City of Peoria Annual Program Budget Fiscal Year 2014 Fiscal Year 2014 Total Budget $468,000,000 Operations $229,245,444 Contingency $42,450,000 Enterprise Funds $50,351,699 Internal Service Funds $41,539,948 Trust & Agency Funds $30,600 Streets Water $119,476,344 $9,672,000 $20,778,797 Fleet Maintenance $5,239,641 Fireman’s Pension $30,600 Half Cent Wastewater $1,689,116 Transp. Sales Tax Funds $142,424 Other Reserve $36,221 General Funds Special Revenue $121,201,681 $16,121,516 General Fund General Funds $20,500,000 $10,421,199 Fleet Reserve $2,117,096 Special Revenue $8,550,000 Public Housing $327,871 Solid Waste Residential $8,517,046 Insurance Reserve $18,624,677 Enterprise Fund $7,900,000 Home & Housing Grants Solid Waste Commercial $2,330,043 Facilities Maintenance $5,869,887 Internal Service Funds $4,500,000 $1,104,216 Stadium Ops. & Maint. $4,598,905 IT Operations $8,437,813 Capital Projects $1,000,000 Attorney Grants $17,591 Enterprise Reserves $3,605,709 IT Reserve $426,015 Public Safety Grants $646,195 Enterprise Expansion $100,000 IT Projects $824,819 $671,547 Transit Other Grants $3,018,225 Community Serv. Grants $521,447 i Capital Projects $154,108,182 Long-Term Debt $42,196,374 $5,450,701 Special Revenue Funds $46,932,205 Enterprise Funds $25,732,477 Capital Project Funds $75,087,899 Internal Service Funds $904,900 General Funds Half Cent Wastewater General Fund Streets Water GO Bonds IT Reserve $1,336,000 $7,321,497 $1,646,450 $3,733,468 $9,072,996 $29,657,195 $904,900 Water Debt Service GO Bonds $15,634,408 Half Cent Sales Tax Fund Water Expansion $9,489,488 MDA Bonds $1,810,680 Transp. Sales Tax Funds $23,761,595 Development Fee Funds $3,809,501 MDA Bonds $7,638,644 Other Reserve Funds $1,993,571 Development Fee Funds $19,437,142 Wastewater Streets $3,862,653 $7,839,216 Improvement Districts $475,600 Water Expansion $211,953 Wastewater Expansion $3,307,340 Outside Source Fund $3,595,385 $5,307,251 Wastewater Expansion $461,520 ii $33,996,103 City of Peoria FY 2014 Annual Program Budget Table of Contents Table of Contents Financial Organization Chart i Introduction Key City Leaders 1 Core Values 2 Council District Map 3 Organizational Chart 4 Introduction 5 Statistical Data 10 Document Guide 16 Distinguished Budget Presentation Award 18 Budget Message City Manager Budget Message 19 Long-Range Forecast Financial Policies 25 Long-Range Forecast 29 Budget Summary Budget Process Overview 35 Budget Objectives 36 Budget Review 36 Budget Adoption 36 State Law 37 Budget Amendment Policy 37 Budget Basis 37 Performance Management 38 City of Peoria FY 2014 Annual Program Budget Table of Contents Budget Summary 39 Financial Reserves 40 Operating Budget 44 Grant Funds 47 Internal Service Funds 48 Debt Service 50 Debt Management 52 Revenue Summary Revenue Summary 57 City Sales Tax Revenue 59 Property Tax Revenue 60 State-Shared Revenue 61 Highway User Revenue (HURF) 62 License and Permit Revenue 63 Water Utility Revenue 64 Wastewater Utility Revenue 65 Solid Waste Fund Revenue 66 Programs Why Measure Performance? 67 Strategic Approach 68 Council Policy Goals 68 Cascading Measures 70 Vital Stats 72 Mayor and Council 74 City Manager 77 City Attorney 81 City Clerk 87 Community Services 91 Economic Development Services 108 Engineering 115 Finance and Budget 120 Fire Department 134 City of Peoria FY 2014 Annual Program Budget Table of Contents Governmental Affairs and Council Office 141 Human Resources 146 Information Technology 152 Municipal Court 159 Office of Communications 163 Planning and Community Development 169 Police Department 177 Public Works-Utilities 189 Capital Projects Introduction 215 Policies 216 CIP Development Process 216 Project Programming 217 Operating Budget Impact 220 Financing the CIP 222 CIP Summary by Funding Source 231 Drainage 232 Economic Development 238 Operational Facilities 245 Parks, Trails, Open Space, and Libraries 261 Public Safety 278 Streets and Traffic Control 283 Wastewater 306 Water 320 Schedules Schedule Descriptions 341 Schedule 1 – All Funds Summary 342 Schedule 2 – All Funds Revenue 344 Schedule 3 – All Funds Operating Expenditures 360 Schedule 4 – Transfers 372 Schedule 5 – Tax Levy and Tax Rate Information 374 Schedule 6 – Personnel Summary by Department 375 City of Peoria FY 2014 Annual Program Budget Table of Contents Schedule 7 – Authorized Personnal by Department 376 Schedule 8 – Debt Service 396 Schedule 9 – Summary of Operating Capital 398 Schedule 10 – Capital Improvement Budget 402 Schedule 11 – Summary of Supplementals 415 Schedule 12 – Summary of Improvement District Revenues 423 Schedule 13 – Sources and Uses 424 Schedule 14 – State of AZ Auditor General Schedule A 425 Schedule 15 – State of AZ Auditor General Schedule B 426 Schedule 16 – State of AZ Auditor General Schedule C 427 Schedule 17 – State of AZ Auditor General Schedule D 430 Schedule 18 - State of AZ Auditor General Schedule E 432 Schedule 19 - State of AZ Auditor General Schedule F 434 Schedule 20 – State of AZ Auditor General Schedule G 436 Appendix Budget Adoption Resolution 437 Glossary of Terms 439 Acronyms 443 Acknowledgements 444 City of Peoria FY 2014 Annual Program Budget City of Peoria Annual Program Budget Fiscal Year 2014 Bob Barrett Mayor Ron Aames Councilmember Carlo Leone Councilmember Cathy Carlat John Edwards Bill Patena Tony Rivero Councilmember Councilmember Councilmember Vice-Mayor Carl Swenson City Manager Susan J. Daluddung, Deputy City Manager Jeff Tyne, Deputy City Manager George Anagnost John Schell Municipal Judge Governmental Affairs Director Stephen M. Kemp Bobby Ruiz City Attorney Fire Chief John Sefton Roy Minter Community Services Director Police Chief Andrew Granger Rhonda Geriminsky Engineering Director City Clerk Julie Ayers Brent Mattingly Human Resources Director Finance Director John Imig Information Technology Director Bo Larsen Public Information Director Bill Mattingly Public Works/Utility Operations Director Scott Whyte Economic Development Services Director 1 Chris Jacques Planning and Community Development Director City of Peoria Core Values P “The City of Peoria team members share a commitment to provide quality service for our community.” Professional E 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 O 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 R 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 I 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 A 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 Lake Pleasant Mayor Bob Barrett Vice Mayor Tony Rivero Acacia District Mesquite Carefree Hwy 67th Ave. Councilmember Ron Aames Palo Verde District Pinnacle Peak Rd. Willow Councilmember Bill Patena Ironwood District Ironwood Bell Rd. Councilmember Carlo Leone Pine District Palo Verde Peoria Ave. 115th Ave. Councilmember Jon Edwards Willow District 3 Pine Acacia Northern Ave. 67th Ave. Councilmember Cathy Carlat Mesquite District City of Peoria Organizational Chart Peoria Citizens Citizens Advisory Boards and Commissions Mayor and City Council Municipal Court City Manager Intergovernmental Affairs Assistant to the City Manager Human Resources Deputy City Manager City Attorney Office of Communications Deputy City Manager Public WorksUtilities Public WorksUtilities Planning and Community Development Economic Development Services Police Fire Engineering City Clerk Community Services 4 Information Technology City of Peoria FY 2014 Annual Program Budget Introduction Introduction The City of Peoria is committed to promoting an excellent quality of life for our residents. To do so, we continue to look to engage the citizens in our neighborhoods and ultimately our entire community. The FY 2014 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. A Glimpse of History 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 $294,696. 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. 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 Early Peoria lines, these settlers developed a Pioneers thriving agricultural community. When Peoria was incorporated in 1954, the city consisted of just 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 Peoria’s land area to the 180 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. 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 2014 is more than 160,000. Climate 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. 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, wellplanned neighborhoods and unlimited recreational and cultural opportunities makes Peoria a prosperous 5 City of Peoria FY 2014 Annual Program Budget Introduction Amenities recreation center. In response to the increased demand for large, multi-use parks, Pioneer Community Park will feature a variety of amenities such as an urban fishing lake, lighted six-diamond softball complex, four multi-use lighted fields, dog park, splash pad, playground equipment, and ramadas, all of which will continue to expand the recreational opportunities for our citizens. 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 newly-renovated 26,000 square foot Community Center, Women’s Club, three outdoor swimming pools, 33 neighborhood parks (including three with dog-friendly areas), private golf courses, walking trails, mountain hiking trails, Rio Vista Recreation Center and Community Park, and opening in Fall 2013, the 84-acre Pioneer Community Park. The city also operates the Main Library and Sunrise Mountain Library, which are valuable assets 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 coordinates numerous programs, activities and events that include aquatics, AM/PM (before and after-school child care), Summer Recreation, Tiny Tots, Summer Camp, Little Learners, Youth and Adult Sports, Senior programs, Adaptive Recreation programs, Outdoor Recreation, Teen programs, Special Interest Classes and Special Events (July 4th, Halloween, Easter, etc.). The City operates the Rio Vista Recreation Center which offers two full-size courts, two racquetball courts, classrooms, a large multi-purpose room, climbing wall, gaming room, indoor walking track, fitness area and much more. The renovated Community Center has a game room, fitness room, two large multi-purpose rooms and five classrooms. The City operates Centennial Pool, Sunrise Pool, and Peoria Pool, which are all located on high school campuses. The pools include such amenities as a zero-depth entry for children, water slides, diving boards and competitive racing lanes. There are 33 neighborhood parks with assorted amenities that may include any or all of the following: lighted walking/jogging paths, basketball courts, volleyball courts, tennis courts, shaded playgrounds, turf areas, ramadas and more. 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 10,000acre lake is an ideal destination for boating, fishing and water sports enthusiasts. Rio Vista Park 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 Lake Pleasant 6 City of Peoria FY 2014 Annual Program Budget Introduction City Services Cultural activities, including symphonies, theatres, art galleries and museums can be found throughout the Valley of the Sun. Two community theaters are located within Peoria. 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, a readers’ theater program and special events. The Arizona Broadway Theater is a professional dinner theater, offering live musicals and shows. It showcases locally and nationally acclaimed artists onstage and behind the scenes. In addition, the art gallery within Peoria City Hall offers citizens another opportunity to experience the arts with varied exhibits that rotate on a regular basis. Peoria’s excellent police and fire departments make the city one of the safest in Arizona. The Peoria 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. The Peoria Fire Department operates eight stations throughout the city, including a station at Lake Pleasant. The department provides paramedic-level emergency medical care, fire suppression, hazardous materials response and mitigation, technical rescue, fire inspection/investigation, fire-related public education, and emergency management services, all delivered by the men and women of the Peoria Fire Department, and in cooperation with our local, regional and statewide partners. City Government Utilities provided by the city include water, wastewater and solid waste 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 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. 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. 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. Listed in this section are the top 10 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 1,304 full-time employees. Also Peoria City Hall 7 City of Peoria FY 2014 Annual Program Budget Introduction 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 Peoria Sports Complex is undergoing a major renovation that will take two years to complete; however, there will be no interruption to the 2014 Spring Training season. represented are construction and contractors, general retail services and manufacturing. Peoria is a highly accessible location, boasting very accessible transportation infrastructure and services that support current economic development, and planning that supports future development. The city is bisected by four state highways, with convenient access to Interstates 10 and 17 which provide access within seven hours to multiple large and mid-sized metropolitan areas in the Southwest, California, Texas, the Mountain States, and Mexico. The Challenger Space Center Arizona 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 nonprofit education center serves 50,000 visitors annually, including 30,000 students, Kindergarten through 8th grade. Interactive experiences promote child-led learning, and the Center encourages interest in science, technology, engineering and math subjects and careers and helps students develop the criticalthinking and problem-solving skills needed to survive in the 21st century. The Loop 303, connecting I-10 to I-17, opened in May 2011, providing unparalleled access to the northwest Phoenix metropolitan area. This freeway runs seven miles through Peoria’s northern region, opening up the pristine landscape for commercial development as high wage employment. Peoria’s Quality of Life The quality of life in Peoria is one of the highest in Arizona, ranking the city among the top 100 places to live according to Money magazine. According to the results of a new survey conducted by the city, nearly every resident (93%) rated the overall quality of life in Peoria as either “excellent” or “good,” and 98% of the residents would recommend living in Peoria to someone who asks, which is much higher than comparable cities. Peoria has a lot to offer: Challenger Space Center Arizona The City of Peoria offers classes for those interested in gaining in-depth knowledge of how the city operates. Through the “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. Getting autographs at a Spring Training game 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 8 City of Peoria FY 2014 Annual Program Budget Introduction Education Sustainability is at the forefront of everything we do. “Sustainable U” is an educational program offered to City of Peoria residents to learn practical ways to preserve and enhance the natural environment through water conservation, recycling, composting and energy efficiency, just to name a few. By making small changes we can make a big impact. Peoria’s educational system is top-notch at all levels. Peoria Unified School District serves most of the city of Peoria. The third largest school district in Arizona serving nearly 36,000 students, PUSD consistently beats state and county test scores. It received Gold Medal recognition and was rated in the top 17 percent of the 1,500 top-ranking school districts nationwide by Expansion Magazine. A small number of Peoria schools are part of the Deer Valley Unified School District, which is one of the top districts in Arizona with an A rating. DVUSD prides itself in providing a variety of programs designed to make its students college- and career-ready. 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 13 of the 18 miles of multiuse trail along the New River corridor have been completed to date. Peoria is the newest location for a BASIS charter school, a premier school that has been recognized as a top 10 school in the nation by Businessweek, Newsweek, US News and World Report, and the Washington Post. BASIS was created as a college preparatory school that would educate American students at the same level as their international peers in top-performing countries such as Finland, Canada, and Japan. The Northwest Valley offers a plethora of opportunities for higher education. ASU’s West Campus, the Thunderbird School of Global Management, Midwestern University, and Trine University provide the spectrum of education and training from international business to osteopathic medicine to engineering technology. Higher education is also the top priority for the City of Peoria and the city is currently engaged with a university recruiter to help secure higher education expansions of residential universities. Wildflowers create a beatiful border along a mountain hiking trail. 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. 9 City of Peoria FY 2014 Annual Program Budget Introduction Peoria’s Top 10 Private Employers Business Name Product/Service Estimated # Employees* Younger Brothers Freedom Plaza Properties Immanuel Care Campus Antigua Northern Pipeline OakCraft Forum at Desert Harbor Sun Grove Village Care Center Good Shepherd Care Center Arizona Retirement Centers Construction Health Care Health Care Retail / Manufacturing Manufacturing Manufacturing Health Care Health Care Health Care Health Care 503~10~75 460~59~8 340~0~0 287~10~0 284~0~0 253~2~10 170~0~0 120~0~0 117~40~6 97~65~12 *Full-time~Part-time~Contract Vistancia is a master-planned community in northern Peoria. 10 City of Peoria FY 2014 Annual Program Budget Introduction Form of Government: Council-Manager Date of Incorporation: June 6, 1954 Peoria at a Glance Fire Protection Peoria Unified School District Number of Stations ....................................................8 Number of Employees ........................................168.5 Avg. Response Time (minutes) ............................5.08 Number of Incidents: Emergency Medical Support ............................ 15,443 Fire Calls ............................................................1,713 Miscellaneous ........................................................930 Number of Schools Elementary Schools (grades K-8) ........................... 32 High Schools (grades 9-12) ...................................... 7 Number of Students Elementary ....................................................... 23,400 High School ..................................................... 12,275 Police Protection Annexed Area in Peoria (sq mile) Number of Employees Sworn.....................................................................187 Non-Sworn ............................................................102 Priority 1 Response Time (minutes) .....................6.05 Number of calls answered .............................. 264,266 City Employees (as of July 1, 2013) Full-time ....................................................... 1,072.25 Part-time FTE’s ................................................. 25.81 Total authorized FTE’s ................................. 1,098.06 Recreation Neighborhood Parks ................................................ 33 Miles of Trails ......................................................... 25 Playgrounds ............................................................. 50 Ramadas .................................................................. 98 Tennis Courts .......................................................... 27 Basketball Courts .................................................... 45 Multi-purpose Fields ............................................... 35 Swimming Pools ....................................................... 3 Volleyball Courts .................................................... 12 Sports Complex ......................................................... 1 Community Lake ....................................................... 1 Urban Lake ................................................................ 1 Skate Park.................................................................. 1 1954 - 1 sq mile 1990 - 63 sq miles 2011 - 179 sq miles County Islands 1965……….2.5 1975……….7.0 1980…..….23.0 1985……...30.8 1990……...63.0 11 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2014 Annual Program Budget Introduction Streets and Utilities Utilities Streets Number of active customers Water…..………………………………………….48,509 Wastewater………………………..…………………51,527 Solid Waste…………………….…………….……49,506 Water Data: (1,000’s gal) Annual household consumption……………….8,448,795 Avg. gal/household/month…………….………..…13,827 Avg. gal/household/year………………..………...166,070 Number of active wells in system………….….………32 Available storage capacity…………………..40 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………………………………….0.918 bil gal Jomax Plant………………………………….…..0.162 bil gal Butler Plant……………………………………...2.527 bil gal Solid Waste: Residential tonnage processed………………..….46,299 Commercial tonnage processed………………….19,700 Recycle tonnage processed………………….……15,715 Total tonnage processed………………….…..…..81,714 Lane miles of streets maintained - 590 Arterial (paved)……………………….….……412 Collectors (paved)…………………………….219 Local (paved)…………….………………...…..815 Unpaved………………………..…………………1 Streetlights………………….………………14,333 The next generation of our workforce 12 City of Peoria FY 2014 Annual Program Budget Introduction Election Statistics Date Type of Election Registered Voters Votes Cast May 17, 2005 Special 65,998 9,704 14.70% November 8, 2005 Special (Mail) 64,018 13,417 20.96% September 13, 2005 Special 66,276 7,299 11.01% November 7, 2006 General 63,544 38,539 60.65% September 12, 2006 Primary 62,328 15,799 25.35% September 2, 2008 Primary 70,987 15,595 21.68% November 4, 2008 Special Bond/Acacia Recall 76,323 61,595 81.17% August 24, 2010 Primary 83,247 24,331 29.23% November 2, 2010 General/Acacia Runoff 7,595 3,202 42.16% August 28, 2012 Primary 85,592 20,319 23.74% November 6, 2012 General/District Runoff 29,447 24,082 81.74% 13 % of Registered Voters Voting City of Peoria FY 2014 Annual Program Budget Introduction Demographics Population Income 175,000 154,065 150,000 160,000 $80,000 139,047 125,000 $74,985 $70,000 $60,000 108,364 $50,000 $50,000 100,000 $40,000 74,565 75,000 $35,000 50,618 $20,000 $20,000 50,000 27,568 25,000 4,792 1965 1970 $14,000 $10,000 12,351 3,802 $31,513 $30,000 $0 1990 0 1980 1985 1990 1995 2000 2005 2010 2014 2000 Median Household Income Housing Units in Peoria 2010 Per Capital Income Family Household Size 2010 50,000 Total Households = 57,457 Avg. Household Size = 2.66 Total Families = 40,617 Avg. Family Size = 3.15 20,000 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 6-Person Households 21,697 20,000 Population 16+: 83,478 Unemployment Rate: 5.9% 14,553 15,000 35,072 42,379 40,000 10,000 25,899 30,000 10,214 8,679 6,342 5,000 13,725 14 Construction, Extraction & Maint. Females Sales & Office Not in Labor Force Service Mgmt., Business & Finance In Armed Forces Professional & Related Males Civilian Unemployed 25 Civilian Employed 279 1,291 1,350 0 5,207 67 0 10,000 Farming, Fishing & Forestry 20,000 Total 7+ Person Households Production,Transport & Mat'l Moving 57,734 50,000 5-Person Households 25,000 62,287 60,000 4-Person Households Occupations 2009 Labor Force Statistics 70,000 1,012 0 City of Peoria FY 2014 Annual Program Budget Introduction Getting to Work Travel Time to Work 50,000 40,000 41,153 40,000 30,302 30,000 Total Worker Base = 51,185 Average All Workers = 29.2 minutes 30,000 20,000 20,000 11,465 10,000 500,000,000 6,000 $4,000,000,000 FY 2006 Number of Permits Issued FY 2008 FY 2010 $2,961,356,284 Value of Permits Issued $2,818,223,271 $0 - $2,742,233,038 1,000 $2,929,884,576 $1,000,000,000 2,000 $3,313,302,079 $2,000,000,000 3,000 $3,510,492,251 4,000 300,000,000 $3,314,914,463 $3,000,000,000 5,000 - Work at Home Work at Home 7,000 100,000,000 60 min. or more Gross Sales 600,000,000 200,000,000 1,484 0 Building Permits Issued 400,000,000 4,300 3,634 717 36-59 min. 1,484 9 min. or less 410 Other Means 205 Walk Carpool Drive Alone 0 Public Transportation 7,217 10-35 min. 10,000 FY 2012 The City of Peoria collects approximately 2% of the gross taxable sales. 15 City of Peoria FY 2014 Annual 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 2013 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 2014 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. 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. 16 City of Peoria FY 2014 Annual Program Budget Introduction 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. A large crowd of baseball fans enjoy a Spring Training game on a beautiful day at the Peoria Sports Complex. 17 City of Peoria FY 2014 Annual Program Budget Introduction The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Peoria, Arizona for its annual budget for the fiscal year beginning July 1, 2012. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 18 City of Peoria FY 2014 Annual Program Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2014 Mayor Barrett and Members of the Peoria City Council, I am pleased to provide you with a recommended FY 2014 Annual Budget and 10‐Year Capital Improvement Program for the City of Peoria. These spending plans reflect our commitment to provide balanced services and amenities to our residents, while preserving our organization’s long‐term financial viability. As the city continues to manage through a muted economic recovery, we are beginning to see signs of modest improvement to our five-year revenue picture. However, revenues are just keeping up with known costs, and restrict our ability to support additional commitments in the upcoming year. The recommended budget continues to “hold the line” in department budgets, yet can address core services and maintain levels of service our residents have come to expect. This balanced and strategic approach results in a spending plan that adapts to the changing needs of our community, without compromising our financial future. BUDGET APPROACH Setting long-term priorities for the City is one of the most important responsibilities for Peoria’s elected officials. This past March, the City Council re-affirmed their 24‐month policy goals. These policy statements set the direction for the organization, and act as a touchstone for making financial and operational decisions to achieve 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 Over the past few months, staff has provided Council with information briefings regarding significant policy issues. This includes discussions on economic development initiatives, and service discussions in anticipation of planned growth in Peoria. The recommended budget includes appropriate funding to begin addressing these new demands in a thoughtful and strategic manner, without disrupting our traditional existing services. Each year, as part of the City’s strategic budgeting approach, department directors engage their employees to discuss trends, options, and opportunities for addressing citizen needs. Part of this includes an analysis to determine the true cost of the services they provide. This information is included in the City Council budget workbooks at the beginning of each department section. Using this same information, Department directors then align their work plans with council’s policy goals and submit associated budget requests to achieve desired performance outcomes. 19 City of Peoria FY 2014 Annual Program Budget City Manager Budget Message The result is that the FY2014 recommended budget does not require notable spending reductions; but rather includes very modest additions to ensure service levels are maintained in our programs and activities. Also, the plan strives to maintain or replace existing assets as needed. Lastly, the city’s energetic economic development efforts continue to be funded in a manner that produces beneficial results. In seeking these pursuits, a special focus was placed to ensure that services and amenities are well balanced and distributed throughout the community. PEORIA’S FISCAL POSITION The city’s revenue stream is largely influenced by overall economic conditions. The gradual national recovery that began unevenly in 2010 has continued at a very modest pace, hampered at times by nagging unemployment, federal policy indecision and European currency issues. There are, however, encouraging bright spots at both the national and state level, such as 1) improving home resale values; 2) modest improvements in job growth at the national level and slightly improved growth at the state level; 3) healthy gains in stock market indices, returning some lost wealth during the recession, and 4) improving purchases of big ticket items like automobiles that reflect a willingness on the part of consumers to spend again. Locally improving consumer confidence has manifested itself in slightly higher-than-anticipated city sales tax collections during FY2013. We expect actual sales tax revenues for this fiscal year to exceed projections by almost 4 percent, with stronger performance in the retail (especially auto sales), restaurants and bars, and construction categories. For FY2014, we are forecasting roughly two percent (2%) growth in city sales tax revenues. Property tax collections continue to be 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 FY2014. Recent information from the County Assessor’s Office projects a 7.2% decline in the city’s assessed valuation in FY2014. We expect property tax collections to start increasing in FY 2015 and continue to increase in subsequent years. The FY 2014 budget, therefore, employs modest assumptions of growth that reflect a steady but muted outlook. The budget assumes marginal increases in economic activity during this period. In addition, the budget conforms to national expectations that the economic recovery will continue. 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 2014 recommended budget assumes no increase to property tax rates for the upcoming year. Likewise, the city sales tax rate remains at 1.8 percent. In FY 2013, the city was able to reduce the residential solid waste rate by 13%. And going forward, no rate adjustments are anticipated in the near future. Water, Wastewater and Commercial solid waste rates are recommended to remain unchanged in the proposed budget. Overall, Peoria residents continue to enjoy comparatively low utility rates among Valley cities. 20 City of Peoria FY 2014 Annual Program Budget City Manager 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 2014, this analysis resulted in adjustments to a small number of recreation fees to help recover the full cost of these services per council policy. 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. As a result, the budget remains compliant with the City’s stated Principles. BUDGET PRIORITIES The city’s top priority is to preserve and enhance the high quality of life Peoria residents have come to expect. The FY 2014 budget provides the financial resources necessary to meet these expectations. One of the keys to any community’s quality of life is to develop a vibrant and diversified economic base, with both a qualified workforce and quality jobs. As such, investments have been recognized toward a number of economic development initiatives and projects. An example of this investment was highlighted this last October, when Trine University announced that it will establish a branch campus in Peoria. The campus will offer undergraduate and graduate degrees in science, technology and engineering, and well as a variety of other programs that are in line with Peoria’s Higher Education Initiative. The P83 Entertainment District Improvements project represents a first step in a proposed 400,000 square foot mixed-use, redevelopment project to be built on the west parking lot of the sports complex. Planned improvements are designed to create a unique year-round, outdoor, family-oriented urban destination. The design of the first phase of this unique project is budgeted in FY2014. Public safety is a critical component to our residents’ quality of life. This budget underscores the city’s ongoing commitment to this important local responsibility. The budget maintains the number of sworn police and firefighter positions. Yet two important positions are recommended to help provide public safety support. With the planned opening of Pioneer Park, a Park Ranger will be added to ensure a public safety presence at the Park. In Fire, a Management Analyst position is recommended to provide needed analytical support to the Fire Chief and fire operations. Additionally, we have supported a number of one-time requests by both the Police and Fire departments. This helps the organization continue its emphasis on a 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, 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 17th year, offering support to individual property owners. 21 City of Peoria FY 2014 Annual Program Budget City Manager Budget Message New this year, a Human Services Coordinator position is recommended to evaluate the human and social service needs in our community and coordinate with service providers. There is a growing need to not only increase our collaboration and partnerships with our social service providers, but also provide a bridge for those in need of these services. 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. The planned opening of the City’s second Community Park, Pioneer Park, will add to the mix of recreation programs and opportunities available to our citizens. Finally, the recommended budget includes some available funding for modest wage increases for city employees. The city is currently working with our four labor groups to finalize their agreements. 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 CIP includes major investments in economic development, parks, roadways, public safety facilities, and water and sewer infrastructure. This includes funding for the construction of several major projects already underway, including Pioneer Community Park, renovations to the team clubhouses at the Peoria Sports Complex, and the widening and reconstruction of Lake Pleasant Parkway from Westwing Parkway to the Loop 303. All three of these projects are on track to be completed in FY 2014. The city continues to improve Peoria’s transportation system. Aside from the Lake Pleasant Parkway, we are set to begin construction this summer of the Agua Fria Truck Road Reliever, a $10.5 million roadway that will reduce truck traffic on Beardsley Road. Maricopa County is moving forward with its extension of Deer Valley Road over the Agua Fria River, and we are already working on a project to mitigate the impacts of increased traffic on our residents in that area. We are putting the finishing touches on the widening of 83rd Avenue on the city’s southern boundary, and we are in the design phase of a similar project one mile to the east on 91st Avenue. Soon we will begin design of the half-street improvements to 103rd Avenue between Olive and Northern and two federally funded intersection widening projects on 75th Avenue—one at Peoria Avenue and the other at Cactus Road. Perhaps the most exciting development in our capital program is the addition of a project to build the first phase of a community park in northern Peoria. This area is in need of lighted sports fields and other recreational amenities, and this project will address these deficiencies with amenities like the ones we are now building at Pioneer Community Park. Other parks and trails projects planned for the next year or two include the Camino a Lago Neighborhood Park, the 99th and Olive Trailhead, and various New River Trail connections. Economic development has become a significant category within the capital program. This year we have added to the program the first phase of our P83 Entertainment District Improvements, as well as a project to build a parking structure as part of the redevelopment of the parking lot west of the Peoria Sports Complex. For FY 2014, we have funding to build El Mirage Road from its existing terminus at Vistancia Boulevard to Lone Mountain 22 City of Peoria FY 2014 Annual Program Budget City Manager Budget Message Parkway as a means to help jump-start development of this key investment zone. The CIP also includes funding required to meet requirements of the city’s agreements with BioAccel, Maxwell Technologies, and Trine University. While supporting these higher profile new improvements, the program recognizes efforts to maintain existing city assets. The capital plan includes numerous 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. Examples include our IT network infrastructure projects, replacement of water slides at our swimming pools, rehabilitation of trunk sewer lines, and maintenance of our roadways. CONCLUSION In summary, the proposed budget totals $468 million, which represents a 1.06 percent decrease over the prior year. The budget for the general fund, the city’s primary operating fund, is $119.5 million—a 6.5 percent increase. The $154 million capital budget for FY 2014 represents a 9.6 percent decrease over the FY 2013 plan, while the 10‐year capital improvement program totals $524.5 million, a 13.2 percent increase over last year’s program. Overall the outlook is continuing to improve. We’ve managed through the recession and our revenues are now growing, albeit slowly. I believe this budget underscores a commitment by all city departments to maintain service levels in our core services, 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 2014 budget a reality. Sincerely, Carl Swenson City Manager 23 City of Peoria FY 2014 Annual Program Budget 24 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast Long-Range Forecast The City has an important responsibility to its citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired by the 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.  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. Financial Policies 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. 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: Fund Balance Objectives  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. 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. 25 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast  Second Priority – Fund Balance. If used, funds must be approved by City Council and the City shall strive to restore this reserve the next fiscal year.  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.  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.  Half Cent Sales Tax reserve goal is 35% of the average actual revenues for preceding five 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. If used, funds must be approved by City Council and the City shall strive to restore this reserve within two fiscal years. 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:  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.  The debt service coverage ratio of 2.0 times the amount of the debt service payments, exclusive of expansion fee revenue. If used, funds must be approved by City Council and the City shall strive to restore this reserve within three fiscal years.  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 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.  The City will maintain a “Rate Stabilization Fund” in water and wastewater equal to 5% of the average actual revenues for the preceding three fiscal years. The Rate Stabilization Fund may be used to moderate significant rate increases. 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:  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.  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.  The City will maintain an “Asset Maintenance Fund” in water and wastewater with an upper goal of 2% of the enterprise fund infrastructure assets. 26 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast The Asset Maintenance Fund may be used to provide funding for the repair and maintenance of critical infrastructure. 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. 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. 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 transitrelated 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. 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 stopped the distribution of the LTAF funds in February 2010. The Transit fund is currently being subsidized by the Transportation Sales Tax fund. Replacement Funds. Provisions will be made in the annual operating budget for sufficient 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. 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. 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: 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. 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 27 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast Control Measures and Compliance Debt Management Policy 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 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.  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. 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.  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. Long-Term Debt  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 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 issuance of variable rate debt by the City will be subject to the most careful review, and will be issued only in a prudent and fiscally responsible manner.  The City shall comply with all state and federal regulations concerning financial management and reporting.  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. 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. 28 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast Long-Range Forecast According to the Government Finance Officers Association, there are four critical principles which overlay a good budget process:  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? 1. Establish broad goals to guide government decision making.  How will the City respond to adverse economic or emergency conditions? 2. Develop approaches to achieve goals. 3. Develop a budget consistent with approaches to achieve goals.  How do we deal with cost increases that exceed the rate of inflation? 4. Evaluate performance and make adjustments. These and other questions are incorporated into computer models, which in turn project financial trends for a five-year planning period. To properly apply these principles requires timely and accurate information regarding the expected conditions and events which can shape our community in the future. Study Approach and Assumptions After an extensive review of issues and events which impact our city, the Finance and Budget staff presented a “most likely” scenario to Council in January of 2013. Based on this information, Council utilized the results of the long-range forecast to develop guidelines for the FY 2014 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. 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. 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 needs. The Finance and Budget Department has compiled a set of cost and revenue-related assumptions for developing a financial forecast. These assumptions can strongly influence the results of the forecast model, and must be closely analyzed to ensure the accuracy of the study. Among the primary assumptions utilized in the forecast are economic growth rates, retail sales activity, state-shared revenues, census population, and residential development activity. To assist with this evaluation, the City of Peoria Finance 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: 29 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast Scope of Study Economic Outlook The FY 2014 Long-Range Financial Forecast includes a narrative discussion on the long-range models for each of the operating funds. Specifically, the Budget staff undertook extensive reviews of the following funds: 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. The gradual national recovery that began unevenly in 2010 has continued at a very modest pace, hampered at times by nagging unemployment, federal policy indecision and European currency issues. There are, however, encouraging bright spots at both the national and state level, such as 1) improving home resale values; 2) modest improvements in job growth at the national level and slightly improved growth at the state level; 3) healthy gains in stock market indices, returning some lost wealth during the recession, and 4) improving purchases of big ticket items like automobiles that reflect a willingness on the part of consumers to spend again. 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 FY 2013 to exceed original budget by almost 4 percent, with particularly strong performance in the retail (especially auto sales), restaurants and bars, and amusements categories. For FY 2014, we are forecasting a 2.2 percent growth over current estimates 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. Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. 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 2014. Recent information from the County Assessor’s Office shows a 7.2 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 start increasing in FY 2015 and to continue to increase in subsequent years. 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. 30 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast CIP operation and maintenance costs must compete with other requests for funding. For purposes of the five-year forecast, the Finance and Budget Department anticipates low inflation for the planning period. The study of all the indicators also reflects an 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. 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. Operational Impacts of Capital Plan 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. The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operating budget. Upon their completion, most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water and sewer service, and maintenance and repair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, milling, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as medians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. 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 reaches of the City’s planning area during the latter part of the forecast period. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the city can reasonably expect to recognize upon completion of the project. For example, membership fees from a new recreation center help to offset the increased operating costs. The net operating costs are included not only in the project request, but also in the long-range forecasts of the respective funds, to ensure that we properly account for operating budget impacts of all capital projects. The Community Development Department will continue the highly successful Neighborhood Grant Program, where neighborhood associations may receive funding for neighborhood improvements 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. Operating budget impact is a key criterion in deciding which projects to fund and when. If the city cannot afford the additional operations and maintenance costs of a project, the project will not be funded until those costs can be absorbed by the operating budget, regardless of the relative merits of the project. Departments must submit a supplemental request to obtain the additional budget needed to operate and maintain capital projects. Supplemental requests for 31 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast 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 two years; in addition, the final three 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. Streets Fund Projected Revenues & Expenditures $20,000,000 $14,548,133 $16,363,933 $14,260,878 $15,361,780 $13,905,715 $14,007,584 $13,666,406 $0 $13,343,925 $5,000,000 $13,731,806 $10,000,000 $14,776,698 $15,000,000 FY2014 FY2015 FY2016 FY2017 FY2018 Revenues Expenditures General Fund Sources and Uses $127,105,984 $123,155,075 $123,325,216 $119,379,331 $119,416,074 $115,705,587 $50,000,000 $115,705,587 $70,000,000 $111,745,469 $90,000,000 $111,745,469 $110,000,000 $127,372,912 $130,000,000 Water Fund. The City of Peoria provides water service to approximately 48,500 accounts within the city limits. All costs for water service are accounted for in the City’s Water Fund. The fund is responsible for capital facility needs, debt service payments and operating costs for water service-related activities. The water utility, as well as most City funds, was in a “hold the line” strategy for FY 2014. After the extensive review of the water rate structure and system in FY 2012, the City implemented the pricing structure to ensure equity among users and the City increased water user fees. For FY 2014, the City does not plan to adjust water user fees and will continue to meet the financial policies for cash reserves and debt coverage. The forecast shows necessary rate in-reases over the multi-year rate plan to meet the future operational and capital needs of the system. With these assumptions, the forecasts indicate the Water Fund will be financially selfsustaining into the future. FY2014 FY2015 FY2016 FY2017 FY2018 Sources (Including Savings & Offsets) Uses 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. The forecast shows expenditures greater than revenue throughout the planning period and this is due to “pay-as-you-go” capital projects funded through available fund balance. The Streets Fund ongoing expenditures are within the ongoing revenues and will remain financially independent throughout the planning period. 32 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast Water Fund Wastewater Fund Projected Revenues & Expenditures Projected Revenues & Expenditures $45,000,000 $20,590,141 $22,570,101 $18,753,364 $21,787,914 $20,054,282 $21,014,847 $5,000,000 $18,599,165 $10,000,000 $15,000,000 $17,504,693 $15,000,000 $20,321,214 $20,000,000 $19,500,618 $41,937,921 $42,840,921 $40,104,449 $41,023,126 $38,254,936 $39,070,153 $35,273,570 $36,660,307 $34,946,961 $25,000,000 $35,654,127 $35,000,000 $25,000,000 $5,000,000 $0 FY2014 FY2015 FY2016 FY2017 FY2018 Revenues Expenditures FY2014 FY2015 FY2016 FY2017 FY2018 Revenues Expenditures Commercial Solid Waste Fund. The Commercial Solid Waste operation offers both container and rolloff 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 does not plan to adjust rates to commercial service fees for FY 2014. However, future yearly increases are forecasted throughout the planning period to ensure the Commercial Solid Waste Fund will be financially self-sustaining into the future. Wastewater Fund. The City provides wastewater services to approximately 51,500 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. 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. Over the last two fiscal years the City increased wastewater user fees; however for FY 2014, the City does not plan to adjust wastewater user fees and will continue to meet the financial policies for cash reserves and debt coverage. In the following years, the forecast indicates minimal rate increases are necessary through FY 2018. With these assumptions, the forecasts indicate the Wastewater Fund will be financially self-sustaining into the future. Commercial Solid Waste Fund Projected Revenues & Expenditures $3,000,000 $2,523,776 $2,436,847 $2,474,797 $2,359,897 $2,380,383 $2,287,375 $2,508,533 $1,000,000 $2,232,795 $1,500,000 $2,319,800 $2,000,000 $2,739,684 $2,500,000 $500,000 $0 FY2014 FY2015 Revenues 33 FY2016 FY2017 Expenditures FY2018 City of Peoria FY 2014 Annual Program Budget Long-Range Forecast Residential Solid Waste Fund. The Residential Solid Waste operation provides trash collection, recycling, and loose trash pickup for approximately 50,000 residential accounts within the City. The City’s Residential Solid Waste operation is the sole provider of service for Peoria residents. After reducing residential service fees in FY 2013, the City does not plan to adjust rates to residential service fees for FY 2014 and will continue to support its operating costs and meet the City’s cash reserve targets. Forecasts indicate the Residential Solid Waste Fund will be financially self-sustaining into the future. 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 FY 2010 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 distribution 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. Residential Solid Waste Fund Projected Revenues & Expenditures Transit Fund $10,000,000 $9,112,414 $9,855,028 $8,912,419 $9,376,662 $8,707,709 $8,725,017 $8,530,882 $8,799,041 $3,000,000 $2,436,847 $2,474,797 $2,359,897 $2,380,383 Revenues $2,287,375 $1,000,000 $2,508,533 $1,500,000 FY2014 FY2015 FY2016 FY2017 FY2018 $2,232,795 $0 $2,319,800 $2,000,000 $2,000,000 $2,523,776 $2,500,000 $2,739,684 $4,000,000 $8,397,727 $6,000,000 $8,490,661 $8,000,000 Projected Revenues & Expenditures $500,000 Expenditures $0 FY2014 FY2015 Revenues 34 FY2016 FY2017 Expenditures FY2018 City of Peoria FY 2014 Annual Program Budget Budget Summary Budget Summary In February and March of 2013, 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 2012, 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 2014 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 longterm 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 2014. FY 2014 BUDGET CALENDAR Activity Date City Council Annual Workshop—Goals and Priorities Established Department Review Sessions with City Management November 18, 2012 January— March 2013 City Manager’s Recommended Budget March 19, 2013 Adopt Tentative Budget May 21, 2013 Hold Public Hearing on Budget and Property Tax Levy June 4, 2013 Adopt Final Budget June 4, 2013 Adopt Property Tax Levy June 18, 2013 35 City of Peoria FY 2014 Annual Program Budget Budget Summary Budget Objectives 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. For FY 2014, 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. Budget Review 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. 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 2013. 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 April 3rd through April 12th. Upon Council’s revisions to the manager’s recommended budget, the Management and Budget Department then finalized the proposed tentative budget. 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. Budget Adoption After the initial study sessions, the proposed budget was presented to Council for tentative adoption on May 21, 2013. 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 2014 final budget was adopted on June 4, 2013 and the property tax levy on June 18, 2013. 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 36 City of Peoria FY 2014 Annual Program Budget Budget Summary State Law The maximum legal expenditure limit is $781,620,317 in Fiscal Year 2014. This compares to the total appropriation of $468,000,000 in the final budget adopted by Council. However, the city estimates that $184 million would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming year. 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 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 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 also require City Council approval. The city manager may authorize transfers within a fund up to $50,000. • A capital projects accumulation fund 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 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. 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. 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. 37 City of Peoria FY 2014 Annual Program Budget Budget Summary Performance Management 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. 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. A more strategic approach was utilized during the FY 2014 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’ services are 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 2014 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. The city has attempted to minimize the differences between GAAP (modified accrual) reporting and budget (cash) basis reporting. Variances which have not been eliminated include: (1) non-cash entries such as depreciation and accrued employee compensated absences that are 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. 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. 38 City of Peoria FY 2014 Annual Program Budget Budget Summary Budget Summary Summary of Revenues Total FY14 Revenues - $297 Million The City of Peoria’s FY 2014 annual budget appropriation totals $468 million. The operating budget totals an estimated $229 million, an increase of 4% 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. Service Charges 48% Taxes 29% Revenues The FY 2014 estimated revenues total $297 million, which represents a 12% decrease from FY 2013 budgeted revenues. Projected revenues are realized from a variety of sources, including sales tax collections, water billings and user fees. Rents 1% In FY 2014, the city estimates revenue from service charges at $143 million (48 percent), taxes at $85 million (29 percent), and intergovernmental revenues at $51 million (17 percent). The remaining categories represent $18 million (6 percent). Bond Proceeds 2% Inter Gov't 17% Licenses 1% Fines 1% Misc 1% Expenditures The $468 million budget is comprised of four major segments. The operating budget totals $229 million (49 percent); with debt service at $42 million (9 percent). Approximately $43 million (9 percent) is also set aside for contingency accounts. Capital improvements total $154 million—33 percent of the total FY 2014 budget. Summary of Expenditures Total FY14 Expenditures $468 Million Contingency 9% Debt Service 9% 39 Operating 49% Capital Outlay 33% City of Peoria FY 2014 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY10 FY11 FY12 FY13 FY14 % Change Fines, Licenses, Permits & Rents $7.8 $5.8 $6.4 $6.1 $6.7 11% Bond Proceeds $53.2 $26.2 $33.3 $55.1 $7.3 -87% Charges for Services $127.4 $125.3 $132.4 $136.6 $143.4 5% Intergovernmental Revenue $70.3 $78.2 $52.9 $48.7 $51.0 5% Taxes $89.1 $84.7 $80.8 $82.5 $84.6 2% Miscellaneous Revenue $10.4 $9.3 $14.8 $6.1 $2.7 -55% Interest Income $6.2 $3.4 $1.9 $1.7 $1.1 -32% Total Revenues $364.2 $332.8 $322.6 $336.7 $296.9 -12% TOTAL BUDGETED USES (In Millions) Description FY10 FY11 FY12 FY13 FY14 % Change Operations $207.4 $204.1 $207.3 $218.7 $231.4 4% Capital $199.4 $139.3 $158.1 $170.4 $151.9 -9% Debt Service $66.5 $57.4 $43.6 $40.7 $42.2 4% Contingencies $61.7 $54.3 $51.0 $43.2 $42.5 -2% $535.0 $455.0 $460.0 $473.0 $468.0 -1% Total Expenditures Financial Reserves city plans on maintaining strong financial reserves in order to maintain the level of services being provided to Peoria residents and businesses. Peoria’s financial plan continues to emphasize the need for strong financial reserves. The collective ending balance for all funds is projected at $246 million, not including contingency appropriation. The following chart outlines the financial plan for FY 2014. The total sources are estimated at $297 million and total uses are estimated at $453 million, which includes a contingency/reserve of $42 million. At this point, the city is positioned to sustain fund balances at or near stated reserve requirements. There are many factors to consider when preparing a financial plan. Some of these factors include the fluctuation of revenues due to changes in the economic environment, the changes in population, and the changes in the political environment. The 40 City of Peoria FY 2014 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Estimated Balance 7/1/2013 Total Sources Total Uses Estimated Balance 6/30/2014 General $62.6 $122.9 $144.4 $41.1 Special Revenue $82.3 $37.9 $73.4 $46.8 Enterprise $78.9 $73.4 $93.3 $59.0 Internal Service $22.9 $39.9 $42.8 $20.1 Capital Project $81.9 $9.0 $75.1 $15.8 Debt Service $45.9 $13.8 $23.7 $35.9 $374.5 $296.9 $452.7 $218.7 Fund Categories Total Revenues *Total Uses and Estimated Balance includes inter‐fund transfers but excludes contingency appropriation. Fund Balance Analysis General Fund Unreserved Fund Balance 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. (Millions) $60 $36.2 $44.9 $51.3 $48.0 $30 $55.7 $45 $15 $0 2010 2011 2012 Actual Actual Actual 41 2013 Est. 2014 Proj. City of Peoria FY 2014 Annual Program Budget Budget Summary Street Fund Unreserved Fund Balance. For the street operating fund, a new transportation sales tax was approved by voters and effective as of January 2006. This helped support and maintain the street operating fund. While the FY 2014 balance remains healthy, future projections reflect a declining balance. We will continue to review this fund and make the necessary adjustments. Debt Service Funds Reserve (Millions) $40 $30.8 $30.3 $28.0 $33.5 $40.9 $30 2010 2011 2012 Actual Actual Actual 2013 Est. 2014 Proj. $20 Street Fund Unreserved Fund Balance $10 (Millions) $0 $15 $11.8 $11.9 $12.6 $13.8 $14.0 $10 Water Fund Unreserved Fund Balance. 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. $5 $0 2010 2011 2012 Actual Actual Actual 2013 Est. 2014 Proj. Water Fund Unreserved Fund Balance (Millions) Debt Service Funds Reserve. 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. $25 $18.7 $21.8 $5 $16.6 $10 $16.8 $15 $21.0 $20 $0 2010 2011 2012 2013 Actual Actual Actual Est. 42 2014 Proj. City of Peoria FY 2014 Annual Program Budget Budget Summary Wastewater Fund Unreserved Fund Balance. 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. Residential Solid Waste Fund Unreserved Fund Balance. 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. Wastewater Fund Unreserved Fund Balance Residential Solid Waste Fund Unreserved Fund Balance (Millions) (Millions) $8 $8.1 $7.6 $0 $5.7 $2 $3.9 $4 $7.6 $6 $5.8 $5.2 $5.4 $2 $4.3 $4 $6.9 $6 $8 $0 2010 2011 2012 2013 Actual Actual Actual Est. 2014 Proj. 2010 2011 2012 2013 Actual Actual Actual Est. 43 2014 Proj. City of Peoria FY 2014 Annual Program Budget Budget Summary Operating Budget Staffing Summary The FY 2014 operating budget of $229.2 million is a increase of $10.5 million, a 5 percent gain from last year’s $218.7 million operating budget amount. Based on the city’s projected revenue estimates, the FY 2014 operating budget can be balanced without any increase to city taxes. 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 expected by our residents. The recommended budget includes a small amount for wage and benefit increase. Operating Budget By Fund Type Enterprise 18% Internal Services 22% Special Revenue 7% Overall, the FY 2014 budget proposes 10.5 more positions than in FY 2013. These additions support the opening of the Pioneer Park with the addition of a Park Ranger, a Customer Service Representative and 4 maintenance staff. The FY2014 budget also addresses existing external needs with a Human Services Coordinator and 2 building safety positions and 0.5 FTE Equipment Operator for Commercial Solid Waste, and internal needs with a Network Administrator and a Management Analyst for the Fire Department. General Fund 53% Total staffing authorization for benefited positions was granted for 1,113.87 FTEs. 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. The general fund makes up 53 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include: enterprise funds (18 percent), internal service (22 percent), and special revenue (7 percent). 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. 44 City of Peoria FY 2014 Annual Program Budget Budget Summary Department Summary The Economic Development Services Department is moving forward with the implementation of the EDIS initiative which will be supported by increasing the capabilities for over-the-counter plan review and adding a Building Inspector and a contracted Engineering Counter Permit Technician to service the increased service demands from the recovering development industry. Electronic plan review is proceeding to enhance the sustainability of these operations. With the opening of Pioneer Park the City will add the necessary maintenance and customer service staff in the Community Serves department. Additionally, Community Services will continue the City’s commitment to public art by offering grants to enrich the lives of our citizens and give local organizations the opportunity to build stronger ties to the community. The Police Department will add an additional Park Ranger to support Pioneer Park. One-time funding was provided to continue the Lot Clean-up/ Abatement program and enhance the Crime Prevention program. Ongoing funding was provided to expand the electronic traffic citation program. 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. The Planning and Community Development Department budget includes a Human Services Coordinator and $150,000 to continue the highly successful Neighborhood Grant Program, where neighborhood associations may receive funding for neighborhood improvements. This program was well received by the public, and was also identified as a Council priority. Operating Budget Change The Fire Department’s ongoing operating base budget includes increases to Computer Aided Dispatch services which are largely reimbursable, a Management Analyst, increase to training supplies and operational costs for the new Fire Support Services facility. In FY 2014, the city’s operating budget is $229.2 million, representing a 5 percent increase from the operating budget of $218.7 million of the prior year. In total, the operating budget also includes $4.3 million in one-time expenditures. 45 City of Peoria FY 2014 Annual 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 TOTAL 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 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 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 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 FY 2014 $676,888 $2,586,472 $1,295,781 $3,731,934 $4,145,129 $2,679,726 $819,344 $3,155,905 $1,906,941 $1,314,175 $10,152,449 $0 $2,526,009 $38,995,559 $23,000,939 $21,942,086 $583,228 $1,689,116 $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 $9,672,000 $999,418 $1,104,216 $4,345,882 $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 $20,778,797 $10,421,199 $3,705,709 $10,847,089 $4,598,905 $5,025,534 $1,021,333 $2,561,966 $6,378,392 $8,902,491 $365,450 $1,651,095 $30,600 $4,713,700 $1,137,276 $13,713,562 $5,471,678 $7,828,470 $397,700 $976,596 $30,600 $4,672,721 $1,391,998 $16,912,922 $5,470,869 $7,702,572 $525,000 $169,236 $30,600 $5,088,622 $1,904,099 $17,868,800 $5,717,386 $8,364,809 $786,950 $129,715 $33,600 $5,239,641 $2,117,096 $18,624,677 $5,869,887 $8,437,813 $426,015 $824,819 $30,600 $207,421,295 $204,101,756 $207,307,782 $218,673,623 $229,245,444 46 City of Peoria FY 2014 Annual Program Budget Budget Summary Grant Funds Arizona Sports and Tourism Authority 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 onetime, project-specific grants. Highlights of the FY 2014 major grants are summarized below. Community Services Department was awarded a $6,118 grant by the Arizona Sports and Tourism Authority to purchase two adult “handcycles,” and matching funds from PLAY Peoria Incorporated will be used to purchase a child “handcycle.” Instead of using “foot pedals,” these bikes use “hand pedals” to propel the bike and have special adaptive seats. Bureau of Reclamation The handcycles will be available for checkout at Rio Vista Recreation Center, where participants have access to 18 miles of accessible paved trails. This will allow adults and children with disabilities the opportunity to enjoy a bike ride using a handcycle. Individuals who would benefit from this program include children and adults with physical disabilities, limited mobility, or anyone with coordination and balance difficulties. The bike could also benefit individuals who have had a stroke, traumatic brain injury, spinal cord injuries, anyone born with gross motor impairments and/or wounded veterans. The Public Works Department - Utilities Division’s was awarded a Water Conservation Field Program Grant in the amount of $25,000 from the Bureau of Reclamation. The grant funds will be used to conduct water audits, 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, in the amount of $30,000, is providing funding assistance to support our water conservation education and training program. U.S. Department of Housing and Urban Development U.S. Homeland Security (FEMA) The Fire Department was awarded a $930,000 grant from the U.S. Homeland Security Department. The Staffing for Adequate Fire and Emergency Response (SAFER) Grant allows the city to hire six new firefighters for the Lake Pleasant Fire Station. The SAFER Grant covers 100 percent of the personnel costs (salary and benefits) of the new firefighters for two years. There is no match requirement. The grant period is from September 29, 2012 to September 28, 2014. The Planning and Community Development’s Neighborhood Revitalization Program continues to expend funding on a grant of $1.5 million from the U.S. Department of Housing and Urban Development’s Neighborhood Stabilization 3 Program. The funds will continue to be used to revitalize targeted communities by assisting with the purchase, rehabilitation and resale of foreclosed properties. 47 City of Peoria FY 2014 Annual Program Budget Budget Summary Community Development Block Grant Internal Service Funds 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, 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. 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 2014 CDBG budget totals $1.3 million. 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. Fleet Replacement Reserve HOME Grant 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 2014, the fleet reserve fund anticipates revenues from service charges of $1,745,688. Transfers of $153,461 for the purchase of any new vehicles were approved in the supplemental process. Total expenditures are budgeted at $2,117,096. 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 2014 budget for the HOME grant is $506,210 and will be used mainly to rehabilitate foreclosed housing stock and construct affordable housing on an infill parcel near Old Town Peoria. 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 Attorney's Office until disbursed for authorized expenditures. For FY 2014, the city has budgeted expenditures of $426,000. These funds are used by the Police Department and the City Attorney’s Office for training, supplies and equipment. 48 City of Peoria FY 2014 Annual Program Budget Budget Summary Insurance Reserve Fleet Maintenance 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 workers' compensation insurance type risk factor for each division's employees; these factors are updated each budget year. This fund includes a contingency reserve of $3,500,000. The total budget for FY 2014 is $18,624,677. 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 2014 operating budget is $5,239,641. Insurance Reserve 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 2014 is $8,437,813 and $824,819 for IT projects. $20,000,000 $18,624,677 $18,742,368 $17,868,800 $17,745,427 $13,713,562 $13,281,394 $5,000,000 $2,561,966 $2,452,179 $10,000,000 $16,912,922 $16,830,215 $15,000,000 $0 FY2010 Revenues 2012 2014 Expenditures Facilities Maintenance 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 are not part of the normal maintenance budgeted by the Facilities Maintenance Division are directly charged to the requesting division. The FY 2014 appropriation totals $5,869,887. 49 City of Peoria FY 2014 Annual Program Budget Budget Summary Debt Service General Obligation Bonds Bond financing is a primary source used to finance long-term capital projects, especially capital infrastructure. The city's 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 2014 may be found in Schedule 8 of the “Schedules” section of this document. 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. 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. 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. FY 2014 Debt Requirements By Type MDA Bonds 21% Revenue Bonds 35% Principle 50 Interest 2023 2022 2021 2020 2019 Aa1 AA+ AA+ 2014 Moody’s Standard & Poor’s Fitch 2018 G.O. Bond Ratings 2017 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2016 IDs & Assessments 1% G.O. Bonds Outstanding 2015 G.O. Bonds 43% City of Peoria FY 2014 Annual Program Budget Budget Summary Municipal Development Authority Bonds Revenue 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 city's 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 market's perception of the city's ability to repay the bonds. These bonds often have restrictive covenants requiring a reserve of pledged revenues equal to some multiple of the maximum debt service payment on the bonds. 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. Revenue Bonds Outstanding 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. 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 MDA Bonds Outstanding Principle $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Interest MDA Bond Ratings 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Moody’s Standard & Poor’s Fitch Principle Aa2 AA+ AA+ Revenue Bond Ratings Moody’s Standard & Poor’s Fitch Interest 51 Aa3 AA AA City of Peoria FY 2014 Annual Program Budget Budget Summary Improvement District Bonds Debt Management 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. 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. I.D. Bonds Outstanding $600,000 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. $500,000 $400,000 $300,000 $200,000 $100,000 Principle 2023 2022 2021 2020 2019 2018 2017 2016 2015 2014 $0 Interest I.D. Bond Ratings Moody’s Standard & Poor’s Aa3 A+ Fitch AA 52 City of Peoria FY 2014 Annual Program Budget Budget Summary Financial Indicators The city uses a number of measures to assess its long-term ability to support existing debt. Two of these measures are discussed below. 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. 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. Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description 2008 2009 2010 2011 2012 2013 2014 155,560 159,263 154,065 155,148 156,535 158,031 160,000 $1,642 $1,995 $1,895 1,614 1,276 1,137 1,052 Net Bonded Debt (Millions) $90 $138 $150 $137 $167 $156 $162 Pct. of Net Bonded Debt to Assessed Value 5% 7% 8% 9% 10% 14% 15% $577 $867 $971 $885 $1,067 $987 $1,013 Population Secondary Assessed Value (Millions) Net Bonded Debt Per Capita 53 City of Peoria FY 2014 Annual Program Budget Budget Summary Debt Management Policy • 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. 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. • 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. • 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 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. • 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. • 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 issuance of variable rate debt by the city will be subject to the most careful review and will be issued only in a prudent and fiscally responsible manner. • The city 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. • 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. 54 City of Peoria FY 2014 Annual Program Budget Budget Summary DEBT CAPACITY ANALYSIS 20% Limitation (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) FY 2014 Secondary Assessed Valuation $1,057,558,348 Allowable 20% Bonds Outstanding $211,511,670 Less 20% Bonds Outstanding -$152,470,000 Unused 20% Debt Capacity $59,041,670 6% Limitation (All Other General Government Projects) FY 2014 Secondary Assessed Valuation $1,057,558,348 Allowable 6% Bonds Outstanding $63,453,501 Less 6% Bonds Outstanding -$350,000 Unused 6% Debt Capacity $63,103,501 55 City of Peoria FY 2014 Annual Program Budget 56 City of Peoria FY 2014 Annual Program Budget Revenue Summary Revenue Summary Forecasters anticipate that a significant economic driver, positive in-migration to the state, will begin to return to moderate levels over the next few years. Locally, the greater Phoenix housing market has improved significantly both in terms of price appreciation and in transaction volume, though lower than pre-recession levels. Total revenues for Fiscal Year 2014 are estimated at $296.9 million, a decrease of 7.2% over the prior year’s estimate of $320.0 million. The decrease is largely due to a projected decrease in bond proceeds from FY 2013. Bond proceeds can fluctuate from year-to-year with the timing of major projects and/or the actual receipt of proceeds. When this source is excluded, the City’s FY 2014 revenue sources are forecasted to increase by 1.9% over the FY 2013 estimated total. FY 2014’s budgeted revenues reflect a more favorable outlook for improving growth in the state and local economies. Distressed inventory is being absorbed and traditional resales are returning as the most significant type of resale transaction. New residential construction in Peoria is anticipated to continue to grow, while a commercial expansion is anticipated to take longer to return. The national economy is improving at an uneven pace and at rates that are reducing the unemployment rate only gradually. Consumer spending and confidence are improving, while business investment remains cautious. The Arizona economy has begun to rebound with improved sales and income tax collections, modest construction improvement and an improving outlook for tourism. Like the nation, the state faces an extended recovery period to reach prerecession levels in employment and personal income. Recent job growth in Arizona has been more positive than the national level (in percentage terms), but less robust than in previous post-recession periods. 