5,828,909 $6,876,896 $0 $6,876,896 $6,393,996 $280,138 $6,674,134 $5,746,400 $0 $5,746,400 $5,536,508 $0 $5,536,508 $54,830 $33,923 $15,348 $10,375 $10,000 Information Technology Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Reimbursement-Jury Duty Revenues Other Revenue Total - Information Technology Fund Economic Development Reserve Fund Interest Income Interest Income Intergovernmental Revenue Grant Revenue Total - Economic Development Reserve Fund Information Technology Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds Total - Information Technology Reserve Fund Facilities Fund Charges for Service Interdepartmental Svc Chg CIP Facilities Charges Subtotal - Charges for Service Interest Income Interest Income 421 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget Miscellaneous Income Reimb Revenue-General Reimb from Workers Comp Other Revenue Subtotal - Miscellaneous Income $0 $0 $0 $0 $352 $4,976 $0 $5,328 $888 $4,247 $0 $5,135 $0 $2,340 $331 $2,671 $0 $0 $0 $0 Total - Facilities Fund $5,883,739 $6,916,147 $6,694,617 $5,759,446 $5,546,508 $0 $4,776,896 $4,776,896 $254 $5,267,631 $5,267,885 $924 $5,168,202 $5,169,126 $0 $4,740,459 $4,740,459 $0 $4,802,807 $4,802,807 $2,762 $1,864 $0 $0 $0 Reimb Revenue-General Reimb from Workers Comp Reimbursement-Jury Duty Subtotal - Miscellaneous Income $0 $0 $72 $72 $84 $789 $0 $873 $0 $4,091 $0 $4,091 $0 $3,156 $60 $3,216 $0 $0 $0 $0 Total - Fleet Maintenance Fund $4,779,730 $5,270,621 $5,173,217 $4,743,675 $4,802,807 $2,191,258 $2,093,982 $2,330,424 $2,119,871 $271,406 $545,202 $600,882 $288,130 $130,315 $110,000 $91,503 $2,000 ($5,314) $210,000 $0 $2,827,963 $2,696,863 $2,613,241 $2,460,186 $381,406 Subtotal - Taxes $13,200,027 $196,164 $13,396,191 $20,210,991 $214,855 $20,425,846 $24,105,340 $316,246 $24,421,586 $23,689,548 $105,621 $23,795,169 $20,131,105 $30,000 $20,161,105 Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue $332,523 $106,183 $1,100 $0 $439,807 $351,671 $93,140 $1,273 $5 $446,089 $369,904 $74,246 $0 $0 $444,150 $425,000 $71,010 $0 $0 $496,010 $430,000 $71,010 $0 $0 $501,010 $1,305,127 $1,129,551 $656,923 $277,460 $342,350 Fleet Maintenance Fund Charges for Service Recycling Program Revenue Interdepartmental Svc Chg Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Fleet Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds Total - Fleet Reserve Fund Debt Service Fund Taxes Property Tax SRP In-lieu Tax Assessment Revenue Interest Income Interest Income 422 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Miscellaneous Income Repymt Zone Revenues FY 2007 Actual FY 2008 Actual FY 2009 Actual $1,675,245 $15,141,124 $23,676,732 $2,024,872 ($138,060) FY 2011 Budget $0 $0 $25,384,600 $24,568,639 $21,004,465 $1,070,500 $1,374,625 $343,450 $314,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11 $2,485,000 $2,485,011 $0 $750,000 $750,000 $137,763,342 $0 Subtotal - Bond Proceeds $137,763,342 $47,000,000 $273,310 $47,273,310 $68,440,000 $808,192 $69,248,192 $36,487,805 $0 $36,487,805 $26,176,858 $0 $26,176,858 $139,788,214 $48,343,809 $70,622,816 $39,316,266 $27,240,858 $5,630 $6,632 $15,426 $919,724 $392,320 $523,380 $2,773 $1,865,886 $7,295 $10,265 $8,716 $1,095,556 $322,196 $616,913 $0 $2,060,941 $3,597 $11,054 $1,874 $1,062,144 $495,732 $651,815 $0 $2,226,216 $3,500 $11,000 $1,500 $990,000 $570,000 $700,000 $0 $2,276,000 $3,500 $11,000 $1,500 $990,000 $535,000 $700,000 $0 $2,241,000 $15,048 $33,758 $22,868 $16,500 $30,000 $0 $0 $986 $0 $0 $1,880,934 $2,094,699 $2,250,070 $2,292,500 $2,271,000 $51,945 $52,755 $33,725 $221,499 $8,081,131 $0 $8,441,055 $50,168 $291,736 $30,869 $227,267 $8,408,749 $98,528 $9,107,318 $55,910 $341,651 $27,720 $225,153 $8,287,053 $108,118 $9,045,605 $55,000 $310,000 $31,000 $222,000 $8,875,000 $98,536 $9,591,536 $56,000 $270,000 $32,000 $222,000 $8,950,000 $118,939 $9,648,939 $24,141 $35,692 $12,546 $20,000 $40,000 Total - Debt Service Fund $0 FY 20010 Estimate Bond Fund Interest Income Interest Income Revenues Interest Income Reimb Revenue-General Subtotal - Revenues Bond Proceeds Bond Proceeds Bond Proceeds - Total - Bond Fund Commercial Sanitation Fund Charges for Service Utility Late Fee Charges Field Trip Svc Fee-Utilities Recycling Program Revenue Commercial Sanitation Fees Roll-Off Sanitation Fees San Fees-Comm Multi-Fam Clc San Fees-Automated Clc Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb from Workers Comp Total - Commercial Sanitation Fund Residential Sanitation Fund Charges for Service Utility Late Fee Charges Recycling Program Revenue Special Haul Fees San Fees-Res Multi-Fam Clc San Fees-Automated Clc Allocated Interdept Svc Chrgs Subtotal - Charges for Service Interest Income Interest Income 423 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Miscellaneous Income Reimb from Workers Comp Total - Residential Sanitation Fund FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget $0 $0 $1,665 $0 $0 $8,465,196 $9,143,009 $9,059,815 $9,611,536 $9,688,939 $896,872 $818,609 $973,054 $614,304 $649,695 $260,460 $252,823 $140,739 $55,000 $65,000 $41,964 ($2,182) $0 $73,686 $0 Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds Total - Sanitation Equipment Reserve Fund $1,199,296 $1,069,250 $1,113,793 $742,990 $714,695 $237,158 $429,648 $30,000 $194,099 $0 $0 $43,747 $329,505 $0 $112,827 $1,376,984 $249,308 $546,498 $30,000 $201,529 $20,000 $69,862 $63,866 $360,365 $1,200 $107,799 $1,650,427 $172,801 $490,752 $30,000 $175,643 $10,000 $48,671 $50,398 $283,990 $1,035 $111,214 $1,374,504 $173,000 $470,000 $30,000 $157,500 $10,000 $45,000 $10,000 $290,000 $10,000 $142,483 $1,337,983 $175,000 $475,000 $30,000 $170,000 $10,000 $45,000 $10,000 $370,000 $10,000 $59,107 $1,354,107 $58,126 $53,654 $41,472 $24,350 $23,000 $3,030 $0 $1,630 $53 $4,713 $0 $0 $0 $8,090 $8,090 $0 $760 $0 $0 $760 $0 $320 $11,000 $0 $11,320 $0 $0 $0 $0 $0 $55,333 $63,485 $0 $114,466 $56,474 $124,030 $38,525 $194,337 $593,565 $30,931 $33,434 $107,157 $99,175 $141,031 $65,336 $95,200 $59,436 $184,509 $621,484 $33,876 $36,076 $71,324 $29,992 $147,575 $67,734 $98,725 $101,592 $138,644 $554,051 $59,728 $16,000 $67,000 $144,000 $126,200 $70,000 $64,000 $60,000 $153,000 $495,000 $30,000 $16,000 $70,000 $75,000 $126,000 $70,000 $64,000 $60,000 $165,000 $520,000 $30,000 Sports Complex Fund Charges for Service Sports Complex Program Revenue Ticket Sales-Spring Trg Ticket Sales-Premium Ticket Sales- Facility Surchg Ticket.com Annual Fee Ticket.com Convenience Fee Program Sales Adv Sales-BB Std/Sp Trng Adv Sales-BB Std-Non Sp Trn Interdepartmental Svc Chg Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Auction Proceeds Other Revenue Subtotal - Miscellaneous Income Rents General Rent Revenue Genl Rent Rev-Sp Cmplx Rent Revenue - Chili Davis Rent Rev-Fields Rent Rev-Fld/Clh/Padres Rent Rev-Fld/Clh/Mariners Rent Rev-Stadium Rent Rev-Novelties/Sp Tr Rent Rev/Stad Concssn/Sp Tr Rent Rev/Stad Conc/Non Sp Tr 424 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget Rent Rev-Parking/Sp Tr Rent Rev-Parking/Non Sp Tr Subtotal - Rents $230,820 $0 $1,501,967 $283,200 $3,241 $1,727,079 $244,494 $5,647 $1,555,583 $220,000 $0 $1,445,200 $240,000 $0 $1,436,000 Total - Sports Complex Fund $2,941,789 $3,439,250 $2,972,320 $2,818,853 $2,813,107 $2,710,291 $3,214,952 $3,107,554 $3,300,000 $3,399,000 $19,551 $0 $0 $39,726 $97,313 $23,253 $290,000 $469,843 $6,172 $0 $1,030 $22,536 ($666) $33,569 $290,000 $352,640 $3,631 $225 $1,260 $0 $18,550 $15,747 $295,000 $334,413 $20,000 $300 $0 $20,000 $20,000 $25,000 $295,000 $380,300 $15,000 $0 $0 $20,000 $20,000 $25,000 $295,000 $375,000 $552,370 $573,123 $301,279 $117,000 $120,000 $9,829,897 $0 $9,829,897 $9,488,625 $34,384 $9,523,008 $8,287,891 $0 $8,287,891 $7,500,000 $0 $7,500,000 $7,650,000 $0 $7,650,000 $23,823 $0 $0 $0 $0 Reimb-Damage to City Prop. Repymt Zone Revenues Contrib-Neigh Trf Mgmt Prog Subtotal - Miscellaneous Income $0 $0 $600 $600 $0 $11,698 $0 $11,698 $0 $0 $0 $0 $848 $0 $0 $848 $0 $0 $0 $0 Total - Streets Fund $13,586,823 $13,675,422 $12,031,137 $11,298,148 $11,544,000 $51,037 $22,763 $73,801 $35,843 $19,749 $55,592 $37,231 $13,283 $50,514 $28,000 $5,850 $33,850 $40,000 $10,000 $50,000 $44,212 $33,529 $11,638 $1,900 $2,600 $658,598 $0 $36,720 $695,318 $666,237 $0 $41,496 $707,733 $640,826 $0 $53,545 $694,371 $375,638 $10,500 $189,000 $575,138 $0 $0 $0 $0 $0 $0 $0 $19,798 $0 Streets Fund Taxes Sales Tax-Utilities Charges for Service Street Sign Revenue Street Light Shields/Relocation Fee Street Subsidy Street Mnt Fees-Solid Waste Street Cut Surcharge Fog Seal Revenues Allocated Interdept Svc Chrgs Subtotal - Charges for Service Interest Income Interest Income Intergovernmental Revenue Highway User Revenue DEMA Reimbursements Subtotal - Intergovernmental Revenue Licenses & Permits Pool Drainage Permits Miscellaneous Income Transit Fund Charges for Service Transit Collections Advertising-Bus Shelters Subtotal - Charges for Service Interest Income Interest Income Intergovernmental Revenue Local Transportation Aid Intergovtl Participation Grant Revenue - Federal Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General 425 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget Reimb from Workers Comp Subtotal - Miscellaneous Income $0 $0 $789 $789 $0 $0 $0 $19,798 $0 $0 Total - Transit Fund $813,331 $797,643 $756,522 $630,686 $52,600 $75,225 $14,276,791 $488,935 $93,490 $0 $14,934,441 $72,395 $14,778,086 $572,659 $89,427 $0 $15,512,567 $80,413 $14,533,353 $713,501 $153,249 $0 $15,480,517 $80,000 $15,700,000 $825,000 $164,566 $1,715,009 $18,484,575 $84,000 $14,400,000 $855,000 $67,925 $1,864,054 $17,270,979 $961,466 $215,832 $417,586 $104,000 $313,000 Reimb Revenue-General Reimb from Workers Comp Donations of Capital Assets Auction Proceeds Subtotal - Miscellaneous Income $0 $0 $0 $3,633 $3,633 $101 $0 $7,496,785 $0 $7,496,887 $42 $3,157 $3,868,855 $0 $3,872,054 $710,000 $0 $0 $3,774 $713,774 $5,000 $0 $0 $0 $5,000 Total - Wastewater Fund $15,899,540 $23,225,285 $19,770,157 $19,302,349 $17,588,979 Reclaimed Water Fees $330,280 Water Fees $26,894,234 Utility Late Fee Charges $117,100 New Service Fee-Water $276,042 Water Meter Charges $601,399 Disconnect/Reconnect Fees $463,850 Damaged Property Fees $165,668 Water Meter Tests $0 Utility Delinquent Letter Fee $46,247 Utilities Tampering Fees $21,900 Field Trip Svc Fee-Utilities $928 Quintero WTP Fees $442,423 Recycling Program Revenue $14,898 Fees for General Services $7,497 Lien Filing Fees $972 Interdepartmental Svc Chg $237,877 Allocated Interdept Svc Chrgs $848,745 Subtotal - Charges for Service $30,470,060 $544,675 $28,828,834 $117,923 $286,187 $334,603 $420,938 $67,593 $0 $48,366 $31,815 $2,198 $797,631 $0 $8,646 $3,132 $233,148 $1,644,875 $33,370,562 $537,542 $28,217,263 $122,856 $302,016 $169,860 $393,000 $12,247 $0 $47,362 $21,225 $2,392 $93,689 $0 $10,210 $760 $201,045 $1,700,342 $31,831,810 $550,000 $29,000,000 $125,000 $300,000 $100,000 $400,000 $10,000 $0 $50,000 $6,300 $3,000 $695,000 $0 $4,290 $882 $123,310 $17,676 $31,385,458 $560,000 $29,200,000 $128,000 $315,000 $135,000 $390,000 $10,000 $100 $52,500 $6,400 $3,000 $600,000 $0 $4,000 $900 $80,632 $0 $31,485,532 $1,580,314 $1,186,009 $574,576 $404,000 $207,000 $0 $0 $3,000 $0 $0 Wastewater Fund Charges for Service Utility Late Fee Charges Wastewater Fees EPA Mandate Fee Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Water Fund Charges for Service Interest Income Interest Income Intergovernmental Revenue Grant Revenue 426 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Miscellaneous Income FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget Reimb Revenue-General Reimb from Workers Comp Reimbursement-Jury Duty Donations of Capital Assets Auction Proceeds Other Revenue Subtotal - Miscellaneous Income $178,390 $0 $0 $0 $18,000 $106,353 $302,742 $364,576 $0 $0 $8,543,781 $0 $0 $8,908,357 $146,601 $6,181 $48 $6,365,991 $5,998 $0 $6,524,819 $350,000 $6,180 $0 $0 $25 $2 $356,207 $165,000 $6,000 $0 $0 $0 $2 $171,002 Total - Water Fund $32,353,117 $43,464,929 $38,934,205 $32,145,665 $31,863,534 $1,171,627 $2,572,745 $516,117 $478,454 $861,870 $4,053,116 $2,304,683 $11,539,353 $667,103 $2,390,080 $5,999,223 $1,343,783 $0 $3,332,472 $786,250 $38,016,876 $1,321,508 $1,623,647 $303,600 $398,354 $501,209 $2,056,086 $1,459,487 $8,327,804 $622,646 $1,413,319 $3,297,819 $659,750 $524 $1,863,749 $458,804 $24,308,307 $414,964 $353,790 $48,240 $66,950 $99,061 $260,634 $394,285 $3,240,755 $184,554 $326,373 $1,073,071 $321,008 $0 $447,047 $110,359 $7,341,091 $400,155 $307,455 $42,333 $60,255 $85,593 $236,213 $356,532 $3,216,932 $190,117 $296,218 $660,000 $180,000 $0 $355,000 $100,000 $6,486,803 $515,410 $396,010 $54,526 $77,610 $110,246 $281,771 $425,351 $3,665,110 $188,139 $353,362 $830,000 $200,000 $0 $445,000 $120,000 $7,662,535 $5,577,232 $3,857,473 $1,486,011 $445,768 $447,500 $0 $0 $0 $17,954 $0 $43,594,107 $28,165,780 $8,827,102 $6,950,525 $8,110,035 $1,061,096 $431,601 $1,254 $1,521 $1,495,472 $954,358 $393,938 $8,299 $661 $1,357,255 $1,235,399 $516,246 $4,702 $285 $1,756,632 $1,342,484 $476,789 $3,096 $155 $1,822,524 $1,372,322 $477,295 $0 $1,500 $1,851,117 $2,500 $0 $0 $0 $0 $48,816 $111,195 $20,372 $8,180 $3,304 Impact Fees Fund Charges for Service Neighborhood Park Dev Fees Citywide Park/Rec Fac Dev Fee Open Space Dev Fee River Corridors/Trails Dev Fee Library Dev Fees Law Enforcement Dev Fees Fire & Emergency Dev Fees Streets Dev Fee Intersection Dev Fee General Government Dev Fee Water Expansion Fees Water Resource Project Fee Wastewater Buy-In Fees Wastewater Expansion Fees Solid Waste Dev Fees Subtotal - Charges for Service Interest Income Interest Income Revenues Auction Proceeds Total - Impact Fees Fund Improvement District Fund Assessment Revenue Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue Charges for Service Assmt Modification Fees Interest Income Interest Income 427 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Revenues Interest Income FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget $0 $0 $112 $1 $1 $1,546,789 $1,468,451 $1,777,115 $1,830,705 $1,854,422 $3,551,668 $2,814,229 $2,799,204 $2,295,197 $2,065,677 $328,962 $375,031 $200,681 $103,980 $95,000 $9,352 $151,058 $160,410 $29,114 $151,199 $180,313 $0 $151,231 $151,231 $0 $75,325 $75,325 $0 $0 $0 Employee Health Ins Contrib COBRA Health Ins Contrib Employer Health Ins Contrib Employer Workers Comp Contrib Interest Income Subtotal - Revenues $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $600,000 $100,000 $5,000,000 $0 $3,740 $5,703,740 $1,400,000 $159,000 $8,816,103 $735,614 $10,000 $11,120,717 Total - Insurance Reserve Fund $4,041,040 $3,369,573 $3,151,116 $8,178,242 $13,281,394 $29,219 $18,009 $3,742 $900 $2,500 $135,174 $0 $561,618 $696,792 $145,841 $74,952 $654,375 $875,168 $158,627 $80,448 $641,417 $880,492 $107,600 $0 $625,000 $732,600 $280,000 $0 $879,728 $1,159,728 $0 $4,055 $3,881 $0 $0 $0 $146,682 $104,158 $0 $0 $726,011 $1,043,914 $992,274 $733,500 $1,162,228 $7,186 $4,263 $5,591 $2,258 $2,200 $0 $978,797 $0 $1,200,173 $0 $621,325 $0 $1,429,608 $10,000,000 $450,407 Total - Improvement District Fund Insurance Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimb-Damage to City Prop. Subtotal - Miscellaneous Income Revenues Housing Fund Interest Income Interest Income Intergovernmental Revenue HUD Operating Subsidy - CY HUD Admin Fees-Portable Grant Revenue - Federal Subtotal - Intergovernmental Revenue Miscellaneous Income Other Revenue Rents Housing Rent Total - Housing Fund Grant Fund Interest Income Interest Income Intergovernmental Revenue Intergovtl Participation Grant Revenue 428 FY 2011 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category FY 2007 Actual Account Description Grant Revenue - Federal Seizure Revenue Subtotal - Intergovernmental Revenue FY 2008 Actual FY 2009 Actual FY 20010 Estimate FY 2011 Budget $1,779,763 $459,252 $3,217,812 $2,203,917 $147,180 $3,551,270 $2,794,958 $647,674 $4,063,958 $2,548,883 $686,150 $4,664,641 $3,354,731 $271,330 $14,076,468 Subtotal - Revenues $0 $0 $0 $0 $0 $0 $0 $0 $13,720 $0 $30,000 $43,720 $0 $909 $0 $909 $0 $0 $0 $0 Total - Grant Fund $3,224,998 $3,555,534 $4,113,269 $4,667,808 $14,078,668 Subtotal - Taxes $524,956 $123,688 $648,643 $560,008 $135,139 $695,147 $560,183 $68,071 $628,254 $450,214 $153,259 $603,473 $460,533 $151,052 $611,585 CFD Appl/Process Fee Utility Late Fee Charges Storm Water Fee Interdepartmental Svc Chg Subtotal - Charges for Service $0 $470 $427,040 $0 $427,510 $0 $1,069 $656,250 $1,022,525 $1,679,845 $25,000 $1,629 $728,265 $896,596 $1,651,490 $0 $1,265 $785,000 $750,000 $1,536,265 $0 $1,280 $792,850 $1,304,279 $2,098,409 $28,440 $0 $28,440 $25,072 $237,200 $262,272 $28,217 $395,620 $423,837 $0 $200,000 $200,000 $20,000 $200,000 $220,000 $1,140,881 $1,332,312 $753,701 $417,245 $274,400 $0 $0 $14,290,000 $500 $0 $16,213 $14,306,713 $386 $0 $0 $0 $0 $21,208 $21,594 $0 $0 $12,837,089 $3,500 $0 $16,642 $12,857,231 $674 $0 $0 $0 $0 $4,180 $4,854 $0 $11,436,000 $0 $0 $14,904,000 $10,000 $26,350,000 Reimb Revenue-General Reimbursement for O/T Contributions - General Contributions-Fire Contributions-Comm. Svcs. Contributions-Library Commissions Other Revenue Subtotal - Miscellaneous Income $6,642,613 $0 $7,648 $6,256 $0 $2,932 $2,922 $3,945 $6,666,316 $4,266,490 $0 $9,500 $25,712 $6,400 $1,180 $3,417 $1,885 $4,314,584 $3,554,210 $2,179 $10,326 $0 $0 $5,040 $4,164 $0 $3,575,919 $3,094,979 $0 $1,935 $300 $0 $3,900 $2,447 $1,451 $3,105,012 $5,399,964 $0 $2,000 $1,045 $2,500 $2,500 $3,000 $2,500 $5,413,509 Total - Other Fund $23,218,503 $8,305,753 $19,890,431 $5,866,849 $34,967,903 $476,096,726 $397,138,226 $379,025,080 $313,621,135 Revenues Grant Revenue - Federal Interest Income Reimb Revenue-General Other Fund Taxes Street Light ID Tax Maintenance ID Tax Charges for Service Fines & Forfeitures JCEF Revenue Court Enhancement Fee Subtotal - Fines & Forfeitures Interest Income Interest Income Intergovernmental Revenue State Ins Dept Rebate Intergovtl Participation Intergovtl ParticGrant Revenue Grant Revenue - Federal Muni Court Allocation (FTG) Subtotal - Intergovernmental Revenue Miscellaneous Income Total - All Funds Revenue 429 $332,844,397 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget General & Other General Fund City Attorney Civil Victims' Assistance Prg Criminal Sub-total: 1,592,326 91,165 545,886 2,229,377 1,970,838 202,977 710,789 2,884,604 2,129,846 227,089 764,482 3,121,417 2,064,468 208,428 730,604 3,003,500 2,052,679 208,285 723,220 2,984,184 1,966,935 211,575 731,508 2,910,018 Sub-total: 548,376 191,627 75,047 815,050 715,431 286,349 56,400 1,058,180 721,417 298,819 167,732 1,187,968 842,976 239,987 65,140 1,148,103 1,128,354 0 0 1,128,354 1,161,878 0 0 1,161,878 Sub-total: 1,161,331 1,161,331 1,582,011 1,582,011 1,668,312 1,668,312 1,374,243 1,374,243 1,361,877 1,361,877 1,153,114 1,153,114 CAPA Administration Arts Commission Community Services Administration Swimming Pools Am/Pm Program Little Learners Program Summer Recreation Program Summer Camp Program Special Interest Classes Sports Programs Senior Program Adaptive Recreation Program Special Events Program Teen Program Community Center Community Park Rio Vista Rec Center Main Library Branch Library Parks North Parks South Parks Administration Contracted Landscape Maintenance Sub-total: 235,239 156,875 581,073 880,593 2,307,943 224,236 471,988 943,968 332,610 638,738 215,819 164,943 657,617 397,447 213,823 918,815 109,741 1,853,781 679,793 1,841,164 2,332,540 817,683 0 16,976,429 322,707 190,886 796,994 1,006,533 2,455,776 236,662 434,146 972,536 349,715 788,521 220,866 194,653 705,420 420,287 493,170 1,031,220 1,562,262 3,182,746 702,628 1,982,934 2,489,647 1,293,269 0 21,833,578 330,312 132,303 796,944 980,203 2,219,635 283,476 345,211 933,680 351,686 824,700 213,932 202,707 794,373 385,599 508,779 1,007,550 1,461,716 3,028,286 1,265,543 1,697,008 1,646,380 984,042 1,103,713 21,497,778 215,697 91,969 694,068 961,589 2,312,741 276,071 391,226 917,317 367,560 798,930 193,180 181,556 493,013 409,150 394,507 1,042,457 1,313,168 2,772,456 1,602,989 1,701,389 1,614,183 353,221 1,123,874 20,222,311 0 235,049 890,697 961,589 2,205,164 276,071 385,742 902,318 300,252 890,250 193,180 181,556 298,311 399,123 394,507 1,036,057 1,266,831 2,772,456 1,582,060 1,697,317 1,603,083 345,652 1,123,874 19,941,139 0 221,398 668,711 921,001 2,069,699 328,112 385,444 867,053 284,670 792,625 184,326 157,577 245,837 350,593 527,325 952,853 1,216,302 2,663,456 1,419,402 1,817,863 1,830,104 0 1,067,630 18,971,981 429,108 0 2,126,442 1,539,179 4,094,729 601,298 0 2,649,907 1,360,451 4,611,656 735,667 0 2,351,483 1,148,497 4,235,647 2,020,638 0 2,063,643 164,543 4,248,824 482,409 318,824 2,116,048 834,650 3,751,931 566,349 584,534 1,492,755 767,240 3,410,878 740,180 1,036,018 0 1,058,565 1,304,110 0 1,289,437 1,300,991 0 1,370,087 1,731,153 0 1,067,166 1,404,295 604,145 756,897 1,313,676 666,739 City Clerk City Clerk Records & Information Mgt Elections City Manager City Manager's Office Community Services Economic Development Services Economic Development Services Ad Business and Real Estate Developme Building Development Site Development Sub-total: Engineering Engineering Admin Capital Engineering Design and Construction 430 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual Eng Inspection Svc FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget Sub-total: 1,075,182 2,851,380 1,426,814 3,789,489 1,335,795 3,926,222 1,240,062 4,341,302 1,193,380 4,268,986 1,104,099 3,841,411 Sub-total: 247,167 1,077,856 679,778 739,876 255,801 305,777 3,306,255 296,615 1,403,371 921,400 1,050,438 301,094 492,886 4,465,804 321,338 1,545,705 978,528 1,086,335 351,295 535,686 4,818,888 315,513 1,419,408 970,033 993,418 346,037 504,859 4,549,268 312,794 1,419,408 917,117 994,295 350,583 528,272 4,522,469 287,588 1,381,465 904,026 747,417 344,695 448,687 4,113,878 Sub-total: 1,142,158 479,311 2,693,045 815,790 5,130,304 1,454,451 608,904 2,364,950 1,004,758 5,433,063 1,526,136 715,860 2,388,602 1,078,991 5,709,589 1,534,584 687,229 1,769,170 1,012,738 5,003,721 1,543,006 727,247 1,690,821 1,085,464 5,046,538 1,498,816 582,406 1,598,712 1,041,868 4,721,802 Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations Sub-total: 592,599 1,275,790 1,477,076 96 111 0 13,226,628 16,572,300 773,497 1,516,805 812,519 436,229 287,767 134,612 15,142,744 19,104,173 691,858 1,352,030 785,278 839,991 399,188 364,212 16,485,832 20,918,390 709,079 1,149,287 583,336 537,102 528,518 216,912 16,301,437 20,025,671 662,785 1,117,051 647,872 513,012 503,808 203,412 16,449,882 20,097,822 597,123 986,300 681,371 434,287 535,746 201,799 15,105,164 18,541,790 Sub-total: 334,971 334,971 411,968 411,968 442,829 442,829 441,136 441,136 445,401 445,401 1,132,437 1,132,437 Sub-total: 204,669 2,046,889 2,251,558 252,906 2,479,409 2,732,315 260,514 2,517,994 2,778,508 217,152 2,571,091 2,788,243 210,007 2,351,420 2,561,427 0 2,396,210 2,396,210 Management and Budget Development Agreement Administrat Sub-total: 781,362 0 781,362 908,279 174,133 1,082,412 940,541 152,503 1,093,043 1,003,663 0 1,003,663 1,007,057 0 1,007,057 913,113 0 913,113 Sub-total: 899,091 899,091 1,110,225 1,110,225 1,196,400 1,196,400 1,189,388 1,189,388 1,191,997 1,191,997 647,390 647,390 Sub-total: 1,545,121 1,545,121 2,175,590 2,175,590 2,492,447 2,492,447 2,292,519 2,292,519 2,201,256 2,201,256 1,990,676 1,990,676 Sub-total: 13,046,436 4,851,619 17,898,055 1,715,370 10,563,166 12,278,536 2,312,917 4,134,697 6,447,615 1,431,654 15,633,075 17,064,729 1,490,298 5,882,193 7,372,491 1,314,008 14,413,322 15,727,330 Sub-total: 409,149 291,801 700,950 571,357 687,581 1,258,938 637,772 473,524 1,111,296 528,819 461,104 989,923 711,636 455,485 1,167,121 811,479 418,214 1,229,693 Finance Finance Admin Financial Services Sales Tax & Audit Materials Management Treasury Management Inventory Control Finance Utilities Customer Service Revenue Administration Meter Services Revenue Recovery Fire Governmental Affairs Governmental Affairs Human Resources Safety Management Human Resources Management and Budget Mayor and Council Mayor & City Council Municipal Court Municipal Court Non-Departmental Non-Departmental Gen Fund Capital Projects Office of Communications Public Information Office Peoria Channel 11 Planning and Community Development 431 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual Neighborhood Coordination Community Dev Administration Planning Systems Planning Sub-total: FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget 441,090 524,061 846,966 0 1,812,117 488,746 656,558 1,310,702 0 2,456,006 576,054 662,207 1,183,795 0 2,422,056 510,170 564,628 1,154,001 0 2,228,799 510,141 488,405 769,342 354,840 2,122,728 518,632 364,106 895,312 636,586 2,414,636 Sub-total: 775,017 1,850,802 3,109,927 13,656,580 0 3,463,362 2,122,327 1,032,456 2,088,838 334,510 28,433,819 961,500 1,941,362 3,883,181 15,049,818 0 3,594,529 4,849,563 1,313,942 2,475,614 74,699 34,144,208 999,219 2,263,539 4,366,297 15,486,459 0 4,954,976 3,549,655 1,007,402 2,835,318 814,265 36,277,129 1,646,565 2,727,372 4,227,369 16,302,802 0 4,647,519 3,726,950 1,084,957 2,784,050 482,217 37,629,801 1,670,920 2,071,244 4,257,065 10,907,517 4,089,237 4,521,234 3,412,678 1,322,240 2,813,859 788,716 35,854,710 1,683,113 1,754,765 3,719,375 10,926,943 6,028,017 2,412,243 3,524,911 1,228,758 2,685,301 667,634 34,631,060 Public Works Administration Sub-total: 353,753 353,753 470,182 470,182 617,660 617,660 631,252 631,252 581,015 581,015 549,037 549,037 General Fund Total: 108,147,952 122,882,938 121,963,193 130,176,396 117,608,503 120,458,332 11,595,510 4,706,370 2,697,415 7,115,332 6,360,830 2,296,401 11,595,510 4,706,370 2,697,415 7,115,332 6,360,830 2,296,401 220,462 6,400 136,705 0 58,845 0 401,282 64,477 653,437 4,291,902 3,238,311 1,131,714 Other Reserve Funds Total: 621,744 70,877 790,142 4,291,902 3,297,156 1,131,714 General & Other Total: 120,365,206 127,660,185 125,450,751 141,583,630 127,266,489 123,886,447 1,273 44,828 765 32,385 1,977 9,417 1,425 50,382 1,200 50,382 200 50,310 46,101 33,150 11,394 51,807 51,582 50,510 0 0 8,723 0 0 0 Police Neighborhood Services Police Administration Criminal Investigation Patrol Services - South Patrol Services - North Operations Support Pd Technical Support Staff Services Pd Communications Strategic Planning Public Works Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Half Cent Sales Tax Fund Total: Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Special Revenue Funds Attorney Grants City Attorney Victims' Rights Imp Grant St Anti-Racketeering-Cao Attorney Grants Total: Community Service Grants 432 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget Community Services Adult Day Prg Grant Heritage Fund Grant Rec Trails Grnt Cfda#20-205 Library Svc & Technology Grant Citizen Donations-Cs Teen Council Community Service Grants Total: 326,774 121,010 -246 73,103 1,672 3,752 389,011 0 0 7,006 7,482 1,878 425,870 0 0 43,575 3,933 462 455,343 0 0 0 11,499 4,500 448,258 0 0 22,503 10,500 0 421,727 0 0 0 11,499 4,500 526,065 405,377 482,563 471,342 481,261 437,726 203,634 7,850,457 9,645 237,496 24,883 876,245 1,325 4,449,843 92,604 215,191 668,176 535,446 3,302,654 6,695,955 37,335 4,797,208 370,305 491,563 40,004 342,967 2,055,116 2,950,413 58,653 455,013 862,263 214,284 2,311,062 1,176,242 1,148 6,840,077 27,572 204,166 439,669 172,588 42,465 76,130 56,450 230,850 6,287,513 1,749,573 1,722,128 1,638,243 282,896 6,941,629 166,294 51,947 1,364,110 342,923 1,058,556 425,923 1,004,835 564,726 739,730 4,572,851 892,017 