City of Peoria, Arizona Annual Program Budget FY 2015 peoriaaz.gov City of Peoria Annual Program Budget Fiscal Year 2015 Total Fiscal Year 2015 Budget $470,000,000 Operations $237,445,706 General Funds Special Revenue Enterprise Fund $125,175,707 $16,701,058 $50,727,125 General Fund Streets Water $123,186,758 $9,902,760 $22,081,670 Half Cent Wastewater $1,988,949 Transp. Sales Tax Funds $138,922 Other Reserve $0 Contingency $42,350,000 Internal Service Funds $44,811,216 Trust & Agency Funds $30,600 Fleet Maintenance $5,330,744 Fireman’s Pension $30,600 General Funds $21,750,000 $10,886,748 Fleet Reserve $4,040,968 Special Revenue $9,450,000 Public Housing $0 Solid Waste Residential $9,321,158 Insurance Reserve $18,879,716 Enterprise Fund $6,400,000 Home & Housing Grants Solid Waste Commercial $2,374,958 Facilities Maintenance $6,026,810 Internal Service Funds $3,100,000 $1,313,050 Stadium Ops. & Maint. $4,707,494 IT Operations $9,102,318 Capital Projects $1,650,000 Attorney Grants $17,688 Enterprise Reserves $1,255,097 IT Reserve $331,600 Public Safety Grants $586,259 Enterprise Expansion $100,000 IT Project $1,099,060 $361,808 Transit Other Grants $3,859,854 Community Serv. Grants $520,717 i Capital Projects $145,196,673 Long-Term Debt $45,007,621 General Funds $5,392,359 Special Revenue Funds $48,696,574 Enterprise Funds $31,718,219 Capital Project Funds $59,084,721 Internal Service Funds $304,800 Half Cent Wastewater General Fund Streets Water GO Bonds IT Reserve $805,000 $7,316,629 $1,807,959 $5,374,575 $13,876,074 $11,665,771 $304,800 Water Debt Service GO Bonds $16,042,634 Half Cent Sales Tax Fund Water Expansion $9,882,133 MDA Bonds $378,650 Transp. Sales Tax Funds $25,607,576 Development Fee Funds $5,674,739 MDA Bonds $8,670,482 Other Reserve Funds $3,205,750 Development Fee Funds $17,714,423 Wastewater Streets $5,542,170 $4,896,767 Improvement Districts $476,288 Water Expansion $434,507 Wastewater Expansion $2,021,677 Outside Source Fund $5,403,048 Wastewater Expansion $287,944 Residential Solid Waste $39,880 $5,299,398 Commercial Solid Waste $11,115 Sports Complex Equip Res. $345,170 ii $37,119,135 City of Peoria FY 2015 Annual Program Budget Table of Contents Table of Contents Financial Organization Chart i Document Guide vii Introduction Key City Leaders 1 Core Values 2 Council District Map 3 Organizational Chart 4 Introduction 5 Statistical Data 11 Distinguished Budget Presentation Award 17 Budget Message City Manager Budget Message 19 Long-Range Forecast Financial Policies 25 Long-Range Forecast 29 Budget Summary Budget Process Overview 37 Budget Objectives 38 Budget Review 38 Budget Adoption 38 State Law 39 Budget Amendment Policy 39 Budget Basis 39 Performance Management 40 iii City of Peoria FY 2015 Annual Program Budget Table of Contents Budget Summary 41 Financial Reserves 42 Fund Balance Analysis 43 Operating Budget 46 Grant Funds 49 Internal Service Funds 50 Debt Service 51 Debt Management 54 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 City Attorney 74 City Clerk 79 City Manager 82 Community Services 85 Economic Development Services 100 Engineering 108 Finance and Budget 112 Fire Department 123 iv City of Peoria FY 2015 Annual Program Budget Table of Contents Governmental Affairs and Council Office 128 Human Resources 132 Information Technology 137 Mayor and Council Office 143 Municipal Court 145 Office of Communications 148 Planning and Community Development 153 Police Department 161 Public Works-Utilities 171 Capital Projects Introduction 195 Financial Policies 195 CIP Development Process 196 Project Programming 197 Operating Budget Impact 200 Financing the CIP 201 CIP Summary by Funding Source 210 Drainage 212 Economic Development 220 Operational Facilities 225 Parks, Trails, Open Space, and Libraries 239 Public Safety 257 Streets and Traffic Control 262 Wastewater 292 Water 306 Schedules Schedule Descriptions 325 Schedule 1 – All Funds Summary 326 Schedule 2 – All Funds Revenue 328 Schedule 3 – All Funds Operating Expenditures 345 Schedule 4 – Transfers 356 Schedule 5 – Tax Levy and Tax Rate Information 358 v City of Peoria FY 2015 Annual Program Budget Table of Contents Schedule 6 – Personnel Summary by Department 359 Schedule 7 – Authorized Personnel by Department 360 Schedule 8 – Debt Service 379 Schedule 9 – Summary of Operating Capital 381 Schedule 10 – Capital Improvement Budget 385 Schedule 11 – Summary of Supplementals 400 Schedule 12 – Summary of Improvement District Revenues 408 Schedule 13 – Sources and Uses 409 Schedule 14 – State of AZ Auditor General Schedule A 410 Schedule 15 – State of AZ Auditor General Schedule B 411 Schedule 16 – State of AZ Auditor General Schedule C 412 Schedule 17 – State of AZ Auditor General Schedule D 415 Schedule 18 - State of AZ Auditor General Schedule E 416 Schedule 19 - State of AZ Auditor General Schedule F 418 Schedule 20 – State of AZ Auditor General Schedule G 421 Appendix Budget Adoption Resolution 423 Glossary of Terms 425 Acronyms 429 Acknowledgements 430 vi City of Peoria FY 2015 Annual Program Budget Document Guide 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. vii City of Peoria FY 2015 Annual Program Budget Document Guide 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. viii City of Peoria FY 