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. City of Peoria Total Revenue Sources Assessment Revenue 0.4% Taxes 24.5% Bond Proceeds 16.4% Rents 0.5% Fines & Forfeitures 0.8% Interest Income 0.5% Miscellaneous Income 1.4% Intergovernmental Revenue 14.5% Licenses & Permits 0.5% Charges for Service 40.6% FY14 Total Revenues - $269,895,348 57 City of Peoria FY 2014 Annual Program Budget Revenue Summary sources, which represent $54.4 million. The remaining portion of the City’s Charges for Services revenue is primarily from City-provided services such as recreation programs and development services and the collection of impact fees for development activity. 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 $144.4 million, or 48% of total revenues. Revenue in this category is made up of sources that are both external and internal to the City. Of the total amount, $65.9 million is projected from enterprise activity, or 46% of the category. 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 portion of Charges for Services is projected from internal service charge Tax revenues account for almost 29% of total City revenue. The estimated tax revenue for FY 2014 is $84.6 million, which includes collections from local sales, franchise, and property taxes. Sales and franchise tax collections are estimated at $68.8 million, or 81% of total tax revenue. The City’s major revenue sources are described in more detail in the following sections. TOTAL REVENUES BY FUND Fund General Water Wastewater Insurance Reserve Half-Cent Sales Tax Debt Service Streets Transportation Sales Tax Impact Fees Residential Sanitation Information Technology Bond Grant Facilities Fleet Maintenance Other Sports Complex Commercial Sanitation Fleet Reserve Sanitation Equipment Reserve Information Technology Reserve Improvement District Housing Transit Economic Development Reserve FY2011 Actual FY2010 Actual FY2012 Actual $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 97,646,683 57,915,670 43,106,250 9,702,376 14,006,685 24,545,589 11,549,900 8,544,800 8,680,919 9,548,297 8,441,703 33,435,100 3,930,932 5,759,853 4,323,314 4,918,282 2,884,451 2,312,924 2,067,652 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 91,428,799 28,631,110 17,006,581 14,822,655 13,109,148 20,280,601 10,553,440 7,913,834 6,217,786 9,385,756 6,966,820 167,098 4,733,542 5,542,543 4,732,676 16,956,965 2,627,218 1,966,022 582,453 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 664,531 $ 702,675 $ $ $ $ $ 542,502 1,774,835 1,203,310 595,400 $ $ $ $ 484,263 1,718,730 837,693 290,747 $ $ $ $ $ 3,944 Total Revenues $ 358,105,903 99,832,185 52,718,465 25,022,950 16,979,263 15,017,174 17,485,625 11,480,488 9,110,824 10,499,140 9,800,435 6,736,172 29,154,564 3,098,874 5,282,632 4,962,661 12,533,040 2,755,704 2,077,222 1,148,720 FY2013 Estimate FY2014 Approved $ 104,019,192 $ 34,013,843 $ 19,768,533 $ 17,821,719 $ 15,567,689 $ 14,416,060 $ 11,542,080 $ 9,473,767 $ 10,704,001 $ 8,841,846 $ 6,945,936 $ 36,655,981 $ 3,371,232 $ 5,896,271 $ 5,108,169 $ 5,615,241 $ 2,734,650 $ 2,224,400 $ 1,587,354 $ 106,935,471 $ 35,057,143 $ 19,869,259 $ 18,742,368 $ 15,913,416 $ 13,325,259 $ 11,798,805 $ 9,677,852 $ 9,617,272 $ 8,970,751 $ 7,551,713 $ 7,394,814 $ 6,891,869 $ 5,892,230 $ 5,248,340 $ 4,537,344 $ 2,916,642 $ 2,278,900 $ 1,745,688 896,581 $ 555,159 1,624,291 140,557 199,803 $ $ $ $ 3,158 1,679 $ $ $ 267,660,834 339,115,686 $ $ 58 1,064,315 $ 859,292 653,891 1,409,954 327,953 254,897 $ $ $ $ 703,397 475,850 327,953 156,220 6,000 $ 7,500 $ 320,024,974 $ 296,895,348 City of Peoria FY 2014 Annual Program Budget Revenue Summary City Sales Tax Revenue Sources Uses 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. 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. Sales Tax Revenue FY2014 Total - $64.5 million Projection Transpor‐ tation 15% The City is projecting $64.5 million in sales tax revenue for FY 2014. This is a 2.2% increase over the FY 2013 estimate of $63.1 million. The modest increase reflects an improving outlook for continued recovery in consumer spending along with very modest population growth. General 55% Streets 5% Half Cent Sales Tax 25% Total City Sales Tax Summary Fund General Half Cent Sales Tax Streets Transportation Sales Tax Total Sales Tax FY2010 Actual FY2011 Actual FY2012 Actual $ 31.0 $ 13.9 $ 3.1 $ 8.3 $ 56.3 $ 29.3 $ 13.1 $ 2.8 $ 7.8 $ 52.9 $ $ $ $ $ 59 33.5 15.0 3.3 9.0 60.7 FY2013 Estimated $ 35.0 $ 15.5 $ 3.2 $ 9.4 $ 63.1 FY2014 Approved $ 35.8 $ 15.9 $ 3.3 $ 9.6 $ 64.5 City of Peoria FY 2014 Annual Program Budget Revenue Summary Property Tax Revenue Sources 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 City’s Property Tax is collected based on the assessed valuation of residential and commercial property within the City of Peoria. 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 2014. Projection According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2014 is estimated to decline by slightly more than 7% from the previous year’s valuation, a slowing rate of decrease following three consecutive years of reductions that totaled over 33% from the peak in FY 2010. 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 2014 is estimated at $2.0 million. Uses The secondary tax rate remains stable at $1.2500 per $100 of assessed valuation. With secondary valuations dropping 7.3% from the previous year, the resulting secondary levy is projected to be $13.2 million, which represents a decline of over 45% from its peak level in FY 2009. 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 Property Tax Rate and Levy Property Tax Rates (per $100 of assessed valuation) FY09 Actual FY10 Actual FY11 Actual FY12 Actual Primary Secondary $ 0.19 $ 1.25 $ 0.19 $ 1.25 $ 0.19 $ 1.25 $ 0.19 $ 1.25 $ 0.19 $ 1.25 $ 0.19 $ 1.25 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 3.2 $ 23.7 $ 26.9 $ 2.9 $ 20.2 $ 23.1 $ 2.4 $ 16.0 $ 18.4 $ 2.2 $ 14.2 $ 16.4 $ 2.0 $ 13.2 $ 15.2 Total FY13 Est. FY14 Appr. Property Tax Revenues ($ in millions) Primary Tax Levy Secondary Tax Levy Total $ 2.8 $ 24.9 $ 27.7 60 City of Peoria FY 2014 Annual Program Budget Revenue Summary State Shared Revenue Sources Uses State shared revenues make up the largest component of the City’s Intergovernmental Revenue. Cities in Arizona receive a portion of certain tax revenues collected by the State of Arizona based primarily on share of population. Distribution data was updated following the 2010 U.S. Census, released in 2011. The results indicated that Peoria’s population grew to over 154,000 in 2010, representing a little over 3% of the state’s 2010 total population. These three State Shared sources represent over 30% of the General Fund operating budget. Revenues from these sources can be used for any general government activity. Projection In Fiscal Year 2014, the budgeted State Shared revenues are $35.3 million, representing a 5.7% increase over the $33.4 million estimate for Fiscal Year 2013, but still shy of the overall peak level of these sources reached in FY 2009. The FY 2014 estimates reflect known growth in previous statewide income tax receipts and forecasted improvements in sales tax revenue sources. 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 (Millions) $40 $35 $30 $25 $20 $15 $10 $5 $0 FY10 Act FY11 Act FY12 Act FY13 Est Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 61 FY14 App City of Peoria FY 2014 Annual Program Budget Revenue Summary Highway User (HURF) Revenue Sources Uses The HURF revenues are generated from the Statecollected 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 related uses. Eligible activities for HURF revenues include right-of-way acquisition, street construction, maintenance and improvements, and debt service on highway and street bonds. The HURF funds are collected and placed in the City’s Streets Fund. Projection The Fiscal Year 2014 projection for HURF revenues is $8.0 million, a 2% increase over the prior year’s estimate of $7.8 million. The City estimates future year growth to approximate this trend, influenced by fuel conservation trends on the part of consumers. HURF Revenues (Millions) $8.0 $6.0 $4.0 $2.0 $0.0 FY10 Act 62 FY11 Act FY12 Act FY13 Est FY14 App City of Peoria FY 2014 Annual 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 $2.2 million in FY 2014. Building permit revenues are anticipated to contribute $1.3 million, or 60% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute over $780,000, representing 35% of the total. Growth in permit-based revenues reflects a slightly more optimistic outlook for activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year-to-year. Uses The majority of license and permit revenue is collected by the Economic Development and Finance Departments, and is placed in the City’s General Fund. License & Permit Revenues (Millions) $2.5 $2.0 $1.5 $1.0 $0.5 $0.0 FY10 Act FY11 Act Bldg Permits 63 FY12 Act FY13 Est Business Licenses FY14 App Other City of Peoria FY 2014 Annual Program Budget Revenue Summary Water Utility Revenue Sources Uses 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 economic forecasting 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. 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. Projection Rates will remain stable in FY 2014. Modest residential and commercial account growth, combined with consumption growth are projected to increase water revenues to $35 million in Fiscal Year 2014. Water Operating Revenue (Millions) FY10 Actual Account Description FY11 Actual FY12 Actual FY13 Estimate FY14 Approved Water Fees $ 28.6 $ 26.3 $ 30.9 $ 31.8 $ 32.7 Reclaimed Water Fees $ 0.5 $ 0.5 $ 0.5 $ 0.6 $ 0.7 New Service Fee-Water $ 0.3 $ 0.3 $ 0.3 $ 0.3 $ 0.3 Quintero WTP Fees $ 0.4 $ 0.6 $ 0.0 $ 0.3 $ 0.3 Disconnect/Reconnect Fees $ 0.4 $ 0.3 $ 0.3 $ 0.2 $ 0.2 Non Potable Water Revenue $ 0.0 $ 0.1 $ 0.3 $ 0.2 $ 0.2 Water Meter Charges $ 0.1 $ 0.1 $ 0.2 $ 0.2 $ 0.2 Utility Late Fee Charges $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Interest Income $ 0.2 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.4 $ 0.1 $ 0.3 $ 0.1 $ 0.1 Total Water Utility $ 31.0 $ 28.5 $ 34.0 $ 33.9 $ 35.0 64 City of Peoria FY 2014 Annual 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 Rates will remain stable in FY 2014. Projected revenues for FY 2014 are $19.8 million, an increase of $1.1 million from the previous year’s estimate. Wastewater Operating Revenue (Millions) FY10 Actual Account. Description FY11 Actual FY12 Actual FY13 Estimate FY14 Approved Wastewater Fees $ 15.4 $ 14.1 $ 15.7 $ 17.5 $ 17.9 Allocated Interdept Svc Chrgs $ 1.7 $ 1.9 $ 1.6 $ 1.3 $ 0.9 EPA Mandate Fee $ 0.8 $ 0.8 $ 0.9 $ 0.9 $ 0.9 Utility Late Fee Charges $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.7 $ 0.1 $ 0.1 $ 0.0 $ 0.0 Total Wastewater Utility $ 18.7 $ 16.9 $ 18.2 $ 19.7 $ 19.8 65 City of Peoria FY 2014 Annual Program Budget Revenue Summary Solid Waste Fund Revenue Sources Uses 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. 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. Projection Fiscal Year 2014 revenues for combined Solid Waste operations are estimated at $11.3 million, slightly 11.1 million. Neither service is adjusting user rates in FY 2014. The majority of revenue – 80% – is generated from residential user fees, with $9.0 million expected in FY 2014. Commercial user fees are estimated to contribute 20%, or about $2.3 million in projected revenues for FY 2014. Solid Waste Operating Revenue (Millions) FY10 Actual Fund FY11 Actual FY12 Actual FY13 Estimate FY14 Approved Commercial Solid Waste Fund $ 2.3 $ 2.0 $ 2.1 $ 2.2 $ 2.3 Residential Solid Waste Fund $ 9.6 $ 9.4 $ 9.8 $ 8.8 $ 9.0 $ 11.9 $ 11.4 $ 11.9 $ 11.1 $ 11.3 Totals 66 City of Peoria FY 2014 Annual Program Budget Programs – Performance Management Performance Management Why Measure Performance? priorities and organizational goals. For that reason, performance management helps the city assist the community in understanding city operations, enhances governmental accountability and effectively allocates limited resources to core service activities. The City of Peoria is focused on providing high quality services to our residents, and continually improving on our performance as an organization. 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? 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 framework all departments use to communicate their desired results, and to evaluate our success. Through a continuous cycle of planning strategically, 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 update their department operating plans to identify desired outcomes, address service delivery objectives and to address Community/Council 67 City of Peoria FY 2014 Annual Program Budget Programs – Performance Management Efficient Allocation of Resources Organizational Priorities 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 residents are receiving the highest value for their dollar. 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. Service Improvement Setting these long-term priorities for the City is one of the most important responsibilities for Peoria’s elected officials. In March of 2013, the City Council re-affirmed 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 2014 budget year are: 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 regular 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 Strategic Approach  Performance measurement is most effective when integrated as part of an overall strategic approach to operations. As such, the FY 2014 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 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.     68 Balance cultural and entertainment opportunities throughout the City Strengthen Peoria neighborhoods Provide superior quality Parks & Recreation programs Expand Civic and Not-for-Profit partnerships Enhance community-oriented services City of Peoria FY 2014 Annual Program Budget Programs – Performance Management Leadership and Image Enhance Our 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 Use technology as feasible to enhance and streamline service delivery Become an employer of choice    Organizational Strategic Plan Another set of priorities come within the organization itself. The city staff-developed Organizational Strategic Plan offers every employee insight into our long-term vision, values and standards. This plan provides a common foundation upon which to work. The Strategic Plan identifies five focus areas that define the expectations of employees as they conduct business and serve the community. The focus areas are: Preserve Our Natural Environment   Pursue land banking for parks and open space Incorporate open space into our built environment      Total Planning     Identify key corridors and cores throughout the city to encourage job growth Provide diverse and sustainable residential housing options Plan and develop city infrastructure to improve quality of life and coincide with economic development and revitalization efforts Practice prudent fiscal stewardship    Provide Excellent Customer Service Enhance Organizational Development Increase Information Sharing Promote Sustainability Promote Civic Engagement Each department is responsible for creating strategies and performance measures that support these tenets. Department Work Plans 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 a 2-3 year horizon. However, departments reassess their plans annually as part of the budget process. Economic Development  Strengthen relationships locally, regionally, nationally and internationally Increase outreach efforts, networks and coalitions for leadership Build greater community relations Promote Peoria regionally and globally Strengthen Sister Cities relationships; add an Asian city Partner with GPEC and other economic development groups Assess new models for economic development Aggressively pursue economic development strategies on healthcare and higher education 69 City of Peoria FY 2014 Annual Program Budget Programs – Performance Management A major theme in the FY 2014 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 adjusting 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. 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 monthly basis to review and evaluate performance data. 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 placed on key outcomes and performance measurement. Lastly, additional performance data is collected at the Department Level to provide department managers and supervisors performance data that helps guide daily operational decisions. This data often includes workload data related to specific programs, and is valuable for 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. Cascading Measures Citizen Survey Results 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. Surveys, both inernal and exernal, are another tool used to measure the city’s performance. The National Citizen Survey measures residents' opinions about city services, frequency of using city facilities and overall perceptions of quality of life, and provides data that guides the city’s programs and budget from year to year. 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. Peoria’s most recent citizen survey was conducted by the National Research Center, which conducts the National Citizen Survey (NCS). Since the NCS was introduced in 2001, local governments in over 41 states have participated in conducting a survey of their own. This provides the ability to benchmark Peoria’s survey results against those from more than 400 jurisdictions throughout the country. Some local cities who participate in this survey include Scottsdale and Chandler. The next level of performance monitoring and tracking is the Executive Level, which focuses on measures that support the achievement of the organizational goals. Performance data at this level often judge department efficiency and 70 City of Peoria FY 2014 Annual Program Budget Programs – Performance Management Developed in partnership with the International City Management Association, the NCS is a tested, flexible, affordable, and efficient survey instrument that is tied closely with the organization's Center for Performance Measurement, of which Peoria is a member. Participation in that program allows Peoria to make apples-toapples comparisons of particular services with other jurisdictions from around the nation. In the most recent citizen survey conducted by the city, nearly every resident rated the overall quality of life in Peoria as either “excellent” or “good.” Most residents also agreed with the overall direction the city is taking. These results are much higher than comparable cities. Comlete results of the survey are available on the city’s website at www.peoriaaz.gov/citizensurvey. If you would like additional information on the city’s performance management efforts, please contact Katie Gregory, Deputy Director, Finance and Budget Department, at 623-773-7364. 71 City of Peoria FY 2014 Annual Program Budget Vital Stats 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 an 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 and customer satisfaction ratings and 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 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 1 % of residents rating the overall quality of life in Peoria as good or excellent^ 83% 83% 83% 85% 2 % of residents rating their neighborhood as good or excellent place to live^ 80% 80% 80% 85% 3 Residents overall satisfaction with Parks and Recreation in Peoria^ 77% 77% 80% 80% 4 Compliance with all Water and Wastewater system regulations 100% 100% 100% 100% 5 % of residents rating traffic flow on major streets as good or excellent^ 36% 36% 36% 50% 6 Violent crimes per 1000/population 1.93 1.89 1.87 1.85 7 Property crimes per 1000/population 30.81 29.85 29.5 29.0 8 Patrol Response times to critical emergencies from dispatch to arrival 4:22 4:34 4:32 4:25 Performance Trend COUNCIL GOAL: Enhance Current Services: Financial and Operational Excellence Desired Outcomes 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) 3 City Water and Wastewater Bond Ratings FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 56% 56% 56% 65% AA+/Aa1/ AA+ AA/Aa3/ AA AA+/Aa 1/AA+ AA/Aa3/ AA AA+/Aa 1/AA+ AA/Aa3/ AA AA+/A a1/AA+ AA/Aa3 / AA 72 Performance Trend City of Peoria FY 2014 Annual Program Budget Vital Stats COUNCIL GOAL: Preserve our Natural Environment Desired Outcomes 1 % of residents rating the overall quality of Peoria's natural environment as good or excellent^ 2 Residential diversion rate (recycling) 3 Preserved or developed Parks and Open Space acres per 1000/population FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 57% 57% 57% 60% 25% 25% 25% 25% 7.9 7.9 8.4 8.5 FY2012 Actual FY2013 Estimate FY2014 Target Performance Trend COUNCIL GOAL: Total Planning Desired Outcomes FY2011 Actual 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 City Council in FY11. Desired Outcomes FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 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% FY2012 Actual FY2013 Estimate FY2014 Target Performance Trend COUNCIL GOAL: Leadership and Image Desired Outcomes FY2011 Actual 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. Awaiting results from survey conducted in Spring of 2013 being compiled. 73 Mayor and Council Operating Budget Summary FY 11 Actual Sort Description FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Total : $291,318 $337,320 $8,431 $293,992 $284,992 $8,385 $341,245 $302,347 $8,825 $341,245 $300,347 $8,825 $348,833 $314,730 $13,325 2.22% 4.10% 50.99% $637,069 $587,370 $652,417 $650,417 $676,888 3.75% $636,388 $681 $586,004 $1,366 $652,117 $300 $650,417 $0 $676,888 $0 3.80% -100.00% $637,069 $587,370 $652,417 $650,417 $676,888 3.75% Expenditures by Division Mayor & City Council Citizen Donations-Mayoral Total : 74 City of Peoria FY 2014 Annual Program Budget Mayor and City Council Office Performance Spotlight MAYOR AND CITY COUNCIL OFFICE 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 form of government. The City Council sets city policy and direction, while the city manager is responsible for the day-to-day operations of the city. Peoria’s mayor is elected to 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. The total budget for the Mayor and Council is $652,117 that covers salaries, contractual services such as travel/training, membership dues, internal service charges, 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. 75 City of Peoria FY 2014 Annual Program Budget Mayor and City Council Office Performance Report Mayor and City Council Office Council Goal Expected Outcome Leadership and Image The Mayor and City Council Office uses performance 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 their 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Meet community needs, council priorities and organizational goals through efficient and effective service delivery Meet community needs, council priorities and organizational goals through efficient and effective service delivery Performance Measure FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target % of citizens rating Peoria’s sense of community as “good” or “excellent” (National Citizen Survey) 54% 54% 54% >54% 62% 62% 62% >62% % of citizens saying Peoria is heading in the right direction (National Citizen Survey) 76 City Manager Operating Budget Summary FY 11 Actual Sort Description FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities $966,846 $193,127 $1,792 $917,797 $185,201 $2,131 $1,024,680 $203,422 $4,800 $1,024,680 $203,422 $4,800 $1,109,732 $229,898 $4,800 8.30% 13.02% 0.00% $1,161,765 $1,105,129 $1,232,902 $1,232,902 $1,344,430 9.05% $1,161,765 $1,105,129 $1,232,902 $1,232,902 $1,344,430 9.05% Total : $1,161,765 $1,105,129 $1,232,902 $1,232,902 $1,344,430 6.00 6.00 6.00 7.00 7.00 16.67% Total : 6.00 6.00 6.00 7.00 7.00 16.67% Total : Expenditures by Division City Manager's Office 9.05% Staffing by Division City Manager's Office 77 City of Peoria FY 2014 Annual Program Budget City Manager’s Office Performance Spotlight CITY MANAGER’S OFFICE 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. 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 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. 78 City of Peoria FY 2014 Annual Program Budget City Manager’s Office Cost of Service Breakdown - City Manager’s Office Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Inter-Departmental Management 1.05 $225,429 $10,624 $35,185 $271,238 Strategic Planning 0.24 $51,233 $2,415 $7,997 $61,645 External Leadership 0.62 $122,962 $5,795 $19,192 $147,948 Council Collaboration 1.27 $276,664 $13,039 $43,181 $332,884 Communication 0.72 $143,455 $6,761 $22,390 $172,606 Administrative Support 2.10 $204,936 $9,658 $31,986 $246,580 Activity Description TOTAL 6.00 $1,024,680 $48,291 $159,931 $1,232,902 The budget amounts listed above include all costs for that service or program for FY2013. 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 External Leadership 5% 14% Council Collaboration Communication 12% Administrative Support 27% Total Budget - $1,232,902 79 City of Peoria FY 2014 Annual Program Budget City Manager’s Office Performance Report CITY MANAGER’S OFFICE 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 & 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 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 reports submitted: City Manager Monthly Reports, Focus, Budget Document Number of communications pieces or speaking opportunities presented to employees and the public % of citizens responding “Good” or “Excellent to how well Peoria welcomes citizen involvement (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 80 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 83% 83% 86% 88% 82% 82% 85% 87% 14 14 28 28 NA NA 29 30 55% 55% 65% 70% 7 8 11 13 62% 56% 56% 65% NA NA 98% 100% City Attorney Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $2,539,775 $2,724,461 $86,616 $2,452,066 $2,578,349 $57,128 $2,670,420 $3,083,516 $73,364 $2,669,443 $2,991,652 $75,316 $2,754,744 $2,865,148 $77,475 3.16% -7.08% 5.60% $5,350,851 $5,087,544 $5,827,300 $5,736,411 $5,697,367 -2.23% $2,189,568 $217,200 $742,048 $1,978,963 $196,855 $1,400 $24,817 $2,003,812 $210,575 $753,426 $1,931,418 $165,555 $1,400 $21,358 $2,085,978 $231,378 $798,086 $2,453,669 $212,602 $0 $45,587 $2,185,075 $231,378 $794,352 $2,295,558 $212,602 $0 $17,446 $2,102,107 $230,213 $823,585 $2,300,987 $222,884 $0 $17,591 0.77% -0.50% 3.20% -6.22% 4.84% NA -61.41% $5,350,851 $5,087,544 $5,827,300 $5,736,411 $5,697,367 -2.23% 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 : 81 City of Peoria FY 2014 Annual Program Budget City Attorney’s Office Performance Spotlight CITY ATTORNEY’S OFFICE To provide high quality legal services to our clients and achieving the interests of justice, using the most current technology and doing so in a competent, efficient, cost-effective and thoughtful manner. DEPARTMENT 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. Civil Division 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 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) 82 City of Peoria FY 2014 Annual Program Budget City Attorney’s Office Cost of Service Breakdown - City Attorney’s Office – Civil & Risk Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Municipal Legal Governance Law Services 1.30 $148,459 $10,050 $21,080 $178,589 Development Legal Services 1.60 $182,718 $13,000 $27,245 $222,963 Administrative Legal Services 1.90 $216,978 $15,250 $31,950 $264,178 Transaction Legal Services 1.20 $137,039 $9,200 $19,302 $165,541 Litigation Legal Services 5.00 $570,995 $46,035 $81,880 $698,910 Operation of City's Self-Insurance Program 0.00 $0 $2,295,761 $157,908 $2,453,669 Claims Management Services 2.00 $163,337 $10,0601 $39,205 $212,602 General Legal Operations Management Services 1.00 $114,199 $8,550 $17,515 $140,264 Legal Office Human Resources Services 1.00 $114,199 $6,100 $12,322 $133,621 Legal Office Financial Services 1.00 $114,199 $4,950 $14,592 $133,741 Legal Office Technology Services 1.00 $114,199 $10,450 $23,522 $148,171 17.00 $1,876,322 $2,429,406 $446,521 $4,752,249 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2013. 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. 1 This amount does not include risk fund contingency. 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Criminal Prosecution 6.50 $595,888 $19,680 $122,076 $737,644 Victim Assistance Program 2.00 $148,786 $3,160 $79,432 $231,378 Deferred Prosecution/Probation 0.50 $45,838 $2,028 $12,577 $60,443 Activity Description TOTAL 9.00 $790,512 24,8682 $214,085 $1,029,465 The budget amounts listed above include all costs for that service or program for FY2013. 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. 2 This amount does not include the City Attorney Forfeiture Fund grant budget. 83 City of Peoria FY 2014 Annual Program Budget City Attorney’s Office City Attorney's Office Budget Allocation 20% 15% Civil General Counsel Program Civil Litigation and Risk Program 8% City Attorney Operations Criminal Program 57% Total Budget: $ 5,781,714 84 City of Peoria FY 2014 Annual Program Budget City Attorney’s Office Performance Report CITY ATTORNEY’S OFFICE 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 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target N/A 90% 90% 90% N/A 90% 90% 90% 86% 85% 90% 90% Number of victim cases 1,445 1,455 1,500 1,550 Number of non-domestic violence criminal cases 1,015 1,070 1,100 1,150 413 400 400 400 Expected Outcome Performance Measure To provide high quality legal services to achieve the interests of justice Assure that city operations comply with all federal, state and local laws Customer Service Survey Ratings – Internal Departments Respond to requests for legal analysis, advice and answers to legal issues within 2 weeks of receipt % of responses to city council requests for ordinances, resolutions for legislative action as requested within 1 week of request Act as General Counsel for the Mayor and City Council, City Manager and Departments 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 Reduce domestic violence victim numbers and increase domestic violence community awareness services Number of domestic violence criminal cases 85 Council Goal Expected Outcome Enhance Current Services City of Peoria FY 2014 Annual Program Budget 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 Obtain insurance and excess liability coverage with best cost/benefit to the City’s insurance program, maintain selfinsurance and coverage level adequate for solvency and growth of insurance reserve fund and City’s rising selfinsurance needs 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 City Attorney’s Office FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target % of cases resulting in conviction 90% 85% 90% 80%1 Number of criminal cases resulting in plea agreements 1,801 2,200 2,500 1,4501 % of deferred prosecution cases that are successfully completed 70% 92% 79% 80% Amount paid in insurance premiums $1.018 Million $1.016 Million $1.025 Million $1.046 Million Amount of insurance legal services paid $119,047 $150,000 $150,000 $124,500 Amount of Non-City Property Claims $138,126 $145,000 $100,000 $85,000 Amount of City Property Claims $512,929 $443,070 $250,000 $285,000 Performance Measure 1 This reflects a lower number than previously counted due to use of more accurate data gathering method showing the actual #'s of cases resulting in conviction vs. dismissal. Cases received via citation that are dismissed upon reviewing the case, that are returned for additional evidence or that are referred to other agencies are no longer included in these stats. 86 City Clerk Operating Budget Summary FY 11 Actual Sort Description FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities $684,896 $350,004 $16,669 $590,444 $233,012 $6,707 $599,593 $332,267 $17,500 $599,593 $284,238 $13,884 $590,107 $222,737 $6,500 -1.58% -32.96% -62.86% $1,051,569 $830,163 $949,360 $897,715 $819,344 -13.70% $1,051,569 $830,163 $949,360 $897,715 $819,344 -13.70% Total : $1,051,569 $830,163 $949,360 $897,715 $819,344 9.00 7.00 7.00 7.00 7.00 0.00% Total : 9.00 7.00 7.00 7.00 7.00 0.00% Total : Expenditures by Division City Clerk -13.70% Staffing by Division City Clerk 87 City of Peoria FY 2014 Annual Program Budget City Clerk’s Office Performance Spotlight CITY CLERK’S OFFICE 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 and Boards and Commissions, maintaining, storing and securing all City documents in accordance with the law and preparing for and conducting citywide elections. City Clerk/Official Secretary for the City Key Outcome Measures The City Clerk serves as the official secretary for the city. Service activities include administering City City Clerk Council meetings through preparation of the agendas, packets, and minutes. Service activities also include  Open Meeting Law Compliance supporting administrative, statutory and non-statutory  Customer Service Survey Rating functions including tracking and execution of all city contracts, annexations, code changes, 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 records 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 the preparation and distribution of publicity pamphlets. 88 City of Peoria FY 2014 Annual Program Budget City Clerk’s Office Cost of Service Breakdown - City Clerk’s Office Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service City Clerk/Official Secretary for the City 4.0 $341,768 $ 97,447 $95,936 $535,151 Records Management 2.3 $197,866 $ 56,416 $ 55,542 $309,824 Municipal Elections 0.7 $ 59,959 $ 17,095 $ 16,831 $ 93,885 7.00 $599,593 $170,958 $168,309 $938,860 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2013. 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 10% City Clerk/Official Secretary for the City Records Management 33% Municipal Elections 57% 89 City of Peoria FY 2014 Annual Program Budget City Clerk’s Office Performance Report CITY CLERK’S OFFICE 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. Enhance Current Services/Total Planning Community Building/ Leadership & Image Council Goal Expected Outcome Performance Measure 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 Support the City’s diversity standards, ethical values, and customer service goals Customer Service: - Average Internal Customer Satisfaction Process City Contracts: # of contracts processed % processed w/in 1 week 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] 90 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 532 99% 385 100% 275 100% 275 100% 386 449 375 400 94% 98% 98% 100% 40 36 65 35 100% 100% 100% 100% N/A 4.6 out of 5.0 4.75 out of 5.0 5.0 1,141 84% 1,166 70% 1,015 60% 1135 70% 543 547 593 560 73% 157 1.2 days 120 1 day 160 1 day 390 7.2 days 473 4.5 days 400 6 days Community Services Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $12,107,228 $9,047,278 $1,578,477 $61,775 $11,582,203 $9,438,104 $1,626,803 $87,928 $13,136,472 $10,014,141 $1,727,262 $1,564,400 $13,137,940 $10,057,275 $1,777,027 $2,145,711 $14,135,580 $11,051,059 $1,968,504 $335,000 7.61% 10.35% 13.97% -78.59% $22,794,757 $22,735,038 $26,442,275 $27,117,953 $27,490,143 3.96% $193,754 $95,985 $555,655 $994,951 $1,643,132 $328,335 $293,774 $760,648 $0 $319,872 $0 $848,263 $0 $190,779 $162,188 $480,418 $293,062 $508,074 $829,814 $1,293,563 $0 $2,349,744 $1,506,518 $1,614,940 $1,648,241 $1,154,423 $3,625,001 $615,023 $0 $0 $0 $377,127 $8,180 $39,617 $3,377 $582 $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 $0 $2,566,941 $1,639,774 $1,951,054 $1,808,165 $1,090,700 $3,832,987 $697,487 $400,000 $900,000 $0 $427,119 $0 $0 $0 $4,500 $223,489 $275,000 $1,248,690 $1,022,522 $1,419,779 $388,968 $419,621 $683,929 $45,316 $168,883 $77,246 $536,183 $330,597 $206,784 $167,215 $587,527 $329,304 $630,304 $957,184 $1,432,421 $0 $2,580,782 $1,638,809 $1,906,136 $1,777,850 $1,140,700 $3,832,987 $691,891 $443,057 $1,069,207 $369,047 $427,119 $0 $73,405 $11,500 $4,500 $230,101 $360,000 $1,325,249 $1,127,337 $1,428,084 $389,770 $419,606 $702,335 $44,220 $211,603 $40,268 $539,345 $462,648 $212,860 $172,713 $802,852 $335,558 $696,051 $976,397 $1,478,536 $871,556 $2,692,302 $1,713,665 $1,953,588 $1,834,240 $1,281,202 $3,901,418 $697,487 $0 $0 $0 $505,447 $0 $67,705 $11,500 $4,500 2.25% 30.91% 6.13% 10.25% 0.58% 0.21% 0.00% 2.69% -2.05% 25.30% -47.87% 6.11% 42.11% 0.93% 3.29% 36.65% 1.90% 10.43% 2.01% 3.22% NA 4.88% 4.51% 0.13% 1.44% 17.47% 1.79% 0.00% -100.00% -100.00% NA 18.34% NA NA NA 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division 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 Rio Vista Community Park Rio Vista Rec Center Pioneer Community Park Main Library Branch Library Parks North Parks South Contracted Landscape Maintenance Complex Operations/Maint Spring Training Sports Complex Capital Reserve Sports Complex Improvement Reserve Complex Eqt Reserve Adult Day Prg Grant Library Svc & Technology Grant Prop 302 Grant Program Citizen Donations-Cs Teen Council $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 $0 $2,624,558 $1,437,115 $1,715,060 $1,704,866 $957,039 $3,643,778 $559,383 $0 $0 $0 $390,623 $28,260 $47,693 $1,724 $1,745 91 Community Services Operating Budget Summary Sort Description Total : FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $22,794,757 $22,735,038 $26,442,275 $27,117,953 $27,490,143 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 0.00 21.27 12.00 13.60 12.60 1.55 15.50 5.40 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 0.00 18.20 12.00 12.85 11.85 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 0.00 18.20 12.00 12.85 11.85 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 4.80 9.70 0.00 18.20 12.00 11.85 12.85 1.30 16.50 4.85 0.50 12.25 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 4.80 8.70 4.00 18.20 12.00 11.85 12.85 1.30 16.50 4.85 0.00% 8.89% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -9.43% -10.31% NA 0.00% 0.00% -7.78% 8.44% 0.00% 3.13% 1.25% 131.47 127.41 128.41 128.47 132.47 3.16% 3.96% 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 Rio Vista Community Park Rio Vista Rec Center Pioneer Community Park Main Library Branch Library Parks North Parks South Contracted Landscape Maintenance Complex Operations/Maint Adult Day Prg Grant Total : 92 City of Peoria FY 2014 Annual Program Budget Community Services Department Performance Spotlight COMMUNITY SERVICES 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 and community parks, open space and trails, year-round activities at the Peoria Sports Complex, two fullservice Libraries, and unique arts and cultural experiences. The operation and management of these areas are fulfilled by the divisions outlined below. Community Services Administration Community Services Administration is responsible for the overall management, financial administration, technological support, and strategic direction for the Parks, Recreation, Library, Arts and 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 and City Council in several key areas:      Key Outcome Measures Community Services Department     Youth Advisory Board Parks and Recreation Board Library Board Veterans’ Board Arts Commission   93 Overall satisfaction with parks and recreation services in Peoria % of residents rating the overall quality of Peoria’s natural environment as good or excellent Total annual circulation in Peoria’s Library system # of registered participants and event attendees Cost recovery goals in Recreation Programs Art Gallery Visits City of Peoria FY 2014 Annual Program Budget Community Services Department Cost of Service Breakdown – Community Services Administration Activity Description Management of department/divisions High quality customer services Administrative functions Financial functions Department technological support Boards and Commission liaison Grant/sponsorship opportunities Support organizational development TOTAL $140,453 $327,845 $139,696 $175,767 $81,941 $10,429 $9,795 $8,059 NonPersonnel Costs $9,591 $22,388 $9,540 $12,003 $5,596 $712 $669 $550 Internal Service Charges $21,724 $50,708 $21,607 $27,186 $12,674 $1,613 $1,515 $1,247 $893,986 $61,049 $138,273 Allocated FTEs Personnel Costs 0.79 4.54 1.69 2.14 0.90 0.13 0.11 0.08 10.38 Total Cost of Service $171,769 $400,941 $170,842 $214,956 $100,211 $12,754 $11,979 $9,856 $1,093,308 The budget amounts listed above include all costs for that service or program for FY2013. 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% 1% 9% Management of department High quality customer service 16% Administrative functions Financial functions 20% Department technological support Boards and Commissions liaison 37% Grant/sponsorship opportunities 15% Support organizational development 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. 94 City of Peoria FY 2014 Annual Program Budget Community Services Department 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. Recreation programming and leisure learning opportunities are aligned with the recently adopted Youth Master Plan. Cost of Service Breakdown – Recreation – Youth Programs Allocated FTEs Personnel Costs Aquatics Program AM/PM Program Little Learners Summer Recreation Summer Camp Special Interest Classes - Youth Youth Sports Teens 16.07 29.10 7.46 8.60 13.69 1.65 4.74 5.75 $626,744 $1,023,410 $262,302 $272,592 $441,975 $104,139 $312,604 $233,950 NonPersonnel Costs $305,075 $303,112 $57,657 $156,391 $244,008 $63,644 $141,801 $87,300 TOTAL 87.06 $3,277,716 $1,358,988 Activity Description Internal Service Charges Total Cost of Service $79,791 $81,066 $47,090 $398 $16,879 $15,645 $49,145 $13,812 $1,011,610 $1,407,588 $367,049 $429,381 $702,862 $183,428 $503,550 $335,062 $303,826 $4,940,530 The budget amounts listed above include all costs for that service or program for FY2013. 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 7% AM/PM 20% 10% Little Learners 4% Summer Rec Summer Camp 14% SIC - Youth 28% 9% Youth Sports Teens 7% Total Budget - $4,940,530 95 City of Peoria FY 2014 Annual Program Budget Community Services Department Adult Programs Adult Recreation Programs include special interest classes geared towards adults, 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 $39,894 $176,619 $135,554 NonPersonnel Costs $21,213 $142,793 $66,766 Internal Service Charges $1,920 $6,470 $5,127 $352,067 $230,772 $13,517 Allocated FTEs Personnel Costs Special Interest Classes - Adult Adult Sports Senior Programs 1.30 2.71 1.64 TOTAL 5.65 Activity Description Total Cost of Service $63,027 $325,882 $207,447 $596,356 The budget amounts listed above include all costs for that service or program for FY2013. 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 11% SIC - Adult 35% Adult Sports Senior Programs 55% Total Budget - $596,356 96 City of Peoria FY 2014 Annual Program Budget Community Services Department 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 Activity Description Allocated FTEs Personnel Costs 0.49 2.29 7.92 $48,957 $131,105 $346,928 NonPersonnel Costs $6,200 $22,107 $21,744 10.70 $526,990 $50,051 Outdoor Recreation Adaptive Recreation Adult Day Program TOTAL Internal Service Charges Total Cost of Service $1,372 $13,265 $66,974 $56,529 $166,477 $435,646 $81,611 $658,652 The budget amounts listed above include all costs for that service or program for FY2013. 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 25% Adaptive Recreation Adult Day Program 66% Total Budget - $658,652 97 City of Peoria FY 2014 Annual Program Budget Community Services Department Facilities The Recreation Division - Facilities 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 FTEs Personnel Costs Community Center Rio Vista Recreation Center 1.94 15.92 $208,480 $895,064 NonPersonnel Costs $100,241 $259,273 TOTAL 17.86 $1,103,544 $359,514 Activity Description Internal Service Charges Total Cost of Service $331,574 $295,549 $640,295 $1,449,886 $627,123 $2,090,181 The budget amounts listed above include all costs for that service or program for FY2013. 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 31% Community Center Recreation Center 69% Total Budget - $2,090,181 98 City of Peoria FY 2014 Annual Program Budget Community Services Department Special Events The Recreation Division plans, manages and facilitates city-sponsored community and special events throughout the year, at venues across the city. Events coordinated include: July 4th All American Festival, Halloween Monster Bash, P83 Party, Dolly Sanchez Memorial Easter Egg Hunt, Peoria Arts and Cultural Festival and the Old Town Holiday Festival. One-time events are planned and budgeted for on a case-bycase basis each fiscal year. Cost of Service Breakdown – Recreation – Special Events 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 Manage Boards and Commissions Dinner TOTAL Allocated FTEs Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service 1.26 $51,586 $129,091 $4,333 $185,010 1.60 $111,298 $64,464 $4,215 $179,977 0.23 $20,938 $77,666 $2,364 $100,968 0.11 $10,134 $37,408 $1,140 $48,682 0.11 $10,134 $37,408 $1,140 $48,682 0.20 $19,390 $15,000 $0 $34,390 3.50 $223,480 $361,037 $13,192 $597,709 The budget amounts listed above include all costs for that service or program for FY2013. 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 6% Plan and manage Special Events at the Sports Complex 8% 31% 8% Plan and manage downtown community events Assist outside organizations with events Assist other departments with coordination and planning of events 17% Collaborate to develop and execute marketing strategies 30% Manage Boards and Commissions Dinner Total Budget - $597,709 99 City of Peoria FY 2014 Annual Program Budget Community Services Department Neighborhood Park Maintenance Neighborhood Park maintenance is responsible for maintaining the city's 34 neighborhood parks, 25 miles of trail, ancillary buildings, city-owned retention basins and graffiti abatement. Key activities within this function include continual maintenance of parks, including daily cleanings, parks trimming, pruning, trash removal, turf maintenance, restroom cleaning, field preparation for sport programs, playground inspections, graffiti abatement, securing parks in the evening, and utility payments for each park. This division is supported by 24.9 employees. Right- of- Way Maintenance The ROW Maintenance division is responsible for ensuring all ROW contract obligations are met throughout the city. Also included are contractual activities for grounds at City Hall, maintenance improvement basins, and general response to citizen requests concerning ROW maintenance. The division is also responsible for paying the utility bills for city-owned ROWs. A secondary function is to maintain the City’s Tree City USA status, and coordinate volunteer programs. Parks Administration Parks Administration 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Neighborhood Park Maintenance 24.9 $1,656,035 $1,506,835 $464,712 $3,627,582 Right-of-Way 1.0 $109,946 $912,382 $19,599 $1,041,926 Parks Administration 1.5 $153,544 $3,709 $7,779 $180,411 27.4 $1,919,525 $2,438,305 $492,089 $4,849,91 9 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2013. 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. 100 City of Peoria FY 2014 Annual Program Budget Community Services Department Parks Division Budget Allocation 3% Parks 21% ROW Admin 75% Total Budget $4,849,919 Sports Complexes The Sports Complexes division is responsible for the operations and maintenance of the Peoria Sports Complex and Rio Vista Community Park, Pioneer 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 $555,664 $740,144 $707,535 NonPersonnel Costs $304,887 $1,136,156 $1,084,323 Internal Service Charges $ 97,456 $366,821 $352,435 $2,003,344 $2,525,366 $816,712 Activity Description Allocated FTEs Personnel Costs Rio Vista Community Park Sports Complex - Year Round Activities Sports Complex - Spring Training 12.12 11.98 12.29 TOTAL 36.40 Total Cost of Service $958,007 $2,243,121 $2,144,294 $5,345,422 The budget amounts listed above include all costs for that service or program for FY2013. 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. 101 City of Peoria FY 2014 Annual Program Budget Community Services Department Sports Complexes Division Budget Allocation 18% Rio Vista 40% Sports Complex Spring Training 42% Total Budget $5,345,422 Peoria Public Library System 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 for offering patrons assistance with locating items, issuing library cards, online public access catalog, e-reader assistance and account management. Additionally, they process periodicals and inter-library 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. 102 City of Peoria FY 2014 Annual Program Budget Community Services Department Cost of Service Breakdown - Libraries Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Adult Services 4.46 $480,747 $150,690 $337,754 $969,191 Library – Youth Services 4.26 $447,530 $170,641 $337,754 $955,625 Library – Patron Services 20.89 $793,666 $61,808 $176,578 $1,032,052 Library – Technical Services 3.79 $317,764 $154,584 $189,502 $661,850 Library – Administration 1.7 $197,910 $5,675 $77,825 $281,410 35.28 $2,380,234 $543,089 $1,283,392 $4,206,715 Activity Description TOTAL Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2013. 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. Libraries Budget Allocation 5% 15% 25% Youth Services Adult Services Patron Services Technical Services 30% 24% Total Budget - $4,206,715 103 Administration City of Peoria FY 2014 Annual Program Budget Community Services Department Arts The Arts Commission division is responsible for managing and promoting 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Grant Management .1 $9,075 $140,200 $0 $149,275 Gallery Display Coordination .1 $15,124 $1,700 9,961 $26,785 Art Collection Management .125 $18,149 $10,050 $0 $28,199 Cultural Activities .05 $9,075 $1,125 $0 $10,200 Boards and Commission .075 $6,050 $200 $0 $6,250 Administration .05 $3,025 $698 $2,597 $6,320 TOTAL .5 $60,498 $153,973 $12,588 $227,029 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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. Arts Commission Budget Allocation 4% 3% 3% Grant Management 12% Gallery Display Coordination Art Collection Management 12% Cultural Activities 66% Boards and Commissions Administration Total Budget $227,029 104 City of Peoria FY 2014 Annual Program Budget Community Services Department Percent for the Arts This section is supported through the city's capital improvement program with a 1% contribution of the project cost, and is used to provide public art throughout the city. Large-scale public art projects in this fiscal year include: the completion of Centennial Plaza, Osuna Park, and 84th Avenue streetscape and the FY 2013 budget approved for the Pioneer Community Park project and small-scale art. Small art purchases have taken place and display areas have been established at DCSB, the Community Center, Sunrise Mountain Library and City Hall. Cost of Service Breakdown - Percent for the Arts Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 0 $0 $275,000 $0 $275,000 Percent for the Arts The budget amounts listed above include all costs for that service or program for FY2013. Costs may include contracts for largescale public art services and small art purchases. Percent for the Arts Budget Allocation 9% Small-Scale Public Art Large-Scale Public Art 91% Total Budget - $275,000 105 City of Peoria FY 2014 Annual Program Budget Community Services Department Performance Report COMMUNITY SERVICES DEPARTMENT The Community Services Department uses performance 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 Performance Measure FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target Participant approval rating for Recreation Programs 90% 90% 91% 91% % of residents rating Recreation programs or classes as good or excellent (National Citizen Survey) N/A N/A 80% 80% Average daily visitor count at Rio Vista Recreation Center 1,234 1,318 1,350 1,375 # of recreation participants 134,661 136,295 137,500 138,000 # of attendees at City Special Events 55,715 65,347 69,400 73,500 Developed Neighborhood Park acres per 1,000 population 1.77 1.82 1.85 1.89 % of citizens rating the quality of City Parks as good or excellent (National Citizen Survey) 76% 76% 80% 80% % of residents rating the availability of walking paths and trails as good or excellent (National Citizen Survey) 55% 55% 60% 60% 106 City of Peoria FY 2014 Annual Program Budget Council Goal Expected Outcome Community Building: Preserve and Expand our Quality of Life To provide aesthetically pleasing and well maintained public rightof-way areas throughout Peoria 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 Community Services Department Performance Measure FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target % of residents rating the cleanliness of Peoria as good or excellent (National Citizen Survey) 65% 65% 67% 67% Graffiti abatement work order requests completed 1,505 1,151 1,100 1,100 % of survey responses rating overall experience at the Sports Complex as good or excellent 95% 97% 95% 95% 188,244 190,643 190,000 195,000 94 106 105 105 100% 100% 95% 95% 627,761 651,166 655,000 655,000 11.49 11.49 11.37 11.37 84% 84% 86% 86% 45% 45% 48% 48% 1,576 1,509 1,800 2,000 # of Spring Training attendees # of Community Events held at the Peoria Sports Complex % of responses on Rio Vista Community Park patron survey rating experience as good to excellent Annual Library Visits Total annual circulation per capita % of residents rating the quality of library services as good or excellent (National Citizen Survey) % of residents rating opportunities to attend cultural activities as good or excellent Annual Art Gallery Visits 107 Economic Development Services Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $2,580,994 $638,741 $22,593 $2,516,571 $650,852 $32,726 $2,682,475 $810,807 $26,614 $2,684,475 $1,813,313 $26,850 $2,932,954 $3,182,177 $23,569 9.34% 292.47% -11.44% $3,242,328 $3,200,149 $3,519,896 $4,524,638 $6,138,700 74.40% $502,973 $489,649 $1,501,403 $748,302 $0 $401,877 $601,930 $1,425,446 $769,527 $1,370 $367,762 $842,244 $1,498,315 $811,575 $0 $367,762 $888,522 $1,500,315 $809,575 $958,464 $384,516 $1,054,543 $1,688,688 $981,161 $2,029,792 4.56% 25.21% 12.71% 20.90% NA $3,242,328 $3,200,149 $3,519,896 $4,524,638 $6,138,700 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 2.50 4.00 15.00 6.50 0.00% 0.00% 15.38% 0.00% 28.00 26.00 26.00 26.00 28.00 7.69% 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 : 74.40% Staffing by Division Economic Development Services Administr Business and Real Estate Development Building Development Site Development Total : 108 City of Peoria FY 2014 Annual Program Budget Economic Development Services Department Performance Spotlight ECONOMIC DEVELOPMENT SERVICES 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 OVERVIEW Key Outcome Measures Economic Development Services Economic Development Administration The Economic Development Administration Division is responsible for the overall leadership and management of the Economic Development Services Department. In addition, the Administration Division is responsible for the management of the department’s overall budget, oversight of the execution of the Economic Development Implementation Strategy (EDIS) and support of the permitting system software.    Number of universities and hospitals attracted Number of business attraction locates Number of executed Development Agreements in targeted investment zones Cost of Service Breakdown - Economic Development Services Administration Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service EDIS .49 $60,119 $1,478 $9,749 $71,346 Administrative Support 1.37 $169,821 $4,174 $27,538 $201,534 Permitting System Support 0.39 $47,724 $1,173 $7,739 $56,635 Manage Dept’s Budget 0.26 $32,229 $792 $5,226 $38,247 TOTAL 2.5 $309,893 $7,617 $50,252 $367,762 Activity Description 109 City of Peoria FY 2014 Annual Program Budget Economic Development Services Department Administration Division Budget Allocation 10.4% Economic Development Implementation Strategy 19.4% Administrative Support 15.4% Permitting System Support 54.8% Manage Department's Budget Total Budget: $367,762 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 development opportunities in targeted investment zones, 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 medical device entrepreneurship, workforce development, and marketing. BRED Activities Defined:      Business Attraction includes University Recruitment, Health Care Recruitment, Investment Zones (Vistancia, Rovey, Old Town), BioInspire 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 110 City of Peoria FY 2014 Annual Program Budget Economic Development Services Department Cost of Service Breakdown - Business and Real Estate Development (BRED) Allocated FTE’s Personn el Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Business Attraction 2.55 $286,535 $212,717 $37,679 $536,931 Business Retention 0.55 $61,802 $45,880 $8,127 $115,809 Redevelopment 0.20 $22,473 $16,684 $2,955 $42,112 Small Business 0.62 $69,667 $51,719 $9,161 $130,548 Workforce Development 0.08 $8,989 $6,673 $1,182 $16,845 TOTAL 4.00 $449,466 $333,674 $59,104 $842,244 Activity Description Business & Real Estate Development (BRED) Budget Allocation 2% 15% Business Attraction Business Retention 64% 5% Redevelopment Small Business 14% Workforce Development Total Budget: $842,244 111 City of Peoria FY 2014 Annual Program Budget Economic Development Services Department 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 Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Inspection Services 5.74 $533,783 $39,380 $88,400 $661,564 Plan Review 2.92 $271,541 $20,033 $44,970 $336,545 Permitting 2.39 $222,255 $16,397 $36,808 $275,459 Administrative 1.95 $181,338 $13,378 $30,032 $224,747 TOTAL 13.00 $1,208,917 $89,188 $200,210 $1,498,315 Activity Description Building Development Budget Allocation Inspection Services 15% Plan Review 44.2% 18.4% Permitting Administrative 23% Total Budget: $1,498,315 112 City of Peoria FY 2014 Annual Program Budget Economic Development Services Department 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. Cost of Service Breakdown - Site Development Division Allocated FTE’s Personnel Costs Non-Personnel Costs Internal Services Charges Total Cost of Service Inspection Services 0.68 $73,956 $1,696 $9,252 $84,903 Plan Review 3.10 $337,151 $7,731 $42,177 $387,059 Permitting 1.24 $134,860 $3,093 $16,871 $154,824 Administrative (includes internal design services) 1.48 $160,962 $3,691 $20,136 $184,789 TOTAL 6.50 $706,929 $16,211 $88,435 $811,575 Activity Description Site Development Budget Allocation 10.5% 22.8% Inspection Services Plan Review 19.1% 47.7% Permitting Administrative Total Budget: $811,575 113 City of Peoria FY 2014 Annual Program Budget Economic Development Services Department Performance Report ECONOMIC DEVELOPMENT SERVICES DEPARTMENT The Economic Development Services Department uses performance 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. EDISCouncil Goal Project Objective FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 9.0 6.9 10.3 9.9 11.4 8.4 9.3 11.3 8.3 12 working days Permit Task Force & Excellent Customer Service Building Development Timely Building Plan Reviews (1st review) Assist customers through timely:  Tenant Improvement  New Commercial  Single Family Residential Timely Building Inspections Average number of building inspections completed per day 25,413 22/day 31,452 25/day 45,150 36/day 25 per inspector/day Timely Building Permits issued Provide adequate staffing to meet target 2,389 2,753 3,600 3,588 11.4 8.7 16.0 12 working days Site Development Timely Engineering Plan Reviews (1st review) Timely Engineering Civil Sheets Reviewed Timely Engineering Permits Issued Assist customers through timely Site Development Plan Review Number of Civil Sheets reviewed per plan reviewer (to meet customer expectations) *Based on 3.1 FTEs Issuance of permits to meet customer expectations *Based on 1.0 FTEs 114 2,223 1,740 2,994 60 60 sheets/ month/ reviewer 47 sheets/ month/ reviewer 81 sheets/ month/ reviewer sheets/ month/ reviewer 930 857 1,020 78 permits/ month/FTE 71 permits/ month/FTE 85 permits/ month/FTE 70 permits/ month/ FTE Engineering Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $4,102,951 $893,108 $26,723 $29,964 $3,671,225 $805,119 $26,377 $50,023 $3,994,968 $841,279 $46,333 $0 $3,983,968 $826,621 $40,905 $0 $4,012,797 $932,146 $43,403 $0 0.45% 10.80% -6.32% NA $5,052,746 $4,552,743 $4,882,580 $4,851,494 $4,988,346 2.17% $757,100 $1,243,821 $700,319 $1,099,047 $1,252,458 $616,015 $1,222,024 $704,975 $841,820 $1,167,909 $669,347 $1,318,367 $833,039 $905,322 $1,156,505 $659,587 $1,314,921 $829,953 $894,254 $1,152,779 $680,081 $1,367,999 $749,720 $934,134 $1,256,412 1.60% 3.76% -10.00% 3.18% 8.64% $5,052,746 $4,552,743 $4,882,580 $4,851,494 $4,988,346 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 4.75 9.50 5.00 8.00 6.00 0.00% 0.00% 0.00% 0.00% 0.00% 39.25 33.25 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 Traffic Engineering Total : 2.17% Staffing by Division Engineering Admin Capital Engineering Design and Construction Eng Inspection Svc Traffic Engineering Total : 115 City of Peoria FY 2014 Annual Program Budget Engineering Department Performance Spotlight ENGINEERING DEPARTMENT MISSION To provide quality engineering and architectural services to the City through management of the capital improvement program, traffic engineering, property acquisition and right-of-way inspections that will enhance the quality of life for our citizens. DEPARTMENT OVERVIEW Key Outcome Measures Engineering Department Administration and Property Acquisition  The Administration and Property Acquisition Division provides overall management direction and support to the Engineering Department and coordinates the acquisition of real property rights of way and easements for the entire city.   Percent 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 About half 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 other half is related to property acquisition and management. Approximately 5 percent 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. The division also provides technical support to internal and external customers of the Engineering Department. Capital project delivery makes up approximately 53 percent of the cost of service. Other core services include project estimating, coordination with outside agencies and administrative functions. Approximately 57 percent of the division’s budget is offset through chargeback revenue from 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. 116 City of Peoria FY 2014 Annual Program Budget Engineering Department Approximately 80 percent of the division’s operating budget is directly associated with capital project management. Other core services include project estimating, coordination with outside agencies and administrative functions. Approximately 61 percent 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 33 percent of the inspection workload is related to projects in the Capital Improvement Program. The remaining workload is comprised of private development projects, dry utility construction and some maintenance activities. Approximately 22 percent 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 percent 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 7 percent of the budget is offset through chargeback revenue from capital projects. Cost of Service Breakdown - Engineering Department Administration and Property Acquisition 4.75 $ 544,891 NonPersonnel Costs $ 55,160 Engineering Services 9.5 $1,192,955 $ 31,408 $ 94,004 $1,378,713 Architectural Services 5.0 $ 755,144 $ 16,380 $ 61,515 $ 645,935 Right-of-Way Inspections 8.0 $ 734,622 $ 60,952 $109,748 $ 905,322 Traffic Engineering 6.0 $ 767,356 $ 48,035 $341,114 $1,156,505 Activity Description Allocated FTE’s Personnel Costs Internal Services Charges $ 69,296 $ 609,001 Total Cost of Service TOTAL 33.25 $3,994,968 $211,935 $675,677 $4,882,580 The budget amounts listed above include all costs for that service or program for FY2013. 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 City of Peoria FY 2014 Annual Program Budget Engineering Department Engineering Department Budget Allocation 14% Administration and Property Acquisition 24% Engineering Services Architectural Services 27% Right-of-Way Inspections 18% Traffic Engineering 17% Total Budget: $4,882,580 118 City of Peoria FY 2014 Annual Program Budget Engineering Department Performance Report ENGINEERING DEPARTMENT The Engineering Department uses performance 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 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target -9% -8% -10% +/-10% 40% 26% 34% 50% 36% 36% 36% 50% 59% 59% 59% 75% 44% 44% 44% 60% 53% 53% 53% 70% 70% 70% 70% 75% % budget variance on completed capital projects -8% -6% -2% +/-10% % of total allocated capital budget (including carryovers) expended in current fiscal year 28% 23% 43% 50% Performance Measure Total Planning % budget variance on completed capital projects 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 % of total allocated capital budget (including carryovers) expended in current fiscal year % of residents rating traffic flow on major streets as good or excellent % of residents rating ease of car travel in Peoria as good or excellent % of residents rating ease of bicycle travel in Peoria as good or excellent % of residents rating traffic signal timing as good or excellent % of residents rating storm drainage as either good or excellent 119 Finance and Budget Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $3,874,749 $979,676 $249,922 $3,882,138 $986,410 $100,332 $4,220,674 $1,026,977 $91,153 $4,192,544 $1,034,724 $107,774 $4,137,649 $1,076,602 $103,158 -1.97% 4.83% 13.17% $5,104,347 $4,968,880 $5,338,804 $5,335,042 $5,317,409 -0.40% $290,055 $1,362,423 $891,387 $919,284 $707,867 $329,057 $604,274 $294,767 $1,407,872 $1,101,407 $856,068 $582,690 $339,244 $386,831 $305,173 $1,501,976 $1,128,482 $993,723 $633,611 $356,684 $419,155 $305,173 $1,494,976 $1,137,375 $992,807 $631,372 $354,184 $419,155 $319,653 $1,561,809 $1,119,720 $868,615 $669,793 $367,353 $410,466 4.74% 3.98% -0.78% -12.59% 5.71% 2.99% -2.07% $5,104,347 $4,968,880 $5,338,804 $5,335,042 $5,317,409 2.00 12.75 12.00 7.00 7.00 2.00 5.00 2.00 12.75 11.00 7.00 6.00 2.00 4.00 2.00 12.75 11.00 7.00 6.00 2.00 4.00 2.00 12.75 10.00 6.00 6.00 2.00 4.00 2.00 12.75 10.00 6.00 6.00 2.00 4.00 0.00% 0.00% -9.09% -14.29% 0.00% 0.00% 0.00% 47.75 44.75 44.75 42.75 42.75 -4.47% Expenditures by Category Name Personal Services Contractual Services Commodities Total : Expenditures by Division Finance Admin Financial Services Tax Audit & Collections Management and Budget Materials Management Treasury Management Inventory Control Total : -0.40% Staffing by Division Finance Admin Financial Services Tax Audit & Collections Management and Budget Materials Management Treasury Management Inventory Control Total : 120 Finance Utilities Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $2,396,393 $1,320,829 $587,549 $0 $2,191,010 $1,291,775 $325,622 $1,212,420 $2,464,354 $1,366,209 $780,725 $0 $2,464,354 $1,338,614 $437,602 $362,114 $2,632,156 $1,422,159 $418,611 $362,114 6.81% 4.10% -46.38% NA $4,304,771 $5,020,828 $4,611,288 $4,602,684 $4,835,040 4.85% $1,742,898 $458,900 $1,397,802 $705,171 $1,602,919 $403,659 $2,286,615 $727,634 $1,738,575 $575,853 $1,541,408 $755,452 $1,749,374 $549,176 $1,548,061 $756,073 $1,844,607 $623,685 $1,599,164 $767,584 6.10% 8.31% 3.75% 1.61% $4,304,771 $5,020,828 $4,611,288 $4,602,684 $4,835,040 15.00 5.00 14.00 5.00 15.00 5.00 10.70 5.30 15.00 5.00 10.70 5.30 16.00 5.00 10.70 5.30 16.00 5.00 10.70 5.30 6.67% 0.00% 0.00% 0.00% 39.00 36.00 36.00 37.00 37.00 2.78% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : Expenditures by Division Customer Service Revenue Administration Meter Services Utility Billing Total : 4.85% Staffing by Division Customer Service Revenue Administration Meter Services Utility Billing Total : 121 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department Performance Spotlight FINANCE AND BUDGET 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 eleven 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 & Budget Department        122 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 Survey Ratings for services provided % variance in Budget forecast and key forecast assumptions City of Peoria FY 2014 Annual Program Budget Finance and Budget Department Finance and Budget Department Budget Allocation 2% Sales Tax, Audit, & Collections 4% 5% Financial Services Treasury 4% 7% Finance Administration Budget Materials Management 7% Inventory Control 13% Revenue Administration Customer Service 12% Utility Billing Total Budget: $8,585,091 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Allocated FTE’s Personnel Costs Service and support to council, management, citizens and customers 0.60 $77,569 $1,575 $12,408 $91,552 Leadership and management of the Finance Department 1.00 $129,281 $2,625 $20,680 $152,586 Maintain City’s financial stability and fiscal health 0.40 $51,713 $1,050 $8,272 $61,035 TOTAL 2.00 $258,563 $5,250 $41,360 $305,173 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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. 123 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department 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 processes and pays 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 a Supervisor and three Accounting Technicians. Cost of Service Breakdown - Financial Services NonPersonnel Costs Internal Services Charges Total Cost of Service Allocated FTE’s Personnel Costs Accounting and financial reporting 5.35 $568,370 $128,330 $105,694 $802,394 Accounts payable 3.25 $235,050 $10,563 $37,260 $282,873 Payroll 2.60 $195,453 $11,380 $31,378 $238,211 Maintain accounting information systems 1.55 $154,083 $903 $23,512 $178,498 12.75 $1,152,956 $151,176 $197,844 $1,501,976 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2013. 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. 124 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department 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 advisory & management 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Allocated FTE’s Personnel Costs Cash and Banking Management 1.15 $145,780 $77,905 $21,000 $244,685 Investment Management 0.75 $85,533 $1,425 $8,164 $95,122 Activity Description Debt Issuance and Management 0.10 $14,949 $480 $1,448 $16,877 TOTAL 2.00 $246,262 $79,810 $30,612 $356,684 The budget amounts listed above include all costs for that service or program for FY2013. 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. 125 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department 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 ten people that include one Supervisor, two Sales Tax Auditors, one Associate Auditor, three Revenue Collections Specialists, and three Customer Service Representatives. 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 between $500,000 and $1.5 million in each of 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. 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 Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administer the tax code 6.20 $555,929 $65,788 $81,832 $703,549 Audit businesses 2.80 $263,569 $11,424 $36,195 $311,188 Process specialty licenses 0.45 $40,516 $7,901 $6,373 $54,790 Canvas and inspect licenses 0.55 $49,373 $2,725 $6,857 $58,955 10.00 $909,387 $87,838 $131,257 $1,128,482 TOTAL The budget amounts listed above include all costs for that service or program for FY2013. 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. 126 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department Management and Budget The Management and Budget Division 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 an annual operating and capital spending plan that reflects stakeholder interests, while maintaining the City’s strong fiscal integrity. This function is supported by a Budget Coordinator, three Budget Analysts, and a significant portion of the time of the 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. Management Support In addition to the budget functions mentioned above this division is also 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 - Budget Management Activity Description Allocate d FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Financial Forecasting and Economic Analysis 0.63 $79,589 $1,268 $8,578 $89,435 Developing, Analyzing, Monitoring and Reporting on Financial Resources 3.71 $468,691 $7,467 $50,515 $526,673 Communication and Outreach 0.53 $66,956 $1,067 $7,216 $75,239 Rate and Revenue Analysis 0.91 $114,962 $1,832 $12,390 $129,184 Management of the City’s Performance Management Program 0.23 $29,056 $463 $3,132 $32,651 Operational and Policy Analysis 0.80 $101,065 $1,610 $10,893 $113,568 Development Administration 0.19 $24,003 $382 $2,587 $26,972 TOTAL 7.00 $884,322 $14,089 $95,311 $993,722 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. 127 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department 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 campus 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 Materials Management Division also manages the mail room and two reprographic centers located on the City Hall campus, providing 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Allocated FTE’s Personnel Costs Procure goods & services 3.95 $331,872 $11,833 $56,456 $400,161 Contract management 1.80 $163,127 $11,183 $28,632 $202,942 Manage financial information systems 0.25 $24,794 $1,410 $4,304 $30,508 TOTAL 6.00 $519,793 $24,426 $89,392 $633,611 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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. 128 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Allocated FTE’s Personnel Costs Warehouse operations 1.55 $97,529 $21,283 $54,571 $173,383 Fleet parts room service 1.00 $71,837 $10,505 $37,820 $120,162 Warehouse & fleet information systems 0.45 $31,006 $452 $14,449 $45,907 Distribution of mail & materials to locations 1.00 $49,017 $5,600 $25,086 $79,703 TOTAL 4.00 $249,389 $37,840 $131,926 $419,155 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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, and Billing & Collections (in addition to Sales Tax). The five staff in this area are responsible 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Activity Description Allocated FTE’s Personnel Costs General management and support 1.75 $160,457 $6,392 $20,827 $187,676 Insure data integrity and maintain information systems 3.25 $315,220 $13,583 $44,374 $373,177 TOTAL 5.00 $475,677 $19,975 $65,201 $560,853 The budget amounts listed above include all costs for that service or program for FY2013. 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. 129 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department 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 sixteen employees provide these services. Cost of Service Breakdown - Customer Service Activity Description Process customer financial transactions Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service 5.65 $356,979 $543,766 $165,118 $1,065,863 Respond to customer inquiries 10.35 $561,824 $6,675 $104,213 $672,712 TOTAL 16.00 $918,803 $550,441 $269,331 $1,738,575 The budget amounts listed above include all costs for that service or program for FY2013. 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. 130 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department 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 5.30 $339,987 NonPersonnel Costs $381,001 Internal Services Charges $34,464 Total Cost of Service $755,452 The budget amounts listed above include all costs for that service or program for FY2013. 