1,120,983 10,000 2,386,689 114,407 388,200 45,925 312,377 2,000 109,767 67,296 27,193 342,498 1,510,516 807,150 2,165,928 259,455 6,921,766 0 98,000 1,371,913 59,063 1,074,694 1,038,167 1,353,936 716,231 218,267 23,459 70,000 985,884 25,163,554 16,162,428 19,488,572 19,529,420 8,289,946 14,190,835 0 15,000 28,895 0 0 0 717,952 63,212 0 62,565 107,647 65,731 501,843 65,000 105,000 31,832 267,000 33,168 64,151 0 0 0 0 0 0 0 0 0 577,055 1,316,885 9,100 8,869 6,783 12,000 10,000 10,000 4,873 1,169 2,753 0 2,500 2,500 178 0 0 0 0 0 Development Fee Funds Non-Departmental Streets Dev Zone 1 Streets Dev Zone 2 Intersection Dev Zone 1 Intersection Dev Zone 2 Neighbrhd Park Dev Zone 1 Neighbrhd Park Dev Zone 2 Neighborhood Park Dev Zone 3 Ctywd Park/Rec Fac Dev Open Space Dev River Corridors/Trails Dev Library Dev Law Enforcement Dev Fire & Emerg Svc Dev General Govt Dev Development Fee Funds Total: Other Grants Community Services Percent For The Arts Prop 302 Grant Program Engineering CMAQ-91/Olive Intersec Improv Finance Dept of Interior Challenge Grant Human Resources Employee Wellness Prg Mayor and Council Citizen Donations-Mayoral Municipal Court Jud Coll Enh Fund-Local 433 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division Ftg Trust Fund (Court) Municipal Court Enhancement Fd FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget 45 4 0 3,851 0 50,002 0 0 0 77,654 0 69,610 -105 0 0 5,000 0 0 142,000 5,000 0 5,000 0 5,000 823,063 621,786 627,035 1,493,916 709,283 1,544,458 0 0 261,728 0 0 4,997 0 0 0 0 0 0 1,682,473 979,968 893,842 2,219,759 1,518,324 3,248,621 286,049 151,487 245,619 327,871 327,871 327,871 286,049 151,487 245,619 327,871 327,871 327,871 0 89,306 2,476 0 0 3,140 0 0 30,427 300,000 0 7,500 0 53,533 7,640 300,000 0 7,500 0 380,351 16,381 0 0 44,595 0 0 21,528 67,996 8,161 0 0 0 69,068 3,873 3,528 0 80,732 34,801 0 0 0 0 21,080 20,488 105,121 2,841 11,716 15,854 0 434,103 283 840 12,700 597,696 2,000 0 70,942 10,037 30,000 41,226 13,877 88,671 13,772 12,000 16,329 0 1,019,072 2,873 0 0 281,150 5,000 0 17,224 0 0 0 16,667 43,060 0 0 0 235,000 624,249 1,500 3,500 10,227 202,600 2,500 0 17,224 27,000 60,000 46,068 120,065 106,553 0 13,500 16,904 0 767,036 350 500 0 221,020 0 7,000 17,224 0 0 41,200 16,667 43,060 0 0 0 0 0 1,500 3,200 707,263 730,999 1,961,620 1,534,850 1,451,700 658,371 Non-Departmental Proposed Grants Employee Event Fund Planning and Community Development Comm Dev Block Grant Public Works ADEQ Recycling Grant Other Grants Total: Public Housing Planning and Community Development Public Housing Project Public Housing Total: Public Safety Grants Fire Fed Assist to Firefighters Grt Homeland Security Grant - MMRS Citizen Donations-Fire Police Az Auto Theft Grant St Anti-Racketeering-Pd Federal Forfeiture COPS Universal Hiring Grant GITEM Grant Fifty in Twelve DUI Grant xx Victims Of Crime Act Grant Justice Assistance Grant Opep Grant - Cfda 20.600 Bulletproof Vest Partnership St Anti-Racketeering - PD Federal DEA IGA Gila River Indian Res. Grant Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd Public Safety Grants Total: Section 8 Housing Planning and Community Development 434 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division Sect 8 Housing Capital Fund Prog (Hud) Home Grant FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget 623,953 221,567 137,182 650,140 242,082 451,897 761,907 136,611 14,309 818,094 431,443 416,971 818,094 161,293 132,964 879,728 270,400 505,530 982,702 1,344,119 912,827 1,666,508 1,112,351 1,655,658 1,405,574 1,875,706 2,265,417 1,698,443 1,585,189 1,346,552 1,883,373 839,009 1,768,068 2,382,079 845,175 469,876 2,860,098 927,445 1,219,969 2,152,943 2,906,967 963,762 470,560 3,048,347 892,130 1,249,542 2,260,298 2,863,052 943,634 470,160 7,505,721 765,710 1,179,490 2,363,003 2,760,390 755,636 3,168,695 4,419,909 755,064 1,168,599 2,368,783 2,774,242 747,441 3,168,295 3,297,145 808,844 1,027,234 2,461,724 2,646,845 751,210 0 3,907,587 12,453,252 13,565,699 18,449,953 17,111,276 15,864,758 12,949,996 1,189,165 120,196 1,365,792 3,061 1,166,371 272,766 1,260,336 176,806 1,194,535 176,806 1,006,618 0 1,309,361 1,368,853 1,439,137 1,437,142 1,371,341 1,006,618 Transportation Sales Tax 1,103,040 334,205 3,691,016 9,826,789 3,058,245 8,825,746 Transportation Sales Tax Fund Total: 1,103,040 334,205 3,691,016 9,826,789 3,058,245 8,825,746 Special Revenue Funds Total: 44,259,860 35,076,285 47,576,544 54,176,764 33,527,379 43,351,952 1,517,458 1,604,751 1,852,108 1,939,516 1,836,218 2,035,336 1,517,458 1,604,751 1,852,108 1,939,516 1,836,218 2,035,336 1,620,678 6,284,017 0 169,367 640,258 7,013,498 0 2,271,898 670,919 7,749,154 0 593,205 669,990 4,219,904 2,177,921 458,021 644,701 4,536,871 2,285,128 456,312 654,214 4,896,734 2,301,855 338,267 Section 8 Housing Total: Streets Engineering Traffic Engineering Public Works Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Streets Debt Service Streets Oper Capital Projects Streets Total: Transit Public Works Transit Division Hb2565 Transp Grant Transit Total: Transportation Sales Tax Fund Non-Departmental Enterprise Funds Commercial Solid Waste Public Works Commercial Collection Commercial Solid Waste Total: Residential Solid Waste Public Works Solid Waste Admin Residential Collection Residential Recycling Environmental Services 435 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget 8,074,062 9,925,654 9,013,278 7,525,836 7,923,012 8,191,070 3,647,647 2,312,949 216,355 89,000 88,881 100,000 3,647,647 2,312,949 216,355 89,000 88,881 100,000 3,553 31,329 1,560,555 1,749,589 1,153,389 826,200 3,553 31,329 1,560,555 1,749,589 1,153,389 826,200 178 14,462 157 27,954 193,619 63,774 0 0 84,386 0 0 57,500 0 0 57,500 0 0 142,900 14,797 285,347 84,386 57,500 57,500 142,900 Complex Operations/Maint Spring Training Complex Debt Service 4,868,859 0 30,576 6,215,573 0 152,078 4,009,890 660,826 147,306 3,800,315 697,487 154,291 3,879,114 661,500 154,291 3,547,238 697,487 159,780 Sports Complex Operations/Maintenance Total: 4,899,435 6,367,651 4,818,022 4,652,093 4,694,905 4,404,505 1,346,280 6,868,484 523,767 831,181 82,278 40,970 560,416 2,430,136 5,589,290 822,405 1,616,657 1,163,481 2,387,993 2,089,069 2,392,414 2,851,330 778,204 1,698,378 4,207,753 11,563,967 4,532,967 1,941,381 1,537,615 573,200 1,341,457 4,985,190 6,559,119 7,088,927 1,750,106 1,502,651 706,995 1,314,725 4,911,788 2,842,512 7,088,927 1,784,805 1,414,035 870,164 1,344,522 5,138,745 6,757,738 8,704,301 10,253,376 16,099,031 28,025,015 24,026,889 20,117,704 26,014,310 1,222 0 0 0 50,859,148 0 0 0 0 801,108 8,485 333,472 0 3,945,511 1,673,205 4,318,843 0 3,670,442 1,497,493 3,688,151 0 43,817 0 0 1,222 50,859,148 1,143,065 9,937,559 8,856,086 43,817 Residential Solid Waste Total: Solid Waste Expansion Public Works Solid Waste Expansion Solid Waste Expansion Total: Solid Waste Reserves Public Works Solid Waste Eqt Reserve Solid Waste Reserves Total: Sports Complex Equipment Reserves Community Services Sports Complex Capital Reserve Sports Complex Improvement Reser Complex Eqt Reserve Sports Complex Equipment Reserves Total: Sports Complex Operations/Maintenance Community Services Wastewater Public Works Beardsley Water Reclamation Facility Ww Collection/Prevention Ww Industrial Users Jomax Water Reclamation Facility Butler Water Reclamation Facility Ww Oper Capital Projects Ww Debt Service Wastewater Total: Wastewater Bonds Public Works Prp W/S Rev Bonds 2003 (Ww) WIFA Bonds CW-017-2009 WIFA Bonds CW-018-2009 WIFA Bonds CW-041-2009 Wastewater Bonds Total: 436 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget Wastewater Expansion Public Works Ww Expansion (Unz) 511,779 2,879,810 543,365 839,952 950,946 182,568 511,779 2,879,810 543,365 839,952 950,946 182,568 33 0 0 0 0 0 33 0 0 0 0 0 636 2,528 0 55,497 0 14,000 496 0 298,948 40,000 0 0 40,000 0 -412 0 0 0 3,164 69,497 299,444 40,000 39,588 0 8,559,328 1,095,364 1,828,406 287,315 2,242,565 2,149,613 254,552 984,480 3,163,952 756,149 939,878 844,069 2,430,222 1,830,077 1,849,558 3,149,434 904,863 3,196,945 3,006,259 375,016 1,426,545 4,491,049 1,115,160 1,387,455 12,082,170 5,263,438 1,701,273 1,906,944 3,350,164 671,611 3,275,015 2,475,913 398,137 1,220,702 4,704,423 1,426,623 1,332,885 5,849,466 5,274,368 1,689,931 1,813,152 3,335,347 696,057 3,544,527 1,914,564 390,201 1,162,519 5,273,543 968,464 1,733,758 7,841,859 6,382,913 1,386,751 1,833,944 3,334,513 695,858 3,451,463 2,028,811 401,544 1,291,294 4,773,959 840,118 1,617,420 5,947,498 5,438,990 1,328,538 1,721,705 3,404,961 510,757 4,011,703 2,196,133 417,794 1,230,683 5,221,458 0 1,505,957 4,934,015 4,404,701 Water Total: 25,535,893 40,077,969 33,587,523 36,746,835 33,042,163 30,888,405 W/S Rev Bonds 2003 (Wtr) WIFA Bonds DW-038-2009 WIFA Bonds DW-Pinnacle Pk Water -1,221 0 0 0 0 0 0 497,482 0 0 10,146,119 0 0 7,921,774 1,780,000 0 10,500 0 Water Bonds Total: -1,221 0 497,482 10,146,119 9,701,774 10,500 486,668 7,030 13,123,449 8,529,684 1,474,067 5,067,374 2,381,207 1,866,118 1,647,529 1,496,156 1,553,073 1,271,477 Wastewater Expansion Total: Wastewater Improvement Districts Public Works 83rd Ave Payback Zone Wastewater Improvement Districts Total: Wastewater Replacement & Reserves Public Works Ww Eqt Reserve Ww Reserve-Bonds Ww Replacement Wastewater Replacement & Reserves Total: Water Public Works Utilities-Water/Ww Admin Utilities Operations Admin Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Production Svcs Distribution Services Blue Staking Water Resources/Conservation Water Supply Utilities Engineering Utilities Environmental Wtr Oper Capital Projects Water Debt Service Water Bonds Public Works Water Expansion Public Works Wtr Expansion Wtr Resources Project 437 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget 493,698 21,653,133 6,541,441 4,247,325 3,143,685 2,824,550 Water Reserve-Bonds Wtr Eqt Reserve Storm Drain - NPDES 3,524 6,022 255,432 0 204,689 471,915 0 942 492,303 0 0 607,239 0 0 609,739 0 23,800 628,082 Water Replacement & Reserves Total: 264,978 676,604 493,244 607,239 609,739 651,882 Enterprise Funds Total: 55,219,874 152,842,873 88,675,284 102,605,452 92,215,590 76,316,043 464,534 627,757 618,218 663,867 0 0 1,104,795 1,102,118 0 742,685 789,291 0 1,227,424 571,197 1,745,117 0 904,987 1,075,391 0 1,537,054 528,916 1,304,972 446,552 848,508 1,095,820 0 1,556,971 444,277 1,263,398 345,509 823,784 1,333,919 0 1,503,638 499,090 997,684 737,852 866,274 1,170,286 20,750 1,428,843 341,970 1,106,034 699,431 265,717 1,087,064 661,720 1,309,742 5,430,847 6,461,503 6,399,957 6,378,392 5,720,779 5,471,678 4,579,784 5,444,826 5,398,349 5,025,534 4,572,688 4,713,700 4,579,784 5,444,826 5,398,349 5,025,534 4,572,688 4,713,700 57,183 3,011 1,763,238 1,054,601 974,114 75,603 688,333 333,000 404,324 870,481 1,137,276 0 60,194 2,817,839 1,049,718 1,021,333 1,274,805 1,137,276 3,728,979 3,446,206 222,814 3,851,766 4,473,311 356,946 3,843,342 4,577,798 417,015 3,525,848 4,322,997 1,053,646 3,472,430 4,496,813 998,338 2,657,238 4,243,975 927,257 7,397,999 8,682,023 8,838,155 8,902,491 8,967,581 7,828,470 Water Expansion Total: Water Replacement & Reserves Public Works Internal Service Funds Facilities Maintenance Engineering Design & Construction Public Works Facilities Admin Custodial Services Nighttime Facilities Services Building Maintenance Utility Management Facilities Operating Projects Technical Operations Facilities Maintenance Total: Fleet Maintenance Public Works Fleet Maintenance Fleet Maintenance Total: Fleet Reserve Public Works Fleet Reserve Streets/Transit Equipment Reserve Fleet Reserve Total: Information Technology Information Technology IT Operations IT Development Services Radio System Operations Information Technology Total: Information Technology Projects 438 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget Information Technology IT Projects 344,015 1,643,300 1,015,800 1,651,095 666,459 976,596 344,015 1,643,300 1,015,800 1,651,095 666,459 976,596 210,977 610,399 176,011 777,970 206,033 978,485 186,500 178,950 186,500 116,550 195,000 202,700 821,376 953,981 1,184,517 365,450 303,050 397,700 1,617,539 364,560 2,041,409 262,531 1,744,848 214,124 2,375,012 186,954 2,262,512 203,309 2,372,660 206,430 0 0 0 0 0 0 0 0 585,746 4,060,432 936,520 10,197,952 Insurance Reserve Total: 1,982,099 2,303,940 1,958,972 2,561,966 7,111,999 13,713,562 Internal Service Funds Total: 20,616,314 28,307,412 25,845,469 25,906,261 28,617,361 34,238,982 33,781 34,475 30,691 30,600 30,600 30,600 Fireman's Pension Total: 33,781 34,475 30,691 30,600 30,600 30,600 Trust & Agency Funds Total: 33,781 34,475 30,691 30,600 30,600 30,600 400,369 0 1,004,598 0 2,785,243 0 8,844,072 0 4,202,627 0 8,325,509 14,904,000 486,583 1,329,826 0 0 0 0 886,952 2,334,424 2,785,243 8,844,072 4,202,627 23,229,509 2,870,227 679 0 0 0 0 2,870,227 679 0 0 0 0 Information Technology Projects Total: Information Technology Reserve Information Technology Res For System Comp Eqt Res For Personal Comp Eqt Information Technology Reserve Total: Insurance Reserve City Attorney Insurance Prem/Deduct Risk Management Human Resources Workmans Comp Self Insurance Self-Insuranced Health Trust & Agency Funds Fireman's Pension Fire Vol Firefighter Pension Trust Capital Projects Funds Capital Projects - Streets/Economic Developmen Engineering County Transportation Tax Federal Funded CIP Projects Non-Departmental Streets Capital Prj Projects - Streets/Economic Development Total: Facility Projects Non-Departmental Theatre Finance Proceeds Facility Projects Total: 439 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget General Obligation Bonds Non-Departmental GO Bonds 2003 GO Bonds 2007 GO Bonds 2009 GO Bonds 2010 Proposed GO Bonds 118,223 26,246,608 1,781,901 0 0 383,604 18,590,484 15,625,459 0 0 233,886 11,525,382 21,088,386 719,301 0 13,319 10,321,834 15,768,183 33,478,938 0 0 3,976,752 7,062,754 6,286,296 0 0 2,688,055 13,501,165 9,341,156 25,601,858 28,146,732 34,599,547 33,566,955 59,582,274 17,325,802 51,132,234 2,411,011 2,519,957 0 0 0 0 2,411,011 2,519,957 0 0 0 0 0 0 8,465,753 316,207 23,351,999 430,295 29,679,282 0 11,976,990 0 4,506,000 0 0 8,781,960 23,782,293 29,679,282 11,976,990 4,506,000 3,441,184 4,204,419 3,514,031 6,972,072 3,617,379 5,399,964 Outside Source Fund Total: 3,441,184 4,204,419 3,514,031 6,972,072 3,617,379 5,399,964 Capital Projects Funds Total: 37,756,106 52,440,986 63,648,522 105,077,700 37,122,798 84,267,707 5,590,520 21,559,646 16,639,739 33,785,166 33,951,612 28,406,177 5,590,520 21,559,646 16,639,739 33,785,166 33,951,612 28,406,177 17 3 0 158,407 0 471,266 0 475,325 0 475,325 0 473,638 461,923 525,141 315,290 197,564 298,871 13,946 461,192 531,908 347,928 194,990 297,551 13,668 469,654 542,424 315,161 191,550 300,105 14,507 490,950 570,480 315,161 198,890 297,920 88,718 667,700 569,680 315,161 296,240 395,320 218,018 477,915 574,520 315,162 189,580 294,460 0 General Obligation Bonds Total: Improvement Districts Non-Departmental Park West I.D.#0601 Capital Improvement Districts Total: MDA Bonds Non-Departmental Proposed MDA Bonds Proposed HELP Loan MDA Bonds Total: Outside Source Fund Non-Departmental Capital Prj-Outside Sources Debt Service Funds General Obligation Bonds Finance Go Bonds Debt Service General Obligation Bonds Total: Improvement Districts Finance 83 Ave/Thunderbird Id 9801 Ds Parks West I.D. #0601 Debt Svc Non-Departmental N Val Pwr Cnt Id 8801 Ds Bell Rd Id 8802 Ds 75 Ave/Paradise Ln Id 9303 Ds 83rd Ave Id 9601 Ds Arrhd Ftn Cnt Id 9603 Ds Sunnyboy Id 9002 Ds 440 FY 2011 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division N Beardsley Id 9602 Ds FY 2007 Actual FY 2008 Actual FY 2009 Actual FY 2010 Budget FY 2010 Estimate FY 2011 Budget 312,111 243 0 0 0 0 2,124,866 2,005,887 2,304,665 2,437,444 2,937,444 2,325,275 4,018,607 3,807,130 7,279,870 7,696,983 7,298,699 7,926,817 MDA Bonds Total: 4,018,607 3,807,130 7,279,870 7,696,983 7,298,699 7,926,817 Debt Service Funds Total: 11,733,993 27,372,663 26,224,273 43,919,593 44,187,755 38,658,269 City Total: 289,985,134 423,734,879 377,451,533 473,300,000 362,967,972 400,750,000 Improvement Districts Total: MDA Bonds Finance Mda Debt Service 441 FY 2011 Program Budget Schedules Schedule 4 - Transfers Transfers From Fund Transfers To General Fund Sports Complex Enterprise Op Funds Enterp. Equip Reserve Fleet Equip Reserve Fleet Services General - - - - - 135,466 Percent for the Arts - - - - - - Half Cent Sales Tax 5,624,695 2,128,142 - - - - Sports Complex - - - - - 6,308 Water - - 2,586,215 - - 23,356 Wastewater - - - - - 18,685 Commercial Solid Waste - - - - - 46,713 Residential Solid Waste - - - - - 177,508 Fleet Services - - - - - - 2,281,254 175,565 664,507 - 181,378 56,249 577,000 5,000 82,000 - - 7,000 Highway User - - - - - 65,398 Streets Dev Zone 2 - - - - - - Transportation Sales Tax - - - - - - Street Light Districts - - - - - - 151,052 - - - - - Insurance Reserve Information Technology Maintenance Imprvmnt Districts $8,634,001 $2,308,707 442 $3,332,722 $0 $181,378 $536,683 FY 2011 Program Budget Schedules Schedule 4 - Transfers Information Technology IT Reserve and Project MOC Reserve MDA Debt Streets Fund Transit Fund Other Funds Total Transferred - - - 200,800 - - 10,000 $346,266 - - - 243,779 - - - $243,779 849,585 - - 1,118,806 - - - $9,721,228 - - - 108,462 - - - $114,770 - - - 67,397 - - - $2,676,968 - - - 50,146 - - - $68,831 - - - - - - - $46,713 - 17,700 - 5,741 - - - $200,949 - - - 37,145 - - - $37,145 45,852 - - - 348,602 32,618 10,320 $3,796,345 - - - - 26,000 3,000 - $700,000 - - - 116,686 - - - $182,084 - - 7,000,000 - - - - $7,000,000 - - - 3,860,963 1,000,000 1,085,000 - $5,945,963 - - - - 460,533 - - $460,533 - - - - - - - $151,052 $895,437 $17,700 $7,000,000 $5,809,925 $1,835,135 443 $1,120,618 $20,320 $31,692,626 FY 2011 Program Budget Schedules Schedule 5 - Tax Levy and Tax Rate Information BUDGET FY 2007 DESCRIPTION BUDGET FY 2008 BUDGET FY 2009 BUDGET FY 2010 PROJECTED FY 2011 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $654,000,000 $258,598,713 $395,401,287 $584,732,271 $690,000,000 323,824,937 $366,175,063 $639,664,707 $680,000,000 312,396,753 $367,603,247 $688,862,608 $535,000,000 249,754,550 $285,245,450 $723,170,421 $455,000,000 187,869,250 $267,130,750 $749,417,190 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $1,038,870,598 2,928,576 $1,250,895,733 3,242,322 $1,499,682,407 3,583,480 $1,685,613,231 3,874,799 $1,523,841,214 4,062,555 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] N/A 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 Peoria Tax Rate A. Primary Property Tax Rate B. Secondary Property Tax Rate Total Property Tax Rate N/A N/A N/A N/A $1,115,620,151 13,387,442 2,928,576 $16,316,018 $1,642,187,476 20,527,343 3,002,150 $23,529,493 $1,994,591,924 24,932,399 2,849,397 $27,781,796 $1,895,163,851 23,689,548 3,202,665 $26,892,213 $1,610,488,395 20,131,105 2,895,298 $23,026,403 $2,782,147 146,429 12,718,070 669,372 $15,500,217 815,801 $16,316,018 $2,852,042 150,107 19,500,976 1,026,367 $22,353,019 1,176,475 $23,529,493 $2,706,927 142,470 23,685,779 1,246,620 $26,392,706 1,389,090 $27,781,796 $3,042,532 160,133 22,505,071 1,184,477 $25,547,603 1,344,611 $26,892,213 $2,750,533 144,765 19,124,550 1,006,555 $21,875,083 1,151,320 $23,026,403 $0.2819 $1.2000 $1.4819 $0.2400 $1.2500 $1.4900 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 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. Calculation of legal limitations 20% Bonds FY 2011 estimated secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/10 Principal Payments FY11 Proposed Debt FY11 Estimated Debt outstanding FY11 Remaining limitation available 6% Bonds FY 2011 estimated secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/10 Principal Payments FY11 Proposed Debt FY11 Estimated Debt outstanding FY11 Remaining limitation available Truth in Taxation Calculation $1,610,488,395 322,097,679 $167,300,000 (16,940,000) 25,160,352 Previous year's primary levy Current net assessed valuation(AV) 3,202,665 1,482,481,482 175,520,352 $146,577,327 $1,610,488,395 96,629,304 $4,560,000 (995,000) 0 3,565,000 $93,064,304 444 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 = Tax Rate = 0.2160 1,482,481,482 3,202,665 0.1900 0.2160 41,359,732 89,351 (396,718) FY 2011 Program Budget Schedules Schedule 6 - Personnel Summary By Department Department Actual FY 2008 Actual FY 2009 Budget FY 2010 26.00 26.00 26.00 0.00 26.00 0.00 26.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 11.00 11.00 10.00 0.00 10.00 5.00 15.00 157.24 163.54 146.97 -2.00 144.97 -13.50 131.47 Economic Development Services 41.00 37.25 31.30 -2.00 29.30 -1.50 27.80 Engineering 42.00 40.00 43.75 -4.00 39.75 0.00 39.75 Finance 43.00 43.00 40.75 -1.00 39.75 -2.00 37.75 Finance Utilities 45.00 45.00 43.00 0.00 43.00 -1.00 42.00 173.00 170.00 167.00 0.00 167.00 -3.00 164.00 Human Resources 19.00 19.00 19.00 0.00 19.00 -1.00 18.00 Information Technology 47.00 47.00 44.00 2.00 46.00 -4.40 41.60 Management and Budget 9.00 8.00 8.00 -1.00 7.00 0.00 7.00 Mayor and Council 6.00 6.00 6.00 0.00 6.00 -6.00 0.00 22.00 22.00 22.00 0.00 22.00 -1.00 21.00 7.00 7.00 6.00 2.00 8.00 0.00 8.00 20.30 18.30 16.80 -0.80 16.00 -0.50 15.50 Police 294.50 295.50 299.00 -9.00 290.00 -3.00 287.00 Public Works 272.00 269.00 256.50 -5.00 251.50 -10.50 241.00 1,244.04 1,236.59 1,195.07 -20.80 1,174.27 -42.40 1,131.87 City Attorney City Clerk City Manager Community Services Fire Municipal Court Office of Communications Planning and Community Development City Totals: Base Change Footnote: This schedule includes all Full-time positions and only Part-time positions that receive benefits. 445 Revised FY 2010 Change in Position Budget FY 2011 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 1.00 1.00 0.00 2.00 2.00 1.00 4.00 3.00 1.00 4.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 0.00 0.00 0.00 0.00 15.00 15.00 15.00 0.00 15.00 0.00 15.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 2.00 0.00 0.00 1.00 1.00 2.00 1.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 26.00 26.00 26.00 0.00 26.00 0.00 26.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 2.00 0.00 0.00 1.00 0.00 0.00 2.00 -1.00 0.00 -1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 5.00 5.00 6.00 3.00 9.00 0.00 9.00 1.00 2.00 1.00 2.00 0.00 2.00 0.00 -2.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 2.00 -2.00 0.00 0.00 0.00 City Attorney General Fund 1000 - 0200 Civil Assistant City Attorney Business Analyst Chief Asst. City Attorney City Attorney Law Office Administrator Legal Assistant Legal Specialist Paralegal Department IT Coordinator Deputy City Attorney Legal Secretary Sr. Deputy City Attorney Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0210 Victims' Assistance Prg Legal Specialist Victim Assistance Coordinator Full Full 1000 - 0230 Criminal Assistant City Prosecutor Legal Assistant Legal Specialist Paralegal Sr Assistant City Prosecutor Legal Secretary Legal Specialist Full Full Full Full Full Full Part Insurance Reserve Fund 3200 - 3610 Risk Management Claims Coordinator Legal Specialist Legal Specialist Full Full Part City Attorney Totals: City Clerk General Fund 1000 - 0150 City Clerk Administrative Assistant II Chief Deputy City Clerk City Clerk City Clerk Specialist Deputy City Clerk Executive Assistant Records Assistant Administrative Assistant Assistant City Clerk Citizen Information Specialist Full Full Full Full Full Full Full Full Full Full 1000 - 0160 Records & Information Mgt Deputy City Clerk Records Assistant Full Full 446 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 1.00 1.00 0.00 1.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 1.00 1.00 3.00 2.00 1.00 0.00 1.00 1.00 3.00 2.00 1.00 0.00 1.00 1.00 2.00 2.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 -1.00 1.00 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 1.00 1.00 2.00 2.00 0.00 0.00 8.00 8.00 7.00 0.00 7.00 -1.00 6.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 4.00 0.00 1.00 0.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 0.00 3.00 3.00 3.00 0.00 3.00 6.00 9.00 11.00 11.00 10.00 0.00 10.00 5.00 15.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 -1.00 0.00 0.00 0.00 0.50 0.50 0.50 0.00 0.50 0.00 0.50 0.50 0.50 0.50 0.00 0.50 0.00 0.50 0.00 1.00 0.00 1.00 2.00 1.00 0.00 2.00 0.00 1.00 0.00 1.00 2.00 0.50 0.00 2.00 0.00 1.00 0.00 1.00 2.00 0.50 0.00 2.00 0.50 0.00 2.00 0.00 0.00 -0.50 1.00 -2.00 0.50 1.00 2.00 1.00 2.00 0.00 1.00 0.00 0.00 0.00 -0.60 0.00 0.00 0.00 -1.00 0.00 0.50 1.00 1.40 1.00 2.00 0.00 0.00 0.00 7.00 6.50 6.50 1.00 7.50 -1.60 5.90 1.00 0.00 0.50 1.00 1.00 1.00 0.50 0.00 1.00 1.00 0.63 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.63 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.63 0.00 2.50 2.50 2.63 0.00 2.63 0.00 2.63 1000 - 0170 Elections City Clerk Specialist Dept. Programs Support Asst. Full Full City Clerk Totals: City Manager General Fund 1000 - 0020 City Manager's Office Assistant to the City Manager City Manager Deputy City Manager Sr Executive Assistant Administrative Assistant Executive Assistant Full Full Full Full Full Full 1000 - 0025 Intergovernmental Affairs Administrative Assistant II Council Assistant Executive Assistant Grants Coordinator Intergovernmental Affairs Coordinator Intergovernmental Affairs Director Administrative Assistant Full Full Full Full Full Full Full City Manager Totals: Community Services General Fund 1000 - 0039 Commun & Pub Affairs Admin Communications & Public Affairs Direct Full Deputy Director Full Executive Assistant Full 1000 - 0042 Arts Commission Cultural Arts Coordinator Part 1000 - 1400 Community Services Administration Administrative Assistant II Community Services Director Customer Services Rep I Executive Assistant Management Analyst Administrative Assistant Deputy Director Sr. Office Assistant Part Full Full Full Full Part Full Full 1000 - 1410 Swimming Pools Aquatics Maintenance Specialist Aquatics Supervisor Recreation Coordinator Recreation Programs Supervisor Full Full Part Full 447 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 2.00 1.00 5.00 1.00 0.00 0.75 1.00 1.00 1.00 0.00 2.00 1.00 5.00 1.00 0.00 0.75 1.00 0.00 1.00 0.00 2.00 1.00 3.00 1.00 0.00 0.75 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.75 -0.75 -1.00 0.00 1.00 1.00 2.00 1.00 3.00 1.00 0.75 0.00 0.00 0.00 0.00 0.00 -0.50 0.00 0.00 0.00 -0.75 0.00 0.00 0.00 1.00 1.00 1.50 1.00 3.00 1.00 0.00 0.00 0.00 0.00 11.75 11.75 9.75 0.00 9.75 -1.25 8.50 0.00 0.00 2.00 1.00 0.00 0.00 2.00 1.00 0.00 0.00 2.00 1.00 2.00 1.00 -2.00 -1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 0.00 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 -1.00 1.00 1.00 2.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 0.00 4.00 4.00 4.00 0.00 4.00 -1.00 3.00 0.52 0.00 1.00 0.52 1.00 0.00 0.52 1.00 0.00 0.00 0.00 0.00 0.52 1.00 0.00 0.00 0.00 0.00 0.52 1.00 0.00 1.52 1.52 1.52 0.00 1.52 0.00 1.52 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 3.00 1.00 1.00 -1.00 0.00 0.00 2.00 1.00 1.00 4.00 4.00 4.00 1.00 5.00 -1.00 4.00 1.00 0.50 1.00 0.50 1.00 0.25 0.00 0.00 1.00 0.25 0.00 0.00 1.00 0.25 1.50 1.50 1.25 0.00 1.25 0.00 1.25 0.50 0.50 0.50 0.00 0.50 0.50 0.50 0.00 0.50 0.50 0.50 0.00 0.00 0.00 -0.50 0.50 0.50 0.50 0.00 0.50 0.00 0.00 0.00 -0.50 0.50 0.50 0.00 0.00 1.50 1.50 1.50 0.00 1.50 -0.50 1.00 1.00 2.00 1.00 0.00 0.00 1.00 0.00 0.00 2.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 -1.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 4.00 2.00 -2.