2015 Annual Program Budget Introduction City of Peoria Annual Program Budget Fiscal Year 2015 Bob Barrett Mayor Ron Aames Vice Mayor Cathy Carlat Jon Edwards Bill Patena Tony Rivero Councilmember Carlo Leone Councilmember Councilmember Councilmember Councilmember Carl Swenson City Manager Susan J. Daluddung Jeff Tyne Deputy City Manager 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 John Imig Information Technology Director Bo Larsen Director of Communications Bill Mattingly Public Works-Utility Operations Director Scott Whyte Economic Development Services Director Julie Ayers Brent Mattingly Human Resources Director Finance and Budget 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 Ron Aames Palo Verde District Mesquite Carefree Hwy 67th Ave. Councilmember Tony Rivero Acacia District Pinnacle Peak Rd. Willow Councilmember Bill Patena Ironwood District Ironwood Bell Rd. Councilmember Carlo Leone Pine District Peoria Ave. 115th Ave. Councilmember Jon Edwards Willow District 3 Pine Palo Verde 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 Finance / Budget Planning and Community Development Economic Development Services Police Fire Engineering City Clerk Community Services 4 Information Technology City of Peoria FY 2015 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 2015 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. Peoria at a Glance Founded in the 1880s by settlers from Illinois, Peoria has grown from its original one-square-mile size into a dynamic city encompassing more than 179 square miles of beautiful homes built in harmony with the Arizona desert. Solid neighborhoods boasting mature landscaping, master-planned communities, ranch homes close to schools and employment, golf-view homes and affordable apartment choices are plentiful. New home communities featuring mountain, desert and lake-view properties are still being built for those who desire a more rural lifestyle. Peoria is a well-run city for people who love having options. 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. 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 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 $339,793. Our city has one of the lowest unemployment rates in the Phoenix metropolitan area and an affluent, young working community that enjoys the high quality of life they find in Peoria. A Glimpse of History The first settlers in what is now known as the City of Peoria were farmers from Peoria, Illinois, who migrated to this area during the late 19th and early 20th centuries and named this new community after their hometown. With the Arizona Canal providing irrigation for the area’s arid but fertile lands, and with access to railroad Early Peoria lines, these settlers developed a Pioneers thriving agricultural community. Peoria consisted of just one square mile of land when it was incorporated in 1954. 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 179 square miles it covers today. Not 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 2015 is 164,825. 5 City of Peoria FY 2015 Annual Program Budget Introduction Climate features such amenities as ramadas for family and group functions, an urban fishing lake, a skateboard park, playground equipment, water splash pad, sand volleyball courts, softball/baseball fields, and the Recreation Center. Pioneer Community Park features 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 continue to expand the recreational opportunities for our citizens. 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. 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 survey conducted by the city in 2013, 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. From its stunning northern topography to diverse workforce, excellent climate, widely varied amenities, and educational opportunities, Peoria is becoming an increasingly popular place to live and invest. Here are some of the Peoria’s notable features: Children enjoy frolicking in the water at Pioneer Community Park’s splash pad. 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 Peoria 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. Amenities Parks and Recreation 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 Peoria Community Center, Women’s Club, Sunrise Family Center, 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, the brand-new 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. 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. The City’s first community park, Rio Vista, has been very busy in the years since it opened. The park 6 City of Peoria FY 2015 Annual Program Budget Introduction Outdoor Opportunities 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 with trailheads offering access to Sunrise, West Wing and East Wing Mountains. Trailhead amenities include off-street parking, restroom facilities, and chilled drinking fountains from 6:00 a.m. to dusk. 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 boasts two full-service marinas and is an ideal destination for boating, fishing and water sports enthusiasts. 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. The City is pleased that it has completed a continuous segment along the New River from Olive Avenue to Williams Road. The New River system aligns along some of the City's local shopping, dining and entertainment venues, making it a fun way to reach your destination. 