City of Peoria, Arizona Annual Program Budget FY 2013 peoriaaz.gov City of Peoria Annual Program Budget Fiscal Year 2013 Total Fiscal Year 2013 Budget $473,000,000 Operations $218,673,623 General Funds Special Revenue Enterprise Fund $113,559,252 $15,703,389 $49,517,001 General Fund Streets Water $112,173,987 $9,367,319 $20,834,699 Half Cent Transp. Sales Tax Funds $147,236 Wastewater $1,385,265 Contingency $43,150,000 Internal Service Funds $39,860,381 Trust & Agency Funds $33,600 Fleet Maintenance $5,088,622 Fireman’s Pension $30,600 General Funds $19,250,000 $10,296,366 Fleet Reserve $1,904,099 Agency Funds $3,000 Special Revenue $8,500,000 Public Housing $327,871 Solid Waste Residential $8,511,608 Insurance Reserve $17,868,800 Enterprise Fund $8,550,000 Section 8 Housing $976,586 Solid Waste Commercial $2,286,511 Facilities Maintenance $5,717,386 Internal Service Funds $5,100,000 Transit $995,894 Stadium Ops. & Maint. $4,530,474 IT Operations $8,364,809 Capital Projects $750,000 Attorney Grants $45,587 Enterprise Reserves $2,957,343 IT Reserve $786,950 Public Safety Grants $512,758 Enterprise Expansion $100,000 IT Project $129,715 Other Grants $2,898,519 Community Serv. Grants $431,619 i Debt Service $1,000,000 Capital Projects $170,447,170 Long-Term Debt $40,729,207 General Funds $5,847,137 Special Revenue Funds $34,654,835 Enterprise Funds $26,135,714 Capital Project Funds $102,809,484 Internal Service Funds $1,000,000 Half Cent Wastewater General Fund Streets Water GO Bonds IT Reserve $1,356,000 $7,977,150 $5,469,597 $4,488,387 $6,830,848 $43,026,668 $1,000,000 Water Stadium Ops. & Maint. $59,776 Other Reserve Funds $377,540 Transp. Sales Tax Funds $18,254,808 Water Expansion $7,264,104 MDA Bonds Development Fee Funds $11,911,640 Water Repl. & Reserves $1,336 Streets $4,866,159 Development Fee Funds $2,370,457 Debt Service GO Bonds $15,065,202 GO Bonds $146,260 MDA Bonds $346,900 Wastewater MDA Debt Service Bonds $7,067,350 Water Expansion $113,925 Wastewater Expansion $4,062,658 Solid Waste Expansion $5,310 Sports Comp. Reserves $1,300,000 $6,676,768 Improvement Districts $1,354,718 ii $29,935,000 $26,735,942 Outside Source Fund $3,111,874 FY 2013 Program Budget Table of Contents Table of Contents Financial Organization Chart i Introduction Key City Leaders Core Values Council District Map Organization Chart Introduction Statistical Data Document Guide Distinguished Budget Presentation Award 1 2 3 4 5 11 16 18 Budget Message City Manager’s Budget Message 19 Long-Range Forecast Financial Policies Financial Forecast 25 29 Budget Summary Budget Process Overview Budget Objectives Budget Review Budget Adoption State Law Budget Amendment Policy Budget Basis Performance Management Budget Summary Financial Reserves Operating Budget Grant Funds Internal Service Funds Debt Service Debt Management 35 36 36 37 37 37 38 38 39 40 42 43 45 47 49 iii FY 2013 Program 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 51 53 54 55 56 57 58 59 60 Programs 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 Governmental Affairs Human Resources Information Technology Management and Budget Municipal Court Office of Communications Planning and Community Development Police Department Public Works‐Utilities 61 62 62 64 65 67 70 74 80 84 100 106 110 122 127 132 137 143 147 151 157 163 175 Capital Projects Overview Policies CIP Development Process Project Programming Operating Budget Impact 199 200 201 202 204 iv FY 2013 Program Budget Table of Contents Capital Projects (Cont.) Financing the CIP CIP Summary by Funding Source Drainage Economic Development Operational Facilities Parks, Trails, Open Space, and Libraries Public Safety Streets and Traffic Control Wastewater Water 205 214 215 222 227 244 259 264 292 305 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 325 326 328 345 356 358 359 360 382 384 387 400 406 407 408 409 410 415 416 418 Appendix Adoption Resolution Glossary of Terms Acronyms Acknowledgements 421 423 428 429 v City of Peoria Annual Program Budget Fiscal Year 2013 Bob Barrett Mayor Ron Aames Vice Mayor Cathy Carlat Councilmember Carlo Leone Councilmember Joan Evans Councilmember Dave Pearson Councilmember Tony Rivero Councilmember 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 Jeff Tyne Community Services Director Andrew Granger Engineering Director Claudia Lujan Human Resources Director Chris Jacques Planning and Community Development Director Stacy Irvine Fire Chief Roy Minton Police Chief Wanda Nelson City Clerk Brent Mattingly Finance Director John Imig Information Technology Director Katie Gregory Management and Budget Director Bill Mattingly Public Works/Utility Operations Director Scott Whyte Economic Development Services Director 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 City of Peoria Council Districts Bob Barrett Mayor Cathy Carlat Mesquite Joan Evans Willow Dave Pearson Ironwood Ron Aames Palo Verde Tony Rivero Acacia Carlo Leone Pine 1 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 2012 FY 2013 Program Budget Introduction Introduction Peoria’s land area to the 178 square miles it covers today. Not only did the annexations create the fourth largest incorporated area in Arizona, they also included Lake Pleasant, the second largest lake in Arizona and a premier recreational asset. 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 2013 budget includes resources 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 recreational and cultural amenities within our borders, discussion on our business environment, and a brief overview of services the City of Peoria provides. Local Demographics While Peoria has maintained the friendly family character that it developed as a small rural community, it now stands as one of the Valley’s most dynamic cities. The combination of safe, well‐planned neighborhoods and unlimited recreational and cultural opportunities makes Peoria a prosperous community in which to live, work and play. The Peoria Unified School District 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 $243,780. Our city has one of the lowest unemployment rates in the Phoenix metropolitan area and an affluent, young working community that enjoys the high quality of life they find in Peoria. A Glimpse of History The first settlers 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 community after their hometown. With the Arizona Canal providing irrigation for the area’s arid but fertile lands, and with access to railroad lines, these settlers developed a thriving agricultural community. When Peoria was incorporated in 1954, the city consisted of one square mile of land. The community started to change in the 1960s after Del Webb began developing Sun City, a retirement community west of Peoria. A series of annexations during the 1980s and 1990s designed to preserve desert open space and manage quality growth resulted in expanding Population As the Valley of the Sun became one of the fastest growing areas in the nation, Peoria welcomed thousands of new residents. 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 1990s. Peoria’s population rapidly grew from 12,000 in 1980 to an estimated 139,000 in 2005. The 2010 Census put the city’s population at just over 154,000 and the projected population for 2013 is more than 158,000. 5 FY 2013 Program Budget Introduction Climate AM/PM, Summer Recreation, Summer Camp, Little Learners, Youth and Adult Sports, Senior programs, Adaptive Recreation programs, Teen programs, Special Interest Classes and Special Events (July 4th, Halloween, Easter, etc.). In addition to the Community Center, the City operates the Rio Vista Recreation Center which offers a full‐size gymnasium, racquetball courts, classrooms, a large multi‐purpose room, a climbing wall, a gaming room, indoor walking track, fitness area and much more. The City operates three outdoor swimming pools that are located on the campuses of Peoria, Centennial, and Sunrise Mountain high schools and include such amenities as a zero‐depth entry for children, water slides, diving boards and competitive racing lanes. Peoria is part of the Valley of the Sun, and the climate is warm and semi‐arid, featuring low annual rainfall with high temperatures in the summer months. Winters in this desert environment are normally sunny and comfortable with occasional freezing point temperatures during the three coldest months (December, January and February). The average year‐round temperature is in the low 70’s. Amenities Peoria offers many unique opportunities for residents and visitors alike to enjoy themselves. A wide range of facilities can be found throughout the city, including the soon‐to‐be‐ renovated Community Center (increasing to a 25,000 square foot facility), Women’s Club, three outdoor swimming pools, 32 neighborhood parks (including three with dog‐friendly areas), private golf courses, walking trails, mountain hiking trails, a regional community park with a recreation center and more. The city also operates two libraries. Our libraries are a valuable asset to our citizens, providing access to a wide variety of materials including e‐books and digital downloads. The Sunrise Mountain Branch Library is the home of the “Be Water” art sculpture. The City’s first community park, Rio Vista, has been very busy in the years since it opened. The park features such amenities as ramadas for family and group functions, an urban fishing lake, a skateboard park, playground and water splash park, sand volleyball courts, softball/baseball fields, and a recreation center. In response to the increased demand for regional recreational facilities, Pioneer Community Park recently broke ground and is scheduled for completion in the fall of 2013. This park will feature a variety of amenities such as an urban fishing lake, lighted ball fields, dog park, splash pad, playground equipment, and ramadas, all of which will continue to expand the recreational opportunities for our citizens. Rio Vista Community Park There are 32 neighborhood parks with assorted amenities that may include any or all of the following: lighted walking/jogging paths, basketball courts, volleyball courts, tennis courts, The City coordinates numerous programs, activities and events that include aquatics, 6 FY 2013 Program Budget Introduction a readers’ theater program and special events. The art gallery within City Hall offers citizens another opportunity to experience the arts. shaded playgrounds, turf areas, ramadas and more. This past year, two new neighborhood parks were completed and another is scheduled to be complete by summer 2012. 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. The Sunrise Mountain Branch Library City Government The City of Peoria is a Council‐Manager 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 four‐year terms to serve the community “at large,” while each of the six council members is elected to four‐year terms in specific geographic districts. Peoria’s boards and commissions are made up of Peoria citizens who wish to serve their community. These volunteers are appointed to review complex issues and provide informed recommendations to the Peoria City Council. This photo of Lake Pleasant shows an unusual occurrence of snow topping the mountains surrounding this beautiful desert lake. Cultural activities, including symphonies, theatres, art galleries and museums can be found throughout the Valley of the Sun. The Peoria Center for the Performing Arts is a state‐of‐the‐art facility featuring a 280‐seat main stage auditorium, an 80+ seat black box theater, classrooms, elegant lobby, dressing rooms, backstage support areas and office space. The center brings award‐winning community theater to the downtown area and offers a variety of programs for children, including summer camps, Centennial Park was dedicated on February 12, 2012, in celebration of Arizona’s 100th birthday. 7 FY 2013 Program Budget Introduction 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 provide an additional water resource that can be used for landscape irrigation or groundwater recharge credits. 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 commercial and light industrial businesses. Mixed‐use development combines residential and commercial activity. In addition, planning is underway for the city’s first hospital facility. A night shot of Peoria City Hall. 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. Listed in this section are the top 25 private employers in Peoria. As you will see, there are many diverse sectors represented within the city. The largest product/service category is health care providers, totaling 1,745 employees. Also represented are grocery/retail, automotive sales, food industry, construction and contractors, general retail services and manufacturing. The Police Department provides law enforcement, investigates criminal incidents and traffic accidents, provides traffic safety and enforcement, and provides crime prevention and community‐ oriented policing services through programs such as the Citizen’s Police Academy, ride‐along programs, and school resource officers. Utilities provided by the city include water, wastewater and sanitation services. The Greenway Water Treatment Plant is a state‐of‐the‐ art water treatment plant that treats Salt River Project water. The plant also enables the city to further reduce its dependence on groundwater 8 FY 2013 Program Budget Introduction A large crowd of baseball fans enjoy a Spring Training game on a beautiful day at the Peoria Sports Complex. Enhancing Peoria helps students develop the critical‐thinking and problem‐solving skills needed to survive in the 21st century. For the baseball fan, Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994 with its 11,000‐seat stadium and 13 baseball fields, becoming the Spring Training home of the Seattle Mariners and San Diego Padres. The facility also plays host to a number of other baseball events, including the Arizona Fall League, adult baseball leagues and youth baseball tournaments. With the re‐signing of the MLB teams for another 20 years, we are excited to look forward to baseball in the spring months for plenty of years to come. The City of Peoria offers “University of Peoria” programs for those interested in gaining in‐depth knowledge of how the city operates. Within University of Peoria, the city offers the Peoria Leadership Institute, a seven–week program (one night per week) that provides an overview of each city department and detailed discussions about how those departments provide services to the city. The Peoria Leadership Institute is open to any Peoria resident free of charge. In addition, both the Peoria Fire and Police departments offer citizen’s academies that provide similar insight into the operations of these vital city departments. The Challenger Space Center offers a high‐tech environment of space exploration through flight simulations, viewings, and multimedia presentations and has helped to establish our community as a viable learning center. This non‐ profit education center serves 50,000 visitors annually, including 30,000 students, Kindergarten through 8th grade. Through interactive experiences that promote child‐led learning, the Center encourages interest in science, technology, engineering and math subjects and careers and 9 FY 2013 Program Budget Introduction The Skunk Creek Trail in Peoria is approximately 1.5 miles in length and connects the New River Trail with the Arizona Canal Diversion Trail (ACDC). The ACDC continues for several miles east and southeast through Glendale, Phoenix and into Scottsdale. This trail connects 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. The mountain hiking and river trail system is very popular among Peoria’s residents and visitors. There are eight miles of mountain hiking trails in Peoria. When complete, the New River multi‐use trail system is planned to be more than 25 miles in length with more than 18 miles of the trail located within Peoria. Approximately 15 of the 18 miles of multi‐use trail along the New River corridor have been completed to date. Construction is nearly complete on the New River Trail system. 10 FY 2013 Program Budget Introduction Peoria’s Top 25 Private Employers Business Name Product/Service Freedom Plaza / Plaza Del Rio Campus* Fry’s Food Stores (4)* Younger Brothers Wal‐Mart (2)* Target (3)* Immanuel Care Campus Good Shepherd Care Center Antigua Lowe’s (2)* Larry Miller Dodge / Hyundai Home Depot (2)* Safeway Forum at Desert Harbor Arizona Retirement Centers (dba Sierra Winds) Oak Craft Albertson’s (2)* Northern Pipeline Varsity Contractors, Inc. Kohl’s (2)* Olive Garden Restaurant Bashas’ (2)* Sun Grove Village Care Center Red Lobster Restaurant The Wasserstrom Company Cracker Barrel Old Country Store Health Care Grocery / Retail Construction Retail Retail Health Care Health Care Retail / Manufacturing Retail Automotive Sales Retail Grocery / Retail Health Care Health Care Manufacturing Grocery / Retail Manufacturing Facilities Cleaning Services Retail Food Service Grocery / Retail Health Care Food Service Food Service Equipment / Supplies Food Service *Combined businesses / total of all stores 11 Estimated # Employees 650 600 550 535 435 360 250 240 239 230 227 220 185 180 178 175 160 154 147 135 121 120 107 102 88 FY 2013 Program Budget Introduction Peoria at a Glance … Form of Government: Council‐Manager Date of Incorporation: June 6, 1954 Fire Protection Recreation Number of Stations ................................................... 8 Number of Employees ........................................... 164 Neighborhood Parks ............................................ 32 Avg. Response Time (minutes) .............................5.19 Miles of Trails .................................................... 24.5 Number of Incidents: Playgrounds.......................................................... 47 Emergency Medical Support ............................13,525 Ramadas ............................................................... 94 Fire Calls ................................................................ 988 Tennis Courts ....................................................... 26 Miscellaneous ........................................................ 950 Basketball Courts ................................................. 44 Multi‐purpose Fields ............................................ 39 Swimming Pools ..................................................... 3 Volleyball Courts .................................................. 12 Police Protection Sports Complex ...................................................... 1 Number of Employees Community Lake .................................................... 1 Sworn .................................................................... 187 Urban Lake ............................................................. 1 Non‐Sworn ............................................................ 101 Skate Park .............................................................. 1 Priority 1 Response Time (minutes).................... 5..86 Number of calls answered ............................. 263,995 City Employees (as of July 1, 2012) Full‐time ..................................................... 1,072.25 Part‐time FTE’s ................................................ 25.81 Total authorized FTE’s ................................ 1,098.06 Peoria Unified School District Number of Schools Elementary Schools (grades K‐8) ............................ 32 High Schools (grades 9‐12) ....................................... 7 Number of Students Elementary....................................................... 24,506 High School ...................................................... 12,256 12 FY 2013 Program Budget Introduction Streets and Utilities… Streets Utilities Lane miles of streets maintained: 584 Arterial (paved)………………………..…………………389 Number of active customers Collectors (paved)……………..…….………………….180 Water…..………………………………………………………….47,793 Local (paved)………………………..……………………..841 Wastewater………………………………..……………………50,715 Unpaved………………………………………..…………………2 Solid Waste………………………………………………………48,752 Streetlights………………………………………………14,093 Water Data: (1,000’s gal) Annual household consumption……………..….8,003,947 Avg. gal/household/month………………………………13,267 Avg. gal/household/year………………………….…….159,203 Number of active wells in system……………………………32 Available storage capacity……………………..42 million gal 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…………………………………0.966 bil gal Jomax Plant………………………………………0.156 bil gal Butler Plant,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,2.381 bil gal Solid Waste: Residential tonnage processed………………………..47,989 Commercial tonnage processed……………………….20,340 Recycle tonnage processed………………………………16,277 Total tonnage processed…………………………………..84,606 Election Statistics Registered Votes % of Registered Date Type of Election Voters Cast Voters Voting November 7, 2006 General 63,544 38,539 60.65% September 12, 2006 Primary 62,328 15,799 25.35% November 8, 2005 Special (Mail) 64,018 13,417 20.96% September 13, 2005 Special 66,276 7,299 11.01% May 17, 2005 Special 65,998 9,704 14.70% November 4, 2008 Special Bond/Recall 76,323 61,955 81.17% 13 FY 2013 Program Budget Introduction Demographics… Population Income 154,065 160,000 139,047 $80,000 140,000 $74,985 $70,000 120,000 $60,000 108,364 $50,000 $50,000 100,000 $40,000 74,565 80,000 $20,000 50,618 60,000 $35,000 $31,513 $30,000 $20,000 $14,000 $10,000 40,000 $0 27,568 1990 12,351 20,000 3,802 4,792 1965 1970 2000 Median Household Income 2010 Per Capital Income 0 1980 1985 1990 1995 2000 2005 2010 Housing Units in Peoria Family Household Size 2010 50,000 20,000 Total Households = 57,457 Avg. Household Size = 2.66 Total Families = 40,617 Avg. Family Size = 3.15 43,902 16,510 40,000 15,000 30,000 10,000 8,773 8,605 20,000 5,000 9,476 10,000 4,054 1,663 0 Owner Occupied Renter Occupied 2‐Person Households 3‐Person Households 2009 Labor Force Statistics 57,734 60,000 6‐Person Households 7+ Person Households 21,697 20,000 14,553 15,000 35,072 42,379 40,000 5‐Person Households 25,000 Population 16+: 83,478 Unemployment Rate: 5.9% 50,000 4‐Person Households Occupations 62,287 70,000 1,012 0 10,214 10,000 25,899 30,000 8,679 6,342 5,207 5,000 13,725 Males Civilian Unemployed In Armed Forces Not in Labor Force Females 14 Service Production, Transport & Mat'l Moving Civilian Employed Sales & Office Total Professional & Related Mgmt., Business & Finance 25 279 1,291 1,350 0 Construction, Extraction & Maint. 67 0 10,000 Farming, Fishing & Forestry 20,000 FY 2013 Program Budget Introduction Demographics… Getting to Work Travel Time to Work 50,000 40,000 41,153 30,302 40,000 30,000 Average All Workers = 29.2 minutes Total Worker Base = 51,185 30,000 20,000 20,000 11,465 10,000 7,217 4,300 410 Walk 1,484 1,484 717 Gross Sales Work at Home 36‐59 min. 10‐35 min. Other Means 9 min. or less 0 Work at Home Carpool Drive Alone 205 Public Transportation 3,634 0 60 min. or more 10,000 Building Permits Issued $8,000,000,000 600,000,000 7,000 500,000,000 6,000 $7,000,000,000 $6,000,000,000 $5,000,000,000 5,000 400,000,000 $4,000,000,000 4,000 300,000,000 $3,000,000,000 3,000 $2,000,000,000 200,000,000 2,000 $1,000,000,000 100,000,000 2011 2010 2009 2008 2007 2006 $0 1,000 ‐ ‐ Value of Permits Issued 15 Number of Permits Issued FY 2013 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 2012 budget. City Manager’s Budget Message The City Manager’s Budget Message provides an overview of the major issues and operational priorities within the FY 2013 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 16 FY 2013 Program Budget Introduction Programs/Performance Management The Programs/Performance Management section includes an overview of the City’s Performance Management program and department summaries that describe their mission, service activities, key performance indicators and funding and staffing levels. The divisions within each department are closely examined, detailing programs, operational goals and additional performance measures for each division. Capital Improvement Plan The Capital Improvement Plan section focuses on funding for major, one‐time infrastructure improvement 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, numeric 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 page. 17 18 FY 2013 Program Budget Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2013 Mayor Barrett and Members of the Peoria City Council, I am pleased to provide you with a recommended FY 2013 Annual Budget and 10‐Year Capital Improvement Program for the City of Peoria. These spending plans reflect our commitment to provide a high level of service to our residents, while preserving our organization’s long‐term financial viability. As the city continues to manage through a protracted economic downturn, we are beginning to see positive signs in the local economy resulting in slow but steady improvement in our five‐year revenue picture. However, fiscal prudence requires that we not undertake additional ongoing commitments beyond those identified in our expenditure forecast. The recommended budget is a “hold the line” budget that addresses core services and maintains the levels of service our residents have come to expect. The result is a spending plan that meets the needs of our community without compromising our financial future. BUDGET APPROACH The guiding principles for this budget are the City Council’s 24‐month policy goals. These policy statements offer clear and thoughtful direction for achieving community expectations. The following 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 Last October at the Council Budget Workshop, the City Council indicated that they would like to have more information included in the FY2013 budget documents for review. To address this, there have been a number of changes and additions to the format and content of the recommended budget. As part of our strategic budgeting approach, city departments undertook an analysis to determine the true cost of the services they provide. For the first time, this information is included in the City Council budget workbooks. Using this same information, department directors engaged their employees to discuss trends, options, and opportunities for addressing citizen needs. Department directors then prepared their work plans for the next fiscal year and the associated budget requests based on the resources needed to achieve desired performance outcomes. After four consecutive years of budget cutting, the recommended budget is devoid of spending reductions for the first time since FY 2009. However, some areas of the organization have pent‐up demand for additional resources. For this reason, our approach was to do our best to accommodate modest one‐time needs of departments while avoiding new ongoing commitments. 19 FY 2013 Program Budget Budget Message Throughout the year, Council has been provided a number of updates on the City’s financial condition and economic development initiatives. In addition, the Council, in subcommittee and in study sessions, spent a considerable amount of time reviewing and deliberating the necessary rate adjustments to the City’s water, wastewater and solid waste services. PEORIA’S FISCAL SITUATION The city’s revenue stream is largely influenced by overall economic conditions. Many experts agree that the fragile recovery that started in 2010 will continue, albeit at a slow rate. As evidence of the gradual recovery, economists point to 1) stabilization in the S&P/Case‐Shiller Home Price index, a national index of home prices commonly used to estimate the condition of the housing market; 2) modest improvements to overall job growth within the state; and 3) rising demand for durable goods as reflected in the consumer confidence index. Improving consumer confidence has manifested itself in higher‐than‐anticipated city sales tax collections. We expect actual sales tax revenues for this fiscal year to exceed projections by about 3 percent, with particularly strong performance in the retail (especially auto sales), restaurants and bars, and amusements categories. For FY 2013, we are forecasting roughly 2 percent growth in city sales tax revenues. Property tax collections continue to be negatively impacted by the local housing market. Although we are beginning to see home prices ticking upward, the lag between the time properties are valued and the time they are billed means we will see property tax collections decrease again in FY 2013. Recent information from the County Assessor’s Office shows an 11 percent decline in the city’s assessed valuation. While this decline was expected, this affects the general fund and the city’s capital improvement program, which relies heavily on secondary property taxes to finance projects. We expect property tax collections to finally level out in FY 2014 and to begin increasing again in subsequent years. The FY 2013 budget, therefore, employs conservative assumptions of growth that reflect a cautiously optimistic outlook. The budget assumes that conditions will not decline moving forward. Instead, the budget assumes marginal increases in economic activity during this period. In addition, the budget conforms to national expectations that the recovery will be gradual. TAXES, RATES AND USER FEES Given the current economic climate, the budget as submitted strives to limit the financial burden placed on our residents. The FY 2013 recommended budget assumes no increase to property tax rates for the upcoming year. Likewise, the city sales tax rate remains at 1.8 percent. Only the minimum level of rate increases for water and wastewater are recommended to fund the system operations and the necessary repair and maintenance program recommended in the FY 2013 operating and capital budgets. After a three‐year period without adjustments, a slight increase in the commercial solid waste rate is likewise recommended. These increases are tempered by a recommended 13 percent decrease in the residential solid waste rate, which is possible because of the financial health of this fund, expense control, and improving recycling revenues. Overall, Peoria residents continue to enjoy comparatively low utility rates among Valley cities. 20 FY 2013 Program Budget Budget Message The city regularly evaluates its user charge system to ensure that we are assessing appropriate fees for the services we provide. For FY 2013, this analysis resulted in adjustments to a small number of recreation fees to help recover the full cost of these services. Other cost of service analyses, such as Development Services User Fees are scheduled for Council review later in the fall. USE OF FUND RESERVES The Council‐adopted Principles of Sound Financial Management have established strong policies on reserve levels for our major operating funds. It is important to remember that much of these reserves are established to address immediate and dramatic fiscal difficulties. To address such emergencies, the budget includes contingency appropriation for crisis events, but does not apply any reserves to address recurring expenses. BUDGET PRIORITIES Aside from protecting the city’s ongoing financial integrity, the city’s top priority is preserving and enhancing the high quality of life Peoria residents have come to expect. The FY 2013 budget provides the financial resources necessary to meet these expectations. One of the keys to any community’s quality of life is a vibrant and diversified economic base with a qualified workforce and quality jobs. As such, funding has been allocated to a number of economic development initiatives and projects, including two new industries expected to begin operations in FY 2013. The BioInspire Medical Device Incubator is the product of a partnership between the city, BioAccel, and Plaza Companies. BioAccel will operate BioInspire, which is housed on the Plaza del Rio medical campus. This partnership brings to Peoria significant expertise in both managing start‐ up biotechnology companies as well as cultivating entrepreneurship, which are the basis on which to build a bioscience economic cluster in Peoria. The 7,200 square foot incubator can accommodate up to seven companies until their technology is ready for commercialization. A launch of the facility is planned for early summer 2012. Maxwell Technologies is a global leader in storage and power delivery solutions for automotive, heavy transportation, renewable energy, backup power, wireless communications, and industrial and consumer electronics applications. The company’s Peoria location will be a new electrode, cell, and module manufacturing facility for the production of ultracapacitors. Maxwell will hire 150 people with an average salary of $50,000 during the first three years of operation at the 124,000 square foot facility. The company’s capital investment in this project will be $26 million, and it expects to be operational in December 2012. Public safety is another critical component of quality of life. This budget underscores the city’s ongoing commitment to this important responsibility of local government. We are proposing no change to the number of police and firefighter positions, and we have supported a number of one‐ time requests by both the Police and Fire departments. We will continue to emphasize our community‐based policing approach, which proactively addresses neighborhood concerns while establishing vital relationships with community leaders. These efforts will be supplemented by several other neighborhood‐focused initiatives. Funding is provided to continue the successful community works program, which provides for small, 21 FY 2013 Program Budget Budget Message targeted capital improvements that make an immediate difference. The neighborhood grant program is a partnership between the city and neighborhood organizations that results in aesthetic improvements to our neighborhoods. And the ever‐popular neighborhood pride revitalization program is back for its 16th year, offering support to individual property owners. Peoria has long boasted premier youth‐related recreation programs and activities. Various after‐school programs, aquatic center activities, and special interest classes provide useful outlets for youths and teens in our community. While such services have been curtailed in other Valley cities, we have remained committed to providing affordable and enjoyable alternatives for Peoria’s young citizens. Finally, the recommended budget honors the labor agreements we have negotiated with our bargaining units, which call for a 5 percent wage increase. We are also recommending a commensurate increase for our non‐represented employees. CAPITAL IMPROVEMENT PROGRAM Each year the Council updates the Capital Improvement Program (CIP). The CIP provides a schedule of planned improvements over the next 10 years and identifies the revenue sources that will pay for those improvements. The recommended FY 2013 capital budget and 10‐year capital program have increased over this fiscal year, primarily due to the upcoming investments to the Peoria Sports Complex as part of the recently announced extension of the lease agreement with the Seattle Mariners and San Diego Padres. The city is budgeting $36 million in Municipal Development Authority bond proceeds backed by the Half Cent Sales Tax to pay for enhancements to each team’s clubhouse and to the stadium itself. In addition to the improvements to the Sports Complex, the recommended CIP includes major investments in parks, roadways, and facilities. Near‐term examples include development of the city’s second community park at the intersection of 83rd and Olive avenues, the widening of Lake Pleasant Parkway from Westwing Parkway to the Loop 303, and the expansion of the Pinnacle Peak Public Safety Facility to provide more space to the Police Department in northern Peoria. As important as these new capital undertakings is the responsibility to maintain existing city assets. The capital improvement program includes a number of ongoing programs and one‐time projects to perform regular maintenance on infrastructure and to replace those assets that have reached the end of their useful lives. One new addition to the CIP is the Street Reconstruction and Rehabilitation Program, which provides funding to address local streets that are beyond repair. CONCLUSION In summary, the proposed budget totals $473 million, which represents a 2.8 percent increase over the prior year. The budget for the general fund, the city’s primary operating fund, is $112.2 million—a 5.0 percent increase. The $170 million capital budget for FY 2013 represents a 7.8 percent increase over the FY 2012 plan, while the 10‐year capital improvement program totals $463.3 million, a 0.15 percent decrease over last year’s program. 22 FY 2013 Program Budget Budget Message Cautious optimism ‐ I can’t think of any better way to describe the FY 2013 budget. We’ve managed through the worst of the Great Recession and our revenues are now heading in the right direction, but the economy is still fragile and this is no time to be adding new programs and services. I believe this budget underscores a commitment by all city departments to live within their means and to implement cost‐saving efficiencies wherever possible, while preserving those things that make Peoria great. I wish to thank the City Council for their guidance and support throughout the development of this proposed budget. In addition, I wish to thank the Management and 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 2013 budget a reality. Sincerely, Carl Swenson City Manager 23 24 FY 2013 Program Budget Long-Range Forecast Long-Range Forecast FINANCIAL POLICIES 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 public. 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:  To deliver quality services in an affordable, efficient, and cost‐effective basis, providing full value for each dollar.  To maintain an adequate financial base to sustain a sufficient level of municipal services, thereby preserving the quality of life in the City of Peoria.  To have the ability to withstand local and regional economic fluctuations, 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.  The City’s budget is closely aligned with the financial policies established by the Peoria City Council. The Principles of Sound Financial Management are intended to establish guidelines for the City’s overall fiscal planning and management. The policies support the continued financial strength and stability of the City of Peoria as reflected in its financial goals. Fund Balance Objectives Fund balance is an important indicator of the City’s financial position. Adequate fund balances are maintained to allow the City to continue providing services to the community in case of economic downturns and/or unexpected emergencies or requirements. General Fund. The City of Peoria’s unassigned General Fund balance will be maintained to provide the City with sufficient working capital and a comfortable margin of safety to address emergencies, sudden loss of revenue or operating needs, and unexpected downturns without borrowing. The unassigned fund balance is maintained in three different reserves: To maintain a high bond credit rating to ensure 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.  Achieving these goals not only helps the City to enhance its financial health, it also enhances the 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. 25 The City will maintain an “Emergency Reserve” of 10% of the average actual General Fund revenues for the preceding five fiscal years. The Emergency Reserve is for unexpected, large‐scale events where damage in excess of $250,000 is incurred and immediate, remedial action must be taken to protect the health and safety of residents. FY 2013 Program Budget Long-Range Forecast If used, funds must be approved by City Council and the City shall strive to restore this reserve the next fiscal year.  The City will maintain an “Operating Reserve” with an upper goal of 15% of the average actual General Fund revenues for the preceding five fiscal years. The Operating Reserve is intended for unexpected events whose impact exceeds $500,000, such as a failure of the State to remit revenues to the City, unexpected mandates, unexpected loss of State Shared revenues, continuance of critical City services due to unanticipated events, or to offset the unexpected loss of a significant funding source for the remainder of the fiscal year.  First Priority ‐ The debt service for Municipal 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.  Second Priority – Fund Balance.  Half‐Cent Sales Tax debt service reserve should be at least $1,000,000 for outstanding bonds being paid from the one‐half cent sales tax.  Half Cent Sales Tax reserve goal is 35% of the average actual revenues for preceding five fiscal years. If used, funds must be approved by City Council and the City shall strive to restore this reserve within two fiscal years.  Third Priority – Capital, economic development, and community promotions expenditures.   Fourth Priority – Specific City operational expenditures may be identified by Council through the annual budget process to be funded through the one‐half cent sales tax revenues. The City will maintain a “Budget Stabilization Reserve” with an upper goal of an additional 10% of the average actual General Fund revenues for the preceding five fiscal years. The Budget Stabilization Reserve may be used to provide funding to deal with fluctuations in fiscal cycles and operating requirements that exceed $500,000. Enterprise Funds. Government enterprises generate revenue to recover the cost of providing certain services including water, wastewater, and solid waste. User charges are established to recover 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: If used, funds must be approved by City Council and the City shall strive to restore this reserve within three fiscal years. The funds in excess of the stated goals should not be used to support recurring operating expenditures, however may be considered to supplement “pay as you go” capital outlay expenditures or prepay existing debt. Half‐Cent Sales Tax. The Council has established a special one‐half (½) cent sales tax designated 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 follows: 26  The debt service coverage ratio of 2.0 times the amount of the debt service payments, exclusive of expansion fee revenue.  A minimum cash reserve fund balance for the water and wastewater operating funds equal to 25% of the actual operating expenditures for the current fiscal year.  The City will maintain a “Rate Stabilization Fund” in water and wastewater equal to 5% of FY 2013 Program Budget Long-Range Forecast    the average actual revenues for the preceding three fiscal years. The Rate Stabilization Fund may be used to moderate significant rate increases. stopped the distribution of the LTAF funds in February 2010. The Transit fund is currently being subsidized by the Transportation Sales Tax fund. The City will maintain a “Debt Stabilization Fund” in water and wastewater with an upper goal of 50% of the maximum annual debt service payments in the following five years. The Debt Stabilization Fund is intended to provide additional security to insure the City’s ability to meet debt service obligations. Fiscal Planning The City of Peoria identifies and allocates resources among numerous and complex competing 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 competing to receive funding. The fiscal planning process includes the following: The City will maintain an “Asset Maintenance Fund” in water and wastewater with an upper goal of 2% of the enterprise fund infrastructure assets. The Asset Maintenance Fund may be used to provide funding for the repair and maintenance of critical infrastructure. Annual Budget. The City will establish a balanced annual operating budget. Current operating 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. A minimum cash reserve fund balance for the solid waste operating funds equal to 20% of the actual operating expenditures for the current year. 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 activities. Any transit‐related operations, however, are supported through a separate Transit Fund. The primary source of revenue for the Streets Fund is collections from the State Highway User Revenue Fund. This includes revenue from the sale of gasoline, diesel fuels and other transportation‐ related fees. A 3/10 of one cent (0.3¢) sales tax specifically designated for transportation generates additional revenue for the fund. Long‐Range Forecasting. The City will annually update a five‐year long‐range forecast, incorporating both projected revenues and expenditures for the City’s major operating funds. The five‐year revenue forecast will only include revenues that are anticipated to be sustainable over the five‐year period. Expenditure projections should include anticipated operating impacts of the adopted capital improvement program. 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 exposure to risk through the use of “hold harmless” agreements in City contracts, and by requiring contractors to carry liability insurance. 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. In the past, the majority of funding for transit operations was derived from the state’s allocation of Arizona Lottery proceeds, termed the Local Transportation Assistance Fund (LTAF), but this changed when the State of Arizona Replacement Funds. Provisions will be made in the annual operating budget for sufficient 27 FY 2013 Program Budget Long-Range Forecast maintenance and replacement dollars to ensure that all capital acquisitions, computer hardware and software, and other equipment are properly maintained and replaced in accordance with approved capital and equipment replacement schedules.  The City shall conduct a review of its development impact fees on a regular basis. Periodically, the City will also recalculate the full costs of activities supported by user fees to identify the impact of inflation and other attendant costs and recommend adjustments where necessary.  The City shall comply with all state and federal regulations concerning financial management and reporting. 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. Debt Management Policy The Debt Management Policy provides for the preservation and eventual enhancement of the City’s bond ratings, the maintenance of adequate debt service reserves, compliance with debt instrument covenants and provisions, and required disclosures to investors, underwriters, and rating agencies. When current revenues or resources are available for Capital Improvement Projects, consideration will be given first to those capital assets with the shortest useful life, and for assets whose nature make them comparatively more difficult to finance with bonds or lease financing. The City utilizes long‐term debt to finance capital 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. Control Measures and Compliance Long‐Term Debt Management must ensure compliance with the legally adopted budget. In addition, purchases and expenditures must comply with legal requirements and policies and procedures set forth by the City.   The City’s annual financial statements and 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. 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 Certified Public Accountants, and the Government Finance Officers Association. 28  The City will not use long‐term debt to fund current operations or smaller projects that can be financed from current revenues or resources. The City will first attempt to utilize “pay‐as‐you‐go” capital financing and/or the use of operating funds or impact fees where applicable.  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 term of any bond or lease obligation issue will not exceed the useful life of the capital project/facility or equipment for which the borrowing is intended. FY 2013 Program Budget Long-Range Forecast To assist with this evaluation, the City of Peoria Management and Budget Department has formulated automated forecast models for each of its operating funds. The models attempt to balance planned or anticipated resources against the expected demands for service in the community. The Long‐Range plan is designed to address a number of recurring issues, such as: 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. LONG-RANGE FORECAST According to the Government Finance Officers Association, there are four critical principles which overlay a good budget process: 1. Establish broad goals to guide government decision making. 2. Develop approaches to achieve goals. 3. Develop a budget consistent with approaches to achieve goals. 4. Evaluate performance and make adjustments. To properly apply these principles requires timely and accurate information regarding the expected conditions and events which can shape our community in the future.  How will Peoria meet the challenges of growth in the future?  What is the impact of potential citizen initiatives and legislative actions which affect Arizona cities?  How will the City respond to adverse economic or emergency conditions?  How do we deal with cost increases that exceed the rate of inflation? 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 The Long‐Range Financial Forecast is developed 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 priorities for the upcoming fiscal year. After an extensive review of issues and events which impact our city, the Management & Budget staff presented a “most likely” scenario to Council in October of 2011. Based on this information, Council utilized the results of the long‐range forecast to develop guidelines for the FY 2013 budget process. To be useful, a financial plan must establish a balance between expected service activities and the City’s ability to support these activities. As a result, useful financial 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 environment. Shifts in demographic and economic conditions, as well as changes in societal values, all impact how governments operate. This is especially notable in communities such as Peoria, where the City must continually assess its ability to support important programs and services well into the future. By evaluating important trends and economic conditions, the City is better able to gauge our ability to provide services over an extended period of time. Financial Projection 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 29 FY 2013 Program Budget Long-Range Forecast 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 popula‐ tion, and residential development activity. 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. Sports Complex Fund. The Sports Complex fund includes monies to support the maintenance, operation and debt requirements related to the City of Peoria Sports Complex. The City’s share of 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. Scope of Study The FY 2013 Long‐Range Financial Forecast includes a narrative discussion on the long‐range models for each of the operating funds. Specifically, the Management & Budget Depart‐ ment staff undertook extensive reviews of the following funds: 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 development activity in Peoria. Many experts agree that the fragile recovery that started in 2010 will continue, albeit at a slow rate. As evidence of the gradual recovery, economists point to 1) stabilization in the S&P/Case‐Shiller Home Price index, a national index of home prices commonly used to estimate the condition of the housing market; 2) modest improvements to overall job growth within the state; and 3) rising demand for durable goods as reflected in the consumer confidence index. 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. 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. Transit Fund. The City’s Dial‐a‐Ride and fixed route transit systems are all funded out of the Transit Fund. This fund is currently being subsidized by the Transportation Sales Tax fund since the State of Arizona stopped the distribution of the Local Transportation Assistance Fund (LTAF) funds. Improving consumer confidence has manifested itself in higher‐than‐anticipated city sales tax collections. We expect actual sales tax revenues for this fiscal year to exceed projections by about 3 percent, with particularly strong performance in the retail (especially auto sales), restaurants and bars, and amusements categories. For FY 2013, we are forecasting roughly 2 percent growth in city sales tax revenues. Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. Property tax collections continue to be negatively impacted by the local housing market. Although we are beginning to see home prices ticking upward, the lag between the time properties are Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. 30 FY 2013 Program Budget Long-Range Forecast valued and the time they are billed means we will see property tax collections decrease again in FY 2013. Recent information from the County Assessor’s Office shows an 11 percent decline in the city’s assessed valuation. While this decline was expected, this affects the general fund and the city’s capital improvement program, which relies heavily on secondary property taxes to finance projects. We expect property tax collections to finally level out in FY 2014 and to begin increasing again in subsequent years. reaches of the City’s planning area during the latter part of the forecast period. The Community Development Department will continue the highly successful Neighborhood Grant Program, where neighborhood associations may receive funding for neighborhood improve‐ ments throughout Peoria. The Community Services Department plans include continuing the connection of trails, opening new neighborhood parks and in 2013 opening a new community park. Costs to support these projects, as well as all CIP projects, are incorporated in the long‐ range forecast. 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 yet increasing construction activity for the study period. The impact of the economic situation, along with expected cost trending, have all been incorporated in the City’s financing models. Forecasts of Major Operating Funds General Fund. The City is thoroughly examining ongoing General Fund requirements and revenue streams over the next few years to ensure current service levels can be sustained. This should enable the City to maintain a strong unreserved fund balance, while further continuing the practice to fund a number of capital projects on a “pay‐as‐you‐go” basis. The growth in planned revenues is expected to meet the growth in expenditures for the next three years; in addition, the final two years are showing a positive structural balance. As ongoing funding becomes available, the City will follow a long term recovery strategy to determine which services or projects to apply the new sources. Operational Impacts of Capital Plan Within the City of Peoria Capital Improvement Program, an extensive effort by City staff is undertaken 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. The City’s Police Department is committed to maintaining its response levels, while continuing its community‐based functions for existing areas. Based on that department’s operational plans, additional sworn officers and civilian positions will be needed in the future to respond to these demands. Costs to support communication systems and computer‐aided dispatch systems have been incorporated into the long‐range forecast. General Fund Projected Revenues and Expenditures $125,000,000 $120,210,286 $121,712,827 $116,881,754 $117,633,992 $113,922,754 $113,922,754 $110,367,673 $110,367,673 $107,281,904 $75,000,000 $107,281,904 $100,000,000 $50,000,000 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 firefighters and support staff needs are addressed when appropriate in both the northern and western $25,000,000 $0 FY2013 FY2014 Expenditures 31 FY2015 FY2016 Revenues FY2017 FY 2013 Program Budget Long-Range Forecast Streets Fund. The City’s Streets Fund consists of proceeds from numerous sources, with HURF as its primary revenue source. Arizona’s Highway 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. Additionally, contributions from the 0.3¢ transportation sales tax have helped to stabilize this fund. This will allow the Streets Fund to remain financially independent through the planning period. Streets Fund Projected Revenues and Expenditures $17,500,000 $ 1 4 ,1 5 6 ,3 5 2 $14,000,000 $10,500,000 $ 1 3 ,7 1 0 ,9 6 8 $ 1 3 ,3 7 2 ,7 8 9 $ 1 5 ,2 4 2 ,6 9 0 $ 1 3 ,6 1 4 ,3 1 4 $ 1 3 ,9 7 1 ,3 3 1 $ 1 4 ,3 5 0 ,1 5 4 $ 1 4 ,1 5 1 ,5 0 4 $ 1 5 ,9 1 8 ,5 5 4 $ 1 4 ,4 9 3 ,1 9 2 $7,000,000 $3,500,000 $0 FY2013 FY2014 Expenditures Water Fund. The City of Peoria provides water service to approximately 48,200 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. FY2015 FY2016 FY2017 Revenues Water Fund Projected Revenues and Expenditures $40,000,000 $32,000,000 $24,000,000 $ 2 8 ,5 8 3 ,9 4 8 $ 3 4 ,2 8 1 ,1 5 5 $ 2 9 ,4 0 7 ,5 6 8 $ 3 5 ,4 1 4 ,1 1 8 $ 3 0 ,0 9 4 ,2 5 3 $ 3 6 ,7 7 9 ,5 7 9 $ 3 0 ,8 5 5 ,3 3 4 $ 3 8 ,1 2 9 ,4 8 6 $ 3 2 ,9 0 0 ,7 3 5 $ 3 9 ,0 4 7 ,9 8 4 $16,000,000 The water utility, as well as most City funds, was in a “hold the line” strategy for FY2013. After the extensive review of the water rate structure and system in FY2012, the City adjusted water user fees and implemented the pricing structure to ensure equity among users. For FY2013, staff continued implementation of the multi‐year rate plan and the necessary fee increases for the City to meet the financial policies for cash reserves and debt coverage into the future; however, the forecast includes rate increases through FY2015. $8,000,000 $0 FY2013 FY2014 Expenditures 32 FY2015 Revenues FY2016 FY2017 FY 2013 Program Budget Long-Range Forecast Wastewater Fund. The City provides wastewater services to approximately 51,100 accounts within the city. Costs for these activities are accounted 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 wastewater service charges to support its activities. Wastewater Fund Projected Revenues and Expenditures $25,000,000 $18,674,692 $21,777,525 $18,585,366 $21,331,715 $18,864,658 $20,898,375 $19,020,726 $20,019,170 $19,258,030 $15,000,000 $21,008,169 $20,000,000 $10,000,000 $5,000,000 The wastewater utility also used the “hold the line” strategy in the ongoing cost components of the budget; however, some necessary one‐time capital expenditures were added to assist in the daily operations of the system. After the extensive review of the water rate structure and system in FY2012, the City adjusted wastewater user fees and implemented the pricing structure to ensure equity among users. For FY2013, staff continued implementation of the multi‐year rate plan and the necessary fee increases for the City to meet the financial policies for cash reserves and debt coverage into the future; however, the forecast includes rate increases through FY2015. With these assumptions, the forecasts indicate the Wastewater Fund will be financially self‐ sustaining into the future. $0 FY2013 FY2014 Expenditures Commercial Solid Waste Fund. The Commercial 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 maintain competitive pricing while also generating sufficient revenues to meet the City’s financial policies. The City plans to adjust Commercial Solid Waste user fees by 3% in FY2013. Additionally, yearly increases are forecasted throughout the planning period to ensure the Commercial Solid Waste Fund will be financially self‐sustaining into the future. FY2015 FY2016 FY2017 Revenues Commercial Solid Waste Fund Projected Revenues and Expenditures $3,000,000 $2,787,550 $2,788,655 $2,633,812 $2,688,711 $2,577,733 $2,474,442 $2,503,613 $2,432,865 $2,452,359 $2,000,000 $2,595,898 $2,500,000 $1,500,000 $1,000,000 $500,000 $0 FY2013 FY2014 Expenditures 33 FY2015 Revenues FY2016 FY2017 FY 2013 Program Budget Long-Range Forecast Residential Solid Waste Fund. The Residential Solid Waste operation provides trash collection, recycling, and loose trash pickup for approximately 49,000 residential accounts within the City. The City’s Residential Solid Waste operation is the sole provider of service for Peoria residents. The City plans to lower the residential service fees by 13% in FY2013 mainly from the cost containment efforts, favorable revenue pricing for residential recycling products, and lessened growth expectations. The City 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. Residential Solid Waste Fund Projected Revenues and Expenditures $10,000,000 $8,887,637 $8,992,466 $8,699,322 $8,998,817 $8,532,489 $8,843,570 $8,405,544 $8,149,422 $7,358,427 $6,000,000 $8,286,347 $8,000,000 $4,000,000 $2,000,000 $0 FY2013 FY2014 Expenditures Transit Fund. The transit operation provides a citywide Dial‐A‐Ride demand response bus system, a City Travel Reduction Program and a Clean Air Campaign. After the FY2010 budget reductions 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 distri‐ bution of LTAF funds, which was approximately $855,000 per year to the City. Without the LTAF funding source, the City has had to subsidize this fund with the Transportation Sales Tax revenues and will need to carefully consider operational decisions and/or continue the support from other sources to make this fund sustainable. FY2015 FY2016 FY2017 Revenues Transit Fund Projected Revenues and Expenditures $1,250,000 $1,058,246 $1,058,246 $1,042,607 $1,042,607 $1,027,199 $1,027,199 $1,012,019 $997,063 $997,063 $750,000 $1,012,019 $1,000,000 $500,000 $250,000 $0 FY2013 FY2014 Expenditures 34 FY2015 FY2016 Revenues FY2017 FY 2013 Program Budget Budget Summary Budget Summary In February and March of 2012, the executive management team met with department directors to review their proposed service plans. Discussion focused on how departments proposed to maintain core service activities, create operational efficiencies and continue to provide excellent customer service for our citizens. Beginning at their annual workshop in October of 2011, the City Council was provided updated information on the City’s financial condition, including 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 Manager for consideration during the FY 2013 budget process. In March, the city manager brought forward a balanced budget for review by the City Council. As stated in the city’s “Principles of Sound Financial 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 requirements. As in prior years, departments utilized a more long‐term approach to their operation and budget requests. Each department updated its operating plans which outline how they intend to meet service expectations within the available resources in FY 2013. FY 2013 BUDGET CALENDAR Activity Date City Council Annual Workshop—Goals and Priorities Established October 28, 2011 Department Review Sessions with City Management February—March 2012 City Manager’s Recommended Budget March 15, 2012 City Council Budget Study Sessions March 26th —30th, 2012 Adopt Tentative Budget May 15, 2012 Hold Public Hearing on Budget and Property Tax Levy June 05, 2012 Adopt Final Budget June 05, 2012 Adopt Property Tax Levy June 19, 2012 35 FY 2013 Program Budget Budget Summary Budget Objectives Budget Review For FY 2013, a “program and performance‐based budgeting” method was utilized throughout the organization. Departments were required to develop strategic operating plans focused on addressing Council’s policy goals without increasing expenditures. Budgets were developed with a focus on providing “core” services to our residents and identifying the true cost of providing those services. Once divisions submitted the base, supplemental, and carryover budget requests, Management and Budget staff undertook extensive reviews of various cost factors, as well as individual account activity. Throughout this time, staff closely analyzed and resolved outstanding issues during a series of evaluation sessions with the departments. From there, the executive management team conducted reviews through the months of February and March 2012. 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 financial condition, was presented to the entire City Council. The Council Budget Study Sessions were undertaken this year from March 26 through March 30. Upon Council’s revisions to the manager’s recommended budget, the Management and Budget Department then finalized the proposed tentative budget. A key component to performance‐based budgeting 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 operations. In the case where additional funding is desired, departments may submit a “supplemental” request for additional resources. Conversely, in acknowledgment of decreased revenue streams, reductions to budgets may need to be considered. In these cases, 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. 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 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 directly 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. Calculation of a Base Budget FY 2012 Budget FY 2013 Budget One‐Time Needs 36 Salaries Salaries Ongoing Operations Ongoing Operations FY 2013 Program Budget Budget Summary Budget Adoption new base adjustment is necessary. The approved increase of $15 million to the base expenditure limitation was based on actual expenditures in recent years and forecasted 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 calculated from current and anticipated levels of operations, maintenance and capital outlay. After the initial study sessions, the proposed budget was presented to Council for tentative adoption on May 15, 2012. The adoption of the tentative budget sets the maximum appropriation for the fiscal year. The budget was then 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 2013 final budget was adopted on June 5, 2012 and the property tax levy on June 19, 2012. The actual expenditure budgets adopted each year by the City Council will be the statutory limit and may vary from these “base adjusted” amounts depending on the funding needs and available revenues. The approval of a permanent adjustment eliminated the need for voter approval every four years, and Budget staff does not envision another base adjustment within the current 10 year forecast. 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. The maximum legal expenditure limit is $759,367,985 in Fiscal Year 2013. This compares to the total appropriation of $473,000,000 in the final budget adopted by Council. However, the city estimates that $191 million would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming year. The State of Arizona imposes an expenditure limitation for the annual budget appropriation in municipal governments. The limitation requirements 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: Budget Amendment Policy During the fiscal year, the budget is monitored continually by both the Budget Office and individual departments. The city may not exceed 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 limitation. ∙ A local home rule (alternative expenditure limitation) ∙ A permanent base adjustment ∙ One‐time override ∙ A capital projects accumulation fund 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 personnel accounts, and all transfers to or from capital outlay accounts. In addition, expenditures to be supported from reserves or contingency accounts 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 permanent base adjustment, which allowed the city to continue appropriating funds beyond the state limit until a 37 FY 2013 Program Budget Budget Summary Variances which have not been eliminated include: (1) non‐cash entries such as depreciation and accrued employee compensated absences that are recognized for GAAP but not for budget, and (2) the 45‐day encumbrance recognition for budget that is not GAAP. The Comprehensive Annual Financial Report (CAFR) is prepared after the close of each fiscal year and reflects how well the city has met its budget plan after the aforementioned differences are recognized. also require City Council approval. The city manager may authorize transfers within a fund up to $50,000. Budget Basis The city maintains its financial records in accordance with Generally Accepted Accounting Principles (GAAP) for governmental entities. The basic financial statements include government‐ wide financial statements as well as fund financial statements. The government‐wide financial statements are prepared on a full accrual accounting basis and show governmental activities, business‐type activities and a total for the government (excluding fiduciary activities). Governmental fund statements are prepared on a modified accrual basis of accounting. Proprietary fund statements are prepared on the full accrual basis. Performance Management The City of Peoria is focused on continually improving operational performance. The organization is accountable to its residents by demonstrating progress toward the achievement of goals, objectives and performance measures within every service delivery area. The city has employed a number of performance management practices to make informed decisions on operational needs and resource allocation. 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 current period. Expenditures are recorded when the related liability is incurred, except for unmatured interest on general long‐term debt which is recognized when due, and certain compensated absences, claims and judgments which are recognized when the obligations are expected to be liquidated with the expendable available financial resources. A more strategic approach was utilized during the FY 2013 budget process. Each department addressed their operational needs through a review and update of their operating plans. Departments identified and reaffirmed their core services, key operational goals and objectives and performance indicators. The departments also fully costed out their core services in this process. Multi‐year performance measurement data was used to make financial decisions that ensured that the recommended FY 2013 budget addressed the business needs of the city while focusing on quality and effective service delivery to the citizens. 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 purposes, the city does not recognize non‐cash accounting entries, such as depreciation expense, in the enterprise funds. Governmental fund types include the general fund, special revenue funds, capital project funds, debt service funds and trust and agency funds. Since January 2006, the City of Peoria has taken a lead role in the Arizona Consortium for Performance Management. This consortium, sponsored through the International City/County Managers Association (ICMA) Center for Performance Management, includes the membership of a number of other jurisdictions across the state. Data is collected from these partners on a number of municipal service areas and provides a regional snapshot of performance data, level of service analysis and overall operational analysis. The city has attempted to minimize the differences between GAAP (modified accrual) reporting and budget (cash) basis reporting. 38 FY 2013 Program Budget Budget Summary Budget Summary The City of Peoria’s FY 2013 annual budget appropriation totals $473 million. The operating budget totals an estimated $219 million, an increase of 3% from the prior year. The table and charts on this page and the following page provide a summary of the sources and uses of funds. SUMMARY OF REVENUES Total FY13 Revenues ‐ $337 Million Bond Licenses Proceeds 0% 10% Rents 1% Revenues Service Charges 41% Taxes 25% The FY 2013 estimated revenues total $337 million, which represents a 4% increase from FY 2012 budgeted revenues. Projected revenues are realized from a variety of sources, including sales tax collections, water billings and user fees. The increase in estimated revenues can largely be attributed to planned bond sales in FY13, which will be used to fund Capital Projects. Interest 1% In FY 2013, the city estimates revenue from service charges at $137 million (41 percent), taxes at $82 million (25 percent), and intergovernmental revenues at $49 million (16 percent). The remaining categories represent $69 million (18 percent). Fines 1% Misc. 4% Inter Gov't 16% Assessmnt 1% SUMMARY OF EXPENDITURES Expenditures Total FY13 Expenditures ‐ $473 Million The $473 million budget is comprised of four major segments. The operating budget totals $222 million (47 percent); with debt service at $41 million (9 percent). Approximately $43 million (9 percent) is also set aside for contingency accounts. Capital improvements total $167 million—35 percent of the total FY 2013 budget. Operating 47% Capital 35% Cont'gncy 9% 39 Debt Service 9% FY 2013 Program Budget Budget Summary TOTAL REVENUES BY TYPE IN MILLIONS Description FY09 Fines, Licenses, Permits & Rents $6.6 Bond Proceeds $124.2 Charges for Services $138.0 Intergovernmental Revenue $76.9 Taxes $101.3 Miscellaneous Revenue $21.6 Interest Income $8.8 $477.4 Total Revenues FY10 $7.8 $53.2 $127.4 $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 FY12 $6.4 $33.3 $132.4 $52.9 $80.8 $14.8 $1.9 $322.6 FY13 $6.1 $55.1 $136.6 $48.7 $82.5 $6.1 $1.7 $336.7 % Change ‐5.1% 65.3% 3.1% ‐7.9% 2.1% ‐58.8% ‐14.3% 4.4% TOTAL BUDGETED USES IN MILLIONS Description Operations Capital Debt Service Contingencies Total Expenditures 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 FY12 $207.3 $158.1 $43.6 $51.0 $460.0 FY13 $218.7 $170.4 $40.7 $43.2 $473.0 % Change 5.5% 7.8% ‐6.6% ‐15.5% 2.8% Interfund Transfers $17.7 $32.5 $31.7 $22.8 $21.3 ‐6.8% Financial Reserves The chart below outlines the financial plan for FY 2013. The total sources are estimated at $707 million and total uses are estimated at $494 million, which includes a contingency/reserve of $43 million. At this point, the city is positioned to sustain fund balances at or near stated reserve requirements. Peoria’s financial plan continues to emphasize the need for strong financial reserves. The collective ending balance for all funds is projected at $256 million, not including contingency appropriation. There are many factors to consider when preparing a financial plan. Some of these FINANCIAL PLAN SUMMARY factors include the IN MILLIONS fluctuation of revenues Estimated Estimated due to changes in the Balance Total Total Balance economic environment, Fund Categories 7/1/12 Sources Uses 6/30/13 the changes in General $61.85 $122.73 $131.00 $53.59 population, and the Special Revenue $77.99 $38.50 $59.37 $57.12 changes in the political Enterprise $79.81 $76.13 $93.04 $62.90 environment. The city Internal Service $23.39 $39.15 $40.90 $21.64 plans on maintaining Trust, Agency, & Reserve $0.18 $0.01 $0.03 $0.14 strong financial reserves Capital Project $59.78 $58.69 $103.30 $15.18 in order to maintain the Debt Service $46.34 $22.76 $23.48 $45.62 level of services being Total Revenues $349.34 $357.97 $451.12 $256.19 provided to Peoria *Total Uses and Estimated Balance includes interfund transfers but excludes contingency residents and appropriation. businesses. 40 FY 2013 Program Budget Budget Summary Fund Balance Analysis The reserve requirements are provided to adequately meet debt service payments in subsequent years. While maintaining a healthy reserve requirement as indicated in the Principles of Sound Financial Management, the fund balance in the debt service funds reflects a strong assessed value growth. The 10‐year Capital Improvement 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 35 percent 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 fiscal year. DEBT SERVICE FUNDS DEBT RESERVE GENERAL FUND UNRESERVED FUND BALANCE For the street operating fund, a new transporta‐ tion sales tax was approved by voters and effective as of January 2006. This helped support and maintain the street operating fund. While the FY 2013 balance remains healthy, future projections reflect a declining balance. We will continue to review this fund and make the necessary adjustments. The targeted debt coverage ratio for the water fund is two times the debt service payments and the working capital goal is 25 percent of the operating expenditures for the current fiscal year. A rate increase of 4.6 percent to the average account was adopted in Fiscal Year 2012. STREETS FUND UNRESERVED FUND BALANCE WATER FUND UNRESERVED FUND BALANCE 41 FY 2013 Program Budget Budget Summary Operating Budget The targeted debt coverage ratio for the wastewater fund is two times the debt service payments and the working capital goal is 25 percent of the operating expenditures for the current fiscal year. A rate increase of 4.5 percent to the average account was adopted in Fiscal Year 2012. The FY 2013 operating budget of $218.7 million is a increase of $11.4 million, a 5 percent gain from last year’s $207.3 million operating budget amount. Based on the city’s projected revenue estimates, the FY 2013 operating budget can be balanced without any increase to city taxes but will require an increase to the water and wastewater utility rates. WASTEWATER UNRESERVED FUND BALANCE The general fund makes up 52 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include: enterprise funds (23 percent), internal service (18 percent), and special revenue (7 percent). OPERATING BUDGET BY FUND TYPE The residential solid waste fund has continued to stabilize after some significant operation requirements which caused this fund balance to decrease over the past few years. The targeted goal for working capital is 20 percent of actual operating expenditures in the current fiscal year. A 13% rate decrease has been proposed for FY 2013. As stated in the City Manager’s Budget Message, this budget was developed with a “hold the line” approach. The goal of this budget is to continue our fiscal prudence, address core services, and maintain the level of service our residents have come to expect. RESIDENTIAL SOLID WASTE FUND UNRESERVED FUND BALANCE 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. Over the last four years staff has responded to the economic downturn by freezing and eliminating vacancies and shifting work duties to create efficiencies while allowing the City to continue delivering the services 42 FY 2013 Program Budget Budget Summary The City Council identified the advancement of economic development efforts which will promote the long‐term economic prosperity of the area in their 24‐month policy goals. This is addressed 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 marketing efforts to attract health‐care and higher education opportunities. Within the capital plan, various investments will help advance the recent master plans for the Old Town and Sports Complex/ Entertainment District area. expected by our residents. The recommended budget honors the labor agreements with our bargaining units, which call for a 5 percent wage increase. It also supports a commensurate increase for our non‐represented employees. Overall, the FY 2013 budget proposes 2.66 fewer positions than in FY 2012. These reductions reflect the continued commitment to seeking efficiencies without impacting service delivery. The Community Services Department realigned and consolidated several duties resulting in a .66 FTE reduction, the Police Department eliminated the Photo Red Light Administrator position at the cessation of that program and the Public Works/Utilities Department eliminated a vacant Instrument Tech position. A high priority in Community Services is to continue our youth and recreational programs to the citizens of Peoria while minimizing fee increases. This budget also recognizes increased operational costs of the expanded Community Center and Camino A Lago Park. Total staffing authorization for benefited posi‐ tions was granted for 1,098.06 FTEs. The Planning and 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. 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 The Police Department increased ongoing budgets by 5 percent with no impact to core services. One‐time funding was provided to continue the Lot Clean‐up/ Abatement program, enhance the Crime Prevention program and acquire an additional Speed Trailer to alleviate speeding issues in our neighborhoods. In addition, the majority of supplemental requests were proposed with revenue offsets through the successful application for grant funds, utilization of forfeiture funds, or the use of other revenues (non‐general fund) to help fund supplemental additions. Operating Budget Change In FY 2013, the city’s operating budget is $218.7 million, representing a 5 percent increase from the operating budget of $207.4 million of the prior year. In total, the operating budget also includes $4.3 million in one‐time expenditures. 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, such as the Community Block Development (CDBG), are ongoing programs. Other grants, like the Arizona Forestry Division’s Forestry Community Challenge Grant, are one‐ time, project‐specific grants. Highlights of the FY 2013 major grants are summarized below. The Fire Department’s ongoing operating base budget increased by 6 percent. The majority of this increase funds the Computer Aided Dispatch service which is partially offset by reimburse‐ ments. 43 FY 2013 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 & 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 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 $2,285,51 $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 Budget FY 2012 $604,452 $2,268,189 $1,096,007 $3,460,179 $3,328,911 $2,316,165 $960,843 $2,961,367 $1,821,218 $1,847,136 $9,376,747 $917,364 $2,131,843 $35,205,043 $19,547,095 $18,515,632 $431,467 $1,521,813 Budget FY 2013 $652,117 $2,437,779 $1,196,518 $3,726,075 $3,519,896 $2,448,513 $949,360 $3,115,442 $1,953,037 $1,375,973 $8,956,369 $993,723 $2,081,293 $37,080,596 $21,233,589 $19,905,182 $548,525 $1,385,265 $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 $1,938,529 $1,006,618 $3,074,344 $8,951,788 $1,647,884 $932,686 $3,707,788 $9,367,319 $1,304,172 $995,894 $4,036,004 $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 $20,701,422 $10,332,275 $1,105,370 $10,388,016 $4,353,164 $20,834,699 $10,296,366 $3,057,343 $10,798,119 $4,530,474 $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 $4,672,721 $1,391,998 $16,912,922 $5,470,869 $7,702,572 $525,000 $169,236 $5,088,622 $1,904,099 $17,868,800 $5,717,386 $8,364,809 $786,950 $129,715 $33,600 $0 $30,600 $0 $30,600 $0 $30,600 $0 $33,600 $0 $233,862,806 $207,421,295 $204,101,756 $207,307,782 $218,673,623 44 FY 2013 Program Budget Budget Summary Department of Housing and Urban Development’s Neighborhood Stabilization 3 Program. The funds will be used to revitalize targeted communities. The city is responsible for administering subsidized housing programs funded through the United States Department of Housing and Urban Development (H.U.D.). The Housing Funds consist of Low Income Public Housing and Section 8. The city now contracts the administration 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. The FY 2013 housing program budgets total $1.3 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 revenues. Total FY 2013 budgeted housing revenue is estimated at $1.3 million. Community Development Block Grant The Community Development Block Grant Program (CDBG) is federally funded through the United States Department of Housing and Urban Development (H.U.D.). The FY 2013 CDBG budget totals $698,204. 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. HOME Grant Bureau of Reclamation The HOME grant is also federally funded from H.U.D. This program is designated specifically for carrying out income eligible housing strategies through acquisition, rehabilitation and new construction. The FY 2013 budget for the HOME grant is $770,691 and will be used mainly to rehabilitate foreclosed housing stock, perform land acquisition and implement programs to assist eligible citizens with home purchases. The Public Works Department ‐ Utilities Division’s Water Conservation Unit is utilizing grant award funds from two water conservation grants from the Bureau of Reclamation. The first grant in the amount of $30,000 was awarded to complete a system optimization review to identify additional recharge options for Class A+ treated effluent produced at the Butler Drive Water Reclamation Facility. The second grant, for $30,000, is providing funding assistance to support our water conservation education and training program. State Forfeiture 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 2013, the city has budgeted expenditures of $419,000. These funds are used by the Police Department and the City Attorney’s Office for training, supplies and equipment. Tohono O’odham Nation Grant The Fire Department received a grant in the amount of $180,104 from the Tohono O’odham Nation for the purchase of an Emergency Medical, Fire and Rescue Watercraft for emergency services at Lake Pleasant. Internal Service Funds U.S. Department of Housing and Urban Development The internal service funds are a group of funds that account for services provided to other divisions and departments of the city government. The internal service funds consist of fleet replacement reserve, insurance reserve, The Planning and Community Development’s Neighborhood Revitalization Program was awarded a grant for $953,720 from the U.S 45 FY 2013 Program Budget Budget Summary are not part of the normal maintenance budgeted by the Facilities Maintenance Division are directly charged to the requesting division. The FY 2013 appropriation totals $5,717,386. 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. Fleet Maintenance Fleet Replacement Reserve As a division of the Public Works Department, Fleet Maintenance is responsible for maintenance and operation of the city’s fleet of vehicles and machinery. Fleet Maintenance uses a direct billing system to charge the other city departments 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 2013 operating budget is $5,088,622. 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 department. Equipment reserves for enterprise operations are now maintained in separate replacement funds for their designated vehicles. In Fiscal Year 2013, the fleet reserve fund anticipates revenues from service charges of $1,538,892. Transfers of $193,046 for the purchase of any new vehicles were approved in the supplemental process. Total expenditures are budgeted at $1,904,099. Information Technology The Information Technology Department is responsible for most of the information‐based technology systems and services of the city. IT service charges, allocated to the user departments, are calculated for each division using factors such as the number of computer terminals and number of peripheral units. The city maintains a sophisticated local area network that provides distributed data and application servers, an Internet gateway and city web page, financial and payroll functions, discrete law enforcement and judicial networks, as well as specialized applications and data warehousing for the city. The total budget for IT operations in Fiscal Year 2013 is $8,364,809 and $129,715 for IT projects. Insurance Reserve The departmental service charges were calculated on a number of pertinent factors such as square footage of facility 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 contingency reserve of $3,500,000. The total budget for FY 2013 is $17,868,800. Facilities Maintenance INSURANCE RESERVE Facilities maintenance, including Facilities Administration 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 or remodeling that 46 FY 2013 Program Budget Budget Summary Debt Service Periodically, the city has its general obligation credit reviewed by various national bond rating agencies. In May of 2010, the city’s G.O. bond ratings were upgraded by Moody’s and Fitch IBCA. This upgrade is a reflection of the bond rating industry’s increased confidence in the city’s creditworthiness. The improved bond ratings will help the city to obtain favorable interest rates on future bond sales and thus will generate considerable savings for Peoria taxpayers. Bond financing is a primary source used to finance long‐term capital projects, especially capital infrastructure. The cityʹs debt plan is an integral tool for one of the main financing sources of the Capital Improvement Plan. Outstanding debt, capacity limitations and cash flow analysis are all reviewed as part of the capital budgeting process, while the annual debt service payments are incorporated into the operating budget. Depending on the need and the type of project being financed, several types of debt (as described below) are available. More detail on planned debt service for FY 2013 may be found in Schedule 8 of the “Schedules” section of this document. Municipal Development Authority Bonds Municipal Development Authority (MDA) bonds do not require voter authorization. These bonds are backed by a long‐term lease agreement that is supported by a pledge of the cityʹs sales taxes (or other revenue sources such as franchise taxes and state‐shared revenues). The amount of MDA bonds that may be issued is limited only by the marketʹs perception of the cityʹs ability to repay the bonds. These bonds often have restrictive covenants requiring a reserve of pledged revenues equal to some multiple of the maximum debt service payment on the bonds. FY 2013 DEBT REQUIREMENTS BY TYPE G.O. BOND RATINGS Moody’s Aa1 Standard & Poor’s AA+ Fitch IBCA AA+ General Obligation Bonds General obligation (G.O.) 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 that do not themselves produce revenues. Arizona law limits the amount of G.O. bonds the city can have outstanding based on the assessed valuation of the property located within the city 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 percent of the assessed valuation. Financing for all other projects, such as municipal buildings, is limited to 6 percent of the assessed valuation. The Peoria Municipal Development Authority is a non‐profit corporation created by the city as a financing mechanism for the purpose of financing the construction or acquisition of 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. 47 FY 2013 Program Budget Budget Summary MDA BONDS OUTSTANDING REVENUE BONDS OUTSTANDING MDA BOND RATINGS Moody’s Standard & Poor’s Fitch IBCA REVENUE BOND RATINGS Moody’s Aa3 Standard & Poor’s AA Fitch IBCA AA Aa2 AA+ AA Revenue Bonds I.D. BONDS OUTSTANDING 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. Like G.O. bonds, revenue bonds require voter approval. Unlike G.O. bonds, however, revenue bonds are limited only by the ability of the revenue source to support the debt service. 