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 -1.00 0.00 1.00 0.00 0.00 2.00 2.00 2.00 0.00 2.00 -1.00 1.00 1000 - 1420 Am/Pm Program Business Analyst Customer Services Rep II Recreation Coordinator Recreation Manager Recreation Programmer Recreation Supervisor Customer Services Rep II Customer Services Representative Customer Services Representative Dept. Programs Support Asst. Full Full Full Full Full Full Part Part Full Full 1000 - 1430 Little Learners Program Recreation Specialist I Recreation Specialist II Recreation Aide Recreation Specialist Full Full Full Full 1000 - 1450 Summer Camp Program Customer Services Rep II Recreation Coordinator Recreation Programmer Customer Services Representative Full Full Full Full 1000 - 1470 Special Interest Classes Recreation Coordinator Special Interest Class Spvsr Recreation Programs Supervisor Part Full Full 1000 - 1480 Sports Programs Recreation Coordinator Recreation Programmer Recreation Supervisor Full Full Full 1000 - 1490 Senior Program Recreation Coordinator Recreation Supervisor Full Full 1000 - 1500 Adaptive Recreation Program Recreation Coordinator Recreation Supervisor Recreation Specialist Recreation Specialist II Full Full Part Part 1000 - 1510 Special Events Program Marketing Manager Recreation Coordinator Recreation Programs Supervisor Special Events Coordinator Special Events Supervisor Full Full Full Full Full 1000 - 1520 Teen Program Teen Supervisor Recreation Programmer Recreation Programs Supervisor Full Full Full 448 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 2.00 -1.00 -1.00 2.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 0.96 1.00 0.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 1.00 0.96 0.00 0.00 0.00 2.00 0.00 0.00 3.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 3.00 1.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 0.00 -2.00 0.00 0.00 -3.00 -1.00 1.00 3.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.96 7.96 7.00 0.00 7.00 -1.00 6.00 4.00 0.00 0.00 1.75 0.00 1.00 0.50 0.50 1.00 3.00 4.00 0.00 0.50 1.75 1.00 1.00 0.00 0.00 0.00 3.00 4.00 0.00 0.50 1.75 1.00 0.00 0.00 0.00 0.00 2.40 0.00 2.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.40 4.00 2.40 0.50 1.75 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 2.00 0.50 1.75 1.00 0.00 0.00 0.00 0.00 0.00 11.75 11.25 9.65 0.00 9.65 -0.40 9.25 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 1.00 1.00 6.00 0.00 1.00 2.75 0.50 4.10 0.00 0.00 1.00 2.75 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 3.00 1.00 0.00 1.50 6.00 4.10 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.75 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 3.00 0.00 0.00 1.50 6.00 4.10 0.00 0.00 0.00 0.00 0.60 0.60 0.00 0.00 2.74 1.36 1.00 2.00 0.00 0.00 0.50 3.00 0.00 1.00 0.00 0.00 0.00 -1.50 -6.00 -4.10 0.00 0.00 0.00 0.00 -0.60 0.60 1.00 2.75 2.74 1.36 1.00 2.00 1.00 1.00 0.50 3.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.60 1.00 2.75 2.74 1.36 1.00 2.00 1.00 1.00 0.50 3.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 22.35 22.35 21.95 0.00 21.95 0.00 21.95 1000 - 1530 Community Center Administrative Assistant II Administrative Assistant Sr. Office Assistant Full Full Full 1000 - 1531 Community Park Parks & Sports Equip. Mechanic Parks & Sports Fac Crew Leader Parks & Sports Fac Worker III Sports Complex Supervisor Groundskeeper Mechanic P/T Groundskeeper Parks & Landscape Maint. Supervisor Parks & Landscape Worker Parks & R.O.W. Maint Worker Senior Parks & R.O.W. Maint Wk Senior Parks/Landscape Maintenance Small Engine Mechanic Full Full Full Full Part Full Part Full Full Full Full Full Full 1000 - 1532 Rio Vista Rec Center Custodian Customer Services Rep I Recreation Coordinator Recreation Programmer Rio Vista Manager Administrative Assistant Fitness Coordinator P/T Custodian Recreation Supervisor Sr. Office Assistant Full Full Part Part Full Full Part Part Full Full 1000 - 1540 Main Library Customer Services Rep I Librarian Librarian Library Assistant I Library Assistant II Library Assistant III Library Assistant III Library Manager Library Services Coordinator Library Specialist Library Specialist Library Supervisor Library Technology Specialist Sr Librarian Administrative Assistant Circulation Service Coordinator Library Assistant Library Assistant Library Clerk Library Operations Supervisor Part-time Librarian Part-time Library Assistant Part-time Library Clerk Sr. Office Assistant Full Full Part Part Part Part Full Full Full Part Full Full Full Full Full Full Part Full Part Full Part Part Part Full 449 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.60 0.55 3.27 1.00 1.05 2.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 4.00 3.27 0.00 0.00 0.00 1.00 1.05 3.00 0.00 0.00 1.00 0.00 0.00 2.00 0.00 3.00 3.27 0.00 0.00 0.00 0.00 0.00 -1.00 2.64 0.63 0.00 3.00 0.00 -1.00 0.00 -3.00 -3.27 0.00 0.00 0.00 1.00 1.05 2.00 2.64 0.63 1.00 3.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.05 2.00 2.64 0.63 1.00 3.00 -1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 8.42 13.32 14.32 -2.00 12.32 -1.00 11.32 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 1.00 0.00 9.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 0.50 0.00 9.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 0.50 0.00 9.00 0.00 0.00 2.00 0.50 2.00 0.50 9.00 0.00 0.00 -0.50 -0.50 0.00 -9.00 0.00 0.00 -2.00 0.50 2.00 0.50 9.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 0.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 2.00 0.50 9.00 0.35 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12.50 13.00 13.00 0.00 13.00 0.60 13.60 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 1.00 0.00 10.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 0.50 0.00 10.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 0.50 0.00 9.00 0.00 0.00 2.00 0.50 2.00 0.50 9.00 0.00 0.00 -0.50 -0.50 0.00 -9.00 0.00 0.00 -2.00 0.50 2.00 0.50 9.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.00 0.00 -1.00 0.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 2.00 0.50 8.00 0.35 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.50 14.00 13.00 0.00 13.00 -0.40 12.60 1.00 0.00 1.00 1.00 1.60 4.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.60 9.00 2.00 0.00 2.00 -2.00 0.00 1000 - 1550 Branch Library Branch Library Manager Librarian Librarian Library Assistant I Library Assistant II Library Services Coordinator Library Specialist Position Reduction - Backfill Sr Librarian Branch Librarian Library Assistant Library Clerk Part-time Librarian Part-time Library Assistant Part-time Library Clerk Full Part Full Part Part Full Full Full Full Full Full Part Part Part Part 1000 - 1560 Parks North Administrative Assistant II Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks & Sports Fac Worker III Parks Manager Parks Supervisor Administrative Assistant Groundskeeper Parks & Landscape Maint. Supervisor Parks & Landscape Worker Parks & R.O.W. Maint Worker Senior Parks & R.O.W. Maint Wk Senior Parks/Landscape Maintenance Full Full Part Full Full Full Full Part Full Full Full Full Full 1000 - 1570 Parks South Administrative Assistant II Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks & Sports Fac Worker III Parks Manager Parks Supervisor Administrative Assistant Groundskeeper Parks & Landscape Maint. Supervisor Parks & Landscape Worker Parks & R.O.W. Maint Worker Senior Parks & R.O.W. Maint Wk Senior Parks/Landscape Maintenance Full Full Part Full Full Full Full Part Full Full Full Full Full 1000 - 1590 Parks Administration Administrative Assistant Administrative Assistant II Construction Project Coordinator Construction Superintendent Groundskeeper Park Ranger Park Ranger Supervisor Parks Manager Parks Project Administrator Parks Projects Coordinator ROW Contract Compliance Officer Senior Park Ranger Full Full Full Full Part Full Full Full Full Full Full Full 450 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 0.30 0.00 0.25 0.30 1.00 0.00 1.00 1.00 0.00 1.00 0.55 1.55 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 4.00 0.00 4.00 1.00 0.00 2.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 5.00 0.00 2.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 5.00 0.00 2.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 2.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 -1.00 -1.00 -5.00 0.00 -2.00 0.00 0.00 -1.00 0.00 -1.00 -1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 2.00 5.00 1.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -3.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 0.50 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.00 19.00 18.00 1.00 19.00 -3.50 15.50 0.50 1.00 0.00 0.00 0.00 2.96 1.43 0.50 1.00 0.00 0.00 0.00 2.96 1.43 0.50 1.00 0.00 0.00 0.25 2.22 1.43 0.00 0.00 2.22 1.43 0.00 -2.22 -1.43 0.50 1.00 2.22 1.43 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 2.22 1.43 0.25 0.00 0.00 5.89 5.89 5.40 0.00 5.40 0.00 5.40 157.24 163.54 146.97 -2.00 144.97 -13.50 131.47 1000 - 1600 Contracted Landscape Maintenance Administrative Assistant II Parks Manager Right of Way Contract Supvsr Full Full Full Sports Complex Fund 2000 - 2000 Complex Operations/Maint Administrative Assistant II Facilities Operations Tech Facilities Technician II Irrigation Technician Marketing Supervisor Parks & Sports Fac Crew Leader Parks & Sports Fac Worker II Parks & Sports Fac Worker III Recreation Coordinator Sports Complex Manager Sports Complex Ops Coordinator Sports Complex Supervisor Sports Facilities Manager Administrative Assistant Building Maintenance Worker Building Utility Worker Groundskeeper P/T Groundskeeper Parks & Landscape Worker Parks & R.O.W. Maint Worker Recreation Programs Supervisor Recreation Supervisor Senior Parks & R.O.W. Maint Wk Senior Parks/Landscape Maintenance Senior Parks/Landscape Mnt Wrk Special Events Coordinator Sports Maintenance Supervisor Sports Operations Coordinator Sports Operations Supervisor Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Part Full Full Full Full Full Full Full Full Full Full Full Adult Day Program Fund 7180 - 7250 Adult Day Prg Grant Recreation Coordinator Recreation Programmer Recreation Specialist I Recreation Specialist II Recreation Supervisor Recreation Aide Recreation Specialist Full Full Part Part Full Part Part Community Services Totals: 451 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.80 1.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 -0.80 -1.00 -1.00 -1.00 -1.00 -0.50 -1.00 -1.00 -1.00 1.00 -1.00 -1.00 -1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 13.30 -10.30 3.00 -0.50 2.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 3.00 3.00 1.00 4.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 6.00 2.00 1.00 2.00 6.00 1.00 3.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 5.00 2.00 1.00 2.00 5.00 1.00 3.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 5.00 1.00 2.00 1.00 2.00 1.00 5.00 0.00 0.00 1.00 1.00 2.00 1.00 -1.00 -1.00 -2.00 -1.00 -1.00 -2.00 -5.00 -1.00 -2.00 1.00 2.00 1.00 5.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 25.00 23.00 18.00 -2.00 16.00 -2.00 14.00 Economic Development Services General Fund 1000 - 0351 Economic Development Administration Economic Development Director Executive Assistant Management Analyst Associate Engineer Associate Planner Business Analyst Business Development Specialist Civil Engineer Civil Engineer Development Plan Reviewer Economic Development Analyst Economic Development Coordinator Economic Development Manager Engineering Supervisor Planning Technician Senior Permit Specialist Full Full Full Part Full Full Full Full Part Full Full Full Full Full Full Full 1000 - 0352 Economic Development Business Development Specialist Economic Development Analyst Economic Development Coordinator Economic Development Manager Full Full Full Full 1000 - 0650 Building Safety Administrative Assistant II Building Inspector I Building Inspector II Building Inspector III Building Safety Manager Building Safety Supervisor Development Technician I Development Technician II Plans Examiner I Plans Examiner II Administrative Assistant Building Inspection Specialist Building Inspector Permit Assistant Permit Specialist Plans Examiner Senior Building Inspector Senior Permit Specialist Senior Plans Examiner Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 452 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 2.00 2.00 1.00 1.00 0.00 1.00 0.00 0.50 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.75 2.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.80 1.00 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.80 1.00 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.80 1.00 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 9.25 0.00 7.30 7.30 0.00 7.30 41.00 37.25 31.30 -2.00 29.30 -1.50 27.80 1.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 2.00 0.00 -1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 7.00 7.00 7.00 1.00 8.00 -2.00 6.00 1.00 1.00 4.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 4.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 6.00 1.00 0.75 0.00 2.00 1.00 2.00 0.00 1.00 -3.00 0.00 0.00 0.00 0.00 -1.00 -2.00 1.00 1.00 3.00 1.00 0.75 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 0.75 1.00 2.00 0.00 0.00 10.00 9.00 13.75 -5.00 8.75 1.00 9.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 5.00 0.00 5.00 1.00 6.00 0.00 0.00 0.00 1.00 8.00 3.00 0.00 0.00 0.00 1.00 8.00 2.00 0.00 0.00 0.00 1.00 8.00 2.00 1.00 8.00 2.00 -1.00 -8.00 -2.00 1.00 8.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 8.00 2.00 0.00 0.00 0.00 12.00 11.00 11.00 0.00 11.00 0.00 11.00 1000 - 0810 Development Engineering Associate Engineer Associate Engineer Associate Planner Civil Engineer Development Plan Reviewer Engineering Supervisor Engineering Technician II Planning Technician Administrative Assistant Assistant City Engineer Civil Engineer Engineering Supervisor Permit Specialist Senior Civil Engineer Senior Engineering Technician Senior Permit Specialist Part Full Full Part Full Full Full Full Full Full Full Part Full Full Full Full Economic Development Services Totals: Engineering General Fund 1000 - 0750 Engineering Admin Engineering Director Engineering Technician I Executive Assistant Property Management Agent Sr Management Analyst Sr Real Property Administrator Engineering Technician Management Analyst Management Assistant Real Property Administrator Senior GIS Technician Full Full Full Full Full Full Full Full Full Full Full 1000 - 0812 Capital Engineering Assistant City Engineer Associate Engineer Civil Engineer Engineering Supervisor Engineering Supervisor Management Assistant Sr Civil Engineer Administrative Assistant Permit Specialist Full Full Full Full Part Full Full Full Full 1000 - 0813 Design and Construction Civil Engineer Construction Project Coordinator Design & Construction Div Mgr Management Assistant Parks Projects Coordinator Full Full Full Full Full 1000 - 0820 Eng Inspection Svc Engineering Inspection Supervisor Engineering Inspector Lead Engineering Inspector Off-Site Inspection Supervisor Off-Site Inspector Senior Off-Site Inspector Full Full Full Full Full Full 453 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 3.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 4.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 0.00 1.00 2.00 1.00 2.00 2.00 1.00 0.00 1.00 2.00 1.00 2.00 2.00 1.00 0.00 1.00 2.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 9.00 9.00 7.00 0.00 7.00 0.00 7.00 42.00 40.00 43.75 -4.00 39.75 0.00 39.75 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 0.00 3.00 0.00 3.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 1.00 3.00 0.00 3.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 1.00 2.00 0.75 2.00 0.00 1.00 0.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.00 0.00 -1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 0.75 0.00 0.00 0.00 14.00 14.00 12.75 0.00 12.75 0.00 12.75 1.00 0.00 0.00 0.00 1.00 3.00 1.00 2.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 3.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 3.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 -2.00 -1.00 -1.00 1.00 2.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 Public Works-Facilities Fund 3250 - 3710 Design & Construction Construction Project Coordinator Full Design and Construction Division Mana Full Streets Fund 7000 - 7043 Traffic Engineering Assistant City Traffic Engineer City Traffic Engineer Engineering Technician II Traffic Signal System Specialist Transportation Planning Engineer Administrative Assistant Senior Engineering Technician Full Full Full Full Full Full Full Engineering Totals: Finance General Fund 1000 - 0400 Finance Admin Finance & Accounting Asst Finance Director Executive Assistant Full Full Full 1000 - 0410 Financial Services Accountant Accounting Supervisor Accounting Technician II Accounting Technician III Financial Services Manager Financial Systems Supervisor Payroll Specialist Payroll Supervisor Sr Accountant Sr Accountant Accounting Specialist Payroll Technician Senior Accounting Specialist Full Full Full Full Full Full Full Full Full Part Full Full Full 1000 - 0420 Sales Tax & Audit Associate Sales Tax Auditor Customer Services Rep II Customer Services Rep III Revenue Collection Specialist Sales Tax & Licensing Supervisor Sales Tax Auditor Business License Inspector Customer Services Representative Revenue Collections Spec Senior Customer Services Rep Full Full Full Full Full Full Full Full Full Full 454 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 -1.00 0.00 0.00 -1.00 0.00 -1.00 0.00 -1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 10.00 10.00 9.00 -1.00 8.00 -1.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 0.00 1.00 0.00 0.00 2.00 2.00 1.00 0.00 1.00 0.00 0.00 2.00 2.00 1.00 0.00 1.00 0.00 0.00 2.00 2.00 1.00 2.00 0.00 1.00 2.00 -2.00 -2.00 -1.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 -1.00 5.00 43.00 43.00 40.75 -1.00 39.75 -2.00 37.75 0.00 0.00 13.00 1.00 2.00 0.00 0.00 0.00 13.00 0.00 2.00 1.00 0.00 0.00 13.00 0.00 2.00 0.00 12.00 2.00 -13.00 0.00 -2.00 0.00 12.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12.00 2.00 0.00 0.00 0.00 0.00 16.00 16.00 15.00 -1.00 14.00 0.00 14.00 0.00 0.00 2.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 -1.00 5.00 1000 - 0440 Materials Management Administrative Assistant II Buyer I Buyer II Contract Administrator Contract Officer Materials Management Supervisor Materials Manager Administrative Assistant Business Analyst Buyer Department IT Analyst Procurement Specialist Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0490 Treasury Management Sr Accountant Treasury Manager Full Full 1000 - 0500 Inventory Control Buyer I Inventory Control Supervisor Storekeeper I Storekeeper II Procurement Specialist Storekeeper Storekeeper Assistant Full Full Full Full Full Full Full Finance Totals: Finance Utilities General Fund 1000 - 0450 Customer Service Customer Services Rep I Lead Customer Services Rep Customer Services Representative Customer Services Supervisor Senior Customer Services Rep Utility Services Supervisor Full Full Full Full Full Full 1000 - 0460 Revenue Administration Administrative Assistant II Business Analyst Management Analyst Revenue Administrator Revenue Manager Administrative Assistant Cost and Rate Analyst Department IT Analyst Financial Systems Supervisor Full Full Full Full Full Full Full Full Full 455 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 0.00 0.00 1.00 2.00 2.00 9.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 2.00 2.00 9.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 2.00 1.00 9.00 1.00 1.00 2.00 0.00 6.00 4.00 0.00 -2.00 -1.00 -9.00 -1.00 1.00 2.00 1.00 6.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 6.00 4.00 0.00 0.00 0.00 0.00 0.00 15.00 15.00 14.00 0.00 14.00 0.00 14.00 0.00 0.00 0.00 2.00 0.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 3.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 3.00 1.00 1.00 4.00 1.00 0.00 0.00 -1.00 0.00 -3.00 -1.00 1.00 4.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 8.00 8.00 8.00 1.00 9.00 0.00 9.00 45.00 45.00 43.00 0.00 43.00 -1.00 42.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 2.00 0.00 0.00 0.00 -2.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 6.00 7.00 6.00 0.00 6.00 -1.00 5.00 0.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 4.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 4.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 -1.00 -1.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.00 10.00 9.00 0.00 9.00 -1.00 8.00 1000 - 0470 Meter Services Administrative Assistant I Lead Water Meter Technician Utility Services Supervisor Water Meter Technician I Water Meter Technician II Meter Services Supervisor Senior Utility Worker Sr. Office Assistant Utility Worker Water Service Field Representative Full Full Full Full Full Full Full Full Full Full 1000 - 0480 Revenue Recovery Accounting Technician I Customer Services Rep II Lead Customer Services Rep Revenue Collection Specialist Utility Services Supervisor Accounting Specialist Billing & Collection Supervisor Customer Services Representative Senior Customer Services Rep Full Full Full Full Full Full Full Full Full Finance Utilities Totals: Fire General Fund 1000 - 1200 Fire Admin Administrative Assistant II Executive Assistant Fire Chief Management Analyst Administrative Assistant Fire Administrative Services Manager Management Assistant Sr. Office Assistant Full Full Full Full Full Full Full Full 1000 - 1210 Fire Prevention Administrative Assistant II Fire and Life Safety Educ Spec Fire Marshal Fire Prevention Inspector Fire Prevention Inspector Supervisor Plans Examiner II Administrative Assistant Fire and Life Safety Ed Spec Fire Inspector Fire Protection Engineer Permit Specialist Plans Examiner Senior Plans Examiner Full Full Full Full Full Full Full Full Full Full Full Full Full 456 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 1.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 2.00 0.00 0.00 1.00 0.00 1.00 0.00 -2.00 -1.00 -1.00 2.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 6.00 5.00 0.00 5.00 0.00 5.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 -1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 6.00 5.00 33.00 32.00 64.00 1.00 0.00 1.00 6.00 5.00 33.00 32.00 64.00 1.00 0.00 4.00 3.00 5.00 33.00 32.00 64.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 4.00 3.00 5.00 33.00 32.00 64.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 3.00 5.00 33.00 32.00 64.00 0.00 142.00 142.00 142.00 0.00 142.00 -1.00 141.00 173.00 170.00 167.00 0.00 167.00 -3.00 164.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 -1.00 1.00 1.00 0.00 1.00 -1.00 0.00 -1.00 0.00 0.00 0.00 2.00 2.00 2.00 0.00 2.00 -2.00 0.00 1000 - 1220 Fire Support Services Automotive Technician II Deputy Fire Chief Fire Physical Resources Spvsr Lead Automotive Technician Administrative Assistant Administrative Assistant I Fire Inventory Coordinator Mechanic Senior Mechanic Sr. Office Assistant Full Full Full Full Full Full Full Full Full Full 1000 - 1230 Emergency Medical Services EMS Chief EMS Coordinator Fire Battalion Chief Full Full Full 1000 - 1240 Fire Training Fire Captain Fire Training Chief Fire Battalion Chief Full Full Full 1000 - 1250 Emergency Management Emergency Preparedness Coordinator Full 1000 - 1260 Fire Operations Administrative Assistant II Deputy Fire Chief Fire Battalion Chief Fire Battalion Support Officer Fire Captain Fire Engineer Firefighter Administrative Assistant Full Full Full Full Full Full Full Full Fire Totals: Human Resources General Fund 1000 - 0060 Safety Management Safety & Training Officer Safety Specialist Training & Development Coord. Full Full Full 457 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 0.00 0.00 1.00 3.00 0.00 1.00 1.00 3.00 4.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 4.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 3.00 3.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 3.00 1.00 0.00 0.00 0.00 0.00 17.00 17.00 17.00 0.00 17.00 1.00 18.00 19.00 19.00 19.00 0.00 19.00 -1.00 18.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 3.00 2.00 0.00 0.00 2.00 1.00 0.00 0.00 3.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 3.00 2.00 0.00 0.00 2.00 1.00 1.00 1.00 3.00 1.00 4.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 3.00 2.00 0.00 0.00 2.00 1.00 0.00 1.00 2.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 2.00 4.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -2.00 -1.00 -4.00 0.00 1.00 1.00 1.00 1.00 2.00 4.00 1.00 3.00 2.00 1.00 0.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -3.00 0.00 -1.00 0.00 -1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 2.00 4.00 1.00 3.00 2.00 1.00 -3.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 23.00 23.00 21.00 0.00 21.00 -5.00 16.00 0.00 0.00 2.00 0.00 1.00 0.00 0.00 2.00 0.00 1.00 7.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 0.00 7.00 2.00 0.00 1.00 1.00 2.00 2.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 7.00 2.00 0.00 1.00 1.00 2.00 2.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 5.00 0.00 0.00 0.00 0.00 2.00 -1.00 0.00 0.00 0.00 -1.00 0.00 -2.00 -1.00 -1.00 1.00 7.00 2.00 5.00 1.00 1.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 7.60 2.00 5.00 1.00 1.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 22.00 22.00 21.00 2.00 23.00 0.60 23.60 1000 - 0070 Human Resources Administrative Assistant II Apprenticeship Program Coord. Benefits Administrator Business Analyst Compensation Administrator Executive Assistant Human Resources Analyst Human Resources Assistant Human Resources Director Human Resources Manager Human Resources Specialist Sr Human Resources Consultant Training & Development Coord. Administrative Assistant Department IT Coordinator Deputy Human Resources Director Human Resource Assistant Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Human Resources Totals: Information Technology Information Technology Fund 3300 - 3750 IT Operations Information Technology Director IT Operations Division Manager IT Security Administrator IT Technical Support Supervisor IT Technician I IT Technician II Management Analyst Network Administrator Network Engineer Network Supervisor Position Reduction - Backfill Systems Engineer Executive Assistant IT Infrastructure Technician IT Project Coordinator IT Technician Network Support Supervisor Senior IT Technician Sr. Applications Development Analyst Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 3300 - 3751 IT Development Services Administrative Assistant II Application Systems Analyst Database Administrator GIS Technician II IT GIS Analyst IT GIS Supervisor IT Project Manager IT Technical Support Supervisor Sr Application Systems Analyst Administrative Assistant Applications Development Analyst GIS Supervisor IT Development Services Manager Senior GIS Technician Senior IT Project Consultant Sr. Applications Development Analyst Web Designer/Developer Webmaster Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 458 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 1.00 1.00 2.00 0.00 2.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 2.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 47.00 47.00 44.00 2.00 46.00 -4.40 41.60 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 -1.00 1.00 -1.00 -1.00 0.00 2.00 0.00 1.00 1.00 2.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 7.00 7.00 8.00 -1.00 7.00 0.00 7.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 9.00 8.00 8.00 -1.00 7.00 0.00 7.00 2.00 0.00 4.00 2.00 0.00 4.00 2.00 0.00 4.00 -2.00 2.00 0.00 0.00 2.00 4.00 0.00 -2.00 -4.00 0.