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 enjoyable way to see a baseball game along with access to the other entertainment venues around the Sports Complex area. Scorpion Bay Marina provides a picturesque view of the mountains surrounding Lake Pleasant. The city of Peoria Outdoor Recreation program offers a variety of outdoor activities and classes, including paddling (kayaking and canoeing), scuba diving, and geocaching. Both trails are designed to accommodate all nonvehicular users, including walkers, joggers, strollers, bicyclists, roller blades, and equestrians. Wildflowers create a beautiful border along a mountain hiking trail. 7 City of Peoria FY 2015 Annual Program Budget Introduction For the baseball fan, Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994 with its 11,000-seat stadium and 13 baseball fields, becoming the Spring Training home of the Seattle Mariners and San Diego Padres. The facility also plays host to a number of other baseball events, including the Arizona Fall League, adult baseball leagues and youth baseball tournaments. With the re-signing of the MLB teams for another 20 years, we are excited to look forward to baseball in the spring months for plenty of years to come. The Peoria Sports Complex is undergoing a major renovation that will be completed by the 2015 Spring Training season. Peoria Center for the Performing Arts 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 more than 1,300 full-time employees. Also represented are construction and contractors, general retail services and manufacturing. Young baseball fans enjoy getting autographs at a Spring Training game. Culture and the Arts 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. 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. The Loop 303, connecting I-10 to I-17, provides 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 well as high wage employment. Peoria also offers close proximity to Phoenix Sky Harbor International Airport, professional sports arenas, NASCAR and numerous cultural venues around the Valley of the Sun. 8 City of Peoria FY 2015 Annual Program Budget Introduction 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. Peoria residents and business owners can get a behind-the-scenes look at how city government operates. Through the “University of Peoria,” the city offers the Peoria Leadership Institute, an eight– 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. Peoria City Hall City Services 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. Peoria Leadership Institute attendees enjoy a tour of one of Peoria’s fire stations. 9 City of Peoria FY 2015 Annual Program Budget Introduction A small number of Peoria schools are part of the Deer Valley Unified School District. It’s “A” rating makes it one of the top districts in Arizona. DVUSD prides itself in providing a variety of programs designed to make its students college- and careerready. For Peoria, sustainability is at the forefront of all we do. “Sustainable U” is one of many sustainability initiatives led by the city to provide our residents with practical educational tools. There are numerous charter schools for students of various ages, as well as private schools, religious schools and preschools. 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. Through a series of environmentally-related workshops, residents increase their understanding and awareness of the many sensible ways they can save money and the environment through everyday actions. Industry experts teach residents about water conservation in the home, proper landscape irrigation, recycling, composting, energy efficiency and more. In Peoria, we welcome even the smallest changes because we know that together they have a great impact. 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. In addition to traditional schooling, Peoria offers other learning opportunities as well. At the Challenger Space Center Arizona, a Smithsonian Institute Affiliate, visitors can explore the mysteries and wonders of space, science and the universe. This non-profit education center offers a high-tech environment of space exploration through flight simulations, viewings, and multimedia presentations and has helped to establish our community as a viable learning center. It 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. Visitors have an opportunity to learn about Peoria’s sustainable design features through inviting visual displays located throughout the City Hall campus. Education Peoria’s educational system is top-notch at all levels. Peoria Unified School District serves most of the city of Peoria. This open-enrollment district is the third largest school district in Arizona, serving more than 36,000 students. It also has an online high school and a “Transition Center” which provides alternative and adult education. PUSD consistently beats state and county test scores, received Gold Medal recognition and was rated in the top 17 percent of the 1,500 top-ranking school districts nationwide by Expansion magazine. 10 City of Peoria FY 2015 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 Peoria City Hall campus sports a profusion of fall colors. 