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 improvement 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. I.D. BOND RATINGS Moody’s Standard & Poor’s Fitch IBCA 48 Aa3 A+ AA FY 2013 Program Budget Budget Summary Debt Management Net Bonded Debt Per Capita. General obligation 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 and the accompanying debt can be expected to increase, as is the case for the City of Peoria. If G.O. debt is increasing as population stabilizes, this may indicate that the city’s ability to repay debt service is diminishing. Proper debt management provides for the protection and eventual enhancement of bond ratings; 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 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 bond resolutions and covenants. All projects funded with G.O. bonds or revenue bonds can only be undertaken after voter approval through a citywide election. In the last bond election held in November 2008, Peoria voters authorized bonds totaling $387 million to fund the building of needed infrastructure. Debt Management Policy 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 will 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. Financial Indicators ∙ The city will not use long‐term debt to fund current operations or projects that can be financed from current revenues or resources. The city will first attempt to utilize “pay as you go” capital financing and/or the use of operating funds or impact fees where applicable. 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 diminishing. The city total assessed valuation is provided by Maricopa County each year. An increase in property values enhances the city’s ability to finance long‐term debt, while a decrease in property values has the opposite effect. The housing crisis of the last several years has cut into the city’s debt capacity, necessitating downward adjustments to the amount of future debt planned for capital projects. The city maintains its debt level well below the levels mandated by the Arizona Constitution. ∙ The city does not intend to issue commercial paper or bond anticipation notes (BANs) for periods longer than two years or for the term of a construction project. If CP or a BAN is issued for a capital project, it 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. 49 FY 2013 Program Budget Budget Summary 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 2007 153,592 $1,116 $108 10% $704 2008 155,560 $1,642 $90 5% $577 2011 155,148 $1,614 $137 9% $885 2012 156,249 $1,276 $167 10% $1,067 2013 158,031 $1,137 $156 14% $987 ∙ The city shall comply with all requirements of Title 15.1 Arizona Revised Statutes and other legal requirements regarding the issuance of bonds and certificates of the city or its debt issuing authorities. ∙ Improvement District (ID) and Community Facility District (CFD) bonds shall be issued only when the formation of the district demonstrates a clear and significant purpose for the city. It is intended that Improvement District and Community Facility District bonds will be primarily issued for neighborhoods desiring improvements to their property such as roads, water lines, sewer lines, street lights and drainage. The city will review each project through active involvement of city staff and/or selected consultants to prepare projections, review pro‐forma information and business plans, perform engineering studies, analyze minimum debt coverage and value to debt ratios, and conduct other analyses necessary to consider the proposal against specified criteria. ∙ Refunding bonds will be measured against a standard of the net present value debt service savings exceeding 5 percent of the debt service amount of the bonds being refunded, or if savings exceed $750,000, or for the purposes of modifying restrictive covenants or to modify the existing debt structure to the benefit of the city. 2009 2010 159,263 154,065 $1,995 $1,895 $138 $150 7% 8% $867 $971 ∙ The city shall employ the Principles of Sound Financial Management in any request from a city agency or outside jurisdiction or authority for the issuance of debt. ∙ All departments will provide notice of all significant events and financial and related matters 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 rating agencies through meeting and visits on and off‐site. The city will secure ratings on all bonds issued if economically feasible. DEBT CAPACITY ANALYSIS 20% Limitation (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) FY 2013 Secondary Assessed Valuation Allowable 20% Bonds Outstanding Less 20% Bonds Outstanding Unused 20% Debt Capacity $1,137,720,620 $227,544,124 ($160,620,968) $66,923,156 6% Limitation (All Other General Government Projects) FY 2013 Secondary Assessed Valuation Allowable 6% Bonds Outstanding Less 6% Bonds Outstanding Unused 6% Debt Capacity 50 $1,137,720,620 $68,263,237 ($1,665,000) $66,598,237 FY 2013 Program Budget Revenue Summary Revenue Summary and sales prices beginning to show increases over the prior year. Distressed inventory is not being added as rapidly and is becoming less of a price drain on housing stock. New residential construction in Peoria is anticipated to continue to expand over the previous year, while a commercial expansion is anticipated to take longer to return. The revenue forecasts are based on historical data, assumptions on population changes, economic projections, and expected receipts from taxes and other sources. A Revenue Committee, consisting of members from various departments whose activities generate revenues, meets regularly to discuss revenue trends, economic conditions, and the pertinent driving factors behind revenue activity. All major revenue sources and fund types are identified and reviewed for activity and variances to budgeted levels. City revenue estimates are continually updated based on this discussion and analysis, which results in more accurate revenue forecasting. Total revenues for Fiscal Year 2013 are estimated at $336,691,915, an increase of 18.2% over the prior year’s estimate of $284.9 million. The increase is largely due to an increase in bond proceeds, higher inter‐governmental revenue and an increase in charges for service compared to FY 2012. FY 2013’s budgeted revenues reflect a more favorable outlook for the economy, which has struggled for the last three years on the state and national levels, but anticipates modest growth. Recent indicators point to improvement in the outlook of consumers and businesses. The national economy struggles with a slow recovery, continuing unemployment, and concerns outside the U.S. over the stability of financial systems and slowing growth. The Arizona economy has begun to rebound with improved sales tax collections, modest construction improvement and an improving outlook for tourism. Like the nation, the state faces an extended recovery period to reach pre‐recession levels in City of Peoria Total Revenue Sources employment and personal Assessment income. Recent job growth in Revenue Arizona has been more Taxes 0.4% 24.5% positive than the national level Bond Proceeds Rents (in percentage terms), but less 16.4% Fines & 0.5% robust than in previous post‐ Forfeitures Miscellaneous recession periods. Forecasters 0.8% Income anticipate that a significant Interest Income 1.4% economic driver, positive in‐ 0.5% Intergovernment migration to the state, will al Revenue begin to return to moderate 14.5% Charges for levels in the next few years. Licenses & Service Locally, the greater Phoenix Permits 40.6% housing market has begun to 0.5% rebound with gradually FY13 Total Revenues - $336,691,915 improving new home sales 51 FY 2013 Program Budget Revenue Summary City revenues can be categorized into ten major sources, as depicted in the graph on the previous page. Charges for Service account for the largest percentage of revenue by source, at an estimated $136.5 million, or 41% of total revenues. Of the $136.5 million in service charges, enterprise activity represents almost 50% of the category, or $68 million in FY 2013 revenue, with 30% comprised of internal service charges, which represent charges between City funds for shared services. Enterprise activity is primarily from user rates and fees for city services provided to residents such as water, wastewater and solid waste services. The second largest revenue source is from City taxes, which account for almost 25% of total revenue. The estimated tax revenue for FY 2012 $82.5 million, which includes collections from City sales taxes and property taxes. Sales taxes are estimated at $61.2 million, or 74% of total tax revenue. Revenues from the issuance of bonds for anticipated Sports Complex, Municipal Development Authority, and General Obligation projects account for most all of the $55 million in bond proceeds revenue, or 16.4% of the total revenue. A detailed description of each of these sources can be found in the following section. TOTAL REVENUES BY FUND Fund Bond Commercial Sanitation Debt Service Economic Development Reserve Facilities Fleet Maintenance Fleet Reserve General Grant Half‐Cent Sales Tax Housing Impact Fees Improvement District Information Technology Information Technology Reserve Insurance Reserve Other Residential Sanitation Sanitation Equipment Reserve Sports Complex Streets Transit Transportation Sales Tax Wastewater Water Totals FY09 Act. FY10 Act. FY11 Act. FY12 Est. $ 70,622,816 $ 2,250,070 $ 25,384,600 $ 33,435,100 $ 2,312,924 $ 24,545,589 $ 167,098 $ 1,966,022 $ 20,280,601 $ 1,575,866 $ 2,077,900 $ 16,715,822 $ 55,105,255 $ 2,170,900 $ 14,373,508 $ 11,342 $ 6,694,617 $ 5,173,217 $ 2,613,241 $ 108,217,617 $ 3,527,871 $ 15,041,542 $ 992,274 $ 8,794,347 $ 1,777,115 $ 9,232,901 $ 3,944 $ 5,759,853 $ 4,323,314 $ 2,067,652 $ 97,646,683 $ 3,930,932 $ 14,006,685 $ 1,203,310 $ 8,680,919 $ 1,774,835 $ 8,441,703 $ 1,679 $ 5,542,543 $ 4,732,676 $ 582,453 $ 91,428,799 $ 4,733,542 $ 13,109,148 $ 837,693 $ 6,217,786 $ 1,718,730 $ 6,966,820 $ 1,700 $ 5,283,128 $ 5,151,692 $ 1,521,560 $ 97,569,104 $ 2,831,624 $ 14,670,750 $ 211,771 $ 7,705,363 $ 1,530,995 $ 6,734,659 $ 2,000 $ 5,897,231 $ 5,105,844 $ 1,538,892 $ 101,624,175 $ 7,543,464 $ 15,182,827 $ 327,971 $ 6,523,520 $ 1,355,668 $ 6,936,981 $ 1,024,730 $ 3,151,116 $ 19,890,431 $ 9,059,815 $ $ $ $ 542,502 9,702,376 4,918,282 9,548,297 $ 484,263 $ 14,822,655 $ 16,956,965 $ 9,385,756 $ 542,825 $ 16,872,134 $ 17,930,350 $ 10,017,146 $ 640,308 $ 17,745,427 $ 6,756,344 $ 9,119,274 $ 1,113,793 $ 3,019,295 $ 12,059,994 $ 756,522 $ 9,280,493 $ 19,770,157 $ 38,934,187 $ 664,531 $ 2,884,451 $ 11,549,900 $ 595,400 $ 8,544,800 $ 43,106,250 $ 57,915,670 $ 702,675 $ 2,627,218 $ 10,553,440 $ 290,747 $ 7,913,834 $ 17,006,581 $ 28,631,110 $ 970,129 $ 2,567,133 $ 11,461,000 $ 44,691 $ 8,930,370 $ 18,291,234 $ 33,714,769 $ 1,013,736 $ 2,680,814 $ 11,711,670 $ 170,146 $ 9,206,148 $ 19,442,640 $ 34,517,172 $ 378,394,102 $ 358,105,903 $ 267,660,834 $ 284,923,716 $ 336,691,915 52 FY13 Appr. FY 2013 Program Budget Revenue Summary City Sales Tax Revenue Sources Transp. Fund 15% 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 hotels and motels. Sales Tax Revenue General 55% Streets 5% Uses Half‐Cent Sales Tax 25% Of the total City Sales Tax, the General Fund receives 1% for various general governmental purposes, 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 has designated 1.5% to be deposited in the Streets Fund to offset electricity and maintenance of the street lighting system. FY2013 Total Sales Tax Revenue: $61,231,516 Projection The City is projecting $61,231,516 in sales tax revenue for FY 2013. This is a 3.1% increase over the FY 2012 estimate of $59,443,520. The modest increase reflects an improving outlook for continued recovery in consumer spending along with very moderate growth in population. Total City Sales Tax Summary Fund FY09 Actual FY10 Actual FY11 Actual FY12 Estimate General $ 32,464,266 $ 30,966,260 $ 29,260,148 $ 32,726,400 $ 33,773,042 Half‐Cent Sales Tax $ 14,643,516 $ 13,851,803 $ 13,052,716 $ 14,612,750 $ 15,082,827 Streets $ 3,107,554 $ 3,139,823 $ 2,774,447 $ 3,300,000 $ 3,288,499 Transportation Sales Tax $ 8,789,480 $ 8,319,051 $ 7,776,356 $ 8,804,370 $ 9,087,148 Total Sales Tax $ 59,004,817 $ 56,276,937 53 $ 52,863,667 $ 59,443,520 FY13 Approved $ 61,231,516 FY 2013 Program Budget Revenue Summary Property Tax Revenue Sources The City’s Property Tax is collected based on the assessed valuation of residential and commercial property within the City of 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 reduced the primary tax rate by $0.05 per hundred dollars of assessed value, resulting in a combined rate of $1.44, where it remains for FY 2013. Projection School Districts 55% Uses Special Districts & Maricopa County 32% City of Peoria 13% According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2013 is estimated to decline by almost 11% from the previous year’s valuation, a slowing rate of decrease following two consecutive years of reductions that totaled over 26%. Given the lag in assessor rolls and with statutory formulas, the primary valuation has likely stabilized, and is expected to grow slowly in the near term. The primary tax levy revenue for FY 2013 is estimated at $2.2 million. The City Property Tax has two components: the primary 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; the primary 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 outstanding general obligation debt within the City. The secondary tax rate remains stable at $1.2500 per $100 of assessed valuation. With secondary valuations dropping 11% from the previous year, the resulting secondary levy is projected to be $14.2 million, which represents a decline of over 40% from its peak level in FY 2009. Property Tax Rate and Levy Primary Secondary Combined Tax Rate FY08 Actual $ 0.24 $ 1.25 $ 1.49 FY09 Actual $ 0.19 $ 1.25 $ 1.44 FY10 Actual $ 0.19 $ 1.25 $ 1.44 FY11 Actual $ 0.19 $ 1.25 $ 1.44 FY12 Est. $ 0.19 $ 1.25 $ 1.44 FY13 Apprvd. $ 0.19 $ 1.25 $ 1.44 Primary Tax Levy Secondary Tax Levy Combined Tax Levy $ 3,002,150 $20,527,343 $23,529,493 $ 2,849,397 $24,932,399 $27,781,796 $ 3,202,665 $23,689,548 $26,892,213 $ 2,902,497 $20,178,489 $23,080,986 $ 2,412,743 $15,960,834 $18,373,577 $ 2,155,026 $14,221,508 $16,376,534 54 FY 2013 Program Budget Revenue Summary State Shared Revenue Sources Uses Cities in Arizona receive a portion of certain revenues collected by the State of Arizona. The allocations for these revenues are primarily based on U.S. Census population figures, which were updated and released in 2011. The results indicated that Peoria’s population grew to over 154,000 in 2010, an increase of approximately 15,900 from the 2005 Census estimate, which represents an 11.5% change over the five year period. Since Peoria’s growth rate exceeded the overall State growth rate, Peoria’s population share used in the allocation formulas increased from 2.84% to 3.07%. The three State Shared revenues listed below represent a significant portion of the General Fund budget. Revenues from these sources can be used for any general government activity. Projection In Fiscal Year 2013, the budgeted State Shared revenues are $32,584,494, representing a 10.1% increase from the $29.6 million estimate for Fiscal Year 2012, but still approximately 10% lower than the peak FY 2009 levels. Following the Census‐ influenced adjustment reflected in FY 2012’s revenues, the FY 2013 estimates reflect more optimistic growth in statewide revenue sources such as income taxes and sales tax revenues. The largest of the three components, Urban Revenue Sharing, is based on state income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s current year sales tax collections. The third component, Auto Lieu Tax, is based on current year distributions of the state’s vehicle license collections within Maricopa and Yavapai Counties. General Fund State Shared Revenues ($ in thousands) $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $‐ FY09 Act. FY10 Act. State Shared Sales Tax FY11 Act. Urban Revenue Sharing 55 FY12 Est. Auto Lieu Tax FY13 Apprvd. FY 2013 Program Budget Revenue Summary Highway User (HURF) Revenue Sources Uses The HURF revenues are primarily generated from the State‐collected gasoline 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 distributed 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. The HURF revenues are restricted solely for street and highway purposes. Eligible activities for HURF revenues include right‐of‐way acquisition, street construction, maintenance and improve‐ ments, and for debt service on highway and street bonds. The HURF funds are collected and placed in the City’s Streets Fund. Projection The Fiscal Year 2013 projection for HURF revenues is $7,854,000, a 2% increase from the prior year’s estimate of $7.7 million, primarily due to the Census allocation adjustment offsetting much of the decrease to the distribution amount. Future years will likely grow modestly due more to growth in the vehicle base as a result of population growth than to per‐capita increases in fuel consumption, which are projected to follow more conservative patterns. HURF Revenues ($ in thousands) $8,400 $8,200 $8,000 $7,800 $7,600 $7,400 $7,200 $7,000 $6,800 $6,600 FY09 Act. FY10 Act. FY11 Act. Highway User Revenue 56 FY12 Est. FY13 Apprvd. FY 2013 Program Budget Revenue Summary License and Permit Revenue Sources Projection License and Permit revenue includes collections received by the city for the cost of providing services to specific users. Revenues include collections for building permits, sales tax licenses, engineering services and inspections. Licenses and Permits are projected to generate $1,839,088 in FY 2013. Building permits are anticipated contribute $973,561, or 53% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute $793,527, representing 43% of the total. Growth in permit-based revenues reflects a slightly more optimistic outlook for activity within the City and modest adjustments to the fee structure. Uses The majority of license and permit revenue is collected by the Community Development and Public Works Departments, and is placed in the City’s General Fund. License & Permit Revenues $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $‐ FY09 Act. FY10 Act. Building Permits FY11 Act. Business Licenses 57 FY12 Est. Other FY13 Apprvd. FY 2013 Program Budget Revenue Summary Water Utility Revenue Uses Sources All revenue collected from water utilities remains in the City’s Water Operating Fund. The fund is used to support the Utilities Department’s water operations, and to support the debt service payments for the City’s water capital improvement program. 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, disconnect/ 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 appropriate level to cover the costs of providing water services to the residents of Peoria. Projection Rate adjustments and a restructuring of the City’s potable water rates were adopted for the water operations in FY 2012, but will remain stable in FY 2013. Limited residential and commercial growth, combined with modest consumption growth are projected to increase water revenues to $34.4 million in Fiscal Year 2013. Water Operating Revenue FY09 Act. Account Description Water Fees Reclaimed Water Fees Disconnect/Reconnect Fees New Service Fee‐Water Water Revenue Quintero WTP Fees ADWR Water Resource Fee Water Meter Charges Interest Income Utility Late Fee Charges Utility Delinquent Letter Fee Reimb Revenue‐General Allocated Interdept Svc Chrgs Damaged Property Fees Utilities Tampering Fees Fees for General Services Field Trip Svc Fee‐Utilities Reimb from Workers Comp Lien Filing Fees Unrealized Gain/Loss‐Invstmnt Other Revenue Water Fund FY10 Act. FY11 Act. FY12 Est. $ 28,217,263 $ 537,542 $ 393,000 $ 302,016 $ ‐ $ 93,689 $ ‐ $ 169,860 $ 397,478 $ 122,856 $ 47,362 $ 146,601 $ 1,700,342 $ 12,247 $ 21,225 $ 10,210 $ 2,392 $ 6,181 $ 742 $ ‐ $ 3,049 $ 28,545,844 $ 519,694 $ 387,780 $ 302,836 $ ‐ $ 362,408 $ ‐ $ 130,664 $ 167,213 $ 113,495 $ 49,153 $ 332,268 $ 17,670 $ 13,025 $ 6,245 $ 8,580 $ 3,272 $ 6,181 $ 1,384 $ ‐ $ 2 $ 26,338,554 $ 456,432 $ 344,460 $ 287,903 $ 94,375 $ 555,830 $ ‐ $ 137,663 $ 107,057 $ 108,535 $ 46,852 $ 12,680 $ ‐ $ 9,023 $ 12,280 $ 11,177 $ 3,952 $ ‐ $ 592 $ (22,297) $ 2 $ 31,250,000 $ 485,000 $ 340,000 $ 320,000 $ 260,000 $ 256,800 $ 209,000 $ 155,000 $ 95,000 $ 110,000 $ 53,000 $ 36,000 $ 17,670 $ 12,000 $ 12,000 $ 6,000 $ 5,000 $ ‐ $ 1,500 $ ‐ $ 160 $ 31,800,000 $ 610,000 $ 345,000 $ 340,000 $ 270,000 $ 256,800 $ 209,000 $ 165,000 $ 140,000 $ 120,000 $ 53,000 $ 36,000 $ 12,235 $ 12,000 $ 10,000 $ 6,000 $ 5,000 $ 5,000 $ 1,000 $ ‐ $ 100 $ 32,184,055 $ 30,967,714 $ 28,505,070 $ 33,624,130 $ 34,396,135 58 FY13 Apprvd. FY 2013 Program Budget Revenue Summary Wastewater Utility Revenue Sources Uses Wastewater utility revenues are mainly generated from user fees for wastewater collection and treatment service. Revenues also include an environmental-based charge to recover the costs of a required wastewater pre-treatment program. The wastewater user charge for residential customers is calculated based on water usage during the winter months, and remains effective for one year. All revenues collected from wastewater utilities remain in the City’s Wastewater Operating Fund. The fund is used to support the wastewater operations within the Utilities Department. Projection Rate adjustments and a restructuring of the City’s rates were adopted for the Wastewater operations in FY 2012 and were adjusted again in FY 2013. Projected revenues for FY 2013 are $19.3 million, an increase of $1.1 million from the previous year’s estimate. Wastewater Operating Revenue Account Description Wastewater Fees Allocated Interdept Svc Chrgs EPA Mandate Fee Utility Late Fee Charges Reimb Revenue‐General Interest Income Unrealized Gain/Loss‐Invstmnt Reimb from Workers Comp Wastewater Fund FY09 Act. $ 14,533,353 $ ‐ $ 713,501 $ 80,413 $ 42 $ 245,905 $ ‐ $ 3,157 FY10 Act. $ 15,369,030 $ 1,715,009 $ 828,357 $ 75,616 $ 717,733 $ 20,590 $ ‐ $ ‐ FY11 Act. $ 14,109,411 $ 1,864,054 $ 793,970 $ 76,625 $ 56,437 $ 7,169 $ (2,746) $ ‐ FY12 Est. $ 15,650,000 $ 1,573,434 $ 850,000 $ 75,000 $ 55,000 $ 5,000 $ ‐ $ ‐ FY13 Apprvd. $ 17,100,000 $ 1,248,773 $ 855,000 $ 80,000 $ 55,000 $ 5,000 $ ‐ $ ‐ $ 15,576,372 $ 18,726,335 $ 16,904,920 $ 18,208,434 $ 19,343,773 59 FY 2013 Program Budget Revenue Summary Solid Waste Fund Revenue Sources Projection The City collects user fees and charges for Residential 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 requirements. Fiscal Year 2013 revenues for combined Solid Waste operations are estimated at $11.3 million, lower than the previous year’s estimate by approximately $800,000. The overall decrease is due to a 13% residential rate reduction in FY 2013, which is only slightly offset by a 3% increase in the major commercial service rates. The majority of revenue, 81%, is generated from residential user fees, with $9.1 million expected in FY 2013. Commercial user fees are estimated to contribute 19%, or almost $2.2 million in projected revenues for FY 2013. Uses The revenues collected from the Residential Solid Waste and Commercial Solid Waste activities remain in their own respective funds to recover the costs of each service’s operations. Solid Waste Operating Revenue Fund Commercial Solid Waste Fund Residential Solid Waste Fund Totals FY09 Act. $ 2,250,070 $ 9,059,815 FY10 Act. $ 2,312,924 $ 9,548,297 FY11 Act. $ 1,966,022 $ 9,385,756 FY12 Est. $ 2,077,900 $ 10,017,146 FY13 Apprvd. $ 2,170,900 $ 9,119,274 $ 11,309,885 $ 11,861,220 $ 11,351,778 $ 12,095,046 $ 11,290,174 60 FY 2013 Program Budget Programs Performance Management Why Measure Performance? The City of Peoria is focused on providing high quality services to our residents, and continually improving on our performance as an organiza‐ tion. Yet with the economic realities and a greater demand for certain services, the city is challenged to find ways to provide quality services at appropriate levels of service and at an affordable cost. Peoria staff strive to support core programs and services Peoria residents 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? operations, enhances governmental accountability and effectively allocates limited resources to core service activities. The concept of Performance Management is to develop activities to ensure that goals are being 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 strate‐ gically, budgeting resources, managing our operations and evaluating our results, the city’s spending plan more closely aligns with community priorities and expectations. Transparency and Accountability Performance Management sets the stage for becoming a more transparent government organization. By sharing our results in various performance reports, we can communicate our progress 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. Throughout the year, under the leadership of the City Manager, departments review and report on agreed‐upon performance measures to assess the efficiency and effectiveness of the services they deliver. Based on this analysis, departments up‐ date their department operating plans to identify desired outcomes, address service delivery objectives and to address Community/Council priorities and organizational goals. For that reason, performance management helps the city assist the community in understanding city Efficient Allocation of Resources With a limited amount of dollars available, a “performance‐based” budgeting approach helps guide how we will utilize resources to meet goals. This approach focuses on aligning financial decisions with community goals and measurable outcomes. In turn, this helps ensure that 61 FY 2013 Program Budget Programs Setting these long‐term priorities for the City is one of the most important responsibilities for Peoria’s elected officials. In 2009, the City Council developed their 24‐month Council Policy Goals. These broad policy statements have set the direction for the organization, and act as a touchstone for making financial and operational decisions. Each year, Department Directors develop service plans with measurable objectives for achieving these goals. The Council Policy Goals for the FY 2013 budget year are: residents are receiving the highest value for their dollar. Service Improvement In an effort toward continual improvement, departments undertake ongoing evaluations of their performance data. Peoria managers continually evaluate performance trends, compare data to other jurisdictions, and regularly report on performance data. The city’s “PeoriaStat” model, which includes monthly collection of performance data and quarterly reporting to the City’s executive leadership, helps identify performance trends and provides a forum to discuss and collaborate on operational strategies. These proactive measures help us to quickly respond and adapt to changes in our community. Community Building: Preserve and Expand Our Quality of Life Expand Cultural and Entertainment Opportunities Strengthen Peoria Neighborhoods Strategic Approach Provide Superior Quality Parks & Recreation Programs Performance measurement is most effective when integrated as part of an overall strategic approach to operations. As such, the FY 2013 budget process included a full “costing out” of services to place greater emphasis on tying financial resources to desired outcomes. Department spending plans focused on community and organizational priorities and on measurable results for our citizens. These measurable results are detailed in the following department summaries and individual division details. Special attention is paid to the “key outcome measures” that, if achieved, indicate progress towards the overall desired results. Expand Civic and Not‐for‐Profit Partnerships Enhance Current Services Enhance organizational culture Improve cost effectiveness of service delivery Develop a business model for future strategic planning Pursue grant opportunities and other sources of revenue Organizational Priorities Use technology as feasible to enhance and streamline service delivery Setting organization‐wide objectives often begins with a vision: What should the community look like in five years? What should be expected in ten or more years? Well articulated and measurable objectives provide a yardstick by which an organization can establish annual targets. From there, supporting objectives and operational strategies can then be set consistently throughout the organization. Become an employer of choice Preserve Our Natural Environment Pursue land banking for parks and open space Incorporate open space into our built environment 62 FY 2013 Program Budget Programs Total Planning conduct business and serve the community. The focus areas are: Identify key corridors and cores throughout the city & create specific development plans for those areas ∙ Provide Excellent Customer Service ∙ Enhance Organizational Development Provide diverse and sustainable residential housing options ∙ Increase Information Sharing ∙ Promote Sustainability Plan and develop city infrastructure to improve quality of life and coincide with economic development and revitalization efforts ∙ Promote Civic Engagement Each department is responsible for creating strategies and performance measures that support these tenets. Pursue cost‐effective green development Economic Development Department Work Plans Strengthen Sister Cities Relationships; Add an Asian City To assist the city leadership in making informed budget recommendations, departments update and maintain a Department Operating Plan (DOP). These plans translate the organizational priorities into various policies, programs, services, and activities. The DOP for each department is considered a longer‐term plan, with about a 2‐3 year horizon. However, departments continually reassess their plans annually as part of the budget process. Partner with GPEC and other Economic Development Groups Assess New Models for Economic Development Leadership and Image Strengthen relationships locally, regionally, nationally and internationally Increase outreach efforts, networks and coalitions for leadership A major theme in the FY13 budget development was to explore creative ways to “hold the line” on expenditures. Using the Department Operating Plans as a guide, departments identified their core services, fully cost 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 conduct our overall business. Yet in doing so, such changes are not expected to impact our current service levels. Lead the effort to retain and enhance the mission of Luke Air Force Base Conduct city business with the highest standards of integrity and accountability Build greater community relations Another set of priorities come within the organization itself. In 2010, city staff developed an Organizational Strategic Plan to offer every employee insight into our long‐term vision, values and standards. This plan provides a common foundation upon which to work under. The Strategic Plan identifies five focus areas that define the expectations of employees as they The Department Operating Plan process not only helps departments more closely align their goals, objectives and performance measures with the City’s broader strategic direction, but it also fosters more data‐driven decision making. As we move forward, an even greater focus will be 63 FY 2013 Program Budget Programs 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 include park maintenance cost per acre, turnaround time for plan review, and emergency response times. These executive level measures require regular review and analysis. Therefore, the City utilizes a “PeoriaStat” process that brings executive management together on a quarterly basis to review and evaluate performance data. placed on key outcomes and performance measurement. 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 typically 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. 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 analyzing 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. If you would like more information on the city’s performance management efforts, please contact Katie Gregory, Budget Coordinator at 623‐773‐ 7364. The next level of performance monitoring and tracking is the Executive level, which focuses on measures that support the achievement of the 64 City of Peoria, Arizona FY2013 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. Performance Trend Green: Meets target or shows a significant trend of improvement Yellow: Not meeting target but showing stable or improving performance Red: Not meeting target and showing little or no progress COUNCIL GOAL: Community Building: Preserve or Expand our Quality of Life Desired Outcomes FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target 1. Violent crimes per 1000/population 2.02 1.82 TBD 2.00 2. Property crimes per 1000/population 30.96 30.16 TBD 31.00 3. % of residents rating the overall quality of life in Peoria as good or excellent^ 83% 83% 83% 85% 4. Patrol Response times to critical emergencies from dispatch to arrival 4:13 4:22 4:27 4:30 5. % of residents rating their neighborhood as good or excellent place to live^ 80% 80% 80% 85% 6. Residents overall satisfaction with Parks and Recreation in Peoria^ 77% 77% 77% 80% 7. Compliance with all Water and Wastewater system regulations 100% 100% 100% 100% 8. % of residents rating traffic flow on major streets as good or excellent^ 36% 36% 36% 40% Performance Trend COUNCIL GOAL: Enhance Current Services: Financial and Operational Excellence Desired Outcomes FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target 56% 56% 56% 65% 1. % of residents rating the value of services received for the taxes paid as good or excellent^ 2. City General Obligation Bond Ratings (S&P/Moody’s/Fitch) AA+/Aa1/ AA+ AA+/Aa1/A A+ AA+/Aa1/ AA+ AA+/Aa1/ AA+ 3. City Water and Wastewater Bond Ratings AA/Aa3/ AA AA/Aa3/ AA AA/Aa3/ AA AA/Aa3/ AA 65 Performance Trend COUNCIL GOAL: Preserve our Natural Environment Desired Outcomes FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target 1. % of residents rating the overall quality of Peoria's natural environment as good or excellent^ 57% 57% 57% 60% 2. Residential diversion rate (recycling) 25% 24.6% 26% 30% 3. Preserved or developed Parks, Trails and Open Space acres per 1000/population 8.18 8.44 8.50 8.50 FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Performance Trend COUNCIL GOAL: Total Planning Desired Outcomes 1. % of residents rating the overall quality of development in Peoria as good or excellent^ 69% 69% 69% 75% 2. % of residents saying Peoria is heading in the right direction (good or excellent response)^ 62% 62% 69% 75% Performance Trend COUNCIL GOAL: Economic Development Performance metrics have been selected and reported on based on the Economic Development Implementation Strategy (EDIS) approved by Council in FY11. Desired Outcomes FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target 1. Number of qualified prospects meeting Council stated Business attraction criteria NA 11 15 15 2. Number of businesses contacted (retention or expansion) NA 114 175 360 3. % of City’s assessed valuation that is classified as commercial/industrial 17.6% 17.3% 25% 25% 4. Total number of small business seminars and events hosted by the city 6 25 17 12 5. % of residents rating the overall quality of business and service establishments as good or excellent^ 68% 68% 68% 70% FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Performance Trend COUNCIL GOAL: Leadership and Image Desired Outcomes 1. % of residents rating Peoria's overall image or reputation as good or excellent^ 65% 65% 65% 70% 2. % of residents rating Peoria's Public Information Services as good or excellent^ 68% 68% 68% 70% 3. % of residents rating Peoria's Sense of Community as good or excellent^ 54% 54% 54% 60% 4. % of residents rating the quality of Peoria's Public Schools as good or excellent^ 75% 75% 75% 75% Performance Trend ^Citizen Survey Rating - The city conducts a Citizen Survey once every two years. Next survey will be conducted in Fall of 2012. 66 Mayor and City Council FY2013 Performance spotlight Department Mission To serve the residents of Peoria by promoting the community’s future, creating a positive community legacy and striving for economic viability and sustainability through actions that serve the best interests of the public. DEPARTMENT OVERVIEW The City of Peoria is a council-manager 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 four-year terms to serve the community “at large,” while each of the six council members is elected to four-year terms in specific geographic districts.       Acacia District Ironwood District Mesquite District Palo Verde District Pine District Willow District The City Council is responsible for the legislative function of the municipality such as establishing policy, passing local ordinances, voting appropriations, and developing an overall vision for the community. Key Outcome Measures Mayor and City Council The total FY 2013 budget for the Mayor and Council is $652,417 which covers salaries, contractual services such as travel/training, membership dues and internal service charges, as well as general supplies and commodities. In addition, each member of Council receives $30,000 per year in Council District Funds to use at their discretion for projects, programs, services or events that accomplish a public purpose.  % of residents rating Peoria’s sense of community as good or excellent  % of residents saying Peoria is heading in the right direction 67 FY2013 Mayor and City Council Performance Report The Mayor and City Council use 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Leadership and Image Council Goal Expected Outcome Performance Measure FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Meet community needs, council priorities and organizational goals through efficient and effective service delivery % of citizens rating Peoria’s sense of community as “good” or “excellent” (National Citizen Survey) 54% 54% 54% >54% 62% 62% 62% >62% Meet community needs, council priorities and organizational goals through efficient and effective service delivery % of citizens saying Peoria is heading in the right direction (National Citizen Survey) 68 Mayor and Council Operating Budget Summary FY 10 Actual Sort Description FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities $681,287 $432,985 $9,575 $291,318 $337,320 $8,431 $297,666 $297,961 $8,825 $297,066 $299,943 $8,809 $341,245 $302,347 $8,825 14.64% 1.47% 0.00% $1,123,847 $637,069 $604,452 $605,818 $652,417 7.94% $1,120,343 $3,504 $636,388 $681 $604,452 $0 $604,452 $1,366 $652,117 $300 7.89% NA Total : $1,123,847 $637,069 $604,452 $605,818 $652,417 6.00 0.00 0.00 0.00 0.00 NA Total : 6.00 0.00 0.00 0.00 0.00 NA Total : Expenditures by Division Mayor & City Council Citizen Donations-Mayoral 7.94% Staffing by Division Mayor & City Council 69 City Manager’s Office FY2013 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 OVERVIEW The City Manager’s Office implements Council priorities and provides management direction and leadership of the organization in a fair, transparent and accountable manner. The office aligns municipal service delivery with community needs, council priorities and organizational goals. The City Manager’s Office advances community relations and civic engagement through effective and frequent communication with our citizens. Earning and maintaining the trust and confidence of those we serve is critical to our ability to effectively perform our jobs. The City Manager’s Office is a leader in ethical organizational behavior through adopting and modeling the City Employees Code of Ethics. Key Outcome Measures City Manager’s Office  % of citizens responding good or excellent to city employee responsiveness  % of citizens responding good or excellent to how well Peoria welcomes citizen involvement  % of residents rating the value of services received for the taxes paid as good or excellent 70 Cost of Service Breakdown City Manager’s Office Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Inter‐Departmental Management 1.05 $208,942 $10,134 $33,719 $252,795 Strategic Planning 0.24 $45,892 $2,413 $8,028 $56,333 External Leadership 0.62 $110,486 $5,791 $19,268 $135,545 Council Collaboration 1.27 $253,490 $12,547 $41,747 $307,784 Communication 0.72 $134,743 $6,756 $22,479 $163,987 Administrative Support 2.10 $180,374 $10,617 $35,325 $226,315 TOTAL 6.00 $933,927 $48,257 $160,566 $1,142,750 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. City Manager's Office Budget Allocation 20% 22% Inter‐Departmental Management Strategic Planning 5% 14% External Leadership Council Collaboration Communication 12% Administrative Support 27% Total Budget: $1,142,750 71 City Manager ’s Office FY2013 Performance Report The City Manager’s Office 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Leadership and Image Council Goal Expected Outcome Provide excellent communication, both internal and external Enhance Current Services Provide a welcoming organization that promotes civic engagement and respects diversity Meet community needs, council priorities and organizational goals through efficient and effective service delivery FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target 83% 83% 86% 88% 82% 82% 85% 87% Number of reports submitted: City Manager Monthly Reports, Focus, Budget Document 14 14 20 20 Number of communications pieces or speaking opportunities presented to employees and the public NA NA 20 20 % of citizens responding “Good” or “Excellent” to how well Peoria welcomes citizen involvement (National Citizen Survey) 55% 55% 65% 70% 7 8 8 8 62% 56% 56% 65% NA NA 100% 100% Performance Measure % of citizens responding “Good” or “Excellent” to city employee responsiveness (National Citizen Survey) % of citizens responding “Good” or “Excellent” to city employee knowledge (National Citizen Survey) Number of diversity and civic engagement events the City of Peoria sponsors or supports % of citizens rating the value of services received for the taxes paid as “Good” or “Excellent” (National Citizen Survey) % of citizen inquiries which are responded to or acted upon within two business days, as tracked by the Assistant to the City Manager 72 City Manager Operating Budget Summary FY 10 Actual Sort Description FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities $1,058,567 $252,842 $3,719 $966,846 $193,127 $1,792 $943,793 $193,957 $5,000 $944,293 $194,707 $3,750 $1,024,680 $203,422 $4,800 8.57% 4.88% -4.00% $1,315,128 $1,161,765 $1,142,750 $1,142,750 $1,232,902 7.89% $1,315,128 $1,161,765 $1,142,750 $1,142,750 $1,232,902 7.89% Total : $1,315,128 $1,161,765 $1,142,750 $1,142,750 $1,232,902 7.00 6.00 6.00 6.00 6.00 0.00% Total : 7.00 6.00 6.00 6.00 6.00 0.00% Total : Expenditures by Division City Manager's Office 7.89% Staffing by Division City Manager's Office 73 FY2013 City Attorney’s Office 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, cost­effective and thoughtful manner. DEPARTMENT OVERVIEW The City Attorney's Office is legal advisor to City Council and its appointees, including city boards, commissions and committees, the City Manager and staff members in the conduct of city business. In addition, the City Attorney's Office represents the city in all court cases where the City has an interest and prosecutes all cases docketed into Municipal Court. Key services include helping the city comply with federal, state and local law, representing the city in all lawsuits, prosecuting city code and state law violations, overseeing deferred prosecution, and giving notice and assistance to crime victims. The City Attorney’s Office also purchases insurance for the city and manages the city’s self-insurance program and a variety of legal insurance loss events and claims. Key Outcome Measures City Attorney’s Office  % of responses to city council requests within one week of request  Number of domestic violence criminal cases  % of criminal cases resulting in convictions  Amount of insurance legal services paid  Amount of city and non-city property claims 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. Legal civil practice groups share personnel who provide various types of legal services. Civil practice groups:      Economic Development, Finance and Land Use Environment and Utilities Government Operations and Labor and Employment Government Compliance, Taxation and Government Relations Litigation and Creditor Rights (includes Risk Management function) 74 Cost of Service Breakdown City Attorney’s Office – Civil Division Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Municipal Legal Governance Law Services Development Legal Services 1.30 1.68 $146,824 $226,230 $190,088 $244,920 $32,311 $41,632 $369,223 $512,783 Administrative Legal Services 1.97 $215,207 $288,056 $48,964 $552,227 Transaction Legal Services 1.19 $118,498 $173,272 $29,453 $321,224 Litigation Legal Services 5.05 $532,339 $738,417 $125,517 $1,396,274 Operation of City's Self‐Insurance Program 0.36 $36,109 $52,640 $8,948 $97,697 Claims Management Services 1.26 $103,146 $184,239 $31,317 $318,702 General Legal Operations Management Services 1.08 $95,285 $157,919 $26,843 $280,047 Legal Office Human Resources Services 0.76 $58,780 $111,128 $18,890 $188,798 Legal Office Financial Services 0.95 $73,239 $138,910 $23,612 $235,761 Legal Office Technology Services 1.45 $120,750 $212,021 $36,040 $368,811 TOTAL 17.04 $1,726,409 $423,528 $2,491,609 $4,641,546 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 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. Three major functions are covered by this practice group: Criminal Prosecution, Deferred Prosecution/Probation and Victim Assistance Services. Cost of Service Breakdown City Attorney’s Office - Criminal Division Activity Description Allocated FTE’s Personnel Costs Criminal Prosecution 5.95 $517,159 Victim Assistance Program 2.37 Deferred Prosecution/Probation TOTAL Non‐Personnel Costs Internal Services Charges Total Cost of Service $870,016 $147,887 $1,535,062 $193,795 $346,544 $58,906 $599,245 0.64 $62,294 $93,582 $15,907 $171,783 8.96 $773,248 $1,310,142 $222,700 $2,306,090 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 75 City Attorney's Office Budget Allocation General Counsel, Litigation & Claims Legal Services 33% 25% Civil Litigation & Risk Program City Attorney Operations 16% 26% Criminal Program Total Budget: $6,947,636 76 FY2013 City Attorney’s Office Performance Report The City Attorney’s Office 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Council Goal Expected Outcome Performance Measure FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target To provide high quality legal services to achieve the interests of justice Customer Service Survey Ratings – Internal Departments N/A N/A 90% 90% Assure that city operations comply with all federal, state and local laws Respond to requests for legal analysis, advice and answers to legal issues within 2 weeks of receipt N/A N/A 90% 90% Act as General Counsel for the Mayor and City Council, City Manager and Departments % of responses to city council requests for ordinances, resolutions for legislative action as requested within 1 week of request 90% 86% 85% 90% To preserve and protect victims’ rights during criminal case prosecution, fulfill prosecutorial statutory mandates allowing victims full participation in the criminal justice system, and increase and improve services provided to victims Number of victim cases 1,450 1,445 1,455 1,400 Reduce domestic violence victim numbers and increase domestic violence community awareness services Number of non-domestic violence criminal cases 1,050 1,015 1,070 <1,000 Number of domestic violence criminal cases 420 413 400 <400 Efficiently prosecute and dispose of Municipal Court criminal cases so that justice may be served, zealously represent the State’s interest in all criminal matters, oversee the Deferred Prosecution Program and the Asset Forfeiture Grant % of cases resulting in conviction 91% 90% 85% 90% Number of criminal cases resulting in plea agreements 2,400 1,801 2,200 2,500 % of deferred prosecution cases that are successfully completed 74% 70% 92% 75% 77 Enhance Current Services Council Goal Expected Outcome Performance Measure FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Obtain insurance and excess liability coverage with best cost/benefit to the City’s insurance program, maintain self-insurance and coverage level adequate for solvency and growth of insurance reserve fund and City’s rising self-insurance needs Amount paid in insurance premiums $1.065 Million $1.018 Million $1.016 Million $1.016 Million Amount of insurance legal services paid $9,084 $119,047 $150,000 $100,000 Amount of Non-City Property Claims $115,228 $138,126 $145,000 $100,000 Amount of City Property Claims $238,551 $512,929 $443,070 $204,000 Monitor insurance deductibles and selfinsurance claims assuring lowest City costs, review and approve timely payment of legal expenses incurred defending tort claims, claim lawsuits, provide info and data for actuarial review and reserves calculation 78 City Attorney Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $2,475,826 $2,747,937 $92,970 $2,539,775 $2,724,461 $86,616 $2,521,063 $3,385,670 $91,080 $2,522,463 $3,204,878 $65,343 $2,670,420 $3,083,516 $73,364 5.92% -8.92% -19.45% $5,316,733 $5,350,851 $5,997,813 $5,792,684 $5,827,300 -2.84% $1,978,755 $208,384 $742,739 $2,159,869 $214,808 $1,400 $10,778 $2,189,568 $217,200 $742,048 $1,978,963 $196,855 $1,400 $24,817 $1,992,017 $217,912 $751,438 $2,783,123 $203,146 $0 $50,177 $2,016,416 $217,657 $746,833 $2,588,123 $202,546 $702 $20,407 $2,085,978 $231,378 $798,086 $2,453,669 $212,602 $0 $45,587 4.72% 6.18% 6.21% -11.84% 4.65% NA -9.15% $5,316,733 $5,350,851 $5,997,813 $5,792,684 $5,827,300 -2.84% 15.00 2.00 7.00 2.00 15.00 2.00 7.00 2.00 15.00 2.00 7.00 2.00 15.00 2.00 7.00 2.00 15.00 2.00 7.00 2.00 0.00% 0.00% 0.00% 0.00% 26.00 26.00 26.00 26.00 26.00 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Total : Expenditures by Division Civil Victims' Assistance Prg Criminal Insurance Prem/Deduct Risk Management Victims' Rights Imp Grant St Anti-Racketeering-Cao Total : Staffing by Division Civil Victims' Assistance Prg Criminal Risk Management Total : 79 City Clerk’s Office FY2013 Performance Spotlight Department Mission To provide transparency and public access to City government through its activities as official secretary, records manager, and elections official. DEPARTMENT OVERVIEW It is the priority of the City Clerk’s Office to support and sustain the City Council’s policy-level goals and provide transparency and public access to City Government. Therefore, the City Clerk’s Office serves as an important link between citizens and municipal government by providing professional and technical support to the City Council and the City Manager in the delivery of effective government services. A majority of the key functions and service activities of the City Clerk’s Office are mandated by City Charter, City Code, or State Statute. These include the recordation and documentation of all actions of official meetings of the City Council, Council Subcommittees Key Outcome Measures and Boards and Commissions, maintaining, storing and City Clerk securing all City documents in accordance with the law and preparing for and conducting citywide elections.  Open Meeting Law Compliance  Customer Service Survey Rating City Clerk/Official Secretary for the City The City Clerk serves as the official secretary for the city. Service activities include administering City Council meetings through preparation of the agendas, packets, and minutes. Service activities also include supporting administrative, statutory and non-statutory functions including tracking and execution of all city contracts, annexations, code changes, MVD titles, budget, payroll, finance, and customer service. In addition, the City Clerk provides training and ensures compliance with open meeting laws for City Council, Council Subcommittees, and Boards and Commissions and provides excellent internal and external customer service. Records Management The City Clerk acts as the official record keeper of city documents. Service activities include administering all city records through an electronic data management process, administering public records requests and providing city-wide record management training. Municipal Elections The City Clerk is responsible for administering municipal elections. Service activities include administering primary, general, recall and other special elections, campaign finance related filings; and preparation and distribution of publicity pamphlets. 80 Cost of Service Breakdown City Clerk’s Office Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service City Clerk/Official Secretary for the City 5.43 $433,379 $130,558 $114,742 $678,679 Records Management 1.98 $158,028 $20,800 $41,840 $220,667 Municipal Elections 0.59 $47,089 $1,940 $12,467 $61,496 8.00 $638,496 $153,298 $169,049 $960,843 TOTAL The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contractual services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as contracts information technology support and facility maintenance. City Clerk's Office Budget Allocation 6% City Clerk/Official Secretary for the City 23% Records Management Municipal Elections 71% Total Budget: $960,843 81 City Clerk’s Office FY2013 Performance Report The City Clerk’s Office 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Performance Measure Community Building /Leadership & Image Comply with Open Meeting Law: - # of postings (Council) - % of compliance (Council) Provide transparency and public access to city government - # of postings (Board & Commissions) - % of compliance (Board & Commissions) Process Campaign Finance Documents - # of campaign finance reports filed - % posted online w/in 24 hours Enhance Current Services /Total Planning Customer Service: - Average Internal Customer Satisfaction Process City Contracts: - # of contracts processed - % processed w/in 1 week Support the City’s diversity standards, ethical values, and customer service goals Administer public records requests: - # of records requests received - % completed w/in 1 week (Clerk’s Office) [FY12 calculated as average # of days] - % completed w/in 1 week (Other Depts.) [FY12 calculated as average # of days] 82 FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target 368 98% 532 99% 360 100% 420 100% 387 386 450 410 97% 94% 97% 100% 26 40 34 60 N/A 100% 100% 100% N/A N/A 4.5 out of 5.0 5.0 1,224 82% 1,141 84% 1,120 72% 1160 80% 581 543 46% 73% 290 1 day 300 1 day 310 6.5 days 320 6.5 days City Clerk Operating Budget Summary FY 10 Actual Sort Description FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities $717,744 $301,477 $4,759 $684,896 $350,004 $16,669 $638,496 $315,847 $6,500 $638,496 $263,419 $6,400 $599,593 $332,267 $17,500 -6.09% 5.20% 169.23% $1,023,980 $1,051,569 $960,843 $908,315 $949,360 -1.20% $1,023,725 $255 $1,051,569 $0 $960,843 $0 $908,315 $0 $949,360 $0 -1.20% NA Total : $1,023,980 $1,051,569 $960,843 $908,315 $949,360 9.00 9.00 8.00 8.00 8.00 0.00% Total : 9.00 9.00 8.00 8.00 8.00 0.00% Total : Expenditures by Division City Clerk Records & Information Mgt -1.20% Staffing by Division City Clerk 83 Community Services Department FY2013 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. DEPARTMENT OVERVIEW The Community Services Department provides residents and visitors alike with various recreational opportunities, including an array of recreation programs, city special events, neighborhood-based and community parks, Key Outcome Measures open space and trail areas, year-round Community Services Department activities at the Peoria Sports Complex, two large library branches, and expanding arts  Overall satisfaction with parks and recreation and cultural experiences. The operation and services in Peoria management of these areas are fulfilled by  % of residents rating the overall quality of Peoria’s the divisions outlined below. natural environment as good or excellent Total annual circulation in Peoria’s Library system # of registered participants and event attendees Cost recovery goals in Recreation Programs Art Gallery Visits Community Services Administration  Community Services Administration is  responsible for the overall management,  financial administration, technological support,  and strategic direction for the Parks, Recreation, Library, Cultural Services and Sports Facilities divisions. This includes the promotion of excellent customer service, which the department strives to maintain with every customer interaction. The department also serves as liaison to multiple Boards and Commissions that advise the department in several areas. 84 Cost of Service Breakdown Community Services Administration Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Management of department/divisions 0.79 $146,090 $4,681 $19,623 $170,395 High quality customer service 4.54 $286,381 $9,177 $38,468 $334,025 Administrative functions 1.69 $129,624 $4,154 $17,412 $151,189 Financial functions Department technological support 2.14 0.90 $166,753 $75,284 $5,343 $2,412 $22,399 $10,113 $194,495 $87,809 Boards and Commissions liaison 0.13 $10,413 $334 $1,399 $12,146 Grant/sponsorship opportunities 0.11 $ 9,067 $291 $1,218 $10,575 Support organizational development 0.08 $ 7,769 $249 $1,044 $ 9,062 TOTAL 10.38 $831,381 $26,641 $111,675 $969,697 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Administration Division Budget Allocation 1% 1% 9% Management of department 18% High quality customer service Administrative functions 20% Financial functions Department technological support Boards and Commissions liaison 34% Grant/sponsorship opportunities 16% Support organizational development Total Budget = $969,697 85 Recreation Programs The Recreation division is responsible for providing programs that offer unique and varied recreational experiences. The division seeks to offer activities that prove fun, safe, and cost effective. Programs are offered for all ages, and are located in parks, schools, private and public facilities throughout the community. The division is also responsible for daily operations of the Peoria Community Center and Rio Vista Recreation Center. Also, this division includes planning and implementation of city-managed special events. Youth Programs Youth Programs include swimming lessons, swim and dive teams, pool maintenance, before and after school programs, kindergarten readiness year-round program, summer recreation options (both licensed and drop-in), youth special interest classes, youth sports and teen programs such as skate events, lunch box program and summer Step OUT. Cost of Service Breakdown Recreation – Youth Programs Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service 16.07 29.10 $614,832 $1,011,321 $259,715 $301,612 $60,841 $106,434 $935,388 $1,419,367 Aquatics Program Am/Pm Program Little Learners 7.46 $246,589 $57,657 $45,569 $349,815 Summer Recreation Summer Camp 8.60 13.69 $302,600 $412,986 $155,993 $244,008 $137 $25,438 $458,730 $682,432 Special Interest Classes – Youth 1.79 $107,818 $63,644 $13,886 $185,348 Youth Sports Teens 4.74 5.75 $269,879 $225,127 $160,993 $87,452 $29,749 $12,526 $460,621 $325,105 TOTAL 87.20 $3,191,151 $1,331,074 $294,581 $4,816,805 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division ‐ Youth Programs Budget Allocation Aquatics Am/Pm 7% 4% 19% 10% Little Learners Summer Rec Summer Camp 14% Special Interest Classes 29% Youth Sports 10% Total Budget = $4,816,805 7% Teens 86 Adult Programs Adult Recreation Programs include special interest classes geared towards adult, adult sports offerings such as softball leagues, indoor volleyball leagues and senior programs – trips, wellness classes, events at the community center and more. Cost of Service Breakdown Recreation – Adult Programs Allocated FTE’s 1.30 Personnel Costs $36,549 Non‐Personnel Costs $21,215 Internal Services Charges $4,629 Total Cost of Service $62,393 Adult Sports Senior Programs 2.71 1.64 $139,885 $118,596 $125,888 $57,870 $23,375 $4,917 $289,148 $181,383 TOTAL 5.65 $295,031 $204,973 $32,920 $532,924 Activity Description Special Interest Classes – Adult The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division ‐ Adult Programs Budget Allocation 12% Adult SIC 34% Adult Sports Senior Programs 54% Total Budget: $532,924 87 Special Populations Recreation programs for special populations include outdoor recreation opportunities such as kayaking, scuba diving and geocaching. Other offerings include social opportunities for teens and adults with developmental disabilities and day treatment and training services. Cost of Service Breakdown Recreation – Special Populations Outdoor Recreation Allocated FTE’s 0.49 Personnel Costs $ 47,206 Non‐Personnel Costs $6,200 Internal Services Charges $0 Total Cost of Service $53,406 Adaptive Recreation 2.29 $137,256 $22,107 $16,203 $175,566 Adult Day Program 7.92 $333,149 $21,744 $23,572 $378,465 TOTAL 2.78 $184,462 $28,307 $39,775 $607,438 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division ‐ Special Populations Budget Allocation 9% Outdoor Recreation 29% Adaptive Recreation Adult Day Program 62% Total Budget: $607,438 88 Facilities The Recreation Division is responsible for operations, maintenance and programming aspects of the Rio Vista Recreation Center and downtown Community Center. Cost of Service Breakdown Recreation – Facilities Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Community Center Rio Vista Recreation Center 1.94 15.78 $202,739 $819,462 $52,189 $210,167 $325,529 $224,861 $580,457 $1,254,490 TOTAL 17.72 $1,022,201 $262,356 $550,390 $1,834,947 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division ‐ Facilities Budget Allocation 32% Community Center Recreation Center 68% Total Budget: $1,834,947 89 Special Events The Recreation Division plans, manages and facilitates city-sponsored community and special events throughout the year, both at the Peoria Sports Complex and in downtown Peoria. Events coordinated include: July 4th All American Festival, Halloween Monster Bash, Dolly Sanchez Memorial Easter Egg Hunt, Pioneer Day Festival and Parade, and the Old Town Holiday Festival. One-time events such as the Centennial Celebration are planned and budgeted for on a case-by-case basis. Cost of Service Breakdown Recreation – Special Events Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service 1.255 $54,277 $133,040 $0 $187,317 1.595 $112,355 $68,411 $268 $181,034 0.230 $20,641 $20,299 $0 $40,939 0.110 $9,972 $9,807 $0 $19,779 0.11 $9,972 9,807 $0 $19,779 Manage Boards and Commissions Dinner 0.20 $19,289 $15,000 $0 $34,289 TOTAL 3.50 $226,505 $256,363 $268 $483,137 Activity Description Plan and manage Special Events at the Sports Complex Plan and manage downtown community events Assist outside organizations with events Assist other departments with coordination and planning of events Collaborate to develop and execute marketing strategies The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division Special Events 4% Plan and manage Special Events at the Sports Complex 7% 4% Plan and manage downtown community events 39% 9% Assist outside organizations with events Assist other departments with coordination and planning of events Collaborate to develop and execute marketing strategies 37% Manage Boards and Commissions Dinner Total Budget: $483,137 90 Neighborhood Park Maintenance Neighborhood Park maintenance is responsible for maintaining the city's 32 neighborhood parks, 25 miles of trails, ancillary buildings, city-owned retention basins and graffiti abatement. Key activities within this function include continual upkeep of parks, including daily openings, parks trimming, pruning, trash removal, turf maintenance, restroom cleaning, field preparation sport programs, playground inspection, graffiti abatement, securing parks in the evening, and utility payments for each park. This division is supported by 23.8 employees. Right- of- Way Maintenance The Right-of Way Maintenance division is responsible for ensuring all R-O-W contract obligations are met throughout the city. Also included are contractual activities for grounds at City Hall, maintenance improvement districts (MIDs), and general response to citizen requests concerning R-O-W maintenance. The division is also responsible for paying the utility bills for city-owned R-O-Ws. A secondary function is to maintain the City’s Tree City USA status, and coordinate volunteer programs. Parks Administration The Parks Administration division is responsible for ensuring all park and R-O-W operations operate smoothly, and to analyze and coordinate operations. The section also assists the Engineering Department with CIP coordination of all park and trail projects, is the staff liaison to the Veterans Memorial Board, oversees the City's arts program and reviews relevant development plans. This division includes a Parks Manager, with assistance from an administrative assistant. Cost of Service Breakdown Parks Division Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Neighborhood Park Maintenance 23.8 $1,159,042 $1,399,611 $393,123 $2,951,776 Right of Way Parks Administration 1.0 1.0 $104,991 $161,957 $903,435 $1,604 $24,003 $13,882 $1,032,429 $177,443 TOTAL 25.8 $1,425,990 $2,304,650 $431,008 $4,161,648 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Parks Division Budget Allocation 25% ROW Parks Admin 4% Park Maintenance 71% Total Budget: $4,161,648 91 Sports Complexes The Sports Complexes division is responsible for the operations and maintenance of the Peoria Sports Complex and Rio Vista Community Park, and facilitates year round programming at these complexes. This includes Spring Training operations for the Seattle Mariners and the San Diego Padres. Cost of Service Breakdown Sports Complexes Allocated FTE’s 13.12 Personnel Costs $625,824 Non‐Personnel Costs $304,887 Internal Services Charges $98,934 Total Cost of Service $1,029,645 Sports Complex – year round activities 12.19 $669,534 $1,136,606 $348,268 $2,154,408 Sports Complex – Spring Training 12.38 $635,090 $1,073,873 $334,611 $2,043,574 TOTAL 37.70 $1,930,449 $2,515,366 $781,813 $5,227,628 Activity Description Rio Vista Community Park The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Sports Complexes Division Budget Allocation 20% Rio Vista 39% Sports Complex Spring Training 41% Total Budget: $5,227,628 92 Library - Adult Services The Adult Services Division within the Library is responsible for providing materials including books, periodicals, DVDs and digital services, programming and basic computer and e-reader classes and reference services. The Library staff in this unit continually reviews the collection to determine which popular selections are needed. It also oversees 48 computers for public use, and has two Workforce connection computers to assist citizens seeking employment. Staff also assists patrons with any computer-related questions. Library – Youth Services The Youth Services Division within the Library is responsible for providing youth-related materials including books, periodicals, DVDs and digital services, programming and reference services. The Library staff continually reviews its collection to determine popular selections. It also supports 25 computers for public use and assists patrons with any computer-related questions. Library – Patron Services Patron Services is responsible to offer patrons assistance with locating items, issuing library cards, online public access catalog, e-reader assistance and account management. Additionally, they process periodicals and interlibrary loan requests. This area also manages the volunteer program, and sorts and shelves books. Library – Technical Services Technical Services is responsible for working with book vendors to place orders, verify accuracy of the orders, catalog new materials, process these materials, manage the library computer systems, support the automatic telephony system and maintain the library’s website. Library – Administration Administration is responsible for evaluating programs and processes, and implementing recommended changes. They serve as staff liaison to the Library Board, are responsible for Community Outreach, and support the financial management of the division. Cost of Service Breakdown Libraries Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Adult Services Library – Youth Services 5.95 5.35 $480,747 $447,530 $150,690 $170,641 $337,754 $337,754 $969,191 $955,625 Library – Patron Services 18.23 $793,666 $61,808 $176,578 $1,032,052 Library – Technical Services Library – Administration 4.79 2.0 $317,764 $197,910 $154,584 $5,675 $189,502 $77,825 $661,850 $281,410 TOTAL 36.32 $2,237,617 $543,398 $1,119,413 $3,900,128 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 93 Library Budget Allocation 7% 25% Adult Services 17% Youth Services Customer Services Technical Services Administration 25% 26% Total Budget: $3,900,128 Arts The Arts Commission division is responsible for managing the city’s public art program. This division oversees management of the city’s arts grant program, coordinates gallery operations, is involved with cultural activities, and serves as staff liaison to the Arts Commission Board. Cost of Service Breakdown Arts Commission Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Grant Management .75 $7,765 $140,200 $0 $147,965 Gallery Display Coordination .125 $12,941 $3,600 $0 $16,541 Art Collection Management .150 $15,529 $11,200 $0 $26,729 Cultural Activities .075 $7,765 $500 $0 $8,265 Boards and Commission .050 $5,176 $200 $0 $5,376 Administration .025 $2,588 $8,463 $210 $11,261 TOTAL 1.175 $51,764 $164,163 $210 $216,137 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 94 Arts Commission Budget Allocation 4% 2% Grant management 5% Gallery Display Coordination Art Collection Mgt. 12% Cultural Activities 8% 68% Boards and Commissions Administration Total Budget: 216,137 Percent for the Arts This section is supported through the city's capital improvement program with a 1% contribution of a project budget, and is used to provide public art throughout the city. It also funds the debt service for the city's Center for the Performing Arts. Public art projects in this fiscal year include: Centennial Plaza, Osuna Park and 84th Avenue streetscape. Cost of Service Breakdown Percent for the Arts Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Percent for the Arts 0 $0 $638,678 $0 $638,678 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Percent for the Arts Budget Allocation 3% Small‐Scale Public Art 38% Public Art Projects On‐going Funding 51% 8% Total Budget: $638,678 95 Theater Debt Service Community Services Department FY 2013 Performance Report The Community Services Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Community Building: Preserve and Expand Our Quality of Life Council Goal Expected Outcome To offer unique and varied recreational services that are cost effective and efficient while satisfying customers and providing opportunities for the city's residents to live and grow in their community while enhancing their quality of life To provide exceptional neighborhood parks, trails, and open spaces that provide access to recreational enjoyment and preserves and protects important natural, historical, and cultural resources To provide aesthetically pleasing and well maintained public right-of-way areas throughout Peoria FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target 90% 90% 90% 91% 76% N/A N/A 80% 1,219 1,234 1,250 1,265 132,391 134,661 138,700 141,000 46,578 55,715 68,647 66,200 1.78 1.77 1.88 1.88 76% N/A N/A 80% 55% N/A N/A 70% % of residents rating the cleanliness of Peoria as good or excellent (National Citizen Survey) 65% N/A N/A 80% Graffiti abatement work order requests completed N/A 1,505 1,300 1,300 Performance Measure Participant approval rating for Recreation Programs % of residents rating Recreation programs or classes as good or excellent (National Citizen Survey) Average daily visitor count at Rio Vista Recreation Center # of recreation participants # of attendees at City Special Events Developed Neighborhood Park acres per 1,000 population % of citizens rating the quality of City Parks as good or excellent (National Citizen Survey) % of residents rating the availability of walking paths and trails as good or excellent (National Citizen Survey) 96 Community Building: Preserve and Expand Our Quality of Life Council Goal Expected Outcome To exemplify excellence & contribute to economic conditions by operating & maintaining the Sports Complex and Rio Vista Community Park with professionalism and foresight, by being customer friendly and safe, sustainable and cost effective To provide Peoria citizens with information in a variety of formats, including library materials that educate, inform, enrich, inspire and entertain To offer citizens enriching opportunities in the form of arts Performance Measure FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target % of survey responses rating overall experience at the Sports Complex as good or excellent N/A 95% 95% 95% # of Spring Training attendees 200,029 188,244 185,000 195,000 # of Community Events held at the Peoria Sports Complex 76 94 102 100 % of responses on Rio Vista Community Park patron survey rating experience as good to excellent N/A 100% 100% 100% 607,696 627,761 628,500 630,000 11.27 11.49 11.53 11.62 84% N/A N/A 90% % of residents rating opportunities to attend cultural activities as good or excellent 45% N/A N/A 55% Annual Art Gallery Visits N/A 1,576 1,600 1,600 Annual Library Visits Total annual circulation per capita % of residents rating the quality of library services as good or excellent (National Citizen Survey) 97 Community Services Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $12,742,653 $9,573,061 $1,507,963 $99,887 $12,107,228 $9,052,791 $1,580,155 $61,775 $12,262,000 $9,334,969 $1,714,188 $386,000 $12,303,760 $9,292,423 $1,642,736 $154,428 $13,136,472 $10,016,141 $1,727,262 $1,564,400 7.13% 7.30% 0.76% 305.28% $23,923,564 $22,801,948 $23,697,157 $23,393,347 $26,444,275 11.59% $0 $224,766 $50,000 $729,768 $910,457 $1,678,612 $379,724 $315,864 $752,815 $0 $282,348 $0 $772,500 $0 $166,659 $169,464 $278,006 $274,978 $532,961 $908,428 $1,255,564 $2,624,558 $1,437,115 $1,715,060 $1,704,866 $0 $957,039 $3,643,778 $559,383 $156,153 $0 $0 $390,623 $0 $28,260 $47,693 $1,724 $0 $205,737 $395,000 $632,103 $933,282 $1,752,390 $371,874 $387,388 $809,007 $0 $275,399 $0 $792,862 $0 $190,621 $169,557 $302,349 $378,710 $500,239 $990,326 $1,228,772 $2,393,126 $1,556,012 $1,856,622 $1,670,033 $0 $1,119,223 $3,655,677 $697,487 $59,837 $0 $0 $433,361 $0 $0 $0 $0 $0 $213,137 $160,000 $628,118 $933,282 $1,733,700 $371,874 $387,388 $809,007 $0 $275,399 $0 $792,862 $0 $190,621 $169,557 $302,349 $378,710 $500,239 $983,876 $1,228,772 $2,384,725 $1,556,012 $1,869,386 $1,651,685 $0 $1,117,992 $3,655,677 $603,500 $59,925 $0 $0 $433,361 $0 $0 $38,481 $15,275 $0 $225,039 $275,000 $1,248,690 $1,022,522 $1,419,779 $388,968 $419,621 $683,929 $45,145 $168,883 $77,246 $508,308 $325,557 $210,906 $167,215 $587,527 $329,304 $630,304 $957,184 $1,432,421 $2,566,941 $1,639,774 $1,951,054 $1,808,165 $0 $1,090,700 $3,832,987 $697,487 $59,776 $400,000 $900,000 $427,119 $0 $0 $0 $0 NA 9.38% -30.38% 97.55% 9.56% -18.98% 4.60% 8.32% -15.46% NA -38.68% NA -35.89% NA 10.64% -1.38% 94.32% -13.05% 26.00% -3.35% 16.57% 7.26% 5.38% 5.09% 8.27% NA -2.55% 4.85% 0.00% -0.10% NA NA -1.44% NA NA NA NA Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division 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 Outdoor Recreation Program Special Interest Classes - Youth Special Interest Classes - Adult Sports Programs - Youth Sports Programs - Adult 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 Adult Day Prg Grant Parks and Recreation Federal Grant Library Svc & Technology Grant Prop 302 Grant Program Citizen Donations-Cs $101 $204,449 $85,192 $872,535 $901,362 $1,829,810 $314,670 $336,331 $762,496 $0 $314,981 $0 $930,100 $0 $189,621 $185,206 $261,401 $356,832 $392,404 $1,016,186 $1,324,428 $2,894,499 $1,366,021 $1,605,612 $1,449,807 $331,447 $1,082,110 $3,848,187 $577,872 $143,456 $0 $34,413 $398,450 $273 $15,000 $31,832 $8,611 98 Community Services Operating Budget Summary FY 10 Actual Sort Description Teen Council PLAY Peoria NFP Trust Total : FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $1,324 $0 $1,745 $7,191 $0 $0 $4,500 $3,862 $4,500 $2,000 NA NA $24,067,020 $22,958,102 $23,756,994 $23,453,272 $26,504,051 0.50 7.50 2.63 9.75 3.00 0.00 4.00 0.00 1.52 0.00 5.00 0.00 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 0.50 5.90 2.63 8.00 3.25 0.00 3.00 0.00 1.52 0.00 4.00 0.00 1.25 1.00 0.25 1.00 2.00 6.00 9.25 21.27 12.00 13.60 12.60 0.00 1.55 15.50 5.40 0.50 4.90 2.63 8.00 3.25 0.00 3.00 0.00 1.52 0.00 4.00 0.00 1.25 1.00 0.25 2.00 2.00 6.00 9.25 18.83 12.00 13.60 12.60 0.00 1.55 15.50 5.44 0.50 11.25 2.75 3.60 3.30 0.30 0.80 0.25 0.64 0.43 2.35 1.25 1.20 1.15 2.10 1.00 2.55 5.30 9.70 18.20 12.00 12.85 11.85 0.00 1.30 16.00 4.79 0.50 11.25 2.75 3.60 3.30 0.30 0.80 0.25 0.64 0.43 3.15 1.45 1.20 1.15 2.10 1.00 2.55 5.30 9.70 18.20 12.00 12.85 11.85 0.00 1.30 16.00 4.79 0.00% 129.59% 4.56% -55.00% 1.54% NA -73.33% NA -57.89% NA -21.25% NA -4.00% 15.00% 740.00% -50.00% 27.50% -11.67% 4.86% -3.35% 0.00% -5.51% -5.95% NA -16.13% 3.23% -11.95% 144.97 131.47 129.07 127.41 128.41 -0.51% 11.56% Staffing by Division Arts Commission Community Services Administration Swimming Pools Am/Pm Program Little Learners Program Summer Recreation Program Summer Camp Program Outdoor Recreation Program Special Interest Classes - Youth Special Interest Classes - Adult Sports Programs - Youth Sports Programs - Adult 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 : 99 Economic Development Services Department FY2013 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 Services Economic Development Administration The Economic Development Administration Division is responsible for the overall leadership  Number of business retention contacts and management of the Economic Development  Number of business attraction locates Services Department. In addition, the Administration Division is responsible for the  Total participation in small business management of the department’s overall budget, seminars, workshops, and events oversight of the execution of the Economic Development Implementation Strategy (EDIS) and support of the permitting system software. Cost of Service Breakdown Economic Development Services Administration Division Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service EDIS Administrative Support 0.48 1.40 $55,471 $162,910 $8,098 $23,783 $9,517 $27,949 $73,086 $214,641 Permitting System Support Manage Dept’s Budget 0.39 0.23 $44,961 $28,611 $6,564 $4,177 $7,713 $4,909 $59,238 $37,697 TOTAL 2.5 $291,953 $42,622 $50,088 $384,662 Economic Development Services Administration Budget Allocation 9.8% 15.4% Economic Development Implementation Strategy Administrative Support 19.0% Permitting System Support 55.8% Manage Department's Budget Total Budget: $384,662 100 The Economic Development Services Department consists of three key functions or divisions: Business and Real Estate Development (BRED) The Business and Real Estate Development Division, or BRED, 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. BRED implements the 11 initiatives that came out of the Economic Development Implementation Strategy. These initiatives focus on university and health care recruitment, investment zone development opportunities, small business assistance, land assembly, nurturing entrepreneurship, workforce development, and marketing. BRED Activities Defined:  Business Attraction includes University Recruitment, Health Care Recruitment, Investment Zones (Vistancia, Rovey, Plaza Del Rio), Incubator and Marketing  Business Retention includes Business Assistance, Investment Zones (Old Town, P83) and Marketing  Redevelopment efforts include Investment Zone (Old Town, P83), Marketing and University & Health Care Recruitment  Small Business includes Business Assistance and Marketing  Workforce Development includes Workforce Development and University Recruitment Cost of Service Breakdown Business and Real Estate Development (BRED) Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Business Attraction Business Retention 2.55 0.55 $253,794 $54,740 $171,939 $37,085 $35,369 $7,628 $461,102 $99,453 Redevelopment 0.20 $19,905 $13,485 $2,775 $36,165 Small Business Workforce Development 0.62 0.08 $61,707 $7,962 $41,805 $5,394 $8,599 $1,110 $112,111 $14,466 TOTAL 4.00 $398,108 $269,708 $55,481 $723,297 Business & Real Estate Development (BRED) Budget Allocation 15% 5% Business Attraction Business Retention 15% 55% 10% Redevelopment Small Business Workforce Development Total Budget: $723,297 101 Building Development The Building Development Division is responsible for ensuring the public’s safety in building construction through thorough building plan review and inspections. This is accomplished by providing well educated staff, capable of professional customer service in a timely manner. The division provides consultation time for citizens and developers as well as project management input from pre-submittal through the construction phase. Cost of Service Breakdown Building Development Division Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Inspection Services Plan Review 5.74 2.92 $420,828 $214,080 $129,045 $65,647 $91,127 $46,357 $641,000 $326,084 Permitting Administrative 2.39 1.95 $175,223 $142,964 $53,731 $43,839 $37,943 $30,958 $266,897 $217,761 TOTAL 13.00 $953,095 $292,262 $206,385 $1,451,742 Building Development Budget Allocation Inspection Services 15% 44% 18% Plan Review Permitting 23% Administrative Total Budget: $1,451,742 Site Development The Site Development Division is responsible for reviewing final engineering documents for private development and public infrastructure. Division staff ensures compliance with City policies and standards and with any associated agency requirements (state and county). In addition, the division issues all construction permits for private development site work along with all work in the City’s rights-of-way. Staff within the division is also involved in various revitalization and redevelopment projects such as the Old Town Commercial Rehabilitation Program. Finally, the development staff participates in constructability reviews and design efforts for internal departments such as Engineering and Public Works. This results in a cost savings to the City by keeping these services inhouse. 102 Cost of Service Breakdown Site Development Division Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Inspection Services 0.68 $59,717 $11,226 $9,528 $80,471 Plan Review Permitting 3.10 1.24 $272,241 $108,896 $51,179 $20,471 $43,434 $17,375 $366,854 $146,742 1.48 $129,973 $24,434 $20,736 $175,143 6.50 $570,827 $107,310 $91,073 $769,210 Administrative (includes internal design services) TOTAL Site Development Budget Allocation Inspection Services 23.0% 10.5% Plan Review 19.5% 47.0% Permitting Administrative (Includes internal design services) Total Budget: $769,210 103 FY2013 Economic Development Services Department Performance Report The Economic Development Services Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer service satisfaction ratings and various department outcome measures. Leadership and Image Council Goal Performance Measure FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Number of small business seminars and events hosted by the city N/A 27 20 40 Number of small business leads N/A 400 running total 600 running total 1,000 running total Number of markets pursued N/A 2 3 4 Total number of new industrial and commercial locates N/A 1 7 3 Total number of new jobs crated N/A 100+ / 2 years 100 new jobs 100+ / 2 years Assist existing businesses to grow and expand in Peoria Number of businesses contacted N/A 162 450 100 / year Assist customers through thorough and timely plan review Average review is less than or equal to 12 working days: - Building plan review - Engineering plan review N/A 8 10.3 7 10.3 7 10.3 7 Assist customers through thorough and timely building inspections Average number of building inspections per working day per inspector. Total inspections reflect commercial and residential totals. N/A N/A 37 Workload indicator Expected Outcome Create a strong small business community through regional leadership Build the image of Peoria as a top location for economic development through marketing, public relations, and direct business attraction Economic Development Diversify economic base in order to grow targeted industries and create jobs 104 Economic Development Services Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $2,761,836 $889,623 $24,021 $2,580,994 $638,741 $22,593 $2,516,463 $791,160 $21,288 $2,516,463 $740,891 $23,169 $2,682,475 $810,807 $26,614 6.60% 2.48% 25.02% $3,675,479 $3,242,328 $3,328,911 $3,280,523 $3,519,896 5.74% $569,502 $338,496 $1,852,056 $851,900 $63,525 $502,973 $489,649 $1,501,403 $748,302 $0 $384,662 $723,297 $1,451,742 $769,210 $0 $413,068 $655,637 $1,450,689 $761,129 $0 $367,762 $842,244 $1,498,315 $811,575 $0 -4.39% 16.45% 3.21% 5.51% NA $3,675,479 $3,242,328 $3,328,911 $3,280,523 $3,519,896 3.00 3.00 16.00 7.30 2.50 4.00 14.00 7.50 2.50 4.00 13.00 6.50 2.50 4.00 13.00 6.50 2.50 4.00 13.00 6.50 0.00% 0.00% 0.00% 0.00% 29.30 28.00 26.00 26.00 26.00 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Total : Expenditures by Division Economic Development Services Administr Business and Real Estate Development Building Development Site Development Economic Development Total : 5.74% Staffing by Division Economic Development Services Administr Business and Real Estate Development Building Development Site Development Total : 105 Engineering Department FY2013 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 right­of­way inspections that will enhance the quality of life for our citizens. DEPARTMENT FUNCTIONS Key Outcome Measures Engineering Department 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. ™ % of capital projects completed on time and within budget ™ Customer satisfaction survey ratings related to capital project delivery ™ Citizen survey ratings related to vehicular, bicycle and pedestrian traffic Nearly 60% of the division’s operating budget supports the day-to-day management of the department, including the management of its operational and capital budgets. The remaining 40% is related to property acquisition and management functions and technical engineering support. Approximately 5% of the division’s budget is offset through chargeback revenue from CIP projects. Engineering Services 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. Capital project delivery comprises approximately 68% of the division’s cost of service. Other core services include project estimating, coordination with outside agencies and administrative functions. Approximately 64% of the division’s budget is offset through chargeback revenue from CIP projects. 