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 -6.00 0.00 6.00 6.00 6.00 0.00 6.00 -6.00 0.00 1.00 11.00 2.00 0.00 1.00 0.00 4.00 1.00 0.00 2.00 0.00 1.00 11.00 2.00 0.00 1.00 0.00 0.00 0.00 3.00 3.00 1.00 1.00 11.00 2.00 0.00 1.00 0.00 0.00 0.00 3.00 3.00 1.00 0.00 0.00 0.00 3.00 0.00 4.00 0.00 0.00 -3.00 -3.00 -1.00 1.00 11.00 2.00 3.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 11.00 1.00 3.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 22.00 22.00 22.00 0.00 22.00 -1.00 21.00 22.00 22.00 22.00 0.00 22.00 -1.00 21.00 3300 - 3760 Radio System Operations Radio Systems Engineer Systems Engineer Full Full Information Technology Totals: Management and Budget General Fund 1000 - 0430 Budget Office Budget Coordinator Cost and Rate Analyst Management & Budget Director Management Assistant Sr Budget Analyst Budget Analyst Budget Director Grants Coordinator Full Full Full Full Full Full Full Full 1000 - 0431 Development Agreement Administration Development Agreement Coordinator Management Assistant Full Full Management and Budget Totals: Mayor and Council General Fund 1000 - 0010 Mayor & City Council Administrative Assistant Administrative Assistant II Council Assistant Full Full Full Mayor and Council Totals: Municipal Court General Fund 1000 - 0250 Municipal Court Court Administrator Judicial Assistant Judicial Assistant Supervisor Lead Judicial Assistant Municipal Judge Municipal Security Guard Guard Judicial Collections Assistant Security Guard Senior Judicial Assistant Sr Security Guard Full Full Full Full Full Full Full Full Full Full Full Municipal Court Totals: 459 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 4.00 4.00 3.00 2.00 5.00 0.00 5.00 1.00 2.00 1.00 2.00 1.00 2.00 0.00 0.00 1.00 2.00 0.00 0.00 1.00 2.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 7.00 7.00 6.00 2.00 8.00 0.00 8.00 0.00 0.00 1.00 0.00 1.00 0.80 1.00 0.25 0.00 0.00 1.00 0.00 1.00 0.80 1.00 0.25 0.00 0.00 1.00 0.00 1.00 0.80 1.00 0.00 1.00 0.80 0.00 1.00 -1.00 -0.80 -1.00 0.00 1.00 0.80 1.00 1.00 0.00 0.00 0.00 0.00 -0.25 0.00 -0.47 0.00 0.00 0.00 0.00 0.00 0.75 0.80 0.53 1.00 0.00 0.00 0.00 0.00 4.05 4.05 3.80 0.00 3.80 -0.72 3.08 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 -1.00 0.00 -1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 4.00 -1.00 3.00 -0.50 2.50 4.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 1.00 0.00 1.00 0.00 2.00 1.00 1.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 -1.00 0.00 0.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 9.00 8.00 -2.00 6.00 0.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 2.00 2.00 0.00 2.00 Office of Communications General Fund 1000 - 0040 Public Information Office Public Affairs Specialist Public Information Manager Public Information Officer Web Designer/Developer Webmaster Citizen Information Specialist Full Full Full Full Full Full 1000 - 0041 Peoria Channel 11 Video Production Coordinator Video Production Specialist Full Full Office of Communications Totals: Planning and Community Development General Fund 1000 - 0570 Neighborhood Coordination Administrative Assistant II Neighborhood & Revital. Admin. Neighborhood Imp. Specialist Neighborhood Programs Coordinator Administrative Assistant Management Analyst Neighborhood Services Coordinator Neighborhood Services Manager Full Full Full Full Full Part Full Full 1000 - 0600 Community Dev Administration Executive Assistant Management Analyst Planning & Comm Dev Director Business Analyst Community Development Director Department IT Analyst Senior GIS Technician Sr Management Analyst Full Full Full Full Full Full Full Full 1000 - 0610 Planning Planner Planning Assistant Planning Manager Sr Planner Associate Planner Civil Engineer Development Plan Reviewer Parks Project Administrator Planning Technician Principal Planner Full Full Full Full Full Full Full Full Full Full 1000 - 0620 Systems Planning Parks Project Administrator Utilities Engineering Manager Full Full 460 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 0.00 0.25 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.20 0.00 0.00 0.00 1.00 0.20 0.00 0.00 0.25 0.00 0.00 0.47 0.00 0.25 1.00 0.20 0.47 0.00 0.25 0.25 1.00 0.20 1.20 0.72 1.92 20.30 18.30 16.80 -0.80 16.00 -0.50 15.50 0.00 0.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 0.00 0.00 0.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 0.00 0.00 0.00 5.00 1.00 4.00 1.00 4.00 0.00 1.00 1.00 0.00 0.00 1.00 2.00 4.00 0.00 0.00 -3.00 0.00 -1.00 1.00 0.00 -1.00 0.00 0.00 -1.00 2.00 4.00 5.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 4.00 5.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 8.50 8.50 18.00 1.00 19.00 1.00 20.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 0.00 1.00 2.00 1.00 0.00 2.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 0.00 1.00 2.00 1.00 0.00 2.00 2.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 -1.00 0.00 0.00 0.00 -2.00 -1.00 0.00 -2.00 -2.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 -1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 18.00 18.00 19.00 -8.00 11.00 -1.00 10.00 0.00 0.00 2.00 0.00 1.00 1.00 22.00 4.00 3.00 1.00 0.00 1.00 2.00 0.00 1.00 1.00 22.00 4.00 3.00 1.00 0.00 1.00 2.00 0.00 1.00 1.00 22.00 4.00 3.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 -2.00 -1.00 1.00 1.00 2.00 1.00 1.00 1.00 22.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -3.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 19.00 4.00 1.00 0.00 34.00 35.00 35.00 -1.00 34.00 -3.00 31.00 Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Administrative Assistant II Code Technician Neighborhood & Revital. Admin. Neighborhood Imp. Specialist Neighborhood Services Manager Full Full Full Full Full Planning and Community Development Totals: Police General Fund 1000 - 0550 Neighborhood Services Administrative Assistant II Animal Control Officer Code Compliance Officer Code Compliance Supervisor Park Ranger Police Manager Police Services Officer Police Special Services Supv Public Education Specialist Administrative Assistant Code Technician Neighborhood Services Manager Park Ranger Supervisor Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 1000 Police Administration Administrative Assistant II Administrative Services Spvsr Deputy Director of Police Deputy Police Chief Executive Assistant Police Chief Police Commander Police Lieutenant Police Sergeant Position Reduction - Backfill Public Information Officer Administrative Assistant Crime Analyst Management Analyst Management Assistant Police Officer Police Services Officer Public Education Specialist Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 1010 Criminal Investigation Administrative Assistant II Civilian Investigator Crime Scene Technician Pawn Specialist Police Investigative Officer Police Lieutenant Police Officer Police Sergeant Police Services Officer Administrative Assistant Full Full Full Full Full Full Full Full Full Full 461 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 1.00 6.00 100.00 15.00 9.00 0.00 1.00 1.00 0.00 0.00 1.00 5.00 100.00 15.00 5.00 0.00 2.00 0.00 0.00 0.00 1.00 5.00 99.00 15.00 5.00 0.00 2.00 0.00 2.00 0.00 1.00 -2.00 -43.00 -7.00 0.00 0.00 -2.00 0.00 2.00 0.00 2.00 3.00 56.00 8.00 5.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 7.00 1.00 3.00 1.00 0.00 0.00 2.00 1.00 2.00 3.00 63.00 9.00 8.00 1.00 0.00 0.00 133.00 128.00 127.00 -51.00 76.00 13.00 89.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 38.00 7.00 2.00 38.00 7.00 0.00 6.00 1.00 2.00 44.00 8.00 0.00 0.00 0.00 47.00 47.00 7.00 54.00 1.00 21.00 4.00 0.00 1.00 1.00 0.00 1.00 25.00 5.00 1.00 9.00 0.00 1.00 1.00 25.00 5.00 1.00 5.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 25.00 5.00 1.00 5.00 0.00 1.00 0.00 -10.00 -3.00 -1.00 -5.00 0.00 -1.00 1.00 15.00 2.00 0.00 0.00 0.00 0.00 28.00 42.00 38.00 0.00 38.00 -20.00 18.00 2.00 0.00 1.00 10.00 9.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 4.00 9.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 4.00 10.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 -4.00 -4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 0.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 3.00 1.00 2.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 28.00 15.00 15.00 -5.00 10.00 5.00 15.00 0.00 0.00 0.00 3.00 0.00 1.00 1.00 3.00 0.00 1.00 0.00 2.00 0.00 3.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 2.00 0.00 3.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 -1.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -2.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 2.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 9.00 8.00 7.00 4.00 11.00 -3.00 8.00 26.00 6.00 0.00 0.00 1.00 1.00 0.00 26.00 6.00 1.00 0.00 0.00 1.00 1.00 26.00 6.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 -1.00 -1.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 34.00 35.00 35.00 -1.00 34.00 0.00 34.00 1000 - 1020 Patrol Services - South Administrative Assistant II Civilian Investigator Police Commander Police Lieutenant Police Officer Police Sergeant Police Services Officer Vehicle Impound Coordinator Administrative Assistant Police Support Assistant Full Full Full Full Full Full Full Full Full Full 1000 - 1021 Patrol Services - North Police Lieutenant Police Officer Police Sergeant Full Full Full 1000 - 1025 Operations Support Police Lieutenant Police Officer Police Sergeant Civilian Investigator Police Services Officer Police Support Assistant Vehicle Impound Coordinator Full Full Full Full Full Full Full 1000 - 1030 Pd Technical Support Police Officer Police Property Evidence Tech Police Sergeant Police Services Officer Police Support Assistant Property & Evidence Supervisor Crime Analyst Department IT Analyst Management Analyst Police Records Supervisor Police Technical Services Manager Records Supervisor Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 1040 Staff Services Administrative Assistant II Management Assistant Police Lieutenant Police Officer Police Sergeant Administrative Assistant Bureau Manager Management Analyst Police Manager Police Services Officer Full Full Full Full Full Full Full Full Full Full 1000 - 1050 Pd Communications Communications Specialist Communications Supervisor Police Manager Police Services Specialist Communications Bureau Manager Police Support Assistant Sr. Office Assistant Full Full Full Full Full Full Full 462 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 -1.00 1.00 -1.00 1.00 1.00 2.00 2.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 -1.00 0.00 1.00 1.00 2.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 6.00 5.00 5.00 10.00 -2.00 8.00 294.50 295.50 299.00 -9.00 290.00 -3.00 287.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 -1.00 -1.00 -1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 -0.25 0.00 -0.50 0.00 0.00 0.00 0.00 1.00 0.75 1.00 0.50 1.00 0.00 0.00 0.00 4.00 4.00 5.00 0.00 5.00 -0.75 4.25 0.00 0.00 0.00 1.00 0.00 2.00 0.00 1.00 1.00 2.00 1.00 0.00 1.00 0.00 2.00 0.00 4.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 2.00 0.00 4.00 1.00 0.00 1.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 -4.00 -1.00 0.00 -1.00 -2.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 8.00 12.00 11.00 -6.00 5.00 0.00 5.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 4.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 4.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 -4.00 0.00 -1.00 0.00 0.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 8.00 8.00 1.00 9.00 0.00 9.00 1000 - 1060 Strategic Planning Accreditation/Compliance Coordinator Business Analyst Crime Analyst Management Assistant Police Equipment Coordinator Police Support Assistant Accreditation/Compliance Coord Management Analyst Police Bureau Manager Police Manager Police Records Supervisor Police Sergeant Full Full Full Full Full Full Full Full Full Full Full Full Police Totals: Public Works General Fund 1000 - 0900 Public Works Administration Administrative Assistant II Dep Director PW - Utilities Executive Assistant Management Analyst Public Works & Utilities Dir Assistant City Engineer Public Works Director Senior GIS Technician Full Full Full Full Full Full Full Full Water Utility Fund 2050 - 2050 Utilities-Water/Ww Admin Administrative Assistant II Business Analyst Dep Director PW - Utilities Management Analyst Sr Management Analyst Administrative Assistant Deputy Utilities Director Deputy Utility Director Executive Assistant Management Assistant Utilities Director Full Full Full Full Full Full Full Full Full Full Full 2050 - 2055 Utilities Operations Admin Administrative Assistant II Instrument Control Tech II Lead Instrument Control Tech Maintenance & Inv. Supt. Asst. SCADA Supervisor Utilities Operations Manager Administrative Assistant Instrumentation Technician Planner Senior Instrumentation Technician Sr. Applications Development Analyst Utility Service Examiner Utility Technician Utility Worker Full Full Full Full Full Full Full Full Full Full Full Full Full Full 463 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 0.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 0.00 3.00 0.00 0.00 0.00 1.00 5.00 1.00 0.00 3.00 1.00 3.00 5.00 0.00 -5.00 -1.00 0.00 -3.00 1.00 3.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.60 0.00 0.00 0.00 0.00 0.00 1.00 3.00 5.60 1.00 0.00 0.00 0.00 0.00 8.00 10.00 10.00 0.00 10.00 0.60 10.60 0.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 -1.00 0.00 1.00 0.00 0.00 -0.60 0.00 0.00 0.40 0.00 0.00 1.00 1.00 1.00 0.00 1.00 -0.60 0.40 0.00 0.20 0.60 0.00 0.00 0.40 0.20 0.60 0.60 0.80 2.20 0.00 0.20 1.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 2.00 0.00 0.20 1.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 2.00 1.00 0.00 0.00 2.00 3.00 0.00 0.00 -1.00 -1.00 -3.00 -2.00 1.00 0.20 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.20 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 5.60 8.20 8.20 -1.00 7.20 0.00 7.20 0.00 0.55 1.65 0.00 0.00 1.00 0.00 1.10 0.55 1.65 1.65 2.20 6.05 0.00 0.55 1.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 4.00 0.00 0.55 1.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 4.00 1.00 0.00 0.00 4.00 4.00 0.00 1.00 -1.00 0.00 -1.00 0.00 -1.00 -4.00 1.00 0.55 1.00 4.00 4.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.55 1.00 4.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.40 9.55 8.55 3.00 11.55 -1.00 10.55 0.00 1.00 2.00 0.00 1.00 2.00 0.00 1.00 2.00 3.00 -1.00 -2.00 3.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 -1.00 1.00 0.50 1.00 0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 7.00 5.00 5.00 2.00 7.00 -1.00 6.00 2050 - 2060 Greenway Potbl Wtr Trt Plant Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Plant Operations Specialist Senior Plant Operations Specialist Utility Supervisor Utility Technician Full Full Full Full Full Full Full Full 2050 - 2061 Quintero Treatment Plant Utility Plant Operator II Plant Operations Specialist Senior Plant Operations Specialist Full Full Full 2050 - 2070 Production Svcs Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Senior Equipment Operator Senior Utility Technician Senior Utility Worker Utility System Operator Utility Technician Utility Worker Full Full Full Full Full Full Full Full Full Full Full 2050 - 2080 Distribution Services Administrative Assistant II Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Administrative Assistant Management Assistant Senior Equipment Operator Senior Utility Technician Senior Utility Worker Utility System Operator Utility Technician Utility Worker Full Full Full Full Full Full Full Full Full Full Full Full Full 2050 - 2090 Blue Staking Utility Locator II Utility Locator Utility Technician Full Full Full 2050 - 2120 Water Resources/Conservation Administrative Assistant II Environmental Technician Management Assistant Recycling Technician Water Conservation Coordinator Water Resources Manager Water Resources Supervisor Department IT Analyst Senior GIS Technician Systems Engineer Water Conservation Specialist Water Resources Coordinator Full Full Full Full Full Full Full Full Full Full Full Full 464 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 1.00 1.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 0.00 -1.00 -1.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.00 8.00 4.00 -3.00 1.00 -1.00 0.00 1.00 2.00 2.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 -1.00 -1.00 -1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 7.00 8.00 8.00 -2.00 6.00 0.00 6.00 0.00 0.00 0.00 0.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 -1.00 -2.00 -1.00 -1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.00 4.00 5.00 -1.00 4.00 0.00 4.00 0.00 0.25 0.75 0.00 0.00 0.50 0.25 0.75 0.75 1.00 2.75 0.00 0.25 1.00 0.00 0.00 1.00 0.00 0.00 1.00 3.00 4.00 0.00 0.25 1.00 0.00 0.00 1.00 0.00 0.00 1.00 3.00 2.00 1.00 0.00 0.00 2.00 3.00 -1.00 0.00 0.00 -1.00 -3.00 -2.00 1.00 0.25 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 10.25 8.25 -1.00 7.25 0.00 7.25 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 2.00 0.00 1.00 0.00 0.00 2.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 0.00 3.00 3.00 3.00 3.00 6.00 0.00 6.00 2050 - 2130 Utilities Engineering Administrative Assistant Assistant City Engineer Associate Civil Engineer Civil Engineer Construction Superintendent Engineering Supervisor Engineering Technician II Senior Civil Engineer Senior Engineering Technician Senior GIS Technician Utilities Engineering Manager Full Full Full Full Full Full Full Full Full Full Full 2050 - 2135 Utilities Environmental Cross Connection Specialist Environmental Quality Assurance Offic Laboratory Technician Programs Assistant Waste Reduction Administrator Environmental Program Coordinator Environmental Program Manager Senior Water Quality Inspector Water Quality Inspector Full Full Full Full Full Full Full Full Full Wastewater Utility Fund 2400 - 2470 Beardsley Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Plant Operations Specialist Senior Plant Operations Specialist Utility Supervisor Utility Technician Full Full Full Full Full Full Full Full 2400 - 2480 Ww Collection/Prevention Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Senior Equipment Operator Senior Utility Technician Senior Utility Worker Utility System Operator Utility Technician Utility Worker Full Full Full Full Full Full Full Full Full Full Full 2400 - 2490 Ww Industrial Users Environmental Quality Assurance Offic Lead Water Quality Inspector Utility System Operator II Water Quality Inspector Dept. Programs Support Asst. Full Full Full Full Full 465 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 1.00 1.00 2.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 0.00 0.00 2.00 0.00 -2.00 0.00 0.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 4.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 0.00 4.00 1.00 0.00 2.00 0.00 0.00 0.00 0.00 1.00 0.00 4.00 1.00 0.00 2.00 2.00 1.00 1.00 4.00 0.00 0.00 -4.00 -1.00 0.00 -2.00 2.00 1.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 7.00 8.00 8.00 1.00 9.00 0.00 9.00 3.00 0.00 0.20 0.00 1.00 1.00 3.00 0.00 0.20 0.00 1.00 1.00 5.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 -1.00 -1.00 5.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 1.00 1.00 0.00 0.00 5.20 5.20 8.00 0.00 8.00 0.00 8.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 0.00 2.00 0.00 1.00 1.00 0.00 0.00 2.00 2.00 0.00 0.00 0.00 0.00 -2.00 2.00 1.00 1.00 0.00 0.00 0.00 -0.50 -0.25 0.00 0.00 0.00 0.00 1.50 0.75 1.00 0.00 0.00 0.00 4.00 4.00 4.00 0.00 4.00 -0.75 3.25 26.00 0.00 2.80 2.00 3.00 16.00 0.00 1.80 0.00 2.00 15.00 0.00 1.00 0.00 2.00 0.00 2.00 0.00 0.00 -2.00 15.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 15.00 2.00 1.00 0.00 0.00 33.80 19.80 18.00 0.00 18.00 0.00 18.00 0.00 0.00 0.00 0.00 10.00 0.00 1.00 1.00 10.00 0.00 1.00 1.00 0.00 1.00 0.00 -1.00 10.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 10.00 1.00 1.00 0.00 0.00 12.00 12.00 0.00 12.00 0.00 12.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 0.50 0.00 -1.50 0.00 0.50 1.00 0.50 0.00 4.00 4.00 3.00 0.00 3.00 -1.00 2.00 2400 - 2495 Jomax Water Reclamation Facility Utility Plant Operator II Utility Treatment Supervisor Plant Operations Specialist Utility Collections & Treatment Supervis Utility System Operator Utility Treatment Operator Full Full Full Full Full Full 2400 - 2496 Butler Water Reclamation Facility Lead Utility Plant Operator Utility Mechanic II Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Instrumentation Technician Plant Operations Specialist Senior Plant Operations Specialist Utility Collections & Treatment Supervis Utility Technician Full Full Full Full Full Full Full Full Full Full Commercial Sanitation Fund 2590 - 2720 Commercial Collection Equipment Operator Lead Equipment Operator Solid Waste Supervisor Solid Waste Worker Sanitation Worker Senior Equipment Operator Full Full Full Full Full Full Residential Sanitation Fund 2600 - 2750 Solid Waste Admin Administrative Assistant I Programs Assistant Solid Waste Manager Dept. Programs Support Asst. Sanitation Manager Sr. Office Assistant Full Full Full Full Full Full 2600 - 2760 Residential Collection Equipment Operator Lead Equipment Operator Solid Waste Supervisor Sanitation Worker Senior Equipment Operator Full Full Full Full Full 2600 - 2770 Residential Recycling Equipment Operator Lead Equipment Operator Solid Waste Supervisor Senior Equipment Operator Full Full Full Full 2600 - 2810 Environmental Services Environmental Technician Recycling Coordinator Recycling Technician Equipment Operator Full Full Full Full 466 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 -1.00 -1.00 -1.00 0.00 0.00 0.00 -1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.20 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 5.00 0.00 5.00 -0.80 4.20 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 7.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 1.00 1.00 7.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 7.00 2.00 0.00 1.00 1.00 1.00 7.00 0.00 0.00 0.00 1.00 0.00 -1.00 -7.00 -2.00 0.00 -1.00 1.00 1.00 7.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 1.00 1.00 7.00 0.25 1.00 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 15.00 15.00 13.00 -1.00 12.00 0.75 12.75 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 0.00 0.00 -2.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.00 4.00 4.00 -1.00 3.00 0.00 3.00 10.00 1.00 0.00 0.00 1.50 1.00 11.00 1.00 0.00 1.25 0.00 1.00 11.00 1.00 0.00 0.50 0.00 1.00 -5.00 0.00 3.00 -0.50 0.00 -1.00 6.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 1.00 3.00 0.00 0.00 0.00 13.50 14.25 13.50 -3.50 10.00 0.00 10.00 3.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.25 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 2.00 1.25 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 5.00 0.50 0.00 1.00 1.00 1.00 1.00 -1.00 0.00 0.00 0.00 7.00 1.75 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 -2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 1.75 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 7.00 6.25 5.25 8.50 13.75 -2.00 11.75 Storm Water Drainage System Fund 2700 - 2900 Storm Drain - NPDES Administrative Assistant II Lead Transportation Technician Public Works Operations Manager Transportation Technician I Transportation Technician II Administrative Assistant Equipment Operator Senior Equipment Operator Storm Water Maintenance Supervisor Street Maintenance Superintendent Street Maintenance Supervisor Street Maintenance Worker Full Full Full Full Full Full Full Full Full Full Full Full Fleet Maintenance Fund 3000 - 3420 Fleet Maintenance Administrative Assistant II Automotive Technician I Automotive Technician II Dep Director PW - Utilities Fleet Manager Fleet Supervisor Lead Automotive Technician Management Analyst Administrative Assistant Mechanic Mechanic Assistant Mechanic Supervisor Senior Mechanic Full Full Full Full Full Full Full Full Full Full Full Full Full Public Works-Facilities Fund 3250 - 3650 Facilities Admin Administrative Assistant II Business Analyst Facilities Manager Administrative Assistant Department IT Coordinator Facilities/Transit Operations Manager Sr. Office Assistant Full Full Full Full Full Full Full 3250 - 3660 Custodial Services Custodian Facilities Maintenance Supervisor Facilities Technician I Custodian P/T Custodian Senior Custodian Full Full Full Part Part Full 3250 - 3661 Nighttime Facilities Services Custodian Custodian Facilities Maintenance Supervisor Facilities Operations Technician Facilities Technician I Facilities Technician II Lead Custodian Building Maintenance Worker Building Utility Worker P/T Custodian Senior Custodian Full Part Full Full Full Full Full Full Full Part Full 467 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 4.00 1.00 1.00 4.00 1.00 1.00 4.00 1.00 1.00 -4.00 -1.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00 6.00 -6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 5.00 5.00 0.00 5.00 4.00 0.00 1.00 0.00 1.00 5.00 1.00 4.00 0.00 1.00 0.00 2.00 4.00 0.00 4.00 0.00 1.00 0.00 2.00 4.00 0.00 -1.00 2.00 0.00 4.00 -2.00 -4.00 0.00 3.00 2.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 1.00 4.00 0.00 0.00 0.00 12.00 11.00 11.00 -1.00 10.00 0.00 10.00 0.00 0.00 0.00 1.00 2.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 3.00 0.00 2.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 2.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 -2.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.20 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.80 3.00 0.00 0.00 0.00 7.00 7.00 6.00 0.00 6.00 0.80 6.80 0.00 3.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 4.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 1.00 0.00 4.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 1.00 1.00 -2.00 1.00 4.00 1.00 -2.00 -1.00 -1.00 0.00 -1.00 1.00 2.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 9.00 9.00 9.00 0.00 9.00 -1.00 8.00 0.00 0.00 0.00 1.00 2.00 2.00 0.00 0.00 0.00 1.00 0.00 4.00 0.00 0.00 0.00 1.00 0.00 4.00 1.00 1.00 3.00 -1.00 0.00 -4.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 3250 - 3670 Building Maintenance Building Utility Worker Facilities Maintenance Supervisor Facilities Specialist Full Full Full 3250 - 3690 Facilities Operating Projects Civil Engineer Construction Project Coordinator Construction Superintendent Facilities Maintenance Supervisor Facilities Project Coordinator Full Full Full Full Full 3250 - 3700 Technical Operations Facilities Operations Technician Facilities Systems Ops Analyst Facilities Technical Operations Supervi Facilities Technician II Building Automation Technician Building Maintenance Worker Fire and Security Technician Full Full Full Full Full Full Full Streets Fund 7000 - 7000 Streets Admin Administrative Assistant I Administrative Assistant II Programs Assistant Public Works Operations Manager Street Maintenance Supervisor Dept. Programs Support Asst. Sr. Office Assistant Streets Supervisor Full Full Full Full Full Full Full Full 7000 - 7010 Signs And Striping Lead Transportation Technician Street Maintenance Worker Transportation Mtce Specialist Transportation Technician I Transportation Technician II Equipment Operator Senior Equipment Operator Sr. Traffic Maintenance Technician Street Maint Worker Traffic Maintenance Technician Full Full Full Full Full Full Full Full Full Full 7000 - 7020 Traffic Signal Maintenance Lead Traffic Signal Technician Traffic Signal Technician I Traffic Signal Technician III Senior Traffic Signal Technician Street Light Technician Traffic Signal Technician Full Full Full Full Full Full 468 FY 2011 Program Budget Schedules Schedule 7 - Authorized Personnel * Fund/Dept Division Actual FY 2008 Actual FY 2009 Budget FY 2010 Base Change Revised FY 2010 Change in Position Budget FY 2011 4.00 0.00 0.00 0.00 6.00 0.00 2.00 0.00 1.00 4.00 1.00 4.00 0.00 0.00 0.00 5.00 0.00 0.00 2.00 1.00 4.00 1.00 4.00 0.00 0.00 0.00 5.00 0.00 0.00 2.00 1.00 4.00 1.00 0.00 4.00 1.00 2.00 0.00 1.00 0.00 -2.00 -1.00 -4.00 -1.00 4.00 4.00 1.00 2.