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. 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 NonPersonnel Costs Internal Service Charges Total Cost of Service Allocated FTE’s Personnel Costs Meter reading 1.35 $90,500 $16,908 $11,467 $118,875 Service work orders 8.95 $609,652 $95,812 $75,315 $780,779 Meter replacement program 0.40 $29,735 $550,114 $61,905 $641,754 10.70 $729,887 $662,834 $148,687 $1,541,408 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2013. 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. 131 City of Peoria FY 2014 Annual Program Budget Finance and Budget Department Performance Report FINANCE AND BUDGET DEPARTMENT The Finance and Budget Department uses performance 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 Prudent fiscal stewardship. Employ strong fiscal management practices that encourage sustainable fiscal decision-making. Total Planning Perform accurate and useful research on financial, operational, and policy issues for the leadership of the organization Effectively manage the City’s planned resources to ensure organizational priorities are met Performance Measure Bond ratings for general obligation bonds: ‐ Standard & Poor's ‐ Moody's Investor Services ‐ Fitch Ratings Bond ratings for revenue bonds: ‐ Standard & Poor's ‐ Moody's Investor Services ‐ Fitch Ratings Compliance with the Principles of Sound Financial Management Review success in operational goals as discussed in employee performance plan for Management and Budget Director 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) 132 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target AA+ Aa1 AA+ AA+ Aa1 AA+ AA+ Aa1 AA+ AA+ Aa1 AA+ AA Aa3 AA AA Aa3 AA AA Aa3 AA AA Aa3 AA Yes Yes Yes Yes Satisf. Satisf. Satisf. Satisf. +0.20% +0.30% -0.85% <3% +0.16% +0.32% +0.44% <3% City of Peoria FY 2014 Annual Program Budget Council Goal Expected Outcome Provide accurate and timely financial information and accounting services to management, policy makers, and external parties for making sound and informed decisions. Enhance Current Services Provide accurate and timely payment to our vendors. Perform all procurement acquisition functions effectively, accurately and timely. 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. Finance and Budget Department Performance Measure FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 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 Number of (A/P) payments made annually 11,010 11,098 11,000 11,000 Percent of vendor invoices paid within 30 days of invoice date 87% 90% 85% 85% Percent of A/P payments made electronically 32% 45% 50% 55% Peoria investment return compared to Treasury Note benchmark 0.68% / 0.24% 0.55% / 0.14% 0.40% / 0.17% 0.40% / 0.17% Number of vendor protests filed and number upheld 0/0 1/0 0/0 0/0 Number of audits completed annually 147 77 50 50 Audit program recoveries as a ratio to the operating costs of the Sales Tax Section 1.0 .31 .30 .30 % of sales tax returns remitted electronically 10% 13% 15% 15% % of inspected businesses operating without a current license 13% 8% 10% 10% % of new business license applications processed within 14 days 73% 88% 85% 85% % of total utility customers receiving their utility bills electronically 9% 13% 15% >15% Annual number of incoming customer service calls answered by a CSR 71,000 86,000 75,000 75,000 3:38 3:49 3:50 < 3 min 39,674 38,000 38,000 40,000 Average time for CSR to answer incoming calls (minutes) Number of service orders processed by Meter Services staff 133 Fire Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $15,944,580 $2,719,932 $517,712 $41,251 $16,613,769 $3,629,460 $446,470 $28,411 $17,053,707 $3,796,029 $424,953 $0 $17,075,807 $3,817,884 $468,551 $53,900 $18,442,432 $4,110,784 $483,223 $0 8.14% 8.29% 13.71% NA $19,223,475 $20,718,110 $21,274,689 $21,416,142 $23,036,439 8.28% $473,958 $1,031,871 $731,834 $376,231 $419,802 $189,415 $15,705,613 $188,838 $77,770 $25,500 $2,643 $479,222 $1,013,685 $769,304 $481,366 $436,982 $253,622 $17,119,391 $35,520 $103,518 $25,500 $0 $432,025 $1,079,794 $800,249 $620,100 $541,343 $209,824 $17,550,254 $0 $0 $33,600 $7,500 $432,025 $1,079,794 $800,249 $620,100 $541,343 $209,824 $17,550,254 $0 $148,953 $33,600 $0 $515,918 $1,139,139 $890,645 $788,944 $576,938 $222,785 $18,866,570 $0 $0 $30,600 $4,900 19.42% 5.50% 11.30% 27.23% 6.58% 6.18% 7.50% NA NA -8.93% -34.67% $19,223,475 $20,718,110 $21,274,689 $21,416,142 $23,036,439 4.00 8.00 6.00 2.00 2.00 1.00 141.00 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 2.00 8.00 6.00 3.00 2.00 0.50 146.00 3.00 8.00 6.00 3.00 2.00 0.50 146.00 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.29% 164.00 161.50 161.50 167.50 168.50 4.33% 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 Total : 8.28% Staffing by Division Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations Total : 134 City of Peoria FY 2014 Annual Program Budget Fire Department Performance Spotlight FIRE 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 OVERVIEW 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 Key Outcome Measures Fire Department  Emergency response time from dispatch to arrival-Fire Suppression, Emergency Medical Services (ALS & BLS), Rescue, Hazmat.  Percent of citizens rating Peoria’s Fire Department as good or excellent. 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. Support Services Support Services is responsible for facility and equipment maintenance and repair. These include fire apparatus, support services and administrative staff fleet, computer aided dispatch coordination and database maintenance, capital construction, fleet services and allied equipment purchasing. Emergency Medical Services Emergency Medical Services manages the emergency medical supply acquisition, emergency medical services training, maintaining certification requirements, emergency ambulance transportation coordination, and emergency ambulance transportation contracts. 135 City of Peoria FY 2014 Annual Program Budget Fire Department 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. Emergency Management Emergency Management directs emergency preparedness, homeland security programming, maintaining contracts with Maricopa County and the State in the area of Emergency Management, conducting yearly Emergency drills with City staff to improve citywide preparedness, maintaining mandatory National Incident Management System (NIMS) training records for all employees, 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 eight front-line Fire Engines, three 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, one Fireboat, and one 6x6 Utility Terrain Vehicle. Cost of Service Breakdown - Fire Department Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Fire Administration 2.00 $289,295 $36,607 $106,123 $432,025 Fire Prevention 8.00 $826,854 $35,586 $217,354 $1,079,794 Support Services 6.00 $573,502 $93,062 $133,685 $800,249 Emergency Medical Services 3.00 $373,411 $75,051 $171,638 $620,100 Fire Training 2.00 $335,998 $164,051 $41,294 $541,343 Emergency Management 0.50 $56,731 $30,841 $122,252 $209,824 Fire Operations 140.00 $14,564,316 $1,829,922 $1,156,016 $17,550,254 TOTAL 161.50 $17,020,107 $2,265,120 $1,948,362 $21,233,589 Activity Description 136 City of Peoria FY 2014 Annual Program Budget Fire Department Fire Department Budget Allocation 3% 2% 4% 25% Administration, Management & Support Fire Fighting Provide Emergency Medical Services 11% Technical Rescue Response 55% Total Budget - $21,233,589 Fire Department Administration, Management & Support Budget Allocation Fire Administration 2% 6% 9% Fire Prevention Support Services 21% 26% Emergency Medical Services Fire Training Professional Development of Personnel Terrorism Liaison Officer Program 15% 11% 10% Total Budget - $3,844,240 137 City of Peoria FY 2014 Annual Program Budget Fire Department Performance Report FIRE DEPARTMENT The Fire Department uses performance 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 longterm sustainment of all services Provide a safeguard for the community through proactive fire prevention and public education programs FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 100% 100% 100% 100% 120 114 140 140 3 3 3 3 Number of advanced life support (ALS) calls 6,059 6,729 7,624 8,005 % of 1st unit ALS response times less than 5 minutes 90% 90% 90% 90% Number of basic life support (BLS) calls 4,912 5,142 5,399 5,669 % 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 1,173 1,476 1,500 75% 90% 90% 90% 2,562 1,841 2,400 2,600 Performance Measure Receive status of Accredited Agency and maintain Annual Compliance Report (ACR) Number of community awareness events held annually Maintain quality Insurance Services Office (ISO) rating of 3 or better Provide the citizens of Peoria with effective and efficient all hazards response to ensure longterm sustainment of all services % of 1st unit fire suppression response times less than 5 minutes Number of commercial occupancies inspected annually 138 City of Peoria FY 2014 Annual Program Budget 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 longterm sustainment of all services Fire Department Performance Measure FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target Manage and coordinate EMS Certifications/recertifications to maintain 100% compliance with state standards for EMTs and paramedics 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% 139 City of Peoria FY 2014 Annual Program Budget Council Goal Expected Outcome Community Building: Preserve and Expand our Quality of Life To provide aesthetically pleasing and well maintained public rightof-way areas throughout Peoria 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 Fire Department Performance Measure FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target % of residents rating the cleanliness of Peoria as good or excellent (National Citizen Survey) 65% 65% 67% 67% Graffiti abatement work order requests completed 1,505 1,151 1,100 1,100 % of survey responses rating overall experience at the Sports Complex as good or excellent 95% 97% 95% 95% 188,244 190,643 190,000 195,000 94 106 105 105 100% 100% 95% 95% 627,761 651,166 655,000 655,000 11.49 11.49 11.37 11.37 84% 84% 86% 86% 45% 45% 48% 48% 1,576 1,509 1,800 2,000 # of Spring Training attendees # of Community Events held at the Peoria Sports Complex % of responses on Rio Vista Community Park patron survey rating experience as good to excellent Annual Library Visits Total annual circulation per capita % of residents rating the quality of library services as good or excellent (National Citizen Survey) % of residents rating opportunities to attend cultural activities as good or excellent Annual Art Gallery Visits 140 Governmental Affairs & Council Office Operating Budget Summary FY 11 Actual Sort Description FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : $1,041,420 $347,233 $783,410 $1,103,358 $927,779 $347,078 $12,877 $8,189 $920,233 $336,044 $32,607 $0 $934,097 $318,349 $18,732 $0 $956,609 $276,833 $8,600 $0 3.95% -17.62% -73.63% NA $3,275,422 $1,295,922 $1,288,884 $1,271,178 $1,242,042 -3.63% $1,203,476 $1,102,828 $969,118 $1,136,802 $0 $159,120 $1,204,877 $0 $84,007 $1,204,877 $0 $66,301 $1,242,042 $0 $0 3.08% NA -100.00% $3,275,422 $1,295,922 $1,288,884 $1,271,178 $1,242,042 -3.63% Expenditures by Division Governmental Affairs & Council Office Dept of Interior Challenge Grant Federal Dept of Energy Grant Total : Staffing by Division Governmental Affairs & Council Office Total : 9.00 9.00 9.00 9.00 9.00 0.00% 9.00 9.00 9.00 9.00 9.00 0.00% 141 City of Peoria FY 2014 Annual Program Budget Governmental Affairs and Council Office Performance Spotlight GOVERNMENTAL AFFAIRS AND COUNCIL OFFICE 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 City Council members. 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. Key Outcome Measures Governmental Affairs Office      Governmental Affairs 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. 142 City of Peoria FY 2014 Annual Program Budget Governmental Affairs and Council Office Cost of Service Breakdown - Governmental Affairs Allocated FTE’s Personnel Costs Non‐ Personnel Costs Internal Services Charges Total Cost of Service Policy Development 0.67 $99,644 $117,747 $5,117 $222,507 Regional Planning Activities 0.39 $54,495 $1,599 $2,978 $59,073 Special Projects 1.78 $226,638 $81,421 $13,593 $321,652 Administrative Support 1.08 $95,416 $4,428 $8,248 $108,091 Grant Coordination 0.57 $59,271 $2,337 $4,353 $65,960 TOTAL 4.49 $535,463 $207,531 $34,289 $777,283 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 8% 29% 14% Policy Development Regional Planning Activities Special Projects 8% Administrative Support Grant Coordination 41% Total Budget: $777,283 143 City of Peoria FY 2014 Annual Program Budget Governmental Affairs and Council Office 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Constituent Services 1.29 $111,818 $5,288 $9,851 $126,958 Administrative Support 2.02 $157,980 $8,281 $15,426 $181,687 Special Activities 0.12 $9,381 $492 $916 $10,790 Communications 0.36 $26,869 $1,476 $2,749 $34,094 Intergovernmental Relations 0.35 $31,923 $1,435 $2,673 $36,030 Communication Facilitation for Elected Officials 0.37 $33,694 $1,517 $2,826 $38,036 TOTAL 4.51 $374,664 $18,489 $34,441 $427,594 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 9% Administrative Support 8% 30% Special Activities 8% Communications 3% Intergovernmental Relations Communication Facilitation for Elected Officials Total Budget: $427,594 42% 144 City of Peoria FY 2014 Annual Program Budget Governmental Affairs and Council Office Performance Report GOVERNMENTAL AFFAIRS AND COUNCIL OFFICE The Governmental Affairs and Council Office uses performance 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 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 1,350 1,395 1145 1300 Number of bills tracked that have a direct impact to Peoria and have received staff input 86 86 99 90 Representation at regional committees (MAG, RPTA, WESTMARC) and meetings (Arizona League of Cities and Towns, NLC, Grand Avenue Coalition, JPAC, Luke AFB, etc) 100% 100% 100% 100% # of grants applied/received 35/24 28/20 24/17 Workload Indicator Amount of grant assistance received $1.81m $1.20m $1.20m >$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 145 Human Resources Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $2,006,270 $13,106,216 $115,812 $1,818,793 $15,158,830 $119,752 $1,935,131 $15,600,181 $125,563 $1,968,267 $14,391,978 $130,627 $2,082,679 $16,555,791 $154,900 7.62% 6.13% 23.36% $15,228,297 $17,097,375 $17,660,875 $16,490,872 $18,793,370 6.41% $1,144 $2,423,028 $0 $712,048 $12,089,915 $0 $2,162 $0 $2,282,358 $0 $1,986,000 $12,826,073 $272 $2,672 $0 $2,448,513 $0 $1,091,648 $14,110,881 $0 $9,833 $0 $2,448,513 $0 $1,136,038 $12,899,738 $0 $6,583 $0 $2,206,749 $472,977 $1,295,000 $14,805,806 $3,000 $9,838 NA -9.87% NA 18.63% 4.92% NA 0.05% $15,228,297 $17,097,375 $17,660,875 $16,490,872 $18,793,370 6.41% 18.00 0.00 17.50 0.00 17.50 0.00 16.50 1.00 16.50 1.00 -5.71% NA 18.00 17.50 17.50 17.50 17.50 0.00% Expenditures by Category Name Personal Services Contractual Services Commodities Total : Expenditures by Division Safety Management Human Resources Training Workers Compensation Self-Insurance Health Self-Insurance Employee Event Fund Employee Wellness Prg Total : Staffing by Division Human Resources Training Total : 146 City of Peoria FY 2014 Annual Program Budget Human Resources Department Performance Spotlight HUMAN RESOURCES 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 Human Resources 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 cost-containment strategies, reviewing and managing insurance vendor contracts, overseeing and administering the program budget and related policies and procedures, addressing current work-life issues, and determining needed changes and assuring full compliance with all applicable laws.    Classification and Compensation 100% completion of all identified audits to administer HR programs that are legally compliant with all state and federal employment laws 90% of exiting employees would recommend the City of Peoria as a place to work to others Leadership development programs filled to targeted enrollment to support employees effort to improve their job related skills and knowledge 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. 147 City of Peoria FY 2014 Annual Program Budget Human Resources Department 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 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. 148 City of Peoria FY 2014 Annual Program Budget Human Resources Department Cost of Service Breakdown - Human Resources Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.42 $249,073 $59,555 $38,166 $346,794 Classification and Compensation 1.64 $166,489 $40,350 $25,858 $232,697 Employee Relations/Labor Relations 3.38 $400,383 $83,153 $53,289 $536,825 Human Capital Management 4.88 $428,823 $120,099 $76,967 $625,889 Recruitment and Retention 2.60 $234,666 $63,990 $41,009 $339,665 Safety Management 0.46 $58,066 $11,325 $7,258 $76,649 Training and Organizational Development 2.12 $204,427 $52,148 $33,419 $289,994 17.50 $1,741,927 $430,620 $275,966 $2,448,513 Activity Description Benefits and Wellness Programs TOTAL The budget amounts listed above include all costs for that service or program for FY2013. 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 Budget Allocation 12% Benefits and Wellness Programs 14% Classification and Compensation 3% 9% Employee Relations/Labor Relations 15% Human Capital Management/Business Operations Recruitment and Retention 19% Safety Management 28% Training and Organizational Development Total Budget: $2,448,513 149 City of Peoria FY 2014 Annual Program Budget Human Resources Department Performance Report HUMAN RESOURCES DEPARTMENT Expected Outcome 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 Council Goal Leadership and Image The Human Resources Department uses performance 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. 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. FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 100% 100% 100% 100% Percentage of new hires and competitively selected probationary employees that pass probation 100% 90% 90% 90% Number of classification reviews per total number of classifications NA 17% 22% 20% Conduct exit interviews on 95% of employees who voluntarily depart from the City 86% 62% 80% 85% Percent of employees that voluntarily leave and would recommend the City as a place of employment for others N/A 98% 95% 90% Entry of employee job record and benefit transactions with an error rate of less than 5% 99.25 95% 95% 95% Percent of employees experiencing work related injuries returned to light duty per number of employees injured 93% 96% 96% 96% Performance Measure Completion of all identified/required audits 150 City of Peoria FY 2014 Annual Program Budget Leadership and Image Council Goal Expected Outcome Providing training programs to enhance the knowledge and skill base of the City’s workforce. Human Resources Department FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target Average training hours per employee N/A .0233hr 1hr 2hr Average dollar spent on training per employee N/A $1.75 $3.50 $5.00 Performance Measure 151 Information Technology Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $4,308,525 $3,219,332 $311,467 $724,256 $3,551,545 $3,150,284 $292,898 $327,675 $4,177,160 $4,059,489 $320,110 $1,724,715 $4,179,160 $3,960,389 $392,088 $1,374,000 $4,421,750 $3,976,303 $730,075 $1,465,419 5.86% -2.05% 128.07% -15.03% $8,563,580 $7,322,402 $10,281,474 $9,905,637 $10,593,547 3.04% $2,608,220 $4,257,408 $755,189 $196,084 $190,291 $556,388 $2,416,900 $3,802,515 $623,927 $289,991 $151,385 $37,684 $2,776,638 $4,646,846 $941,325 $1,195,000 $591,950 $129,715 $7,437,212 $0 $887,125 $949,000 $607,300 $25,000 $7,525,203 $0 $912,610 $1,119,900 $211,015 $824,819 171.02% -100.00% -3.05% -6.28% -64.35% 535.87% $8,563,580 $7,322,402 $10,281,474 $9,905,637 $10,593,547 18.00 22.60 2.00 16.00 21.00 2.00 16.00 21.00 2.00 37.00 0.00 2.00 38.00 0.00 2.00 137.50% -100.00% 0.00% 42.60 39.00 39.00 39.00 40.00 2.56% 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 : 3.04% Staffing by Division IT Operations IT Development Services Radio System Operations Total : 152 City of Peoria FY 2014 Annual Program Budget Information Technology Department Performance Spotlight INFORMATION TECHNOLOGY 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 technology services and systems, including computers, applications, servers, network infrastructure, and radio systems ensuring they 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 as well as Chairing the GIS Steering Committee, which discusses and prioritizes issues and projects related to the City’s geospatial services. Information Technology Administration Key Outcome Measures Information Technology Department The Information Technology Administration division is responsible for 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 153    100% network availability during normal operating hours 100% compliance with all network security standards Customer Service Survey Ratings City of Peoria FY 2014 Annual Program Budget Information Technology Department 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 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 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 154 City of Peoria FY 2014 Annual Program Budget Information Technology Department 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 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 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 155 City of Peoria FY 2014 Annual Program Budget Information Technology Department 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 Cost of Service Breakdown - Information Technology Department Allocated FTE’s Personnel Costs NonPersonn el Costs Maintenance Costs Internal Services Charges Total Cost of Service Administration 4.0 $482,398 $10,460 $0 $102,302 $595,160 Application System Support 11.0 $1,205,441 $32,703 $1,444,319 $280,649 $2,963,112 Desktop Support 5.0 $498,938 $21,088 $24,415 $131,290 $675,731 Geographic Information Systems (GIS) Support 6.0 $546,950 $36,565 $112,910 $153,908 $850,333 Network Support 8.0 $884,062 $211,901 $439,273 $207,334 $1,742,570 Project Management 2.0 $268,907 $4,355 $0 $50,696 $323,958 Radio Support Services 2.0 $189,877 $633,879 $0 $79,720 $903,476 Security Administration 1.0 $100,587 $2,928 $6,301 $25,348 $135,164 39.0 $4,177,160 $953,879 $2,027,218 $1,031,247 $8,189,504 Activity Description TOTAL 156 City of Peoria FY 2014 Annual Program Budget Information Technology Department Information Technology Budget Allocation 2% 11% 7% Administration Applications 4% Desktop GIS 36% 21% Network Project Mgmt Radio Security 10% 8% 157 City of Peoria FY 2014 Annual Program Budget Information Technology Department Performance Report INFORMATION TECHNOLOGY DEPARTMENT The Information Technology Department uses performance 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 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 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 96% 90% 85% 85% 98% 99% 95% 100% 100% 100% 99.9% 100% 100% 100% 100% 100% % of GIS staff time spent working on ad hoc projects 15% 15% 15% 15% % of GIS staff time spent working on data maintenance 38% 50% 50% 45% % of GIS staff time spent working on GIS Steering Committee projects 41% 35% 25% 30% Performance Measure % of employees rating their overall satisfaction with the Information Technology Department as "Excellent" or "Good" % of employees "Satisfied" or "Extremely Satisfied" with the IT staff professionalism and courtesy for closed issues Internet connection uptime (excluding scheduled downtime) E-mail service uptime (excluding scheduled downtime) 158 Municipal Court Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $1,391,175 $564,907 $22,576 $64,512 $1,458,354 $544,316 $22,295 $132,968 $1,605,461 $652,928 $23,080 $0 $1,605,461 $511,320 $23,080 $0 $1,791,978 $584,966 $24,280 $0 11.62% -10.41% 5.20% NA $2,043,171 $2,157,933 $2,281,469 $2,139,861 $2,401,224 5.25% $1,964,068 $64,512 $14,590 $1,729,263 $164,256 $264,413 $1,953,037 $0 $328,432 $1,826,768 $0 $313,093 $1,906,941 $0 $494,283 -2.36% NA 50.50% $2,043,171 $2,157,933 $2,281,469 $2,139,861 $2,401,224 21.90 0.00 20.00 0.90 20.00 0.90 20.00 0.90 20.00 0.90 0.00% 0.00% 21.90 20.90 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 : 5.25% Staffing by Division Municipal Court Municipal Court Enhancement Fd Total : 159 City of Peoria FY 2014 Annual Program Budget Municipal Court Performance Spotlight MUNICIPAL COURT 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 OVERVIEW 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  Case Management is the process of moving a case through the Court system for preadjudication, case adjudication, and post-adjudication. 100% compliance with recognized guidelines for timely case processing and management 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. 160 City of Peoria FY 2014 Annual Program Budget Municipal Court Cost of Service Breakdown - Municipal Court Allocate d FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Court Administration and Support Services 2.13 $224,765 $44,418 $50,223 $319,406 Court Security 4.00 $256,874 $50,764 $57,397 $365,035 Case Management 13.44 $1,011,440 $129,883 $226,002 $1,367,325 Protective Orders 0.97 $80,273 $15,864 $17,937 $114,073 Community Outreach 0.36 $32,109 $6,345 $7,175 $45,629 TOTAL 20.9 $1,605,461 $247,274 $358,734 $2,211,469 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 63% Total Budget - $2,281,469 161 City of Peoria FY 2014 Annual Program Budget Municipal Court Performance Report Municipal Court The Municipal Court uses performance 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 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 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target <1% <1% < 1% <1% % of cases adjudicated (Cases closed/Cases opened) *112% *127% *119% *105% % of cases referred to judicial commission 0% 0% 0% 0% % of qualified cases receiving court appointed counsel 100% 100% 100% 100% Yes Yes Yes Yes Yes Yes Yes Yes Performance Measure % of cases with customer service complaints Compliance with foreign language and sign language interpretation requirements 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 *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. 162 Office of Communications Operating Budget Summary FY 11 Actual Sort Description FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay Total : $720,938 $375,038 $25,075 $0 $697,118 $357,499 $31,700 $21,144 $808,175 $363,523 $24,820 $0 $810,047 $351,649 $26,301 $0 $826,688 $428,223 $40,870 $0 2.29% 17.80% 64.67% NA $1,121,051 $1,107,461 $1,196,518 $1,187,997 $1,295,781 8.30% $723,060 $397,991 $708,662 $398,800 $856,247 $340,271 $847,928 $340,069 $925,523 $370,258 8.09% 8.81% $1,121,051 $1,107,461 $1,196,518 $1,187,997 $1,295,781 5.00 3.00 6.00 2.00 6.00 2.00 6.00 2.00 6.00 2.00 0.00% 0.00% 8.00 8.00 8.00 8.00 8.00 0.00% Expenditures by Division Public Information Office Peoria Channel 11 Total : 8.30% Staffing by Division Public Information Office Peoria Channel 11 Total : 163 City of Peoria FY 2014 Annual Program Budget Office of Communications Performance Spotlight OFFICE OF COMMUNICATIONS MISSION To enhance and promote the quality of life in our community and within our organization through creative communications. DEPARTMENT FUNCTIONS 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. The Office of Communications provides a vast array of services to City staff and residents of Peoria including: Media Relations Key Outcome Measures Office of Communications     Customer Service Survey Ratings % increase in website usage % increase in social media usage Increase in media placement and media value 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 water-bill. Other citizen community outreach is accomplished through the Peoria Leadership Institute, PACE Conference, opinion-editorials in local newspapers, social media postings and specialty publications. 164 City of Peoria FY 2014 Annual Program Budget Office of Communications 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, West Valley Connection (Chamber of Commerce focus on city businesses), Behind the Shield (Fire and Police focus), Focus on PUSD (School District), ED 24/7 (Peoria Economic Development Services), 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 website. The new site is easier to use and much more attractive to the end user. 165 City of Peoria FY 2014 Annual Program Budget Office of Communications Cost of Service Breakdown - Office of Communications Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service External Communications 1.36 $157,017 $32,744 $42,705 $232,466 Media Relations 0.77 $88,899 $18,539 $24,179 $131,617 Video Production Services 2.16 $249,379 $52,007 $67,825 $369,211 Web Communications 2.09 $241,298 $50,321 $65,627 $357,246 Internal Communications and Support 0.62 $71,582 $14,928 $19,468 $105,978 TOTAL 7.00 $808,175 $168,539 $219,804 $1,196,518 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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. Office of Communications Budget Allocation External communications Media Video Production Web communications Internal Communications and Support Total Budget - $1,196,518 166 City of Peoria FY 2014 Annual Program Budget Office of Communications Performance Report OFFICE OF COMMUNICATIONS The Office of Communications uses performance 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 Peoria Leadership Institute graduates rate the overall quality and depth of information as excellent Increase users of city's social media, e.g. Twitter and Facebook Coverage of city-generated news items in local media FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 85% 85% 87% 85% +8% +53% 3175 +41.2% 4484 Goal+1 0% 623 727 (+16.7%) 920 26.5% +5% $2,481,358 +5% Leadership and Image Increase Media value Provide timely and accurate information to Peoria's external stakeholders Increase viewers of Channel 11 programming via YouTube and web stream All emails to the webmaster receive standard response within 24 hours. All technical inquiries to the webmaster receive detailed response within two days. All subjectoriented emails to the webmaster are routed to topical expert within 24 hours. Increase www.PeoriaAZ.GOV user sessions All request for web content changes are responded to by e-mail within 24 hours and completed within 48 hours 167 No data No data 117,569 YT 6296 ws +10% 291/ 286 167/ 163 128/ 127 95% 872,619 927,939 +6.34% 971,814 4.72% +5 annually 1910/ 1902 1716/ 1715 874/ 871 95% City of Peoria FY 2014 Annual Program Budget Leadership and Image Council Goal Office of Communications FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 563,697 511,422 -10% +1.8% (to date) +5% +40% +48% TBD +5% annually N/A N/A 280 proj td 250 Completed projects N/A N/A 241 td 230 External cost equivalent N/A N/A $115,795 1157.95 hrs 1200 hrs Expected Outcome Performance Measure The creation and distribution of information to keep city employees informed and engaged Increase use of CityNet , the employee intranet website, outside of homepage Employees strongly agree that E*nouncements is an effective communications tool Graphic design collateral which meets city graphic standards: projects Provide quality graphic design collateral which meets city graphic standards (new position) 168 Planning and Community Development Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $1,588,404 $2,272,003 $44,302 $0 $1,263,523 $1,672,576 $34,764 $28,500 $1,435,272 $4,113,218 $38,207 $0 $1,444,141 $2,273,467 $52,258 $0 $1,744,465 $3,816,530 $47,831 $0 21.54% -7.21% 25.19% NA $3,904,709 $2,999,363 $5,586,697 $3,769,866 $5,608,826 0.40% $464,149 $410,736 $750,784 $388,275 $209,878 $626,269 $111,973 $53,456 $871,005 $18,184 $481,723 $221,439 $731,887 $315,160 $137,064 $0 $115,015 $163,859 $506,657 $326,560 $538,721 $265,394 $1,277,178 $0 $327,871 $0 $205,895 $770,691 $1,247,227 $953,720 $541,697 $262,490 $973,882 $0 $327,871 $0 $52,138 $386,250 $585,372 $640,166 $863,933 $279,286 $1,382,790 $0 $327,871 $0 $165,337 $506,210 $1,340,989 $742,410 60.37% 5.23% 8.27% NA 0.00% NA -19.70% -34.32% 7.52% -22.16% $3,904,709 $2,999,363 $5,586,697 $3,769,866 $5,608,826 3.08 2.50 6.00 2.00 1.92 3.08 1.50 7.00 0.00 0.92 3.08 1.50 7.00 0.00 0.92 3.08 1.50 7.00 0.00 0.92 4.08 1.50 7.00 0.00 0.92 32.47% 0.00% 0.00% NA 0.00% 15.50 12.50 12.50 12.50 13.50 8.00% Expenditures by Category Name Personal Services Contractual Services Commodities Capital Outlay 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 Total : 0.40% Staffing by Division Neighborhood Coordination Community Dev Administration Planning Systems Planning Comm Dev Block Grant Total : 169 City of Peoria FY 2014 Annual Program Budget Planning and Community Development Department Performance Spotlight PLANNING & COMMUNITY DEVELOPMENT 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. Key Outcome Measures Planning and Community Development       170 % 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 – quality of new development Civic engagement efforts – appeal rates on development cases City of Peoria FY 2014 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown - Planning & Community Development Allocated FTE’s Personn el Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Policy Analysis for Planning & Neighborhood Initiatives 0.75 $111,742 $10,510 $12,583 $134,835 Manage the Department's Budget 0.25 $37,247 $3,503 $4,194 $44,945 Permitting System Support 0.28 $40,972 $3,853 $4,614 $49,439 Administrative Support 0.22 $33,523 $3,153 $3,775 $40,450 TOTAL 1.50 $223,484 $21,019 $25,166 $269,669 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 & Neighborhood Initiative 15% Manage the Department's Budget 18% 50% Permitting System Support Administrative Support 17% Total Budget - $269,669 171 City of Peoria FY 2014 Annual Program Budget Planning and Community Development Department 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 standards 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, and historic preservation). 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 Standards/Appeals Board(s). Functions include:       General Plan Amendments Site Plan / Design Review Variances Annexations Coordinate Utility / Transportation Master Plans Coordinate Citywide Open Space       Rezoning (entitlements) Use Permits Zoning Ordinance Amendments Strategic/Advanced Planning Implement adopted plans (e.g. Old Town) Coordinate Citywide Historic Preservation Functionally, the two highest cost drivers are Zoning Administration (50%) and Strategic Planning (31%). Zoning Administration generally consists of “current development” and includes public contact, pre-application meetings, rezones, development case review, temporary events, annexations and time attributed to the various boards, commissions and subcommittees. In FY13, the City experienced a significant uptick in residential development and entitlement requests (e.g. rezones) reflecting a heightened demand for new housing and a corresponding limited supply in finished lots and the foreclosure/resale home inventory. Additionally, the City has experienced interest from some landowners (particularly large master-planned communities) in amending and repositioning existing entitlements for new economic realities. In FY13, the City received PCD Amendment requests for Saddleback Heights PCD and Lake Pleasant Heights PCD, which are in review. 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, annexation efforts can also be strategic. The Strategic Planning functional category includes General Plan Amendments, regional planning coordination/initiatives and the implementation of approved plans in strategic areas such as Old Town, Sports Complex (“P83”) and the Loop 303 corridor. Current implementation efforts include the development of tailored zoning overlays (e.g. signage, parking, development standards etc.), Peoria Sports Park, LLC redevelopment site in the Peoria Sports Complex west parking area and the development of theming and identity creation concepts. Other major efforts include the development of an Open Space Preservation Plan and the Integrated Utilities Master Plan. 172 City of Peoria FY 2014 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown - Community & Strategic Planning Allocated FTE’s Personn el Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Zoning Admin. & Project Management 3.49 $271,558 $313,525 $84,459 $669,542 Strategic Planning 2.22 $172,739 $199,434 $53,725 $425,898 Development Codes/Standards 0.47 $36,571 $42,223 $11,374 $90,168 Historic Preservation 0.61 $47,464 $54,799 $14,762 $117,026 Sustainability 0.21 $16,340 $18,865 $5,082 $40,288 TOTAL 7.00 $544,672 $628,846 $169,403 $1,342,921 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 3% 9% 7% Zoning Admin. & Project Management 50% Strategic Planning Development Codes/Standards Historic Preservation 31% Sustainability Total Budget - $1,342,921 173 City of Peoria FY 2014 Annual Program Budget Planning and Community Development Department Neighborhood & Revitalization Division 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 Not-for-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 Grant Administration (46%) and Neighborhood Programs Administration (40%). 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. This division also 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. Cost of Service Breakdown - Neighborhood & Revitalization Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Grants Administration 2.06 $128,746 $88,208 $20,172 $237,126 Neighborhood Programs Administration 1.81 $113,083 $77,477 $17,718 $208,278 Neighborhood Livability 0.57 $36,650 $25,110 $5,742 $67,503 Public Housing Authority 0.06 $3,446 $2,361 $540 $6,346 TOTAL 4.5 $281,925 $193,156 $44,172 $519,253 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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. 174 City of Peoria FY 2014 Annual Program Budget Planning and Community Development Department Neighborhood and Revitalization Budget Allocation 1.2% Grants Administration 13% 45.7% Neighborhood Programs Administration Neighborhood Livability Public Housing Authority 40.1% Total Budget - $519,253 175 City of Peoria FY 2014 Annual Program Budget Planning and Community Development Department Performance Report Planning and Community Development Department The Planning and Community Development Department uses performance 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 Community Building Improve Peoria neighborhoods Improve Peoria neighborhoods. Improve Peoria neighborhoods. Enhance Current Services Promote quality development Provide thorough and timely review of development cases to the development community. Attempt to address and resolve conflicts through civic engagement. Attempt to address and resolve conflicts through civic engagement. Performance Measure # of foreclosed, vacant or abandoned homes acquired for rehabilitation and resale (NSP/CDBG/HOME) Achieve ‘above average’ or higher satisfaction rating on HOA Academy Survey % of Neighborhood Pride funding leveraged Overall quality of new development rated as ‘good’ or ‘excellent’ (National Citizen Survey) Average turnaround time (in days) for Site Plan Reviews; service expectation is 21 days for 1st review and 14 days for 2nd review % of Planning & Zoning Commission CUP decisions upheld (not appealed) % of Site Plan Review decisions upheld (not appealed) *2010 City of Peoria National Citizen Survey™ 176 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 0 9 5 5 100% 100% 98% 75% 106% 119% 77% 100% 69%* (above) N/A N/A 75% 12 /1st 7/2nd 13/1st 9/2nd 25/1st 21/2nd 21/1st 14/2nd 90% 100% 90% 90% 100% 100% 100% 90% Police Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $28,336,002 $6,222,298 $863,527 $159,263 $28,709,398 $5,952,543 $737,055 $240,037 $30,403,109 $6,375,448 $707,597 $99,700 $30,941,850 $6,064,068 $844,502 $177,355 $31,732,622 $6,865,470 $813,762 $225,000 4.37% 7.69% 15.00% 125.68% $35,581,091 $35,639,034 $37,585,854 $38,027,775 $39,636,854 5.46% $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 $328,079 $0 $51,575 $60,000 $0 $46,068 $108,262 $106,970 $8,232 $10,800 $32,897 $0 $63,946 $226,154 $1,502 $1,230 $1,642,524 $1,530,461 $3,579,870 $10,635,342 $6,168,419 $3,447,160 $3,002,118 $983,210 $2,671,771 $990,172 $177,903 $0 $78,889 $90,000 $210 $42,946 $72,900 $157,450 $16,244 $10,800 $14,400 $207,136 $16,854 $100,010 $1,192 $1,055 $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 $373,010 $5,000 $19,008 $0 $0 $0 $56,020 $47,520 $0 $0 $0 $0 $0 $0 $1,500 $3,200 $1,804,775 $1,901,572 $3,915,372 $11,379,546 $7,031,673 $3,613,079 $3,065,489 $888,044 $2,885,828 $539,250 $469,280 $2,500 $88,008 $0 $29,791 $42,946 $103,510 $169,948 $12,386 $10,800 $31,784 $0 $0 $40,299 $500 $1,395 $1,965,390 $2,036,418 $3,993,315 $11,981,400 $7,499,990 $3,806,957 $3,289,348 $924,500 $2,934,415 $563,826 $408,740 $5,000 $101,310 $0 $0 $0 $19,523 $47,676 $10,000 $0 $44,346 $0 $0 $0 $1,500 $3,200 7.76% 4.95% 2.07% 3.61% 9.41% 5.64% 6.11% 4.33% 2.69% 4.80% 9.58% 0.00% 432.99% NA NA NA -65.15% 0.33% NA NA NA NA NA NA 0.00% 0.00% $35,581,091 $35,639,034 $37,585,854 $38,027,775 $39,636,854 20.00 11.00 28.00 85.00 52.00 26.00 21.00 11.00 31.00 86.00 55.00 26.00 21.00 11.00 31.00 86.00 55.00 26.00 21.00 11.00 31.00 84.00 56.00 27.00 22.00 11.00 31.00 84.00 56.00 27.00 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 St Anti-Racketeering-Pd Federal Forfeiture GITEM Grant School Resource Officer IGA Postal Inspection System Grant Victims Of Crime Act Grant Justice Assistance Grant Governor of Highway Safety Grants (GOH Bulletproof Vest Partnership Arizona Criminal Justice System Grant Federal DEA IGA Tohono O'Odham Grant Economic Recovery Grant - Public Safety Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd Total : 5.46% Staffing by Division Neighborhood Services Police Administration Criminal Investigation Patrol Services - South Patrol Services - North Operations Support 177 4.76% 0.00% 0.00% -2.33% 1.82% 3.85% Police Operating Budget Summary Sort Description Pd Technical Support Staff Services Pd Communications Strategic Planning Total : FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change 14.00 7.00 34.00 11.00 13.00 5.00 34.00 6.00 13.00 5.00 34.00 6.00 13.00 5.00 34.00 6.00 13.00 5.00 34.00 6.00 0.00% 0.00% 0.00% 0.00% 288.00 288.00 288.00 288.00 289.00 0.35% 178 City of Peoria FY 2014 Annual Program Budget Police Department Performance Spotlight POLICE 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 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. 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. Key Outcome Measures Police Department      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 Special Operations Support Operational Support is responsible for the Tactical Enforcement Unit (SWAT) and the Special Investigations related to traffic, gang and drug concerns. 179 City of Peoria FY 2014 Annual Program Budget Police Department 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administrative Functions 2.00 140,873 15,097 9,595 165,564 Professional Standards Functions 3.00 423,294 45,363 28,830 497,486 Public Information/Media Relations Activity Description 1.00 87,749 9,404 5,976 103,129 Management of Police Department Operations 4.00 797,260 85,439 54,300 936,998 TOTAL 10.00 1,449,176 155,302 98,700 1,703,178 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: $1,703,178 180 City of Peoria FY 2014 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Patrol Services Allocated FTE’s Personnel Costs Non-Personnel Costs Internal Services Charges Total Cost of Service Operations 88.20 9,699,523 1,816,345 606,992 12,122,860 Management 42.80 4,997,984 935,929 312,772 6,246,684 Administrative Support 1.00 63,253 11,845 3,958 79,056 132.00 14,760,760 2,764,119 923,722 18,448,601 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. Patrol Services Budget Allocation 1% Operations 32% Management Administrative Support 67% Total Budget: $18,448,601 181 City of Peoria FY 2014 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Criminal Investigations Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Investigations 17.93 2,108,795 209,077 134,560 2,452,433 Courts 3.45 374,765 37,156 23,913 435,835 Administrative Duties 12.65 1,476,094 146,348 94,188 1,716,630 AFIS and Photo Systems 1.40 104,565 10,367 6,672 121,605 Public Relations 2.57 271,793 26,947 17,343 316,083 Pawn Functions 1.00 75,272 7,463 4,803 87,538 TOTAL 39.00 4,411,285 437,358 281,480 5,130,123 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. Criminal Investigations Budget Allocation 2% 4% 7% Investigations Courts 46% Administrative Duties AFIS and Photo Systems 32% Public Relations Pawn Functions 9% Total Budget: $5,130,123 182 City of Peoria FY 2014 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Neighborhood Services Activity Description Administrative Duties Field Operations (City Code/Animal Control) Community Relations TOTAL Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 7.48 649,373 120,136 23,617 793,125 12.35 991,335 183,400 36,053 1,210,788 1.67 143,221 26,496 5,209 174,926 21.50 1,783,929 330,032 64,879 2,178,839 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: $2,178,839 183 City of Peoria FY 2014 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Special Operations Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 12.09 1,205,009 222,998 93,529 1,521,536 1.35 152,539 28,229 11,840 192,608 4.31 463,267 85,732 35,957 584,956 0.10 7,363 1,363 571 9,297 Management of Operations 1.75 273,286 50,574 21,212 345,071 Education 0.20 23,844 4,412 1,851 30,107 Other 1.20 143,061 26,475 11,104 180,640 TOTAL 21.00 2,268,368 419,782 176,064 2,864,214 Activity Description Enforcement of State Traffic Laws Traffic Safety Programs Administration Office and administrative duties Maintains readiness of traffic equipment 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 Enforcement of State Traffic Laws 1% Traffic Safety Programs Administration Office and administrative duties 6% 0.01% 8% Maintains readiness of traffic equipment Management of Operations 21% 58% Education Other 6% Total Budget: $2,864,214 184 City of Peoria FY 2014 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Youth and Support Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service School Resource Officer Program 4.00 406,329 92,642 36,497 535,467 1.80 176,010 40,130 15,809 231,949 Firearms / Armory 1.10 139,901 31,897 12,566 184,364 Training 1.10 142,761 32,549 12,823 188,133 Administration & Management 1.00 102,156 23,291 9,176 134,623 Records Management 6.35 483,850 110,316 43,460 637,626 Customer Service 2.65 204,327 46,586 18,353 269,266 Property & Evidence Management 4.00 316,680 72,202 28,444 417,326 TOTAL 22.00 1,972,014 449,613 177,127 2,598,754 Recruitment / Background Investigations 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 School Resource Officer Program 18% Recruitment / Background Investigations Firearms / Armory 18% Training 8% 12% Administration & Management 5% Records Management 5% Customer Service 5% 29% Total Budget: $2,598,754 185 City of Peoria FY 2014 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Communications/911 Call Center Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 9.70 743,207 82,472 63,157 888,836 9.40 716,480 79,506 60,886 856,871 1.75 134,104 14,881 11,396 160,381 2.70 231,286 25,665 19,654 276,606 0.83 87,984 9,763 7,477 105,224 5.55 439,579 48,779 37,355 525,713 2.10 199,125 22,096 16,921 238,143 Enter Code compliance calls 1.47 112,174 12,448 9,532 134,154 TOTAL 33.50 2,663,938 295,611 226,379 3,185,928 Activity Description Answer and process all calls Dispatch and coordinate radio activity Process warrants Trouble shoot/coordinate equipment Coordinate police technical projects Perform clerical support activities Management of the Communications Center 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 6% 4% Dispatch and coordinate radio activity 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% Total Budget: $3,185,928 186 City of Peoria FY 2014 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Administrative Support Services Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.85 273,673 27,043 13,919 314,635 2.00 154,600 15,277 7,863 177,740 Strategic Planning 3.15 298,613 29,507 15,188 343,308 Accreditation Administration 1.00 80,725 7,977 4,106 92,807 TOTAL 9.00 807,611 79,803 41,076 928,490 Activity Description Maintain fiscal responsibility Maintain readiness of vehicles & equipment 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: $928,490 187 City of Peoria FY 2014 Annual Program Budget Police Department Performance Report Police Department The Police Department uses performance 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 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 problemsolving Decrease the level of crime, perceived crime and resulting fear, while increasing satisfaction with police services FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 58% 7.5% 69% 4.3% 69% 5% 70% 3% 79% 83% 85% 85% 91% 100% 100% 100% Average response time to priority one calls (CY) -Call to Dispatch (CY) -Dispatch to Arrival (CY) 1:31 4:22 1:32 4:34 1:31 4:32 1:30 4:25 Overall calendar year to year change in UCR Part I (CY) - Violent Crimes (CY) - Property Crimes (CY) +6.8% +2.99% -1.3% -2.1% -3.0% -3.0% -4.0% -4.0% 12.2% 14.2% 14.5% 15% 80% 78% 80% 85% Performance Measure % of code violation cases resolved through: -Voluntary compliance - Induced compliance % of citizens rating the service received from Peoria Police Officers as “excellent” or “satisfactory” Respond to Council or citizen requests for information within one business day of the request % of UCR Part I crimes cleared (CY) % of citizens rating the overall service received from the Peoria Police Department as “excellent” or satisfactory” Property Crimes per 1000/population Violent Crimes per 1000/population 40 30 20 10 0 4 3 2 1 0 CY2010 CY2011 Peoria CY2012 CY2010 ICMA Median CY2011 Peoria 188 CY2012 ICMA Median Public Works Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget FY 13 Estimate FY 14 Budget Percent Change $17,590,562 $35,816,220 $6,104,467 $1,669,643 $16,852,423 $36,283,102 $6,540,677 $2,042,478 $19,064,899 $37,207,700 $6,922,505 $4,158,099 $19,065,505 $37,123,730 $6,761,408 $4,364,724 $19,704,026 $37,289,088 $7,013,803 $4,975,533 3.35% 0.22% 1.32% 19.66% $61,180,891 $61,718,680 $67,353,203 $67,315,367 $68,982,450 2.42% $529,604 $1,270,399 $1,552,049 $3,070,372 $432,475 $3,719,649 $1,870,050 $284,260 $981,293 $5,285,782 $1,163,618 $0 $1,737,084 $1,344,617 $753,564 $1,160,391 $4,673,305 $24,545 $2,209,522 $612,590 $5,123,858 $2,144,451 $322,712 $877,985 $785,371 $4,981,666 $911,570 $0 $310,409 $1,383,608 $644,568 $0 $929,255 $635,220 $1,317,305 $1,030,873 $1,072,220 $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 $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 $1,144,158 $548,525 $1,455,815 $1,924,936 $3,295,150 $438,918 $3,834,526 $2,178,963 $370,891 $1,190,081 $4,713,009 $1,245,845 $52,600 $1,856,990 $1,507,427 $870,259 $1,270,882 $4,790,808 $350,000 $2,286,511 $629,583 $5,119,613 $2,440,598 $345,814 $1,725,000 $882,343 $5,088,622 $1,199,636 $754,646 $378,878 $1,464,808 $772,879 $0 $1,044,606 $720,887 $1,335,328 $829,300 $1,144,158 $583,228 $1,448,967 $1,969,606 $3,301,499 $430,859 $3,802,989 $2,208,995 $369,974 $1,195,487 $4,801,828 $1,248,593 $126,230 $1,754,096 $1,586,867 $919,264 $1,283,715 $4,877,257 $49,332 $2,330,043 $641,809 $5,220,235 $2,293,211 $361,791 $2,573,655 $856,492 $5,239,641 $1,283,481 $833,615 $396,340 $1,451,965 $842,232 $0 $1,036,305 $768,548 $1,374,497 $850,541 $1,192,960 6.33% -0.47% 2.32% 0.19% -1.84% -0.82% 1.38% -0.25% 1.87% -2.33% 0.22% NA -5.54% 5.27% 5.63% 1.01% 1.80% -85.91% 1.90% 5.98% 1.97% -6.04% 4.62% 49.20% -3.08% 2.97% 23.24% -3.37% 4.61% -0.88% 8.97% NA -0.79% 6.61% 2.93% 2.56% 4.27% 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 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 Signs And Striping $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 $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 $1,051,603 189 Public Works Operating Budget Summary Sort Description FY 11 Actual FY 12 Actual FY 13 Budget Traffic Signal Maintenance Street Maintenance Sweeper Operations Transit Division BOR Butler WRF CFDA#14-4079 $2,368,173 $2,576,507 $725,121 $934,480 $0 $2,428,111 $2,619,719 $622,983 $901,629 $0 $2,587,443 $2,899,399 $750,514 $995,894 $0 $2,587,443 $2,899,399 $750,514 $995,894 $23,282 $2,618,346 $2,982,844 $770,897 $1,104,216 $0 $61,180,891 $61,718,680 $67,353,203 $67,315,367 $68,982,450 4.25 5.00 9.00 10.60 0.40 8.20 9.55 3.00 6.00 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 3.50 5.00 8.00 10.60 0.40 8.20 10.55 2.00 5.50 5.25 4.00 8.25 5.25 3.00 9.00 8.20 4.00 20.80 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 5.25 4.00 8.25 5.25 3.00 9.00 8.20 4.00 20.80 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 5.25 4.00 8.25 5.25 3.00 9.00 8.20 4.00 20.80 10.00 2.00 4.20 11.50 3.00 10.75 11.00 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 5.25 4.00 8.25 5.25 3.00 9.00 8.70 4.00 20.80 10.00 2.00 4.20 11.50 3.00 10.75 11.00 5.00 9.00 5.80 8.00 5.00 16.00 4.00 7.50 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% 6.10% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -2.27% 2.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 242.00 234.25 234.25 234.25 234.75 0.21% Total : FY 13 Estimate FY 14 Budget Percent Change 1.19% 2.88% 2.72% 10.88% NA 2.42% 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 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 : 190 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department Performance Spotlight PUBLIC WORKS-UTILITIES 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 FUNCTIONS 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 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. Key Outcome Measures Public Works-Utilities Department       191 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 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department Cost of Service Breakdown - Public Works-Utilities Administration Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Develop/Monitor Operating & CIP Budget 1.85 $224,634 $14,648 $192,182 $431,464 Internal Customer Service 1.80 $212,120 $31,137 $186,468 $429,725 External Customer Service 1.47 $168,872 $12,945 $152,446 $334,263 Staff Development 1.38 $165,580 $20,076 $143,357 $329,013 Develop/Implement Policy & Procedures 1.13 $148,234 $15,852 $117,127 $281,213 Business & Technology Support to Divisions 0.87 $96,606 $10,640 $91,416 $198,662 Totals 8.50 $1,016,046 $105,298 $882,996 $2,004,340 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 Develop/Monitor Operating & CIP Budget Internal Customer Service 10% 22% External Customer Service 14% Staff Development 16% 21% Develop/Implement Policy & Procedures Business & Technology Support to Divisions 17% Total Budget: $2,004,340 192 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Building Maintenance/Custodial 21.75 $1,273,862 $550,536 $413,289 $2,237,687 Technical Operations 9.00 $755,193 $320,019 $260,116 $1,335,328 Utility Management 0.00 $0 $986,633 $57,973 $1,044,606 Operating Project Management 5.00 $536,950 $78,630 $105,307 $720,887 Facilities Administration 3.00 $287,032 $7,260 $84,586 $378,878 38.75 $2,853,037 $1,943,078 $921,271 $5,717,38 6 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2013. 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% 13% Technical Operations 39% Utility Management 18% Operating Project Management Facilities Administration 23% Total Budget: $5,717,386 193 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department Fleet Maintenance The Fleet Maintenance Division supports all City departments by providing vehicle repair, fuel, and fleet service management for approximately 690 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Fuel Management 0.63 $58,328 $2,112,854 $35,478 $2,206,660 Vehicle and Equipment Repair 9.13 $709,709 $114,357 $514,156 $1,338,222 Parts 0.37 $38,867 $966,879 $20,837 $1,026,583 Sublet (vendor) 0.60 $56,832 $256,417 $33,790 $347,039 Asset Acquisition, Management, Reporting 0.70 $73,351 $14,904 $39,420 $127,675 Vehicle Wash 0.07 $4,955 $33,546 $3,942 $42,443 11.50 $942,042 $3,498,957 $647,623 $5,088,622 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2013. 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 3% 1% Fuel Management 7% 20% Vehicle and Equipment Repair Parts 43% Sublet (vendor) Asset Acquisition, Management, Reporting 26% Vehicle Wash Total Budget: $5,088,622 194 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Program Management 3.10 $200,046 $92,944 $155,126 $448,116 Budget Management 0.55 $49,911 $16,490 $27,522 $93,923 Personnel Management 0.35 $35,536 $10,494 $17,514 $63,544 Totals 4.0 $285,493 $119,928 $200,162 $605,583 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 10% Program Management 16% Budget Management Personnel Management 74% Total Budget: $605,583 195 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department Solid Waste Division - Residential Trash/Recycling Collection The Residential Service operation provides weekly trash and recycling collection for approximately 50,000 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 Allocate d FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Automated Trash/Recycling Collection 25.27 $1,842,821 $2,576,195 $1,760,752 $6,179,768 Loose Trash Collection 1.87 $156,666 $190,168 $129,974 $476,808 Program Management/Administration 1.58 $116,753 $160,598 $109,764 $387,115 Special Hauls/Christmas Tree Disposal 1.56 $117,172 $158,558 $108,370 $384,100 Container Repair and Delivery 0.52 $41,441 $54,043 $36,936 $132,420 30.80 $2,274,853 $3,139,562 $2,145,796 $7,560,211 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2013. 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 2% Automated Trash/Recycling Collection 5% 5% Loose Trash Collection 6% Program Management/Administration Special Hauls/Christmas Tree Disposal Container Repair and Delivery 82% Total Budget: $7,560,211 196 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Front Load 4.60 $356,790 $522,476 $412,167 $1,291,433 Roll-Off 1.94 $136,743 $220,065 $173,603 $530,411 Container Repair and Delivery 1.05 $78,605 $119,261 $94,081 $291,947 Program Management/Administration 0.61 $48,270 $69,569 $54,881 $172,720 Totals 8.20 $620,408 $931,371 $734,732 $2,286,511 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 8% Front Load 13% Roll-Off Container Repair and Delivery 23% 56% Program Management/Administration Total Budget: $2,286,511 197 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department Streets Division – Highway User Revenue Fund (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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Street Maintenance 16.00 $1,301,211 $1,016,285 $581,903 $2,899,399 Street Lights & Traffic Signals 5.00 $414,485 $1,789,056 $383,902 $2,587,443 Street Signs & Striping 8.00 $587,007 $246,641 $310,510 $1,144,158 Administration 5.80 $516,199 $52,978 $260,123 $829,300 Street Sweeping 4.00 $295,380 $248,911 $206,223 $750,514 38.80 $3,114,282 $3,353,871 $1,742,661 $8,210,814 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2013. 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 9% 10% Street Maintenance 35% Street Lights & Traffic Signals Street Signs & Striping 14% Administration Street Sweeping 32% Total Budget: $8,210,814 198 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Operations & Maintenance 1.84 $135,154 $39,533 $123,843 $298,530 Grounds/Landscape 0.64 $48,345 $80,749 $94,790 $223,884 Project Management 1.08 $84,478 $16,425 $105,443 $206,346 Inspections/Inventory 0.64 $48,344 $10,449 $94,790 $153,583 Totals 4.20 $316,321 $147,156 $418,866 $882,343 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 18% Operations & Maintenance 34% Grounds/Landscape Project Management 23% Inspections/Inventory 25% $882 343 199 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Non-ADA Service-Field Operations 3.98 $280,155 $172,404 $36,363 $488,922 Non-ADA Call Center Support-Staff Operations 1.38 $86,415 $31,520 $30,323 $148,258 Transit Management Administrative Support 0.80 $65,360 $24,692 $28,976 $119,028 ADA Service-Field Operations 0.87 $60,758 $22,585 $29,139 $112,482 ADA Call Center Support-Staff Operations 0.37 $23,897 $9,514 $27,977 $61,388 ADA and Non-ADA Customer Service 0.05 $4,585 $1,089 $27,234 $32,908 Trip Reduction Program Administration 0.05 $4,585 $1,089 $27,234 $32,908 Totals 7.50 $525,755 $262,893 $207,246 $995,894 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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. 3% 3% Transit Division Budget Allocation Non-ADA Service-Field Operations 6% Non-ADA Call Center Support-Staff Operatio 11% Transit Management Administrative Support 49% ADA Service-Field Operations 12% ADA Call Center Support-Staff Operations ADA and Non-ADA Customer Service 15% Trip Reduction Program Administration Total Budget: $995,894 200 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Operate Treatment Plant 4.52 $382,917 $1,431,629 $292,782 $2,107,328 Maintain Treatment Process Equipment 4.31 $412,919 $283,141 $297,622 $993,682 Regulatory Compliance & Customer Service 3.31 $329,960 $11,241 $292,581 $633,782 Maintain & Monitor SCADA 2.63 $230,372 $33,819 $291,678 $555,869 Maintain Building & Grounds 0.23 $15,543 $101,981 $288,352 $405,876 15.00 $1,371,711 $1,861,811 $1,463,015 $4,696,537 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2013. 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 Operate Treatment Plant 9% Maintain Treatment Process Equipment 12% 45% 13% Regulatory Compliance & Customer Service Maintain & Monitor SCADA 21% Maintain Building & Grounds Total Budget: $4,696,537 201 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Operate Treatment Plant 5.30 $507,305 $3,004,595 $368,137 $3,880,037 Maintain Process Equipment 7.30 $709,707 $745,803 $374,386 $1,829,896 Dispose of Biosolid Waste 0.60 $41,149 $927,831 $198,961 $1,167,941 Regulatory Compliance & Customer Service 3.75 $412,055 $13,282 $366,845 $792,182 Maintain & Monitor SCADA 2.60 $248,948 $40,154 $365,327 $654,429 Maintain Building & Grounds 0.45 $37,916 $157,670 $361,077 $556,663 20.00 $1,957,080 $4,889,335 $2,034,733 $8,881,148 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2013. 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% 7% Maintain Process Equipment 9% Dispose of Biosolid Waste 44% Regulatory Compliance & Customer Service Maintain & Monitor SCADA 13% Maintain Building & Grounds 21% Total Budget: $8,881,148 202 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 4.20 2.50 Personnel Costs $318,514 $190,401 Non‐Personnel Costs $2,046,876 $141,020 Internal Services Charges $256,616 $251,150 Total Cost of Service $2,622,006 $582,571 0.98 $84,298 $4,239 $246,260 $334,797 Reservoir Maintenance 0.52 $46,554 $3,818 $244,780 $295,152 Totals 8.20 $639,767 $2,195,953 $998,806 $3,834,526 Activity Description Maintain Wells & Boosters Chlorine Maintenance Program Regulatory Compliance & Customer Service The budget amounts listed above include all costs for that service or program for FY2013. 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 Maintain Wells & Boosters 8% 9% Chlorine Maintenance Program 15% Regulatory Compliance & Custom Service Reservoir Maintenance 68% Total Budget: $3,834,526 203 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Water Service and Maintenance Repairs 3.35 $263,373 $68,967 $224,567 $556,907 Fire Hydrant Maintenance Program 2.75 $217,079 $64,817 $221,087 $502,983 Valve Maintenance Program 2.65 $204,123 $62,413 $220,507 $487,043 Regulatory Compliance & Customer Service 1.08 $97,013 $10,093 $211,397 $318,503 Water Distribution System Flush 0.72 $59,783 $44,396 $209,348 $313,527 10.55 $841,371 $250,686 $1,086,906 $2,178,963 Totals The budget amounts listed above include all costs for that service or program for FY2013. 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 14% 26% Fire Hydrant Maintenance Program 15% Valve Maintenance Program 22% Regulatory Compliance & Customer Service 23% Water Distribution System Flush Total Budget: $2,178,963 204 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Inspection and Maintenance of Lift Stations 2.53 $173,679 $167,288 $73,519 $414,486 Sewer Main Line Cleaning 2.03 $148,970 $54,164 $69,292 $272,426 Manhole Treatment (Roach Control) 0.48 $39,079 $99,216 $56,189 $194,484 Regulatory Compliance & Customer Service 1.22 $98,088 $22,603 $62,445 $183,136 Close Circuit Television (CCTV) Sewer Line Inspection 1.03 $77,796 $34,956 $60,838 $173,590 Rehabilitate Sewer Manholes 0.48 $40,449 $48,184 $56,189 $144,822 Sanitary Sewer Overflows (SSO) 0.48 $36,536 $31,758 $56,189 $124,483 Totals 8.25 $614,597 $458,169 $434,661 $1,507,427 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 8% 10% 27% Manhole Treatment (Roach Control) 18% Regulatory Compliance & Customer Service Close Circuit Television (CCTV) Sewer Line Inspection Rehabilitate Sewer Manholes 12% 12% 13% Sanitary Sewer Overflows (SSO) Total Budget: $1,507,427 205 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Locate Peoria Underground Utilities 1.40 $112,156 $35,400 $45,314 $192,870 Emergency Blue Stake Requests 0.20 $16,022 $4,225 $39,605 $59,852 Respond to Blue Stake Requests Timely 0.20 $16,022 $4,224 $39,605 $59,851 Customer Service 0.20 $16,022 $2,691 $39,605 $58,318 Totals 2.00 $160,222 $46,540 $164,129 $370,891 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 16% Emergency Blue Stake Requests 16% Respond to Blue Stake Requests Timely 52% Customer Service 16% Total Budget: $370,891 206 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Implement Water Conservation Program 1.90 $154,591 $190,658 $79,783 $425,032 Manage Water Portfolio & Develop Supplies 1.42 $138,564 $90,638 $79,443 $308,645 Prepare Monthly/Annual Reports 1.00 $88,949 $2,606 $79,138 $170,693 Analyze Water Supply & Demand 0.68 $63,502 $1,846 $78,905 $144,253 Review & Revise Plans and City Code 0.50 $44,726 $1,390 $78,780 $124,896 Totals 5.50 $490,332 $287,138 $396,049 $1,173,519 The budget amounts listed above include all costs for that service or program for FY2013. 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 11% Manage Water Portfolio & Develop Supplies 12% 36% Prepare Monthly/Annual Reports 15% Analyze Water Supply & Demand Review & Revise Plans and City Code 26% Total Budget: $1,173,519 207 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department Water Resources and Environmental Division – Drinking Water Environmental The Environmental sections provide environmental compliance support and monitoring for the City’s 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Ensure Drinking Water Regulatory Compliance 2.10 $216,911 $138,965 $88,648 $444,524 Perform Compliance & Operational Laboratory Testing 1.90 $136,597 $160,588 $88,406 $385,591 Prevent Backflow & Cross Connection 0.89 $81,664 $24,010 $87,196 $192,870 Review & Revise Plans and City Code 0.27 $26,623 $8,210 $86,452 $121,285 Customer Service 0.09 $11,524 $3,813 $86,238 $101,575 Totals 5.25 $473,319 $335,586 $436,940 $1,245,845 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 Ensure Drinking Water Regulatory Compliance 8% Perform Compliance & Operational Laboratory Testing 10% 36% Prevent Backflow & Cross Connection 15% Review & Revise Plans and City Code Customer Service 31% Total Budget: $1,245,845 208 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Wastewater Regulations 0.89 $65,009 $129,727 $30,669 $225,405 Industrial Pretreatment Regulations 1.79 $123,789 $69,498 $31,798 $225,085 Stormwater Regulations 0.95 $74,513 $24,754 $30,748 $130,015 Biosolids Regulations 0.53 $41,605 $22,996 $30,230 $94,831 Customer Service 0.59 $45,414 $2,498 $30,293 $78,205 Air Quality Regulations 0.33 $29,613 $9,700 $29,979 $69,292 Review & Revise Plans and City Code 0.17 $16,932 $723 $29,771 $47,426 Totals 5.25 $396,875 $259,896 $213,488 $870,259 Activity Description The budget amounts listed above include all costs for that service or program for FY2013. 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 Wastewater Regulations 5% 8% Industrial Pretreatment Regulations 26% 9% Stormwater Regulations Biosolids Regulations 11% Customer Service 15% Air Quality Regulations 26% Review & Revise Plans and City Code Total Budget: $870,259 209 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department 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 Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Reduce Recycling Contamination Levels & Increase Diversion Rate 0.90 $72,231 $14,701 $16,383 $103,315 Household Hazardous Waste Events 0.20 $17,139 $68,891 $14,204 $100,234 Compliance with Maricopa County and ADEQ 0.55 $50,557 $5,698 $15,293 $71,548 Recycling Outreach & Education 0.15 $13,344 $10,385 $14,049 $37,778 Identify, Evaluate & Implement Sustainable Recycling Initiatives 0.20 $18,116 $620 $14,203 $32,939 Totals 2.00 $171,387 $100,295 $74,132 $345,814 The budget amounts listed above include all costs for that service or program for FY2013. 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 9% Household Hazardous Waste Events 30% 11% Maintain Compliance with Maricopa County and ADEQ Recycling Outreach & Education 21% Identify, Evaluate & Implement Sustainable Recycling Initiatives 29% Total Budget: $345,814 210 City of Peoria FY 2014 Annual Program Budget Public Works-Utilities Department Performance Report PUBLIC WORKS-UTILITIES DEPARTMENT The Public Works-Utilities Department uses performance 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 FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target 48% N/A N/A 73%* N/A 73%* 75% 8,481 8,807 8,777 8,777 3,502 3,606 3,628 3,628 $0.73 $1.59 $0.62 $1.54 $0.68 $1.72 <$0.84 <$1.73 $0.21 $0.53 $0.22 $0.50 $0.23 $0.56 $0.23 $0.56 100% 100% 100% 100% Number of drinking water tests run 11,338 11,309 9,075 10,574 Number of wastewater tests run 3,451 3,101 2,163 2,905 Percent of lost and unaccounted for water 4.54% 5.13% 5.15% <10% Performance Measure % of residents rating the quality of drinking water service as good or excellent *Peoria Times survey on safe water Total million gallons of potable water delivered to customers Total million gallons of wastewater treated 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 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 % of reporting requirements met for ADWR, ADEQ (storm water and air quality), MCESD (water and wastewater) 211 City of Peoria FY 2014 Annual Program Budget Council Goal Expected Outcome Performance Measure FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target Maintain and operate the water distribution system to ensure efficient delivery of potable water Test, flush and maintain all fire hydrants on an annual basis 100% 100% 100% 100% Exercise all water valves on a 5 year cycle (changed from 3 yrs to 5 in 2013) 27.13% 26.96% 3.85% 20% Clean all wastewater mains on a 5 year cycle 1.89% 4.46% 17.0% 20% Pest control treatment of all manholes on a 2 year cycle 46.77% 31.96% 50% 50% 2,138 2,312 2,514 2,321 10,029 8,169 7,910 8,702 25% 25% 25% ≥25% Total landfill tonnage collected 49,270 46,300 45,468 47,012 Total recycled tonnage collected 16,067 15,715 14,628 15,470 88% 88% 88% >85% Total trips provided 29,805 30,127 31,141 >29,000 % of trips scheduled compared to trips requested 99.46% 100% 100% >95% Total kilowatts used (in millions) 7.45 7.50 7.53 7.40 Total electricity cost (in thousands) $750.0 $742.5 $741.3 $740 Maintain and operate the wastewater collection systems to ensure system integrity Enhance Current Services/Total Planning Public Works-Utilities Department Provide commercial solid waste collection and disposal service Average number of roll-off containers serviced each month Average number of front load containers serviced each month 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 Operate a City-wide Dial-A-Ride demand response bus system Effective management of electrical consumption at the City Hall Complex 212 City of Peoria FY 2014 Annual Program Budget Enhance Current Services/Total Planning Council Goal Expected Outcome Provide the most efficient and effective fleet maintenance service To effectively maintain our transportation infrastructure by providing top quality operations and maintenance services. Public Works-Utilities Department Performance Measure FY2011 Actual FY2012 Actual FY2013 Estimate FY2014 Target Maintain City's fleet "inservice" at 90% or better each month 97.7% 97.4% 93.0% >90% % of repairs with a one day turnaround time 76.3% 92.7% 77.5% >75% Customer Service Satisfaction 87.1% 96.3% 91.7% >90% Total gallons of biodiesel fuel consumed 339,051 339,300 324,857 330,059 Total gallons of unleaded fuel consumed 325,549 259,551 258,318 262,704 Total gallons of ethanol fuel consumed 15,834 14,277 14,815 15,000 45% 45% 45% 50% 8.6 8.3 8.0 8.0 3.5 3.9 4.0 4.0 66.8% 81.0% 80.0% 100% 10.59 9.58 9.0 10 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 213 City of Peoria FY 2014 Annual Program Budget 214 City of Peoria FY 2014 Annual Program Budget Capital Projects Capital Projects Introduction Each year, the City of Peoria invests significant time and resources to design, construct, and maintain the infrastructure and facilities needed to deliver municipal services to residents and businesses. Because of the high costs associated with building and maintaining capital assets, the city must carefully balance the need for such 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 addresses 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 coordinated throughout. Coordinating the timing of different projects in the same area is particularly important, since it helps us to minimize service disruptions. The Community Center in Old Town Peoria was recently remodeled and expanded. 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 2014 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. Capital projects are non-routine expenditures that generally cost more than $100,000 and have a useful life of five years or more. Capital projects include design and construction, as well as the acquisition of land and the purchase of fixed assets. A fixed asset is any single item or single cohesive system that has a life expectancy of at least one year and a value of at least $5,000. All land is capitalized as a fixed asset, regardless of cost. The 10-year Capital Improvement Program totals $524,465,047. For FY 2014 alone, budgeted capital projects total $154,108,182. This document provides detailed information about each project in the CIP, including scope, schedule, project costs, funding sources, and future operating costs. It is intended to 215 City of Peoria FY 2014 Annual Program Budget Capital Projects FY 2014‐2023 CIP BY FUNDING SOURCE be a communication device, informing stakeholders of the city’s plans for capital investment. Funding Source 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 Program. Below are some excerpts from this policy. 10‐Year Total Pct. of Total G.O. Bonds $85,259,212 16.3% Revenue Bonds $79,694,078 15.2% MDA Bonds $63,996,103 12.2% Impact Fees Operating $94,800,570 $119,067,441 18.0% 22.7% Outside Sources Transportation Sales Tax $13,655,898 $57,501,149 2.6% 11.0% Prop. 400 Reimbursements $10,490,596 2.0% $524,465,047 100.0% Total  The first year of the adopted capital plan will be  The city manager will annually submit a finan- 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).  Within 90 days of the completion of a capital project, any remaining appropriated funds for the project will revert to the fund balance of the funding source (8.09).  The Capital Improvement Program will be updated annually as a multi-departmental effort (8.10). cially balanced, multi-year Capital Improvement Program for review by the City Council (8.01).  The Capital Improvement Program shall provide an estimate of each project’s costs, anticipated sources of revenue for financing the project, and an estimate of each project on city revenues and operating budgets (8.02).  The city will match programs and activities identified 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 replacement of critical infrastructure assets (8.04).  The city’s objective is to incorporate “Pay-As-You -Go” funding (using available cash resources) in the annual Capital Improvement Program. This will supplement funding from other sources such as IGAs, bonds, impact fees, and grants (8.05).  