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. Approximately 78% of the division’s operating budget is directly associated with capital project management. Other core services include project estimating, coordination with outside agencies and 106 administrative functions. Approximately 96% of the division’s budget is offset through chargeback revenue from CIP projects. Right-of-Way Inspections The Right-of-Way Inspection Division is responsible for the inspection of private and publicly funded right-of-way infrastructure, including water, wastewater, storm drains, bridges and roadways. Approximately 50% of the inspection workload is related to projects within the Capital Improvement Program. The remaining workload is comprised of private development projects, dry utility construction and some maintenance activities. Approximately 26% of the division’s budget is offset through chargeback revenue from CIP projects. Traffic Engineering The Traffic Engineering Division is responsible for ensuring compliance with traffic engineering standards, traffic impact studies, pavement marking and signing plan reviews, traffic count coordination, traffic investigations, school safe route plans and the Neighborhood Traffic Management Program. More than 90% of the division’s budget supports core services like preparing and reviewing traffic studies, operating the Traffic Management Center and managing the school, pedestrian and bicycle safety programs. Remaining funds cover non-core services like the Neighborhood Traffic Management Program. Approximately 10% of the division’s budget is offset through chargeback revenue from CIP projects. Cost of Service Breakdown Engineering Department Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Property Acquisition and Administration 4.75 $ 510,277 $ 51,800 $ 77,079 $ 639,156 Engineering Services 9.5 $1,118,871 $ 29,908 $ 80,309 $1,229,088 Architectural Services 5.0 $ 616,456 $ 13,380 $ 52,179 $ 682,015 Right‐of‐Way Inspections 8.0 $ 701,984 $ 68,312 $139,624 $ 909,920 Traffic Engineering 6.0 $ 715,822 $ 48,035 $352,568 $1,116,425 TOTAL 33.25 $3,663,410 $211,435 $701,759 $4,576,604 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Engineering Department Budget Allocation 24% Property Acquisition and Administration 14% Engineering Services Architectural Services 27% 20% Right‐of‐Way Inspections 15% Traffic Engineering Total Budget: $4,576,604 107 FY2013 Engineering Department Performance Report The Engineering Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Total Planning Council Goal Expected Outcome Engineering Services - Provide quality transportation and public utility improvements to the citizens of Peoria through effective implementation of the City's Capital Improvement Program Architectural Services Provide quality public facilities to the citizens of Peoria through effective implementation of the City's Capital Improvement Program FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target % budget variance on completed capital projects N/A -9% -8% +/-10% % of total allocated capital budget (including carryovers) expended in current fiscal year N/A 40% 26% 50% % of residents rating traffic flow on major streets as good or excellent 36% 36% 36% 50% % of residents rating ease of car travel in Peoria as good or excellent 59% 59% 59% 75% % of residents rating ease of bicycle travel in Peoria as good or excellent 44% 44% 44% 60% % of residents rating traffic signal timing as good or excellent 53% 53% 53% 70% % of residents rating storm drainage as either good or excellent 70% 70% 70% 75% % budget variance on completed capital projects N/A -8% -6% +/-10% % of total allocated capital budget (including carryovers) expended in current fiscal year N/A 28% 23% 50% Performance Measure 108 Engineering Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $4,151,057 $1,326,348 $37,141 $57,840 $4,102,951 $893,108 $26,723 $29,964 $3,663,410 $865,455 $47,739 $0 $3,654,410 $847,986 $29,334 $50,000 $3,994,968 $841,279 $46,333 $0 9.05% -2.79% -2.95% NA $5,572,385 $5,052,746 $4,576,604 $4,581,730 $4,882,580 6.69% $1,058,669 $1,303,253 $601,640 $1,145,142 ($55,787) $1,519,470 $757,100 $1,243,821 $700,319 $1,099,047 $0 $1,252,458 $639,156 $1,229,088 $682,015 $909,920 $0 $1,116,425 $629,353 $1,223,329 $682,751 $882,384 $0 $1,163,913 $669,347 $1,318,367 $833,039 $905,322 $0 $1,156,505 4.72% 7.26% 22.14% -0.51% NA 3.59% $5,572,385 $5,052,746 $4,576,604 $4,581,730 $4,882,580 8.00 8.75 5.00 11.00 7.00 5.75 9.50 6.00 11.00 7.00 4.75 9.50 5.00 8.00 6.00 4.75 9.50 5.00 8.00 6.00 4.75 9.50 5.00 8.00 6.00 0.00% 0.00% 0.00% 0.00% 0.00% 39.75 39.25 33.25 33.25 33.25 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division Engineering Admin Capital Engineering Design and Construction Eng Inspection Svc Design & Construction Traffic Engineering Total : 6.69% Staffing by Division Engineering Admin Capital Engineering Design and Construction Eng Inspection Svc Traffic Engineering Total : 109 Finance Department FY2013 Performance spotlight Department Mission To provide responsible fiscal stewardship and professional financial management with integrity, accountability, and exceptional customer service. DEPARTMENT OVERVIEW The City of Peoria’s Finance Department provides city wide support to executive management in support of the council’s goals, provides professional support to all city departments, and provides exemplary service to the customers and citizens of the city. The Department consists of ten areas that provide a variety of key functions and service activities. Funding comes from both the general fund and utility funds. Many of the services provided are for customers internal to the city. Since our business is helping the city’s other business units deliver services to the citizen, our Vision Statement focus is on enabling those business units to “Serve the Customer”. Key Outcome Measures Finance Department  Bond Ratings for General Obligation, MDA and Revenue Bonds  Compliance with Investment Policy  Unqualified audit opinion  GFOA Certificate of Achievement in Financial Reporting  Compliance with the Principles of Sound Financial Management  Customer Service Survey Ratings Finance Department Budget Allocation 3% 15% 25% 4% 12% 8% 18% Total Budget: $9,376,747 6% 5% 4% 110 Finance Administration Financial Services Treasury Sales Tax, Audit & Collections Materials Management Inventory Control Revenue Administration Customer Service Billing Meter Services Finance Administration The Finance Administration Division is responsible for the overall leadership and management of the Finance Department by coordinating operations, facilitating financial planning, managing the city’s debt, helping finance city projects, and providing city management with relevant financial information. These functions are supported by the Department Director and an Executive Assistant. Cost of Service Breakdown Administration Activity Description Service and support to council, management, citizens and customers Leadership and management of the Finance Department Maintain City’s financial stability and fiscal health TOTAL Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service 0.60 $72,611 $1,575 $11,488 $85,674 1.00 $121,017 $2,625 $19,146 $142,788 0.40 $48,407 $1,050 $7,658 $57,115 2.00 $242,035 $5,250 $38,292 $285,577 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Financial Services The Financial Services Division is responsible for providing accurate and timely financial information to the public, bondholders, grantors, auditors, city council, and management. Oversight of the division is provided by the Finance Manager. Key activities within this function include the preparation of external financial reports including the Comprehensive Annual Financial Report (CAFR), Single Audit, grant reports, state required reports, and other special reports and financial surveys. Annual reports are required by the City Charter and by Arizona Revised Statutes. Other important activities include special assessment administration, grant accounting, and maintenance of portions of the city’s financial information system. These activities are supported by an Accounting Supervisor, three Senior Accountants and one Accountant. A second key function is payroll. The payroll staff ensures timely and accurate payment to employees while adhering to applicable federal and state laws, city policies, and union memorandums of understanding. The staff prepares and files payroll taxes and required Federal and State reports on a biweekly, quarterly and annual basis and provides training throughout the organization. In addition, the staff maintains portions of the Human Resource Management System. These functions are supported by a Payroll Supervisor and two Payroll Specialists. A third function is accounts payable. The accounts payable staff process and pay city invoices. All departments in the city rely on invoice payment services. In addition, the staff provides citywide training to employees who are involved with procurement and vendor payment processing. Lastly, the staff maintains certain portions of the city’s financial information system. This system requires regular upgrades, configuration and associated testing. These functions are supported by an Accounts Payable Supervisor and three Accounting Specialists. 111 Cost of Service Breakdown Financial Services Allocated FTE’s 5.35 Personnel Costs $527,670 Non‐Personnel Costs $120,530 Internal Services Charges $104,725 Total Cost of Service $752,925 Accounts payable 3.25 $215,388 $5,013 $35,608 $256,009 Payroll 2.60 $183,165 $5,692 $30,512 $219,369 Maintain accounting information systems 1.55 $144,521 $940 $23,501 $168,962 12.75 $1,070,744 $132,175 $194,346 $1,397,265 Activity Description Accounting and financial reporting TOTAL The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Treasury The Treasury Division oversees and assists with three main responsibilities: cash and investment management, banking relations, and debt management. These activities are supported by a Treasury Manager and one Senior Accountant. Cash and investment management includes oversight of the city’s external investment firm in managing the city’s investment portfolio. This insures cash flow needs are met and investments are in compliance with the City’s adopted Investment Policy. The division also manages the city’s banking relationships and assists in the development and implementation of new payment and collection systems, electronic banking services, and e-commerce. Staff provides oversight of banking activities including deposits, wire transfers, credit card payments and electronic transactions. Debt management includes administration of all city debt issuances to provide funds for capital projects. Staff works with the city’s external financial advisor to analyze refunding opportunities, monitor compliance with bond covenants, and coordinate continuing disclosure obligations. Cost of Service Breakdown Treasury Activity Description Cash and Banking Management Investment Management Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service 1.15 0.75 $136,945 $80,039 $77,905 $1,425 $21,284 $8,070 $236,134 $89,534 Debt Issuance and Management 0.10 $14,132 $480 $1,448 $16,060 TOTAL 2.00 $231,116 $79,810 $30,802 $341,728 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 112 Tax Audit & Collections The Tax Audit & Collections Division administers the sales tax code by issuing and collecting licenses and fees, collecting sales taxes, conducting audits of businesses, inspecting business establishments to insure proper licensing, providing customer service to the taxpayers, and collecting delinquent monies owed the city. These functions are supported by eleven people that include one Supervisor, two Sales Tax Auditors, one Associate Auditor, three Revenue Collections Specialists, three Customer Service Representatives and one Accounting Technician. Administering the tax code includes processing license applications and sales tax payments. Each taxpayer receives a tax return monthly, quarterly, or annually depending on their annual gross receipts. Customer Service Representatives (CSRs) process the remittances using the city’s sales tax system. The city has over 14,500 licensed businesses. Staff also coordinates and processes specialty licenses such as liquor licenses. Auditing businesses is accomplished through the efforts of staff auditors. They research and analyze taxable transactions, search for tax discrepancies, and review business records. Staff work with the taxpayer, explaining the various tax laws, and collecting the amounts owed. Audit recoveries have generated more than $1 million per year for the past several years. Delinquent amounts include sales tax, general accounts receivable, utility accounts, returned checks, license fees, audit balances, and other accounts referred for collection assistance by departments citywide. Six employees support the billing and collection functions. The goal of collecting delinquent accounts is to ensure each customer actually pays for services rendered. Staff uses a variety of collection methods. Eventually, if the collection methods used for delinquent accounts prove inadequate, property liens, outside collections service, or action by the City Attorney’s Office are used. Cost of Service Breakdown Tax Audit & Collections Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Administer the tax code 6.50 $551,986 $65,708 $82,660 $700,354 Audit businesses Process specialty licenses 3.50 0.45 $296,688 $37,856 $11,864 $7,791 $41,290 $6,108 $349,842 $51,755 0.55 11.00 $45,975 $932,505 $2,475 $87,838 $6,483 $136,541 $54,933 $1,156,884 Activity Description Canvas and inspect licenses TOTAL The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 113 Materials Management The Materials Management Division serves as the city’s purchasing and contracting agent and acquires and stocks needed supplies, equipment and services for all city departments. Operations are based out of city hall and through a warehouse located at the city’s Municipal Operations Center (MOC). One Supervisor oversees both Materials Management and Inventory Control. The purchasing and contracting processes are facilitated by the issuance of solicitations, contracts, purchase orders and direct purchases. The Division provides professional guidance, advice, and oversight to departments in acquiring goods and services related to delivering core services. They also assist in contracting for professional and construction services for capital projects. In addition, the staff provides citywide training to employees who are involved with procurement. Lastly, the staff maintains the purchasing portions of the city’s financial information system. A total of six employees support these varied functions. The Division also manages the mail room and two reprographics centers located on the city hall campus. Materials Management provides oversight of the vendor providing these services (currently IKON). IKON services include staffing two copy centers, maintenance of all satellite copiers, copier supplies and mail sorting service for city departments. Cost of Service Breakdown Materials Management Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Procure goods & services 3.95 $312,554 $11,757 $56,107 $380,418 Contract management Manage financial information systems 1.80 0.25 $153,500 $23,334 $11,258 $1,410 $28,504 $4,281 $193,262 $29,025 TOTAL 6.00 $489,388 $24,425 $88,892 $602,705 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 114 Inventory Control The Inventory Control Division maintains a warehouse and a fleet parts room to ensure the availability of materials, supplies, and equipment to meet the city’s operational needs. The staff also maintains portions of the financial information system. In addition, the staff manages the disposal of surplus property through public auction, competitive sealed bids or other methods advantageous to the city. Inventory also provides a citywide courier service for the delivery of packages, supplies, and requested items and equipment to all city facilities. These activities are supported by a total of four employees. Cost of Service Breakdown Inventory Control Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Warehouse operations 1.55 $91,432 $21,282 $47,760 $160,474 Fleet parts room service 1.00 $67,399 $10,506 $33,010 $110,915 Warehouse & fleet information systems 0.45 $29,043 $452 $12,498 $41,993 Distribution of mail & materials to locations 1.00 $45,576 $5,600 $21,685 $72,861 TOTAL 4.00 $233,450 $37,840 $114,953 $386,243 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Revenue Administration The Revenue Administration Division provides professional service to the city’s utility operations and the citizens of Peoria in a timely and efficient manner. Functions include Customer Service, Meter Services, Billing & Collections (in addition to Sales Tax). The four staff in this area have responsibility for maintaining several complex information systems, insuring the integrity of the data processed by these systems, budget preparation and monitoring and other administrative duties. Maintaining the integrity of the Revenue Division computer systems is a key function. These systems include meter reading, utility billing, customer service, interactive voice response, cashiering, customer internet interfaces and sales tax. Staff in this area also ensures the integrity of the data flowing to the city’s accounting systems by reconciling revenue, accounts receivable, and cash. Cost of Service Breakdown Revenue Administration Activity Description General management and support Insure data integrity and maintain information systems TOTAL Allocated FTE’s 1.75 Personnel Costs $163,484 Non‐Personnel Costs $2,663 Internal Services Charges $27,197 Total Cost of Service $193,344 2.25 $225,087 $17,312 $39,679 $282,078 4.00 $388,571 $19,975 $66,876 $475,422 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 115 Customer Service The Customer Service Section is responsible for collecting water, wastewater and solid waste user fees, processing sales tax and business license applications and tax returns, processing and depositing daily cash receipts, establishing new utility service accounts, initiating service orders for delivery of solid waste containers, meter installations, repairs and replacements, investigation of water leaks and customer complaints, and assisting customers in person and over the telephone. Financial transactions are processed by cashiers taking payments and making account adjustments at city hall and in the DCSB building. Payments from other departments including Parks and Recreation, Libraries, Fire, and the City Clerk are processed through cashiering and deposited daily using an armored car service. The cashiering information system is integrated with other key financial information systems. Our customer service call center strives to respond promptly to customer account inquiries by telephone. The call center answers an average of three hundred (300) calls each day, mostly related to utility services. The CSRs use the utility billing information system to retrieve and store customer information and generate work orders to modify, start, and stop utility services. A total of fifteen employees provide these services. Cost of Service Breakdown Customer Service Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Service Charges Total Cost of Service Process customer financial transactions 5.65 $336,199 $543,516 $149,313 $1,029,028 Respond to customer inquiries 9.35 $517,601 $6,925 $89,028 $613,554 15.00 $853,800 $550,441 $238,341 $1,642,582 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Utility Billing The Utility Billing Section is responsible for generating and distributing billing statements, providing customer service, and maintaining customer information. Accurately preparing and distributing customer bills is initiated by reading customer water meters. Analytical reports are used to verify the accuracy of billing data. This data is then used to generate customer bills. Cost of Service Breakdown Utility Billing Activity Description Accurately billing customers Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service 5.30 $317,334 $381,001 $30,615 $728,950 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 116 Meter Services The Meter Services Section is responsible for accurately reading water meters each month to ensure timely and correct utility billing. Meter reading is accomplished through the use of automated technology. Meters are read each month according to established routes and schedules. Meter reads are collected electronically and uploaded into the billing system. These activities support the Utilities Department by ensuring full revenue collection to support their operational, infrastructure, and capital needs. The section is also responsible for providing a high level of customer service while performing the following tasks: turning water services on/off for new or delinquent water accounts, resolving customer complaints, investigating high usage complaints, installing new meters, replacing or repairing malfunctioning or outdated meters, testing meters, and maintaining all water meters and meter vaults. One supervisor oversees both the meter services function as well as the billing and collections function. Cost of Service Breakdown Meter Services Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Service Charges Total Cost of Service Meter reading 1.65 $95,226 $16,904 $8,106 $120,236 Service work orders 9.65 $614,360 $95,786 $51,338 $761,484 Meter replacement program 0.40 $27,905 $1,350,144 $99,622 $1,477,671 11.70 $737,491 $1,462,834 $159,066 $2,359,391 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 117 Finance Department FY 2013 Performance Report The Finance Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Leadership and Image Council Goal FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Bond ratings for general obligation bonds: ‐ Standard & Poor's ‐ Moody's Investor Services ‐ Fitch Ratings AA+ AA1 AA+ AA+ AA1 AA+ AA+ AA1 AA+ AA+ AA1 AA+ Bond ratings for revenue bonds: ‐ Standard & Poor's ‐ Moody's Investor Services ‐ Fitch Ratings AA Aa3 AA AA Aa3 AA AA Aa3 AA AA Aa3 AA Compliance with the Principles of Sound Financial Management Yes Yes Yes Yes Receive "clean" audit opinion from independent CPA firm Yes Yes Yes Yes Receipt of the GFOA Certificate of Achievement for Excellence in Financial Reporting Yes Yes Yes Yes Travel reconciliations processed within 30 days of travel completion 87% 90% 90% 95% 11,353 12,545 11,000 11,000 85% 87% 87% 90% 5% 24% 40% 45% Peoria investment return compared to Treasury Note benchmark 1.08% / 0.35% 0.68 / 0.19% 0.58% / 0.10% 0.60% / 0.20% Perform all procurement acquisition functions effectively, accurately and timely. Number of vendor protests filed and number upheld 0/0 0/0 0/0 0/0 Maintain an efficient sales tax audit program. Number of audits completed annually 162 147 150 135 Expected Outcome Prudent fiscal stewardship. Employ strong fiscal management practices that encourage sustainable fiscal decision-making. Provide accurate and timely financial information and accounting services to management, policy makers, and external parties for making sound and informed decisions. Provide accurate and timely payment to our vendors. Performance Measure Number of (A/P) payments made annually Percent of vendor invoices paid within 30 days of invoice date Percent of A/P payments made electronically 118 Finance Department FY 2013 Performance Report Council Goal Expected Outcome Enhance Current Services Maintain an efficient sales tax audit program. Improve the functionality and performance of revenue billing systems. Customer Service - Provide professional, efficient, and responsive service to all customers. Read meters accurately and efficiently to facilitate correct utility billing. FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Audit program recoveries as a ratio to the operating costs of the Sales Tax Section 1.1 1.1 1.1 >1 % of sales tax returns remitted electronically 8% 10% 11% 12% % of inspected businesses operating without a current license 8% 13% 13% 10% % of new business license applications processed within 14 days 66% 73% 73% 85% % of total utility customers receiving their utility bills electronically 6% 9% 12% >12% Annual number of incoming customer service calls answered by a CSR 83,000 73,000 75,000 75,000 2:06 3:38 3:38 < 3 min Number of service orders processed by Meter Services staff 47,593 39,674 38,000 40,000 % of readings requiring follow-up due to a questionable meter read 0.20% 0.14% 0.14% <.20% Performance Measure Average time for CSR to answer incoming calls (minutes) 119 Finance Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $3,383,014 $1,014,314 $89,280 $3,066,799 $872,756 $245,508 $3,199,238 $881,711 $89,453 $3,186,988 $895,714 $87,700 $3,336,351 $922,827 $85,903 4.29% 4.66% -3.97% $4,486,608 $4,185,063 $4,170,402 $4,170,402 $4,345,081 4.19% $307,721 $1,344,267 $987,551 $971,182 $345,317 $530,570 $290,055 $1,362,423 $891,387 $707,867 $329,057 $604,274 $285,577 $1,397,265 $1,156,884 $602,705 $341,728 $386,243 $285,577 $1,397,265 $1,156,884 $602,705 $341,728 $386,243 $305,173 $1,501,976 $1,128,482 $633,611 $356,684 $419,155 6.86% 7.49% -2.46% 5.13% 4.38% 8.52% $4,486,608 $4,185,063 $4,170,402 $4,170,402 $4,345,081 2.00 12.75 9.00 8.00 2.00 6.00 2.00 12.75 12.00 7.00 2.00 5.00 2.00 12.75 11.00 6.00 2.00 4.00 2.00 12.75 11.00 6.00 2.00 4.00 2.00 12.75 11.00 6.00 2.00 4.00 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 39.75 40.75 37.75 37.75 37.75 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Total : Expenditures by Division Finance Admin Financial Services Tax Audit & Collections Materials Management Treasury Management Inventory Control Total : 4.19% Staffing by Division Finance Admin Financial Services Tax Audit & Collections Materials Management Treasury Management Inventory Control Total : 120 Finance Utilities Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $2,790,953 $1,396,630 $643,008 $8,000 $2,396,393 $1,320,829 $587,549 $0 $2,297,196 $1,325,415 $1,583,734 $0 $2,296,996 $1,330,398 $1,570,951 $0 $2,464,354 $1,366,209 $780,725 $0 7.28% 3.08% -50.70% NA $4,838,592 $4,304,771 $5,206,345 $5,198,345 $4,611,288 -11.43% $1,501,245 $713,167 $1,589,190 $1,034,989 $1,742,898 $458,900 $1,397,802 $705,171 $1,642,582 $475,422 $2,359,391 $728,950 $1,642,582 $467,422 $2,359,391 $728,950 $1,738,575 $575,853 $1,541,408 $755,452 5.84% 21.12% -34.67% 3.64% $4,838,592 $4,304,771 $5,206,345 $5,198,345 $4,611,288 -11.43% 14.00 6.00 14.00 9.00 15.00 5.00 14.00 5.00 15.00 4.00 11.70 5.30 15.00 5.00 10.70 5.30 15.00 5.00 10.70 5.30 0.00% 25.00% -8.55% 0.00% 43.00 39.00 36.00 36.00 36.00 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division Customer Service Revenue Administration Meter Services Utility Billing Total : Staffing by Division Customer Service Revenue Administration Meter Services Utility Billing Total : 121 Fire Department FY2013 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 Fire Administration Fire Administration provides overall leadership and support to the department including strategic planning, budget/financial management, grant administration, personnel and payroll, contract administration and community relations in order to ensure the efficient daily operations of the Fire Department. Fire Prevention Fire Prevention 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 coordinates fire department community relations events. Key Outcome Measures Fire Department  Emergency response time from dispatch to arrival (Fire Suppression, ALS, BLS)  % of citizens rating Peoria’s Fire Department as good or excellent Support Services Support Services is responsible for facility and equipment maintenance and repair including fleet, computer aided dispatch coordination and database maintenance, capital construction and fleet services. Emergency Medical Services Emergency Medical Services manages the emergency medical supply acquisition, emergency medical services training, maintaining certification requirements, and emergency ambulance transportation coordination. Fire Training Fire Training is responsible for the coordination of fire suppression and rescue training, employee professional development, continuing education, and supervisory and managerial development to all field personnel as well. 122 Emergency Management Emergency Management directs emergency preparedness, homeland security programming, as well as providing workplace safety training and review for City staff. Fire Operations Fire Operations provides fire protection, emergency medical service delivery, technical rescue, and hazardous material emergency responses. The Operations Division currently staffs seven front-line Fire Engines, four reserve Fire Engines, two Ladder Trucks with fire support and technical rescue capabilities (i.e. swift water, trench, confined space and high angle rescue), two Ladder Tenders, one Technical Rescue Support Truck, two Brush Trucks, one Hazardous Materials Technical Rescue Truck, two Battalion Command Vehicles and one Utility Terrain Vehicle. Cost of Service Breakdown Fire Department Activity Description Allocated FTE’s Personnel Costs Non‐ Personnel Costs Internal Services Charges Total Cost of Service Fire Administration 3.00 $316,308 $38,354 $104,848 $459,510 Fire Prevention 8.00 $797,608 $40,039 $178,819 $1,016,466 Support Services 6.00 $525,388 $105,715 $121,448 $752,551 Emergency Medical Services 2.00 $301,178 $61,212 $147,641 $510,031 Fire Training 2.00 $362,830 $118,126 $38,018 $518,974 Emergency Management 1.00 $131,519 $27,810 $111,972 $271,301 Fire Operations 140.00 $13,813,732 $1,103,339 $1,101,191 $16,018,262 TOTAL 162.00 $16,248,563 $1,494,595 $1,803,937 $19,547,095 123 Fire Department Budget Allocation 2% 3% 4% 25% Administration, Management & Support Fire Fighting Provide Emergency Medical Services Technical Rescue Response Hazardous Materials Response 11% Wildland Deployment 55% Total Budget: $19,547,095 Fire Department Administration, Management & Support Budget Allocation 2% 6% 9% Fire Administration Fire Prevention Support Services 21% 26% Emergency Medical Services Fire Training Professional Development of Personnel Terrorism Liaison Officer Program 15% 11% Emergency Management 10% Total Budget: $4,950,976 124 Fire Department FY 2013 Performance Report The Fire Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Community Building: Preserve and Expand Our Quality of Life Council Goal Expected Outcome Provide the citizens of Peoria with effective and efficient all hazards response to ensure long-term sustainment of all services Provide a safeguard for the community through proactive fire prevention and public education programs FY2010 Actual FY201 1 Actual FY2012 Estimate 100% 100% 100% 135 107 140 140 3 3 3 3 4,385 6,059 6,609 7,350 % of 1st unit ALS response times less than 5 minutes 82% 90% 90% 90% Number of basic life support (BLS) calls 3,592 4,912 6,128 6,975 % of 1st unit basic life support (BLS) response times less than 5 minutes 80% 90% 90% 90% Number of fire suppression calls within City limits 1,163 1,382 1,450 1,450 % of 1st unit fire suppression response times less than 5 minutes 75% 90% 90% 90% 2,562 2,417 2,400 2,400 100% 100% 100% 100% % compliance with firefighter training 100% 100% 100% 100% Ensure that less than 5% of equipment repairs return for re-work 3% 1% 1% <5% Performance Measure Receive status of Accredited Agency and maintain Annual Compliance Report (ACR) Number of community awareness events held annually Enhance Current Services Maintain quality Insurance Services Office (ISO) rating of 3 or better Number of advanced life support (ALS) calls Provide the citizens of Peoria with effective and efficient all hazards response to ensure long-term sustainment of all services Number of commercial occupancies inspected annually Manage and coordinate EMS Certifications/recertifications to maintain 100% compliance with state standards for EMTs and paramedics 125 FY2013 Target 100% Fire Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $16,131,383 $3,199,273 $457,463 $26,036 $15,944,580 $2,730,324 $523,267 $41,251 $15,730,158 $3,519,965 $508,872 $255,500 $15,699,974 $3,556,498 $450,556 $253,907 $17,050,707 $3,797,029 $424,953 $0 8.40% 7.87% -16.49% -100.00% $19,814,155 $19,239,423 $20,014,495 $19,960,935 $21,272,689 6.29% $672,725 $1,116,289 $633,302 $399,274 $499,478 $201,530 $16,185,175 $0 $71,593 $25,500 $9,289 $0 $473,958 $1,031,871 $731,834 $376,231 $419,802 $189,415 $15,705,613 $188,838 $77,770 $25,500 $2,643 $15,948 $459,510 $1,016,466 $752,551 $510,031 $518,974 $271,301 $16,018,262 $300,000 $129,300 $30,600 $7,500 $0 $460,710 $1,016,266 $752,551 $510,031 $518,874 $271,301 $16,017,362 $300,000 $81,279 $30,600 $0 $1,961 $432,025 $1,079,794 $800,249 $620,100 $541,343 $209,824 $17,550,254 $0 $0 $30,600 $7,500 $1,000 -5.98% 6.23% 6.34% 21.58% 4.31% -22.66% 9.56% -100.00% -100.00% 0.00% 0.00% NA $19,814,155 $19,239,423 $20,014,495 $19,960,935 $21,272,689 6.29% 6.00 9.00 5.00 2.00 2.00 1.00 142.00 4.00 8.00 6.00 2.00 2.00 1.00 141.00 3.00 8.00 6.00 2.00 2.00 1.00 140.00 2.00 8.00 6.00 3.00 2.00 0.50 140.00 2.00 8.00 6.00 3.00 2.00 0.50 140.00 -33.33% 0.00% 0.00% 50.00% 0.00% -50.00% 0.00% 167.00 164.00 162.00 161.50 161.50 -0.31% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division 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 Westside Fire Training Agency Total : Staffing by Division Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations Total : 126 Governmental Affairs and Council Office FY2013 Performance spotlight Department Mission To represent the City of Peoria in any intergovernmental activities with federal, state, regional, county, and municipal governments, administer the City’s grant management program and provide professional assistance and support to Councilmembers. DEPARTMENT OVERVIEW The Government Affairs and Council Office commits to providing the best level of service to its internal and external stakeholders. We strive to continue our leadership role and positive image as a city with a reputation of longstanding commitment towards competent and professional representation at all levels of governments and with community organizations. A regional leadership role remains a high priority for this office. Governmental Affairs Key Outcome Measures Governmental Affairs Office  Minimize impact to City and citizens due to unfunded mandates and unwarranted regulation.  Develop and foster a regional presence.  Secure grant funding to support City activities.  Provide quality Council assistance.  Support and facilitate regional leadership opportunities. Government Affairs functions includes coordinating the activities related to research and analysis, lobbying and advocacy, and tracking of legislative policy initiatives. The staff also serves as policy advisors and the conduit for information on regional planning activities to the mayor and council members, and leads political initiatives for projects of interest. Grant Programs The Grant Program helps to coordinate all grant activities within the organization. It is responsible for providing professional assistance in the preparation and administration of grants. This includes research and analysis of grant opportunities, assistance with proposal preparation, and oversight of compliance monitoring by individual departments and divisions. 127 Cost of Service Breakdown Governmental Affairs Allocated FTE’s Personnel Costs Non‐Personnel Costs Regional Planning Activities 0.67 0.39 $92,856 $50,591 $117,494 $1,452 Special Projects 1.78 $211,206 Administrative Support Grant Coordination 1.08 0.57 TOTAL 4.49 Activity Description Policy Development Internal Services Charges $3,990 Total Cost of Service $214,341 $2,323 $54,365 $80,751 $10,600 $302,557 $91,332 $56,223 $4,021 $2,122 $6,432 $3,395 $101,785 $61,740 $502,209 $205,839 $26,739 $734,788 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Governmental Affairs Budget Allocation 9% 14% Policy Development 29% Regional Planning Activities Special Projects Administrative Support 7% Grant Coordination 41% Total Budget: $734,788 128 Mayor and Council Support Mayor and Council Support provides quality constituent services through research and analysis, facilitated communication for elected officials, and policy briefings on governmental issues. Cost of Service Breakdown Mayor and Council Support Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Constituent Services 1.29 $101,892 $4,802 $7,682 $114,377 Administrative Support Special Activities 2.02 0.12 $147,218 $9,203 $7,520 $447 $12,030 $715 $166,768 $10,364 Communications 0.36 $29,370 $1,340 $2,144 $32,854 Intergovernmental Relations 0.35 $28,634 $1,303 $2,084 $32,022 Communication Facilitation for Elected Officials 0.37 $30,685 $1,377 $2,203 $34,266 TOTAL 4.51 $347,003 $16,790 $26,859 $390,651 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Mayor and Council Support Budget Allocation Constituent Services Administrative Support 9% 8% Special Activities 29% 8% Communications 3% Intergovernmental Relations Communication Facilitation for Elected Officials 43% Total Budget: $390,651 129 Governmental Affairs and Council Office FY 2013 Performance Report The Government al Affairs and Council Office 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Leadership and Image Minimize impact to city and citizens due to legislation, as well as maximize regulatory and revenue enhancements to the city Develop an established regional presence Secure grant funding to help support city needs Provide quality Council assistance FY2010 Actual FY2011 Estimate FY2012 Target FY2013 Target 1,233 1,350 1,394 (so far) 1,400 Number of bills tracked that have a direct impact to Peoria and has received staff input 107 86 56 (so far) 90 Representation at regional committees (MAG, RPTA, WESTMARC) and meetings (Az League of Cities and Towns, NLC, Grand Avenue Coalition, JPAC, Luke AFB, etc) 100% 100% 100% 100% # of grants applied/received 42/29 35/24 28/20 Workload Indicator Amount of grant assistance received $4.23m $1.81m $1.50m >$1m NA NA 100% 100% Performance Measure Total # of bills posted Percent of Council members rating the Governmental Affairs and Council Office staff support as good or excellent 130 Governmental Affairs Operating Budget Summary FY 10 Actual Sort Description FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay $448,422 $101,213 $32,192 $707,805 $1,041,420 $347,233 $783,410 $1,103,358 $855,927 $260,912 $8,600 $0 $924,527 $343,944 $8,972 $8,189 $920,233 $336,044 $32,607 $0 7.51% 28.80% 279.15% NA $1,289,631 $3,275,422 $1,125,439 $1,285,632 $1,288,884 14.52% $514,154 $658,788 $116,690 $1,203,476 $1,102,828 $969,118 $1,125,439 $0 $0 $1,129,439 $0 $156,193 $1,204,877 $0 $84,007 7.06% NA NA Total : $1,289,631 $3,275,422 $1,125,439 $1,285,632 $1,288,884 3.00 9.00 9.00 9.00 9.00 0.00% Total : 3.00 9.00 9.00 9.00 9.00 0.00% Total : Expenditures by Division Governmental Affairs Dept of Interior Challenge Grant Federal Dept of Energy Grant 14.52% Staffing by Division Governmental Affairs 131 Human Resources Department FY2013 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 Key Outcome Measures Management & Budget Department Benefits and Wellness Programs The Benefits and Wellness activities include designing and managing employee benefit programs, insurance, leave, benefits and workers compensation, developing benefit and costcontainment strategies, reviewing and managing insurance vendor contracts, overseeing and administering the program budget and related policies and procedures, addressing current worklife issues, and determining needed changes and assuring full compliance with all applicable laws.  100% completion of all identified audits to administer HR programs that are legally compliant with all state and federal employment laws  Employee customer service ratings that reflect at least 70% either “good” or “excellent” satisfaction  Accurate entry of employee job record and benefit transactions (error rate less than 5%)  Leadership development programs filled to targeted enrollment to support employees effort to improve their job related skills and knowledge Classification and Compensation Classification and Compensation 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. Additional activities include developing and maintaining job descriptions for each classification, performing workforce reviews and studies, and planning and developing long-term strategies for compensation programs. Employee Relations/Labor Relations Employee Relations/Labor Relations activities include providing workforce planning and employment services for the organization and employees, advising management and employees on human resources and performance management issues, interpreting policy, conducting exit interviews, negotiating and 132 developing labor contracts, facilitating and maintaining positive employer-employee relations with all employee groups, and investigating and resolving employee or organizational issues. Human Capital Management/Business Operation Human Capital Management and Business Operation activities include management of employee information in the Human Resources Information System, creating and maintaining reports and queries pertaining to employee and benefits, retrieving data and supplying information for workforce surveys and requests, and handling of business operations that support the employer and operational needs. The business operation activities include the department financials, budget coordination, position management, personnel action forms, department timekeeping, record retention, and customer service. Recruitment and Retention Recruitment and Retention activities include hiring applicants for various employment opportunities, offering employment services to operating departments to ensure that they have diverse competent employees in the positions they need, coordinating background and pre-employment processes, conducting new employee orientation, and providing programs to help produce highly skilled workers to meet the demands of the employer/industry. 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, monitoring safety compliance and coordinating risk management, developing and maintaining the job hazard analysis for all classifications, conducting workforce OSHA reviews, and providing safety training to employees. Training and Organizational Development Training and Organizational Development includes developing, administering, and evaluating organizational training programs to enhance the knowledge/skill base of the City’s workforce to retain highly qualified employees, overseeing the education assistance program, building and maintaining the City’s Learning Management System, providing safety training, and conducting the organization-wide employee satisfaction survey. 133 Cost of Service Breakdown Human Resources Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Benefits and Wellness Programs 2.57 $263,643 $59,002 $42,706 $365,351 Classification and Compensation Employee Relations/Labor Relations 1.81 4.04 $180,146 $444,797 $40,316 $99,543 $29,181 $72,051 $249,643 $616,391 Human Capital Management 4.78 $386,488 $86,494 $62,605 $535,587 Recruitment and Retention Safety Management 2.27 0.36 $208,447 $38,315 $46,649 $8,575 $33,765 $6,206 $288,861 $53,096 Training and Organizational Development 1.67 $149,545 $33,467 $24,224 $207,236 TOTAL 17.50 $1,671,381 $374,046 $270,738 $2,316,165 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Human Resources Department Budget Allocation 2% 9% Benefits and Wellness Programs 16% Classification and Compensation 12% Employee Relations/Labor Relations 11% Human Capital Management/Business Operations Recruitment and Retention 23% Safety Management 27% Training and Organizational Development Total Budget: $2,316,165 134 FY2013 Human Resources Department Performance Report Council Goal Expected Outcome Leadership and Image The Human Resources Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Administer HR programs and services in a manner that is legally compliant with federal and state law and is compliant with City of Peoria administrative policies Enhance Current Services Provide responsive, professional Human Resources services that will allow us to attract and retain the highest quality of employee Appropriate management of Human Resources transactions, processes, and procedures Providing training programs to enhance the knowledge and skill base of the City’s workforce Performance Measure Completion of all identified / required audits Survey ratings that reflect either "good" or "excellent" satisfaction with services provided Percentage of new hires and competitively selected employees that pass probation Conduct exit interviews on 95% of employees who voluntarily depart from the City Number of classification reviews per total number of classifications For each recruitment, 50% of the candidate pool is made up of protected class candidates Entry of employee job record and benefit transactions with an error rate of less than 5% Percent of employees experiencing work related injuries returned to light duty per number of employees injured Percent of non-public safety employees who have completed regulatory and compliance training Leadership programs are filled at 90% of planned enrollment 135 FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target N/A 100% 100% 100% N/A 80.10% 80% 70% N/A 100% 90% 90% N/A 86% 62% 95% N/A N/A 17% 10% N/A 78.5% 90% 90% N/A 99.25% 95% 95% N/A 93% 96% 96% N/A 42% 47% 60% N/A N/A 105% 100% Human Resources Operating Budget Summary FY 10 Actual Sort Description FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $2,029,658 $5,677,401 $90,684 $2,006,270 $13,106,216 $115,812 $1,803,353 $14,346,965 $102,500 $1,843,578 $14,241,751 $118,844 $1,935,131 $15,600,181 $125,563 7.31% 8.74% 22.50% $7,797,743 $15,228,297 $16,252,818 $16,204,173 $17,660,875 8.66% $267,197 $2,284,920 $356,296 $4,888,572 $759 $1,144 $2,423,028 $712,048 $12,089,915 $2,162 $0 $2,316,165 $950,000 $12,976,653 $10,000 $0 $2,320,292 $911,016 $12,970,000 $2,865 $0 $2,448,513 $1,091,648 $14,110,881 $9,833 NA 5.71% 14.91% 8.74% -1.67% $7,797,743 $15,228,297 $16,252,818 $16,204,173 $17,660,875 2.00 17.00 0.00 18.00 0.00 17.00 0.00 17.50 0.00 17.50 NA 2.94% 19.00 18.00 17.00 17.50 17.50 2.94% Expenditures by Category Name Personal Services Contractual Services Commodities Total : Expenditures by Division Safety Management Human Resources Workers Compensation Self-Insurance Health Self-Insurance Employee Wellness Prg Total : 8.66% Staffing by Division Safety Management Human Resources Total : 136 Information Technology Department FY2013 Performance Performance spotlight Department Mission Provide high quality, reliable and secure technology services with a focus on innovation, fiscal responsibility and exceptional customer service. DEPARTMENT OVERVIEW The Information Technology Department provides technology support and resources to all City departments. It is comprised of eight workgroups that provide support for all of the City’s computers, applications, servers, and network infrastructure while ensuring the systems are available, secure, and reliable. The IT Department also facilitates the Technology Review Committee (TRC) which reviews and approves all technology requests to ensure alignment with the City’s overall technology strategies. Key Outcome Measures Information Technology Department Information Technology Administration  100% network availability during normal operating hours  100% compliance with all network security standards The Information Technology Administration division is responsible for  Customer Service Survey Ratings the overall leadership and operational support of the Information Technology Department. IT Administration activities include:           Budget and Performance Measurement Monitoring Contract Monitoring – Hardware/Software Inventory Reporting & Reconciliation Research/Special Projects IT Payroll Processing Administrative Support – IT Director & Department Procurement – IT & Citywide Technology Planning & Budgeting Activities Supervisory Duties & Workgroup Oversight IT Leadership/Liaison Responsibilities  City Leadership Team Responsibilities 137 Application Systems Support Application Systems Support is responsible for application systems 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, and utilities systems. Application systems support activities include:        Application Upgrades Application Implementation Application Support/Maintenance Application Development Supervisory Functions Planning & Budgeting Activities IT Leadership/Liaison Responsibilities Desktop Support Desktop Support 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. Desktop support activities include:            First-Level Technical Support & Work Order Management User Network Account Management Hardware/Software Inventory Management Technology Procurement Activities Second-Level Technical Support & Field Repairs Cabling/Telecomm Support Equipment Deployments, Moves, Disposals After-Hours/Council Meeting Technical Support Supervisory Functions Planning & Budgeting Activities IT Leadership/Liaison Responsibilities Geographic Information Systems (GIS) Support Geographic Information Systems (GIS) 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. GIS support activities include:         GIS Application Support GIS Application Development Map/Data Service Requests Managed Data Maintenance GIS Project Data Development Supervisory Functions Planning & Budgeting Activities IT Leadership/Liaison Responsibilities 138 Network Support Network Support is responsible for providing network services including network infrastructure, engineering, and systems administration, system backup/restore, database support, VOIP/telephone infrastructure, and technology infrastructure coordination on building projects. Network support activities include:            Network Security Administration Network Infrastructure Hardware/Administration System Backup Administration Email Administration Server & Active Directory Administration Records Requests/Litigation Holds Telecommunications Support SQL Database Support & Administration Supervisory Functions Operational Projects – Coordination Planning & Budgeting Activities  IT Leadership/Liaison Responsibilities Project Management Project Management is responsible for providing project management services for city departments and large scale citywide technology implementations. Project management activities include:      Project Preparation Vendor Selection/Contracting Project Initiation & Planning Project Implementation & Management IT Leadership/Liaison Responsibilities Radio Support Services Radio Support Services is responsible for ensuring all radio systems are operational, meet technical standards, and are in compliance with all regulations. In addition, this group is heavily involved with the Regional Wireless Consortium (RWC) because of Peoria’s membership in the RWC. This involvement ensures Peoria’s radio needs are met, both for Public Safety and General Government radio users. Radio support activities include:      Regional Radio Participation Radio Emergency Planning Subscriber Equipment Maintenance Radio System Maintenance IT Leadership/Liaison Responsibilities Security Administration Security Administration 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. This includes ensuring compliance with FBI CJIS, AZ DPS ACJIS, PCI, and HIPAA standards. Security administration activities include:      Citywide Network and Application Security Compliance Management/Training (ACJIS, PCI, HIPAA) Security Reviews/Audits Business Recovery IT Leadership/Liaison Responsibilities 139 Cost of Service Breakdown Information Technology Department Activity Description Allocated FTE’s Personnel Costs Non‐ Personnel Costs Maintenance Costs Internal Services Charges Total Cost of Service Administration 4.0 $464,259 $13,746 $0 $77,248 $555,253 Application System Support 11.0 $1,125,854 $31,489 $1,357,195 $289,689 $2,804,227 Desktop Support 5.0 $468,062 $23,765 $41,539 $99,973 $633,339 Geographic Information Systems (GIS) Support 6.0 $525,268 $35,178 $98,416 $158,840 $817,702 Network Support 8.0 $863,920 $217,665 $360,753 $157,226 $1,599,564 Project Management 2.0 $235,892 $3,738 $0 $52,340 $291,970 Radio Support Services 2.0 $178,872 $597,339 $27,500 $73,831 $877,542 Security Administration 1.0 $94,751 $2,852 $6,288 $19,084 $122,975 TOTAL 39.0 $3,956,878 $925,772 $1,891,691 $928,231 $7,702,572 Information Technology Budget Allocation Radio 11% Network Desktop 36% 21% Administration Project Mgmt Security 8% 11% 4% Total Budget: $7,702,572 7% 2% 140 GIS Applications Information Technology Department FY 2013 Performance Report The Information Technology Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Council Goal Expected Outcome Enhance customer satisfaction by providing quality customer service Ensure major systems availability, uptime, and maintenance Provide reliable, accurate, and timely Geographic Information Systems (GIS) systems support FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target % of employees rating their overall satisfaction with the Information Technology Department as "Excellent" or "Good" 93% 96% 90% 95% % of employees "Satisfied" or "Extremely Satisfied" with the IT staff professionalism and courtesy for closed issues N/A 98% 99% 100% Internet connection uptime (excluding scheduled downtime) N/A 100% 100% 100% E-mail service uptime (excluding scheduled downtime) N/A 100% 100% 100% % of GIS staff time spent working on ad hoc projects N/A 15% 15% 15% % of GIS staff time spent working on data maintenance N/A 38% 50% 45% % of GIS staff time spent working on GIS Steering Committee projects N/A 41% 35% 40% Performance Measure 141 Information Technology Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $4,685,921 $3,701,575 $158,616 $975,808 $4,308,525 $3,219,332 $311,467 $724,256 $3,966,271 $3,607,991 $288,310 $534,236 $3,975,368 $3,301,492 $312,893 $426,429 $4,177,160 $4,059,489 $320,110 $1,724,715 5.32% 12.51% 11.03% 222.84% $9,521,920 $8,563,580 $8,396,808 $8,016,182 $10,281,474 22.45% $3,284,960 $4,372,481 $834,220 $203,356 $100,327 $726,577 $2,608,220 $4,257,408 $755,189 $196,084 $190,291 $556,388 $2,635,064 $4,196,421 $871,087 $340,000 $185,000 $169,236 $2,633,766 $4,118,453 $665,480 $295,000 $172,054 $131,429 $2,776,638 $4,646,846 $941,325 $1,195,000 $591,950 $129,715 5.37% 10.73% 8.06% 251.47% 219.97% -23.35% $9,521,920 $8,563,580 $8,396,808 $8,016,182 $10,281,474 21.00 23.00 2.00 18.00 22.60 2.00 16.00 21.00 2.00 16.00 21.00 2.00 16.00 21.00 2.00 0.00% 0.00% 0.00% 46.00 42.60 39.00 39.00 39.00 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division IT Operations IT Development Services Radio System Operations Res For System Comp Eqt Res For Personal Comp Eqt IT Projects Total : 22.45% Staffing by Division IT Operations IT Development Services Radio System Operations Total : 142 Management and Budget Department FY2013 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 OVERVIEW The Management and Budget Department is made up of a resourceful and effective workgroup that helps develop and implement major city initiatives, ensures spending priorities are addressed in an efficient and effective manner, offers policy and financial analysis on important operational issues, and positions the organization toward long-term financial viability. Budget Management Budget Management is responsible for developing Key Outcome Measures an annual operating and capital spending plan that Management & Budget Department reflects stakeholder interests, while maintaining the City’s strong fiscal integrity. This function is  % variance in Budget forecast supported by a Budget Coordinator, three Budget  % variance in key forecast assumptions Analysts, and a significant portion of the time of the  Annual Budget Survey Ratings Budget Director and Management Assistant. Key activities within this function include revenue analysis and forecasting, operational and financial analysis, expenditure monitoring and process development. Additionally, the City is subject to numerous State and Charter law requirements regarding budgetary activity. These include public hearing and notice requirements, property tax disclosure, capital plan scrutiny, impact fee regulations and voter authority for bonding. Cost of Service Breakdown Budget Management Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Financial Forecasting and Economic Analysis 0.63 $73,197 $1,268 $8,098 $82,563 Developing, Analyzing, Monitoring and Reporting on Financial Resources 3.71 $431,047 $7,467 $47,689 $486,203 Communication and Outreach 0.53 $61,578 $1,067 $6,813 $69,458 143 Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Rate and Revenue Analysis 0.91 $105,728 $1,832 $11,697 $119,257 TOTAL 5.78 $671,550 $11,634 $74,297 $757,481 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Management Support The Management Support division is responsible for offering strategic support for important organizational initiatives, providing ad hoc professional analysis and managing the City’s Performance Management Program. An important secondary function is to monitor a number of development activities such as development agreement obligations, Impact Fee studies and Credit Administration. This division is supported by a Budget Coordinator as well as a portion of a Sr. Budget Analyst to assist with ad hoc analysis. Cost of Service Breakdown Management Support Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Management of the City’s Performance Management Program 0.23 $26,723 $463 $2,956 $30,142 Operational and Policy Analysis 0.80 $92,948 $1,610 $10,283 $104,842 Development Administration 0.19 $22,075 $382 $2,442 $24,899 TOTAL 1.22 $141,746 $2,455 $15,681 $159,883 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Management and Budget Department Budget Allocation 3% 13% Budget Development, Monitoring and Reporting Communication & Outreach 9% Manage the City's Performance Management program Operational & Policy analysis 11% 3% 8% Financial Forecasting 53% Development Administration Rate & Revenue Analysis Total Budget: $917,364 144 FY2013 Management and Budget Department Performance Report The Management & Budget Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Leadership and Image Enhance Current Services Total Planning Council Goal Expected Outcome Performance Measure Effectively manage the City’s planned resources to ensure organizational priorities are met Maintain a (+-)3% variance in budget forecasts from the original forecast (September) to the final forecast (March Study Session) Maintain a (+-)3% variance in revenue forecasts from the original forecast (September) to the final forecast (March Study Session) Maintain a (+-)3% variance in assessed value forecasts from the original forecast (November) to the final actual (February) Provide excellent budget assistance and effective automated systems that are timely and useful Perform accurate and useful research on financial, operational, and policy issues for the leadership of the organization Satisfaction rating in the annual User Survey (Operating, Capital and Performance Management) Review success in operational goals as discussed in employee performance plan for Management and Budget Director 145 FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target -3.30% +0.20% +0.30% <3% -3.40% +0.16% +0.32% <3% +10.9% -1.80% +1.5% <3% 94.6% 96.7% 82% >95% Satisf. Satisf. Satisf. Satisfactory Management and Budget Operating Budget Summary FY 10 Actual Sort Description FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Total : $833,404 $120,238 $3,391 $807,950 $106,921 $4,414 $813,281 $98,833 $5,250 $813,281 $98,833 $5,250 $884,323 $104,150 $5,250 8.74% 5.38% 0.00% $957,034 $919,284 $917,364 $917,364 $993,723 8.32% 8.32% NA Expenditures by Division Management and Budget Development Agreement Administration $956,828 $206 $919,284 $0 $917,364 $0 $917,364 $0 $993,723 $0 Total : $957,034 $919,284 $917,364 $917,364 $993,723 8.32% Staffing by Division Management and Budget Total : 7.00 7.00 7.00 7.00 7.00 0.00% 7.00 7.00 7.00 7.00 7.00 0.00% 146 FY2013 Municipal Court 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 Court Administration and Support Services The Administration and Support services provide the overall management direction and support for the court operations while ensuring that all state and local regulatory requirements are met. Court Security Court security screens for weapons and provides a safe environment for the public and staff. Case Management Key Outcome Measures Municipal Court  100% compliance with recognized guidelines for timely case processing and management Case Management is the process of moving a case through the Court system for pre-adjudication, case adjudication, and post-adjudication. Protective Orders Orders of Protection and Injunctions Prohibiting Harassment issued to ensure the safety of the protected person. Community Outreach Services The court sponsors judicial training classes, meetings, weddings and outreach assistance to students and other agencies. 147 Cost of Service Breakdown Municipal Court Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Court Administration and Support Services 2.13 $245,383 $46,388 $33,979 $325,750 Court Security 4.00 $213,258 $87,113 $63,811 $364,182 Case Management 13.44 $939,465 $292,612 $214,341 $1,446,418 Protective Orders 0.97 $81,011 $21,125 $15,474 $117,610 Community Outreach 0.36 $27,301 $7,927 $5,807 $41,035 TOTAL 20.9 $1,506,418 $455,165 $333,412 $2,294,995 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Municipal Court Budget Allocation 2% 5% 14% Court Administration and Support Services Court Security 16% Case Management Protective Orders Community Outreach 63% Total Budget: $2,294,995 148 Municipal Court FY 2013 Performance Report The Municipal Court Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Leadership and Image Council Goal Expected Outcome FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target <1% <1% < 1% <1% % of cases adjudicated (Cases closed/Cases opened) *124% *112% *118% *102% % of cases referred to judicial commission <1% 0% 0% 0% % of qualified cases receiving court appointed counsel 100% 100% 100% 100% Compliance with foreign language and sign language interpretation requirements Yes Yes Yes Yes Compliance in returning moneys held in trust by the court (e.g., bond and restitution), disbursing fines and fees to government agencies and payments to vendors or jurors Yes Yes Yes Yes Performance Measure % of cases with customer service complaints Provide fair and equal justice to all, promote excellent customer service while enhancing citizen confidence in the court process In criminal matters, provide legal counsel as required by due process and court interpreters services for court matters Court promptly disburses moneys, including those held in trust, those due in payment for services rendered and enforcement of court payment orders *Adjudication rates in excess of 100% are the result of a combined effort between the Courts, Police and Prosecutor’s offices to close cases which have been open for a prolonged period. 149 Municipal Court Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $1,447,875 $594,896 $28,690 $37,909 $1,391,175 $564,907 $22,576 $64,512 $1,607,308 $665,607 $22,080 $0 $1,605,858 $600,408 $23,080 $143,398 $1,605,461 $652,928 $23,080 $0 -0.11% -1.90% 4.53% NA $2,109,370 $2,043,171 $2,294,995 $2,372,744 $2,281,469 -0.59% $2,095,461 $0 $13,909 $1,964,068 $64,512 $14,590 $1,821,218 $0 $473,777 $1,817,874 $174,687 $380,183 $1,953,037 $0 $328,432 7.24% NA -30.68% $2,109,370 $2,043,171 $2,294,995 $2,372,744 $2,281,469 -0.59% 22.00 0.00 21.90 0.00 20.00 0.90 20.00 0.90 20.00 0.90 0.00% 0.00% 22.00 21.90 20.90 20.90 20.90 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division Municipal Court Jud Coll Enh Fund-Local Municipal Court Enhancement Fd Total : Staffing by Division Municipal Court Municipal Court Enhancement Fd Total : 150 Office of Communications FY2013 Performance spotlight Department Mission To enhance and promote the quality of life in our community and within our organization through creative communications. DEPARTMENT OVERVIEW The Office of Communications exists to proactively communicate information to residents, customers, and employees; provide useful municipal information to residents and help foster community pride; and to develop a sense of organizational pride among employees. Key Outcome Measures Office of Communications  Customer Service Survey Ratings  % increase in website usage The Office of Communications provides a vast array of services to City staff and residents of Peoria including: 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. In a typical month, the department will generate more than 30 news items, and of those items, more than 80 stories will be published in various newspapers. The value of these news stories is nearly immeasurable. Potential readership of these articles in the paper could reach nearly one million people. As a department, we accurately track the monetary value of each story comparing the same space the story uses in a publication with that publication's advertising rates. On any given month, the city receives more than $100,000 in comparable advertising space. If a story goes beyond the Phoenix metro area and receives national attention, then the readership and comparable advertising value grows substantially. 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 PeoriaNOW, a monthly newsletter distributed through the city's waterbill. Other citizen community outreach is accomplished through the Peoria Leadership Institute, PACE Conference, opinion-editorials in local newspapers, social media postings and specialty publications. 151 Internal Communications Internal Communications is the creation and distribution of information to keep city employees informed and engaged. Activities include developing communication materials, advising leaders on communication strategies and supporting city committees and programs. The OC manages the CityNet Intranet page, as well as most All-User emails to keep employees informed. 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 Eye on Public Works, the Recreation, Education and Culture (REC) Show, Peoria NOW (formerly Pulse) West Valley Connection (Chamber of Commerce focus on city businesses), Behind the Shield (Fire and Police focus), City Manager Update with Carl Swenson (Internal), as well as special programs which highlight community issues, such as the Arizona Republic’s West Valley Mayor Forum. Online Communications and Social Media Online Communications and Social Media includes information and communications created and distributed via Peoria’s Websites, Facebook, Twitter and YouTube outlets. These vehicles have 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. The Office of Communications works with each department to provide up-to-date content for the websites. In 2011, the Webstaff completed the difficult task of redesigning and rebuilding the Peoriaaz.gov. The new site is easier to use and much more attractive to the end user. Cost of Service Breakdown Office of Communications Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service External Communications 1.43 $139,859 $116,522 $44,964 $301,345 Media Relations 0.82 $88,621 $3,020 $25,783 $117,425 Video Production Services 2.16 $169,836 $60,954 $67,917 $298,707 Web Communications 2.04 $229,873 $7,514 $64,144 $301,531 Internal Communications and Support 0.55 $57,680 $2,026 $17,294 $76,999 TOTAL 7.00 $685,868 $190,037 $220,102 $1,096,007 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 152 Office of Communications Budget Allocation 7% External Communications 27% Media Relations 28% Video Production Services 11% Web Communications Internal Communications and Support 27% Total Budget: $1,096,007 153 Office of Communications FY 2013 Performance Report The Office of Communications Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Leadership and Image Council Goal Leadership and Image Council Goal Leadership and Image Council Goal Expected Outcome Provide timely and accurate information to Peoria's external stakeholders Expected Outcome Provide timely and accurate information to Peoria's external stakeholders Expected Outcome The creation and distribution of information to keep city employees informed and engaged. Performance Measure FY2010 Actual FY2011 Actual FY2012 Actual FY2013 Target Peoria Leadership Institute graduates rate the overall quality and depth of information as excellent 66% 72% 85% 85% Increase users of city's social media, e.g. Twitter and Facebook NA +8% +53% +10% annually Coverage of city-generated news items in local media NA 623 727 (+16.7%) +5% Performance Measure FY2010 Actual FY2011 Actual FY2012 Actual FY2013 Target Increase viewers of Channel 11 programming via YouTube and web stream ## ## ## 85% Increase city generated focused programming on Ch. 11 (City Council, highlight departments, etc.) NA +10% annually Coverage of city generated community events NA +5% Performance Measure FY2010 Actual FY2011 Actual FY2012 Actual FY2013 Target Increase use of CityNet , the employee intranet website, outside of homepage NA 2% -10% 85% Employees strongly agree that E*nouncements is an effective communications tool NA +40% +48% +5% annually Increased viewership of City Manager discussion video (Avg/mo) NA NA 154 225 154 Leadership and Image Council Goal Expected Outcome Provide timely and accurate information to Peoria's external stakeholders Performance Measure FY2010 Actual FY2011 Actual FY2012 Actual FY2013 Target All emails to the webmaster receive standard response within 24 hours. All technical inquiries to the webmaster receive detailed response within two days. All subject-oriented emails to the webmaster are routed to topical expert within 24 hours. 99% 98% 98% 95% Increase www.PeoriaAZ.GOV user sessions +7% +8% +8% +10% annually All request for web content changes are responded to by e-mail within 24 hours and completed within 48 hours 100% 100% 100% 95% 155 Office of Communications Operating Budget Summary FY 10 Actual Sort Description FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : $752,686 $328,882 $41,031 $0 $720,744 $375,038 $25,075 $0 $717,365 $327,122 $51,520 $0 $717,365 $345,334 $44,846 $22,857 $808,175 $363,523 $24,820 $0 12.66% 11.13% -51.82% NA $1,122,598 $1,120,857 $1,096,007 $1,130,402 $1,196,518 9.17% $672,639 $449,960 $723,060 $397,991 $695,650 $400,357 $712,894 $417,508 $856,247 $340,271 23.09% -15.01% $1,122,598 $1,121,051 $1,096,007 $1,130,402 $1,196,518 5.00 3.00 5.00 3.00 4.00 3.00 5.00 2.00 5.00 2.00 25.00% -33.33% 8.00 8.00 7.00 7.00 7.00 0.00% Expenditures by Division Public Information Office Peoria Channel 11 Total : 9.17% Staffing by Division Public Information Office Peoria Channel 11 Total : 156 Planning and Community Development Department FY2013 Performance Spotlight Department Mission To promote and enhance the quality of the natural and built environment through sustainable and strategic planning and implementation of programs which revitalize and bolster neighborhoods. DEPARTMENT FUNCTIONS Planning & Community Development Administration The Administration Division provides overall management, direction and support for the Community & Strategic Planning and Neighborhood Revitalization divisions. In addition, the Administration Division is responsible for the management of the department’s overall budget, policy analysis and support of the permitting system software. With limited department resources, half of the division budget and time is allocated in direct support of the various planning and neighborhood initiatives. 157 Key Outcome Measures Planning and Community Development  % of Neighborhood Pride funding leveraged  Number of foreclosed homes acquired for rehabilitation and resale  HOA Academy Satisfaction Survey  Plan review turnaround time  Citizen Satisfaction Survey Ratings  Civic engagement efforts – appeal rates on development cases Cost of Service Breakdown Planning & Community Development Administration Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Policy Analysis for Planning & Neighborhood Initiatives 0.75 $108,629 $13,623 $12,583 $134,835 Manage the Department's Budget 0.28 $39,830 $4,995 $4,614 $49,439 Permitting System Support 0.22 $32,589 $4,087 $3,775 $40,450 Administrative Support 0.25 $36,210 $4,541 $4,194 $44,945 TOTAL 1.50 $217,258 $27,246 $25,166 $269,669 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Planning & Community Development Administration Budget Allocation Policy Analysis for Planning & Neighborhoo Initiatives 17% 15% 50% Manage the Department's Budget Permitting System Support 18% Administrative Support Total Budget: $269,669 Community & Strategic Planning Division The purpose of this division is to elevate and promote the quality of the natural and built environment through sustainable and strategic planning efforts. This division ensures that development proposals are in alignment with the General Plan, Zoning Ordinance, Design Review Manual and other codes and ordinances. This division also looks forward to ensure that future development is coordinated through integrated master plans and strategic initiatives (e.g. multi-modal transportation, utilities, open space, historic preservation, and sustainability). The seven (7) full-time equivalent positions in this division advise and support several boards and commissions including Planning & Zoning, Board of Adjustment, Historic Preservation and Design Review Board. Functions include:       General Plan Amendments Site Plan / Design Review Variances Annexations Coordinate Utility and Transportation Master Plans Coordinate Citywide Historic Preservation Preservation 158       Rezoning Cases Use Permits Zoning Ordinance Amendments Coordinate Citywide Sustainability efforts Strategic/Advanced Planning Coordinate Citywide Open Space Functionally, the two highest cost drivers are Zoning Administration (50%) and Strategic Planning (32%). Zoning Administration generally consists of “current development” and includes public contact, preapplication meetings, rezones, development case review, temporary events, annexations and time attributed to the various boards, commissions and subcommittees. Although significant development activity remains flat, the City has been working with representatives from several of the large master-planned communities such as Vistancia, Saddleback Heights and Lake Pleasant Heights as they look to reposition their project for the new economy. Although Strategic Planning is identified as the second highest cost driver, in practical terms there is a lot of crossover between the two categories. For example, annexations cases can also be strategic. The City has been working diligently with the State Land Department and others on the proposed annexation of 1,709 acres along the strategic Loop 303 corridor within our Planning Area. The Strategic Planning functional category includes General Plan Amendments, regional planning coordination and the implementation of recently approved plans in strategic infill areas of Old Town and the Sports Complex. Current implementation efforts include the development of tailored zoning overlays (e.g. signage, parking, development standards etc.), Osage West LLC redevelopment site at the Sports Complex and the recent adoption of the Old Town Entertainment District. Other major efforts include the development of an Open Space Preservation Program and decision model, the forthcoming Integrated Utilities Master Plan and compliance with new legislative mandates such as SB1598 (regulatory reform and aggregate mining). Cost of Service Breakdown Community & Strategic Planning Division Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Zoning Admin. & Project Management 3.49 $253,382 $331,700 $84,460 $669,542 Strategic Planning 2.22 $161,177 $210,995 $53,726 $425,898 Development Codes/Standards 0.47 $34,123 $44,670 $11,375 $90,168 Historic Preservation 0.61 $44,287 $57,976 $14,762 $117,025 Sustainability 0.21 $15,247 $19,959 $5,082 $40,288 TOTAL 7.00 $508,216 $665,300 $169,405 $1,342,921 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Community & Strategic Planning Budget Allocation 7% 9% 2% Zoning Administration & Project Management Strategic Planning Development Codes/Standards 50% 32% Historic Preservation Neighborhood & Revitalization Division Sustainability Total Budget: $1,342,921 159 The purpose of this division is to provide programs and services to homeowners, neighborhood associations, and non-profit partners to help revitalize and enhance the quality of life in Peoria’s neighborhoods. The four (4) full time equivalent positions in this division advise and support the Council Non-Profit and Housing Subcommittee. Functions include:     Federal Grant Administration (CDBG, HOME, NSP3) General Fund & Neighborhood Grant Administration Neighborhood Livability Foreclosure Assistance     Neighborhood Pride Program HOA Academy Emergency Home Repair Program Outreach / Partnership Development Functionally, the two highest cost drivers are Neighborhood Programs Administration (45%) and Grant Administration (39%). This division administers several successful neighborhood-serving programs such as HOA Academy, various assistance programs, outreach and Neighborhood Pride – the latter whereby the City is able to assist neighborhoods through improvement projects by leveraging an initial investment with its partnership of volunteers. The other cost driver (39%) includes the administration of a variety of federal and local grants. On one notable grant, the City has partnered with Chicanos Por La Causa and Habitat for Humanity in the administration of its $1.3 million NSP3 grant (Neighborhood Stabilization Project) used to buy, rehabilitate and resell foreclosed homes to help stabilize neighborhoods. The City also administers neighborhood grants whereby registered HOA’s and Neighborhood Association can apply for matching funds on local improvement efforts. Cost of Service Breakdown Neighborhood & Revitalization Division Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Grants Administration Neighborhood Programs Administration 1.56 1.81 $80,306 $93,217 $104,382 $121,164 $17,172 $19,932 $201,860 $234,313 Neighborhood Livability 0.57 $30,211 $39,270 $6,460 $75,941 Public Housing Authority 0.06 $2,840 $3,692 $607 $7,139 TOTAL 4.00 $206,574 $268,508 $44,171 $519,253 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Neighborhood and Revitalization Budget Allocation 1.5% Grants Administration 14.5% 39% Neighborhood Programs Administration Neighborhood Livability 45% Public Housing Authority Total Budget: $519,253 160 Planning and Community Development FY2013 Performance Report The Planning and Community Development Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance our Current Services Community Building Council Goal Expected Outcome Performance Measure FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Improve Peoria neighborhoods # of foreclosed, vacant or abandoned homes acquired for rehabilitation and resale (NSP/CDBG/HOME) N/A 0 4 (10 over 3 yr grant) Improve Peoria neighborhoods Achieve ‘above average’ or higher satisfaction rating on HOA Academy Survey N/A 100% 100% 75% Improve Peoria neighborhoods % of Neighborhood Pride funding leveraged N/A 106% 115% 100% Promote quality development Overall quality of new development rated as ‘good’ or ‘excellent’ (National Citizen Survey) 69% (above) N/A N/A 75% Provide thorough and timely review of development cases to the development community Average turnaround time (in days) for Site Plan Reviews; service expectation is 21 days for 1st review and 14 days for 2nd review. N/A 12 / 1st 7/ 2nd 13 / 1st 9 / 2nd 21 /1st 14 /2nd Attempt to address and resolve conflicts through civic engagement % of Planning & Zoning Commission CUP decisions upheld (not appealed) 94% 90% 100% 90% Attempt to address and resolve conflicts through civic engagement % of Site Plan Review decisions upheld (not appealed) 92% 100% 100% 90% 161 5 Planning and Community Development Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $1,690,614 $2,330,323 $39,653 $1,588,404 $2,279,043 $61,663 $1,251,729 $3,752,820 $49,180 $1,302,015 $1,660,545 $39,361 $1,435,272 $4,113,218 $38,207 14.66% 9.60% -22.31% $4,060,591 $3,929,110 $5,053,729 $3,001,921 $5,586,697 10.55% $523,950 $513,049 $769,107 $346,400 $198,980 $652,982 $194,533 $32,964 $828,627 $0 $0 $0 $464,149 $410,736 $750,784 $388,275 $209,878 $626,269 $111,973 $53,456 $871,005 $18,184 $24,391 $10 $519,253 $269,669 $719,879 $623,042 $327,871 $653,040 $263,889 $403,084 $1,274,002 $0 $0 $0 $519,253 $260,459 $691,463 $324,102 $211,715 $0 $82,164 $161,975 $518,914 $226,876 $5,000 $0 $538,721 $265,394 $1,277,178 $0 $327,871 $0 $205,895 $770,691 $1,247,227 $953,720 $0 $0 3.75% -1.59% 77.42% -100.00% 0.00% -100.00% -21.98% 91.20% -2.10% NA NA NA $4,060,591 $3,929,110 $5,053,729 $3,001,921 $5,586,697 3.80 3.00 6.00 2.00 1.20 3.08 2.50 6.00 2.00 1.92 3.08 1.50 5.00 2.00 0.92 3.08 1.50 7.00 0.00 0.92 3.08 1.50 7.00 0.00 0.92 0.00% 0.00% 40.00% -100.00% 0.00% 16.00 15.50 12.50 12.50 12.50 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Total : 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 Neighborhood Stabilization Grant III Neighborhood Pride Nfp Trust Peoria Citizens Corp Council Total : 10.55% Staffing by Division Neighborhood Coordination Community Dev Administration Planning Systems Planning Comm Dev Block Grant Total : 162 Police Department FY2013 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. DEPARTMENT FUNCTIONS 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). Patrol Services Key Outcome Measures Police Department 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.  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 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. 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. Special Operations Support Operational Support is responsible for the Tactical Enforcement Unit (SWAT) and the Special Investigations related to traffic, gang and drug concerns. 163 Youth and Support Services 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. 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. 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. Cost of Service Breakdown Police Department Administration Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Administrative Functions 2.00 $123,457 $10,917 $8,876 $143,249 Professional Standards Functions 3.00 $367,356 $32,484 $26,410 $426,250 Public Information/Media Relations 1.00 $91,430 $8,085 $6,573 $106,088 Management of Police Department Operations 4.00 $689,496 $60,969 $49,569 $800,034 TOTAL 9.00 $1,271,739 $112,454 $91,428 $1,475,621 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Police Administration Budget Allocation 20% Administrative Functions 40% Professional Standards Functions Public Information/Media Relations Management of Police Department Operations 30% 10% Total Budget: $1,475,621 164 Cost of Service Breakdown Police Department Patrol Services Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Operations 88.90 $8,606,947 $2,258,151 $635,190 $11,500,288 Management 43.10 $4,380,284 $1,149,228 $323,264 $5,852,776 Administrative Support 1.00 $54,359 $14,262 $4,012 $72,633 TOTAL 133.0 $13,041,590 $3,421,641 $962,466 $17,425,697 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Patrol Services Budget Allocation 1% 32% Operations Management Administrative Support 67% Total Budget: $17,425,697 165 Cost of Service Breakdown Police Department Criminal Investigations Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Investigations 17.93 $1,889,666 $301,447 $142,528 $2,333,641 Courts 3.45 $331,659 $52,908 $25,015 $409,582 Administrative Duties 12.65 $1,322,265 $210,933 $99,732 $1,632,930 AFIS and Photo Systems 1.40 $89,526 $14,281 $6,752 $110,560 Public Relations 2.57 $234,780 $37,453 $17,708 $289,942 Pawn Functions 1.00 $64,676 $10,317 $4,878 $79,872 TOTAL 39.00 $3,932,573.00 $627,339.00 $296,614.00 $4,856,526 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Criminal Investigations Budget Allocation 2% 4% 7% Investigations Courts 46% Administrative Duties AFIS and Photo Systems 32% Public Relations Pawn Functions 9% Total Budget: $4,856,526 166 Cost of Service Breakdown Police Department Neighborhood Services Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Administrative Duties 7.48 $578,432 $130,423 $24,676 $733,531 Field Operations (City Code/Animal Control) 12.35 $874,531 $197,187 $37,307 $1,109,026 Community Relations 1.67 $124,193 $28,003 $5,298 $157,493 TOTAL 21.50 $1,577,155.50 $355,613.00 $67,281.00 $2,000,050 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Neighborhood Services Budget Allocation 8% Administrative Duties 35% Field Operations (City Code/Animal Control) Community Relations 57% Total Budget: $2,000,050 167 Cost of Service Breakdown Police Department Special Operations Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Enforcement of State Traffic Laws 12.19 $1,260,757 $369,629 $47,046 $1,677,432 Traffic Safety Programs Administration 1.35 $137,194 $40,223 $5,119 $182,537 Office and administrative duties 4.41 $450,371 $132,040 $16,806 $599,216 Maintains readiness of traffic equipment 0.10 $6,860 $2,011 $256 $9,127 Management of Operations 1.75 $245,597 $152,297 $19,384 $417,277 Education 0.20 $21,011 $6,160 $784 $27,955 Other 1.20 $126,065 $36,960 $4,704 $167,729 TOTAL 21.20 $2,247,853.80 $739,319.45 94,099.00 3,081,272 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Special Operations Budget Allocation 1% 6% 0.01% 8% Enforcement of State Traffic Laws Traffic Safety Programs Administration Office and administrative duties Maintains readiness of traffic equipment 21% Management of Operations 58% Education Other 6% Total Budget: $3,081,272 168 Cost of Service Breakdown Police Department Youth and Support Services Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service School Resource Officer Program 3.00 $281,059 $68,667 $28,570 $378,296 Recruitment / Background Investigations 1.80 $162,531 $39,709 $16,521 $218,761 Firearms / Armory 1.10 $128,356 $31,359 $13,048 $172,763 Training 1.10 $139,786 $34,152 $14,209 $188,147 Administration & Management 1.00 $100,799 $24,627 $10,246 $135,672 Records Management 6.35 $435,874 $106,491 $44,307 $586,672 Customer Service 2.65 $182,983 $44,706 $18,600 $246,289 Property & Evidence Management 4.00 $276,208 $67,482 $28,077 $371,767 TOTAL 21.00 $1,707,596.00 $417,192.00 $173,579.00 $2,298,367 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Youth and Support Services Budget Allocation 14% 19% School Resource Officer Program Recruitment / Background Investigations Firearms / Armory 9% Training 13% 5% Administration & Management Records Management 5% Customer Service 5% Property & Evidence Management 30% Total Budget: $2,298,367 169 Cost of Service Breakdown Police Department Communications/911 Call Center Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Answer and process all calls 9.70 $644,942 $122,177 $55,426 $822,544 Dispatch and coordinate radio activity 9.40 $620,022 $117,456 $53,284 $790,762 Process warrants 1.75 $118,239 $22,399 $10,161 $150,799 Trouble shoot/coordinate equipment 2.70 $208,023 $39,407 $17,877 $265,307 Coordinate police technical projects 0.83 $80,695 $15,287 $6,935 $102,916 Perform clerical support activities 5.55 $388,827 $73,659 $33,415 $495,902 Management of the Communications Center 2.10 $184,512 $34,954 $15,857 $235,322 Enter Code compliance calls 1.47 $97,751 $18,518 $8,401 $124,669 TOTAL 33.50 $2,343,009.50 $443,856.00 $201,356.00 $2,988,222 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Communications/911 Call Center Budget Allocation Answer and process all calls 4% Dispatch and coordinate radio activity 6% 29% Process warrants 17% Trouble shoot/coordinate equipment Coordinate police technical projects 3% Perform clerical support activities 8% 5% Management of the Communications Center 28% Enter Code compliance calls Total Budget: $2,988,222 170 Cost of Service Breakdown Police Department Administrative Support Services Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Maintain fiscal responsibility 3.48 $241,974 $31,886 $18,050 $291,909 Maintain readiness of vehicles & equipment 2.44 $129,398 $17,051 $9,652 $156,101 Strategic Planning 3.85 $256,961 $33,860 $19,168 $309,989 Accreditation Administration 1.22 $63,693 $8,393 $4,751 $76,837 TOTAL 11.00 $692,026.00 $91,190.00 $51,621.00 $834,837 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Administrative Support Services Budget Allocation 11% Maintain fiscal responsibility 32% Maintain readiness of vehicles & equipment Strategic Planning 35% Accreditation Administration 22% Total Budget: $834,837 171 FY2013 Police Department Performance Report The Police Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Community Building Council Goal FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target 60% 3% 58% 7.5% 60% 5% 65% 3% % of citizens rating the service received from Peoria Police Officers as “excellent” or “satisfactory” 82% 79% 80% 82% Respond to Council or citizen requests for information within one business day of the request 99% 91% 99% 100% 1:24 4:17 1:30 4:22 1:31 4:27 1:25 4:20 +5.0% -12.0% +6.8% +2.9% +3.3% +5.05% -5.0% -5.0% % of UCR Part I crimes cleared 16% 12% 13.5% 15% % of citizens rating the overall service received from the Peoria Police Department as “excellent” or satisfactory” 77% 80% 82% 85% Expected Outcome Promote a sense of community through safe and healthy neighborhoods where people want to live and work Engage internal and external stakeholders in cooperative problem-solving Decrease the level of crime, perceived crime and resulting fear, while increasing satisfaction with police services Performance Measure % of code violation cases resolved through: -Voluntary compliance - Induced compliance Average response time to priority one calls -Call to Dispatch -Dispatch to Arrival Overall calendar year to year change in UCR Part I - Violent Crimes - Property Crimes Violent Crimes per 1000/population Property Crimes per 1000/population 4 40 3 30 2 20 1 10 0 0 CY2009 CY2010 Peoria CY2011 CY2009 ICMA Median CY2010 Peoria 172 CY2011 ICMA Median Police Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $28,469,141 $6,620,577 $729,315 $821,073 $28,336,002 $6,222,298 $863,527 $159,263 $28,482,806 $6,431,357 $741,812 $0 $29,059,300 $6,038,625 $644,563 $206,866 $30,403,109 $6,375,448 $707,597 $99,700 6.74% -0.87% -4.61% NA $36,640,107 $35,581,091 $35,655,975 $35,949,354 $37,585,854 5.41% 3.59% 10.76% 7.09% 6.60% 16.21% 2.03% 1.20% -16.90% 6.13% -42.70% NA -0.61% 0.00% 0.89% NA NA NA NA 0.89% NA NA NA NA NA NA 0.00% 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : 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 School Resource Officer IGA Victims Of Crime Act Grant Justice Assistance Grant Opep Grant - Cfda 20.600 Bulletproof Vest Partnership St Anti-Racketeering - PD Federal DEA IGA Tohono O'Odham Grant Economic Recovery Grant - Public Safety Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd $1,652,226 $1,825,457 $4,161,555 $11,060,715 $3,930,034 $4,502,322 $3,265,552 $1,337,269 $2,866,546 $710,452 $3,031 $121,865 $2,000 $68,696 $10,066 $0 $46,068 $38,362 $124,211 $6,068 $13,500 $30,451 $0 $0 $862,709 $330 $622 $1,672,201 $1,802,746 $3,495,926 $10,878,838 $5,873,974 $2,906,579 $3,202,624 $1,109,849 $2,767,392 $825,247 $0 $328,079 $0 $51,575 $0 $60,000 $46,068 $108,262 $106,970 $8,232 $10,800 $32,897 $0 $63,946 $226,154 $1,502 $1,230 $1,760,656 $1,751,838 $3,653,051 $10,847,395 $5,899,200 $3,532,052 $3,063,052 $1,066,329 $2,692,458 $939,012 $0 $375,290 $5,000 $18,840 $0 $0 $0 $0 $47,102 $0 $0 $0 $0 $0 $0 $1,500 $3,200 $1,737,535 $1,661,150 $3,645,645 $10,834,592 $6,085,621 $3,437,169 $3,051,189 $1,009,594 $2,744,066 $958,527 $0 $66,395 $250 $18,840 $0 $60,000 $85,892 $56,400 $111,885 $25,000 $21,600 $17,500 $207,283 $16,857 $95,462 $550 $352 $1,823,835 $1,940,349 $3,912,183 $11,563,703 $6,855,212 $3,603,769 $3,099,832 $886,108 $2,857,582 $538,023 $0 $373,010 $5,000 $19,008 $0 $0 $0 $56,020 $47,520 $0 $0 $0 $0 $0 $0 $1,500 $3,200 Total : $36,640,107 $35,581,091 $35,655,975 $35,949,354 $37,585,854 173 5.41% Police Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change 19.00 11.00 34.00 76.00 47.00 38.00 10.00 11.00 34.00 10.00 20.00 11.00 28.00 85.00 52.00 26.00 14.00 7.00 34.00 11.00 21.00 11.00 29.00 84.00 52.00 27.00 13.00 7.00 34.00 11.00 21.00 11.00 31.00 86.00 55.00 26.00 13.00 5.00 34.00 6.00 21.00 11.00 31.00 86.00 55.00 26.00 13.00 5.00 34.00 6.00 0.00% 0.00% 6.90% 2.38% 5.77% -3.70% 0.00% -28.57% 0.00% -45.45% 290.00 288.00 289.00 288.00 288.00 -0.35% Staffing 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 Total : 174 Public Works-Utilities Department FY2013 Performance spotlight Department Mission To preserve and enhance the City of Peoria’s assets and resources for future generations through sustainable practices, quality service, operation and maintenance of the City’s infrastructure and facilities. DEPARTMENT OVERVIEW The Public Works–Utilities Department maintains the City’s assets and resources, provides utility and transit services to our residents and supports other departments with fleet and facility services. The department consists of two major functional areas, Public Works and Utilities. Each of these has their own set of programs and services, all working with the same vision: to maintain our resident’s quality of life, to be recognized as leaders in service delivery, and to be responsible stewards for the City’s resources and assets. Public Works-Utilities Administration Key Outcome Measures Public Works-Utilities Department The Public Works–Utilities Administrative Division provides overall direction, management, support and administrative services for the entire department. This division ensures quality and consistent customer service for each of the department’s programs. There are two major divisions of the department, Public Works and Utilities. Each of these has their own set of programs and services. Public Works is organized into five divisions including Facilities, Fleet Maintenance, Solid Waste, Streets and Storm Drain and Transit. Utilities is organized into three divisions including Plant Operations, Field Operations and Water Resources and Environmental.  