11 City of Peoria FY 2015 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) ............................5.14 Number of Incidents: Emergency Medical Support ......................... 15,638 Fire Calls .........................................................1,908 Miscellaneous ..................................................1,174 Number of Schools Elementary Schools (grades K-8) ........................... 32 High Schools (grades 9-12) ...................................... 7 Alternative High School ........................................... 1 Number of Students Elementary ....................................................... 24,301 High School ..................................................... 12,789 Police Protection Annexed Area in Peoria Number of Employees: Sworn.....................................................................191 Non-Sworn ............................................................101 Priority 1 Response Time (minutes) .....................4.38 Number of calls answered .............................. 244,758 (sq mile) City Employees (as of July 1, 2014) Full-time ....................................................... 1,096.75 Part-time FTE’s ................................................. 25.12 Total authorized FTE’s ................................. 1,121.87 Recreation Community Parks ...................................................... 2 Urban Lakes ........................................................ 2 Splash Pads ......................................................... 2 Skate Park ........................................................... 1 Neighborhood Parks................................................ 33 Ramadas .......................................................... 100 Tennis Courts .................................................... 27 Swimming Pools ....................................................... 3 Sports Complex ......................................................... 1 Community Lake ....................................................... 1 Miles of Mountain and Multi-Use Trails................. 26 Dog Parks .................................................................. 5 1965……….2.5 1975……….7.0 1980…..….23.0 1985……...30.8 1990……...63.0 12 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2015 Annual Program Budget Introduction Streets and Utilities Utilities Streets Number of active customers Water…..………………………………………….50,260 Wastewater………………………..…………………53,700 Solid Waste…………………….…………….……51,740 Water Data: (1,000’s gal) Annual household consumption……………….8,908,140 Avg. gal/household/month…………….………..…15,709 Avg. gal/household/year………………..………...188,508 Number of active wells in system………….….………25 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………………………………….0.925 mil gal Jomax Plant………………………………….…..0.182 mil gal Butler Plant……………………………………...2.528 mil gal Solid Waste: Residential tonnage processed………………..….47,717 Commercial tonnage processed………………….20,561 Recycle tonnage processed………………….……15,185 Total tonnage processed………………….…..…..82,655 Lane miles of streets maintained – 1,451 Arterial (paved)……………………….….……417 Collectors (paved)…………………………….219 Local (paved)…………….………………...…..815 Unpaved………………………..…………………1 Streetlights………………….………………14,514 Snow-capped mountains surrounding Lake Pleasant provide a rare but beautiful sight. 13 City of Peoria FY 2015 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% Blackstone Country Club is nestled in Vistancia, a master-planned community in northern Peoria. 14 % of Registered Voters Voting City of Peoria FY 2015 Annual Program Budget Introduction Demographics Population Income 175,000 160,000 154,065 150,000 125,000 $80,000 164,825 139,047 $60,000 108,364 $40,000 74,565 $35,000 $20,000 $20,000 50,000 27,568 $14,000 $10,000 12,351 $0 3,802 4,792 1990 1965 1970 1980 1985 1990 1995 2000 2005 2010 2014 2015 2000 Median Household Income Housing Units in Peoria (2012) 2010 Per Capita Income Family Household Size 2010 50,000 Total Households = 58,678 Avg. Household Size = 2.67 Total Families = 42,482 Avg. Family Size = 3.15 25,000 43,459 40,000 20,000 30,000 15,000 20,000 19,844 13584 9,365 10,000 16,654 10,000 8,925 4,182 5,000 7,513 1,724 0 Owner Occupied Renter Occupied 0 Vacant 1-person 2-Person 3-Person 4-Person 5-Person 6-Person 7+ Person Households Households Households Households Households Households Households Labor Force Statistics (2009) 21,697 Females 15 Construction, Extraction & Maint. Not in Labor Force Sales & Office In Armed Forces 5,207 67 Service 0 Farming, Fishing & Forestry Males Civilian Unemployed 8,679 6,342 25 Civilian Employed 279 Total 1,291 1,350 10,000 10,214 5,000 13,725 20,000 0 10,000 25,899 30,000 14,553 15,000 Professional & Related 40,000 2014 Labor Force: 71,041 Unemployment Rate: 5.9% 35,072 42,379 50,000 20,000 Mgmt., Business & Finance 57,734 60,000 Occupations (2009) 25,000 62,287 70,000 1,054 Production,Transport & Mat'l Moving 25,000 $31,513 $30,000 50,618 0 $50,000 $50,000 100,000 75,000 $74,985 $70,000 City of Peoria FY 2015 Annual Program Budget Introduction Getting to Work 60,000 Travel Time to Work 57,126 50,000 42,944 50,000 40,000 Total Worker Base = 71,041 40,000 30,000 30,000 20,000 20,000 10,000 949 7,000 500,000,000 6,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 60 min. or more 35‐59 min. FY 2010 FY 2012 Number of Permits Issued The City of Peoria collects approximately 2% of the gross taxable sales. A large crowd of baseball fans enjoy a Spring Training game on a beautiful day at the Peoria Sports Complex. 