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/or to those capital assets whose nature makes them comparatively more difficult to finance with bonds or lease financing (8.06). CIP Development Process Capital improvement planning has proven to be a year-round process, with city departments continually re-evaluating and prioritizing their capital needs. However, the process is most involved from October through April. It is during this period that city staff identify and prioritize projects, estimate project costs, determine available resources, balance project requests within the available resources, and, ultimately, submit a recommended program to the City Council. The Budget Division coordinates the annual update of the 10-year CIP as part of the annual budget process. Division staff also forecast revenues for the various funds used to finance capital projects, and set the financial parameters for the development of the CIP. 216 City of Peoria FY 2014 Annual Program Budget Capital Projects 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 Management Committee. This committee is made up of the deputy city managers and directors of city departments that have a significant stake in the delivery of capital projects (including Finance and Budget). The CIP Management Committee is responsible for evaluating project requests in light of available resources and developing a financially balanced plan that addresses City Council goals and priorities. This group also ensures that projects are properly scoped and that the timing of projects is coordinated. Once complete, the city manager forwards the recommended Capital Improvement Program to the City Council for approval. Scotland Yard Neighborhood Park opened to enthusiastic crowds in September 2012. June. The City Council approves the Capital Improvement Program at one of its regular meetings, usually on the same day as the adoption of the Tentative Budget. The following is an overview of the CIP process: Programming Projects in the CIP September – October. Operating departments identify projects, define project scopes, prepare cost estimates, and prioritize projects based on direction received from the city manager and City Council. Department directors review project requests before final submittal. 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 infrastructure 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 Improvement Program, including the following: November – December. Capital project requests are submitted to the Budget Division. Division staff use revenue forecasts and financial models to prepare a preliminary CIP.  Office buildings, police and fire stations, court fa- January – March. The CIP Management Committee meets to review the proposed plan, making adjustments as needed. Budget finalizes the recommended CIP for the consideration of the City Council. cilities, libraries, and recreation centers.  Parks, trails, open space, right-of-way landscaping, and sports facilities.  Roads, bridges, sidewalks, street lights, traffic signals, and sound walls.  Storm drains, channels, retention basins, and drywells. April – May. The City Council receives the CIP and offers its recommendations during study sessions. 217 City of Peoria FY 2014 Annual Program Budget Capital Projects FY 2014‐2023 CIP BY PROJECT TYPE Project Type Drainage 10‐Year Total Pct. of Total $8,445,627 1.6% Economic Development $51,198,996 9.8% Operational Facilities $29,253,968 5.6% Parks $89,802,034 17.1% Public Safety $13,323,543 2.5% $121,804,711 23.2% $50,573,044 9.6% Water $160,063,124 30.6% Total $524,465,047 100.0% Streets & Traffic Control Wastewater Community Building, (2) Enhance Current Services, (3) Preserve Natural Environment, (4) Total Planning, (5) Economic Development, and (6) Leadership and Image. Below are some of the notable projects planned for the next three years. An update to the Glendale-Peoria Area Drainage Master Plan, which will recommend and prioritize drainage system improvements. This project is a 50/50 cost share with the Flood Control District of Maricopa County.  Water and wastewater treatment plants, pipes, stor- A project to mitigate the impact of storm water on Union Hills Drive, particularly at the intersection with 107th Avenue. Improvements will include channel improvements, box culverts, storm drains, laterals, and catch basins. age facilities, and pump stations.  Information technology infrastructure and major software applications. Specific projects in these broad categories spring from long-range plans, City Council goals and priorities, and staff recommendations. Long-range planning is critical to ensuring a 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 capital projects. Specific sections of the General Plan, such as the Circulation Element, tie directly with the CIP, as do each of the master plans. As such, the CIP is one of the mechanisms by which long-range plans become reality. Re-development of the 17-acre parking lot at the Peoria Sports Complex into a mixed-use development. The first step toward this end is to build a parking structure to accommodate the parking displaced by the development. The CIP includes $30 million for this purpose. The goals and priorities of the City Council are another key source of capital projects. Many of the projects in the CIP, particularly those that benefit a specific neighborhood or area, come directly from the communication of concerned citizens with their elected representatives. The City Council’s Policy Goals provide near-term direction to city staff. The six broad policy goals for fiscal year 2014 are: (1) A rendering of the P83 Entertainment District showing some of the proposed improvements. 218 City of Peoria FY 2014 Annual Program Budget Capital Projects Public Safety Facility. Preliminary planning envisions a new facility to the east of the parking lot fronting Lake Pleasant Parkway. The building will be home to police employees providing services to the northern reaches of the city. Revitalization of Peoria’s P83 Entertainment District consistent with the Peoria Sports Complex Area Urban Design Plan approved by the City Council in July 2010. Funding is for Phase I of this project, which will include entry monuments, way-finding signage, a raised landscape median, and streetscape enhancements. Installation of an emergency-only traffic signal in front of the fire station on Jomax Road. Projected traffic volumes in the area show the need for such a signal by fiscal year 2018. Once completed, all of Peoria’s fire stations will have emergency signals. Continuation of the successful 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. Demolition of the existing roadway and the construction of two lanes in each direction along Lake Pleasant Parkway from Westwing Parkway to the Loop 303. Construction is underway and the roadway is expected to open to traffic in the spring of 2014. The first major renovations to the Peoria Sports Complex since it opened in 1994. As part of a new lease agreement with the Seattle Mariners and San Diego Padres, the city will invest $30 million in clubhouse improvements ($15 million for each team) and $6 million in stadium improvements. Renovation of the clubhouses is now underway and will be completed in time for the 2014 spring training season. Construction of the Agua Fria Truck Road Reliever, a new two-lane roadway designed to reduce truck traffic on Beardsley Road by 50 percent. Construction is expected to begin this summer. As part of the project, a new traffic signal will be installed at the intersection of 107th Avenue and Pinnacle Peak Road. Development of a third community park on the 160 -acre BLM site adjacent to the Agua Fria River at approximately 99th Avenue and Lone Mountain Parkway. Although construction is not programmed until fiscal year 2018, the CIP provides funding to begin the planning and design process in fiscal year 2015. Design and construction of a new neighborhood park directly north of the Sunrise Mountain Branch Library in the Camino a Lago South subdivision. The park and the library will share the same parking lot. Approximately one acre of grass area has already been developed. A new segment of the New River Trail from Northern Avenue to Olive Avenue on the city’s southern boundary. Construction is underway on the $36 million project to reconstruct and widen Lake Pleasant Parkway from West‐ wing Parkway to the Loop 303. Additional space for the Police Department’s north command on the campus of the Pinnacle Peak 219 City of Peoria FY 2014 Annual Program Budget Capital Projects Widening of the intersections along 75th Avenue at Peoria Avenue and Cactus Road. From a safety and congestion relief standpoint, these are the highest priority intersections in Peoria. The city received federal Highway Safety Improvement Program funding for both intersections. Widening of 91st Avenue to a five-lane roadway section (2:1:2) from Butler Drive to Mountain View Road. This will relieve the bottleneck that exists adjacent to the undeveloped areas. A streets crew performs maintenance work on a residen‐ tial street in Peoria. The operating and maintenance costs of new infrastructure is a key factor in capital planning. Reconstruction of the west ½ street improvements on 103rd Avenue between Northern and Olive avenues. These improvements will provide additional traffic capacity and pedestrian facilities, improve drainage, repair failing roadway sections, and secure the old City of Glendale Landfill. Impact on the Operating Budget The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operating budget. Upon their completion, most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water and sewer service, and maintenance and repair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, milling, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as medians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. The purchase of an additional 5 million gallons per day of treatment capacity to serve the growing needs for water in the northern portion of Peoria. Replacement of substandard 6- and 8-inch waterline in the Peacock Village subdivision. This area has experienced a higher-than-normal rate of pipe failure. Replacement of approximately 37,000 water meters that are using transmission technology and equipment that has reached the end of its useful life. Outdated meters can lead to an increasing level of effort and cost to repair and less accurate billing information. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the city can reasonably expect to recognize upon completion of the project. For example, membership fees from a new recreation center help to offset the increased operating costs. The net operating costs are included not only in the project request, but also in the long-range forecasts of the respective funds, to ensure that we properly account for operating budget impacts of all capital projects. Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. Construction of a new concrete reservoir and booster pump station needed to expand the reclaimed water system in the Old Town area. This expansion will provide increased quantities of reclaimed water for future customers wishing to connect to the system. 220 City of Peoria FY 2014 Annual Program Budget Capital Projects OPERATIONAL IMPACTS BY PROJECT TYPE Project Type Drainage Economic Development Operational Facilities Parks Public Safety Streets & Traffic Wastewater Water Total FY 2014 0 $0 $0 $673,288 $197,000 $355,550 $47,000 $73,025 $1,345,863 FY 2015 $0 $0 $10,000 $762,888 $306,200 $446,550 $65,603 $324,800 $1,916,041 221 FY 2016 $ $200,000 $10,000 $777,888 $306,200 $491,650 $106,103 $463,182 $2,355,023 FY 2017 $0 $200,000 $10,000 $831,588 $306,560 $491,650 $106,103 $463,182 $2,409,083 FY 2018 $240,000 $200,000 $135,000 $777,888 $306,560 $491,650 $106,103 $521,704 $2,778,905 City of Peoria FY 2014 Annual Program Budget Capital Projects Financing the CIP The Capital Improvement Program for fiscal years 2014-2023 is a $524 million investment in 159 different capital projects over the next 10 years. The program represents a significant investment of city resources in infrastructure, facilities, and recreational assets, and is designed to address the highest priority needs of the community. It is both financially 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. ADOT installed the first land form graphics in Peoria as part of its Grand Avenue Improvements. General Obligation Bonds General Obligation (G.O.) 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. Peoria only issues debt for projects when it truly makes sense to do so. This is determined by a number of different criteria, including the following: The amount of revenue available for allocation to projects in the CIP each year is based on financial projections by staff in the Budget Division. To develop 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 economic trends. Much of the work involved in the development of the CIP involves matching identified project needs (and the associated costs) with available funding sources.  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 financing refers to cash-based sources such as operating revenues and impact fees.)  The project will benefit future residents of Peoria, so the use of pay-as-you-go financing will unfairly burden current residents. The major sources used to pay for capital projects in the CIP are discussed below. 222 City of Peoria FY 2014 Annual Program Budget Capital Projects In Peoria, G.O.  Secondary property bonds are backed tax rates will be deterby the city’s propmined each year as part erty tax collecof the budgetary process tions. Beginning (pursuant to state law) in 1980, state law to pay the necessary mandated the debt service payments separation of city of general obligation property taxes bonds currently outinto two compostanding or expected to nents: the primary be issued within the fistax levy and the cal year (11.07e). secondary levy.  In accordance with General obligation bonds are helping pay for Pioneer Community The primary levy Park, which will open for play in fall 2013. requirements of the may be imposed State of Arizona Constifor any governmental purpose, but has strict limitatution, total bonded debt will not exceed the 20 pertions on how much can be levied. The secondary levy cent limitation and 6 percent limitation of the total may only be used to retire the principal and interest secondary assessed valuation of taxable property in on G.O. bonds issued by the city. As a result, it is the the city (11.07f). secondary levy that is used to finance many of Peo Reserve funds, when required, will be provided to ria’s capital projects. adequately meet debt service requirements in subsequent years (11.07g). Debt Policies. The Principles of Sound Financial  Interest earnings on bond fund balances will only Management include policies governing the use of be used to pay debt service on the bonds unless othproperty-tax supported bonds: erwise committed for other uses or purposes of the project (11.07h).  Tax supported bonds are bonds for which funds  The term of any bond will not exceed the useful life used to make annual debt service expenditures are of the capital project/facility or equipment for derived from ad valorum (property) tax revenue of which borrowing is intended (11.07i). the city (11.07a).  The target for the maturity of general obligation Assessed Valuation. As mentioned above, it is the bonds will typically be between 20 and 30 years. secondary levy that is used to pay the principal and The target for the “average weighted maturities” for interest on general obligation bonds. The secondary general obligation bonds of the city will be 12.5 assessed value of a property is calculated by multiyears (11.07b). plying that property’s full cash value, as determined by the county assessor, by an assessment ratio (varies  Generally, the city will structure general obligation by property class). Thus, Peoria’s secondary assessed bond issues to create level debt service payments valuation is the sum of the secondary assessed valuaover the life of the issue (11.07c). tion of all properties within the incorporated area of  Debt supported by the city’s general fund will not Peoria. The city’s secondary property tax levy, then, exceed 10 percent of the annual general fund reveis the secondary assessed valuation multiplied by the nues (11.07d). secondary property tax rate, which is $1.25 per $100 223 City of Peoria FY 2014 Annual Program Budget Capital Projects compared to $319 million, or 32 percent, of the $1 billion FY 2009-2018 CIP. To look at it another way, the G.O.-bond supported portion of the CIP has decreased by 73 percent since FY 2009. of assessed valuation. For FY 2014, Peoria’s secondary assessed valuation is $1.05 billion and the secondary levy is $13.2 million. The secondary property tax is unlimited in that a city may levy the amount necessary to meet its debt service obligations. However, Arizona voters in November 2012 approved Proposition 117, which caps the growth of the secondary assessed valuation to 5 percent over the previous year’s amount. This means that the city would have to raise its secondary property tax rate if the growth in assessed valuation were insufficient to meets its debt service obligations using the existing rate. Fortunately, despite this new limit on the secondary assessed valuation, the city is still in a position to meets its needs with the existing rate for the foreseeable future. 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. Projects in the 20 percent category include water, sewer, drainage, artificial lighting, open space preserves, parks, playgrounds and recreational facilities, 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. Assessed valuation is highly susceptible to swings in the real estate market. The severe economic recession that began in 2008 decimated commercial 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 47 percent by FY 2014 to $1.05 billion—a loss of nearly half the city’s assessed valuation over a five-year period. The black cloud over the Valley’s housing market has finally lifted, and Peoria homeowners have seen the value of their properties increasing again over the last couple of years. As a result, city forecasts show an 8 percent increase in secondary assessed valuation for FY 2015—the first such increase since FY 2009. The chart below shows historic and projected secondary assessed valuation. The table below shows the city’s estimated constitutional debt limitation as of July 1, 2013. Available borrowing capacity has decreased significantly over the last two years, as secondary assessed valuation has been adjusted downward, reflecting the area’s weak housing market. Moreover, the city sold $29 million in new bonds in June 2010 and an additional $14.7 million in June 2012. Available capacity in the 20 percent category is now $50.8 million, compared to $200 million in FY 2010, while available capacity in the 6 percent category is now $61.8 million, compared to $108 million in FY 2010. 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, G.O. bonds account for $85.3 million, or 16.3 percent, of the $524 million FY 2014-2023 CIP— 224 City of Peoria FY 2014 Annual Program Budget Capital Projects held in 1985, March 1990, September 1994, September 1996, September 2000, May 2005, and November 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). Forecasts show available capacity in both categories decreasing still further in FY 2014, but rising steadily thereafter. This can be attributed to the aforementioned increases in assessed valuation beginning in FY 2015 combined with the fact that the city does not plan to issue large amounts of general obligation debt over the next four years. The city is anticipating a large debt issue in FY2018 to finance a community park in northern Peoria, and this will certainly affect constitutional capacity in the years that follow. 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 category, but may not be used to pay for projects in another category. The city takes very seriously its responsibility to properly apply voter authorization, and has systems in place to track the use of voter authorization. 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 authorization from the voters through a citywide bond referendum in order to issue G.O. bonds for capital projects. Peoria voters have authorized the use of bonds for various capital needs in bond elections CONSTITUTIONAL DEBT LIMITATION Fiscal Year 2014 6% Bonds Secondary Assessed Valuation $1,057,558,348 Allowable 6% Debt Capacity $63,453,501 6% Bonds Outstanding 07/01/13 ($1,665,000) Proposed 6% Bonds FY 2014 $0 $61,788,501 Unused 6% Debt Capacity 20% Bonds Secondary Assessed Valuation $1,057,558,348 Allowable 20% Debt Capacity $63,453,501 20% Bonds Outstanding 07/01/13 ($160,710,000) Proposed 20% Bonds FY 2014 $0 Unused 20% Debt Capacity $50,801,670 PROJECTED CONSTITUTIONAL CAPACITY AFTER PLANNED BOND SALES (All Dollars in Thousands) Fiscal Year Projected Capacity before Bond Sales Planned Bond Sales 6% 20% 6% 20% Principal Outstanding on Planned Bond Sales 6% 20% Projected Capacity after Planned Bond Sales 6% 20% 2014 $0 $0 $61,788 $50,801 $0 $0 $61,788 $50,801 2015 $0 $5,251 $69,063 $78,907 $0 $5,251 $69,063 $73,655 2016 $0 $0 $74,396 $105,062 $0 $5,093 $74,396 $99,969 2017 $3,000 $2,990 $78,255 $128,190 $3,000 $7,917 $75,255 $120,272 2018 $100 $27,798 $83,140 $154,685 $3,009 $35,450 $80,131 $119,235 225 City of Peoria FY 2014 Annual Program Budget Capital Projects sued. In addition, each of Property Tax Rate. the outstanding bond This 10-year plan was issues must have a debt developed under the asservice reserve requiresumption that the existment sufficient to cover ing secondary property at least one year of debt tax rate of $1.25 per service. $100 of assessed valuation will not change. The Included under revenue last time the secondary bonds, though techniproperty tax rate cally not “bonds” at all, changed was in FY 2008 when it increased to Revenue bonds helped pay for the Butler Drive Wastewater are loan agreements with the Water Infrastructure $1.25 from $1.20. Prior Reclamation Facility, the city’s largest ever capital project. Finance Authority of to that time, the rate held Arizona, or WIFA. WIFA is a program created by the steady at $1.30 from FY 1999 to FY 2006. State of Arizona, pursuant to federal regulations regarding water pollution and safe drinking water law, Schedule 8 in the Annual Program Budget for FY to provide financing to local communities for water 2014 shows the original issue amount, outstanding and wastewater projects. Like revenue bonds, these principal amount, and debt service requirements for loan agreements are backed by water and wastewater the city’s general obligation bonds. utility rate revenues. The city has entered into loan agreements with WIFA to finance the construction Revenue Bonds and/or expansion of the Greenway Water Treatment The city uses revenue bonds to support major capital Plant, Beardsley Water Reclamation Facility, and improvements in its water and wastewater systems. Butler Water Reclamation Facility, as well as other Revenue bonds are secured by water and wastewater water and wastewater projects. utility rate revenues rather than the full faith and Schedule 8 in the Annual Program Budget for FY credit of the city. As such, revenue bonds typically 2014 shows the original issue amount, outstanding carry a slightly higher interest rate than general obliprincipal amount, and debt service requirements for gation bonds. Like G.O. bonds, revenue bond-funded the city’s water and wastewater revenue bonds, inprojects can only be undertaken if they have voter cluding WIFA loan agreements. authorization from a citywide bond referendum. Debt Policies. The Principles of Sound Financial Management include policies governing the use of revenue bonds: 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 coverage ratio of at least 1.25, which means that the projected net revenues from the project must be at least 125 percent of the highest maximum debt service requirement on outstanding bonds plus the debt service on new bonds to be is-  Revenue bonds of the city will be analyzed care- fully by the Finance Department for fiscal soundness. Part of this analysis shall include a feasibility report prepared by an independent consultant prior to the issuance of utility-supported revenue bonds 226 City of Peoria FY 2014 Annual Program Budget Capital Projects lease-rental payments that mirror the semi-annual interest and principal payments on the bonds. to ensure the generation of sufficient revenues to meet debt service requirements, 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 issue.  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 borrowing 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. The Peoria Municipal Development Authority has issued bonds three times in recent years for highprofile projects around the city. Most recently, in July 2012, the Peoria MDA issued $35.5 million in MDA bonds to finance clubhouse and stadium improvements at the Peoria Sports Complex. These bonds are being repaid using the city’s half-cent sales tax revenues. In March 2006, the MDA issued $6.7 million in bonds to finance the construction 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 MDA issued $47 million for the construction of the missing segment of Happy Valley 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. Municipal Development Authority Bonds Schedule 8 in the Annual Program Budget for FY 2014 shows the original issue amount, outstanding principal amount, and debt service requirements for MDA bonds. For certain projects, the city uses bonds issued by the non-profit Peoria Municipal Development Authority to pay for capital improvements. MDA bonds are secured by the city’s excise tax and other undesignated revenues. The use of property taxes for this purpose is specifically prohibited. MDA bonds typically carry a higher interest rate than general obligations bonds, but they are advantageous in that they are not subject to constitutional debt limits or coverage ratios and they do not require voter approval. Development Impact Fees A development impact fee is a charge on new development to pay for the construction or expansion of off-site capital improvements that are necessitated by and benefit the new development. Impact fees, which are collected when building permits are issued for a given project, cannot be used for operations, maintenance, or repair of existing facilities. The City of Peoria assesses impact fees for transportation, neighborhood parks, community parks, libraries, law enforcement, fire protection, water expansion, wastewater expansion, water resource, and water reuse irrigation. Under this method of financing, the city acquires the desired facilities from the non-profit corporation by means of a lease-purchase contract. The MDA issues its own bonds to obtain the funds necessary for the construction of the facilities. The facilities financed with the MDA bonds are then leased to the city for 227 City of Peoria FY 2014 Annual Program Budget Capital Projects capital needs. The amount available in these funds for capital projects is limited, however, because of the uncertainty of available revenues and the need to support ongoing operations. The city’s half-cent sales tax fund also can be used to support capital projects, provided that such projects are consistent with the City Council policy governing the use of revenues from this tax. A variety of public safety projects have been supported by this revenue source over the years. An architect’s rendering of the new San Diego Padres clubhouse, which is being financed with MDA bonds. Impact fees are an important source of revenue for the capital program, and help to ensure that residential and commercial growth in Peoria pays for itself. Impact fee revenues are subject to fluctuations 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 information. Grant and Intergovernmental Revenues Peoria’s grants coordinator and intergovernmental affairs staff work with city departments and outside agencies to aggressively pursue grants and other outside funding sources to help support capital projects. The city frequently shares the costs of capital projects with neighboring cities, the Flood Control District of Maricopa County, the Maricopa County Department of Transportation, the Arizona Department of Transportation, and other agencies. The Engineering, Public Works-Utilities, and Governmental Affairs departments work closely with the Maricopa Association of Governments, the Water and Infrastructure Financing Authority of Arizona, and other agencies to secure pass-through federal funds, low-interest loans, and other favorable funding sources for capital projects. 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 August 1, 2014, to replace its existing fee program with fees adopted under the new statute, and has retained a consultant to perform this work. Whatever the result, the new fee program is certain to have implications for the future of Peoria’s Capital Improvement Program. Over the last few years, Peoria has been very successful in securing or advancing outside funding for transportation projects. Nearly $70 million in federal stimulus dollars awarded to either the city or to ADOT 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 Operating Fund Revenues Where possible, the city uses available cash, or “PayAs-You-Go” funding, to pay for capital projects. PayAs-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 228 City of Peoria FY 2014 Annual Program Budget Capital Projects Transportation Sales Tax In 2004, the City Council appointed a 23-member Citizen Transportation Committee to evaluate Peoria’s future transportation requirements and consider the various alternatives for funding these improvements. 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 voters, who, on September 13, 2005, approved Proposition 300 increasing the city sales tax for transportation purposes. Federal dollars paid for much of the Beardsley Road Con‐ nector project , which provided enhanced freeway access for residents living in the northern reaches of Peoria. Transportation sales tax revenues are deposited into a separate fund from which expenditures are made for various transportation purposes. Consistent with the Citizen Transportation Committee’s original recommendation, the city earmarks in its forecasts each year $1 million for pavement maintenance, $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 pays the debt service on the MDA bonds issued for the construction of Happy Valley Road and the widening of 83rd Avenue widening from Williams to Calle Lejos, which is approximately $4 million per year. (CMAQ) money paid for almost 100 percent of the construction costs for the 84th Avenue streetscape and the 91st and Olive intersection improvements. Most recently, the city was awarded $13.7 million in federal Highway Safety Improvement Program funding for two intersection improvement programs along 75th Avenue at Peoria Avenue and Cactus Road. The city also has received significant outside dollars for water and wastewater projects. The United States Department of the Interior awarded $1.8 million in federal stimulus-funded Challenge Grants to Peoria for water resources sustainability enhancements. These enhancements included the construction of an additional recharge basin to bank reclaimed water from the city’s water reclamation facility, conversion of a well system from potable to non-potable water, and installation of a reclaimed water pipeline and water measuring devices. In addition, Peoria received $10 million in reduced-interest WIFA loans and $1.4 million in principal forgiveness from the 2009 federal stimulus program. These loans paid for several projects in the CIP, including trunk sewer repairs on Northern Avenue, new water lines at several locations, and upgrades to several well sites and the Beardsley Water Reclamation Facility. Major projects completed to date using primarily transportation sales tax revenues include Happy Valley Road, the 83rd Avenue widening from Williams Road to Calle Lejos Road, and the 75th Avenue and Thunderbird Road intersection improvements. 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 Streetscape, and 87th Avenue half-street improvements from Olive Avenue to Hatcher Road. This fund also supports a number of ongoing programs, including the Traffic Signal Pro- 229 City of Peoria FY 2014 Annual Program Budget Capital Projects 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. gram, Traffic Signal Interconnect Program, and Bridge Maintenance Program. 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; intersection improvements along 75th Avenue at Peoria Avenue and Cactus Road; the west halfstreet improvements to 103rd Avenue between 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 expend its own sources on an eligible project and then request reimbursement up to 70 percent of those expenditures. To date, Peoria has received $53.86 million in ALCP reimbursements for the following projects: Lake Pleasant Parkway ($29.78 million), Happy Valley Road ($20.63 million), 75th Avenue and Thunderbird Road Intersection Improvements ($1.89 million), and 83rd Avenue from Butler Drive to Mountain View Road ($1.56 million). Since most of these 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. County Transportation Sales Tax (Prop. 400 Reimbursements) On November 2, 2004, Maricopa County voters approved 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 Governments (MAG) Regional Council November 25, 2003. The RTP provides a blueprint for future transportation investments in the region through FY 2026, including freeways and other routes on the state highway system, major arterial streets and intersection improvements, and public transit systems. 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 contribution of no less than 30 percent of the total project costs. The source of the regional revenues programmed in the ALCP for all of Peoria’s projects except for the The city was reimbursed almost $21 million for its Happy Valley Road project through Maricopa County’s Arterial Life Cycle Program. 230 City of Peoria FY 2014 Annual Program Budget Capital Projects Capital Improvement Program FY 2014-2023 Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 1000 - General $1,646,450 $212,100 $253,510 $0 $0 $234,000 $2,346,060 1210 - Half Cent Sales Tax $1,810,680 $0 $0 $0 $0 $0 $1,810,680 1900 - Economic Development $1,993,571 $31,275,000 $500,000 $0 $0 $0 $33,768,571 2050 - Water $9,072,996 $5,392,545 $8,883,148 $7,898,952 $8,736,453 $11,343,934 $51,328,028 2161 - Water Expansion $9,489,488 $4,114,153 $2,564,984 $1,595,190 $2,480,042 $14,669,490 $34,913,347 2169 - Water Resource Project $0 $0 $355,239 $355,239 $355,239 $355,239 $1,420,956 2224 - Proposed Revenue Bonds $0 $8,000,000 $0 $0 $0 $71,694,078 $79,694,078 2400 - Wastewater $3,862,653 $2,555,780 $4,079,146 $2,335,158 $3,978,783 $4,386,820 $21,198,340 2510 - Wastewater Expansion $3,307,340 $1,244,807 $2,163,193 $645,528 $413,565 $14,922,460 $22,696,893 2590 - Commercial Solid Waste $0 $0 $74,740 $0 $250,000 $0 $324,740 2600 - Residential Solid Waste $0 $0 $268,155 $0 $700,000 $0 $968,155 2650 - Solid Waste Expansion Total $0 $0 $0 $0 $250,000 $0 $250,000 3400 - IT Reserve $904,900 $120,000 $0 $0 $0 $0 $1,024,900 4150 - Capital Projects $103,579 $2,783,581 $0 $0 $0 $0 $2,887,160 4210 - GO Bonds 2007 $1,558,167 $0 $0 $0 $0 $0 $1,558,167 4220 - GO Bonds 2009 $14,152,317 $0 $0 $0 $0 $0 $14,152,317 4232 - MDA Bonds 2012 $33,996,103 $0 $0 $0 $0 $0 $33,996,103 $5,986,752 $0 $0 $0 $0 $0 $5,986,752 4240 - GO Bonds 2010 4250 - GO Bonds 2012 $619,024 $396,040 $0 $0 $0 $0 $1,015,064 4251 - Proposed GO Bonds $7,310,935 $0 $0 $0 $0 $0 $7,310,935 4550 - County Transportation Tax $7,765,637 $1,469,638 $405,219 $850,102 $0 $0 $10,490,596 4810 - Outside Sources $3,595,385 $150,165 $1,395,789 $4,600,157 $3,914,402 $0 $13,655,898 $0 $2,606,328 $658,500 $6,978,222 $26,252,500 $18,740,427 $55,235,977 7000 - Highway User 4970 - Proposed GO Bonds $3,733,468 $3,841,900 $2,611,720 $3,437,900 $3,962,090 $15,823,729 $33,410,807 7001 - Streets Dev Zone 1 $2,374,544 $0 $0 $0 $0 $0 $2,374,544 7002 - Streets Dev Zone 2 $6,939,232 $0 $0 $0 $0 $0 $6,939,232 7010 - Transportation Sales Tax $23,761,595 $7,112,675 $4,059,623 $1,056,156 $4,499,550 $17,011,550 $57,501,149 7901 - Neighborhood Park Dev Zone 1 $1,400,500 $0 $0 $0 $0 $318,700 $1,719,200 7904 - Neighborhood Park Dev Zone 2 $0 $0 $0 $0 $0 $4,003,199 $4,003,199 7905 - Neighborhood Park Dev Zone 3 $0 $0 $0 $0 $0 $3,432,699 $3,432,699 7910 - Citywide Park/Rec Facility Dev 7915 - Open Space Dev 7920 - River Corridors & Trails Dev 7930 - Law Enforcement Dev 7935 - Fire & Emergency Svc Dev Total $0 $0 $0 $0 $2,000,000 $0 $2,000,000 $2,050,816 $0 $0 $0 $0 $52,200 $2,103,016 $488,399 $0 $0 $0 $0 $52,200 $540,599 $5,948,651 $0 $0 $0 $0 $0 $5,948,651 $235,000 $0 $0 $166,500 $1,382,477 $4,674,257 $6,458,234 $154,108,182 $71,274,712 $28,272,966 $29,919,104 $59,175,101 $181,714,982 $524,465,047 231 City of Peoria FY 2014 Annual 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 Obligation Bonds, with additional funding provided by such outside sources as the Flood Control District of Maricopa County. The city has partnered with the Flood Control District on several large projects in recent years, including the drainage improvements along Pinnacle Peak Road and Rose Garden Lane and at 83rd Avenue and Pinnacle Peak Road. The FY 2014 capital budget includes funding to update the Glendale-Peoria Area Drainage Master Plan— another joint project with the Flood Control District. Drainage Total - $8,445,627 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 ‐ FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 232 City of Peoria FY 2014 Annual Program Budget Capital Projects Drainage Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 4240 - GO Bonds 2010 $389,151 $0 $0 $0 $0 $0 $389,151 4810 - Outside Sources $139,176 $0 $0 $0 $0 $0 $139,176 $0 $0 $658,500 $1,645,972 $0 $5,612,828 $7,917,300 $528,327 $0 $658,500 $1,645,972 $0 $5,612,828 $8,445,627 4970 - Proposed GO Bonds Total - Drainage 233 Total City of Peoria FY 2014 Annual 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 coordination with adjacent property owners, public involvement, design, right-of-way acquisition, Description: utility coordination, utility relocation and extensions, as determined, materials testing, construction administration for the storm drain on 87th Avenue from Hatcher Road to Monroe Street and along Mountain View Road from 87th Avenue to 85th Avenue. The improvements will consist of storm drains, laterals and catch basins, which are an extension of the overall drainage system and mill and overlay of the existing pavement from curb to curb throughout the project limits. Processing of utility agreements (APS, Cox Qwest, SRP, SWG, EPNG, etc.) and intergovernmental agreements may also be required. 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 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 19-23 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 19-23 Total FY 2017 FY 2018 FY 2018 Non-Pers OPS $0 $0 $0 $0 $0 $11,400 $11,400 Total Operating Impacts $0 $0 $0 $0 $0 $11,400 $11,400 Glendale-Peoria ADMP Update Project Number: EN00139 Council District: Various Project Location: Citywide This project will update the Glendale-Peoria Area Drainage Master Plan (ADMP) and a portion of the Maryvale ADMP within the Description: 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 FY 2014 Study Outside Sources Carryover $139,176 $0 $0 $0 $0 $0 Study GO Bonds 2010 Carryover $139,151 $0 $0 $0 $0 $0 $139,151 Total Budget $278,327 $0 $0 $0 $0 $0 $278,327 FY 2015 234 FY 2016 FY 2017 FY 2018 FY 19-23 Total $139,176 City of Peoria FY 2014 Annual Program Budget Capital Projects Drainage 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 provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, Description: utility coordination, utility relocation and extensions, as determined, materials testing, and construction administration for a storm drainage project to capture the drainage along Mountain View Road, east of 91st Avenue, to reduce the impact of the storm water reaching and overwhelming the 91st Avenue and Mountain View Road intersection. The improvements will consist of storm drains, laterals and catch basins, which are an extension of the overall drainage system, and the mill and overlay of the existing roadway from curb to curb throughout the project limits. Processing of utility agreements (APS, Cox Qwest, SRP, SWG, EPNG, etc.) and intergovernmental agreements may also be required. Budget by Fiscal Year Carryover / Base Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $150,000 $150,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,055,000 $1,055,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $66,000 $66,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $12,050 $12,050 $0 $0 $0 $0 $0 $1,283,050 $1,283,050 FY 19-23 Total Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 Category FY 2017 FY 2018 FY 19-23 Total Non-Pers OPS $0 $0 $0 $0 $0 $7,000 $7,000 Total Operating Impacts $0 $0 $0 $0 $0 $7,000 $7,000 235 City of Peoria FY 2014 Annual Program Budget Capital Projects Drainage Pinnacle Peak Drainage; 87th Av to 97th Av Project Number: EN00455 Council District: Willow Project Location: Pinnacle Peak Road; 87th Av to 97th Av This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, Description: utility coordination, utility relocation and extensions, as determined, materials testing, construction and construction administration for the storm drainage improvements for Pinnacle Peak Road from 87th Avenue to 95th Avenue as a supplement to the facilities constructed in fiscal year 2012. The construction will consist of installing storm drain pipe, manholes, junction structures, laterals and catch basins in Pinnacle Peak Road, including discharge facilities into the Camino a Lago drainage improvements. Processing of utility agreements (APS, Cox Qwest, SRP, SWG, EPNG, etc.) and intergovernmental agreements may also be required. Project costs will be split 50/50 with the Flood Control District. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 Construction Proposed GO Bonds Base $0 $0 $0 $0 Chargebacks Proposed GO Bonds Base $0 $0 $0 Arts Proposed GO Bonds Base $0 $0 $0 $0 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2018 FY 19-23 Total $0 $160,000 $160,000 $0 $730,000 $730,000 $0 $0 $28,800 $28,800 $0 $0 $0 $8,900 $8,900 $0 $0 $0 $927,700 $927,700 FY 2016 FY 2017 FY 2017 FY 2018 FY 19-23 Total Non-Pers OPS $0 $0 $0 $0 $0 $39,000 $39,000 Non-Pers OPS $0 $0 $0 $0 $0 $27,000 $27,000 Total Operating Impacts $0 $0 $0 $0 $0 $39,000 $66,000 236 City of Peoria FY 2014 Annual Program Budget Capital Projects Drainage Union Hills Channel Project Number: EN00137 Council District: Willow Project Location: Union Hills Dr from 107th Av to 111th Av This project provides for the study, design, utility relocation, extension and burying overhead lines as determined, construction Description: and construction administration for a storm drainage project to capture the drainage from determined storm water outfalls located in Sun City, and drainage along Union Hills Drive from the vicinity of 107th Avenue and Union Hills Drive. The improvements will reduce the impact of the stormwater reaching and overwhelming the roadway, particularly the intersection at 107th Avenue and Union Hills Drive. The improvements will consist of channel improvements, box culverts, storm drains, laterals and catch basins that are an extension of the overall drainage system. Budget by Fiscal Year Carryover / Base FY 2014 GO Bonds 2010 Proposed GO Bonds Carryover Base $250,000 $0 $0 $0 $0 $400,000 Design Proposed GO Bonds Base $0 $0 Construction Chargebacks Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 Arts Proposed GO Bonds $0 $0 $250,000 $0 Category Funding Source Design Land Base Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $250,000 $0 $6,000 $1,605,913 $24,000 $0 $0 $0 $0 $1,605,913 $30,000 $2,500 $16,059 $0 $0 $18,559 $658,500 $1,645,972 $0 $0 $2,554,472 FY 2016 FY 2017 FY 2018 $250,000 $400,000 FY 19-23 Total Non-Pers OPS $0 $0 $0 $0 $240,000 $1,200,000 $1,440,000 Total Operating Impacts $0 $0 $0 $0 $240,000 $1,200,000 $1,440,000 237 City of Peoria FY 2014 Annual Program Budget Capital Projects Economic Development Economic development is one of the City Council’s six policy goals. Economic development projects 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 education and health care campuses, and building community in Old Town and the entertainment district. Economic development projects are supported by the general fund, half-cent sales tax fund, general obligation bonds, and county transportation sales tax reimbursements. FY 2014 projects include a business incubator for bio-medical start-ups, establishment of a branch campus in Peoria by Trine University, construction of the infrastructure backbone for the Vistancia Commercial Core, and final design of the P83 Entertainment District enhancements. Economic Development Total - $51,198,996 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐ FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 238 City of Peoria FY 2014 Annual Program Budget Capital Projects Economic Development Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 1000 - General $589,038 $0 $0 $0 $0 $0 $589,038 1210 - Half Cent Sales Tax $300,000 $0 $0 $0 $0 $0 $300,000 $1,993,571 $31,275,000 $500,000 $0 $0 $0 $33,768,571 2050 - Water $693,073 $0 $0 $0 $0 $0 $693,073 2400 - Wastewater $393,832 $0 $0 $0 $0 $0 $393,832 $0 $2,783,581 $0 $0 $0 $0 $2,783,581 4251 - Proposed GO Bonds $2,986,500 $0 $0 $0 $0 $0 $2,986,500 4550 - County Transportation Tax $3,006,887 $1,064,419 $0 $0 $0 $0 $4,071,306 7002 - Streets Dev Zone 2 $2,400,000 $0 $0 $0 $0 $0 $2,400,000 7010 - Transportation Sales Tax $3,213,095 $0 $0 $0 $0 $0 $3,213,095 Total - Economic Development $15,575,996 $35,123,000 $500,000 $0 $0 $0 $51,198,996 1900 - Economic Development 4150 - Capital Projects 239 Total City of Peoria FY 2014 Annual 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. Budget by Fiscal Year Carryover / Base FY 2014 County Transportation T Carryover $885,050 $0 $0 $0 $0 $0 Economic Development Base $718,571 $0 $0 $0 $0 $0 $718,571 $1,603,621 $0 $0 $0 $0 $0 $1,603,621 Category Funding Source Other Other Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $885,050 Economic Development Opportunity Fund Project Number: ED00007 Council District: Various Project Location: Various The purpose of this fund is to enable Economic Development Services to pursue the stated initiatives in the Economic Description: Development Implementation Strategy. 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 Carryover / Base FY 2014 Carryover $1,091,337 $0 $0 $0 $0 $0 $1,091,337 Total Budget $1,091,337 $0 $0 $0 $0 $0 $1,091,337 Category Funding Source Other County Transportation T FY 2015 240 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Economic Development Genome Identification Corp Project Number: ED00012 Council District: Project Location: TBD Genome Identification Group (GID), previously Casework Genetics, is a start-up forensic DNA company that owns intellectual Description: property that significantly advances the field of forensic DNA analysis. GID has validated and prepared this technology for commercialization and plans to absorb vacant space in the city to build a laboratory and conduct its analyses. Providing GID meets certain obligations as outlined in the Economic Development Agreement (EDA), the city agrees to provide a preperformance package that will be structured as a three-year 0 percent forgivable loan equal to $300,000. Budget by Fiscal Year Category Funding Source Other Half Cent Sales Tax Carryover / Base FY 2014 Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total 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 2014 Carryover $2,986,500 $0 $0 $0 $0 $0 $2,986,500 Total Budget $2,986,500 $0 $0 $0 $0 $0 $2,986,500 FY 2015 241 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Economic Development Maxwell Technologies Project Number: ED00008 Council District: Ironwood Project Location: Thunderbird west of 101 In Description: December 2010, the Peoria City Council adopted the Economic Development Incentive and Investment Policy to target business attraction activities to incentivize economic development and establish export base industries in the city of Peoria. As part of the city's business attraction activity, Peoria was awarded the Maxwell Technology expansion project, adding 150 technology related jobs and absorbing 120,000 sq.ft. of vacant shell space. Budget by Fiscal Year Category Funding Source Other Economic Development Carryover / Base FY 2014 FY 2015 FY 2016 Base $500,000 $500,000 $500,000 $0 $0 $0 $1,500,000 $500,000 $500,000 $500,000 $0 $0 $0 $1,500,000 Total Budget FY 2017 FY 2018 FY 19-23 Total Mixed Use Redevelopment (MURP) Parking Structure Project Number: ED00014 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 P83 Entertainment District within the Investment Zones initiative and involves implementing the Urban Design Plan with respect to a mixed-use development in the 17-acre parking lot west of the Sports Complex. Budget by Fiscal Year Category Funding Source Construction Economic Development Carryover / Base Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $30,000,000 $0 $0 $0 $0 $30,000,000 $0 $30,000,000 $0 $0 $0 $0 $30,000,000 242 City of Peoria FY 2014 Annual 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 completed 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. Budget by Fiscal Year Carryover / Base FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category Funding Source FY 19-23 Total Construction County Transportation T Carryover $30,500 $0 $0 $0 $0 $0 Construction General Carryover $93,438 $0 $0 $0 $0 $0 $93,438 Total Budget $123,938 $0 $0 $0 $0 $0 $123,938 $30,500 P83 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). Phase I of this project involved the completion of a concept design package, including identity creation concepts, all way-finding signage designs and placements, and pedestrian connectivity improvement concepts. The carryover from FY13 is to complete a design concept report, which is now underway. The next step will be final design, right-of-way acquisition, and construction of entry monument signs, way-finding signage, a raised landscape median, pedestrian crossing(s) of 83rd Avenue, and streetscape enhancements. Budget by Fiscal Year Category Funding Source Study General Construction Construction County Transportation T Capital Projects Carryover / Base FY 2014 Carryover $495,600 $0 $0 $0 $0 $0 $495,600 $0 $0 $1,064,419 $2,783,581 $0 $0 $0 $0 $0 $0 $0 $0 $1,064,419 $2,783,581 $495,600 $3,848,000 $0 $0 $0 $0 $4,343,600 Base Base Total Budget FY 2015 243 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Economic Development Trine University Project Number: ED00013 Council District: Palo Verde Project Location: Thunderbird Road & 101 AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS), this project implements the university recruitment initiative. University recruitment is a key initiative because it addresses the desire of high technology companies to have a ready and capable workforce and it results in a development partner for the city. Budget by Fiscal Year Carryover / Base FY 2014 County Transportation T Carryover $1,000,000 $0 $0 $0 $0 $0 Economic Development Base $775,000 $775,000 $0 $0 $0 $0 $1,550,000 $1,775,000 $775,000 $0 $0 $0 $0 $2,550,000 Category Funding Source Other Other Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $1,000,000 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. Budget by Fiscal Year Carryover / Base FY 2014 Transportation Sales Tax Base $230,000 $0 $0 $0 $0 $0 $230,000 Wastewater Base $393,832 $0 $0 $0 $0 $0 $393,832 Construction Construction Water Transportation Sales Tax Base Base $693,073 $2,983,095 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $693,073 $2,983,095 Construction Streets Dev Zone 2 Base $2,400,000 $0 $0 $0 $0 $0 $2,400,000 $6,700,000 $0 $0 $0 $0 $0 $6,700,000 Category Funding Source Design Construction Total Budget Operating Impacts Total Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 Total FY 19-23 Total $0 $0 $200,000 $200,000 $200,000 $1,000,000 $1,600,000 $0 $0 $200,000 $200,000 $200,000 $1,000,000 $1,600,000 244 City of Peoria FY 2014 Annual 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 infrastructure 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 expansion of existing facilities. Operational facilities projects are funded from a variety of different sources, depending on the use of the facility. Sources include general obligation bonds, operating funds, and outside sources. Projects in the 10-year program include an upgrade of the city's asset management system, improvements to the Council Chambers, safety upgrades to the Public Safety Administration Building, replacement of network infrastructure at locations around the city, a transit park-and-ride lot and transit center, and renovations to the Council Chambers and the Main Library. Operational Facilities Total - $29,253,968 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 ‐ FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 245 City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 1000 - General $1,037,860 $111,100 $152,510 $0 $0 $0 $1,301,470 2050 - Water $284,341 $0 $30,300 $0 $0 $0 $314,641 2161 - Water Expansion $196,233 $0 $0 $0 $0 $0 $196,233 2400 - Wastewater $174,780 $0 $7,575 $0 $0 $0 $182,355 $35,340 $0 $0 $0 $0 $0 $35,340 2590 - Commercial Solid Waste $0 $0 $74,740 $0 $0 $0 $74,740 2600 - Residential Solid Waste $0 $0 $268,155 $0 $0 $0 $268,155 3400 - IT Reserve $904,900 $120,000 $0 $0 $0 $0 $1,024,900 4150 - Capital Projects $103,579 $0 $0 $0 $0 $0 $103,579 4210 - GO Bonds 2007 $41,266 $0 $0 $0 $0 $0 $41,266 4220 - GO Bonds 2009 $305,865 $0 $0 $0 $0 $0 $305,865 4240 - GO Bonds 2010 $145,823 $0 $0 $0 $0 $0 $145,823 4250 - GO Bonds 2012 $164,730 $0 $0 $0 $0 $0 $164,730 4251 - Proposed GO Bonds $887,821 $0 $0 $0 $0 $0 $887,821 4550 - County Transportation Tax $524,080 $405,219 $405,219 $850,102 $0 $0 $2,184,620 $11,750 $50,165 $1,089,017 $4,117,812 $3,914,402 $0 $9,183,146 $0 $101,000 $0 $3,101,000 $352,500 $7,529,660 $11,084,160 $560,292 $0 $67,670 $0 $0 $0 $627,962 7001 - Streets Dev Zone 1 $97,026 $0 $0 $0 $0 $0 $97,026 7002 - Streets Dev Zone 2 $54,518 $0 $0 $0 $0 $0 $54,518 $732,161 $0 $0 $0 $0 $0 $732,161 7901 - Neighborhood Park Dev Zone 1 $50,500 $0 $0 $0 $0 $0 $50,500 7920 - River Corridors & Trails Dev $66,980 $0 $0 $0 $0 $0 $66,980 $123,650 $0 $0 $0 $0 $0 $123,650 $2,327 $0 $0 $0 $0 $0 $2,327 $6,505,822 $787,484 $2,095,186 $8,068,914 $4,266,902 $7,529,660 $29,253,968 2510 - Wastewater Expansion 4810 - Outside Sources 4970 - Proposed GO Bonds 7000 - Highway User 7010 - Transportation Sales Tax 7930 - Law Enforcement Dev 7935 - Fire & Emergency Svc Dev Total - Operational Facilities 246 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities Arts Distribution 2014 Project Number: AT02014 Council District: 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 Funding Source Arts County Transportation T Base $42,346 $0 $0 $0 $0 $0 $42,346 Arts Water Base $56,052 $0 $0 $0 $0 $0 $56,052 Arts Arts Water Expansion Wastewater Base Base $91,558 $19,127 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $91,558 $19,127 Arts Wastewater Expansion Base $25,340 $0 $0 $0 $0 $0 $25,340 Arts Arts GO Bonds 2007 GO Bonds 2009 Base Base $12,669 $137,464 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,669 $137,464 Arts GO Bonds 2010 Base $49,450 $0 $0 $0 $0 $0 $49,450 Arts General Base $7,020 $0 $0 $0 $0 $0 $7,020 Arts Arts Proposed GO Bonds Fire & Emergency Svc D Base Base $24,821 $2,327 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $24,821 $2,327 Arts Highway User Base $35,292 $0 $0 $0 $0 $0 $35,292 Arts Arts Streets Dev Zone 1 Streets Dev Zone 2 Base Base $19,259 $54,518 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $19,259 $54,518 Arts Transportation Sales Tax Base $229,117 $0 $0 $0 $0 $0 $229,117 Arts Neighborhood Park Dev Base $13,500 $0 $0 $0 $0 $0 $13,500 Arts Arts River Corridors & Trails Law Enforcement Dev Base Base $4,714 $56,270 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,714 $56,270 Arts GO Bonds 2012 Base $752 $0 $0 $0 $0 $0 $752 $881,596 $0 $0 $0 $0 $0 $881,596 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total Asphalt Replacement-MOC Project Number: PW01199 Council District: Acacia Project Location: Municipal Operation Center This project provides for asphalt replacement at aprons and parking areas at the Municipal Operations Complex (MOC) to support Description: heavy equipment. Budget by Fiscal Year Category Funding Source Construction Arts Proposed GO Bonds Proposed GO Bonds Carryover / Base Base Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $2,500 $0 $0 $250,000 $2,500 $0 $0 $0 $0 $252,500 $0 $252,500 247 City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities Asset Management System Upgrade Project Number: IT00004 Council District: Various Project Location: City Hall Campus This project will upgrade the city’s existing asset management/work order system (Hansen). Description: Budget by Fiscal Year Category Funding Source Equipment GO Bonds 2012 Carryover / Base FY 2014 Carryover $162,536 $0 $0 $0 $0 $0 $162,536 Total Budget $162,536 $0 $0 $0 $0 $0 $162,536 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Chargeback Distribution 2014 Project Number: CB02014 Council District: 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 Category Funding Source Carryover / Base Chargebacks GO Bonds 2012 Base $1,442 $0 $0 $0 $0 $0 $1,442 Chargebacks Water Base $119,590 $0 $0 $0 $0 $0 $119,590 Chargebacks Chargebacks Water Expansion Wastewater Base Base $104,675 $46,900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $104,675 $46,900 Chargebacks Wastewater Expansion Base $10,000 $0 $0 $0 $0 $0 $10,000 Chargebacks Capital Projects Base $73,579 $0 $0 $0 $0 $0 $73,579 Chargebacks Chargebacks GO Bonds 2007 General Base Base $28,597 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $28,597 $30,000 Chargebacks GO Bonds 2010 Base $96,373 $0 $0 $0 $0 $0 $96,373 Chargebacks Chargebacks Law Enforcement Dev Proposed GO Bonds Base Base $67,380 $41,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $67,380 $41,000 Chargebacks County Transportation T Base $76,515 $0 $0 $0 $0 $0 $76,515 Chargebacks Highway User Base $25,000 $0 $0 $0 $0 $0 $25,000 Chargebacks Chargebacks Streets Dev Zone 1 Transportation Sales Tax Base Base $77,767 $503,044 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $77,767 $503,044 Chargebacks Neighborhood Park Dev Base $37,000 $0 $0 $0 $0 $0 $37,000 Chargebacks Chargebacks River Corridors & Trails GO Bonds 2009 Base Base $12,266 $168,401 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,266 $168,401 $1,519,529 $0 $0 $0 $0 $0 $1,519,529 Total Budget FY 2014 FY 2015 248 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual 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 rubber seal overlay (TRMSS), 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 assessment will be updated every other year with work being done in the off years 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 $100,000 $0 $100,000 Arts Proposed GO Bonds Base $0 $1,000 $0 $1,000 $0 $101,000 $0 $101,000 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $300,000 $500,000 $0 $3,000 $5,000 $0 $303,000 $505,000 Citywide Security Program Project Number: PW00506 Council District: Various Project Location: Citywide This project addresses security issues under the guidance of the Citywide Security Committee. One of the issues which has been Description: identified by the Committee includes replacement of existing cameras and support equipment that includes network video recorders, switches, pan and tilt mechanisms, and servers that are at the end of their useful life. The average useful life of this equipment is eight years. Therefore this project will allow for all security related equipment to be replaced every eight years. Our current security camera inventory consists of 382 cameras located at Municipal Office Complex buildings and Public Safety facilities. In FY14 we will be replacing 44 cameras at an average cost of $1,320 per unit. In addition to cameras, $10,000 is requested for replacement of system support equipment. Two non-camera system elements are included in the FY14 request--a hardened door ($3,000) and additional security fencing ($12,000) for the Information Technology Building. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $83,080 $0 $0 $0 $0 $0 $83,080 $83,080 $0 $0 $0 $0 $0 $83,080 249 City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities Community Works Program Project Number: COP0001 Council District: 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 Capital Improvement Program. Below is a list of projects planned for FY 2014. COMMUNITY SERVICES DEPARTMENT PROJECTS: - Hayes Park Small Playground with Shade and Surfacing ($65,000) - Varney Park Tot Lot Shade ($15,000) - Move Small Dog park at Parkridge Park ($30,000) - Rio Vista Skatepark Safety Enhancements and Repair ($46,000) - Shade Canopies at Centennial Pool ($23,500) - WestWing Picnic Shelters ($20,000) - Right Tree Right Place ($56,750) - 114th and Golden Ln Landscape ($30,000) - Drinking Fountain at Fletcher Heights Park North ($7,500) - Recycle and Trash Receptacles ($55,000) - Happy Valley Wall Painting ($100,000) - Ballfield Lighting ($125,000) - 99th Av and Jomax Rd Trail Connection ($50,000) ENGINEERING DEPARTMENT PROJECTS: - Local Drainage - 112th Av & Lawrence Ln ($35,000) - Local Drainage - 7574 W. Cameron Dr ($15,000) - Local Drainage - Dove Valley Ranch Salter Dr ($50,000) - Quick Response Projects ($134,680) - Neighborhood Traffic Management Program ($50,000) - Pedestrian Safety, Bicycle Infrastructure, and Misc. Signing/Striping ($75,000) - 91st Av Decomposed Granite Trail ($60,320) - Peoria Av Sidewalk; New River Bridge to 99th Av ($80,000) - Park & Ride Sidewalk Access - Jefferson St & 83rd Dr ($35,000) - 73rd Av Curb & Gutter; Olive Av to Eva St ($20,000) - City of Peoria Entry Monuments & Raised Median Improvements ($45,000) Budget by Fiscal Year Carryover / Base FY 2014 Highway User River Corridors & Trails Base Base $500,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction Outside Sources Base $11,750 $0 $0 $0 $0 $0 $11,750 Construction General Base $562,000 $0 $0 $0 $0 $0 $562,000 Construction General $100,000 $0 $0 $0 $0 $0 $100,000 $1,223,750 $0 $0 $0 $0 $0 $1,223,750 Category Funding Source Construction Construction Base Total Budget FY 2015 250 FY 2016 FY 2017 FY 2018 FY 19-23 Total $500,000 $50,000 City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities Council Chambers Lighting System Project Number: PW10300 Council District: Acacia Project Location: Municipal Office Complex The first two phases of this project addressed accessibility issues and modifications to the staff areas of the building to provide Description: more efficient use of the meeting space. This project will consist of LEDs that will reduce heat load and provide an enhanced lighting scenario for both staff and Channel 11 broadcast capabilities. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $22,000 $0 $0 $0 $0 $0 $22,000 $22,000 $0 $0 $0 $0 $0 $22,000 Interactive Voice Response System Replacement Project Number: MS00002 Council District: Citywide Project Location: City Hall The Interactive Voice Response System is used to answer customer phone calls about their utility accounts. It provides account Description: information, accepts payments, and processes certain types of service requests. The current system was installed in 1999 and is outdated. Newer technology has features like voice recognition and "screen pop" capability. The "screen pop" feature keeps the customer's account information with the telephone call as it is routed, and brings up the account instantly on screen if the call is transferred to a Customer Service Representative. This means the customer does not need to repeat their account information when they speak to the Customer Service Representative (CSR). Budget by Fiscal Year Carryover / Base FY 2014 Wastewater Carryover $108,753 $0 $0 $0 $0 $0 $108,753 Water General Carryover Carryover $108,699 $108,760 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $108,699 $108,760 Total Budget $326,212 $0 $0 $0 $0 $0 $326,212 Category Funding Source Equipment Equipment Equipment Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 Total Operating Impacts $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 251 City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities MOC Fuel Island Project Number: PW00305 Council District: Acacia Project Location: MOC The current fuel island equipment, software and tanks are more than 20 years old.Therefore, some known repairs need to be made Description: as well as other issues that may arise from the system assessment. Funding is being requested to assess the entire fuel system, including software, electrical, tanks, turbines, dispensers, etc. This project is divided into three phases: preliminary assessment, design, and construction. Budget by Fiscal Year Carryover / Base Funding Source Study General Base $35,000 $0 $0 $0 $0 $0 $35,000 Design General Base $0 $110,000 $0 $0 $0 $0 $110,000 Construction Construction Wastewater Water Base Base $0 $0 $0 $0 $7,500 $30,000 $0 $0 $0 $0 $0 $0 $7,500 $30,000 Construction Highway User Base $0 $0 $67,000 $0 $0 $0 $67,000 Construction Construction Residential Solid Waste Commercial Solid Waste Base Base $0 $0 $0 $0 $265,500 $74,000 $0 $0 $0 $0 $0 $0 $265,500 $74,000 Construction General Base $0 $0 $151,000 $0 $0 $0 $151,000 Arts Wastewater Base $0 $0 $75 $0 $0 $0 $75 Arts Arts Water Highway User Base Base $0 $0 $0 $0 $300 $670 $0 $0 $0 $0 $0 $0 $300 $670 Arts Residential Solid Waste Base $0 $0 $2,655 $0 $0 $0 $2,655 Arts Arts Commercial Solid Waste General Base Base $0 $0 $0 $1,100 $740 $1,510 $0 $0 $0 $0 $0 $0 $740 $2,610 $35,000 $111,100 $600,950 $0 $0 $0 $747,050 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total MOC Washout Area Modifications Project Number: PW00350 Council District: Acacia Project Location: MOC This project will make modifications to our existing truck washout area at the Municipal Operations Center. These modifications Description: will include regrading the pad, installing new drainage channels, and providing drain protection from grit and debris. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $0 $0 $0 $0 $60,000 252 City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement - Beardsley WRF Project Number: IT00011 Council District: Willow 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 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $80,400 $0 $0 $0 $0 $0 $80,400 $80,400 $0 $0 $0 $0 $0 $80,400 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 FY 2014 Base $140,700 $0 $0 $0 $0 $0 $140,700 $140,700 $0 $0 $0 $0 $0 $140,700 Total Budget FY 2015 253 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement - Greenway WTF Project Number: IT00010 Council District: Palo Verde 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 Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $93,800 $0 $0 $0 $0 $0 $93,800 $93,800 $0 $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 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $70,000 $0 $0 $0 $0 $0 $70,000 $70,000 $0 $0 $0 $0 $0 $70,000 254 City of Peoria FY 2014 Annual 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 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement - Remote Access Project Number: IT00032 Council District: Project Location: Citywide Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment and Description: systems 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 allowing remote access to Citywide systems will require replacement in FY14. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2014 Base $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget FY 2015 255 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual 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 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $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 FY14, FY18, and FY23. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2014 Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 FY 2015 256 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities Network Infrastructure Replacement-Microwave WAN Project Number: IT00026 Council District: Various Project Location: Citywide 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. Microwave WAN infrastructure equipment at various city locations will require replacement in FY15, FY18, and FY21. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $120,000 $0 $0 $0 $0 $120,000 $0 $120,000 $0 $0 $0 $0 $120,000 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 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $50,000 $0 $0 $0 $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $50,000 Parking Lot/Structure Maint. for City Buildings Project Number: PW11150 Council District: All Project Location: Citywide This project will address the need for multiple repairs and ongoing maintenance needed throughout parking areas in the city other Description: than city parks. These repairs include structural, safety, and aesthetic elements. A comprehensive report was prepared to identify potential issues. This project implements the short, medium and long term recommendations of this report. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $30,000 $0 $0 $0 $0 $0 $30,000 $30,000 $0 $0 $0 $0 $0 $30,000 257 City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities 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 Land Outside Sources Outside Sources Base Base $0 $0 $50,165 $0 $0 $782,876 Design Outside Sources Base $0 $0 Construction Outside Sources Base $0 $0 Chargebacks Outside Sources Base $0 $0 $0 $50,165 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $0 $0 $0 $0 $0 $156,575 $0 $0 $0 $156,575 $0 $1,559,505 $0 $0 $1,559,505 $20,000 $43,225 $0 $0 $63,225 $959,451 $1,602,730 $0 $0 $2,612,346 FY 2016 FY 2017 FY 2018 FY 19-23 $50,165 $782,876 Total Non-Pers OPS $0 $0 $0 $0 $125,000 $625,000 $750,000 Total Operating Impacts $0 $0 $0 $0 $125,000 $625,000 $750,000 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 Equipment Capital Projects Base $30,000 $0 $0 $0 $0 $0 $30,000 Design Proposed GO Bonds Base $152,000 $0 $0 $0 $0 $0 $152,000 Construction Proposed GO Bonds Base $670,000 $0 $0 $0 $0 $0 $670,000 $852,000 $0 $0 $0 $0 $0 $852,000 Total Budget FY 2014 FY 2015 258 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities 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 with Description: 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 FY 2014 FY 2015 FY 2016 FY 2017 Base $405,219 $405,219 $405,219 $850,102 $0 $0 $2,065,759 $405,219 $405,219 $405,219 $850,102 $0 $0 $2,065,759 Total Budget FY 2018 FY 19-23 Total 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 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $0 $0 $3,000,000 $0 $0 $3,000,000 $0 $0 $0 $3,000,000 $0 $0 $3,000,000 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 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 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 Proposed GO Bonds Base $0 $0 $0 $0 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $0 Total Budget FY 2014 FY 2015 259 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $1,280,000 $1,280,000 $0 $53,820 $53,820 $0 $0 $12,800 $12,800 $0 $0 $1,346,620 $1,346,620 City of Peoria FY 2014 Annual Program Budget Capital Projects Operational Facilities 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, IT infrastructure; and fire alarm system upgrades. Budget by Fiscal Year Carryover / Base Funding Source Study Proposed GO Bonds Base $0 $0 $0 $0 $100,000 $0 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $600,000 $600,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $5,150,000 $5,150,000 Chargebacks Arts Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $72,540 $57,500 $72,540 $57,500 $0 $0 $0 $0 $100,000 $5,880,040 $5,980,040 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total $100,000 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 $129,566 $0 $0 $0 $129,566 Land Outside Sources Base $0 $0 $0 $2,138,675 $0 $0 $2,138,675 Design Construction Outside Sources Outside Sources Base Base $0 $0 $0 $0 $0 $0 $376,407 $0 $0 $3,914,402 $0 $0 $376,407 $3,914,402 $0 $0 $129,566 $2,515,082 $3,914,402 $0 $6,559,050 FY 2017 FY 2018 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $750,000 $750,000 Total Operating Impacts $0 $0 $0 $0 $0 $750,000 $750,000 260 City of Peoria FY 2014 Annual Program Budget Capital Projects Parks, Trails, Open Space, and Libraries Quality of life initiatives, such as those represented by parks, libraries, open space, and trails projects, are an important component of the Capital Improvement Program. Rio Vista 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 2014 budget. These projects are in various stages of completion and include renovations to the team clubhouses and stadium at the Peoria Sports Complex, development of a new community park in southern Peoria, and construction of a new neighborhood park in the Camino a Lago subdivision. Parks Total - $89,802,034 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐ FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 261 City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Community Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 $865,000 $0 $0 $0 $0 $0 $865,000 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 4970 - Proposed GO Bonds $0 $500,000 $0 $1,600,000 $25,900,000 $0 $28,000,000 7910 - Citywide Park/Rec Facility Dev $0 $0 $0 $0 $2,000,000 $0 $2,000,000 $2,865,000 $500,000 $0 $1,600,000 $27,900,000 $0 $32,865,000 4240 - GO Bonds 2010 4550 - County Transportation Tax Total - Parks - Community 262 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Neighborhood Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $0 $0 $0 $0 $3,609,500 $3,609,500 7901 - Neighborhood Park Dev Zone 1 $1,350,000 $0 $0 $0 $0 $293,500 $1,643,500 7904 - Neighborhood Park Dev Zone 2 $0 $0 $0 $0 $0 $3,977,999 $3,977,999 7905 - Neighborhood Park Dev Zone 3 $0 $0 $0 $0 $0 $3,407,499 $3,407,499 $1,350,000 $0 $0 $0 $0 $11,288,498 $12,638,498 4970 - Proposed GO Bonds Total - Parks - Neighborhood 263 City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Other Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 $19,552 $101,000 $101,000 $0 $0 $0 $221,552 $1,510,680 $0 $0 $0 $0 $0 $1,510,680 $33,996,103 $0 $0 $0 $0 $0 $33,996,103 4810 - Outside Sources $0 $100,000 $100,000 $0 $0 $0 $200,000 7901 - Neighborhood Park Dev Zone 1 $0 $0 $0 $0 $0 $25,200 $25,200 7904 - Neighborhood Park Dev Zone 2 $0 $0 $0 $0 $0 $25,200 $25,200 7905 - Neighborhood Park Dev Zone 3 $0 $0 $0 $0 $0 $25,200 $25,200 7915 - Open Space Dev $0 $0 $0 $0 $0 $52,200 $52,200 7920 - River Corridors & Trails Dev $0 $0 $0 $0 $0 $52,200 $52,200 $35,526,335 $201,000 $201,000 $0 $0 $180,000 $36,108,335 1000 - General 1210 - Half Cent Sales Tax 4232 - MDA Bonds 2012 Total - Parks - Other 264 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Trails & Open Space Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 4210 - GO Bonds 2007 $688,844 $0 $0 $0 $0 $0 $688,844 4240 - GO Bonds 2010 $722,244 $0 $0 $0 $0 $0 $722,244 4250 - GO Bonds 2012 $404,044 $0 $0 $0 $0 $0 $404,044 4251 - Proposed GO Bonds $2,126,466 $0 $0 $0 $0 $0 $2,126,466 4970 - Proposed GO Bonds $0 $1,776,368 $0 $0 $0 $0 $1,776,368 $2,050,816 $0 $0 $0 $0 $0 $2,050,816 $421,419 $0 $0 $0 $0 $0 $421,419 $6,413,833 $1,776,368 $0 $0 $0 $0 $8,190,201 7915 - Open Space Dev 7920 - River Corridors & Trails Dev Total - Parks - Trails & Open Space 265 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Community Community Park #3 (Phase I) Project Number: CS00059 Council District: Mesquite Project Location: BLM Land Adjacent to the Agua Fria River This project is for the development of a third community park on the 160-acre BLM site adjacent to the Agua Fria River. Fifty Description: percent of the land is situated within the Agua Fria River floodway and/or floodplain and is undevelopable. Sixty to 80 acres can be utilized for the construction of a community park, though portions of that area are known to have cultural resources and artifacts. Specific amenities for this park will be identified as part of the update of the ongoing parks master planning effort and a design concept report, but typical community park amenities include lighted sports fields and support amenities, playgrounds, splash pads, trails, picnicking areas, etc. A recreation center and pool are ultimately envisioned for this community park, but will not be constructed with this phase due to funding constraints. The FY 2015 funding request is for the design concept report, while the requests for FY2017-18 are for design and construction of the Phase I improvements. Budget by Fiscal Year Carryover / Base Category Funding Source Study Design Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $500,000 $0 $0 $0 $0 $1,600,000 Construction Citywide Park/Rec Facil Base $0 $0 $0 Construction Proposed GO Bonds Base $0 $0 $0 $0 $500,000 $0 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2018 FY 19-23 Total $0 $0 $0 $0 $500,000 $1,600,000 $0 $2,000,000 $0 $2,000,000 $0 $25,900,000 $0 $25,900,000 $1,600,000 $27,900,000 $0 $30,000,000 FY 2017 FY 2018 FY 19-23 Total Personal OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,765,460 $2,385,730 $2,765,460 $2,385,730 Total Operating Impacts $0 $0 $0 $0 $0 $2,765,460 $5,151,190 266 FY 2016 FY 2017 City of Peoria FY 2014 Annual 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. The project is currently under construction. It is expected the park will be completed in the fall of 2013. The master plan included six baseball/softball fields with associated restrooms, concessions, spectator areas, parking, etc., four lighted and regulation size soccer fields, 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 project includes construction of a maintenance facility and the purchase of park maintenance equipment. The park area plans to use reclaimed water from the adjacent Butler Water Reclamation facility for irrigation purposes. Budget by Fiscal Year Carryover / Base FY 2014 County Transportation T Carryover $2,000,000 $0 $0 $0 $0 $0 GO Bonds 2010 Carryover $865,000 $0 $0 $0 $0 $0 $865,000 Total Budget $2,865,000 $0 $0 $0 $0 $0 $2,865,000 Category Funding Source Construction Construction Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $2,000,000 Total Personal OPS $113,332 $113,332 $113,332 $113,332 $113,332 $566,660 $1,133,320 Personal OPS Non-Pers OPS $439,760 $477,146 $439,760 $477,146 $439,760 $477,146 $439,760 $477,146 $439,760 $477,146 $2,198,800 $2,385,730 $4,397,600 $4,771,460 Total Operating Impacts $113,332 $113,332 $113,332 $113,332 $113,332 $566,660 $10,302,380 267 City of Peoria FY 2014 Annual 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 the south side of Olive in the vicinity of 99th Avenue. This park is 8-15 acres and Description: park improvements will include land acquisition, design and construction of a neighborhood park with typical amenities such as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, etc. Budget by Fiscal Year Carryover / Base Category Funding Source Land Proposed GO Bonds Base $0 $0 $0 $0 Design Proposed GO Bonds Base $0 $0 $0 $0 Construction Proposed GO Bonds Base $0 $0 $0 Chargebacks Arts Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $0 $0 $0 $0 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $750,000 $750,000 $0 $250,000 $250,000 $0 $0 $2,500,000 $2,500,000 $0 $0 $0 $0 $0 $0 $82,000 $27,500 $82,000 $27,500 $0 $0 $0 $3,609,500 $3,609,500 FY 19-23 Total FY 2016 FY 2017 FY 2018 Personal OPS $0 $0 $0 $0 $0 $96,000 $96,000 Non-Pers OPS $0 $0 $0 $0 $0 $76,000 $76,000 Capital OPS $0 $0 $0 $0 $0 $28,500 $28,500 Total Operating Impacts $0 $0 $0 $0 $0 $96,000 $200,500 Aloravita North Neighborhood Park Project Number: CS00155 Council District: Mesquite Project Location: North of Jomax Road, east of 75th Avenue This project includes land acquistion, design and construction of an 8-acre neighborhood park with typical amentities such as Description: playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, etc. Budget by Fiscal Year Carryover / Base Category Funding Source Design Neighborhood Park Dev Base $0 $0 $0 $0 Chargebacks Arts Neighborhood Park Dev Neighborhood Park Dev Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Budget FY 2014 FY 2015 268 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $250,000 $250,000 $0 $0 $41,000 $2,500 $41,000 $2,500 $0 $293,500 $293,500 City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Neighborhood Aloravita South Neighborhood Park Project Number: CS00130 Council District: Mesquite Project Location: Patriot American - Northern Peoria This project is 11 acres and includes land acquistion, design and construction of a neighborhood park with typical amentities such Description: as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, etc. Budget by Fiscal Year Carryover / Base Category Funding Source Land Design Neighborhood Park Dev Neighborhood Park Dev Base Base $0 $0 $0 $0 $0 $0 $0 $0 Construction Neighborhood Park Dev Base $0 $0 $0 Chargebacks Neighborhood Park Dev Base $0 $0 $0 Arts Neighborhood Park Dev Base $0 $0 $0 $0 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 19-23 Total $0 $0 $825,000 $250,000 $825,000 $250,000 $0 $0 $2,500,000 $2,500,000 $0 $0 $81,999 $81,999 $0 $0 $0 $27,500 $27,500 $0 $0 $0 $3,684,499 $3,684,499 FY 19-23 Total FY 2016 FY 2017 FY 2018 FY 2018 Personal OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $48,000 $38,000 $48,000 $38,000 Capital OPS $0 $0 $0 $0 $0 $28,500 $28,500 Total Operating Impacts $0 $0 $0 $0 $0 $48,000 $114,500 Camino a Lago Park Project Number: CS00054 Council District: Ironwood Project Location: 98th Ave & Lake Pleasant Parkway This project is for the basic park development, approximately six acres, in the Camino a Lago area, located directly north of the Description: Sunrise Mountain Library. Park improvements will include design and construction of a neighborhood park with typical amenties such as playgrounds, picnic shelters, hard court surfacing, landscaping, etc. Budget by Fiscal Year Carryover / Base FY 2014 Neighborhood Park Dev Carryover $1,000,000 $0 $0 $0 $0 $0 Neighborhood Park Dev Base $350,000 $0 $0 $0 $0 $0 $350,000 $1,350,000 $0 $0 $0 $0 $0 $1,350,000 Category Funding Source Construction Construction Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $1,000,000 Total Personal OPS $0 $33,500 $33,500 $33,500 $33,500 $167,500 $301,500 Non-Pers OPS $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 Total Operating Impacts $0 $33,500 $33,500 $33,500 $33,500 $167,500 $436,500 269 City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Neighborhood Camino a Lago Park #2 (The Meadows) Project Number: CS00086 Council District: Ironwood Project Location: Northern Camino a Lago Area (south of Pinnacle Peak Rd.) This project involves development of a neighborhood park in the North section of the proposed Camino a Lago site (now Description: identified as The Meadows). This project includes land acquistion, design and construction of a neighborhood park with typical amentities such as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, etc. Budget by Fiscal Year Carryover / Base Category Funding Source Design Neighborhood Park Dev Base $0 $0 $0 $0 Chargebacks Neighborhood Park Dev Base $0 $0 $0 $0 Arts Neighborhood Park Dev Base $0 $0 $0 $0 $0 $0 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $250,000 $250,000 $0 $41,000 $41,000 $0 $0 $2,500 $2,500 $0 $0 $293,500 $293,500 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 is 10 acres and park improvements will Description: include land acquisition, design and construction of a neighborhood park in the Vistancia north development. Amentities will include: playground, picnic shelters, restroom, parking lot, turf area, hard court surfacing. Etc. Budget by Fiscal Year Carryover / Base Category Funding Source Land Neighborhood Park Dev Base $0 $0 $0 $0 Design Neighborhood Park Dev Base $0 $0 $0 $0 Construction Chargebacks Neighborhood Park Dev Neighborhood Park Dev Base Base $0 $0 $0 $0 $0 $0 Arts Neighborhood Park Dev Base $0 $0 $0 $0 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2018 FY 19-23 Total $0 $750,000 $750,000 $0 $250,000 $250,000 $0 $0 $0 $0 $2,300,000 $81,999 $2,300,000 $81,999 $0 $0 $0 $25,500 $25,500 $0 $0 $0 $3,407,499 $3,407,499 FY 2016 FY 2017 FY 2017 FY 2018 FY 19-23 Total Personal OPS $0 $0 $0 $0 $0 $144,000 $144,000 Non-Pers OPS Capital OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $66,000 $28,500 $66,000 $28,500 Total Operating Impacts $0 $0 $0 $0 $0 $144,000 $238,500 270 City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Other Community Center Building Addition Project Number: CS00070 Council District: Acacia Project Location: 83rd Ave & Washington This major renovation and expansion project, completed in early 2013, added 12,000 square feet of program space to the existing Description: 14,000 square foot Community Center in Old Town Peoria. The project re-used 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 occurred in two distinct phases, allowing for continuous building operations during construction. Building equipment and furnishings were replaced through purchases by the Community Action Program (C.A.P.), re-use of existing Peoria inventory, and through new procurements. The project also remedied a non-compliant sewer connection at the adjacent historic school buildings discovered during the first phase of construction. The carryover request is for final equipment purchases. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total Budget $10,000 $0 $0 $0 $0 $0 $10,000 Operating Impacts FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 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 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, Recreation, Open Space and Trails Master Plan (PROST) to guide and Description: assist with 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 meetings and comments to help direct the future program and development of parks, recreation, open spaces, and trails. This process is now underway. Budget by Fiscal Year Carryover / Base Funding Source Study River Corridors & Trails Base $0 $0 $0 $0 $0 $52,200 $52,200 Study Study Open Space Dev Neighborhood Park Dev Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $52,200 $25,200 $52,200 $25,200 Study Neighborhood Park Dev Base $0 $0 $0 $0 $0 $25,200 $25,200 Study Neighborhood Park Dev Base $0 $0 $0 $0 $0 $25,200 $25,200 $0 $0 $0 $0 $0 $180,000 $180,000 Total Budget FY 2014 FY 2015 271 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Other 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. Construction is expected to begin after Spring Training 2014 and be completed by Spring Training 2015. Budget by Fiscal Year Carryover / Base Funding Source Construction MDA Bonds 2012 Carryover $33,827,788 $0 $0 $0 $0 $0 Construction General Carryover $528 $0 $0 $0 $0 $0 $528 Construction Chargebacks General MDA Bonds 2012 Carryover Carryover $9,024 $168,315 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,024 $168,315 Arts Half Cent Sales Tax Carryover $340,680 $0 $0 $0 $0 $0 $340,680 Total Budget $34,346,335 $0 $0 $0 $0 $0 $34,346,335 Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total $33,827,788 Total Non-Pers OPS $0 $25,000 $25,000 $78,700 $25,000 $325,000 $478,700 Total Operating Impacts $0 $25,000 $25,000 $78,700 $25,000 $325,000 $478,700 Sports Complex Lighting Replacement Project Number: CS00160 Council District: Willow Project Location: Sports Complex This is a request to upgrade the lighting system at the Sports Complex. This process will include utilizing existing poles and Description: replacing them with new top mast and new energy efficient lighting. The number of fixtures will approximately be cut in half per field. Budget by Fiscal Year Category Funding Source Equipment Half Cent Sales Tax Carryover / Base FY 2014 Base $1,170,000 $0 $0 $0 $0 $0 $1,170,000 $1,170,000 $0 $0 $0 $0 $0 $1,170,000 Total Budget FY 2015 272 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Other Water Slide Replacement at City Pools Project Number: CS00157 Council District: Project Location: Sunrise and Centennial Pools This project will replace water slides at Centennial and Sunrise pools. This request allows aging amenities to be replaced. The Description: pools are used by city aquatic programs and Peoria Unified School District swim teams and physical education classes. This request allows for the continued safety of this equipment. Budget by Fiscal Year Category Funding Source Carryover / Base Equipment Outside Sources Base Equipment General Base Arts General Base Total Budget FY 2014 FY 2016 $0 $100,000 $100,000 $0 $0 $0 $200,000 $0 $100,000 $100,000 $0 $0 $0 $200,000 $0 $1,000 $1,000 $0 $0 $0 $2,000 $0 $201,000 $201,000 $0 $0 $0 $402,000 273 FY 2017 FY 2018 FY 2015 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Trails & Open Space 83rd Avenue and Village Parkway Trail/Trailhead Project Number: CS00156 Council District: Willow Project Location: 83rd Avenue and Village Parkway This will involve land acquistion, design and construction of a trailhead and a path connection to the New River Trail. Description: Improvements will be done in phases. The first phase is to acquire the parcel and build the path connection. A future phase will include parking lot, restroom, drinking fountain and landscaping. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2014 Land GO Bonds 2007 Base $250,000 $0 $0 $0 $0 $0 Design GO Bonds 2007 Base $100,000 $0 $0 $0 $0 $0 $100,000 $350,000 $0 $0 $0 $0 $0 $350,000 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $250,000 99th Ave and Olive Trailhead Project Number: CS00088 Council District: Pine Project Location: 99th Avenue and Olive Avenue This project is for design and construction of an access point to the New River Trail system with comfort facilities such as a Description: 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. Coordination is necessary with the Maricopa County Flood Control District through the existing IGA. Site remediation may be required. Budget by Fiscal Year Carryover / Base FY 2014 Proposed GO Bonds Base $250,000 $0 $0 $0 $0 $0 $250,000 Proposed GO Bonds Base $0 $1,295,000 $0 $0 $0 $0 $1,295,000 Proposed GO Bonds Proposed GO Bonds Base Base $0 $0 $41,000 $12,950 $0 $0 $0 $0 $0 $0 $0 $0 $41,000 $12,950 $250,000 $1,348,950 $0 $0 $0 $0 $1,598,950 Category Funding Source Design Construction Chargebacks Arts Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $0 $15,000 $15,000 $15,000 $75,000 $120,000 Total Operating Impacts $0 $0 $15,000 $15,000 $15,000 $75,000 $120,000 274 City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Trails & Open Space New River Trail - BLM Project Number: EN00371 Council District: Willow 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 Category Funding Source Carryover / Base FY 2014 Study GO Bonds 2012 Carryover $110,000 $0 $0 $0 $0 $0 Land GO Bonds 2012 Carryover $81,356 $0 $0 $0 $0 $0 $81,356 Construction GO Bonds 2012 Carryover $187,800 $0 $0 $0 $0 $0 $187,800 Total Budget $379,156 $0 $0 $0 $0 $0 $379,156 Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $110,000 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 This project includes the development of a multi-use pathway between Northern Avenue and Olive Avenue along the west bank of Description: New River and also an at grade crossing at Northern Avenue connecting to the City of Glendale's trail system. The project involves the construction of landscaping, guard rail where required, a 12-foot wide path and an at grade crossing. The majority of the funding is from a federal governement air quality program administered by ADOT. Budget by Fiscal Year Category Funding Source Carryover / Base Design GO Bonds 2010 Carryover $16,187 $0 $0 $0 $0 $0 $16,187 Construction River Corridors & Trails Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Construction GO Bonds 2012 Carryover $24,888 $0 $0 $0 $0 $0 $24,888 Construction GO Bonds 2010 Carryover $304,057 $0 $0 $0 $0 $0 $304,057 Total Budget $420,132 $0 $0 $0 $0 $0 $420,132 Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 Total Operating Impacts $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 275 City of Peoria FY 2014 Annual 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 of Description: Glendale's New River Trail path between Williams Road and Pinnacle Peak Road and to complete several missing gaps between Pinnacle Peak Road and Happy Valley Road. Once the path is on the east side of the river at Williams Road, it would be located in the City of Glendale north to Pinnacle Peak Road. North of Pinnacle Peak Road is within Peoria's jurisdiction, and the New Niver Trail will continue one more mile and connect several existing path segments between Pinnacle Peak Road 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 underpass at Happy Valley Road. Budget by Fiscal Year Carryover / Base FY 2014 Proposed GO Bonds Base $100,000 $0 $0 $0 $0 $0 $100,000 Proposed GO Bonds Base $0 $400,000 $0 $0 $0 $0 $400,000 Chargebacks Proposed GO Bonds Base $0 $23,418 $0 $0 $0 $0 $23,418 Arts Proposed GO Bonds Base $0 $4,000 $0 $0 $0 $0 $4,000 $100,000 $427,418 $0 $0 $0 $0 $527,418 Category Funding Source Design Construction Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Open Space Preservation Program Project Number: CS00089 Council District: Mesquite Project Location: SR 74 to Dove Valley, Dove Valley to Jomax In Description: concert with Peoria’s goal to “preserve our natural environment”, and supporting policy directives in the city’s General Plan, staff is creating a dynamic Open Space Preservation Program. The program identifies areas that merit special consideration and then outlines how the city can strategically assembly them over time into a meaningful network of connected and synergistic open spaces for a variety of users. For Fiscal Year 2014, staff are working to obtain matching grant funds to purchase State Land Department parcels that are determined to be suitable for conservations by the State Land Commissioner. The project funds are need to complete studies on the specific properties, including cultural surveys, along with the direct land acquisition and outreach for the overall program. Budget by Fiscal Year Carryover / Base FY 2014 Proposed GO Bonds Open Space Dev Carryover Carryover $235,832 $1,630,816 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $235,832 $1,630,816 Land Proposed GO Bonds Carryover $1,540,634 $0 $0 $0 $0 $0 $1,540,634 Land Open Space Dev $420,000 $0 $0 $0 $0 $0 $420,000 $3,827,282 $0 $0 $0 $0 $0 $3,827,282 Category Funding Source Study Land Base Total Budget FY 2015 276 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Parks - Trails & Open Space 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 the southeast corner of 83rd Avenue and Description: Skunk Creek for the development of a trailhead and rest area for users of the Skunk Creek/ACDC Trail. Design is complete and coordination continues with the District. Budget by Fiscal Year Carryover / Base FY 2014 River Corridors & Trails Carryover $346,419 $0 $0 $0 $0 $0 $346,419 GO Bonds 2010 Carryover $102,000 $0 $0 $0 $0 $0 $102,000 Construction GO Bonds 2007 Carryover $338,844 $0 $0 $0 $0 $0 $338,844 Construction GO Bonds 2010 Base $300,000 $0 $0 $0 $0 $0 $300,000 $1,087,263 $0 $0 $0 $0 $0 $1,087,263 Category Funding Source Construction Construction Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $4,500 $4,500 $4,500 $4,500 $22,500 $40,500 Total Operating Impacts $0 $4,500 $4,500 $4,500 $4,500 $22,500 $40,500 277 City of Peoria FY 2014 Annual 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. Public 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 replace 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. Public Safety Total - $13,323,543 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 ‐ FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 278 City of Peoria FY 2014 Annual Program Budget Capital Projects Public Safety Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 4240 - GO Bonds 2010 $992,385 $0 $0 $0 $0 $0 $992,385 4250 - GO Bonds 2012 $50,250 $0 $0 $0 $0 $0 $50,250 $5,825,001 $0 $0 $0 $0 $0 $5,825,001 $232,673 $0 $0 $166,500 $1,382,477 $4,674,257 $6,455,907 $7,100,309 $0 $0 $166,500 $1,382,477 $4,674,257 $13,323,543 7930 - Law Enforcement Dev 7935 - Fire & Emergency Svc Dev Total - Public Safety 279 Total City of Peoria FY 2014 Annual 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 $5,742 $0 $0 $0 $0 $0 $5,742 Equipment GO Bonds 2010 Carryover $625,966 $0 $0 $0 $0 $0 $625,966 Total Budget $631,708 $0 $0 $0 $0 $0 $631,708 Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 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: TBD 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 Funding Source Land Fire & Emergency Svc D Base $0 $0 $0 $0 $320,000 $0 $320,000 Equipment Design Fire & Emergency Svc D Fire & Emergency Svc D Base Base $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $524,235 $80,000 $0 $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 $33,000 $98,985 $131,985 Arts Fire & Emergency Svc D Base $0 $0 $0 $0 $5,242 $44,507 $49,749 $0 $0 $0 $0 $1,382,477 $4,674,257 $6,056,734 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 19-23 Total FY 19-23 Total Personal OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,428,000 $800,000 $5,428,000 $800,000 Total Operating Impacts $0 $0 $0 $0 $0 $5,428,000 $6,228,000 280 FY 2016 FY 2017 FY 2018 Category FY 2018 City of Peoria FY 2014 Annual Program Budget Capital Projects Public Safety Jomax Fire Station #7 Emergency Traffic Signal Project Number: FD13101 Council District: Mesquite Project Location: Jomax Rd. at 77th Ave. Alignment The Jomax Fire Station #7 Emergency Traffic Signal project includes the design and construction of an emergency (only) traffic Description: signal in front of the fire station on Jomax Road at approximately the 77th Avenue alignment. During an emergency call, the departure of fire apparatus from the fire station bay(s) will trigger the signal to stop east and west bound traffic on Jomax Road, thereby avoiding traffic conflict. The signal will be clearly identified as serving the fire station (only) and does not interrupt normal traffic flow. The project may entail a minor easement purchase for a signal arm on the south side of Jomax Road. Budget by Fiscal Year Carryover / Base FY 2014 Funding Source Land Fire & Emergency Svc D Base $0 $0 $0 $10,000 $0 $0 $10,000 Design Construction Fire & Emergency Svc D Fire & Emergency Svc D Base Base $0 $0 $0 $0 $0 $0 $15,000 $125,000 $0 $0 $0 $0 $15,000 $125,000 Chargebacks Fire & Emergency Svc D Base $0 $0 $0 $15,000 $0 $0 $15,000 Arts Fire & Emergency Svc D Base $0 $0 $0 $1,500 $0 $0 $1,500 $0 $0 $0 $166,500 $0 $0 $166,500 Total Budget Operating Impacts FY 2014 Total Operating Impacts FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total Total $0 $0 $0 $360 $360 $1,800 $2,520 $0 $0 $0 $360 $360 $1,800 $2,520 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 FY 2014 Law Enforcement Dev Carryover $865,281 $0 $0 $0 $0 $0 $865,281 Law Enforcement Dev Law Enforcement Dev Base Base $198,052 $4,761,668 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $198,052 $4,761,668 $5,825,001 $0 $0 $0 $0 $0 $5,825,001 Category Funding Source Construction Equipment Construction Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $109,200 $109,200 $109,200 $109,200 $546,000 $982,800 Total Operating Impacts $0 $109,200 $109,200 $109,200 $109,200 $546,000 $982,800 281 City of Peoria FY 2014 Annual 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 city recently completed the acquisition of an industrial building at the corner of 78th Avenue and Seldon Lane 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 2014 GO Bonds 2010 Fire & Emergency Svc D Carryover Carryover $125,000 $232,673 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction GO Bonds 2012 Carryover $50,250 $0 $0 $0 $0 $0 $50,250 Construction GO Bonds 2010 Carryover $235,677 $0 $0 $0 $0 $0 $235,677 Total Budget $643,600 $0 $0 $0 $0 $0 $643,600 Category Funding Source Equipment Construction Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $125,000 $232,673 Total Non-Pers OPS $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 $300,000 Total Operating Impacts $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 $300,000 282 City of Peoria FY 2014 Annual 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 necessary resources for scheduled pavement maintenance applications throughout the city. Transportation projects in the city’s 10-year plan are funded from operating revenues, general obligation 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, reconstruction and expansion of Lake Pleasant Parkway from Westwing Parkway to the Loop 303, the widening of 91st Avenue and 103rd Avenue in southern Peoria, and intersection improvements along 75th Avenue at Cactus Road and Peoria Avenue. Streets & Traffic Total - $121,804,711 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 ‐ FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 283 City of Peoria FY 2014 Annual Program Budget Capital Projects Streets Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 $0 $0 $0 $0 $0 $234,000 $234,000 4210 - GO Bonds 2007 $828,057 $0 $0 $0 $0 $0 $828,057 4220 - GO Bonds 2009 $13,846,452 $0 $0 $0 $0 $0 $13,846,452 4240 - GO Bonds 2010 $2,872,149 $0 $0 $0 $0 $0 $2,872,149 4250 - GO Bonds 2012 $0 $396,040 $0 $0 $0 $0 $396,040 4251 - Proposed GO Bonds $1,310,148 $0 $0 $0 $0 $0 $1,310,148 4550 - County Transportation Tax $2,234,670 $0 $0 $0 $0 $0 $2,234,670 4810 - Outside Sources $3,367,643 $0 $0 $0 $0 $0 $3,367,643 $0 $228,960 $0 $631,250 $0 $1,988,439 $2,848,649 7000 - Highway User $3,173,176 $3,841,900 $2,544,050 $3,437,900 $3,962,090 $15,823,729 $32,782,845 7001 - Streets Dev Zone 1 $2,277,518 $0 $0 $0 $0 $0 $2,277,518 7002 - Streets Dev Zone 2 $4,484,714 $0 $0 $0 $0 $0 $4,484,714 7010 - Transportation Sales Tax $18,034,339 $6,109,200 $3,227,000 $227,000 $3,492,550 $12,197,550 $43,287,639 Total - Streets $52,428,866 $10,576,100 $5,771,050 $4,296,150 $7,454,640 $30,243,718 $110,770,524 1000 - General 4970 - Proposed GO Bonds 284 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Traffic Control Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 $76,816 $0 $206,772 $482,345 $0 $0 $765,933 7010 - Transportation Sales Tax $1,782,000 $1,003,475 $832,623 $829,156 $1,007,000 $4,814,000 $10,268,254 Total - Traffic Control $1,858,816 $1,003,475 $1,039,395 $1,311,501 $1,007,000 $4,814,000 $11,034,187 4810 - Outside Sources 285 Total City of Peoria FY 2014 Annual 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, as well as development and intergovernmental agreements. The improvements will include clearing and grubbing, saw cut along existing pavement, install new pavement, construct curb and gutter, concrete sidewalk, landscaping and irrigation system, signing and striping, and construction of a combination screen wall and fence. Budget by Fiscal Year Carryover / Base FY 2014 Transportation Sales Tax Carryover $450,000 $0 $0 $0 $0 $0 Transportation Sales Tax Base $400,000 $0 $0 $0 $0 $0 $400,000 Construction Chargebacks Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $3,700,000 $6,000 $0 $0 $0 $0 $0 $0 $0 $0 $3,700,000 $6,000 Arts Transportation Sales Tax Base $0 $37,900 $0 $0 $0 $0 $37,900 $850,000 $3,743,900 $0 $0 $0 $0 $4,593,900 Category Funding Source Design Land Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $450,000 Total Non-Pers OPS $0 $0 $4,300 $4,300 $4,300 $21,500 $34,400 Non-Pers OPS $0 $0 $8,000 $8,000 $8,000 $40,000 $64,000 Total Operating Impacts $0 $0 $4,300 $4,300 $4,300 $21,500 $98,400 286 City of Peoria FY 2014 Annual 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, as well as development and intergovernmental agreements. The improvements include installation of a section of 16-inch 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 FY 2014 Transportation Sales Tax Carryover $260,000 $0 $0 $0 $0 $0 $260,000 Design Construction Transportation Sales Tax Transportation Sales Tax Carryover Carryover $65,000 $3,185,213 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $65,000 $3,185,213 Construction Outside Sources Carryover $33,638 $0 $0 $0 $0 $0 $33,638 Total Budget $3,543,851 $0 $0 $0 $0 $0 $3,543,851 Category Funding Source Land Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total 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 $72,000 287 City of Peoria FY 2014 Annual Program Budget Capital Projects Streets 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, as well as 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 Funding Source Land Transportation Sales Tax Carryover $37,600 $0 $0 $0 $0 $0 Design Transportation Sales Tax Carryover $74,400 $0 $0 $0 $0 $0 $74,400 Construction Construction Transportation Sales Tax Outside Sources Carryover Base $1,221,946 $12,544 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,221,946 $12,544 Total Budget $1,346,490 $0 $0 $0 $0 $0 $1,346,490 Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total $37,600 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 83rd Av Roadway Modifications; Bell to Paradise Project Number: EN00459 Council District: Willow Project Location: 83rd Av; Bell Rd to Paradise Ln This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, materials Description: testing, utility coordination, utility relocation, construction, and construction administration for the lengthening of the northbound to westbound left turn pockets at 83rd Avenue and Bell Road. The improvements include modifying and reconstructing a portion of the raised landscape median to the main access located north of Chick-fil-A, lengthening the left turn lanes, constructing new deceleration lanes at the main access located north of the Chick-fil-A and the south driveway for the In-Out Burger, applying a micro-seal and re-striping and signing 83rd Avenue between Paradise Lane and Bell Road. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Land Design Transportation Sales Tax Transportation Sales Tax Base Base $30,000 $55,230 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,000 $55,230 Construction Transportation Sales Tax Base $357,937 $0 $0 $0 $0 $0 $357,937 $443,167 $0 $0 $0 $0 $0 $443,167 Total Budget FY 2014 FY 2015 288 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual 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 Avenue 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 Drive to Mountain View Road. Also included are the north half-street improvements on Butler Drive from 83rd Avenue to 79th Avenue adjacent to Pioneer Community Park. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2014 Construction Outside Sources Carryover $165,242 $0 $0 $0 $0 $0 Construction County Transportation T Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget $415,242 $0 $0 $0 $0 $0 $415,242 Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $165,242 Total Non-Pers OPS $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 Total Operating Impacts $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 87th Av & Peoria Av Intersection Alignment Project Number: PW00109 Council District: Acacia Project Location: 87th Av and Peoria Av Intersection This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, Description: utility coordination, utility relocation and extensions, as determined, materials testing, construction and construction administrations for the re-alignment and construction of the street improvements for the south leg of the 87th Avenue and Peoria Avenue intersection to Jefferson Street. 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. This project will likely include processing of utility agreements (APS, Cox Qwest, SRP, SWG, EPNG, etc.) for design and construction, as well as intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2014 Transportation Sales Tax Carryover $123,000 $0 $0 $0 $0 $0 Transportation Sales Tax Base $0 $0 $0 $0 $255,000 $0 $255,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,575,000 $1,575,000 Chargebacks Arts Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $8,000 $2,550 $32,000 $15,750 $40,000 $18,300 $123,000 $0 $0 $0 $265,550 $1,622,750 $2,011,300 FY 19-23 Total Category Funding Source Land Design Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 Total $123,000 Non-Pers OPS $0 $0 $0 $0 $0 $840 Non-Pers OPS $0 $0 $0 $0 $0 $300 $300 Total Operating Impacts $0 $0 $0 $0 $0 $840 $1,140 289 $840 City of Peoria FY 2014 Annual Program Budget Capital Projects Streets 91st Av Street and Drainage Improvements Project Number: EN00177 Council District: Pine Project Location: 91st Av; Butler Dr to Mountain View Rd This project provides for coordination with adjacent property owners, public involvement, traffic study, design, right-of-way Description: acquisition, utility coordination, utility relocation, extensions and burying overhead facilities, as determined, piping irrigation ditch, materials testing, construction and construction administration for installing drainage improvements and widening unimproved sections of 91st Avenue between Butler Drive and Mountain View Road. The widening will accommodate a four-lane roadway section, including bike lanes, drainage improvements (storm drain pipe and roadway catchment), street lights, traffic signals, as warranted, interconnect conduit and fiber optics, raised median, landscape/irrigation, paving, striping and signage. This project will likely include processing of utility agreements (APS, SRP, Cox, Qwest/Centurylink, SWG, etc.) for design and construction, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2014 Transportation Sales Tax Carryover $351,630 $0 $0 $0 $0 $0 $351,630 Streets Dev Zone 1 Carryover $351,630 $0 $0 $0 $0 $0 $351,630 Design Construction Transportation Sales Tax Transportation Sales Tax Carryover Carryover $150,000 $1,210,978 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150,000 $1,210,978 Construction Streets Dev Zone 1 Carryover $1,217,060 $0 $0 $0 $0 $0 $1,217,060 Construction Construction Transportation Sales Tax Streets Dev Zone 1 Base Base $708,828 $708,828 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $708,828 $708,828 Construction Proposed GO Bonds Base $1,310,148 $0 $0 $0 $0 $0 $1,310,148 $6,009,102 $0 $0 $0 $0 $0 $6,009,102 Category Funding Source Land Land Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $8,700 $8,700 $8,700 $8,700 $43,500 $78,300 Non-Pers OPS $0 $28,300 $28,300 $28,300 $28,300 $141,500 $254,700 Total Operating Impacts $0 $8,700 $8,700 $8,700 $8,700 $43,500 $333,000 290 City of Peoria FY 2014 Annual Program Budget Capital Projects Streets 99th Av Reconstruction; Butler Dr to Olive Av Project Number: EN00421 Council District: Pine Project Location: 99th Av - Butler Dr to Olive Av This project provides for the coordination with MCDOT and adjacent property owners, public involvement, conduct geotechnical Description: investigation/environmental investigation to determine the limits of the landfill, landfill clean-up, design, utility coordination, utility relocation and burying overhead facilities, as needed, materials management, construction, and construction administration for reconstruction of 99th Avenue between Butler Drive and Olive Avenue. This project will likely include processing utility agreements (Cox, Qwest, APS, SRP, EPNG) for design and construction, as well asdevelopment and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Study Design Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 Construction Transportation Sales Tax Base $0 $0 $0 Chargebacks Arts Transportation Sales Tax Transportation Sales Tax Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 19-23 Total $0 $0 $50,000 $400,000 $50,000 $400,000 $0 $0 $2,940,000 $2,940,000 $0 $0 $0 $0 $16,800 $33,000 $16,800 $33,000 $0 $0 $3,439,800 $3,439,800 FY 2018 ADA Accessibility Program Project Number: PW00025 Council District: City Wide Project Location: Various Street Intersections This program funds the city's ongoing effort to comply with the requirements of the Americans with Disabilities Act (ADA). The Description: funds will be used to procure a consultant for the purpose of identifying accessiblity deficiencies within the public right-of-way, including existing curb ramps, sidewalks and driveways and recommending improvements needed to achieve full compliance with ADA requirements and city-approved policies. As these ADA deficiencies are identified, the program funding will also be used to design and construct the improvements. Budget by Fiscal Year Carryover / Base Category Funding Source Study Highway User Base $34,000 $34,000 $34,000 $34,000 Construction Highway User Base $55,000 $55,000 $55,000 $55,000 Chargebacks Arts Highway User Highway User Base Base $0 $0 $10,000 $1,000 $10,000 $1,000 $89,000 $100,000 $100,000 Total Budget FY 2014 FY 2015 291 FY 2016 FY 2017 FY 2018 FY 19-23 Total $34,000 $170,000 $340,000 $55,000 $275,000 $550,000 $10,000 $1,000 $10,000 $1,000 $50,000 $5,000 $90,000 $9,000 $100,000 $100,000 $500,000 $989,000 City of Peoria FY 2014 Annual Program Budget Capital Projects Streets Agua Fria Truck Road Reliever Project Number: EN00271 Council District: Willow 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 Lane and Pinnacle Peak Road, signal construction at 107th Avenue and Pinnacle Peak Road. This project will likely include processing of utility agreements (APS, SRP, COX, Qwest/Centurylink, SWG, EPNG, etc) for design and construction, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2014 Construction Construction Outside Sources GO Bonds 2009 Carryover Carryover $235,000 $7,861,198 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction GO Bonds 2007 Carryover $548,057 $0 $0 $0 $0 $0 $548,057 Total Budget $8,644,255 $0 $0 $0 $0 $0 $8,644,255 Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $235,000 $7,861,198 Total Non-Pers OPS $0 $54,000 $54,000 $54,000 $54,000 $270,000 $486,000 Total Operating Impacts $0 $54,000 $54,000 $54,000 $54,000 $270,000 $486,000 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 asphalt overlay to existing arterial streets to extend pavement life and improve drive characteristics. This project will also include repair of broken concrete, asphalt edge milling, crack fill, and raising valve and manholes to the new asphalt grade. Budget by Fiscal Year Category Funding Source Construction Arts Highway User Highway User Carryover / Base Base Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $75,000 $0 $900,000 $9,000 $0 $0 $900,000 $9,000 $0 $0 $2,700,000 $27,000 $4,575,000 $45,000 $75,000 $909,000 $0 $909,000 $0 $2,727,000 $4,620,000 292 City of Peoria FY 2014 Annual Program Budget Capital Projects Streets 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 SR-74 to Lake Pleasant Road for approximately 2.2 miles at 30 feet wide. Castle Hot Springs is one lane in each direction with bike lanes. 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 Funding Source Construction Highway User Base $0 $0 $0 $0 $1,400,000 $0 Arts Highway User Base $0 $0 $0 $0 $14,000 $0 $14,000 $0 $0 $0 $0 $1,414,000 $0 $1,414,000 Total Budget Operating Impacts FY 2014 FY 2014 Total Operating Impacts FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total $1,400,000 Total $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 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 2014 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 FY 2015 293 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Streets Bridge Maintenance and Management Program Project Number: EN00243 Council District: Various Project Location: Various Locations This project provides funding for the on-going bridge and culvert maintenance and management program. The purpose of this Description: program 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. The program 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 FY 2014 Transportation Sales Tax Carryover $273,514 $0 $0 $0 $0 $0 $273,514 Transportation Sales Tax Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 Chargebacks Transportation Sales Tax Base $0 $25,000 $25,000 $25,000 $25,000 $125,000 $225,000 Arts Transportation Sales Tax Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $473,514 $227,000 $227,000 $227,000 $227,000 $1,135,000 $2,516,514 Category Funding Source Construction Construction Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Deer Valley Rd; 109th Av to Lake Pleasant Pkwy Project Number: EN00395 Council District: Willow 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, noise analysis, traffic analysis, materials testing, construction, construction administration for the construction of a raised landscape median, drainage modifications, landscaping the existing rights-of-way, raising of the existing privacy walls or construction of new walls, updating ADA ramps if necessary, micro-sealing and re-striping the roadway to include bike lanes on Deer Valley Road between 109th Avenue and Lake Pleasant Parkway. If warranted, the project will include design and construction of pedestrian crossings and modifications to the intersections of 107th and/or 109th Avenue, including signalization, roundabouts, or roadway geometrics. Processing of utility agreements (APS, Cox Qwest, SRP, SWG, EPNG, etc.) for design and construction, as well as intergovernmental agreements, may also be required. Budget by Fiscal Year Carryover / Base FY 2014 Transportation Sales Tax Carryover $179,950 $0 $0 $0 $0 $0 $179,950 Transportation Sales Tax Transportation Sales Tax Base Base $150,000 $250,000 $0 $2,100,000 $0 $0 $0 $0 $0 $0 $0 $0 $150,000 $2,350,000 Chargebacks Transportation Sales Tax Base $0 $17,300 $0 $0 $0 $0 $17,300 Arts Transportation Sales Tax Base $0 $21,000 $0 $0 $0 $0 $21,000 $579,950 $2,138,300 $0 $0 $0 $0 $2,718,250 Category Funding Source Design Land Construction Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Personal OPS $0 $0 $0 $0 $4,000 $8,800 $4,000 $8,800 $4,000 $8,800 $20,000 $44,000 $32,000 $70,400 Total Operating Impacts $0 $0 $4,000 $4,000 $4,000 $20,000 $102,400 294 City of Peoria FY 2014 Annual 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 requirement Description: 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: FY14-67th 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; 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 FY 2014 Construction Construction Highway User Outside Sources Carryover Carryover $148,842 $616,893 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction Highway User Base $300,780 $0 $0 $0 $0 $0 $300,780 Construction Outside Sources Base $1,427,109 $0 $0 $0 $0 $0 $1,427,109 $2,493,624 $0 $0 $0 $0 $0 $2,493,624 Total Budget Operating Impacts FY 2014 Total Operating Impacts FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $148,842 $616,893 Total $8,500 $8,500 $8,500 $8,500 $8,500 $42,500 $85,000 $8,500 $8,500 $8,500 $8,500 $8,500 $42,500 $85,000 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 Carryover / Base Construction Outside Sources Carryover $50,469 $0 $0 $0 $0 $0 Construction GO Bonds 2009 Carryover $14,210 $0 $0 $0 $0 $0 $14,210 Total Budget $64,679 $0 $0 $0 $0 $0 $64,679 Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $50,469 Total Non-Pers OPS $38,000 $38,000 $38,000 $38,000 $38,000 $190,000 $380,000 Non-Pers OPS $42,000 $42,000 $42,000 $42,000 $42,000 $210,000 $420,000 Total Operating Impacts $38,000 $38,000 $38,000 $38,000 $38,000 $190,000 $800,000 295 City of Peoria FY 2014 Annual 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 power Description: 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. The project will also address the missing sidewalk along Lake Pleasant Parkway from Happy Valley Road to Westwing Parkway, needed rehabilitation of Lake Pleasant Parkway from the Loop 303 to SR-74, and aesthetic enhancements to existing walls in the area. Budget by Fiscal Year Carryover / Base FY 2014 Transportation Sales Tax Carryover $4,513,964 $0 $0 $0 $0 $0 $4,513,964 Streets Dev Zone 2 Outside Sources Carryover Carryover $4,484,714 $292,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,484,714 $292,000 Construction County Transportation T Carryover $847,331 $0 $0 $0 $0 $0 $847,331 Construction Construction GO Bonds 2010 GO Bonds 2009 Carryover Carryover $2,872,149 $5,871,044 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,872,149 $5,871,044 Total Budget $18,881,202 $0 $0 $0 $0 $0 $18,881,202 Category Funding Source Construction Construction Construction Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 Non-Pers OPS $72,000 $72,000 $72,000 $72,000 $72,000 $360,000 $400,000 $720,000 Total Operating Impacts $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $1,120,000 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 consist Description: of paving, milling, overlaying, re-surfacing of roadways (with minor concrete curb, gutter, valley gutter, and apron improvements) Budget by Fiscal Year Carryover / Base FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Highway User Base $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 Highway User Base $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $100,000 $101,000 $101,000 $101,000 $101,000 $505,000 $1,009,000 Category Funding Source Construction Arts Total Budget 296 City of Peoria FY 2014 Annual 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 Drive to the south, Westwing Parkway on the north, 67th Avenue on the east and 107th Avenue on the west. The purpose of this study is to reevaluate the needs of northern Peoria following the completion of several significant transportation projects in the area (e.g., Happy Valley Rd, Lake Pleasant Pkwy, Beardsley Extension, etc.) Budget by Fiscal Year Carryover / Base FY 2014 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 Category Funding Source Study Transportation Sales Tax FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total 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 different Description: 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 FY 2014 Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 Category Funding Source Construction Transportation Sales Tax FY 2015 297 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Streets Re-Chip Seal Dirt Roads Project Number: PW00163 Council District: Mesquite/Willow Project Location: 67th Ave. to 107th Ave., Pinnacle Peak to Jomax Road This project provides for the application of a rubberized chip seal to reduce dust and to help the city in its efforts to meet PM 10 Description: regulations. It is recommended that a rubber chip seal be placed every five years until a complete streets project (curb, gutter, drainage and sidewalk) 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 $400,000 $0 $0 Arts Highway User Base $0 $4,000 $0 $0 $0 $404,000 $0 $0 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $400,000 $800,000 $0 $4,000 $8,000 $0 $404,000 $808,000 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 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $0 $0 $0 $0 $234,000 $234,000 $0 $0 $0 $0 $0 $234,000 $234,000 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 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 $50,000 298 City of Peoria FY 2014 Annual Program Budget Capital Projects Streets Sidewalks Annual Program Project Number: PW00046 Council District: City Wide Project Location: Various Locations This program addresses sidewalk deficiencies along arterial streets due to lack of adjacent development or older developments Description: 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 preemergent and decomposed granite, along with incidental work to accomplish connectivity. The project will likely include processing of utility agreements for design and construction, as well as development agreements and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Funding Source Construction Highway User Carryover $80,000 $0 $0 $0 $0 $0 $80,000 Construction Highway User Base $90,000 $90,000 $90,000 $90,000 $90,000 $450,000 $900,000 Chargebacks Highway User Base $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 Arts Highway User Base $0 $900 $900 $900 $900 $4,500 $8,100 $170,000 $105,900 $105,900 $105,900 $105,900 $529,500 $1,123,100 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 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: Various Locations 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 Carryover / Base FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Highway User Base $150,000 $135,000 $135,000 $135,000 $135,000 $675,000 $1,365,000 Highway User Base $0 $1,350 $1,350 $1,350 $1,350 $6,750 $12,150 $150,000 $136,350 $136,350 $136,350 $136,350 $681,750 $1,377,150 Category Funding Source Construction Arts Total Budget 299 City of Peoria FY 2014 Annual Program Budget Capital Projects Streets Street Maintenance Program Project Number: PW00138 Council District: Any Project Location: Various Locations 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. Each year the Street Operations Division will conduct an analysis of the condition of the existing street inventory and make recommendations as to the timing and appropriate strategy to employ. Budget by Fiscal Year Carryover / Base FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Highway User Base $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 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 FY 19-23 Total $20,000,000 Street Reconstruction and Rehab Program Project Number: PW13000 Council District: Various Project Location: Citywide The street maintenance and overlay programs in the CIP 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 that is not within the scope of these maintenance programs. Public Works has identified the following streets as candidates for rehabilitation or reconstruction: 91st Avenue to 99th Avenue and Beardsley Road to Union Hills Drive; 103rd Avenue to 107th Avenue and Olive Avenue to Northern Avenue; 103rd Avenue to 112th Avenue and Beardsley Road to Rose Garden Lane; 87th Avenue to 99th Avenue and Peoria Avenue to Cholla Street; 87th Avenue to 91st Avenue and Olive Avenue to Peoria Avenue. These streets have received numerous surface treatments and minor repairs over their lives, but the overall condition has now fallen below the level that will benefit from additional maintenance. Rehabilitation will include mill and overlay; in some areas, total removal and reconstruction will be required. FY 2013 was the first year of this program, and we are working on the first portion of this comprehensive list (91st Avenue to 99th Avenue and Beardsley Road to Union Hills Drive). Budget by Fiscal Year Carryover / Base FY 2014 Transportation Sales Tax County Transportation T Carryover Carryover $2,000,000 $965,044 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $965,044 Construction Transportation Sales Tax Base $1,485,149 $0 $2,970,298 $0 $2,970,298 $5,940,596 $13,366,341 Arts Transportation Sales Tax Base $0 $0 $29,702 $0 $29,702 $59,404 $118,808 $4,450,193 $0 $3,000,000 $0 $3,000,000 $6,000,000 $16,450,193 Category Funding Source Construction Construction Total Budget FY 2015 300 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual 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 Rd Description: from Loop 101 to 94th Drive. 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 and 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 Design GO Bonds 2007 Carryover $60,000 $0 $0 $0 $0 $0 $60,000 Construction GO Bonds 2007 Carryover $220,000 $0 $0 $0 $0 $0 $220,000 Total Budget $280,000 $0 $0 $0 $0 $0 $280,000 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 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 intersections. In 2014, signal rewiring is planned. On alternate years, signal cabinets and controllers will need to be replaced to avoid deterioration-related problems. Using this alternative project maintenance schedule allows for a more efficient use of our funding and staffing resources. As part of the replacements, updated technology will be incorporated. This cycle will be repeated to maintain optimum serviceability of our equipment. Budget by Fiscal Year Carryover / Base Funding Source Construction Highway User Carryover $59,554 $0 $0 $0 $0 $0 $59,554 Construction Construction Highway User Proposed GO Bonds Base Base $80,000 $0 $65,000 $228,960 $80,000 $0 $65,000 $625,000 $84,000 $0 $372,750 $1,968,750 $746,750 $2,822,710 Construction GO Bonds 2012 Base $0 $396,040 $0 $0 $0 $0 $396,040 Arts Highway User Base $0 $650 $800 $650 $840 $3,729 $6,669 Arts Proposed GO Bonds Base $0 $0 $0 $6,250 $0 $19,689 $25,939 $139,554 $690,650 $80,800 $696,900 $84,840 $2,364,918 $4,057,662 Total Budget FY 2014 FY 2015 301 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Streets 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 property owners, public involvement, design, temporary construction Description: easement 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, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2014 County Transportation T Outside Sources Carryover Carryover $60,000 $534,748 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 County Transportation T Carryover $112,295 $0 $0 $0 $0 $0 $112,295 Total Budget $707,043 $0 $0 $0 $0 $0 $707,043 Category Funding Source Design Construction Construction FY 2015 302 FY 2016 FY 2017 FY 2018 FY 19-23 Total $60,000 $534,748 City of Peoria FY 2014 Annual Program Budget Capital Projects Traffic Control ITS Equipment Upgrade Project Number: EN00348 Council District: City Wide 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 FY 2014 Carryover Base $54,000 $190,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $54,000 $190,000 Total Budget $244,000 $0 $0 $0 $0 $0 $244,000 Category Funding Source Design Construction Transportation Sales Tax Transportation Sales Tax Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Personal OPS $3,600 $3,600 $3,600 $3,600 $3,600 $18,000 $36,000 Capital OPS $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 $200,000 $3,600 $3,600 $3,600 $3,600 $3,600 $18,000 $236,000 Total Operating Impacts Traffic Management Center Equipment Replacement Project Number: EN00433 Council District: Acacia Project Location: Development and Community Services Building This project provides funding for periodic equipment replacement in the city’s Traffic Management Center (TMC) located in the Description: Development and Community Services Building. This equipment includes the video wall monitors, computer hardware and switches, video conferencing equipment, and other related equipment. The city has been awarded federal CMAQ funds to offset the costs of the first equipment replacement. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Equipment Transportation Sales Tax Outside Sources Base Base $0 $0 Design Transportation Sales Tax Base Total Budget Operating Impacts Non-Pers OPS Capital OPS Total Operating Impacts FY 2014 FY 2015 FY 2016 $100,000 $0 $0 $0 $0 $0 $0 $100,000 FY 2014 FY 2015 FY 2017 FY 2018 FY 19-23 Total $400,000 $0 $529,156 $482,345 $29,156 $482,345 $0 $0 $15,000 $0 $0 $0 $15,000 $15,000 $511,501 $0 $400,000 $1,026,501 FY 2016 FY 2017 FY 2018 FY 19-23 Total $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $150,000 303 City of Peoria FY 2014 Annual Program Budget Capital Projects Traffic Control Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Council District: City Wide Project Location: Various Locations The project provides for extension of the fiber optic system to provide communications to the city's traffic signals. This funding Description: will provide the additional conduit, fiber optic cable, computer networking equipment, communication lines and ITS equipment (CCTV cameras, dynamic message signs, etc.). 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. The city has applied for federal funding for two separate interconnect projects, and the requests for fiscal years 2014 through 2016 reflect the anticipated cost-sharing agreement. Budget by Fiscal Year Carryover / Base FY 2014 Transportation Sales Tax Transportation Sales Tax Carryover Carryover $120,000 $155,000 $0 $0 Design Transportation Sales Tax Base $25,000 Construction Construction Transportation Sales Tax Outside Sources Base Base $175,000 $0 Chargebacks Transportation Sales Tax Base Arts Transportation Sales Tax Base Category Funding Source Design Construction Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 $0 $0 $0 $0 $97,500 $0 $0 $0 $0 $12,498 $206,772 $0 $0 $0 $5,000 $5,000 $0 $0 $975 $125 $0 $475,000 $103,475 $224,395 $0 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $0 $0 FY 19-23 Total $0 $0 $120,000 $155,000 $25,000 $50,000 $197,500 $175,000 $0 $350,000 $0 $712,498 $206,772 $5,000 $10,000 $25,000 $2,000 $4,000 $7,100 $207,000 $414,000 $1,423,870 FY 2018 FY 19-23 Total Personal OPS $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 $30,000 Non-Pers OPS Capital OPS $3,000 $10,000 $3,000 $10,000 $5,000 $10,000 $5,000 $10,000 $5,000 $10,000 $20,000 $50,000 $41,000 $100,000 $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 $171,000 Total Operating Impacts 304 City of Peoria FY 2014 Annual Program Budget Capital Projects Traffic Control Traffic Signal Program Project Number: EN00170 Council District: Citywide Project Location: Various Locations The Traffic Signal Program provides funding for traffic studies, coordination with adjacent property owners, public involvement, Description: 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 and installation of miscellaneous traffic signal equipment, intelligent transportation system equipment, speed display signs, CCTV, etc. Budget by Fiscal Year Carryover / Base Funding Source Construction Transportation Sales Tax Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Construction Construction Transportation Sales Tax Outside Sources Base Base $733,000 $76,816 $733,000 $0 $733,000 $0 $733,000 $0 $733,000 $0 $3,665,000 $0 $7,330,000 $76,816 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 $839,816 $800,000 $800,000 $800,000 $800,000 $4,000,000 $8,039,816 FY 19-23 Total Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 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 FY 2014 Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 Category Funding Source Construction Transportation Sales Tax Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $12,000 $12,000 $12,000 $12,000 $12,000 $0 $60,000 Total Operating Impacts $12,000 $12,000 $12,000 $12,000 $12,000 $0 $60,000 305 City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater The measure of success when collecting and treating wastewater is when no one so much as wonders how it is done. It takes a complex network of infrastructure to make this operation seamless. In addition to building and operating large water treatment and reclamation facilities, the City of Peoria ensures that infrastructure is in place from an individual residence or commercial establishment, along roadway alignments, to the treatment facility. Facilities within Peoria also can reuse a portion of flows, providing a new, non-potable water resource opportunity. Wastewater infrastructure is funded primarily through operating revenues from rate payers, as well as revenue bonds and development impact fees. The 10-year program includes funding for a new reclaimed water line on 85th Avenues, a new sewer line along Lake Pleasant Parkway, and inspection and rehabilitation of trunk sewer lines throughout the city. Wastewater Total - $50,573,044 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 ‐ FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 306 City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 2050 - Water $1,601,827 $1,157,804 $1,629,850 $827,954 $540,039 $129,350 $5,886,824 $0 $0 $159,281 $1,296,014 $151,696 $6,025,382 $7,632,373 2400 - Wastewater $1,931,099 $1,643,082 $3,203,873 $1,617,460 $2,626,085 $3,881,820 $14,903,419 2510 - Wastewater Expansion $3,135,875 $1,244,807 $2,113,193 $645,528 $88,565 $14,922,460 $22,150,428 Total - Wastewater $6,668,801 $4,045,693 $7,106,197 $4,386,956 $3,406,385 $24,959,012 $50,573,044 2161 - Water Expansion 307 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater 85th Avenue Reclaimed Waterline-Mtn View to Grand Project Number: UT00310 Council District: Acacia Project Location: 85th Av Mountain View Rd to Grand Av This project involves the construction of a 12-inch reclaimed water line north along 85th Avenue to Grand Avenue, expanding the Description: reclaimed water system north of the City Hall complex. The project provides for the project coordination, public involvement, predesign 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, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2014 Funding Source Design Wastewater Base $0 $0 $0 $18,857 $0 $0 Design Water Base $0 $0 $0 $56,572 $0 $0 $56,572 Construction Wastewater Base $0 $0 $0 $204,346 $0 $0 $204,346 Construction Chargebacks Water Wastewater Base Base $0 $0 $0 $0 $0 $0 $613,036 $8,550 $0 $0 $0 $0 $613,036 $8,550 Chargebacks Water Base $0 $0 $0 $25,650 $0 $0 $25,650 Arts Arts Wastewater Water Base Base $0 $0 $0 $0 $0 $0 $2,232 $6,696 $0 $0 $0 $0 $2,232 $6,696 $0 $0 $0 $935,939 $0 $0 $935,939 Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total $18,857 Total Non-Pers OPS $0 $2,503 $2,503 $2,503 $2,503 $12,515 $22,527 Total Operating Impacts $0 $2,503 $2,503 $2,503 $2,503 $12,515 $22,527 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 water 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 Funding Source Study Wastewater Base $0 $200,000 $0 $0 $0 $0 $200,000 Land Wastewater Expansion Base $0 $0 $2,050,000 $0 $0 $0 $2,050,000 Land Chargebacks Water Wastewater Expansion Base Base $0 $0 $0 $0 $750,000 $10,100 $0 $0 $0 $0 $0 $0 $750,000 $10,100 Chargebacks Water Base $0 $0 $10,100 $0 $0 $0 $10,100 $0 $200,000 $2,820,200 $0 $0 $0 $3,020,200 Total Budget FY 2014 FY 2015 308 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Beardsley Plant Equipment Upgrade and Expansion Project Number: UT00314 Council District: Willow Project Location: Beardsley Treatment Plant Initially this project will replace and update existing equipment identified in the 2010 Plant Master Plan as reaching the end of its Description: life cycle prior to the plant expansion. The replacement of this equipment will maintain plant reliability and increase efficiencies. The main elements are upgrades to the disinfection system, odor control, overhauling of headworks equipment, and instrumentation equipment replacement. The FY21-22 component of this project will increase plant treatment capacity from 4 MGD to 6 MGD. 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 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Wastewater Base $150,000 $225,000 $300,000 $375,000 $262,500 $225,000 $1,537,500 Water Base $37,250 $75,000 $100,000 $125,000 $87,500 $75,000 $499,750 Construction Wastewater Expansion Base $0 $0 $0 $0 $0 $12,808,126 $12,808,126 Construction Chargebacks Water Expansion Wastewater Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,269,376 $4,000 $4,269,376 $4,000 Chargebacks Wastewater Base $0 $2,000 $2,000 $2,000 $2,000 $4,000 $12,000 Chargebacks Chargebacks Water Expansion Water Base Base $0 $0 $0 $1,000 $0 $1,000 $0 $1,000 $0 $1,000 $2,000 $2,000 $2,000 $6,000 Arts Wastewater Expansion Base $0 $0 $0 $0 $0 $128,080 $128,080 Arts Water Expansion Base $0 $0 $0 $0 $0 $42,692 $42,692 $187,250 $303,000 $403,000 $503,000 $353,000 $17,560,274 $19,309,524 Category Funding Source Equipment Equipment Total Budget 309 City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Beardsley WRF 8" WAS Forcemain Rehabilitation Project Number: UT00308 Council District: Ironwood Project Location: Beardsley and 91st Av to 99th Av This project involves the rehabilitation of an 8-inch force main that transports solids from the Beardsley Water Reclamation Description: Facility to the sewer collector along 91st Avenue 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-inch force main and manholes on Beardsley Road from 111th Avenue to 91st 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, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Funding Source Design Wastewater Base $0 $0 $0 $0 $128,476 $0 Design Water Base $0 $0 $0 $0 $42,825 $0 $42,825 Construction Construction Wastewater Water Base Base $0 $0 $0 $0 $0 $0 $0 $0 $1,130,234 $376,745 $0 $0 $1,130,234 $376,745 Chargebacks Wastewater Base $0 $0 $0 $0 $27,068 $0 $27,068 Chargebacks Arts Water Wastewater Base Base $0 $0 $0 $0 $0 $0 $0 $0 $9,023 $12,587 $0 $0 $9,023 $12,587 Arts Water Base $0 $0 $0 $0 $4,196 $0 $4,196 $0 $0 $0 $0 $1,731,154 $0 $1,731,154 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total $128,476 Total Non-Pers OPS $0 $0 $0 $0 $0 $39,370 $39,370 Total Operating Impacts $0 $0 $0 $0 $0 $39,370 $39,370 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 treatment capacity will need to be expanded to 13 million gallons per day. 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, and centrifuge solids building improvements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Expansion Base $0 $0 $0 $0 Design Construction Water Expansion Wastewater Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 Construction Water Expansion Base $0 $0 $0 Arts Arts Wastewater Expansion Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Budget FY 2014 FY 2015 310 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $103,960 $103,960 $0 $0 $34,653 $1,485,150 $34,653 $1,485,150 $0 $0 $495,050 $495,050 $0 $0 $0 $0 $1,040 $5,297 $1,040 $5,297 $0 $0 $2,125,150 $2,125,150 City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Butler Drive WRF Membrane Replacement Project Number: UT00306 Council District: Acacia Project Location: Butler WRF This project provides funds to replace membrane filters at the Butler Water Reclamation Facility. Description: Budget by Fiscal Year Carryover / Base Funding Source Equipment Wastewater Base $0 $0 $2,250,000 $0 $0 $0 Equipment Water Base $0 $0 $750,000 $0 $0 $14,850 $764,850 $0 $0 $3,000,000 $0 $0 $14,850 $3,014,850 Total Budget FY 2014 FY 2015 311 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total $2,250,000 City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Butler Recharge Wells Project Number: UT00309 Council District: Acacia Project Location: Butler WRF, Municipal Operations Center, Pioneer Park This project will drill and install new vadose zone recharge wells and monitoring wells as necessary at or near the Butler Water Description: Reclamation Facility, Municipal Operations Center and Butler Influent Pump Station. The project will provide 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 pipe, 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, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Funding Source Study Wastewater Base $3,257 $0 $0 $0 $0 $0 $3,257 Study Water Expansion Base $0 $0 $11,193 $0 $10,660 $0 $21,853 Study Water Base $9,771 $0 $0 $0 $0 $0 $9,771 Study Design Wastewater Expansion Water Base Base $0 $128,003 $0 $0 $3,731 $0 $0 $0 $3,553 $0 $0 $0 $7,284 $128,003 Design Water Expansion Base $0 $0 $146,622 $0 $139,640 $0 $286,262 Design Design Wastewater Wastewater Expansion Base Base $42,668 $0 $0 $0 $0 $48,874 $0 $0 $0 $46,547 $0 $0 $42,668 $95,421 Construction Wastewater Base $0 $343,108 $0 $0 $0 $0 $343,108 Construction Construction Water Expansion Wastewater Expansion Base Base $0 $0 $0 $0 $0 $0 $1,179,043 $393,014 $0 $0 $1,122,898 $374,299 $2,301,941 $767,313 Construction Water Base $0 $1,029,323 $0 $0 $0 $0 $1,029,323 Chargebacks Wastewater Expansion Base $0 $0 $0 $14,063 $0 $14,063 $28,126 Chargebacks Chargebacks Wastewater Water Base Base $0 $0 $14,063 $42,188 $0 $0 $0 $0 $0 $0 $0 $0 $14,063 $42,188 Chargebacks Water Expansion Base $0 $0 $0 $42,188 $0 $42,188 $84,376 Arts Arts Wastewater Wastewater Expansion Base Base $0 $0 $3,781 $0 $0 $488 $0 $3,930 $0 $465 $0 $3,742 $3,781 $8,625 Arts Water Expansion Base $0 $0 $1,466 $11,790 $1,396 $11,228 $25,880 Arts Water Base $0 $10,293 $0 $0 $0 $0 $10,293 $183,699 $1,442,756 $212,374 $1,644,028 $202,261 $1,568,418 $5,253,536 FY 19-23 Total Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 Category FY 2017 FY 2018 FY 19-23 Total Non-Pers OPS $0 $0 $40,500 $40,500 $40,500 $202,500 $324,000 Total Operating Impacts $0 $0 $40,500 $40,500 $40,500 $202,500 $324,000 312 City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Butler Reclaimed Water System Expansion Phase II Project Number: UT00313 Council District: Acacia Project Location: Butler WRF This project will construct a new concrete reservoir and booster pump station necessary to support expansion of the reclaimed Description: water system in the Old Town area and Pioneer Park. Budget by Fiscal Year Category Funding Source Construction Construction Wastewater Water Carryover / Base FY 2014 Base Base $306,018 $918,053 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $306,018 $918,053 $1,224,071 $0 $0 $0 $0 $0 $1,224,071 Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $16,100 $16,100 $16,100 $16,100 $80,500 $144,900 Total Operating Impacts $0 $16,100 $16,100 $16,100 $16,100 $80,500 $144,900 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 Funding Source Construction Wastewater Expansion Base $0 $0 $0 $185,625 $0 $0 $185,625 Construction Chargebacks Water Expansion Wastewater Expansion Base Base $0 $0 $0 $0 $0 $0 $61,875 $1,500 $0 $0 $0 $0 $61,875 $1,500 Chargebacks Water Expansion Base $0 $0 $0 $500 $0 $0 $500 Arts Arts Wastewater Expansion Water Expansion Base Base $0 $0 $0 $0 $0 $0 $1,856 $618 $0 $0 $0 $0 $1,856 $618 $0 $0 $0 $251,974 $0 $0 $251,974 Total Budget FY 2014 FY 2015 313 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Jomax WRF Operational Improvements Project Number: UT00323 Council District: Mesquite Project Location: Jomax WRF The equipment at Jomax Water Reclamation Facility is exposed to a harsh wastewater environment that causes rapid equipment Description: deterioration and failure. The equipment is expensive and will need continuous replacement, even with ongoing preventive maintenance work performed by the staff and by contract services. An efficiency study in the first year will assist staff in scheduling equipment replacement based on cost savings as well as criticality and deterioration of the equipment. *Efficiency and equipment study - will provide an energy and equipment audit focusing on new more efficient technology and recommendations based on life cycle cost *Scrubber replacement with more efficient technology *Turbo blower addition with more efficient technology * Influent screens and screening components * Pumps: Influent pumps, Chemical feed pumps, IMLR pumps, Drain pumps and Waste pumps Budget by Fiscal Year Carryover / Base Funding Source Study Wastewater Base $28,750 $0 $0 $0 $0 $0 Study Water Base $21,250 $0 $0 $0 $0 $0 $21,250 Construction Construction Wastewater Water Base Base $34,650 $0 $0 $0 $55,693 $18,564 $0 $0 $55,693 $18,564 $111,386 $37,128 $257,422 $74,256 Arts Wastewater Base $0 $0 $557 $0 $557 $1,114 $2,228 Arts Water Base $0 $0 $186 $0 $186 $372 $744 $84,650 $0 $75,000 $0 $75,000 $150,000 $384,650 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 19-23 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 2014 Carryover Carryover $1,828,903 $200,591 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,828,903 $200,591 Total Budget $2,029,494 $0 $0 $0 $0 $0 $2,029,494 Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $2,000 $2,000 $2,000 $2,000 $2,000 $8,000 $18,000 Total Operating Impacts $2,000 $2,000 $2,000 $2,000 $2,000 $8,000 $18,000 314 City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Lift Station Reconditioning Project Number: UT00116 Council District: Various Project Location: Citywide 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. The city has 14 sewage lift stations capable of pumping over 17 million gallons of wastewater per day. The first year of the program will focus on designing and implementing a solution to dealing with a high inflow of rags at the 101st Avenue and Northern Avenue lift station. Subsequent years will identify and address issues at lift stations throughout the city. Budget by Fiscal Year Carryover / Base Funding Source Construction Wastewater Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Construction Chargebacks Wastewater Wastewater Base Base $99,000 $0 $99,000 $2,000 $99,000 $2,000 $99,000 $2,000 $99,000 $2,000 $495,000 $10,000 $990,000 $18,000 Arts Wastewater Base Total Budget Operating Impacts FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $109,000 $102,000 $102,000 $102,000 $102,000 $510,000 $1,027,000 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Non-Pers OPS $45,000 $45,000 $45,000 $45,000 $45,000 $225,000 $450,000 Total Operating Impacts $45,000 $45,000 $45,000 $45,000 $45,000 $225,000 $450,000 Manhole Rehabilitation Project Number: UT00307 Council District: Various Project Location: Citywide This project will repair and rehabilitate manholes throughout the city's wastewater collection system. The city has over 14,000 Description: manholes with an expected life of 30 to 50 years. This project will progressively increase the number of rehabilitations over the next 10 years as the infrastructure ages. Manholes to be rehabilitated were identified in a sewer line assessment done in FY11. Budget by Fiscal Year Carryover / Base Funding Source Construction Wastewater Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Construction Chargebacks Wastewater Wastewater Base Base $173,250 $0 $198,000 $2,150 $222,750 $2,200 $247,500 $2,500 $297,000 $3,000 $1,980,000 $20,520 $3,118,500 $30,370 Arts Wastewater Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total $0 $1,980 $2,272 $2,475 $2,970 $19,800 $29,497 $223,250 $202,130 $227,222 $252,475 $302,970 $2,020,320 $3,228,367 315 City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Miscellaneous Local Wastewater Line Improvements Project Number: UT00191 Council District: Various Project Location: Citywide This project provides funding to upgrade the city's existing wastewater collection system to ensure its continued operation. These Description: funds may also be used to construct sewer extensions in coordination with street improvement projects and to address sewer line rehabilitations identified during inspections. Budget by Fiscal Year Carryover / Base Funding Source Construction Wastewater Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Construction Wastewater Base $49,500 $49,500 $49,500 $99,000 $99,000 $495,000 $841,500 Chargebacks Wastewater Base $0 $1,000 $1,000 $2,000 $2,000 $10,000 $16,000 Arts Wastewater Base $0 $500 $500 $1,000 $1,000 $5,000 $8,000 $124,500 $51,000 $51,000 $102,000 $102,000 $510,000 $940,500 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total Pleasant Valley Lift Station-Demolition & Abandon Project Number: UT00331 Council District: Mesquite Project Location: 99th Av and Lone Mountain Pkwy This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for the demolition and abandonment of the Pleasant Valley Lift Station. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Funding Source Design Wastewater Base $0 $0 $5,113 $0 $0 $0 $5,113 Construction Wastewater Base $0 $0 $72,216 $0 $0 $0 $72,216 Chargebacks Arts Wastewater Wastewater Base Base $0 $0 $0 $0 $11,700 $703 $0 $0 $0 $0 $0 $0 $11,700 $703 $0 $0 $89,732 $0 $0 $0 $89,732 Total Budget FY 2014 FY 2015 316 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Wastewater Reclaimed Water Booster Land Purchase at IPS Project Number: UT00329 Council District: Pine Project Location: 99th Av and Northern Av Purchase of land directly around the influent pump station for a reclaimed water booster station and reservoir. This land is Description: estimated at 213,939 square feet. The actual total may vary. Budget by Fiscal Year Category Funding Source Land Land Wastewater Water Carryover / Base FY 2014 Base Base $162,500 $487,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $162,500 $487,500 $650,000 $0 $0 $0 $0 $0 $650,000 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total SROG Line Assessment & Repair Project Number: UT00321 Council District: Pine Project Location: 99th Avenue from Olive to Hwy 10 This project will fund a portion of an assessment and repairs to be done to the 99th Avenue West Sub Regional Operating Group Description: (SROG) interceptor. Under the SROG agreement, the City of Peoria is responsible for 21.44 percent of all capital costs associated with this line. The program will be funded in two separate years, with inspection in year one and construction in year two. Budget by Fiscal Year Carryover / Base FY 2014 Wastewater Wastewater Expansion Carryover Base $104,842 $94,551 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $104,842 $94,551 Construction Wastewater Expansion Base $0 $424,512 $0 $0 $0 $0 $424,512 Arts Wastewater Expansion Base $0 $4,245 $0 $0 $0 $0 $4,245 $199,393 $428,757 $0 $0 $0 $0 $628,150 Category Funding Source Study Study Total Budget FY 2015 317 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual 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 inches and larger within the wastewater collection system on Description: a five-year basis to ensure the structural and operational viability of these large sewer mains. The 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 and is a follow-up on a previous inspection. 