Residential Recycling Diversion Rate  % of pavement with Pavement Condition Rating (PCR) of 70% or better  Maintain City’s fleet “in-service” at 90% or better  100% compliance with all storm drain requirements  Experience no service delivery interruptions  100% compliance with all water and wastewater regulations 175 Cost of Service Breakdown Public Works-Utilities Administration Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Internal Customer Service 1.74 $189,792 $29,072 $179,680 $398,544 Develop/Monitor Operating & CIP Budget 1.47 $167,459 $13,304 $151,798 $332,561 Staff Development 1.38 $155,660 $20,439 $142,505 $318,604 External Customer Service 1.44 $146,852 $14,312 $148,184 $309,348 Develop/Implement Policy & Procedures 1.10 $127,436 $15,635 $113,074 $256,145 Business & Technology Support to Divisions 0.87 $90,682 $12,786 $90,873 $194,341 Totals 8.00 $877,881 $105,548 $826,114 $1,809,543 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Public Works‐Utilities Administration Budget Allocation Internal Customer Service Develop/Monitor Operating & CIP Budget 11% 22% Staff Development 14% External Customer Service 18% 17% Develop/Implement Policy & Procedures 18% Business & Technology Support to Divisions Total Budget: $1,809,543 176 Facilities Maintenance The Facilities Maintenance Division provides Utility Management, Building Maintenance, Custodial, Technical Operations (building systems and technical logistics support) and Operating Project Management services throughout the City, including the City Hall Campus, the Municipal Operations Center, fire stations, police buildings, water and wastewater buildings, parking structures, libraries, parks, the Community Center and historical buildings. Cost of Service Breakdown Facilities Maintenance Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Building Maintenance/Custodial 21.75 $1,210,914 $500,166 $430,965 $2,142,045 Technical Operations 9.00 $711,333 $303,419 $253,779 $1,268,531 Utility Management 0.00 $0 $971,633 $56,246 $1,027,879 Operating Project Management 5.00 $502,363 $59,630 $101,149 $663,142 Facilities Administration 3.00 $269,113 $7,260 $74,899 $351,272 Totals 38.75 $2,693,723 $1,842,108 $917,038 $5,452,869 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Facilities Maintenance Budget Allocation Building Maintenance/Custodial 7% 12% Technical Operations 39% Utility Management 19% Operating Project Management Facilities Administration 23% Total Budget: $5,452,869 177 Fleet Maintenance The Fleet Maintenance Division supports all City departments by providing vehicle repair, fuel, and fleet service management for approximately 680 vehicles and other pieces of equipment. Fleet mechanics are certified and trained to repair and service various sizes and types of equipment and the shop is certified to provide warranty work on behalf of many manufacturers. Services include: scheduled maintenance, general repair, road service, fuel supply, alternative fuels program and new vehicle purchases. Cost of Service Breakdown Fleet Maintenance Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Fuel Management 0.76 $67,907 $1,735,261 $42,509 $1,845,677 Vehicle and Equipment Repair 9.21 $659,892 $112,182 $437,232 $1,209,306 Parts 0.44 $42,527 $967,238 $27,561 $1,037,326 Sublet (vendor) 0.70 $63,109 $256,776 $39,706 $359,591 Asset Acquisition, Management, Reporting 1.05 $104,042 $15,942 $56,055 $176,039 Vehicle Wash 0.09 $7,020 $33,558 $4,204 $44,782 Totals 12.25 $944,497 $3,120,957 $607,267 $4,672,721 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Fleet Maintenance Budget Allocation Fuel Management 4% 1% Vehicle and Equipment Repair 8% Parts 39% 22% Sublet (vendor) Asset Acquisition, Management, Reporting 26% Vehicle Wash Total Budget: $4,672,721 178 Solid Waste Division – Solid Waste Administration The Solid Waste Division provides two types of Solid Waste Services – Residential and Commercial. The Solid Waste Administrative Section provides overall management and coordination of all Solid Waste functions including customer service and education. Cost of Service Breakdown Solid Waste Administration Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Program Management 3.10 $193,336 $92,168 $145,795 $431,299 Budget Management 0.55 $46,897 $16,353 $25,867 $89,117 Personnel Management 0.35 $33,667 $10,406 $16,462 $60,534 Totals 4.0 $273,900 $118,927 $188,124 $580,951 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Solid Waste Administration Budget Allocation 11% 15% Program Management Budget Management Personnel Management 74% Total Budget: $580,951 179 Solid Waste Division - Residential Trash/Recycling Collection The Solid Waste Division provides two types of Solid Waste Services – Residential and Commercial. The Residential Service operation provides weekly trash and recycling collection for approximately 49,000 residents. Residential service also includes once a year bulk trash collection, Christmas tree disposal, Household Hazardous Waste disposal and special haul services. Cost of Service Breakdown Residential Trash/Recycling Collection Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Automated Trash/Recycling Collection 26.79 $1,912,972 $2,554,469 $1,821,296 $6,288,737 Program Management/Administration 1.84 $136,845 $171,180 $124,747 $432,772 Loose Trash Collection 1.01 $86,278 $134,176 $80,302 $300,756 Special Hauls/Christmas Tree Disposal 1.08 $77,531 $89,450 $53,535 $220,516 Container Repair and Delivery 0.28 $24,123 $34,787 $20,819 $79,729 Totals 31.00 $2,237,749 $2,984,062 $2,100,699 $7,322,510 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Residential Trash/Recycling Collection Budget Allocation 4% 3% Automated Trash/Recycling Collection 1% Program Management/Administration 6% Loose Trash Collection Special Hauls/Christmas Tree Disposal 86% Container Repair and Delivery Total Budget: $7,322,510 180 Solid Waste Division – Commercial Collection The Commercial operation provides trash collection service to approximately 375 accounts citywide, 210 of which are businesses. The Solid Waste division competes with a number of private waste collection companies for general business customers. Apartment complexes make up the next largest category, followed by government and schools. Cost of Service Breakdown Commercial Collection Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Front Load 4.45 $302,498 $434,662 $269,540 $1,006,700 Roll‐Off 1.90 $148,081 $278,379 $201,786 $628,246 Container Repair and Delivery 1.05 $73,724 $102,560 $125,564 $301,848 Program Management/Administration 0.60 $49,133 $63,490 $108,625 $221,248 Totals 8.00 $573,436 $879,091 $705,515 $2,158,042 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Commercial Collection Budget Allocation Front Load 10% Roll‐Off 14% 47% Container Repair and Delivery Program Management/Administration 29% Total Budget: $2,158,042 181 Streets Division - HURF The Streets Division is responsible for street maintenance, traffic signal maintenance, signs, striping, street improvements, storm water drainage, street sweeping, grading, street light repair and the Adopt-AStreet program. Cost of Service Breakdown Streets Division - HURF Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Street Maintenance 16.00 $1,139,746 $1,066,864 $531,228 $2,737,838 Street Lights & Traffic Signals 5.00 $372,256 $1,807,446 $350,443 $2,530,145 Street Signs & Striping 8.00 $544,504 $255,161 $303,381 $1,103,046 Administration 5.80 $484,923 $53,718 $265,063 $803,704 Street Sweeping 4.00 $276,072 $326,854 $91,710 $694,636 Totals 38.80 $2,817,501 $3,510,043 $1,541,825 $7,869,369 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Streets Division‐HURF Budget Allocation Street Maintenance 9% Street Lights & Traffic Signals 10% 35% Street Signs & Striping 14% Administration Street Sweeping 32% Total Budget: $7,869,369 182 Streets Division - Stormwater Stormwater Operations is responsible for the repair and maintenance of the City’s Stormwater System. Stormwater staff is responsible for the operation and maintenance of stormwater retention basins, storm drain systems, system inspection, drywell inspections and bridge maintenance. Cost of Service Breakdown Streets Division - Stormwater Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Operations & Maintenance 1.84 $123,388 $34,098 $151,026 $308,512 Project Management 1.08 $74,875 $17,052 $81,321 $173,248 Grounds/Landscape 0.64 $44,119 $21,511 $58,087 $123,717 Inspections/Inventory 0.64 $44,119 $12,853 $58,087 $115,059 Totals 4.20 $286,501 $85,514 $348,521 $720,536 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Stormwater Budget Allocation 16% Operations & Maintenance 43% 17% Project Management Grounds/Landscape Inspections/Inventory 24% Total Budget: $720,536 183 Transit Division The Transit Division provides Dial-A-Ride services including Americans with Disabilities Act (ADA) service in full compliance with Federal Transportation Administration (FTA) requirements. The FTA requires Dial-A-Ride services to be provided within three quarters of a mile on either side of a bus route and match the hours of operation of that bus route. The City of Peoria currently provides enhanced services which exceed the minimum FTA standards by offering Monday through Friday Dial-A-Ride services throughout the City. In addition, the City offers “Dial-A-Ride Plus” services to Peoria residents Monday through Friday. Dial-A-Ride Plus provides trips to local medical centers, including Thunderbird, Arrowhead and Boswell hospitals which are located outside the City boundaries. Cost of Service Breakdown Transit Division Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Non‐ADA Service‐Field Operations 3.98 $245,109 $171,474 $107,060 $523,643 Non‐ADA Call Center Support‐Staff Operations 1.38 $78,196 $35,831 $34,025 $148,052 Transit Management Administrative Support 0.80 $58,580 $25,192 $19,725 $103,497 ADA Service‐Field Operations 0.87 $53,385 $26,478 $23,423 $103,286 ADA Call Center Support‐Staff Operations 0.37 $21,590 $10,339 $9,123 $41,052 ADA and Non‐ADA Customer Service 0.05 $4,083 $1,262 $1,233 $6,578 Trip Reduction Program Administration 0.05 $4,083 $1,262 $1,233 $6,578 Totals 7.50 $465,026 $271,838 $195,822 $932,686 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Transit Division Budget Allocation 1% 4% 1% Non‐ADA Service‐Field Operations Non‐ADA Call Center Support‐Staff Operations 11% Transit Management Administrative Support 11% ADA Service‐Field Operations 56% ADA Call Center Support‐Staff Operations 16% ADA and Non‐ADA Customer Service Trip Reduction Program Administration Total Budget: $932,686 184 Utility Plant Operations Division – Water Treatment Plants This division has two sections: water treatment and wastewater treatment. Water treatment includes the Greenway and Quintero Water Treatment Plants. The Greenway Water Treatment Plant treats surface water from Salt River Project for potable water (drinking water) use by our customers. This includes the operation and maintenance of the treatment plant equipment, on site drinking water storage reservoir, and the pumping station that delivers the water. In addition, the 24-hour water control room is located at this plant. The control room operation oversees the city wide potable water and delivery system for our customers and schedules and plans the daily deliveries and water orders. Cost of Service Breakdown Water Treatment Plants Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Operate Treatment Plant 4.87 $410,568 $1,453,174 $501,042 $2,364,784 Maintain Treatment Process Equipment 7.36 $686,698 $324,922 $593,077 $1,604,697 Regulatory Compliance & Customer Service 4.16 $441,528 $12,251 $335,124 $788,903 Maintain & Monitor SCADA 3.38 $300,240 $28,399 $306,971 $635,610 Maintain Building & Grounds 0.23 $14,297 $145,592 $30,791 $190,680 Totals 20.00 $1,853,331 $1,964,338 $1,767,005 $5,584,674 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Treatment Plants Budget Allocation 4% Operate Treatment Plant 12% Maintain Treatment Process Equipment 41% 14% Regulatory Compliance & Customer Service Maintain & Monitor SCADA 29% Maintain Building & Grounds Total Budget: $5,584,674 185 Utility Plant Operations Division – Water Reclamation Facilities Wastewater is treated and reclaimed at the Butler, Beardsley and Jomax Water Reclamation Facilities. This reclaimed water meets all state and federal water quality requirements and is either recharged back into the local underground aquifers or is reused directly on landscape and turf areas. The Beardsley Water Reclamation Facility treats wastewater for those areas north of Beardsley Road. The Butler Water Reclamation Facility treats wastewater for those areas south of Beardsley Road. The Jomax Water Reclamation Facility treats wastewater for those areas located in the Vistancia development. Cost of Service Breakdown Water Reclamation Facilities Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Operate Treatment Plant 4.95 $438,879 $2,916,085 $617,434 $3,972,398 Maintain Process Equipment 5.05 $427,849 $625,730 $605,068 $1,658,647 Dispose of Biosolid Waste 0.60 $38,302 $950,292 $64,368 $1,052,962 Regulatory Compliance & Customer Service 3.00 $271,618 $8,148 $349,529 $629,295 Maintain & Monitor SCADA 1.95 $165,437 $20,097 $232,346 $417,880 Maintain Building & Grounds 0.45 $34,596 $137,664 $66,175 $238,435 Totals 16.00 $1,376,681 $4,658,016 $1,934,920 $7,969,617 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Reclamation Facilities Budget Allocation Operate Treatment Plant 6% Maintain Process Equipment 7% Dispose of Biosolid Waste 8% 46% Regulatory Compliance & Customer Service Maintain & Monitor SCADA 15% Maintain Building & Grounds 18% Total Budget: $7,969,617 186 Utility Field Operations Division – Production Services The Utility Field Operations division is comprised of four sections that maintain the water production system, the water distribution system, the wastewater collection system, and blue stake program for the City of Peoria. The Water Production section is responsible for operating and maintaining all wells, reservoir storage, and booster stations. Cost of Service Breakdown Production Services Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Maintain Wells & Boosters 4.20 $305,579 $2,046,872 $575,387 $2,927,838 Chlorine Maintenance Program 2.50 $185,415 $141,051 $342,492 $668,958 Regulatory Compliance & Customer Service 0.98 $80,980 $4,220 $134,257 $219,457 Reservoir Maintenance 0.52 $44,711 $3,808 $71,239 $119,758 Totals 8.20 $616,685 $2,195,951 $1,123,375 $3,936,011 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Production Services Budget Allocation 3% Maintain Wells & Boosters 6% Chlorine Maintenance Program 17% Regulatory Compliance & Customer Service Reservoir Maintenance 74% Total Budget: $3,936,011 187 Utility Field Operations Division – Distribution Services The Water Distribution section is responsible for monitoring, maintaining and repairing the City’s water distribution system, to ensure efficient delivery of potable water to our customers and adequate pressure and flow for fire fighting purposes. Cost of Service Breakdown Distribution Services Allocated FTE’s Activity Description Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Water Service and Maintenance Repairs 3.35 $250,300 $68,968 $314,206 $633,474 Fire Hydrant Maintenance Program 2.75 $198,348 $64,816 $257,913 $521,077 Valve Maintenance Program 2.65 $192,646 $62,412 $248,532 $503,590 Regulatory Compliance & Customer Service 1.08 $91,055 $10,096 $101,138 $202,289 Water Distribution System Flush 0.72 $56,053 $44,396 $68,020 $168,469 Totals 10.55 $788,402 $250,688 $989,809 $2,028,899 The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Distribution Services Budget Allocation Water Service and Maintenance Repairs Fire Hydrant Maintenance Program 8% 10% 31% Valve Maintenance Program 25% Regulatory Compliance & Customer Service Water Distribution System Flush 26% Total Budget: $2,028,899 188 Utility Field Operations Division – Wastewater Collection/Prevention The Wastewater Collections section is responsible for operating and maintaining the City’s wastewater collection or sewer system. Cost of Service Breakdown Wastewater Collection/Prevention Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Inspection and Maintenance of Lift Stations 2.28 $165,832 $168,225 $134,994 $469,051 Sewer Main Line Cleaning 1.58 $111,310 $50,620 $93,549 $255,479 Regulatory Compliance & Customer Service 1.17 $97,228 $24,249 $69,274 $190,751 Close Circuit Television (CCTV) Sewer Line Inspection 0.93 $66,942 $35,398 $55,063 $157,403 Manhole Treatment (Roach Control) 0.43 $34,664 $99,390 $25,459 $159,513 Rehabilitate Sewer Manholes 0.43 $35,421 $48,358 $25,459 $109,238 Sanitary Sewer Overflows (SSO) 0.43 $33,282 $31,931 $25,459 $90,672 Totals 7.25 $544,679 $458,171 $429,257 $1,432,107 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. WW Collection/Prevention Budget Allocation Inspection and Maintenance of Lift Stations Sewer Main Line Cleaning 6% 8% 33% Regulatory Compliance & Customer Service 11% Close Circuit Television (CCTV) Sewer Line Inspection Manhole Treatment (Roach Control) 11% Rehabilitate Sewer Manholes 13% 18% Sanitary Sewer Overflows (SSO) Total Budget: $1,432,107 189 Utility Field Operations Division – Blue Staking The Blue Stake section provides underground utility marking services for City assets through the City’s blue stake program. Cost of Service Breakdown Blue Staking Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Locate Peoria Underground Utilities 1.40 $102,892 $35,401 $77,908 $216,201 Respond to Blue Stake Requests Timely 0.20 $14,699 $4,223 $11,130 $30,052 Emergency Blue Stake Requests 0.20 $14,699 $4,223 $11,130 $30,052 Customer Service 0.20 $14,700 $2,691 $11,130 $28,521 Totals 2.00 $146,990 $46,538 $111,298 $304,826 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Blue Staking Budget Allocation Locate Peoria Underground Utilities 9% 10% Respond to Blue Stake Requests Timely 10% Emergency Blue Stake Requests 71% Customer Service Total Budget: $304,826 190 Water Resources and Environmental Division – Water Resources/Conservation The Water Resources and Environmental Division includes four sections: Water Resources/Conservation, Drinking Water Environmental, Wastewater Environmental (Wastewater, Pretreatment, Biosolids, Stormwater, and Air) and Environmental Services. The Water Resources/Conservation section ensures a sustainable water supply for Peoria residents and businesses, now and in the future. This section is responsible for coordinating and acquiring water rights, planning for the cost-effective acquisition and/or development of additional supplies, and maintaining regulatory compliance. Additionally in its water conservation capacity this section oversees and updates the City’s water conservation program which is necessary to maintain regulatory compliance and to achieve reductions in indoor and outdoor water use. One of the main purposes of the Water Conservation unit is to keep the City in compliance with the Assured Water Supply rules. Cost of Service Breakdown Water Resources/Conservation Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Implement Water Conservation Program 1.90 $138,107 $189,395 $121,303 $448,805 Manage Water Portfolio & Develop Supplies 1.42 $127,258 $94,328 $90,977 $312,563 Prepare Monthly/Annual Reports 1.00 $83,160 $2,317 $63,843 $149,320 Analyze Water Supply & Demand 0.68 $59,775 $1,652 $43,094 $104,521 Review & Revise Plans and City Code 0.50 $40,416 $1,245 $31,922 $73,583 Totals 5.50 $448,716 $288,937 $351,139 $1,088,792 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Resources/Conservation Budget Allocation Implement Water Conservation Program 7% 9% Manage Water Portfolio & Develop Supplies 41% 14% Prepare Monthly/Annual Reports Analyze Water Supply & Demand 29% Review & Revise Plans and City Code Total Budget: $1,088,792 191 Water Resources and Environmental Division – Drinking Water Environmental The Environmental sections provide environmental compliance support and monitoring for the City’s water and wastewater utility operations. The Drinking Water Environmental section provides sampling and analysis support for the City’s drinking water programs. Additionally, this section operates and manages the City’s environmental laboratory. Cost of Service Breakdown Drinking Water Environmental Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service 2.10 $200,868 $157,824 $174,995 $533,687 1.90 $138,798 $177,118 $158,140 $474,056 Prevent Backflow & Cross Connection 0.89 $71,848 $21,828 $74,076 $167,752 Review & Revise Plans and City Code 0.27 $25,256 $5,979 $22,265 $53,500 Customer Service 0.09 $10,715 $1,424 $7,491 $19,630 Totals 5.25 $447,485 $364,173 $436,967 $1,248,625 Activity Description Ensure Drinking Water Regulatory Compliance Perform Compliance & Operational Laboratory Testing The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Drinking Water Environmental Budget Allocation 4% Ensure Drinking Water Regulatory Compliance 2% Perform Compliance & Operational Laboratory Testing 13% 43% Prevent Backflow & Cross Connection Review & Revise Plans and City Code 38% Customer Service Total Budget: $1,248,625 192 Water Resources and Environmental Division – Wastewater Environmental The Wastewater Environmental section provides environmental compliance sampling and analysis support for the City’s wastewater programs as well as compliance support for biosolids disposal, stormwater programs, and air quality permits. Cost of Service Breakdown Wastewater Environmental Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Industrial Pretreatment Regulations 1.79 $152,972 $70,734 $74,472 $298,178 Wastewater Regulations 0.89 $75,705 $103,185 $36,951 $215,841 Stormwater Regulations 0.95 $77,082 $23,670 $39,557 $140,309 Biosolids Regulations 0.53 $46,407 $22,266 $22,359 $91,032 Customer Service 0.59 $49,950 $1,997 $24,444 $76,391 Air Quality Regulations 0.33 $27,725 $7,490 $14,013 $49,228 Review & Revise Plans and City Code 0.17 $15,922 $579 $7,071 $23,572 Totals 5.25 $445,763 $229,921 $218,867 $894,551 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Wastewater Environmental Budget Allocation Industrial Pretreatment Regulations 3% 5% Wastewater Regulations 9% 33% Stormwater Regulations 10% Biosolids Regulations Customer Service 16% Air Quality Regulations 24% Review & Revise Plans and City Code Total Budget: $894,551 193 Water Resources and Environmental Division – Environmental Services The Environmental Services section provides support to the Solid Waste Division of the Department. Its primary function is to promote the reduction in solid waste through diversion of recycling material to a Materials Recovery Facility and the diversion of household hazardous wastes to City sponsored collection events. Cost of Service Breakdown Environmental Services Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Reduce Recycling Contamination Levels & Increase Diversion Rate 0.90 $71,671 $17,052 $29,570 $118,293 Household Hazardous Waste Events 0.20 $16,951 $56,990 $6,571 $80,512 Compliance with Maricopa County and ADEQ 0.55 $49,839 $5,422 $18,071 $73,332 Recycling Outreach & Education 0.15 $13,174 $11,311 $4,928 $29,413 Identify, Evaluate & Implement Sustainable Recycling Initiatives 0.20 $17,872 $518 $6,572 $24,962 Totals 2.00 $169,507 $91,293 $65,712 $326,512 Activity Description The budget amounts listed above include all costs for that service or program for FY2012. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Environmental Services Budget Allocation Reduce Recycling Contamination Levels & Increase Diversion Rate 8% Household Hazardous Waste Events 9% 36% Compliance with Maricopa County and ADEQ 22% Recycling Outreach & Education Identify, Evaluate & Implement Sustainable Recycling Initiatives 25% Total Budget: $326,512 194 Public Works-Utilities Department FY2013 Performance Report The Public Works-Utilities Department 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 an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Enhance Current Services/Total Planning Provide Water and Wastewater Treatment Services Operate Water and Wastewater Treatment Plants efficiently and effectively Manage the City's water resource portfolio and ensure the City meets Federal, State and Local compliance regulations for water, wastewater, stormwater and air quality Maintain and operate the water distribution system to ensure efficient delivery of potable water Maintain and operate the wastewater collection systems to ensure system integrity FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target % of residents rating the quality of drinking water service as good or excellent *Peoria Times survey on safe water 48% N/A 48% N/A N/A 73%* 75% Total million gallons of potable water delivered to customers 8,647 8,481 8,594 8,538 3,709 3,502 3,591 3,547 $0.79 $1.49 $0.73 $1.59 $0.76 $1.54 <$0.84 <$1.73 $0.21 $0.52 $0.21 $0.53 $0.22 $0.52 $0.21 $0.52 % of reporting requirements met for ADWR, ADEQ (storm water and air quality), MCESD (water and wastewater) 100% 100% 100% 100% Number of drinking water tests run 13,510 11,338 9,520 10,429 Number of wastewater tests run 3,291 3,451 2,593 3,022 4.10% 4.54% 4.10% <10% 100% 100% 100% 100% Exercise all water valves on a 3 year cycle 26.78% 27.13% 26.96% 33% Clean all wastewater mains on a 5 year cycle 10.85% 1.89% 6.37% 20% Pest control treatment of all manholes on a 2 year cycle 24.56% 46.77% 50% 50% Performance Measure Total million gallons of wastewater treated Water Treatment Plants cost/1000 gallons Wastewater Reclamation Facilities cost/1000 gallons Total Electrical Cost/1000 gallons of water treated Total Electrical Cost/1000 gallons of wastewater treated Percent of lost and unaccounted for water Test, flush and maintain all fire hydrants on an annual basis 195 Council Goal Expected Outcome Provide commercial solid waste collection and disposal service FY2010 Actual FY2011 Actual FY2012 Estimate FY2013 Target Total roll-off containers serviced 2,667 2,138 2,253 2,300 Total front load containers serviced 10,221 10,029 9,711 9,987 25% 25% 26% ≥25% Total landfill tonnage collected 47,348 49,270 46,661 47,760 Total recycled tonnage collected 15,505 16,067 16,010 15,830 N/A 88% 88% >85% Total trips provided 31,708 29,805 29,124 >29,000 % of trips scheduled compared to trips requested 97.32% 99.46% 100% >95% 8.23 7.45 7.36 7.4 Total electricity cost (in thousands) $792.9 $750.0 $738 $740 Maintain City's fleet "in-service" at 90% or better each month 97.88% 97.7% 97.3% >90% 77% 76.3% 75% >75% Customer Service Satisfaction 97.8% 87.1% 93.6% >90% Total gallons of biodiesel fuel consumed 332,425 339,051 335,901 330,000 Total gallons of unleaded fuel consumed 293,342 325,549 327,282 325,000 Total gallons of ethanol fuel consumed 18,412 15,834 16,438 16,895 44% 45% 45% 50% 9.6 8.6 7.7 8.0 3.1 3.5 4.15 4.0 112% 66.8% 85% 100% 9.22 10.59 11.78 10 Performance Measure Recycling diversion rate Provide quality residential solid waste services which maximize recycling Percent of residents rating the quality of garbage collection as good or excellent Enhance Current Services/Total Planning Operate a City-wide Dial-A-Ride demand response bus system Effective management of electrical consumption at the City Hall Complex Total kilowatts used (in millions) % of repairs with a one day turnaround time Provide the most efficient and effective fleet maintenance service To effectively maintain our transportation infrastructure by providing top quality operations and maintenance services. Inspect all pavement on a 2 year cycle - percent completed YTD Average number of weeks to complete residential street sweeping cycle Average number of weeks to complete arterial and collector street sweeping cycle Restripe all roads on an annual basis – percent completed YTD Average number of days to repair street light outage 196 Public Works Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget FY 12 Estimate FY 13 Budget Percent Change $18,038,724 $34,872,261 $5,593,011 $3,298,706 $17,590,562 $35,816,220 $6,104,467 $1,669,643 $18,112,444 $36,927,928 $6,425,989 $1,729,832 $18,089,545 $36,988,908 $6,871,834 $2,331,899 $19,064,899 $37,207,700 $6,922,505 $4,158,099 5.26% 0.76% 7.73% 140.38% $61,802,703 $61,180,891 $63,196,193 $64,282,186 $67,353,203 6.58% $538,247 $1,285,900 $1,603,866 $3,209,257 $428,977 $3,693,352 $2,070,991 $424,011 $1,133,838 $4,814,672 $0 $1,414,396 $0 $1,729,275 $1,284,190 $811,353 $1,322,368 $5,298,136 $0 $1,982,231 $459,450 $4,710,011 $1,928,032 $311,701 $0 $711,058 $4,649,410 $1,207,265 $252,194 $323,882 $1,052,736 $645,376 $290,729 $936,623 $706,714 $1,431,533 $863,233 $431,467 $1,378,076 $1,809,240 $3,334,858 $475,576 $3,936,011 $2,028,899 $304,826 $1,088,792 $5,096,519 $0 $1,248,625 $44,801 $1,834,138 $1,432,107 $894,551 $1,296,599 $4,874,880 $90,033 $2,158,043 $580,951 $5,069,054 $2,253,456 $326,512 $150,000 $720,536 $4,672,721 $1,316,998 $75,000 $351,272 $1,448,190 $693,855 $0 $1,027,879 $681,142 $1,268,531 $803,704 $518,407 $1,378,076 $1,809,240 $3,334,858 $475,576 $3,936,011 $2,028,899 $304,826 $1,088,792 $5,158,069 $0 $1,248,625 $44,801 $1,834,138 $1,481,959 $844,699 $1,296,599 $4,874,880 $90,033 $2,158,043 $720,951 $5,069,054 $2,253,456 $326,512 $956,067 $737,272 $4,876,946 $1,112,998 $75,000 $351,272 $1,448,190 $701,855 $0 $983,006 $681,142 $1,279,879 $803,704 $548,525 $1,455,815 $1,924,936 $3,295,150 $438,918 $3,834,526 $2,178,963 $370,891 $1,173,519 $4,916,136 $0 $1,245,845 $0 $1,856,990 $1,507,427 $870,259 $1,270,882 $4,790,808 $350,000 $2,286,511 $605,583 $5,119,613 $2,440,598 $345,814 $1,725,000 $883,679 $5,088,622 $1,041,453 $862,646 $378,878 $1,464,808 $772,879 $0 $1,044,606 $720,887 $1,335,328 $829,300 27.13% 5.64% 6.39% -1.19% -7.71% -2.58% 7.40% 21.67% 7.78% -3.54% NA -0.22% -100.00% 1.25% 5.26% -2.72% -1.98% -1.72% 288.75% 5.95% 4.24% 1.00% 8.30% 5.91% 1050.00% 22.64% 8.90% -20.92% 1050.19% 7.86% 1.15% 11.39% NA 1.63% 5.84% 5.27% 3.18% 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 Drinking Water Environmental Wtr Eqt Reserve Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Environmental Jomax Water Reclamation Facility Butler Water Reclamation Facility Ww Eqt Reserve Commercial Collection Solid Waste Admin Residential Collection Residential Recycling Solid Waste Environmental Solid Waste Eqt Reserve 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 $645,914 $1,263,983 $1,705,290 $3,274,089 $523,043 $3,080,384 $1,914,025 $388,643 $1,083,239 $4,870,355 $721,857 $1,516,814 $0 $1,726,211 $1,264,617 $614,831 $1,151,916 $4,587,595 $0 $1,889,270 $571,848 $4,559,443 $3,110,792 $430,118 $1,474,396 $496,383 $4,226,714 $1,243,949 $483,388 $524,127 $956,042 $685,657 $842,493 $1,005,433 $0 $1,392,800 $862,119 197 Public Works Operating Budget Summary Sort Description FY 10 Actual FY 11 Actual FY 12 Budget Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Transit Division Hb2565 Transp Grant $1,080,884 $2,327,664 $2,504,196 $704,817 $1,009,685 $212,653 $1,051,603 $2,368,173 $2,576,507 $725,121 $934,480 $0 $1,103,046 $2,530,145 $2,737,838 $694,636 $932,686 $0 $1,103,046 $2,530,145 $2,737,838 $694,636 $932,686 $0 $1,144,158 $2,587,443 $2,899,399 $750,514 $995,894 $0 $62,927,677 $61,180,891 $63,196,193 $64,282,186 $67,353,203 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 5.00 10.00 6.00 9.00 5.00 17.00 4.00 11.75 4.25 5.00 9.00 10.60 0.40 8.20 9.55 3.00 6.00 0.00 6.00 4.00 7.25 6.00 3.00 9.00 8.00 3.25 20.00 11.00 2.00 4.20 12.75 3.00 11.00 10.75 5.00 10.00 6.80 8.00 5.00 16.00 4.00 10.00 2.75 5.00 9.00 10.60 0.40 8.20 10.55 2.00 5.50 0.00 5.25 4.00 7.25 6.25 3.00 9.00 8.00 4.00 20.00 11.00 2.00 4.20 12.25 3.00 11.00 10.75 5.00 9.00 5.80 8.00 5.00 16.00 4.00 7.50 3.50 5.00 8.00 10.60 0.40 8.20 10.55 2.00 5.50 0.00 5.25 4.00 8.25 5.25 3.00 9.00 9.00 4.00 20.00 10.00 2.00 4.20 11.50 3.00 11.00 10.75 5.00 9.00 5.80 8.00 5.00 16.00 4.00 7.50 3.50 5.00 8.00 10.60 0.40 8.20 10.55 2.00 5.50 0.00 5.25 4.00 8.25 5.25 3.00 9.00 9.00 4.00 20.00 10.00 2.00 4.20 11.50 3.00 11.00 10.75 5.00 9.00 5.80 8.00 5.00 16.00 4.00 7.50 27.27% 0.00% -11.11% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% NA 0.00% 0.00% 13.79% -16.00% 0.00% 0.00% 12.50% 0.00% 0.00% -9.09% 0.00% 0.00% -6.12% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 251.50 242.00 235.25 234.25 234.25 -0.43% Total : FY 12 Estimate FY 13 Budget Percent Change 3.73% 2.26% 5.90% 8.04% 6.78% NA 6.58% 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 Drinking Water Environmental Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Environmental Jomax Water Reclamation Facility Butler Water Reclamation Facility Commercial Collection Solid Waste Admin Residential Collection Residential Recycling Solid Waste Environmental Storm Drain - NPDES Fleet Maintenance Facilities Admin Custodial Services Nighttime Facilities Services Facilities Operating Projects Technical Operations Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Transit Division Total : 198 FY 2013 Program Budget Capital Projects Introduction Each year, the City of Peoria invests significant time and resources to design, construct, and main‐ tain the infrastructure and facilities needed to de‐ liver municipal services to residents and busi‐ nesses. Because of the high costs associated with building and maintaining capital assets, the city must carefully balance the need for such assets 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 infrastructure needs. 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 timing of all projects are coordi‐ nated throughout. Coordinating the timing of dif‐ ferent projects in the same location is particularly important, since it helps us to minimize service dis‐ ruptions. Capital projects are non‐routine expenditures that generally cost more than $100,000 and have a use‐ ful life of five years or more. Capital projects in‐ clude design and construction, as well as the acqui‐ sition of land and the purchase of fixed assets. A fixed asset is any single item or single cohesive sys‐ tem that has a life expectancy of at least one year 199 The recently completed Centennial Plaza on the City Hall campus features a large turf area, a decades walk, and a shade canopy for the amphitheater. and a value of at least $5,000. All land is capital‐ ized 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 important piece of the city’s overall annual budget. The Fiscal Year 2013 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 previous year. The last nine years of the CIP are for planning purposes; future funding is not guaranteed and the plan is subject to change. The CIP is a dynamic plan that can change significantly 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. FY 2013 Program Budget Capital Projects FY 2013‐2022 CIP BY FUNDING SOURCE Funding Source 10‐Year Total Pct. of Total G.O. Bonds $77,379,457 16.7% Revenue Bonds $37,837,204 8.2% MDA Bonds $35,125,000 7.6% Impact Fees $88,493,799 19.0% $123,631,100 26.7% Outside Sources $20,356,379 4.4% Transportation Sales Tax $47,955,169 10.4% Prop. 400 Reimbursements $32,479,513 7.0% $463,257,621 100.0% Operating Total an estimate of each project on city revenues and operating budgets (8.02).  The city will match programs and activities iden‐ tified in the Capital Improvement Program with associated funding sources (8.03).  Efforts will be made to allocate sufficient funds in the multi‐year capital plan and operating budgets for condition assessment, preventative and major maintenance, and repair and replace‐ ment of critical infrastructure assets (8.04).  The city’s objective is to incorporate “Pay‐As‐ The 10‐year Capital Improvement Program totals $463,257,621. For FY 2013 alone, budgeted capital projects total $170,447,170. This document pro‐ vides detailed information about each project in the CIP, including scope, schedule, project costs, funding sources, and future operating costs. It is intended to be a communication device, informing stakeholders of the city’s plans for capital invest‐ ment. You‐Go” funding (available cash) in the annual Capital Improvement Program. This will supple‐ ment funding from other sources such as IGAs, bonds, impact fees, and grants (8.05).  When current revenues or resources are avail‐ able for capital improvement projects, considera‐ tion will be given first to those capital assets with the shortest useful life and/or to those capital as‐ sets whose nature makes them comparatively more difficult to finance with bonds or lease fi‐ nancing (8.06). FINANCIAL POLICIES The City of Peoria Principles of Sound Financial Management establish guidelines for the city’s overall fiscal planning and management, including the Capital Improvement Program. This document is available in its entirety on the city’s website (PeoriaAz.gov) under the Finance Department. Several of the policies relate directly to the CIP, most notably Policy 8 – Capital Improvement Pro‐ gram. Below are some excerpts from this policy.  The first year of the adopted capital plan will be the capital budget for that fiscal year (8.07).  Periodic status reports will be presented to City Council to share project progress and identify significant issues associated with a project (8.08).  The city manager will annually submit a finan‐  Within 90 days of the completion of a capital cially balanced, multi‐year Capital Improvement Program for review by the City Council (8.01). project, any remaining appropriated funds for the project will revert to the fund balance of the funding source (8.09).  The Capital Improvement Program shall provide  The Capital Improvement Program will be up‐ an estimate of each project’s costs, anticipated sources of revenue for financing the project, and dated annually as a multi‐departmental effort (8.10). 200 FY 2013 Program Budget Capital Projects CIP DEVELOPMENT PROCESS Capital improvement planning has proven to be a year‐round process, with city departments continu‐ ally re‐evaluating and prioritizing their capital needs. However, the process is most involved from October through April. It is during this pe‐ riod that city staff identify and prioritize projects, estimate project costs, determine available re‐ sources, balance project requests within the avail‐ able resources, and, ultimately, submit a recom‐ mended program to the City Council. The Management and Budget Department coordi‐ nates the annual update of the 10‐year CIP as part of the annual budget process. Department staff forecast revenues for all funds used to finance capi‐ tal projects, and set the financial parameters for the development of the CIP. Capital projects originate in the operating departments, where subject matter experts identify needs based on master planning documents and other technical criteria. Once project requests have been submitted and the financial parameters established, a preliminary plan is prepared for the review of the CIP Manage‐ ment Committee. This committee is made up of the city manager, deputy city managers, and the directors of city departments that have a significant stake in the delivery of capital projects. The CIP Management Committee is responsible for evaluat‐ ing project requests in light of available resources and for developing a financially balanced plan that addresses City Council goals and priorities. This group also ensures that projects are properly scoped and that the timing of projects carefully co‐ ordinated. Once complete, the city manager for‐ wards the recommended Capital Improvement Program to the City Council for approval. The following is an overview of the CIP develop‐ ment process: 201 The outlet for the new Pinnacle Peak Channel—a key drain‐ age facility in northern Peoria. September – October. Operating departments identify projects, define project scopes, prepare cost estimates, and prioritize projects based on di‐ rection received from the city manager and City Council. Department directors review project re‐ quests before final submittal. November – December. Capital project requests are submitted to the Management and Budget De‐ partment. Staff use revenue forecasts and financial models to prepare a preliminary CIP. January – March. The CIP Management Commit‐ tee meets regularly to review the proposed plan, making necessary adjustments as needed. Budget finalizes the recommended CIP for the considera‐ tion of the City Council. April – May. The City Council receives the CIP and offers its recommendations during its budget study sessions. June. The City Council approves the Capital Im‐ provement Program at one of its regular meetings, usually on the same day as the adoption of the Tentative Budget. FY 2013 Program Budget Capital Projects CIP PROJECT PROGRAMMING Specific projects in these broad categories spring from long‐range plans, City Council goals and pri‐ orities, and staff recommendations. Long‐range planning is critical to ensuring a sustainable future for the City of Peoria. Planning efforts such as those encompassed by the city’s General Plan and the various master plans (for parks, trails, streets, water, wastewater, etc.) provide helpful guidance to departments in identifying and prioritizing capi‐ tal 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. Capital improvements are the “bricks and mortar” from which the City of Peoria delivers services to residents and businesses within its borders. By preventing the deterioration of existing infrastruc‐ ture and by adding new infrastructure in response to growth, capital improvements help to ensure that the city can continue to provide the level of service our customers have come to expect. Many different types of projects make up the Capital Im‐ provement Program, including the following:  Office buildings, police and fire stations, court facilities, libraries, and recreation centers. The goals and priorities of the City Council are an‐ other 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 staff. The six broad policy goals are: (1) Community Building, (2) Enhance Current Services, (3) Preserve Natural Environment, (4) Total Planning, (5) Economic De‐ velopment, and (6) Leadership and Image.  Parks, trails, open space, right‐of‐way landscap‐ ing, and sports facilities.  Roads, bridges, sidewalks, street lights, traffic signals, and sound walls.  Storm drains, channels, and retention basins.  Water and wastewater treatment plants, pipes, storage facilities, and pump stations.  Information technology infrastructure and major Notable projects planned for the next three years that address capital needs identified by all these sources include the following: software applications. FY 2013‐2022 CIP BY PROJECT TYPE Project Type 10‐Year Total Drainage $11,957,481 2.6% Economic Development $14,961,046 3.2% Operational Facilities $31,542,092 6.8% Parks $92,906,359 20.1% Public Safety $14,862,213 3.2% $125,562,212 27.1% $54,505,596 11.8% Water $116,960,622 25.2% Total $463,257,621 100.0% Streets & Traffic Control Wastewater  The first major renovations to the Peoria Sports Pct. of Total Complex since it opened in 1994. The city re‐ cently announced a new lease agreement that will keep the Seattle Mariners and San Diego Pa‐ dres in Peoria through 2034. As part of the agree‐ ment, the city will invest $30 million in club‐ house improvements ($15 million for each team) and $6 million in stadium improvements to be completed in time for the 2014 spring training season. 202 FY 2013 Program Budget Capital Projects  Continuation of the suc‐  Demolition of the existing roadway and the construc‐ tion of two lanes in each di‐ rection along Lake Pleasant Parkway from West Wing Parkway to the Loop 303. Construction is expected to begin in FY 2013. cessful Community Works Program, which provides funding for projects that have a local benefit or that may arise during the fiscal year but are not identified in the capital budget.  Creation of a new Biosci‐      Widening of the intersec‐ ence Incubator to encour‐ tions along 75th Avenue at age start‐up companies to Peoria Avenue, Cactus Road, locate and grow in Peoria. and Thunderbird Road. The city’s contribution will From a safety and congestion The Community Works Program includes funding to help provide the space and relief standpoint, these are install additional entry monuments around Peoria. services bio‐medical start‐ the highest priority intersec‐ ups need, including financial support, equip‐ tions in Peoria. The city received federal High‐ ment and supplies, and administrative support. way Safety Improvement Program funding for the intersections at Cactus Road and Peoria Ave‐ Development of Pioneer Community Park at the nue. southeast corner of 83rd and Olive avenues. Planned amenities include six baseball/softball  Widening of 91st Avenue to a five‐lane roadway fields, four regulation soccer fields, a lake, dog section (2:1:2) from Butler Drive to Mountain park, picnic areas, splash park, and playgrounds. View Road. This will relieve the bottleneck that exists adjacent to the undeveloped areas. A new segment of the New River Trail Northern Avenue to Olive Avenue on the city’s southern  A new two‐lane roadway that will reduce truck boundary. traffic on Beardsley Road between 111th Avenue and 99th Avenue. Additional space for the Police Department’s north command on the campus of the Pinnacle  Installation of a 12‐inch reclaimed water line Peak Public Safety Facility. Preliminary plan‐ along 85th Avenue to Grand Avenue, expanding ning envisions a new facility to the east of the the reclaimed water system in Old Town Peoria parking lot fronting Lake Pleasant Parkway. for use in landscape irrigation for parks, school, and city right of way. Acquisition of an existing building to be reno‐ vated into a Fire Support Services Facility. This  Replacement of approximately 37,000 water me‐ facility will meet the department’s needs for en‐ ters that are using transmission technology and gine servicing, parts storage, shower/lockers, equipment that has reached the end of its useful pandemic supplies storage, equipment and turn‐ life. Outdated meters can lead to an increasing out laundry and repair, and a breathing appara‐ level of effort and cost to repair and less accurate tus compressor room. billing information. 203 FY 2013 Program Budget Capital Projects OPERATING BUDGET IMPACT The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operat‐ ing budget. Upon their completion, most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water and sewer service, and maintenance and re‐ pair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, mill‐ ing, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as medians and streets shoulders) re‐ quire irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. A streets crew performs maintenance work on a residential street in Peoria. The operating and maintenance costs of new infrastructure is a key factor in capital planning. Operating budget impact is a key criterion in de‐ ciding which projects to fund and when. If the city cannot afford the additional operations and main‐ tenance costs of a project, the project will not be funded until those costs can be absorbed by the operating budget, regardless of the relative merits of the project. Departments must submit a supple‐ mental request to obtain the additional budget needed to operate and maintain capital projects. Supplemental requests for CIP operation and maintenance costs must compete with other re‐ quests for funding. Departments submitting capital projects estimate the operations and maintenance costs of each pro‐ ject based on cost guidelines that are updated each year. The departments also consider any addi‐ tional revenues or savings the city can reasonably expect to recognize upon completion of the project. For example, membership fees from a new recrea‐ tion center help to offset the increased operating costs. The net operating costs are included not only in the project request, but also in the long‐ range forecasts of the respective funds, to ensure that we properly account for operating budget im‐ pacts of all capital projects. OPERATIONAL IMPACTS BY PROJECT TYPE Project Type Drainage Economic Development Operational Facilities Parks Public Safety Streets & Traffic Wastewater Water Total FY 2013 $17,400 $0 $0 $89,550 $167,000 $126,550 $20,000 $0 $420,500 FY 2014 $17,400 $0 $0 $731,480 $197,000 $320,550 $47,000 $78,025 $1,391,455 FY 2015 $17,400 $0 $0 $756,480 $306,200 $392,550 $65,603 $326,800 $1,865,033 204 FY 2016 $17,400 $200,000 $0 $771,480 $306,200 $447,850 $65,603 $459,800 $2,268,333 FY 2017 $17,400 $200,000 $0 $825,180 $306,200 $447,850 $65,603 $459,800 $2,322,033 FY 2013 Program Budget Capital Projects Financing the CIP The Capital Improvement Program for fiscal years 2013‐2022 is a $463 million investment in 166 dif‐ ferent capital projects over the next 10 years. The program represents a significant investment of city resources in infrastructure, facilities, and recrea‐ tional assets, and is designed to address the highest priority needs of the community. It is both finan‐ cially feasible and can be accomplished within the suggested time frame. 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. 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. A conceptual drawing of the Lake Pleasant Parkway widen‐ ing project, set to begin construction early in FY 2013. GENERAL OBLIGATION BONDS The amount available for allocation to projects in the CIP is based on financial projections by staff in the Management and Budget Department. To de‐ velop these projections, staff vigilantly monitors and analyzes retail sales figures, construction (development) activity, residential and commercial property values, water and wastewater usage, state revenues, interest rates, and local and national eco‐ nomic trends. Much of the work involved in the development of the CIP involves matching identi‐ fied project needs (and the associated costs) with available funding sources. The major sources used to pay for CIP projects are discussed in this section. 205 General obligation bonds are a common method used to raise revenues for large‐scale 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 resources of the city. Projects meeting the following criteria are good candidates for bond financing:  The useful life of the project will not exceed the term of the bond (usually 20 years).  Pay‐as‐you‐go financing is either not available or not sufficient to fund the project. (Pay‐as‐you‐go FY 2013 Program Budget Capital Projects financing refers to cash‐based sources such as operating revenues and impact fees.) for general obligation bonds of the city will be 12.5 years (11.07b).  The project will benefit future residents of Peo‐  Generally, the city will structure general obliga‐ ria, so the use of pay‐as‐you‐go financing will unfairly burden current residents. tion bond issues to create level debt service pay‐ ments over the life of the issue (11.07c).  Debt supported by In Peoria, G.O. the city’s general bonds are fund will not exceed backed by the 10 percent of the an‐ city’s property nual general fund tax collections. revenues (11.07d). Beginning in 1980, state law  Secondary prop‐ mandated the erty tax rates will be separation of determined each year city property as part of the budget‐ taxes into two General obligation bonds are helping pay for the Community Center ex‐ ary process (pursuant components: the pansion project that will be complete in FY 2013. to state law) to pay the primary tax levy necessary debt service payments of general obli‐ and the secondary levy. The primary levy may be imposed for any governmental purpose, but has gation bonds currently outstanding or expected strict limitations on how much can be levied. The to be issued within the fiscal year (11.07e). secondary levy may only be used to retire the prin‐  In accordance with requirements of the State of cipal and interest on G.O. bonds issued by the city. Arizona Constitution, total bonded debt will not As a result, it is the secondary levy that is used to exceed the 20 percent limitation and 6 percent finance many of Peoria’s capital projects. limitation of the total secondary assessed valua‐ Debt Policies tion of taxable property in the city (11.07f). The Principles of Sound Financial Management include policies governing the use of property‐tax  Reserve funds, when required, will be provided supported bonds: to adequately meet debt service requirements in subsequent years (11.07g).  Tax supported bonds are bonds for which funds  Interest earnings on bond fund balances will used to make annual debt service expenditures only be used to pay debt service on the bonds are derived from ad valorum (property) tax reve‐ unless otherwise committed for other uses or nue of the city (11.07a). purposes of the project (11.07h).  The target for the maturity of general obligation bonds will typically be between 20 and 30 years.  The term of any bond will not exceed the useful The target for the “average weighted maturities” life of the capital project/facility or equipment for which borrowing is intended (11.07i). 206 FY 2013 Program Budget Capital Projects Assessed Valuation As mentioned above, it is the secondary levy that is used to pay the principal and interest on general obligation bonds. The secondary property tax is unlimited in that a city may levy the amount neces‐ sary to meet its debt service obligations. The sec‐ ondary assessed value of a property is calculated by multiplying that property’s full cash value, as determined by the county assessor, by an assess‐ ment (varies by property class). Thus, Peoria’s sec‐ ondary assessed valuation is the sum of the secon‐ dary assessed valuation of all properties within the incorporated area of Peoria. The city’s secondary property tax levy, then, is the secondary assessed valuation multiplied by the secondary property tax rate. For FY 2013, Peoria’s secondary assessed valuation is $1.1 billion and the secondary levy is $14.2 million. Assessed valuation is highly susceptible to swings in the real estate market. The severe economic re‐ cession that began in 2008 has decimated commer‐ cial and residential property values in the Phoenix metropolitan area, leading to dramatic declines in assessed valuation for cities like Peoria. Secondary assessed valuation peaked at almost $2 billion in FY 2009, but will have fallen by 43 percent by FY 2013 to $1.1 billion. City forecasts show another 7 percent drop in FY 2014 to just over $1 billion, which means the city will have lost nearly half of its assessed valuation over a five‐year period. This loss of secondary assessed valuation means the city cannot support the level of G.O.‐bonded projects once programmed in the CIP, as property tax revenues would not be sufficient to pay the debt service. Indeed, in the last few years, numer‐ ous G.O. bond‐funded capital projects have been either eliminated from the CIP or pushed back to achieve a balanced program. G.O. bonds now ac‐ count for $77.4 million, or 16.7 percent, of the $463 million FY 2013‐2022 CIP—compared to $319 mil‐ lion, or 32 percent, of the $1 billion FY 2009‐2018 CIP. To look at it another way, the G.O.‐bond sup‐ ported portion of the CIP has decreased by 76 per‐ cent since FY 2009. General Obligation Debt Limitations The Arizona Constitution limits a city’s bonded indebtedness (outstanding principal) to 20 percent or 6 percent of its secondary assessed valuation, depending on the type of project involved. Pro‐ jects in the 20 percent category include water, sewer, drainage, artificial lighting, open space pre‐ serves, parks, playgrounds and recreational facili‐ ties, public safety and emergency services facilities, and streets and transportation. Projects in the 6 percent category include economic development, historic preservation and cultural facilities, general government facilities, and libraries. The table on the next page shows the city’s esti‐ mated constitutional debt limitation as of July 1, 2012. Available borrowing capacity has decreased significantly over the last several years, as secon‐ dary assessed valuation has been adjusted down‐ ward, reflecting the area’s weak housing market, and the city sold an additional $29 million in new bonds in June 2010. Available capacity in the 20 percent category is now $66.9 million, compared to $196 million in FY 2010, while available capacity in the 6 percent category is now $66.5 million, com‐ pared to $109 million in FY 2010. 207 FY 2013 Program Budget Capital Projects CONSTITUTIONAL DEBT LIMITATION Fiscal Year 2013 6% Bonds Secondary Assessed Valuation Allowable 6% Debt Capacity 6% Bonds Outstanding 07/01/12 Proposed 6% Bonds FY 2013 Unused 6% Debt Capacity 20% Bonds $1,137,720,620 $68,263,237 ($1,465,000) ($200,000) $66,598,237 Secondary Assessed Valuation Allowable 20% Debt Capacity 20% Bonds Outstanding 07/01/12 Proposed 20% Bonds FY 2013 Unused 20% Debt Capacity $1,137,720,620 $227,544,124 ($146,195,000) ($14,425,968) $66,923,156 Forecasts show available capacity in both catego‐ ries decreasing still further in FY 2013 and again in FY 2014. The city is expecting an additional 7.2 percent drop in secondary assessed valuation in FY 2014, and plans to issue $14.6 million in new G.O. bonds. Forecasts show secondary assessed valua‐ tion finally turning the corner in FY 2015 and in‐ creasing gradually thereafter, which, together with relatively small debt issues, explains the measured increases in constitutional capacity through 2017. bonds for various capital needs in bond elections held in 1985, March 1990, September 1994, Septem‐ ber 1996, September 2000, May 2005, and Novem‐ ber 2008. In the most recent bond election, held November 4, 2008, voters authorized the use of $378 million in bonds in three categories: Streets, Bridges, Traffic Control and Transportation, and Drainage ($277 million); Public Safety, Technology, and Municipal Operations ($60 million); and Parks, Recreation, and Trails ($41 million). Voter Authorization Bond sale proceeds must be used for the purposes specified in the bond election publicity pamphlet and ballot. Unspent bond proceeds in one category may be used to pay for projects in that same cate‐ gory, but may not be used to pay for projects in another category. The city takes seriously its re‐ sponsibility to properly apply voter authorization. Regardless of whether or not the city has available revenues or constitutional capacity to issue and pay for new bonds, the city must have authoriza‐ tion from the voters through a citywide bond refer‐ endum in order to issue G.O. bonds for capital pro‐ jects. Peoria voters have authorized the use of PROJECTED CONSTITUTIONAL CAPACITY AFTER PLANNED BOND SALES (All Dollars in Thousands) Fiscal Year Planned Bond Sales Projected Capacity before Bond Sales 6% 6% 20% 20% Principal Outstanding on Planned Bond Sales 6% Projected Capacity after Planned Bond Sales 20% 6% 20% 2013 $200 $14,425 $66,798 $81,349 $200 $14,425 $66,598 $66,923 2014 $0 $0 $62,965 $72,635 $193 $13,941 $62,771 $58,693 2015 $3,852 $5,832 $64,119 $84,195 $4,038 $19,270 $60,080 $64,925 2016 $0 $0 $66,969 $103,293 $3,701 $18,550 $63,268 $84,742 2017 $3,000 $2,657 $70,318 $123,998 $6,759 $20,4594 $63,558 $103,539 208 FY 2013 Program Budget Capital Projects Property Tax Rate Water Infrastructure Finance Authority of Arizona, or WIFA. WIFA is a program created by the State of Arizona, pursuant to federal regulations regard‐ ing water pollution and safe drinking water law, to provide financing to local communities for water and wastewater projects. Like revenue bonds, these loan agreements are backed by water and wastewater utility rate revenues. The city has en‐ tered into loan agreements with WIFA to finance the construction and/or expansion of the Greenway Water Treatment Plant, Beardsley Water Reclama‐ tion Facility, and Butler Water Reclamation Facil‐ ity, as well as other water and wastewater projects. This 10‐year plan was developed under the as‐ sumption that the existing secondary property tax rate of $1.25 per $100 of assessed valuation will not change. The last time the secondary property tax rate changed was in FY 2008 when it increased to $1.25 from $1.20. Prior to that time, the rate held steady at $1.30 from FY 1999 to FY 2006. Schedule 8 in the Annual Program Budget for FY 2013 shows the original issue amount, outstanding principal amount, and debt service requirements for the city’s general obligation bonds. REVENUE BONDS The city uses revenue bonds to support major capi‐ tal improvements in its water and wastewater sys‐ tems. Revenue bonds are secured by water and wastewater utility rate revenues rather than the full faith and credit of the city. As such, revenue bonds typically carry a slightly higher interest rate than general obligation bonds. Like G.O. bonds, revenue bond‐funded projects can only be under‐ taken if they have voter authorization from a city‐ wide bond referendum. The city does not plan to issue additional revenue bonds or enter into new WIFA loan agreements until FY 2019. Schedule 8 in the Annual Program Budget for FY 2013 shows the original issue amount, outstanding principal amount, and debt service requirements for the city’s water and wastewater revenue bonds, including WIFA loan agreements. There are no legal or statutory limits on the amount of revenue bonds that may be issued. However, there are other constraints that limit the amount of revenue bonds that city can sell. For example, the issue will be required to have a cover‐ age ratio of at least 1.25, which means that the pro‐ jected net revenues from the project must be at least 125 percent of the highest maximum debt ser‐ vice requirement on outstanding bonds plus the debt service on new bonds to be issued. In addi‐ tion, each of the outstanding bond issues must have a debt service reserve requirement sufficient to cover at least one year of debt service. Debt Policies The Principles of Sound Financial Management include policies governing the use of revenue bonds:  Revenue bonds of the city will be analyzed care‐ fully by the Finance Department for fiscal sound‐ ness. Part of this analysis shall include a feasibil‐ Included under revenue bonds, though technically not “bonds” at all, are loan agreements with the 209 FY 2013 Program Budget Capital Projects ity report prepared by an independent consult‐ ant prior to the issuance of utility‐supported revenue bonds to ensure the generation of suffi‐ cient revenues to meet debt service require‐ ments, compliance with existing bond covenants, and to protect the bondholders.  Revenue bonds should typically be structured to provide level debt service over the life of the is‐ sue. Under this method of financing, the city acquires the desired facilities from the non‐profit corpora‐ tion by means of a lease‐purchase contract. The MDA issues its own bonds to obtain the funds nec‐ essary for the construction of the facilities. The fa‐ cilities financed with the MDA bonds are then leased to the city for lease‐rental payments that mirror the semi‐annual interest and principal pay‐ ments on the bonds. The city is planning to use MDA bonds to finance clubhouse and stadium improvements at the Peo‐ ria Sports Complex. The cost of these improve‐ ments is estimated at $36 million. Once sold, the bonds will be repaid using the city’s half‐cent sales tax revenues.  Debt service reserve funds should be provided when required by rating agencies, bond insurers, or existing bond covenants.  Interest earnings on the reserve fund balances will be used to pay debt service on the bonds unless otherwise committed for other uses or purposes of the project.  The term of any revenue bond or lease obligation issue will not exceed the useful life of the capital project/facility or equipment for which the bor‐ rowing is intended.  The target for the term of revenue bonds will typically be between 20 and 30 years. The target for the average weighted maturities for revenue bonds of the city will be 12.5 years. MDA BONDS The city will sell MDA bonds to pay for improvements to the stadium and clubhouses at the Peoria Sports Complex. For certain projects, the city uses bonds issued by non‐profit Peoria Municipal Development Author‐ ity to pay for capital improvements. MDA bonds are secured by the city’s excise tax and other un‐ designated revenues. The use of property taxes for this purpose is specifically prohibited. MDA bonds typically carry a higher interest rate than general obligation bonds, but they are advantageous in that they are not subject to constitutional debt lim‐ its or coverage ratios and they do not require voter approval. The Peoria Municipal Development Authority has issued bonds twice in recent years for high‐profile projects around the city. In March 2006, the MDA issued $6.7 million in bonds to finance the con‐ struction of the Peoria Center for the Performing Arts. These bonds are being repaid with the city’s half‐cent sales tax revenues and with the 1 percent charge to capital projects for public art. In February 2008, the Peoria MDA issued $47 million for the 210 FY 2013 Program Budget Capital Projects construction of the missing segment of Happy Val‐ ley Road from 91st Avenue to Terramar Boulevard and for the widening of 83rd Avenue from Williams Road to Calle Lejos. These bonds are being repaid with the city’s transportation sales tax revenues. gust 1, 2014, to replace its existing fee program with fees adopted under the new statute, and will be hiring a consultant to perform this work. What‐ ever the result, the new fee program is certain to have implications for the future of Peoria’s Capital Improvement Program. Schedule 8 in the Annual Program Budget for FY 2013 shows the original issue amount, outstanding principal amount, and debt service requirements for MDA bonds. OPERATING FUND REVENUES DEVELOPMENT IMPACT FEES A development impact fee is a charge on new de‐ velopment to pay for the construction or expansion of off‐site capital improvements that are necessi‐ tated by and benefit the new development. Impact fees, which are collected when building permits are issued for a given project, cannot be used for op‐ erations, maintenance, or repair of existing facili‐ ties. The City of Peoria assesses impact fees for transportation, neighborhood parks, community parks, libraries, law enforcement, fire protection, water expansion, wastewater expansion, water re‐ source, and water reuse irrigation. Impact fees are an important source of revenue for the FY 2013‐2022 CIP, and help to ensure that resi‐ dential 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 models to reflect the most current economic and development infor‐ mation. Where possible, the city uses available cash, or “Pay‐As‐You‐Go” funding, to pay for capital pro‐ jects. Pay‐As‐You‐Go funding comes from several operating funds, including the general fund, the water and wastewater utility funds, and the streets fund. Each year, the city identifies one‐time, non‐ recurring revenues from these funds that can be used to support capital needs. The amount avail‐ able in these funds for capital projects is limited, however, because of the uncertainty of available revenues and the need to support ongoing opera‐ tions. The city’s half‐cent sales tax fund also can be used to support capital projects, provided that such pro‐ jects are consistent with the City Council policy governing the use of revenues from this tax. A va‐ riety of public safety projects have been supported by this revenue source over the years. OUTSIDE SOURCES Peoria’s grants coordinator and intergovernmental affairs staff work with city departments and out‐ side agencies to aggressively pursue grants and other outside funding sources for capital projects. The city frequently shares the costs of capital pro‐ jects with neighboring cities, the Flood Control Dis‐ trict of Maricopa County, the Maricopa County De‐ partment of Transportation, the Arizona Depart‐ ment of Transportation, and other agencies. The Engineering, Public Works‐Utilities, and Govern‐ mental Affairs departments work closely with the Maricopa Association of Governments, the Water and Infrastructure Financing Authority of Arizona, The Arizona State Legislature approved—and the governor signed into law—SB 1525, which changes the way cities assess, collect, use, and administer development impact fees. To comply with the new statute, the city stopped collecting impact fees for trails, open space, general government, and solid waste as of January 1, 2012. The city has until Au‐ 211 FY 2013 Program Budget Capital Projects and other governmental agencies to secure pass‐ through federal funds, low‐interest loans, and other favorable funding for capital projects. Department of the Interior awarded $1.8 million in federal stimulus‐funded Challenge Grants to Peo‐ ria for water resources sustainability enhance‐ ments. These enhancements included the construc‐ tion of an additional recharge basin to bank re‐ claimed water, conversion of a well system from potable to non‐potable water, and installation of a reclaimed water pipeline and water measuring de‐ vices. In addition, Peoria received $10 million in reduced‐interest WIFA loans and $1.4 million in principal forgiveness from the 2009 federal stimu‐ lus program. These loans paid for several projects in the CIP, including trunk sewer repairs on North‐ ern Avenue, new water lines at several locations, and upgrades to several well sites and the Beardsley Water Reclamation Facility. Over the last few years, Peoria has been very suc‐ cessful in securing or advancing outside funding for transportation projects. Nearly $70 million in federal stimulus dollars awarded to either the city or to ADOT was put to work all around the city on projects such as the Beardsley Road Extension, the widening of Loop 101 traffic interchanges at Union Hills Drive and Olive Avenue, the Grand Avenue widening, and pavement preservation projects in various locations. Federal Congestion Mitigation and Air Quality (CMAQ) money paid for almost 100 percent of the construction costs for the 84th Avenue streetscape and the 91st and Olive intersec‐ tion improvements. Most recently, the city was awarded $13.7 million in federal Highway Safety Improvement Program funding for two intersec‐ tion improvement programs along 75th Avenue at Peoria Avenue and Cactus Road. TRANSPORTATION SALES TAX In 2004, the City Council appointed a 23‐member Citizen Transportation Committee to evaluate Peo‐ ria’s future transportation requirements and con‐ sider the various alternatives for funding these im‐ provements. Based on its review, the committee put forward a recommendation to the City Council to increase the city sales tax by three‐tenths of a percent to pay for transportation needs. The City Council referred this recommendation to the vot‐ ers, who, on September 13, 2005, approved Propo‐ sition 300 increasing the city sales tax for transpor‐ tation purposes. Transportation sales tax revenues are deposited into a separate fund from which expenditures are made for various transportation purposes. Consis‐ tent with the Citizen Transportation Committee’s original recommendation, the city earmarks in its forecasts each year $1 million for pavement main‐ tenance, $1.6 million for transit operations, and $500,000 for operational support. Any unspent monies in these three areas are allocated to street capital projects, along with the balance of revenues collected. The transportation sales tax fund also Federal dollars paid for much of the Beardsley Road Connec‐ tor project , which provided enhanced freeway access for Peoria residents living in the northern reaches of the city. The city also has received significant outside dol‐ lars for water and wastewater projects. The U.S. 212 FY 2013 Program Budget Capital Projects pays the debt service on the MDA bonds issued for the construction of Happy Valley Road and the widening of 83rd Avenue from Williams to Calle Lejos, which is approximately $4 million per year. FY 2026, including freeways and other routes on the state highway system, major arterial streets and intersection improvements, and public transit sys‐ tems. The Happy Valley Road and the 83rd Avenue wid‐ ening are the most significant projects completed to date using primarily transportation sales tax revenues. Other completed projects that have been funded at least partially with this source include the Traffic Management Center, ITS Workstations at the Peoria Sports Complex, 84th Avenue Street‐ scape, and 87th Avenue half‐street improvements from Olive Avenue to Hatcher Road. This fund also supports a number of ongoing programs, in‐ cluding the Traffic Signal Program, Traffic Signal Interconnect Program, and Bridge Maintenance Program. Peoria has five projects in the arterial component of the RTP, known as the Arterial Life Cycle Program, or ALCP: Lake Pleasant Parkway, Happy Valley Road, the Beardsley Connector, 75th Avenue and Thunderbird Road intersection improvements, and the widening of 83rd Avenue from Butler Drive to Mountain View Road. Regional revenues have been allocated to each of these projects, and the city is required to match these revenues with a contri‐ bution of no less than 30 percent of the total project costs. The source of the regional revenues pro‐ grammed in the ALCP for all of Peoria’s projects except for the Beardsley Connector is the half‐cent county transportation sales tax. The Beardsley Connector received federal surface transportation program funds rather than the county sales tax. Over the next three years, the transportation sales tax will help pay for several key projects, including the reconstruction and widening of Lake Pleasant Parkway from West Wing Parkway to the new Loop 303; the widening of 91st Avenue between Butler Drive and Mountain View Road; intersec‐ tion improvements along 75th Avenue at Thunder‐ bird Road, Peoria Avenue, and Cactus Road; the west half‐street improvements to 103rd Avenue be‐ tween Northern and Olive avenues; and noise and speed mitigation along Deer Valley Road. To receive disbursements of county transportation sales tax through the ALCP, a city must first ex‐ pend its own sources on an eligible project and then request reimbursement up to 70 percent of those expenditures. To date, Peoria has been reim‐ bursed $27 million for Lake Pleasant Parkway and $20.6 million for Happy Valley Road. Since these two projects were constructed in advance of the scheduled reimbursements, the city has allocated these reimbursement dollars toward other capital projects that would have used the same sources for which the original projects were reimbursed. For example, the city is using reimbursement dollars from Lake Pleasant Parkway, which was largely funded with G.O. bonds, to pay for Community Park #2, which otherwise would have used G.O. bonds. PROP. 400 REIMBURSEMENTS On November 2, 2004, Maricopa County voters ap‐ proved Proposition 400, which authorized a 20‐ year continuation of the half‐cent sales tax for transportation projects. By state law, use of the revenues from this sales tax must be consistent with the Regional Transportation Plan (RTP) adopted by the Maricopa Association of Govern‐ ments (MAG) Regional Council November 25, 2003. The RTP provides a blueprint for future transportation investments in the region through 213 FY 2013 Program Budget Capital Projects Capital Improvement Program FY 2013-2022 Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 1000 - General $5,469,597 $62,550 $296,550 $0 $0 $234,000 $6,062,697 1970 - Municipal Office Complex Rsv $377,540 $0 $0 $0 $0 $0 $377,540 2001 - Sports Complex Capital Reserve $400,000 $0 $0 $0 $0 $0 $400,000 2002 - Sports Complex Imp Reserve Total $900,000 $0 $0 $0 $0 $0 $900,000 2050 - Water $6,830,848 $8,200,791 $3,983,013 $6,240,696 $4,937,141 $24,386,837 $54,579,326 2161 - Water Expansion $7,264,104 $1,810,960 $756,030 $106,459 $365,161 $20,953,646 $31,256,360 $0 $0 $0 $0 $0 $37,837,204 $37,837,204 2400 - Wastewater $6,676,768 $2,863,132 $2,051,542 $1,889,452 $2,501,667 $10,669,615 $26,652,176 2510 - Wastewater Expansion $4,062,658 $741,204 $1,308,868 $2,166,559 $234,431 $13,988,727 $22,502,447 $1,336 $0 $0 $0 $0 $0 $1,336 2224 - Proposed Revenue Bonds 2700 - Storm Water Drainage System 3400 - IT Reserve $1,000,000 $551,900 $489,800 $0 $0 $0 $2,041,700 4210 - GO Bonds 2007 $2,290,114 $0 $0 $0 $0 $0 $2,290,114 4220 - GO Bonds 2009 $16,495,240 $0 $0 $0 $0 $0 $16,495,240 4232 - Proposed MDA Bonds $29,935,000 $5,190,000 $0 $0 $0 $0 $35,125,000 4240 - GO Bonds 2010 $8,076,563 $0 $0 $0 $0 $0 $8,076,563 4250 - Proposed GO Bonds $16,164,751 $0 $852,000 $0 $0 $0 $17,016,751 4550 - County Transportation Tax $26,735,942 $3,225,732 $1,031,805 $514,459 $971,575 $0 $32,479,513 $3,111,874 $2,073,109 $50,165 $1,089,017 $4,117,812 $9,914,402 $20,356,379 4810 - Outside Sources $0 $1,244,478 $2,500,360 $631,250 $5,025,872 $24,098,829 $33,500,789 7000 - Highway User 4970 - Proposed GO Bonds $4,488,387 $2,747,838 $3,741,900 $2,428,900 $3,353,050 $15,856,250 $32,616,325 7001 - Streets Dev Zone 1 $2,162,208 $834,201 $0 $0 $0 $0 $2,996,409 7002 - Streets Dev Zone 2 $4,616,561 $0 $2,000,000 $0 $0 $0 $6,616,561 7010 - Transportation Sales Tax $18,254,808 $3,202,841 $10,970,200 $1,234,000 $1,650,050 $12,643,270 $47,955,169 7901 - Neighborhood Park Dev Zone 1 $1,549,950 $0 $0 $0 $0 $1,822,220 $3,372,170 7904 - Neighborhood Park Dev Zone 2 $25,200 $0 $0 $0 $0 $3,503,040 $3,528,240 7905 - Neighborhood Park Dev Zone 3 $25,200 $0 $0 $0 $0 $3,428,040 $3,453,240 $1,686,366 $0 $0 $0 $0 $52,200 $1,738,566 7920 - River Corridors & Trails Dev 7915 - Open Space Dev $698,531 $0 $0 $0 $0 $52,200 $750,731 7930 - Law Enforcement Dev $907,624 $4,942,001 $132,716 $0 $0 $0 $5,982,341 7935 - Fire & Emergency Svc Dev $240,000 $0 $0 $0 $0 $6,056,734 $6,296,734 $170,447,170 $37,690,737 $30,164,949 $16,300,792 $23,156,759 $185,497,214 $463,257,621 Total 214 FY 2013 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 development community to ensure that onsite drainage issues are addressed during the development 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 Obliga‐ tion Bonds, with additional funding provided by such outside sources as the Flood Control Dis‐ trict of Maricopa County. The city has partnered with the Flood Control District on several large projects in recent years, including the drainage improvements along Pinnacle Peak Road and Rose Garden Lane and at 83rd Avenue and Pinnacle Peak Road. The FY 2013 capital budget includes funding to update the Glendale‐Peoria Area Drainage Master Plan—another joint project with the Flood Control District. Capital Improvement Program Drainage Total ‐ $11,957,481 $10,000,000 $8,666,943 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,924,872 $1,365,666 $1,000,000 $0 FY2013 $0 $0 $0 FY2014 FY2015 FY2016 215 FY2017 FY18‐22 FY 2013 Program Budget Capital Projects Drainage Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 4240 - GO Bonds 2010 $810,000 $0 $0 $0 $0 $0 $810,000 4810 - Outside Sources $555,666 $0 $0 $0 $0 $0 $555,666 $0 $0 $0 $0 $1,924,872 $8,666,943 $10,591,815 $1,365,666 $0 $0 $0 $1,924,872 $8,666,943 $11,957,481 4970 - Proposed GO Bonds Total - Drainage 216 Total FY 2013 Program Budget Capital Projects Drainage 87th Av Storm Drain; Hatcher Rd to Monroe St Project Number: EN00257 Council District: Pine Project Location: 87th Av from Hatcher Rd to Monroe St & Mtn View Rd from 87th Av to 85th Av This project provides for the design, utility relocation, extension and burying overhead lines as determined, construction and Description: 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 Construction Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 Chargebacks Proposed GO Bonds Base $0 $0 $0 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $0 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2017 FY 18-22 Total $0 $0 $403,648 $2,904,152 $403,648 $2,904,152 $0 $0 $61,200 $61,200 $0 $0 $33,078 $33,078 $0 $0 $3,402,078 $3,402,078 FY 18-22 Total FY 2016 FY 2017 Non-Pers OPS $0 $0 $0 $0 $0 $5,700 $5,700 Total Operating Impacts $0 $0 $0 $0 $0 $5,700 $5,700 91st Av Storm Drain; Olive Av to Mountain View Rd Project Number: EN00231 Council District: Pine Project Location: 91st Av from Olive Av to Mtn View Rd This project provides for the design, utility relocation, extension and burying overhead lines as determined, construction and Description: 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 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 $28,170 $28,170 $0 $0 $0 $0 $0 $2,917,170 $2,917,170 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $0 $0 $0 $2,500 $2,500 Total Operating Impacts $0 $0 $0 $0 $0 $2,500 $2,500 217 FY 2013 Program Budget Capital Projects Drainage Glendale-Peoria ADMP Update Project Number: EN00139 Council District: Various Project Location: City Wide This project will update the Glendale-Peoria Area Drainage Master Plan (ADMP) and a portion of the Maryvale ADMP within Description: the City limits and create a new Storm Drain Master Plan. This new Master Plan will update the drainage model and review the regional, local and neighborhood drainage system improvements, recommend and prioritize solutions and prepare preliminary estimates for the recommended solution. This project will require the processing of an intergovernmental agreement between the City and the Flood Control District of Maricopa County. Budget by Fiscal Year Category Funding Source Carryover / Base Study Outside Sources Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Study Study GO Bonds 2010 GO Bonds 2010 Carryover Base $247,000 $153,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $247,000 $153,000 Total Budget $800,000 $0 $0 $0 $0 $0 $800,000 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Mountain View Rd Drainage; 91st Av to 89th Av Project Number: EN00130 Council District: Pine Project Location: Mtn View Rd from 91st Av to 89th Av This project is for the design, utility relocation, extension and burying overhead lines, as determined, construction and Description: 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 Chargebacks Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,055,000 $66,000 $1,055,000 $66,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $12,050 $12,050 $0 $0 $0 $0 $0 $1,283,050 $1,283,050 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $0 $0 $0 $3,500 $3,500 Total Operating Impacts $0 $0 $0 $0 $0 $3,500 $3,500 218 FY 2013 Program Budget Capital Projects Drainage New River Mitigation Site Project Number: PW00180 Council District: Mesquite Project Location: New River at Jomax Rd This will be for the purchase of land for replacement of habitat expected to be disturbed when erosion control and channelization Description: 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 pickup 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 Category Funding Source Carryover / Base Land Construction Outside Sources Outside Sources Carryover Carryover $55,876 $99,790 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $55,876 $99,790 Total Budget $155,666 $0 $0 $0 $0 $0 $155,666 Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $400 $400 $400 $400 $400 $2,000 $4,000 Total Operating Impacts $400 $400 $400 $400 $400 $2,000 $4,000 219 FY 2013 Program Budget Capital Projects Drainage Pinnacle Peak Channel; 87th Av to Agua Fria Project Number: EN00134 Council District: Mesquite Project Location: Pinnacle Peak Rd from 87th Av to Agua Fria This project is for the design, right of way, utility relocation, extensions and burying overhead lines as determined, construction, Description: 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 Category Funding Source Carryover / Base Land Construction GO Bonds 2010 GO Bonds 2010 Carryover Carryover Study Proposed GO Bonds Design Construction Proposed GO Bonds Proposed GO Bonds Chargebacks Arts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $100,000 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $30,000 Base $0 $0 $0 $0 $0 $32,021 $32,021 Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $96,064 $829,999 $96,064 $829,999 Proposed GO Bonds Base $0 $0 $0 $0 $0 $97,300 $97,300 Proposed GO Bonds Base $0 $0 $0 $0 $0 $9,261 $9,261 $130,000 $0 $0 $0 $0 $1,064,645 $1,194,645 Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $17,000 $17,000 $17,000 $17,000 $17,000 $106,222 $191,222 Total Operating Impacts $17,000 $17,000 $17,000 $17,000 $17,000 $106,222 $191,222 220 FY 2013 Program Budget Capital Projects Drainage Union Hills Drainage Channel Project Number: EN00137 Council District: Mesquite Project Location: Union Hills Dr from 107th Av to 111th Av This project provides for the study, pre-design services, design, utility coordination, utility relocation, extension and burying Description: overhead facilities as determined, materials testing, construction and construction administration for a storm drainage system project to capture the drainage from two determined storm water outfalls; 1) Beardsley Channel outfall and 2) 107th Av & Union Hills area/Union Hills Channel outfall. The improvements will consist of storm water basins, channel improvements, box culverts, storm drains, laterals and catch basins which are an extension of the overall drainage system. This project will likely include processing of utility agreements (APS, Cox Qwest, SRP, SWG, EPNG, etc.) for design and construction, and development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base Study GO Bonds 2010 Carryover $80,000 $0 $0 $0 $0 $0 $80,000 Design GO Bonds 2010 Base $170,000 $0 $0 $0 $0 $0 $170,000 Construction Chargebacks Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $1,855,913 $50,400 $0 $0 $1,855,913 $50,400 Arts Proposed GO Bonds $0 $0 $0 $0 $18,559 $0 $18,559 $250,000 $0 $0 $0 $1,924,872 $0 $2,174,872 Base Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $1,200,000 $1,200,000 Total Operating Impacts $0 $0 $0 $0 $0 $1,200,000 $1,200,000 Westbrook Village Ct Verdict Drainage Improvements Project Number: EN00003 Council District: Ironwood Project Location: Westbrook Village: Beardsley Rd, 83rd Av to 91st Av This project is to provide for the construction and construction administration to restore landscaping in the drainage basins Description: removed during construction of the storm drain improvements. Budget by Fiscal Year Category Funding Source Construction GO Bonds 2010 Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Total Budget $30,000 $0 $0 $0 $0 $0 $30,000 221 FY 2013 Program Budget Capital Projects Economic Development Economic development is one of the City Council’s six policy goals. Economic development pro‐ jects in the capital plan are meant to further the Economic Development Department’s 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.” Key priorities include creating employment corridors and jobs, securing direct investment in the city, attracting institutions of higher educa‐ tion and health care campuses, and building community in Old Town and the entertainment dis‐ trict. Economic development projects are supported by the general fund, general obligation bonds, and county transportation sales tax reimbursements. FY 2013 projects include a business incubator for bio‐medical start‐ups, façade improvements to privately owned businesses in Old Town, strategic land assembly to expedite redevelopment, and design concepts for identify creation, way‐finding signage, and pedestrian connectivity improvements in the Entertainment District. Capital Improvement Program Economic Development ‐ $14,961,046 $9,000,000 $8,261,046 $8,000,000 $7,000,000 $6,030,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $670,000 $0 FY2013 FY2014 FY2015 222 $0 $0 $0 FY2016 FY2017 FY18‐22 FY 2013 Program Budget Capital Projects Economic Development Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 $895,046 $0 $0 $0 $0 $0 $895,046 4250 - Proposed GO Bonds $2,980,000 $0 $0 $0 $0 $0 $2,980,000 4550 - County Transportation Tax $4,386,000 $0 $0 $0 $0 $0 $4,386,000 7002 - Streets Dev Zone 2 $0 $0 $2,000,000 $0 $0 $0 $2,000,000 7010 - Transportation Sales Tax $0 $670,000 $4,030,000 $0 $0 $0 $4,700,000 Total - Economic Development $8,261,046 $670,000 $6,030,000 $0 $0 $0 $14,961,046 1000 - General 223 Total FY 2013 Program Budget Capital Projects Economic Development BioScience Incubator Project Number: ED00010 Council District: Ironwood Project Location: Plaza Del Rio AsDescription: part of the adopted EDIS, this project implements the Business Incubator Initiative. The purpose of the incubator is to provide space and services that bio-medical start-up businesses need, including financial support, equipment and supplies, and administrative support, to encourage start-up companies to locate and grow in Peoria. This project will be City-led and funded through a non-profit partner to manage the medical device/bioscience incubator. The budget will reflect a 5-year CIP commitment to the incubation of start-up medical device companies indicating the upfront costs and the decreasing City commitment as the incubator becomes self-sufficient. Current funding for the council approved Bioscience incubator ends in FY2014. Additional funding will be needed in FY2015. Budget by Fiscal Year Category Funding Source Construction County Transportation T Carryover / Base FY 2013 Carryover $1,800,000 $0 $0 $0 $0 $0 $1,800,000 Total Budget $1,800,000 $0 $0 $0 $0 $0 $1,800,000 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Economic Development Opportunity Fund Project Number: ED00007 Council District: Various Project Location: Various The purpose of this fund is to enable Economic Development Services (EDS) to pursue the stated initiatives in the Economic Description: Development Implementation Strategy (EDIS). Funds from this account will be used to invest in development projects related to business attraction activities, university recruitment, health care recruitment, and the development of the city’s targeted investment zones. The primary uses of the fund will be to a) fill gaps in private development project financing that make the project improbable without public support to fill those financing gaps, and b) create opportunities for private development to occur. Budget by Fiscal Year Category Funding Source Construction County Transportation T Carryover / Base FY 2013 Carryover $2,586,000 $0 $0 $0 $0 $0 $2,586,000 Total Budget $2,586,000 $0 $0 $0 $0 $0 $2,586,000 FY 2014 224 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Economic Development Entertainment District Improvements Project Number: ED00002 Council District: Willow Project Location: 83rd Avenue South of Bell Road AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS), this project addresses the Entertainment District target area within the Investment Zones Initiatives and involves the revitalization of Peoria's Entertainment District consistent with the Peoria Sports Complex Area Urban Design Plan (adopted by council in July 2010). This project included Phase I (FY11) with the completion of a concept design package with Gensler including identity creation concepts, all way-finding signage designs and placements and pedestrian connectivity improvement concepts. The carryover from FY12 is to complete a design concept report in FY13. Budget by Fiscal Year Category Funding Source Study General Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $723,112 $0 $0 $0 $0 $0 $723,112 Total Budget $723,112 $0 $0 $0 $0 $0 $723,112 Land Assembly Opportunity Fund Project Number: ED00003 Council District: Various Project Location: Citywide AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS), this project addresses the University Recruitment, Healthcare and Strategic Land Assembly initiatives and is consistent with the Old Town Peoria Revitalization Plan. This EDIS initiative seeks to strategically obtain or facilitate control of critical business development parcels to provide sitecontrolled parcels for development in the following areas: the Loop 303 corridor, Old Town redevelopment, and key parcels along the Loop 101 frontage. 