16 $3,228,296,020 Value of Permits Issued FY 2008 $2,961,356,284 FY 2006 $2,818,223,271 - $2,742,233,038 1,000 - $2,929,884,576 2,000 100,000,000 $3,313,302,079 3,000 $3,510,492,251 4,000 $3,314,914,463 $4,000,000,000 $3,500,000,000 $3,000,000,000 $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $0 5,000 200,000,000 10‐34 min. Gross Sales 600,000,000 300,000,000 4,912 0 Building Permits Issued 400,000,000 5,548 9 min. or less Walk 3,308 Other Means 571 Work at Home 359 Bicycle Carpool Drive Alone 0 424 Public Transportation 8,304 10,000 14,330 City of Peoria FY 2015 Annual Program Budget Introduction G O V E R N M E N T F I N A N C E O F F I C E R S A S S O C I AT I O N Distinguished Budget Presentation Award PRESENTED TO City of Peoria Arizona for the Fiscal Year Beginning July 1, 2013 Executive Director 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, 2013. 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. 17 City of Peoria FY 2015 Annual Program Budget Introduction 18 Budget Message City of Peoria FY 2015 Annual Program Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2015 Mayor Barrett and Members of the Peoria City Council, I am pleased to provide you with a recommended FY 2015 Annual Budget and 10‐Year Capital Improvement Program for the City of Peoria. These spending plans reflect our commitment to provide quality services and amenities to our residents, while preserving our organization’s long‐term financial viability. As the city continues to manage through a tempered economic recovery, we see positive signs of improvement to our five-year forecast. The revenue picture is improving; however, the costs to deliver current services are also growing, restricting our ability to support new or enhanced services in the upcoming year. The recommended budget continues to provide basic services, and maintains the quality standards 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. Last 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 deliberate manner, without disrupting our 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. As part of this process, the departments perform 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 information, department directors then align their work plans with the Council’s policy goals and submit associated budget requests to achieve desired performance outcomes. 19 City of Peoria FY 2015 Annual Program Budget City Manager Budget Message The result is a FY 2015 recommended budget that works within existing resources, but also includes 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 and address demands of new growth throughout the city. Lastly, the city’s vigorous economic development efforts continue to be funded in a manner that produces beneficial results. A key focus of the city’s economic development pursuits is to ensure that services and amenities are well balanced and targeted to maximize business opportunities throughout the community. PEORIA’S FISCAL POSITION The city’s revenue stream is largely influenced by overall economic conditions. The gradual national recovery has continued to improve but at a slow pace, hampered at times by a nagging level of unemployment, federal policy indecision and a slower rate of recovery in the housing industry. There are, however, encouraging bright spots at the national, state, and local levels, 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, restoring some of the wealth lost during the recession; and 4) increased spending on big ticket items like automobiles that reflect a willingness by consumers to spend again. Locally improving consumer confidence has resulted in modest city sales tax growth during FY 2014. We expect sales tax revenues for this fiscal year to exceed FY 2013 actuals by 3.5 percent, with strong performance in the retail (especially auto sales), restaurants and bars, and construction categories. For FY 2015, we are forecasting roughly a 2.5 percent growth in city sales tax revenues, which may be tempered by state and local tax policy changes. Property tax collections continue to be impacted by the local housing market. Although home valuations have been increasing for the last two years, the lag between the time properties are valued and the time they are billed means we will see property tax collections finally begin to increase in FY 2015. Recent information from the County Assessor’s Office projects a 5.8 percent increase in the city’s assessed valuation in FY 2014. Future valuations should continue to increase, leading to tax collection increases in subsequent years. TAXES, RATES AND USER FEES Given the current economic climate, the budget as submitted limits the financial burden placed on our residents. The FY 2015 recommended budget assumes no increase to property tax rates for the upcoming year. Likewise, the city’s retail sales tax rate remains at 1.8 percent. One notable change in our tax structure is a two-tenths of a cent (0.02) reduction in the sales tax category of “food for home consumption,” which will bring the rate for this sales tax category to 1.6 percent. The FY 2015 budget does not recommend any utility rate adjustments for water, wastewater, residential, or commercial solid waste services. Overall, Peoria residents continue to enjoy comparatively low utility rates among Valley cities. The city regularly evaluates its user charge system to ensure that appropriate fees are assessed for the services we provide. For FY 2015, this analysis resulted in adjustments to a small number of recreation fees to help recover the full cost of these services per Council policy. 