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 4.00 1.00 2.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 18.00 17.00 17.00 0.00 17.00 -1.00 16.00 0.00 0.00 4.00 1.00 0.00 0.00 4.00 1.00 0.00 0.00 3.00 1.00 3.00 1.00 -3.00 -1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 0.00 0.00 5.00 5.00 4.00 0.00 4.00 0.00 4.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.75 0.00 1.00 3.00 4.75 0.00 0.00 2.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 3.00 4.50 0.00 0.00 2.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 3.00 3.75 0.00 0.00 -1.00 0.00 3.75 3.00 1.00 -1.00 1.00 -1.00 -1.00 0.00 0.00 0.00 -3.00 -3.75 0.00 0.00 1.00 1.00 3.75 3.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.50 0.25 1.00 0.00 -1.50 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.50 0.25 2.00 1.00 2.25 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 14.50 14.50 13.75 -2.00 11.75 -1.75 10.00 Public Works Totals: 272.00 269.00 256.50 -5.00 251.50 -10.50 241.00 City Totals: 1,244.04 1,236.59 1,195.07 -20.80 1,174.27 -42.40 1,131.87 Full Part 1,202.00 42.04 1,203.00 33.59 1,163.00 32.07 -20.00 -0.80 1,143.00 31.27 -39.65 -2.75 1,103.35 28.52 7000 - 7030 Street Maintenance Equipment Operator Lead Equipment Operator Pavement Maintenance Coordtr Public Works Inspector Street Maintenance Worker Transportation Technician II Inspector Off-Site Inspector Pavement Maintenance Technician Senior Equipment Operator Senior Off-Site Inspector Full Full Full Full Full Full Full Full Full Full Full 7000 - 7040 Sweeper Operations Equipment Operator Lead Equipment Operator Equipment Operator - Str Clean Senior Equipment Operator Full Full Full Full Transit Fund 7150 - 7200 Transit Division Administrative Assistant I Programs Assistant Transit Dispatcher Transit Operations Supervisor Transit Operator I Transit Operator I Transit Operator II Administrative Assistant Lead Transit Dispatcher Senior Transit Operator Sr. Transit Dispatcher Transit Dispatcher Transit Manager Transit Operations Manager Transit Operator Transit Operator Full Full Full Full Part Full Full Full Full Full Full Part Full Full Full Part *Schedule 7 - Authorized Personnel: This schedule counts Full Time Equivalents (FTE's) by position. (1.0 FTE is equal to 2,080 hours). Included are all Full-time positions and only Part-time positions that receive benefits. 469 FY 2011 Program Budget Schedules Schedule 8 - Debt Service ORIGINAL ISSUE GENERAL OBLIGATION BONDS Existing Debt: GO Refunding Series 1993 GO Series 1998A GO Refunding Series 1998B GO Series 2003 GO Series 2007A GO Series 2007B Refunding GO Series 2009 GO Series 2010 OUTSTANDING 07/01/2010 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS TOTAL REQUIREMENTS $9,900,000 $5,930,000 $4,030,000 $27,570,000 $94,380,000 $18,365,000 $68,440,000 $16,070,000 $0 $0 $0 $16,785,000 $70,235,000 $15,310,000 $53,460,000 $16,070,000 $0 $0 $0 $995,000 $2,910,000 $1,450,000 $12,025,000 $555,000 $0 $0 $0 $655,167 $2,887,319 $583,400 $1,755,078 $602,625 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,750 $1,750 $1,750 $1,750 $0 $0 $0 $0 $1,651,917 $5,799,069 $2,035,150 $13,781,828 $1,157,625 $244,685,000 $171,860,000 $17,935,000 $6,483,589 $0 $7,000 $24,425,589 $25,160,352 $25,160,352 $3,220,745 $508,239 $251,604 $0 $3,980,588 $269,845,352 $197,020,352 $21,155,745 $6,991,828 $251,604 $7,000 $28,406,177 $21,934,859 $1,368,605 $346,536 $1,005,000 $6,675,000 $47,000,000 $6,628,056 $413,548 $104,711 $303,682 $5,590,000 $43,405,000 $3,327,373 $207,609 $52,568 $152,452 $250,000 $1,920,000 $240,924 $9,842 $2,493 $7,228 $237,557 $1,940,963 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100 $5,000 $5,000 $3,568,297 $217,451 $55,061 $159,780 $492,557 $3,865,963 Total MDA Series 1993 $78,330,000 $56,444,997 $5,910,002 $2,439,007 $0 $10,100 $8,359,109 Total MDA Debt $78,330,000 $56,444,997 $5,910,002 $2,439,007 $0 $10,100 $8,359,109 $4,600,000 $4,600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,405,801 $14,330,000 $16,730,000 $20,150,000 $14,500,000 $1,964,789 $16,590,000 $16,200,000 $27,183,342 $42,741,542 $8,575,253 $1,577,978 $8,484,204 $4,021,623 $4,545,000 $4,190,267 $6,753,790 $10,195,000 $13,415,237 $9,994,904 $1,441,352 $6,165,000 $14,894,592 $24,953,419 $41,198,205 $8,575,253 $1,577,978 $8,484,204 $4,021,623 $4,545,000 $645,337 $760,910 $930,000 $997,825 $667,476 $87,017 $0 $0 $1,189,645 $1,708,440 $325,979 $33,520 $349,182 $165,517 $164,517 $37,539 $122,371 $206,635 $429,123 $489,246 $367,501 $53,361 $308,251 $0 $761,080 $1,297,938 $287,075 $31,710 $162,701 $77,123 $143,330 $32,141 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500 $500 $0 $1,000 $1,000 $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $768,208 $968,045 $1,359,123 $1,488,071 $1,035,977 $141,378 $308,251 $0 $1,950,725 $3,006,378 $613,054 $65,230 $511,883 $242,640 $307,847 $69,680 $190,370,727 $141,777,019 $8,062,904 $4,769,586 $0 $4,000 $12,836,490 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $190,370,727 $141,777,019 $8,062,904 $4,769,586 $0 $4,000 $12,836,490 $5,015,000 $5,610,000 $2,575,000 $2,270,000 $2,285,000 $3,800,000 $4,950,000 $1,280,000 $1,510,000 $0 $297,322 $371,875 $837,500 $4,415,000 $395,000 $465,000 $0 $297,322 $175,000 $270,000 $285,000 $80,665 $108,720 $0 $17,840 $13,780 $23,660 $187,638 $1,750 $0 $0 $0 $0 $0 $0 $500 $800 $0 $0 $800 $800 $1,000 $477,915 $574,520 $0 $315,162 $189,580 $294,460 $473,638 $26,505,000 $8,711,697 $1,887,322 $432,303 $1,750 $3,900 $2,325,275 Sub-Total Existing GO Debt Proposed Debt: Proposed GO Debt Total GO Debt MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Refunding Series 2003 MDA Refunding Series 2003 (Gen. Gov't) MDA Refunding Series 2003 (1993Sunnyboy- Water) MDA Refunding Series 2003 (1993 Sunnyboy- Wastewater) MDA Refunding Series 2003 (MSCA- Series 1993B) MDA Series 2006 Community Theater MDA Series 2008 Street Capital Projects - TST STREET REVENUE BONDS Existing Debt: 1996 HURF Revenue Total Street Revenue Debt WATER & SEWER REVENUE BONDS Existing Debt: Wastewater Revolving Debt - 1995 (WIFA) Wastewater Revolving Debt - 1997 (WIFA) 1998 Revenue Bonds - Water & Sewer Series A 2000 Water Revenue Bonds (WIFA)-Phase I 2000 Water Revenue Bonds (WIFA)-Phase II 2000 Water & Sewer Bonds (WIFA)-Phase III 2000 Water & Sewer Revenue Bonds 2006 Water Bonds (WIFA)- Drinking Water 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 1 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 2 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 3 2009 Sewer Revenue Bonds (WIFA) - Section A Sewer Rehab (CW-01 2009 Water Revenue Bonds (WIFA) - Water Lines/Station Upgrades/ 2009 Sewer Revenue Bonds (WIFA) - Sewer Rehab & Operations Bld 2009 Water Revenue Bonds (WIFA) - Beardsley WRF Ph III (CW-01 WIFA DW-127-2009 Pin Pk Wtr Ln - UT00278 Sub-total Existing Water & Sewer Revenue Debt Proposed Debt: Proposed Water Revenue Bonds Proposed Wastewater Revenue Bonds Total Water & Sewer Revenue Bonds IMPROVEMENT DISTRICTS Existing Debt: ID 8801 (North Valley Power Center) ID 8802 (Bell Road) ID 9002 (Sunnyboy) ID 9303 (East Paradise Lane) ID 9601 (83rd Ave.) ID 9603 (Arrowhead Fountains) ID 0601 Sub-Total Existing I.D. Debt Proposed I.D. Debt Proposed Debt Sub-total Proposed I.D. Debt Total ID Debt $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $26,505,000 $8,711,697 $1,887,322 $432,303 $1,750 $3,900 $2,325,275 470 FY 2011 Program Budget Schedules Schedule 8 - Debt Service ORIGINAL ISSUE SPECIAL ASSESSMENTS ID 9601 Total Special Assessments OTHER DEBT Lease Purchase -Modular Office Space Lease Purchase -Solid Waste Recycling Infrastructure Total Other Debt OUTSTANDING 07/01/2010 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS TOTAL REQUIREMENTS $1,240,000 $394,000 $134,630 $0 $0 $0 $134,630 $1,240,000 $394,000 $134,630 $0 $0 $0 $134,630 $360,000 $1,235,000 $33,041 $887,536 $33,041 $184,087 $0 $29,322 $0 $0 $0 $0 $33,041 $213,409 $1,235,000 $920,577 $217,128 $29,322 $0 $0 $246,450 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $640,000 $165,000 $300,000 $0 $77,013 $91,910 $58,580 $373,700 $0 $65,000 $0 $1,771,203 $6,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $646,000 $165,000 $300,000 $0 $77,013 $91,910 $58,580 $373,700 $0 $65,000 $0 $1,777,203 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $459,665 $98,000 $97,125 $750,000 $7,530 $2,340 $25,935 $22,100 $23,310 $21,700 $105,765 $110,000 $1,534,000 $3,277,470 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $459,665 $98,000 $97,125 $750,000 $7,530 $2,340 $25,935 $22,100 $23,310 $21,700 $105,765 $110,000 $1,534,000 $3,277,470 $5,048,673 $6,000 $0 $0 $5,054,673 $572,126,079 $405,268,642 $42,416,404 $14,668,046 $253,354 $25,000 $57,362,804 DEVELOPMENT AGREEMENTS Existing Debt: Westcor Partners, Ltd. (Target) Bell 77th DMB Circle Partners Target DIB Investments (Berge Lexus) BCC Development (Bell Acura) Phoenix Motor Co (Mercedes) Walmart Arizona Motors (Volkswagen) Infiniti Park West Development Fee Offsets and Reimbursements: Camino A Lago Offset Camino A Lago Offset Camino A Lago Reimbursement Camino A Lago Offset Rock Springs Offset Sonoran Mtn Ranch Offset Sonoran Mtn Ranch Offset Sonoran Mtn Ranch Reimbursement Vistancia Reimbursement - WRF Vistancia Reimbursement - Streets Sub-Total Dev. Fee Offsets and Reimb. Total Development Rebates/Debt GRAND TOTALS 471 FY 2011 Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2011 Comment Fed Assist to Firefighters Grt Fund Fire Fed Assist to Firefighters Grt $250,000 IT Technology Systems 543007 Total - Fire $250,000 Total - Fed Assist to Firefighters Grt Fund $250,000 Fleet Reserve Fund Public Works Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542501 542501 542502 542505 $43,976 $97,600 $903,500 $92,200 Total - Public Works $1,137,276 Total - Fleet Reserve Fund $1,137,276 Automobiles Automobiles Trucks and Vans Other Vehicles Highway User Fund Engineering Traffic Engineering $200,000 Street System 543001 Total - Engineering $200,000 Total - Highway User Fund $200,000 542007 543007 543007 543007 $400,000 $339,250 $46,426 $50,920 Total - Information Technology $836,596 Total - IT Project Fund $836,596 IT Project Fund Information Technology IT Projects IT Projects IT Projects IT Projects Computer Software IT Technology Systems IT Technology Systems IT Technology Systems IT Reserve Fund Information Technology Res For System Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt 542008 542001 542008 $195,000 Computer Hardware $25,000 Electronic Equipment $17,700 Computer Hardware Total - Information Technology $237,700 Total - IT Reserve Fund $237,700 Justice Assistance Grant Fund Police Justice Assistance Grant 542006 $5,608 Other Equipment 472 FY 2011 Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2011 Total - Police $5,608 Total - Justice Assistance Grant Fund $5,608 Comment Percent for the Arts Fund Community Services Percent For The Arts Percent For The Arts Percent For The Arts $60,000 Buildings & Improvements $157,000 Imp Other Than Land/Buildings $50,000 Imp Other Than Land/Buildings 540500 541003 541003 Total - Community Services $267,000 Total - Percent for the Arts Fund $267,000 Solid Waste Equipment Reserve Fund Public Works Solid Waste Eqt Reserve $826,200 Trucks and Vans 542502 Total - Public Works $826,200 Total - Solid Waste Equipment Reserve Fund $826,200 Sports Complex Eqt Reserve Fund Community Services Complex Eqt Reserve $142,900 Other Vehicles 542505 Total - Community Services $142,900 Total - Sports Complex Eqt Reserve Fund $142,900 State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd $28,000 Other Equipment 542006 Total - Police $28,000 Total - State Anti-Racketeering - PD Fund $28,000 Wastewater Fund Public Works Butler Water Reclamation Facility 542006 $130,000 Other Equipment Total - Public Works $130,000 Total - Wastewater Fund $130,000 Water Fund Public Works Greenway Potbl Wtr Trt Plant Greenway Potbl Wtr Trt Plant $20,000 Electronic Equipment $60,000 Water System 542001 543002 Total - Public Works $80,000 473 FY 2011 Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2011 Total - Water Fund Comment $80,000 Water Equipment Reserve Fund Public Works Wtr Eqt Reserve 542502 $23,800 Trucks and Vans Total - Public Works $23,800 Total - Water Equipment Reserve Fund $23,800 Total - Operating Capital $4,165,080 474 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Drainage Drywells PW00185CO GO Bonds 2009 4220-4220-543004 CIPDR Project Total $201,000 $201,000 Glendale-Peoria ADMP Update EN00139SY GO Bonds 2010 4240-4240-520099 CIPDR Project Total $247,000 $247,000 New River Mitigation Site PW00180LA PW00180CO Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-540000 4810-4810-543004 CIPDR CIPDR Project Total $55,876 $99,790 $155,666 Pinnacle Peak Channel; 87th Av to Agua Fria EN00134CO EN00134LA EN00134DS EN00134CO GO Bonds 2010 Proposed GO Bonds Proposed GO Bonds Proposed GO Bonds 4240-4240-543004 4250-4250-540000 4250-4250-543004 4250-4250-543004 CIPDR CIPDR CIPDR CIPDR Project Total $450,000 $455,000 $480,000 $1,615,000 $3,000,000 Rose Garden Ln Channel PW00184CO PW00184CO GO Bonds 2010 Capital Projects-Outside Srces 4240-4240-543004 4810-4810-543004 CIPDR CIPDR Project Total $100,000 $100,000 $200,000 Stormwater Assets Maintenance Program PW11130CO Capital Projects-Outside Srces 4810-4810-543004 CIPDR Project Total $125,000 $125,000 Union Hills Drainage Channel EN00137SY Proposed GO Bonds 4250-4250-520099 CIPDR Project Total $80,000 $80,000 Washington Street Storm Drainage Alley EN00286CO EN00286CO General GO Bonds 2009 1000-0310-543004 4220-4220-543004 CIPDR CIPDR Project Total $320,000 $368,235 $688,235 Westbrook Village Ct Verdict Drainage Improvements EN00003CO EN00003CO EN00003CO General GO Bonds 2009 GO Bonds 2010 1000-0310-543004 4220-4220-543004 4240-4240-543004 CIPDR CIPDR CIPDR Project Total Total - Drainage 475 $34,596 $7,866 $460,149 $502,611 $5,199,512 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Operational Facilities Arts Distribution FY2011 AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT AT02011AT General Half Cent Sales Tax Municipal Office Complex Rsv Water Water Expansion WIFA Bonds DW-038-2009 Wastewater WIFA Bonds CW-017-2009 Wastewater Expansion (Unzoned) GO Bonds 2007 GO Bonds 2009 Proposed MDA Bonds GO Bonds 2010 Proposed GO Bonds County Transportation Tax Highway User Streets Dev Zone 1 Streets Dev Zone 2 Transportation Sales Tax Dept of Interior Challenge Grant Neighborhood Park Dev Zone 1 Neighborhood Park Dev Zone 2 Neighborhood Park Dev Zone 3 Citywide Park/Rec Facility Dev Open Space Dev River Corridors & Trails Dev Library Dev General Government Dev 1000-0310-525515 1210-0350-525515 1970-1970-525515 2050-2140-525515 2161-2221-525515 2224-2294-525515 2400-2550-525515 2454-2574-525515 2510-2630-525515 4210-4210-525515 4220-4210-525515 4230-4230-525515 4240-4240-525515 4250-4250-525515 4550-4550-525515 7000-7050-525515 7001-7051-525515 7002-7052-525515 7010-7075-525515 7860-7810-525515 7901-7901-525515 7904-7904-525515 7905-7905-525515 7910-7910-525515 7915-7915-525515 7920-7920-525515 7925-7925-525515 7940-7940-525515 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total 476 $82,498 $1,081 $11,205 $44,318 $15,369 $500 $41,184 $434 $379 $18,707 $72,212 $44,000 $108,068 $158,830 $14,942 $35,904 $2,568 $48,496 $44,496 $12,662 $11,972 $354 $10,294 $2,853 $7,465 $6,264 $122 $4,404 $801,581 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Operational Facilities Chargeback Distribution FY2011 CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB CB02011CB General Water Wastewater GO Bonds 2007 GO Bonds 2009 Proposed MDA Bonds GO Bonds 2010 Proposed GO Bonds County Transportation Tax Capital Projects-Outside Srces Highway User Streets Dev Zone 2 Transportation Sales Tax Dept of Interior Challenge Grant Neighborhood Park Dev Zone 1 Neighborhood Park Dev Zone 3 Open Space Dev River Corridors & Trails Dev General Government Dev 1000-0310-525507 2050-2140-525507 2400-2550-525507 4210-4210-525507 4220-4220-525507 4230-4230-525507 4240-4240-525507 4250-4250-525507 4550-4550-525507 4810-4810-525507 7000-7050-525507 7002-7052-525507 7010-7075-525507 7860-7810-525507 7901-7901-525507 7905-7905-525507 7915-7915-525507 7920-7920-525507 7940-7940-525507 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $291,150 $111,949 $106,246 $30,000 $237,154 $62,000 $193,418 $530,094 $10,000 $33,000 $30,000 $30,000 $301,170 $37,988 $65,629 $35,000 $49,113 $39,108 $95,490 $2,288,509 City Parks Parking Lots - Asphalt Replacement PW00995CO Proposed GO Bonds 4250-4250-541003 CIPOF Project Total $75,000 $75,000 City Wide Security Study and Implementation PW00506EQ General 1000-0310-542006 CIPOF Project Total $362,747 $362,747 Citywide Telecommunications Infrastructure Upgrade IT00005EQ General 1000-0310-543007 CIPOF Project Total $250,000 $250,000 Community Center Building Addition CS00070CO CS00070CO CS00070CO CS00070CO General GO Bonds 2010 Proposed GO Bonds Citywide Park/Rec Facility Dev 1000-0310-540500 4240-4240-540500 4250-4250-540500 7910-7910-540500 CIPOF CIPOF CIPOF CIPOF Project Total $3,960,900 $991,307 $3,191,411 $273,000 $8,416,618 Council Chambers ADA Enhancements PW10300CO Municipal Office Complex Rsv 1970-1970-540500 CIPOF Project Total $332,306 $332,306 Data Backup System IT00007EQ General 1000-0310-543007 CIPOF Project Total 477 $325,000 $325,000 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Operational Facilities Enterprise Cashiering System Upgrades MS00003EQ MS00003EQ MS00003EQ General Water Wastewater Expansion (Unzoned) 1000-0310-542007 2050-2140-542007 2510-2630-542007 CIPOF CIPOF CIPOF Project Total $38,500 $38,500 $38,500 $115,500 Entertainment District Improvements ED00002SY ED00002CO ED00002CO General General General 1000-0310-520099 1000-0310-525515 1000-0310-540500 CIPOF CIPOF CIPOF Project Total $32,703 $396,040 $495,050 $923,793 Interactive Voice Response System Replacement MS00002EQ MS00002EQ MS00002EQ General Water Wastewater 1000-0310-542007 2050-2140-543007 2400-2550-543007 CIPOF CIPOF CIPOF Project Total $120,000 $120,000 $120,000 $360,000 Land Assembly Opportunity Fund ED00003LA Proposed GO Bonds 4250-4250-540000 CIPOF Project Total $3,000,000 $3,000,000 Municipal Courts Expansion PW00360CO PW00360CO PW00360CO PW00360EQ GO Bonds 2009 General Government Dev General Government Dev General Government Dev 4220-4220-540500 7940-7940-540500 7940-7940-541003 7940-7940-543007 CIPOF CIPOF CIPOF CIPOF Project Total $2,900,000 $418,318 $22,035 $438,107 $3,778,460 Network Infrastructure Replacement IT00002EQ General 1000-0310-543007 CIPOF Project Total $245,000 $245,000 Old Town Commercial Rehabilitation ED00006CO General 1000-0310-540500 CIPOF Project Total $1,175,000 $1,175,000 Parking Lot/Structure Maint. for City Buildings PW11150SY PW11150CO General General 1000-0310-520099 1000-0310-541003 CIPOF CIPOF Project Total $30,000 $35,000 $65,000 Peoria Transit Center PW00325SY Transportation Sales Tax 7010-7075-520099 CIPOF Project Total $75,000 $75,000 Reconstruct/Renovate City Office Space PW00320CO PW00320CO Half Cent Sales Tax Municipal Office Complex Rsv 1210-0350-540500 1970-1970-540500 CIPOF CIPOF Project Total 478 $88,358 $788,203 $876,561 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Operational Facilities Replace/upgrade HVAC systems at team clubhouses PW00511CO Proposed GO Bonds 4250-4250-540500 CIPOF Project Total Total - Operational Facilities $220,000 $220,000 $23,686,075 Project_Type - Parks Agua Fria/Open Space Land Acquisition CS00089LA CS00089LA CS00089LA GO Bonds 2010 Proposed GO Bonds Open Space Dev 4240-4240-540000 4250-4250-540000 7915-7915-540000 CIPPK CIPPK CIPPK Project Total $532,500 $666,667 $550,833 $1,750,000 Branch Library CS00051EQ CS00051CO Library Dev Library Dev 7925-7925-530002 7925-7925-540500 CIPLB CIPLB Project Total $180,000 $12,210 $192,210 Camino a Lago Park #1 CS00054CO Neighborhood Park Dev Zone 1 7901-7901-543005 CIPPK Project Total $651,860 $651,860 Centennial Plaza CS00134CO CS00134CO GO Bonds 2010 Proposed GO Bonds 4240-4240-543005 4250-4250-543005 CIPPK CIPPK Project Total $320,908 $3,087,934 $3,408,842 Community Park #2 CS00034DS CS00034DS CS00034DS CS00034CO CS00034DS Half Cent Sales Tax GO Bonds 2007 GO Bonds 2010 Proposed GO Bonds Proposed GO Bonds 1210-0350-543005 4210-4210-543005 4240-4240-543005 4250-4250-543005 4250-4250-543005 CIPPK CIPPK CIPPK CIPPK CIPPK Project Total $9,704 $17,861 $994,753 $4,971,491 $477,682 $6,471,491 Community Works Program COP0001CO General 1000-0310-543005 CIPPK Project Total $788,900 $788,900 Loop 303 Trail Underpasses EN00287CO EN00287CO General Half Cent Sales Tax 1000-0310-543005 1210-0350-543005 CIPRT CIPRT Project Total $20,000 $10,000 $30,000 New River Trail - Bell Road to Union Hills CS00120CO CS00120CO GO Bonds 2007 GO Bonds 2010 4210-4210-543005 4240-4240-543005 CIPRT CIPRT Project Total 479 $69,457 $1,010,000 $1,079,457 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Parks New River Trail - Grand Avenue Underpass CS00084CO GO Bonds 2007 4210-4210-543005 CIPRT Project Total $600,288 $600,288 New River Trail - Northern to Olive Avenue CS00125CO CS00125CO CS00125CO Proposed GO Bonds Capital Projects-Outside Srces River Corridors & Trails Dev 4250-4250-543005 4810-4810-543005 7920-7920-543005 CIPRT CIPRT CIPRT Project Total $125,000 $2,700,000 $75,000 $2,900,000 New River Trail - Olive Avenue Underpass CS00142CO CS00142CO Proposed GO Bonds Capital Projects-Outside Srces 4250-4250-543005 4810-4810-543005 CIPRT CIPRT Project Total $500,000 $700,000 $1,200,000 New River Trail - Peoria Avenue Underpass CS00065CO CS00065CO General GO Bonds 2010 1000-0310-543005 4240-4240-543005 CIPRT CIPRT Project Total $542,326 $350,308 $892,634 Osuna Park Renovations CS00095CO CS00095CO CS00095CO GO Bonds 2007 GO Bonds 2009 Proposed GO Bonds 4210-4210-543005 4220-4220-543005 4250-4250-543005 CIPPK CIPPK CIPPK Project Total $372,485 $604,950 $500,000 $1,477,435 Palo Verde Park and Open Space CS00113CO CS00113CO General Open Space Dev 1000-0310-543005 7915-7915-543005 CIPPK CIPPK Project Total $643,500 $746,525 $1,390,025 Rio Vista Park CS00021CO CS00021CO Citywide Park/Rec Facility Dev Citizen Donations-CS 7910-7910-543005 8010-8010-543005 CIPPK CIPPK Project Total $12,314 $3,999 $16,313 Scotland Yard Neighborhood Park (93rd Av & Cholla) CS00123CO CS00123CO CS00123CO GO Bonds 2010 Proposed GO Bonds Neighborhood Park Dev Zone 1 4240-4240-543005 4250-4250-543005 7901-7901-543005 CIPPK CIPPK CIPPK Project Total $1,010,585 $235,000 $545,327 $1,790,912 Skunk Creek Trailhead @ 83rd Avenue CS00091CO CS00091CO CS00091CO GO Bonds 2007 GO Bonds 2010 River Corridors & Trails Dev 4210-4210-543005 4240-4240-543005 7920-7920-543005 CIPRT CIPRT CIPRT Project Total $462,269 $102,000 $346,419 $910,688 Sports Complex Field Lighting CS00092CO General 1000-0310-543005 CIPPK Project Total 480 $100,000 $100,000 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Parks Sports Complex Improvements CS00022CO General 1000-0310-543005 CIPPK Project Total $350,000 $350,000 Sports Complex Trail CS00146CO CS00146CO Proposed GO Bonds River Corridors & Trails Dev 4250-4250-543005 7920-7920-543005 CIPRT CIPRT Project Total $479,000 $225,000 $704,000 Vistancia Neighborhood Park #2 CS00124CO Neighborhood Park Dev Zone 3 7905-7905-543005 CIPPK Project Total $1,029,400 $1,029,400 West Wing Park CS00057CO CS00057CO General Neighborhood Park Dev Zone 2 1000-0310-543005 7904-7904-543005 CIPPK CIPPK Project Total Total - Parks $946 $35,399 $36,345 $27,770,800 Project_Type - Public Safety 800MHz Radios FD00014EQ General 1000-0310-542006 CIPPS Project Total $975,000 $975,000 CAD Replacement PD00013SY PD00013EQ GO Bonds 2010 Proposed GO Bonds 4240-4240-520099 4250-4250-543007 CIPPS CIPPS Project Total $37,000 $3,000,000 $3,037,000 Records Management Info System/CAD Upgrade PD00007EQ PD00007EQ Half Cent Sales Tax Law Enforcement Dev 1210-0350-543007 7930-7930-543007 CIPPS CIPPS Project Total $62,784 $1,759 $64,543 Self Contained Breathing Apparatus FD00100EQ General 1000-0310-530023 CIPPS Project Total $126,789 $126,789 Support Services Facility - Land Acquisition FD00102LA FD00102LA GO Bonds 2010 Fire & Emergency Svc Dev 4240-4240-540000 7935-7935-540000 CIPPS CIPPS Project Total Total - Public Safety $430,000 $70,000 $500,000 $4,703,332 Project_Type - Streets 103rd Av & Northern Av Partial Reconstruction PW11140CO Highway User 7000-7050-543001 CIPST Project Total 481 $405,000 $405,000 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Streets 75th Av & Thunderbird Rd Intersection Improvement EN00089LA EN00089DS EN00089CO EN00089LA EN00089CO EN00089DS Federal Funded CIP Projects Federal Funded CIP Projects Federal Funded CIP Projects Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 4555-4555-540000 4555-4555-543001 4555-4555-543001 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST CIPST Project Total $350,000 $455,000 $1,050,000 $150,000 $450,000 $195,000 $2,650,000 83rd Av Street and Drainage Improvements EN00313CO EN00313DS EN00313DS EN00313CO EN00313CO GO Bonds 2009 County Transportation Tax Federal Funded CIP Projects Federal Funded CIP Projects Streets Dev Zone 1 4220-4220-543001 4550-4550-543001 4555-4555-543001 4555-4555-543001 7001-7051-543001 CIPST CIPST CIPST CIPST CIPST Project Total $1,240,542 $234,469 $560,000 $3,494,000 $256,887 $5,785,898 83rd Av Widening; Williams Rd to Calle Lejos EN00162CO EN00162CO Proposed MDA Bonds Capital Projects-Outside Srces 4230-4230-543001 4810-4810-543001 CIPST CIPST Project Total $4,400,000 $116,202 $4,516,202 84th Av Streetscape PW00207CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $655,506 $655,506 91st Av & Olive Av Intersection (Interim) PW00245CO GO Bonds 2007 4210-4210-543001 CIPST Project Total $147,677 $147,677 ADA Sidewalk Ramps PW00025CO General 1000-0310-543001 CIPST Project Total $85,000 $85,000 Arterial Street Overlay Program - Asphalt Rubber PW00992CO PW00992CO GO Bonds 2010 Highway User 4240-4240-543001 7000-7050-543001 CIPST CIPST Project Total $50,000 $330,566 $380,566 Beardsley Rd Extension PW00152CO PW00152LA PW00152DS GO Bonds 2009 County Transportation Tax County Transportation Tax 4220-4220-543001 4550-4550-540000 4550-4550-543001 CIPST CIPST CIPST Project Total $4,748,599 $40,000 $295,725 $5,084,324 Beardsley Rd; 99th Av to Lake Pleasant Rd PW00065CO Streets Dev Zone 2 7002-7052-543001 CIPST Project Total $4,049,605 $4,049,605 Bell Park Sound Wall EN00246CO General 1000-0310-543001 CIPST Project Total 482 $250,000 $250,000 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Streets Bridge Maintenance and Management Program EN00243CO EN00243CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPST CIPST Project Total $100,000 $268,665 $368,665 Community Works Program COP0001CO COP0001CO General Highway User 1000-0310-543001 7000-7050-543001 CIPST CIPST Project Total $786,000 $220,734 $1,006,734 Cotton Crossing; Monroe St to Mountain View Rd EN00069CO County