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 pre-established 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 2013 Carryover $2,980,000 $0 $0 $0 $0 $0 $2,980,000 Total Budget $2,980,000 $0 $0 $0 $0 $0 $2,980,000 FY 2014 225 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Economic Development Old Town Commercial Rehabilitation Project Number: ED00006 Council District: Acacia Project Location: Targeted areas in Old Town Peoria AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS), this project is intended to address initiatives related to both University Recruitment and the Old Town Investment Zones. This program involves the design and construction of building façade and parking area improvements to privately owned businesses within the Old Town Target Area. Improvements will be funded as a 100% City grant and will be protected through a 20-year easement to the City. A pivotal component of attracting a private college or university to the Old Town area (Peoria Place development) is by improving and enhancing the physical appearance of the overall area. Phase I (FY11) of the program included Pre-construction services for Wagoner I & II Plazas. Phase I will also complete the construction of those approved improvements for Wagoner I Plaza. Phase II of the program (FY12) will include the construction of the improvements for Wagoner II Plaza. If approved, Phase 3 and 4 targeted buildings would include those located along Washington Avenue and 83rd Avenue. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $171,934 $0 $0 $0 $0 $0 $171,934 Total Budget $171,934 $0 $0 $0 $0 $0 $171,934 Vistancia Commercial Core Backbone Infrastructure Project Number: ED00009 Council District: Mesquite Project Location: Northern Peoria - Vistancia Commercial Core The Council approved Economic Development Implementation Strategy (EDIS) has identified several investment zones for Description: targeted business attraction activities. One of them is the Vistancia Commercial Core in northern Peoria. This area – 500 acres of privately held land adjacent to the Vistancia master planned community -- has been designated a GPEC Mega site and was the host of a site selection tour in January 2012. Because the area offers pristine developable land with great transportation access and redundant fiber infrastructure, it is a primary target for business attraction of corporate campuses, health care, higher education, and advanced business services. The CIP project for this site is to build out El Mirage Road to Lone Mountain Parkway, with associated infrastructure, in order to create a backbone through the site that is directly accessible to the Loop 303. This project is funded with savings from the Lake Pleasant Parkway project; the budget likely will not be enough to build a complete project. Additional funds will be sought when this area is developed and the infrastructure is needed. Budget by Fiscal Year Carryover / Base Category Funding Source Design Transportation Sales Tax Base $0 $670,000 $0 $0 $0 $0 $670,000 Construction Transportation Sales Tax Base $0 $0 $4,030,000 $0 $0 $0 $4,030,000 Construction Streets Dev Zone 2 Base $0 $0 $2,000,000 $0 $0 $0 $2,000,000 $0 $670,000 $6,030,000 $0 $0 $0 $6,700,000 Total Budget Operating Impacts Total Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 18-22 Total $0 $0 $0 $200,000 $200,000 $1,000,000 $1,400,000 $0 $0 $0 $200,000 $200,000 $1,000,000 $1,400,000 226 FY 2015 FY 2016 FY 2017 FY 2013 Program Budget Capital Projects Operational Facilities Operational facilities are the “bricks and mortar” from which the City of Peoria provides services to its residents and businesses. Increasingly, operational facilities also include the technology in‐ frastructure and systems that facilitate service delivery in the information age. Projects include the construction of new facilities, as well as the maintenance, rehabilitation, renovation, and ex‐ pansion 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, and outside sources. Projects in the 10‐year program include an upgrade of the cityʹs asset management system, improvements to the Council Chambers, replacement of network infrastruc‐ ture at locations around the city, a transit park‐and‐ride lot and transit center, and renovations to the Council Chambers and the Main Library. Capital Improvement Program Operational Facilities Total ‐ $31,542,092 $14,000,000 $11,747,062 $12,000,000 $10,000,000 $8,190,387 $8,000,000 $6,728,765 $6,000,000 $4,000,000 $2,524,770 $1,603,476 $2,000,000 $747,632 $0 FY2013 FY2014 FY2015 227 FY2016 FY2017 FY18‐22 FY 2013 Program Budget Capital Projects Operational Facilities Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 1000 - General $865,699 $0 $0 $0 $0 $0 $865,699 1970 - Municipal Office Complex Rsv $377,540 $0 $0 $0 $0 $0 $377,540 2050 - Water $187,807 $0 $0 $0 $0 $0 $187,807 2161 - Water Expansion $144,569 $0 $0 $0 $0 $0 $144,569 2400 - Wastewater $163,619 $0 $0 $0 $0 $0 $163,619 $65,300 $0 $0 $0 $0 $0 $65,300 $1,336 $0 $0 $0 $0 $0 $1,336 $1,000,000 $551,900 $489,800 $0 $0 $0 $2,041,700 4210 - GO Bonds 2007 $24,400 $0 $0 $0 $0 $0 $24,400 4220 - GO Bonds 2009 $409,434 $0 $0 $0 $0 $0 $409,434 4232 - Proposed MDA Bonds $435,000 $0 $0 $0 $0 $0 $435,000 4240 - GO Bonds 2010 $218,124 $0 $0 $0 $0 $0 $218,124 4250 - Proposed GO Bonds $552,520 $0 $852,000 $0 $0 $0 $1,404,520 4550 - County Transportation Tax $515,309 $195,732 $1,031,805 $514,459 $971,575 $0 $3,228,880 4810 - Outside Sources $0 $0 $50,165 $1,089,017 $4,117,812 $3,914,402 $9,171,396 4970 - Proposed GO Bonds $0 $0 $101,000 $0 $3,101,000 $7,832,660 $11,034,660 $754,545 $0 $0 $0 $0 $0 $754,545 7001 - Streets Dev Zone 1 $54,177 $0 $0 $0 $0 $0 $54,177 7002 - Streets Dev Zone 2 $131,847 $0 $0 $0 $0 $0 $131,847 7010 - Transportation Sales Tax $696,707 $0 $0 $0 $0 $0 $696,707 7901 - Neighborhood Park Dev Zone 1 $51,250 $0 $0 $0 $0 $0 $51,250 7920 - River Corridors & Trails Dev $29,912 $0 $0 $0 $0 $0 $29,912 7930 - Law Enforcement Dev $42,343 $0 $0 $0 $0 $0 $42,343 $7,327 $0 $0 $0 $0 $0 $7,327 $6,728,765 $747,632 $2,524,770 $1,603,476 $8,190,387 $11,747,062 $31,542,092 2510 - Wastewater Expansion 2700 - Storm Water Drainage System 3400 - IT Reserve 7000 - Highway User 7935 - Fire & Emergency Svc Dev Total - Operational Facilities 228 Total FY 2013 Program Budget Capital Projects Operational Facilities Arts Distribution FY2013 Project Number: AT02013 Council District: N/A Project Location: Section 2-129 of the City Code requires that all "capital projects submitted for inclusion in the City's capital improvement Description: 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 Proposed GO Bonds Base $116,906 $0 $0 $0 $0 $0 Arts Municipal Office Compl Base $3,540 $0 $0 $0 $0 $0 $3,540 Arts Arts Water Water Expansion Base Base $43,803 $70,569 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $43,803 $70,569 Arts Wastewater Base $59,439 $0 $0 $0 $0 $0 $59,439 Arts Arts Wastewater Expansion Storm Water Drainage S Base Base $38,300 $1,336 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $38,300 $1,336 Arts GO Bonds 2007 Base $3,000 $0 $0 $0 $0 $0 $3,000 Arts GO Bonds 2009 Base $156,634 $0 $0 $0 $0 $0 $156,634 Arts Arts General GO Bonds 2010 Base Base $39,699 $47,888 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $39,699 $47,888 Arts Fire & Emergency Svc D Base $2,327 $0 $0 $0 $0 $0 $2,327 Arts Arts County Transportation T Highway User Base Base $215,397 $49,545 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $215,397 $49,545 Arts Streets Dev Zone 1 Base $17,565 $0 $0 $0 $0 $0 $17,565 Arts Streets Dev Zone 2 Base $44,847 $0 $0 $0 $0 $0 $44,847 Arts Arts Transportation Sales Tax Neighborhood Park Dev Base Base $191,575 $11,250 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $191,575 $11,250 Arts River Corridors & Trails Base $6,164 $0 $0 $0 $0 $0 $6,164 Arts Arts Law Enforcement Dev Proposed MDA Bonds Base Base $8,653 $295,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,653 $295,000 $1,423,437 $0 $0 $0 $0 $0 $1,423,437 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $116,906 Asphalt Replacement-MOC Project Number: PW01199 Council District: Pine Project Location: Municipal Operation Center This project provides for asphalt replacement at aprons and parking areas at the Municipal Operations Complex (MOC) to Description: support heavy equipment. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $250,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,500 $2,500 $0 $0 $0 $0 $0 $252,500 $252,500 Total Budget FY 2013 FY 2014 229 FY 2015 FY 2016 FY 2017 FY 18-22 Total $250,000 FY 2013 Program Budget Capital Projects Operational Facilities Asset Management System Upgrade Project Number: IT00004 Council District: Various Project Location: City Hall Campus This is to request funding for upgrading the city’s existing asset management/work order system (Hansen). Description: Budget by Fiscal Year Category Funding Source Equipment Proposed GO Bonds Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 Chargeback Distribution FY2013 Project Number: CB02013 Council District: N/A Project Location: Personnel costs associated with the design, acquisition of land, construction, and inspection of a capital project are charged back Description: 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 Proposed GO Bonds Base $160,614 $0 $0 $0 $0 $0 Chargebacks Municipal Office Compl Base $20,000 $0 $0 $0 $0 $0 $20,000 Chargebacks Chargebacks Water Water Expansion Base Base $144,004 $74,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $144,004 $74,000 Chargebacks Wastewater Base $104,180 $0 $0 $0 $0 $0 $104,180 Chargebacks Wastewater Expansion Base $27,000 $0 $0 $0 $0 $0 $27,000 Chargebacks Chargebacks GO Bonds 2007 GO Bonds 2009 Base Base $21,400 $252,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $21,400 $252,800 Chargebacks General Base $112,000 $0 $0 $0 $0 $0 $112,000 Chargebacks Chargebacks GO Bonds 2010 Fire & Emergency Svc D Base Base $120,236 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,236 $5,000 Chargebacks County Transportation T Base $299,912 $0 $0 $0 $0 $0 $299,912 Chargebacks Highway User Base $65,000 $0 $0 $0 $0 $0 $65,000 Chargebacks Chargebacks Streets Dev Zone 1 Streets Dev Zone 2 Base Base $36,612 $87,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $36,612 $87,000 Chargebacks Transportation Sales Tax Base $505,132 $0 $0 $0 $0 $0 $505,132 Chargebacks Chargebacks Neighborhood Park Dev River Corridors & Trails Base Base $40,000 $23,748 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $23,748 Chargebacks Law Enforcement Dev Base $33,690 $0 $0 $0 $0 $0 $33,690 Chargebacks Proposed MDA Bonds Base $140,000 $0 $0 $0 $0 $0 $140,000 $2,272,328 $0 $0 $0 $0 $0 $2,272,328 Total Budget FY 2013 FY 2014 230 FY 2015 FY 2016 FY 2017 FY 18-22 Total $160,614 FY 2013 Program Budget Capital Projects Operational Facilities City Parks Parking Lots - Asphalt Replacement Project Number: PW00995 Council District: Various Project Location: Various locations This project will repair asphalt and concrete deterioration, apply TRMSS rubber seal, and restripe city park parking lots Description: commensurate with the findings of a pavement maintenance assessment report completed by the Public works pavement management staff. This assement will be updated every other year to establish an ongoing three to six-year cycle of treatments for all parks. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $0 $100,000 $0 $100,000 $250,000 $450,000 Construction Proposed GO Bonds Base $75,000 $0 $0 $0 $0 $0 $75,000 Arts Proposed GO Bonds Base $0 $0 $1,000 $0 $1,000 $2,500 $4,500 $75,000 $0 $101,000 $0 $101,000 $252,500 $529,500 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Citywide Security Enhancements Project Number: PW00506 Council District: Various Project Location: Citywide This project addresses security issues that are recommended by the Citywide Security Committee. One of the issues which has Description: been identified by the Committee includes maintenance and/or replacement of existing cameras and support equipment which are at the end of their useful life. The useful life of these cameras is five years. Therefore this project will allow for all cameras to be replaced every five years. FY13 will be the first year of the cycle. Our current security camera inventory consists of 382 cameras. These cameras are located at Municipal Office Complex buildings, Public Safety facilities and Utility Water and Wastewater Treatment plants. In FY2013 we are allocating $102,000 for 68 cameras, $10,000 for supporting equipment and $7,000 for 3rd floor stairwell badge access. In FY2014 - 44 cameras are slated for replacement/maintenance, 60 in FY2015, 74 in FY2016 and 107 in FY2017. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $119,000 $0 $0 $0 $0 $0 $119,000 $119,000 $0 $0 $0 $0 $0 $119,000 231 FY 2013 Program Budget Capital Projects Operational Facilities Community Works Program Project Number: COP0001 Council District: Various Project Location: Citywide The City of Peoria Community Works Program provides an annual budget for projects that have a local benefit or that may arise Description: during the fiscal year and are not identified in the city's annual capital improvement program (CIP). Below is a list of projects planned for FY 2013: - Murphy Park Little League Fence ($15,000) - Right Tree Right Place ($75,000) - Murphy Park Repairs - Flood Irrigation, Restroom ($18,500) - Old Town Signage ($6,000) - Sunnyslope Park Basketball Court Resurfacing ($10,000) - Alta Vista Park and Windrose Park Tennis Court Resurfacings ($44,000) - Happy Valley Rd Wall Painting @ 91st Av ($50,000) - New River Trail Underpass Lighing @ Deer Valley Rd, Grand Av, Peoria Av, and 75th Av ($162,400) - Sunrise Park Swings ($20,000) - Varney Park Playground Replacement ($75,000) - Wacker Park Shad Canopy ($24,100) - Quick Response Projects ($150,000) - Neighborhood Traffic Management Program ($50,000) - Privacy Wall Improvements ($100,000) - Cholla St Wall Modifications - 81st Av to 82nd Av ($25,000) - Rose Garden Ln Sidewalk - 104th Av to 107th Av ($30,000) - Peoria Av Sidewalk - New River Bridge to 99th Av ($10,000) - Butler Dr Chain Link Fence - Suncliff to 111th Av ($22,000) - Plant Salvage Nursery ($5,000) - City of Peoria Entry Monuments ($108,000) Budget by Fiscal Year Carryover / Base Funding Source Construction Highway User Carryover $140,000 $0 $0 $0 $0 $0 $140,000 Construction Construction General Highway User Carryover Base $95,000 $500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $95,000 $500,000 Construction General $500,000 $0 $0 $0 $0 $0 $500,000 $1,235,000 $0 $0 $0 $0 $0 $1,235,000 Base Total Budget FY 2013 FY 2014 232 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total FY 2013 Program Budget Capital Projects Operational Facilities Council Chambers ADA Enhancements Project Number: PW10300 Council District: Acacia Project Location: Municipal Office Complex This project provides Americans with Disabilities Act (ADA) enhancements to the City of Peoria Council Chambers. The Description: 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. A second phase of the project will include modifications to the staff and podium portions of the existing dais in support of conducting Council study sessions. A redesign of any portion of the staff dais and/or speaking podium necessitates an upgrate of the dais and control room audio visual control system that was installed in 1991. Other technology improvements include the addition of LCD monitors within the Chambers to enhance visibility of multi-media presentations. Budget by Fiscal Year Category Funding Source Construction Municipal Office Compl Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $354,000 $0 $0 $0 $0 $0 $354,000 Total Budget $354,000 $0 $0 $0 $0 $0 $354,000 Network Infrastructure Replacement - Butler WRF Project Number: IT00013 Council District: Acacia Project Location: Butler Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure in the Butler Treatment Facility will require replacement in FY15 and FY20. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $93,800 $0 $0 $0 $93,800 $0 $0 $93,800 $0 $0 $0 $93,800 233 FY 2013 Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement - Beardsley WRF Project Number: IT00011 Council District: Mesquite Project Location: Beardsley Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure in the Beardsley Treatment Facility will require replacement in FY14 and FY19. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $80,400 $0 $0 $0 $0 $80,400 $0 $80,400 $0 $0 $0 $0 $80,400 Network Infrastructure Replacement - Comm Theater Project Number: IT00030 Council District: Acacia Project Location: Community Theater Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Network infrastructure equipment at the Community Theater will require replacement in FY15 and FY20. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $10,000 $0 $0 $0 $10,000 $0 $0 $10,000 $0 $0 $0 $10,000 234 FY 2013 Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement - DCSB Project Number: IT00015 Council District: Acacia Project Location: DCSB Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure in the Development and Community Services Building (DCSB) will require replacement in FY15 and FY20. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $240,000 $0 $0 $0 $240,000 $0 $0 $240,000 $0 $0 $0 $240,000 Network Infrastructure Replacement - Fire Stations Project Number: IT00009 Council District: Various Project Location: Fire Stations Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure in the fire stations will require replacement in FY14 and FY19. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $140,700 $0 $0 $0 $0 $140,700 $0 $140,700 $0 $0 $0 $0 $140,700 235 FY 2013 Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement - Greenway WTF Project Number: IT00010 Council District: Willow Project Location: Greenway Water Treatment Plant Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure in the Greenway Water Treatment Plant will require replacement in FY14 and FY19. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2013 Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $93,800 $0 $0 $0 $0 $93,800 $0 $93,800 $0 $0 $0 $0 $93,800 Network Infrastructure Replacement - Jomax WTF Project Number: IT00012 Council District: Mesquite Project Location: Jomax Water Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure in the Jomax Water Treatment Facility will require replacement in FY14 and FY19. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $67,000 $0 $0 $0 $0 $67,000 $0 $67,000 $0 $0 $0 $0 $67,000 236 FY 2013 Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement - Lib & Council Project Number: IT00022 Council District: Acacia Project Location: Main Library & Council Chambers Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure equipment at the Main Library and Council Chambers will require replacement in FY14 and FY19. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $60,000 $0 $0 $0 $0 $60,000 $0 $60,000 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement - MOC Project Number: IT00014 Council District: Acacia Project Location: MOC Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure in the Municipal Operations Center (MOC) will require replacement in FY15 and FY20. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $96,000 $0 $0 $0 $96,000 $0 $0 $96,000 $0 $0 $0 $96,000 237 FY 2013 Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement - Rio Vista Project Number: IT00023 Council District: Ironwood Project Location: Rio Vista Rec Center & Park Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure equipment at Rio Vista Recreation Center and Park will require replacement in FY14 and FY19. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $60,000 $0 $0 $0 $0 $60,000 $0 $60,000 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement - Security Project Number: IT00021 Council District: Acacia Project Location: Technology Center Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Security network infrastructure, including firewalls, network monitoring, and network authentication throughout the City will require replacement in FY13 and FY18. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 238 FY 2013 Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement - Tech Center Project Number: IT00008 Council District: Acacia Project Location: Technology Center Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Core infrastructure in the Technology Center Data Center will require replacement in FY13 and FY18. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $750,000 $0 $0 $0 $0 $0 $750,000 $750,000 $0 $0 $0 $0 $0 $750,000 Network Infrastructure Replacement-Pinnacle Peak Project Number: IT00028 Council District: Mesquite Project Location: Pinnacle Peak Public Safety Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Network infrastructure equipment at Pinnacle Peak Public Safety Facility will require replacement in FY14 and FY19. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $50,000 $0 $0 $0 $0 $50,000 $0 $50,000 $0 $0 $0 $0 $50,000 239 FY 2013 Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement-Sunrise Library Project Number: IT00025 Council District: Mesquite Project Location: Sunrise Library Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: 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. Infrastructure equipment at Sunrise Mountain Library will require replacement in FY15 and FY20. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $50,000 $0 $0 $0 $50,000 $0 $0 $50,000 $0 $0 $0 $50,000 Peoria Transit Center Project Number: PW00325 Council District: Acacia Project Location: TBD The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a transit center located in Description: Peoria. Budget by Fiscal Year Category Funding Source Carryover / Base Study Outside Sources Base $0 $0 $50,165 $0 $0 $0 $50,165 Land Outside Sources Base $0 $0 $0 $782,876 $0 $0 $782,876 Design Outside Sources Base $0 $0 $0 $156,575 $0 $0 $156,575 Construction Chargebacks Outside Sources Outside Sources Base Base $0 $0 $0 $0 $0 $0 $0 $20,000 $1,559,505 $43,225 $0 $0 $1,559,505 $63,225 $0 $0 $50,165 $959,451 $1,602,730 $0 $2,612,346 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $625,000 $625,000 Total Operating Impacts $0 $0 $0 $0 $0 $625,000 $625,000 240 FY 2013 Program Budget Capital Projects Operational Facilities PSAB Security Enhancements Project Number: PD00018 Council District: Acacia Project Location: 83rd Avenue and Cinnabar/PSAB Building The lobby of the Public Safety Administration Building needs to have substantial modifications to enhance the security of the Description: 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. Budget by Fiscal Year Category Funding Source Carryover / Base Study GO Bonds 2010 Base $50,000 $0 $0 $0 $0 $0 Equipment Proposed GO Bonds Base $0 $0 $30,000 $0 $0 $0 $30,000 Design Construction Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 $152,000 $670,000 $0 $0 $0 $0 $0 $0 $152,000 $670,000 $50,000 $0 $852,000 $0 $0 $0 $902,000 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $50,000 Radio Infrastructure Replacements - RWC Upgrades Project Number: IT00024 Council District: Various Project Location: Citywide The Regional Wireless Consortium (RWC) will be upgrading and replacing equipment and software to remain in compliance Description: with FCC narrow banding requirements and to maintain system uptime and capacity requirements for the City's radio system. Peoria is required to fund its portion of these upgrades per the IGA that is in effect with the RWC. Budget by Fiscal Year Category Funding Source Equipment County Transportation T Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $195,732 $1,031,805 $514,459 $971,575 $0 $2,713,571 $0 $195,732 $1,031,805 $514,459 $971,575 $0 $2,713,571 Radio Subscriber Replacements Project Number: IT00018 Council District: Various Project Location: Citywide The Regional Wireless Consortium (RWC) will be upgrading equipment to remain in compliance with FCC narrow banding Description: requirements and the City's subscriber radio units deployed citywide will require replacement in order to continue operation on the RWC network. Budget by Fiscal Year Category Funding Source Equipment Proposed GO Bonds Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $0 $0 $3,000,000 $0 $3,000,000 $0 $0 $0 $0 $3,000,000 $0 $3,000,000 241 FY 2013 Program Budget Capital Projects Operational Facilities Renovate Council Chambers Project Number: PW00510 Council District: Acacia Project Location: Municipal Office Complex The purpose of this project is to renovate and replace building systems in the City of Peoria Council Chambers. After 20+ years Description: of continuous use improvements are anticipated to include: interior systems refurbish/replacement; exterior painting; mechanical system refurbish/replacement; lighting system upgrades for energy efficiency; and fire alarm system upgrades. This project does not include Channel 11 broadcast provisions, major audio visual equipment, or building re-roofing. Execution of the project may be combined with the renovation of the Main Library for greatest efficiency. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $0 $0 $0 Chargebacks Arts Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 18-22 Total $0 $1,280,000 $1,280,000 $0 $0 $53,820 $12,800 $53,820 $12,800 $0 $1,346,620 $1,346,620 FY 2017 Renovate Main Library Project Number: PW00509 Council District: Acacia Project Location: Municipal Office Complex The purpose of this project is to renovate and replace building systems in the City of Peoria Main Library. After 20+ years of Description: continuous use improvements are anticipated to include: interior systems refurbish/replacement; exterior painting; mechanical system refurbish/replacement; lighting system upgrades for energy efficiency; and fire alarm system upgrades. This project does not include library computer or server upgrades, replacement or expansion of existing library collections and shelving systems, major audio visual equipment, or building re-roofing. Execution of the project may be combined with the renovation of the Council Chambers for greatest efficiency. Budget by Fiscal Year Category Funding Source Construction Chargebacks Proposed GO Bonds Proposed GO Bonds Arts Proposed GO Bonds Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $5,850,000 $72,540 $5,850,000 $72,540 Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Base $0 $0 $0 $0 $0 $58,500 $58,500 $0 $0 $0 $0 $0 $5,981,040 $5,981,040 Total Budget 242 FY 2013 Program Budget Capital Projects Operational Facilities Transit Park and Ride Lot Project Number: PW00335 Council District: Acacia Project Location: TBD The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a Park & Ride lot located in Description: Peoria. Under this plan, the City of Peoria is responsible for the siting study. The Transit Park and Ride lot is envisioned as a 4acre, 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 Category Funding Source Carryover / Base Study Outside Sources Base $0 $0 $0 $129,566 $0 $0 $129,566 Land Outside Sources Base $0 $0 $0 $0 $2,138,675 $0 $2,138,675 Design Construction Outside Sources Outside Sources Base Base $0 $0 $0 $0 $0 $0 $0 $0 $376,407 $0 $0 $3,914,402 $376,407 $3,914,402 $0 $0 $0 $129,566 $2,515,082 $3,914,402 $6,559,050 FY 2017 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $0 $0 $0 $600,000 $600,000 Total Operating Impacts $0 $0 $0 $0 $0 $600,000 $600,000 243 FY 2013 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 pro‐ jects, are an important component of the Capital Improvement Program. Rio Vista Community 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 accommodates walkers, joggers, strollers, bicyclists, roller bladers, and equestrians. Funding for parks, libraries, open space, and trails projects is primarily from general obligation bonds and development impact fees. The city is undertaking a number of large projects in this category, evidenced by a substantial FY 2013 budget. These projects are in various stages of com‐ pletion and include renovations to the team clubhouses and stadium at the Peoria Sports Com‐ plex, development of a new community park in southern Peoria, renovation and expansion of the Community Center, and a new neighborhood park in the Camino a Lago subdivision. Capital Improvement Program Parks Total ‐ $92,906,359 $70,000,000 $64,574,050 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,760,971 $20,000,000 $10,000,000 $5,803,228 $1,768,110 $0 FY2013 FY2014 FY2015 244 $0 $0 FY2016 FY2017 FY18‐22 FY 2013 Program Budget Capital Projects Parks - Community Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 $450,000 $0 $0 $0 $0 $0 $450,000 $8,980,514 $0 $0 $0 $0 $0 $8,980,514 4550 - County Transportation Tax $12,185,400 $0 $0 $0 $0 $0 $12,185,400 Total - Parks - Community $21,615,914 $0 $0 $0 $0 $0 $21,615,914 4240 - GO Bonds 2010 4250 - Proposed GO Bonds 245 Total FY 2013 Program Budget Capital Projects Parks - Neighborhood Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 $100,000 $0 $0 $0 $0 $0 $100,000 $0 $477,101 $1,340,692 $0 $0 $5,227,617 $7,045,410 7901 - Neighborhood Park Dev Zone 1 $1,473,500 $0 $0 $0 $0 $1,797,020 $3,270,520 7904 - Neighborhood Park Dev Zone 2 $0 $0 $0 $0 $0 $3,477,840 $3,477,840 7905 - Neighborhood Park Dev Zone 3 $0 $0 $0 $0 $0 $3,402,840 $3,402,840 $1,573,500 $477,101 $1,340,692 $0 $0 $13,905,317 $17,296,610 4240 - GO Bonds 2010 4970 - Proposed GO Bonds Total - Parks - Neighborhood 246 Total FY 2013 Program Budget Capital Projects Parks - Other Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 1000 - General $3,633,852 $0 $0 $0 $0 $0 $3,633,852 2001 - Sports Complex Capital Reserve $400,000 $0 $0 $0 $0 $0 $400,000 ################################### $900,000 $0 $0 $0 $0 $0 $900,000 $29,500,000 $5,190,000 $0 $0 $0 $0 $34,690,000 $20,000 $0 $0 $0 $0 $0 $20,000 4250 - Proposed GO Bonds $850,000 $0 $0 $0 $0 $0 $850,000 4810 - Outside Sources $200,000 $0 $0 $0 $0 $6,000,000 $6,200,000 7901 - Neighborhood Park Dev Zone 1 $25,200 $0 $0 $0 $0 $25,200 $50,400 7904 - Neighborhood Park Dev Zone 2 $25,200 $0 $0 $0 $0 $25,200 $50,400 7905 - Neighborhood Park Dev Zone 3 $25,200 $0 $0 $0 $0 $25,200 $50,400 7915 - Open Space Dev $52,200 $0 $0 $0 $0 $52,200 $104,400 7920 - River Corridors & Trails Dev $52,200 $0 $0 $0 $0 $52,200 $104,400 $35,683,852 $5,190,000 $0 $0 $0 $6,180,000 $47,053,852 4232 - Proposed MDA Bonds 4240 - GO Bonds 2010 Total - Parks - Other 247 Total FY 2013 Program Budget Capital Projects Parks - Trails & Open Space Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 4210 - GO Bonds 2007 $300,000 $0 $0 $0 $0 $0 $300,000 4240 - GO Bonds 2010 $2,023,732 $0 $0 $0 $0 $0 $2,023,732 4250 - Proposed GO Bonds $1,126,467 $0 $0 $0 $0 $0 $1,126,467 4970 - Proposed GO Bonds $0 $136,127 $427,418 $0 $0 $675,654 $1,239,199 $1,634,166 $0 $0 $0 $0 $0 $1,634,166 7920 - River Corridors & Trails Dev $616,419 $0 $0 $0 $0 $0 $616,419 Total - Parks - Trails & Open Space $5,700,784 $136,127 $427,418 $0 $0 $675,654 $6,939,983 7915 - Open Space Dev 248 Total FY 2013 Program Budget Capital Projects Parks - Community Pioneer Community Park Project Number: CS00034 Council District: Acacia Project Location: 83rd Ave and Olive Ave This project involves the design and development of the city's second Community Park located at the southeast corner of 83rd Description: 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, dog park, picnic areas, splash park area, playgrounds, and community/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 FY 2013 County Transportation T Carryover $12,185,400 $0 $0 $0 $0 $0 $12,185,400 Proposed GO Bonds GO Bonds 2010 Carryover Carryover $6,480,514 $450,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,480,514 $450,000 $2,500,000 $0 $0 $0 $0 $0 $2,500,000 $21,615,914 $0 $0 $0 $0 $0 $21,615,914 Category Funding Source Construction Construction Construction Construction Proposed GO Bonds Base Total Budget Operating Impacts FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Personal OPS $0 $446,871 $446,871 $446,871 $446,871 $2,234,355 $4,021,839 Non-Pers OPS $0 $462,334 $462,334 $462,334 $462,334 $2,311,670 $4,161,006 Total Operating Impacts $0 $446,871 $446,871 $446,871 $446,871 $2,234,355 $8,182,845 249 FY 2013 Program Budget Capital Projects Parks - Neighborhood 99th & Olive Avenue Park Project Number: CS00151 Council District: Pine Project Location: 99th and Olive This is a request for a neighborhood park at 99th and Olive. The site is approximately 19 acres and will include typical Description: neighborhood park amenities such as restroom, landscaping, play equipment, picnic shelters and hard surface courts. Budget by Fiscal Year Carryover / Base FY 2013 Funding Source Land Design Neighborhood Park Dev Neighborhood Park Dev Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction Neighborhood Park Dev Base $0 $0 $0 $0 $0 $590,818 $590,818 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $5,146,682 $5,146,682 Chargebacks Chargebacks Neighborhood Park Dev Proposed GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $48,294 $29,468 $48,294 $29,468 Arts Neighborhood Park Dev Base $0 $0 $0 $0 $0 $7,908 $7,908 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $51,467 $51,467 $0 $0 $0 $0 $0 $7,024,637 $7,024,637 FY 18-22 Total Total Budget Operating Impacts FY 2013 Personal OPS Non-Pers OPS $0 $0 FY 2014 FY 2014 $0 $0 FY 2015 FY 2016 FY 2017 Category FY 2015 FY 2016 $0 $0 $0 $0 FY 2017 FY 18-22 $950,000 $200,000 $0 $0 $96,000 $63,200 Total $950,000 $200,000 $96,000 $63,200 Capital OPS $0 $0 $0 $0 $0 $36,500 $36,500 Total Operating Impacts $0 $0 $0 $0 $0 $96,000 $195,700 99th Ave and Olive Trailhead Project Number: CS00088 Council District: Pine Project Location: 99th Avenue and Olive Avenue Formerly known as 99th Avenue and Olive Neighborhood Park, this project is to construct an access point to the New River Trail Description: 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. This project is compatible with the trail extension from Northern to Olive and site remediation will be required. Budget by Fiscal Year Carryover / Base Funding Source Design Construction Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $323,750 $100,000 $0 $1,295,000 $0 $0 $0 $0 $0 $0 $323,750 $1,395,000 Chargebacks Proposed GO Bonds Base $0 $49,113 $32,742 $0 $0 $0 $81,855 Arts Proposed GO Bonds Base $0 $4,238 $12,950 $0 $0 $0 $17,188 $0 $477,101 $1,340,692 $0 $0 $0 $1,817,793 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $0 $15,000 $15,000 $75,000 $105,000 Total Operating Impacts $0 $0 $0 $15,000 $15,000 $75,000 $105,000 250 FY 2013 Program Budget Capital Projects Parks - Neighborhood Aloravita Neighborhood Park Project Number: CS00130 Council District: Mesquite Project Location: Patriot American - Northern Peoria This project is 11 acres and includes design and construction of a typical neighborhood park as development of this area occurs. Description: Budget by Fiscal Year Carryover / Base Category Funding Source Land Neighborhood Park Dev Base $0 $0 $0 $0 $0 $825,000 $825,000 Design Construction Neighborhood Park Dev Neighborhood Park Dev Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $2,337,425 $200,000 $2,337,425 Chargebacks Neighborhood Park Dev Base $0 $0 $0 $0 $0 $90,041 $90,041 Arts Neighborhood Park Dev Base $0 $0 $0 $0 $0 $25,374 $25,374 $0 $0 $0 $0 $0 $3,477,840 $3,477,840 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Camino a Lago Park Project Number: CS00054 Council District: Mesquite Project Location: 98th Ave & Lake Pleasant Parkway This project is for the basic park development (6.1 acres) in the Camino a Lago area, located directly north of the Sunrise Description: Mountain Branch Library. The park and library share the same parking lot and approximately one acre of grass area has been developed to date. This funding request is to complete the neighborhood park improvements once the master plan for the park is developed with neighborhood input. Planned improvements may include infrastructure and amenities such as utilities, restroom, landscaping, play equipment, picnic shelters, and turf areas. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Construction Neighborhood Park Dev Neighborhood Park Dev Carryover Carryover Equipment Neighborhood Park Dev Construction Neighborhood Park Dev FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $26,500 $950,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Base $22,000 $0 $0 $0 $0 $0 $22,000 Base $175,000 $0 $0 $0 $0 $0 $175,000 $1,173,500 $0 $0 $0 $0 $0 $1,173,500 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 $26,500 $950,000 Total Personal OPS Non-Pers OPS $0 $0 $33,500 $15,000 $33,500 $15,000 $33,500 $15,000 $33,500 $15,000 $167,500 $75,000 $301,500 $135,000 Total Operating Impacts $0 $33,500 $33,500 $33,500 $33,500 $167,500 $436,500 251 FY 2013 Program Budget Capital Projects Parks - Neighborhood Scotland Yard Neighborhood Park (93rd Av & Cholla) Project Number: CS00123 Council District: Palo Verde Project Location: 93rd Avenue and Cholla Standard neighborhood park improvements include: playgrounds, picnic areas, walking paths, irrigated turf, landscaping, offDescription: street parking and miscellaneous improvements. The city intends to build this park with many new environmental technologies. Budget by Fiscal Year Category Funding Source Construction Construction Neighborhood Park Dev GO Bonds 2010 Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover Carryover $300,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $300,000 $100,000 Total Budget $400,000 $0 $0 $0 $0 $0 $400,000 Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $10,500 $10,500 $10,500 $10,500 $10,500 $52,500 $105,000 Total Operating Impacts $10,500 $10,500 $10,500 $10,500 $10,500 $52,500 $105,000 Vistancia Park #3 (White Peak) Project Number: CS00135 Council District: Mesquite Project Location: North Vistancia This park will be the third neighborhood park in the Vistancia development. This park will consist of 10 acres including standard Description: amenities such as minimal turf, playground, ramadas, a restroom, and a trailhead for mountain trail access. Budget by Fiscal Year Carryover / Base Funding Source Land Design Neighborhood Park Dev Neighborhood Park Dev Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $750,000 $200,000 $750,000 $200,000 Construction Neighborhood Park Dev Base $0 $0 $0 $0 $0 $2,337,425 $2,337,425 Chargebacks Arts Neighborhood Park Dev Neighborhood Park Dev Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $90,041 $25,374 $90,041 $25,374 $0 $0 $0 $0 $0 $3,402,840 $3,402,840 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 Total Personal OPS $0 $0 $0 $0 $0 $30,000 $30,000 Non-Pers OPS $0 $0 $0 $0 $0 $12,000 $12,000 Capital OPS $0 $0 $0 $0 $0 $29,000 $29,000 Total Operating Impacts $0 $0 $0 $0 $0 $30,000 $71,000 252 FY 2013 Program Budget Capital Projects Parks - Other Centennial Plaza Project Number: CS00134 Council District: Acacia Project Location: Municipal Office Complex This project involves the development of land between the Public Safety Administration Building and the Development and Description: Community Services Building on the Municipal Office Campus to commemorate Arizona's 100th anniversary. It is consistent with the 2003 DFDG Municipal Center Master Plan. The project includes enhanced wayfinding for the municipal campus, as well as the conversion of the municipal campus and Roundtree Ranch Park to reclaimed water from the Butler Reclamation facility. A storm water retention basin also will be part of the project improvements. Budget by Fiscal Year Carryover / Base Category Funding Source Other General Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Construction Construction GO Bonds 2010 General Carryover Carryover $20,000 $40,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $40,000 Total Budget $90,000 $0 $0 $0 $0 $0 $90,000 Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $15,000 $15,000 $15,000 $15,000 $15,000 $60,000 $135,000 Total Operating Impacts $15,000 $15,000 $15,000 $15,000 $15,000 $60,000 $135,000 Community Center Building Addition Project Number: CS00070 Council District: Acacia Project Location: 83rd Ave & Washington This major renovation and expansion project entails the addition of 12,000 square feet of program space to the existing 14,000 Description: square foot Community Center in Old town Peoria. The project will re-use portions of the existing building structure as part of its overall pursuit of the USGBC's LEED Silver certification. Construction commenced in October 2011 and will occur in two distinct phases, allowing for continuous building operations during construction. Building equipment and furnishings will be replaced through purchases by the Community Action program (C.A.P.), re-use of existing Peoria inventory, and through new City of Peoria procurements. The project will also remedy a non-compliant sewer connection at the adjacent historic school buildings discovered during the first phase of construction. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment General Carryover $175,000 $0 $0 $0 $0 $0 $175,000 Construction Construction Proposed GO Bonds General Carryover Carryover $600,000 $3,189,852 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $600,000 $3,189,852 Construction Proposed GO Bonds $250,000 $0 $0 $0 $0 $0 $250,000 $4,214,852 $0 $0 $0 $0 $0 $4,214,852 Base Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $59,550 $59,550 $59,550 $59,550 $59,550 $297,750 $595,500 Total Operating Impacts $59,550 $59,550 $59,550 $59,550 $59,550 $297,750 $595,500 253 FY 2013 Program Budget Capital Projects Parks - Other Peoria Parks, Trails, and Open Space Master Plan Project Number: CS00067 Council District: Citywide Project Location: Citywide This project is for an update to the comprehensive Parks, Trail and Open Space Master Plan (PROST) to guide and assist with Description: development and prioritization, especially in the Northern portion of the City. The project will include a thorough inventory analysis, benchmarking study, community input surveys, public meeting and comments to help direct the future program and development of Parks, Recreation, Open Spaces, and Trails. Budget by Fiscal Year Carryover / Base Funding Source Study River Corridors & Trails Base $52,200 $0 $0 $0 $0 $52,200 $104,400 Study Open Space Dev Base $52,200 $0 $0 $0 $0 $52,200 $104,400 Study Study Neighborhood Park Dev Neighborhood Park Dev Base Base $25,200 $25,200 $0 $0 $0 $0 $0 $0 $0 $0 $25,200 $25,200 $50,400 $50,400 Study Neighborhood Park Dev $25,200 $0 $0 $0 $0 $25,200 $50,400 $180,000 $0 $0 $0 $0 $180,000 $360,000 Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total Sports Complex Improvements Project Number: CS00022 Council District: Willow Project Location: Sports Complex This project is for improvements to the Peoria Sports Complex per the terms of new lease agreement with the San Diego Padres Description: and Seattle Mariners. Planned improvements include renovations to the two clubhouses and to the stadium itself. The City of Peoria is financing most of the improvements, but expects to be partially reimbursed by the Arizona Sports and Tourism Authority (AZSTA) at a later date. Budget by Fiscal Year Carryover / Base Funding Source Overnight Tr General Carryover $14,000 $0 $0 $0 $0 $0 $14,000 Construction Construction Proposed MDA Bonds General Carryover Carryover $16,331,030 $185,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $16,331,030 $185,000 Arts Proposed MDA Bonds Carryover $0 $50,000 $0 $0 $0 $0 $50,000 Design Proposed MDA Bonds Base $3,000,000 $0 $0 $0 $0 $0 $3,000,000 Construction Construction Outside Sources Proposed MDA Bonds Base Base $200,000 $10,168,970 $0 $5,000,000 $0 $0 $0 $0 $0 $0 $6,000,000 $0 $6,200,000 $15,168,970 Construction Sports Complex Imp Res Base $900,000 $0 $0 $0 $0 $0 $900,000 Construction Chargebacks Sports Complex Capital Proposed MDA Bonds Base Base $400,000 $0 $0 $140,000 $0 $0 $0 $0 $0 $0 $0 $0 $400,000 $140,000 $31,199,000 $5,190,000 $0 $0 $0 $6,000,000 $42,389,000 FY 2013 FY 2014 Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $25,000 $25,000 $78,700 $125,000 $253,700 Total Operating Impacts $0 $0 $25,000 $25,000 $78,700 $125,000 $253,700 254 FY 2013 Program Budget Capital Projects Parks - Trails & Open Space Agua Fria Trails - CAP to Tierra del Rio Project Number: CS00049 Council District: Mesquite Project Location: Along the Agua Fria Corridor This project includes the development of approximately five miles of trail along the Agua Fria River between Happy Valley Road Description: and the CAP. This path will connect Peoria parks (Community Park #3) and open spaces (Calderwood Butte) as well as provide a regional connection with the White Tanks Mountain 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. The project will be completed in phases. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $611,000 $611,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $58,544 $58,544 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $6,110 $6,110 $0 $0 $0 $0 $0 $675,654 $675,654 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Agua Fria/Open Space Land Acquisition Project Number: CS00089 Council District: Mesquite Project Location: SR 74 to Dove Valley, Dove Valley to Jomax Open Space Land Acquisition is vital to prepare and plan for and this project will protect cultural resources and encourage Description: 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 is in the process of completing a study of what parcels should be acquired and what strategies for open space preservation should be implemented. Budget by Fiscal Year Carryover / Base Funding Source Land Land Open Space Dev Proposed GO Bonds Carryover Carryover $884,166 $666,667 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $884,166 $666,667 Land GO Bonds 2010 Carryover $1,199,167 $0 $0 $0 $0 $0 $1,199,167 Land Open Space Dev Base $750,000 $0 $0 $0 $0 $0 $750,000 $3,500,000 $0 $0 $0 $0 $0 $3,500,000 Total Budget FY 2013 FY 2014 255 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total FY 2013 Program Budget Capital Projects Parks - Trails & Open Space New River Trail - BLM Project Number: EN00371 Council District: Mesquite Project Location: New River - Fletcher Hts 1A to River Stone Estates This project provides for the acquisition of ROW from the BLM, purchase of two five acre parcels, environmental investigation Description: and clean-up, design, construction and construction administration of a temporary concrete trail extending from Fletcher Hts 1A to River Stone Estates. The concrete trail will follow the alignment of the west bank of the New River. Budget by Fiscal Year Carryover / Base Funding Source Study Proposed GO Bonds Carryover $110,000 $0 $0 $0 $0 $0 $110,000 Land Proposed GO Bonds Carryover $112,000 $0 $0 $0 $0 $0 $112,000 Construction Proposed GO Bonds Base $187,800 $0 $0 $0 $0 $0 $187,800 $409,800 $0 $0 $0 $0 $0 $409,800 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 Category FY 2015 FY 2016 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $1,600 $1,600 $1,600 $1,600 $8,000 $14,400 Total Operating Impacts $0 $1,600 $1,600 $1,600 $1,600 $8,000 $14,400 New River Trail - Northern to Olive Avenue Project Number: CS00125 Council District: Pine Project Location: 99th Avenue and Northern Avenue The City of Peoria is considering the development of a multi-use pathway between Northern Avenue and Olive Avenue along the Description: west bank of New River and also an at grade crossing at New River and Northern Avenue. The project would involve the construction of landscaping, guard rail where required, a 12-foot wide path and an at grade crossing to the East bank trail section by the City of Glendale. The pathway would consist of an asphalt and ABC cross section with the river crossing consisting of CSA ramps at both banks of the river with cast in place concrete for the at grade pathway between the ramps. Budget by Fiscal Year Carryover / Base Category Funding Source Construction River Corridors & Trails Carryover $75,000 $0 $0 $0 $0 $0 Construction Proposed GO Bonds Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Construction Construction GO Bonds 2010 GO Bonds 2010 Carryover Base $108,382 $220,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $108,382 $220,000 Total Budget $453,382 $0 $0 $0 $0 $0 $453,382 Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total $75,000 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 $90,000 256 FY 2013 Program Budget Capital Projects Parks - Trails & Open Space New River Trail - Williams Rd to Happy Valley Rd Project Number: CS00128 Council District: Mesquite Project Location: East side of New River between Pinnacle Peak and Happy Valley Road This project is for the construction of low water crossing of New River near the Williams Road alignment to connect to the City Description: of Glendale's NRT path between Williams Rd. and Pinnacle Peak and to complete several missing gaps between Pinnacle Peak Rd. and Happy Valley Road. Once the path is on the east side of the river at Williams Rd., it would be located in the City of Glendale north to Pinnacle Peak Rd. North of Pinnacle Peak Road is within the Peoria jurisdiction, and the NRT will continue one more mile and connect 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 FY 2013 Design Proposed GO Bonds Base $0 $100,000 $0 $0 $0 $0 $100,000 Construction Proposed GO Bonds Base $0 $0 $400,000 $0 $0 $0 $400,000 Chargebacks Arts Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $35,127 $1,000 $23,418 $4,000 $0 $0 $0 $0 $0 $0 $58,545 $5,000 $0 $136,127 $427,418 $0 $0 $0 $563,545 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Skunk Creek Trailhead @ 83rd Avenue Project Number: CS00091 Council District: Willow Project Location: 83rd Avenue & Skunk Creek This project is for a use easement from the Flood Control District of Maricopa County at SEC 83rd Avenue and Skunk Creek for Description: 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 $316,419 $0 $0 $0 $0 $0 $316,419 Construction Construction GO Bonds 2010 GO Bonds 2007 Carryover Carryover $102,000 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $102,000 $300,000 Total Budget $718,419 $0 $0 $0 $0 $0 $718,419 Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $4,500 $4,500 $4,500 $4,500 $4,500 $22,500 $45,000 Total Operating Impacts $4,500 $4,500 $4,500 $4,500 $4,500 $22,500 $45,000 257 FY 2013 Program Budget Capital Projects Parks - Trails & Open Space Sports Complex Trail Project Number: CS00146 Council District: Ironwood Project Location: N of Skunk Creek 75th to 83rd The Sports Complex Trail is a one mile trail segment on the north side of Skunk Creek between 77th and 83rd Avenue to create a Description: two-mile loop trail connection between 83rd and 75th Avenue. Currently, there is existing path on the south side of Skunk Creek between 75th and 83rd Avenue. This added path connection will also provide pedestrian access to the south side of the Peoria Sports Complex at appropriate locations. Budget by Fiscal Year Carryover / Base Category Funding Source Construction River Corridors & Trails Carryover $225,000 $0 $0 $0 $0 $0 Construction GO Bonds 2010 Carryover $394,183 $0 $0 $0 $0 $0 $394,183 Total Budget $619,183 $0 $0 $0 $0 $0 $619,183 Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total $225,000 Total Non-Pers OPS $0 $7,500 $7,500 $7,500 $7,500 $37,500 $67,500 Total Operating Impacts $0 $7,500 $7,500 $7,500 $7,500 $37,500 $67,500 258 FY 2013 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 addressed either as operational facilities, such as the Municipal Court Expansion, or as public safety projects. Pub‐ lic safety projects include police precincts, fire stations, ladder trucks, and training facilities. Public safety projects in the 10‐year program are funded primarily through operating revenues, general obligation bonds, and development impact fees. In addition to the ongoing project to re‐ place the Police Department’s computer‐aided dispatch system, included in the 10‐year program are an expansion of the Pinnacle Peak Public Safety Facility, acquisition of a facility for servicing fire apparatus, and construction of a new fire station in northern Peoria. Capital Improvement Program Public Safety Total ‐ $14,862,213 $7,000,000 $6,056,734 $6,000,000 $4,942,001 $5,000,000 $4,000,000 $3,730,762 $3,000,000 $2,000,000 $1,000,000 $132,716 $0 $0 FY2015 FY2016 FY2017 $0 FY2013 FY2014 259 FY18‐22 FY 2013 Program Budget Capital Projects Public Safety Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 4240 - GO Bonds 2010 $1,582,558 $0 $0 $0 $0 $0 $1,582,558 4250 - Proposed GO Bonds $1,050,250 $0 $0 $0 $0 $0 $1,050,250 7930 - Law Enforcement Dev $865,281 $4,942,001 $132,716 $0 $0 $0 $5,939,998 7935 - Fire & Emergency Svc Dev $232,673 $0 $0 $0 $0 $6,056,734 $6,289,407 $3,730,762 $4,942,001 $132,716 $0 $0 $6,056,734 $14,862,213 Total - Public Safety 260 Total FY 2013 Program Budget Capital Projects Public Safety CAD Replacement Project Number: PD00013 Council District: Acacia Project Location: PSAB Upgrade or replacement of the Computer Automated Dispatch (CAD), Mobile Digital Computers (MDC) and Records software. Description: Budget by Fiscal Year Category Funding Source Carryover / Base Other GO Bonds 2010 Carryover $110,175 $0 $0 $0 $0 $0 $110,175 Equipment GO Bonds 2010 Carryover $1,055,306 $0 $0 $0 $0 $0 $1,055,306 Total Budget $1,165,481 $0 $0 $0 $0 $0 $1,165,481 Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $167,000 $167,000 $167,000 $167,000 $167,000 $835,000 $1,670,000 Total Operating Impacts $167,000 $167,000 $167,000 $167,000 $167,000 $835,000 $1,670,000 Fire Station #8 Project Number: FD00008 Council District: Mesquite Project Location: Undetermined This project provides funding to construct a fire station in the northwest section of the city. The facility would mirror our Description: prototypical neighborhood fire station and be programmed at approximately 10,800 square feet. Total construction cost is estimated at $6.006 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 as well as costs for one traffic signal. This building is priced to include a LEED silver certification level consistent with City sustainability objectives. Budget by Fiscal Year Carryover / Base Category Funding Source Land Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $320,000 $320,000 Equipment Design Fire & Emergency Svc D Fire & Emergency Svc D Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $580,000 $524,235 $580,000 $524,235 Construction Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $4,450,765 $4,450,765 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 $49,749 $49,749 $0 $0 $0 $0 $0 $6,056,734 $6,056,734 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 18-22 Total Personal OPS $0 $0 $0 $0 $0 $4,071,000 $4,071,000 Non-Pers OPS $0 $0 $0 $0 $0 $600,000 $600,000 Total Operating Impacts $0 $0 $0 $0 $0 $4,071,000 $4,671,000 261 FY 2015 FY 2016 FY 2017 FY 2013 Program Budget Capital Projects Public Safety Pinnacle Peak Public Safety Facility Expansion Project Number: PD00021 Council District: Mesquite Project Location: Pinnacle Peak Public Safety This project provides funding for additional space for the Police Department on the campus of the Pinnacle Peak Public Safety Description: 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 $99,026 $99,026 $0 $0 $0 $198,052 Design Construction Law Enforcement Dev Law Enforcement Dev Base Base $675,281 $190,000 $0 $4,761,668 $0 $0 $0 $0 $0 $0 $0 $0 $675,281 $4,951,668 Chargebacks Law Enforcement Dev Base $0 $33,690 $33,690 $0 $0 $0 $67,380 Arts Law Enforcement Dev Base $0 $47,617 $0 $0 $0 $0 $47,617 $865,281 $4,942,001 $132,716 $0 $0 $0 $5,939,998 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $109,200 $109,200 $109,200 $546,000 $873,600 Total Operating Impacts $0 $0 $109,200 $109,200 $109,200 $546,000 $873,600 262 FY 2013 Program Budget Capital Projects Public Safety Support Services Facility Project Number: FD00101 Council District: Mesquite Project Location: TBD The project will entail the acquisition of and minor renovations to an existing high-bay service / warehouse facility to serve as the Description: Peoria Fire Department Support Services Facility. The Fire Department has identified multiple 8-10,000 sf candidate facilities that with minor renovations can meet the program needs for high bay engine servicing, parts storage, shower/lockers, pandemic supplies storage, equipment and turn-out laundry/repair, SCBA compressor room and office facilities. Minor renovations may include building systems upgrades/updates, power and air distribution for special equipment, painting and interior office tenant improvements. IT infrastructure, access control, and CCTV upgrades are included. Budget by Fiscal Year Carryover / Base FY 2013 Proposed GO Bonds GO Bonds 2010 Base Base $1,000,000 $125,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000 $125,000 Design Proposed GO Bonds Base $50,250 $0 $0 $0 $0 $0 $50,250 Design Construction GO Bonds 2010 Fire & Emergency Svc D Base Base $24,750 $232,673 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $24,750 $232,673 Construction GO Bonds 2010 Base $267,327 $0 $0 $0 $0 $0 $267,327 $1,700,000 $0 $0 $0 $0 $0 $1,700,000 Category Funding Source Land Equipment Total Budget Operating Impacts FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $30,000 $30,000 $30,000 $30,000 $150,000 $270,000 Total Operating Impacts $0 $30,000 $30,000 $30,000 $30,000 $150,000 $270,000 263 FY 2013 Program Budget Capital Projects Streets and Traffic Control Transportation‐related issues are a high priority for the City of Peoria. The Capital Improvement 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 nec‐ essary resources for scheduled pavement maintenance applications throughout the city. Transportation projects in the city’s 10‐year plan are funded from operating revenues, general ob‐ ligation bonds, development impact fees, the city’s three‐tenths of a cent transportation sales tax, and reimbursements from Maricopa County’s half‐cent transportation sales tax. Major projects in the plan include the Agua Fria Truck Road Reliever, improvements to Lake Pleasant Parkway from Westwing Parkway to the new Loop 303, the widening of 83rd Avenue and 91st Avenue in southern Peoria, and intersection improvements along 75th Avenue at Thunderbird Road, Cactus Road, and Peoria Avenue. Capital Improvement Program Streets and Traffic Control Total ‐ $125,562,212 $70,000,000 $62,313,798 $60,000,000 $50,000,000 $40,000,000 $30,429,475 $30,000,000 $20,000,000 $11,911,789 $11,609,900 $10,000,000 $4,294,150 $5,003,100 FY2016 FY2017 $0 FY2013 FY2014 FY2015 264 FY18‐22 FY 2013 Program Budget Capital Projects Streets Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 $75,000 $62,550 $296,550 $0 $0 $234,000 $668,100 2050 - Water $400,000 $0 $0 $0 $0 $0 $400,000 2400 - Wastewater $400,000 $0 $0 $0 $0 $0 $400,000 4210 - GO Bonds 2007 $1,965,714 $0 $0 $0 $0 $0 $1,965,714 4220 - GO Bonds 2009 $16,085,806 $0 $0 $0 $0 $0 $16,085,806 4240 - GO Bonds 2010 $2,872,149 $0 $0 $0 $0 $0 $2,872,149 $625,000 $0 $0 $0 $0 $0 $625,000 4550 - County Transportation Tax $9,649,233 $3,030,000 $0 $0 $0 $0 $12,679,233 4810 - Outside Sources $1,614,608 $1,427,109 $0 $0 $0 $0 $3,041,717 $0 $631,250 $631,250 $631,250 $0 $1,695,955 $3,589,705 7000 - Highway User $3,733,842 $2,747,838 $3,741,900 $2,428,900 $3,353,050 $15,856,250 $31,861,780 7001 - Streets Dev Zone 1 $2,108,031 $834,201 $0 $0 $0 $0 $2,942,232 7002 - Streets Dev Zone 2 $4,484,714 $0 $0 $0 $0 $0 $4,484,714 7010 - Transportation Sales Tax $16,030,101 $1,473,301 $5,740,200 $227,000 $850,050 $7,622,270 $31,942,922 Total - Streets $60,044,198 $10,206,249 $10,409,900 $3,287,150 $4,203,100 $25,408,475 $113,559,072 1000 - General 4250 - Proposed GO Bonds 4970 - Proposed GO Bonds 265 Total FY 2013 Program Budget Capital Projects Traffic Control Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 $741,600 $646,000 $0 $0 $0 $0 $1,387,600 7010 - Transportation Sales Tax $1,528,000 $1,059,540 $1,200,000 $1,007,000 $800,000 $5,021,000 $10,615,540 Total - Traffic Control $2,269,600 $1,705,540 $1,200,000 $1,007,000 $800,000 $5,021,000 $12,003,140 4810 - Outside Sources 266 Total FY 2013 Program Budget Capital Projects Streets 103rd Av; Northern Av to Olive Av -West 1/2 Street Project Number: EN00422 Council District: Pine Project Location: 103rd Av; Northern Av to Olive Av This project provides for the geotechnical investigation to determine the limits of the old City of Glendale landfill impacting 103rd Description: Avenue, landfill clean-up, public involvement, design, ROW acquistion, materials testing, construction, construction administration, utility coordination, utility relocation, and undergrounding overhead facilities as needed, for the reconstruction and construction of the 103rd Avenue west 1/2 street improvements from Northern Avenue to Olive Avenue. This project will likely include processing utility company (Cox, Qwest/Centurylink, APS, SRP, EPNG, etc.) design and construction agreements, development and Intergovernmental agreements. The improvements include: clearing and grubbing, saw cut along existing pavement, install new pavement, construct curb and gutter, concrete side walk, landscaping and irrigation system, signing & striping and construction of a combination screen wall and fence. Budget by Fiscal Year Carryover / Base Funding Source Study Transportation Sales Tax Base $50,000 $0 $0 $0 $0 $0 $50,000 Land Transportation Sales Tax Base $400,000 $0 $0 $0 $0 $0 $400,000 Design Construction Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $400,000 $0 $0 $3,700,000 $0 $0 $0 $0 $0 $0 $400,000 $3,700,000 Chargebacks Transportation Sales Tax Base $0 $8,100 $6,000 $0 $0 $0 $14,100 Arts Transportation Sales Tax Base $0 $4,000 $37,900 $0 $0 $0 $41,900 $450,000 $412,100 $3,743,900 $0 $0 $0 $4,606,000 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $4,300 $8,000 $4,300 $8,000 $21,500 $40,000 $30,100 $56,000 Total Operating Impacts $0 $0 $0 $4,300 $4,300 $21,500 $86,100 267 FY 2013 Program Budget Capital Projects Streets 67th Av & Cactus Rd Intersection Improvements Project Number: EN00078 Council District: Willow Project Location: 67th Av & Cactus Rd (west leg) This project provides for a traffic study, design, utility relocation, burying of overhead power lines, construction, and Description: 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 Funding Source Study Land Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 Design Transportation Sales Tax Base $0 $0 $0 $0 $145,000 $0 $145,000 Construction Chargebacks Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,000 $1,229,000 $26,000 $1,229,000 $48,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $1,450 $12,290 $13,740 $0 $0 $0 $0 $218,450 $1,512,290 $1,730,740 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 $0 $245,000 Total $50,000 $245,000 Non-Pers OPS $0 $0 $0 $0 $0 $30,000 $30,000 Total Operating Impacts $0 $0 $0 $0 $0 $30,000 $30,000 268 FY 2013 Program Budget Capital Projects Streets 67th Av & Peoria Av Intersection Improvements Project Number: EN00080 Council District: Willow Project Location: 67th Av & Peoria Av (west leg) This project provides for a traffic study, design, utility relocation, burying of overhead power lines, construction, and Description: 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 Funding Source Study Land Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 Design Transportation Sales Tax Base $0 $0 $0 $0 $140,000 $0 $140,000 Construction Chargebacks Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,000 $1,110,000 $26,000 $1,110,000 $48,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $1,400 $11,100 $12,500 $0 $0 $0 $0 $213,400 $1,392,100 $1,605,500 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 $0 $245,000 Total $50,000 $245,000 Non-Pers OPS $0 $0 $0 $0 $0 $30,000 $30,000 Total Operating Impacts $0 $0 $0 $0 $0 $30,000 $30,000 269 FY 2013 Program Budget Capital Projects Streets 67th Av & Thunderbird Rd Intersection Improvements Project Number: EN00077 Council District: Willow Project Location: 67th Av and Thunderbird Rd (west leg) This project provides for a traffic study, design, utility relocation, burying of overhead power lines, construction, and Description: 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 Funding Source Study Land Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $48,000 $0 Design Transportation Sales Tax Base $0 $0 $0 $0 $120,000 $0 $120,000 Construction Chargebacks Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,000 $1,058,000 $26,000 $1,058,000 $48,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $1,200 $10,580 $11,780 $0 $0 $0 $0 $191,200 $1,694,580 $1,885,780 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 $0 $600,000 Total $48,000 $600,000 Non-Pers OPS $0 $0 $0 $0 $0 $30,000 $30,000 Total Operating Impacts $0 $0 $0 $0 $0 $30,000 $30,000 270 FY 2013 Program Budget Capital Projects Streets 75th Av & Cactus Rd Intersection Improvements Project Number: EN00088 Council District: Palo Verde Project Location: 75th Av & Cactus Rd This project provides for the coordination with adjacent property owners, public involvement, pre-design services, noise study, Description: traffic study, design, ROW acquisition, utility coordination, utility relocations, utility extensions, burying overhead facilities as determined, materials testing, construction, construction administration, for intersection widening improvements. This project will likely include processing of utility agreements (APS, Cox, Centurylink, SRP, SWG, EPNG, etc.) for design and construction, and development and intergovernmental agreements. The improvements include: installation of a section of 16" water line, 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 managementl, 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 irrigation. Budget by Fiscal Year Carryover / Base Category Funding Source Design Transportation Sales Tax Carryover Construction Transportation Sales Tax Base Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $840,000 $0 $0 $0 $0 $0 $840,000 $2,670,213 $0 $0 $0 $0 $0 $2,670,213 $3,510,213 $0 $0 $0 $0 $0 $3,510,213 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $9,000 $9,000 $9,000 $45,000 $72,000 Total Operating Impacts $0 $0 $9,000 $9,000 $9,000 $45,000 $72,000 75th Av & Peoria Av Intersection Improvements Project Number: EN00081 Council District: Acacia Project Location: 75th Av & Peoria Av This project provides for the coordination with adjacent property owners, public involvement, pre-design services, design, ROW Description: acquisition, utility coordination, utility relocations, utility extensions, burying overhead facilities as determined, materials testing, construction, construction administration, for constructing intersection widening improvements. This project will likely include processing of utility agreements (APS, Cox Qwest/Centurylink, SRP, SWG, EPNG, etc.) for design and construction, and development and intergovernmental agreements. 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 Design Transportation Sales Tax Carryover $975,000 $0 $0 $0 $0 $0 Construction Transportation Sales Tax Base $358,946 $0 $0 $0 $0 $0 $358,946 $1,333,946 $0 $0 $0 $0 $0 $1,333,946 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total $975,000 Total Non-Pers OPS $0 $0 $9,000 $9,000 $9,000 $45,000 $72,000 Total Operating Impacts $0 $0 $9,000 $9,000 $9,000 $45,000 $72,000 271 FY 2013 Program Budget Capital Projects Streets 75th Av & Thunderbird Rd Intersection Improvement Project Number: EN00089 Council District: Willow Project Location: 75th Av & Thunderbird Rd This project includes conducting a traffic study, design, ROW acquisition, utility relocation, extensions and burying overhead Description: 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 County Transportation T Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Construction Construction Transportation Sales Tax County Transportation T Carryover Carryover $1,000,000 $2,800,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000 $2,800,000 Total Budget $3,950,000 $0 $0 $0 $0 $0 $3,950,000 Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $19,000 $19,000 $19,000 $19,000 $95,000 $171,000 Total Operating Impacts $0 $19,000 $19,000 $19,000 $19,000 $95,000 $171,000 83rd Av & BNSF Railroad Crossing Removal Project Number: EN00208 Council District: Acacia Project Location: 83rd Av & BNSF Railroad Crossing Removal This project provides for the design, utility relocation, extensions and burying overhead lines, as determined, construction and Description: 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. 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 $0 $0 $0 $202,171 $202,171 Construction Chargebacks Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,405,705 $72,000 $1,405,705 $72,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $16,079 $16,079 $0 $0 $0 $0 $0 $1,695,955 $1,695,955 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $0 $0 $0 $6,360 $6,360 Total Operating Impacts $0 $0 $0 $0 $0 $6,360 $6,360 272 FY 2013 Program Budget Capital Projects Streets 83rd Av Street and Drainage Improvements Project Number: EN00313 Council District: Acacia Project Location: 83rd Av; Butler Dr to Mountain View Rd This project will provide for the design, right of way acquisition, utility relocations, extensions, and burying overhead power lines Description: 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 Pioneer Community Park (CS00034). Budget by Fiscal Year Carryover / Base Funding Source Construction Wastewater Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Construction Construction Water Streets Dev Zone 1 Carryover Carryover $400,000 $269,053 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $400,000 $269,053 Construction Outside Sources Carryover $293,143 $0 $0 $0 $0 $0 $293,143 Construction Construction County Transportation T GO Bonds 2009 Carryover Carryover $3,654,556 $1,107,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,654,556 $1,107,000 Total Budget $6,123,752 $0 $0 $0 $0 $0 $6,123,752 Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $50,000 $50,000 $50,000 $50,000 $250,000 $450,000 Total Operating Impacts $0 $50,000 $50,000 $50,000 $50,000 $250,000 $450,000 273 FY 2013 Program Budget Capital Projects Streets 87th Av & Peoria Av Intersection Alignment Project Number: PW00109 Council District: Acacia Project Location: 87th Av and Peoria Av Intersection This project is for the right-of-way acquisition, design, utility relocations, extensions, and burying overhead power lines, Description: 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 Transportation Sales Tax Base $123,000 $0 $0 $0 $0 $0 $123,000 Design Construction Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $255,000 $1,575,000 $255,000 $1,575,000 Chargebacks Transportation Sales Tax Base $0 $0 $0 $0 $0 $40,000 $40,000 Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $18,300 $18,300 $123,000 $0 $0 $0 $0 $1,888,300 $2,011,300 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 Total Non-Pers OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $560 $200 $560 $200 Total Operating Impacts $0 $0 $0 $0 $0 $560 $760 274 FY 2013 Program Budget Capital Projects Streets 91st Av Butler Dr to Mountain View Rd Project Number: EN00177 Council District: Pine Project Location: 91st Ave: Butler Dr to Mountain View Rd This project provides for coordination with adjacent property owners, public involvement, traffic study, design, ROW Description: acquisition, utility coordination, utility relocation, extensions and burying overhead facilities, as determined, piping irrigation ditch, materials testing, construction and construction administration for the widening of unimproved sections of 91st Av between Butler Dr to Mountain View Rd. The widening will accommodate a four-lane roadway section, including bike lanes, drainage improvements, street lights, traffic signals, as warranted, interconnect conduit and fiber optics, raised median, landscape/irrigation, paving, striping and signage. This project will likely include the processing of utility agreements (APS, SRP, Cox, Qwest/Centurylink, SWG, etc.) for design and construction, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Transportation Sales Tax Carryover $276,370 $0 $0 $0 $0 $0 $276,370 Design Streets Dev Zone 1 Carryover $276,370 $0 $0 $0 $0 $0 $276,370 Land Land Transportation Sales Tax Streets Dev Zone 1 Base Base $351,630 $351,630 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $351,630 $351,630 Construction Transportation Sales Tax Base $1,210,978 $810,978 $0 $0 $0 $0 $2,021,956 Construction Streets Dev Zone 1 Base $1,210,978 $810,978 $0 $0 $0 $0 $2,021,956 Chargebacks Chargebacks Transportation Sales Tax Streets Dev Zone 1 Base Base $0 $0 $15,113 $15,113 $0 $0 $0 $0 $0 $0 $0 $0 $15,113 $15,113 Arts Transportation Sales Tax Base $0 $8,110 $0 $0 $0 $0 $8,110 Arts Streets Dev Zone 1 Base $0 $8,110 $0 $0 $0 $0 $8,110 $3,677,956 $1,668,402 $0 $0 $0 $0 $5,346,358 FY 2013 FY 2014 Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $8,700 $28,300 $8,700 $28,300 $43,500 $141,500 $60,900 $198,100 Total Operating Impacts $0 $0 $0 $8,700 $8,700 $43,500 $259,000 275 FY 2013 Program Budget Capital Projects Streets ADA Sidewalk Ramps Project Number: PW00025 Council District: Various Project Location: Various Street Intersections This project will provide for the coordination with the adjacent property owners, public involvement, design, utility coordination, Description: utility relocation, construction and construction administration for the removal and reconstruction of sidewalk ramps, construction of new handicap ramps, and replacement of landscape and irrigation system improvements throughout the City of Peoria. Budget by Fiscal Year Carryover / Base Category Funding Source Construction General Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Construction General Base $55,000 $55,000 $55,000 $0 $0 $0 $165,000 Chargebacks Arts General General Base Base $0 $0 $7,000 $550 $7,000 $550 $0 $0 $0 $0 $0 $0 $14,000 $1,100 $75,000 $62,550 $62,550 $0 $0 $0 $200,100 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Agua Fria Truck Road Reliever Project Number: EN00271 Council District: Mesquite Project Location: 112th Av - Rose Garden Ln to 107th Av/Pinnacle Peak Rd This project provides for public involvement, design, ROW acquisition, agency and stakeholder coordination, utility relocation, Description: extension and burying overhead facilities as determined, materials testing, construction and construction administration 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 at 107th Ave and Pinnacle Peak Rd. This project will likely include processing of utility agreements (APS, SRP, COX, Qwest/Centurylink, SWG, EPNG, etc) for design and construction, development agreement and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2013 Land Construction GO Bonds 2007 GO Bonds 2009 Carryover Carryover $1,352,749 $7,861,198 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,352,749 $7,861,198 Total Budget $9,213,947 $0 $0 $0 $0 $0 $9,213,947 Operating Impacts FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 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 $432,000 276 FY 2013 Program Budget Capital Projects Streets Arterial Urban Street Overlay Program Project Number: PW00992 Council District: Various Project Location: Various Locations This project will provide for the systematic overlay of approximately 2-3 miles of arterial streets every other year. This project Description: 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 Base $900,000 $0 $900,000 $0 Arts Highway User Base $0 $0 $9,000 $0 $900,000 $0 $909,000 $0 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 18-22 Total $900,000 $1,800,000 $4,500,000 $9,000 $18,000 $36,000 $909,000 $1,818,000 $4,536,000 FY 2017 Arterial/Collector Rural Street Overlay Program Project Number: PW01003 Council District: Mesquite Project Location: Castle Hot Springs Road / 87th Av/ Chris. Camp Rd. / 11 miles This rubber chip seal project is on Arterial/Collector streets built to rural standards (no curb/gutter, etc). Typical roads under this Description: program are Castle Hot Springs Road from SR-74 north for approximately 5.7 miles at 45 feet wide; and 87th Avenue from SR74 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. The preferred treatment is to apply a rubber chip seal which will give it seven to nine years before another treatment will be needed. This work was last completed in FY 2012. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Base $0 $0 $0 $0 Arts Highway User Base $0 $0 $0 $0 $0 $0 $0 $0 Total Budget Operating Impacts Total Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 18-22 Total $0 $1,400,000 $1,400,000 $0 $14,000 $14,000 $0 $1,414,000 $1,414,000 FY 2017 FY 2017 FY 18-22 Total $24,531 $24,531 $24,531 $24,531 $24,531 $122,655 $245,310 $24,531 $24,531 $24,531 $24,531 $24,531 $122,655 $245,310 277 FY 2013 Program Budget Capital Projects Streets Beardsley Rd Extension Project Number: PW00152 Council District: Ironwood/Mesquite Project Location: Beardsley Rd; Loop 101 - 83rd Av This project provides for the construction and construction administration for the extension and widening of Beardsley Rd from Description: 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. Construction is complete and this project is now in the final closeout phase. Budget by Fiscal Year Category Funding Source Construction GO Bonds 2009 Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $759,591 $0 $0 $0 $0 $0 $759,591 Total Budget $759,591 $0 $0 $0 $0 $0 $759,591 Beardsley Rd; 99th Av to Lake Pleasant Rd Project Number: PW00065 Council District: Mesquite Project Location: Beardsley Rd from 99th Av to Lake Pleasant Rd This project provides for the design, utility relocation, extensions and burying overhead lines as determined, construction and Description: 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 99th Av, signal modifications and construction of additional turn lanes at LPR and Beardsley Rd. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 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 $76,000 278 FY 2013 Program Budget Capital Projects Streets Bridge Maintenance and Management Program Project Number: EN00243 Council District: Various Project Location: Various This project provides funding for the on-going bridge and culvert maintenance and management program (BCMMP). The Description: purpose of the BCMMP is to develop and implement a system to manage the city’s expanding inventory of bridge structures. Bridges and culverts are typically some of the more costly elements of a transportation system. One of the goals of the BCMMP is to set up a system of routine procedures and actions that enable the city to both monitor and initiate repair and maintenance actions at the appropriate times in order to extend the structure’s service life at a manageable cost. The project also provides for the design and construction of safety improvements including bridge barrier and lighting upgrades, pedestrian and vehicular safety improvements and determining overload haul routes. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Construction Transportation Sales Tax Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 Chargebacks Arts Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $25,000 $2,000 $25,000 $2,000 $25,000 $2,000 $25,000 $2,000 $125,000 $10,000 $225,000 $18,000 $275,000 $227,000 $227,000 $227,000 $227,000 $1,135,000 $2,318,000 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Deer Valley Rd; 109th Av to Lake Pleasant Pkwy Project Number: EN00395 Council District: Mesquite Project Location: Deer Valley Rd; 109th Av to Lake Pleasant Pkwy This project provides for the coordination with adjacent property owners and MCDOT, public involvement, obtaining temporary Description: construction easements, utility coordination, utility relocation, design, materials testing, construction, construction administration for the construction of a raised landscape median, raising of the existing privacy walls, micro-sealing and restriping to include bike lanes on Deer Valley Rd between 109th Av and Lake Pleasant Parkway. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Tax Base $5,000 $0 $0 $0 $0 $0 $5,000 Design Transportation Sales Tax Base $180,000 $0 $0 $0 $0 $0 $180,000 Construction Transportation Sales Tax Base $0 $0 $1,730,000 $0 $0 $0 $1,730,000 Chargebacks Arts Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $22,000 $17,300 $0 $0 $0 $0 $0 $0 $22,000 $17,300 $185,000 $0 $1,769,300 $0 $0 $0 $1,954,300 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $0 $4,000 $4,000 $20,000 $28,000 Total Operating Impacts $0 $0 $0 $4,000 $4,000 $20,000 $28,000 279 FY 2013 Program Budget Capital Projects Streets Dirt Shoulders, Dust Abatement PM-10 Project Project Number: PW01001 Council District: Various Project Location: Various locations This project will provide funding to apply a dust palliative to those road shoulders that have no curbing. Based on the Description: 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. Areas of focus: FY13-67th Ave south to Happy Valley Rd for 1.76 miles; Lake Pleasant Parkway from L303 to State Route 74 paving of unpaved roads totaling 1.92 miles; FY14-Jomax to Terramar to 83rd Ave, 1.35 miles; Jomax to 107th Ave to Lake Pleasant Parkway, 1.3 miles; New River Rd and Carefree Hwy to city limits, 10.35 miles Budget by Fiscal Year Category Funding Source Carryover / Base Construction Construction Highway User Outside Sources Base Base Arts Highway User Base Total Budget Operating Impacts FY 2013 $148,842 $616,893 FY 2015 FY 2016 FY 2017 FY 18-22 Total $300,780 $1,427,109 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,008 $0 $0 $0 $0 $3,008 $765,735 $1,730,897 $0 $0 $0 $0 $2,496,632 FY 2013 Total Operating Impacts FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 $449,622 $2,044,002 Total $7,500 $8,500 $8,500 $8,500 $8,500 $42,500 $84,000 $7,500 $8,500 $8,500 $8,500 $8,500 $42,500 $84,000 Downtown Traffic Study Project Number: EN00250 Council District: Acacia Project Location: Downtown Peoria This project provides for the preparation of a traffic study and transportation master plan for the downtown area. The purpose of Description: 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 Carryover / Base Category Funding Source Study Transportation Sales Tax FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 280 FY 2013 Program Budget Capital Projects Streets Grand Av Landscaping; L101 - 71st Av Project Number: EN00214 Council District: Palo Verde Project Location: Grand Av from L101 to 71st Av This is an ADOT-led project with multiple phases for the purpose of increasing capacity and improving aesthetics on Grand Description: Avenue between Loop 101 and 71st Avenue. The first phase of the project, completed in Fall 2010, included installation of conduit sleeves and sidewalk improvements simultaneously with the ADOT funded widening project. The next phase of the project includes the installation of landscaping, sidewalks, street lighting, fencing and entry monuments from Loop 101 to 71st Avenue. The city's contribution to this phase is limited to water expansion impact fees associated with landscape water meters and entry monuments at each end of the project. Budget by Fiscal Year Category Funding Source Construction GO Bonds 2009 Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $20,805 $0 $0 $0 $0 $0 $20,805 Total Budget $20,805 $0 $0 $0 $0 $0 $20,805 Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS Non-Pers OPS $38,000 $42,000 $38,000 $42,000 $38,000 $42,000 $38,000 $42,000 $38,000 $42,000 $190,000 $210,000 $380,000 $420,000 Total Operating Impacts $38,000 $38,000 $38,000 $38,000 $38,000 $190,000 $800,000 281 FY 2013 Program Budget Capital Projects Streets Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) Project Number: EN00241 Council District: Mesquite Project Location: LPP between Westwing Pkwy and L303 This project provides for design (Westwing to CAP), ROW acquisition, utility relocation, extensions and burying overhead Description: power lines, as determined, construction 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. Budget by Fiscal Year Category Funding Source Carryover / Base Land GO Bonds 2009 Carryover $447,350 $0 $0 $0 $0 $0 $447,350 Construction Transportation Sales Tax Carryover $4,513,964 $0 $0 $0 $0 $0 $4,513,964 Construction County Transportation T Carryover $985,561 $0 $0 $0 $0 $0 $985,561 Construction Construction GO Bonds 2010 GO Bonds 2009 Carryover Carryover $1,840,000 $4,793,638 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,840,000 $4,793,638 Construction Streets Dev Zone 2 Base $4,484,714 $0 $0 $0 $0 $0 $4,484,714 Construction Construction Highway User County Transportation T Base Base $260,000 $721,821 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $260,000 $721,821 Construction GO Bonds 2010 Base $1,032,149 $0 $0 $0 $0 $0 $1,032,149 Construction GO Bonds 2009 Base $1,096,224 $0 $0 $0 $0 $0 $1,096,224 $20,175,421 $0 $0 $0 $0 $0 $20,175,421 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 Total FY 18-22 Total Non-Pers OPS $0 $40,000 $40,000 $40,000 $40,000 $200,000 Non-Pers OPS $0 $72,000 $72,000 $72,000 $72,000 $360,000 $360,000 $648,000 Total Operating Impacts $0 $40,000 $40,000 $40,000 $40,000 $200,000 $1,008,000 Major Street Repairs Project Number: PW00027 Council District: Any Project Location: Various Locations This project provides for street repairs in response to urgent or unexpected situations or concerns. Improvements typically Description: consist of paving, milling, overlaying, re-surfacing of roadways (with minor concrete curb, gutter, valley gutter, and apron improvements). Budget by Fiscal Year Category Funding Source Construction Highway User Arts Highway User Carryover / Base FY 2017 FY 2013 FY 2014 FY 2015 FY 2016 Base $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 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 282 FY 18-22 Total $1,000,000 FY 2013 Program Budget Capital Projects Streets North Peoria Traffic Update Study Project Number: EN00252 Council District: Mesquite Project Location: North Peoria This project provides for preparation of a traffic study to update the Peoria Transportation Needs Study (2004) for the area Description: bounded by Union Hills Dr to the south, Westwing Pkwy on the north, 67th Av on the east and 107th Ave 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 Carryover / Base Category Funding Source Study Transportation Sales Tax FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 Peoria Av Bus Stop Improvements Project Number: PW11190 Council District: Acacia, Palo Verde, Pine Project Location: Peoria Av; 67th Av to 99th Av The city’s Multi-Modal Master Plan created new standards for bus stops in Peoria. These standards outline a hierarchy of Description: different stops to account for different purposes and passenger volumes, and define different amenities to be provided at each type of stop. In addition, the master plan outlines a process for incorporating art into bus stops to make them more attractive, improve the character of the surrounding areas, and help the city create unique identities for specific areas. This funding request will help to implement the short-term recommendations identified in the city’s Multi-Modal Master Plan. The recommendation is to fund improvements to the existing Peoria Avenue Route 106 bus stops to meet the new standards and potentially incorporate public art at key stops. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 283 FY 2013 Program Budget Capital Projects Streets Re-Chip Seal Dirt Roads Project Number: PW00163 Council District: Mesquite Project Location: 67th Ave. to 107th Ave., Pinnacle Peak to Jomax Road This project provides for the application of a rubberized chip seal to assist in keeping dirt roads under control and to help the city Description: in its efforts to meet PM 10 regulations. It is recommended that a rubber chip seal be placed every five years until a complete streets project (water, sewer, drainage, landscaping, and pavement) can be implemented. This project is necessary to meet air quality environmental guidelines. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Base $0 $0 $400,000 $0 $0 $400,000 Arts Highway User Base $0 $0 $4,000 $0 $0 $4,000 $8,000 $0 $0 $404,000 $0 $0 $404,000 $808,000 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $800,000 Resurvey Benchmarks Project Number: PW00137 Council District: Various Project Location: Various Locations This project will establish horizontal controls and vertical benchmarks for section and quarter corners within the City of Peoria. Description: 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 Category Funding Source Study General Carryover / Base Base Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $234,000 $0 $0 $234,000 $468,000 $0 $0 $234,000 $0 $0 $234,000 $468,000 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 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 $50,000 284 FY 2013 Program Budget Capital Projects Streets Sidewalks Annual Program Project Number: PW00046 Council District: Various Project Location: Various Locations This program is in response to completing various pedestrian and sidewalk links where deficiencies exist on arterial streets due to Description: lack of adjacent development or older developments that did not complete the sidewalk improvements. The program provides for public involvement, design, utility coordination, utility relocation, ROW acquisition, materials testing, construction and construction administration for installing concrete sidewalks or temporary asphalt sidewalks, repair or replacement of landscape and irrigation system improvements, applying pre-emergent and decomposed granite, along with incidental work to accomplish connectivity. The project will likely include processing of utility agreements for design and construction, development agreements and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Construction Highway User Base $90,000 $90,000 $90,000 $90,000 $90,000 $450,000 $900,000 Chargebacks Arts Highway User Highway User Base Base $0 $0 $15,000 $900 $15,000 $900 $15,000 $900 $15,000 $900 $75,000 $4,500 $135,000 $8,100 $110,000 $105,900 $105,900 $105,900 $105,900 $529,500 $1,063,100 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $350 $350 $350 $350 $350 $1,750 $3,500 Non-Pers OPS $3,100 $3,100 $3,100 $3,100 $3,100 $15,500 $31,000 $350 $350 $350 $350 $350 $1,750 $34,500 Total Operating Impacts Street Light Infill and Replacement Program Project Number: PW11160 Council District: Various Project Location: Citywide This program allows the City to respond to citizen requests for additional street lights in residential areas. Specifically, this Description: program provides for the preparation of the street light layout, coordination with APS and/or SRP, street light design, installation of street lights, and costs associated with the electrical system upgrades to support the new street light(s). Each year $65,000 of this budget will be earmarked for street light infill requests. If demand does not require the full $65,000 budget then the balance of the budget will be dedicated to replacing street lights and poles that have exceeded their 20-30 year life cycle or are in need of replacement. Budget by Fiscal Year Category Funding Source Construction Highway User Arts Highway User Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 Base $150,000 $150,000 $135,000 $135,000 $135,000 $675,000 Base $0 $1,500 $1,350 $1,350 $1,350 $6,750 $12,300 $150,000 $151,500 $136,350 $136,350 $136,350 $681,750 $1,392,300 Total Budget 285 FY 2017 FY 18-22 Total $1,380,000 FY 2013 Program Budget Capital Projects Streets Street Maintenance Program Project Number: PW00138 Council District: Various Project Location: Citywide This is an ongoing program that provides for scheduled pavement maintenance applications throughout the City as an integral Description: 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 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 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 Street Reconstruction and Rehab Program Project Number: PW13000 Council District: Various Project Location: Various The Street Maintenance and overlay programs are for periodic maintenance to extend the life of existing pavements. All Description: pavements ultimately reach a point at which they are too old and deteriorated for continued maintenance treatments and rehabilitation or reconstruction is required which is not within the scope of these maintenance programs. The streets in the general vicinity of: 91st to 99th Avenues and Beardsley to Union Hills; 103rd to 107th Ave and Olive to Northern Ave; 103rd to 112th Ave and Beardsley Rd to Rose Garden Lane; 87th to 99th Ave and Peoria to Cholla; 87th to 91st Ave and Olive to Peoria have been identified for reconstruction and rehabilitation. These streets have received numerous surface treatments and minor repairs over their life but the overall condition has now fallen below the condition which will benefit from more maintenance and rehabilitation is necessary to restore good quality roads. Rehabilitation will include mill and overlay and in some areas, total removal and reconstruction will be required. Budget by Fiscal Year Carryover / Base FY 2013 Transportation Sales Tax Base $2,000,000 $0 $0 $0 $0 $0 $2,000,000 County Transportation T Base $1,000,000 $3,000,000 $0 $0 $0 $0 $4,000,000 County Transportation T Base $0 $30,000 $0 $0 $0 $0 $30,000 $3,000,000 $3,030,000 $0 $0 $0 $0 $6,030,000 Category Funding Source Construction Construction Arts Total Budget FY 2014 286 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Streets Thunderbird Rd Widening Rehab; L101-95th Av Project Number: EN00011 Council District: Ironwood/Palo Verde Project Location: Thunderbird Rd; Loop 101 to 95th Av This project provided for right-of-way acquisition, construction and construction administration required to widen Thunderbird Description: Rd from Loop 101 to 94th Dr. The project consisted of additional thru lanes, a median and bike lanes. Improvements included paving, curb, gutter, sidewalk, driveways, medians, storm drains, street lights, traffic signal interconnect conduit, landscaping, pavement marking & signage, bridge widening and traffic signal modifications. The majority of the construction has been completed. Remaining funding is for project closeout. Budget by Fiscal Year Category Funding Source Carryover / Base Land Outside Sources Carryover $130,096 $0 $0 $0 $0 $0 $130,096 Land Construction GO Bonds 2007 GO Bonds 2007 Carryover Carryover $237,896 $375,069 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $237,896 $375,069 Total Budget $743,061 $0 $0 $0 $0 $0 $743,061 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Traffic Signal Renovation and Replacement Project Number: PW00993 Council District: All Project Location: Various locations This project involves the systematic replacement of wiring, signal cabinets and controllers. For the past several years, Public Description: Works has completed several projects that replaced deteriorated wiring for several intersection every year. In 2013, signal cabinets and controllers will need to be replaced to avoid deterioration-related problems. As part of the replacement, newer available technology will be incorporated. This cycle will be repeated to maintain optimum serviceability of our equipment. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Highway User Base $65,000 $65,000 $65,000 $65,000 $80,000 $400,000 $740,000 Construction Proposed GO Bonds Base $0 $625,000 $625,000 $625,000 $0 $0 $1,875,000 Construction Arts Proposed GO Bonds Highway User Base Base $625,000 $0 $0 $650 $0 $650 $0 $650 $0 $800 $0 $4,000 $625,000 $6,750 Arts Proposed GO Bonds Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $6,250 $6,250 $6,250 $0 $0 $18,750 $690,000 $696,900 $696,900 $696,900 $80,800 $404,000 $3,265,500 287 FY 2013 Program Budget Capital Projects Streets Utility Undergrounding Program Project Number: CD00003 Council District: Various Project Location: Various This project provides for the public involvement and utility coordination for the preparation of a master plan and development of Description: a prioritization matrix and providing estimates for areas requiring the burying of overhead facilities and the installation of street lights. In FY2011, the City hired a consultant to develop a master plan for the program identifying requirements and priorities. The $500,000 request for FY2012 is to implement the first project identified in the master plan. Budget by Fiscal Year Category Funding Source Study County Transportation T Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $145,000 $0 $0 $0 $0 $0 $145,000 Total Budget $145,000 $0 $0 $0 $0 $0 $145,000 Westgreen Estates Unit 9 Soundwall Project Number: EN00324 Council District: Pine Project Location: Sun Valley Elementary School Basin south boundary This project provides for the coordination with adjacent propoerty owners, public involvement, design, temporary construction Description: easement (TCE) acquisition, utility coordination, utility relocation, 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. This project will likely include the processing of utility agreements (APS, SRP, COX, Qwest/Centurylink, SWG, etc) for design and construction and developmenment and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Construction Construction County Transportation T Outside Sources Construction County Transportation T Carryover / Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover Base $88,000 $574,476 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Base $104,295 $0 $0 $0 $0 $0 $104,295 $766,771 $0 $0 $0 $0 $0 $766,771 Total Budget 288 $88,000 $574,476 FY 2013 Program Budget Capital Projects Traffic Control ITS Equipment Upgrade Project Number: EN00348 Council District: Various Project Location: Northern Av, Olive Av, Peoria Av This project provides for the design and construction to upgrade the existing cabinets, traffic controllers and also to upgrade the Description: existing loop detection to video detection to improve the overall communication within the City's network. Budget by Fiscal Year Carryover / Base Funding Source Design Construction Transportation Sales Tax Transportation Sales Tax Base Base $54,000 $0 $0 $190,000 $0 $0 $0 $0 $0 $0 $0 $0 $54,000 $190,000 Construction Outside Sources Base $0 $646,000 $0 $0 $0 $0 $646,000 Chargebacks Transportation Sales Tax Base $0 $15,640 $0 $0 $0 $0 $15,640 Arts Transportation Sales Tax Base $0 $1,900 $0 $0 $0 $0 $1,900 $54,000 $853,540 $0 $0 $0 $0 $907,540 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total Traffic Management Center Equipment Replacement Project Number: EN00433 Council District: Acacia Project Location: Development and Community Services Building This project provides funding for the periodic equipment replacement in the city’s Traffic Management Center (TMC) located in Description: the Development and Community Services Building. This equipment includes the video wall monitors, computer hardware and switches, video conferencing equipment, and other related equipment. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Transportation Sales Tax Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $400,000 $0 $0 $400,000 $800,000 $0 $0 $400,000 $0 $0 $400,000 $800,000 289 FY 2013 Program Budget Capital Projects Traffic Control Traffic Signal Emergency Operations ITS Project Number: EN00225 Council District: Pine, Palo Verde Project Location: Thunderbird Rd, 83rd Av, 75th Av This ITS project will include the installation of additional fiber optic conduit, cable, communication lines, and computer Description: 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 Construction Transportation Sales Tax FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Total Budget $150,000 $0 $0 $0 $0 $0 $150,000 Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 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 Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Council District: All Project Location: Citywide The project provides for extension of the Traffic Signal Interconnect Project (TSIP) fiber optic system to provide Description: 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 Design Construction Transportation Sales Tax Transportation Sales Tax Base Base $25,000 $275,000 Construction Outside Sources Base Chargebacks Transportation Sales Tax Base Arts Transportation Sales Tax Base Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 $6,000 $44,000 $0 $0 $700,000 $0 $0 $1,500 $0 $1,000,000 FY 2013 FY 2016 FY 2017 $25,000 $175,000 $0 $0 $0 $0 $0 $5,000 $500 $0 $52,000 $0 FY 2014 FY 2015 FY 18-22 Total $75,000 $525,000 $131,000 $1,019,000 $0 $0 $700,000 $0 $15,000 $21,500 $2,000 $0 $6,000 $8,500 $207,000 $0 $621,000 $1,880,000 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $3,000 $3,000 $3,000 $5,000 $5,000 $25,000 $44,000 Total Operating Impacts $3,000 $3,000 $3,000 $5,000 $5,000 $25,000 $44,000 290 FY 2013 Program Budget Capital Projects Traffic Control Traffic Signal Program Project Number: EN00170 Council District: Citywide Project Location: Citywide The Traffic Signal Program (TSP) provides funding for traffic studies, coordination with adjacent propeorty owners, public Description: involvement, design, materials testing, 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 and handicap ramps, 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 $50,000 $0 $0 $0 $0 $0 $50,000 Construction Construction Outside Sources Transportation Sales Tax Carryover Base $41,600 $674,000 $0 $733,000 $0 $733,000 $0 $733,000 $0 $733,000 $0 $3,665,000 $41,600 $7,271,000 Chargebacks Transportation Sales Tax Base $0 $59,670 $59,670 $59,670 $59,670 $298,350 $537,030 Arts Transportation Sales Tax Base $0 $7,330 $7,330 $7,330 $7,330 $36,650 $65,970 $765,600 $800,000 $800,000 $800,000 $800,000 $4,000,000 $7,965,600 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 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 Traffic Signal System Software Replacement Project Number: EN00430 Council District: Acacia Project Location: Development and Community Services Building This is to request funding for replacement of the city’s existing traffic signal system software. This project includes the software Description: installation, integration with traffic system hardware, software licenses, personnel training and software maintenance agreement. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Base Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $300,000 $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $300,000 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $0 $12,000 $12,000 $12,000 $12,000 $12,000 $60,000 Total Operating Impacts $0 $12,000 $12,000 $12,000 $12,000 $12,000 $60,000 291 FY 2013 Program Budget Capital Projects Wastewater The measure of success when collecting and treating wastewater is when no one so much as won‐ ders 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 facilities, the City of Peoria ensures that infrastructure is in place from an individual residence or commercial establish‐ ment, 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 10‐year program includes funding for reclaimed water lines on 81st and 85th avenues, a new sewer line along Lake Pleasant Parkway, and inspection and rehabilitation of trunk sewer lines throughout the city. Capital Improvement Program Wastewater Total ‐ $54,505,596 $35,000,000 $31,644,286 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $9,129,285 $4,461,914 $5,000,000 $4,253,069 $2,761,118 $2,255,924 $0 FY2013 FY2014 FY2015 292 FY2016 FY2017 FY18‐22 FY 2013 Program Budget Capital Projects Wastewater Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $295,170 $1,799,245 $201,000 $1,004,850 $251,000 $7,269,686 $10,820,951 $0 $0 $0 $0 $62,993 $1,755,425 $1,818,418 2400 - Wastewater $5,035,382 $1,921,465 $1,307,150 $1,188,119 $1,707,500 $9,055,448 $20,215,064 2510 - Wastewater Expansion $3,798,733 $741,204 $1,252,968 $2,060,100 $234,431 $13,563,727 $21,651,163 Total - Wastewater $9,129,285 $4,461,914 $2,761,118 $4,253,069 $2,255,924 $31,644,286 $54,505,596 2050 - Water 2161 - Water Expansion 293 FY 2013 Program Budget Capital Projects Wastewater 81st Ave, Reclaimed Waterline, North of Olive Ave Project Number: UT00318 Council District: Acacia Project Location: 81st Ave North of Olive Avenue The project will expand the reclaimed water system in Old Town Peoria by installing a new 4-inch reclaimed waterline on 81st Description: Avenue from Olive Avenue north approx. 550 LF to supply the Round Tree Ranch Park water meter. In the future, this line can be extended further north to supply right-of-way and HOA landscaping areas. This project will also fund the work necessary to convert the park to reclaimed water, including: - Installing regulatory signage and new reclaimed valves box lids, etc. - Installing new reclaimed water meters - Testing the systems to ensure there are no cross-connections to the potable water system - Public education and outreach Budget by Fiscal Year Carryover / Base Category Funding Source FY 2013 FY 2014 FY 2015 FY 2016 FY 18-22 Construction Wastewater Carryover $23,000 $0 $0 $0 $0 $0 Construction Water Carryover $69,000 $0 $0 $0 $0 $0 $69,000 Total Budget $92,000 $0 $0 $0 $0 $0 $92,000 FY 2017 Total $23,000 85th Avenue Reclaimed Waterline-Mtn View to Grand Project Number: UT00310 Council District: Acacia Project Location: 85th Avenue Mountain View to Grand This project involves the construction of a 12-inch reclaimed water line north along 85th Ave to Grand Ave, expanding the Description: reclaimed water system north of the City Hall complex. The project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 12-inch reclaimed waterline and appurtenances on 85th Avenue from Mountain View Road to Grand Avenue, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Funding Source Design Wastewater Base $0 $17,921 $0 $0 $0 $0 $17,921 Design Construction Water Wastewater Base Base $0 $0 $53,762 $194,195 $0 $0 $0 $0 $0 $0 $0 $0 $53,762 $194,195 Construction Water Base $0 $582,587 $0 $0 $0 $0 $582,587 Chargebacks Chargebacks Wastewater Water Base Base $0 $0 $8,550 $25,650 $0 $0 $0 $0 $0 $0 $0 $0 $8,550 $25,650 Arts Wastewater Base $0 $2,121 $0 $0 $0 $0 $2,121 Arts Water Base $0 $6,363 $0 $0 $0 $0 $6,363 $0 $891,149 $0 $0 $0 $0 $891,149 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Category FY 2016 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $2,503 $2,503 $2,503 $12,515 $20,024 Total Operating Impacts $0 $0 $2,503 $2,503 $2,503 $12,515 $20,024 294 FY 2013 Program Budget Capital Projects Wastewater Agua Fria Lift Station; Water Campus Land Purchase Project Number: UT00284 Council District: Mesquite Project Location: CAP Canal and Agua Fria River This project will purchase a 40-acre site for a future a reclamation facility campus. This project site will initially be used for a Description: 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 FY 2013 Funding Source Study Wastewater Base $0 $0 $200,000 $0 $0 $0 $200,000 Land Wastewater Expansion Base $0 $0 $0 $2,050,000 $0 $0 $2,050,000 Land Water Base $0 $0 $0 $750,000 $0 $0 $750,000 Chargebacks Chargebacks Wastewater Expansion Water Base Base $0 $0 $0 $0 $0 $0 $10,100 $10,100 $0 $0 $0 $0 $10,100 $10,100 $0 $0 $200,000 $2,820,200 $0 $0 $3,020,200 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total Beardsley Diversion Structure Project Number: UT00303 Council District: Mesquite Project Location: Beardsley Road and 91st Avenue This project includes the design and construction of a wastewater diversion structure and a flow meter at Beardsley Road and Description: 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 Design Wastewater Base $28,882 $0 $0 $0 $0 $0 Design Water Base $9,627 $0 $0 $0 $0 $0 $9,627 Construction Construction Wastewater Water Base Base $243,478 $81,159 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $243,478 $81,159 $363,146 $0 $0 $0 $0 $0 $363,146 Total Budget FY 2013 FY 2014 295 FY 2015 FY 2016 FY 2017 FY 18-22 Total $28,882 FY 2013 Program Budget Capital Projects Wastewater Beardsley Plant Equipment Upgrade and Expansion Project Number: UT00314 Council District: Mesquite Project Location: Beardsley Treatment Plant This project will replace and update existing equipment identified as reaching the end of its life cycle prior to the plant Description: expansion. The replacement of this equipment will maintain plant reliability and increase efficiencies. The FY21-22 component of this project will increase plant treatment capacity from 4 Million Gallons per day to 6 Million Gallons per day. The project will entail expanding plant capacity using the current plant process technology at Beardsley. New basins, clarifiers, pump capacity, filters, disinfection systems, recharge capacity, and back up generator power are the main elements of this project. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Base Equipment Construction Water Wastewater Expansion Base Base Construction Water Chargebacks Chargebacks Wastewater Expansion Wastewater Chargebacks Arts Arts Water FY 2014 FY 2015 FY 2016 $0 $112,500 $225,000 $300,000 $375,000 $487,500 $1,500,000 $0 $0 $37,500 $0 $75,000 $0 $100,000 $0 $125,000 $0 $162,500 $12,808,126 $500,000 $12,808,126 Base $0 $0 $0 $0 $0 $4,269,376 $4,269,376 Base Base $0 $0 $0 $2,000 $0 $2,000 $0 $2,000 $0 $2,000 $4,000 $6,000 $4,000 $14,000 Water Base $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 Wastewater Expansion Base $0 $0 $0 $0 $0 $128,080 $128,080 Base $0 $0 $0 $0 $0 $42,692 $42,692 $0 $153,000 $303,000 $403,000 $503,000 $17,913,274 $19,275,274 Total Budget FY 2013 296 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Wastewater Beardsley WRF 8" WAS Forcemain Rehabilitation Project Number: UT00308 Council District: Mesquite Project Location: Beardsley and 91st Ave to 99th Ave This project involves the rehabilitation of 8" force main that transports solids from the Beardsley Water Reclamation Facility to Description: the sewer collector along 91st Ave and then ultimately to the Butler Water Reclamation Facility. This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for the rehabilitation of the existing 8" force main and manholes on Beardsley Rd from 111th Av to 91st Ave., and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Base $0 $0 $0 $0 $0 $189,403 $189,403 Design Construction Water Wastewater Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $63,134 $1,449,719 $63,134 $1,449,719 Construction Water Base $0 $0 $0 $0 $0 $483,240 $483,240 Chargebacks Wastewater Base $0 $0 $0 $0 $0 $36,090 $36,090 Arts Wastewater Base $0 $0 $0 $0 $0 $21,855 $21,855 $0 $0 $0 $0 $0 $2,243,441 $2,243,441 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $0 $0 $0 $31,496 $31,496 Total Operating Impacts $0 $0 $0 $0 $0 $31,496 $31,496 Butler Drive WRF Expansion to 13 MGD Project Number: UT00225 Council District: Acacia Project Location: Butler WRF AsDescription: 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 $0 $0 $185,625 Design Water Base $0 $0 $0 $0 $0 $61,875 $61,875 Construction Construction Wastewater Water Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,732,673 $1,732,673 $1,732,673 $1,732,673 Arts Wastewater Base $0 $0 $0 $0 $0 $19,183 $19,183 Arts Water Base $0 $0 $0 $0 $0 $17,946 $17,946 $0 $0 $0 $0 $0 $3,749,975 $3,749,975 Total Budget FY 2013 FY 2014 297 FY 2015 FY 2016 FY 2017 FY 18-22 Total $185,625 FY 2013 Program Budget Capital Projects Wastewater Butler Drive WRF Membrane Replacement Project Number: UT00306 Council District: Acacia Project Location: Butler Drive Water Reclamation Facility This project provides for annual contributions to a reserve fund to replace membrane filters at the Butler Drive Water Description: Reclamation Facility (WRF). Budget by Fiscal Year Category Funding Source Equipment Equipment Wastewater Water Carryover / Base FY 2013 Base Base Total Budget FY 2014 FY 2015 FY 2016 $0 $0 $375,000 $125,000 $375,000 $125,000 $375,000 $125,000 $0 $500,000 $500,000 $500,000 FY 2017 FY 18-22 Total $375,000 $125,000 $1,125,000 $375,000 $2,625,000 $875,000 $500,000 $1,500,000 $3,500,000 Butler Recharge Well Project Number: UT00309 Council District: Acacia Project Location: Butler Water Reclamation Facility This project will provide for the study, design, construction and construction administration of a new groundwater recharge well Description: at the Butler Water Reclamation Facility. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Expansion Base $0 $0 $0 $0 $0 $82,086 $82,086 Design Construction Water Expansion Wastewater Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $246,258 $483,339 $246,258 $483,339 Construction Water Expansion Base $0 $0 $0 $0 $0 $1,450,016 $1,450,016 Chargebacks Wastewater Expansion Base $0 $0 $0 $0 $0 $14,062 $14,062 Chargebacks Arts Water Expansion Wastewater Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $42,188 $5,654 $42,188 $5,654 Arts Water Expansion Base $0 $0 $0 $0 $0 $16,963 $16,963 $0 $0 $0 $0 $0 $2,340,566 $2,340,566 FY 18-22 Total Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $0 $0 $0 $38,600 $38,600 Total Operating Impacts $0 $0 $0 $0 $0 $38,600 $38,600 298 FY 2013 Program Budget Capital Projects Wastewater Butler Reclaimed Water System Expansion Phase II Project Number: UT00313 Council District: Acacia Project Location: Butler Reclamation Facility This project will construct a new 100,000 gallon concrete reservoir and booster pump station to support expansion of the Description: reclaimed water system in the Old Town area and Community Park II. Budget by Fiscal Year Carryover / Base Funding Source Design Design Wastewater Water Base Base $45,128 $135,384 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $45,128 $135,384 Construction Wastewater Base $0 $306,018 $0 $0 $0 $0 $306,018 Construction Water Base $0 $918,053 $0 $0 $0 $0 $918,053 Chargebacks Chargebacks Wastewater Water Base Base $0 $0 $6,300 $18,900 $0 $0 $0 $0 $0 $0 $0 $0 $6,300 $18,900 Arts Wastewater Base $0 $3,060 $0 $0 $0 $0 $3,060 Arts Water Base $0 $9,180 $0 $0 $0 $0 $9,180 $180,512 $1,261,511 $0 $0 $0 $0 $1,442,023 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 Category FY 2015 FY 2016 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $16,100 $16,100 $16,100 $80,500 $128,800 Total Operating Impacts $0 $0 $16,100 $16,100 $16,100 $80,500 $128,800 Jomax Plant Modular Rehabilitation Project Number: UT00317 Council District: Mesquite Project Location: Jomax Treatment Plant This project will provide for the rehabilitation and expansion of the existing administration modular building. Description: Budget by Fiscal Year Carryover / Base Category Funding Source Construction Wastewater Expansion Base $0 $0 $0 $0 $185,625 $0 $185,625 Construction Water Expansion Base $0 $0 $0 $0 $61,875 $0 $61,875 Chargebacks Chargebacks Wastewater Expansion Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $1,500 $500 $0 $0 $1,500 $500 Arts Wastewater Expansion Base $0 $0 $0 $0 $1,856 $0 $1,856 Arts Water Expansion Base $0 $0 $0 $0 $618 $0 $618 $0 $0 $0 $0 $251,974 $0 $251,974 Total Budget FY 2013 FY 2014 299 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Wastewater Jomax WRF Operational Improvements Project Number: UT00323 Council District: Mesquite Project Location: Jomax Water Reclamation Facility This project will achieve several goals. The initial year entails the rehabilitation of the administrative offices and the relining of Description: an existing chemical tank. The project also includes a study to define the existing capacity of the aeration equipment and propose a long term strategy for operation and equipment replacement. Subsequent years will continue to address the ongoing needs of a working plant. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Base $0 $28,750 $0 $0 $0 $0 Study Water Base $0 $21,250 $0 $0 $0 $0 $21,250 Construction Construction Wastewater Water Base Base $0 $0 $34,650 $0 $0 $0 $55,693 $18,564 $0 $0 $167,079 $55,692 $257,422 $74,256 Arts Wastewater Base $0 $350 $0 $557 $0 $1,671 $2,578 Arts Water Base $0 $0 $0 $186 $0 $558 $744 $0 $85,000 $0 $75,000 $0 $225,000 $385,000 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $28,750 Lake Plsnt Pkwy 21/18-inch Sewer; Dynamite-L303 Project Number: UT00151 Council District: Mesquite Project Location: Lake Plsnt Pkwy/Dynamite to Loop 303 This project includes the construction of two sections of sanitary sewer line (21 and 18 inch) along Lake Pleasant Parkway from Description: 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 Category Funding Source Construction Construction Wastewater Expansion Wastewater Carryover / Base FY 2013 Carryover Carryover $3,100,000 $1,700,591 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,100,000 $1,700,591 Total Budget $4,800,591 $0 $0 $0 $0 $0 $4,800,591 Operating Impacts FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 Total Operating Impacts $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 300 FY 2013 Program Budget Capital Projects Wastewater Lift Station Reconditioning Project Number: UT00116 Council District: Various Project Location: Various Locations This project addresses ongoing needs at all City of Peoria Lift Stations. The funds will be used to address odor control, corrosion Description: prevention, equipment upgrades and replacements. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Construction Wastewater Wastewater Carryover Base Chargebacks Wastewater Arts Wastewater FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $25,000 $99,000 $0 $99,000 $0 $99,000 $0 $49,500 $0 $49,500 $0 $247,500 $25,000 $643,500 Base $0 $2,000 $2,000 $1,000 $1,000 $5,000 $11,000 Base $0 $1,000 $1,000 $500 $500 $2,500 $5,500 $124,000 $102,000 $102,000 $51,000 $51,000 $255,000 $685,000 Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $20,000 $45,000 $45,000 $45,000 $45,000 $225,000 $425,000 Total Operating Impacts $20,000 $45,000 $45,000 $45,000 $45,000 $225,000 $425,000 Manhole Rehabilitation Project Number: UT00307 Council District: Various Project Location: Various This project will repair and rehabilitate manholes throughout the City's wastewater collection system. The City currently has Description: over 14,000 manholes with an expected life of 30 to 50 years. This project will progressively increase the number of rehabilitations over the next ten years as the infrastructure ages. Budget by Fiscal Year Category Funding Source Construction Chargebacks Wastewater Wastewater Arts Wastewater Carryover / Base Base Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 $148,500 $0 $173,250 $2,100 $198,000 $2,150 $222,750 $2,200 FY 2017 $247,500 $2,500 FY 18-22 Total $1,831,500 $18,750 $2,821,500 $27,700 $0 $1,750 $2,000 $2,250 $2,500 $18,500 $27,000 $148,500 $177,100 $202,150 $227,200 $252,500 $1,868,750 $2,876,200 301 FY 2013 Program Budget Capital Projects Wastewater Miscellaneous Local Wastewater Line Improvements Project Number: UT00191 Council District: Various Project Location: Various Locations This project provides funding to upgrade the City's existing wastewater collection system to ensure its continued operation. Description: 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 Funding Source Construction Wastewater Carryover $189,059 $0 $0 $0 $0 $0 $189,059 Construction Wastewater Base $99,000 $49,500 $49,500 $49,500 $99,000 $495,000 $841,500 Chargebacks Wastewater Base $0 $1,000 $1,000 $1,000 $2,000 $10,000 $15,000 Arts Wastewater Base $0 $500 $500 $500 $1,000 $5,000 $7,500 $288,059 $51,000 $51,000 $51,000 $102,000 $510,000 $1,053,059 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total SROG Line Assessment & Repair Project Number: UT00321 Council District: Project Location: 99th Avenue from Olive to Hwy 10 This project will fund a portion of the improvements to be done to the 99th Ave West Sub Regional Operating Group (SROG) Description: interceptor. The project entails an assessment of the sewer line followed by the repairs identified in the assessment. Under the SROG agreement, the City of Peoria is responsible for 21.44% of all capital costs associated with this line. Budget by Fiscal Year Carryover / Base Funding Source Study Wastewater Expansion Base $104,842 $94,551 $0 $0 $0 $0 $199,393 Construction Arts Wastewater Expansion Wastewater Expansion Base Base $0 $0 $0 $0 $424,512 $4,245 $0 $0 $0 $0 $0 $0 $424,512 $4,245 $104,842 $94,551 $428,757 $0 $0 $0 $628,150 Total Budget FY 2013 FY 2014 302 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total FY 2013 Program Budget Capital Projects Wastewater Trunk Sewer Line Inspection Project Number: UT00322 Council District: All Project Location: Citywide This project will perform an inspection of all sanitary sewer lines 15" and larger within the wastewater collection system. The Description: first phase includes laser inspections of PVC and other flexible sewer line materials to ensure deflection in the lines has not degraded the structural integrity. The inspections will identify any existing or potential structural and operational issues. The inspection also collects data on the system that helps us update our information databases. Video of the lines is the main tool for the inspection. Budget by Fiscal Year Category Funding Source Study Wastewater Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $150,000 $0 $550,000 $0 $700,000 $0 $0 $150,000 $0 $550,000 $0 $700,000 Trunk Sewer Rehabilitation Project Number: UT00296 Council District: Various Project Location: Citywide This project will repair and rehabilitate sewer lines 15 inches and larger within the City's wastewater collection system. These Description: 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 2013 Wastewater Carryover $1,260,000 $0 $0 $0 $0 $0 $1,260,000 Wastewater Base $1,173,744 $489,060 $0 $0 $0 $990,000 $2,652,804 Wastewater Wastewater Base Base $0 $0 $6,000 $4,890 $0 $0 $0 $0 $0 $0 $0 $9,900 $6,000 $14,790 $2,433,744 $499,950 $0 $0 $0 $999,900 $3,933,594 Category Funding Source Construction Construction Chargebacks Arts Total Budget FY 2014 303 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Wastewater West Agua Fria Wastewater Lines Project Number: UT00171 Council District: Mesquite Project Location: Vistancia Development This project will provide additional wastewater collection capacity throughout the Vistancia community. The Vistancia Utilities Description: 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 Carryover $2,391 $0 $0 $0 $0 $0 $2,391 Construction Wastewater Expansion Base $591,500 $640,250 $816,050 $0 $45,000 $38,000 $2,130,800 Construction Arts Wastewater Wastewater Expansion Base Base $0 $0 $0 $6,403 $0 $8,161 $124,425 $0 $0 $450 $0 $380 $124,425 $15,394 Arts Wastewater Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $0 $1,244 $0 $0 $1,244 $593,891 $646,653 $824,211 $125,669 $45,450 $38,380 $2,274,254 304 FY 2013 Program Budget Capital Projects Water Water operations are considerably more complex than one might imagine. Acquisition of the wa‐ ter 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 treatment facilities, as well as a network of infrastructure to distribute water to the facilities for treatment and then ulti‐ mately to the users. Like wastewater projects, water infrastructure is funded primarily through operating revenues from user fees, revenue bonds, and development impact fees. The 10‐year program includes fund‐ ing for new water lines along Lake Pleasant Parkway and Lone Mountain Road, replacement of water meters throughout the city, expansion of the Greenway Water Treatment Plant, recondition‐ ing of various water facilities, and the construction of new wells. Capital Improvement Program Water Total ‐ $116,960,622 $90,000,000 $80,000,000 $76,191,743 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $14,343,798 $9,154,173 $10,000,000 $5,338,335 $6,150,097 $5,782,476 FY2015 FY2016 FY2017 $0 FY2013 FY2014 305 FY18‐22 FY 2013 Program Budget Capital Projects Water Summary by Funding Source Fund Number and Name FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total 2050 - Water $5,947,871 $6,401,546 $3,782,013 $5,235,846 $4,686,141 $17,117,151 $43,170,568 2161 - Water Expansion $7,119,535 $1,810,960 $756,030 $106,459 $302,168 $19,198,221 $29,293,373 $0 $0 $0 $0 $0 $37,837,204 $37,837,204 $1,077,767 $941,667 $744,392 $701,333 $794,167 $1,614,167 $5,873,493 $198,625 $0 $55,900 $106,459 $0 $425,000 $785,984 $14,343,798 $9,154,173 $5,338,335 $6,150,097 $5,782,476 $76,191,743 $116,960,622 2224 - Proposed Revenue Bonds 2400 - Wastewater 2510 - Wastewater Expansion Total - Water 306 FY 2013 Program Budget Capital Projects Water 75 Av 16-inch Waterline, Thunderbird and Cholla Project Number: UT00143 Council District: Palo Verde/Willow Project Location: 75th Ave, Thunderbird and Cholla Intersections This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, Description: construction, materials testing, construction administration, utility coordination, utility relocation, as needed, clearing and grubbing, grade the work area for installation of 16" waterline and appurtenances on 75th Avenue in the vicinity of Cactus Road. The waterline will be installed in relationship to project EN00088 75th Av Cactus Rd Intersection Improvements. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Design Water Water Carryover Base Construction Water Chargebacks Arts Water Water FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $173,283 $22,386 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $173,283 $22,386 Base $0 $359,717 $0 $0 $0 $0 $359,717 Base Base $0 $0 $7,236 $3,597 $0 $0 $0 $0 $0 $0 $0 $0 $7,236 $3,597 $195,669 $370,550 $0 $0 $0 $0 $566,219 Total Budget 91st Av 24-inch Waterline; Union Hills-Greenway Project Number: UT00226 Council District: Ironwood Project Location: 91st Ave, Union Hills Dr to Greenway Rd This project is needed to allow the City to efficiently move large volumes of water from Zone 2 into Zone 3 to meet the demands Description: of growth and provide increased redundancy. This project is linked to UT00136 and UT00227. This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 24 inch waterline and appurtenances along the selected alignment, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Construction Water Water Base Base $0 $0 $0 $0 $0 $0 $0 $0 Chargebacks Water Base $0 $0 $0 Arts Water Base $0 $0 $0 $0 $0 $0 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $344,120 $3,729,015 $344,120 $3,729,015 $0 $0 $81,000 $81,000 $0 $0 $40,731 $40,731 $0 $0 $4,194,866 $4,194,866 FY 18-22 Total FY 2016 FY 2017 Non-Pers OPS $0 $0 $0 $0 $0 $11,920 $11,920 Total Operating Impacts $0 $0 $0 $0 $0 $11,920 $11,920 307 FY 2013 Program Budget Capital Projects Water Agua Fria Booster/PRV Phase I and II Project Number: UT00245 Council District: Mesquite Project Location: North Peoria This project will provide a pressure reducing valve and booster station to move water to and from pressure zone 4E to both zones Description: 5E and 5W. Budget by Fiscal Year Category Funding Source Carryover / Base Design Construction Water Expansion Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 Construction Water Base $0 $0 $0 Chargebacks Water Expansion Base $0 $0 $0 Chargebacks Arts Water Water Expansion Base Base $0 $0 $0 $0 Arts Water Base $0 $0 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2016 FY 2017 FY 18-22 Total $0 $0 $642,761 $2,604,965 $642,761 $2,604,965 $0 $0 $964,837 $964,837 $0 $0 $68,985 $68,985 $0 $0 $0 $0 $0 $0 $25,515 $32,477 $25,515 $32,477 $0 $0 $0 $0 $9,648 $9,648 $0 $0 $0 $0 $4,349,188 $4,349,188 FY 18-22 Total FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 Non-Pers OPS $0 $0 $0 $0 $0 $82,800 $82,800 Total Operating Impacts $0 $0 $0 $0 $0 $82,800 $82,800 Condition Assessment of Remote Sites Project Number: UT00256 Council District: Various Project Location: Citywide This project will assess the condition of all water, wastewater and reuse water infrastructure (excluding treatment plants). This Description: 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 Carryover $100,000 $0 $0 $0 Study Water Carryover $100,000 $0 $0 Study Study Wastewater Water $0 $0 $0 $0 $0 $0 $200,000 $0 $0 Base Base Total Budget FY 2013 FY 2014 308 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $100,000 $0 $0 $0 $100,000 $0 $0 $150,000 $150,000 $0 $0 $150,000 $150,000 $0 $300,000 $0 $500,000 FY 2013 Program Budget Capital Projects Water Construction of Zone 3/2 - 91st Avenue PRV Project Number: UT00324 Council District: Ironwood Project Location: 91st Avenue and Bell Road This project will construct a Pressure Reducing Valve (PRV) between Water Pressure Zones 3 & 2. The PRV will be constructed Description: in an area adjacent to the 91st Avenue, about one quarter mile South of Bell Road. This PRV will improve water flow and system efficiency between Zones 3 and 2. Budget by Fiscal Year Category Funding Source Construction Water Carryover / Base Base Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $249,750 $0 $0 $0 $0 $0 $249,750 $249,750 $0 $0 $0 $0 $0 $249,750 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Total Operating Impacts $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Data Network for Remote Utility Facilities Project Number: UT00215 Council District: Various Project Location: Various locations This project will upgrade the Utilities Supervisory Control and Data Acquisition (SCADA) network. The SCADA system links Description: 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 $55,900 $56,459 $0 $0 $112,359 Equipment Equipment Wastewater Water Expansion Base Base $0 $0 $0 $0 $57,725 $55,900 $57,166 $56,459 $0 $0 $0 $0 $114,891 $112,359 Equipment Water Base $0 $0 $57,725 $57,166 $0 $0 $114,891 $0 $0 $227,250 $227,250 $0 $0 $454,500 Total Budget FY 2013 FY 2014 309 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Water Desert Harbor-Peoria Sports Complex Well Mixing Project Number: UT00312 Council District: Ironwood Project Location: 91st Ave and Greenway to Sports Complex Reservoir This project will install a waterline to directly connect the Desert Harbor and Arrowhead Shores Wells to the Peoria Sports Description: Complex Reservoir in order to facilitate mixing of the water sources. Permits to cross New River and Loop 101 will be obtained. Easements and Right-of-way exist, however private improvements will need to be restored after construction of the waterline. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $0 $165,281 $0 $0 $165,281 Construction Water Base $0 $0 $0 $0 $1,346,723 $0 $1,346,723 Chargebacks Arts Water Water Base Base $0 $0 $0 $0 $0 $0 $10,550 $1,652 $25,000 $13,467 $0 $0 $35,550 $15,119 $0 $0 $0 $177,483 $1,385,190 $0 $1,562,673 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 Total FY 18-22 Total Non-Pers OPS $0 $0 $0 $0 $0 $2,500 $2,500 Total Operating Impacts $0 $0 $0 $0 $0 $2,500 $2,500 Fire Hydrant Infill Project Number: UT00204 Council District: Various Project Location: City Wide This is an ongoing program to install fire hydrants in areas of the City where fire hydrant spacing exceeds City Infrastructure Description: Guidelines. Budget by Fiscal Year Carryover / Base Funding Source Construction Water Base $0 $49,505 $0 $49,505 $0 $148,515 $247,525 Chargebacks Water Base $0 $2,000 $0 $2,000 $0 $6,000 $10,000 Arts Water Base $0 $495 $0 $495 $0 $1,485 $2,475 $0 $52,000 $0 $52,000 $0 $156,000 $260,000 Total Budget FY 2013 FY 2014 310 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total FY 2013 Program Budget Capital Projects Water Greenway Plant Equipment Upgrade Project Number: UT00316 Council District: Willow Project Location: Greenway Water Treatment Plant FY13 & FY14 will continue the upgrade of existing plant equipment and the construction of safer access points to the plant's Description: many basins. Subsequent years will continue to address the needed replacement of plant equipment and systems such as ozone disinfection equipment components and programmable Logic Controllers. Budget by Fiscal Year Category Funding Source Equipment Water Chargebacks Water Carryover / Base FY 2014 Base $100,000 $100,000 $50,000 $50,000 $50,000 $250,000 Base $0 $2,000 $1,000 $1,000 $1,000 $5,000 $10,000 $100,000 $102,000 $51,000 $51,000 $51,000 $255,000 $610,000 Total Budget FY 2015 FY 2016 FY 2017 FY 2013 FY 18-22 Total $600,000 Greenway Rd 24-inch Waterline; 91st-79th Av Project Number: UT00227 Council District: Willow/Ironwood Project Location: Greenway Road This project is needed to allow the City to efficiently move large volumes of water from Zone 2 into Zone 3 to meet the demands Description: of growth and provide increased redundancy. This project is linked to UT00226 and UT00136. This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 24 inch waterline and appurtenances along the selected alignment, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $0 $0 $0 $588,062 $588,062 Construction Proposed Revenue Bond Base $0 $0 $0 $0 $0 $6,037,255 $6,037,255 Chargebacks Chargebacks Proposed Revenue Bond Water Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $45,500 $35,500 $45,500 $35,500 Arts Proposed Revenue Bond Base $0 $0 $0 $0 $0 $60,373 $60,373 Arts Water Base $0 $0 $0 $0 $0 $5,880 $5,880 $0 $0 $0 $0 $0 $6,772,570 $6,772,570 Total Budget FY 2013 FY 2014 311 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Water Greenway WTP 24 MGD Expansion Project Number: UT00311 Council District: Willow Project Location: Greenway WTP This project provides for expansion of the Greenway WTP from 16 MGD to 24 MGD, however the plant was master planned to Description: be expanded to 32 MGD. This project includes sizing some major unit processes an additional 16 MGD for a total capacity of 32 MGD. The plant was planned such that these unit processes could only be expanded to 32 MGD. The following unit processes were sized for 8 MGD providing a total capacity of 24 MGD: Flocculation basin, final sedimentation basin, filters, chlorination equipment, and ozone production equipment. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed Revenue Bond Base $0 $0 $0 $0 $0 $3,521,584 $3,521,584 Construction Chargebacks Proposed Revenue Bond Proposed Revenue Bond Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $27,710,176 $150,000 $27,710,176 $150,000 Arts Proposed Revenue Bond Base $0 $0 $0 $0 $0 $312,316 $312,316 $0 $0 $0 $0 $0 $31,694,076 $31,694,076 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Greenway WTP Fiber Optic Connection Project Number: UT00301 Council District: Willow Project Location: Greenway Rd from 75th Ave to the Greenway WTP This project will install fiber optic cable from the corner of 75th Avenue and Greenway Road east on Greenway Road to connect Description: the Greenway Water Treatment Plant (WTP) to the City's fiber optic network. Budget by Fiscal Year Category Funding Source Construction Water Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $297,000 $0 $0 $0 $0 $0 $297,000 $297,000 $0 $0 $0 $0 $0 $297,000 312 FY 2013 Program Budget Capital Projects Water Integrated Utility Master Plan Project Number: UT00271 Council District: Various Project Location: Citywide This project will update water, wastewater and reuse master plans. The Integrated Utility Master Plan will identify the amount of Description: 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 Carryover $37,600 $0 $0 $0 $0 $0 Study Water Carryover $37,600 $0 $0 $0 $0 $0 $37,600 Study Study Wastewater Water Base Base $141,000 $141,000 $101,000 $101,000 $0 $0 $0 $0 $0 $0 $235,000 $235,000 $477,000 $477,000 Chargebacks Wastewater Base $0 $9,000 $0 $0 $0 $15,000 $24,000 Chargebacks Water Base $0 $9,000 $0 $0 $0 $15,000 $24,000 $357,200 $220,000 $0 $0 $0 $500,000 $1,077,200 Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $37,600 Jomax In-Line Booster Station Upgrades Project Number: UT00285 Council District: Mesquite Project Location: Jomax Road and Terramar Blvd This project includes upgrading the existing Jomax Booster Station from 12 to 18 million gallons per day (MGD) firm capacity. Description: This will involve upgrading pumps 1 and 2 to 100 hp each to match pumps 3 and 4. The project will require a new emergency generator rated at 450 KW. The two 75 KW VFD drives will be replaced with 100 KW constant speed soft start motor controls. A section of the 16" watermain near the turnout will be replaced with 24" pipe and a new 24" MAG meter installed. Budget by Fiscal Year Carryover / Base Category Funding Source Design Construction Water Water Base Base $0 $0 $0 $0 $0 $0 $0 $0 Chargebacks Water Base $0 $0 $0 Arts Water Base $0 $0 $0 $0 $0 $0 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $129,202 $1,096,602 $129,202 $1,096,602 $0 $0 $45,000 $45,000 $0 $0 $12,258 $12,258 $0 $0 $1,283,062 $1,283,062 FY 18-22 Total FY 2016 FY 2017 Non-Pers OPS $0 $0 $0 $0 $0 $60,300 $60,300 Total Operating Impacts $0 $0 $0 $0 $0 $60,300 $60,300 313 FY 2013 Program Budget Capital Projects Water Lake Plsnt Pkwy 24-inch Waterline; Dynamite-L303 Project Number: UT00148 Council District: Mesquite Project Location: Lake Pleasant Pkwy, Dynamite Road to Loop 303 This project includes design and construction of a 24-inch waterline along Lake Pleasant Parkway from Dynamite Road to Loop Description: 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 FY 2013 Construction Water Expansion Carryover $2,567,000 $0 $0 $0 $0 $0 Construction Water Carryover $1,620,208 $0 $0 $0 $0 $0 $1,620,208 Total Budget $4,187,208 $0 $0 $0 $0 $0 $4,187,208 Operating Impacts FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total $2,567,000 Total Non-Pers OPS $0 $500 $500 $500 $500 $2,500 $4,500 Total Operating Impacts $0 $500 $500 $500 $500 $2,500 $4,500 Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP Project Number: UT00269 Council District: Mesquite Project Location: Lake Plsnt Pkwy 24-inch Waterline, Loop 303 - LPWTP This project is part of the infrastructure necessary to gain access to the Lake Pleasant Water Treatment Plant (LPWTP). This Description: project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 24-inch waterline and appurtenances on Lake Pleasant Parkway from Loop 303 to a future take out structure south of LPWTP, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base Design Construction Water Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 Construction Water Base $0 $0 $0 Chargebacks Chargebacks Water Expansion Water Base Base $0 $0 $0 $0 $0 $0 Arts Water Expansion Base $0 $0 Arts Water Base $0 $0 $0 $0 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2017 FY 18-22 Total $0 $0 $431,165 $5,020,452 $431,165 $5,020,452 $0 $0 $750,182 $750,182 $0 $0 $0 $0 $62,640 $41,760 $62,640 $41,760 $0 $0 $0 $50,205 $50,205 $0 $0 $0 $11,813 $11,813 $0 $0 $0 $6,368,217 $6,368,217 FY 18-22 Total FY 2015 FY 2016 FY 2016 FY 2017 Non-Pers OPS $0 $0 $0 $0 $0 $9,621 $9,621 Total Operating Impacts $0 $0 $0 $0 $0 $9,621 $9,621 314 FY 2013 Program Budget Capital Projects Water Lone Mtn Pkwy 24-inch Waterline; El Mirage to L303 Project Number: UT00233 Council District: Mesquite Project Location: Lone Mountain Pkwy, El Mirage Road to Loop 303 This project provides funding for the over-sizing of waterline infrastructure including the project coordination, public Description: involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 24 inch waterline and appurtenances in Lone Mountain Parkway from the crossing of the Lop 303 Freeway to the existing waterline near Lake Pleasant Parkway in accordance with the Water Master Plan, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Construction Water Expansion Carryover / Base FY 2013 Carryover $2,526,000 $0 $0 $0 $0 $0 $2,526,000 Total Budget $2,526,000 $0 $0 $0 $0 $0 $2,526,000 Operating Impacts FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $500 $500 $500 $500 $2,500 $4,500 Total Operating Impacts $0 $500 $500 $500 $500 $2,500 $4,500 Miscellaneous Local Waterline Improvements Project Number: UT00203 Council District: Various Project Location: Various Locations This project provides funding to upgrade the City's existing water distribution system to ensure its continued operation. These Description: 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 $50,000 $0 $0 $0 $0 $0 $50,000 Construction Water Base $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000 Chargebacks Arts Water Water Base Base $0 $0 $5,000 $1,500 $5,000 $1,500 $5,000 $1,500 $5,000 $1,500 $25,000 $7,500 $45,000 $13,500 $200,000 $156,500 $156,500 $156,500 $156,500 $782,500 $1,608,500 Total Budget FY 2013 FY 2014 315 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Water New River Agua Fria Underground Storage Project Project Number: UT00149 Council District: Various Project Location: NAUSP This project funds the construction of recharge basin number seven at the New River Agua Fria Underground Storage Project Description: (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 Carryover / Base Construction Water Expansion Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Construction Wastewater Expansion Base $136,125 $0 $0 $0 $0 $0 $136,125 Construction Water Expansion Base $408,375 $0 $0 $0 $0 $0 $408,375 $844,500 $0 $0 $0 $0 $0 $844,500 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $68,000 $68,000 $68,000 $68,000 $340,000 $612,000 Total Operating Impacts $0 $68,000 $68,000 $68,000 $68,000 $340,000 $612,000 Northern Av - 16-inch Waterline, 107 Av - 103 Av Project Number: UT00138 Council District: Pine Project Location: Northern Avenue, 107th Avenue to 103rd Avenue This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, Description: construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $0 $79,771 $0 $0 $79,771 Construction Water Base $0 $0 $0 $0 $652,164 $0 $652,164 Chargebacks Arts Water Water Base Base $0 $0 $0 $0 $0 $0 $5,796 $798 $8,694 $6,521 $0 $0 $14,490 $7,319 $0 $0 $0 $86,365 $667,379 $0 $753,744 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $7,000 $7,000 Total Operating Impacts $0 $0 $0 $0 $0 $7,000 $7,000 316 FY 2013 Program Budget Capital Projects Water Peoria/SRP Aquifer Storage Recovery Well Recharge Project Number: UT00319 Council District: Pine Project Location: 91st Ave and Olive This project will provide for the design, permitting, well conditioning, site construction, performance testing, analysis and report Description: of an Annual Storage and Recovery (ASR) well in cooperation with the Salt River Project (SRP). The City will split the costs 50/50 with SRP, and SRP will manage the project. Permitting, design, and construction are scheduled to start in FY2013 and be completed by FY2015. The contractual agreement with SRP will provide "exit points" such that if the arsenic mitigation does not appear to be feasible once hydrologic modeling and more extensive water quality analyses are conducted, the City needs only to apply its share of project costs accrued to that point and is not further obligated to contribute to the project cost. Budget by Fiscal Year Category Funding Source Construction Water Carryover / Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $251,500 $21,000 $32,500 $0 $0 $0 $305,000 $251,500 $21,000 $32,500 $0 $0 $0 $305,000 Pyramid Peak Water Treatment Plant - Upgrades Project Number: UT00037 Council District: All Project Location: 67th Avenue and Jomax Road This project is the City of Peoria's share of upgrades to the City of Glendale Pyramid Peak Water Treatment Plant (WTP). Description: 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 Construction Water Expansion Water Expansion Carryover Base Arts Water Expansion Base Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $2,095,253 $23,000 $2,095,253 $23,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,953 $20,953 $23,000 $0 $0 $0 $0 $2,116,206 $2,139,206 FY 18-22 Total FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Non-Pers OPS $0 $4,025 $4,025 $4,025 $4,025 $20,125 $36,225 Total Operating Impacts $0 $4,025 $4,025 $4,025 $4,025 $20,125 $36,225 317 FY 2013 Program Budget Capital Projects Water SCADA Control Optimization Project Number: UT00252 Council District: Various Project Location: Various This project will fund the design and implementation of a system to automate the Utilities Department supervisory control and Description: data acquisition (SCADA) system. Budget by Fiscal Year Category Funding Source Equipment Water Carryover / Base Base Total Budget Operating Impacts FY 2013 FY 2015 $0 $400,000 $100,000 $0 $0 $0 $500,000 $0 $400,000 $100,000 $0 $0 $0 $500,000 FY 2013 FY 2014 FY 2016 FY 2017 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 FY 18-22 Total Total Personal OPS $0 $0 $100,000 $100,000 $100,000 $500,000 $800,000 Total Operating Impacts $0 $0 $100,000 $100,000 $100,000 $500,000 $800,000 SCADA Equipment Replacement Project Number: UT00266 Council District: Various Project Location: Citywide This project will replace, upgrade and add supervisory control and data acquisition (SCADA) equipment at water, wastewater Description: and reclaimed water facilities operated by the City. As the equipment ages and becomes obsolete, new equipment is needed to maintain the same level of information and service. In addition, some sites are in need of SCADA equipment to bring them up to City standards. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Wastewater Carryover $105,000 $0 $0 $0 $0 $0 $105,000 Construction Water Carryover $325,000 $0 $0 $0 $0 $0 $325,000 Equipment Equipment Wastewater Water Base Base $125,000 $375,000 $125,000 $375,000 $125,000 $375,000 $125,000 $375,000 $125,000 $375,000 $250,000 $750,000 $875,000 $2,625,000 $930,000 $500,000 $500,000 $500,000 $500,000 $1,000,000 $3,930,000 Total Budget FY 2013 FY 2014 318 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Water Technology and Security Master Plan Project Number: UT00304 Council District: Various Project Location: Various This project merges three previous master plans into a consolidated plan, linking planning efforts for technology--including Description: Supervisory Control and Data Acquisition (SCADA)--and security into a single master plan. Budget by Fiscal Year Category Funding Source Study Study Wastewater Expansion Water Expansion Carryover / Base Base Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $75,000 $225,000 $75,000 $225,000 $0 $0 $0 $0 $0 $300,000 $300,000 Utility Billing System Project Number: UT00160 Council District: All Project Location: City of Peoria This project will replace the existing utility billing system with a new customer information system (CIS) for utility billing and Description: 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 Expansion Base $0 $0 $0 $0 $0 $250,000 $250,000 Equipment Wastewater Base $0 $0 $0 $0 $0 $500,000 $500,000 Equipment Water Expansion Base $0 $0 $0 $0 $0 $250,000 $250,000 Equipment Water Base $0 $0 $0 $0 $0 $1,000,000 $1,000,000 $0 $0 $0 $0 $0 $2,000,000 $2,000,000 Total Budget FY 2013 FY 2014 319 FY 2015 FY 2016 FY 2017 FY 18-22 Total FY 2013 Program Budget Capital Projects Water Utility Security Upgrades Project Number: UT00262 Council District: Various Project Location: Various This project will implement security enhancements at water and wastewater facilities. These security enhancements will include Description: technological improvements, procedural changes, and physical barriers. Budget by Fiscal Year Category Funding Source Construction Construction Wastewater Wastewater Construction Water Arts Wastewater Arts Water Carryover / Base Carryover Base FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $50,000 $0 $0 $185,644 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $185,644 Base $0 $61,882 $0 $0 $0 $0 $61,882 Base $0 $1,856 $0 $0 $0 $0 $1,856 Base $0 $618 $0 $0 $0 $0 $618 $50,000 $250,000 $0 $0 $0 $0 $300,000 Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 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 Council District: All Project Location: Citywide This study will update the City’s water and wastewater rates. Rates will be reviewed to ensure that they cover the costs of system Description: operations and maintenance, fund the systems’ capital program requirements, and support the financial strength of the enterprise funds. Studies are anticipated to be performed with the help of outside consultants and coordinated with staff from the Finance and Public Works-Utilities Departments. During interim years between full studies, staff anticipate a lower level of annual support to update information and findings. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Base $2,500 $2,500 $45,000 $2,500 $2,500 $97,500 Study Water Base $2,500 $2,500 $45,000 $2,500 $2,500 $97,500 $152,500 $5,000 $5,000 $90,000 $5,000 $5,000 $195,000 $305,000 Total Budget FY 2013 FY 2014 320 FY 2015 FY 2016 FY 2017 FY 18-22 Total $152,500 FY 2013 Program Budget Capital Projects Water Water Facility Reconditioning Project Number: UT00206 Council District: Various Project Location: City Wide This project will upgrade and recondition existing water distribution and production facilities. Utilities staff prioritizes projects Description: to be included in this program based on operational needs and facility conditions. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2013 FY 2014 FY 2015 FY 2016 Construction Construction Water Water Carryover Base $300,000 $500,000 $0 $500,000 $0 $500,000 $0 $500,000 Chargebacks Water Arts Water Base $0 $5,000 $5,000 Base $0 $5,000 $5,000 $800,000 $510,000 $510,000 Total Budget FY 2017 FY 18-22 Total $0 $500,000 $0 $2,500,000 $300,000 $5,000,000 $5,000 $5,000 $25,000 $45,000 $5,000 $5,000 $25,000 $45,000 $510,000 $510,000 $2,550,000 $5,390,000 Water Meter Replacement Program Project Number: UT00326 Council District: Various Project Location: The City’s inventory of over 49,000 water meters includes approximately 37,000 water meters that are using transmission Description: technology and equipment that has reached its life expectancy and/or will not be supported with current technology within the next two to three years. A large portion of these meters have also reached, or will soon reach the end of their useful life during this timeframe. To ensure that the City’s water billing data meets accuracy standards going forward, the most cost-effective approach is to replace all of these meters over a six year cycle. Staff will, however, continue to explore alternatives that might reduce the number of meters to be replaced. Replacement labor will be provided by contracted staff. The project includes $800,000 per year that was originally programmed in the Finance Utilities Meter Services operating budget. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Base $516,667 $516,667 $516,667 $516,667 $516,667 $516,667 Equipment Water Base $1,033,333 $1,033,333 $1,033,333 $1,033,333 $1,033,333 $1,033,333 $6,199,998 $1,550,000 $1,550,000 $1,550,000 $1,550,000 $1,550,000 $1,550,000 $9,300,000 Total Budget FY 2013 FY 2014 321 FY 2015 FY 2016 FY 2017 FY 18-22 Total $3,100,002 FY 2013 Program Budget Capital Projects Water Water/Wastewater/Solid Waste Expansion Fee Update Project Number: UT00070 Council District: All Project Location: City of Peoria This study will update water, wastewater and solid waste expansion fees. These fees are required to be updated every two years Description: 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 Funding Source Study Wastewater Expansion Carryover $30,000 $0 $0 $0 $0 $0 Study Water Expansion Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Study Wastewater Expansion Base $32,500 $0 $0 $50,000 $0 $100,000 $182,500 Study Water Expansion $32,500 $0 $0 $50,000 $0 $100,000 $182,500 $125,000 $0 $0 $100,000 $0 $200,000 $425,000 Base Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Category FY 18-22 Total $30,000 Wellhead Water Quality Mitigation Project Number: UT00272 Council District: Various Project Location: Citywide This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, Description: construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for interconnection of the existing two water wells (Country Club and 89th and Union Hills) with 12" waterline, including appurtenances, installation of arsenic and other treatment processes to meet 2012 water quality requirements, and restoration and or replacement of pavement on 89th Ave., Country Club Lane and Union Hills Rd. including striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Design Construction Water Water Arts Water Carryover / Base Base Base Base Total Budget Operating Impacts FY 2013 $219,311 $0 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $3,174,419 $0 $0 $0 $0 $0 $0 $0 $0 $0 $31,744 $0 $0 $0 $0 $31,744 $219,311 $3,206,163 $0 $0 $0 $0 $3,425,474 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 $219,311 $3,174,419 Total Non-Pers OPS $0 $0 $74,575 $74,575 $74,575 $372,875 $596,600 Total Operating Impacts $0 $0 $74,575 $74,575 $74,575 $372,875 $596,600 322 FY 2013 Program Budget Capital Projects Water Wells - New Construction Project Number: UT00117 Council District: Various Project Location: Various Locations The City uses surface water, a renewable water source, as its primary water supply. However, it is still necessary to drill and Description: 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. This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation and equipping of the wells, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base Construction Water Expansion Carryover $831,429 $0 $0 $0 $0 $0 $831,429 Study Land Water Expansion Water Expansion Base Base $0 $0 $46,867 $38,500 $0 $0 $0 $0 $0 $0 $46,867 $38,500 $93,734 $77,000 Design Water Expansion Base $0 $0 $0 $0 $0 $93,720 $93,720 Construction Chargebacks Water Expansion Water Expansion Base Base $0 $0 $1,630,013 $45,675 $0 $0 $0 $0 $0 $0 $2,328,590 $65,250 $3,958,603 $110,925 Arts Water Expansion $0 $16,300 $0 $0 $0 $24,223 $40,523 $831,429 $1,777,355 $0 $0 $0 $2,597,150 $5,205,934 FY 18-22 Total Base Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2016 FY 2015 FY 2016 FY 2017 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $73,200 $73,200 $73,200 $658,800 $878,400 Total Operating Impacts $0 $0 $73,200 $73,200 $73,200 $658,800 $878,400 West Agua Fria Water Lines Project Number: UT00170 Council District: Mesquite Project Location: Vistancia Development This project provides for additional transmission capacity in the water system throughout the Vistancia community. The Description: 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 Construction Water Expansion Water Expansion Carryover Base Construction Water Base $0 Arts Arts Water Expansion Water Base Base $0 $0 $401,231 $33,605 Total Budget FY 2013 $401,231 $0 FY 2014 $0 $33,269 FY 2015 FY 2016 FY 2017 $0 $693,198 $0 $0 $0 $0 $2,355,703 $336 $0 $6,932 $0 $0 $23,557 $700,130 $2,379,260 $302,168 323 $0 $299,176 FY 18-22 Total $0 $199,485 $401,231 $1,225,128 $0 $0 $2,355,703 $2,992 $0 $1,995 $0 $12,255 $23,557 $201,480 $4,017,874 FY 2013 Program Budget Capital Projects Water White Mountain Apache Tribe Water Rights Purchase Project Number: UT00234 Council District: All Project Location: Northern Peoria This project addresses a future shortage of renewable water resources as identified in the Water Resource Master Plan. This Description: project will purchase additional Central Arizona Project (CAP) water rights from the White Mountain Apache Tribe (WMAT). Budget by Fiscal Year Category Funding Source Other Water Carryover / Base Base Total Budget Operating Impacts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total $0 $0 $1,420,955 $355,239 $355,239 $710,478 $2,841,911 $0 $0 $1,420,955 $355,239 $355,239 $710,478 $2,841,911 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 18-22 Total Non-Pers OPS $0 $0 $0 $133,000 $133,000 $809,000 $1,075,000 Total Operating Impacts $0 $0 $0 $133,000 $133,000 $809,000 $1,075,000 Zone 2/3 Booster - Pressure Reducing Valve Station Project Number: UT00136 Council District: Ironwood Project Location: Greenway and 91st Ave This project includes land acquisition, design and construction of the Zone 2/3 Booster Station. The site is located adjacent to the Description: 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 from the south to the north to meet the demands of growth and provide redundancy. Budget by Fiscal Year Category Funding Source Carryover / Base Design Water Expansion Base $0 $0 $0 $0 $0 $330,000 $330,000 Construction Chargebacks Water Expansion Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,170,000 $86,000 $3,170,000 $86,000 Arts Water Expansion Base $0 $0 $0 $0 $0 $35,000 $35,000 $0 $0 $0 $0 $0 $3,621,000 $3,621,000 Total Budget Operating Impacts FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 18-22 FY 18-22 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $152,200 $152,200 Total Operating Impacts $0 $0 $0 $0 $0 $152,200 $152,200 324 FY 2013 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 is 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 Streetlight and Maintenance Improvement Districts 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 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. 325 FY 2013 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 Streets 5 Streetlight Improvement Districts 6 Maintenance Improvement Districts 7 Transportation Sales Tax Fund 8 Development Fee Funds 9 Public Housing 10 Home and Housing Grants 11 Transit 12 Attorney Grants 13 Public Safety Grants 14 Other Grants 15 Community Service Grants Total Special Revenue Funds 16 Water 17 Water Replacement & Reserves 18 Water Expansion 19 Water Bonds 20 Water Improvement Districts 21 Wastewater 22 Wastewater Replacement & Reserves 23 Wastewater Expansion 24 Wastewater Bonds 25 Wastewater Improvement Districts 26 Residential Solid Waste 27 Commercial Solid Waste 28 Solid Waste Reserves 29 Solid Waste Expansion 30 Sports Complex Operations/Maintenance 31 Sports Complex Equipment Reserves Total Enterprise Funds 32 Fleet Maintenance 33 Fleet Reserve 34 Insurance Reserve 35 Facilities Maintenance 36 Information Technology 37 Information Technology Reserve 38 Information Technology Projects Total Internal Service Funds 39 Fireman's Pension 40 Agency Funds ESTIMATED BALANCE 7/1/12 $43,342,476 $14,399,133 $4,113,297 $101,624,175 $15,182,827 $22,000 $61,854,906 $116,829,002 $12,165,366 $9,330 $1,333 $26,581,990 $32,114,798 $566,863 $435,599 $44,562 $144,899 $5,713,677 $208,319 $77,986,736 $19,376,093 $8,369,285 $11,160,300 $441,183 $4,763,292 $7,978,930 $3,755,072 $53,640 $7,700,509 $2,079,351 $4,420,397 $7,099,973 $320,194 $2,290,381 $79,808,600 $511,089 $11,191,248 $8,375,002 ($195,218) $470,774 $2,934,308 $103,002 $23,390,205 $152,089 $23,355 Total Trust & Agency Funds $175,444 41 General Obligation Bonds 42 MDA Bonds 43 HURF Bonds 44 Capital Projects - Streets/Economic Development 45 Improvement Districts 46 Facility Projects 47 Outside Source Fund $23,530,140 ($10,700) $35,100,719 $1,163,400 Total Capital Projects Funds 48 General Obligation Bonds 49 MDA Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total PROJECTED REVENUES $11,711,670 $516,829 $137,543 $9,206,148 $5,171,770 $327,971 $976,586 $170,146 $46,400 $412,543 $7,396,564 $382,208 $36,456,378 $34,396,135 $941,637 $970,000 $19,343,773 $98,867 $345,500 $250 $9,119,274 $2,170,900 $1,013,736 $36,000 $2,395,700 $285,114 $71,116,886 $5,105,844 $1,538,892 $17,745,427 $5,897,231 $6,936,981 $640,308 $750 $37,865,433 TRANSFERS IN TOTAL SOURCES $5,900,537 - $5,900,537 $750 $184,584,445 $1,516,729 $516,964 $10,000 - $2,043,693 $25,393,765 $526,159 $138,876 $35,788,138 $37,286,568 $894,834 $976,586 $1,122,709 $90,962 $557,442 $13,120,241 $590,527 $116,486,807 $2,559,123 $140,000 $290,000 $2,027,329 - $5,016,452 $53,772,228 $9,310,922 $12,130,300 $441,183 $26,666,188 $8,217,797 $4,100,572 $53,890 $16,819,783 $4,250,251 $5,724,133 $7,135,973 $4,743,223 $2,575,495 $155,941,938 $193,046 $29,000 $957,657 $1,320 $100,000 $1,281,023 $750 - $150,867,188 $29,581,960 $4,135,297 $5,616,933 $12,923,186 $26,120,429 $5,731,013 $8,365,412 $3,575,936 $203,752 $62,536,661 - $152,839 $23,355 - $176,194 - $43,499,695 $35,125,000 $36,158,385 $3,694,769 $19,969,555 $35,135,700 $1,057,666 $2,531,369 $59,783,559 $58,694,290 - $118,477,849 $30,261,459 $15,622,700 $459,694 $14,363,508 $10,000 $1,355,668 $7,031,959 - $44,624,967 $22,664,659 $1,815,362 $46,343,853 $15,729,176 $7,031,959 $69,104,988 $349,343,303 $336,691,915 $21,273,664 $707,308,882 326 FY 2013 Program Budget Schedules Schedule 1 - All Funds Summary OPERATIONS $112,173,987 $1,385,265 - $113,559,252 CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE $5,469,597 $377,540 $5,847,137 $9,367,319 $147,236 $327,871 $976,586 $995,894 $45,587 $512,758 $2,898,519 $431,619 $15,703,389 $49,517,001 $39,860,381 $13,022,320 $1,000,000 - - $19,250,000 $140,012,389 $1,500,000 $1,500,000 $1,400,000 $4,100,000 - - $61,228,681 $97,225,035 $5,100,000 - - - $146,260 $346,900 - $500,000 $250,000 $493,160 $170,447,170 $15,065,202 $7,067,350 $1,354,718 $5,188,622 $2,904,099 $21,368,800 $5,717,386 $8,364,809 $2,286,950 $129,715 $45,960,381 $43,026,668 $29,935,000 $26,735,942 $3,111,874 - $35,531,706 $1,433,679 $7,878,029 $25,950,284 $850,000 $4,062,658 $9,511,608 $3,286,511 $2,025,000 $305,310 $4,630,250 $1,760,000 $100,000 $1,000,000 $3,500,000 $500,000 - - $102,809,484 $15,355,706 $19,902,044 $15,682,097 $327,871 $976,586 $995,894 $45,587 $512,758 $6,998,519 $431,619 $3,000,000 $550,000 $500,000 $1,000,000 $500,000 $1,000,000 $1,000,000 $300,000 $200,000 $40,000 $460,000 - - - $133,293,584 $5,741,265 $977,540 $8,550,000 - - $15,650,000 $3,000,000 $600,000 $8,500,000 $4,866,159 $113,925 $7,977,150 $5,310 $59,776 - $1,000,000 - $30,600 $3,000 $33,600 $2,370,457 - $2,370,457 $6,830,848 $1,336 $7,264,104 $6,676,768 $4,062,658 $1,300,000 $26,135,714 $5,088,622 $1,904,099 $17,868,800 $5,717,386 $8,364,809 $786,950 $129,715 $218,673,623 $1,356,000 $4,488,387 $18,254,808 $11,911,640 - $34,654,835 $20,834,699 $882,343 $10,296,366 $350,000 $8,511,608 $2,286,511 $1,725,000 $100,000 $4,530,474 - $1,356,000 - $750,000 $236,170 $9,995,940 - $10,232,110 $115,333 $516,729 $137,543 $5,415,552 $125,646 $35,000 $293,841 - $6,639,644 $133,529,754 $15,737,205 $977,540 $17,337,434 $13,844,755 $3,157,757 $150,244,499 $34,339,946 $15,471,039 $516,729 $137,543 $25,317,596 $15,682,097 $327,871 $976,586 $1,121,540 $45,587 $547,758 $7,292,360 $431,619 $67,868,325 $2,921,285 $705,900 $335,132 $295,674 $107,205 - $4,365,196 $36,714 - $36,714 $30,600 $3,000 - $33,600 - $43,172,928 $30,281,900 $27,235,942 $3,361,874 TOTAL USES - ESTIMATED BALANCE 6/30/13 $38,452,991 $1,433,679 $8,583,929 $26,285,416 $850,000 $4,062,658 $9,807,282 $3,286,511 $2,025,000 $305,310 $4,737,455 $1,760,000 $9,922,726 $9,430 $1,333 $10,470,542 $21,604,471 $566,963 $1,169 $45,375 $9,684 $5,827,881 $158,908 $15,319,237 $7,877,243 $3,546,371 $441,183 $380,772 $7,367,797 $37,914 $53,890 $7,012,501 $963,740 $3,699,133 $6,830,663 $5,768 $815,495 $54,351,707 $5,225,336 $2,904,099 $21,368,800 $5,717,386 $8,364,809 $2,286,950 $129,715 $391,597 $10,019,087 $4,751,629 $13,627 $603 $1,288,986 $74,037 $45,997,095 $16,539,566 $30,600 $3,000 $122,239 $20,355 $33,600 $142,594 $326,767 $4,843,100 $8,922,443 $332,895 $104,052,644 - $104,052,644 $14,425,205 $15,565,202 $7,567,350 $1,354,718 - $15,565,202 $7,567,350 $1,354,718 $29,059,765 $15,097,309 $460,644 $500,000 $500,000 - $23,487,270 $1,000,000 $24,487,270 $40,729,207 $43,150,000 $473,000,000 327 $21,273,664 4 5 6 7 8 9 10 11 12 13 14 15 $48,618,482 $101,590,231 $43,172,928 $30,281,900 $27,235,942 $3,361,874 1 2 3 $24,487,270 $44,617,718 $494,273,664 $213,035,218 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget General 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 Property Tax Govt Prop Lease Excise Tax Rev SRP In-lieu Tax Utility Franchise Cablevision Franchise Subtotal - Taxes $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 $26,418 $2,527,878 $10,725 $115,727 $0 $5,081,970 $279,100 $1,639,708 $318,505 $557,261 $1,061,509 $164,499 $14,919,145 $581,939 $2,092,823 $0 $780,672 $92,846 $507,410 $208,125 $3,188,468 $109,701 $32,109 $2,613,335 $1,342,080 $38,251,954 $25,623 $1,783,592 $7,117 $91,443 $0 $4,899,828 $255,225 $1,484,846 $267,737 $531,998 $1,016,004 $148,898 $14,857,639 $554,142 $1,849,287 $20 $654,520 $107,133 $518,886 $206,211 $2,802,532 $110,700 $32,053 $2,447,518 $1,378,994 $36,031,946 $27,000 $1,750,000 $10,000 $90,000 $0 $5,500,000 $310,000 $1,668,600 $245,000 $550,800 $1,200,000 $155,000 $17,000,000 $645,000 $2,200,000 $0 $725,000 $60,000 $340,000 $250,000 $2,412,743 $0 $25,000 $2,760,000 $1,325,000 $39,249,143 $27,000 $1,900,000 $7,500 $90,000 $0 $5,686,824 $316,200 $1,735,344 $245,000 $561,816 $1,196,000 $158,100 $17,603,289 $654,009 $2,192,333 $0 $749,627 $50,000 $350,000 $250,000 $2,155,026 $0 $25,000 $2,881,352 $1,325,000 $40,159,420 $5,000 $97,310 $208,627 $45,433 $16,530 $373,465 $70,110 $34,242 $171,440 $104,005 $80,420 $11,160 $17,550 $76,420 $67,320 $89,726 $21,903 $3,645 $14,930 $17,358 $6,000 $72,117 $130,403 $0 $98,940 $184,213 $20,055 $13,332 $239,961 $32,412 $17,991 $76,836 $39,570 $63,850 $11,080 $9,775 $51,590 $34,750 $55,720 $21,370 $5,300 $9,050 $5,925 $2,500 $51,855 $47,764 $0 $116,742 $236,716 $29,423 $13,294 $259,418 $78,465 $25,647 $69,249 $67,610 $79,620 $10,800 $14,525 $37,430 $41,440 $65,060 $15,671 $6,100 $10,950 $8,220 $9,000 $31,560 $45,127 $0 $120,000 $250,000 $21,000 $11,486 $264,778 $56,371 $40,000 $130,000 $50,000 $40,000 $3,000 $7,000 $25,000 $30,000 $50,000 $22,146 $3,000 $4,000 $20,000 $4,000 $15,000 $60,000 $0 $110,000 $250,000 $21,000 $11,716 $270,074 $57,498 $28,490 $125,473 $59,217 $78,898 $9,289 $12,530 $57,516 $42,113 $71,911 $22,589 $5,932 $11,838 $7,277 $5,291 $56,781 $57,240 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 Eng Plan Check-Grd/Drng 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 328 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description 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 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 - Youth Rec Revenue-Sports Programs - Youth 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 Copy/Print Fees - Main Library Copy/Print Fees - Branch 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 Passport Photo Fees Lien Filing Fees Adv Sales-CS Brochure Allocated Interdept Svc Chrgs CIP Engineering Charges CIP Finance Charges Subtotal - Charges for Service FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget $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 $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 $1,125 $628 $522 $773 $26,962 $615,576 $39,473 $12,444 $66,685 $14,596 $0 $5,730 $13,177,886 $981,951 $0 $23,993,312 $31,178 $4,134 $160 $13,427 $9,495 $11,565 $0 $1,180 $30 $25,329 $471,459 $13,385 $0 $349,815 $248,951 $1,609 $1,938,011 $409,315 $184,314 $2,364 $764,711 $223,351 $669,399 $69,337 $88,697 $139,160 $99,876 $153 $758,701 $648 $1,235 $3,206 $4,394 $0 $14,597 $423,416 $73,973 $5,852 $0 ($39) $72 $6,293 $10,915,987 $1,913,484 $127,420 $21,113,483 $38,137 $12,230 $5,040 $3,770 $7,515 $8,715 $300 $660 $0 $43,433 $308,601 $2,442 $382 $321,761 $241,228 $2,825 $1,805,789 $414,784 $170,371 $1,741 $741,467 $212,267 $725,936 $71,825 $77,324 $145,795 $78,400 $167 $774,397 $452 $1,427 $8,430 $8,320 $0 $11,660 $433,627 $41,005 $0 $0 ($15) $2,322 $0 $11,137,567 $1,297,194 $90,000 $20,521,356 $45,000 $20,000 $3,000 $10,000 $4,000 $7,350 $0 $400 $0 $25,000 $270,000 $1,801 $0 $288,000 $245,041 $0 $1,981,441 $369,157 $171,350 $0 $744,309 $230,000 $718,920 $77,500 $63,700 $187,961 $87,000 $0 $742,219 $2,808 $77,625 $9,000 $8,000 $700 $7,500 $433,000 $28,813 $4,000 $0 $0 $0 $0 $12,253,488 $1,630,978 $120,000 $22,095,842 $35,000 $5,000 $2,142 $5,355 $7,497 $7,497 $0 $400 $0 $25,000 $273,771 $0 $0 $296,640 $265,000 $0 $2,080,513 $369,157 $171,350 $0 $744,309 $161,000 $441,055 $77,500 $66,695 $145,000 $89,500 $0 $758,939 $5,658 $74,776 $9,000 $8,000 $800 $0 $200,000 $0 $0 $0 $0 $0 $0 $12,073,111 $1,591,350 $120,000 $21,483,688 $1,158,405 $1,228,316 $966 $20,575 $138,946 $972,864 $677,459 $65,505 $33,377 $109,576 $1,081,370 $684,251 $75,696 $23,950 $172,400 $1,000,000 $540,000 $63,600 $15,000 $155,000 $928,788 $555,151 $50,000 $15,000 $152,095 Fines & Forfeitures Court Fines and Forfeitures Traffic School Receipts Code Enforcement Fines Deferred Prosecution Fees Incarceration Fees 329 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Enhanced School Zone Fines Red Light Process Svc Fee Red Light Admin Fees Court Fines-Public Safety-PD Court Fines-Public Safety-Attorney Court Fines-Police-Safety Equipment Library Fines and Forfeitures - Main Library Fines and Forfeitures - Branch False Alarm Fines-Police PD Impound Admin Fee False Alarm Fines-Fire Subtotal - Fines & Forfeitures FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget $4,303 $10,342 $262,379 $0 $0 $0 $122,968 $19,596 $75,776 $265,850 $790 $3,309,210 $2,190 $9,285 $97,319 $98,932 $24,732 $0 $76,837 $90,146 $86,250 $175,804 $5,476 $2,525,753 $5,404 $9,201 $100,561 $186,537 $46,634 $0 $87,603 $104,185 $60,242 $175,500 $0 $2,813,535 $3,500 $10,000 $80,000 $160,000 $41,500 $12,200 $85,000 $110,000 $65,000 $185,000 $0 $2,525,800 $3,000 $0 $0 $170,347 $42,080 $15,600 $85,000 $110,000 $75,000 $100,000 $0 $2,302,061 $1,054,211 $508,055 $253,410 $200,000 $275,000 State Shared Sales Tax $10,991,095 Urban Revenue Sharing $20,395,663 Peoria Distr Share-Pool $190,875 Intergovtl Partic-PD $0 Library Intergovtl Revenues $56,666 Grant Revenue $0 Grant Revenue-Comm Svc $11,902 Grant Revenue - Police $0 Grant Revenue - Federal $0 Auto Lieu Tax $5,018,384 Subtotal - Intergovernmental Revenue $36,664,584 $10,137,682 $17,469,936 $181,434 $75 $94,639 $50,000 $7,502 $12,000 $9,077 $4,634,263 $32,596,608 $9,653,045 $13,408,996 $88,484 ($55) $73,381 $0 $7,606 $0 $0 $4,339,412 $27,570,869 $11,887,503 $13,003,737 $161,167 $0 $65,000 $0 $0 $0 $0 $4,700,000 $29,817,407 $12,446,215 $15,344,410 $161,167 $0 $65,000 $0 $0 $0 $0 $4,793,869 $32,810,661 $379,504 $553,055 $51,121 $601,601 $52,850 $74,630 $34,096 $5,413 $31,305 $17,555 $30 $1,600 $0 $1,802,759 $174,200 $559,791 $51,390 $613,875 $41,710 $75,595 $34,470 $7,832 $29,785 $7,409 $0 $1,400 $2,500 $1,599,957 $182,864 $556,754 $50,197 $666,600 $42,564 $71,549 $42,689 $3,700 $31,310 $10,076 $0 $600 $0 $1,658,903 $205,972 $600,000 $52,500 $632,460 $40,000 $73,000 $35,000 $0 $28,000 $4,000 $0 $1,000 $0 $1,671,932 $368,905 $604,656 $53,233 $641,294 $40,000 $73,000 $25,000 $0 $28,000 $4,000 $0 $1,000 $0 $1,839,088 $75,595 $209,390 $216,575 $11,999 $956 $12,570 $0 $23,550 $0 $110,270 $149,271 $91,378 $71,414 $79 $5,150 $10 $0 $0 $137,097 $1,113,493 $67,984 $6,174 $77 $9,341 $0 $0 $0 $85,000 $108,137 $90,000 $0 $250 $25,000 $0 $0 $10,000 $75,000 $0 $90,000 $0 $250 $25,000 $0 $0 $10,000 Interest Income Interest Income Intergovernmental Revenue Licenses & Permits Bldg Permit & Insp-Commercial Bldg Permit & Insp-Residential Occupational Business License 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 Off-Track Betting License Telecommunications License Subtotal - Licenses & Permits 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 Reimb-Comm Svcs 330 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Reimbursement-Prop Taxes Reimb-Park Maint Fees Reimbursement-Recording Fees Reimb Rev-Courier Fees Repymt Zone Revenues Contributions - General Contributions-Comm. Svcs. Commissions Cash Over/Short Cash Over/Short-Comm Svcs Misc A/R Penalties Auction Proceeds Abandoned Property Revenue Other Revenue Southwest Gas Capital Funds Subtotal - Miscellaneous Income FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget $0 $50,109 $1,929 $2,808 $563,691 $0 $3,000 $3,879 ($456) ($75) $14,549 $24,626 $3,507 $491,982 $0 $1,710,183 $1,387 $16,262 $318 $324 $0 $1,800 $0 $0 ($2,356) ($6) $87,092 $40,817 $0 $55,361 $0 $628,571 $0 $0 $0 $0 $113,123 $0 $0 $0 ($301) $16 $64,153 $43,920 $0 $408,296 $0 $1,963,372 $0 $0 $3,500 $0 $490,235 $0 $0 $0 $0 $0 ($35,000) $15,000 $0 $10,000 $420,000 $1,222,122 $0 $0 $3,500 $0 $450,000 $0 $37,690 $0 $0 $0 $5,000 $15,000 $0 $10,000 $420,000 $1,141,440 $20,360 $60,225 $52,599 $30,532 $87,331 $17,927 $15,905 $29,471 $51,389 $0 $1,237 $366,976 $33,426 $62,695 $45,656 $32,039 $123,441 $14,350 $15,354 $29,325 $47,564 $7,331 $10,106 $421,289 $31,695 $65,960 $51,309 $26,522 $112,558 $12,439 $22,491 $29,313 $49,863 $0 $0 $402,150 $15,000 $72,210 $59,700 $27,100 $110,951 $12,439 $19,500 $29,500 $35,000 $0 $37,000 $418,400 $15,000 $74,010 $58,000 $27,000 $110,951 $12,439 $19,500 $29,500 $0 $0 $12,000 $358,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,280 $0 $0 $0 $0 $0 $0 $0 $0 $2,280 $0 $630 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $82 $300 $0 $0 $0 $0 $0 $1,012 $0 $1,640 $254,292 $12,477 $0 $0 $0 $0 $0 $0 $0 $0 $10,055 $338 $0 $0 $0 $0 $0 $0 $2,935 $281,736 $0 $3,220 $353,238 $12,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $368,458 $22,500 $0 $358,172 $12,000 $7,489 $19,524 $7,679 $78,000 $307,622 $40,390 $21,187 $125,750 $0 $0 $0 $0 $187,104 $50,000 $7,000 $10,000 $0 $1,254,417 Rents 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 - Salty Senoritas Rent Revenue - Alter Group Rent-AZ Broadway Theater(KLOS) Rent Revenue - Arts Ctr Ticket Surchrg Subtotal - Rents Revenues Peoria Distr Share-Pool Expedited Eng Svc Rev Fees EMS Contract Misc Fees Fire-Resale Revenue Rec Revenue-Outdoor Rec Revenue-AM/PM Program Rec Revenue-Summer Camp Rec Revenue-SIC - Adult Rec Revenue-Sports Programs - Adult Rec Revenue-Sports Programs - Youth Rec Revenue-Senior Program Rec Revenue-Special Events Training Revenue Diversity Committee Revenue COBRA Health Ins Contrib In Kind Revenues CIP Engineering Charges Code Enforcement Fines Rent Rev-Comm Center Reimbursement-Jury Duty Reimb Rev-Empl Overpymt Subtotal - Revenues 331 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - General Fund FY 2009 Actual FY 20010 Actual FY 2011 Actual $0 $0 $108,217,617 $97,646,683 $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 ($68,479) FY 2012 Estimate FY 2013 Budget $0 $0 $91,428,799 $97,569,104 $101,624,175 $13,212 $1,264,166 $5,364 $57,874 $0 $1,270,670 $139,575 $820,077 $159,281 $61,926 $530,852 $82,264 $7,460,915 $145,505 $1,046,411 $0 $390,406 $48,529 $250,696 $104,081 $13,851,803 $12,814 $891,952 $3,559 $45,730 $0 $1,225,128 $127,635 $742,661 $133,893 $59,118 $508,111 $74,462 $7,429,903 $138,555 $924,644 $10 $327,319 $50,377 $253,723 $103,124 $13,052,716 $13,500 $875,000 $5,000 $45,000 $0 $1,375,000 $155,000 $834,300 $122,500 $61,200 $600,000 $77,500 $8,500,000 $161,250 $1,100,000 $0 $362,500 $30,000 $170,000 $125,000 $14,612,750 $13,500 $950,000 $3,750 $45,000 $0 $1,421,706 $158,100 $867,672 $122,500 $62,424 $598,000 $79,050 $8,801,644 $163,502 $1,096,166 $0 $374,813 $25,000 $175,000 $125,000 $15,082,827 $398,025 $154,882 $77,084 $58,000 $100,000 $0 $0 ($20,652) $0 $0 $15,041,542 $14,006,685 $13,109,148 $14,670,750 $15,182,827 $8,131 $1,168,427 $3,630 $36,772 $1 $752,461 $105,116 $511,296 $109,282 $80,312 $288,582 $45,553 $7,928 $758,469 $3,218 $34,721 $0 $761,985 $83,693 $492,111 $95,577 $74,292 $318,138 $49,355 $7,689 $535,199 $2,136 $27,441 $0 $734,632 $76,560 $445,634 $80,248 $70,902 $304,541 $44,670 $8,100 $525,000 $3,000 $27,000 $0 $825,000 $93,000 $500,580 $73,500 $73,440 $360,000 $46,500 $8,100 $570,000 $2,250 $27,000 $0 $853,023 $94,860 $520,603 $73,500 $74,908 $358,800 $47,430 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 Interest Income Interest Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt 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 332 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description 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 FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget $4,449,919 $77,802 $621,475 $0 $239,643 $0 $191,368 $99,709 $8,789,480 $4,477,202 $87,251 $627,847 $0 $234,275 $0 $150,536 $62,453 $8,319,051 $4,458,218 $83,086 $554,729 $6 $196,351 $0 $92,476 $61,840 $7,776,356 $5,100,000 $96,750 $660,000 $0 $217,500 $18,000 $102,000 $75,000 $8,804,370 $5,280,986 $98,101 $657,699 $0 $224,888 $15,000 $105,000 $75,000 $9,087,148 $492,405 $225,750 $167,580 $126,000 $119,000 ($1,392) $0 $0 $0 $0 $0 $0 ($30,102) $0 $0 $9,280,493 $8,544,800 $7,913,834 $8,930,370 $9,206,148 $9,185,929 $8,409,309 $6,940,032 $6,732,027 $6,934,981 $46,839 $20,836 $5,964 $2,500 $2,000 $132 $108 $180 $132 $0 Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Auction Proceeds Other Revenue Subtotal - Revenues $0 $0 $0 $0 $0 $0 $10,578 $0 $870 $11,449 ($2,778) $9,584 $13,838 $0 $20,643 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Information Technology Fund $9,232,901 $8,441,703 $6,966,820 $6,734,659 $6,936,981 $11,342 $3,944 $2,205 $1,700 $2,000 $0 $0 ($526) $0 $0 $11,342 $3,944 $1,700 $2,000 Interest Income Interest Income Miscellaneous Income Repymt Zone Revenues Revenues Unrealized Gain/Loss-Invstmnt Total - Transportation Sales Tax Fund Information Technology Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Reimbursement-Jury Duty Revenues Economic Development Reserve Fund Interest Income Interest Income Revenues Unrealized Gain/Loss-Invstmnt Total - Economic Development Reserve Fund 333 $1,679 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget Information Technology Reserve Fund Charges for Service Interdepartmental Svc Chg $946,124 $509,100 $477,800 $533,066 $635,308 $71,186 $25,908 $9,626 $5,365 $5,000 $7,420 $7,495 $292 $4,395 $0 $0 $0 ($3,455) $0 $0 $1,024,730 $542,502 $484,263 $542,825 $640,308 $6,393,996 $280,138 $6,674,134 $5,746,400 $0 $5,746,400 $5,536,507 $0 $5,536,507 $5,280,628 $0 $5,280,628 $5,895,231 $0 $5,895,231 $15,348 $10,748 $7,445 $2,500 $2,000 $888 $4,247 $0 $5,135 $0 $2,338 $331 $2,669 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Unrealized Gain/Loss-Invstmnt Reimbursement-Jury Duty Subtotal - Revenues $0 $0 $0 $0 $36 $36 $0 $0 $0 $0 $0 $0 Total - Facilities Fund $6,694,617 $5,759,853 $5,542,543 $5,283,128 $5,897,231 $924 $5,168,202 $5,169,126 $506 $4,319,592 $4,320,098 $1,741 $4,730,935 $4,732,676 $1,195 $5,147,385 $5,148,580 $0 $5,105,593 $5,105,593 $0 $0 $0 $0 $251 Reimb Revenue-General Reimb from Workers Comp Reimbursement-Jury Duty Subtotal - Miscellaneous Income $0 $4,091 $0 $4,091 $0 $3,156 $60 $3,216 $0 $0 $0 $0 $3,112 $0 $0 $3,112 $0 $0 $0 $0 Total - Fleet Maintenance Fund $5,173,217 $4,323,314 $4,732,676 $5,151,692 $5,105,844 Interest Income Interest Income Miscellaneous Income Auction Proceeds Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Information Technology Reserve Fund Facilities Fund Charges for Service Interdepartmental Svc Chg CIP Facilities Charges Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimb from Workers Comp Other Revenue Subtotal - Miscellaneous Income Revenues ($1,433) $24 ($1,409) Fleet Maintenance Fund Charges for Service Recycling Program Revenue Interdepartmental Svc Chg Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income 334 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget Fleet Reserve Fund Charges for Service