20 City of Peoria FY 2015 Annual Program Budget City Manager Budget Message USE OF FUND RESERVES The City 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 policies. 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 2015 budget provides the financial resources necessary to meet these expectations. One of the keys to any community’s quality of life is a vibrant and diversified economic base, with both a qualified workforce and quality jobs. As such, the recommended budget includes investments in a number of economic development initiatives and projects. One example is continued support for the BioInspire Medical Device Incubator project. Housed on the Plaza del Rio medical campus, this partnership brings significant expertise in both managing startup biotechnology companies as well as cultivating entrepreneurship, which are the basis on which to build a bioscience economic cluster in Peoria. Another example is the planned construction of the Vistancia Commercial Core infrastructure, which supports future economic development opportunities in the northern area of the city. This is a key investment zone for the city’s economic development efforts. 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 Peoria Sports Complex. Planned improvements are designed to create a unique year-round, outdoor, family-oriented urban destination. The initial phase of these improvements is budgeted in FY 2015. 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 includes three additional sworn police officers and provides resources to train three firefighters as paramedics. Last year, six new firefighters were added to provide year-round, 24-hour coverage at the Lake Pleasant Fire Station. This year, the budget includes one-time funding for a rescue swimmer training program designed to ensure safe water rescue at the lake. Additionally, we have supported a number of one-time requests by the Police Department. 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 18th year, offering support to individual property owners. Providing top-notch customer service to our development partners is a high priority for the city. The development services departments have experienced an increase in development activity over the past two years. New zoning and entitlement cases, along with increases in building and civil permits, have required additional support to adequately serve our development customers. The FY 2015 budget includes the equivalent of three new positions 21 City of Peoria FY 2015 Annual Program Budget City Manager Budget Message to support these customer service needs, including a Building Inspector, Development Systems Supervisor, and Development Administration Coordinator. Peoria has long boasted premier recreation programs, events, and facilities. Funding for an additional after‐school program is proposed at the new Sunset Heights Elementary School in the Camino A Lago neighborhood. The city has a long history of providing family-friendly and culturally diverse events. The FY 2015 budget includes funding to continue these popular events throughout the community. Lastly, we have supported a number of onetime requests to repair and maintain key amenities at various parks and aquatic facilities. Over the past year, the city finalized labor agreements with all four labor groups. The recommended budget includes funding for modest wage increases for city employees in line with the approved labor contracts. 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, such as the improvements to the clubhouses and stadium at the Peoria Sports Complex, the widening of Lake Pleasant Parkway from West Wing Parkway to the Loop 303, including the installation of new water and sewer lines, and roadway and drainage improvements along 91st Avenue near the city’s southern border. All of these projects are on track to be completed in FY 2015. The city continues to improve Peoria’s transportation system. We are set to complete construction on 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 working on a project to mitigate the impacts of increased traffic on our residents in that area. Also planned are the halfstreet 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 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. Other parks and trails projects planned for the next year or two include the Skunk Creek Trailhead at 83rd Avenue and Skunk Creek, Camino a Lago Neighborhood Park, the 99th and Olive Trailhead, and various New River Trail connections. 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, equipment upgrades at the Butler Water Reclamation Facility, and maintenance of our roadways. 