Transportation Tax 4550-4550-543001 CIPST Project Total $5,800,000 $5,800,000 Deer Valley Road Reconstruction & Overlay Project PW01005CO GO Bonds 2010 4240-4240-543001 CIPST Project Total $250,000 $250,000 Dirt Shoulders, Dust Abatement PM-10 Project PW01001CO Highway User 7000-7050-543001 CIPST Project Total $174,783 $174,783 Grand Av Landscaping; L101-Peoria Av EN00214CO EN00214CO GO Bonds 2009 Capital Projects-Outside Srces 4220-4220-543001 4810-4810-543001 CIPST CIPST Project Total $50,000 $100,000 $150,000 Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) EN00241LA EN00241DS EN00241LA EN00241DS EN00241LA EN00241CO County Transportation Tax County Transportation Tax Federal Funded CIP Projects Federal Funded CIP Projects Transportation Sales Tax Transportation Sales Tax 4550-4550-540000 4550-4550-543001 4555-4555-540000 4555-4555-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST CIPST Project Total $58,006 $708,367 $5,565,000 $3,430,000 $2,326,994 $199,045 $12,287,412 Liberty H.S. Second Access (95th Av) EN00318CO General 1000-0310-543001 CIPST Project Total $345,000 $345,000 Loop 303 Interchanges EN00242CO County Transportation Tax 4550-4550-543001 CIPST Project Total $850,000 $850,000 Major Street Repairs PW00027CO Highway User 7000-7050-543001 CIPST Project Total $351,292 $351,292 Northern Av Parkway EN00142LA EN00142LA GO Bonds 2009 Transportation Sales Tax 4220-4220-540000 7010-7075-540000 CIPST CIPST Project Total 483 $2,000,358 $2,226,000 $4,226,358 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Streets Olive Av & L101 TI Improvements EN00219CO EN00219CO GO Bonds 2007 County Transportation Tax 4210-4210-543001 4550-4550-543001 CIPST CIPST Project Total $20,000 $100,000 $120,000 Pinnacle Peak Rd & 102nd Av Widening; 107-91 Av EN00151LA EN00151DS EN00151LA GO Bonds 2010 Streets Dev Zone 2 Transportation Sales Tax 4240-4240-540000 7002-7052-543001 7010-7075-540000 CIPST CIPST CIPST Project Total $553,252 $800,000 $250,000 $1,603,252 Resurvey Benchmarks PW00137SY General 1000-0310-520099 CIPST Project Total $214,000 $214,000 Sidewalks Annual Program PW00046CO Highway User 7000-7050-543001 CIPST Project Total $90,000 $90,000 Street Light Infill Program PW11160CO Highway User 7000-7050-543001 CIPST Project Total $100,000 $100,000 Street Lighting Upgrade and Replacement PW00991CO Highway User 7000-7050-543001 CIPST Project Total $25,000 $25,000 Street Maintenance Program PW00138CO Highway User 7000-7050-543001 CIPST Project Total $2,000,000 $2,000,000 Sun Air Estates Privacy Wall EN00277CO EN00277CO GO Bonds 2010 Proposed GO Bonds 4240-4240-543001 4250-4250-543001 CIPST CIPST Project Total $285,901 $397,000 $682,901 Thunderbird Rd Widening Rehab; L101-95th Av EN00011LA EN00011LA EN00011LA GO Bonds 2007 GO Bonds 2009 Capital Projects-Outside Srces 4210-4210-540000 4220-4220-540000 4810-4810-540000 CIPST CIPST CIPST Project Total $640,896 $1,142,461 $130,096 $1,913,453 Traffic Signal Emergency Operations ITS EN00225CO EN00225DS EN00225CO Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $700,000 $200,000 $300,000 $1,200,000 Traffic Signal Equipment Replacement PW00993CO Highway User 7000-7050-543001 CIPST Project Total 484 $144,308 $144,308 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Streets Traffic Signal Program EN00170CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $733,000 $733,000 Truck Route EN00271DS EN00271LA GO Bonds 2010 Proposed GO Bonds 4240-4240-543001 4250-4250-540000 CIPST CIPST Project Total $864,007 $1,356,749 $2,220,756 Utility Undergrounding Program CD00003SY County Transportation Tax 4550-4550-520099 CIPST Project Total $200,000 $200,000 Washington St & 83rd Av Streetscape CD00002CB CD00002AT CD00002CO GO Bonds 2007 GO Bonds 2007 GO Bonds 2007 4210-4210-543001 4210-4210-543001 4210-4210-543001 CIPST CIPST CIPST Project Total $5,000 $2,289 $228,914 $236,203 Westfield Estates Unit 9 Sound Wall EN00324CO County Transportation Tax 4550-4550-543001 CIPST Project Total Total - Streets $14,000 $14,000 $61,316,895 Project_Type - Traffic Controls Traffic Signal Interconnect Project (TSIP) PW00133CO PW00133CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPTC CIPTC Project Total $440,000 $429,905 $869,905 Traffic Signal Program EN00170CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total Total - Traffic Controls $20,965 $20,965 $890,870 Project_Type - Wastewater 83rd Av Reclaimed Water Line UT00305CO UT00305DS Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total $502,666 $55,770 $558,436 83rd Av Street and Drainage Improvements EN00313DS EN00313CO Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total 485 $39,621 $405,614 $445,235 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Wastewater Beardsley Water Reclamation Facility Improvements UT00124CO WIFA Bonds CW-017-2009 2454-2574-543003 CIPWW Project Total $43,383 $43,383 Beardsley WRF Recharge Basins UT00300CO UT00300CO UT00300CO UT00300CO Water Wastewater Dept of Interior Challenge Grant Dept of Interior Challenge Grant 2050-2140-543002 2400-2550-543003 7860-7810-543002 7860-7810-543003 CIPWW CIPWW CIPWW CIPWW Project Total $288,930 $195,772 $283,320 $190,162 $958,184 Butler Drive Water Reclamation Facility UT00031LA UT00031CO Wastewater Wastewater 2400-2550-540000 2400-2550-543003 CIPWW CIPWW Project Total $1,500,000 $170,000 $1,670,000 Butler WRF Effluent Line Modifications UT00299CO UT00299CO UT00299CO UT00299CO Water Wastewater Dept of Interior Challenge Grant Dept of Interior Challenge Grant 2050-2140-543002 2400-2550-543003 7860-7810-543002 7860-7810-543003 CIPWW CIPWW CIPWW CIPWW Project Total $302,369 $230,489 $296,497 $224,618 $1,053,973 Condition Assessment of Remote Sites UT00256SY Wastewater 2400-2550-520099 CIPWW Project Total $150,000 $150,000 Happy Valley Road 8-inch Sewer; 91st to 85th Av UT00277CO Wastewater 2400-2550-543003 CIPWW Project Total $67,071 $67,071 Lake Plsnt Pkwy 21/18-inch Sewer; Dynamite-L303 UT00151DS Wastewater Expansion (Unzoned) 2510-2630-543003 CIPWW Project Total $27,924 $27,924 Lift Station Reconditioning UT00116CO Wastewater 2400-2550-543003 CIPWW Project Total $22,289 $22,289 Loop 303 Wastewater Line Crossings UT00254CO UT00254CO Wastewater Wastewater Expansion (Unzoned) 2400-2550-543003 2510-2630-543003 CIPWW CIPWW Project Total $10,000 $10,000 $20,000 Manhole Rehabilitation UT00307EQ Wastewater 2400-2550-542006 CIPWW Project Total $100,000 $100,000 Miscellaneous Local Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543003 CIPWW Project Total 486 $335,149 $335,149 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Wastewater Trunk Sewer Line Inspection UT00295SY Wastewater 2400-2550-520099 CIPWW Project Total $557,465 $557,465 Trunk Sewer Rehabilitation UT00296CO Wastewater 2400-2550-543003 CIPWW Project Total $1,927,758 $1,927,758 Utility Security Upgrades UT00262CO Wastewater 2400-2550-543003 CIPWW Project Total $185,644 $185,644 Water & Wastewater Rate Study UT00298SY Wastewater 2400-2550-520099 CIPWW Project Total Total - Wastewater $10,000 $10,000 $8,132,511 Project_Type - Water 75 Av 16-inch Waterline, Thunderbird & Cholla UT00143DS Water 2050-2140-543002 CIPWR Project Total $20,000 $20,000 83rd Av Reclaimed Water Line UT00305CO UT00305DS Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $502,666 $55,770 $558,436 83rd Av Street and Drainage Improvements EN00313CO EN00313DS Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $405,614 $39,621 $445,235 99th Avenue & Rose Garden Well Equipping UT00288CO WIFA Bonds DW-038-2009 2224-2294-543002 CIPWR Project Total $5,000 $5,000 CAP Water Rights - GRIC UT00033OT Water Resource Project 2169-2229-543002 CIPWR Project Total $1,141,477 $1,141,477 Condition Assessment of Remote Sites UT00256SY Water 2050-2140-520099 CIPWR Project Total $150,000 $150,000 Fire Hydrant Infill UT00204CO Water 2050-2140-543002 CIPWR Project Total $50,000 $50,000 Greenway Water Treatment Plant Bromate Mitigation UT00253DS Water 2050-2140-543002 CIPWR Project Total 487 $112,594 $112,594 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Water Greenway Water Treatment Plant Improvements UT00255CO Water 2050-2140-543002 CIPWR Project Total $40,527 $40,527 Greenway WTP Facility Maintenance UT00287CO Water 2050-2140-543002 CIPWR Project Total $50,000 $50,000 Happy Valley Rd 16-inch Water; Terramar-LPP UT00199CO Water 2050-2140-543002 CIPWR Project Total $150,859 $150,859 Hatcher Rd - 8-inch Waterline; 75th to 77th Av UT00098CO Water 2050-2140-543002 CIPWR Project Total $700,000 $700,000 Lake Plsnt Pkwy 24-inch Waterline; Dynamite-L303 UT00148DS Water Expansion 2161-2221-543002 CIPWR Project Total $15,772 $15,772 Lone Mtn Pkwy 36-inch Waterline; El Mirage to L303 UT00233DS Water 2050-2140-543002 CIPWR Project Total $260,000 $260,000 Loop 303 Waterline Crossings UT00249CO UT00249CO Water Water Expansion 2050-2140-543002 2161-2221-543002 CIPWR CIPWR Project Total $10,000 $10,000 $20,000 Miscellaneous Local Waterline Improvements UT00203CO Water 2050-2140-543002 CIPWR Project Total $250,000 $250,000 New River Agua Fria Underground Storage Project UT00149CO Water Expansion 2161-2221-543002 CIPWR Project Total $300,000 $300,000 Pyramid Peak Water Treatment Plant - Upgrades UT00037CO Water Expansion 2161-2221-543002 CIPWR Project Total $480,603 $480,603 Security Master Plan UT00257SY Wastewater 2400-2550-520099 CIPWR Project Total $25,000 $25,000 Sports Complex Well Modifications UT00297CO UT00297CO UT00297CO General Water Dept of Interior Challenge Grant 1000-0310-543002 2050-2140-543002 7860-7810-543002 CIPWR CIPWR CIPWR Project Total $571,677 $158,416 $271,638 $1,001,731 Stone Well Site Rehabilitation UT00289SY WIFA Bonds DW-038-2009 2224-2294-520099 CIPWR Project Total 488 $5,000 $5,000 FY 2011 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2011 Project_Type - Water Utility Security Upgrades UT00262CO Water 2050-2140-543002 CIPWR Project Total $61,882 $61,882 Water & Wastewater Rate Study UT00298SY Water 2050-2140-520099 CIPWR Project Total $10,000 $10,000 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $650,000 $650,000 Wells - New Construction UT00117CO Water Expansion 2161-2221-543002 CIPWR Project Total $346,535 $346,535 West Agua Fria Water Lines UT00170CO Water Expansion 2161-2221-543002 CIPWR Project Total $384,003 $384,003 Zone 2/3 Booster - Pressure Reducing Valve Station UT00136SY Water Expansion 2161-2221-520099 CIPWR Project Total $791 $791 Zone 3/2 Flow Metering and PRVs UT00302CO UT00302DS Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total 489 $312,848 $37,152 $350,000 Total - Water $7,585,445 Total FY 11 CIP $139,285,440 490 Suppl. # 0042-01 0042-02 0042-03 0042-04 1400-01 1400-02 1400-03 1410-01 1410-02 1410-03 1410-04 1410-05 1410-06 1420-01 1420-02 1420-03 0020-01 0025-02 Total - City Manager 0150-02 0150-03 0150-04 0150-05 Total - City Clerk 0200-01 0200-02 0200-03 0210-01 0230-01 0230-02 0230-03 Total - City Attorney Community Services Arts Commission Arts Commission Arts Commission Arts Commission Community Services Administration Community Services Administration Community Services Administration Swimming Pools Swimming Pools Swimming Pools Swimming Pools Swimming Pools Swimming Pools Am/Pm Program Am/Pm Program Am/Pm Program City Manager City Manager's Office Governmental Affairs City Clerk City Clerk City Clerk City Clerk City Clerk City Attorney Civil Civil Civil Victims' Assistance Prg Criminal Criminal Criminal General Fund Fund / Department / Division Arts Grant Reduction Art Operating and Festival Grants Art Restoration and Repair Gallery Space at City Hall Reduce Deputy Director position Reduce Part time Customer Service Rep position Budgetary savings due to internal policy changes Limit closing hours of weekend open swim Delay opening at Sunrise Pool Open Swim at Sunrise Pool Open Swim at Centennial Pool Gas Reduction Staffing Efficiencies Reduce Part Time Customer Service Rep position Loss of first hour AM/PM program offering AM/PM Program Participant Decline Reduce Sr. Executive Assistant position Transportation Planning Contract Municipal Election Scrubbing Effort Budget Reductions Travel & Training Eliminations Eliminate Paper Council Meeting Packets Reduction in Operating Expenditures Paperwork Reduction Savings Civil Division Membership and Training Reductions Victim Assistance Operating Expenditure reductions Paperwork Reduction Savings Reduction in Operating Expenditures Prosecution Membership and Training Reductions Supplemental Description $0 $115,000 $15,000 $77,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $85,000 $85,000 $118,500 $0 $0 $0 $118,500 $0 $0 $0 $0 $0 $0 $0 $0 ($4,000) $0 $0 $0 ($170,015) ($2,923) ($800) ($9,717) ($1,801) ($8,106) ($5,084) ($6,000) ($7,445) ($51,652) ($85,425) ($65,851) ($72,197) $0 ($72,197) $0 ($4,000) ($5,550) ($9,000) ($18,550) ($7,865) ($600) ($3,870) ($400) ($2,500) ($1,670) ($1,190) ($18,095) FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department ($4,000) $115,000 $15,000 $77,100 ($170,015) ($2,923) ($800) ($9,717) ($1,801) ($8,106) ($5,084) ($6,000) ($7,445) ($51,652) ($85,425) ($65,851) ($72,197) $85,000 $12,803 $118,500 ($4,000) ($5,550) ($9,000) $99,950 ($7,865) ($600) ($3,870) ($400) ($2,500) ($1,670) ($1,190) ($18,095) FY 2011 Total Cost FY 2011 Program Budget Schedules Am/Pm Program Am/Pm Program Little Learners Program Summer Recreation Program Summer Camp Program Summer Camp Program Special Interest Classes Special Interest Classes Special Interest Classes Sports Programs Sports Programs Sports Programs Sports Programs Sports Programs Senior Program Adaptive Recreation Program Adaptive Recreation Program Special Events Program Special Events Program Special Events Program Teen Program Teen Program Community Center Community Park Community Park Community Park Community Park Community Park Rio Vista Rec Center Rio Vista Rec Center Main Library Main Library Branch Library Branch Library Branch Library Branch Library Parks North Parks North Parks North Fund / Department / Division 1420-04 1420-05 1430-01 1440-01 1450-01 1450-02 1470-01 1470-02 1470-03 1480-01 1480-02 1480-03 1480-04 1480-05 1490-01 1500-01 1500-02 1510-01 1510-02 1510-03 1520-01 1520-02 1530-01 1531-01 1531-02 1531-03 1531-04 1531-05 1532-01 1532-02 1540-01 1540-02 1550-01 1550-02 1550-03 1550-04 1560-01 1560-02 1560-03 Suppl. # Reduction in food costs for AM/PM Program Increased licensing fees Little Learners Program Budgetary Savings Reduce Recreation Programmer Position Lowered Enrollment in Summer Camp Program Reduction in Staffing Costs Additional Budgetary Savings Renegotiate Contractual Agreements Reduce Special Events Coordinator Position Elimination of Sand Volleyball Tournaments Elimination of March Madness Basketball Event Elimination of Junior Golf Tournaments New negotiated rate for contracted officials Changes in business practices Operating expenditure reductions Reduce Recreation Specialist position PTNB Salary Savings Changes to July 4th Event Centennial Community Events Reduce FT Programmer position Step OUT Salary Savings Budgetary Savings Reduce Parks & Sports Facility Position Utilities Conservation Community Park Building and Grounds Community Park Professional Services Community Park Supplies Reduce Customer Service Rep position Additional Budget Reductions Library Collection Management System Reduction in Book Budget at Main Library Branch Library Vehicle Reduction Reduce Backfill Position Reduction Book Budget Reduction Grounds Detention Contract Reductions to Parks North Operating Expenditures Tot Lot Resurfacing at Parkridge Park Tot Lot Replacement at Apache Park Supplemental Description $0 $44,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,264 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,888 ($40,000) $0 $0 ($40,000) $0 $0 $8,000 $38,000 ($20,000) $0 $34,000 ($3,450) ($35,218) ($15,000) ($33,614) ($35,000) ($15,000) ($81,355) ($1,079) ($516) ($1,411) ($13,755) ($7,412) ($8,071) ($13,856) ($3,381) ($5,000) $0 ($28,856) ($19,271) ($10,544) ($23,885) ($5,000) ($5,000) ($1,300) ($19,974) ($13,808) ($53,300) $0 $0 ($3,531) ($25,320) $0 ($13,260) ($12,573) $0 $0 FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department ($20,000) $44,500 $34,000 ($3,450) ($35,218) ($15,000) ($33,614) ($35,000) ($15,000) ($81,355) ($1,079) ($516) ($1,411) ($13,755) ($7,412) ($8,071) ($13,856) ($3,381) ($5,000) $10,264 ($28,856) ($19,271) ($10,544) ($23,885) ($5,000) ($5,000) ($1,300) ($19,974) ($13,808) ($53,300) $12,888 ($40,000) ($3,531) ($25,320) ($40,000) ($13,260) ($12,573) $8,000 $38,000 FY 2011 Total Cost FY 2011 Program Budget Schedules 491 Suppl. # 492 Finance Utilities Customer Service Revenue Administration Revenue Administration Meter Services Meter Services Revenue Recovery Revenue Recovery Finance Financial Services Materials Management Materials Management Treasury Management Inventory Control Engineering Engineering Admin 0450-01 0460-01 0460-02 0470-01 0470-02 0480-01 0480-02 Total - Finance Utilities 0410-01 0440-01 0440-02 0490-01 0500-02 Total - Finance 0750-01 Total - Engineering Economic Development Services Economic Development Services 0351-02 Administration Business and Real Estate Development 0352-01 Business and Real Estate Development 0352-02 Building Development 0650-02 Building Development 0650-03 Site Development 0810-01 Total - Economic Development Services Parks South 1570-01 Parks South 1570-02 Parks South 1570-03 Parks South 1570-04 Parks South 1570-05 Parks South 1570-06 Parks Administration 1590-01 Contracted Landscape Maintenance 1600-01 Contracted Landscape Maintenance 1600-02 Total - Community Services Fund / Department / Division Bank Service Charges Increase Cashiering System Maintenance Fees Revenue Admin. Division Operating Reductions Water Meter Budget Line Reduction Meter Services Operating Reductions Printing and Binding Increase Postage and Shipping Increase Audit Services Contract Reduce Business Analyst position ASU Performance Based Procurement system (PIPPS) Bank Service Charge Increase Reduce Storekeeper II position $0 $0 $0 ($886,854) $0 $0 $0 ($886,854) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,000 Economic Development Base Budget Increase Travel/Expenses for Business Recruitment Budget line item reductions Building Inspector positions Commodity Reduction Engineering General Fund Base Budget Reductions $8,000 $0 $0 $80,000 $50,800 $100,000 $75,000 $0 $0 $0 $546,552 $65,900 $6,708 ($1,419) $0 ($5,000) $6,971 $15,279 $88,439 $3,325 ($104,631) ($30,000) $8,800 ($51,371) ($173,877) ($146,184) ($146,184) $24,770 $25,000 ($59,550) ($175,486) ($16,677) ($201,943) $0 ($17,850) ($57,764) $0 $0 $0 $0 ($13,541) ($121,532) ($9,010) ($1,133,256) FY 2011 FY 2011 One-time Cost Ongoing Cost Prospect Travel to China Reductions to Parks South Reduce Parks Worker III Position Picnic Shelter Renovations Picnic Table, Bench Trash Receptacle Replacements Irrigation and Turf Repairs Braewood Park Playground Replacement Reduce Administrative Assistant position ROW Maintenance Reductions ROW Maintenance Efficiencies Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $65,900 $6,708 ($1,419) ($886,854) ($5,000) $6,971 $15,279 ($798,415) $3,325 ($104,631) ($30,000) $8,800 ($51,371) ($173,877) ($146,184) ($146,184) $24,770 $25,000 ($59,550) ($175,486) ($16,677) ($193,943) $8,000 ($17,850) ($57,764) $80,000 $50,800 $100,000 $75,000 ($13,541) ($121,532) ($9,010) ($586,704) FY 2011 Total Cost FY 2011 Program Budget Schedules Fire Admin Fire Admin Fire Admin Fire Admin Fire Prevention 1200-01 1200-02 1200-03 1200-04 1210-01 Total - Fire Suppl. # 493 0300-03 0300-05 Total - Non-Departmental 0250-01 0250-04 Total - Municipal Court 0010-01 Total - Mayor and Council 0060-01 0060-02 0070-01 0070-02 0070-03 0070-04 Total - Human Resources Planning and Community Development Neighborhood Coordination 0570-01 Office of Communications Public Information Office 0040-01 Public Information Office 0040-02 Peoria Channel 11 0041-01 Total - Office of Communications Non-Departmental Non-Departmental Non-Departmental Municipal Court Municipal Court Municipal Court Mayor and Council Mayor & City Council Human Resources Safety Management Safety Management Human Resources Human Resources Human Resources Human Resources Governmental Affairs Governmental Affairs 0025-06 Governmental Affairs 0025-07 Total - Governmental Affairs Fire Fund / Department / Division FY11 Neighborhood Grant Funding Miscellaneous Reductions City Website Improvements Web Streaming Reductions & Cell Phone Savings Reduce Travel and Training Budget Legal Services Pro-Tem Judges Reduce Judicial Assistant Supervisor position Reduce Administrative Assistant position Reduce Safety & Emergency Mgmt. Coord. Position Merge Safety and HR divisions In-House Employee Training Reduction in Operational Costs Other Professional Services City-Wide Ethics Training Luke Fighter Country Partnership Federal Funding Outreach Budget Reductions for Commodities Budget Reductions for Contractual Services Budget Reduction for Overtime Reduction of two (2) Administrative positions Reduce 1.0 Fire Inspector position Supplemental Description $150,000 $0 $50,000 $0 $50,000 $0 $73,000 $73,000 $60,000 $0 $60,000 $0 $0 $0 $0 $0 $0 $0 $60,000 $60,000 $25,000 $115,000 $140,000 $0 $0 $0 $0 $0 $0 $0 ($1,830) $0 ($6,270) ($8,100) ($22,500) $0 ($22,500) $0 ($88,081) ($88,081) ($67,887) ($67,887) ($103,491) ($15,790) ($20,000) ($61,500) ($10,000) $0 ($210,781) $0 $0 $0 ($36,055) ($67,740) ($83,293) ($156,326) ($81,707) ($425,121) FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $150,000 ($1,830) $50,000 ($6,270) $41,900 ($22,500) $73,000 $50,500 $60,000 ($88,081) ($28,081) ($67,887) ($67,887) ($103,491) ($15,790) ($20,000) ($61,500) ($10,000) $60,000 ($150,781) $25,000 $115,000 $140,000 ($36,055) ($67,740) ($83,293) ($156,326) ($81,707) ($425,121) FY 2011 Total Cost FY 2011 Program Budget Schedules Suppl. # 0900-01 0900-02 Total - Public Works 1000-02 1000-03 1020-01 1020-02 Total - Police 494 Public Works Utilities-Water/Ww Admin Utilities Operations Admin Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Production Svcs Production Svcs Distribution Services Water Fund 2050-02 2055-01 2060-01 2061-01 2070-01 2070-02 2080-01 Total - Sports Complex Fund Community Services Complex Operations/Maint 2000-01 Complex Operations/Maint 2000-02 Complex Operations/Maint 2000-03 Complex Operations/Maint 2000-04 Total - Community Services Sports Complex Fund Total - General Fund Public Works Public Works Administration Public Works Administration Police Police Administration Police Administration Patrol Services - South Patrol Services - South Planning 0610-01 Systems Planning 0620-03 Systems Planning 0620-05 Systems Planning 0620-06 otal - Planning and Community Development Fund / Department / Division Utilities Administrative Efficiencies Operations Building Electrical Reduction Greenway WTP Main Breaker Quintero Treatment Plant Reduction Reservoir Tanks Repair and Maintenance Water Production Operational Efficiencies Reduce Field Operations Management Asst. position Reduce Special Events Coordinator position Reductions in costs for services provided Sports Complex Supplies Reduce 3 Parks & Sports Worker II positions Public Works-Utilities Administration Reductions Reclassify Management Analyst FY11 Operating Reductions Reduce 3 Positions (Civilian) Redlight Enforcement Program ACJIS Application on E-Ticketing Program FY11 Historic Preservation Study Additional Funding for Energy Efficiency Analyst Multi-modal Transportation Study Implementation Grand Avenue Coalition Supplemental Description $0 $0 $80,000 $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $961,390 $0 $0 $0 $175,000 $0 $69,738 $17,000 $261,738 $25,000 $25,454 $122,500 $122,500 $445,454 ($47,785) ($8,000) $0 ($92,000) $300,000 ($36,517) ($72,199) ($187,715) ($85,906) ($13,000) ($28,000) ($60,809) ($187,715) ($3,561,302) ($1,650) $4,057 $2,407 ($849,942) ($215,634) $0 $0 ($1,065,576) $0 $0 $0 $0 $0 FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department ($47,785) ($8,000) $80,000 ($92,000) $400,000 ($36,517) ($72,199) ($187,715) ($85,906) ($13,000) ($28,000) ($60,809) ($187,715) ($2,599,912) ($1,650) $4,057 $2,407 ($674,942) ($215,634) $69,738 $17,000 ($803,838) $25,000 $25,454 $122,500 $122,500 $445,454 FY 2011 Total Cost FY 2011 Program Budget Schedules Suppl. # 495 2720-01 Total - Public Works Public Works Solid Waste Admin Solid Waste Admin Solid Waste Admin Residential Solid Waste Fund 2750-01 2750-02 2750-03 Total - Commercial Solid Waste Fund Public Works Commercial Collection Commercial Solid Waste Fund Total - Wastewater Fund Public Works Beardsley Water Reclamation Facility 2470-01 Ww Collection/Prevention 2480-01 Ww Industrial Users 2490-01 Butler Water Reclamation Facility 2496-01 Butler Water Reclamation Facility 2496-02 Butler Water Reclamation Facility 2496-03 Total - Public Works Wastewater Fund Total - Water Fund Distribution Services 2080-02 Water Resources/Conservation 2120-01 Water Resources/Conservation 2120-02 Water Supply 2125-01 Utilities Engineering 2130-01 Utilities Engineering 2130-02 Utilities Environmental 2135-02 Utilities Environmental 2135-03 Utilities Environmental 2135-04 Total - Public Works Fund / Department / Division Solid Waste Efficiencies Reductions Vehicle Routing and Tracking Software Laptops for Field Data Entry Solid Waste Efficiencies Reduction Beardsley WRF Electrical Utility Reduction Wastewater Collection Operational Efficiencies Meet Industrial Permit Compliance Requirements Butler Drive WRF Electrical Utilility Reduction Butler Drive WRF Water Utility Increase Butler Drive WRF Blower and Energy Optimization Water Distribution Operational Efficiencies Reassign Env. Tech & Reduce Water Conserv. Spclst Reduce Water Resources Coordinator Position Water Supply Reductions Budget Reductions Due to Dissolution of Division Reduce Engineering Technician II position Reduce Environmental Program Manager position Comply with Safe Drinking Water Regulations Water Environmental Operational Efficiencies Supplemental Description $0 $140,000 $17,700 $0 $0 $0 $160,000 $0 $0 $0 $0 $0 $160,000 $160,000 $160,414 $0 $0 $0 ($58,586) $0 $0 $0 $39,000 $0 $160,414 ($51,929) $22,000 $8,241 ($995) ($995) ($995) ($243,491) ($90,000) ($22,341) $40,000 ($160,000) $48,850 ($60,000) ($243,491) ($311,340) ($12,968) $7,931 ($78,134) ($60,970) ($24,753) ($74,004) ($97,851) $0 ($14,090) ($311,340) FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department ($51,929) $162,000 $25,941 ($995) ($995) ($995) ($83,491) ($90,000) ($22,341) $40,000 ($160,000) $48,850 $100,000 ($83,491) ($150,926) ($12,968) $7,931 ($78,134) ($119,556) ($24,753) ($74,004) ($97,851) $39,000 ($14,090) ($150,926) FY 2011 Total Cost FY 2011 Program Budget Schedules 2760-01 2810-01 2810-02 Total - Public Works Suppl. # 2900-01 Total - Public Works 496 3610-01 Total - City Attorney Public Works Custodial Services Nighttime Facilities Services Building Maintenance Utility Management Facilities Operating Projects Facilities Operating Projects Facilities Maintenance Fund 3660-03 3661-01 3670-01 3680-01 3690-01 3690-02 Total - Insurance Reserve Fund City Attorney Risk Management 3420-01 Total - Public Works Total - Fleet Services Fund Insurance Reserve Fund Public Works Fleet Maintenance Fleet Services Fund Total - Storm Water Drainage System Fund Public Works Storm Drain - NPDES Storm Water Drainage System Fund Total - Residential Solid Waste Fund Residential Collection Environmental Services Environmental Services Fund / Department / Division