Interdepartmental Svc Chg $2,330,424 $1,753,714 $271,406 $1,452,871 $1,506,892 $288,130 $117,658 $58,085 $28,538 $32,000 $0 $196,280 $192,010 $0 $0 $0 $0 $0 $0 $0 $0 $2,747 $6,028 $1,812 $66,053 $0 $76,640 $0 $0 $0 $0 $40,151 $40,151 $0 $0 $0 $0 $0 $0 $0 $0 ($4,984) $0 $0 $0 $0 ($10,705) $0 $0 $2,613,241 $2,067,652 $582,453 $1,521,560 $1,538,892 $0 $0 $5,694 $0 $0 Subtotal - Taxes $24,105,340 $316,246 $24,421,586 $23,564,788 $211,242 $23,776,030 $19,528,278 $210,873 $19,739,151 $15,983,780 $207,000 $16,190,780 $14,221,508 $30,000 $14,251,508 Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue $369,904 $74,246 $0 $0 $444,150 $391,574 $54,307 $1,183 $0 $447,064 $409,691 $33,325 $1,207 $5 $444,227 $407,516 $11,566 $0 $800 $419,882 $0 $0 $0 $0 $0 $656,923 $222,496 $121,115 $105,160 $122,000 $0 ($138,060) ($138,060) $100,000 $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($83) $0 $0 $0 $0 ($29,504) $0 $0 Interest Income Interest Income Intergovernmental Revenue Grant Revenue - Federal Miscellaneous Income Gain on Disp of FA-Genl Govt Gain on Disp of FA-Rec Gain on Disp of FA-Fire Gain on Disp of FA-Pub Wrks Auction Proceeds Subtotal - Miscellaneous Income $0 $0 $0 $0 ($5,314) ($5,314) Revenues Unrealized Gain/Loss-Invstmnt Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Fleet Reserve Fund Debt Service Fund Revenues Property Tax Taxes Property Tax SRP In-lieu Tax Assessment Revenue Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Repymt Zone Revenues Subtotal - Miscellaneous Income Revenues Unrealized Gain/Loss-Invstmnt Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt 335 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Total - Debt Service Fund FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget $25,384,600 $24,545,589 $20,280,601 $16,715,822 $14,373,508 $1,374,625 $537,708 $179,360 $119,000 $45,000 $0 $0 $0 $0 $3,231,502 $3,231,502 ($12,262) $0 ($12,262) $0 $0 $0 $0 $0 $0 Subtotal - Bond Proceeds $68,440,000 $808,192 $69,248,192 $29,170,000 $495,890 $29,665,890 $0 $0 $0 $1,456,866 $0 $1,456,866 $55,060,255 $0 $55,060,255 Total - Bond Fund $70,622,816 $33,435,100 $167,098 $1,575,866 $55,105,255 $3,597 $11,054 $1,874 $1,062,144 $495,732 $651,815 $2,226,216 $2,614 $12,311 $4,262 $998,522 $561,741 $718,029 $2,297,479 $3,111 $12,685 $672 $851,736 $421,239 $667,448 $1,956,891 $2,400 $15,000 $1,500 $845,000 $475,000 $730,000 $2,068,900 $2,400 $15,000 $11,500 $900,000 $480,000 $750,000 $2,158,900 $22,868 $15,445 $11,131 $9,000 $12,000 $986 $0 $0 $0 $0 Unrealized Gain/Loss-Invstmnt Reimbursement-Jury Duty Subtotal - Revenues $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Commercial Sanitation Fund $2,250,070 $2,312,924 $1,966,022 $2,077,900 $2,170,900 $55,910 $341,651 $27,720 $225,153 $8,287,053 $108,118 $9,045,605 $54,366 $324,540 $26,335 $222,253 $8,802,271 $98,536 $9,528,300 $55,541 $508,803 $26,223 $201,834 $8,454,108 $118,939 $9,365,449 $56,000 $500,000 $26,000 $219,000 $9,100,000 $91,146 $9,992,146 $60,000 $750,000 $30,000 $193,000 $7,950,000 $101,274 $9,084,274 $12,546 $19,996 $22,973 $25,000 $35,000 Bond Fund Interest Income Interest Income Revenues Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Subtotal - Revenues Bond Proceeds Bond Proceeds Bond Proceeds - 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 Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb from Workers Comp Revenues ($2,059) $60 ($1,999) 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 336 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget Miscellaneous Income Reimb from Workers Comp $1,665 $0 $0 $0 $0 $0 $0 ($2,666) $0 $0 $9,059,815 $9,548,297 $9,385,756 $10,017,146 $9,119,274 $973,054 $614,302 $649,695 $953,772 $1,003,736 $140,739 $49,979 $21,481 $10,706 $10,000 $0 $0 $0 $0 $250 $250 $38,164 $0 $38,164 $0 $5,651 $5,651 $0 $0 $0 $0 $0 ($6,664) $0 $0 $1,113,793 $664,531 $702,675 $970,129 $1,013,736 $172,801 $490,752 $30,000 $175,643 $10,000 $48,671 $50,398 $283,990 $1,035 $111,214 $1,374,504 $136,087 $453,908 $30,000 $171,599 $10,000 $55,460 $11,889 $294,417 $6,743 $68,177 $1,238,280 $145,790 $430,319 $30,000 $156,572 $10,000 $40,626 $11,541 $288,192 $8,286 $59,107 $1,180,432 $145,000 $448,000 $30,000 $165,000 $10,000 $45,000 $12,000 $300,000 $8,000 $38,502 $1,201,502 $155,000 $476,000 $30,000 $170,000 $10,000 $45,000 $12,000 $348,000 $8,000 $76,239 $1,330,239 $41,472 $15,724 $12,006 $9,525 $9,575 $760 $0 $760 $480 $0 $480 $40 $0 $40 $0 $2,750 $2,750 $0 $0 $0 $36,076 $71,324 $29,992 $147,575 $33,993 $64,490 $144,708 $150,938 $27,646 $45,498 $82,737 $185,050 $45,000 $50,000 $7,200 $177,000 $45,000 $50,000 $0 $177,000 Revenues Unrealized Gain/Loss-Invstmnt Total - Residential Sanitation Fund Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Gain on Disposal of F/A Auction Proceeds Subtotal - Miscellaneous Income Revenues Unrealized Gain/Loss-Invstmnt Total - Sanitation Equipment Reserve Fund 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 Reimbursement-Jury Duty Other Revenue Subtotal - Miscellaneous Income Rents General Rent Revenue Genl Rent Rev-Sp Cmplx Rent Revenue - Chili Davis Rent Rev-Fields 337 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description 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 Rent Rev-Parking/Sp Tr Rent Rev-Parking/Non Sp Tr Subtotal - Rents FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget $67,734 $98,650 $101,592 $138,644 $554,051 $59,728 $244,494 $5,647 $1,555,508 $70,358 $68,848 $66,530 $188,235 $522,595 $33,326 $227,839 $0 $1,571,860 $69,724 $65,238 $51,586 $128,160 $517,912 $42,904 $208,382 $0 $1,424,837 $37,428 $37,728 $50,000 $150,000 $525,000 $50,000 $215,000 $0 $1,344,356 $5,000 $30,000 $50,000 $150,000 $540,000 $50,000 $220,000 $0 $1,317,000 In Kind Revenues Adv Sales-BB Std/Sp Trng Unrealized Gain/Loss-Invstmnt Subtotal - Revenues $47,050 $0 $0 $47,050 $58,108 $0 $0 $58,108 $12,000 $0 ($2,097) $9,903 $9,000 $0 $0 $9,000 $0 $24,000 $0 $24,000 Total - Sports Complex Fund $3,019,295 $2,884,451 $2,627,218 $2,567,133 $2,680,814 $3,107,554 $3,139,823 $2,774,447 $3,300,000 $3,288,499 $3,631 $225 $1,260 $0 $18,550 $15,747 $295,000 $334,413 $28,551 $450 $0 $6,248 ($1,521) $1,505 $295,000 $330,234 $89,477 $150 $0 $0 $1,000 $3,436 $295,000 $389,063 $20,000 $0 $0 $0 $3,000 $10,000 $295,000 $328,000 $25,000 $0 $0 $0 $2,000 $3,500 $295,000 $325,500 $301,279 $111,928 $68,285 $53,000 $118,671 $8,287,891 $7,852,103 $7,231,157 $7,700,000 $7,854,000 $0 $0 $0 $0 $0 $973 $0 $973 $695 $75 $4,984 $5,754 $0 $0 $0 $0 $0 $0 $0 $0 $28,858 $0 $0 $0 $0 $0 $114,840 $99,905 $80,000 $125,000 $0 $0 ($15,172) $0 $0 $12,059,994 $11,549,900 $11,461,000 $11,711,670 Revenues 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 Miscellaneous Income Reimb Revenue-General Reimb-Damage to City Prop. Other Revenue Subtotal - Miscellaneous Income Rents Rent Revenue - Temp Traffic Signals Revenues CIP Engineering Charges Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Streets Fund 338 $10,553,440 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget Transit Fund Charges for Service Transit Collections Advertising-Bus Shelters Subtotal - Charges for Service $37,231 $13,283 $50,514 $32,218 $13,588 $45,806 $34,457 $6,222 $40,679 $25,000 $7,000 $32,000 $20,000 $7,000 $27,000 $11,638 $1,631 $1,193 $2,600 $2,500 $640,826 $53,545 $694,371 $375,639 $152,526 $528,165 $0 $91,345 $91,345 $0 $0 $0 $0 $0 $0 $0 $19,798 $157,731 $10,091 $15,000 Grant Revenue - Federal Unrealized Gain/Loss-Invstmnt Subtotal - Revenues $0 $0 $0 $0 $0 $0 $0 $0 $0 $125,646 $0 $125,646 Total - Transit Fund $756,522 $595,400 $290,747 $44,691 $170,146 $80,413 $14,533,353 $713,501 $153,249 $0 $15,480,517 $75,616 $15,369,030 $828,357 $85,808 $1,715,009 $18,073,820 $76,625 $14,109,411 $793,970 $67,925 $1,864,054 $16,911,985 $75,000 $15,650,000 $850,000 $48,000 $1,573,434 $18,196,434 $80,000 $17,100,000 $855,000 $64,367 $1,248,773 $19,348,140 $417,586 $98,317 $51,269 $39,800 $39,500 $42 $3,157 $3,868,855 $3,872,054 $717,733 $0 $23,584,042 $24,301,775 $56,437 $0 $0 $56,437 $55,000 $0 $0 $55,000 $55,000 $0 $0 $55,000 $0 $0 ($10,364) $0 $0 $0 $0 ($2,746) $0 $0 $0 $632,338 $0 $0 $0 $19,770,157 $43,106,250 $17,006,581 $18,291,234 $19,442,640 Interest Income Interest Income Intergovernmental Revenue Local Transportation Aid Grant Revenue - Federal Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General Revenues $0 ($200) ($200) 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 Reimb Revenue-General Reimb from Workers Comp Donations of Capital Assets Subtotal - Miscellaneous Income Revenues Unrealized Gain/Loss-Invstmnt Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Bond Proceeds Forgiveness of Contracts Pay Total - Wastewater Fund 339 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget Water Fund Charges for Service Reclaimed Water Fees Water Fees Utility Late Fee Charges New Service Fee-Water Water Meter Charges Disconnect/Reconnect Fees Damaged Property Fees Water Meter Tests Utility Delinquent Letter Fee Utilities Tampering Fees Field Trip Svc Fee-Utilities ADWR Water Resource Fee Quintero WTP Fees Fees for General Services Lien Filing Fees Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Subtotal - Charges for Service $537,542 $28,217,263 $122,856 $302,016 $169,860 $393,000 $12,247 $0 $47,362 $21,225 $2,392 $0 $93,689 $10,210 $742 $201,045 $1,700,342 $31,831,792 $519,694 $28,545,844 $113,495 $302,836 $130,664 $387,780 $13,025 $0 $49,153 $6,245 $3,272 $0 $362,408 $8,580 $1,384 $123,310 $17,670 $30,585,360 $456,432 $26,338,554 $108,535 $287,903 $137,663 $344,460 $9,023 $0 $46,852 $12,280 $3,952 $0 $555,830 $11,177 $592 $80,632 $0 $28,393,886 $485,000 $31,250,000 $110,000 $320,000 $155,000 $340,000 $12,000 $100 $53,000 $12,000 $5,000 $209,000 $256,800 $6,000 $1,500 $57,139 $17,670 $33,290,209 $610,000 $31,800,000 $120,000 $340,000 $165,000 $345,000 $12,000 $100 $53,000 $10,000 $5,000 $209,000 $256,800 $6,000 $1,000 $88,037 $12,235 $34,033,172 $574,576 $241,395 $147,798 $128,500 $173,000 $3,000 $0 $0 $0 $0 $146,601 $6,181 $48 $6,365,991 $0 $5,998 $0 $6,524,819 $332,268 $6,181 $0 $26,003,039 $0 $25 $2 $26,341,515 $12,680 $0 $0 $0 $14,559 $0 $0 $27,239 $36,000 $0 $60 $0 $0 $0 $0 $36,060 $36,000 $5,000 $0 $0 $0 $0 $0 $41,000 $0 $0 $94,375 $260,000 $270,000 $0 $0 ($9,892) $0 $0 $0 $0 ($22,297) $0 $0 $0 $747,400 $0 $0 $0 $38,934,187 $57,915,670 $28,631,110 $33,714,769 $34,517,172 Interest Income Interest Income Intergovernmental Revenue Grant Revenue Miscellaneous Income Reimb Revenue-General Reimb from Workers Comp Reimbursement-Jury Duty Donations of Capital Assets Gain on Disposal of F/A Auction Proceeds Other Revenue Subtotal - Miscellaneous Income Revenue Non-Potable Water Fees Revenues Unrealized Gain/Loss-Invstmnt Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Bond Proceeds Forgiveness of Contracts Pay Total - Water Fund 340 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget 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 Expansion Fees Solid Waste Dev Fees Subtotal - Charges for Service $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 $447,047 $110,359 $7,341,091 $618,336 $391,806 $55,431 $96,759 $109,019 $318,921 $470,248 $3,800,379 $141,101 $391,226 $898,045 $258,463 $460,210 $120,700 $8,130,644 $433,825 $374,357 $46,624 $62,562 $91,055 $177,679 $268,222 $2,294,152 $68,373 $231,634 $1,111,092 $208,152 $519,607 $117,117 $6,004,450 $522,650 $379,850 $25,746 $33,376 $113,000 $243,500 $336,600 $3,209,300 $192,000 $174,314 $1,189,070 $296,757 $636,100 $64,200 $7,416,463 $544,400 $395,700 $0 $0 $117,000 $227,000 $314,000 $3,155,000 $187,000 $0 $690,000 $230,000 $330,000 $0 $6,190,100 $1,486,011 $550,274 $286,711 $288,900 $333,420 ($32,755) $0 $0 $0 $0 $0 $0 ($44,421) $0 $0 $0 $0 ($28,954) $0 $0 $8,794,347 $8,680,919 $6,217,786 $7,705,363 $6,523,520 $1,235,399 $516,246 $4,702 $285 $1,756,632 $1,297,782 $467,946 $1,221 $155 $1,767,104 $1,403,401 $349,163 $4,618 $30 $1,757,213 $1,225,000 $302,595 $0 $2,300 $1,529,895 $1,140,000 $212,418 $0 $2,300 $1,354,718 $20,372 $7,731 $2,356 $1,100 $950 Interest Income Unrealized Gain/Loss-Invstmnt Developer Contributions Subtotal - Revenues $112 $0 $0 $112 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Improvement District Fund $1,777,115 $1,774,835 $1,530,995 $1,355,668 Interest Income Interest Income Miscellaneous Income Repymt Zone Revenues Revenues Unrealized Gain/Loss-Invstmnt Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Impact Fees Fund Improvement District Fund Assessment Revenue Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue Interest Income Interest Income Revenues 341 $0 ($648) ($40,190) ($40,838) $1,718,730 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2009 Actual FY 20010 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Budget Insurance Reserve Fund Charges for Service Interdepartmental Svc Chg $2,799,204 $2,294,682 $2,063,691 $2,619,860 $2,469,537 $200,681 $96,576 $64,797 $62,000 $65,000 $0 $151,231 $0 $151,231 $502,089 $121,092 $0 $623,181 $0 $160,098 $0 $160,098 $1,331 $86,788 $3,509 $91,628 $0 $0 $0 $0 Employee Health Ins Contrib COBRA Health Ins Contrib Employer Health Ins Contrib Employer Workers Comp Contrib Interest Income Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Reimbursement-Claims Subtotal - Revenues $0 $0 $0 $0 $0 $0 $0 $0 $0 $872,477 $143,219 $5,668,060 $0 $4,182 $0 $0 $0 $6,687,938 $1,816,259 $216,560 $9,755,685 $735,614 $3,068 ($13,435) $18,504 $1,815 $12,534,069 $2,068,594 $271,549 $10,800,000 $949,498 $2,500 $0 $0 $6,505 $14,098,646 $2,258,493 $0 $11,849,388 $1,100,009 $3,000 $0 $0 $0 $15,210,890 Total - Insurance Reserve Fund $3,151,116 $9,702,376 $14,822,655 $16,872,134 $17,745,427 $3,742 $1,592 $1,546 $56 $100 $158,627 $80,448 $641,417 $880,492 $177,710 $97,324 $657,243 $932,277 $209,878 $0 $626,269 $836,147 $211,715 $0 $0 $211,715 $327,871 $0 $0 $327,871 $3,881 $180,888 $0 $0 $0 $104,158 $88,553 $0 $0 $0 $992,274 $1,203,310 $837,693 $211,771 $327,971 $5,591 $2,170 $1,413 $1,155 $1,400 $0 $616,081 $2,261,852 $600,627 $0 $509,391 $2,419,932 $134,288 $0 $619,040 $1,530,671 $306,444 $0 $450,696 $1,845,610 $164,391 $4,000,000 $388,549 $2,677,826 $391,682 Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimb-Damage to City Prop. Other Revenue 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 Grant Revenue - Federal Seizure Revenue 342 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Subtotal - Intergovernmental Revenue FY 2009 Actual FY 20010 Actual FY 2011 Actual $3,478,560 $3,063,610 Grant Revenue Grant Revenue - Federal Interest Income Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Subtotal - Revenues $0 $13,720 $0 $0 $30,000 $43,720 $0 $805,152 $0 $0 $60,000 $865,152 Total - Grant Fund $3,527,871 $3,930,932 Subtotal - Taxes $560,183 $68,071 $628,254 CFD Appl/Process Fee Utility Late Fee Charges Storm Water Fee Interdepartmental Svc Chg Subtotal - Charges for Service $2,456,155 FY 2012 Estimate FY 2013 Budget $2,460,698 $7,458,057 $193,675 $173,050 $2,647 $0 $400 $369,772 $0 $84,007 $0 $0 $0 $84,007 $4,733,542 $2,831,624 $7,543,464 $446,207 $171,484 $617,691 $456,191 $147,986 $604,177 $483,919 $161,834 $645,753 $516,729 $137,543 $654,272 $25,000 $1,629 $728,265 $896,596 $1,651,490 $0 $1,020 $782,366 $729,574 $1,512,959 $0 $1,638 $751,402 $258,772 $1,011,812 $0 $1,600 $810,000 $1,216,415 $2,028,015 $0 $1,600 $815,000 $1,423,437 $2,240,037 $28,217 $395,620 $423,837 $27,937 $201,414 $229,352 $30,955 $224,372 $255,326 $16,594 $200,000 $216,594 $20,000 $200,000 $220,000 $753,701 $372,281 $195,687 $198,477 $161,666 $0 $12,837,089 $3,500 $16,642 $12,857,231 $674 $0 $1,250 $20,466 $22,390 $613 $0 $0 $12,624 $13,237 $621 $0 $0 $8,842 $9,463 $0 $0 $0 $0 $0 $3,554,210 $2,179 $10,326 $0 $5,040 $4,164 $0 $3,575,919 $2,150,748 $0 $3,135 $300 $3,900 $3,576 $1,951 $2,163,610 $2,771,659 $0 $27,800 $0 $2,000 $3,342 $3,885 $2,808,686 $650,898 $0 $25,000 $0 $2,000 $1,366 $6,681 $685,945 $2,491,369 $0 $2,500 $5,000 $0 $0 $4,500 $2,503,369 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $269 ($44,833) $12,079,844 $21,486 $15,766 $12,072,531 $130 $0 $14,137,000 $5,923 $3,050 $14,146,103 $0 $0 $977,000 $0 $0 $977,000 Revenues $27,032 $2,164,256 $1,713 ($237) $83,211 $2,275,974 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 ParticGrant Revenue Muni Court Allocation (FTG) Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General Reimbursement for O/T Contributions - General Contributions-Fire Contributions-Library Commissions Other Revenue Subtotal - Miscellaneous Income Revenues Interest Income Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Contributions-Comm. Svcs. Other Revenue Subtotal - Revenues 343 FY 2013 Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Unrealized Gain/Loss - Invest FY 2009 Actual Unrealized Gain/Loss-Invstmnt FY 2011 Actual $0 $0 $19,890,431 $4,918,282 $378,394,102 $358,105,903 Total - Other Fund Total - All Funds Revenue FY 20010 Actual 344 ($4,492) FY 2012 Estimate FY 2013 Budget $0 $0 $16,956,965 $17,930,350 $6,756,344 $267,660,834 $284,923,716 $336,691,915 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget Sub-total: $2,129,846 $227,089 $764,482 $3,121,417 $1,978,755 $208,384 $742,739 $2,929,878 $2,189,568 $217,200 $742,048 $3,148,816 $1,992,017 $217,912 $751,438 $2,961,367 $2,016,416 $217,657 $746,833 $2,980,906 $2,085,978 $231,378 $798,086 $3,115,442 Sub-total: $721,417 $298,819 $167,732 $1,187,968 $1,023,725 $255 $0 $1,023,980 $1,051,569 $0 $0 $1,051,569 $960,843 $0 $0 $960,843 $908,315 $0 $0 $908,315 $949,360 $0 $0 $949,360 Sub-total: $1,668,312 $1,668,312 $1,315,128 $1,315,128 $1,161,765 $1,161,765 $1,142,750 $1,142,750 $1,142,750 $1,142,750 $1,232,902 $1,232,902 CAPA Administration $330,312 Arts Commission $134,877 Community Services Administration $796,944 Swimming Pools $980,203 Am/Pm Program $2,219,635 Little Learners Program $283,476 Summer Recreation Program $345,211 Summer Camp Program $933,680 Outdoor Recreation Program $0 Special Interest Classes - Youth $351,686 Special Interest Classes - Adult $0 Sports Programs - Youth $824,700 Sports Programs - Adult $0 Senior Program $213,932 Adaptive Recreation Program $202,707 Special Events Program $794,373 Teen Program $385,599 Community Center $508,779 Community Park $1,007,550 Rio Vista Rec Center $1,461,716 Main Library $3,028,286 Branch Library $1,265,543 Parks North $1,697,008 Parks South $1,646,380 Parks Administration $984,042 Contracted Landscape Maintenance $1,103,713 Sub-total: $21,500,353 $101 $204,449 $872,535 $901,362 $1,829,810 $314,670 $336,331 $762,496 $0 $314,981 $0 $930,100 $0 $189,621 $185,206 $261,401 $356,832 $392,404 $1,016,186 $1,324,428 $2,894,499 $1,366,021 $1,605,612 $1,449,807 $331,447 $1,082,110 $18,922,410 $0 $224,766 $729,768 $910,457 $1,678,612 $379,724 $315,864 $752,815 $0 $282,348 $0 $772,500 $0 $166,659 $169,464 $278,006 $274,978 $532,961 $908,428 $1,255,564 $2,624,558 $1,437,115 $1,715,060 $1,704,866 $0 $957,039 $18,071,551 $0 $205,737 $632,103 $933,282 $1,752,390 $371,874 $387,388 $809,007 $0 $275,399 $0 $792,862 $0 $190,621 $169,557 $302,349 $378,710 $500,239 $990,326 $1,228,772 $2,393,126 $1,556,012 $1,856,622 $1,670,033 $0 $1,119,223 $18,515,632 $0 $213,137 $628,118 $933,282 $1,733,700 $371,874 $387,388 $809,007 $0 $275,399 $0 $792,862 $0 $190,621 $169,557 $302,349 $378,710 $500,239 $983,876 $1,228,772 $2,384,725 $1,556,012 $1,869,386 $1,651,685 $0 $1,117,992 $18,478,691 $0 $225,039 $1,248,690 $1,022,522 $1,419,779 $388,968 $419,621 $683,929 $45,145 $168,883 $77,246 $508,308 $325,557 $210,906 $167,215 $587,527 $329,304 $630,304 $957,184 $1,432,421 $2,566,941 $1,639,774 $1,951,054 $1,808,165 $0 $1,090,700 $19,905,182 $569,502 $338,496 $1,852,056 $851,900 $3,611,954 $502,973 $489,649 $1,501,403 $748,302 $3,242,328 $384,662 $723,297 $1,451,742 $769,210 $3,328,911 $413,068 $655,637 $1,450,689 $761,129 $3,280,523 $367,762 $842,244 $1,498,315 $811,575 $3,519,896 General & Other General Fund City Attorney Civil Victims' Assistance Prg Criminal 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: $735,667 $0 $2,351,483 $1,148,497 $4,235,647 Engineering 345 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget Sub-total: $1,289,437 $1,300,991 $0 $1,335,795 $3,926,222 $1,058,669 $1,303,253 $601,640 $1,145,142 $4,108,703 $757,100 $1,243,821 $700,319 $1,099,047 $3,800,287 $639,156 $1,229,088 $682,015 $909,920 $3,460,179 $629,353 $1,223,329 $682,751 $882,384 $3,417,817 $669,347 $1,318,367 $833,039 $905,322 $3,726,075 Sub-total: $321,338 $1,545,705 $978,528 $1,086,335 $351,295 $535,686 $4,818,888 $307,721 $1,344,267 $987,551 $971,182 $345,317 $530,570 $4,486,608 $290,055 $1,362,423 $891,387 $707,867 $329,057 $604,274 $4,185,063 $285,577 $1,397,265 $1,156,884 $602,705 $341,728 $386,243 $4,170,402 $285,577 $1,397,265 $1,156,884 $602,705 $341,728 $386,243 $4,170,402 $305,173 $1,501,976 $1,128,482 $633,611 $356,684 $419,155 $4,345,081 Sub-total: $1,526,136 $715,860 $2,388,602 $1,078,991 $5,709,589 $1,501,245 $713,167 $1,589,190 $1,034,989 $4,838,592 $1,742,898 $458,900 $1,397,802 $705,171 $4,304,771 $1,642,582 $475,422 $2,359,391 $728,950 $5,206,345 $1,642,582 $467,422 $2,359,391 $728,950 $5,198,345 $1,738,575 $575,853 $1,541,408 $755,452 $4,611,288 $691,858 $1,352,030 $785,278 $839,991 $399,188 $364,212 $16,485,832 Sub-total: $20,918,390 $672,725 $1,116,289 $633,302 $399,274 $499,478 $201,530 $16,185,175 $19,707,772 $473,958 $1,031,871 $731,834 $376,231 $419,802 $189,415 $15,705,613 $18,928,724 $459,510 $1,016,466 $752,551 $510,031 $518,974 $271,301 $16,018,262 $19,547,095 $460,710 $1,016,266 $752,551 $510,031 $518,874 $271,301 $16,017,362 $19,547,095 $432,025 $1,079,794 $800,249 $620,100 $541,343 $209,824 $17,550,254 $21,233,589 Sub-total: $442,829 $442,829 $514,154 $514,154 $1,203,476 $1,203,476 $1,125,439 $1,125,439 $1,129,439 $1,129,439 $1,204,877 $1,204,877 Sub-total: $260,514 $2,517,994 $2,778,508 $267,197 $2,284,920 $2,552,117 $1,144 $2,423,028 $2,424,172 $0 $2,316,165 $2,316,165 $0 $2,320,292 $2,320,292 $0 $2,448,513 $2,448,513 Management and Budget Development Agreement Administrat Sub-total: $940,541 $152,503 $1,093,043 $956,828 $206 $957,034 $919,284 $0 $919,284 $917,364 $0 $917,364 $917,364 $0 $917,364 $993,723 $0 $993,723 Sub-total: $1,196,400 $1,196,400 $1,120,343 $1,120,343 $636,388 $636,388 $604,452 $604,452 $604,452 $604,452 $652,117 $652,117 Sub-total: $2,492,447 $2,492,447 $2,095,461 $2,095,461 $1,964,068 $1,964,068 $1,821,218 $1,821,218 $1,817,874 $1,817,874 $1,953,037 $1,953,037 Sub-total: $2,312,917 $4,134,697 $6,447,615 $1,637,192 $4,655,077 $6,292,269 $1,231,417 $6,178,877 $7,410,294 $1,427,136 $8,856,750 $10,283,886 $1,421,343 $4,173,961 $5,595,304 $1,375,973 $5,469,597 $6,845,570 $637,772 $672,639 $723,060 $695,650 $712,894 $856,247 Engineering Admin Capital Engineering Design and Construction Eng Inspection Svc Finance Finance Admin Financial Services Tax Audit & Collections Materials Management Treasury Management Inventory Control Finance Utilities Customer Service Revenue Administration Meter Services Utility Billing Fire Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations 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 346 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget $473,524 $1,111,296 $449,960 $1,122,598 $397,991 $1,121,051 $400,357 $1,096,007 $417,508 $1,130,402 $340,271 $1,196,518 $576,054 $662,207 $1,183,795 $0 $2,422,056 $523,950 $513,049 $769,107 $346,400 $2,152,505 $464,149 $410,736 $750,784 $388,275 $2,013,944 $519,253 $269,669 $719,879 $623,042 $2,131,843 $519,253 $260,459 $691,463 $324,102 $1,795,277 $538,721 $265,394 $1,277,178 $0 $2,081,293 $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 Sub-total: $36,277,129 $1,652,226 $1,825,457 $4,161,555 $11,060,715 $3,930,034 $4,502,322 $3,265,552 $1,337,269 $2,866,546 $710,452 $35,312,128 $1,672,201 $1,802,746 $3,495,926 $10,878,838 $5,873,974 $2,906,579 $3,202,624 $1,109,849 $2,767,392 $825,247 $34,535,376 $1,760,656 $1,751,838 $3,653,051 $10,847,395 $5,899,200 $3,532,052 $3,063,052 $1,066,329 $2,692,458 $939,012 $35,205,043 $1,737,535 $1,661,150 $3,645,645 $10,834,592 $6,085,621 $3,437,169 $3,051,189 $1,009,594 $2,744,066 $958,527 $35,165,088 $1,823,835 $1,940,349 $3,912,183 $11,563,703 $6,855,212 $3,603,769 $3,099,832 $886,108 $2,857,582 $538,023 $37,080,596 $645,914 $645,914 $538,247 $538,247 $431,467 $431,467 $518,407 $518,407 $548,525 $548,525 Peoria Channel 11 Sub-total: Planning and Community Development Neighborhood Coordination Community Dev Administration Planning Systems Planning Sub-total: 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 Public Works Administration Sub-total: $617,660 $617,660 General Fund Total: $121,965,768 $113,709,549 $110,661,173 $115,226,408 $110,118,744 $117,643,584 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax $2,697,415 $2,414,470 $5,461,775 $3,402,022 $3,416,919 $2,741,265 $2,697,415 $2,414,470 $5,461,775 $3,402,022 $3,416,919 $2,741,265 $136,705 $63,525 $0 $0 $0 $0 $653,437 $3,248,375 $468,374 $473,350 $185,447 $377,540 $790,142 $3,311,900 $468,374 $473,350 $185,447 $377,540 General & Other Total: $125,453,326 $119,435,919 $116,591,322 $119,101,780 $1,977 $9,417 $1,400 $10,778 $1,400 $24,817 $0 $50,177 $702 $20,407 $0 $45,587 $11,394 $12,178 $26,217 $50,177 $21,109 $45,587 Half Cent Sales Tax Fund Total: Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Other Reserve Funds Total: $113,721,110 $120,762,389 Special Revenue Funds Attorney Grants City Attorney Victims' Rights Imp Grant St Anti-Racketeering-Cao Attorney Grants Total: Community Service Grants 347 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget Community Services Adult Day Prg Grant Parks and Recreation Federal Grant Library Svc & Technology Grant Citizen Donations-Cs Teen Council $425,870 $8,723 $43,575 $3,933 $462 $398,450 $273 $15,000 $8,611 $1,324 $390,623 $0 $28,260 $1,724 $1,745 $433,361 $0 $0 $0 $0 $433,361 $0 $0 $15,275 $4,500 $427,119 $0 $0 $0 $4,500 $482,563 $423,660 $422,352 $433,361 $453,136 $431,619 $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 $3,970 $1,925,436 $116,132 $300,000 $3,458 $269,006 $3,710 $160,354 $94,325 $10,096 $344,585 $1,134,213 $807,222 $2,389,552 $21,440 $2,205,030 $0 $0 $53,743 $21,198 $16,562 $223,954 $501,002 $5,880 $186,836 $0 $0 $331,865 $584,678 $5,740,248 $0 $80,850 $1,341,759 $19,425 $1,067,674 $0 $1,315,406 $813,730 $14,855 $13,020 $70,000 $63,030 $7,111 $601,555 $0 $0 $95,000 $0 $1,070,649 $377,199 $254,793 $50,300 $0 $0 $0 $6,549 $2,162,208 $6,750,132 $0 $115,150 $1,549,950 $57,575 $25,200 $0 $1,701,766 $729,642 $8,600 $929,324 $240,000 $12,550 Development Fee Funds Total: $19,488,572 $7,562,060 $3,567,511 $11,124,675 $2,463,156 $14,282,097 $761,907 $136,611 $14,309 $652,982 $194,533 $32,964 $626,269 $111,973 $53,456 $653,040 $263,889 $403,084 $0 $82,164 $161,975 $0 $205,895 $770,691 $912,827 $880,478 $791,698 $1,320,013 $244,139 $976,586 $28,895 $4,997 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $107,647 $65,731 $85,192 $31,832 $50,000 $47,693 $395,000 $0 $160,000 $38,481 $275,000 $0 $0 $0 $658,788 $116,690 $1,102,828 $969,118 $0 $0 $0 $156,193 $0 $84,007 $6,783 $759 $2,162 $10,000 $2,865 $9,833 Community Service Grants Total: 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 Home and Housing Grants Planning and Community Development Sect 8 Housing Capital Fund Prog (Hud) Home Grant Home and Housing Grants Total: Other Grants Community Services Percent For The Arts Prop 302 Grant Program Governmental Affairs Dept of Interior Challenge Grant Federal Dept of Energy Grant Human Resources Employee Wellness Prg 348 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget Mayor and Council Citizen Donations-Mayoral $2,753 $3,504 $681 $0 $1,366 $300 $0 $50,002 $0 $13,909 $64,512 $14,590 $0 $473,777 $174,687 $380,183 $0 $328,432 $0 $0 $0 $629 $0 $0 $0 $0 $7,965 $272 $0 $0 Comm Dev Block Grant Neighborhood Stabilization Grant III $627,035 $0 $828,627 $0 $871,005 $18,184 $1,274,002 $0 $518,914 $226,876 $1,247,227 $953,720 Other Grants Total: $893,842 $1,739,930 $3,140,775 $2,152,779 $1,667,802 $2,898,519 $245,619 $198,980 $209,878 $327,871 $211,715 $327,871 $245,619 $198,980 $209,878 $327,871 $211,715 $327,871 $0 $0 $30,427 $0 $71,593 $9,289 $188,838 $77,770 $2,643 $300,000 $129,300 $7,500 $300,000 $81,279 $0 $0 $0 $7,500 $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 $0 $1,019,072 $2,873 $0 $3,031 $121,865 $2,000 $68,696 $10,066 $0 $46,068 $38,362 $124,211 $6,068 $13,500 $30,451 $0 $0 $862,709 $330 $622 $0 $328,079 $0 $51,575 $0 $60,000 $46,068 $108,262 $106,970 $8,232 $10,800 $32,897 $0 $63,946 $226,154 $1,502 $1,230 $0 $375,290 $5,000 $18,840 $0 $0 $0 $0 $47,102 $0 $0 $0 $0 $0 $0 $1,500 $3,200 $0 $66,395 $250 $18,840 $0 $60,000 $85,892 $56,400 $111,885 $25,000 $21,600 $17,500 $207,283 $16,857 $95,462 $550 $352 $0 $373,010 $5,000 $19,008 $0 $0 $0 $56,020 $47,520 $0 $0 $0 $0 $0 $0 $1,500 $3,200 $1,961,620 $1,408,861 $1,314,965 $887,732 $1,165,545 $512,758 Municipal Court Jud Coll Enh Fund-Local Municipal Court Enhancement Fd Non-Departmental Palo Verde Ruin GT Employee Event Fund Planning and Community Development 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 GITEM Grant Fifty in Twelve DUI Grant School Resource Officer IGA Victims Of Crime Act Grant Justice Assistance Grant Opep Grant - Cfda 20.600 Bulletproof Vest Partnership St Anti-Racketeering - PD Federal DEA IGA Tohono O'Odham Grant Economic Recovery Grant - Public S Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd Public Safety Grants Total: 349 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget $2,265,417 $1,519,470 $1,252,458 $1,116,425 $1,163,913 $1,156,505 $892,130 $1,249,542 $2,260,298 $2,863,052 $943,634 $470,160 $7,505,721 $862,119 $1,080,884 $2,327,664 $2,504,196 $704,817 $3,090,918 $3,119,959 $863,233 $1,051,603 $2,368,173 $2,576,507 $725,121 $0 $3,441,583 $803,704 $1,103,046 $2,530,145 $2,737,838 $694,636 $0 $5,016,082 $803,704 $1,103,046 $2,530,145 $2,737,838 $694,636 $0 $4,483,597 $829,300 $1,144,158 $2,587,443 $2,899,399 $750,514 $0 $4,488,387 Streets Total: $18,449,953 $15,210,027 $12,278,680 $14,001,876 $13,516,879 $13,855,706 $1,166,371 $272,766 $1,009,685 $212,653 $934,480 $0 $932,686 $0 $932,686 $0 $995,894 $0 $1,439,137 $1,222,337 $934,480 $932,686 $932,686 $995,894 Transportation Sales Tax $3,691,016 $2,705,039 $2,895,709 $11,371,336 $6,611,197 $18,402,044 Transportation Sales Tax Fund Total: $3,691,016 $2,705,039 $2,895,709 $11,371,336 $6,611,197 $18,402,044 Special Revenue Funds Total: $47,576,544 $31,363,550 $25,582,264 $42,602,506 $27,287,364 $52,728,681 $1,852,108 $1,889,270 $1,982,231 $2,158,043 $2,158,043 $2,286,511 $1,852,108 $1,889,270 $1,982,231 $2,158,043 $2,158,043 $2,286,511 $670,919 $7,749,154 $0 $593,205 $571,848 $4,559,443 $3,110,792 $430,118 $459,450 $4,710,011 $1,928,032 $311,701 $580,951 $5,069,054 $2,253,456 $326,512 $720,951 $5,069,054 $2,253,456 $326,512 $605,583 $5,119,613 $2,440,598 $345,814 $9,013,278 $8,672,201 $7,409,193 $8,229,973 $8,369,973 $8,511,608 $216,355 $114,248 $88,182 $105,310 $105,325 $105,310 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 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 Residential Solid Waste Total: Solid Waste Expansion Public Works Solid Waste Expansion 350 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget $216,355 $114,248 $88,182 $105,310 $105,325 $105,310 $1,560,555 $1,474,396 $0 $150,000 $956,067 $1,725,000 $1,560,555 $1,474,396 $0 $150,000 $956,067 $1,725,000 Sports Complex Capital Reserve Sports Complex Improvement Reserv Complex Eqt Reserve $0 $0 $84,386 $0 $34,413 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $400,000 $900,000 $0 Sports Complex Equipment Reserves Total: $84,386 $34,413 $0 $0 $0 $1,300,000 Complex Operations/Maint Spring Training Complex Debt Service $4,009,890 $660,826 $147,306 $3,848,187 $577,872 $143,456 $3,643,778 $559,383 $156,153 $3,655,677 $697,487 $59,837 $3,655,677 $603,500 $59,925 $3,832,987 $697,487 $59,776 Sports Complex Operations/Maintenance Total: $4,818,022 $4,569,515 $4,359,315 $4,413,001 $4,319,102 $4,590,250 $2,392,414 $2,851,330 $778,204 $1,698,378 $4,207,753 $11,563,967 $4,532,967 $1,726,211 $1,264,617 $614,831 $1,151,916 $4,587,595 $2,437,563 $5,768,876 $1,729,275 $1,284,190 $811,353 $1,322,368 $5,298,136 $2,132,619 $6,493,189 $1,834,138 $1,432,107 $894,551 $1,296,599 $4,874,880 $6,657,110 $7,972,575 $1,834,138 $1,481,959 $844,699 $1,296,599 $4,874,880 $2,798,962 $7,972,575 $1,856,990 $1,507,427 $870,259 $1,270,882 $4,790,808 $6,676,768 $7,977,150 Wastewater Total: $28,025,015 $17,551,608 $19,071,130 $24,961,960 $21,103,812 $24,950,284 $801,108 $8,485 $333,472 $3,311,588 $1,269,741 $3,417,942 $292,452 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,143,065 $7,999,270 $292,452 $0 $0 $0 $543,365 $366,389 $221,712 $3,247,662 $140,957 $4,062,658 $543,365 $366,389 $221,712 $3,247,662 $140,957 $4,062,658 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 Operations/Maintenance Community Services Wastewater Public Works Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Environmental Jomax Water Reclamation Facility Butler Water Reclamation Facility Ww Oper Capital Projects Ww Debt Service Wastewater Bonds Public Works WIFA Bonds CW-017-2009 WIFA Bonds CW-018-2009 WIFA Bonds CW-041-2009 Wastewater Bonds Total: Wastewater Expansion Public Works Ww Expansion (Unz) Wastewater Expansion Total: Wastewater Replacement & Reserves 351 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget Public Works Ww Eqt Reserve Ww Replacement $496 $298,948 $0 $0 $0 $0 $90,033 $0 $90,033 $0 $350,000 $0 $299,444 $0 $0 $90,033 $90,033 $350,000 $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 $1,263,983 $1,705,290 $3,274,089 $523,043 $3,080,384 $1,914,025 $388,643 $1,083,239 $4,870,355 $721,857 $1,516,814 $3,572,143 $4,397,652 $1,285,900 $1,603,866 $3,209,257 $428,977 $3,693,352 $2,070,991 $424,011 $1,133,838 $4,814,672 $0 $1,414,396 $2,636,373 $3,309,497 $1,378,076 $1,809,240 $3,334,858 $475,576 $3,936,011 $2,028,899 $304,826 $1,088,792 $5,096,519 $0 $1,248,625 $5,767,742 $4,370,469 $1,378,076 $1,809,240 $3,334,858 $475,576 $3,936,011 $2,028,899 $304,826 $1,088,792 $5,158,069 $0 $1,248,625 $2,599,729 $4,370,469 $1,455,815 $1,924,936 $3,295,150 $438,918 $3,834,526 $2,178,963 $370,891 $1,173,519 $4,916,136 $0 $1,245,845 $6,830,848 $4,866,159 Water Total: $33,587,523 $28,311,519 $26,025,131 $30,839,633 $27,733,170 $32,531,706 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 Drinking Water Environmental Wtr Oper Capital Projects Water Debt Service Water Bonds Public Works W/S Rev Bonds 2003 (Wtr) WIFA Bonds DW-038-2009 WIFA Bonds DW-Pinnacle Pk Water $0 $497,482 $0 $9,228 $7,177,597 $1,504,705 $0 $99,569 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Water Bonds Total: $497,482 $8,691,531 $99,569 $0 $0 $0 $1,474,067 $5,067,374 $775,969 $90 $1,041,984 $257,796 $7,015,020 $713,925 $788,904 $0 $7,264,104 $113,925 $6,541,441 $776,059 $1,299,781 $7,728,945 $788,904 $7,378,029 Wtr Eqt Reserve Storm Drain - NPDES $942 $492,303 $0 $496,383 $0 $711,058 $44,801 $720,536 $44,801 $737,272 $0 $883,679 Water Replacement & Reserves Total: $493,244 $496,383 $711,058 $765,337 $782,073 $883,679 Enterprise Funds Total: $88,675,284 $80,946,801 $61,559,754 $82,689,897 $66,547,459 $88,675,035 Water Expansion Public Works Wtr Expansion Wtr Resources Project Water Expansion Total: Water Replacement & Reserves Public Works Internal Service Funds Facilities Maintenance Engineering 352 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division Design & Construction FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget $618,218 ($55,787) $0 $0 $0 $0 $528,916 $1,304,972 $446,552 $848,508 $1,095,820 $0 $1,556,971 $524,127 $956,042 $685,657 $842,493 $1,005,433 $0 $1,392,800 $323,882 $1,052,736 $645,376 $290,729 $936,623 $706,714 $1,431,533 $351,272 $1,448,190 $693,855 $0 $1,027,879 $681,142 $1,268,531 $351,272 $1,448,190 $701,855 $0 $983,006 $681,142 $1,279,879 $378,878 $1,464,808 $772,879 $0 $1,044,606 $720,887 $1,335,328 $6,399,957 $5,350,765 $5,387,592 $5,470,869 $5,445,344 $5,717,386 $5,398,349 $4,226,714 $4,649,410 $4,672,721 $4,876,946 $5,088,622 $5,398,349 $4,226,714 $4,649,410 $4,672,721 $4,876,946 $5,088,622 $974,114 $75,603 $1,243,949 $483,388 $1,207,265 $252,194 $1,316,998 $75,000 $1,112,998 $75,000 $1,041,453 $862,646 $1,049,718 $1,727,337 $1,459,459 $1,391,998 $1,187,998 $1,904,099 $3,843,342 $4,577,798 $417,015 $3,284,960 $4,372,481 $834,220 $2,608,220 $4,257,408 $755,189 $2,635,064 $4,196,421 $871,087 $2,633,766 $4,118,453 $665,480 $2,776,638 $4,646,846 $941,325 $8,838,155 $8,491,661 $7,620,818 $7,702,572 $7,417,699 $8,364,809 $1,015,800 $726,577 $556,388 $169,236 $131,429 $129,715 $1,015,800 $726,577 $556,388 $169,236 $131,429 $129,715 $206,033 $978,485 $203,356 $100,327 $196,084 $190,291 $340,000 $185,000 $295,000 $172,054 $1,195,000 $591,950 $1,184,517 $303,683 $386,375 $525,000 $467,054 $1,786,950 $1,744,848 $214,124 $2,159,869 $214,808 $1,978,963 $196,855 $2,783,123 $203,146 $2,588,123 $202,546 $2,453,669 $212,602 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 Information Technology IT Projects 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 353 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget Human Resources Workers Compensation Self-Insuranc Health Self-Insurance $0 $0 $356,296 $4,888,572 $712,048 $12,089,915 $950,000 $12,976,653 $911,016 $12,970,000 $1,091,648 $14,110,881 Insurance Reserve Total: $1,958,972 $7,619,544 $14,977,781 $16,912,922 $16,671,685 $17,868,800 Internal Service Funds Total: $25,845,469 $28,446,280 $35,037,824 $36,845,318 $36,198,155 $40,860,381 $0 $0 $7,191 $0 $3,862 $2,000 $0 $0 $15,948 $0 $1,961 $1,000 $0 $0 $0 $0 $24,391 $10 $0 $0 $5,000 $0 $0 $0 $0 $0 $47,540 $0 $10,823 $3,000 $30,691 $25,500 $25,500 $30,600 $30,600 $30,600 Fireman's Pension Total: $30,691 $25,500 $25,500 $30,600 $30,600 $30,600 Trust & Agency Funds Total: $30,691 $25,500 $73,040 $30,600 $41,423 $33,600 $2,785,243 $0 $4,580,844 $912 $2,339,323 $0 $30,280,428 $600,000 $3,281,257 $0 $26,735,942 $0 $2,785,243 $4,581,756 $2,339,323 $30,880,428 $3,281,257 $26,735,942 $233,886 $11,525,382 $21,088,386 $719,301 $0 $0 $4,186,872 $8,774,974 $6,353,720 ($2,500) $0 $1,279,590 $3,302,587 $9,103,512 $280,105 $0 $5,342,089 $18,793,275 $12,014,407 $15,620,254 $0 $3,116,789 $3,300,782 $5,194,624 $3,171,278 $0 $2,290,114 $16,495,240 $8,076,563 $16,311,011 $13,965,794 $51,770,025 $14,783,472 $43,172,928 Trust & Agency Funds Agency Funds Community Services PLAY Peoria NFP Trust Fire Westside Fire Training Agency Planning and Community Development Neighborhood Pride Nfp Trust Peoria Citizens Corp Council Agency Funds Total: Fireman's Pension Fire Vol Firefighter Pension Trust Capital Projects Funds Capital Projects - Streets/Economic Development Engineering County Transportation Tax Federal Funded CIP Projects Projects - Streets/Economic Development Total: General Obligation Bonds Non-Departmental GO Bonds 2003 GO Bonds 2007 GO Bonds 2009 GO Bonds 2010 Proposed GO Bonds General Obligation Bonds Total: $33,566,955 $19,313,066 MDA Bonds Non-Departmental 354 FY 2013 Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Budget FY 2012 Estimate FY 2013 Budget MDA Bonds 2008 - Transportation P $23,351,999 Proposed MDA Bonds $0 Proposed HELP Loan $430,295 $12,841,291 $0 $0 $3,825,649 $0 $0 $0 $16,780,125 $0 $0 $10,700 $0 $0 $30,281,900 $0 MDA Bonds Total: $23,782,293 $12,841,291 $3,825,649 $16,780,125 $10,700 $30,281,900 $3,514,031 $2,022,978 $820,147 $1,598,448 $39,295 $3,111,874 $3,514,031 $2,022,978 $820,147 $1,598,448 $39,295 $3,111,874 Capital Projects Funds Total: $63,648,522 $38,759,092 $20,950,912 $101,029,026 $18,114,724 $103,302,644 $16,639,739 $33,646,277 $20,777,129 $19,161,635 $17,873,790 $15,065,202 General Obligation Bonds Total: $16,639,739 $33,646,277 $20,777,129 $19,161,635 $17,873,790 $15,065,202 $471,266 $474,841 $379,179 $476,525 $476,525 $473,775 $469,654 $542,424 $315,161 $191,550 $300,105 $14,507 $661,295 $570,427 $315,161 $295,927 $395,007 $211,509 $435,810 $520,102 $306,241 $182,133 $282,559 $0 $477,330 $576,040 $0 $90,305 $195,420 $0 $477,930 $576,640 $0 $90,655 $195,420 $0 $295,903 $585,040 $0 $0 $0 $0 $2,304,665 $2,924,166 $2,106,024 $1,815,620 $1,817,170 $1,354,718 $7,279,870 $7,699,085 $6,669,203 $5,678,618 $5,843,340 $7,067,350 $7,279,870 $7,699,085 $6,669,203 $5,678,618 $5,843,340 $7,067,350 Debt Service Funds Total: $26,224,273 $44,269,528 $29,552,356 $26,655,873 $25,534,300 $23,487,270 Outside Source Fund Non-Departmental Capital Prj-Outside Sources Outside Source Fund Total: Debt Service Funds General Obligation Bonds Finance Go Bonds Debt Service Improvement Districts Finance 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 Improvement Districts Total: MDA Bonds Finance Mda Debt Service MDA Bonds Total: City Total: $377,454,108 $343,246,669 $289,347,472 $408,955,000 $287,444,536 $429,850,000 355 FY 2013 Program Budget Schedules Schedule 4 - Transfers Transfers From Fund Transfers To General Fund Sports Complex Facilities Fund General - - Percent for the Arts - - Half Cent Sales Tax $5,271,880 Sports Complex Water $295,546 Water Resource Project Wastewater $29,000 $145,568 Fleet Equip Reserve - Fleet Services $32,400 - - - - - - - - - - - - - - - - - - - - - - - - - - $140,000 - $290,000 - $2,027,329 - Wastewater Op Fund $2,559,123 Residential Solid Waste - - - - Fleet Services - - - - - - Highway User - - - - - - Transportation Sales Tax - - - - - - Public Transit - - - - $125,646 - State Anti-Racketeering - PD - - - - $35,000 - - - - - - - - - - - - - - - - Municipal Court Enhancement Fd $50,000 Street Light Districts Maintenance Imprvmnt Districts $137,543 $5,900,537 $2,027,329 356 $29,000 $2,559,123 $623,046 $0 FY 2013 Program Budget Schedules Schedule 4 - Transfers Information Technology IT Reserve and Project $63,450 $101,320 - MDA Debt - Streets Fund - Transit Fund Other Funds - - Total Transferred $10,000 $236,170 - - $243,841 - - - $243,841 - - $1,802,524 - - - $9,995,940 - - - $107,205 - - - $107,205 - - - $66,616 - - - $2,921,285 - - - $705,900 - - - $705,900 - - - $49,564 - - - $335,132 - - - $5,674 - - - $295,674 - - - $36,714 - - - $36,714 - - - $115,333 - - - $115,333 - - - $3,898,588 - $5,415,552 - - - - - - - $125,646 - - - - - - - $35,000 - - - - - - - $50,000 - - - - - - $516,729 - - - - - - $137,543 $894,207 $957,657 Solid Waste/ Storm Water $101,320 $0 $1,000,000 $7,031,959 $516,729 $1,516,729 357 $516,964 $516,964 $10,000 $21,273,664 FY 2013 Program Budget Schedules Schedule 5 - Tax Levy and Tax Rate Information BUDGET FY 2009 DESCRIPTION BUDGET FY 2010 BUDGET FY 2011 BUDGET FY 2012 PROJECTED FY 2013 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $460,000,000 $184,661,244 $275,338,756 $733,909,330 $473,000,000 $191,083,823 $281,916,177 $759,367,985 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $1,499,682,407 $3,583,480 $1,685,613,231 $3,874,799 $1,527,629,952 $4,072,846 $1,269,864,634 $4,248,967 $1,134,224,292 $4,387,180 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 $1,994,591,924 $24,932,399 $2,849,397 $27,781,796 $1,895,163,851 $23,689,548 $3,202,665 $26,892,213 $1,614,279,143 $20,178,489 $2,902,497 $23,080,986 $1,276,866,735 $15,960,834 $2,412,743 $18,373,577 $1,137,720,620 $14,221,508 $2,155,026 $16,376,534 $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 $2,757,372 $145,125 $19,169,565 $1,008,924 $21,926,937 $1,154,049 $23,080,986 $2,292,106 $120,637 $15,162,792 $798,042 $17,454,898 $918,679 $18,373,577 $2,047,275 $107,751 $13,510,432 $711,075 $15,557,707 $818,827 $16,376,534 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 $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 Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/12 Principal Payments FY13 Proposed Debt FY13 Estimated Debt outstanding FY13 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/12 Principal Payments FY13 Proposed Debt FY13 Estimated Debt outstanding FY13 Remaining limitation available Truth in Taxation Calculation $1,137,720,620 $227,544,124 $153,710,000 ($7,515,000) $14,425,968 Previous year's primary levy Current net assessed valuation(AV) $2,412,743 $1,120,475,208 $160,620,968 $66,923,156 $1,137,720,620 $68,263,237 $2,535,000 ($1,070,000) 200,000 $1,665,000 $66,598,237 358 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 $0.2153 $1,120,475,208 $2,412,743 $0.1900 $0.2153 $13,749,084 $29,606 ($287,323) FY 2013 Program Budget Schedules Schedule 6 - Personnel Summary By Department Department Budget FY 2010 Budget FY 2011 Budget FY 2012 26.00 26.00 26.00 0.00 26.00 0.00 26.00 City Clerk 9.00 9.00 8.00 -1.00 7.00 0.00 7.00 City Manager 7.00 6.00 6.00 0.00 6.00 0.00 6.00 146.97 131.47 129.07 -1.66 127.41 1.00 128.41 Economic Development Services 31.30 27.80 26.00 0.00 26.00 0.00 26.00 Engineering 43.75 39.75 33.25 0.00 33.25 0.00 33.25 Finance 40.75 37.75 37.75 0.00 37.75 0.00 37.75 Finance Utilities 43.00 42.00 36.00 0.00 36.00 0.00 36.00 167.00 164.00 162.00 -0.50 161.50 0.00 161.50 3.00 9.00 9.00 0.00 9.00 0.00 9.00 Human Resources 19.00 18.00 17.00 0.50 17.50 0.00 17.50 Information Technology 44.00 41.60 39.00 0.00 39.00 0.00 39.00 Management and Budget 8.00 7.00 7.00 0.00 7.00 0.00 7.00 Mayor and Council 6.00 0.00 0.00 0.00 0.00 0.00 0.00 22.00 21.00 20.90 0.00 20.90 0.00 20.90 6.00 8.00 7.00 1.00 8.00 0.00 8.00 16.80 15.50 12.50 0.00 12.50 0.00 12.50 Police 299.00 287.00 289.00 -1.00 288.00 0.00 288.00 Public Works 256.50 241.00 235.25 -1.00 234.25 0.00 234.25 1,195.07 1,131.87 1,100.72 -3.66 1,097.06 1.00 1,098.06 City Attorney Community Services Fire Governmental Affairs 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. 359 Revised FY 2012 Change in Position Budget FY 2013 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 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 Full Full Full Full Full Full Full Full 4.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 4.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 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 2.00 3.00 2.00 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 2.00 3.00 2.00 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 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 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 2.00 2.00 1.00 1.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 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 26.00 26.00 26.00 0.00 26.00 0.00 26.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 2.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 -1.00 2.00 -1.00 0.00 0.00 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 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 0.00 0.00 0.00 0.00 6.00 9.00 8.00 -1.00 7.00 0.00 7.00 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 Full Full Full Full Full Insurance Reserve Fund 3200 - 3610 Risk Management Claims Coordinator Legal Specialist Full Full City Attorney Totals: City Clerk General Fund 1000 - 0150 City Clerk Administrative Assistant II Chief Deputy City Clerk City Clerk City Clerk Specialist Classified Administrative Assistant II Deputy City Clerk Executive Assistant Administrative Assistant Citizen Information Specialist Position Reduction - Backfill Records Assistant Full Full Full Full Full Full Full Full Full Full Full 1000 - 0160 Records & Information Mgt Records Assistant Full 2.00 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 1000 - 0170 Elections City Clerk Specialist Full City Clerk Totals: 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 9.00 9.00 8.00 -1.00 7.00 0.00 7.00 360 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 City Manager General Fund 1000 - 0020 City Manager's Office Assistant to the City Manager City Manager Deputy City Manager Sr Executive Assistant Executive Assistant Full Full Full Full Full City Manager Totals: 1.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 0.00 1.00 1.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 2.00 0.00 7.00 6.00 6.00 0.00 6.00 0.00 6.00 7.00 6.00 6.00 0.00 6.00 0.00 6.00 Community Services General Fund 1000 - 0039 Commun & Pub Affairs Admin Deputy Director Full 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 1000 - 0042 Arts Commission Cultural Arts Coordinator Part 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 0.00 1.00 0.00 0.00 1.00 0.00 2.00 0.00 0.00 0.50 2.00 0.00 0.50 1.00 1.40 0.00 1.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 0.40 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 1.75 0.00 0.00 0.60 2.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 1.75 0.50 1.00 1.00 2.00 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 0.00 0.00 1.75 0.50 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 6.50 5.90 4.90 6.35 11.25 0.00 11.25 1.00 1.00 0.00 0.63 1.00 1.00 0.00 0.63 1.00 1.00 0.00 0.63 0.00 0.00 0.75 -0.63 1.00 1.00 0.75 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.75 0.00 2.63 2.63 2.63 0.12 2.75 0.00 2.75 2.00 3.00 1.00 1.00 0.00 1.00 0.75 0.00 1.00 1.50 3.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 0.40 -1.50 -0.30 0.00 -1.00 0.00 0.00 -1.00 -1.00 1.40 1.50 0.70 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 1.40 1.50 0.70 0.00 0.00 0.00 0.00 0.00 0.00 9.75 8.50 8.00 -4.40 3.60 0.00 3.60 0.00 0.00 0.00 0.00 2.00 1.00 0.00 2.00 1.00 0.00 0.00 0.00 0.25 2.00 1.00 0.00 0.00 0.00 -0.05 0.00 0.00 0.10 0.00 0.00 0.20 2.00 1.00 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.20 2.00 1.00 0.10 0.00 0.00 3.00 3.00 3.25 0.05 3.30 0.00 3.30 1000 - 1400 Community Services Administration Administrative Assistant II Administrative Assistant II Community Services Director Customer Services Rep I Customer Services Rep II Executive Assistant Financial Systems Supervisor Management Analyst Recreation Manager Sr Management Analyst Administrative Assistant Sr. Office Assistant Full Part Full Full Full Full Full Full Full Full Part Full 1000 - 1410 Swimming Pools Aquatics Maintenance Specialist Aquatics Supervisor Recreation Coordinator Recreation Coordinator Full Full Full Part 1000 - 1420 Am/Pm Program Recreation Coordinator Recreation Programmer Recreation Supervisor Business Analyst Customer Services Rep II Customer Services Representative Customer Services Representative Financial Systems Supervisor Recreation Manager Full Full Full Full Full Full Part Full Full 1000 - 1430 Little Learners Program Recreation Coordinator Recreation Specialist I Recreation Specialist II Recreation Supervisor Recreation Aide Recreation Specialist Full Full Full Full Full Full 361 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 1000 - 1440 Summer Recreation Program Recreation Coordinator Recreation Supervisor Full Full 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.10 0.20 0.10 0.00 0.00 0.20 0.10 0.00 0.00 0.00 0.30 0.30 0.00 0.30 1.00 2.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 -0.80 -0.50 0.10 -1.00 0.00 0.20 0.50 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.50 0.10 0.00 0.00 4.00 3.00 3.00 -2.20 0.80 0.00 0.80 1000 - 1450 Summer Camp Program Recreation Coordinator Recreation Programmer Recreation Supervisor Customer Services Rep II Customer Services Representative Full Full Full Full Full 1000 - 1460 Outdoor Recreation Program Recreation Coordinator Full 0.00 0.00 0.00 0.25 0.25 0.00 0.25 0.00 0.00 0.00 0.25 0.25 0.00 0.25 0.52 1.00 0.52 1.00 0.52 1.00 -0.18 -0.70 0.34 0.30 0.00 0.00 0.34 0.30 1.52 1.52 1.52 -0.88 0.64 0.00 0.64 0.00 0.00 0.00 0.00 0.00 0.00 0.18 0.25 0.18 0.25 0.00 0.00 0.18 0.25 0.00 0.00 0.00 0.43 0.43 0.00 0.43 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 -0.60 -0.25 -0.80 1.40 0.75 0.20 0.00 0.80 0.00 1.40 1.55 0.20 4.00 4.00 4.00 -1.65 2.35 0.80 3.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.60 0.25 0.40 0.60 0.25 0.40 0.00 0.20 0.00 0.60 0.45 0.40 0.00 0.00 0.00 1.25 1.25 0.20 1.45 0.00 1.00 0.25 0.00 1.00 0.25 0.00 1.00 0.25 0.15 -0.15 -0.05 0.15 0.85 0.20 0.00 0.00 0.00 0.15 0.85 0.20 1.25 1.25 1.25 -0.05 1.20 0.00 1.20 0.00 0.50 0.50 0.50 0.00 0.50 0.50 0.00 0.00 0.50 0.50 0.00 0.30 0.05 -0.20 0.00 0.30 0.55 0.30 0.00 0.00 0.00 0.00 0.00 0.30 0.55 0.30 0.00 1.50 1.00 1.00 0.15 1.15 0.00 1.15 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 0.00 0.75 1.00 0.10 0.00 0.00 1.00 1.00 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.10 0.00 0.00 2.00 0.00 0.25 1.85 2.10 0.00 2.10 1.00 1.00 1.00 0.00 1.00 1.00 0.00 -1.00 1.00 0.00 0.00 0.00 1.00 0.00 2.00 1.00 2.00 -1.00 1.00 0.00 1.00 1000 - 1470 Special Interest Classes - Youth Recreation Coordinator Special Interest Class Spvsr Part Full 1000 - 1471 Special Interest Classes - Adult Recreation Coordinator Special Interest Class Spvsr Part Full 1000 - 1480 Sports Programs - Youth Recreation Coordinator Recreation Programmer Recreation Supervisor Full Full Full 1000 - 1481 Sports Programs - Adult Recreation Coordinator Recreation Programmer Recreation Supervisor Full Full Full 1000 - 1490 Senior Program Administrative Assistant II Recreation Coordinator Recreation Supervisor Full Full Full 1000 - 1500 Adaptive Recreation Program Administrative Assistant II Recreation Coordinator Recreation Supervisor Recreation Specialist Full Full Full Part 1000 - 1510 Special Events Program Recreation Coordinator Recreation Programmer Recreation Supervisor Special Events Coordinator Special Events Supervisor Full Full Full Full Full 1000 - 1520 Teen Program Teen Supervisor Recreation Programmer Full Full 362 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 1000 - 1530 Community Center Administrative Assistant II Recreation Coordinator Recreation Programmer Recreation Supervisor Administrative Assistant Sr. Office Assistant Full Full Full Full Full Full 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 -0.45 0.45 0.15 0.40 0.00 0.00 1.55 0.45 0.15 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.55 0.45 0.15 0.40 0.00 0.00 2.00 2.00 2.00 0.55 2.55 0.00 2.55 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 0.00 1.00 3.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 0.00 1.00 0.00 0.00 0.00 0.50 -0.50 -1.00 0.00 0.30 0.00 0.00 0.00 0.00 0.50 0.50 2.00 1.00 0.30 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 0.50 0.50 2.00 1.00 0.30 1.00 0.00 0.00 0.00 7.00 6.00 6.00 -0.70 5.30 0.00 5.30 4.00 0.00 0.50 1.75 1.00 0.00 2.40 4.00 2.00 0.50 1.75 1.00 0.00 0.00 4.00 2.00 0.50 1.75 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.45 0.00 4.00 2.00 0.50 1.75 1.00 0.45 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 0.45 0.00 9.65 9.25 9.25 0.45 9.70 0.00 9.70 1.00 2.75 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 3.00 0.00 1.50 6.00 4.10 0.00 1.00 0.60 1.00 2.75 2.74 1.36 1.00 2.00 1.00 1.00 3.00 1.00 3.00 0.60 0.00 0.00 0.00 0.50 1.00 0.00 3.00 1.50 1.37 1.36 1.00 2.00 1.00 1.00 3.00 1.00 2.00 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.02 -0.01 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 3.00 1.50 1.35 1.35 1.00 2.00 1.00 1.00 3.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.50 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.95 21.95 18.83 -0.63 18.20 0.00 18.20 1.00 1.05 3.00 0.00 0.00 1.00 0.00 2.00 3.00 3.27 0.00 1.00 1.05 2.00 2.64 0.63 1.00 3.00 1.00 0.00 0.00 -1.00 1.00 1.05 2.00 3.32 0.63 1.00 2.00 1.00 0.00 0.00 0.00 0.00 -0.05 0.00 -0.07 0.12 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 3.25 0.75 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 0.00 1.00 1.00 2.00 3.25 0.75 1.00 2.00 1.00 0.00 0.00 0.00 14.32 11.32 12.00 0.00 12.00 0.00 12.00 1000 - 1531 Community Park Irrigation Technician Parks & Sports Equip. Mechanic Parks & Sports Fac Crew Leader Parks & Sports Fac Worker III Recreation Supervisor Sports Complex Supervisor Parks & Landscape Worker Senior Parks/Landscape Maintenance Small Engine Mechanic Full Full Full Full Full Full Full Full Full 1000 - 1532 Rio Vista Rec Center Custodian Customer Services Rep I Recreation Coordinator Recreation Programmer Rio Vista Manager Special Interest Class Spvsr Sr. Office Assistant Full Full Part Part Full Full Full 1000 - 1540 Main Library Librarian Librarian Library Assistant I Library Assistant II Library Assistant III Library Assistant III Library Manager Library Services Coordinator Library Specialist Library Technology Specialist Sr Librarian Customer Services Rep I Library Assistant Library Assistant Library Clerk Library Specialist Library Supervisor Sr. Office Assistant Full Part Part Part Part Full Full Full Full Full Full Full Part Full Part Part Full Full 1000 - 1550 Branch Library Branch Library Manager Librarian Librarian Library Assistant I Library Assistant II Library Services Coordinator Library Specialist Sr Librarian Library Assistant Library Clerk Position Reduction - Backfill Full Part Full Part Part Full Full Full Full Part Full 363 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 1000 - 1560 Parks North Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks & Sports Fac Worker III Parks Manager Parks Supervisor Administrative Assistant Administrative Assistant II Groundskeeper Parks & Landscape Worker Senior Parks/Landscape Maintenance Full Part Full Full Full Full Full Part Full Full 0.00 0.00 0.00 0.00 1.00 0.50 0.00 0.50 9.00 2.00 2.00 0.50 9.00 0.35 1.00 0.00 0.75 0.00 0.00 0.00 2.00 0.50 9.00 0.35 1.00 0.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.75 0.00 0.00 0.00 2.00 0.50 9.00 0.35 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 0.50 9.00 0.35 1.00 0.00 0.00 0.00 0.00 0.00 13.00 13.60 13.60 -0.75 12.85 0.00 12.85 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 0.00 0.50 9.00 2.00 0.00 0.00 2.00 0.50 8.00 0.35 1.00 0.00 0.75 0.00 0.00 0.00 0.00 0.00 2.00 0.50 8.00 0.35 1.00 0.00 0.75 0.00 0.00 0.00 1.00 2.00 -1.00 0.00 -2.00 0.00 0.00 0.00 -0.75 0.00 0.00 0.00 1.00 2.00 1.00 0.50 6.00 0.35 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 1.00 2.00 1.00 0.50 6.00 0.35 1.00 0.00 0.00 0.00 0.00 0.00 13.00 12.60 12.60 -0.75 11.85 0.00 11.85 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 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.30 0.00 0.25 1.00 0.30 1.00 0.25 0.00 0.00 0.00 -0.25 0.00 0.30 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 1.00 0.00 0.00 1.00 1.55 1.55 -0.25 1.30 0.00 1.30 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 2.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.50 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 2.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 -0.50 0.00 0.50 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 -0.50 0.00 0.00 0.00 1.00 1.00 1.00 0.50 1.00 0.50 3.00 2.00 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 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 1.00 1.00 0.50 1.00 0.50 3.00 2.00 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 18.00 15.50 15.50 0.50 16.00 0.00 16.00 1000 - 1570 Parks South Graffiti Abatement Technician Irrigation Technician Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks & Sports Fac Worker III Parks Manager Parks Supervisor Administrative Assistant Administrative Assistant II Groundskeeper Parks & Landscape Worker Senior Parks/Landscape Maintenance Full Full Full Part Full Full Full Full Full Part Full Full 1000 - 1590 Parks Administration Administrative Assistant Parks Manager Full Full 1000 - 1600 Contracted Landscape Maintenance Parks Manager Right of Way Contract Coor. Administrative Assistant II Right of Way Contract Supvsr Full Full Full Full Sports Complex Fund 2000 - 2000 Complex Operations/Maint Administrative Assistant II Facilities Operations Tech Facilities Technician II Irrigation Technician Marketing & Sponsorship Coord Parks & Sports Equip. Mechanic Parks & Sports Fac Crew Leader Parks & Sports Fac Worker II Parks & Sports Fac Worker III Sports Complex Manager Sports Complex Ops Coordinator Sports Complex Supervisor Sports Facilities Manager Administrative Assistant Building Maintenance Worker Building Utility Worker Groundskeeper Marketing Supervisor Parks & Landscape Worker Recreation Coordinator Recreation Supervisor Senior Parks/Landscape Maintenance Senior Parks/Landscape Mnt Wrk Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 364 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 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: 0.50 1.00 0.00 0.00 0.25 2.22 1.43 0.50 1.00 2.22 1.43 0.25 0.00 0.00 0.50 1.00 2.96 0.73 0.25 0.00 0.00 -0.35 -0.15 0.00 0.00 -0.15 0.00 0.00 0.15 0.85 2.96 0.73 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.15 0.85 2.96 0.73 0.10 0.00 0.00 5.40 5.40 5.44 -0.65 4.79 0.00 4.79 146.97 131.47 129.07 -1.66 127.41 1.00 128.41 1.00 1.00 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 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 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 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 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 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 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.30 2.50 2.50 0.00 2.50 0.00 2.50 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 4.00 4.00 0.00 4.00 0.00 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 2.00 1.00 1.00 2.00 5.00 1.00 2.00 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 1.00 1.00 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 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 1.00 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 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 1.00 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 18.00 14.00 13.00 0.00 13.00 0.00 13.00 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 Engineering Supervisor Planning Technician Senior Permit Specialist Full Full Full Part Full Full Full Full Part Full Full Full Full Full Full 1000 - 0352 Economic Development Business Development Specialist Economic Development Coordinator Economic Development Manager Economic Development Analyst 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 365 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 1000 - 0810 Development Engineering Associate Engineer Associate Planner Civil Engineer Development Plan Reviewer Engineering Technician II Site Development Manager Associate Engineer Engineering Supervisor Planning Technician Full Full Part Full Full Full Part Full Full Economic Development Services Totals: 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 1.00 1.00 0.00 0.80 1.00 1.00 2.00 1.00 0.50 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 2.00 1.00 0.50 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 2.00 1.00 0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 7.30 6.50 0.00 6.50 0.00 6.50 31.30 27.80 26.00 0.00 26.00 0.00 26.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.75 0.00 0.00 0.00 7.00 6.00 4.75 0.00 4.75 0.00 4.75 1.00 0.00 6.00 0.75 1.00 0.00 2.00 1.00 2.00 1.00 1.00 3.00 0.75 1.00 1.00 2.00 0.00 0.00 1.00 1.00 2.75 0.75 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 1.00 1.00 2.75 0.75 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 1.00 1.00 2.75 0.75 1.00 1.00 2.00 0.00 0.00 13.75 9.75 9.50 0.00 9.50 0.00 9.50 0.00 3.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 -1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 5.00 6.00 5.00 0.00 5.00 0.00 5.00 0.00 0.00 0.00 1.00 8.00 2.00 1.00 8.00 2.00 0.00 0.00 0.00 1.00 5.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 2.00 0.00 0.00 0.00 11.00 11.00 8.00 0.00 8.00 0.00 8.00 2.00 1.00 0.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 0.00 1.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 2.00 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 7.00 7.00 6.00 0.00 6.00 0.00 6.00 Engineering General Fund 1000 - 0750 Engineering Admin Engineering Director Engineering Technician I Property Management Agent Sr Management Analyst Sr Real Property Administrator Engineering Technician Executive Assistant Senior GIS Technician 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 Part Full Full Full Full Full 1000 - 0813 Design and Construction Civil Engineer Construction Projects 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 Streets Fund 7000 - 7043 Traffic Engineering Assistant City Traffic Engineer City Traffic Engineer Engineering Technician II Transportation Planning Engineer Senior Engineering Technician Traffic Signal System Specialist Full Full Full Full Full Full 366 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Engineering Totals: Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 43.75 39.75 33.25 0.00 33.25 0.00 33.25 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 1.00 1.00 0.00 0.00 1.00 1.00 2.00 1.00 2.00 0.75 2.00 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 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 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 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 0.75 0.00 0.00 12.75 12.75 12.75 0.00 12.75 0.00 12.75 0.00 1.00 0.00 0.00 0.00 1.00 3.00 2.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 3.00 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 1.00 1.00 2.00 1.00 3.00 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 1.00 1.00 2.00 1.00 3.00 1.00 2.00 0.00 0.00 0.00 9.00 9.00 11.00 0.00 11.00 0.00 11.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 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 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 0.00 0.00 0.00 0.00 0.00 9.00 7.00 6.00 0.00 6.00 0.00 6.00 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 0.00 0.00 1.00 2.00 2.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 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 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 2.00 1.00 1.00 0.00 0.00 0.00 0.00 6.00 5.00 4.00 0.00 4.00 0.00 4.00 Finance General Fund 1000 - 0400 Finance Admin Finance & Accounting Asst Finance Director Full Full 1000 - 0410 Financial Services Accountant Accounting Supervisor Accounting Technician II Accounting Technician III Finance Manager Financial Systems Supervisor Payroll Specialist Payroll Supervisor Sr Accountant Sr Accountant Accounting Specialist Senior Accounting Specialist Full Full Full Full Full Full Full Full Full Part Full Full 1000 - 0420 Tax Audit & Collections Accounting Technician I Associate Sales Tax Auditor Customer Services Rep II Customer Services Rep III Revenue Collection Specialist Sales Tax & Licensing Supervisor Sales Tax Auditor Customer Services Representative Revenue Collections Spec Senior Customer Services Rep Full Full Full Full Full Full Full Full Full Full 1000 - 0440 Materials Management Administrative Assistant II Buyer I Buyer II Contract Administrator Contract Officer Materials Management Supervisor Administrative Assistant Business Analyst Buyer Materials Manager Procurement Specialist 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 Storekeeper I Storekeeper II Inventory Control Supervisor Procurement Specialist Storekeeper Storekeeper Assistant Full Full Full Full Full Full Full 367 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Finance Totals: Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 40.75 37.75 37.75 0.00 37.75 0.00 37.75 0.00 0.00 0.00 13.00 2.00 12.00 2.00 0.00 0.00 0.00 12.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12.00 2.00 1.00 0.00 0.00 15.00 14.00 15.00 0.00 15.00 0.00 15.00 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 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 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 1.00 2.00 1.00 1.00 0.00 0.00 0.00 6.00 5.00 4.00 1.00 5.00 0.00 5.00 0.00 0.00 1.00 0.00 0.00 0.00 2.00 1.00 9.00 1.00 1.00 2.00 1.00 6.00 4.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 0.70 7.00 2.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 0.70 5.00 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 0.70 5.00 2.00 0.00 0.00 0.00 0.00 0.00 14.00 14.00 11.70 -1.00 10.70 0.00 10.70 0.00 0.00 1.00 1.00 0.00 3.00 2.00 1.00 4.00 1.00 1.00 0.00 1.00 0.00 2.00 0.00 4.00 1.00 0.30 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 0.30 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 0.30 0.00 0.00 0.00 0.00 0.00 8.00 9.00 5.30 0.00 5.30 0.00 5.30 43.00 42.00 36.00 0.00 36.00 0.00 36.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 0.00 2.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 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 1.00 0.00 0.00 0.00 0.00 6.00 5.00 3.00 -1.00 2.00 0.00 2.00 Finance Utilities General Fund 1000 - 0450 Customer Service Customer Services Rep I Lead Customer Services Rep Utility Services Supervisor Customer Services Representative Senior Customer Services Rep Full Full Full Full Full 1000 - 0460 Revenue Administration Administrative Assistant II Business Analyst Finance Manager Management Analyst Administrative Assistant Cost and Rate Analyst Revenue Administrator Full Full Full Full Full Full Full 1000 - 0470 Meter Services Administrative Assistant I Lead Water Meter Technician Utility Services Supervisor Water Meter Technician I Water Meter Technician II Position Reduction - Backfill Senior Utility Worker Sr. Office Assistant Utility Worker Water Service Field Representative Full Full Full Full Full Full Full Full Full Full 1000 - 0480 Utility Billing Customer Services Rep II Lead Customer Services Rep Utility Services Supervisor Accounting Specialist Accounting Technician I Customer Services Representative Revenue Collection Specialist Senior Customer Services Rep Full Full Full Full Full Full Full Full Finance Utilities Totals: Fire General Fund 1000 - 1200 Fire Admin Executive Assistant Fire Chief Administrative Assistant Administrative Assistant II Fire Administrative Services Manager Management Analyst Full Full Full Full Full Full 368 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 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 Senior Plans Examiner Full Full Full Full Full Full Full Full Full 0.00 0.00 1.00 4.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 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 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 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 9.00 8.00 8.00 0.00 8.00 0.00 8.00 0.00 0.00 0.00 1.00 0.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 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 1.00 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 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 5.00 5.00 6.00 0.00 6.00 0.00 6.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 3.00 0.00 3.00 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 1000 - 1220 Fire Support Services Administrative Assistant II Automotive Technician II Deputy Fire Chief Fire Physical Resources Spvsr Lead Automotive Technician Administrative Assistant I Mechanic Senior Mechanic Sr. Office Assistant Full Full Full Full Full Full Full Full Full 1000 - 1230 Emergency Medical Services Administrative Assistant I EMS Chief EMS Coordinator Full Full Full 1000 - 1240 Fire Training Fire Captain Fire Training Chief Fire Battalion Chief Full Full Full 1000 - 1250 Emergency Management Emergency Management & Safety Coor Full 1.00 1.00 1.00 -0.50 0.50 0.00 0.50 1.00 1.00 1.00 -0.50 0.50 0.00 0.50 4.00 3.00 5.00 33.00 32.00 64.00 1.00 0.00 3.00 3.00 5.00 33.00 32.00 64.00 0.00 1.00 3.00 3.00 5.00 33.00 32.00 64.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 5.00 33.00 32.00 64.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 5.00 33.00 32.00 64.00 0.00 0.00 142.00 141.00 140.00 0.00 140.00 0.00 140.00 167.00 164.00 162.00 -0.50 161.50 0.00 161.50 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 4.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 3.00 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 1.00 3.00 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 1.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 9.00 9.00 0.00 9.00 0.00 9.00 1000 - 1260 Fire Operations Deputy Fire Chief Fire Battalion Chief Fire Battalion Support Officer Fire Captain Fire Engineer Firefighter Administrative Assistant Administrative Assistant II Full Full Full Full Full Full Full Full Fire Totals: Governmental Affairs General Fund 1000 - 0025 Governmental Affairs Administrative Assistant II Council Assistant Council Assistant to Mayor Council Office & Grant Prg Mgr Executive Assistant Intergovernmental Affairs Coordinator Intergovernmental Affairs Director Grants Coordinator Full Full Full Full Full Full Full Full 369 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Governmental Affairs Totals: Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 3.00 9.00 9.00 0.00 9.00 0.00 9.00 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 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 2.00 3.00 3.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 2.00 3.00 3.00 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 1.00 1.00 2.00 3.00 3.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 -1.00 0.00 1.00 0.50 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 -1.00 -1.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 2.00 4.00 3.00 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 1.00 1.00 0.50 1.00 1.00 1.00 2.00 4.00 3.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 17.00 18.00 17.00 0.50 17.50 0.00 17.50 19.00 18.00 17.00 0.50 17.50 0.00 17.50 1.00 1.00 1.00 1.00 0.00 0.00 1.00 3.00 2.00 0.00 2.00 1.00 1.00 2.00 1.00 0.00 4.00 1.00 1.00 1.00 1.00 2.00 4.00 1.00 3.00 2.00 1.00 2.00 0.00 0.00 0.00 0.00 -3.00 0.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 3.00 2.00 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 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 21.00 16.00 16.00 0.00 16.00 0.00 16.00 Human Resources General Fund 1000 - 0060 Safety Management Safety & Training Officer Safety Specialist Full Full 1000 - 0070 Human Resources Business Analyst Full Classified Administrative Assistant II Full Emergency Management & Safety Coor Full Employment Supervisor Full Full Human Resources Analyst Human Resources Director Full Full Human Resources Manager Human Resources Specialist Full Sr Human Resources Consultant Full Total Compensation Administrator - Ben Full Total Compensation Administrator - Co Full Full Training & Development Coor Administrative Assistant Full Administrative Assistant II Full Apprenticeship Program Coord. Full Executive Assistant Full Human Resources Assistant Full Position Reduction - Backfill 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 Systems Engineer Executive Assistant IT Project Coordinator IT Technician Network Support Supervisor Position Reduction - Backfill Senior IT Technician Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 370 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 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 Senior GIS Technician Sr. Applications Development Analyst Web Designer/Developer Webmaster Full Full Full Full Full Full Full Full Full Full Full Full Full Full 0.00 7.00 2.00 0.00 1.00 1.00 2.00 2.00 0.00 1.00 1.00 2.00 1.00 1.00 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 1.00 6.00 2.00 4.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 2.00 4.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 2.00 4.00 1.00 1.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 21.00 23.60 21.00 0.00 21.00 0.00 21.00 3300 - 3760 Radio System Operations Radio Systems Engineer Full Information Technology Totals: 2.00 2.00 2.00 0.00 2.00 0.00 2.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 44.00 41.60 39.00 0.00 39.00 0.00 39.00 2.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 1.00 2.00 0.00 1.00 0.00 0.00 2.00 1.00 0.00 1.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00 0.00 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 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 8.00 7.00 7.00 0.00 7.00 0.00 7.00 8.00 7.00 7.00 0.00 7.00 0.00 7.00 2.00 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 6.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 11.00 2.00 0.00 1.00 0.00 3.00 3.00 1.00 1.00 11.00 1.00 3.00 1.00 4.00 0.00 0.00 0.00 1.00 9.00 1.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 9.00 1.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 9.00 1.00 4.00 1.00 4.00 0.00 0.00 0.00 22.00 21.00 20.00 0.00 20.00 0.00 20.00 Management and Budget General Fund 1000 - 0430 Budget Office Budget Coordinator Cost and Rate Analyst Management & Budget Assistant Management & Budget Director Sr Budget Analyst Budget Analyst Budget Assistant Budget Director Grants Coordinator Full Full Full Full Full Full Full Full Full Management and Budget Totals: Mayor and Council General Fund 1000 - 0010 Mayor & City Council Administrative Assistant Council Assistant 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 Security Guard Senior Judicial Assistant Sr Security Guard Full Full Full Full Full Full Full Full Full 371 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 Fund 8062 - 8062 Municipal Court Enhancement Fd Judge Pro Tem Part Municipal Court Totals: 0.00 0.00 0.90 0.00 0.90 0.00 0.90 0.00 0.00 0.90 0.00 0.90 0.00 0.90 22.00 21.00 20.90 0.00 20.90 0.00 20.90 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 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 0.00 3.00 5.00 4.00 2.00 6.00 0.00 6.00 0.00 2.00 0.00 1.00 0.00 2.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 6.00 8.00 7.00 1.00 8.00 0.00 8.00 0.00 0.00 1.00 0.00 1.00 0.00 0.80 1.00 0.00 0.80 0.53 1.00 0.00 0.75 0.00 0.00 0.00 0.80 0.53 1.00 0.00 0.75 0.00 0.00 0.75 0.00 0.00 0.00 0.00 -0.75 0.00 0.00 0.75 0.80 0.53 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 0.75 0.80 0.53 1.00 0.00 0.00 0.00 0.00 3.80 3.08 3.08 0.00 3.08 0.00 3.08 0.00 0.00 1.00 1.00 1.00 1.00 0.50 1.00 0.00 1.00 0.00 0.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 0.00 0.00 0.00 0.00 4.00 2.50 1.50 0.00 1.50 0.00 1.50 0.00 2.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 2.00 1.00 0.00 2.00 0.00 0.00 1.00 0.00 0.00 2.00 1.00 0.00 2.00 0.00 0.00 1.00 -1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 1.00 1.00 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 1.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 8.00 6.00 5.00 2.00 7.00 0.00 7.00 Office of Communications General Fund 1000 - 0040 Public Information Office Administrative Assistant II Graphics Designer Public Information Manager Public Information Officer Web Designer/Developer Webmaster Public Affairs Specialist Full Full Full Full Full Full Full 1000 - 0041 Peoria Channel 11 Video Engineer Video Production Specialist Video Production Administrator Video Production Coordinator Full Full Full Full Office of Communications Totals: Planning and Community Development General Fund 1000 - 0570 Neighborhood Coordination Management Assistant Neighborhood & Revital. Admin. Neighborhood Imp. Specialist Neighborhood Programs Coordinator Administrative Assistant Administrative Assistant II Management Analyst Neighborhood Services Coordinator Full Full Full Full Full Full Part Full 1000 - 0600 Community Dev Administration Management Analyst Planning & Comm Dev Director Community Development Director Executive Assistant Senior GIS Technician Sr Management Analyst Full Full Full Full Full Full 1000 - 0610 Planning Engineering Planning Manager Planner Planning Assistant Principal Planner Sr Planner Civil Engineer Parks Project Administrator Planning Manager Position Reduction - Backfill Full Full Full Full Full Full Full Full Full 372 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 1000 - 0620 Systems Planning Engineering Planning Manager Parks Project Administrator Sr Planner Utilities Engineering Manager Full Full Full Full 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 -1.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 -2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.20 0.47 0.25 1.00 0.00 0.20 0.47 0.25 0.00 0.25 0.00 0.00 -0.25 0.00 0.25 0.20 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.20 0.47 0.00 0.00 1.00 1.92 0.92 0.00 0.92 0.00 0.92 16.80 15.50 12.50 0.00 12.50 0.00 12.50 0.00 0.00 5.00 1.00 0.00 1.00 4.00 0.00 1.00 1.00 4.00 1.00 2.00 4.00 5.00 1.00 0.00 1.00 4.00 1.00 1.00 0.00 1.00 0.00 2.00 4.00 5.00 1.00 1.00 1.00 4.00 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 0.00 0.00 2.00 4.00 5.00 1.00 1.00 1.00 4.00 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 0.00 0.00 2.00 4.00 5.00 1.00 1.00 1.00 4.00 2.00 1.00 0.00 0.00 0.00 18.00 20.00 21.00 0.00 21.00 0.00 21.00 0.00 0.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 1.00 2.00 1.00 1.00 2.00 2.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 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 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 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 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 1.00 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 19.00 10.00 11.00 0.00 11.00 0.00 11.00 Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Management Assistant Neighborhood & Revital. Admin. Neighborhood Imp. Specialist Administrative Assistant II Code Technician 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 Code Technician Police Manager Police Services Officer Police Special Services Supv Public Education Specialist Administrative Assistant Park Ranger Park Ranger Supervisor Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 1000 Police Administration Accreditation/Compliance Coordinator Administrative Assistant II Deputy Director of Police Deputy Police Chief Executive Assistant Police Chief Police Commander Police Lieutenant Police Sergeant Public Information Officer Administrative Assistant Administrative Services Spvsr Crime Analyst Management Assistant Police Officer Position Reduction - Backfill Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 373 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 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 Victim Assistance Coordinator Administrative Assistant Full Full Full Full Full Full Full Full Full Full Full 0.00 1.00 2.00 0.00 1.00 1.00 22.00 4.00 3.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 19.00 4.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 19.00 3.00 1.00 1.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 19.00 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 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 19.00 3.00 1.00 1.00 0.00 35.00 31.00 29.00 2.00 31.00 0.00 31.00 0.00 0.00 1.00 5.00 99.00 15.00 5.00 2.00 0.00 0.00 2.00 0.00 2.00 3.00 63.00 9.00 8.00 0.00 1.00 1.00 1.00 0.00 2.00 4.00 62.00 7.00 8.00 0.00 0.00 0.00 0.00 1.00 -1.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 64.00 7.00 8.00 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 4.00 64.00 7.00 8.00 0.00 0.00 0.00 127.00 89.00 84.00 2.00 86.00 0.00 86.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 44.00 8.00 0.00 0.00 2.00 43.00 7.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 2.00 43.00 8.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 43.00 8.00 0.00 54.00 52.00 3.00 55.00 0.00 55.00 1.00 1.00 25.00 5.00 1.00 5.00 0.00 1.00 15.00 2.00 0.00 0.00 2.00 1.00 19.00 4.00 1.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 19.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 19.00 4.00 1.00 0.00 38.00 18.00 27.00 -1.00 26.00 0.00 26.00 0.00 0.00 4.00 10.00 1.00 0.00 3.00 1.00 2.00 6.00 1.00 2.00 3.00 1.00 2.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 2.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 2.00 6.00 1.00 0.00 15.00 15.00 13.00 0.00 13.00 0.00 13.00 0.00 0.00 0.00 3.00 0.00 1.00 2.00 1.00 1.00 0.00 1.00 3.00 1.00 0.00 2.00 0.00 1.00 0.00 1.00 3.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 -2.00 0.00 0.00 -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 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 7.00 8.00 7.00 -2.00 5.00 0.00 5.00 1000 - 1020 Patrol Services - South Administrative Assistant II Crime Analyst Police Commander Police Lieutenant Police Officer Police Sergeant Police Services Officer Administrative Assistant Civilian Investigator Vehicle Impound Coordinator Full Full Full Full Full Full Full Full Full Full 1000 - 1021 Patrol Services - North Police Analyst Police Commander Police Lieutenant Police Officer Police Sergeant Full Full Full Full Full 1000 - 1025 Operations Support Civilian Investigator Police Lieutenant Police Officer Police Sergeant Vehicle Impound Coordinator Police Services Officer Full Full Full Full Full Full 1000 - 1030 Pd Technical Support Police Property Evidence Tech Police Sergeant Police Services Officer Police Support Assistant Property & Evidence Supervisor Police Officer Full Full Full Full Full Full 1000 - 1040 Staff Services Administrative Assistant II Police Hiring Specialist Police Lieutenant Police Officer Police Sergeant Administrative Assistant Management Assistant Police Services Officer Full Full Full Full Full Full Full Full 374 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 1000 - 1050 Pd Communications Communications Specialist Communications Supervisor Police Manager Police Services Specialist Police Support Assistant Sr. Office Assistant Full Full Full Full Full Full 26.00 6.00 1.00 0.00 1.00 1.00 26.00 6.00 1.00 1.00 0.00 0.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 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 35.00 34.00 34.00 0.00 34.00 0.00 34.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 2.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.00 -2.00 0.00 -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 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 0.00 0.00 0.00 0.00 0.00 5.00 8.00 11.00 -5.00 6.00 0.00 6.00 299.00 287.00 289.00 -1.00 288.00 0.00 288.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.75 1.00 0.50 1.00 1.00 0.00 0.00 0.00 0.75 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.25 0.00 0.50 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 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 0.50 1.00 0.00 0.00 0.00 0.00 5.00 4.25 2.75 0.75 3.50 0.00 3.50 0.00 1.00 0.00 0.00 0.00 4.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 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 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 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 0.00 0.00 0.00 0.00 0.00 11.00 5.00 5.00 0.00 5.00 0.00 5.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 1.00 4.00 1.00 0.00 1.00 1.00 0.00 1.00 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 1.00 0.00 0.00 0.00 -1.00 0.00 1.00 3.00 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 3.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 8.00 9.00 9.00 -1.00 8.00 0.00 8.00 1000 - 1060 Strategic Planning Business Analyst Management Assistant Police Equipment Coordinator Police Manager Police Support Assistant Accreditation/Compliance Coordinator Crime Analyst Crime Scene Technician Management Analyst Police Sergeant Full Full Full Full Full Full Full Full Full Full Police Totals: Public Works General Fund 1000 - 0900 Public Works Administration Dep Director PW - Utilities Executive Assistant Management Analyst Public Works & Utilities Dir Administrative Assistant II 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 Dept Training & Compliance Spc Sr Management Analyst Administrative Assistant Deputy Utilities Director Executive Assistant Management Analyst Management Assistant Full Full Full Full Full Full Full Full Full Full 2050 - 2055 Utilities Operations Admin Administrative Assistant II Full Instrument Control Tech II Full Lead Instrument Control Tech Full Maintenance Management System TechFull Full SCADA Supervisor Full Utilities Operations Manager Instrumentation Technician Full Maintenance & Inv. Supt. Asst. Full Senior Instrumentation Technician Full 375 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 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 Technician Full Full Full Full Full Full Full 0.00 0.00 0.00 1.00 5.00 1.00 3.00 1.00 3.00 5.60 1.00 0.00 0.00 0.00 1.00 2.00 6.60 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 6.60 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 6.60 1.00 0.00 0.00 0.00 10.00 10.60 10.60 0.00 10.60 0.00 10.60 0.00 1.00 0.40 0.00 0.40 0.00 0.00 0.00 0.40 0.00 0.00 0.00 0.40 0.00 1.00 0.40 0.40 0.00 0.40 0.00 0.40 0.00 0.20 1.00 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 1.00 0.20 1.00 2.00 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 1.00 0.20 1.00 2.00 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 1.00 0.20 1.00 2.00 4.00 0.00 0.00 0.00 0.00 8.20 7.20 8.20 0.00 8.20 0.00 8.20 0.00 0.00 0.55 1.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 1.00 0.00 0.55 1.00 0.00 4.00 4.00 0.00 0.00 0.00 0.00 1.00 1.00 0.55 1.00 0.00 4.00 3.00 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 1.00 1.00 0.55 1.00 1.00 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 1.00 1.00 0.55 1.00 1.00 3.00 3.00 0.00 0.00 0.00 0.00 8.55 10.55 10.55 0.00 10.55 0.00 10.55 0.00 1.00 2.00 3.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 3.00 3.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00 0.00 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 0.50 0.50 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.50 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 1.00 1.00 1.00 0.50 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 1.00 1.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 5.00 6.00 5.50 0.00 5.50 0.00 5.50 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 4.00 0.00 0.00 0.00 0.00 0.00 0.00 2050 - 2061 Quintero Treatment Plant Utility Plant Operator II Plant Operations Specialist Full Full 2050 - 2070 Production Svcs Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Senior Utility Worker Utility System Operator Utility Technician Utility Worker Full Full Full Full Full Full Full Full Full 2050 - 2080 Distribution Services Administrative Assistant II Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator Apprentice Utility System Operator I Utility System Operator II Senior Equipment Operator Senior Utility Worker Utility Technician Utility Worker 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 Coordinator Environmental Technician I Management Assistant Water Resources Manager Water Resources Supervisor Environmental Technician Recycling Technician Water Conservation Coordinator Water Conservation Specialist Water Resources Coordinator Full Full Full Full Full Full Full Full Full Full Full 2050 - 2130 Utilities Engineering Construction Superintendent Senior Engineering Technician Senior GIS Technician Utilities Engineering Manager Full Full Full Full 376 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 2050 - 2135 Drinking Water Environmental Cross Connection Specialist Full Environmental Quality Assurance Office Full Laboratory Technician Full Management Assistant Full Water Resources Manager Full Full Environmental Program Manager Programs Assistant Full Senior Water Quality Inspector Full Waste Reduction Administrator Full Water Quality Inspector Full 1.