22 City of Peoria FY 2015 Annual Program Budget City Manager Budget Message CONCLUSION In summary, the proposed budget totals $470 million, which represents a 0.43 percent increase over the prior year. The budget for the general fund, the city’s primary operating fund, is $123.2 million—a 3.11 percent increase. The $145.2 million capital budget for FY 2015 represents a 5.78 percent decrease over the FY 2014 plan, while the 10‐year capital improvement program totals $598.5 million, a 14.1 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 Finance and Budget Department staff, our deputy city managers, department directors, and all of the employees of the city who have contributed to make the FY 2015 budget a reality. Sincerely, Carl Swenson City Manager 23 City of Peoria FY 2015 Annual Program Budget City Manager Budget Message 24 Long-Range Forecast City of Peoria FY 2015 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 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: The City’s budget is closely aligned with the financial policies established by the Peoria City Council. The Principles of Sound Financial Management are intended to establish guidelines for the City’s overall fiscal planning and management. The policies support the continued financial strength and stability of the City of Peoria as reflected in its financial goals. Fund Balance Objectives  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 2015 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 2015 Annual Program Budget Long-Range Forecast current revenues. The budget will not postpone expenditures, use one-time (non-recurring) sources to fund ongoing (recurring) uses, or use external borrowing for operational requirements. The Asset Maintenance Fund may be used to provide funding for the repair and maintenance of critical infrastructure.  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 state did reinstate a portion of the LTAF funding that is generated solely from Powerball Lottery sales. The remaining amount needed in 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 Annual Budget. The City will establish a balanced annual operating budget. Current operating expenditures, including debt service, will be funded with 27 City of Peoria FY 2015 Annual Program Budget Long-Range Forecast Debt Management Policy comparatively more difficult to finance with bonds or lease financing. 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. Control Measures and Compliance Management must ensure compliance with the legally adopted budget. In addition, purchases and expenditures must comply with legal requirements and policies and procedures set forth by the City. The City 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.  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. Long-Term Debt  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.  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 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.  The City shall comply with all state and federal regulations concerning financial management and reporting. 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 2015 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 December of 2013. Based on this information, Council utilized the results of the long-range forecast to develop guidelines for the FY 2015 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 2015 Annual Program Budget Long-Range Forecast Scope of Study Economic Outlook The FY 2015 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. 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. The city’s revenue stream is largely influenced by overall economic conditions. The gradual national recovery has continued to improve but at a slow pace, hampered at times by nagging unemployment, federal policy indecision and a lower-than-expected rate of recovery in the housing industry. There are, however, encouraging bright spots at both the national, state and local 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. 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 receives a distribution from the State of Arizona’s Local Transportation Assistance Fund II (LTAFII) which are proceeds from Powerball Lottery sales. However, the majority of the fund is supported through a subsidy from the Transportation Sales Tax fund. Locally improving consumer confidence has manifested itself in slightly higher-than-anticipated city sales tax collections during FY 2014. We expect actual sales tax revenues for this fiscal year to exceed FY 2013 actuals by 3.5 percent, with stronger performance in the retail (especially auto sales), restaurants and bars, and construction categories. For FY 2015, we are forecasting roughly a 2.5 percent growth in city sales tax revenues, which may be tempered by state and local tax policy changes. Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. Solid Waste Fund. The City’s residential and commercial solid waste functions provide for the collection and disposal of refuse within the City of Peoria. The funds rely on user fees to pay for its operations. Property tax collections continue to be impacted by the local housing market. Although we are seeing home valuations increasing, the lag between the time properties are valued and the time they are billed means we will see property tax collections begin to increase in FY 2015. Recent information from the County Assessor’s Office projects a 5.8 percent increase in the city’s assessed valuation in FY 2014. Future valuations should continue to increase, leading to tax collection increases in subsequent years. 