Reclass Custodian Position to Lead Custodian Reduce Custodial Positions Reduce Commodities Line Item Reduction in Electrical Costs Roof Maintenance - Municipal Office Complex Additional Asset Management (Hansen) licenses Reduction in CAO Claims Operating Expenditures Fleet Efficiencies Reductions Dump Truck Part-Time Equipment Operators Environmental Technicians Promotional Item Reduction Supplemental Description $0 $0 $0 $0 $33,000 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $157,700 $0 $0 $0 $157,700 $7,500 ($88,052) ($15,000) ($200,000) $0 $6,450 ($4,830) ($4,830) ($4,830) ($246,000) ($246,000) ($246,000) $12,000 $12,000 $12,000 ($27,591) $74,334 ($71,237) ($9,000) ($27,591) FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $7,500 ($88,052) ($15,000) ($200,000) $33,000 $41,450 ($4,830) ($4,830) ($4,830) ($246,000) ($246,000) ($246,000) $12,000 $12,000 $12,000 $130,109 $74,334 ($71,237) ($9,000) $130,109 FY 2011 Total Cost FY 2011 Program Budget Schedules 3700-01 Total - Public Works Suppl. # 497 Public Works Streets Admin Streets Admin Engineering Traffic Engineering Highway User Fund 7000-01 7000-02 7043-01 Total - Engineering Total - IT Reserve Fund Information Technology Res For System Comp Eqt 3800-01 Total - Information Technology IT Reserve Fund Total - Information Technology Fund Information Technology IT Operations 3750-01 IT Operations 3750-03 IT Operations 3750-04 IT Operations 3750-05 IT Operations 3750-07 IT Operations 3750-08 IT Operations 3750-09 IT Operations 3750-10 IT Development Services 3751-02 IT Development Services 3751-03 IT Development Services 3751-05 Radio System Operations 3760-01 Total - Information Technology Information Technology Fund Total - Facilities Maintenance Fund Technical Operations Fund / Department / Division Telecomm Services Reductions Streets Superintendent Reclassification Reduction Engineering HURF Base Budget Reductions Server Replacements Server Warranty Extensions Operational Budget Reductions Reduce IT Project Coordinator Position Elimination of IT Citywide Training Eliminate Ongoing SAN Maintenance Budget Reduce Executive Assistant Position VOIP Phone Replacements Reduce three (3) positions Application Support Analyst -Access & Custom SQL Operational Budget Reductions - Dev Svcs Div Eliminate Unifier CIP Project Mgmt Software Maint Operational Budget Reductions - Radio Reduce contractual services line item Supplemental Description $0 $0 $0 $0 $195,000 $195,000 $195,000 $105,000 $45,000 $0 $0 $0 $0 $0 $60,000 $0 $0 $0 $0 $0 $105,000 $68,000 $0 $68,000 ($8,310) ($7,949) ($103,998) ($103,998) $0 $0 $0 ($703,023) $0 ($52,600) ($111,452) ($14,000) ($53,800) ($76,541) $0 ($225,000) $1,171 ($46,350) ($89,300) ($35,151) ($703,023) ($341,386) ($52,284) ($341,386) FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department ($8,310) ($7,949) ($103,998) ($103,998) $195,000 $195,000 $195,000 ($598,023) $45,000 ($52,600) ($111,452) ($14,000) ($53,800) ($76,541) $60,000 ($225,000) $1,171 ($46,350) ($89,300) ($35,151) ($598,023) ($273,386) ($52,284) ($273,386) FY 2011 Total Cost FY 2011 Program Budget Schedules 7010-02 7010-03 7020-01 7030-01 7030-02 Total - Public Works Suppl. # 498 Total - Public Transit Fund 7200-01 Total - Public Works Community Services Adult Day Prg Grant 7250-01 Total - Community Services Adult Day Program Grant Fund Public Works Transit Division Public Transit Fund Total - Home Grant Fund Planning and Community Development Home Grant 7150-01 otal - Planning and Community Development Home Grant Fund Total - Section 8 Housing Fund Planning and Community Development Sect 8 Housing 7120-01 otal - Planning and Community Development Section 8 Housing Fund Total - Highway User Fund Signs And Striping Signs And Striping Traffic Signal Maintenance Street Maintenance Street Maintenance Fund / Department / Division Budgetary Savings Transit Efficiencies Reductions Adjust HOME Program Budget to HUD Funding FY11 Adjust Budget to HUD Funding - HCV Program Reduce Street Maintenance Worker Position Reduction - Signs and Supplies Electricity Reduction in Street Repairs Eliminate Vacant Position Supplemental Description $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($16,765) ($16,765) ($229,862) ($229,862) ($229,862) $13,552 $13,552 $13,552 $61,634 $61,634 $61,634 ($110,541) ($55,567) ($7,150) $140,000 ($12,000) ($55,567) ($6,543) FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department ($16,765) ($16,765) ($229,862) ($229,862) ($229,862) $13,552 $13,552 $13,552 $61,634 $61,634 $61,634 ($110,541) ($55,567) ($7,150) $140,000 ($12,000) ($55,567) ($6,543) FY 2011 Total Cost FY 2011 Program Budget Schedules Suppl. # 499 7500-01 7500-02 7500-03 7500-04 7500-05 7500-06 7500-09 7500-10 7500-11 7500-12 7500-14 7500-15 7500-16 7500-17 7500-18 7500-19 7500-20 Total - Police tal - Municipal Court Enhancement Fd Fund Municipal Court Municipal Court Enhancement Fd 8062-01 Total - Municipal Court Municipal Court Enhancement Fd Fund Total - State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd State Anti-Racketeering - PD Fund Total - Adult Day Program Grant Fund Fund / Department / Division Total - Additions/(Reductions) Ongoing E-Citation Costs Sex Offender Notification Database (OffenderWatch) Surefire X300 Weapon Mounted Lights (10) Special Weapons and Tactics (SWAT) Uniforms (10) Sniper Rifle Scopes (2) SWAT Ballistic Tactical Vests Transcription Services Cellebrite Universal Forensic Extraction Device Crisis Negotiations Team Throw Phone & Equipment CALEA Administration Software Maintenance Fees i2 Analyst Notebook (Charting Software/Intel) Advocacy Center Fees Victim Assistance Coordinator Grant Lot Clean-Up Fees CitizenServe Software for Tracking Code Issues Mobile Data Comp. (MDC) Secondary Authentication Police Department Policy Updates Supplemental Description $2,013,674 $0 $0 $0 $206,170 $0 $2,500 $1,000 $4,000 $27,500 $6,000 $4,100 $28,000 $7,000 $0 $6,070 $6,000 $8,600 $20,000 $14,400 $51,000 $20,000 $206,170 $0 $9,610 $9,610 $9,610 $218,000 $2,500 $2,500 $1,000 $4,000 $27,500 $6,000 $5,100 $28,000 $7,000 $4,200 $6,070 $6,000 $8,600 $20,000 $14,400 $55,130 $20,000 $218,000 ($16,765) FY 2011 Total Cost ($5,876,215) ($3,862,541) $9,610 $9,610 $9,610 $11,830 $2,500 $0 $0 $0 $0 $0 $1,000 $0 $0 $4,200 $0 $0 $0 $0 $0 $4,130 $0 $11,830 ($16,765) FY 2011 FY 2011 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department FY 2011 Program Budget Schedules FY 2011 Program Budget Schedules Schedule 12 - Improvement District Revenues DESCRIPTION SLID 1 SLID 2 SLID 3 SLID 4 SLID 5 SLID 6 SLID 7 SLID 8 SLID 9 SLID 10 SLID 11 SLID 12 SLID 13 SLID 14 SLID 15 SLID 16 SLID 17 SLID 18 SLID 19 SLID 20 SLID 21 SLID 22 SLID 23 SLID 24 SLID 25 SLID 26 SLID 27 SLID 28 SLID 29 SLID 30 SLID 31 SLID 32 SLID 33 SLID 34 SLID 36 SLID 37 SLID 39 SLID 40 SLID 41 SLID 42 SLID 43 SLID 44 SLID 45 SLID 46 SLID 47 SLID 48 SLID 49 SLID 50 SLID 51 SLID 54 SLID 55 SLID 56 SLID 57 Westfield Gardens Autumn Point Vistas Avenida II Cypress Point Estates II @ WBV Shavano Bell Park Central Bell Park & Parcels 2B-8 Foxwood Unit Four Vista Crossing Vista Pinnacle North Shores @ Ventana Lakes Vistas @ Desert Harbor Phase I Village Terrace The Coves/Ventana Lakes Windwood Lakeside Unit 2 @ Ventana Lakes Arrowhead Shores I Arrowhead Shores II Westfield Gardens 2 Cactus Point Crossing Country Meadows Estates The Gardens @ V.L. includes North Park Brookside Village I & II Country Meadows Unit 11 Vista Point, Village Terrace II & III @ WBV Calbrisa Torrey Pines I & II The Landings @ V.L. includes South Bay Sweetwater Place Vistas @ Desert Harbor Unit II Westfield Gardens III 83rd Ave & Thunderbird Crystal Cove Villas @ Desert Harbor Arrowhead Cove Vistas Fairways @ WBV Bridlewood The Shores @ VL Fairway Views @ WBV Sweetwater Place II Steeple Hill Paradise Shores Calle Lejos Estates Eagle Ridge @ WBV Olive Park Paseo Verde Estates The Boardwalk Parkridge I & II Scottland Hills @ WBV Wildflower Point I Crystal Bay @ Desert Harbor Diamond Cove @ Desert Harbor Alta Vista Estates PROJECTED FY2011 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,137 1,131 923 1,492 1,257 2,202 6,313 1,257 1,020 2,281 710 1,279 1,680 3,174 691 2,039 2,557 2,344 644 1,368 1,634 3,280 1,492 213 2,453 1,753 2,628 2,628 1,760 1,421 1,063 3,079 1,918 1,003 1,634 4,681 7,509 639 1,563 566 1,817 1,208 995 2,131 817 2,135 2,273 10,371 1,279 1,705 355 1,874 7,649 DESCRIPTION SLID 142 SLID 143 SLID 144 SLID 145 SLID 146 SLID 147 SLID 148 SLID 149 SLID 150 SLID 151 SLID 152 SLID 153 SLID 154 SLID 155 SLID 156 SLID 157 SLID 159 SLID 160 SLID 161 SLID 162 SLID 163 SLID 164 SLID 166 SLID 167 SLID 171 SLID 172 SLID 176 SLID 177 SLID 179 SLID 183 SLID 185 SLID 187 SLID 188 SLID 189 SLID 190 SLID 191 SLID 195 SLID 197 SLID 198 SLID 199 SLID 201 SLID 202 SLID 204 SLID 205 SLID 206 SLID 208 SLID 209 SLID 210 SLID 211 SLID 212 SLID 213 SLID 214 SLID 215 500 Ironwood Phase 4A Ironwood Phase 4B Crosswinds Sun Cliff III Ryland @ Silvercreek Harbor Shores @ Desert Harbor Sun Aire Estates, UNIT 6 Silverton 2 Dove Valley Ranch Parcel 6 Dove Valley Ranch Parcel 3B Dove Valley Ranch Parcel 3C Dove Valley Ranch Parcel 3F Dove Valley Ranch Parcel 2B & 2C Dove Valley Ranch Parcel 2D (AMENDED) Dove Valley Ranch Parcel 2E (AMENDED) Dove Valley Ranch Parcel 2F Terramar Parcel 7A Terramar Parcel 11 Skyview Place Arrowhead Shadows Greystone Heritage @ V.L Erin Groves Bay Pointe Unit Two @ V.L. Springer Ranch 2 Greystone II Heritage @ V.L. Erin Groves 2 Twin Palms Desert Star Subdivision Westwing Mountain Parcel 1A Westwing Mountain Parcel 4 Westwing Mountain Parcel 6 Westwing Mountain Parcel 8 Westwing Mountain Parcel 9 Westwing Mountain Parcel 10 Westwing Mountain Parcel 11 Westwing Mountain Parcel 12 South Bay Unit 2 @ Ventana Lakes Sun Cliff V Fletcher Heights 3A Fletcher Heights 3B Central Park Subdivision Starlight Canyon North Ranch Tuscany Shores - Desert Harbor Parcel 12 West Valley Ranch Sonoran Mountain Ranch Parcel 1 Sonoran Mountain Ranch Parcel 2 Vistancia Village A Par A37 Vistancia Village A Par A36 Vistancia Village A Par A33 Vistancia Village Par A 32 Vistancia Village A Par A14 Vistancia Village A Par A13 PROJECTED FY2011 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 476 572 1,566 667 3,048 639 943 4,763 5,239 3,238 2,953 1,334 1,143 3,310 2,000 1,619 1,421 1,329 2,666 2,974 1,137 4,102 2,290 1,108 2,067 1,068 1,693 6,494 1,524 286 381 1,143 1,334 1,048 1,334 1,238 1,905 2,796 9,923 2,935 2,953 762 3,589 1,137 943 2,202 2,273 781 1,066 995 852 710 568 FY 2011 Program Budget Schedules Schedule 12 - Improvement District Revenues DESCRIPTION PROJECTED FY2011 SLID 58 SLID 59 SLID 60 SLID 61 SLID 62 SLID 63 SLID 64 SLID 66 SLID 70 SLID 71 SLID 72 SLID 73 SLID 76 SLID 77 SLID 78 SLID 79 SLID 80 SLID 82 SLID 83 SLID 84 SLID 93 SLID 94 SLID 95 SLID 96 SLID 97 SLID 98 SLID 99 SLID 101 SLID 102 SLID 104 SLID 107 SLID 108 SLID 110 SLID 114 SLID 116 SLID 117 Sweetwater Ridge Amended Hunter Ridge Arrowhead Horizons Cactus Place Legacy Place Granite Run Willow Ridge @ WBV New River Shores Sweetwater Ridge Unit 3 Teresita Country Club Estates @ WBV Fletcher Heights Phase 1A Silverton Deer Village Unit 3 Deer Village Unit 1 Deer Village Unit 2 Deer Village Unit 4 Pivotal Peoria Center Tracts C & D Fairmont Unit 1 Fairmont Unit 2 Terramar Parcel 1 Terramar Parcel 2A Terramar Parcel 3 Terramar Parcel 4A Terramar Parcel 5 Terramar Parcel 6 Terramar Parcel 7B Terramar Parcel 9A Terramar Parcel 10A Dove Valley Ranch Parcel 2A (AMENDED) Fletcher Heights Phase 1B Fletcher Heights Phase 1C South Bay @ Ventana Lakes Fletcher Heights Phase 2A (AMENDED) Tierra Norte V Summersett Village $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,377 1,989 1,492 568 1,320 2,699 3,126 2,770 512 1,506 852 14,097 5,185 1,137 1,705 1,847 1,350 1,383 4,120 2,557 4,222 476 2,369 1,493 1,350 3,155 1,706 995 568 2,286 7,620 3,524 1,619 9,351 2,326 7,010 SLID 119 SLID 121 SLID 122 SLID 123 SLID 125 SLID 126 SLID 127 SLID 128 SLID 129 SLID 131 SLID 135 SLID 136 SLID 137 SLID 138 Dove Valley Ranch Parcel 3A Dove Valley Ranch Parcels 3D & 3E Clearview Estates Terramar Parcel 2B Terramar Parcel 12 Terramar Parcel 13 Terramar Parcel 14 Peoria Mountain Vistas Fletcher Heights Phase 2B Bay Pointe @ V.L. Sun Cliff IV Ironwood Phase 1A Ironwood Phase 1B Ironwood Phase 2A $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,715 4,477 3,429 2,962 3,129 2,086 1,350 3,334 8,668 4,401 3,619 1,810 1,238 952 SLID 139 SLID 140 SLID 141 Ironwood Phase 2B Ironwood Phase 3A Ironwood Phase 3B $ $ $ 762 476 476 DESCRIPTION SLID 216 SLID 218 SLID 222 SLID 224 SLID 225 SLID 226 SLID 227 SLID 228 SLID 229 SLID 230 SLID 231 SLID 232 SLID 233 SLID 234 SLID 235 SLID 236 SLID 238 SLID 239 SLID 240 SLID 1000 SLID 1001 SLID 1002 SLID 1004 SLID 1005 SLID 1006 SLID 1007 SLID 1008 SLID 1009 SLID 1010 SLID 1011 SLID 1012 SLID 1013 SLID 1014 SLID 1016 MID 1 MID 2 MID 3 MID 4 MID 5 MID 6 MID 7 MID 10 MID 69 MID 1025 MID 1044 501 Vistancia Village Par A12 Vistancia Village A Par A10B Cibola Vista Parcel 2 Cibola Vista Parcel 4 Cibola Vista Parcel 5 Sonoran Mtn Ranch Parcel 4.1 Sonoran Mtn Ranch Parcel 4.2 Sonoran Mtn Ranch Parcel 5 Sonoran Mtn Ranch Parcel 6 Sonoran Mtn Ranch Parcel 7 Sonoran Mtn Ranch Parcel 9a Sonoran Mtn Ranch Parcel 9a, Phase 2 Westwing Phase 2 Parcel 18 Westwing Phase 2 Parcel 19 Westwing Phase 2 Parcel 29 Westwing Phase 2 Parcel 15 Casa Del Rey Westwing Ph 2 Par 21 Westwing Ph 2 Par 22 Sonoran Mountain Ranch Parcel 10 Vistancia Village A Parcel A9 Fletcher Farms Vistancia Village A Parcel G10 Vistancia Village A Parcel A8 Vistancia Village A Parcel A15 Vistancia Village A Parcel G11 Riverstone Estates Vistancia Village A Parcel G3 Vistancia Village A Parcel A7 Varney Village Vistancia Village A Parcel G4 Vistancia A28 Vistancia A29 Sonoran Mountain Ranch Parcel 14 Cactus Point Crossing Westfield Gardens II Bell Park (Parcel 5) Country Meadows Crystal Cove Westfield Gardens III Sweetwater Place Tierra Norte III Stonebridge Bedford Village 1 - 82nd Ave and Shangri La Bedford Village 2 – 83rd Ave and Shangri La PROJECTED FY2011 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 923 852 2,620 2,212 4,006 1,989 1,492 1,435 2,273 2,415 1,492 995 1,705 762 2,381 1,809 7,743 852 1,137 3,339 7,003 1,776 1,066 639 923 621 9,489 7,536 426 213 800 9,752 6,206 2,548 $ 460,533 $ $ $ $ $ $ $ $ $ $ $ 13,936 11,235 9,883 11,163 22,684 11,840 15,347 20,598 15,552 8,683 10,131 $ 151,052 FY 2011 Program Budget Schedules Schedule 13 - Sources and Uses FUND NAME GENERAL AND OTHER FUNDS SPECIAL REVENUE ENTERPRISE INTERNAL FUNDS SERVICES TRUST AND AGENCY CAPITAL PROJECTS DEBT SERVICE TOTAL Fund Balance Fund Balance 67,911,440 74,526,778 70,807,680 26,856,077 177,036 66,393,140 40,916,921 347,589,072 Total Fund Balance 67,911,440 74,526,778 70,807,680 26,856,077 177,036 66,393,140 40,916,921 347,589,072 52,149,989 12,363,349 - - - - 20,161,105 84,674,443 - - - - - - 2,352,127 2,352,127 Charges for Service 21,230,307 7,796,814 65,039,382 31,204,947 - - - 125,271,450 Fines & Forfeitures 2,045,200 220,000 - - - - - 2,265,200 715,000 711,900 850,300 280,000 2,000 492,000 345,655 3,396,855 28,995,393 22,896,196 - - - 26,340,000 - 78,231,589 1,674,563 - - - - - - 1,674,563 Miscellaneous Income 578,500 13,545 176,002 - - 6,149,964 - 6,918,011 Rents 447,301 - 1,436,000 - - - - 1,883,301 - - - - - 26,176,858 - 26,176,858 8,634,001 9,976,073 5,647,737 1,624,890 - - 5,809,925 31,692,626 116,470,254 53,977,877 73,149,421 33,109,837 2,000 59,158,822 28,668,812 364,537,023 Personal Services 77,589,850 4,938,361 11,818,150 7,958,480 30,600 - - 102,335,441 Contractual Services 26,108,065 9,641,504 33,058,900 20,689,790 - 2,076,425 - 91,574,684 Commodities 4,132,161 1,002,779 3,229,349 3,379,140 - - - 11,743,429 Capital Outlay 14,111,497 24,727,603 14,491,688 2,211,572 - 82,191,282 - 137,733,642 Debt Service 1,944,874 3,041,705 13,717,956 - - - 38,658,269 57,362,804 Contingency 20,600,000 16,400,000 10,350,000 4,400,000 - 2,500,000 - 54,250,000 Transfers Out 10,067,494 13,983,411 3,108,231 4,533,490 - - - 31,692,626 154,553,941 73,735,363 89,774,274 43,172,472 30,600 86,767,707 38,658,269 486,692,626 29,827,753 54,769,292 54,182,827 16,793,442 148,436 38,784,255 30,927,464 225,433,469 Sources Taxes Assessment Revenue Interest Income Intergovernmental Revenue Licenses & Permits Bond Proceeds Transfers In Total Sources Uses Total Uses Estimated Balance 6/30/11 502 503 30,600 92,215,590 30,600 119,122,106 535,000,000 $ 362,967,972 $ 28,617,361 37,122,798 104,668,747 34,887,748 44,187,755 44,132,852 92,215,590 44,187,755 44,132,852 119,122,106 74,526,778 33,527,379 70,279,282 347,589,072 $ 26,856,077 70,807,680 70,807,680 177,036 66,393,140 40,916,921 40,916,921 67,911,440 127,266,489 $ 161,878,665 $ 31,484,947 67,501,684 67,501,684 2,000 27,582,000 2,727,782 2,727,782 31,576,822 $ 1,624,890 5,647,737 5,647,737 5,809,925 5,809,925 9,976,073 4,533,490 3,108,231 3,108,231 13,983,411 8,634,001 $ 10,067,494 $ INTERFUND TRANSFERS 2011 IN 31,576,822 $ 31,692,626 $ 31,692,626 $ 31,576,822 535,000,000 455,000,000 249,754,550 187,869,250 $ 285,245,450 $ 267,130,750 $ 723,170,421 $ 749,417,190 2010 2011 $ 535,000,000 $ 455,000,000 23,026,403 $ 278,241,172 $ 31,576,822 $ 20,131,105 20,131,105 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 $ $ ACTUAL EXPENDITURES/ FUND BALANCE/ NET ASSETS*** EXPENSES ** 2010 July 1, 2010** ESTIMATED REVENUES OTHER THAN OTHER FINANCING PROPERTY PROPERTY TAX 2011 TAXES REVENUES 2011 2011 SOURCES Primary: $ 2,895,298 $ 104,940,955 $ $ Secondary: 44,001,804 * Includes Expenditure/Expense Adjustments Approved incurrent 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 Asset amounts except for amounts invested in capital assets, net of related debt, and reserved/restricted amounts established as offsets to assets presented for informational purposes (i.e., prepaids, inventory, etc.). 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. 12. TOTAL ALL FUNDS 11. Internal Service Funds 10. Total Enterprise Funds 8. Enterprise Funds Available 9. Less: Designation for Future Debt Retirement 7. Permanent Funds 6. Capital Projects Funds 5. Total Debt Service Funds 3. Debt Service Funds Available 4. Less: Designation for Future Debt Retirement 2. Special Revenue Funds 1. General Fund FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2010 Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2011 648,856,647 $ 55,432,424 140,848,870 140,848,870 179,036 93,975,140 69,585,733 69,585,733 114,521,244 455,000,000 38,638,982 86,666,043 86,666,043 30,600 86,767,707 38,658,269 38,658,269 59,751,952 144,486,447 BUDGETED EXPENDITURES/ EXPENSES 2011 174,314,200 $ TOTAL FINANCIAL RESOURCES AVAILABLE 2011 FY 2011 Program Budget Schedules FY 2011 Program Budget Schedules Schedule 15 - Auditor General Schedule B Summary of Tax Levy and Tax Rate Information Fiscal Year 2011 2010 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2011 3,874,799 $ 4,062,555 3,202,665 $ 2,895,298 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes 23,689,548 C. Total property tax levy amounts $ 26,892,213 $ 3,042,532 160,133 3,202,665 20,131,105 $ 23,026,403 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 $ 22,505,071 1,184,477 23,689,548 C. Total property taxes collected $ 26,892,213 $ 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 0.1900 1.2500 1.4400 0.1900 1.2500 1.4400 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the special assessment districts for which secondary city/town was operating property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 504 FY 2011 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011 ESTIMATED REVENUES 2010 SOURCE OF REVENUES ACTUAL REVENUES* 2010 ESTIMATED REVENUES 2011 GENERAL FUND Local taxes General Fund Half Cent Sales Tax Fund $ 34,943,893 13,699,261 Licenses and permits General Fund $ $ 35,395,808 13,858,883 1,490,101 1,674,563 Intergovernmental General Fund 32,917,927 28,995,393 Charges for services General Fund 21,567,173 21,230,307 2,437,790 2,045,200 655,200 175,000 535,000 180,000 1,205,980 1,025,801 Fines and forfeits General Fund Interest on investments General Fund Half Cent Sales Tax Fund In-lieu property taxes Contributions Voluntary contributions Miscellaneous General Fund Total General Fund $ 109,092,325 $ $ 104,940,955 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 505 FY 2011 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011 ESTIMATED REVENUES 2010 SOURCE OF REVENUES ACTUAL REVENUES* 2010 ESTIMATED REVENUES 2011 SPECIAL REVENUE FUNDS Highway User Revenue Fund Street Fund $ Total Highway User Revenue Fund $ 11,298,148 11,298,148 $ $ $ $ 11,544,000 11,544,000 Local Transportation Assistance Fund Transit Fund $ Total Local Transportation Assistance Fund $ 630,686 630,686 $ $ $ $ 52,600 52,600 $ $ $ 451,864 153,629 605,493 $ $ 460,633 151,052 611,685 Development Fee Fund $ $ 5,429,071 5,429,071 $ $ $ $ 6,346,535 6,346,535 Public Housing Funds Section 8 Housing Fund $ $ $ $ 108,200 919,557 1,027,757 $ $ 282,000 1,656,158 1,938,158 Grant Funds $ $ 5,384,159 5,384,159 $ $ $ $ 14,901,062 14,901,062 Transportation Sales Tax Fund $ $ 8,497,763 8,497,763 $ $ $ $ 8,607,764 8,607,764 Total Special Revenue Funds $ 32,873,077 $ $ 44,001,804 Street Light Improvement Districts Fund Maintenance Improvement Districts Fund $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 506 FY 2011 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011 ESTIMATED REVENUES 2010 SOURCE OF REVENUES ACTUAL REVENUES* 2010 ESTIMATED REVENUES 2011 DEBT SERVICE FUNDS General Obligation Bonds Fund MDA Debt $ $ $ 332,221 50,000 382,221 $ $ 330,000 42,000 372,000 $ $ 2,327,575 2,327,575 $ $ $ $ 2,355,782 2,355,782 Total Debt Service Funds $ 2,709,796 $ $ 2,727,782 $ $ $ $ 11,436,000 11,436,000 $ $ $ 2,773,450 55,000 2,828,450 $ $ 293,000 771,000 1,064,000 $ 255,000 $ $ $ 255,000 $ $ 178,000 14,904,000 15,082,000 Total Capital Projects Funds $ 3,083,450 $ $ 27,582,000 Improvement Districts Funds $ CAPITAL PROJECTS FUNDS Strategic Capital Investment $ $ GO Bonds Proposed MDA / Loans $ County Transportation Tax Fund Federal Funded CIP Projects Fund * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 507 FY 2011 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011 ESTIMATED REVENUES 2010 SOURCE OF REVENUES ACTUAL REVENUES* 2010 ESTIMATED REVENUES 2011 PERMANENT FUNDS Fireman's Pension Fund $ $ 2,674 2,674 $ $ $ $ 2,000 2,000 Total Permanent Funds $ 2,674 $ $ 2,000 Water Fund $ Water Replacement & Reserves Funds Water Expansion & Improvement Districts Funds 31,808,330 337,335 950,000 $ $ 31,685,902 177,632 1,098,000 $ 33,095,665 $ $ 32,961,534 Wastewater Fund $ Wastewater Replacement & Reserves Funds Wastewater Expansion & Improvmnt Districts Funds Wastewater Bond Fund $ 19,051,009 251,340 383,500 11 19,685,860 $ $ 17,438,054 150,925 465,500 $ $ 18,054,479 Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Funds Sanitation Expansion Funds 9,611,536 2,292,500 742,990 187,954 12,834,980 $ $ $ $ 9,688,939 2,271,000 714,695 200,000 12,874,634 $ $ ENTERPRISE FUNDS $ $ Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund $ 2,453,620 365,233 Storm Water Drainage System Fund 2,531,000 282,107 $ 790,065 3,608,918 $ $ 797,930 3,611,037 Total Enterprise Funds $ 69,225,423 $ $ 67,501,684 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 508 FY 2011 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011 ESTIMATED REVENUES 2010 SOURCE OF REVENUES ACTUAL REVENUES* 2010 ESTIMATED REVENUES 2011 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 4,743,675 1,751,098 709,088 7,203,861 $ $ $ $ $ $ $ 2,467,002 3,740 5,707,500 8,178,242 $ $ 2,140,677 745,614 10,395,103 13,281,394 Facilities Maintenance Fund $ $ 5,759,446 5,759,446 $ $ $ $ 5,546,508 5,546,508 Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund $ 8,433,339 547,350 $ $ 6,960,032 507,800 5,000 $ 8,980,689 $ $ 7,472,832 Total Internal Service Funds $ 30,122,238 $ $ 31,484,947 TOTAL ALL FUNDS $ 247,108,983 $ $ 278,241,172 $ Insurance Reserve Fund Workmans Comp Self Insurance Health Self Insurance $ 4,802,807 70,000 311,406 5,184,213 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 509 FY 2011 Program Budget Schedules Schedule 17 - Auditor General Schedule D Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2011 OTHER FINANCING 2011 SOURCES FUND GENERAL FUND General Fund Half-Cent Sales Tax Fund INTERFUND TRANSFERS 2011 IN $ $ $ 8,634,001 $ 346,266 9,721,228 Total General Fund $ $ $ 8,634,001 $ 10,067,494 $ $ 1,835,135 $ 182,084 7,000,000 SPECIAL REVENUE FUNDS Streets Fund $ Streets Zone 2 Development Fund Transit Fund Wellness Program Fund Transportation Sales Tax Fund Adult Day Program Fund Street Light Districts Fund Maintenance Imprvt Districts Fund Arts Commission Capital Fund Total Special Revenue Funds $ 1,120,618 10,000 7,000,000 10,320 $ $ DEBT SERVICE FUNDS MDA Debt Service Total Debt Service Funds $ CAPITAL PROJECTS FUNDS Proposed GO Bonds Future Issue Capital Projects - Outside Sources $ $ 5,945,963 9,976,073 $ 5,809,925 $ 5,809,925 $ $ 26,176,858 5,399,964 $ 26,176,858 5,399,964 $ $ Total Capital Projects Funds $ 31,576,822 $ 31,576,822 $ $ 460,533 151,052 243,779 13,983,411 PERMANENT FUNDS $ $ $ $ Total Permanent Funds $ $ $ $ $ $ ENTERPRISE FUNDS Storm Water Drainage System Fund $ Sports Complex Fund Water Fund Wastewater Fund Residential Solid Waste Fund Commercial Solid Waste Fund Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet Services Fund $ Insurance Reserve Fund Information Technology Funds Facilities Maintenance Fund Total Internal Service Funds $ TOTAL ALL FUNDS $ $ $ 14,969 2,315,015 399,601 2,720,297 169,833 28,022 5,647,737 $ $ 530,375 $ $ 913,137 181,378 1,624,890 37,145 3,796,345 700,000 $ 4,533,490 $ 31,692,626 $ 31,692,626 $ 31,576,822 510 $ 31,576,822 $ $ 114,770 2,676,968 68,831 200,949 46,713 3,108,231 FY 2011 Program Budget Schedules Schedule 18 - Auditor General Schedule E Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011 FUND/DEPARTMENT GENERAL FUND $ City Attorney City Clerk City Manager Community Services Economic Development Services Engineering Finance Finance Utilities Fire Governmental Affairs Human Resources Management and Budget Mayor and Council Municipal Court Non-Departmental Office of Communications Planning and Community Development Police Public Works Non-Departmental Economic Development Services Non-Departmental Total General Fund $ SPECIAL REVENUE FUNDS $ Streets-Engineering Streets-Public Works Transportation Sales Tax Fund-Non-Departmental Development Fee Funds-Non-Departmental Public Housing-Planning and Community Development Section 8 Housing-Planning and Community Development Transit-Public Works Attorney Grants-City Attorney Public Safety Grants-City Attorney Public Safety Grants-Fire Public Safety Grants-Police Other Grants-Community Services Other Grants-Finance Other Grants-Human Resources Other Grants-Mayor and Council Other Grants-Municipal Court Other Grants-Non-Departmental Other Grants-Planning and Community Development Community Service GrantsCommunity Service Grants-Community Services Total Special Revenue Funds $ DEBT SERVICE FUNDS $ General Obligation Bonds-Finance MDA Bonds-Finance Improvement Districts-Finance Improvement Districts-Non-Departmental Total Debt Service Funds $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 3,003,500 1,148,103 1,374,243 20,222,311 4,248,824 4,341,302 4,549,268 5,003,721 20,025,671 441,136 2,788,243 1,003,663 1,189,388 2,292,519 35,264,729 989,923 2,228,799 37,629,801 631,252 9,115,332 500,000 4,791,902 