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 2.00 0.00 0.25 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 0.25 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 0.25 0.00 0.00 0.00 0.00 0.00 8.00 6.00 5.25 0.00 5.25 0.00 5.25 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 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 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 5.00 4.00 4.00 0.00 4.00 0.00 4.00 0.00 0.25 1.00 0.00 0.00 1.00 1.00 3.00 2.00 1.00 0.25 1.00 2.00 3.00 0.00 0.00 0.00 0.00 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 1.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 2.00 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 1.00 0.25 1.00 2.00 4.00 0.00 0.00 0.00 0.00 8.25 7.25 7.25 1.00 8.25 0.00 8.25 1.00 0.00 2.00 0.00 0.00 1.00 1.00 3.00 0.00 1.00 1.00 1.00 3.00 0.25 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 3.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.25 0.00 3.00 6.00 6.25 -1.00 5.25 0.00 5.25 0.00 1.00 2.00 2.00 1.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 2.00 1.00 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 4.00 1.00 2.00 2.00 1.00 1.00 4.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 5.00 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 5.00 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 5.00 1.00 0.00 0.00 0.00 8.00 9.00 9.00 0.00 9.00 0.00 9.00 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 Wastewater Collection/Prevention Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Senior Equipment Operator Utility System Operator Utility Technician Utility Worker Full Full Full Full Full Full Full Full Full 2400 - 2490 Wastewater Environmental Environmental Quality Assurance Office Full Lead Water Quality Inspector Full Water Quality Inspector Full Water Resources Manager Full Utility System Operator II Full 2400 - 2495 Jomax Water Reclamation Facility Utility Plant Operator II Utility Treatment Supervisor Plant Operations Specialist 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 Plant Operations Specialist Senior Plant Operations Specialist Utility Technician Full Full Full Full Full Full Full Full 377 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 Commercial Solid Waste 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 5.00 0.00 1.00 0.00 1.00 1.00 5.00 1.00 1.00 1.00 0.00 0.00 5.00 1.80 0.20 1.00 0.00 0.00 1.00 -0.80 0.00 0.00 0.00 0.00 6.00 1.00 0.20 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 1.00 0.20 1.00 0.00 0.00 8.00 8.00 8.00 0.20 8.20 0.00 8.20 0.00 0.00 0.00 1.00 1.00 2.00 1.50 0.00 0.00 1.00 0.75 0.00 2.00 0.00 0.00 1.00 1.00 0.00 -1.00 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 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 4.00 3.25 4.00 0.00 4.00 0.00 4.00 15.00 0.00 0.00 1.00 2.00 15.00 0.00 2.00 1.00 0.00 16.00 1.00 2.20 0.80 0.00 0.00 0.00 0.80 0.00 0.00 16.00 1.00 3.00 0.80 0.00 0.00 0.00 0.00 0.00 0.00 16.00 1.00 3.00 0.80 0.00 18.00 18.00 20.00 0.80 20.80 0.00 20.80 10.00 0.00 1.00 1.00 10.00 1.00 1.00 0.00 9.00 1.00 1.00 0.00 -1.00 0.00 0.00 0.00 8.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 8.00 1.00 1.00 0.00 12.00 12.00 11.00 -1.00 10.00 0.00 10.00 0.00 0.00 0.00 1.00 2.00 0.00 0.00 0.50 1.00 0.50 1.00 1.00 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 0.00 0.00 1.00 1.00 0.00 0.00 0.00 3.00 2.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 5.00 4.20 4.20 0.00 4.20 0.00 4.20 Residential Solid Waste Fund 2600 - 2750 Solid Waste Admin Administrative Assistant I Classified Administrative Assistant II Management Assistant Solid Waste Manager Programs Assistant Sr. Office Assistant Full Full Full Full Full Full 2600 - 2760 Residential Collection Equipment Operator Equipment Operator Lead Equipment Operator Solid Waste Supervisor Senior Equipment Operator Full Part Full Full Full 2600 - 2770 Residential Recycling Equipment Operator Lead Equipment Operator Solid Waste Supervisor Senior Equipment Operator Full Full Full Full 2600 - 2810 Solid Waste Environmental Environmental Coordinator Environmental Technician I Environmental Technician Recycling Coordinator Recycling Technician Full Full Full Full Full 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 Street Maintenance Superintendent Street Maintenance Worker Full Full Full Full Full Full Full Full Full Full 378 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 Fleet Maintenance Fund 3000 - 3420 Fleet Maintenance Administrative Assistant II Automotive Technician I Automotive Technician II Fleet Manager Fleet Supervisor Lead Automotive Technician Management Analyst Administrative Assistant Dep Director PW - Utilities Mechanic Mechanic Assistant Senior Mechanic Full Full Full Full Full Full Full Full Full Full Full Full 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 7.00 2.00 1.00 1.00 1.00 7.00 1.00 1.00 1.00 0.50 0.00 0.25 0.00 0.00 0.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.50 0.00 -0.25 0.00 0.00 0.00 1.00 1.00 6.00 1.00 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 0.00 0.00 0.00 0.00 1.00 1.00 6.00 1.00 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 13.00 12.75 12.25 -0.75 11.50 0.00 11.50 0.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 4.00 3.00 3.00 0.00 3.00 0.00 3.00 11.00 1.00 0.00 0.00 0.50 1.00 6.00 1.00 3.00 0.00 0.00 0.00 6.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 1.00 3.00 1.00 0.00 0.00 13.50 10.00 11.00 0.00 11.00 0.00 11.00 1.25 2.00 1.00 0.00 0.00 0.00 0.00 1.00 1.75 5.00 1.00 1.00 1.00 1.00 1.00 0.00 1.75 4.00 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 1.75 4.00 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 1.75 4.00 1.00 1.00 1.00 1.00 1.00 0.00 5.25 11.75 10.75 0.00 10.75 0.00 10.75 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 1.00 1.00 1.00 0.00 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 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 5.00 5.00 0.00 5.00 0.00 5.00 4.00 0.00 1.00 0.00 2.00 4.00 3.00 2.00 1.00 4.00 0.00 0.00 3.00 2.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 1.00 3.00 0.00 0.00 11.00 10.00 9.00 0.00 9.00 0.00 9.00 Public Works-Facilities Fund 3250 - 3650 Facilities Admin Administrative Assistant II Business Analyst Facilities Manager Administrative Assistant Full Full Full Full 3250 - 3660 Custodial Services Custodian Facilities Maintenance Supervisor Facilities Technician I Lead Custodian Custodian Senior Custodian Full Full Full Full 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 Part Full Full Full Full Full Full Full 3250 - 3670 Building Maintenance Building Utility Worker Facilities Maintenance Supervisor Facilities Specialist Full Full Full 3250 - 3690 Facilities Operating Projects Civil Engineer Construction Superintendent Facilities Project Coordinator Security Coordinator Construction Project Coordinator Facilities Maintenance Supervisor Full Full Full Full Full Full 3250 - 3700 Technical Operations Facilities Operations Technician Full Full Facilities Systems Ops Analyst Facilities Technical Operations Supervis Full Facilities Technician II Full Building Automation Technician Full Full Building Maintenance Worker 379 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Change in Position Budget FY 2013 Streets Fund 7000 - 7000 Streets Admin Administrative Assistant I Administrative Assistant II Management Assistant Public Works Operations Manager Street Maintenance Supervisor Programs Assistant Sr. Office Assistant Full Full Full Full Full Full Full 0.00 0.00 0.00 1.00 2.00 1.00 2.00 1.00 1.00 0.00 0.80 3.00 1.00 0.00 1.00 1.00 0.00 0.80 2.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 0.80 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.80 2.00 0.00 0.00 6.00 6.80 5.80 0.00 5.80 0.00 5.80 0.00 4.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 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 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 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 9.00 8.00 8.00 0.00 8.00 0.00 8.00 0.00 0.00 0.00 1.00 4.00 1.00 1.00 3.00 0.00 0.00 1.00 1.00 3.00 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 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 4.00 0.00 0.00 0.00 5.00 0.00 2.00 1.00 4.00 1.00 4.00 4.00 1.00 2.00 4.00 1.00 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 0.00 0.00 0.00 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 0.00 0.00 0.00 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 17.00 16.00 16.00 0.00 16.00 0.00 16.00 0.00 0.00 3.00 1.00 3.00 1.00 0.00 0.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 0.00 0.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 2.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 3.75 3.00 2.00 1.00 2.25 3.00 1.00 0.00 0.50 0.25 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.50 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.50 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.50 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.75 10.00 7.50 0.00 7.50 0.00 7.50 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 Traffic Maintenance Technician 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 Traffic Signal Technician Full Full Full Full Full 7000 - 7030 Street Maintenance Equipment Operator Lead Equipment Operator Pavement Maintenance Coordtr Public Works Inspector Street Maintenance Worker Transportation Technician II Off-Site Inspector Pavement Maintenance Technician Senior Equipment Operator Senior Off-Site Inspector 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 Transit Dispatcher Transit Operations Supervisor Transit Operator I Transit Operator I Transit Operator II Administrative Assistant Administrative Assistant I Programs Assistant Senior Transit Operator Sr. Transit Dispatcher Transit Manager Transit Operator Transit Operator Full Full Part Full Full Full Full Full Full Full Full Part Full 380 FY 2013 Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2010 Budget FY 2011 Budget FY 2012 Base Change Revised FY 2012 Public Works Totals: 256.50 241.00 235.25 -1.00 234.25 0.00 234.25 City Totals: 1,195.07 1,131.87 1,100.72 -3.66 1,097.06 1.00 1,098.06 Full Part 1,163.00 32.07 1,103.35 28.52 1,074.25 26.47 -3.00 -0.66 1,071.25 25.81 1.00 0.00 1,072.25 25.81 *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. 381 Change in Position Budget FY 2013 FY 2013 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 Sub-Total Existing GO Debt Proposed Debt: Proposed GO Debt Total GO Debt MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Refunding Series 2003 (Gen. Gov't) MDA Refunding Series 2003 (1993 Sunnyboy - 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 MDA Series 2011 GRIC Water Rights Sub-Total Existing MDA Debt Proposed Debt: Proposed MDA Debt Total MDA Debt 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 2010 Water & Sewer Revenue Bonds Refunding (Series 1998A and 20 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 I.D. Debt OUTSTANDING 7/1/2012 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 $29,170,000 $0 $0 $0 $14,760,000 $64,280,000 $12,360,000 $39,715,000 $25,130,000 $0 $0 $0 $1,070,000 $3,190,000 $1,580,000 $1,770,000 $975,000 $0 $0 $0 $584,009 $2,643,519 $462,800 $1,526,616 $964,738 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,200 $1,200 $1,200 $1,200 $1,200 $0 $0 $0 $1,655,209 $5,834,719 $2,044,000 $3,297,816 $1,940,938 $257,785,000 $156,245,000 $8,585,000 $6,181,682 $0 $6,000 $14,772,682 $14,625,968 $14,625,968 $0 $292,520 $146,260 $0 $438,780 $272,410,968 $170,870,968 $8,585,000 $6,474,202 $146,260 $6,000 $15,211,462 $21,934,859 $1,368,605 $346,536 $1,005,000 $6,675,000 $47,000,000 $7,920,000 $2,135,213 $133,221 $33,730 $97,831 $5,080,000 $39,480,000 $7,530,000 $1,209,954 $75,494 $19,115 $55,437 $275,000 $2,095,000 $390,000 $92,526 $5,773 $1,462 $4,239 $212,682 $1,803,588 $284,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100 $5,000 $5,000 $0 $1,302,480 $81,267 $20,577 $59,776 $492,682 $3,903,588 $674,800 $86,250,000 $46,959,995 $4,120,000 $2,405,070 $0 $10,100 $6,535,170 $34,690,000 $34,690,000 $0 $693,800 $346,900 $0 $1,040,700 $120,940,000 $81,649,995 $4,120,000 $3,098,870 $346,900 $10,100 $7,575,870 $0 $0 $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 $1,780,000 $15,780,000 $2,879,252 $5,209,538 $0 $11,380,273 $8,633,654 $1,263,890 $0 $0 $22,537,678 $37,725,015 $7,911,951 $1,515,521 $7,778,856 $3,687,278 $4,210,583 $1,741,249 $15,200,000 $686,660 $806,434 $0 $1,078,002 $721,108 $94,008 $0 $0 $1,263,663 $1,822,916 $349,061 $29,942 $363,289 $172,133 $175,459 $28,579 $1,185,000 $75,688 $151,819 $0 $405,909 $311,754 $46,093 $0 $0 $684,794 $1,179,688 $263,188 $22,083 $139,234 $64,546 $126,356 $21,084 $470,975 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $125 $125 $0 $200 $200 $200 $0 $0 $125 $125 $125 $125 $200 $125 $125 $200 $0 $762,473 $958,378 $0 $1,484,111 $1,033,062 $140,301 $0 $0 $1,948,582 $3,002,729 $612,374 $52,150 $502,723 $236,804 $301,940 $49,863 $1,655,975 $190,370,727 $97,541,251 $8,776,254 $3,963,211 $0 $2,000 $12,741,465 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $190,370,727 $97,541,251 $8,776,254 $3,963,211 $0 $2,000 $12,741,465 $5,015,000 $5,610,000 $2,575,000 $2,270,000 $2,285,000 $3,800,000 $4,950,000 $285,000 $545,000 $0 $0 $0 $0 $3,830,000 $285,000 $545,000 $0 $0 $0 $0 $310,000 $10,403 $39,240 $0 $0 $0 $0 $162,775 $0 $0 $0 $0 $0 $0 $0 $500 $800 $0 $0 $0 $0 $1,000 $295,903 $585,040 $0 $0 $0 $0 $473,775 $26,505,000 $4,660,000 $1,140,000 $212,418 $0 $2,300 $1,354,718 $0 $0 $0 $0 $0 $0 $0 382 FY 2013 Program Budget Schedules Schedule 8 - Debt Service ORIGINAL ISSUE Total ID Debt SPECIAL ASSESSMENTS ID 9601 Total Special Assessments OTHER DEBT Lease Purchase -Modular Office Space Lease Purchase -Solid Waste Recycling Infrastructure Total Other Debt OUTSTANDING 7/1/2012 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS TOTAL REQUIREMENTS $26,505,000 $4,660,000 $1,140,000 $212,418 $0 $2,300 $1,354,718 $1,240,000 $0 $0 $0 $0 $0 $0 $1,240,000 $0 $0 $0 $0 $0 $0 $360,000 $1,235,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,595,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $436,000 $0 $200,000 $0 $98,000 $139,000 $82,000 $375,000 $0 $0 $0 $1,330,000 $6,000 $0 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 $26,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $442,000 $0 $220,000 $0 $98,000 $139,000 $82,000 $375,000 $0 $0 $0 $1,356,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,285 $5,310 $224,370 $49,860 $42,550 $14,341 $32,375 $15,400 $1,370 $14,341 $15,400 $8,600 $21,700 $12,550 $101,640 $1,802,450 $115,150 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,285 $5,310 $224,370 $49,860 $42,550 $14,341 $32,375 $15,400 $1,370 $14,341 $15,400 $8,600 $21,700 $12,550 $101,640 $1,802,450 $115,150 $0 $0 $2,489,692 $0 $0 $0 $2,489,692 $3,819,692 $26,000 $0 $0 $3,845,692 $26,440,946 $13,774,701 $493,160 $20,400 $40,729,207 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 - WRF Tierra del Rio Offset - Sanitation Camino A Lago Offset - Streets Rock Springs - Streets Tierra del Rio Offset - Streets Sonoran Mountain Ranch Offset - Streets Sonoran Mountain Ranch Offset - Neighborhood Parks Tierra del Rio Offset - Open Space Rock Springs Offset - Trails Sonoran Mountain Ranch Offset - Trails Tierra del Rio Offset - Trails Tierra del Rio Offset - Library Tierra del Rio Offset - Law Enforcement Tierra del Rio Offset - General Government Vistancia Reimbursement - WRF Vistancia Reimbursement - Streets Vistancia Reimbursement - Intersections Sub-Total Dev. Fee Offsets and Reimb. Total Development Rebates/Debt GRAND TOTALS $613,061,695 $354,722,214 383 FY 2013 Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2013 Comment Facilities Maintenance Fund Public Works Facilities Operating Projects 541003 $29,000 FY13 Supp: Theater Building - Orchestra Pit Cover Total - Public Works $29,000 Total - Facilities Maintenance Fund $29,000 Fleet Reserve Fund Public Works Fleet Reserve 542006 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542501 542501 542501 542501 542501 542501 542501 542501 542501 542501 542501 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 $110,002 FY13 Supp: Park Mowing Equipment-2 Mowers $32,400 + FY12 C/O for 1446 $77,602 $33,815 FY13 Repl:1459 FORD CROWN VIC $54,535 For unpurchased vehicles in FY12. $35,000 FY13 Supp: K-9 Vehicle-New SUV for K9 $33,815 FY13 Repl:1460 FORD CROWN VIC $33,815 FY13 Repl:1525 FORD CROWN VIC $33,815 FY13 Repl:1413 FORD CROWN VIC $33,815 FY13 Repl:1397 FORD CROWN VIC $33,815 FY13 Repl:1395 FORD CROWN VIC $33,815 FY13 Repl:1393 FORD CROWN VIC $28,220 FY13 Repl:863 DODGE INTREPID $33,815 FY13 Repl:1461 FORD CROWN VIC $25,541 FY13 Repl:1255 FORD F250 $33,342 FY13 Repl:1524 FORD EXPEDITION $33,342 FY13 Repl:1522 FORD EXPEDITION $25,541 FY13 Repl:1254 FORD F250 $25,541 FY13 Repl:1087 FORD F250 $21,651 FY13 Repl:1005 FORD F150 $33,342 FY13 Repl:1528 FORD EXPEDITION $21,651 FY13 Repl:884 DODGE 1500 $33,342 FY13 Repl:1471 FORD EXPEDITION XLT $25,541 FY13 Repl:996 FORD F250 $231,000 FY13 Repl:1033 FORD F550 (Brush Trk) FIRE OPERATIONS $33,342 FY13 Repl:1538 FORD EXPEDITION Total - Public Works $1,041,453 Total - Fleet Reserve Fund $1,041,453 General Fund Community Services Parks North Parks South 542003 542003 Total - Community Services Non-Departmental Non-Departmental 542006 Total - Non-Departmental $2,400 FY13 Supp: Various Park and Restroom Repairs-Recreation Equipment $12,000 FY13 Supp: Various Park and Restroom Repairs-Recreation Equipment $14,400 $100,000 FY13 Carryover: Copier Replacements $100,000 384 FY 2013 Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account Police Operations Support 542001 FY 2013 Comment $45,000 FY13 Supp: Speed Trailer with License Plate Reader-Electronic Equipment Total - Police $45,000 Total - General Fund $159,400 IT Project Fund Information Technology IT Projects IT Projects IT Projects 543007 543007 543007 $100,000 FY13 Supp: Legal E-Discovery & Records Retrieval System $13,996 FY13 Carryover:AV Equip for Council Chambers $15,719 FY13 Carryover:Agenda Manager Total - Information Technology $129,715 Total - IT Project Fund $129,715 IT Reserve Fund Information Technology Res For System Comp Eqt Res For System Comp Eqt Res For Personal Comp Eqt 542008 543007 542008 $150,000 FY13 Server Replacements $45,000 FY13 Carryover: Microwave Communication Equipment Replacment $400,000 FY13 MDC Replacements for Police Dept Total - Information Technology $595,000 Total - IT Reserve Fund $595,000 Percent for the Arts Fund Community Services Percent For The Arts Percent For The Arts 541003 541003 $150,000 $100,000 FY13 CarryOver: Public Art FY13 Supp: Public Art Work-Imp Other Than Land/Buildings Total - Community Services $250,000 Total - Percent for the Arts Fund $250,000 Solid Waste Equipment Reserve Fund Public Works Solid Waste Eqt Reserve 542502 $290,000 Solid Waste Eqt Reserve 542502 $290,000 Solid Waste Eqt Reserve 542502 $290,000 Solid Waste Eqt Reserve 542502 $275,000 Solid Waste Eqt Reserve 542502 $290,000 Solid Waste Eqt Reserve 542505 $290,000 Total - Public Works FY13 Repl:1356 Autocar WX64 (ASL) RESIDENTIAL COLLECTION FY13 Repl:1354 Autocar WX64 (ASL) RESIDENTIAL RECYCLING FY13 Repl:1355 Autocar WX64 (ASL) RESIDENTIAL COLLECTION FY13 Repl:1485 Autocar WX64 (FL) COMMERCIAL COLLECTION FY13 Repl:1357 Autocar WX64 (ASL) RESIDENTIAL RECYCLING FY13 Supp: Additional Solid Waste Side-load Vehicle-Solid Waste side loader vehicle $1,725,000 385 FY 2013 Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account Total - Solid Waste Equipment Reserve Fund FY 2013 Comment $1,725,000 State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd 542001 542008 $44,700 FY13 Supp: Topcon Imaging Station System-Electronic Equipment $10,000 FY13 Supp: Video System-Computer Hardware Total - Police $54,700 Total - State Anti-Racketeering - PD Fund $54,700 Streets/Transit Equipment Reserve Fund Public Works Streets/Transit Equipment Reserve 542502 $159,000 Streets/Transit Equipment Reserve 542502 $200,000 Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542502 542502 542502 542502 $44,000 $108,000 $50,000 $135,000 Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542502 542505 $41,000 $125,646 FY13 Repl:403 FREIGHTLINER FL112 (Dump) STREET MAINTENANCE FY13 Repl:676 FREIGHTLINER FL80 (Patch) STREET MAINTENANCE FY13 Repl:1226 FORD F550 (Flatbed) STREET MAINTENANCE FY13 Repl:1102 FORD (Bucket) F550 SIGNAL MAINTENANCE FY13 Repl:1158 FORD (Utility) F450 Superduty SIGNS STRIPING FY13 Repl:997 Autocar WX64 (Day cab) STREET MAINTENANCE FY13 Repl:1106 FORD F550 (Flatbed) STREET MAINTENANCE FY13 Supp: Transit Replacement Buses-Purchase two (2) replacement buses Total - Public Works $862,646 Total - Streets/Transit Equipment Reserve Fund $862,646 Wastewater Fund Public Works Beardsley Water Reclamation Facility 543002 $150,000 FY13 Supp: Beardsley Process Water System-Water System Total - Public Works $150,000 Total - Wastewater Fund $150,000 Wastewater Equipment Reserve Fund Public Works Ww Eqt Reserve 542502 Ww Eqt Reserve 542502 $210,000 FY13 Repl:1021 Sterling LT7500 (Camel) WW COLLECTION/PREVENTION $140,000 FY13 Supp: Replacement of Vactor Truck-Replace Vactor Truck (difference needed) Total - Public Works $350,000 Total - Wastewater Equipment Reserve Fund $350,000 Total - Operating Capital $5,346,914 386 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Drainage Glendale-Peoria ADMP Update EN00139SY EN00139SY GO Bonds 2010 Capital Projects-Outside Srces 4240-4240-520099 4810-4810-520099 CIPDR CIPDR Project Total $400,000 $400,000 $800,000 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 EN00134LA EN00134CO GO Bonds 2010 GO Bonds 2010 4240-4240-540000 4240-4240-543004 CIPDR CIPDR Project Total $100,000 $30,000 $130,000 Union Hills Drainage Channel EN00137SY EN00137DS GO Bonds 2010 GO Bonds 2010 4240-4240-520099 4240-4240-543004 CIPDR CIPDR Project Total $80,000 $170,000 $250,000 Westbrook Village Ct Verdict Drainage Improvements EN00003CO GO Bonds 2010 4240-4240-543004 CIPDR Project Total Total - Drainage 387 $30,000 $30,000 $1,365,666 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Operational Facilities Arts Distribution FY2013 AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT AT02013AT General Municipal Office Complex Rsv Water Water Expansion Wastewater Wastewater Expansion (Unzoned) Storm Water Drainage System 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 Neighborhood Park Dev Zone 1 River Corridors & Trails Dev Law Enforcement Dev Fire & Emergency Svc Dev 1000-0310-525515 1970-1970-525515 2050-2140-525515 2161-2221-525515 2400-2550-525515 2510-2630-525515 2700-2900-525515 4210-4210-525515 4220-4220-525515 4232-4232-525515 4240-4240-525515 4250-4250-525515 4550-4550-525515 7000-7050-525515 7001-7051-525515 7002-7052-525515 7010-7075-525515 7901-7901-525515 7920-7920-525515 7930-7930-525515 7935-7935-525515 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $39,699 $3,540 $43,803 $70,569 $59,439 $38,300 $1,336 $3,000 $156,634 $295,000 $47,888 $116,906 $215,397 $49,545 $17,565 $44,847 $191,575 $11,250 $6,164 $8,653 $2,327 $1,423,437 Asset Management System Upgrade IT00004EQ Proposed GO Bonds 4250-4250-543007 CIPOF Project Total $200,000 $200,000 BioScience Incubator ED00010SY County Transportation Tax 4550-4550-520099 CIPOF Project Total 388 $1,800,000 $1,800,000 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Operational Facilities Chargeback Distribution FY2013 CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB CB02013CB General Municipal Office Complex Rsv Water Water Expansion Wastewater 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 Neighborhood Park Dev Zone 1 River Corridors & Trails Dev Law Enforcement Dev Fire & Emergency Svc Dev 1000-0310-525507 1970-1970-525507 2050-2140-525507 2161-2221-525507 2400-2550-525507 2510-2630-525507 4210-4210-525507 4220-4220-525507 4232-4232-525507 4240-4240-525507 4250-4250-525507 4550-4550-525507 7000-7050-525507 7001-7051-525507 7002-7052-525507 7010-7075-525507 7901-7901-525507 7920-7920-525507 7930-7930-525507 7935-7935-525507 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $112,000 $20,000 $144,004 $74,000 $104,180 $27,000 $21,400 $252,800 $140,000 $120,236 $160,614 $299,912 $65,000 $36,612 $87,000 $505,132 $40,000 $23,748 $33,690 $5,000 $2,272,328 City Parks Parking Lots - Asphalt Replacement PW00995CO Proposed GO Bonds 4250-4250-541003 CIPOF Project Total $75,000 $75,000 Citywide Security Enhancements PW00506EQ General 1000-0310-542006 CIPOF Project Total $119,000 $119,000 Community Center Building Addition CS00070CO CS00070EQ CS00070CO General General Proposed GO Bonds 1000-0310-540500 1000-0310-543007 4250-4250-540500 CIPOF CIPOF CIPOF Project Total $3,189,852 $175,000 $850,000 $4,214,852 Community Works Program COP0001CO COP0001CO General Highway User 1000-0310-543005 7000-7050-543001 CIPOF CIPOF Project Total $500,000 $500,000 $1,000,000 Council Chambers ADA Enhancements PW10300CO Municipal Office Complex Rsv 1970-1970-540500 CIPOF Project Total $354,000 $354,000 Economic Development Opportunity Fund ED00007CO County Transportation Tax 4550-4550-540500 CIPOF Project Total 389 $2,586,000 $2,586,000 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Operational Facilities Entertainment District Improvements ED00002SY General 1000-0310-520099 CIPOF Project Total $723,112 $723,112 Land Assembly Opportunity Fund ED00003LA Proposed GO Bonds 4250-4250-540000 CIPOF Project Total $2,980,000 $2,980,000 Network Infrastructure Replacement - Security IT00021EQ IT Reserve 3400-3800-543007 CIPOF Project Total $250,000 $250,000 Network Infrastructure Replacement - Tech Center IT00008EQ IT Reserve 3400-3800-543007 CIPOF Project Total $750,000 $750,000 Old Town Commercial Rehabilitation ED00006CO General 1000-0310-540500 CIPOF Project Total $171,934 $171,934 PSAB Security Enhancements PD00018SY GO Bonds 2010 4240-4240-520099 CIPOF Project Total Total - Operational Facilities $50,000 $50,000 $18,969,663 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 CIPRT CIPRT CIPRT Project Total $1,199,167 $666,667 $1,634,166 $3,500,000 Camino a Lago Park CS00054EQ CS00054EQ CS00054CO Neighborhood Park Dev Zone 1 Neighborhood Park Dev Zone 1 Neighborhood Park Dev Zone 1 7901-7901-542003 7901-7901-542502 7901-7901-543005 CIPPK CIPPK CIPPK Project Total $26,500 $22,000 $1,125,000 $1,173,500 Centennial Plaza CS00134OT CS00134CO CS00134CO General General GO Bonds 2010 1000-0310-524004 1000-0310-543005 4240-4240-543005 CIPPK CIPPK CIPPK Project Total $30,000 $40,000 $20,000 $90,000 Community Park #2 CS00034CO CS00034CO CS00034CO GO Bonds 2010 Proposed GO Bonds County Transportation Tax 4240-4240-543005 4250-4250-543005 4550-4550-543005 CIPPK CIPPK CIPPK Project Total 390 $450,000 $8,980,514 $12,185,400 $21,615,914 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Parks Community Works Program COP0001CO General 1000-0310-543005 CIPPK Project Total $95,000 $95,000 New River Trail - BLM EN00371SY EN00371LA EN00371CO Proposed GO Bonds Proposed GO Bonds Proposed GO Bonds 4250-4250-520099 4250-4250-540000 4250-4250-543005 CIPRT CIPRT CIPRT Project Total $110,000 $112,000 $187,800 $409,800 New River Trail - Northern to Olive Avenue CS00125CO CS00125CO CS00125CO GO Bonds 2010 Proposed GO Bonds River Corridors & Trails Dev 4240-4240-543005 4250-4250-543005 7920-7920-543005 CIPRT CIPRT CIPRT Project Total $328,382 $50,000 $75,000 $453,382 Peoria Parks, Trails, and Open Space Master Plan CS00067SY CS00067SY CS00067SY CS00067SY CS00067SY Neighborhood Park Dev Zone 1 Neighborhood Park Dev Zone 2 Neighborhood Park Dev Zone 3 Open Space Dev River Corridors & Trails Dev 7901-7901-520099 7904-7904-520099 7905-7905-520099 7915-7915-520099 7920-7920-520099 CIPRT CIPRT CIPRT CIPRT CIPRT Project Total $25,200 $25,200 $25,200 $52,200 $52,200 $180,000 Scotland Yard Neighborhood Park (93rd Av & Cholla) CS00123CO CS00123CO GO Bonds 2010 Neighborhood Park Dev Zone 1 4240-4240-543005 7901-7901-543005 CIPPK CIPPK Project Total $100,000 $300,000 $400,000 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 $300,000 $102,000 $316,419 $718,419 Sports Complex Improvements CS00022OT CS00022CO CS00022CO CS00022CO CS00022DS CS00022CO CS00022CO General General Sports Complex Capital Reserve Sports Complex Improvement Reserve Proposed MDA Bonds Proposed MDA Bonds Capital Projects-Outside Srces 1000-0310-520510 1000-0310-540500 2001-2021-540500 2002-2022-540500 4232-4232-540500 4232-4232-540500 4810-4810-540500 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total $14,000 $185,000 $400,000 $900,000 $3,000,000 $26,500,000 $200,000 $31,199,000 Sports Complex Trail CS00146CO CS00146CO GO Bonds 2010 River Corridors & Trails Dev 4240-4240-543005 7920-7920-543005 CIPRT CIPRT Project Total Total - Parks 391 $394,183 $225,000 $619,183 $60,454,198 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Public Safety CAD Replacement PD00013OT PD00013EQ GO Bonds 2010 GO Bonds 2010 4240-4240-520505 4240-4240-543007 CIPPS CIPPS Project Total $110,175 $1,055,306 $1,165,481 Pinnacle Peak Public Safety Facility Expansion PD00021CO PD00021DS Law Enforcement Dev Law Enforcement Dev 7930-7930-540500 7930-7930-540500 CIPPS CIPPS Project Total $190,000 $675,281 $865,281 Support Services Facility FD00101DS FD00101CO FD00101EQ FD00101LA FD00101DS FD00101CO GO Bonds 2010 GO Bonds 2010 GO Bonds 2010 Proposed GO Bonds Proposed GO Bonds Fire & Emergency Svc Dev 4240-4240-540500 4240-4240-540500 4240-4240-542006 4250-4250-540000 4250-4250-540500 7935-7935-540500 CIPPS CIPPS CIPPS CIPPS CIPPS CIPPS Project Total Total - Public Safety $24,750 $267,327 $125,000 $1,000,000 $50,250 $232,673 $1,700,000 $3,730,762 Project Type - Streets 103rd Av; Northern Av to Olive Av -West 1/2 Street EN00422SY EN00422LA Transportation Sales Tax Transportation Sales Tax 7010-7075-520099 7010-7075-540000 CIPST CIPST Project Total $50,000 $400,000 $450,000 75th Av & Cactus Rd Intersection Improvements EN00088DS EN00088CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $840,000 $2,670,213 $3,510,213 75th Av & Peoria Av Intersection Improvements EN00081DS EN00081CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $975,000 $358,946 $1,333,946 75th Av & Thunderbird Rd Intersection Improvement EN00089LA EN00089CO EN00089CO County Transportation Tax County Transportation Tax Transportation Sales Tax 4550-4550-540000 4550-4550-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $150,000 $2,800,000 $1,000,000 $3,950,000 83rd Av Street and Drainage Improvements EN00313CO EN00313CO EN00313CO EN00313CO GO Bonds 2009 County Transportation Tax Capital Projects-Outside Srces Streets Dev Zone 1 4220-4220-543001 4550-4550-543001 4810-4810-543001 7001-7051-543001 CIPST CIPST CIPST CIPST Project Total 392 $1,107,000 $3,654,556 $293,143 $269,053 $5,323,752 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Streets 87th Av & Peoria Av Intersection Alignment PW00109LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total $123,000 $123,000 91st Av Butler Dr to Mountain View Rd EN00177LA EN00177CO EN00177DS EN00177LA EN00177CO EN00177DS Streets Dev Zone 1 Streets Dev Zone 1 Streets Dev Zone 1 Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7001-7051-540000 7001-7051-543001 7001-7051-543001 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST CIPST Project Total $351,630 $1,210,978 $276,370 $351,630 $1,210,978 $276,370 $3,677,956 ADA Sidewalk Ramps PW00025CO General 1000-0310-543001 CIPST Project Total $75,000 $75,000 Agua Fria Truck Road Reliever EN00271LA EN00271CO GO Bonds 2007 GO Bonds 2009 4210-4210-540000 4220-4220-543001 CIPST CIPST Project Total $1,352,749 $7,861,198 $9,213,947 Arterial Urban Street Overlay Program PW00992CO Highway User 7000-7050-543001 CIPST Project Total $900,000 $900,000 Beardsley Rd Extension PW00152CO GO Bonds 2009 4220-4220-543001 CIPST Project Total $759,591 $759,591 Beardsley Rd; 99th Av to Lake Pleasant Rd PW00065CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $200,000 $200,000 Bridge Maintenance and Management Program EN00243CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $275,000 $275,000 Community Works Program COP0001CO Highway User 7000-7050-543001 CIPST Project Total $140,000 $140,000 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy EN00395SY EN00395DS Transportation Sales Tax Transportation Sales Tax 7010-7075-520099 7010-7075-543001 CIPST CIPST Project Total $5,000 $180,000 $185,000 Dirt Shoulders, Dust Abatement PM-10 Project PW01001CO PW01001CO Capital Projects-Outside Srces Highway User 4810-4810-543001 7000-7050-543001 CIPST CIPST Project Total 393 $616,893 $148,842 $765,735 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Streets Downtown Traffic Study EN00250SY Transportation Sales Tax 7010-7075-520099 CIPST Project Total $100,000 $100,000 Grand Av Landscaping; L101-Peoria Av EN00214CO GO Bonds 2009 4220-4220-543001 CIPST Project Total $20,805 $20,805 Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) EN00241LA EN00241CO EN00241CO EN00241CO EN00241CO EN00241CO EN00241CO GO Bonds 2009 GO Bonds 2009 GO Bonds 2010 County Transportation Tax Highway User Streets Dev Zone 2 Transportation Sales Tax 4220-4220-540000 4220-4220-543001 4240-4240-543001 4550-4550-543001 7000-7050-543001 7002-7052-543001 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST CIPST CIPST Project Total $447,350 $5,889,862 $2,872,149 $1,707,382 $260,000 $4,484,714 $4,513,964 $20,175,421 Major Street Repairs PW00027CO Highway User 7000-7050-543001 CIPST Project Total $100,000 $100,000 North Peoria Traffic Update Study EN00252SY Transportation Sales Tax 7010-7075-520099 CIPST Project Total $300,000 $300,000 Peoria Av Bus Stop Improvements PW11190CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $200,000 $200,000 Sidewalks Annual Program PW00046CO Highway User 7000-7050-543001 CIPST Project Total $110,000 $110,000 Street Light Infill and Replacement Program PW11160CO Highway User 7000-7050-543001 CIPST Project Total $150,000 $150,000 Street Maintenance Program PW00138AT Highway User 7000-7050-543001 CIPST Project Total $2,000,000 $2,000,000 Street Reconstruction and Rehab Program PW13000CO PW13000CO County Transportation Tax Transportation Sales Tax 4550-4550-543001 7010-7075-543001 CIPST CIPST Project Total $1,000,000 $2,000,000 $3,000,000 Thunderbird Rd Widening Rehab; L101-95th Av EN00011LA EN00011CO EN00011LA GO Bonds 2007 GO Bonds 2007 Capital Projects-Outside Srces 4210-4210-540000 4210-4210-543001 4810-4810-540000 CIPST CIPST CIPST Project Total 394 $237,896 $375,069 $130,096 $743,061 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Streets Traffic Signal Emergency Operations ITS EN00225CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $150,000 $150,000 Traffic Signal Renovation and Replacement PW00993CO PW00993CO Proposed GO Bonds Highway User 4250-4250-543001 7000-7050-543001 CIPST CIPST Project Total $625,000 $65,000 $690,000 Utility Undergrounding Program CD00003SY County Transportation Tax 4550-4550-520099 CIPST Project Total $145,000 $145,000 Westgreen Estates Unit 9 Soundwall EN00324CO EN00324CO County Transportation Tax Capital Projects-Outside Srces 4550-4550-543001 4810-4810-543001 CIPST CIPST Project Total Total - Streets $192,295 $574,476 $766,771 $59,534,198 Project Type - Traffic Controls ITS Equipment Upgrade EN00348DS Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $54,000 $54,000 Traffic Signal Interconnect Project (TSIP) PW00133CO PW00133CO PW00133DS Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-543001 7010-7075-543001 CIPTC CIPTC CIPTC Project Total $700,000 $275,000 $25,000 $1,000,000 Traffic Signal Program EN00170CO EN00170CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPTC CIPTC Project Total $41,600 $724,000 $765,600 Traffic Signal System Software Replacement EN00430CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total Total - Traffic Controls $300,000 $300,000 $2,119,600 Project Type - Wastewater 81st Ave, Reclaimed Waterline, North of Olive Ave UT00318CO Wastewater 2400-2550-543003 CIPWW Project Total $23,000 $23,000 83rd Av Street and Drainage Improvements EN00313CO Wastewater 2400-2550-543003 CIPWW Project Total 395 $400,000 $400,000 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Wastewater Beardsley Diversion Structure UT00303CO UT00303DS Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total $243,478 $28,882 $272,360 Butler Reclaimed Water System Expansion Phase II UT00313DS Wastewater 2400-2550-543003 CIPWW Project Total $45,128 $45,128 Condition Assessment of Remote Sites UT00256SY Wastewater 2400-2550-520099 CIPWW Project Total $100,000 $100,000 Integrated Utility Master Plan UT00271SY Wastewater 2400-2550-520099 CIPWW Project Total $178,600 $178,600 Lake Plsnt Pkwy 21/18-inch Sewer; Dynamite-L303 UT00151CO UT00151CO Wastewater Wastewater Expansion (Unzoned) 2400-2550-543003 2510-2630-543003 CIPWW CIPWW Project Total $1,700,591 $3,100,000 $4,800,591 Lift Station Reconditioning UT00116CO Wastewater 2400-2550-543003 CIPWW Project Total $124,000 $124,000 Manhole Rehabilitation UT00307CO Wastewater 2400-2550-543003 CIPWW Project Total $148,500 $148,500 Miscellaneous Local Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543003 CIPWW Project Total $288,059 $288,059 New River Agua Fria Underground Storage Project UT00149CO Wastewater Expansion (Unzoned) 2510-2630-543003 CIPWW Project Total $136,125 $136,125 SCADA Equipment Replacement UT00266EQ UT00266CO Wastewater Wastewater 2400-2550-542006 2400-2550-543003 CIPWW CIPWW Project Total $125,000 $105,000 $230,000 SROG Line Assessment & Repair UT00321SY Wastewater Expansion (Unzoned) 2510-2630-520099 CIPWW Project Total $104,842 $104,842 Trunk Sewer Rehabilitation UT00296CO Wastewater 2400-2550-543003 CIPWW Project Total $2,433,744 $2,433,744 Utility Security Upgrades UT00262CO Wastewater 2400-2550-543003 CIPWW Project Total 396 $50,000 $50,000 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Wastewater Water & Wastewater Rate Study UT00298SY Wastewater 2400-2550-520099 CIPWW Project Total $2,500 $2,500 Water Meter Replacement Program UT00326EQ Wastewater 2400-2550-542006 CIPWW Project Total $516,667 $516,667 Water/Wastewater/Solid Waste Expansion Fee Update UT00070SY Wastewater Expansion (Unzoned) 2510-2630-520099 CIPWW Project Total $62,500 $62,500 West Agua Fria Wastewater Lines UT00171CO Wastewater Expansion (Unzoned) 2510-2630-543003 CIPWW Project Total Total - Wastewater $593,891 $593,891 $10,510,507 Project Type - Water 75 Av 16-inch Waterline, Thunderbird and Cholla UT00143DS UT00143CO Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $22,386 $173,283 $195,669 81st Ave, Reclaimed Waterline, North of Olive Ave UT00318CO Water 2050-2140-543002 CIPWR Project Total $69,000 $69,000 83rd Av Street and Drainage Improvements EN00313CO Water 2050-2140-543002 CIPWR Project Total $400,000 $400,000 Beardsley Diversion Structure UT00303DS UT00303CO Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $9,627 $81,159 $90,786 Butler Reclaimed Water System Expansion Phase II UT00313DS Water 2050-2140-543002 CIPWR Project Total $135,384 $135,384 Condition Assessment of Remote Sites UT00256SY Water 2050-2140-520099 CIPWR Project Total $100,000 $100,000 Construction of Zone 3/2 - 91st Avenue PRV UT00324CO Water 2050-2140-543002 CIPWR Project Total $249,750 $249,750 Greenway Plant Equipment Upgrade UT00316EQ Water 2050-2140-542006 CIPWR Project Total 397 $100,000 $100,000 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Water Greenway WTP Fiber Optic Connection UT00301CO Water 2050-2140-543002 CIPWR Project Total $297,000 $297,000 Integrated Utility Master Plan UT00271SY Water 2050-2140-520099 CIPWR Project Total $178,600 $178,600 Lake Plsnt Pkwy 24-inch Waterline; Dynamite-L303 UT00148CO UT00148CO Water Water Expansion 2050-2140-543002 2161-2221-543002 CIPWR CIPWR Project Total $1,620,208 $2,567,000 $4,187,208 Lone Mtn Pkwy 24-inch Waterline; El Mirage to L303 UT00233CO Water Expansion 2161-2221-543002 CIPWR Project Total $2,526,000 $2,526,000 Miscellaneous Local Waterline Improvements UT00203CO Water 2050-2140-543002 CIPWR Project Total $200,000 $200,000 New River Agua Fria Underground Storage Project UT00149CO Water Expansion 2161-2221-543002 CIPWR Project Total $708,375 $708,375 Peoria/SRP Aquifer Storage Recovery Well Recharge UT00319CO Water 2050-2140-543002 CIPWR Project Total $251,500 $251,500 Pyramid Peak Water Treatment Plant - Upgrades UT00037CO Water Expansion 2161-2221-543002 CIPWR Project Total $23,000 $23,000 SCADA Equipment Replacement UT00266EQ UT00266CO Water Water 2050-2140-542006 2050-2140-543002 CIPWR CIPWR Project Total $375,000 $325,000 $700,000 Water & Wastewater Rate Study UT00298SY Water 2050-2140-520099 CIPWR Project Total $2,500 $2,500 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $800,000 $800,000 Water Meter Replacement Program UT00326EQ Water 2050-2140-542006 CIPWR Project Total $1,033,333 $1,033,333 Water/Wastewater/Solid Waste Expansion Fee Update UT00070SY Water Expansion 2161-2221-520099 CIPWR Project Total 398 $62,500 $62,500 FY 2013 Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2013 Project Type - Water Wellhead Water Quality Mitigation UT00272DS Water 2050-2140-543002 CIPWR Project Total $219,311 $219,311 Wells - New Construction UT00117CO Water Expansion 2161-2221-543002 CIPWR Project Total $831,429 $831,429 West Agua Fria Water Lines UT00170CO Water Expansion 2161-2221-543002 CIPWR Project Total 399 $401,231 $401,231 Total - Water $13,762,576 Total FY 13 CIP $170,447,170 400 0813-01 0813-02 0410-01 Engineering Design and Construction Design and Construction Finance Financial Services 1230-12 1240-01 1250-03 1260-07 1260-08 0352-01 Economic Development Services Business and Real Estate Development Emergency Medical Services Fire Training Emergency Management Fire Operations Fire Operations 0042-01 1400-01 1400-02 1400-03 1410-01 1480-01 1490-01 1510-05 1530-02 1532-02 1560-01 1560-02 1560-03 1570-01 Community Services Arts Commission Community Services Administration Community Services Administration Community Services Administration Swimming Pools Sports Programs - Youth Senior Program Special Events Program Community Center Rio Vista Rec Center Parks North Parks North Parks North Parks South Fire 0150-01 Suppl. # City Clerk City Clerk General Fund Fund / Department / Division Total - City Clerk Medical Supplies Target Solutions - Online Training Wireless Emergency Notification System Computer Aided Dispatch (CAD) Overtime Absence Coverage Total - Fire Automated Workflow for Purchase Order Processing Total - Finance Extend Temporary Construction Project Coord Add Temporary Part-Time Construction Project Coord Total - Engineering Other Professional Services Total - Economic Development Services Art Operating Grants CLASS Licensing Increase Part-time Non-benefitted Front Desk Staffing One Year Half-time Contract Marketing Position Centennial Pool Re-Plaster Recreation Programmer Senior Program - Expanded Programs One-time Special Events Community Center - Ongoing costs for expansion Rio Vista Rec Center - Replacement of Equipment Operating Costs for Camino A Lago Park Water/Irrigation Management Systems Various Park and Restroom Repairs Park Mowing Equipment Total - Community Services 2012 Elections Supplemental Description $10,000 $13,000 $0 $0 $48,000 $71,000 $19,000 $19,000 $116,148 $70,956 $187,104 $165,140 $165,140 $100,000 $53,700 $0 $11,408 $45,000 $2,275 $0 $176,150 $0 $48,631 $4,500 $40,000 $59,400 $32,400 $573,464 $120,600 $120,600 $0 $0 $5,900 $136,021 $0 $141,921 $0 $0 $0 $0 $0 $0 $0 $0 $9,750 $27,001 $0 $0 $63,615 $21,187 $0 $65,302 $0 $46,913 $0 $0 $0 $233,768 $0 $0 FY 2013 FY 2013 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $10,000 $13,000 $5,900 $136,021 $48,000 $212,921 $19,000 $19,000 $116,148 $70,956 $187,104 $165,140 $165,140 $100,000 $63,450 $27,001 $11,408 $45,000 $65,890 $21,187 $176,150 $65,302 $48,631 $51,413 $40,000 $59,400 $32,400 $807,232 $120,600 $120,600 FY 2013 Total Cost FY 2013 Program Budget Schedules 0040-01 Office of Communications Public Information Office 401 Community Services Percent For The Arts Percent For The Arts Percent for the Arts Fund 0120-01 0120-02 0550-01 1000-01 1020-01 1020-02 1020-03 1025-01 1040-01 0010-01 0010-02 Mayor and Council Mayor & City Council Mayor & City Council Police Neighborhood Services Police Administration Patrol Services - South Patrol Services - South Patrol Services - South Operations Support Staff Services 0070-03 Human Resources Human Resources 0570-01 0025-01 0025-02 0025-03 Governmental Affairs Governmental Affairs Governmental Affairs Governmental Affairs Planning and Community Development Neighborhood Coordination Suppl. # Fund / Department / Division Total - Human Resources Public Art Work Small Art Total - Community Services Total - General Fund $100,000 $25,000 $125,000 $1,753,967 Total - Police $150,000 $150,000 $25,000 $25,000 $7,500 $2,500 $10,000 $20,000 $20,000 $25,000 $52,124 $115,000 $192,124 $0 $0 $0 $413,871 $0 $38,182 $0 $0 $0 $0 $0 $38,182 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY 2013 FY 2013 One-time Cost Ongoing Cost $50,000 $0 $50,000 $18,535 $50,000 $45,000 $7,000 $220,535 Lot Clean-Up/Abatement City Hall Security Guard Crime Prevention Program Patrol Equipment Police Overtime Speed Trailer with License Plate Reader Range Cleaning FY13 Neighborhood Grant Funding Total - Planning and Community Development NRC Community Survey Total - Office of Communications National League of Cities conference Promotional Items for League of Cities conference Total - Mayor and Council Unemployment Claims Luke Fighter Country Partnership Luke Air Force Base representation Federal and State Outreach Total - Governmental Affairs Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $100,000 $25,000 $125,000 $2,167,838 $50,000 $38,182 $50,000 $18,535 $50,000 $45,000 $7,000 $258,717 $150,000 $150,000 $25,000 $25,000 $7,500 $2,500 $10,000 $20,000 $20,000 $25,000 $52,124 $115,000 $192,124 FY 2013 Total Cost FY 2013 Program Budget Schedules 402 2760-02 2770-01 2470-02 2480-01 2490-01 2000-01 2000-04 2000-05 Suppl. # Public Works Storm Drain - NPDES 2900-01 Storm Water Drainage System Fund Public Works Residential Collection Residential Recycling Residential Solid Waste Fund Public Works Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Environmental Wastewater Fund Community Services Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint Sports Complex Fund Fund / Department / Division $127,734 Total - Sports Complex Fund $0 $0 $0 Retention Basin Landscape Maintenance Total - Public Works Total - Storm Water Drainage System Fund $290,000 Total - Residential Solid Waste Fund Total - Wastewater Fund $0 $290,000 $290,000 $290,000 Total - Public Works Residential Solid Waste Container Replacement Additional Solid Waste Side-load Vehicle Total - Public Works $150,000 $140,000 $0 $290,000 Beardsley Process Water System Replacement of Vactor Truck Regulatory Permit Fees $30,000 $60,000 $37,734 $127,734 $125,000 $60,000 $60,000 $60,000 $217,329 $45,000 $172,329 $217,329 $6,885 ($35,000) $0 $41,885 $6,885 $0 $0 $0 $0 $0 $0 FY 2013 FY 2013 One-time Cost Ongoing Cost Infield Skin Renovations Backflow Devices Part-time Sponsorship Assistant Total - Community Services Total - Percent for the Arts Fund Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $60,000 $60,000 $60,000 $507,329 $45,000 $462,329 $507,329 $296,885 $115,000 $140,000 $41,885 $296,885 $127,734 $30,000 $60,000 $37,734 $127,734 $125,000 FY 2013 Total Cost FY 2013 Program Budget Schedules 403 Planning and Community Development Home Grant Home Grant Fund Information Technology IT Projects IT Project Fund Information Technology IT Development Services Radio System Operations Information Technology Fund Public Works Nighttime Facilities Services Facilities Operating Projects Facilities Operating Projects Technical Operations Facilities Maintenance Fund Public Works Fleet Maintenance Fleet Services Fund Fund / Department / Division 7150-01 3850-01 3751-01 3760-01 3661-02 3690-01 3690-09 3700-03 3420-01 Suppl. # $50,000 $100,000 Total - IT Project Fund FY13 HOME Funding $100,000 $100,000 $0 Total - Information Technology Fund Legal E-Discovery & Records Retrieval System Total - Information Technology $0 $0 $0 $59,000 Additional Ongoing Software Maintenance Agua Fria Radio Site Electricity Total - Information Technology Total - Facilities Maintenance Fund $0 $30,000 $29,000 $0 $59,000 $0 Total - Fleet Services Fund Community Center Expansion Custodial Op Costs Replace Batteries in PSAB UPS System Theater Building - Orchestra Pit Cover Community Center Expansion Maint. Costs Total - Public Works $0 $0 $0 $0 $0 $0 $135,377 $125,377 $10,000 $135,377 $65,970 $49,370 $0 $0 $16,600 $65,970 $378,000 $378,000 $378,000 FY 2013 FY 2013 One-time Cost Ongoing Cost Diesel and Unleaded Fuel Cost Adjustment Total - Public Works Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $50,000 $100,000 $100,000 $100,000 $135,377 $125,377 $10,000 $135,377 $124,970 $49,370 $30,000 $29,000 $16,600 $124,970 $378,000 $378,000 $378,000 FY 2013 Total Cost FY 2013 Program Budget Schedules 404 7500-01 7500-02 7500-03 7500-04 7500-05 7500-06 7500-07 7500-08 7500-09 7500-10 7500-11 7500-12 7500-13 7500-14 7200-01 Suppl. # City Attorney St Anti-Racketeering-Cao 7720-01 State Anti-Racketeering - CAO 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 State Anti-Racketeering - PD Fund Public Works Transit Division Public Transit Fund Fund / Department / Division $125,646 Total - Public Transit Fund $28,000 $28,000 Total - State Anti-Racketeering - PD Fund Total - City Attorney $262,610 Total - Police Contract Prosecutor $7,600 $15,060 $8,000 $41,000 $8,500 $35,000 $4,950 $10,000 $15,000 $0 $44,700 $50,000 $12,800 $10,000 $262,610 CALEA Administration CitizenServe Software Transcription Services Taser Replacement Mobile Fingerprint Device K-9 Vehicle Policy Updates - Annual Maintenance Fee VOCA Grant Match K-9 Replacement Special Investigations Unit Funding Topcon Imaging Station System Leadership Training Electronic Forsensic Equipment Video System $125,646 $125,646 Total - Public Works $50,000 Total - Home Grant Fund Transit Replacement Buses $50,000 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 FY 2013 FY 2013 One-time Cost Ongoing Cost Total - Planning and Community Development Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $28,000 $28,000 $287,610 $7,600 $15,060 $8,000 $41,000 $8,500 $35,000 $4,950 $10,000 $15,000 $25,000 $44,700 $50,000 $12,800 $10,000 $287,610 $125,646 $125,646 $125,646 $50,000 $50,000 FY 2013 Total Cost FY 2013 Program Budget Schedules Fund / Department / Division Suppl. # Total - Additions/(Reductions) Total - State Anti-Racketeering - CAO Fund Supplemental Description $3,211,957 $28,000 $1,302,432 $0 FY 2013 FY 2013 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $4,514,389 $28,000 FY 2013 Total Cost FY 2013 Program Budget Schedules 405 FY 2013 Program Budget Schedules Schedule 12 - Improvement District Revenues DESCRIPTION PROJECTED FY2013 PROJECTED FY2013 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 SLID 58 SLID 59 SLID 60 SLID 61 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 @ V.L. $ VISTAS @ DESERT HARBOR PHASE I $ VILLAGE TERRACE $ THE COVES/VENTANA LAKES $ WINDWOOD $ LAKESIDE UNIT2 @ 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 @ VL 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 @ V.L. $ 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 $ SWEETWATER RIDGE AMENDED $ HUNTER RIDGE $ ARROWHEAD HORIZONS $ CACTUS PLACE $ 1,272 1,362 1,034 1,669 1,513 2,464 6,962 1,513 1,144 2,561 795 1,431 1,889 3,553 832 2,285 2,862 2,623 744 1,643 1,828 3,895 1,669 239 2,751 1,963 2,941 2,941 2,119 1,590 1,277 3,707 2,147 1,047 1,828 2,533 5,802 716 1,749 681 2,185 1,352 1,113 2,385 984 2,567 2,543 11,603 1,431 1,908 398 2,102 8,559 5,258 2,226 1,669 636 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 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 SLID 139 SLID 140 SLID 141 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 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 (AMENDE FLETCHER HEIGHTS PHASE 1B FLETCHER HEIGHTS PHASE 1C SOUTH BAY @ V.L. FLETCHER HEIGHTS PHASE 2A (AMENDED) TIERRA NORTE V SUMMERSETT VILLAGE 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 @ VL SUNCLIFF IV IRONWOOD PHASE 1A IRONWOOD PHASE 1B IRONWOOD PHASE 2A IRONWOOD PHASE 2B IRONWOOD PHASE 3A IRONWOOD PHASE 3B IRONWOOD PHASE 4A IRONWOOD PHASE 4B CROSSWINDS SUNCLIFF 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 PARCELS 2B & 2C DOVE VALLEY RANCH PARCEL 2D (AMENDE DOVE VALLEY RANCH PARCEL 2E (AMENDE 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. $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,862 4,731 536 2,650 1,673 1,511 3,456 1,911 1,113 636 2,572 8,575 3,964 1,822 10,526 2,668 8,398 1,929 5,035 3,857 3,318 3,504 2,336 1,511 3,750 9,748 4,945 4,071 2,036 1,393 1,072 858 536 536 536 643 1,883 751 3,429 716 1,135 5,357 5,892 3,642 3,321 1,500 1,286 3,722 2,250 1,822 1,590 1,490 1,967 2,194 1,272 3,026 2,532 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 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 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,589 3,020 3,497 3,100 379 1,810 954 15,854 5,802 1,272 1,908 2,067 1,511 1,665 SLID 167 SLID 171 SPRINGER RANCH 2 GREYSTONE II HERITAGE @ VL $ $ 1,211 2,319 SLID 176 SLID 177 SLID 179 SLID 183 SLID 184 SLID 185 SLID 187 SLID 188 SLID 189 SLID 190 SLID 191 TWIN PALMS DESERT STAR SUBDIVISION WESTWING MOUNTAIN PARCEL 1A WESTWING MOUNTAIN PARCEL 4 WESTWING MOUNTAIN PARCEL 5 WESTWING MOUNTAIN PARCEL 6 WESTWING MOUNTAIN PARCEL 8 WESTWING MOUNTAIN PARCEL 9 WESTWING MOUNTAIN PARCEL 10 WESTWING MOUNTAIN PARCEL 11 WESTWING MOUNTAIN PARCEL 12 $ $ $ $ $ $ $ $ $ $ $ 1,286 7,312 1,715 322 1,073 429 1,286 1,500 1,179 1,500 1,393 SLID 83 FAIRMONT UNIT 1 $ 4,610 SLID 195 SOUTH BAY UNIT 2 AT VENTANA LAKES $ 2,143 SLID 172 ERIN GROVES 2 1286 406 DESCRIPTION SLID 197 SLID 198 SLID 199 SLID 201 SLID 202 SLID 204 SLID 205 SLID 206 SLID 207 SLID 208 SLID 209 SLID 210 SLID 211 SLID 212 SLID 213 SLID 214 SLID 215 SLID 216 SLID 218 SLID 222 SLID 223 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 SLID 1022 SLID 1025 SLID 1050 MID 1 MID 2 MID 3 MID 4 MID 5 MID 6 MID 7 MID 10 MID 69 MID 1025 MID 1044 PROJECTED FY2013 SUN CLIFF V $ FLETCHER HEIGHTS 3A $ FLETCHER HEIGHTS 3B $ CENTRAL PARK SUBDIVISION $ STARLIGHT CANYON $ NORTH RANCH $ TUSCANY SHORES - DESERT HARBOR PARCE $ WEST VALLEY RANCH $ Sunset Ranch $ Sonoran Mtn Ranch Par 1 $ Sonoran Mtn Ranch Par 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 $ Vistancia Village Par A12 $ Vistancia Village A Par A10B $ Cibola Vista Parcel 2 $ Cibola Vista Parcel 3 $ Cibola Vista Parcel 4 $ Cibola Vista Parcel 5 $ Son Mtn Ranch Par 4.1 $ Son Mtn Ranch Par 4.2 $ Son Mtn Ranch Par 5 $ Son Mtn Ranch Par 6 $ Son Mtn Ranch Par 7 $ Son Mtn Ranch Par 9A Ph 1 $ Son Mtn Ranch Par 9A Ph 2 $ Westwing Ph 2 Par 18 $ Westwing Ph 2 Par 19 $ Westwing Ph 2 Par 29 $ Westwing Ph 2 Par 15 $ Casa Del Rey $ Westwing Ph 2 Par 21 $ Westwing Ph 2 Par 22 $ Sonoran Mtn Ranch Par 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 $ Tierra del Rio Parcel 6 $ Rio Estates $ Sunset Ranch IIA $ 3,131 11,164 3,303 3,321 858 3,435 1,272 1,135 3,207 2,464 2,543 875 1,193 1,113 954 795 636 1,034 954 2,305 6,039 1,828 3,179 2,226 1,669 1,590 2,543 2,703 1,669 1,113 1,918 858 2,786 2,036 8,662 960 1,279 3,736 1,113 1,987 636 716 1,034 477 10,682 8,647 477 239 636 1,749 5,938 1,828 12,286 3,610 2,708 $ 516,729 $ $ $ $ $ $ $ $ $ $ $ 10,675 10,643 9,866 10,281 20,018 11,416 13,890 19,053 13,822 8,882 8,998 $ 137,543 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 FY 2013 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 61,854,906 77,986,736 79,808,600 23,390,205 175,444 59,783,559 46,343,853 349,343,303 Total Fund Balance 61,854,906 77,986,736 79,808,600 23,390,205 175,444 59,783,559 46,343,853 349,343,303 55,242,247 13,056,647 - - - - 14,251,508 82,550,402 - - - - 1,354,718 1,354,718 - - - 136,564,135 - - - 2,572,061 Sources Taxes Assessment Revenue - - Charges for Service 22,648,605 6,841,037 Fines & Forfeitures 2,352,061 220,000 397,000 488,841 32,833,161 15,849,581 Interest Income Intergovernmental Revenue Licenses & Permits Miscellaneous Income Rents Bond Proceeds Transfers In 1,839,088 1,151,440 365,400 - 27,000 - 69,319,061 - 37,755,432 - 384,825 110,001 750 165,666 122,950 1,670,033 - - - - - 48,682,742 - - - - - 1,839,088 96,000 - - - 4,742,809 1,317,000 - - - 1,682,400 - - - 55,060,255 - 3,468,369 55,060,255 5,935,994 2,034,964 5,016,452 1,281,023 - - 7,031,959 21,300,392 122,764,996 38,518,070 76,133,338 39,146,456 750 58,694,290 22,761,135 358,019,035 Personal Services 82,417,545 5,215,504 12,735,803 8,135,576 30,600 - - 108,535,028 Contractual Services 28,211,946 11,176,623 32,500,673 25,304,553 3,000 - 102,121,757 Commodities 3,712,712 769,670 3,410,198 3,762,438 - - 11,655,018 Capital Outlay 5,064,186 33,196,427 27,006,041 3,657,814 - 97,884,522 - 166,808,990 Debt Service 1,356,000 2,370,457 13,022,320 - 493,160 23,487,270 40,729,207 Contingency 19,250,000 8,500,000 8,550,000 5,100,000 - 750,000 1,000,000 43,150,000 Transfers Out 10,232,110 6,666,372 4,365,196 36,714 - 150,244,499 67,895,053 101,590,231 45,997,095 34,375,403 48,609,753 54,351,707 16,539,566 Total Sources Uses Total Uses Estimated Balance 6/30/13 407 - 4,924,962 - - - 21,300,392 33,600 104,052,644 24,487,270 494,300,392 44,617,718 213,061,946 142,594 14,425,205 408 460,000,000 $ 287,444,536 $ 349,343,303 $ 16,376,534 14,221,508 Secondary: $ 14,221,508 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 $ 23,390,205 79,808,600 79,808,600 175,444 59,783,559 46,343,853 46,343,853 77,986,736 $ 262,723,657 37,865,433 71,116,886 71,116,886 750 1,102,666 1,507,668 1,507,668 36,456,278 $ $ 460,000,000 184,661,244 $ 275,338,756 $ 733,909,330 $ $ 57,591,624 57,591,624 $ 2012 $ 460,000,000 $ $ 473,000,000 191,083,823 281,916,177 759,367,985 2013 473,000,000 OTHER FINANCING 2013 SOURCES 1,281,023 5,016,452 5,016,452 7,031,959 7,031,959 2,043,693 5,900,537 $ 21,273,664 $ * Includes Expenditure/Expense Adjustments Approved in current year from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Asset amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). $ 21,273,664 36,714 4,365,196 4,365,196 6,639,644 $ 10,232,110 INTERFUND TRANSFERS 2013 IN 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 36,198,155 66,547,459 92,848,508 8. Enterprise Funds Available 9. Less: Amounts for Future Debt Retirement 66,547,459 41,423 30,600 7. Permanent Funds 92,848,508 18,114,724 103,643,050 6. Capital Projects Funds 39,869,378 25,534,300 26,655,873 5. Total Debt Service Funds 25,534,300 26,655,873 27,287,364 57,658,208 139,294,383 2. Special Revenue Funds $ ESTIMATED REVENUES ACTUAL OTHER THAN EXPENDITURES/ FUND BALANCE/ PROPERTY TAX PROPERTY EXPENSES ** NET ASSETS*** REVENUES TAXES 2012 2013 2013 July 1, 2012** Primary: $ 113,721,110 $ 2,155,026 $ 114,673,976 61,854,906 $ 3. Debt Service Funds Available 4. Less: Amounts for Future Debt Retirement 1. General Fund FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2012 Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2013 $ 686,035,118 62,499,947 151,576,742 151,576,742 176,194 118,477,849 69,104,988 69,104,988 109,847,063 $ 174,352,335 TOTAL FINANCIAL RESOURCES AVAILABLE 2013 $ $ 473,000,000 45,960,381 97,225,035 97,225,035 33,600 104,052,644 24,487,270 24,487,270 61,228,681 140,012,389 BUDGETED EXPENDITURES/ EXPENSES 2013 FY 2013 Program Budget Schedules FY 2013 Program Budget Schedules Schedule 15 - Auditor General Schedule B Summary of Tax Levy and Tax Rate Information Fiscal Year 2013 2012 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2013 4,248,967 $ 4,387,180 2,412,743 $ 2,155,026 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 15,960,834 C. Total property tax levy amounts $ 18,373,577 $ 2,292,106 120,637 2,412,743 14,221,508 $ 16,376,534 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 $ 15,162,792 798,042 15,960,834 C. Total property taxes collected $ 18,373,577 $ 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. 409 FY 2013 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 GENERAL FUND Local taxes General Fund Half Cent Sales Tax Fund $ 36,836,400 14,612,750 Licenses and permits General Fund $ 36,836,400 14,612,750 $ 38,004,394 15,082,827 1,671,932 1,671,932 1,839,088 Intergovernmental General Fund 29,817,407 29,817,407 32,833,161 Charges for services General Fund 22,464,300 22,464,300 22,648,605 2,525,800 2,525,800 2,352,061 218,800 58,000 218,800 58,000 297,000 100,000 1,640,522 1,640,522 1,516,840 Fines and forfeits General Fund Interest on investments General Fund Half Cent Sales Tax Fund In-lieu property taxes Contributions Miscellaneous General Fund Total General Fund $ 109,845,911 $ 109,845,911 $ 114,673,976 * 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. 410 FY 2013 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 SPECIAL REVENUE FUNDS Street Fund $ $ 11,461,000 11,461,000 $ $ 11,461,000 11,461,000 $ $ 11,711,670 11,711,670 Transit Fund $ $ 44,691 44,691 $ $ 44,691 44,691 $ $ 170,146 170,146 Street Light Improvement Districts Fund Maintenance Improvement Districts Fund $ $ $ 484,291 161,955 646,246 $ $ 484,291 161,955 646,246 $ 516,729 137,543 654,272 Development Fee Fund $ $ 5,416,736 5,416,736 $ $ 5,416,736 5,416,736 $ $ 5,171,770 5,171,770 Public Housing Funds $ $ 211,771 211,771 $ $ 211,771 211,771 $ $ 327,971 327,971 Grant Funds $ $ 4,298,732 4,298,732 $ $ 4,298,732 4,298,732 $ $ 9,214,301 9,214,301 Transportation Sales Tax Fund $ $ 8,930,370 8,930,370 $ $ 8,930,370 8,930,370 $ $ 9,206,148 9,206,148 Total Special Revenue Funds $ 31,009,546 $ 31,009,546 $ 36,456,278 * 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. 411 FY 2013 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 DEBT SERVICE FUNDS General Obligation Bonds Fund Improvement Districts Funds Municipal District Authority Fund $ $ $ $ 302,000 1,951,037 10,000 2,263,037 $ $ $ $ 302,000 1,951,037 10,000 2,263,037 $ $ $ $ 142,000 1,355,668 10,000 1,507,668 Total Debt Service Funds $ 2,263,037 $ 2,263,037 $ 1,507,668 CAPITAL PROJECTS FUNDS GO Bonds $ $ 119,000 119,000 $ $ 119,000 119,000 $ $ 45,000 45,000 County Transportation Tax Fund $ $ 14,274,000 14,274,000 $ $ 14,274,000 14,274,000 $ $ 1,057,666 1,057,666 Total Capital Projects Funds $ 14,393,000 $ 14,393,000 $ 1,102,666 * 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. 412 FY 2013 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 PERMANENT FUNDS Fireman's Pension Fund Neighborhood Pride NFP Trust PLAY Peoria NFP Trust Westside Fire Training Agency $ $ $ 1,221 25,075 5,963 3,140 35,399 $ 750 $ 1,221 25,075 5,963 3,140 35,399 $ 750 Total Permanent Funds $ 35,399 $ 35,399 $ 750 Water Fund $ Water Replacement & Reserves Funds Water Expansion & Improvement Districts Funds $ 33,624,130 90,639 1,535,277 35,250,046 $ 33,624,130 90,639 1,535,277 35,250,046 $ 34,396,135 121,037 970,000 35,487,172 Wastewater Fund $ Wastewater Replacement & Reserves Funds Wastewater Expansion & Improvmnt Districts Funds $ 18,208,434 82,800 652,150 18,943,384 $ 18,208,434 82,800 652,150 18,943,384 $ Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Funds Sanitation Expansion Funds 10,017,146 2,077,900 970,129 101,200 13,166,375 $ 10,017,146 2,077,900 970,129 101,200 13,166,375 $ $ $ 2,324,806 242,327 815,600 3,382,733 $ $ 2,324,806 242,327 815,600 3,382,733 $ 2,395,700 285,114 820,600 3,501,414 Total Enterprise Funds $ 70,742,538 $ 70,742,538 $ 71,116,886 ENTERPRISE FUNDS $ $ Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund Storm Water Drainage System Fund $ $ $ $ $ $ $ 19,343,773 98,867 345,750 19,788,390 9,119,274 2,170,900 1,013,736 36,000 12,339,910 * 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. 413 FY 2013 Program Budget Schedules Schedule 16 - Auditor General Schedule C Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 ESTIMATED REVENUES 2012 SOURCE OF REVENUES ACTUAL REVENUES* 2012 ESTIMATED REVENUES 2013 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 5,151,692 1,262,092 259,468 6,673,252 $ 5,151,692 1,262,092 259,468 6,673,252 $ $ $ 2,757,979 958,503 13,155,652 16,872,134 $ $ 2,757,979 958,503 13,155,652 16,872,134 $ 2,519,537 1,103,009 14,122,881 17,745,427 Facilities Maintenance Fund $ $ 5,283,128 5,283,128 $ $ 5,283,128 5,283,128 $ $ 5,897,231 5,897,231 Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund $ 6,734,659 542,825 $ 6,734,659 542,825 $ $ 7,277,484 $ 7,277,484 $ 6,936,981 640,308 750 7,578,039 Total Internal Service Funds $ 36,105,998 $ 36,105,998 $ 37,865,433 TOTAL ALL FUNDS $ 264,395,429 $ 264,395,429 $ 262,723,657 $ Insurance Reserve Fund Workmans Comp Self Insurance Health Self Insurance $ $ $ 5,105,844 1,278,824 260,068 6,644,736 * 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. 414 FY 2013 Program Budget Schedules Schedule 17 - Auditor General Schedule D Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2013 FUND OTHER FINANCING 2013 SOURCES GENERAL FUND General Fund $ Half-Cent Sales Tax Fund Total General Fund $ SPECIAL REVENUE FUNDS Streets Fund $ Transit Fund Wellness Program Fund Arts Commission Capital Fund Transportation Sales Tax Fund Municipal Court Allocation Fund Street Light Districts Fund Asset Forfeiture Fund Maintenance Imprvt Districts Fund Total Special Revenue Funds $ DEBT SERVICE FUNDS MDA Debt Service $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS $ Proposed GO Bonds Future Issue Proposed MDA Bond Cap Proj Capital Projects - Outside Sources Total Capital Projects Funds $ 19,924,555 35,135,700 2,531,369 57,591,624 INTERFUND TRANSFERS 2013 IN $ $ 5,900,537 $ $ $ 5,900,537 $ $ $ 1,516,729 516,964 10,000 $ $ $ 2,043,693 $ $ $ $ $ 7,031,959 7,031,959 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 236,170 9,995,940 10,232,110 115,333 125,646 243,841 5,415,552 50,000 516,729 35,000 137,543 6,639,644 PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS $ Sports Complex Fund Water Fund Wastewater Fund Wastewater Equipment Reserve Fund Residential Solid Waste Fund Solid Waste Equipment Reserve Fund Water Resources Fund Total Enterprise Funds $ $ 2,559,123 140,000 107,205 2,921,285 335,132 295,674 290,000 INTERNAL SERVICE FUNDS Fleet Services Fund $ Fleet Reserve Fund Streets/Transit Replacement Fund Insurance Reserve Fund Information Technology Funds Facilities Maintenance Fund Total Internal Service Funds $ TOTAL ALL FUNDS $ 2,027,329 $ $ $ $ 5,016,452 $ 705,900 4,365,196 $ 36,714 $ 36,714 $ 21,273,664 67,400 125,646 57,591,624 415 $ $ 1,058,977 29,000 1,281,023 $ $ 21,273,664 FY 2013 Program Budget Schedules Schedule 18 - Auditor General Schedule E Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013 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 - Half Cent Economic Dvpmt Svcs - Half Cent Non-Departmental - Other Reserves Total General Fund $ SPECIAL REVENUE FUNDS Streets - Engineering $ Streets - Public Works Transportation Sales Tax Fund -Non Deptl Development Fee Funds - Non Deptl Public Housing - Planning and Community Dev. Section 8 Housing - Planning and Community Dev. Transit - Public Works Attorney Grants - City Attorney Public Safety Grants - Fire Public Safety Grants - Police Other Grants - Community Services Other Grants - Governmental Affairs Other Grants - Human Resources Other Grants - Mayor and Council Other Grants - Municipal Court Other Grants - Non-Departmental Other Grants - Planning and Community Dev. Community Services 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 $ CAPITAL PROJECTS FUNDS General Obligation Bonds-Non-Departmental $ MDA Bonds-Non-Departmental Capital Projects - Streets/Econ Devpmt-Engineering Outside Source Fund-Non-Departmental Total Capital Projects Funds $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 2,961,367 960,843 1,142,750 18,515,632 3,328,911 3,460,179 4,170,402 5,206,345 19,547,095 1,125,439 2,316,165 917,364 604,452 1,821,218 29,403,886 1,096,007 2,131,843 35,205,043 431,467 5,402,022 375,000 973,350 141,096,780 $ $ (1,802,397) $ 1,116,425 13,885,451 12,371,336 13,124,675 327,871 1,320,013 932,686 50,177 436,800 450,932 895,000 $ 50,000 $ (50,000) (592,009) 932,009 $ (41,900) 2,250 30,623 7,000 4,000 4,127 (1,913,185) 39,500 16,248 (38,000) 86,940 264,286 1,401 (48,021) 567,933 35,027 241,000 10,000 2,980,906 908,315 1,142,750 18,478,691 3,280,523 3,417,817 4,170,402 5,198,345 19,547,095 1,129,439 2,320,292 917,364 604,452 1,817,874 5,595,304 1,130,402 1,795,277 35,165,088 518,407 3,416,919 185,447 113,721,110 $ $ 19,161,635 5,678,618 476,525 1,339,095 26,655,873 $ $ $ $ 17,873,790 5,843,340 476,525 1,340,645 25,534,300 52,170,025 16,780,125 31,880,428 2,098,448 102,929,026 $ 815,514 $ 51,007 (130,387) (22,110) 714,024 $ 14,783,472 10,700 3,281,257 39,295 18,114,724 416 $ $ $ $ $ 1,163,913 12,352,966 6,611,197 2,463,156 211,715 244,139 932,686 21,109 381,279 784,266 198,481 156,193 2,865 1,366 554,870 8,237 745,790 453,136 27,287,364 1,600 172,873 (2,164,747) 1,124,575 19,775 555,702 $ 473,777 10,000,000 1,274,002 433,361 57,102,506 BUDGETED EXPENDITURES/ EXPENSES 2013 ACTUAL EXPENDITURES/ EXPENSES* 2012 $ $ $ 3,115,442 949,360 1,232,902 19,905,182 3,519,896 3,726,075 4,345,081 4,611,288 21,233,589 1,204,877 2,448,513 993,723 652,117 1,953,037 22,495,570 1,196,518 2,081,293 37,080,596 548,525 5,741,265 350,000 627,540 140,012,389 1,156,505 14,199,201 19,902,044 15,682,097 327,871 976,586 995,894 45,587 7,500 505,258 375,000 84,007 9,833 300 328,432 4,000,000 2,200,947 431,619 61,228,681 15,565,202 7,567,350 473,775 880,943 24,487,270 43,172,928 30,281,900 27,235,942 3,361,874 104,052,644 FY 2013 Program Budget Schedules Schedule 18 - Auditor General Schedule E Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013 FUND/DEPARTMENT PERMANENT FUNDS Fireman's Pension-Fire $ Agency Funds-Community Services Agency Funds-Fire Agency Funds-Planning and Community Developme Total Permanent Funds $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 BUDGETED EXPENDITURES/ EXPENSES 2013 ACTUAL EXPENDITURES/ EXPENSES* 2012 30,600 $ $ 30,600 3,862 1,961 5,000 41,423 $ 30,600 2,000 1,000 $ 33,600 35,531,706 1,433,679 7,878,029 25,950,284 850,000 4,062,658 9,511,608 3,286,511 2,025,000 305,310 4,630,250 1,760,000 97,225,035 30,600 $ $ ENTERPRISE FUNDS Water-Public Works $ Water Replacement & Reserves-Public Works Water Expansion-Public Works Wastewater-Public Works Wastewater Rplcmt & Reserves-Public Works Wastewater Expansion-Public Works Residential Solid Waste-Public Works Commercial Solid Waste-Public Works Solid Waste Reserves-Public Works Solid Waste Expansion-Public Works Sports Complex Ops/Mx-Community Svcs Sports Complex Equipt Reserves-Community Svcs Total Enterprise Funds $ 33,839,633 1,515,337 7,978,945 25,711,960 590,033 3,497,662 9,229,973 3,158,043 350,000 305,310 4,913,001 950,000 92,039,897 $ $ 27,733,170 782,073 788,904 21,103,812 90,033 140,957 8,369,973 2,158,043 956,067 105,325 4,319,102 $ $ 66,547,459 $ INTERNAL SERVICE FUNDS Fleet Maintenance-Public Works $ Fleet Reserve-Public Works Insurance Reserve-City Attorney Insurance Reserve-Human Resources Facilities Maintenance-Public Works Information Technology Information Technology Reserve Information Technology Projects Total Internal Service Funds $ TOTAL ALL FUNDS $ 4,672,721 2,141,998 3,986,269 14,976,653 5,470,869 7,702,572 975,000 219,236 40,145,318 460,000,000 $ (86,940) $ (204,000) 4,876,946 1,187,998 2,790,669 13,881,016 5,445,344 7,417,699 467,054 131,429 36,198,155 287,444,536 $ 202,544 606,067 $ $ $ 808,611 15,000 14,200 12,054 (26,254) (275,940) $ $ $ $ 5,188,622 2,904,099 5,666,271 15,702,529 5,717,386 8,364,809 2,286,950 129,715 45,960,381 473,000,000 * 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. 417 FY 2013 Program Budget Schedules Schedule 19 - Auditor General Schedule F Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2012 2012 2012 2013 $ $ 2,980,906 21,109 2,790,669 5,792,684 $ 3,115,442 45,587 5,666,271 8,827,300 $ $ (41,900) $ (41,900) $ 908,315 908,315 $ $ 949,360 949,360 1,142,750 1,142,750 $ $ $ $ 1,142,750 1,142,750 $ $ 1,232,902 1,232,902 18,515,632 895,000 433,361 4,913,001 950,000 $ 2,250 35,027 19,775 $ 18,478,691 198,481 453,136 4,319,102 $ 25,706,994 $ 57,052 $ 3,862 23,453,272 $ 19,905,182 375,000 431,619 4,630,250 1,760,000 2,000 27,104,051 Economic Development Services General Fund $ Other Reserve Funds Department Total $ 3,328,911 375,000 3,703,911 $ 30,623 $ 3,280,523 $ $ 30,623 $ 3,280,523 $ Engineering General Fund $ Streets Capital Projects - Streets/Economic Developmen Department Total $ 3,460,179 1,116,425 31,880,428 36,457,032 $ 3,417,817 1,163,913 3,281,257 7,862,987 $ $ $ 50,000 (130,387) (80,387) $ 9,376,747 19,161,635 5,678,618 476,525 34,693,525 $ 7,000 $ $ $ 7,000 $ 9,368,747 17,873,790 5,843,340 476,525 33,562,402 19,547,095 436,800 30,600 $ $ Department Total $ 20,014,495 $ (48,021) $ 19,547,095 381,279 30,600 1,961 19,960,935 $ 1,125,439 $ 1,125,439 $ 1,129,439 156,193 1,285,632 $ Department Total $ 4,000 241,000 245,000 City Clerk General Fund City Manager General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES $ Department Total $ 2,961,367 50,177 3,986,269 6,997,813 $ Department Total $ 960,843 960,843 $ Department Total $ Community Services General Fund $ Other Grants Community Service Grants Sports Complex Operations/Maintenance Sports Complex Equipment Reserves Agency Funds Department Total $ Finance General Fund General Obligation Bonds MDA Bonds Improvement Districts $ Department Total $ Fire General Fund Public Safety Grants Fireman's Pension Agency Funds Governmental Affairs General Fund Other Grants $ 418 $ 1,401 $ 1,401 $ (48,021) $ $ $ $ $ $ 3,519,896 350,000 3,869,896 3,726,075 1,156,505 27,235,942 32,118,522 8,956,369 15,565,202 7,567,350 473,775 32,562,696 21,233,589 7,500 30,600 1,000 21,272,689 1,204,877 84,007 1,288,884 FY 2013 Program Budget Schedules Schedule 19 - Auditor General Schedule F Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND Human Resources General Fund Other Grants Insurance Reserve EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2012 2012 2012 2013 $ 4,127 $ Department Total $ 2,316,165 10,000 14,976,653 17,302,818 $ 4,127 Information Technology Information Technology $ Information Technology Reserve Information Technology Projects Department Total $ 7,702,572 975,000 219,236 8,896,808 $ Management and Budget General Fund $ Department Total $ Mayor and Council General Fund Other Grants $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES $ $ $ 2,320,292 2,865 13,881,016 16,204,173 7,417,699 467,054 131,429 8,016,182 $ $ 14,200 $ 12,054 (26,254) $ $ 8,364,809 2,286,950 129,715 10,781,474 917,364 917,364 $ $ $ $ 917,364 917,364 $ $ 993,723 993,723 604,452 $ $ 604,452 1,366 605,818 $ 652,117 300 652,417 1,817,874 554,870 2,372,744 $ 1,600 1,600 Department Total $ 604,452 $ $ $ Department Total $ 1,821,218 473,777 2,294,995 $ 172,873 172,873 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 $ 29,403,886 5,402,022 973,350 12,371,336 13,124,675 10,000,000 52,170,025 16,780,125 2,098,448 1,339,095 143,662,962 $ (1,913,185) $ $ $ $ Office of Communications General Fund $ Department Total $ 1,096,007 1,096,007 Municipal Court General Fund Other Grants Planning and Community Development General Fund $ Public Housing Section 8 Housing Other Grants Agency Funds Department Total $ $ $ $ $ $ $ 1,953,037 328,432 2,281,469 (2,893,521) $ 5,595,304 3,416,919 185,447 6,611,197 2,463,156 8,237 14,783,472 10,700 39,295 1,340,645 34,454,372 $ 22,495,570 5,741,265 627,540 19,902,044 15,682,097 4,000,000 43,172,928 30,281,900 3,361,874 880,943 146,146,161 $ $ 39,500 39,500 $ $ 1,130,402 1,130,402 $ $ 1,196,518 1,196,518 2,131,843 327,871 1,320,013 1,274,002 $ 16,248 $ $ 2,081,293 327,871 976,586 2,200,947 5,053,729 $ 1,795,277 211,715 244,139 745,790 5,000 3,001,921 $ 5,586,697 419 (592,009) 932,009 (2,164,747) 815,514 51,007 (22,110) 264,286 1,124,575 1,405,109 $ $ 2,448,513 9,833 15,702,529 18,160,875 FY 2013 Program Budget Schedules Schedule 19 - Auditor General Schedule F Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND Police General Fund Public Safety Grants $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES * BUDGETED EXPENDITURES/ EXPENSES 2012 2012 2012 2013 $ Department Total $ 35,205,043 450,932 35,655,975 Public Works General Fund $ Streets Transit Water Water Replacement & Reserves Water Expansion Wastewater Wastewater Replacement & Reserves Wastewater Expansion Residential Solid Waste Commercial Solid Waste Solid Waste Reserves Solid Waste Expansion Fleet Maintenance Fleet Reserve Facilities Maintenance Department Total $ 431,467 13,885,451 932,686 33,839,633 1,515,337 7,978,945 25,711,960 590,033 3,497,662 9,229,973 3,158,043 350,000 305,310 4,672,721 2,141,998 5,470,869 113,712,088 $ TOTAL ALL DEPARTMENT/FUND $ 460,000,000 (38,000) $ 567,933 529,933 $ 35,165,088 784,266 35,949,354 86,940 $ (50,000) $ $ (86,940) (204,000) 15,000 569,611 $ 518,407 12,352,966 932,686 27,733,170 782,073 788,904 21,103,812 90,033 140,957 8,369,973 2,158,043 956,067 105,325 4,876,946 1,187,998 5,445,344 87,542,704 $ 548,525 14,199,201 995,894 35,531,706 1,433,679 7,878,029 25,950,284 850,000 4,062,658 9,511,608 3,286,511 2,025,000 305,310 5,188,622 2,904,099 5,717,386 120,388,512 $ $ 287,444,536 $ 473,000,000 $ 202,544 606,067 $ $ 37,080,596 505,258 37,585,854 * 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. 420 FY 2013 Program Budget Appendix 421 FY 2013 Program Budget Appendix 422 FY 2013 Program Budget Appendix Glossary ACCRUAL: A liability resulting from an expense for which no invoice or other official document is available yet. (Also called an Accrued Expense). will not include one‐time (non‐recurring) sources to fund continuing (recurring) uses, postpone ex‐ penditures, or use external borrowing for opera‐ tional requirements. 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 obli‐ gations and to make expenditures of resources. 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 Council. 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. ARBITRAGE: For tax‐exempt bond purposes, is the ability to obtain tax‐exempt proceeds and in‐ vest those funds in higher yielding taxable securi‐ ties, resulting in a profit to the issuer. It is the dif‐ ference, or gain, earned from investing low yield‐ ing, tax exempt bond proceeds in higher yielding taxable securities. The City is subject to regulations regarding arbitrage. ASSESSED VALUATION: A value that is estab‐ lished for real and personal property for use as a basis for levying property taxes. Property values are established by the County Assessor. BUDGET MESSAGE: The opening section of the budget which provides the City Council and the public with a general summary of the important aspects of the budget and budget policies, changes from the current and previous fiscal years, and rec‐ ommendations regarding the financial policy for the coming fiscal year. BUDGETARY CONTROL: The control or man‐ agement of a governmental unit or enterprise in accordance with an approved budget for the pur‐ pose of keeping expenditures within the limita‐ tions of authorized appropriations and available revenues. BASE BUDGET: Maintaining current service lev‐ els. Changes in demand or activity levels may cre‐ ate the need for additional resources or free‐up re‐ sources for other purposes. CAFR – Comprehensive Annual Financial Report: The official annual financial report of the City. The CAFR represents management’s report to its gov‐ erning body, constituents, legislative and oversight bodies, and investors and creditors. BALANCED BUDGET: A budget that contains ongoing revenues equal to the ongoing expendi‐ tures of the City. In addition, the balanced budget 423 FY 2013 Program Budget Appendix CAPITAL IMPROVEMENT PROGRAM BUDGET: The appropriation of bonds or operat‐ ing revenue for improvements to city facilities, in‐ cluding buildings, streets, water and sewer lines, and parks. DEBT SERVICE: The payment of principal, inter‐ est and agent fees on borrowed funds such as bonds. DEBT SERVICE FUND REQUIREMENTS: The amounts of revenue which must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. CAPITAL OUTLAY: Expenditures which result in the acquisition of or addition to fixed assets. CAPITAL PROJECT: Any project having assets of significant value and having a useful life of five years or more. Capital projects include the pur‐ chase of land for design, engineering and construc‐ tion of building and infrastructure items such as streets, bridges, drainage, street lighting, water sys‐ tem, etc. CAPITAL PROJECT CARRYOVER: An approved capital project that was not completed in the previ‐ ous fiscal year and therefore was budgeted again in the current fiscal year in order to finish the project. CARRYOVER: An approved budget expenditure from prior year revenues that was not purchased and is budgeted again in the current year. DEPARTMENT: A major administrative division of the City which indicates overall management responsibility for an operation or group of related operations within a functional area. DEPRECIATION: An accounting transaction which spreads the purchase cost of an asset across its useful life. DIVISION: A functional unit of a department. ENCUMBRANCE: The formal accounting recog‐ nition of committed funds to be set aside for a fu‐ ture expenditure. For budgetary purposes encum‐ brances are considered expenditures. ESTIMATED REVENUE: The amount of pro‐ jected revenue to be collected during the fiscal year. COMMODITIES: Expendable items used by op‐ erating or construction activities. Examples in‐ clude office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. EXPENDITURE: This term refers to the outflow of funds paid for an asset obtained or goods and ser‐ vices obtained. 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 approve a four‐year expenditure limit based on revenues re‐ ceived. COMMUNITY FACILITIES DISTRICT (CFD): A separate entity established by a local government agency which allows for financing of public im‐ provements and services. CONTINGENCY FUND: A budgetary reserve set aside for emergency or unanticipated expenditures and/or revenue shortfalls. The City Council must approve all contingency expenditures. 424 FY 2013 Program Budget Appendix 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, buildings, ma‐ chinery, furniture and other equipment. GENERAL OBLIGATION BONDS: Bonds that finance a variety of public projects such as streets, buildings, and improvements. The repayment of these bonds is usually made from secondary prop‐ erty 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 di‐ rection and guidance on development decisions 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 spe‐ cific purpose. The City of Peoria, in general, has six types of funds: 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. General Fund: A general purpose fund supported by taxes, fees, and other non‐enterprise revenues. Enterprise Funds: Designed to be self‐sustaining through fees collected, e.g. Water, Solid Waste, etc. GRANT: A contribution by the state or federal government or other agency to support a particular function such as special community programs and community development. Special Revenue Funds: Supported through grants, or in the case of the Streets Fund which is sup‐ ported through Highway User Revenues. IMPACT FEES: The fees charged to offset the cost of city improvements that are required due to growth‐related development. Internal Service Funds: Used for tracking charges for services paid by City departments to the service providing department such as Fleet Services. IMPROVEMENT DISTRICTS: A legal district formed when certain property owners will benefit more than the general public from a project or an improvement to the area. A majority of the prop‐ erty owners within the proposed Improvement District must approve the formation of the district and the amount of indebtedness. Bond Funds: Primarily used for Capital Projects. Debt Service Fund: Primarily used to track princi‐ pal 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 represents the sum of unanticipated or over realized revenues and unspent appropriations or reserves at the end of the year. INTERNAL SERVICE FUNDS: A group of funds that account for services provided to other divi‐ sions and departments within the City govern‐ ment. 425 FY 2013 Program Budget Appendix MARGIN OF SAFETY: The difference between the expected (or actual) sales level and the break‐ even sales level. within the City limits. In Arizona the tax system is divided into two separate types: Primary Property Tax: The tax levied by an Ari‐ zona municipality for the purpose of funding the everyday operations and maintenance. MUNICIPAL DEVELOPMENT AUTHORITY: A corporation which issues bonds for city approved projects to which the city pays the annual debt ser‐ vice under a lease‐purchase or loan agreement. Secondary Property Tax: The tax levied by an Ari‐ zona municipality for the purpose of funding the repayment of its General Obligation Bond indebt‐ edness. OBJECTIVES: A statement of specific measurable outcomes which contribute toward accomplishing the departmental goal. PROPERTY TAX LEVY: The total amount that can be raised by general property taxes for the pur‐ poses specified in the Tax Levy Ordinance. OPERATING BUDGET: A budget for the day to day costs (salaries, utilities, supplies, operating capital, etc.) of delivering City services. PROPERTY TAX RATE: The amount of tax stated in terms of a unit of the tax base expressed as dol‐ lars per $100 of assessed valuation OPERATIONAL IMPACTS: The expenses associ‐ ated to a project that will continue on an ongoing basis after the project is complete. REVENUE: The income of a government from all sources appropriated for the payment of the public expenses. PAY AS YOU GO CAPITAL: Funding of a capital project with existing cash reserves or with reve‐ nues that will be recognized the same year as the project is undertaken. REVISED SERVICE LEVEL: Reflects budgetary requirements needed to increase or decrease ser‐ vice levels, implement or eliminate new programs or activities. PERFORMANCE MANAGEMENT: A results‐ oriented system that allows local governments to: set appropriate targets and assess whether they are being met; distinguish success from failure; high‐ light accomplishments; and demonstrate results to win support. 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. 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 re‐ ferred to as a division. STANDARDS: The measures which serve as benchmarks to assess how well programs are oper‐ ating. PROPERTY TAX: The total property tax levied by a municipality on the assessed value of all property 426 STATE‐SHARED REVENUES: The portion of revenues collected by the State of Arizona that are FY 2013 Program Budget Appendix allocated to cities and towns based primarily on U.S. Census population figures. USER CHARGES: The fee charged for the direct receipt of a public service to the party or parties who benefit from the service. TRANSFER: An interfund transaction, whereby one fund makes a contribution or donation to an‐ other fund for various purposes. WORKING CAPITAL: A financial metric which represents the amount of day‐by‐day operating liquidity available. Also known as operating capi‐ tal, it is calculated as current assets minus current liabilities. 427 FY 2013 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 Municipal Office Complex 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 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 428 FY 2013 Program Budget Appendix Acknowledgements The development of the FY 2013 budget was a considerable undertaking. As we begin to see moderate im‐ provements in the national and local economy, funding operational needs remains a challenge. Respond‐ ing to these challenges required teamwork and collaboration, solid communication and a continued com‐ mitment to act in the best interests of our residents, businesses, partners and employees. I would like to personally thank those individuals that helped to make this budget a reality. The preparation of the budget is a year‐long process, involving numerous stakeholders, operational insight, and financial expertise. All along, the staff of the Management and Budget Department showed incredible commitment and support to the organization as a whole. Katie Gregory, who served as the Interim Man‐ agement and Budget Director, provided exceptional leadership in working with the Executive Team and department heads to tackle important budget related policy issues. Barry Houg, Budget Coordinator, guided the budget process by managing assignments, maintaining numerous automated systems, and spearheading the financial analysis and forecasting efforts. Alex Munro, Senior Budget Analyst, served as the operating budget lead, offering departmental support and undertaking several important research ini‐ tiatives. Peter Christensen, Senior Budget Analyst, performed exceptionally well in managing the City’s substantial Capital Improvement Program. Howell Lindsay, Rate Analyst, along with the City’s Public Works‐Utilities Department, worked collaboratively to develop a water and wastewater rate structure that met the financial and operational goals of the City in the most efficient and effective way. 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. I would like to personally thank the City Manager, Carl Swenson, for his thoughtful leadership and contin‐ ued guidance over the past year. Special recognition also goes to Deputy City Managers Susan Thorpe and Susan Daluddung, for their continued stewardship during this budget process. Also, thanks to our Interim Human Resources Director, Claudia Lujan, Chief Financial Officer, Brent Mattingly, and Public Works‐ Utilities Director, Bill Mattingly, and the rest of the Utilities staff for their contributions. Likewise, all the department directors, cost center managers and department budget experts who have played key roles in developing a balanced spending plan for the upcoming year. Kent Meredith, Dan Leahy, Jeanine Jones, Christen Wilcox, Dawn Jenkins, Debbie Card 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 a spending plan that continues to provide residents with excellent quality of life and top notch services. Katie Gregory Management and Budget Director 429 430 City of Peoria OFFICE OF MANAGEMENT AND BUDGET 8401 West Monroe Street, Peoria, Arizona 85345 www.peoriaaz.gov