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 FY 2014 Base $150,000 $0 $0 $550,000 $0 $0 $700,000 $150,000 $0 $0 $550,000 $0 $0 $700,000 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total 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. Budget by Fiscal Year Carryover / Base FY 2014 Wastewater Carryover $291,073 $0 $0 $0 $0 $0 $291,073 Wastewater Wastewater Base Base $0 $0 $489,110 $6,000 $0 $0 $0 $0 $489,110 $6,000 $489,110 $6,000 $1,467,330 $18,000 $0 $4,890 $0 $0 $4,890 $4,890 $14,670 $291,073 $500,000 $0 $0 $500,000 $500,000 $1,791,073 Category Funding Source Construction Construction Chargebacks Arts Wastewater Base Total Budget FY 2015 318 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual 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 oversizing of selected wastewater trunk sewers to provide collection system capacity for new development in surrounding areas. In FY 2014 the following projects are planned: Westland Road to CAP bridge, Lift Station 2-1 to Twin Buttes Road, Westward Skies (D15/19) to Ridgeline Road, Ridgeline Road to Lone Mountain Road, Jomax E Offsite to Village D property line. Budget by Fiscal Year Carryover / Base FY 2014 Wastewater Expansion Carryover $572,171 $0 $0 $0 $0 $0 $572,171 Wastewater Expansion Wastewater Base Base $640,250 $0 $816,050 $0 $0 $124,425 $45,090 $0 $38,000 $0 $0 $0 $1,539,390 $124,425 Arts Wastewater Expansion Base $0 $0 $0 $450 $0 $0 $450 Arts Wastewater Base $0 $0 $1,244 $0 $0 $0 $1,244 $1,212,421 $816,050 $125,669 $45,540 $38,000 $0 $2,237,680 Category Funding Source Construction Construction Construction Total Budget FY 2015 319 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Water Water operations are considerably more complex than one might imagine. Acquisition of the water itself is only the first step, whether it comes from renewable sources like the Colorado River or the city’s own well sites. A successful water operation depends upon large treatment facilities, as well as a network of infrastructure to distribute water to the facilities for treatment and then ultimately to the users. Like wastewater projects, water infrastructure is funded primarily through operating revenues from user fees, revenue bonds, and development impact fees. The 10-year program includes funding for new water lines along Lake Pleasant Parkway and Lone Mountain Road, the purchase of additional water treatment capacity for northern Peoria, replacement of water meters throughout the city, expansion of the Greenway Water Treatment Plant, reconditioning of various water facilities, and the construction of new wells. Water - $160,063,124 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 ‐ FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 320 City of Peoria FY 2014 Annual Program Budget Capital Projects Water Summary by Funding Source Fund Number and Name FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total 2050 - Water $6,493,755 $4,234,741 $7,222,998 $7,070,998 $8,196,414 $11,214,584 $44,433,490 2161 - Water Expansion $9,293,255 $4,114,153 $2,405,703 $299,176 $2,328,346 $8,644,108 $27,084,741 2169 - Water Resource Project $0 $0 $355,239 $355,239 $355,239 $355,239 $1,420,956 2224 - Proposed Revenue Bonds $0 $8,000,000 $0 $0 $0 $71,694,078 $79,694,078 $1,362,942 $912,698 $867,698 $717,698 $1,352,698 $505,000 $5,718,734 $136,125 $0 $50,000 $0 $325,000 $0 $511,125 2590 - Commercial Solid Waste $0 $0 $0 $0 $250,000 $0 $250,000 2600 - Residential Solid Waste $0 $0 $0 $0 $700,000 $0 $700,000 2650 - Solid Waste Expansion $0 $0 $0 $0 $250,000 $0 $250,000 $17,286,077 $17,261,592 $10,901,638 $8,443,111 $13,757,697 $92,413,009 $160,063,124 2400 - Wastewater 2510 - Wastewater Expansion Total - Water 321 City of Peoria FY 2014 Annual Program Budget Capital Projects Water 75 Av 16-inch Waterline, Thunderbird to Peoria Project Number: UT00143 Council District: Palo Verde Project Location: 75th Av, various intersections This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, as needed, clearing and grubbing, grade the work area for installation of 16-inch waterline and appurtenances on 75th Avenue at various intersections in coordination with intersection improvement projects. The waterline will be installed with the 75th Avenue and Thunderbird Road intersection improvements. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Design Construction Water Water Carryover / Base FY 2014 Base Base $25,609 $408,185 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,609 $408,185 $433,794 $0 $0 $0 $0 $0 $433,794 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Additional CAP Water Treatment Capacity Project Number: UT00334 Council District: Mesquite Project Location: North Peoria The project will provide an additional 5 million gallons per day of treatment capacity to serve the growing needs for water in the Description: northern portion of the City. Budget by Fiscal Year Carryover / Base Category Funding Source Other Proposed Revenue Bond Base $0 $8,000,000 $0 $0 $0 $0 $8,000,000 Other Other Water Expansion Water Base Base $0 $0 $2,000,000 $0 $0 $5,000,000 $0 $5,000,000 $0 $5,000,000 $0 $0 $2,000,000 $15,000,000 $0 $10,000,000 $5,000,000 $5,000,000 $5,000,000 $0 $25,000,000 FY 2015 FY 2016 FY 2017 FY 2018 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total Total Capital OPS $0 $0 $0 $0 $53,733 $857,247 $910,980 Total Operating Impacts $0 $0 $0 $0 $53,733 $857,247 $910,980 322 City of Peoria FY 2014 Annual Program Budget Capital Projects Water ADOT Well-Sports Complex Well Connection Project Number: UT00327 Council District: Willow Project Location: Sports Complex This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: 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 waterline and appurtenances on 83rd Avenue and Paradise Lane from the Sports Complex well site to the ADOT well metering site, and restoration and/or replacement of pavement and striping, landscaping, etc. Installation of arsenic treatment is included in this project. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base Design Water Expansion Base $0 $0 $0 $0 $79,767 $0 $79,767 Construction Water Expansion Base $0 $0 $0 $0 $746,818 $0 $746,818 Chargebacks Water Expansion Base $0 $0 $0 $0 $45,000 $0 $45,000 Arts Water Expansion Base $0 $0 $0 $0 $8,266 $0 $8,266 $0 $0 $0 $0 $879,851 $0 $879,851 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $9,875 $9,875 Total Operating Impacts $0 $0 $0 $0 $0 $9,875 $9,875 323 City of Peoria FY 2014 Annual 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 provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for the installation of the booster PRV station and appurtenances, 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, as well as development and intergovernmental agreements Budget by Fiscal Year Category Funding Source Carryover / Base Design Water Expansion Base $0 $0 $0 $0 $642,761 $0 $642,761 Construction Construction Water Expansion Water Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,604,965 $964,837 $2,604,965 $964,837 Chargebacks Water Expansion Base $0 $0 $0 $0 $0 $68,985 $68,985 Chargebacks Arts Water Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,428 $25,515 $26,050 $25,515 $32,478 Arts Water Base $0 $0 $0 $0 $0 $9,648 $9,648 $0 $0 $0 $0 $649,189 $3,700,000 $4,349,189 FY 19-23 Total Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2018 FY 2017 FY 2016 FY 2017 FY 2018 FY 19-23 Total Non-Pers OPS $0 $0 $0 $0 $0 $110,400 $110,400 Total Operating Impacts $0 $0 $0 $0 $0 $110,400 $110,400 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 sites (excluding treatment plants). The information Description: gathered will be used to assess the overall funding needs for utility sites. In addition, this information may be used to increase the accuracy of some master plan elements. Budget by Fiscal Year Carryover / Base Funding Source Study Wastewater Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Study Study Water Wastewater Carryover Base $50,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $50,000 $150,000 Study Water $0 $0 $0 $150,000 $0 $0 $150,000 $100,000 $0 $0 $300,000 $0 $0 $400,000 Base Total Budget FY 2014 FY 2015 324 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Water Desert Harbor-Arrowhead Shores Well Mixing Project Number: UT00312 Council District: Ironwood Project Location: 91st Av and Greenway Rd to Arrowhead Shores Well This project will recommission the waterline from the Desert Harbor well to the Arrowhead Shores reservoir in order to facilitate Description: mixing of the water sources. In addition, this project will evaluate the need for treatment and will implement the needed technologies and site improvements to meet water quality standards. Budget by Fiscal Year Carryover / Base Funding Source Design Water Base $0 $0 $0 $0 $290,305 $0 $290,305 Construction Water Base $0 $0 $0 $0 $0 $2,630,136 $2,630,136 Chargebacks Water Base $0 $0 $0 $0 $3,443 $8,032 $11,475 Arts Water Base $0 $0 $0 $0 $2,903 $26,301 $29,204 $0 $0 $0 $0 $296,651 $2,664,469 $2,961,120 FY 19-23 Total Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 Total Non-Pers OPS $0 $0 $0 $0 $500 $2,500 $3,000 Total Operating Impacts $0 $0 $0 $0 $500 $2,500 $3,000 Fire Hydrant Infill Project Number: UT00204 Council District: Various Project Location: Citywide This is an ongoing program to install fire hydrants in areas of the city where fire hydrant spacing exceeds city infrastructure Description: guidelines. The next fire hydrant in the program will be located in the area of Thunderbird and 94th Drive Subsequent fire hydrant installations will be identified on a yearly basis. Budget by Fiscal Year Carryover / Base Funding Source Construction Water Carryover $15,000 $0 $0 $0 $0 $0 $15,000 Construction Water Base $49,505 $0 $49,505 $0 $49,505 $99,010 $247,525 Chargebacks Water Base $0 $0 $2,000 $0 $2,000 $4,000 $8,000 Arts Water Base $0 $0 $495 $0 $495 $990 $1,980 $64,505 $0 $52,000 $0 $52,000 $104,000 $272,505 Total Budget FY 2014 FY 2015 325 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Water Greenway Plant Equipment Upgrade Project Number: UT00316 Council District: Palo Verde Project Location: Greenway Water Treatment Plant The Greenway Water Treatment Plant was constructed in 2001, and like any critical facility, is in need of major equipment and Description: component replacement and overhaul on a periodic basis to assure continuous operation. In the next two years of this study, ladders and platforms will continue to be installed to allow for safer access to basins and pumps. After that, the program will replace other equipment and components that are aging or can be made more efficient. Some of those components include ladders and platforms; pumps (chemical feed pumps, VFD pumps, waste pumps, influent pumps, effluent pumps); ozone generator and destruct unit components; mixers and mixer components; influent screens and components; and analyzers. Budget by Fiscal Year Category Funding Source Equipment Chargebacks Water Water Carryover / Base FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Base Base $100,000 $0 $100,000 $2,000 $100,000 $2,000 $100,000 $2,000 $100,000 $2,000 $500,000 $10,000 $1,000,000 $18,000 $100,000 $102,000 $102,000 $102,000 $102,000 $510,000 $1,018,000 Total Budget Greenway WTP 24 MGD Expansion Project Number: UT00311 Council District: Palo Verde Project Location: Greenway WTP This project provides for expansion of the Greenway Watear Treatment Plant from 16 MGD to 24 MGD; however, the plant was Description: master planned to 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 will be 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 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 $312,318 $312,318 $0 $0 $0 $0 $0 $31,694,078 $31,694,078 Total Budget FY 2014 FY 2015 326 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual 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 18 months to complete. Budget by Fiscal Year Carryover / Base FY 2014 Wastewater Carryover $158,600 $0 $0 $0 $0 $0 $158,600 Water Carryover $158,600 $0 $0 $0 $0 $0 $158,600 Wastewater Water Base Base $101,000 $101,000 $0 $0 $0 $0 $0 $0 $37,600 $37,600 $197,400 $197,400 $336,000 $336,000 Chargebacks Wastewater Base $0 $0 $0 $0 $2,400 $12,600 $15,000 Chargebacks Water Base $0 $0 $0 $0 $2,400 $12,600 $15,000 $519,200 $0 $0 $0 $80,000 $420,000 $1,019,200 Category Funding Source Study Study Study Study Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Jomax In-Line Booster Station Upgrades Project Number: UT00285 Council District: Mesquite Project Location: Jomax Rd 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-inch water main near the turnout will be replaced with 24-inch pipe and a new 24-inch 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 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 19-23 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 19-23 Total FY 2017 FY 2018 FY 2018 Non-Pers OPS $0 $0 $0 $0 $0 $80,400 $80,400 Total Operating Impacts $0 $0 $0 $0 $0 $80,400 $80,400 327 City of Peoria FY 2014 Annual 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 Rd 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 2014 Construction Water Expansion Carryover $1,478,444 $0 $0 $0 $0 $0 Construction Water Carryover $120,208 $0 $0 $0 $0 $0 $120,208 Total Budget $1,598,652 $0 $0 $0 $0 $0 $1,598,652 Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $1,478,444 Total Non-Pers OPS $500 $500 $500 $500 $500 $2,000 $4,500 Total Operating Impacts $500 $500 $500 $500 $500 $2,000 $4,500 Lone Mtn Pkwy 24-inch Waterline; LPP to L303 Project Number: UT00233 Council District: Mesquite Project Location: Lone Mountain Pkwy, El Mirage Rd to Loop 303 This project provides funding for the oversizing 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 Loop 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, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Construction Water Expansion Carryover / Base FY 2014 Carryover $2,551,302 $0 $0 $0 $0 $0 $2,551,302 Total Budget $2,551,302 $0 $0 $0 $0 $0 $2,551,302 Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $500 $500 $500 $500 $500 $2,000 $4,500 Total Operating Impacts $500 $500 $500 $500 $500 $2,000 $4,500 328 City of Peoria FY 2014 Annual Program Budget Capital Projects Water Miscellaneous Local Waterline Improvements Project Number: UT00203 Council District: Various Project Location: Citywide This project provides funding to upgrade the city's existing water distribution system to ensure its continued operation and replace Description: aging PVC mains with stronger ductile iron mains. These funds may also be used to construct water line extensions in coordination with street improvement projects and to address water line rehabilitations identified during inspections. Budget by Fiscal Year Carryover / Base Funding Source Construction Water Carryover $60,000 $0 $0 $0 $0 $0 $60,000 Construction Water Base $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000 Chargebacks Water Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Arts Water Base $0 $1,500 $1,500 $1,500 $1,500 $7,500 $13,500 $210,000 $156,500 $156,500 $156,500 $156,500 $782,500 $1,618,500 Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total 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 Carryover / Base Category Funding Source Study Wastewater Expansion Carryover $3,224 $0 $0 $0 $0 $0 $3,224 Study Design Water Expansion Wastewater Expansion Carryover Carryover $16,776 $16,119 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $16,776 $16,119 Design Water Expansion Carryover $83,881 $0 $0 $0 $0 $0 $83,881 Construction Construction Wastewater Expansion Water Expansion Carryover Carryover $116,782 $607,718 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $116,782 $607,718 Total Budget $844,500 $0 $0 $0 $0 $0 $844,500 Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $68,000 $68,000 $68,000 $68,000 $68,000 $272,000 $612,000 Total Operating Impacts $68,000 $68,000 $68,000 $68,000 $68,000 $272,000 $612,000 329 City of Peoria FY 2014 Annual Program Budget Capital Projects Water North Peoria Water Treatment Plant Capacity-10MGD Project Number: UT00325 Council District: Mesquite Project Location: North of Loop 303 This project will study the available options and implement a plan to provide treatment capacity for City of Peoria CAP water to Description: serve the north areas of the city. Budget by Fiscal Year Carryover / Base Category Funding Source Other Proposed Revenue Bond Base Total Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $0 $0 $0 $0 $40,000,000 $40,000,000 $0 $0 $0 $0 $0 $40,000,000 $40,000,000 Patterson Well-W209, W210 Well Mixing Project Number: UT00328 Council District: Willow Project Location: 105th/Deer Valley to 104th/Rose Garden This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of waterline as needed to connect the three well sites, 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, as well as development and intergovernmental agreements Budget by Fiscal Year Carryover / Base Funding Source Design Water Base $0 $0 $0 $0 $98,480 $0 $98,480 Construction Water Base $0 $0 $0 $0 $0 $1,451,043 $1,451,043 Chargebacks Water Base $0 $0 $0 $0 $42,300 $0 $42,300 Arts Water Base $0 $0 $0 $0 $985 $14,510 $15,495 $0 $0 $0 $0 $141,765 $1,465,553 $1,607,318 FY 19-23 Total Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 Category FY 2017 FY 2018 FY 19-23 Total Non-Pers OPS $0 $0 $0 $0 $4,289 $21,445 $25,734 Total Operating Impacts $0 $0 $0 $0 $4,289 $21,445 $25,734 330 City of Peoria FY 2014 Annual Program Budget Capital Projects Water Peacock Village Waterline Replacement Project Number: UT00330 Council District: Willow/Ironwood Project Location: Greenbrian Dr & Meadows Dr/87th to 89th Av This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of new 8-inch waterline and appurtenances meeting city standards south of Union Hills Drive and north of Bell Road between 87th Avenue and 89th Avenue to replace existing substandard PVC 6- and 8inch waterline, and restoration and/or replacement of pavement and concrete sidewalk, etc. This project may also include processing of utility company (APS, Cox Qwest/Centurylink, SRP, etc) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2014 Water Base $137,142 $0 $0 $0 $0 $0 $137,142 Water Base $0 $1,867,567 $0 $0 $0 $0 $1,867,567 $0 $18,676 $0 $0 $0 $0 $18,676 $137,142 $1,886,243 $0 $0 $0 $0 $2,023,385 Category Funding Source Design Construction Arts Water Base Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $0 $5,382 $5,382 $5,382 $26,910 $43,056 Total Operating Impacts $0 $0 $5,382 $5,382 $5,382 $26,910 $43,056 Peoria/SRP Aquifer Storage Recovery Well Recharge Project Number: UT00319 Council District: Pine Project Location: 91st Av and Olive Av 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 Carryover / Base FY 2014 Water Carryover $251,500 $0 $0 $0 $0 $0 Water Base $21,000 $32,500 $0 $0 $0 $0 $53,500 $272,500 $32,500 $0 $0 $0 $0 $305,000 Category Funding Source Construction Construction Total Budget FY 2015 331 FY 2016 FY 2017 FY 2018 FY 19-23 Total $251,500 City of Peoria FY 2014 Annual Program Budget Capital Projects Water Pyramid Peak Water Treatment Plant - Upgrades Project Number: UT00037 Council District: Mesquite Project Location: 67th Av and Jomax Rd This project is the City of Peoria's share of upgrades to the City of Glendale Pyramid Peak Water Treatment Plant. Glendale is Description: 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 percent of the Pyramid Peak Water Treatment Plant and is responsible for 23 percent of the cost of plant improvements. Budget by Fiscal Year Category Funding Source Carryover / Base Construction Water Expansion Carryover Construction Water Expansion Base Arts Water Expansion Base Total Budget Operating Impacts FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $23,000 $0 $0 $0 $0 $0 $23,000 $0 $0 $0 $0 $123,585 $1,971,668 $2,095,253 $0 $0 $0 $0 $1,236 $19,717 $20,953 $23,000 $0 $0 $0 $124,821 $1,991,385 $2,139,206 FY 19-23 Total FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Non-Pers OPS $4,025 $4,025 $4,025 $4,025 $4,025 $20,125 $40,250 Total Operating Impacts $4,025 $4,025 $4,025 $4,025 $4,025 $20,125 $40,250 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 and associated Description: communication network equipment at water, wastewater and reclaimed water facilities operated by the city. Included in the project will be the items necessary for full functionality, such as programmable logic controllers (PLCs), monitoring devices, flow meters, radios, sensors, transducers, and related support equipment and housings. The project will also provide for project coordination, public involvement, pre-design studies, design, programming, construction, materials testing, construction administration, utility coordination, utility relocation, processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, as well as development and intergovernmental agreements, as needed. Budget by Fiscal Year Category Funding Source Equipment Water Equipment Wastewater Equipment Water Carryover / Base FY 2014 Carryover $394,416 $0 $0 $0 $0 $0 $394,416 Base $350,000 $350,000 $350,000 $50,000 $50,000 $250,000 $1,400,000 $350,000 $350,000 $350,000 $100,000 $100,000 $500,000 $1,750,000 $1,094,416 $700,000 $700,000 $150,000 $150,000 $750,000 $3,544,416 Base Total Budget FY 2015 332 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Water Technology and Security Master Plan Project Number: UT00304 Council District: Various Project Location: Citywide 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 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total $0 $0 $0 $0 $0 $0 $0 $0 $75,000 $225,000 $0 $0 $75,000 $225,000 $0 $0 $0 $0 $300,000 $0 $300,000 Utility Billing System Project Number: UT00160 Council District: All Project Location: Citywide 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 Funding Source Equipment Wastewater Expansion Base $0 $0 $0 $0 $250,000 $0 $250,000 Equipment Wastewater Base $0 $0 $0 $0 $700,000 $0 $700,000 Equipment Solid Waste Expansion Base $0 $0 $0 $0 $250,000 $0 $250,000 Equipment Equipment Residential Solid Waste Commercial Solid Waste Base Base $0 $0 $0 $0 $0 $0 $0 $0 $700,000 $250,000 $0 $0 $700,000 $250,000 Equipment Water Expansion Base $0 $0 $0 $0 $250,000 $0 $250,000 Equipment Water Base $0 $0 $0 $0 $700,000 $0 $700,000 $0 $0 $0 $0 $3,100,000 $0 $3,100,000 Total Budget FY 2014 FY 2015 333 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Water Utility Security Upgrades Project Number: UT00262 Council District: Various Project Location: Citywide This project will implement security enhancements at water and wastewater facilities. These security enhancements will include Description: technological improvements, procedural changes, and physical barriers.The sites to be improved are part of a list developed by a vulnerability assessment done by the PublicWorks-Utilities Department. Budget by Fiscal Year Category Funding Source Construction Water Construction Wastewater Construction Water Carryover / Base FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Base $185,644 $0 $0 $0 $0 $0 $185,644 $61,882 $0 $0 $0 $0 $0 $61,882 $297,526 $0 $0 $0 $0 $0 $297,526 Base Total Budget Operating Impacts FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Non-Pers OPS $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 Total Operating Impacts $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 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 the interim years between full studies, staff anticipate a lower level of annual support to update information and findings. Budget by Fiscal Year Carryover / Base Funding Source Study Wastewater Base $0 $45,000 $0 $0 $45,000 $45,000 Study Water Base $0 $45,000 $0 $0 $45,000 $45,000 $135,000 $0 $90,000 $0 $0 $90,000 $90,000 $270,000 Total Budget FY 2014 FY 2015 334 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total $135,000 City of Peoria FY 2014 Annual Program Budget Capital Projects Water Water Facility Reconditioning Project Number: UT00206 Council District: Various Project Location: Citywide This project will upgrade and recondition existing water distribution and production facilities. Utilities staff prioritizes projects to Description: be included in this program based on operational needs and facility conditions. The first year in this program will focus on providing monitoring and control to key water transfer points between pressure zones in the city. Subsequent years will address ongoing issues in the city's aging water conveyance system. Budget by Fiscal Year Carryover / Base FY 2014 Water Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Water Base $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,000,000 Water Water Base Base $0 $0 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $25,000 $45,000 $45,000 $700,000 $510,000 $510,000 $510,000 $510,000 $2,550,000 $5,290,000 Category Funding Source Construction Construction Chargebacks Arts Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 19-23 Total Water Meter Replacement Program Project Number: UT00326 Council District: Various Project Location: Citywide 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 lives 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 Funding Source Equipment Wastewater Base $517,698 $517,698 $517,698 $517,698 $517,698 $0 Equipment Water Base $1,052,498 $1,052,498 $1,052,498 $1,052,498 $1,052,498 $0 $5,262,490 $1,570,196 $1,570,196 $1,570,196 $1,570,196 $1,570,196 $0 $7,850,980 Total Budget FY 2014 FY 2015 335 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total $2,588,490 City of Peoria FY 2014 Annual Program Budget Capital Projects Water Water Production Optimization Project Number: UT00252 Council District: Various Project Location: Citywide This project will fund the study, design, and implementation of system optimization through the use of enhanced SCADA Description: (Supervisory Control and Data Acquisition) technology and computer programming solutions. This solution will optimize the performance of the water system, ensuring water quality and adding efficiencies and reliability of water delivery services. Budget by Fiscal Year Category Funding Source Equipment Water Carryover / Base FY 2014 FY 2015 Base $400,000 $100,000 $0 $0 $0 $0 $500,000 $400,000 $100,000 $0 $0 $0 $0 $500,000 Total Budget Operating Impacts FY 2014 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Personal OPS $0 $100,000 $100,000 $100,000 $100,000 $500,000 $900,000 Total Operating Impacts $0 $100,000 $100,000 $100,000 $100,000 $500,000 $900,000 Water/Wastewater/Solid Waste Expansion Fee Update Project Number: UT00070 Council District: All Project Location: Citywide This study will update water, wastewater, and solid waste expansion fees. These fees are required to be updated every two years to Description: 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 Base $0 $0 $50,000 $0 $0 $0 $50,000 Study Water Expansion Base $0 $0 $50,000 $0 $0 $100,000 $150,000 $0 $0 $100,000 $0 $0 $100,000 $200,000 Total Budget FY 2014 FY 2015 336 FY 2016 FY 2017 FY 2018 Category FY 19-23 Total City of Peoria FY 2014 Annual Program Budget Capital Projects Water Well 112-Arrowhead Shores Tank Aeration System Project Number: UT00332 Council District: Project Location: 15410 N. 87th Av This project will provide funds for the design and construction of a tank aeration system that will allow for better air/water mixing Description: and therefore enhance water quality and add more operational flexibility by allowing a wider range in storage times. The addition of online analyzers will improve our knowledge of the ongoing water quality. With these strategies, compliance with regulatory limits can be met, while keeping efficient and flexible operational procedures as viable options. This project will also include needed improvements to the tank related to the goal of enhancing water quality and tank longevity. Budget by Fiscal Year Carryover / Base Funding Source Design Water Base $30,000 $0 $0 $0 $0 $0 $30,000 Construction Arts Water Water Base Base $220,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $220,000 $100,000 $250,000 $0 $0 $0 $0 $100,000 $350,000 Total Budget Operating Impacts FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 Category FY 2016 FY 2017 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $3,000 $3,000 $3,000 $3,000 $15,000 $27,000 Total Operating Impacts $0 $3,000 $3,000 $3,000 $3,000 $15,000 $27,000 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, construction, Description: 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, installation of water main including appurtenances, installation of arsenic and other treatment processes including related piping to meet current water quality requirements, rehabilitation of existing facilities as needed and restoration and or replacement of pavement on 89th Avenue, Country Club Lane, and Union Hills Road, including striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2014 Construction Water Expansion Base $1,587,210 $0 $0 $0 $0 $0 Construction Water Base $1,587,210 $0 $0 $0 $0 $0 $1,587,210 $3,174,420 $0 $0 $0 $0 $0 $3,174,420 Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total $1,587,210 Total Non-Pers OPS $0 $74,575 $74,575 $74,575 $74,575 $372,875 $671,175 Total Operating Impacts $0 $74,575 $74,575 $74,575 $74,575 $372,875 $671,175 337 City of Peoria FY 2014 Annual Program Budget Capital Projects Water Wells - New Construction Project Number: UT00117 Council District: Various Project Location: Citywide The city uses surface water, a renewable water source, as its primary water supply. However, it is still necessary to drill and equip Description: new wells to meet system redundancy requirements as well as future water demand. The wells are expected to be located in the vicinity of the Loop 303 and Lake Pleasant Parkway and other suitable areas. These wells will be "recovery wells" that will recover water available to the city through credits for water reclaimed and recharged to the aquifer. 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, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2014 Construction Water Expansion Carryover $713,829 $0 $0 $0 $0 $0 $713,829 Study Land Water Expansion Water Expansion Base Base $48,835 $38,500 $0 $0 $0 $0 $0 $0 $0 $0 $48,835 $38,500 $97,670 $77,000 Design Water Expansion Base $0 $0 $0 $0 $0 $143,880 $143,880 Construction Chargebacks Water Expansion Water Expansion Base Base $1,759,731 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,425,663 $65,250 $4,185,394 $65,250 Arts Water Expansion $0 $0 $0 $0 $0 $25,695 $25,695 $2,560,895 $0 $0 $0 $0 $2,747,823 $5,308,718 Base Total Budget Operating Impacts FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2016 FY 2017 FY 2018 FY 2018 FY 19-23 FY 19-23 Total Total Non-Pers OPS $0 $73,200 $73,200 $73,200 $73,200 $585,600 $878,400 Total Operating Impacts $0 $73,200 $73,200 $73,200 $73,200 $585,600 $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 Vistancia Description: Utilities Master Plan identifies the water transmission mains that are needed to supply the Vistancia community. The city is funding the oversizing of selected transmission mains to provide water distribution capacity for new development in surrounding areas. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Construction Construction Water Expansion Water Expansion Carryover Base $350,757 $33,272 $0 $693,198 $0 $2,355,703 $0 $299,176 $0 $199,485 $0 $0 $350,757 $3,580,834 Total Budget $384,029 $693,198 $2,355,703 $299,176 $199,485 $0 $3,931,591 338 FY 19-23 Total City of Peoria FY 2014 Annual 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. Budget by Fiscal Year Category Funding Source Other Other Water Resource Project Water Expansion Carryover / Base Base Base Total Budget Operating Impacts FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $0 $0 $0 $1,420,955 $355,239 $0 $355,239 $0 $0 $1,420,955 $355,239 $355,239 FY 2014 FY 2015 FY 2016 FY 2017 FY 19-23 Total $355,239 $0 $355,239 $0 $1,420,956 $1,420,955 $355,239 $355,239 $2,841,911 FY 2018 FY 19-23 Total Non-Pers OPS $0 $0 $133,000 $133,000 $133,000 $881,000 $1,280,000 Total Operating Impacts $0 $0 $133,000 $133,000 $133,000 $881,000 $1,280,000 Zone 5/6E PRV Station Project Number: UT00286 Council District: Mesquite Project Location: Loop 303 and Lake Pleasant Pkwy This project includes land purchase and construction of a pressure reducing valve (PRV) station at the Pressure Zone 5E/6E Description: boundary near Loop 303 on Lake Pleasant Parkway. This PRV will be in line with the 24-inch water main that will connect to the City of Phoenix Lake Pleasant Water Treatment Plant to the north. It will allow service to Zone 5E south of Loop 303. The site may be used for a future reservoir booster station to serve Zone 6E. Budget by Fiscal Year Category Funding Source Carryover / Base Land Water Expansion Base $0 $0 $0 $0 $0 $75,000 $75,000 Design Construction Water Expansion Water Expansion Base Base $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $890,000 $100,000 $890,000 Chargebacks Water Expansion Base $0 $0 $0 $0 $0 $30,000 $30,000 Arts Water Expansion Base $0 $0 $0 $0 $0 $9,900 $9,900 $0 $0 $0 $0 $0 $1,104,900 $1,104,900 Total Budget FY 2014 FY 2015 339 FY 2016 FY 2017 FY 2018 FY 19-23 Total City of Peoria FY 2014 Annual Program Budget 340 City of Peoria FY 2014 Annual 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. Schedule 20 is State of Arizona Auditor General Schedule G which is a summary of the number of FullTime Equivalent Employees and estimated Personnel Compensation by fund type. 341 City of Peoria FY 2014 Annual 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 ESTIMATED BALANCE 7/1/13 PROJECTED REVENUES $44,943,147 $12,712,986 $4,957,420 $106,935,471 $15,913,416 $27,500 $62,613,553 $122,876,387 $11,900,181 $11,640 $1,379 $28,371,138 $34,871,908 $563,197 $504,968 $55,539 $15,536 $5,750,831 $228,546 $82,274,863 $78,871,456 Total Capital Projects Funds 48 General Obligation Bonds 49 MDA Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total $34,939,535 $941,808 $1,822,000 $19,749,390 $119,869 $813,000 $8,970,751 $2,278,900 $859,292 $27,000 $2,654,300 $262,342 $73,438,187 ($463,338) $10,790,736 $9,955,976 ($10,245) $323,555 $2,069,724 $271,748 $22,938,156 $5,248,340 $1,745,688 $18,742,368 $5,892,230 $7,551,713 $703,397 - $39,883,736 - Total Trust & Agency Funds 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 $37,905,155 $21,769,033 $8,518,453 $10,709,946 $5,228,827 $8,053,168 $3,278,776 $7,623,655 $1,916,836 $4,051,221 $7,111,578 $5,590 $604,373 39 Fireman's Pension 40 Agency Funds $11,798,805 $549,078 $143,001 $9,677,852 $6,955,272 $327,953 $671,547 $156,220 $786,629 $6,545,355 $293,443 $23,365,222 $33,996,511 $18,783,536 $5,800,640 TRANSFERS IN TOTAL SOURCES $5,905,843 $5,175,000 $11,080,843 $196,570,783 $1,548,978 $550,000 $10,000 - $2,108,978 $25,247,964 $560,718 $144,380 $38,048,990 $41,827,180 $891,150 $671,547 $1,211,188 $55,539 $802,165 $12,306,186 $521,989 $122,288,996 $2,557,472 $2,010,000 - $4,567,472 $56,708,568 $9,460,261 $12,531,946 $27,535,689 $8,173,037 $4,091,776 $16,594,406 $4,195,736 $4,910,513 $7,138,578 $4,669,890 $866,715 $156,877,115 $153,461 $919,943 $56,015 $708,287 $1,837,706 $30,600 - $157,784,461 $28,626,402 $10,159,920 $4,785,002 $12,689,885 $28,698,344 $5,881,985 $8,795,211 $2,829,136 $980,035 $64,659,598 - $30,600 - $7,392,814 $2,000 $22,935 $1,542,425 - $30,600 - $30,600 $30,758,036 $33,998,511 $18,806,471 $7,343,065 $81,945,909 $8,960,174 - $90,906,083 $30,315,391 $15,062,732 $495,223 $13,317,759 $7,500 $475,850 $7,569,676 - $43,633,150 $22,639,908 $971,073 $45,873,346 $13,801,109 $7,569,676 $67,244,131 $374,517,283 $296,895,348 $27,164,675 $698,577,306 342 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 1 - All Funds Summary OPERATIONS CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE $119,476,344 $1,689,116 $36,221 $1,646,450 $1,810,680 $1,993,571 $121,201,681 $5,450,701 $9,672,000 $142,424 $327,871 $671,547 $1,104,216 $17,591 $646,195 $3,018,225 $521,447 $16,121,516 $50,351,699 $41,539,948 $13,302,221 $904,900 - - $138,122,794 $7,835,796 $2,529,792 $20,500,000 $148,488,382 $1,000,000 $1,000,000 $3,350,000 $100,000 $3,100,000 - $75,413,222 $7,900,000 - - $97,286,397 $4,500,000 - - - $29,657,195 $33,996,103 $7,839,216 $3,595,385 - $1,000,000 - - $154,108,182 $1,000,000 $15,634,408 $7,638,644 $475,600 $23,748,652 $42,196,374 $5,239,641 $3,117,096 $22,124,677 $5,869,887 $8,437,813 $1,330,915 $824,819 $46,944,848 - - $38,159,044 $1,582,722 $9,701,441 $23,105,349 $349,332 $3,768,860 $9,517,046 $3,330,043 $3,073,655 $100,000 $4,598,905 - $1,000,000 $3,500,000 - - $75,087,899 $14,405,468 $24,904,019 $26,596,643 $327,871 $671,547 $1,204,216 $17,591 $646,195 $6,118,225 $521,447 $3,000,000 $600,000 $1,500,000 $300,000 $1,000,000 $1,000,000 $500,000 - - - - $17,000,000 $3,000,000 $500,000 $8,550,000 $5,307,251 $211,953 $7,321,497 $461,520 - $904,900 - $30,600 - $30,600 $3,809,501 - $3,809,501 $9,072,996 $9,489,488 $3,862,653 $3,307,340 - $25,732,477 $5,239,641 $2,117,096 $18,624,677 $5,869,887 $8,437,813 $426,015 $824,819 $229,245,444 $1,336,000 $3,733,468 $23,761,595 $19,437,142 - $46,932,205 $20,778,797 $982,722 $10,421,199 $49,332 $8,517,046 $2,330,043 $2,573,655 $100,000 $4,598,905 - $1,336,000 - - $16,536,817 $75,429 $548,978 $142,849 $5,424,294 $1,057 $295,778 $453 $6,488,838 $3,890,712 $30,600 $19,086,327 $4,829,129 $7,630,128 $165,025,199 $31,545,584 $14,480,897 $548,978 $142,849 $30,328,313 $26,596,643 $327,871 $671,547 $1,205,273 $17,591 $646,195 $6,414,003 $521,900 $41,032,297 $1,583,779 $10,409,591 $23,256,957 $349,332 $3,768,860 $9,521,123 $3,330,043 $3,073,655 $100,000 $4,601,472 $150,000 $101,177,109 $2,416 $36,404 $7,248 $42,240 $160,000 - $248,308 $5,242,057 $3,117,096 $22,161,081 $5,877,135 $8,480,053 $1,490,915 $824,819 $47,193,156 - - $29,657,195 $33,996,103 $8,839,216 $3,595,385 $138,698,134 $23,797,273 $2,529,792 $81,902,060 $2,873,253 $1,057 $708,150 $151,608 $4,077 $2,567 $150,000 $30,600 - - $10,767,067 $11,740 $1,531 $7,720,677 $15,230,537 $563,279 $5,915 $37,948 $155,970 $5,892,183 $89 $15,676,271 $7,876,482 $2,122,355 $4,278,732 $7,823,705 $322,916 $7,073,283 $865,693 $1,836,858 $7,038,578 $68,418 $716,715 $30,600 ($457,055) $9,572,789 $6,537,263 $4,850 $315,158 $1,338,221 $155,216 - $76,087,899 $14,818,184 - $15,634,408 $7,638,644 $475,600 $27,998,742 $15,001,264 $495,473 343 $27,164,675 32 33 34 35 36 37 38 39 40 $1,100,841 $2,408 $9,967,255 $3,747,680 - $23,748,652 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 $17,466,442 $15,634,408 $7,638,644 $475,600 $468,000,000 4 5 6 7 8 9 10 11 12 13 14 15 $55,700,006 $30,600 - $29,657,195 $33,996,103 $8,839,216 $3,595,385 1 2 3 $40,386,936 $76,087,899 - $42,450,000 $575,340 $15,961,477 - TOTAL USES ESTIMATED BALANCE 6/30/14 $23,748,652 $43,495,479 $495,164,675 $203,412,631 41 42 43 44 45 46 47 48 49 50 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $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 $27,744 $1,836,181 $7,171 $90,269 $0 $5,554,533 $320,795 $1,666,731 $276,385 $611,420 $1,275,621 $156,799 $17,489,062 $640,241 $2,191,358 $0 $724,424 $115,806 $192,051 $314,665 $2,521,693 $7,723 $31,592 $2,762,517 $1,321,646 $40,136,427 $27,000 $2,100,000 $7,500 $90,000 $1,000 $5,800,000 $300,000 $1,800,000 $280,000 $620,000 $1,400,000 $158,100 $18,350,000 $620,000 $2,150,000 $0 $700,000 $125,000 $200,000 $300,000 $2,155,026 $0 $25,000 $2,750,000 $1,350,000 $41,308,626 $27,000 $1,900,000 $7,500 $90,000 $0 $5,973,231 $306,000 $1,836,000 $280,000 $612,000 $1,441,814 $161,262 $19,002,010 $638,518 $2,171,215 $0 $727,814 $75,000 $275,000 $275,000 $1,998,580 $0 $25,000 $2,777,136 $1,350,000 $41,950,080 $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 $31,178 $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 $38,137 $123,816 $217,041 $18,098 $13,475 $357,787 $47,352 $29,965 $120,670 $61,399 $56,610 $4,680 $5,275 $20,830 $19,570 $34,600 $14,995 $3,700 $5,100 $15,463 $3,500 $10,120 $48,835 $54,531 $120,000 $300,000 $55,000 $11,716 $480,000 $57,498 $30,000 $100,000 $90,000 $200,000 $18,000 $12,530 $80,000 $85,000 $125,000 $50,000 $8,000 $11,838 $15,000 $5,000 $45,000 $57,240 $50,000 $110,000 $250,000 $40,000 $11,950 $300,000 $58,648 $29,060 $100,000 $60,401 $100,000 $9,475 $12,781 $58,666 $50,000 $73,349 $23,041 $6,051 $12,075 $7,500 $5,000 $50,000 $58,385 $45,000 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 Charges for Service 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 Fire-Plans Review Fee 344 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Fire-New Bldg Inspection Fee Expedited Plan Check Fee Expedited Eng Svc Rev Fees 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 EMS Contract Misc Fees Fire Svc to County Islands Fire EMT Services Fire- Commercial Inspections Fire-Resale Revenue Swimming Pool Fees Swim Pool Admin Fees-Txb Rec Revenue-Outdoor 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 - Adult Rec Revenue-SIC - Youth Rec Revenue-Sports Programs - Adult 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 Services 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 Training Revenue Diversity Committee Revenue Passport Photo Fees COBRA Health Ins Contrib Lien Filing Fees In Kind Revenues Adv Sales-CS Brochure Allocated Interdept Svc Chrgs FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate $4,134 $160 $630 $13,427 $9,495 $11,565 $0 $1,180 $30 $25,329 $471,459 $0 $13,385 $0 $349,815 $0 $248,951 $1,609 $0 $1,938,011 $409,315 $184,314 $2,364 $764,711 $0 $223,351 $0 $669,399 $69,337 $88,697 $139,160 $99,876 $153 $758,701 $648 $1,235 $0 $3,206 $4,394 $0 $14,597 $423,416 $73,973 $5,852 $0 $0 ($39) $82 $72 $300 $6,293 $10,915,987 $12,230 $5,040 $1,640 $3,770 $7,515 $8,715 $300 $660 $0 $43,433 $308,601 $254,292 $2,442 $382 $321,761 $12,477 $241,228 $2,825 $0 $1,805,789 $414,784 $170,371 $1,741 $741,467 $0 $212,267 $0 $725,936 $71,825 $77,324 $145,795 $78,400 $167 $774,397 $452 $1,427 $0 $8,430 $8,320 $0 $11,660 $433,627 $41,005 $0 $10,055 $338 ($15) $0 $2,322 $0 $0 $11,137,567 $20,215 $4,080 $4,800 $11,718 $2,355 $5,325 $100 $540 $0 $32,331 $400,333 $358,100 $3,698 $0 $203,061 $11,318 $259,565 $2,999 $0 $1,939,466 $356,955 $159,409 $2,648 $726,682 $0 $206,487 $0 $783,768 $81,494 $71,467 $197,594 $89,991 ($1) $819,999 $357 $2,875 ($87) $10,874 $4,989 $1,770 $16,513 $428,176 $65,766 $0 $26,640 $0 $0 $554 $1,330 $0 $0 $12,340,428 $15,000 $4,000 $0 $5,000 $7,497 $7,497 $0 $400 $0 $25,000 $475,000 $358,172 $5,000 $0 $200,000 $3,000 $265,000 $0 $7,489 $2,100,037 $369,157 $171,350 $0 $751,988 $78,000 $161,000 $307,622 $481,445 $98,687 $66,695 $270,750 $89,500 $0 $758,939 $5,658 $74,776 $0 $9,000 $6,500 $10,807 $8,000 $215,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $12,073,111 345 FY 2014 Budget $10,000 $2,185 $0 $5,000 $7,647 $7,647 $0 $400 $0 $25,000 $477,236 $365,241 $0 $0 $225,000 $2,000 $320,775 $0 $7,489 $1,940,000 $370,750 $171,350 $0 $730,100 $40,000 $170,000 $696,385 $449,370 $98,687 $71,420 $164,300 $92,500 $0 $829,500 $500 $3,000 $0 $9,000 $8,000 $2,000 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $12,743,337 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category FY 2011 Actual FY 2012 Actual FY 2013 Estimate $1,913,484 $127,420 $21,114,496 $1,297,194 $90,000 $20,800,158 $1,609,945 $120,000 $22,674,040 $1,778,454 $120,000 $23,441,353 $1,719,859 $120,000 $23,407,060 $972,864 $677,459 $65,505 $33,377 $109,576 $2,190 $9,285 $97,319 $98,932 $24,732 $0 $76,837 $90,146 $86,250 $175,804 $5,476 $2,525,753 $1,081,370 $684,251 $75,696 $23,950 $172,400 $5,404 $9,201 $100,561 $186,537 $46,634 $0 $87,603 $104,185 $60,242 $175,500 $0 $2,813,535 $1,114,866 $469,456 $39,031 $28,920 $153,343 $3,720 $8,228 $49,934 $135,623 $33,905 $13,953 $93,519 $119,097 $49,913 $207,900 $0 $2,521,407 $900,000 $350,000 $25,000 $30,000 $110,000 $3,000 $351 $2,945 $170,347 $16,200 $15,600 $85,000 $110,000 $60,000 $100,000 $900 $1,979,343 $925,000 $400,000 $50,000 $20,000 $130,000 $3,000 $0 $0 $173,709 $40,000 $15,908 $85,000 $122,112 $60,000 $100,000 $0 $2,124,729 $508,055 $253,410 $189,737 $175,000 $175,000 State Shared Sales Tax $10,137,682 Urban Revenue Sharing $17,469,936 Peoria Distr Share-Pool $181,434 Intergovtl Partic-PD $75 Library Intergovtl Revenues $94,639 Grant Revenue $50,000 Grant Revenue-Comm Svc $7,502 Grant Revenue - Police $12,000 Grant Revenue - Federal $9,077 Auto Lieu Tax $4,634,263 Subtotal - Intergovernmental Revenue $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 $12,087,651 $13,231,006 $158,559 $0 $67,431 $0 $7,928 $0 $2,248 $4,944,181 $30,499,004 $12,620,000 $15,735,981 $183,667 $0 $65,000 $4,500 $7,975 $0 $0 $5,107,490 $33,724,613 $13,136,907 $16,994,859 $220,667 $0 $65,000 $0 $0 $0 $0 $5,215,662 $35,633,095 $174,200 $559,791 $51,390 $613,875 $41,710 $75,595 $34,470 $7,832 $29,785 $7,409 $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 $600 $0 $1,658,903 $273,185 $826,837 $55,029 $748,855 $46,995 $78,253 $44,210 $300 $30,360 ($1,470) $400 $250 $2,103,205 $325,000 $1,050,000 $53,233 $641,294 $45,000 $73,000 $40,000 $600 $28,000 $4,000 $1,000 $0 $2,261,127 $331,500 $1,000,000 $54,284 $653,950 $45,000 $73,000 $25,000 $0 $28,000 $4,000 $1,000 $0 $2,215,734 $110,270 $137,097 $290,228 $75,000 $75,000 Account Description CIP Engineering Charges CIP Finance Charges Subtotal - Charges for Service FY 2010 Actual FY 2014 Budget Fines & Forfeitures Court Fines and Forfeitures Traffic School Receipts Code Enforcement Fines Deferred Prosecution Fees Incarceration Fees Enhanced School Zone Fines Red Light Process Svc Fee Red Light Admin Fees 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 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 Off-Track Betting License Telecommunications License Subtotal - Licenses & Permits Miscellaneous Income Misc Police Revenues 346 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Reimb Revenue-General State Fire Reimbursement Reimb from Workers Comp Reimbursement-Jury Duty Reimbursement for O/T Reimb-Damage to City Prop. Reimb-Comm Svcs Reimbursement-Prop Taxes Reimb-Park Maint Fees Reimbursement-Recording Fees Reimb Rev-Courier Fees Reimb Rev-Empl Overpymt Repymt Zone Revenues Contributions - General Contributions-Comm. Svcs. Cash Over/Short Cash Over/Short-Comm Svcs Misc A/R Penalties Auction Proceeds Other Revenue Southwest Gas Capital Funds Subtotal - Miscellaneous Income FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $149,271 $91,378 $71,414 $79 $5,150 $10 $0 $1,387 $16,262 $318 $324 $0 $0 $1,800 $0 ($2,356) ($6) $87,092 $40,817 $55,361 $0 $628,571 $1,113,493 $67,984 $6,174 $77 $9,341 $0 $0 $0 $0 $0 $0 $2,935 $113,123 $0 $0 ($301) $16 $64,153 $43,920 $408,296 $0 $1,966,307 $41,723 $134,818 $6,259 $291 $6,529 $0 $0 $0 $0 $0 $0 $0 $490,235 $0 $0 ($816) $44 $2,869 $33,535 $216,218 $0 $1,221,933 $30,000 $90,000 $0 $50 $25,000 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $37,690 $0 $0 $5,000 $15,000 $17,000 $420,000 $724,740 $30,000 $90,000 $0 $0 $25,000 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $15,000 $15,000 $420,000 $685,000 $33,426 $62,695 $0 $45,656 $0 $32,039 $0 $123,441 $14,350 $15,354 $29,325 $47,564 $7,331 $10,106 $421,289 $31,695 $65,960 $0 $51,309 $0 $26,522 $0 $112,558 $12,439 $22,491 $29,313 $49,863 $0 $0 $402,150 $40,576 $66,515 $0 $72,992 $0 $29,654 $0 $117,962 $12,356 $22,053 $33,920 $51,058 $0 $39,346 $486,432 $30,000 $68,000 $0 $58,000 $0 $27,000 $0 $110,951 $12,439 $26,500 $29,500 $30,000 $0 $12,000 $404,390 $30,000 $70,000 $72,060 $93,800 $106,800 $28,000 $22,000 $120,000 $15,239 $52,374 $29,500 $0 $0 $0 $639,773 $0 $0 $0 $0 $105,000 $0 ($68,479) $0 $0 $0 Rents General Rent Revenue Rio Vista Ramada Rentals Pioneer Park Ramada Rentals Rio Vista Field Permits/Rental Pioneer Park Field Permits/Rental Rio Vista Concessions Rent Pioneer Park 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 Rec Revenue-Special Events Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - General Fund $97,646,683 $91,428,799 $99,832,185 $104,019,192 $106,935,471 $13,212 $1,264,166 $5,364 $12,814 $891,952 $3,559 $13,875 $918,257 $3,586 $13,500 $1,050,000 $3,750 $13,500 $950,000 $3,750 Half-Cent Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing 347 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Sales Tax-Publishing 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 FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $57,874 $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 $45,730 $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 $45,143 $1,388,827 $160,424 $833,566 $138,218 $67,944 $637,958 $78,414 $8,746,820 $160,083 $1,095,679 $0 $362,278 $56,846 $93,640 $157,362 $14,958,919 $45,000 $1,450,000 $150,000 $900,000 $140,000 $68,889 $700,000 $79,050 $9,025,000 $155,000 $1,075,000 $0 $350,000 $62,500 $100,000 $150,000 $15,517,689 $45,000 $1,493,308 $153,000 $918,000 $140,000 $68,000 $720,907 $80,631 $9,345,675 $159,630 $1,085,608 $0 $363,907 $37,500 $137,500 $137,500 $15,853,416 $154,882 $77,084 $58,254 $50,000 $60,000 $0 ($20,652) $0 $0 $0 Interest Income Interest Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Half-Cent Sales Tax Fund $14,006,685 $13,109,148 $15,017,174 $15,567,689 $15,913,416 $7,928 $758,469 $3,218 $34,721 $0 $761,985 $83,693 $492,111 $95,577 $74,292 $318,138 $49,355 $4,477,202 $87,251 $627,847 $0 $234,275 $0 $150,536 $62,453 $8,319,051 $7,689 $535,199 $2,136 $27,441 $0 $734,632 $76,560 $445,634 $80,248 $70,902 $304,541 $44,670 $4,458,218 $83,086 $554,729 $6 $196,351 $0 $92,476 $61,840 $7,776,356 $8,326 $550,972 $2,152 $27,089 $0 $832,830 $96,249 $500,197 $82,941 $81,487 $382,601 $47,054 $5,247,977 $95,996 $657,592 $0 $217,390 $0 $56,539 $94,426 $8,981,815 $8,100 $630,000 $2,250 $27,000 $294 $870,000 $90,000 $540,000 $84,000 $82,667 $420,000 $47,430 $5,415,000 $93,000 $645,000 $0 $210,000 $37,500 $60,000 $90,000 $9,352,241 $8,100 $570,000 $2,250 $27,000 $0 $895,985 $91,800 $550,800 $84,000 $81,600 $432,545 $48,379 $5,607,405 $95,778 $651,365 $0 $218,345 $22,500 $82,500 $82,500 $9,552,852 $225,750 $167,580 $129,009 $110,000 $125,000 Transportation Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Taxes Interest Income Interest Income 348 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Miscellaneous Income Reimb Revenue-General FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $0 $0 $0 $11,526 $0 $0 ($30,102) $0 $0 $0 Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Transportation Sales Tax Fund $8,544,800 $7,913,834 $9,110,824 $9,473,767 $9,677,852 $8,409,309 $6,940,032 $6,732,027 $6,934,981 $7,550,713 $20,836 $5,964 $3,649 $2,000 $1,000 $10,578 $108 $0 $870 $11,557 $9,584 $180 $13,838 $0 $23,602 $364 $132 $0 $0 $496 $8,955 $0 $0 $0 $8,955 $0 $0 $0 $0 $0 $0 ($2,778) $0 $0 $0 Information Technology Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Auction Proceeds Other Revenue Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Information Technology Fund $8,441,703 $6,966,820 $6,736,172 $6,945,936 $7,551,713 $3,944 $2,205 $1,788 $6,000 $7,500 $0 $0 $1,370 $0 $0 $0 ($526) $0 $0 $0 Economic Development Reserve Fund Interest Income Interest Income Intergovernmental Revenue Grant Revenue Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Economic Development Reserve Fund $3,944 $1,679 $3,158 $6,000 $7,500 $509,100 $477,800 $533,066 $635,308 $701,397 $25,908 $9,626 $10,525 $9,000 $2,000 $7,495 $292 $11,567 $9,583 $0 Information Technology Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds 349 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Information Technology Reserve Fund FY 2010 Actual FY 2011 Actual $0 FY 2012 Actual ($3,455) FY 2013 Estimate FY 2014 Budget $0 $0 $0 $542,502 $484,263 $555,159 $653,891 $703,397 $5,746,400 $5,536,507 $5,280,628 $5,895,231 $5,892,130 $10,748 $7,445 $2,004 $0 $100 $0 $2,338 $36 $331 $2,705 $0 $0 $24 $0 $24 $0 $0 $0 $0 $0 $1,040 $0 $0 $0 $1,040 $0 $0 $0 $0 $0 $0 ($1,433) $0 $0 $0 Facilities Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimb from Workers Comp Reimbursement-Jury Duty Other Revenue Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Facilities Fund $5,759,853 $5,542,543 $5,282,632 $5,896,271 $5,892,230 $506 $4,319,592 $4,320,098 $1,741 $4,730,935 $4,732,676 $2,324 $4,956,781 $4,959,105 $2,576 $5,105,593 $5,108,169 $0 $5,248,340 $5,248,340 Reimb Revenue-General Reimb from Workers Comp Reimbursement-Jury Duty Subtotal - Miscellaneous Income $0 $3,156 $60 $3,216 $0 $0 $0 $0 $3,556 $0 $0 $3,556 $0 $0 $0 $0 $0 $0 $0 $0 Total - Fleet Maintenance Fund $4,323,314 $4,732,676 $4,962,661 $5,108,169 $5,248,340 $1,753,714 $271,406 $1,091,358 $1,506,892 $1,708,688 $117,658 $58,085 $48,302 $32,000 $37,000 $196,280 $192,010 $0 $0 $0 $0 $0 $0 $2,747 $6,028 $1,812 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fleet Maintenance Fund Charges for Service Recycling Program Revenue Interdepartmental Svc Chg Subtotal - Charges for Service Miscellaneous Income Fleet Reserve Fund Charges for Service Interdepartmental Svc Chg 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 350 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Gain on Disp of FA-Pub Wrks Auction Proceeds Subtotal - Miscellaneous Income FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $0 $0 $0 $66,053 $0 $76,640 $0 $9,060 $9,060 $0 $48,462 $48,462 $0 $0 $0 $0 ($15,689) $0 $0 $0 Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Fleet Reserve Fund $2,067,652 $582,453 $1,148,720 $1,587,354 $1,745,688 $23,564,788 $211,242 Subtotal - Taxes $23,776,030 $19,533,972 $210,873 $19,744,845 $16,735,182 $207,843 $16,943,025 $14,217,934 $106,610 $14,324,544 $13,219,479 $30,000 $13,249,479 $391,574 $54,307 $1,183 $0 $447,064 $409,691 $33,325 $1,207 $5 $444,227 $431,477 $11,298 $1,230 $355 $444,360 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $222,496 $121,115 $98,239 $91,516 $75,780 $100,000 $0 $0 $0 $0 $0 ($29,587) $0 $0 $0 Debt Service Fund Taxes Property Tax SRP In-lieu Tax Assessment Revenue Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Debt Service Fund $24,545,589 $20,280,601 $17,485,625 $14,416,060 $13,325,259 $537,708 $179,360 $104,377 $106,500 $76,200 $3,231,502 $0 $0 $0 $0 $0 ($12,262) $0 $0 $0 Bond Proceeds $29,170,000 Bond Proceeds $495,890 Proceeds of Refunding Bonds $0 Subtotal - Bond Proceeds $29,665,890 $0 $0 $0 $0 $14,715,000 $645,188 $13,690,000 $29,050,188 $35,510,000 $1,039,481 $0 $36,549,481 $7,318,614 $0 $0 $7,318,614 $167,098 $29,154,564 $36,655,981 $7,394,814 Bond Fund Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Bond Proceeds Total - Bond Fund $33,435,100 351 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget 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 Commercial Recycling Fees Subtotal - Charges for Service $2,614 $12,311 $4,262 $998,522 $561,741 $718,029 $0 $2,297,479 $3,111 $12,685 $672 $851,736 $421,239 $667,448 $0 $1,956,891 $2,528 $15,458 $1,568 $841,326 $476,167 $731,335 $0 $2,068,382 $2,400 $15,000 $15,000 $830,000 $490,000 $740,000 $125,000 $2,217,400 $2,400 $15,000 $15,000 $825,000 $550,000 $740,000 $125,000 $2,272,400 $15,445 $11,131 $8,840 $7,000 $6,500 $0 $60 $0 $0 $0 $0 ($2,059) $0 $0 $0 Interest Income Interest Income Miscellaneous Income Reimbursement-Jury Duty Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Commercial Sanitation Fund $2,312,924 $1,966,022 $2,077,222 $2,224,400 $2,278,900 $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 $55,444 $521,691 $25,410 $219,860 $8,860,216 $91,146 $9,773,767 $55,000 $430,000 $26,000 $203,000 $8,000,000 $101,274 $8,815,274 $55,000 $450,000 $26,000 $203,000 $8,100,000 $109,251 $8,943,251 $19,996 $22,973 $26,668 $26,000 $27,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500 $72 $572 $0 $0 $0 $0 ($2,666) $0 $0 $0 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 Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Residential Sanitation Fund $9,548,297 $9,385,756 $9,800,435 $8,841,846 $8,970,751 $614,302 $649,695 $872,474 $1,003,736 $849,292 $49,979 $21,481 $18,456 $18,790 $10,000 Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income 352 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Miscellaneous Income Gain on Disposal of F/A Auction Proceeds Subtotal - Miscellaneous Income FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $0 $250 $250 $38,164 $0 $38,164 $0 $5,651 $5,651 $0 $41,789 $41,789 $0 $0 $0 $0 ($6,664) $0 $0 $0 Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Sanitation Equipment Reserve Fund $664,531 $702,675 $896,581 $1,064,315 $859,292 $136,087 $0 $58,108 $453,908 $30,000 $171,599 $0 $10,000 $55,460 $11,889 $294,417 $6,743 $68,177 $1,296,388 $145,790 $0 $12,000 $430,319 $30,000 $156,572 $0 $10,000 $40,626 $11,541 $288,192 $8,286 $59,107 $1,192,432 $143,827 $0 $68,718 $415,165 $30,000 $158,361 $0 $10,000 $49,415 $10,470 $330,266 $8,150 $33,690 $1,258,061 $145,000 $114 $0 $476,000 $0 $170,000 $58,500 $10,000 $10,000 $12,000 $334,000 $8,000 $30,548 $1,254,162 $155,000 $0 $0 $476,000 $0 $180,000 $58,500 $10,000 $10,000 $12,000 $326,000 $8,000 $76,342 $1,311,842 $15,724 $12,006 $10,550 $7,325 $6,300 $480 $0 $480 $40 $0 $40 $0 $2,750 $2,750 $0 $0 $0 $0 $0 $0 $33,993 $64,490 $144,708 $150,938 $70,358 $68,848 $66,530 $188,235 $522,595 $33,326 $227,839 $0 $1,571,860 $27,646 $45,498 $82,737 $185,050 $69,724 $65,238 $51,586 $128,160 $517,912 $42,904 $208,382 $0 $1,424,837 $52,342 $56,589 $7,202 $176,581 $54,258 $89,326 $69,189 $131,648 $567,065 $62,155 $217,987 $0 $1,484,343 $50,000 $85,000 $14,663 $185,000 $5,000 $20,000 $80,000 $150,000 $595,000 $50,000 $236,000 $2,500 $1,473,163 $50,000 $70,000 $0 $185,000 $90,000 $90,000 $80,000 $150,000 $595,000 $50,000 $236,000 $2,500 $1,598,500 $0 ($2,097) $0 $0 $0 $2,755,704 $2,734,650 $2,916,642 Sports Complex Fund Charges for Service Sports Complex Program Revenue Recycling Program Revenue In Kind Revenues Ticket Sales-Spring Trg Ticket Sales-Premium Ticket Sales- Facility Surchg Ticket Sales- Non Gen Admiss 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 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 Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Sports Complex Fund $2,884,451 353 $2,627,218 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget Streets Fund Taxes Sales Tax-Utilities $3,139,823 $2,774,447 $3,287,657 $3,225,000 $3,286,725 $0 $0 $28,551 $450 $6,248 ($1,521) $1,505 $0 $295,000 $114,840 $445,074 $0 $0 $89,477 $150 $0 $1,000 $3,436 $0 $295,000 $99,905 $488,968 $359 $0 $31,324 $0 $0 $2,500 $3,833 $1 $295,000 $91,485 $424,502 $181 $706 $35,000 $0 $0 $0 $6,000 $0 $295,000 $75,000 $411,887 $0 $0 $25,000 $0 $0 $2,000 $4,000 $0 $295,000 $100,000 $426,000 $111,928 $68,285 $54,155 $50,000 $75,000 $7,852,103 $7,231,157 $7,714,173 $7,854,000 $8,011,080 $0 $973 $0 $973 $695 $75 $4,984 $5,754 $0 $0 $0 $0 $1,193 $0 $0 $1,193 $0 $0 $0 $0 $0 ($15,172) $0 $0 $0 Charges for Service Reimb for O/S Inspec O/T Recycling Program Revenue Street Sign Revenue Street Light Shields/Relocation Fee Street Mnt Fees-Solid Waste Street Cut Surcharge Fog Seal Revenues Fees for General Services Allocated Interdept Svc Chrgs CIP Engineering Charges 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 Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Streets Fund $11,549,900 $10,553,440 $11,480,488 $11,542,080 $11,798,805 $32,218 $13,588 $45,806 $34,457 $6,222 $40,679 $26,799 $15,903 $42,702 $25,000 $8,000 $33,000 $25,000 $8,000 $33,000 $1,631 $1,193 $2,520 $3,000 $3,000 $375,639 $0 $152,526 $528,165 $0 $0 $91,345 $91,345 $0 $100,722 $21,357 $122,079 $0 $38,211 $150,646 $188,857 $0 $0 $100,220 $100,220 $19,798 $0 $19,798 $157,731 $0 $157,731 $32,502 $0 $32,502 $30,000 $40 $30,040 $20,000 $0 $20,000 $0 ($200) $0 $0 $0 Transit Fund Charges for Service Transit Collections Advertising-Bus Shelters Subtotal - Charges for Service Interest Income Interest Income Intergovernmental Revenue Local Transportation Aid Grant Revenue Grant Revenue - Federal Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt 354 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Total - Transit Fund FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $595,400 $290,747 $199,803 $254,897 $156,220 $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 $78,628 $15,648,747 $847,522 $45,277 $1,573,434 $18,193,608 $80,000 $17,500,000 $845,000 $43,760 $1,248,773 $19,717,533 $80,000 $17,900,000 $850,000 $91,869 $895,390 $19,817,259 $98,317 $51,269 $41,447 $31,000 $32,000 $717,733 $23,584,042 $24,301,775 $56,437 $0 $56,437 $49,213 $0 $49,213 $20,000 $0 $20,000 $20,000 $0 $20,000 $0 ($13,110) $0 $0 $0 Bond Proceeds Proceeds of Refunding Bonds Forgiveness of Contracts Pay Subtotal - Bond Proceeds $0 $0 $632,338 $632,338 $0 $0 $0 $0 $550,859 $6,187,824 $0 $6,738,683 $0 $0 $0 $0 $0 $0 $0 $0 Total - Wastewater Fund $43,106,250 $17,006,581 $25,022,950 $19,768,533 $19,869,259 Non-Potable Water Fees $0 Reclaimed Water Fees $519,694 Water Fees $28,545,844 Utility Late Fee Charges $113,495 New Service Fee-Water $302,836 Water Meter Charges $130,664 Disconnect/Reconnect Fees $387,780 Damaged Property Fees $13,025 Utility Delinquent Letter Fee $49,153 Utilities Tampering Fees $6,245 Field Trip Svc Fee-Utilities $3,272 ADWR Water Resource Fee $0 Quintero WTP Fees $362,408 Recycling Program Revenue $0 Fees for General Services $8,580 Lien Filing Fees $1,384 Interdepartmental Svc Chg $123,310 Allocated Interdept Svc Chrgs $17,670 Subtotal - Charges for Service $30,585,360 $94,375 $456,432 $26,338,554 $108,535 $287,903 $137,663 $344,460 $9,023 $46,852 $12,280 $3,952 $0 $555,830 $0 $11,177 $592 $80,632 $0 $28,488,261 $247,738 $515,769 $30,905,506 $110,731 $314,564 $208,000 $338,216 $12,705 $47,639 $9,920 $6,570 $203,254 $969,404 $1,565 $7,461 $312 $53,568 $17,670 $33,970,592 $235,000 $580,000 $31,800,000 $110,000 $275,000 $180,000 $240,000 $12,000 $48,000 $10,000 $10,000 $0 $256,800 $30,000 $5,000 $200 $88,037 $12,235 $33,892,272 $235,000 $690,000 $32,700,000 $110,000 $290,000 $200,000 $240,000 $12,000 $48,000 $10,000 $10,000 $0 $256,800 $30,000 $5,000 $500 $88,608 $12,235 $34,938,143 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 Donations of Capital Assets Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Bond Proceeds Water Fund Charges for Service 355 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Interest Income Interest Income FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $241,395 $147,798 $130,814 $118,000 $119,000 $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 $0 $0 $60 $0 $0 $3,225 $0 $3,285 $250 $0 $0 $0 $0 $3,321 $0 $3,571 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($32,188) $0 $0 $0 Bond Proceeds Proceeds of Refunding Bonds Forgiveness of Contracts Pay Subtotal - Bond Proceeds $0 $0 $747,400 $747,400 $0 $0 $0 $0 $1,521,597 $17,092,176 $0 $18,613,773 $0 $0 $0 $0 $0 $0 $0 $0 Total - Water Fund $57,915,670 $28,631,110 $52,718,465 $34,013,843 $35,057,143 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 $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 $774,396 $576,241 $31,784 $46,021 $141,803 $356,889 $513,569 $4,342,378 $256,963 $184,668 $1,605,063 $388,535 $973,211 $70,734 $10,262,256 $1,025,927 $745,717 $0 $0 $167,479 $403,341 $557,019 $4,622,426 $530,315 $131 $1,380,000 $317,000 $750,000 $0 $10,499,355 $853,146 $620,046 $0 $0 $139,194 $319,485 $441,180 $3,963,799 $546,190 $0 $1,450,000 $330,000 $800,000 $0 $9,463,040 $550,274 $286,711 $236,884 $204,646 $154,232 $0 ($73,375) $0 $0 $0 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 Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Bond Proceeds Impact Fees Fund Charges for Service Interest Income Interest Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Impact Fees Fund $8,680,919 $6,217,786 $10,499,140 $10,704,001 $9,617,272 $1,297,782 $1,403,401 $1,345,622 $1,189,212 $325,000 Improvement District Fund Assessment Revenue Assessment Principal 356 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $467,946 $1,221 $155 $1,767,104 $349,163 $4,618 $30 $1,757,213 $266,292 $11,829 ($777) $1,622,966 $214,214 $3,625 $1,800 $1,408,851 $149,600 $0 $1,000 $475,600 $7,731 $2,356 $1,325 $1,103 $250 $0 ($40,190) $0 $0 $0 $0 ($648) $0 $0 $0 Interest Income Interest Income Miscellaneous Income Developer Contributions Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Improvement District Fund $1,774,835 $1,718,730 $1,624,291 $1,409,954 $475,850 $872,477 $143,219 $2,294,682 $5,668,060 $0 $8,978,439 $1,816,259 $216,560 $2,063,691 $9,755,685 $735,614 $14,587,808 $2,076,178 $264,184 $2,617,820 $10,827,210 $949,498 $16,734,890 $2,363,338 $150,000 $2,469,537 $11,600,000 $1,100,009 $17,682,884 $2,465,942 $212,306 $2,584,864 $12,121,558 $1,296,198 $18,680,868 $100,757 $67,865 $56,365 $54,180 $61,500 $502,089 $0 $121,092 $0 $0 $623,181 $18,504 $0 $160,098 $1,815 $0 $180,417 $7,475 $40 $166,385 $10,599 $3,509 $188,008 $0 $0 $58,928 $25,727 $0 $84,655 $0 $0 $0 $0 $0 $0 $0 ($13,435) $0 $0 $0 Insurance Reserve Fund Charges for Service Employee Health Ins Contrib COBRA Health Ins Contrib Interdepartmental Svc Chg Employer Health Ins Contrib Employer Workers Comp Contrib Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Reimb-Damage to City Prop. Reimbursement-Claims Other Revenue Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Insurance Reserve Fund $9,702,376 $14,822,655 $16,979,263 $17,821,719 $18,742,368 $1,592 $1,546 $96 $82 $82 $177,710 $97,324 $657,243 $932,277 $209,878 $0 $626,269 $836,147 $140,461 $0 $0 $140,461 $327,871 $0 $0 $327,871 $327,871 $0 $0 $327,871 $180,888 $0 $0 $0 $0 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 357 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Rents Housing Rent Total - Housing Fund FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $88,553 $0 $0 $0 $0 $1,203,310 $837,693 $140,557 $327,953 $327,953 $2,170 $3,126 $1,666 $4,400 $1,000 $0 $509,391 $3,225,083 $134,288 $3,868,762 $0 $646,072 $3,694,926 $306,444 $4,647,442 $0 $1,098,095 $1,736,813 $171,892 $3,006,800 $0 $615,496 $2,240,269 $510,738 $3,366,503 $3,000,000 $503,512 $2,898,617 $488,740 $6,890,869 $60,000 $83,211 $90,408 $329 $0 $0 ($237) $0 $0 $0 Grant Fund Interest Income Interest Income Intergovernmental Revenue Intergovtl Participation Grant Revenue Grant Revenue - Federal Seizure Revenue Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Grant Fund $3,930,932 $4,733,542 $3,098,874 $3,371,232 $6,891,869 Subtotal - Taxes $446,207 $171,484 $617,691 $456,191 $147,986 $604,177 $484,321 $162,480 $646,801 $516,729 $137,543 $654,272 $548,978 $142,849 $691,827 CFD Appl/Process Fee Rec Revenue-Teen Program Utility Late Fee Charges Storm Water Fee Interdepartmental Svc Chg Subtotal - Charges for Service $0 $0 $1,020 $782,366 $729,574 $1,512,959 $0 $0 $1,638 $751,402 $258,772 $1,011,812 ($25,000) $0 $1,544 $802,943 $304,357 $1,083,844 $0 $4,096 $1,600 $815,000 $1,423,437 $2,244,133 $0 $4,500 $1,600 $820,000 $1,222,276 $2,048,376 $27,937 $201,414 $229,352 $30,955 $224,372 $255,326 $30,032 $205,583 $235,615 $20,000 $160,000 $180,000 $0 $160,000 $160,000 $372,281 $195,956 $200,847 $133,660 $72,787 $674 $1,250 $20,466 $22,390 $613 $0 $12,624 $13,237 $621 $0 $18,928 $19,549 $33,600 $0 $3,874 $37,474 $30,600 $0 $0 $30,600 $2,150,748 $3,135 $14,851,503 $27,800 $10,335,683 $2,392 $2,355,233 $2,000 $1,527,425 $1,329 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 Grant Revenue Muni Court Allocation (FTG) Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General Contributions - General 358 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category FY 2010 Actual Account Description Contributions-Fire Contributions-Comm. Svcs. Contributions-Library Commissions Other Revenue Subtotal - Miscellaneous Income FY 2011 Actual FY 2012 Actual FY 2013 Estimate FY 2014 Budget $300 $0 $3,900 $3,576 $1,951 $2,163,610 $0 $21,486 $2,000 $3,342 $19,651 $14,925,781 $0 $0 $2,000 $2,222 $4,087 $10,346,384 $0 $0 $5,796 $955 $1,718 $2,365,702 $0 $0 $5,000 $0 $0 $1,533,754 $0 ($49,326) $0 $0 $0 $4,537,344 Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Other Fund Total - All Funds Revenue $4,918,282 $16,956,965 $12,533,040 $5,615,241 $358,105,903 $267,660,834 $339,115,686 $320,024,974 359 $296,895,348 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget Sub-total: $1,978,755 $208,384 $742,739 $2,929,878 $2,189,568 $217,200 $742,048 $3,148,816 $2,003,812 $210,575 $753,426 $2,967,812 $2,085,978 $231,378 $798,086 $3,115,442 $2,185,075 $231,378 $794,352 $3,210,805 $2,102,107 $230,213 $823,585 $3,155,905 Sub-total: $1,023,725 $255 $1,023,980 $1,051,569 $0 $1,051,569 $830,163 $0 $830,163 $949,360 $0 $949,360 $897,715 $0 $897,715 $819,344 $0 $819,344 Sub-total: $1,315,128 $1,315,128 $1,161,765 $1,161,765 $1,105,129 $1,105,129 $1,232,902 $1,232,902 $1,232,902 $1,232,902 $1,344,430 $1,344,430 CAPA Administration $101 Arts Commission $204,449 Community Services Administration $872,535 Swimming Pools $901,362 Am/Pm Program $1,829,810 Little Learners Program $314,670 Summer Recreation Program $336,331 Summer Camp Program $762,496 Outdoor Recreation Program $0 Special Interest Classes - Youth $314,981 Special Interest Classes - Adult $0 Sports Programs - Youth $930,100 Sports Programs - Adult $0 Senior Program $189,621 Adaptive Recreation Program $185,206 Special Events Program $261,401 Teen Program $356,832 Community Center $392,404 Rio Vista Community Park $1,016,186 Rio Vista Rec Center $1,324,428 Pioneer Community Park $0 Main Library $2,894,499 Branch Library $1,366,021 Parks North $1,605,612 Parks South $1,449,807 Parks Administration $331,447 Contracted Landscape Maintenance $1,082,110 Sub-total: $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 $0 $2,624,558 $1,437,115 $1,715,060 $1,704,866 $0 $957,039 $18,071,551 $0 $193,754 $555,655 $994,951 $1,643,132 $328,335 $293,774 $760,648 $0 $319,872 $0 $848,263 $0 $190,779 $162,188 $480,418 $293,062 $508,074 $829,814 $1,293,563 $0 $2,349,744 $1,506,518 $1,614,940 $1,648,241 $0 $1,154,423 $17,970,146 $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 $0 $2,566,941 $1,639,774 $1,951,054 $1,808,165 $0 $1,090,700 $19,905,182 $0 $223,489 $1,248,690 $1,022,522 $1,419,779 $388,968 $419,621 $683,929 $45,316 $168,883 $77,246 $536,183 $330,597 $206,784 $167,215 $587,527 $329,304 $630,304 $957,184 $1,432,421 $0 $2,580,782 $1,638,809 $1,906,136 $1,777,850 $0 $1,140,700 $19,920,240 $0 $230,101 $1,325,249 $1,127,337 $1,428,084 $389,770 $419,606 $702,335 $44,220 $211,603 $40,268 $539,345 $462,648 $212,860 $172,713 $802,852 $335,558 $696,051 $976,397 $1,478,536 $871,556 $2,692,302 $1,713,665 $1,953,588 $1,834,240 $0 $1,281,202 $21,942,086 $502,973 $489,649 $1,501,403 $748,302 $3,242,328 $401,877 $601,930 $1,425,446 $769,527 $3,198,779 $367,762 $842,244 $1,498,315 $811,575 $3,519,896 $367,762 $888,522 $1,500,315 $809,575 $3,566,174 $384,516 $1,054,543 $1,688,688 $981,161 $4,108,908 General & Other General Fund City Attorney Civil Victims' Assistance Prg Criminal City Clerk City Clerk Records & Information Mgt 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: $569,502 $338,496 $1,852,056 $851,900 $3,611,954 Engineering 360 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget Sub-total: $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 $616,015 $1,222,024 $704,975 $841,820 $3,384,834 $669,347 $1,318,367 $833,039 $905,322 $3,726,075 $659,587 $1,314,921 $829,953 $894,254 $3,698,715 $680,081 $1,367,999 $749,720 $934,134 $3,731,934 Sub-total: $307,721 $1,344,267 $987,551 $956,828 $971,182 $345,317 $530,570 $5,443,437 $290,055 $1,362,423 $891,387 $919,284 $707,867 $329,057 $604,274 $5,104,347 $294,767 $1,407,872 $1,101,407 $856,068 $582,690 $339,244 $386,831 $4,968,880 $305,173 $1,501,976 $1,128,482 $993,723 $633,611 $356,684 $419,155 $5,338,804 $305,173 $1,494,976 $1,137,375 $992,807 $631,372 $354,184 $419,155 $5,335,042 $319,653 $1,561,809 $1,119,720 $868,615 $669,793 $367,353 $410,466 $5,317,409 Sub-total: $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 $1,602,919 $403,659 $2,286,615 $727,634 $5,020,828 $1,738,575 $575,853 $1,541,408 $755,452 $4,611,288 $1,749,374 $549,176 $1,548,061 $756,073 $4,602,684 $1,844,607 $623,685 $1,599,164 $767,584 $4,835,040 $672,725 $1,116,289 $633,302 $399,274 $499,478 $201,530 $16,185,175 Sub-total: $19,707,772 $473,958 $1,031,871 $731,834 $376,231 $419,802 $189,415 $15,705,613 $18,928,724 $479,222 $1,013,685 $769,304 $481,366 $436,982 $253,622 $17,119,391 $20,553,572 $432,025 $1,079,794 $800,249 $620,100 $541,343 $209,824 $17,550,254 $21,233,589 $432,025 $1,079,794 $800,249 $620,100 $541,343 $209,824 $17,550,254 $21,233,589 $515,918 $1,139,139 $890,645 $788,944 $576,938 $222,785 $18,866,570 $23,000,939 $514,154 $514,154 $1,203,476 $1,203,476 $1,136,802 $1,136,802 $1,204,877 $1,204,877 $1,204,877 $1,204,877 $1,242,042 $1,242,042 Sub-total: $267,197 $2,284,920 $0 $2,552,117 $1,144 $2,423,028 $0 $2,424,172 $0 $2,282,358 $0 $2,282,358 $0 $2,448,513 $0 $2,448,513 $0 $2,448,513 $0 $2,448,513 $0 $2,206,749 $472,977 $2,679,726 Development Agreement Administrat Sub-total: $206 $206 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-total: $1,120,343 $1,120,343 $636,388 $636,388 $586,004 $586,004 $652,117 $652,117 $650,417 $650,417 $676,888 $676,888 Sub-total: $2,095,461 $2,095,461 $1,964,068 $1,964,068 $1,729,263 $1,729,263 $1,953,037 $1,953,037 $1,826,768 $1,826,768 $1,906,941 $1,906,941 Sub-total: $1,637,192 $4,655,077 $6,292,269 $1,231,417 $6,178,877 $7,410,294 $1,247,463 $3,864,334 $5,111,797 $1,375,973 $5,469,597 $6,845,570 $1,447,797 $3,886,834 $5,334,631 $1,314,175 $1,646,450 $2,960,625 Engineering Engineering Admin Capital Engineering Design and Construction Eng Inspection Svc Finance and Budget Finance Admin Financial Services Tax Audit & Collections Management and Budget 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 & Council Office Governmental Affairs & Council Offi Sub-total: Human Resources Safety Management Human Resources Training Management and Budget Mayor and Council Mayor & City Council Municipal Court Municipal Court Non-Departmental Non-Departmental Gen Fund Capital Projects 361 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget $672,639 $449,960 $1,122,598 $723,060 $397,991 $1,121,051 $708,662 $398,800 $1,107,461 $856,247 $340,271 $1,196,518 $847,928 $340,069 $1,187,997 $925,523 $370,258 $1,295,781 $523,950 $513,049 $769,107 $346,400 $2,152,505 $464,149 $410,736 $750,784 $388,275 $2,013,944 $481,723 $221,439 $731,887 $315,160 $1,750,208 $538,721 $265,394 $1,277,178 $0 $2,081,293 $541,697 $262,490 $973,882 $0 $1,778,069 $863,933 $279,286 $1,382,790 $0 $2,526,009 $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 Sub-total: $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 $1,642,524 $1,530,461 $3,579,870 $10,635,342 $6,168,419 $3,447,160 $3,002,118 $983,210 $2,671,771 $990,172 $34,651,046 $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 $1,804,775 $1,901,572 $3,915,372 $11,379,546 $7,031,673 $3,613,079 $3,065,489 $888,044 $2,885,828 $539,250 $37,024,628 $1,965,390 $2,036,418 $3,993,315 $11,981,400 $7,499,990 $3,806,957 $3,289,348 $924,500 $2,934,415 $563,826 $38,995,559 $538,247 $538,247 $529,604 $529,604 $548,525 $548,525 $548,525 $548,525 $583,228 $583,228 Office of Communications Public Information Office 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: $645,914 $645,914 General Fund Total: $113,709,549 $110,661,173 $108,884,686 $117,643,584 $115,702,292 $121,122,794 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Half Cent Sales Tax Fund Total: $2,414,470 $5,461,775 $3,809,560 $2,741,265 $3,544,087 $4,835,796 $2,414,470 $5,461,775 $3,809,560 $2,741,265 $3,544,087 $4,835,796 $63,525 $0 $1,370 $0 $958,464 $2,029,792 $3,248,375 $468,374 $199,380 $377,540 $376,179 $0 $3,311,900 $468,374 $200,750 $377,540 $1,334,643 $2,029,792 Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Other Reserve Funds Total: General & Other Total: $119,435,919 $116,591,322 $112,894,996 $120,762,389 $120,581,022 $127,988,382 Special Revenue Funds Attorney Grants City Attorney Victims' Rights Imp Grant St Anti-Racketeering-Cao $1,400 $10,778 $1,400 $24,817 362 $1,400 $21,358 $0 $45,587 $0 $17,446 $0 $17,591 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division Attorney Grants Total: FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget $12,178 $26,217 $22,758 $45,587 $17,446 $17,591 $398,450 $273 $15,000 $8,611 $1,324 $390,623 $0 $28,260 $1,724 $1,745 $377,127 $0 $8,180 $3,377 $582 $427,119 $0 $0 $0 $4,500 $427,119 $0 $0 $11,500 $4,500 $505,447 $0 $0 $11,500 $4,500 $423,660 $422,352 $389,266 $431,619 $443,119 $521,447 $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 $227,354 $1,714,236 $0 $0 $68,254 $0 $1,088,048 $382,336 $262,102 $18,313 $0 $0 $0 $10,884 $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 $367,637 $752,149 $0 $0 $304,488 $25,200 $667,190 $2,809 $70,430 $56,200 $0 $926 $828 $495 $2,374,544 $10,271,255 $0 $187,879 $1,492,732 $51,240 $0 $17,424 $2,050,816 $488,399 $56,848 $5,971,278 $284,228 $0 $7,562,060 $3,567,511 $3,771,527 $14,282,097 $2,248,352 $23,246,643 $652,982 $194,533 $32,964 $626,269 $111,973 $53,456 $0 $115,015 $163,859 $0 $205,895 $770,691 $0 $52,138 $386,250 $0 $165,337 $506,210 $880,478 $791,698 $278,874 $976,586 $438,388 $671,547 $85,192 $31,832 $50,000 $47,693 $95,985 $39,617 $275,000 $0 $275,000 $73,405 $360,000 $67,705 $658,788 $116,690 $1,102,828 $969,118 $0 $159,120 $0 $84,007 $0 $66,301 $0 $0 $629 $759 $0 $2,162 $272 $2,672 $0 $9,833 $0 $6,583 $3,000 $9,838 Community Service Grants Community Services Adult Day Prg Grant Parks and Recreation Federal Grant Library Svc & Technology Grant Citizen Donations-Cs Teen Council 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 Development Fee Funds