162,783,630 1,698,443 16,412,833 10,826,789 21,790,670 327,871 1,666,508 1,437,142 51,807 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 $ ACTUAL EXPENDITURES/ EXPENSES* 2010 $ 88,472 82,810 133,556 (42,484) 52,221 195,202 7,000 (92,475) 3,394 2,677 157,944 190,832 353,822 (455,046) (54,325) (1,528,565) $ (904,965) $ $ $ 2,087,613 46,068 124,276 892,843 (164,843) 1,843,290 307,500 1,227,350 666,843 12,000 2,500 77,654 (3,206,386) 10,147,000 1,493,916 471,342 68,538,014 33,785,166 7,696,983 475,325 1,962,119 43,919,593 511 $ 12,750 25,503 1,741,268 $ $ $ $ 213,259 213,259 $ BUDGETED EXPENDITURES/ EXPENSES 2011 2,984,184 1,128,354 1,361,877 19,941,139 3,751,931 4,268,986 4,522,469 5,046,538 20,097,822 445,401 2,561,427 1,007,057 1,191,997 2,201,256 7,372,491 1,167,121 2,122,728 35,854,710 581,015 6,360,830 58,845 3,238,311 127,266,489 $ 1,585,189 14,279,569 3,058,245 8,289,946 327,871 1,112,351 1,371,341 51,582 46,068 61,173 1,344,459 136,832 577,055 10,000 2,500 77,654 5,000 709,283 $ 481,261 33,527,379 33,951,612 7,298,699 475,325 2,462,119 44,187,755 $ $ $ $ 2,910,018 1,161,878 1,153,114 18,971,981 3,410,878 3,841,411 4,113,878 4,721,802 18,541,790 1,132,437 2,396,210 913,113 647,390 1,990,676 34,477,330 1,229,693 2,414,636 34,631,060 549,037 3,296,401 350,000 1,631,714 144,486,447 1,346,552 12,603,444 10,825,746 17,490,835 327,871 1,655,658 1,006,618 50,510 41,200 307,500 309,671 400,168 1,316,885 10,000 2,500 69,610 10,005,000 1,544,458 437,726 59,751,952 28,406,177 7,926,817 473,638 1,851,637 38,658,269 FY 2011 Program Budget Schedules Schedule 18 - Auditor General Schedule E Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011 FUND/DEPARTMENT CAPITAL PROJECTS FUNDS $ General Obligation Bonds-Non-Departmental MDA Bonds-Non-Departmental Capital Projects - Streets/Economic Development-Enginee Outside Source Fund-Non-Departmental Total Capital Projects Funds $ PERMANENT FUNDS Fireman's Pension-Fire $ Total Permanent Funds $ ENTERPRISE FUNDS Water-Public Works $ Water Replacement & Reserves-Public Works Water Expansion-Public Works Water Bonds-Public Works Wastewater-Public Works Wastewater Replacement & Reserves-Public Works Wastewater Expansion-Public Works Wastewater Bonds-Public Works Residential Solid Waste-Public Works Commercial Solid Waste-Public Works Solid Waste Reserves-Public Works Solid Waste Expansion-Public Works Sports Complex Operations/Maintenance-Community Serv Sports Complex Equipment Reserves-Community Services Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet Maintenance-Public Works $ Fleet Reserve-Public Works Insurance Reserve-City Attorney Insurance Reserve-Human Resources Facilities Maintenance-Engineering Facilities Maintenance-Public Works Information Technology-Information Technology Information Technology Reserve-Information Technology Information Technology Projects-Information Technology Total Internal Service Funds $ TOTAL ALL FUNDS $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010 59,582,274 29,679,282 16,844,072 6,972,072 113,077,700 $ 30,600 30,600 41,746,835 2,107,239 6,447,325 10,146,119 25,026,889 1,540,000 1,339,952 9,937,559 8,525,836 2,939,516 2,049,589 589,000 4,952,093 452,500 117,800,452 5,025,534 1,465,083 4,561,966 663,867 5,714,525 8,902,491 865,450 1,651,095 28,850,011 535,000,000 $ ACTUAL EXPENDITURES/ EXPENSES* 2010 (466,958) $ (8,094,879) BUDGETED EXPENDITURES/ EXPENSES 2011 $ 152,884 (8,408,953) $ 17,325,802 11,976,990 4,202,627 3,617,379 37,122,798 $ 51,632,234 4,506,000 25,229,509 5,399,964 86,767,707 $ $ $ $ 30,600 30,600 $ $ 30,600 30,600 $ (1,536,434) $ 2,500 500,971 (371,049) 4,096,705 (472,109) 2,565 (1,000,033) 33,042,163 609,739 3,143,685 9,701,774 20,117,704 39,588 950,946 8,856,086 7,923,012 1,836,218 1,153,389 88,881 4,694,905 57,500 92,215,590 $ 33,888,405 2,401,882 3,524,550 10,500 27,014,310 500,000 532,568 43,817 9,191,070 3,035,336 1,076,200 350,000 4,654,505 442,900 86,666,043 98,538 $ 1,321,654 $ $ 1,346,747 (936,520) 6,035,496 (663,867) 94,924 179,947 (10,950) (8,040) 6,037,737 $ $ $ $ $ 4,572,688 1,274,805 2,465,821 4,646,178 5,720,779 8,967,581 303,050 666,459 28,617,361 362,967,972 $ $ $ $ 4,713,700 2,387,276 3,579,090 12,234,472 5,971,678 7,828,470 547,700 1,376,596 38,638,982 455,000,000 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 512 FY 2011 Program Budget Schedules Schedule 19 - Auditor General Schedule F Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND City Attorney General Fund $ Attorney Grants Public Safety Grants Insurance Reserve Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2010 2010 2010 2011 $ $ 46,068 (936,520) (890,452) $ 2,984,184 51,582 46,068 2,465,821 5,547,655 $ 2,910,018 50,510 41,200 3,579,090 6,580,818 1,148,103 1,148,103 $ $ $ $ 1,128,354 1,128,354 $ $ 1,161,878 1,161,878 City Manager General Fund $ Department Total $ 1,374,243 1,374,243 $ $ $ $ 1,361,877 1,361,877 $ $ 1,153,114 1,153,114 Community Services General Fund $ Other Grants Community Service Grants Sports Complex Operations/Mainten Sports Complex Equipment Reserve Department Total $ 20,222,311 666,843 471,342 4,952,093 452,500 26,765,089 $ 88,472 $ (164,843) 38,253 98,538 $ $ 60,420 $ 19,941,139 136,832 481,261 4,694,905 57,500 25,311,637 18,971,981 400,168 437,726 4,654,505 442,900 24,907,280 Economic Development Services General Fund $ Other Reserve Funds Department Total $ 4,248,824 500,000 4,748,824 $ 82,810 $ $ $ 82,810 $ 3,751,931 58,845 3,810,776 Engineering General Fund $ Streets Facilities Maintenance Capital Projects - Streets/Economic Department Total $ 4,341,302 1,698,443 663,867 16,844,072 23,547,684 $ 133,556 $ 4,268,986 1,585,189 $ $ City Clerk General Fund 3,003,500 51,807 $ $ 4,561,966 7,617,273 $ Department Total $ $ $ 3,410,878 350,000 3,760,878 3,841,411 1,346,552 (663,867) (530,311) $ Finance General Fund $ Other Grants General Obligation Bonds MDA Bonds Improvement Districts Department Total $ 9,552,989 $ 9,737 1,843,290 $ 33,785,166 7,696,983 475,325 51,510,463 $ 1,853,027 $ Fire General Fund $ Public Safety Grants Fireman's Pension Department Total $ 20,025,671 307,500 30,600 20,363,771 $ 195,202 124,276 $ $ 319,478 $ 513 4,202,627 10,056,802 9,569,007 577,055 33,951,612 7,298,699 475,325 51,871,698 20,097,822 61,173 30,600 20,189,595 $ $ $ $ $ 25,229,509 30,417,472 8,835,680 1,316,885 28,406,177 7,926,817 473,638 46,959,197 18,541,790 307,500 30,600 18,879,890 FY 2011 Program Budget Schedules Schedule 19 - Auditor General Schedule F Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND Human Resources General Fund $ Other Grants Insurance Reserve Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2010 2010 2010 2011 2,788,243 12,000 $ 2,800,243 $ 6,035,496 5,943,021 Governmental Affairs General Fund $ Department Total $ 441,136 441,136 $ $ 7,000 7,000 Information Technology Information Technology $ Information Technology Reserve Information Technology Projects Department Total $ 8,902,491 865,450 1,651,095 11,419,036 $ Management and Budget General Fund $ Department Total $ Mayor and Council General Fund $ Other Grants Department Total $ Municipal Court General Fund $ Other Grants Department Total $ (92,475) $ $ $ 2,561,427 10,000 4,646,178 7,217,605 $ 2,396,210 10,000 12,234,472 14,640,682 $ $ 445,401 445,401 $ $ 1,132,437 1,132,437 8,967,581 303,050 666,459 9,937,090 $ $ 179,947 $ (10,950) (8,040) 160,957 $ $ 7,828,470 547,700 1,376,596 9,752,766 1,003,663 1,003,663 $ $ 3,394 3,394 $ $ 1,007,057 1,007,057 $ $ 913,113 913,113 1,189,388 $ $ $ 1,191,997 2,500 1,194,497 $ 1,189,388 2,677 2,500 5,177 647,390 2,500 649,890 2,292,519 $ 2,201,256 77,654 2,278,910 $ 7,372,491 6,360,830 3,238,311 3,058,245 8,289,946 5,000 17,325,802 11,976,990 3,617,379 2,462,119 63,707,113 $ $ 34,477,330 3,296,401 1,631,714 10,825,746 17,490,835 10,005,000 51,632,234 4,506,000 5,399,964 1,851,637 141,116,861 1,167,121 1,167,121 $ $ 1,229,693 1,229,693 $ $ 77,654 77,654 2,292,519 $ $ Non-Departmental General Fund $ Half Cent Sales Tax Fund Other Reserve Funds Transportation Sales Tax Fund Development Fee Funds Other Grants General Obligation Bonds MDA Bonds Outside Source Fund Improvement Districts Department Total $ 35,264,729 9,115,332 4,791,902 10,826,789 21,790,670 10,147,000 59,582,274 29,679,282 6,972,072 1,962,119 190,132,169 $ $ 2,087,613 (3,206,386) (466,958) (8,094,879) 152,884 213,259 (10,685,088) $ Office of Communications General Fund $ Department Total $ 989,923 989,923 $ $ 190,832 190,832 157,944 $ (1,528,565) 514 $ $ $ $ 1,990,676 69,610 2,060,286 FY 2011 Program Budget Schedules Schedule 19 - Auditor General Schedule F Summary by Department of Expenditures/Expenses Fiscal Year 2011 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2010 2010 2010 2011 Planning and Sustainability General Fund $ Public Housing Section 8 Housing Other Grants Department Total $ 2,228,799 327,871 1,666,508 1,493,916 5,717,094 $ 353,822 $ $ 353,822 Police General Fund $ Public Safety Grants Department Total $ 37,629,801 1,227,350 38,857,151 $ 631,252 16,412,833 1,437,142 41,746,835 2,107,239 6,447,325 10,146,119 25,026,889 1,540,000 1,339,952 9,937,559 8,525,836 2,939,516 2,049,589 589,000 5,025,534 1,465,083 5,714,525 143,082,228 Public Works General Fund $ Streets Transit Water Water Replacement & Reserves Water Expansion Water Bonds Wastewater Wastewater Replacement & Reserve Wastewater Expansion Wastewater Bonds Residential Solid Waste Commercial Solid Waste Solid Waste Reserves Solid Waste Expansion Fleet Maintenance Fleet Reserve Facilities Maintenance Department Total $ $ $ 2,122,728 327,871 1,112,351 709,283 4,272,233 35,854,710 1,344,459 37,199,169 $ $ (455,046) $ 892,843 437,797 $ $ (54,325) $ 581,015 14,279,569 1,371,341 33,042,163 609,739 3,143,685 9,701,774 20,117,704 39,588 950,946 8,856,086 7,923,012 1,836,218 1,153,389 88,881 4,572,688 1,274,805 5,720,779 115,263,382 $ (1,536,434) 2,500 500,971 (371,049) 4,096,705 (472,109) 2,565 (1,000,033) 1,346,747 94,924 2,610,462 $ $ $ $ $ 2,414,636 327,871 1,655,658 1,544,458 5,942,623 34,631,060 309,671 34,940,731 549,037 12,603,444 1,006,618 33,888,405 2,401,882 3,524,550 10,500 27,014,310 500,000 532,568 43,817 9,191,070 3,035,336 1,076,200 350,000 4,713,700 2,387,276 5,971,678 108,800,391 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 515 516 FY 2011 Program Budget Appendix 517 FY 2011 Program Budget Appendix 518 FY 2011 Program Budget Appendix Glossary BALANCED BUDGET: A budget that contains ongoing revenues equal to the ongoing expendi‐ tures of the City. In addition, the balanced budget will not include one‐time (non‐recurring) sources to fund continuing (recurring) uses, postpone expenditures, or use external borrow‐ ing for operational requirements. ACCRUAL: A liability resulting from an ex‐ pense for which no invoice or other official document is available yet. (Also called an Ac‐ crued Expense). ADOPTED BUDGET: Formal action by the City Council that sets the spending limits for the fiscal year. BOND: A long‐term debt or promise to pay. It is a promise to repay a specified sum of money, called the face value or principal amount, at a specified date in the future, called the maturity date, along with periodic interest at a specific rate. Bonds are primarily used to finance capital projects. APPROPRIATION: An authorization made by City Council which permits the City to incur ob‐ ligations and to make expenditures of resources. APPROVED BUDGET: The current budget given for any division that has transfers into or out of the division from the original budget adopted by City Council on July 1st. BUDGET AMENDMENT: A change of budget appropriation between expenditure accounts that is different from the original adopted budget. A budget amendment does not change the legal spending limit adopted by City Coun‐ cil. ARBITRAGE: For tax‐exempt bond purposes, is the ability to obtain tax‐exempt proceeds and invest those funds in higher yielding taxable se‐ curities, resulting in a profit to the issuer. It is the difference, or gain, earned from investing low yielding, tax exempt bond proceeds in higher yielding taxable securities. The City is subject to regulations regarding arbitrage. BUDGET MESSAGE: The opening section of the budget which provides the City Council and the public with a general summary of the impor‐ tant aspects of the budget and budget policies, changes from the current and previous fiscal years, and recommendations regarding the fi‐ nancial policy for the coming fiscal year. ASSESSED VALUATION: A value that is es‐ tablished for real and personal property for use as a basis for levying property taxes. Property values are established by the County Assessor. BUDGETARY CONTROL: The control or man‐ agement of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. BASE BUDGET: Maintaining current service levels. Changes in demand or activity levels may create the need for additional resources or free‐up resources for other purposes. 519 FY 2011 Program Budget Appendix CAFR – Comprehensive Annual Financial Re‐ port: The official annual financial report of the City. The CAFR represents management’s re‐ port to its governing body, constituents, legisla‐ tive and oversight bodies, and investors and creditors. COMMUNITY FACILITIES DISTRICT (CFD): A separate entity established by a local govern‐ ment agency which allows for financing of pub‐ lic improvements and services. CONTINGENCY FUND: A budgetary reserve set aside for emergency or unanticipated expen‐ ditures and/or revenue shortfalls. The City Council must approve all contingency expendi‐ tures. CAPITAL IMPROVEMENT PROGRAM BUDGET: The appropriation of bonds or oper‐ ating revenue for improvements to city facilities, including buildings, streets, water and sewer lines, and parks. DEBT SERVICE: The payment of principal, in‐ terest and agent fees on borrowed funds such as bonds. CAPITAL OUTLAY: Expenditures which result in the acquisition of or addition to fixed assets. DEBT SERVICE FUND REQUIREMENTS: The amounts of revenue which must be pro‐ vided for a Debt Service Fund so that all princi‐ pal and interest payments can be made in full on schedule. CAPITAL PROJECT: Any project having assets of significant value and having a useful life of five years or more. Capital projects include the purchase of land for design, engineering and construction of building and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. DEPARTMENT: A major administrative divi‐ sion of the City which indicates overall manage‐ ment responsibility for an operation or group of related operations within a functional area. CAPITAL PROJECT CARRYOVER: An ap‐ proved capital project that was not completed in the previous fiscal year and therefore was budg‐ eted again in the current fiscal year in order to finish the project. DEPRECIATION: An accounting transaction which spreads the purchase cost of an asset across its useful life. CARRYOVER: An approved budget expendi‐ ture from prior year revenues that was not pur‐ chased and is budgeted again in the current year. DIVISION: A functional unit of a department. ENCUMBRANCE: The formal accounting rec‐ ognition of committed funds to be set aside for a future expenditure. For budgetary purposes encumbrances are considered expenditures. COMMODITIES: Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. ESTIMATED REVENUE: The amount of pro‐ jected revenue to be collected during the fiscal year. 520 FY 2011 Program Budget Appendix EXPENDITURE: This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. Internal Service Funds: Used for tracking charges for services paid by City departments to the service providing department such as Fleet Services. EXPENDITURE LIMITATION: The Arizona State Legislature imposed constitutional amend‐ ment which limits the annual expenditures of all municipalities. The limit is set by the Economic Estimates Commission based on population growth and inflation. All municipalities have the option of Home Rule where the voters ap‐ prove a four‐year expenditure limit based on revenues received. Bond Funds: Primarily used for Capital Projects. Debt Service Fund: Primarily used to track prin‐ cipal and interest payments, most commonly for bonds. FUND BALANCE: The difference between fund assets and fund liabilities remaining at year‐end. For budgetary purposes, this repre‐ sents the sum of unanticipated or over realized revenues and unspent appropriations or re‐ serves at the end of the year. FIXED ASSETS: Assets of a long‐term character which are intended to continue to be in use or kept for more than five years and of monetary value greater than $1000, such as land, build‐ ings, machinery, furniture and other equipment. GENERAL OBLIGATION BONDS: Bonds that finance a variety of public projects such as streets, buildings, and improvements. The re‐ payment of these bonds is usually made from secondary property tax revenues. FULL‐TIME EQUIVALENT (FTE): A part‐time position converted to the decimal equivalent of a full‐time position based on the percentage of 2,080 hours per year. GENERAL PLAN: A plan approved by City Council that provides the fundamental policy direction and guidance on development deci‐ sions in the City. The General Plan is the ʺconstitutionʺ for growth and development in the community. FUND: A set of inter‐related accounts to record revenues and expenditures associated with a specific purpose. The City of Peoria, in general, has six types of funds: General Fund: A general purpose fund sup‐ ported by taxes, fees, and other non‐enterprise revenues. GOVERNMENT FUNDS: Refers to the use of Fund Accounting in which funds are set up for a specific sources of revenues. Its main purpose is stewardship of financial resources received and expended in compliance with legal or other re‐ quirements. Enterprise Funds: Designed to be self‐sustaining through fees collected, e.g. Water, Solid Waste, etc. Special Revenue Funds: Supported through grants, or in the case of the Streets Fund which is supported through Highway User Revenues. 521 FY 2011 Program Budget Appendix OPERATIONAL IMPACTS: The expenses as‐ sociated to a project that will continue on an on‐ going basis after the project is complete. GRANT: A contribution by the state or federal government or other agency to support a par‐ ticular function such as special community pro‐ grams and community development. PAY AS YOU GO CAPITAL: Funding of a capital project with existing cash reserves or with revenues that will be recognized the same year as the project is undertaken. IMPACT FEES: The fees charged to offset the cost of city improvements that are required due to growth‐related development. PERFORMANCE MANAGEMENT: A results‐ oriented system that allows local governments to: set appropriate targets and assess whether they are being met; distinguish success from fail‐ ure; highlight accomplishments; and demon‐ strate results to win support. IMPROVEMENT DISTRICTS: A legal district formed when certain property owners will bene‐ fit more than the general public from a pro‐ ject or an improvement to the area. A majority of the property owners within the proposed Im‐ provement District must approve the formation of the district and the amount of indebtedness. PROGRAM: A group of related activities per‐ formed by one or more organizational units for the purpose of accomplishing a function for which the City is responsible. Many times this is also referred to as a division. INTERNAL SERVICE FUNDS: A group of funds that account for services provided to other divisions and departments within the City gov‐ ernment. MARGIN OF SAFETY: The difference between the expected (or actual) sales level and the breakeven sales level. PROPERTY TAX: The total property tax levied by a municipality on the assessed value of all property within the City limits. In Arizona the tax system is divided into two separate types: MUNICIPAL DEVELOPMENT AUTHORITY: A corporation which issues bonds for city ap‐ proved projects to which the city pays the an‐ nual debt service under a lease‐purchase or loan agreement. Primary Property Tax: The tax levied by an Ari‐ zona municipality for the purpose of funding the everyday operations and maintenance. OBJECTIVES: A statement of specific measur‐ able outcomes which contribute toward accom‐ plishing the departmental goal. Secondary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the repayment of its General Obligation Bond indebtedness. OPERATING BUDGET: A budget for the day to day costs (salaries, utilities, supplies, operat‐ ing capital, etc.) of delivering City services. PROPERTY TAX LEVY: The total amount that can be raised by general property taxes for the purposes specified in the Tax Levy Ordinance. 522 FY 2011 Program Budget Appendix PROPERTY TAX RATE: The amount of tax stated in terms of a unit of the tax base ex‐ pressed as dollars per $100 of assessed valuation USER CHARGES: The fee charged for the di‐ rect receipt of a public service to the party or parties who benefit from the service. REVENUE: The income of a government from all sources appropriated for the payment of the public expenses. WORKING CAPITAL: A financial metric which represents the amount of day‐by‐day op‐ erating liquidity available. Also known as oper‐ ating capital, it is calculated as current assets minus current liabilities. REVISED SERVICE LEVEL: Reflects budget‐ ary requirements needed to increase or decrease service levels, implement or eliminate new pro‐ grams or activities. SINKING FUND: A means of repaying funds that were borrowed through a bond issue. The issuer makes periodic payments to a trustee who retires part of the issue by purchasing the bonds in the open market. STANDARDS: The measures which serve as benchmarks to assess how well programs are operating. STATE‐SHARED REVENUES: The portion of revenues collected by the State of Arizona that are allocated to cities and towns based primarily on U.S. Census population figures. T.A.P.E. MEASURE REPORT: A report pro‐ duced by the City of Peoria to monitor and evaluate the City’s financial outlook and per‐ formance. This is accomplished through the use of the Trend Analysis and Planning with Effec‐ tive Measures (TAPE Measure) system which identifies, measures, organizes, and analyzes various factors that can affect financial condi‐ tion. TRANSFER: An interfund transaction, whereby one fund makes a contribution or donation to another fund for various purposes. 523 FY 2011 Program Budget Appendix Acronyms ACLP: Arizona Certified Landscape Professionals HOA: Homeowners Association ACMA: Arizona City Manager’s Association IAEI: International Association of Electrical Inspectors ADEQ: Arizona Department of Environmental Quality IAPMO: International Association of Plumbing & Mechanical ADWR: Arizona Department of Water Resources Officials AMMA: Arizona Municipal Management Association ICMA: International City Managerʹs Association AMWUA: Arizona Municipal Water Users Association IFMA: International Facility Managerʹs Association APWA: American Public Works Association IMSA: International Municipal Sign Association ARRA: American Recovery and Reinvestment Act of 2009 ISO: Insurance Service Organization ASPA: Arizona Society Public Administration IT: Information Technology AWPCA: Arizona Water & Pollution Control Association ITE: Institute of Transportation Engineers AWWA: American Water Works Association LEED: Leading Through Education & Environmental Design CAFR: Comprehensive Annual Financial Report MAG: Maricopa Association of Governments CDBG: Community Development Block Grant MAG WQA: Maricopa Association of Governments Water COJET: Council on Judicial Education & Training Quality Advisory Group CWA: Clean Water Act MDA: Municipal Development Authority DEQ: Department of Environmental Quality MOC: EEO: Equal Employment Opportunity MOU: Memorandum of Understanding EMS: Emergency Medical Services MSCA: Municipal Sports Complex Authority FEMA: Federal Emergency Management Administration NFPA: National Fire Protection Association FHWA: Federal Highway Administration NPDES: National Pollution Discharge Elimination System FICA: Federal Insurance Contribution Act NSPE: National Society for Professional Engineers Municipal Office Complex FSL: Foundation for Senior Living NUSA: Neighborhood U.S.A. GAAP: Generally Accepted Accounting Principles OSHA: Occupational Safety & Health Association GASB: Government Accounting Standards Board RPTA: Regional Public Transit Authority GFOA: Government Finance Officerʹs Association SWPRA: Southwest Public Recycling Association GMA: Groundwater Management Act TIS: Transportation Infrastructure and Services GO: General Obligation WRAG: Water Resources Advisory Group HUD: Federal Department of Housing & Urban Development WWTP: Wastewater Treatment Plant HURF: Highway User Revenue Fund 524 FY 2011 Program Budget Appendix Acknowledgements Needless to say, the development of the FY 2011 budget proved to be a considerable undertaking. To respond to our fiscal challenges required constant teamwork, effective communication and plenty of long work days. I would like to personally thank those individuals that helped to make this budget a reality. The preparation of the budget has become a year‐long process, involving numerous stakeholders, op‐ erational insight, and financial experience. All along the way, the staff of the Management and Budget Department showed incredible commitment and support to the organization as a whole. Barry Houg, Budget Coordinator, guided the budget process by managing assignments, maintaining numerous automated systems, and spearheading the financial analysis efforts. Alex Munro, Senior Budget Analyst, served as the operating budget lead, offering departmental support and undertaking several important research initiatives. Peter Christensen, Senior Budget Analyst, performed excep‐ tionally well in managing the City’s substantial Capital Improvement Program. Tammy Shreeve con‐ tinues to flourish in her role as Grants Coordinator, serving tirelessly to locate new resources for our community. Mindy Russell, Management Assistant, has been the linchpin that keeps us all together, providing administrative support, performing key research, and developing an outstanding budget document. Lastly, Katie Gregory, Budget Coordinator, served as the strategic support resource to the entire organization, and was instrumental in linking budget decisions to long‐range goals. I would like to personally thank the City Manager, Carl Swenson, for his thoughtful leadership and continued guidance over the last year. Special recognition also goes to Susan Thorpe and Susan Da‐ luddung, both Deputy City Managers, for their continued stewardship during this budget process. Also, thanks to our Human Resources Director, Wynette Reed, who has been a valued partner and key organizational leader as we managed through this budget year. Likewise, all the department di‐ rectors, cost center managers and department budget experts have played key roles in developing a balanced spending plan for the upcoming year. Brent Mattingly, Vicki Rios, Kent Meredith, Dan Leahy, Howell Lindsey, Andy Wagemaker, Jeanine Jones, Christen Wilcox, Dawn Jenkins and the rest of the Finance Department staff have been key partners in the development of this budget. Finally, I would like to express my gratitude to the Peoria City Council. With their continued support and thoughtful direction throughout this process, they have ensured that the fiscal realities of the day have not undermined the excellent quality of life enjoyed by our Peoria citizens. Jeff Tyne Management and Budget Director 525 526