Total: 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 & Council Office Dept of Interior Challenge Grant Federal Dept of Energy Grant Human Resources Employee Event Fund Employee Wellness Prg 363 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget Human Resources Mayor and Council Citizen Donations-Mayoral $3,504 $681 $1,366 $300 $0 $0 $0 $13,909 $64,512 $14,590 $164,256 $264,413 $0 $328,432 $0 $313,093 $0 $494,283 $0 $0 $7,965 $0 $0 $0 $828,627 $0 $871,005 $18,184 $506,657 $326,560 $1,247,227 $953,720 $585,372 $640,166 $1,340,989 $742,410 $0 $0 $0 $0 $23,282 $0 $1,739,930 $3,140,775 $1,568,884 $2,898,519 $1,983,202 $3,018,225 $198,980 $209,878 $137,064 $327,871 $327,871 $327,871 $198,980 $209,878 $137,064 $327,871 $327,871 $327,871 $0 $71,593 $9,289 $188,838 $77,770 $2,643 $35,520 $103,518 $0 $0 $0 $7,500 $0 $148,953 $0 $0 $0 $4,900 $3,031 $121,865 $2,000 $68,696 $10,066 $0 $0 $46,068 $0 $38,362 $124,211 $6,068 $13,500 $30,451 $0 $0 $862,709 $0 $328,079 $0 $51,575 $0 $60,000 $0 $46,068 $0 $108,262 $106,970 $8,232 $10,800 $32,897 $0 $63,946 $226,154 $0 $177,903 $0 $78,889 $0 $90,000 $210 $42,946 $0 $72,900 $157,450 $16,244 $10,800 $14,400 $207,136 $16,854 $100,010 $0 $373,010 $5,000 $19,008 $0 $0 $0 $0 $0 $56,020 $47,520 $0 $0 $0 $0 $0 $0 $0 $469,280 $2,500 $88,008 $0 $0 $29,791 $42,946 $0 $103,510 $169,948 $12,386 $10,800 $31,784 $0 $0 $40,299 $0 $408,740 $5,000 $101,310 $0 $0 $0 $0 $44,346 $19,523 $47,676 $10,000 $0 $0 $0 $0 $0 Municipal Court Jud Coll Enh Fund-Local Municipal Court Enhancement Fd Non-Departmental Palo Verde Ruin GT Planning and Community Development Comm Dev Block Grant Neighborhood Stabilization Grant III Public Works BOR Butler WRF CFDA#14-4079 Other Grants Total: Public Housing Planning and Community Development Public Housing Project Public Housing Total: Public Safety Grants Fire Fed Assist to Firefighters Grt Homeland Security Grant - MMRS Citizen Donations-Fire Police Az Auto Theft Grant St Anti-Racketeering-Pd Federal Forfeiture GITEM Grant Fifty in Twelve DUI Grant School Resource Officer IGA Postal Inspection System Grant Victims Of Crime Act Grant Local Law Enf Blk Grant III Justice Assistance Grant Governor of Highway Safety Grants ( Bulletproof Vest Partnership Arizona Criminal Justice System Gran Federal DEA IGA Tohono O'Odham Grant Economic Recovery Grant - Public S Homeland Security CFDA# 364 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget Police Citizen Donations-Pd Police Explorer Trust Fd $330 $622 $1,502 $1,230 $1,192 $1,055 $1,500 $3,200 $500 $1,395 $1,500 $3,200 $1,408,861 $1,314,965 $1,127,026 $512,758 $1,152,100 $646,195 $1,519,470 $1,252,458 $1,167,909 $1,156,505 $1,152,779 $1,256,412 $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 $1,030,873 $1,072,220 $2,428,111 $2,619,719 $622,983 $0 $3,912,170 $829,300 $1,144,158 $2,587,443 $2,899,399 $750,514 $0 $4,488,387 $829,300 $1,144,158 $2,587,443 $2,899,399 $750,514 $0 $4,394,988 $850,541 $1,192,960 $2,618,346 $2,982,844 $770,897 $0 $3,733,468 Streets Total: $15,210,027 $12,278,680 $12,853,986 $13,855,706 $13,758,581 $13,405,468 $1,009,685 $212,653 $934,480 $0 $901,629 $0 $995,894 $0 $995,894 $0 $1,104,216 $0 $1,222,337 $934,480 $901,629 $995,894 $995,894 $1,104,216 Transportation Sales Tax $2,705,039 $2,895,709 $5,427,320 $18,402,044 $2,647,991 $23,904,019 Transportation Sales Tax Fund Total: $2,705,039 $2,895,709 $5,427,320 $18,402,044 $2,647,991 $23,904,019 Special Revenue Funds Total: $31,363,550 $25,582,264 $26,478,334 $52,728,681 $24,012,944 $66,863,222 $1,889,270 $1,982,231 $2,209,522 $2,286,511 $2,286,511 $2,330,043 $1,889,270 $1,982,231 $2,209,522 $2,286,511 $2,286,511 $2,330,043 $571,848 $4,559,443 $3,110,792 $430,118 $459,450 $4,710,011 $1,928,032 $311,701 $612,590 $5,123,858 $2,144,451 $322,712 $605,583 $5,119,613 $2,440,598 $345,814 $629,583 $5,119,613 $2,440,598 $345,814 $641,809 $5,220,235 $2,293,211 $361,791 Public Safety Grants Total: Streets Engineering Traffic Engineering Public Works Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Streets Debt Service Streets Oper Capital Projects 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 Solid Waste Environmental 365 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget $8,672,201 $7,409,193 $8,203,611 $8,511,608 $8,535,608 $8,517,046 $114,248 $88,182 $5,297 $105,310 $105,310 $100,000 $114,248 $88,182 $5,297 $105,310 $105,310 $100,000 $1,474,396 $0 $877,985 $1,725,000 $1,725,000 $2,573,655 $1,474,396 $0 $877,985 $1,725,000 $1,725,000 $2,573,655 Sports Complex Capital Reserve Sports Complex Improvement Reserv Complex Eqt Reserve $0 $34,413 $0 $0 $0 $0 $0 $0 $0 $400,000 $900,000 $0 $443,057 $1,069,207 $369,047 $0 $0 $0 Sports Complex Equipment Reserves Total: $34,413 $0 $0 $1,300,000 $1,881,311 $0 Complex Operations/Maint Spring Training Complex Debt Service $3,848,187 $577,872 $143,456 $3,643,778 $559,383 $156,153 $3,625,001 $615,023 $166,233 $3,832,987 $697,487 $59,776 $3,832,987 $691,891 $81 $3,901,418 $697,487 $0 Sports Complex Operations/Maintenance Total: $4,569,515 $4,359,315 $4,406,257 $4,590,250 $4,524,959 $4,598,905 $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 $1,737,084 $1,344,617 $753,564 $1,160,391 $4,673,305 $2,589,807 $14,574,726 $1,856,990 $1,507,427 $870,259 $1,270,882 $4,790,808 $6,676,768 $7,977,150 $1,856,990 $1,507,427 $870,259 $1,270,882 $4,790,808 $3,829,237 $7,977,150 $1,754,096 $1,586,867 $919,264 $1,283,715 $4,877,257 $3,862,653 $7,321,497 Wastewater Total: $17,551,608 $19,071,130 $26,833,493 $24,950,284 $22,102,753 $21,605,349 $3,311,588 $1,269,741 $3,417,942 $292,452 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,999,270 $292,452 $0 $0 $0 $0 Residential Solid Waste Total: Solid Waste Expansion Public Works Solid Waste Expansion Solid Waste Expansion Total: Solid Waste Reserves Public Works Solid Waste Eqt Reserve Solid Waste Reserves Total: Sports Complex Equipment Reserves Community Services Sports Complex 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 366 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget Public Works Ww Expansion (Unz) $366,389 $221,712 $24,390 $4,062,658 $1,494,494 $3,768,860 $366,389 $221,712 $24,390 $4,062,658 $1,494,494 $3,768,860 $0 $0 $24,545 $350,000 $350,000 $49,332 $0 $0 $24,545 $350,000 $350,000 $49,332 $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 $1,270,399 $1,552,049 $3,070,372 $432,475 $3,719,649 $1,870,050 $284,260 $981,293 $5,285,782 $0 $1,163,618 $1,598,374 $14,791,114 $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 $1,455,815 $1,924,936 $3,295,150 $438,918 $3,834,526 $2,178,963 $370,891 $1,190,081 $4,713,009 $0 $1,245,845 $4,689,170 $4,866,159 $1,190,108 $1,969,606 $3,301,499 $430,859 $3,802,989 $2,208,995 $369,974 $1,195,487 $4,801,828 $258,859 $1,248,593 $9,072,996 $5,307,251 Water Total: $28,311,519 $26,025,131 $36,019,434 $32,531,706 $30,203,463 $35,159,044 Wastewater Expansion Total: Wastewater Replacement & Reserves Public Works Ww Eqt Reserve 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 $9,228 $7,177,597 $1,504,705 $0 $99,569 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Water Bonds Total: $8,691,531 $99,569 $0 $0 $0 $0 $775,969 $90 $1,041,984 $257,796 $100,866 $0 $7,264,104 $113,925 $1,500,440 $413,387 $9,489,488 $211,953 $776,059 $1,299,781 $100,866 $7,378,029 $1,913,827 $9,701,441 Wtr Eqt Reserve Storm Drain - NPDES $0 $496,383 $0 $711,058 $0 $785,371 $0 $883,679 $52,600 $882,343 $126,230 $856,492 Water Replacement & Reserves Total: $496,383 $711,058 $785,371 $883,679 $934,943 $982,722 Water Expansion Public Works Wtr Expansion Wtr Resources Project Water Expansion Total: Water Replacement & Reserves Public Works 367 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget $61,559,754 $79,490,771 $88,675,035 $76,058,179 $89,386,397 ($55,787) $0 $0 $0 $0 $0 $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 $310,409 $1,383,608 $644,568 $0 $929,255 $635,220 $1,317,305 $378,878 $1,464,808 $772,879 $0 $1,044,606 $720,887 $1,335,328 $378,878 $1,464,808 $772,879 $0 $1,044,606 $720,887 $1,335,328 $396,340 $1,451,965 $842,232 $0 $1,036,305 $768,548 $1,374,497 $5,350,765 $5,387,592 $5,220,366 $5,717,386 $5,717,386 $5,869,887 $4,226,714 $4,649,410 $4,981,666 $5,088,622 $5,088,622 $5,239,641 $4,226,714 $4,649,410 $4,981,666 $5,088,622 $5,088,622 $5,239,641 $1,243,949 $483,388 $1,207,265 $252,194 $911,570 $0 $1,041,453 $862,646 $1,199,636 $754,646 $1,283,481 $833,615 $1,727,337 $1,459,459 $911,570 $1,904,099 $1,954,282 $2,117,096 $3,284,960 $4,372,481 $834,220 $2,608,220 $4,257,408 $755,189 $2,416,900 $3,802,515 $623,927 $2,776,638 $4,646,846 $941,325 $7,437,212 $0 $887,125 $7,525,203 $0 $912,610 $8,491,661 $7,620,818 $6,843,341 $8,364,809 $8,324,337 $8,437,813 $726,577 $556,388 $37,684 $129,715 $25,000 $824,819 $726,577 $556,388 $37,684 $129,715 $25,000 $824,819 $203,356 $100,327 $196,084 $190,291 $289,991 $151,385 $1,195,000 $591,950 $949,000 $607,300 $1,119,900 $211,015 Enterprise Funds Total: $80,946,801 Internal Service Funds Facilities Maintenance Engineering Design & Construction Public Works Facilities Admin Custodial Services Nighttime Facilities Services Building Maintenance Utility Management Facilities Operating Projects Technical Operations Facilities Maintenance Total: Fleet Maintenance Public Works Fleet Maintenance Fleet Maintenance Total: Fleet Reserve Public Works Fleet Reserve Streets/Transit Equipment Reserve Fleet Reserve Total: Information Technology Information Technology IT Operations IT Development Services Radio System Operations Information Technology Total: Information Technology Projects Information Technology IT Projects Information Technology Projects Total: Information Technology Reserve Information Technology Res For System Comp Eqt Res For Personal Comp Eqt 368 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget $303,683 $386,375 $441,376 $1,786,950 $1,556,300 $1,330,915 $2,159,869 $214,808 $1,978,963 $196,855 $1,931,418 $165,555 $2,453,669 $212,602 $2,295,558 $212,602 $2,300,987 $222,884 Workers Compensation Self-Insuranc Health Self-Insurance $356,296 $4,888,572 $712,048 $12,089,915 $1,986,000 $12,826,073 $1,091,648 $14,110,881 $1,136,038 $12,899,738 $1,295,000 $14,805,806 Insurance Reserve Total: $7,619,544 $14,977,781 $16,909,046 $17,868,800 $16,543,936 $18,624,677 Internal Service Funds Total: $28,446,280 $35,037,824 $35,345,049 $40,860,381 $39,209,863 $42,444,848 $0 $0 $0 $0 $24,391 $7,191 $10 $15,948 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $47,540 $0 $0 $0 $0 $25,500 $25,500 $25,500 $33,600 $33,600 $30,600 Fireman's Pension Total: $25,500 $25,500 $25,500 $33,600 $33,600 $30,600 Trust & Agency Funds Total: $25,500 $73,040 $25,500 $33,600 $33,600 $30,600 $4,580,844 $912 $2,339,323 $0 $3,099,431 $0 $26,735,942 $0 $17,369,144 $0 $7,765,637 $0 $0 $0 $0 $0 $0 $73,579 $4,581,756 $2,339,323 $3,099,431 $26,735,942 $17,369,144 $7,839,216 $4,186,872 $8,774,974 $6,353,720 ($2,500) $0 $1,279,590 $3,302,587 $9,103,512 $280,105 $0 $2,939,010 $2,840,686 $5,079,340 $4,459,587 $0 $2,290,114 $16,495,240 $8,076,563 $16,311,011 $0 $825,793 $3,161,621 $2,368,223 $8,676,823 $70,620 $1,558,167 $14,152,317 $5,986,752 $619,024 $7,340,935 Information Technology Reserve Total: Insurance Reserve City Attorney Insurance Prem/Deduct Risk Management Human Resources Trust & Agency Funds Agency Funds Non-City Entity Neighborhood Pride Nfp Trust PLAY Peoria NFP Trust Peoria Citizens Corp Council Westside Fire Training Agency 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 Non-Departmental Streets Capital Prj Capital Projects - Streets/Economic Development Total: General Obligation Bonds Non-Departmental GO Bonds 2007 GO Bonds 2009 GO Bonds 2010 GO Bonds 2012 Proposed GO Bonds 369 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Budget FY 2013 Estimate FY 2014 Budget $13,965,794 $15,318,623 $43,172,928 $15,103,080 $29,657,195 MDA Bonds 2008 - Transportation P $12,841,291 Proposed MDA Bonds $0 $3,825,649 $0 $0 $84,673 $0 $30,281,900 $0 $2,470,297 $0 $33,996,103 MDA Bonds Total: $12,841,291 $3,825,649 $84,673 $30,281,900 $2,470,297 $33,996,103 $2,022,978 $820,147 $89,827 $3,111,874 $1,174,699 $3,595,385 $2,022,978 $820,147 $89,827 $3,111,874 $1,174,699 $3,595,385 Capital Projects Funds Total: $38,759,092 $20,950,912 $18,592,554 $103,302,644 $36,117,220 $75,087,899 $33,646,277 $20,777,129 $17,868,519 $15,065,202 $14,883,671 $15,634,408 General Obligation Bonds Total: $33,646,277 $20,777,129 $17,868,519 $15,065,202 $14,883,671 $15,634,408 $474,841 $379,179 $475,885 $473,775 $473,775 $475,600 $661,295 $570,427 $315,161 $295,927 $395,007 $211,509 $435,810 $520,102 $306,241 $182,133 $282,559 $0 $477,997 $576,672 $0 $89,855 $194,620 $0 $295,903 $585,040 $0 $0 $0 $0 $306,304 $585,040 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,924,166 $2,106,024 $1,815,029 $1,354,718 $1,365,119 $475,600 $7,699,085 $6,669,203 $8,420,150 $7,067,350 $5,638,186 $7,638,644 $7,699,085 $6,669,203 $8,420,150 $7,067,350 $5,638,186 $7,638,644 Debt Service Funds Total: $44,269,528 $29,552,356 $28,103,699 $23,487,270 $21,886,976 $23,748,652 Non-Departmental General Obligation Bonds Total: $19,313,066 MDA Bonds Non-Departmental Outside Source Fund Non-Departmental Capital Prj-Outside Sources Outside Source Fund Total: Debt Service Funds General Obligation Bonds Finance and Budget Go Bonds Debt Service Improvement Districts Finance and Budget 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 and Budget Mda Debt Service MDA Bonds Total: City Total: $343,246,669 $289,347,472 $300,930,902 $429,850,000 $317,899,804 $425,550,000 370 City of Peoria FY 2014 Annual Program Budget Schedules 371 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 4 - Transfers Transfers From Fund Transfers To General Fund Sports Complex Economic Development Wastewater Op Fund Fleet Equip Reserve Fleet Services General - - - - Percent for the Arts - - - - - - - - - - - - - - - - - - - Half Cent Sales Tax $5,271,880 $1,860,000 Sports Complex - Sports Complex Eqt Reserve - Water Wastewater - $150,000 $295,546 Water Resource Project $5,175,000 - $145,568 $153,461 $2,557,472 - - - - - - - - - - - - - Residential Solid Waste - - - - - - Storm Water Drainage System - - - - - - Fleet Services - - - - - - Insurance Reserve - - - - - - Facilities Maintenance - - - - - - Information Technology - - - - - - IT Reserve - - - - - - Highway User - - - - - - Transportation Sales Tax - - - - - - Public Transit - - - - - - Adult Day Program Grant - - - - - - - - - - - - - - - - - - - - - Municipal Court Enhancement Fd $50,000 Street Light Districts Maintenance Imprvmnt Districts $142,849 $5,905,843 $2,010,000 372 $5,175,000 $2,557,472 $153,461 $0 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 4 - Transfers Information Technology IT Reserve Fund $6,000 $53,775 $913,143 MDA Debt $352,104 Streets Fund - Transit Fund Other Funds - - Total Transferred $10,000 $575,340 - - $245,778 - - - $245,778 - - $2,741,454 - - - $15,961,477 - - - - $2,567 - - - - $150,000 - - - - $2,873,253 - - - $708,150 - - - - - - - - - - $6,040 - - - - $151,608 - - $4,077 - - - - $4,077 - - $1,057 - - - - $1,057 - - $2,416 - - - - $2,416 - $35,604 - - - - $36,404 - $7,248 - - - - $7,248 $40,000 - - - - $42,240 $800 - $919,943 IT Project Fund $2,240 $2,567 $20,235 - $708,150 - - $160,000 - - - - $160,000 - - $75,429 - - - - $75,429 - - - $5,424,294 - - $1,057 - - - - $1,057 - - $453 - - - - $453 - - - - - - - $50,000 - - - - - - $548,978 - - - - - - $142,849 $56,015 - $708,287 $3,874,294 $7,569,676 $1,000,000 $550,000 $548,978 $1,548,978 373 $550,000 $10,000 $27,164,675 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 5 - Tax Levy and Tax Rate Information BUDGET FY 2010 DESCRIPTION BUDGET FY 2011 BUDGET FY 2012 BUDGET FY 2013 PROJECTED FY 2014 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $468,000,000 $183,852,394 $284,147,606 $781,620,317 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,051,884,468 $4,539,934 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 $1,895,163,851 $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 $1,057,558,348 $13,219,479 $1,998,580 $15,218,060 $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 $1,898,651 $99,929 $12,558,505 $660,974 $14,457,157 $760,903 $15,218,060 $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 07/01/13 Principal Payments FY14 Proposed Debt FY14 Estimated Debt outstanding FY14 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/13 Principal Payments FY14 Proposed Debt FY14 Estimated Debt outstanding FY14 Remaining limitation available Truth in Taxation Calculation $1,057,558,348 $211,511,670 $160,710,000 ($8,240,000) $0 Previous year's primary levy Current net assessed valuation(AV) $2,155,026 $1,036,746,919 $152,470,000 $59,041,670 $1,057,558,348 $63,453,501 $1,665,000 ($1,315,000) 0 $350,000 $63,103,501 374 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 $0.2079 $1,036,746,919 $2,155,026 $0.1900 $0.2079 $15,137,549 $31,466 ($187,911) City of Peoria FY 2014 Annual Program Budget Schedules Schedule 6 - Personnel Summary By Department Department Budget FY 2011 Budget FY 2012 Budget FY 2013 26.00 26.00 26.00 0.00 26.00 0.00 26.00 City Clerk 9.00 8.00 7.00 0.00 7.00 0.00 7.00 City Manager 6.00 6.00 6.00 1.00 7.00 0.00 7.00 131.47 129.07 128.41 0.06 128.47 4.00 132.47 Economic Development Services 27.80 26.00 26.00 0.00 26.00 2.00 28.00 Engineering 39.75 33.25 33.25 0.00 33.25 0.00 33.25 Finance and Budget 44.75 44.75 44.75 -1.75 43.00 0.00 43.00 Finance Utilities 42.00 36.00 36.00 1.00 37.00 0.00 37.00 164.00 162.00 161.50 6.00 167.50 1.00 168.50 9.00 9.00 9.00 0.00 9.00 0.00 9.00 Human Resources 18.00 17.00 17.50 0.00 17.50 0.00 17.50 Information Technology 41.60 39.00 39.00 0.00 39.00 1.00 40.00 Municipal Court 21.00 20.90 20.90 0.00 20.90 0.00 20.90 8.00 7.00 8.00 0.00 8.00 0.00 8.00 15.50 12.50 12.50 0.00 12.50 1.00 13.50 Police 287.00 289.00 288.00 0.00 288.00 1.00 289.00 Public Works 241.00 235.25 234.25 0.00 234.25 0.50 234.75 1,131.87 1,100.72 1,098.06 6.31 1,104.37 10.50 1,114.87 City Attorney Community Services Fire Governmental Affairs & Council Office 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. 375 Revised FY 2013 Change in Position Budget FY 2014 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 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 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 4.00 4.00 4.00 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 1.00 1.00 1.00 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 2.00 2.00 2.00 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 1.00 1.00 1.00 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 1.00 1.00 2.00 1.00 0.00 0.00 2.00 0.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 0.00 -1.00 2.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 -1.00 -1.00 -1.00 0.00 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 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 7.00 0.00 7.00 9.00 8.00 7.00 0.00 7.00 0.00 7.00 0.00 1.00 1.00 2.00 2.00 0.00 1.00 1.00 2.00 2.00 0.00 1.00 1.00 2.00 2.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 2.00 0.00 0.00 0.00 1.00 7.00 0.00 7.00 City Attorney General Fund 1000 - 0200 Civil Assistant City Attorney Business Analyst Chief Asst. City Attorney City Attorney Law Office Administrator Legal Assistant Legal Specialist Paralegal Full Full Full Full Full Full Full Full 1000 - 0210 Victims' Assistance Prg Legal Specialist Victim Assistance Coordinator Full Full 1000 - 0230 Criminal Assistant City Prosecutor Legal Assistant Legal Specialist Paralegal Sr Assistant City Prosecutor 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 - Classified City Clerk City Clerk Specialist I City Clerk Specialist II Deputy City Clerk Executive Assistant Administrative Assistant II Chief Deputy City Clerk Classified Administrative Assistant II Position Reduction - Backfill Records Assistant Full Full Full Full Full Full Full Full Full Full Full City Clerk Totals: City Manager General Fund 1000 - 0020 City Manager's Office Administrative Assistant II - Classified Assistant to the City Manager City Manager Deputy City Manager Sr Executive Assistant Full Full Full Full Full 376 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division City Manager Totals: Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 6.00 6.00 6.00 1.00 7.00 0.00 7.00 0.50 0.50 0.50 0.00 0.50 0.00 0.50 0.50 0.50 0.50 0.00 0.50 0.00 0.50 0.00 0.00 1.00 1.40 0.00 1.00 0.00 2.00 0.00 0.00 0.50 0.00 0.00 0.00 1.00 0.40 0.00 1.00 0.00 1.00 0.00 1.00 0.50 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 0.50 1.75 1.75 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.50 -1.75 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 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.75 0.50 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 11.25 1.00 12.25 1.00 1.00 0.00 0.63 1.00 1.00 0.00 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 0.00 0.00 0.00 0.00 1.00 1.00 0.75 0.00 1.00 1.00 1.00 0.00 2.75 0.00 2.75 1.50 3.00 1.00 1.00 1.00 0.00 1.00 1.00 3.00 1.00 0.00 1.00 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 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 1.40 1.50 0.70 0.00 0.00 0.00 0.00 1.50 1.00 1.40 0.00 3.60 0.00 3.60 0.00 2.00 1.00 0.00 0.25 2.00 1.00 0.00 0.20 2.00 1.00 0.10 0.00 0.00 0.00 0.00 0.20 2.00 1.00 0.10 0.00 0.00 0.00 0.00 0.20 2.00 1.00 0.10 0.00 0.25 0.20 0.00 3.30 0.00 3.30 0.00 0.00 0.00 0.00 0.20 0.10 0.00 0.00 0.20 0.10 0.00 0.00 0.20 0.10 0.00 0.00 0.20 0.00 0.30 0.00 0.30 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.20 0.50 0.10 0.00 0.00 0.00 0.00 0.00 0.20 0.50 0.10 0.00 0.00 0.00 0.00 0.00 0.20 0.50 0.10 0.00 1.00 1.00 0.20 0.00 0.80 0.00 0.80 0.00 0.00 0.25 0.00 0.25 0.00 0.25 0.00 0.00 0.25 0.00 0.25 0.00 0.25 Community Services General Fund 1000 - 0042 Arts Commission Cultural Arts Coordinator Part 1000 - 1400 Community Services Administration Administrative Assistant II - Classified Administrative Assistant II - Classified 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 II Administrative Assistant II 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 Financial Systems Supervisor Recreation Manager Full Full Full Full Full Full Full 1000 - 1430 Little Learners Program Recreation Coordinator Recreation Specialist I Recreation Specialist II Recreation Supervisor Full Full Full Full 1000 - 1440 Summer Recreation Program Recreation Coordinator Recreation Supervisor Full Full 1000 - 1450 Summer Camp Program Recreation Coordinator Recreation Programmer Recreation Supervisor Customer Services Rep II Full Full Full Full 1000 - 1460 Outdoor Recreation Program Recreation Coordinator Full 377 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.52 1.00 0.52 1.00 0.34 0.30 0.08 0.15 0.42 0.45 0.00 0.00 0.42 0.45 0.52 0.52 0.34 0.23 0.87 0.00 0.87 0.00 0.00 0.00 0.00 0.18 0.25 -0.08 -0.15 0.10 0.10 0.00 0.00 0.10 0.10 0.00 0.00 0.18 -0.23 0.20 0.00 0.20 2.00 1.00 1.00 2.00 1.00 1.00 1.40 1.55 0.20 0.00 0.00 0.00 1.40 1.55 0.20 0.00 0.00 0.00 1.40 1.55 0.20 2.00 2.00 1.40 0.00 3.15 0.00 3.15 0.00 0.00 0.00 0.00 0.00 0.00 0.60 0.45 0.40 0.00 0.00 0.00 0.60 0.45 0.40 0.00 0.00 0.00 0.60 0.45 0.40 0.00 0.00 0.60 0.00 1.45 0.00 1.45 0.00 1.00 0.25 0.00 0.00 1.00 0.25 0.00 0.00 0.85 0.20 0.15 0.15 0.00 0.00 -0.15 0.15 0.85 0.20 0.00 0.00 0.00 0.00 0.00 0.15 0.85 0.20 0.00 0.00 0.00 0.00 0.00 1.20 0.00 1.20 0.00 0.50 0.50 0.00 0.00 0.50 0.50 0.00 0.00 0.55 0.30 0.30 0.30 0.00 0.00 -0.30 0.30 0.55 0.30 0.00 0.00 0.00 0.00 0.00 0.30 0.55 0.30 0.00 0.00 0.00 0.00 0.00 1.15 0.00 1.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 1.00 0.10 0.00 1.00 0.00 0.00 1.00 -1.00 1.00 0.10 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.10 1.00 0.00 0.00 0.00 1.00 0.00 2.10 0.00 2.10 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 2.00 0.00 0.45 0.15 0.40 1.55 1.55 0.00 0.00 0.00 -1.55 1.55 0.45 0.15 0.40 0.00 0.00 0.00 0.00 0.00 0.00 1.55 0.45 0.15 0.40 0.00 0.00 0.00 0.00 0.00 2.55 0.00 2.55 0.00 1.00 3.00 1.00 0.00 1.00 0.00 0.00 1.00 3.00 1.00 0.00 1.00 0.00 0.50 0.50 2.00 1.00 0.30 1.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.50 0.50 0.50 1.00 1.00 0.30 1.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 1.00 1.00 0.30 1.00 0.50 0.00 0.00 0.50 -0.50 4.80 0.00 4.80 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 - Classified Recreation Coordinator Recreation Supervisor Administrative Assistant II Full Full Full Full 1000 - 1500 Adaptive Recreation Program Administrative Assistant II - Classified Recreation Coordinator Recreation Supervisor Administrative Assistant II Full Full Full Full 1000 - 1510 Special Events Program Recreation Programmer Recreation Supervisor Special Events Supervisor Recreation Coordinator Full Full Full Full 1000 - 1520 Teen Program Teen Supervisor Recreation Programmer Full Full 1000 - 1530 Community Center Administrative Assistant II - Classified Recreation Coordinator Recreation Programmer Recreation Supervisor Administrative Assistant II Full Full Full Full Full 1000 - 1531 Rio Vista Community Park Irrigation Technician Parks & Sports Equip. Mechanic Parks & Sports Fac Crew Leader Parks & Sports Fac Worker III Recreation Supervisor Sports Complex Supervisor Sports Facilities Maint. Coor. Full Full Full Full Full Full Full 378 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 4.00 2.00 0.50 1.75 1.00 0.00 4.00 2.00 0.50 1.75 1.00 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 4.00 2.00 0.50 1.75 1.00 0.45 -1.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.50 1.75 1.00 0.45 4.00 4.00 4.00 0.00 9.70 -1.00 8.70 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 1.00 2.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 4.00 4.00 2.75 1.00 2.74 1.36 2.00 1.00 1.00 1.00 3.00 1.00 3.00 0.60 0.50 1.00 1.50 3.00 1.37 1.36 2.00 1.00 1.00 1.00 3.00 1.00 2.00 0.60 0.00 0.00 1.50 3.00 1.35 1.35 2.00 1.00 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 1.50 3.00 1.35 1.35 2.00 1.00 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 1.50 3.00 1.35 1.35 2.00 1.00 1.00 1.00 3.00 1.00 2.00 0.00 0.00 0.00 2.75 1.50 1.50 0.00 18.20 0.00 18.20 1.00 1.05 2.00 2.64 0.63 1.00 3.00 1.00 -1.00 1.00 1.05 2.00 3.32 0.63 1.00 2.00 1.00 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 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 1.00 1.00 2.00 3.25 0.75 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 12.00 0.00 12.00 0.00 2.00 0.50 9.00 0.35 1.00 0.75 0.00 2.00 0.50 9.00 0.35 1.00 0.75 0.00 2.00 0.50 9.00 0.35 1.00 0.00 1.00 -1.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 0.50 8.00 0.35 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 8.00 0.35 1.00 0.00 0.00 0.00 0.00 -1.00 11.85 0.00 11.85 0.00 0.00 2.00 0.50 8.00 0.35 1.00 0.75 0.00 0.00 2.00 0.50 8.00 0.35 1.00 0.75 1.00 2.00 1.00 0.50 6.00 0.35 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 0.50 7.00 0.35 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.50 7.00 0.35 1.00 0.00 0.00 0.00 1.00 1.00 12.85 0.00 12.85 1000 - 1532 Rio Vista Rec Center Custodian Customer Services Rep I Recreation Coordinator Recreation Programmer Rio Vista Manager Special Interest Class Spvsr Full Full Part Part Full Full 1000 - 1533 Pioneer Community Park Irrigation Technician Parks & Sports Fac Crew Leader Sports Facilities Maint. Coor. 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 Specialist Library Supervisor Part Full Part Part Full Part Full Full Full Full Full Full Part Full 1000 - 1550 Branch Library Branch Library Manager Librarian Librarian Library Assistant I Library Assistant II Library Services Coordinator Library Specialist Sr Librarian Position Reduction - Backfill Full Part Full Part Part Full Full Full Full 1000 - 1560 Parks North Irrigation Technician Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks & Sports Fac Worker III Parks Manager Parks Supervisor Administrative Assistant II Full Full Part Full Full Full Full 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 II Full Full Full Part Full Full Full Full 379 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.30 0.00 0.25 1.00 0.30 1.00 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 0.00 0.00 0.00 0.00 0.30 1.00 0.00 0.00 0.30 0.30 0.30 0.00 1.30 0.00 1.30 0.00 1.00 1.00 1.00 0.00 0.00 2.00 2.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.50 0.00 1.00 1.00 1.00 1.00 0.00 2.00 2.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 0.50 0.00 1.00 1.00 0.50 1.00 0.50 3.00 2.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 -1.00 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 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 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 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 16.50 0.00 16.50 0.50 1.00 2.22 1.43 0.25 0.50 1.00 2.96 0.73 0.25 0.15 0.85 2.96 0.73 0.10 0.00 0.00 0.04 0.02 0.00 0.15 0.85 3.00 0.75 0.10 0.00 0.00 0.00 0.00 0.00 0.15 0.85 3.00 0.75 0.10 0.50 0.50 0.15 0.06 4.85 0.00 4.85 131.47 129.07 128.41 0.06 128.47 4.00 132.47 1.00 1.00 0.50 1.00 1.00 0.50 1.00 1.00 0.50 0.00 0.00 0.00 1.00 1.00 0.50 0.00 0.00 0.00 1.00 1.00 0.50 1.00 1.00 1.00 0.00 2.50 0.00 2.50 1.00 1.00 1.00 1.00 1.00 2.00 1.00 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 0.00 0.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 4.00 0.00 4.00 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 - Classified 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 Maint. Coor. Sports Facilities Manager Administrative Assistant II Marketing Supervisor Recreation Coordinator Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Adult Day Program Fund 7180 - 7250 Adult Day Prg Grant Recreation Coordinator Recreation Programmer Recreation Specialist I Recreation Specialist II Recreation Supervisor Full Full Part Part Full Community Services Totals: Economic Development Services General Fund 1000 - 0351 Economic Development Administration Economic Development Director Executive Assistant Management Analyst Full Full Full 1000 - 0352 Economic Development Business Development Specialist Economic Development Coordinator Economic Development Manager Economic Development Analyst Full Full Full Full 380 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 3.00 1.00 1.00 2.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 13.00 2.00 15.00 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 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 1.00 2.00 2.00 0.00 6.50 0.00 6.50 27.80 26.00 26.00 0.00 26.00 2.00 28.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.75 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 1.00 1.00 1.00 1.00 0.75 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 1.00 1.00 1.00 0.00 4.75 0.00 4.75 1.00 1.00 3.00 1.00 0.75 1.00 2.00 1.00 1.00 2.75 1.00 0.75 1.00 2.00 1.00 1.00 2.75 1.00 0.75 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.75 1.00 0.75 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.75 1.00 0.75 1.00 2.00 1.00 1.00 1.00 0.00 9.50 0.00 9.50 1.00 2.00 1.00 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 -1.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 5.00 0.00 5.00 1.00 8.00 2.00 1.00 5.00 2.00 1.00 5.00 2.00 0.00 0.00 0.00 1.00 5.00 2.00 0.00 0.00 0.00 1.00 5.00 2.00 1.00 1.00 1.00 0.00 8.00 0.00 8.00 1000 - 0650 Building Safety Administrative Assistant II - Classified 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 II Full Full Full Full Full Full Full Full Full Full Full 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: Engineering General Fund 1000 - 0750 Engineering Admin Engineering Director Engineering Technician I Property Management Agent Sr Management Analyst Sr Real Property Administrator Executive Assistant 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 Full Full Full Full Part 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 Full Full Full 381 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 2.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 2.00 0.00 2.00 1.00 1.00 2.00 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 2.00 1.00 1.00 2.00 0.00 2.00 2.00 2.00 0.00 6.00 0.00 6.00 39.75 33.25 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 1.00 1.00 1.00 0.00 2.00 0.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 0.75 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 0.75 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 1.00 -0.75 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 3.00 0.00 1.00 1.00 1.00 0.25 13.00 0.00 13.00 1.00 2.00 1.00 1.00 1.00 3.00 0.00 1.00 2.00 1.00 3.00 1.00 2.00 1.00 1.00 2.00 1.00 3.00 1.00 2.00 1.00 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 1.00 2.00 1.00 3.00 1.00 2.00 0.00 1.00 1.00 1.00 -1.00 10.00 0.00 10.00 2.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 1.00 2.00 0.00 1.00 1.00 -1.00 1.00 1.00 0.00 0.00 0.00 -1.00 -1.00 1.00 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 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 2.00 2.00 2.00 -1.00 6.00 0.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 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 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 1.00 1.00 1.00 0.00 6.00 0.00 6.00 Streets Fund 7000 - 7043 Traffic Engineering Assistant City Traffic Engineer City Traffic Engineer Engineering Technician II Transportation Planning Engineer Traffic Signal System Specialist Full Full Full Full Full Engineering Totals: Finance and Budget 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 Full Full Full Full Full Full Full Full Full Part 1000 - 0420 Tax Audit & Collections Associate Sales Tax Auditor Customer Services Rep II Customer Services Rep III Revenue Collection Specialist Sales Tax & Licensing Supervisor Sales Tax Auditor Accounting Technician I Full Full Full Full Full Full Full 1000 - 0430 Management & Budget Budget Coordinator Budget Manager Deputy Director Finance & Budget Management & Budget Assistant Sr Budget Analyst Budget Assistant Cost and Rate Analyst Management & Budget Director 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 Materials Manager Full Full Full Full Full Full Full 382 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 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 1.00 1.00 1.00 0.00 2.00 0.00 2.00 2.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 2.00 0.00 1.00 1.00 0.00 -1.00 1.00 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 1.00 1.00 1.00 1.00 0.00 2.00 2.00 2.00 0.00 4.00 0.00 4.00 44.75 44.75 44.75 -1.75 43.00 0.00 43.00 12.00 2.00 0.00 12.00 2.00 1.00 12.00 2.00 1.00 1.00 0.00 0.00 13.00 2.00 1.00 0.00 0.00 0.00 13.00 2.00 1.00 12.00 12.00 12.00 1.00 16.00 0.00 16.00 0.00 1.00 1.00 1.00 1.00 1.00 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 0.00 0.00 0.00 -1.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 5.00 1.00 2.00 1.00 6.00 4.00 0.00 1.00 2.00 0.70 7.00 2.00 -1.00 1.00 2.00 0.70 5.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 0.70 5.00 2.00 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 1.00 1.00 1.00 0.00 10.70 0.00 10.70 4.00 1.00 1.00 1.00 2.00 4.00 1.00 0.30 0.00 0.00 4.00 1.00 0.30 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 4.00 1.00 0.30 0.00 0.00 4.00 4.00 4.00 0.00 5.30 0.00 5.30 42.00 36.00 36.00 1.00 37.00 0.00 37.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 2.00 1.00 3.00 1000 - 0490 Treasury Management Sr Accountant Treasury Manager Full Full 1000 - 0500 Inventory Control Buyer I Lead Inventory Control Special Storekeeper I Storekeeper II Inventory Control Supervisor Full Full Full Full Full Finance and Budget Totals: Finance Utilities General Fund 1000 - 0450 Customer Service Customer Services Rep I Lead Customer Services Rep Utility Services Supervisor Full Full Full 1000 - 0460 Revenue Administration Administrative Assistant II - Classified Business Analyst Finance Manager Management Analyst Administrative Assistant II Revenue Administrator 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 Full Full Full Full Full Full 1000 - 0480 Utility Billing Customer Services Rep II Lead Customer Services Rep Utility Services Supervisor Accounting Technician I Revenue Collection Specialist Full Full Full Full Full Finance Utilities Totals: Fire General Fund 1000 - 1200 Fire Admin Executive Assistant Fire Chief Management Analyst Administrative Assistant II Full Full Full Full 383 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 -1.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 8.00 0.00 8.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 2.00 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 0.00 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 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 0.00 6.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 3.00 0.00 3.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 -1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 2.00 1.00 1.00 0.50 0.00 0.50 0.00 0.50 1.00 1.00 0.50 0.00 0.50 0.00 0.50 3.00 3.00 5.00 33.00 32.00 64.00 1.00 3.00 3.00 5.00 33.00 32.00 64.00 0.00 3.00 3.00 5.00 33.00 32.00 64.00 0.00 -1.00 1.00 0.00 0.00 0.00 6.00 0.00 2.00 4.00 5.00 33.00 32.00 70.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 4.00 5.00 33.00 32.00 70.00 0.00 3.00 3.00 3.00 6.00 146.00 0.00 146.00 164.00 162.00 161.50 6.00 167.50 1.00 168.50 0.00 4.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 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 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 9.00 0.00 9.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 1000 - 1210 Fire Prevention Administrative Assistant II - Classified Fire and Life Safety Educ Spec Fire Battalion Chief Fire Prevention Inspector Fire Prevention Inspector Supervisor Plans Examiner II Administrative Assistant II Fire Marshal Full Full Full Full Full Full Full Full 1000 - 1220 Fire Support Services Administrative Assistant II - Classified Automotive Technician II Deputy Fire Chief Fire Physical Resources Spvsr Lead Automotive Technician Administrative Assistant I Administrative Assistant II 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 Battalion Chief Fire Captain Fire Training Chief Full Full Full 1000 - 1250 Emergency Management Emergency Management & Safety Coo Full 1000 - 1260 Fire Operations Deputy Fire Chief Fire Battalion Chief Fire Battalion Support Officer Fire Captain Fire Engineer Firefighter Administrative Assistant II Full Full Full Full Full Full Full Fire Totals: Governmental Affairs & Council Office General Fund 1000 - 0025 Governmental Affairs & Council Office Administrative Assistant II - Classified Council Assistant Council Assistant to Mayor Council Office & Grant Prg Mgr Executive Assistant Intergovernmental Affairs Coordinator Intergovernmental Affairs Director Administrative Assistant II Grants Coordinator Full Full Full Full Full Full Full Full Full Governmental Affairs & Council Office Totals: 384 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.00 1.00 0.00 0.00 1.00 1.00 2.00 3.00 3.00 0.00 1.00 1.00 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 2.00 3.00 3.00 0.00 1.00 0.00 0.00 1.00 1.00 -1.00 1.00 1.00 1.00 0.00 1.00 0.50 1.00 1.00 1.00 2.00 4.00 3.00 0.00 0.00 0.00 1.00 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 1.00 -1.00 2.00 0.00 0.00 -1.00 0.00 0.00 0.00 -1.00 -1.00 -1.00 1.00 1.00 0.50 1.00 1.00 1.00 2.00 5.00 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 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 5.00 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 -1.00 16.50 0.00 16.50 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 18.00 17.00 17.50 0.00 17.50 0.00 17.50 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 2.00 4.00 1.00 3.00 2.00 1.00 0.00 2.00 -3.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 4.00 1.00 3.00 2.00 1.00 0.00 1.00 -1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 2.00 1.00 0.00 1.00 0.00 1.00 6.00 2.00 1.00 3.00 0.00 2.00 1.00 1.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 1.00 6.00 2.00 1.00 3.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 3.00 2.00 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 1.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 2.00 1.00 3.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 4.00 2.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 21.00 37.00 1.00 38.00 Human Resources General Fund 1000 - 0070 Human Resources Administrative Assistant II - Classified Business Analyst Emergency Management & Safety Coo Employment Supervisor Human Resources Analyst Human Resources Director Human Resources Manager Human Resources Specialist Sr Human Resources Consultant Total Compensation Administrator Administrative Assistant II Apprenticeship Program Coord. Classified Administrative Assistant II Executive Assistant Human Resources Assistant Position Reduction - Backfill Total Compensation Administrator - Be Total Compensation Administrator - Co Training & Development Coor Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0080 Training Training & Development Coor Full Human Resources Totals: Information Technology Information Technology Fund 3300 - 3750 IT Operations Administrative Assistant II - Classified Application Systems Analyst Database Administrator GIS Technician I GIS Technician II Information Technology Director IT Application Systems Spvsr IT GIS Analyst IT GIS Supervisor IT Operations Division Manager IT Project Manager IT Security Administrator IT Technical Support Supervisor IT Technician I IT Technician II Management Analyst Network Administrator Network Engineer Network Supervisor Sr Application Systems Analyst Systems Engineer Position Reduction - Backfill Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 385 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 1.00 7.60 2.00 5.00 1.00 1.00 2.00 2.00 2.00 1.00 6.00 2.00 4.00 1.00 1.00 2.00 2.00 2.00 1.00 6.00 2.00 4.00 1.00 1.00 2.00 2.00 2.00 -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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 -21.00 0.00 0.00 0.00 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 41.60 39.00 39.00 0.00 39.00 1.00 40.00 1.00 11.00 1.00 3.00 1.00 4.00 1.00 9.00 1.00 4.00 1.00 4.00 1.00 9.00 1.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 9.00 1.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 9.00 1.00 4.00 1.00 4.00 1.00 1.00 1.00 0.00 20.00 0.00 20.00 0.00 0.90 0.90 0.00 0.90 0.00 0.90 0.00 0.90 0.90 0.00 0.90 0.00 0.90 21.00 20.90 20.90 0.00 20.90 0.00 20.90 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 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 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 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 0.00 6.00 0.00 2.00 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 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 0.00 1.00 1.00 0.00 2.00 0.00 2.00 8.00 7.00 8.00 0.00 8.00 0.00 8.00 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 Full Full Full Full Full Full Full Full Full 3300 - 3760 Radio System Operations Radio Systems Engineer Full Information Technology Totals: Municipal Court General Fund 1000 - 0250 Municipal Court Court Administrator Judicial Assistant Judicial Assistant Supervisor Lead Judicial Assistant Municipal Judge Municipal Security Guard Full Full Full Full Full Full Fund 8062 - 8062 Municipal Court Enhancement Fd Judge Pro Tem Part Municipal Court Totals: Office of Communications General Fund 1000 - 0040 Public Information Office Administrative Assistant II - Classified Graphics Designer Public Information Director Public Information Officer Web Designer/Developer Webmaster Administrative Assistant II Public Affairs Specialist Public Information Manager Full Full 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: 386 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.00 0.00 0.00 0.53 1.00 0.75 0.80 0.00 0.00 0.00 0.53 1.00 0.75 0.80 0.00 0.75 0.00 0.53 1.00 0.00 0.80 0.00 0.00 0.80 0.00 0.00 0.00 -0.80 0.00 0.75 0.80 0.53 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.75 0.80 0.53 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.08 1.00 4.08 0.50 1.00 1.00 0.50 1.00 0.00 0.50 1.00 0.00 0.00 0.00 0.00 0.50 1.00 0.00 0.00 0.00 0.00 0.50 1.00 0.00 0.50 0.50 0.50 0.00 1.50 0.00 1.50 0.00 2.00 1.00 0.00 2.00 1.00 0.00 0.00 2.00 1.00 0.00 2.00 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 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 1.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 0.00 7.00 0.00 7.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.47 0.25 1.00 0.20 0.00 0.00 0.47 0.25 0.00 0.20 0.25 0.00 0.47 0.00 0.00 0.20 0.00 0.20 0.00 0.00 0.00 -0.20 0.25 0.20 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.20 0.47 0.00 0.00 0.00 0.00 0.00 0.25 0.00 0.92 0.00 0.92 15.50 12.50 12.50 0.00 12.50 1.00 13.50 0.00 4.00 5.00 1.00 1.00 4.00 1.00 1.00 2.00 0.00 1.00 0.00 4.00 5.00 1.00 1.00 4.00 2.00 1.00 2.00 1.00 0.00 0.00 4.00 5.00 1.00 1.00 4.00 2.00 1.00 2.00 1.00 0.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -2.00 -1.00 0.00 2.00 4.00 6.00 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 1.00 0.00 0.00 0.00 0.00 0.00 2.00 4.00 6.00 1.00 1.00 5.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.00 1.00 22.00 Planning and Community Development General Fund 1000 - 0570 Neighborhood Coordination Human Services Coordinator Management Assistant Neighborhood & Revital. Manager Neighborhood Imp. Specialist Neighborhood Programs Coordinator Administrative Assistant II Neighborhood & Revital. Admin. Full Full Full Full Full Full Full 1000 - 0600 Community Dev Administration Management Analyst Planning & Comm Dev Director Executive Assistant Full Full Full 1000 - 0610 Planning Engineering Planning Manager Planner Planning Assistant Principal Planner Sr Planner Planning Manager Position Reduction - Backfill Full Full Full Full Full Full Full 1000 - 0620 Systems Planning Engineering Planning Manager Parks Project Administrator Sr Planner Utilities Engineering Manager Full Full Full Full Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Management Assistant Neighborhood & Revital. Manager Neighborhood Imp. Specialist Administrative Assistant II Code Technician Neighborhood & Revital. Admin. Full Full Full Full Full Full Planning and Community Development Totals: Police General Fund 1000 - 0550 Neighborhood Services Administrative Assistant II - Classified Animal Control Officer Code Compliance Officer Code Compliance Supervisor Police Manager Police Services Officer Police Special Services Supv Public Education Specialist Administrative Assistant II Code Technician Park Ranger Full Full Full Full Full Full Full Full Full Full Full 387 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 1.00 -1.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 -1.00 1.00 0.00 0.00 -1.00 0.00 -1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 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 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 11.00 0.00 11.00 0.00 1.00 2.00 1.00 1.00 1.00 19.00 4.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 19.00 3.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 19.00 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 -1.00 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 0.00 0.00 0.00 0.00 31.00 0.00 31.00 0.00 0.00 2.00 3.00 63.00 9.00 8.00 2.00 1.00 0.00 1.00 0.00 0.00 2.00 4.00 62.00 7.00 8.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 64.00 7.00 8.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 -1.00 0.00 -1.00 0.00 -1.00 0.00 -1.00 0.00 1.00 1.00 1.00 3.00 64.00 6.00 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 0.00 0.00 1.00 1.00 1.00 3.00 64.00 6.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.00 84.00 0.00 84.00 0.00 0.00 2.00 44.00 8.00 0.00 0.00 2.00 43.00 7.00 1.00 1.00 2.00 43.00 8.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 3.00 43.00 8.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 43.00 8.00 0.00 0.00 1.00 1.00 56.00 0.00 56.00 0.00 1.00 15.00 2.00 0.00 2.00 1.00 19.00 4.00 1.00 1.00 1.00 19.00 4.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 19.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 19.00 5.00 1.00 0.00 2.00 1.00 1.00 27.00 0.00 27.00 1000 - 1000 Police Administration Accreditation/Compliance Coordinator Administrative Assistant II - Classified Deputy Police Chief Executive Assistant Police Chief Police Commander Police Lieutenant Police Officer Police Sergeant Public Information Officer Administrative Assistant II Administrative Services Spvsr Deputy Director of Police Position Reduction - Backfill Full Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 1010 Criminal Investigation Administrative Assistant II - Classified Civilian Investigator Crime Scene Technician Pawn Specialist Police Investigative Officer Police Lieutenant Police Officer Police Sergeant Police Services Officer Victim Assistance Coordinator Administrative Assistant II Full Full Full Full Full Full Full Full Full Full Full 1000 - 1020 Patrol Services - South Administrative Assistant II - Classified Police Analyst Police Commander Police Lieutenant Police Officer Police Sergeant Police Services Officer Administrative Assistant II Civilian Investigator Crime Analyst Vehicle Impound Coordinator Full 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 Full Full Full Full Full 388 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 3.00 1.00 2.00 6.00 1.00 2.00 3.00 1.00 2.00 6.00 1.00 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 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 2.00 6.00 1.00 0.00 3.00 3.00 3.00 0.00 13.00 0.00 13.00 1.00 0.00 1.00 3.00 1.00 2.00 1.00 0.00 1.00 3.00 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 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 5.00 0.00 5.00 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 26.00 26.00 26.00 0.00 34.00 0.00 34.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 2.00 2.00 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 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 1.00 1.00 1.00 0.00 6.00 0.00 6.00 287.00 289.00 288.00 0.00 288.00 1.00 289.00 0.75 1.00 0.50 1.00 1.00 0.75 1.00 0.00 1.00 0.00 1.00 1.00 0.50 1.00 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 0.00 0.00 1.00 1.00 0.50 1.00 0.00 0.75 0.75 1.00 0.00 3.50 0.00 3.50 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 1.00 1.00 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 5.00 0.00 5.00 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 Management Assistant Full Full Full Full Full Full 1000 - 1050 Pd Communications Communications Specialist Communications Supervisor Police Manager Police Services Specialist Full Full Full Full 1000 - 1060 Strategic Planning Business Analyst Management Assistant Police Equipment Coordinator Police Manager Police Support Assistant Accreditation/Compliance Coordinator Crime Analyst Crime Scene Technician Police Sergeant 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 Full Full Full Full Full Water Utility Fund 2050 - 2050 Utilities-Water/Ww Admin Administrative Assistant II - Classified Business Analyst Dep Director PW - Utilities Dept Training & Compliance Spc Sr Management Analyst Administrative Assistant II Management Analyst Full Full Full Full Full Full Full 389 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.00 4.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 4.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -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 1.00 3.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 8.00 0.00 8.00 1.00 0.00 3.00 5.60 1.00 1.00 0.00 2.00 6.60 1.00 1.00 0.00 2.00 6.60 1.00 0.00 1.00 0.00 -1.00 0.00 1.00 1.00 2.00 5.60 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 5.60 1.00 1.00 1.00 1.00 0.00 10.60 0.00 10.60 0.40 0.40 0.40 0.00 0.40 0.00 0.40 0.40 0.40 0.40 0.00 0.40 0.00 0.40 1.00 0.20 1.00 2.00 3.00 1.00 0.20 1.00 2.00 4.00 1.00 0.20 1.00 2.00 4.00 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 1.00 0.20 1.00 2.00 4.00 1.00 1.00 1.00 0.00 8.20 0.00 8.20 0.00 0.00 0.55 1.00 0.00 4.00 4.00 1.00 0.00 0.00 1.00 0.55 1.00 0.00 4.00 3.00 1.00 0.00 0.00 1.00 0.55 1.00 0.00 3.00 3.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 -1.00 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 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 10.55 0.00 10.55 3.00 2.00 2.00 0.00 2.00 0.00 2.00 3.00 2.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 0.50 0.50 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.50 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.50 1.00 1.00 1.00 0.00 0.00 1.00 0.50 -1.00 -1.00 0.00 0.00 0.00 -0.50 -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 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 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.50 0.00 5.50 2050 - 2055 Utilities Operations Admin Administrative Assistant II - Classified Instrument Control Tech II Lead Instrument Control Tech Maintenance Management System Tec SCADA Supervisor Utilities Operations Manager Administrative Assistant II Maintenance & Inv. Supt. Asst. Full Full Full Full Full Full Full Full 2050 - 2060 Greenway Potbl Wtr Trt Plant Lead Utility Plant Operator Utility Plant Op Apprentice Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Full Full Full Full Full 2050 - 2061 Quintero Treatment Plant Utility Plant Operator II Full 2050 - 2070 Production Svcs Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Full Full Full Full Full 2050 - 2080 Distribution Services Administrative Assistant II - Classified Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Op Apprentice Utility System Operator I Utility System Operator II Administrative Assistant II Utility System Operator Apprentice Full Full Full Full Full Full Full Full Full 2050 - 2090 Blue Staking Utility Locator II Full 2050 - 2120 Water Resources/Conservation Administrative Assistant II - Classified Environmental Resources Supv Environmental Technician I Management Assistant Water Policy Administrator Water Resources and Environ Manager Administrative Assistant II Environmental Coordinator Environmental Technician Recycling Technician Water Conservation Coordinator Water Resources Manager Water Resources Supervisor Full Full Full Full Full Full Full Full Full Full Full Full Full 390 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 1.00 1.00 2.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 2.00 0.00 0.00 1.00 0.00 0.25 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 0.00 0.25 0.00 0.00 -0.25 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 1.00 1.00 2.00 1.00 0.25 0.00 0.00 0.00 1.00 1.00 1.00 0.00 5.25 0.00 5.25 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 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 4.00 0.00 4.00 1.00 0.25 1.00 0.00 2.00 3.00 1.00 0.25 1.00 0.00 2.00 3.00 1.00 0.25 1.00 0.00 2.00 4.00 0.00 0.00 0.00 1.00 0.00 -1.00 1.00 0.25 1.00 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 1.00 2.00 3.00 1.00 1.00 1.00 0.00 8.25 0.00 8.25 0.00 1.00 1.00 3.00 0.00 1.00 0.00 0.00 1.00 1.00 3.00 0.00 1.00 0.25 0.00 1.00 1.00 3.00 0.00 0.00 0.25 1.00 0.00 0.00 -1.00 0.25 0.00 -0.25 1.00 1.00 1.00 2.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 5.25 0.00 5.25 0.00 2.00 1.00 0.00 2.00 1.00 0.00 2.00 1.00 1.00 0.00 -1.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 3.00 2.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 5.00 1.00 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 1.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 0.00 9.00 0.00 9.00 5.00 1.00 1.00 1.00 5.00 1.80 0.20 1.00 6.00 1.00 0.20 1.00 0.00 0.00 0.00 0.00 6.00 1.00 0.20 1.00 0.50 0.00 0.00 0.00 6.50 1.00 0.20 1.00 5.00 5.00 6.00 0.00 8.20 0.50 8.70 2050 - 2135 Drinking Water Environmental Cross Connection Specialist Environmental Quality Assurance Offic Laboratory Technician Management Assistant Water Resources and Environ Manager Programs Assistant Waste Reduction Administrator Water Resources Manager Full Full Full Full Full Full Full Full Wastewater Utility Fund 2400 - 2470 Beardsley Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Full Full Full Full 2400 - 2480 Wastewater Collection/Prevention Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Op Apprentice Utility System Operator I Utility System Operator II Full Full Full Full Full Full 2400 - 2490 Wastewater Environmental Environmental Compliance Supervisor Environmental Quality Assurance Offic Lead Water Quality Inspector Water Quality Inspector Water Resources and Environ Manager Utility System Operator II Water Resources Manager Full Full Full Full Full Full Full 2400 - 2495 Jomax Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator II Utility Treatment Supervisor 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 Full Full Full Full Full Commercial Solid Waste Fund 2590 - 2720 Commercial Collection Equipment Operator Lead Equipment Operator Solid Waste Supervisor Solid Waste Worker Full Full Full Full 391 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 0.00 0.00 0.00 1.00 1.50 0.00 0.75 0.00 0.00 0.00 1.00 2.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 -1.00 -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 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 4.00 0.00 4.00 0.00 15.00 2.00 1.00 1.00 16.00 2.20 0.80 1.00 16.00 3.00 0.80 0.00 0.00 0.00 0.00 1.00 16.00 3.00 0.80 0.00 0.00 0.00 0.00 1.00 16.00 3.00 0.80 0.00 1.00 1.00 0.00 20.80 0.00 20.80 10.00 1.00 1.00 9.00 1.00 1.00 8.00 1.00 1.00 0.00 0.00 0.00 8.00 1.00 1.00 0.00 0.00 0.00 8.00 1.00 1.00 10.00 9.00 8.00 0.00 10.00 0.00 10.00 0.00 0.00 0.50 1.00 0.50 1.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 1.00 1.00 0.00 2.00 0.00 2.00 0.00 1.00 0.20 1.00 1.00 1.00 0.00 1.00 0.20 1.00 1.00 1.00 0.00 1.00 0.20 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 4.20 0.00 4.20 0.00 1.00 7.00 1.00 1.00 1.00 0.50 1.00 0.25 0.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 0.25 0.00 1.00 6.00 1.00 1.00 1.00 0.50 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 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 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 11.50 0.00 11.50 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 3.00 Residential Solid Waste Fund 2600 - 2750 Solid Waste Admin Administrative Assistant I - Classified Administrative Assistant II - Classified Management Assistant Solid Waste Manager Administrative Assistant I Classified Administrative Assistant II Programs Assistant Full Full Full Full Full Full Full 2600 - 2760 Residential Collection Equipment Operator Equipment Operator Lead Equipment Operator Solid Waste Supervisor Part Full Full Full 2600 - 2770 Residential Recycling Equipment Operator Lead Equipment Operator Solid Waste Supervisor 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 - Classified Lead Transportation Technician Public Works Operations Manager Transportation Technician I Transportation Technician II Administrative Assistant II Full Full Full Full Full Full Fleet Maintenance Fund 3000 - 3420 Fleet Maintenance Administrative Assistant II - Classified Automotive Technician I Automotive Technician II Fleet Manager Fleet Supervisor Lead Automotive Technician Management Analyst Administrative Assistant II Dep Director PW - Utilities Full Full Full Full Full Full Full Full Full Public Works-Facilities Fund 3250 - 3650 Facilities Admin Administrative Assistant II - Classified Business Analyst Facilities Manager Administrative Assistant II Full Full Full Full 392 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 6.00 0.00 1.00 3.00 0.00 6.00 0.00 1.00 3.00 1.00 6.00 0.00 1.00 3.00 1.00 -1.00 0.75 0.00 0.00 0.00 5.00 0.75 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 5.00 0.75 1.00 3.00 1.00 6.00 6.00 6.00 -0.25 10.75 0.00 10.75 1.75 5.00 1.00 0.00 1.00 1.00 1.00 1.00 1.75 4.00 1.00 0.00 1.00 1.00 1.00 1.00 1.75 4.00 1.00 0.00 1.00 1.00 1.00 1.00 -0.75 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 1.00 5.00 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 5.00 1.00 1.00 1.00 1.00 1.00 0.00 1.75 1.75 1.75 0.25 11.00 0.00 11.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 1.00 0.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 5.00 0.00 1.00 4.00 0.00 3.00 2.00 0.00 1.00 3.00 0.00 3.00 2.00 0.00 1.00 3.00 0.00 3.00 2.00 3.00 0.00 0.00 2.00 -3.00 -2.00 3.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 9.00 0.00 9.00 0.00 0.00 0.00 0.80 3.00 1.00 1.00 1.00 0.00 0.00 0.00 0.80 2.00 1.00 1.00 1.00 0.00 0.00 1.00 0.80 2.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 -1.00 -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 0.00 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 5.80 0.00 5.80 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 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 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 0.00 8.00 0.00 8.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 0.00 5.00 0.00 5.00 3250 - 3660 Custodial Services Custodian Custodian Facilities Maintenance Supervisor Facilities Technician I Lead Custodian Full Part Full Full Full 3250 - 3661 Nighttime Facilities Services Custodian Custodian Facilities Maintenance Supervisor Facilities Operations Tech Facilities Technician I Facilities Technician II Lead Custodian Facilities Operations Technician Part Full Full Full Full Full Full Full 3250 - 3690 Facilities Operating Projects City Security Coordinator Civil Engineer Construction Superintendent Facilities Project Coordinator Construction Project Coordinator Facilities Maintenance Supervisor Security Coordinator Full Full Full Full Full Full Full 3250 - 3700 Technical Operations Facilities Operations Tech Facilities Technical Operations Supervi Facilities Technician II Lead Facilities Operations Tech Facilities Operations Technician Facilities Systems Ops Analyst Full Full Full Full Full Full Streets Fund 7000 - 7000 Streets Admin Administrative Assistant I - Classified Administrative Assistant II - Classified Management Assistant Public Works Operations Manager Street Maintenance Supervisor Administrative Assistant I Administrative Assistant II Programs Assistant Full Full Full Full Full Full Full Full 7000 - 7010 Signs And Striping Lead Transportation Technician Street Maintenance Worker Transportation Mtce Specialist Transportation Technician I Transportation Technician II Full Full Full Full Full 7000 - 7020 Traffic Signal Maintenance Lead Traffic Signal Technician Traffic Signal Technician I Traffic Signal Technician III Full Full Full 393 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2011 Budget FY 2012 Budget FY 2013 Base Change Revised FY 2013 Change in Position Budget FY 2014 4.00 4.00 1.00 2.00 4.00 1.00 4.00 4.00 1.00 2.00 4.00 1.00 4.00 4.00 1.00 2.00 4.00 1.00 0.00 0.00 0.00 0.00 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 4.00 4.00 1.00 2.00 4.00 1.00 4.00 4.00 4.00 0.00 16.00 0.00 16.00 3.00 1.00 3.00 1.00 3.00 1.00 0.00 0.00 3.00 1.00 0.00 0.00 3.00 1.00 3.00 3.00 3.00 0.00 4.00 0.00 4.00 2.00 1.00 3.00 2.25 1.00 0.50 0.25 2.00 1.00 2.00 1.50 1.00 0.00 0.00 2.00 1.00 2.00 1.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 2.00 1.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 2.00 1.50 1.00 0.00 0.00 2.00 2.00 2.00 0.00 7.50 0.00 7.50 Public Works Totals: 241.00 235.25 234.25 0.00 234.25 0.50 234.75 City Totals: 1,131.87 1,100.72 1,098.06 6.31 1,104.37 10.50 1,114.87 Full Part 1,103.35 28.52 1,074.25 26.47 1,072.25 25.81 6.00 -0.69 1,078.25 25.12 10.50 0.00 1,088.75 25.12 7000 - 7030 Street Maintenance Equipment Operator Lead Equipment Operator Pavement Maintenance Coordtr Public Works Inspector Street Maintenance Worker Transportation Technician II Full Full Full Full Full Full 7000 - 7040 Sweeper Operations Equipment Operator Lead Equipment Operator Full Full Transit Fund 7150 - 7200 Transit Division Transit Dispatcher Transit Operations Supervisor Transit Operator I Transit Operator I Transit Operator II Administrative Assistant I Programs Assistant Full Full Full Part Full Full Full *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. 394 City of Peoria FY 2014 Annual Program Budget Schedules 395 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 8 - Debt Service ORIGINAL ISSUE GENERAL OBLIGATION BONDS Existing Debt: GO Series 2007A GO Series 2007B Refunding GO Series 2009 GO Series 2010 GO Series 2012A GO Series 2012B Sub-Total Existing GO Debt Proposed Debt: Proposed GO Debt Total GO Debt MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Series 2006 Community Theater MDA Series 2008 Street Capital Projects - TST MDA Series 2011 GRIC Water Rights MDA Series 2012 Sub-Total Existing MDA Debt Proposed Debt: Proposed MDA Debt OUTSTANDING 7/1/2013 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS TOTAL REQUIREMENTS $94,380,000 $18,365,000 $68,440,000 $29,170,000 $14,715,000 $13,690,000 $61,090,000 $10,780,000 $37,945,000 $24,155,000 $14,715,000 $13,690,000 $3,330,000 $1,630,000 $1,820,000 $1,000,000 $560,000 $1,215,000 $2,513,118 $398,600 $1,472,766 $935,112 $461,912 $291,900 $0 $0 $0 $0 $0 $0 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $5,844,118 $2,029,600 $3,293,766 $1,936,112 $1,022,912 $1,507,900 $238,760,000 $162,375,000 $9,555,000 $6,073,408 $0 $6,000 $15,634,408 $7,318,614 $7,318,614 $0 $0 $0 $0 $0 $246,078,614 $169,693,614 $9,555,000 $6,073,408 $0 $6,000 $15,634,408 $6,675,000 $47,000,000 $7,920,000 $35,510,000 $4,805,000 $37,385,000 $7,140,000 $0 $280,000 $2,185,000 $425,000 $1,300,000 $198,681 $1,730,262 $274,525 $1,235,176 $0 $0 $0 $0 $2,500 $2,500 $2,500 $2,500 $481,181 $3,917,762 $702,025 $2,537,676 $97,105,000 $49,330,000 $4,190,000 $3,438,644 $0 $10,000 $7,638,644 $0 $0 $0 $0 $0 $0 $0 Total MDA Debt $97,105,000 $49,330,000 $4,190,000 $3,438,644 $0 $10,000 $7,638,644 WATER & SEWER REVENUE BONDS Existing Debt: 2000 Water & Sewer Bonds (WIFA)-Phase III 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 2012 Water & Sewer Revenue Bonds Refunding $1,964,789 $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 $23,280,000 $1,169,882 $21,274,015 $35,902,099 $7,562,890 $1,485,579 $7,415,567 $3,515,145 $4,035,124 $1,712,670 $14,015,000 $23,280,000 $97,712 $1,302,382 $1,882,999 $361,209 $30,983 $370,555 $175,576 $181,200 $29,502 $1,210,000 $3,365,000 $42,244 $644,889 $1,117,625 $250,618 $21,006 $131,829 $61,035 $120,427 $20,131 $483,076 $726,750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $139,956 $1,947,471 $3,000,824 $612,027 $52,189 $502,584 $236,811 $301,827 $49,833 $1,693,276 $4,091,950 Sub-total Existing Water & Sewer Revenue Debt $139,933,731 $121,367,971 $9,007,118 $3,619,630 $0 $2,000 $12,628,748 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $139,933,731 $121,367,971 $9,007,118 $3,619,630 $0 $2,000 $12,628,748 $4,950,000 $3,505,000 $325,000 $149,600 $0 $1,000 $475,600 $4,950,000 $3,505,000 $325,000 $149,600 $0 $1,000 $475,600 $0 $0 $0 $0 $0 $0 $0 $4,950,000 $3,505,000 $325,000 $149,600 $0 $1,000 $475,600 Proposed Debt: Proposed Water Revenue Bonds Proposed Wastewater Revenue Bonds Total Water & Sewer Revenue Bonds IMPROVEMENT DISTRICTS Existing Debt: ID 0601 Sub-Total Existing I.D. Debt Proposed I.D. Debt Proposed I.D. Debt Total ID Debt 396 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 8 - Debt Service ORIGINAL ISSUE OUTSTANDING 7/1/2013 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS TOTAL REQUIREMENTS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $436,000 $200,000 $104,000 $105,000 $90,000 $375,000 $0 $0 $1,310,000 $6,000 $20,000 $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 $442,000 $220,000 $104,000 $105,000 $90,000 $375,000 $0 $0 $1,336,000 Development Fee Offsets and Reimbursements: Camino A Lago Offset - Community Park Camino A Lago Offset - Fire Camino A Lago Offset - Law Enforcement Camino A Lago Offset - Library Camino A Lago Offset - Neighborhood Parks Camino A Lago Offset - Streets Camino A Lago Offset - Intersections Camino A Lago Offset - WRF Rock Springs - Fire Rock Springs Offset - Streets Sonoran Mountain Ranch Offset - Law Enforcement Sonoran Mountain Ranch Offset - Neighborhood Parks Sonoran Mountain Ranch Offset - Streets Sonoran Mountain Ranch Offset - Wastewater Expansion The Meadows - Intersections The Meadows - Streets The Meadows - Wastewater Expansion Tierra del Rio Offset - Intersections Tierra del Rio Offset - Library Tierra del Rio Offset - Streets Tierra del Rio Offset - Wastewater Expansion Vistancia Reimbursement - Intersections Vistancia Reimbursement - Streets Vistancia Reimbursement - Water Resources $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,424 $25,128 $19,152 $15,048 $92,232 $359,563 $21,414 $13,773 $24,100 $249,697 $3,475 $51,240 $22,946 $76,920 $13,954 $224,727 $11,880 $9,400 $41,800 $170,200 $384,600 $143,111 $2,304,890 $186,300 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,424 $25,128 $19,152 $15,048 $92,232 $359,563 $21,414 $13,773 $24,100 $249,697 $3,475 $51,240 $22,946 $76,920 $13,954 $224,727 $11,880 $9,400 $41,800 $170,200 $384,600 $143,111 $2,304,890 $186,300 Sub-Total Dev. Fee Offsets and Reimb. $0 $0 $4,482,974 $0 $0 $0 $4,482,974 DEVELOPMENT AGREEMENTS Existing Debt: Westcor Partners, Ltd. (Target) DMB Circle Partners DIB Investments (Berge Lexus) BCC Development (Bell Acura) Phoenix Motor Co (Mercedes) Walmart Arizona Motors (Volkswagen) Park West Total Development Rebates/Debt GRAND TOTALS $0 $0 $5,792,974 $26,000 $0 $0 $5,818,974 $488,067,345 $343,896,585 $28,870,092 $13,307,282 $0 $19,000 $42,196,374 397 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2014 Comment Fleet Reserve Fund Public Works 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 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 542008 542008 542501 542501 542501 542501 542501 542501 542501 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542505 $2,100 $2,100 $51,720 $29,146 $29,146 $31,000 $31,000 $28,006 $29,146 $28,892 $25,515 $40,034 $40,034 $22,021 $22,221 $25,683 $39,836 $30,411 $26,109 $26,000 $27,025 $24,466 $39,836 $31,735 $39,836 $39,836 $39,836 $39,836 $39,836 $39,836 $39,836 $39,836 $39,836 $39,836 $49,080 $25,365 $39,836 $122,236 Total - Public Works $1,318,059 Total - Fleet Reserve Fund $1,318,059 FY14 Supp: Building Inspector I Veh 1553-Vehicle Docking Station FY14 Supp: Park Ranger - Pioneer Park-Vehicle Docking Station Full Size PPV Replaces Veh #1019 Full Size PPV Replaces Veh #1041 Full Size PPV Replaces Veh #1133 Full Size PPV Replaces Veh #1215 Midsize Replaces Veh #1385 Full Size PPV Replaces Veh #971 Full Size P/U 1 ton Replaces Veh #1371 Full Size P/U 1 ton Replaces Veh #1341 Large SUV PPV Replaces Veh #1338 Large SUV PPV Replaces Veh #1229 Full Size P/U 1/2 ton 2wd Replaces Veh #967 Full Size P/U 1/2 ton 2wd Replaces Veh #909 Van Replaces Veh #908 Large SUV PPV Replaces Veh #1381 Full Size P/U 1/2 ton 2wd Replaces Veh #835 Small P/U 2wd Replaces Veh #1156 Ford E350 12 Passenger Van replaces veh #952 FY14 Supp: Park Ranger - Pioneer Park-Vehicle w/radio Full Size P/U 1/2 ton 2wd Replaces Veh #885 Large SUV PPV Replaces Veh #1589 Large SUV PPV Replaces Veh #918 Large SUV PPV Replaces Veh #1387 Large SUV PPV Replaces Veh #1606 Large SUV PPV Replaces Veh #1605 Large SUV PPV Replaces Veh #1603 Large SUV PPV Replaces Veh #1599 Large SUV PPV Replaces Veh #1539 Large SUV PPV Replaces Veh #1534 Large SUV PPV Replaces Veh #1530 Large SUV PPV Replaces Veh #1527 Large SUV PPV Replaces Veh #1526 Animal Control Truck Replaces Veh #1465 Small P/U 2wd Replaces Veh #1414 Large SUV PPV Replaces Veh #1600 FY14 Supp: Replacement of Police Vehicles-Other Vehicles General Fund Finance Utilities Meter Services 543008 Total - Finance Utilities Non-Departmental Non-Departmental 542006 $362,114 Meters for regular replacement program. $362,114 $75,000 FY14 Carryover: Copier Replacements-Copier Replacements 398 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account Total - Non-Departmental Police Patrol Services - South 542001 FY 2014 Comment $75,000 $225,000 FY14 Supp: eCitation Expansion-Electronic Equipment Total - Police $225,000 Total - General Fund $662,114 IT Project Fund Information Technology IT Projects IT Projects IT Projects 542007 542008 542008 IT Projects 543007 IT Projects 543007 IT Projects 543007 $52,000 FY14 Supp: Pavement Management Software-Computer Software $11,500 FY14 Supp: Pavement Management Software-Computer Hardware $20,000 FY14 Supp: Electronic Plan Review - Computer Hardware Increase Storage Capacity $150,000 FY14 Supp: Disaster Recovery Consulting/Planning Phase I ImplDisaster Recovery Phase I Implementation $15,719 FY14 Carryover: City Clerks Document Management System-Clerks Document Management System $100,000 FY14 Carryover: Legal E-Discovery & Records Retrieval SystemLegal E-Discovery & Records Retrieval System Total - Information Technology $349,219 Total - IT Project Fund $349,219 IT Reserve Fund Information Technology Res For System Comp Eqt Res For System Comp Eqt 542008 542008 Res For Personal Comp Eqt 543007 Res For Personal Comp Eqt Res For Personal Comp Eqt 543007 543007 Res For Personal Comp Eqt 543007 $175,000 FY14 Server Replacements $35,000 FY14 Supp: Network Attached Storage Array for Video - BackupNetwork Attached Storage Array $325 FY14 Supp: Pioneer Park Operational Budget-Data Drop Person# 03 $325 FY14 Supp: Pioneer Park Operational Budget-Data Drop $325 FY14 Supp: Pioneer Park Operational Budget-Data Drop Person# 02 $325 FY14 Supp: Human Services Coordinator - Data Drop Total - Information Technology $211,300 Total - IT Reserve Fund $211,300 Percent for the Arts Fund Community Services Percent For The Arts Percent For The Arts 541003 541003 $280,000 FY14 Supp: Large-Scale Public Art-Imp Other Than Land/Buildings $55,000 FY14 Carryover: Public Art-Imp Other Than Land/Buildings Total - Community Services $335,000 Total - Percent for the Arts Fund $335,000 Public Transit Fund Public Works Transit Division 542505 $69,220 FY14 Supp: Transit Replacement Bus-Other vehicles 399 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2014 Total - Public Works $69,220 Total - Public Transit Fund $69,220 Comment Solid Waste Equipment Reserve Fund Public Works Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve 542501 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 $25,000 $54,759 $292,000 $292,000 $292,000 $292,000 $292,000 $292,000 $292,000 $182,896 $292,000 Total - Public Works $2,598,655 Total - Solid Waste Equipment Reserve Fund $2,598,655 Barrel Delivery Truck Replaces Veh #1311 Automated Side Loader Replaces Veh #1455 Automated Side Loader Replaces Veh #1453 Automated Side Loader Replaces Veh #1452 Automated Side Loader Replaces Veh #1451 Automated Side Loader Replaces Veh #1450 Automated Side Loader Replaces Veh #1454 Automated Side Loader Replaces Veh #1448 Roll-Off Replaces Veh #896 Automated Side Loader Replaces Veh #1449 Streets/Transit Equipment Reserve Fund Public Works Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542501 542502 542502 542502 542502 542502 542505 $25,000 $47,423 $27,152 $154,221 $213,824 $108,000 $282,995 Total - Public Works $858,615 Total - Streets/Transit Equipment Reserve Fund $858,615 Crew Cab Stake Flatbed Replaces Veh #1225 Full Size P/U 1/2 ton 2wd Replaces Veh #954 Dump Truck Replaces Veh #782 Patch Truck Replaces Veh #664 FY14 C/O Repl Veh# 1102 FY14 Supp: Replacement of Asphalt Milling Machine-Other Vehicles Wastewater Fund Public Works Butler Water Reclamation Facility 543003 $40,000 FY14 Supp: Butler Scrubber System Modification-Wastewater System Total - Public Works $40,000 Total - Wastewater Fund $40,000 Wastewater Equipment Reserve Fund Public Works Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve 542501 542502 542502 Total - Public Works $25,000 $24,666 Full Size P/U 1/2 ton 2wd Replaces Veh #1108 $24,666 Full Size P/U 1/2 ton 2wd Replaces Veh #1273 $74,332 400 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account Total - Wastewater Equipment Reserve Fund FY 2014 Comment $74,332 Water Equipment Reserve Fund Public Works Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve 542502 542502 542502 542502 542502 $24,666 $26,617 $26,109 $24,419 $24,419 Total - Public Works $126,230 Total - Water Equipment Reserve Fund $126,230 Total - Operating Capital $6,642,744 401 Full Size P/U 1/2 ton 2wd Replaces Veh #1092 Full Size P/U 3/4 ton 2wd Replaces Veh #1115 Small P/U 2wd Replaces Veh #1199 Full Size P/U 3/4 ton 2wd Replaces Veh #956 Full Size P/U 3/4 ton 2wd Replaces Veh #1094 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Drainage 91st Av Street and Drainage Improvements EN00177CO Proposed GO Bonds 4251-4251-543004 CIPDR Project Total $1,310,148 $1,310,148 Community Works Program COP0001CO General 1000-0310-543004 CIPDR Project Total $100,000 $100,000 Glendale-Peoria ADMP Update EN00139SY EN00139SY GO Bonds 2010 Capital Projects-Outside Srces 4240-4240-520099 4810-4810-520099 CIPDR CIPDR Project Total $139,151 $139,176 $278,327 Union Hills / Beardsley Drainage Improvements EN00137DS GO Bonds 2010 4240-4240-543004 CIPDR Project Total Total - Drainage $250,000 $250,000 $1,938,475 Project Type - Operational Facilities Arts Distribution FY2014 AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT AT02014AT General Water Water Expansion Wastewater Wastewater Expansion (Unzoned) GO Bonds 2007 GO Bonds 2009 GO Bonds 2010 GO Bonds 2012 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 2050-2140-525515 2161-2221-525515 2400-2550-525515 2510-2630-525515 4210-4210-525515 4220-4220-525515 4240-4240-525515 4250-4250-525515 4251-4251-525515 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 Project Total $7,020 $56,052 $91,558 $19,127 $25,340 $12,669 $137,464 $49,450 $752 $24,821 $42,346 $35,292 $19,259 $54,518 $229,117 $13,500 $4,714 $56,270 $2,327 $881,596 Asset Management System Upgrade IT00004EQ GO Bonds 2012 4250-4250-543007 CIPOF Project Total $162,536 $162,536 BioScience Incubator ED00010OT ED00010OT Economic Development County Transportation Tax 1900-1900-522070 4550-4550-522070 CIPOF CIPOF Project Total 402 $718,571 $885,050 $1,603,621 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Operational Facilities Chargeback Distribution FY2014 CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB CB02014CB General Water Water Expansion Wastewater Wastewater Expansion (Unzoned) Streets Capital Projects GO Bonds 2007 GO Bonds 2009 GO Bonds 2010 GO Bonds 2012 Proposed GO Bonds County Transportation Tax Highway User Streets Dev Zone 1 Transportation Sales Tax Neighborhood Park Dev Zone 1 River Corridors & Trails Dev Law Enforcement Dev 1000-0310-544001 2050-2140-544001 2161-2221-544001 2400-2550-544001 2510-2630-544001 4150-4150-544001 4210-4210-544001 4220-4220-544001 4240-4240-544001 4250-4250-544001 4251-4251-544001 4550-4550-544001 7000-7050-544001 7001-7051-544001 7010-7075-544001 7901-7901-544001 7920-7920-544001 7930-7930-544001 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $30,000 $119,590 $104,675 $46,900 $10,000 $73,579 $28,597 $168,401 $96,373 $1,442 $41,000 $76,515 $25,000 $77,767 $503,044 $37,000 $12,266 $67,380 $1,519,529 Citywide Security Program PW00506EQ General 1000-0310-542006 CIPOF Project Total $83,080 $83,080 Council Chambers Projection System & Lighting PW10300EQ General 1000-0310-542006 CIPOF Project Total $22,000 $22,000 Economic Development Opportunity Fund ED00007OT County Transportation Tax 4550-4550-522070 CIPOF Project Total $1,091,337 $1,091,337 Entertainment District Improvements ED00002SY General 1000-0310-520099 CIPOF Project Total $495,600 $495,600 Genome Identification Corp ED00012OT Half Cent Sales Tax 1210-0350-522070 CIPOF Project Total $300,000 $300,000 Interactive Voice Response System Replacement MS00002EQ General 1000-0310-543007 CIPOF Project Total $108,760 $108,760 Land Assembly Opportunity Fund ED00003LA Proposed GO Bonds 4251-4251-540000 CIPOF Project Total $2,986,500 $2,986,500 Maxwell Technologies ED00008OT Economic Development 1900-1900-522070 CIPOF Project Total 403 $500,000 $500,000 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Operational Facilities MOC Fuel Island PW00305SY General 1000-0310-520099 CIPOF Project Total $35,000 $35,000 MOC Washout Area Modifications PW00350CO General 1000-0310-540500 CIPOF Project Total $60,000 $60,000 Network Infrastructure Replacement - Beardsley WRF IT00011EQ IT Reserve 3400-3800-543007 CIPOF Project Total $80,400 $80,400 Network Infrastructure Replacement - Fire Stations IT00009EQ IT Reserve 3400-3800-543007 CIPOF Project Total $140,700 $140,700 Network Infrastructure Replacement - Greenway WTF IT00010EQ IT Reserve 3400-3800-543007 CIPOF Project Total $93,800 $93,800 Network Infrastructure Replacement - Jomax WTF IT00012EQ IT Reserve 3400-3800-543007 CIPOF Project Total $70,000 $70,000 Network Infrastructure Replacement - Lib & Council IT00022EQ IT Reserve 3400-3800-543007 CIPOF Project Total $60,000 $60,000 Network Infrastructure Replacement - Remote Access IT00032EQ IT Reserve 3400-3800-543007 CIPOF Project Total $100,000 $100,000 Network Infrastructure Replacement - Rio Vista IT00023EQ IT Reserve 3400-3800-543007 CIPOF Project Total $60,000 $60,000 Network Infrastructure Replacement - Security IT00021EQ IT Reserve 3400-3800-543007 CIPOF Project Total $250,000 $250,000 Network Infrastructure Replacement-Pinnacle Peak IT00028EQ IT Reserve 3400-3800-543007 CIPOF Project Total $50,000 $50,000 Old Town Commercial Rehabilitation ED00006CO ED00006CO General County Transportation Tax 1000-0310-540500 4550-4550-540500 CIPOF CIPOF Project Total $93,438 $30,500 $123,938 Parking Lot/Structure Maint. for City Buildings PW11150CO General 1000-0310-540500 CIPOF Project Total 404 $30,000 $30,000 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Operational Facilities PSAB Security Enhancements PD00018DS PD00018CO PD00018EQ Proposed GO Bonds Proposed GO Bonds Proposed GO Bonds 4251-4251-540500 4251-4251-540500 4251-4251-542006 CIPOF CIPOF CIPOF Project Total $152,000 $670,000 $30,000 $852,000 Radio Infrastructure Replacements - RWC Upgrades IT00024EQ County Transportation Tax 4550-4550-543007 CIPOF Project Total $405,219 $405,219 Sports Complex Improvements CS00022CO CS00022CO Half Cent Sales Tax Proposed MDA Bonds 1210-0350-525515 4232-4232-544001 CIPOF CIPOF Project Total $340,680 $168,315 $508,995 Trine University ED00013OT ED00013OT Economic Development County Transportation Tax 1900-1900-522070 4550-4550-522070 CIPOF CIPOF Project Total Total - Operational Facilities $775,000 $1,000,000 $1,775,000 $14,449,611 Project Type - Parks 83rd Avenue and Village Parkway Trailhead CS00156LA CS00156DS GO Bonds 2007 GO Bonds 2007 4210-4210-540000 4210-4210-543005 CIPRT CIPRT Project Total $250,000 $100,000 $350,000 99th Ave and Olive Trailhead CS00088DS Proposed GO Bonds 4251-4251-543005 CIPRT Project Total $250,000 $250,000 Camino a Lago Park CS00054CO Neighborhood Park Dev Zone 1 7901-7901-543005 CIPPK Project Total $1,350,000 $1,350,000 Community Center Building Addition CS00070EQ General 1000-0310-542006 CIPPK Project Total $10,000 $10,000 Community Works Program COP0001CO COP0001CO COP0001CO General Capital Projects-Outside Srces River Corridors & Trails Dev 1000-0310-543005 4810-4810-543005 7920-7920-543005 CIPPK CIPPK CIPRT Project Total $562,000 $11,750 $50,000 $623,750 New River Trail - BLM EN00371SY EN00371LA EN00371CO GO Bonds 2012 GO Bonds 2012 GO Bonds 2012 4250-4250-520099 4250-4250-540000 4250-4250-543005 CIPRT CIPRT CIPRT Project Total 405 $110,000 $81,356 $187,800 $379,156 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Parks New River Trail - Northern to Olive Avenue CS00125DS CS00125CO CS00125CO CS00125CO GO Bonds 2010 GO Bonds 2010 GO Bonds 2012 River Corridors & Trails Dev 4240-4240-543005 4240-4240-543005 4250-4250-543005 7920-7920-543005 CIPRT CIPRT CIPRT CIPRT Project Total $16,187 $304,057 $24,888 $75,000 $420,132 New River Trail - Williams Rd to Happy Valley Rd CS00128DS Proposed GO Bonds 4251-4251-543005 CIPRT Project Total $100,000 $100,000 Open Space Preservation Program CS00089SY CS00089LA CS00089LA Proposed GO Bonds Proposed GO Bonds Open Space Dev 4251-4251-520099 4251-4251-540000 7915-7915-540000 CIPRT CIPRT CIPRT Project Total $235,832 $1,540,634 $2,050,816 $3,827,282 Pioneer Community Park CS00034CO CS00034CO GO Bonds 2010 County Transportation Tax 4240-4240-543005 4550-4550-543005 CIPPK CIPPK Project Total $865,000 $2,000,000 $2,865,000 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 $338,844 $402,000 $346,419 $1,087,263 Sports Complex Improvements CS00022CO CS00022CO CS00022CO General General Proposed MDA Bonds 1000-0310-520510 1000-0310-540500 4232-4232-540500 CIPPK CIPPK CIPPK Project Total $9,024 $528 $33,827,788 $33,837,340 Sports Complex Lighting Replacement CS00160EQ Half Cent Sales Tax 1210-0350-542006 CIPPK Project Total Total - Parks $1,170,000 $1,170,000 $46,269,923 Project Type - Public Safety CAD Replacement PD00013OT PD00013EQ GO Bonds 2010 GO Bonds 2010 4240-4240-520505 4240-4240-543007 CIPPS CIPPS Project Total $5,742 $625,966 $631,708 Pinnacle Peak Public Safety Facility Expansion PD00021CO PD00021EQ Law Enforcement Dev Law Enforcement Dev 7930-7930-540500 7930-7930-542006 CIPPS CIPPS Project Total 406 $5,626,949 $198,052 $5,825,001 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Public Safety Support Services Facility FD00101CO FD00101EQ FD00101CO FD00101CO GO Bonds 2010 GO Bonds 2010 GO Bonds 2012 Fire & Emergency Svc Dev 4240-4240-540500 4240-4240-542006 4250-4250-540500 7935-7935-540500 CIPPS CIPPS CIPPS CIPPS Project Total Total - Public Safety $235,677 $125,000 $50,250 $232,673 $643,600 $7,100,309 Project Type - Streets 103rd Av; Northern Av to Olive Av -West 1/2 Street EN00422LA EN00422DS Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $400,000 $450,000 $850,000 75th Av & Cactus Rd Intersection Improvements EN00088CO EN00088LA EN00088CO EN00088DS Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $33,638 $260,000 $3,185,213 $65,000 $3,543,851 75th Av & Peoria Av Intersection Improvements EN00081CO EN00081LA EN00081CO EN00081DS Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $12,544 $37,600 $1,221,946 $74,400 $1,346,490 83rd Av Street and Drainage Improvements EN00313CO EN00313CO County Transportation Tax Capital Projects-Outside Srces 4550-4550-543001 4810-4810-543001 CIPST CIPST Project Total $250,000 $165,242 $415,242 83rd Avenue Roadway Modifications EN00459LA EN00459CO EN00459DS Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $30,000 $357,937 $55,230 $443,167 87th Av & Peoria Av Intersection Alignment PW00109LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total 407 $123,000 $123,000 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Streets 91st Av Street and Drainage Improvements EN00177LA EN00177CO EN00177LA EN00177DS EN00177CO Streets Dev Zone 1 Streets Dev Zone 1 Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7001-7051-540000 7001-7051-543001 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST Project Total $351,630 $1,925,888 $351,630 $150,000 $1,919,806 $4,698,954 ADA Accessibility Program PW00025SY PW00025CO Highway User Highway User 7000-7050-520099 7000-7050-543001 CIPST CIPST Project Total $34,000 $55,000 $89,000 Agua Fria Truck Road Reliever EN00271CO EN00271CO EN00271CO GO Bonds 2007 GO Bonds 2009 Capital Projects-Outside Srces 4210-4210-543001 4220-4220-543001 4810-4810-543001 CIPST CIPST CIPST Project Total $548,057 $7,861,198 $235,000 $8,644,255 Arterial Urban Street Overlay Program PW00992CO Highway User 7000-7050-543001 CIPST Project Total $75,000 $75,000 Beardsley Rd Extension PW00152CO GO Bonds 2009 4220-4220-543001 CIPST Project Total $100,000 $100,000 Bridge Maintenance and Management Program EN00243CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $473,514 $473,514 Community Works Program COP0001CO Highway User 7000-7050-543001 CIPST Project Total $500,000 $500,000 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy EN00395LA EN00395DS EN00395CO Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $150,000 $179,950 $250,000 $579,950 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 $2,044,002 $449,622 $2,493,624 Grand Av Landscaping; L101 - 71st Av EN00214CO EN00214CO GO Bonds 2009 Capital Projects-Outside Srces 4220-4220-543001 4810-4810-543001 CIPST CIPST Project Total 408 $14,210 $50,469 $64,679 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Streets Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) EN00241CO EN00241CO EN00241CO EN00241CO EN00241CO EN00241CO GO Bonds 2009 GO Bonds 2010 County Transportation Tax Capital Projects-Outside Srces Streets Dev Zone 2 Transportation Sales Tax 4220-4220-543001 4240-4240-543001 4550-4550-543001 4810-4810-543001 7002-7052-543001 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST CIPST Project Total $5,871,044 $2,872,149 $847,331 $292,000 $4,484,714 $4,513,964 $18,881,202 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 $100,000 $100,000 oria 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 $170,000 $170,000 Street Light Infill and Replacement Program PW11160CO Highway User 7000-7050-543001 CIPST Project Total $150,000 $150,000 Street Maintenance Program PW00138CO 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 $965,044 $3,485,149 $4,450,193 Thunderbird Rd Widening Rehab; L101-95th Av EN00011CO EN00011DS GO Bonds 2007 GO Bonds 2007 4210-4210-543001 4210-4210-543001 CIPST CIPST Project Total $220,000 $60,000 $280,000 Traffic Signal Renovation and Replacement PW00993CO Highway User 7000-7050-543001 CIPST Project Total $139,554 $139,554 Vistancia Commercial Core Backbone Infrastructure ED00009CO ED00009CO ED00009DS Streets Dev Zone 2 Transportation Sales Tax Transportation Sales Tax 7002-7052-543001 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total 409 $2,400,000 $2,983,095 $230,000 $5,613,095 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Streets Westgreen Estates Unit 9 Soundwall EN00324CO EN00324DS EN00324CO County Transportation Tax County Transportation Tax Capital Projects-Outside Srces 4550-4550-543001 4550-4550-543001 4810-4810-543001 CIPST CIPST CIPST Project Total Total - Streets $112,295 $60,000 $534,748 $707,043 $57,231,813 Project Type - Traffic Controls ITS Equipment Upgrade EN00348DS EN00348CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPTC CIPTC Project Total $54,000 $190,000 $244,000 Traffic Signal Interconnect Project (TSIP) PW00133CO PW00133DS Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPTC CIPTC Project Total $330,000 $145,000 $475,000 Traffic Signal Program EN00170CO EN00170CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPTC CIPTC Project Total $76,816 $763,000 $839,816 Traffic Signal System Software Replacement EN00430CO Transportation Sales Tax 7010-7075-543007 CIPTC Project Total Total - Traffic Controls $300,000 $300,000 $1,858,816 Project Type - Wastewater Beardsley Plant Equipment Upgrade and Expansion UT00314EQ Wastewater 2400-2550-542006 CIPWW Project Total $150,000 $150,000 Butler Recharge Wells UT00309SY UT00309DS Wastewater Wastewater 2400-2550-520099 2400-2550-543003 CIPWW CIPWW Project Total $3,257 $42,668 $45,925 Butler Reclaimed Water System Expansion Phase II UT00313CO Wastewater 2400-2550-543003 CIPWW Project Total $306,018 $306,018 Condition Assessment of Remote Sites UT00256SY Wastewater 2400-2550-520099 CIPWW Project Total 410 $50,000 $50,000 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Wastewater Integrated Utility Master Plan UT00271SY UT00271SY Wastewater Wastewater 2400-2550-520099 2400-2550-543003 CIPWW CIPWW Project Total $158,600 $101,000 $259,600 Interactive Voice Response System Replacement MS00002EQ Wastewater 2400-2550-543007 CIPWW Project Total $108,753 $108,753 Jomax WRF Operational Improvements UT00323SY UT00323CO Wastewater Wastewater 2400-2550-520099 2400-2550-543003 CIPWW CIPWW Project Total $28,750 $34,650 $63,400 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 $200,591 $1,828,903 $2,029,494 Lift Station Reconditioning UT00116CO Wastewater 2400-2550-543003 CIPWW Project Total $109,000 $109,000 Manhole Rehabilitation UT00307CO Wastewater 2400-2550-543003 CIPWW Project Total $223,250 $223,250 Miscellaneous Local Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543003 CIPWW Project Total $124,500 $124,500 New River Agua Fria Underground Storage Project UT00149SY UT00149CO UT00149DS Wastewater Expansion (Unzoned) Wastewater Expansion (Unzoned) Wastewater Expansion (Unzoned) 2510-2630-520099 2510-2630-543003 2510-2630-543003 CIPWW CIPWW CIPWW Project Total $3,224 $116,782 $16,119 $136,125 Reclaimed Water Booster Land Purchase at IPS UT00329LA Wastewater 2400-2550-540000 CIPWW Project Total $162,500 $162,500 SCADA Equipment Replacement UT00266EQ Wastewater 2400-2550-542006 CIPWW Project Total $350,000 $350,000 SROG Line Assessment & Repair UT00321SY UT00321SY Wastewater Wastewater Expansion (Unzoned) 2400-2550-520099 2510-2630-520099 CIPWW CIPWW Project Total $104,842 $94,551 $199,393 Trunk Sewer Line Inspection UT00322SY Wastewater 2400-2550-520099 CIPWW Project Total 411 $150,000 $150,000 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Wastewater Trunk Sewer Rehabilitation UT00296CO Wastewater 2400-2550-543003 CIPWW Project Total $291,073 $291,073 Utility Security Upgrades UT00262CO Wastewater 2400-2550-543003 CIPWW Project Total $185,644 $185,644 Vistancia Commercial Core Backbone Infrastructure ED00009CO Wastewater 2400-2550-543003 CIPWW Project Total $393,832 $393,832 Water Meter Replacement Program UT00326EQ Wastewater 2400-2550-542006 CIPWW Project Total $517,698 $517,698 West Agua Fria Wastewater Lines UT00171CO Wastewater Expansion (Unzoned) 2510-2630-543003 CIPWW Project Total Total - Wastewater $1,212,421 $1,212,421 $7,068,626 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 $25,609 $408,185 $433,794 Beardsley Plant Equipment Upgrade and Expansion UT00314EQ Water 2050-2140-542006 CIPWR Project Total $37,250 $37,250 Butler Recharge Wells UT00309SY UT00309DS Water Water 2050-2140-520099 2050-2140-543002 CIPWR CIPWR Project Total $9,771 $128,003 $137,774 Butler Reclaimed Water System Expansion Phase II UT00313CO Water 2050-2140-543002 CIPWR Project Total $918,053 $918,053 Condition Assessment of Remote Sites UT00256SY Water 2050-2140-520099 CIPWR Project Total $50,000 $50,000 Fire Hydrant Infill UT00204CO Water 2050-2140-543002 CIPWR Project Total $64,505 $64,505 Greenway Plant Equipment Upgrade UT00316EQ Water 2050-2140-542006 CIPWR Project Total 412 $100,000 $100,000 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Water Integrated Utility Master Plan UT00271SY UT00271SY Water Water 2050-2140-520099 2050-2140-543002 CIPWR CIPWR Project Total $158,600 $101,000 $259,600 Interactive Voice Response System Replacement MS00002EQ Water 2050-2140-543007 CIPWR Project Total $108,699 $108,699 Jomax WRF Operational Improvements UT00323SY Water 2050-2140-520099 CIPWR Project Total $21,250 $21,250 Lake Plsnt Pkwy 24-inch Waterline; Dynamite-L303 UT00148CO UT00148CO Water Water Expansion 2050-2140-543002 2161-2221-543002 CIPWR CIPWR Project Total $120,208 $1,478,444 $1,598,652 Lone Mtn Pkwy 24-inch Waterline; LPP to L303 UT00233CO Water Expansion 2161-2221-543002 CIPWR Project Total $2,551,302 $2,551,302 Miscellaneous Local Waterline Improvements UT00203CO Water 2050-2140-543002 CIPWR Project Total $210,000 $210,000 New River Agua Fria Underground Storage Project UT00149SY UT00149DS UT00149CO Water Expansion Water Expansion Water Expansion 2161-2221-520099 2161-2221-543002 2161-2221-543002 CIPWR CIPWR CIPWR Project Total $16,776 $83,881 $607,718 $708,375 Peacock Village Waterline Replacement UT00330DS Water 2050-2140-543002 CIPWR Project Total $137,142 $137,142 Peoria/SRP Aquifer Storage Recovery Well Recharge UT00319CO Water 2050-2140-543002 CIPWR Project Total $272,500 $272,500 Pyramid Peak Water Treatment Plant - Upgrades UT00037CO Water Expansion 2161-2221-543002 CIPWR Project Total $23,000 $23,000 Reclaimed Water Booster Land Purchase at IPS UT00329LA Water 2050-2140-540000 CIPWR Project Total $487,500 $487,500 SCADA Equipment Replacement UT00266EQ Water 2050-2140-542006 CIPWR Project Total 413 $744,416 $744,416 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2014 Project Type - Water Utility Security Upgrades UT00262CO Water 2050-2140-543002 CIPWR Project Total $111,882 $111,882 Vistancia Commercial Core Backbone Infrastructure ED00009CO Water 2050-2140-543002 CIPWR Project Total $693,073 $693,073 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $700,000 $700,000 Water Meter Replacement Program UT00326EQ Water 2050-2140-542006 CIPWR Project Total $1,052,498 $1,052,498 Water Production Optimization UT00252EQ Water 2050-2140-542006 CIPWR Project Total $400,000 $400,000 Well 112-Arrowhead Shores Tank Aeration System UT00332AT UT00332CO Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $30,000 $220,000 $250,000 Wellhead Water Quality Mitigation UT00272CO UT00272CO Water Water Expansion 2050-2140-543002 2161-2221-543002 CIPWR CIPWR Project Total $1,587,210 $1,587,210 $3,174,420 Wells - New Construction UT00117SY UT00117LA UT00117CO Water Expansion Water Expansion Water Expansion 2161-2221-520099 2161-2221-540000 2161-2221-543002 CIPWR CIPWR CIPWR Project Total $48,835 $38,500 $2,473,560 $2,560,895 West Agua Fria Water Lines UT00170CO Water Expansion 2161-2221-543002 CIPWR Project Total 414 $384,029 $384,029 Total - Water $18,190,609 Total FY 14 CIP $154,108,182 0020-01 0020-02 0042-01 1400-01 1400-02 1400-03 1410-01 1410-02 1410-03 1480-01 1481-01 1510-01 1510-03 1510-04 1510-06 1510-07 1510-08 1510-09 1510-10 1530-01 1531-04 1532-01 1532-02 1540-01 1540-02 1560-01 1570-01 1570-02 1600-01 1600-02 0352-01 0650-01 Community Services Arts Commission Community Services Administration Community Services Administration Community Services Administration Swimming Pools Swimming Pools Swimming Pools Sports Programs - Youth Sports Programs - Adult Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Community Center Rio Vista Community Park Rio Vista Rec Center Rio Vista Rec Center Main Library Main Library Parks North Parks South Parks South Contracted Landscape Maintenance Contracted Landscape Maintenance Economic Development Services Business and Real Estate Development Building Development Suppl. # City Manager City Manager's Office City Manager's Office General Fund Fund / Department / Division Total - City Manager 415 EDIS Implementation Over The Counter Plan Review Implementation Art Grant Supplemental Customer Svc Rep I Pioneer Park Operational Budget NRPA-CAPRA Accreditation Visit Maintenance Staffing Adjustments Sunrise Pool Maintenance Increase in Part Time Hours Summer Sports Program Use of School Facilities Pioneer Community Park Programs Existing Special Event Programming Elements P83 Party Special Event "Keep It Safe" - A Family Affair Special Event Northern Peoria Special Events Bravo Peoria Fiesta Peoria - (In-kind support) Cinco de Mayo - (In-kind support) Neighborhood Park Events (4) Part Time Hours Increase - Community Center Rental Rate/Usage Increases - Rio Vista Community Park Replacement of Fitness Equipment - Year 2 of 3 Wood Floor Strip and Seal Technology Funding at Libraries Library Collection Management System Light Post Replacements Park Maintenance Floor Surfacing at Park Restrooms Right of Way Landscape Contracts Water/Irrigation System Management Total - Community Services Travel and Training Sister Cities Supplemental Description $425,000 $68,475 $115,000 $0 $8,090 $10,000 $20,000 $99,000 $0 $0 $11,448 $0 $109,199 $6,306 $91,879 $10,000 $20,000 $10,000 $28,000 $0 $0 $53,390 $8,500 $22,592 $0 $24,000 $51,835 $15,000 $0 $30,000 $744,239 $0 $15,000 $15,000 $0 $62,484 $0 $30,792 $916,906 $0 $0 $0 $31,314 $18,000 $132,562 $64,270 $0 $0 $0 $0 $0 $0 $0 $12,374 $28,000 $0 $0 $0 $12,112 $0 $0 $0 $125,000 $50,000 $1,421,330 $9,200 $0 $9,200 FY 2014 FY 2014 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $425,000 $130,959 $115,000 $30,792 $924,996 $10,000 $20,000 $99,000 $31,314 $18,000 $144,010 $64,270 $109,199 $6,306 $91,879 $10,000 $20,000 $10,000 $28,000 $12,374 $28,000 $53,390 $8,500 $22,592 $12,112 $24,000 $51,835 $15,000 $125,000 $80,000 $2,165,569 $9,200 $15,000 $24,200 FY 2014 Total Cost City of Peoria FY 2014 Annual Program Budget Schedules 416 0025-01 0025-02 0025-03 0025-04 0070-02 Governmental Affairs Governmental Affairs & Council Office Governmental Affairs & Council Office Governmental Affairs & Council Office Governmental Affairs & Council Office Human Resources Human Resources 1200-02 1210-01 1220-10 1230-01 1230-08 1240-03 1240-08 1250-09 1250-11 1260-04 1260-05 0470-01 0470-01 Finance Utilities Meter Services Meter Services Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Emergency Medical Services Fire Training Fire Training Emergency Management Emergency Management Fire Operations Fire Operations 0400-01 0420-01 0420-02 0420-03 Finance Finance Admin Tax Audit & Collections Tax Audit & Collections Tax Audit & Collections Fire 0813-02 0650-02 0810-01 0810-03 Building Development Site Development Site Development Engineering Design and Construction Suppl. # Fund / Department / Division Total - Fire Part-time Seasonal Employee Background Checks Federal and State Consulting Services Luke Air Force Base Representation Arizona League of Cities and Towns Conference Luke Fighter Country Partnership Total - Governmental Affairs Management Analyst Overtime Support Services Building/On-Going Costs ALS & BLS Refresher Tuition EMS Equipment &Supplies Technical Rescue Technician Certification Fire Dept. Training Supplies City & Professional Membership Dues Active Fire Suppression Training System CAD OT-Cover Absence Fuel Zonar Electronic Fleet Management Total - Finance Utilities Department Training for Professional Development eTax Application Redesign Redesign Tax Return Paper Form Printing and Postage for Account Statements Total - Finance Extend Temp. P/T Construction Project Coordinator Total - Engineering Building Inspector I Electronic Plan Review - Sustainability Engineering Counter Permit Technician Total - Economic Development Services Supplemental Description $0 $115,000 $52,124 $4,000 $25,000 $196,124 $0 $0 $0 $0 $154,846 $35,000 $0 $0 $5,000 $0 $0 $194,846 $0 $15,700 $15,700 $27,165 $10,000 $10,000 $26,000 $73,165 $80,768 $80,768 $2,100 $126,800 $60,155 $682,530 $21,000 $0 $0 $0 $0 $0 $79,475 $6,000 $45,500 $3,000 $0 $0 $13,000 $4,150 $0 $60,000 $105,000 $316,125 $6,000 $3,300 $9,300 $0 $0 $0 $0 $0 $0 $0 $74,643 $0 $257 $137,384 FY 2014 FY 2014 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $21,000 $115,000 $52,124 $4,000 $25,000 $196,124 $79,475 $6,000 $45,500 $3,000 $154,846 $35,000 $13,000 $4,150 $5,000 $60,000 $105,000 $510,971 $6,000 $19,000 $25,000 $27,165 $10,000 $10,000 $26,000 $73,165 $80,768 $80,768 $76,743 $126,800 $60,412 $819,914 FY 2014 Total Cost City of Peoria FY 2014 Annual Program Budget Schedules 0070-03 0070-04 0080-01 0080-02 0010-01 0010-02 0300-01 0300-02 0300-04 0040-01 0041-01 0041-02 0041-03 0041-04 0570-01 0570-02 0610-01 0550-01 0550-02 1000-01 1020-01 1020-02 1020-03 1020-04 1021-01 Mayor and Council Mayor & City Council Mayor & City Council Non-Departmental Non-Departmental Non-Departmental Non-Departmental Office of Communications Public Information Office Peoria Channel 11 Peoria Channel 11 Peoria Channel 11 Peoria Channel 11 Planning and Community Development Neighborhood Coordination Neighborhood Coordination Planning Police Neighborhood Services Neighborhood Services Police Administration Patrol Services - South Patrol Services - South Patrol Services - South Patrol Services - South Patrol Services - North Suppl. # Human Resources Human Resources Training Training Fund / Department / Division Total - Non-Departmental 417 Park Ranger - Pioneer Park Lot Clean-Up/Abatement Lexipol Administration Crime Prevention Program Replacement of Police Vehicles Overtime eCitation Expansion Fuel Cost Increase Total - Police FY14 Neighborhood Grant Funding Human Services Coordinator Contract Transportation Planner - extension Total - Planning and Community Development Sustainability Film Series Network Attached Storage Array for Video - Backup Digital Field Camera Equipment Replacement Computer Hardware/Software Replacement Total - Office of Communications Timekeeping/Payroll Study Community Events Program Review - IT I-Pads for Councilmembers Youth Delegation: National League of Cities Conf. Total - Mayor and Council Employee Satisfaction Survey Tuition Reimbursement Program Workforce Inclusion and Engagement Citywide Training Initiatives Total - Human Resources Supplemental Description $39,925 $30,000 $12,500 $35,000 $122,236 $0 $225,000 $0 $464,661 $150,000 $8,370 $40,500 $198,870 $9,900 $35,000 $12,000 $7,000 $2,000 $65,900 $75,000 $10,000 $40,000 $125,000 $4,500 $7,500 $12,000 $13,780 $58,483 $70,000 $30,000 $172,263 $73,407 $0 $0 $0 $5,000 $75,000 $0 $75,000 $228,407 $0 $81,914 $0 $81,914 $0 $5,000 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $21,000 FY 2014 FY 2014 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $113,332 $30,000 $12,500 $35,000 $127,236 $75,000 $225,000 $75,000 $693,068 $150,000 $90,284 $40,500 $280,784 $9,900 $40,000 $12,000 $7,000 $2,000 $70,900 $75,000 $10,000 $40,000 $125,000 $4,500 $7,500 $12,000 $13,780 $58,483 $70,000 $30,000 $193,263 FY 2014 Total Cost City of Peoria FY 2014 Annual Program Budget Schedules 418 Public Works Commercial Collection Commercial Solid Waste Fund Public Works Butler Water Reclamation Facility Wastewater Fund Public Works Water Supply Water Fund Community Services Complex Operations/Maint Sports Complex Fund Community Services Percent For The Arts Percent For The Arts Percent for the Arts Fund Fund / Department / Division 2720-01 2496-01 2125-01 2000-01 0120-01 0120-02 Suppl. # $25,921 Total - Sports Complex Fund $0 $40,000 Total - Wastewater Fund Solid Waste Roll-off Driver - 0.5 FTE $40,000 $40,000 $0 Total - Water Fund Total - Public Works Butler Scrubber System Modification $0 $0 Total - Public Works Water Resources CAP Water Delivery $25,921 $25,921 PT Sponsorship Sales Assistant Total - Community Services $305,000 Total - Percent for the Arts Fund $3,041,066 Total - Community Services Total - General Fund $57,800 $0 $0 $0 $150,000 $150,000 $150,000 $0 $0 $0 $0 $0 $0 $0 $2,229,660 FY 2014 FY 2014 One-time Cost Ongoing Cost $25,000 $280,000 $305,000 Small Art Large-Scale Public Art Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $57,800 $40,000 $40,000 $40,000 $150,000 $150,000 $150,000 $25,921 $25,921 $25,921 $305,000 $25,000 $280,000 $305,000 $5,270,726 FY 2014 Total Cost City of Peoria FY 2014 Annual Program Budget Schedules 419 Information Technology IT Operations IT Operations IT Operations IT Operations Information Technology Fund Public Works Facilities Operating Projects Facilities Operating Projects Facilities Operating Projects Facilities Operating Projects Facilities Maintenance Fund City Attorney Insurance Prem/Deduct Risk Management Insurance Reserve Fund Public Works Fleet Maintenance Fleet Services Fund Fund / Department / Division 3750-03 3750-04 3750-05 3750-07 3690-01 3690-02 3690-03 3690-04 3600-02 3610-01 3420-01 Suppl. # $45,000 $4,240 $0 $333,000 $382,240 $86,000 Total - Facilities Maintenance Fund IT Customer Service Representative (Contractor) IT Network Administrator FTE Additional Ongoing Software & Hardware Maintenance Microsoft Licensing Upgrades Total - Information Technology $15,000 $22,000 $20,000 $29,000 $86,000 $127,800 Total - Insurance Reserve Fund Facilities Support Equipment Replacement PSAB HVAC Cooling Tower Replace Fire Station #3 Apparatus Bay Coolers Data Center Cooling Modifications Total - Public Works $70,000 $57,800 $127,800 $0 Total - Fleet Services Fund Outside Counsel Legal Costs - Exceptional Cases Risk Management Software and Systems Upgrade Total - City Attorney $0 $0 $0 Total - Commercial Solid Waste Fund Increased Motor Vehicle R & M and Tires Total - Public Works $0 $0 $89,317 $71,640 $0 $160,957 $0 $0 $0 $0 $0 $0 $8,000 $0 $8,000 $8,000 $123,000 $123,000 $123,000 $57,800 $57,800 FY 2014 FY 2014 One-time Cost Ongoing Cost Total - Public Works Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $45,000 $93,557 $71,640 $333,000 $543,197 $86,000 $15,000 $22,000 $20,000 $29,000 $86,000 $135,800 $70,000 $65,800 $135,800 $123,000 $123,000 $123,000 $57,800 $57,800 FY 2014 Total Cost City of Peoria FY 2014 Annual Program Budget Schedules 420 7160-01 7010-01 7030-01 7030-02 3850-02 Suppl. # Public Works Transit Division Public Transit Fund Planning and Community Development Neighborhood Stabilization Grant III 7200-01 7180-01 Neighborhood Stabilization Grant III Fund Planning and Community Development Comm Dev Block Grant Community Dev Block Grant Fund Public Works Signs And Striping Street Maintenance Street Maintenance Highway User Fund Information Technology IT Projects IT Project Fund Fund / Department / Division $69,220 $491,000 Total - Neighborhood Stabilization Grant III Fund Transit Replacement Bus $491,000 $491,000 $0 Total - Community Dev Block Grant Fund FY14 NSP3 Funding Total - Planning and Community Development $0 $0 $358,995 Total - Highway User Fund FY14 CDBG Funding Total - Planning and Community Development $0 $76,000 $282,995 $358,995 $150,000 Total - IT Project Fund Striping Paint and Supplies Pavement Management Software Replacement of Asphalt Milling Machine Total - Public Works $150,000 $150,000 $382,240 $0 $0 $0 $0 $38,358 $38,358 $38,358 $59,100 $30,000 $800 $28,300 $59,100 $20,000 $20,000 $20,000 $160,957 FY 2014 FY 2014 One-time Cost Ongoing Cost Disaster Recovery Consulting/Planning Phase I Impl Total - Information Technology Total - Information Technology Fund Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $69,220 $491,000 $491,000 $491,000 $38,358 $38,358 $38,358 $418,095 $30,000 $76,800 $311,295 $418,095 $170,000 $170,000 $170,000 $543,197 FY 2014 Total Cost City of Peoria FY 2014 Annual Program Budget Schedules 421 7500-03 7500-04 7500-05 7500-06 7500-07 7500-08 7500-09 7500-10 7500-11 7500-13 7250-01 7250-02 7200-02 7200-03 Suppl. # Municipal Court Municipal Court Enhancement Fd Municipal Court Enhancement Fd Municipal Court Enhancement Fd 8062-01 8062-02 8062-03 Municipal Court Enhancement Fd 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 State Anti-Racketeering - PD Fund Community Services Adult Day Prg Grant Adult Day Prg Grant Adult Day Program Grant Fund Transit Division Transit Division Fund / Department / Division Total - Municipal Court $55,209 $55,209 $55,209 $165,627 $264,610 Total - State Anti-Racketeering - PD Fund Contract Judicial Assistant Contract Judicial Assistant Contract Judicial Assistant $30,000 $41,000 $8,000 $10,000 $4,950 $80,000 $7,600 $68,000 $0 $15,060 $264,610 $0 Total - Adult Day Program Grant Fund Leadership Training Taser Replacement Transcription Services Victim Assistance Coordinator Grant Match Policy Updates - Annual Maintenance Fee Contract Legal Advisor CALEA Administration Analytical Software Special Investigations Unit Funding CitizenServe Software for Tracking Code Issues Total - Police $0 $0 $0 $69,220 Total - Public Transit Fund Part Time Staff for DDD Preschool Program Increases in Fleet Costs Total - Community Services $0 $0 $69,220 $0 $0 $0 $0 $60,000 $0 $0 $0 $0 $0 $0 $0 $0 $60,000 $0 $60,000 $32,198 $29,584 $2,614 $32,198 $31,000 $25,000 $6,000 $31,000 FY 2014 FY 2014 One-time Cost Ongoing Cost Increased Other Professional Services Peoria Ave & Thunderbird Routes Bus Shelter O & M Total - Public Works Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $55,209 $55,209 $55,209 $165,627 $324,610 $30,000 $41,000 $8,000 $10,000 $4,950 $80,000 $7,600 $68,000 $60,000 $15,060 $324,610 $32,198 $29,584 $2,614 $32,198 $100,220 $25,000 $6,000 $100,220 FY 2014 Total Cost City of Peoria FY 2014 Annual Program Budget Schedules Human Resources Employee Event Fund Employee Event Fund Fund / Department / Division 8090-01 Suppl. # $5,507,479 $0 Total - Employee Event Fund Total - Additions/(Reductions) $0 $0 $165,627 $2,973,073 $3,000 $3,000 $3,000 $0 FY 2014 FY 2014 One-time Cost Ongoing Cost Total - Human Resources Employee Appreciation Event Total - Municipal Court Enhancement Fd Fund Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $8,480,552 $3,000 $3,000 $3,000 $165,627 FY 2014 Total Cost City of Peoria FY 2014 Annual Program Budget Schedules 422 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 12 - Improvement District Revenues DESCRIPTION PROJECTED FY2014 PROJECTED FY2014 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 SLID 62 SLID 63 Westfield Gardens Autumn Point Vistas Avenida II Cypress Point Estates II @ WBV Shavano Bell Park Central Bell Park & Parcels 2B-8 Foxwood Unit Four Vista Crossing Vista Pinnacle North Shores @ Ventana Lakes Vistas @ Desert Harbor Phase I Village Terrace The Coves/Ventana Lakes Windwood Lakeside Unit 2 @ Ventana Lakes Arrowhead Shores I Arrowhead Shores II Westfield Gardens 2 Cactus Point Crossing Country Meadows Estates The Gardens @ V.L. includes North Park Brookside Village I & II Country Meadows Unit 11 Vista Point, Village Terrace II & III @ WBV Calbrisa Torrey Pines I & II The Landings @ V.L. includes South Bay Sweetwater Place Vistas @ Desert Harbor Unit II Westfield Gardens III 83rd Ave & Thunderbird Crystal Cove Villas @ Desert Harbor Arrowhead Cove Vistas Fairways @ WBV Bridlewood The Shores @ 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 Hunter Ridge Arrowhead Horizons Cactus Place Legacy Place Granite Run $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,256 1,471 1,021 1,648 1,635 2,433 6,872 1,635 1,128 2,524 785 1,414 1,861 3,508 900 2,254 2,826 2,590 734 1,772 1,806 3,845 1,648 236 2,712 1,938 2,904 2,904 2,289 1,570 1,380 4,005 2,119 629 1,806 2,497 5,729 707 1,728 737 2,360 1,335 1,100 2,355 1,063 2,772 2,512 11,457 1,414 1,884 394 2,073 8,451 5,678 2,199 1,648 629 1,718 2,982 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 SLID 167 SLID 171 SLID 172 SLID 176 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 2A3 Fletcher Heights Phase 1B Fletcher Heights Phase 1C South Bay @ Ventana Lakes Fletcher Heights Phase 2A 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 @ V.L. Sun Cliff 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 Sun Cliff III Ryland @ Silvercreek Harbor Shores @ Desert Harbor Sun Aire Estates, UNIT 6 Silverton 2 Dove Valley Ranch Parcel 6 Dove Valley Ranch Parcel 3B Dove Valley Ranch Parcel 3C Dove Valley Ranch Parcel 3F Dove Valley Ranch Parcel 2B & 2C Dove Valley Ranch Parcel 2D Dove Valley Ranch Parcel 2E Dove Valley Ranch Parcel 2F Terramar Parcel 7A Terramar Parcel 11 Skyview Place Arrowhead Shadows Greystone Heritage @ V.L. Erin Groves Bay Pointe Unit Two @ V.L. Springer Ranch 2 Greystone II Heritage @ V.L. Erin Groves 2 Twin Palms $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 528 2,618 1,625 1,492 3,410 1,886 1,100 629 2,531 8,437 3,902 1,794 10,355 2,877 9,058 1,899 4,956 3,796 3,275 3,458 2,306 1,492 3,691 9,595 4,870 4,007 2,004 1,371 1,055 844 528 528 528 634 2,033 739 3,375 707 1,227 5,273 5,800 3,586 3,270 1,478 1,266 3,664 2,215 1,794 1,570 1,470 2,459 2,300 1,256 3,173 2,538 1,309 2,286 1,390 1,666 SLID 64 SLID 66 SLID 70 SLID 71 SLID 72 SLID 73 SLID 76 SLID 77 SLID 78 SLID 79 SLID 80 SLID 82 SLID 83 SLID 84 SLID 93 Willow Ridge @ WBV New River Shores Sweetwater Ridge Unit 3 Teresita Country Club Estates @ WBV Fletcher Heights Phase 1A Silverton Deer Village Unit 3 Deer Village Unit 1 Deer Village Unit 2 Deer Village Unit 4 Pivotal Peoria Center Tracts C & D Fairmont Unit 1 Fairmont Unit 2 Terramar Parcel 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,453 3,062 397 1,954 943 15,605 5,729 1,256 1,884 2,041 1,492 1,799 4,552 2,826 4,667 SLID 177 SLID 179 SLID 183 SLID 184 SLID 185 SLID 187 SLID 188 SLID 189 SLID 190 SLID 191 SLID 195 SLID 197 SLID 198 SLID 199 SLID 201 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 South Bay Unit 2 @ Ventana Lakes Sun Cliff V Fletcher Heights 3A Fletcher Heights 3B Central Park Subdivision $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 7,192 1,688 317 1,071 423 1,266 1,478 1,160 1,478 1,371 2,110 3,090 10,986 3,251 3,270 423 DESCRIPTION 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 221 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 1031 SLID 1033 SLID 1034 SLID 1038 SLID 1039 SLID 1050 MID 1 MID 2 MID 3 MID 4 MID 5 MID 6 MID 7 MID 10 MID 69 MID 1025 MID 1044 Starlight Canyon North Ranch Tuscany Shores - Desert Harbor Parcel 12 West Valley Ranch Sunset Ranch Sonoran Mountain Ranch Parcel 1 Sonoran Mountain Ranch Parcel 2 Vistancia Village A Par A37 Vistancia Village A Par A36 Vistancia Village A Par A33 Vistancia Village Par A 32 Vistancia Village A Par A14 Vistancia Village A Par A13 Vistancia Village Par A12 Vistancia Village A Par A10B Cibola Vista 1B Cibola Vista 2 Cibola Vista 3 Cibola Vista 4 Cibola Vista 5 Sonoran Mountain Ranch Parcel 4.1 Sonoran Mountain Ranch Parcel 4.2 Sonoran Mountain Ranch Parcel 5 Sonoran Mountain Ranch Parcel 6 Sonoran Mountain Ranch Parcel 7 Sonoran Mountain Ranch Parcel 9A Ph 1 Sonoran Mountain Ranch Parcel 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 Mountain Ranch Parcel 10 Vistancia Village A Parcel A9 Fletcher Farms Vistancia Village A Parcel G10 Vistancia Phase 2 Parcel A-8 Vistancia Phase 2 Parcel A-15 Vistancia North Parcel G-11 Riverstone Estates Vistancia Village A Parcel G3 Vistancia Parcel A-7 Varney Village Vistancia North Parcel G-4 Vistancia A28 Vistancia A29 Sonoran Mountain Ranch Parcel 14 Tierra del Rio Parcel 6 Rio Estates Tierra del Rio Parcel 9 Camino a Lago South, Unit 8 Camino a Lago South, Unit 7 Camino a Lago South, Unit 5 Camino a Lago South, Unit 6 Sunset Ranch IIA 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 BEDFORD VILLAGE 2 PROJECTED FY2014 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 844 3,173 1,256 1,227 3,190 2,433 2,512 865 1,178 1,100 943 785 629 1,021 943 1,193 2,277 6,011 1,806 3,140 2,199 1,648 1,570 2,512 2,669 1,648 1,100 1,888 844 2,742 2,004 8,554 945 1,259 3,689 1,100 1,963 629 707 1,021 472 1,648 8,632 472 236 629 1,728 2,459 1,806 12,227 3,660 4,538 9,741 7,194 10,565 12,688 2,852 $ 548,978 $ $ $ $ $ $ $ $ $ $ $ 10,699 10,759 9,952 10,516 20,059 12,254 14,451 20,799 15,045 9,282 9,033 $ 142,849 City of Peoria FY 2014 Annual 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 62,613,553 82,274,863 78,871,456 22,938,156 - 81,945,909 45,873,346 374,517,283 Total Fund Balance 62,613,553 82,274,863 78,871,456 22,938,156 - 81,945,909 45,873,346 374,517,283 57,803,496 13,531,404 - - - - 13,249,479 84,584,379 - - - - - - 475,600 475,600 Charges for Service 23,512,060 8,568,816 71,533,787 39,782,136 - - - 143,396,799 Fines & Forfeitures 2,124,729 160,000 - - - - - 2,284,729 262,500 288,566 285,900 101,600 - 114,135 76,030 1,128,731 35,633,095 15,330,040 - - 30,600 - - 50,993,735 2,215,734 - - - - - - 2,215,734 Miscellaneous Income 685,000 26,329 20,000 - - 1,527,425 - 2,258,754 Rents 639,773 - 1,598,500 - - - - 2,238,273 - - - - - 7,318,614 - 7,318,614 11,080,843 2,108,978 4,567,472 1,837,706 - - 7,569,676 27,164,675 133,957,230 40,014,133 78,005,659 41,721,442 30,600 8,960,174 21,370,785 324,060,023 Personal Services 86,992,299 5,676,873 13,151,813 8,506,216 30,600 - - 114,357,801 Contractual Services 32,954,634 9,753,150 32,121,717 26,109,712 - 3,873,790 - 104,813,003 Commodities 3,773,529 836,270 3,379,485 4,246,405 - - - 12,235,689 Capital Outlay 2,931,920 46,787,428 27,431,161 3,582,515 - 71,214,109 - 151,947,133 Debt Service 1,336,000 3,809,501 13,302,221 - - - 23,748,652 42,196,374 Contingency 20,500,000 8,550,000 7,900,000 4,500,000 - 1,000,000 - 42,450,000 Transfers Out 16,536,817 6,488,838 3,890,712 248,308 - - - 27,164,675 165,025,199 81,902,060 101,177,109 47,193,156 30,600 76,087,899 23,748,652 495,164,675 31,545,584 40,386,936 55,700,006 17,466,442 0 14,818,184 43,495,479 203,412,631 Sources Taxes Assessment Revenue Interest Income Intergovernmental Revenue Licenses & Permits Bond Proceeds Transfers In Total Sources Uses Total Uses Estimated Balance 6/30/14 424 425 473,000,000 $ 24,012,944 317,899,804 39,209,863 76,058,179 76,058,179 33,600 36,117,220 21,886,976 21,886,976 $ 374,517,283 22,938,156 78,871,456 78,871,456 81,945,909 45,873,346 45,873,346 $ 15,218,059 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 $ 46,536,064 97,967,362 97,967,362 33,600 110,700,345 24,487,270 24,487,270 61,181,459 120,581,022 $ 132,093,900 $ $ 272,816,250 39,883,736 73,438,187 73,438,187 30,600 99,135 581,630 581,630 ESTIMATED REVENUES FUND OTHER THAN BALANCE/ NET PROPERTY TAX PROPERTY POSITION*** REVENUES TAXES 2014 2014 July 1, 2013** Primary: 1,998,580 $ 120,877,807 $ 62,613,553 $ Secondary: 13,219,479 82,274,863 $ 37,905,155 468,000,000 183,852,394 $ 284,147,606 $ 781,620,317 473,000,000 191,083,823 $ 281,916,177 $ 759,367,985 $ 2014 $ 468,000,000 8,861,039 8,861,039 $ 2013 $ 473,000,000 $ $ OTHER FINANCING 2014 SOURCES $ 27,164,675 1,837,706 4,567,472 4,567,472 7,569,676 7,569,676 2,108,978 $ 11,080,843 * Includes Expenditure/Expense Adjustments Approved in current year from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). $ 27,164,675 248,308 3,890,712 3,890,712 6,488,838 $ 16,536,817 INTERFUND TRANSFERS 2014 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 9. Less: Amounts for Future Debt Retirement 10. Total Enterprise Funds 8. Enterprise Funds Available 7. Permanent Funds 6. Capital Projects Funds 4. Less: Amounts for Future Debt Retirement 5. Total Debt Service Funds 3. Debt Service Funds Available 2. Special Revenue Funds FUND 1. General Fund ACTUAL EXPENDITURES/ EXPENSES** 2013 ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2013 Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2014 $ 671,412,631 64,411,290 152,986,403 152,986,403 30,600 90,906,083 54,024,652 54,024,652 129,019,637 $ 180,033,966 TOTAL FINANCIAL RESOURCES AVAILABLE 2014 $ $ 468,000,000 46,944,848 97,286,397 97,286,397 30,600 76,087,899 23,748,652 23,748,652 75,413,222 148,488,382 BUDGETED EXPENDITURES/ EXPENSES 2014 City of Peoria FY 2014 Annual Program Budget Schedules City of Peoria FY 2014 Annual Program Budget Schedules Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2014 2013 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2014 4,387,180 $ 4,539,934 2,155,026 14,221,508 16,376,534 $ 1,998,580 13,219,479 15,218,059 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ $ $ 2,047,275 107,751 2,155,026 13,510,433 711,075 14,221,508 16,376,534 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.1900 0.1900 (2) Secondary property tax rate 1.2500 1.2500 (3) Total city/town tax rate 1.4400 1.4400 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 426 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES 2013 SOURCE OF REVENUES ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 GENERAL FUND Local taxes General Fund Half Cent Sales Tax Fund $ Licenses and permits General Fund 38,004,394 15,082,827 $ 39,153,600 15,517,689 $ 39,951,500 15,853,416 1,839,088 2,261,127 2,215,734 Intergovernmental General Fund 32,833,161 33,724,613 35,633,095 Charges for services General Fund 22,648,605 23,441,353 23,512,060 2,352,061 1,979,343 2,124,729 297,000 100,000 196,000 50,000 202,500 60,000 1,516,840 1,129,130 1,324,773 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 $ 114,673,976 $ 117,452,855 $ 120,877,807 Streets Fund $ $ 11,711,670 11,711,670 $ $ 11,542,080 11,542,080 $ $ 11,798,805 11,798,805 Transit Fund $ $ 170,146 170,146 $ $ 254,897 254,897 $ $ 156,220 156,220 Street Light Improvement Districts Fund Maintenance Improvement Districts Fund $ $ $ 517,237 137,695 654,932 $ $ 516,829 137,543 654,372 $ 549,078 143,001 692,079 Development Fee Funds $ $ 5,171,770 5,171,770 $ $ 8,168,001 8,168,001 $ $ 6,955,272 6,955,272 Public Housing Funds $ $ 327,971 327,971 $ $ 327,953 327,953 $ $ 327,953 327,953 Grant Funds $ $ 9,214,301 9,214,301 $ $ 4,998,508 4,998,508 $ $ 8,296,974 8,296,974 Transportation Sales Tax Fund $ $ 9,206,148 9,206,148 $ $ 9,473,767 9,473,767 $ $ 9,677,852 9,677,852 Total Special Revenue Funds $ 36,456,378 $ 35,420,138 $ 37,905,155 SPECIAL REVENUE FUNDS 427 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES 2013 SOURCE OF REVENUES ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 DEBT SERVICE FUNDS General Obligation Bonds Fund Improvement Districts Funds Municipal District Authority Fund $ 142,000 1,355,668 10,000 $ 192,626 1,409,954 5,500 $ 98,280 475,850 7,500 $ 1,507,668 $ 1,608,080 $ 581,630 Total Debt Service Funds $ 1,507,668 $ 1,608,080 $ 581,630 $ 45,000 $ 106,500 $ 76,200 $ 45,000 $ 106,500 $ 76,200 $ 1,057,666 $ 1,853,701 $ 22,935 $ 1,057,666 $ 1,853,701 $ 22,935 Total Capital Projects Funds $ 1,102,666 $ 1,960,201 $ 99,135 $ $ 750 750 $ $ 33,600 33,600 $ $ 30,600 30,600 Total Permanent Funds $ 750 $ 33,600 $ 30,600 34,396,135 121,037 970,000 35,487,172 $ 33,894,485 119,358 1,743,000 35,756,843 $ 34,939,535 117,608 1,822,000 36,879,143 CAPITAL PROJECTS FUNDS General Obligation Bonds County Transportation Sales Tax PERMANENT FUNDS Fireman's Pension Fund ENTERPRISE FUNDS Water Fund Water Replacement & Reserves Funds Water Expansion & Improvement Districts Funds Wastewater Fund Wastewater Replacement & Reserves Funds Wastewater Expansion & Improvement Districts Funds $ $ $ $ 19,343,773 98,867 345,750 19,788,390 Storm Water Drainage System Fund $ $ Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Funds Sanitation Expansion Funds $ Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund $ $ $ 428 $ $ $ $ 19,697,773 70,760 766,000 20,534,533 $ 19,749,390 119,869 813,000 20,682,259 820,600 820,600 $ $ 819,200 819,200 $ $ 824,200 824,200 9,119,274 2,170,900 1,013,736 36,000 12,339,910 $ 8,841,846 2,224,400 1,064,315 27,000 12,157,561 $ 8,970,751 2,278,900 859,292 27,000 12,135,943 2,395,700 285,114 2,680,814 $ 2,527,027 207,623 2,734,650 $ $ $ $ $ $ 2,654,300 262,342 2,916,642 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES 2013 SOURCE OF REVENUES ACTUAL REVENUES* 2013 ESTIMATED REVENUES 2014 Total Enterprise Funds $ 71,116,886 $ 72,002,787 $ 73,438,187 Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 5,105,844 1,278,824 260,068 6,644,736 $ 5,108,169 1,327,286 260,068 6,695,523 $ 5,248,340 1,466,526 279,162 6,994,028 Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance $ $ $ 2,560,465 1,126,034 14,135,220 17,821,719 $ $ 2,519,537 1,103,009 14,122,881 17,745,427 $ 2,624,864 1,302,698 14,814,806 18,742,368 Facilities Maintenance Fund $ $ 5,897,231 5,897,231 $ $ 5,896,271 5,896,271 $ $ 5,892,230 5,892,230 Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund $ $ 6,945,936 653,891 $ 7,551,713 703,397 $ 6,936,981 640,308 750 7,578,039 $ 7,599,827 $ 8,255,110 Total Internal Service Funds $ 37,865,433 $ 38,013,340 $ 39,883,736 TOTAL ALL FUNDS $ 262,723,757 $ 266,491,001 $ 272,816,250 INTERNAL SERVICE FUNDS $ $ $ * 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. 429 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 17 - Auditor General Schedule D Other Financing Sources/ and Interfund Transfers Fiscal Year 2014 FUND OTHER FINANCING 2014 SOURCES GENERAL FUND General Fund $ Half Cent Sales Tax Fund Economic Development Reserve 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 Improvement Districts Fund Maintenance Improvement Districts Fund Adult Day Program Total Special Revenue Funds $ DEBT SERVICE FUNDS MDA Debt Service $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS Proposed GO Bonds Future Issue $ Capital Projects - Outside Sources Total Capital Projects Funds $ 7,318,614 1,542,425 8,861,039 INTERFUND TRANSFERS 2014 IN $ $ 5,905,843 $ $ $ 5,175,000 11,080,843 575,340 15,961,477 $ 16,536,817 $ $ 1,548,978 550,000 10,000 $ 75,429 1,057 $ $ 2,108,978 $ $ $ $ $ 7,569,676 7,569,676 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,010,000 $ $ $ 2,557,472 4,567,472 $ 245,778 5,424,294 50,000 548,978 142,849 453 6,488,838 PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS Sports Complex Fund $ Sports Complex Equipment Reserve Storm Water Drainage System Fund Residential Solid Waste Fund Water Fund Water Resources Fund Wastewater Fund Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet Services Fund Fleet Reserve Fund Insurance Reserve Fund Information Technology Funds Facilities Maintenance Fund Total Internal Service Funds $ TOTAL ALL FUNDS $ 2,416 153,461 $ $ 1,837,706 $ 36,404 202,240 7,248 248,308 $ $ 27,164,675 $ 27,164,675 1,684,245 8,861,039 430 2,567 150,000 1,057 4,077 2,873,253 708,150 151,608 3,890,712 City of Peoria FY 2014 Annual Program Budget Schedules 431 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2014 FUND/DEPARTMENT GENERAL FUND City Attorney $ City Clerk City Manager Community Services Economic Development Services Engineering Finance & Budget Finance Utilities Fire Governmental Affairs & Council Office Human Resources Mayor and Council Municipal Court Non-Departmental Office of Communications Planning and Community Development Police Public Works Non-Departmental - Half Cent Economic Development Services - Half Cent Non-Departmental - Other Reserves Total General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 $ $ (7,918,489) $ 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 DEBT SERVICE FUNDS General Obligation Bonds-Finance and Budget $ MDA Bonds-Finance and Budget Improvement Districts-Finance and Budget Improvement Districts-Non-Departmental Total Debt Service Funds $ CAPITAL PROJECTS FUNDS General Obligation Bonds - Non-Departmental $ MDA Bonds - Non-Departmental Capital Projects Outside Source Fund - Non-Departmental Total Capital Projects Funds $ $ Total Permanent Funds $ ACTUAL EXPENDITURES/ EXPENSES* 2013 3,115,442 949,360 1,232,902 19,905,182 3,519,896 3,726,075 5,338,804 4,611,288 21,233,589 1,204,877 2,448,513 652,117 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 SPECIAL REVENUE FUNDS Streets - Engineering $ Streets - Public Works Transportation Sales Tax Fund - Non Deptl Development Fee Funds - Non Deptl Public Housing - Planning and Comm Dev Home and Housing Grants - Planning and Comm Dev Transit - Public Works Attorney Grants - City Attorney Public Safety Grants - Fire Public Safety Grants - Police Other Grants - Community Services Other Grants - Governmental Affairs & Council Office Other Grants - Human Resources Other Grants - Mayor and Council Other Grants - Municipal Court Other Grants - Non-Departmental Other Grants - Planning and Comm Dev Other Grants - Public Works Community Service Grants - Community Services Total Special Revenue Funds $ PERMANENT FUNDS Fireman's Pension - Fire EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 $ 42,890 46,278 4,154 14,114 (8,457,858) (60,093) (502,659) 994,685 44,463 (78,593) (6,204) 1,442 148,953 741,844 182,705 $ (1,024,005) (148,710) 46,564 44,319 (47,222) $ 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 $ 33,600 33,600 432 3,210,805 897,715 1,232,902 19,920,240 3,566,174 3,698,715 5,335,042 4,602,684 21,233,589 1,204,877 2,448,513 650,417 1,826,768 5,334,631 1,187,997 1,778,069 37,024,628 548,525 3,544,087 958,464 376,179 120,581,022 1,152,779 12,605,802 2,647,991 2,248,352 327,871 438,388 995,894 17,446 148,953 1,003,147 348,405 66,301 6,583 BUDGETED EXPENDITURES/ EXPENSES 2014 $ 2,529,792 $ 148,488,382 $ 1,256,412 13,149,056 24,904,019 26,596,643 327,871 671,547 1,204,216 17,591 4,900 641,295 527,705 12,838 313,093 1,225,538 23,282 443,119 24,012,944 3,155,905 819,344 1,344,430 21,942,086 4,108,908 3,731,934 5,317,409 4,835,040 23,000,939 1,242,042 2,679,726 676,888 1,906,941 19,960,625 1,295,781 2,526,009 38,995,559 583,228 7,835,796 494,283 3,000,000 2,083,399 $ 521,447 75,413,222 $ 15,634,408 7,638,644 475,600 $ 14,883,671 5,638,186 473,775 891,344 21,886,976 $ 23,748,652 15,103,080 2,470,297 17,369,144 1,174,699 36,117,220 $ $ 331,238 $ 6,419,881 (339,950) 236,532 6,647,701 $ $ 29,657,195 33,996,103 8,839,216 3,595,385 76,087,899 $ $ 33,600 33,600 $ $ 30,600 30,600 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2014 FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 ENTERPRISE FUNDS Water-Public Works $ Water Replacement & Reserves-Public Works Water Expansion-Public Works Wastewater-Public Works Wastewater Replcmt & 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 Operations/Mx-Community Svcs Sports Complex Equipt Reserves-Community Svcs Total Enterprise Funds $ 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 $ 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 $ 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 $ 52,600 (13,461) 104,842 ACTUAL EXPENDITURES/ EXPENSES* 2013 $ (30,965) 48,000 $ $ $ 581,311 742,327 421,121 41,467 19,350 93,745 575,683 $ $ $ $ BUDGETED EXPENDITURES/ EXPENSES 2014 30,203,463 934,943 1,913,827 22,102,753 350,000 1,494,494 8,535,608 2,286,511 1,725,000 105,310 4,524,959 1,881,311 76,058,179 $ 38,159,044 1,582,722 9,701,441 23,105,349 349,332 3,768,860 9,517,046 3,330,043 3,073,655 100,000 4,598,905 $ 97,286,397 5,088,622 1,954,282 2,508,160 14,035,776 5,717,386 8,324,337 1,556,300 25,000 39,209,863 317,899,804 $ 5,239,641 3,117,096 5,523,871 16,600,806 5,869,887 8,437,813 1,330,915 824,819 46,944,848 468,000,000 $ $ * 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. 433 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2014 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2013 2013 2013 2014 Department Total $ 3,115,442 45,587 5,666,271 8,827,300 $ $ Department Total $ 949,360 949,360 $ Department Total $ 1,232,902 1,232,902 Community Services General Fund $ Other Grants Community Service Grants Sports Complex Operations/Maintenance Sports Complex Equipment Reserves Department Total $ 19,905,182 375,000 431,619 4,630,250 1,760,000 27,102,051 Economic Development Services General Fund $ Other Reserve Funds Department Total $ 3,519,896 350,000 3,869,896 City Clerk General Fund City Manager General Fund Engineering General Fund Streets Capital Projects $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES Department Total $ 3,726,075 1,156,505 27,235,942 32,118,522 Finance & Budget General Fund $ General Obligation Bonds MDA Bonds Improvement Districts Department Total $ 9,950,092 15,565,202 7,567,350 473,775 33,556,419 Fire General Fund Public Safety Grants Fireman's Pension $ Department Total $ 21,233,589 7,500 33,600 21,274,689 Governmental Affairs & Council Office General Fund $ Other Grants Department Total $ 1,204,877 84,007 1,288,884 Human Resources General Fund Other Grants Insurance Reserve $ Department Total $ 2,448,513 9,833 15,702,529 18,160,875 Information Technology Information Technology Information Technology Reserve Information Technology Projects Department Total $ 8,364,809 2,286,950 129,715 10,781,474 Mayor and Council General Fund Other Grants Municipal Court General Fund $ $ Department Total $ 652,117 300 652,417 $ 1,953,037 $ 3,210,805 17,446 2,508,160 5,736,411 $ 3,155,905 17,591 5,523,871 8,697,367 $ $ 897,715 897,715 $ $ 819,344 819,344 $ $ 1,232,902 1,232,902 $ $ 1,344,430 1,344,430 $ 21,942,086 527,705 521,447 4,598,905 $ 19,920,240 348,405 443,119 4,524,959 1,881,311 27,118,034 $ 27,590,143 $ $ 3,566,174 958,464 4,524,638 4,108,908 2,529,792 6,638,700 $ (339,950) (339,950) $ 3,698,715 1,152,779 17,369,144 22,220,638 $ $ 9,937,726 14,883,671 5,638,186 473,775 30,933,358 $ $ 21,233,589 148,953 33,600 21,416,142 $ 1,204,877 66,301 1,271,178 $ 2,448,513 6,583 14,035,776 16,490,872 $ 1,442 1,442 42,890 182,705 44,319 $ 581,311 851,225 $ 46,278 994,685 1,040,963 $ 18,268 $ 18,268 148,953 $ 148,953 $ $ $ $ 434 41,467 19,350 93,745 154,562 $ $ $ $ $ $ 3,731,934 1,256,412 8,765,637 13,753,983 10,152,449 15,634,408 7,638,644 475,600 33,901,101 23,000,939 4,900 30,600 23,036,439 1,242,042 $ 1,242,042 $ $ 2,679,726 12,838 16,600,806 19,293,370 8,324,337 1,556,300 25,000 9,905,637 $ 8,437,813 1,330,915 824,819 10,593,547 650,417 $ 676,888 650,417 $ 676,888 1,826,768 $ 1,906,941 City of Peoria FY 2014 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2014 DEPARTMENT/FUND Other Grants Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2013 2013 2013 2014 328,432 2,281,469 $ $ 313,093 2,139,861 $ 494,283 2,401,224 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 Capital Projects - Streets/Economic Developme Outside Source Fund Improvement Districts Department Total $ 3,361,874 880,943 146,146,161 $ Office of Communications General Fund $ Department Total $ 1,196,518 1,196,518 $ Planning and Community Development General Fund $ Public Housing Home and Housing Grants Other Grants Department Total $ 2,081,293 327,871 976,586 2,200,947 5,586,697 Police General Fund Public Safety Grants $ Department Total $ Public Works - Utilities General Fund $ Streets Transit Other Grants 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 $ TOTAL ALL DEPARTMENT/FUND $ 22,495,570 5,741,265 627,540 19,902,044 15,682,097 4,000,000 43,172,928 30,281,900 37,080,596 505,258 37,585,854 (8,457,858) (502,659) 44,463 (1,024,005) 331,238 6,419,881 $ 24,904,019 26,596,643 3,000,000 29,657,195 33,996,103 73,579 3,595,385 (2,952,408) $ $ 149,619,345 $ 1,187,997 1,187,997 $ $ 1,295,781 1,295,781 $ (78,593) (148,710) (287,396) $ 1,778,069 327,871 438,388 1,225,538 3,769,866 2,526,009 327,871 671,547 2,083,399 5,608,826 37,024,628 1,003,147 38,027,775 $ 548,525 12,605,802 995,894 23,282 30,203,463 934,943 1,913,827 22,102,753 350,000 1,494,494 8,535,608 2,286,511 1,725,000 105,310 5,088,622 1,954,282 5,717,386 96,585,702 317,899,804 $ 741,844 741,844 $ (6,204) 46,564 52,600 (13,461) 104,842 (30,965) 48,000 421,121 $ 19,960,625 7,835,796 1,174,699 891,344 33,790,660 (60,093) $ $ 15,103,080 2,470,297 236,532 548,525 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 5,717,386 120,388,512 473,000,000 5,334,631 3,544,087 376,179 2,647,991 2,248,352 622,497 $ $ $ $ 38,995,559 641,295 39,636,854 583,228 13,149,056 1,204,216 38,159,044 1,582,722 9,701,441 23,105,349 349,332 3,768,860 9,517,046 3,330,043 3,073,655 100,000 5,239,641 3,117,096 5,869,887 121,850,616 468,000,000 * 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. 435 436 $ $ 11.50 2.00 38.75 40.00 92.25 1,114.87 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Insurance Reserve Fund Facilities Maintenance Fund Information Technology Fund Total Permanent Funds TOTAL ALL FUNDS $ $ $ $ $ $ $ $ $ 16.50 55.50 29.50 8.70 36.80 4.20 151.20 44.80 7.50 0.92 4.85 0.90 58.97 72,738,215 646,088 116,539 1,997,886 3,272,576 6,033,089 948,507 3,378,691 1,702,547 411,949 1,800,046 207,950 8,449,690 2,636,082 355,822 57,688 159,235 111,698 3,320,525 54,934,911 $ 812.45 ENTERPRISE FUNDS Sports Complex Fund Water Fund Wastewater Fund Commercial Solid Waste Fund Residential Solid Waste Fund Storm Water Drainage System Fund Total Enterprise Funds Total Capital Projects Funds CAPITAL PROJECTS FUNDS Total Debt Service Funds DEBT SERVICE FUNDS SPECIAL REVENUE FUNDS Streets Fund Transit Fund CDBG Fund Adult Day Program Municipal Court Enhancement Fund Total Special Revenue Funds GENERAL FUND FUND Employee Salaries and Hourly Costs 2014 Full-Time Equivalent (FTE) 2014 $ $ $ $ $ $ $ $ $ $ $ 11,540,562 82,911 14,229 249,076 402,663 748,879 119,823 425,386 209,820 51,127 224,737 26,266 1,057,159 328,638 43,402 7,664 18,804 7,640 406,148 9,328,376 Retirement Costs 2014 $ $ $ $ $ $ $ $ $ $ $ 14,218,108 141,354 13,353 452,063 446,660 1,053,430 195,446 658,726 368,148 136,590 492,409 56,610 1,907,929 634,098 61,650 14,601 56,805 50,761 817,915 10,438,834 Healthcare Costs 2014 Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2014 $ $ $ $ $ $ $ $ $ $ $ 7,192,004 71,959 9,144 202,829 257,608 541,540 97,156 340,050 181,129 54,667 216,687 23,495 913,184 331,815 39,969 5,192 16,073 8,822 401,871 5,335,409 Other Benefit Costs 2014 = $ = $ = $ = $ = $ = $ = $ = $ = $ = $ = $ = $ 105,688,889 942,312 153,265 2,901,854 4,379,507 8,376,938 1,360,932 4,802,853 2,461,644 654,333 2,733,879 314,321 12,327,962 3,930,633 500,843 85,145 250,917 178,921 4,946,459 80,037,530 Total Estimated Personnel Compensation 2014 City of Peoria FY 2014 Annual Program Budget Schedules City of Peoria FY 2014 Annual Program Budget Appendix 437 City of Peoria FY 2014 Annual Program Budget Appendix 438 City of Peoria FY 2014 Annual Program Budget Appendix Glossary This is a guide to assist the public and our employees in understanding the terms and definitions used in the City of Peoria budget process and in this document. In addition, a section has been included at the end of the glossary for abbreviations or acronyms which appear in this document. ACCRUAL: A liability resulting from an expense for which no invoice or other official document is available yet. (Also called an Accrued Expense). ADOPTED BUDGET: Formal action by the City Council that sets the spending limits for the fiscal year. APPROPRIATION: An authorization made by City Council which permits the City to incur obligations and to make expenditures of resources. APPROVED BUDGET: The current budget given for any division that has transfers into or out of the division from the original budget adopted by City Council on July 1st. ARBITRAGE: For tax-exempt bond purposes, is the ability to obtain tax-exempt proceeds and invest those funds in higher yielding taxable securities, resulting in a profit to the issuer. It is the difference, or gain, earned from investing low yielding, tax-exempt bond proceeds in higher yielding taxable securities. The City is subject to regulations regarding arbitrage. ASSESSED VALUATION: A value that is established for real and personal property for use as a basis for levying property taxes. Property values are established by the County Assessor. BASE BUDGET: Maintaining current service levels. Changes in demand or activity levels may create the need for additional resources or free up resources for other purposes. 439 BALANCED BUDGET: A budget that contains ongoing revenues equal to the ongoing expenditures of the City. In addition, the balanced budget will not include one-time (non-recurring) sources to fund continuing (recurring) uses, postpone expenditures, or use external borrowing for operational requirements. 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. 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. 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 recommendations regarding the financial policy for the coming fiscal year. BUDGETARY CONTROL: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. City of Peoria FY 2014 Annual Program Budget Appendix CAFR – Comprehensive Annual Financial Report: The official annual report of the City. The CAFR represents management’s report to its governing body, constituents, legislative and oversight bodies, and investors and creditors. CAPITAL IMPROVEMENT PROGRAM BUDGET: The appropriation of bonds or operating revenue for improvements to city facilities, including buildings, streets, water and sewer lines, and parks. CAPITAL OUTLAY: Expenditures which result in the acquisition of or addition to fixed assets. DEBT SERVICE FUND REQUIREMENTS: The amounts of revenue which must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. 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. CAPITAL PROJECT: Any project having assets of significant value and having a useful life of five years or more. Capital projects include the purchase of land for design, engineering and construction of building and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. DIVISION: A functional unit of a department. CAPITAL PROJECT CARRYOVER: An approved capital project that was not completed in the previous fiscal year and therefore was budgeted again in the current fiscal year in order to finish the project. ESTIMATED REVENUE: The amount of projected revenue to be collected during the fiscal year. CARRYOVER: An approved budget expenditure from prior year revenues that was not purchased and is budgeted again in the current year. COMMODITIES: Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. COMMUNITY FACILITIES DISTRICT (CFD): A separate entity established by a local government agency which allows for financing of public improvements 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. DEBT SERVICE: The payment of principal, interest and agent fees on borrowed funds such as bonds. 440 ENCUMBRANCE: The formal accounting recognition of committed funds to be set aside for a future expenditure. For budgetary purposes, encumbrances are considered expenditures. EXPENDITURE: This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. EXPENDITURE LIMITATION: The Arizona State Legislature imposed constitutional amendment 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 received. 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 $1,000, such as land, buildings, machinery, furniture and other equipment. FULL-TIME EQUIVALENT (FTE): A part-time position converted to the decimal equivalent of a fulltime position based on the percentage of 2,080 hours per year. City of Peoria FY 2014 Annual Program Budget Appendix FUND: A set of inter-related accounts to record revenues and expenditures associated with a specific purpose. The City of Peoria, in general, has six types of funds: 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. General Fund: A general purpose fund supported by taxes, fees and other non-enterprise revenues. IMPACT FEES: The fees charged to offset the cost of city improvements that are required due to growthrelated development. Enterprise Funds: Designed to be self-sustaining through fees collected, e.g. Water, Solid Waste, etc. Special Revenue Funds: Supported through grants, or in the case of the Streets Fund, which is supported through Highway User Revenues. Internal Service Funds: Used for tracking charges for services paid by City departments to the service providing department such as Fleet Services. Bond Funds: Primarily used for Capital Projects. Debt Service Fund: Primarily used to track principal 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. GENERAL OBLIGATION BONDS: Bonds that finance a variety of public projects such as streets, building and improvements. The repayment of these bonds is usually made from secondary property tax revenues. GENERAL PLAN: A plan approved by City Council that provides the fundamental policy direction and guidance on development decisions in the City. The General Plan is the “constitution” for growth and development in the community. GOVERNMENT FUNDS: Refers to the use of Fund Accounting in which funds are set up for specific sources of revenues. Its main purpose is stewardship of financial resources received and expended in compliance with legal or other requirements. 441 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 property owners within the proposed Improvement District must approve the formation of the district and the amount of indebtedness. INTERNAL SERVICE FUNDS: A group of funds that account for services provided to other divisions and departments within the City government. MARGIN OF SAFETY: The difference between the expected (or actual) sales level and the break-even sales level. MUNICIPAL DEVELOPMENT AUTHORITY: A corporation which issues bonds for city approved projects to which the city pays the annual debt service under a lease-purchase or loan agreement. OBJECTIVES: A statement of specific measurable outcomes which contribute toward accomplishing the departmental goal. OPERATING BUDGET: A budget for the day-today costs (salaries, utilities, supplies, operating capital, etc.) of delivering City services. OPERATIONAL IMPACTS: The expenses associated to a project that will continue on an ongoing basis after the project is complete. PAY AS YOU GO CAPITAL: Funding of a capital project with existing cash reserves or with revenues that will be recognized the same year as the project is undertaken. City of Peoria FY 2014 Annual Program Budget Appendix PERFORMANCE MANAGEMENT: A resultsoriented system that allows local governments to: set appropriate targets and assess whether they are being met; distinguish success from failure; highlight accomplishments; and demonstrate results to win support. PROGRAM: A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the City is responsible. Many times this is also referred to as a division. SINKING FUND: A means of repaying funds that were borrowed through a bond issue. The issuer makes periodic payments to a trustee who retires part of the issue by purchasing the bonds in the open market. STANDARDS: The measures which serve as benchmarks to assess how well programs are operating. STATE-SHARED REVENUES: The portion of revenues collected by the State of Arizona that are allocated to cities and towns based primarily on U.S. Census population figures. PROPERTY TAX: The total property tax levied by a municipality on the assessed value of all property within the City limits. In Arizona, the tax system is divided into two separate types: TRANSFER: An interfund transaction, whereby one fund makes a contribution or donation to another fund for various purposes. Primary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the everyday operations and maintenance. USER CHARGES: The fee charged for the direct receipt of a public service to the party or parties who benefit from the service. Secondary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the repayment of its General Obligation Bond indebtedness. WORKING CAPITAL: A financial metric which represents the amount of day-to-day operating liquidity available. Also known as operating capital, it is calculated as current assets minus current liabilities. PROPERTY TAX LEVY: The total amount that can be raised by general property taxes for the purposes specified in the Tax Levy Ordinance. PROPERTY TAX RATE: The amount of tax stated in terms of a unit of the tax base expressed as dollars per $100 of assessed valuation. REVENUE: The income of a government from all sources appropriated for the payment of the public expenses. REVISED SERVICE LEVEL: Reflects budgetary requirements needed to increase or decrease service levels, implement or eliminate new programs or activities. 442 City of Peoria FY 2014 Annual Program Budget Appendix Acronyms HURF: Highway User Revenue Fund HOA: Homeowners Association IAEI: International Association of Electrical Inspectors IAPMO: International Association of Plumbing & Mechanical Officials ICMA: International City Manager’s Association IFMA: International Facility Manager’s Association IMSA: International Municipal Sign Association ISO: Insurance Service Organization IT: Information Technology ITE: Institute of Transportation Engineers LEED: Leading Through Education & Environmental Design MAG: Maricopa Association of Governments MAG WQA: Maricopa Association of Governments Water Quality Advisory Group MDA: Municipal Development Authority MOC: Municipal Office Complex MOU: Memorandum of Understanding MSCA: Municipal Sports Complex Authority NFPA: National Fire Protection Association NPDES: National Pollution Discharge Elimination System NSPE: National Society for Professional Engineers NUSA: Neighborhood U.S.A. OSHA: Occupational Safety & Health Association RPTA: Regional Public Transit Authority SWPRA: Southwest Public Recycling Association TIS: Transportation Infrastructure and Services WRAG: Water Resources Advisory Group WWTP: Wastewater Treatment Plant ACLP: AZ Certified Landscape Professionals ACMA: AZ City Manager’s Association ADEQ: AZ Department of Environmental Quality ADWR: AZ Department of Water Resources AMMA: AZ Municipal Management Association AMWUA: AZ Municipal Water Users Association APWA: American Public Works Association ARRA: American Recovery & Reinvestment Act of 2009 ASPA: AZ Society of Public Administration AWPCA: AZ Water & Pollution Control Association AWWA: American Water Works Association CAFR: Comprehensive Annual Financial Report CDBG: Community Development Block Grant COJET: Council on Judicial Education & Training CWA: Clean Water Act DEQ: Department of Environmental Quality EEO: Equal Employment Opportunity EMS: Emergency Medical Services FEMA: Federal Emergency Management Association FHWA: Federal Highway Administration FICA: Federal Insurance Contribution Act FSL: Foundation for Senior Living GAAP: Generally Accepted Accounting Principles GASB: Government Accounting Standards Board GFOA: Government Finance Officer’s Association GMA: Groundwater Management Act GO: General Obligation HUD: Federal Department of Housing & Urban Development 443 City of Peoria FY 2014 Annual Program Budget Appendix Acknowledgments The development of the FY 2014 budget was a considerable undertaking. As we begin to see moderate improvements in the national and local economy, funding operational needs remains a challenge. Responding to these challenges requires teamwork and collaboration, solid communication and a continued commitment 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. In March of 2013, the Management and Budget Department underwent a structural change to merge with the Finance Department. As a result of this change, Budget Director, Jeff Tyne, took on new responsibilities as a Deputy City Manager. His early leadership in establishing the FY2014 budget direction and working with the Executive Team and department heads to tackle important budget related policy issues set the stage for success. Brent Mattingly, Chief Financial Officer, can always be depended upon to provide sound advice on issues impacting the city’s overall finances. Barry Houg, Budget Manager, guided the budget process by managing assignments, maintaining numerous automated systems, and spearheading the financial analysis and forecasting efforts. Peter Christensen, Budget Coordinator, performed exceptionally well in managing the City’s substantial Capital Improvement Program and lent his analytical expertise to the city’s Engineering Department for a good portion of the year. Alex Munro, Senior Budget Analyst, served as the operating budget lead, offering departmental support and undertaking several important research initiatives. Howell Lindsay, Sr. Budget 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 continued guidance over the past year. Special recognition also goes to Deputy City Manager Susan Daluddung and outgoing Deputy City Manager Susan Thorpe, for their continued stewardship during this budget process. Also, special thanks to our Human Resources Director, Julie Ayers, 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 important roles in developing a balanced spending plan for the upcoming year. 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 Deputy Director, Finance and Budget Department 444