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. For purposes of the five-year forecast, the Finance and Budget Department anticipates low inflation for 30 City of Peoria FY 2015 Annual Program Budget Long-Range Forecast 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 begin planning for a new community park in the northern part of the city. Costs to support these projects, as well as all CIP projects, are incorporated in the longrange 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 CIP operation and maintenance costs must compete with other requests for funding. 31 City of Peoria FY 2015 Annual Program Budget Long-Range Forecast Forecasts of Major Operating Funds 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. General Fund. The City thoroughly examines ongoing General Fund requirements and revenue streams over multiple 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 over the five years of the forecast which represents a structurally balanced fund. 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. General Fund Sources and Uses Streets Fund Projected Revenues and Expenditures $150,000,000 32 FY2018 Expenditures $14,651,061 Revenues FY2017 $15,234,552 FY2016 $14,461,486 FY2015 $15,476,957 Uses $14,323,606 Sources $14,685,516 FY2015 FY2016 FY2017 FY2018 FY2019 $13,602,721 $0 $14,047,289 $25,000,000 $13,914,739 $17,500,000 $15,000,000 $12,500,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 $0 $14,556,043 $133,837,448 $133,975,064 $129,874,923 $129,922,712 $125,041,991 $125,789,580 $121,743,341 $50,000,000 $122,217,713 $75,000,000 $117,828,347 $100,000,000 $118,415,681 $125,000,000 FY2019 City of Peoria FY 2015 Annual Program Budget Long-Range Forecast Water Fund. The City of Peoria provides water service to approximately 50,500 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. Wastewater Fund. The City provides wastewater services to approximately 53,700 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. 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. 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. For FY 2015, 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 increases 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 self-sustaining into the future. 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 last change in wasterwater user fees was an increase in FY 2013; however for FY 2015, 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 2019. With these assumptions, the forecasts signify the Wastewater Fund will be financially self-sustaining into the future. Water Fund Wastewater Fund Projected Revenues and Expenditures Projected Revenues and Expenditures Expenditures $23,309,000 33 FY2018 $26,879,000 Revenues FY2017 $20,975,000 Expenditures FY2016 $22,598,000 Revenues FY2015 $19,973,000 $0 FY2015 FY2016 FY2017 FY2018 FY2019 $21,548,000 $0 $5,000,000 $20,569,000 $10,000,000 $10,000,000 $21,646,000 $15,000,000 $19,696,000 $20,000,000 $20,865,000 $41,195,000 $43,055,000 $36,105,000 $37,270,000 $36,200,000 $20,000,000 $38,181,000 $30,000,000 $39,636,000 $25,000,000 $41,095,000 $40,000,000 $39,210,000 $30,000,000 $42,258,000 $50,000,000 FY2019 City of Peoria FY 2015 Annual Program Budget Long-Range Forecast 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 2015. 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. Residential Solid Waste Fund. The Residential Solid Waste operation provides trash collection, recycling, and loose trash pickup for approximately 51,700 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 the second straight year in FY 2015. The City will continue to support its operating costs and meet the City’s cash reserve targets. 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. When comparing the ongoing revenues to ongoing expenditures, the forecast indicates the Residential Solid Waste Fund will be financially selfsustaining into the future. Commercial Solid Waste Fund Projected Revenues and Expenditures Residential Solid Waste Fund $3,000,000 $2,487,000 $2,628,000 $2,441,000 $2,387,000 $2,405,000 $2,363,000 $2,358,000 $1,000,000 $2,342,000 $1,500,000 $2,396,000 $2,000,000 $2,543,000 $2,500,000 Projected Revenues and Expenditures $12,000,000 $10,178,000 $9,761,000 $10,038,000 Expenditures $9,663,000 $4,000,000 Revenues $9,666,000 $6,000,000 FY2018 FY2019 $9,402,000 FY2017 $9,560,000 FY2015 FY2016 $9,193,000 $8,000,000 $9,911,000 $0 $10,006,000 $10,000,000 $500,000 $2,000,000 $0 FY2015 FY2016 Revenues 34 FY2017 FY2018 Expenditures FY2019 City of Peoria FY 2015 Annual Program Budget Long-Range Forecast 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. In 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. In 2013, the State of Arizona began distributing LTAFII funds from Powerball Lottery sales which is estimated $200,000 per year. The City has had to subsidize the remaining balance 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. Transit Fund Projected Revenues & Expenditures $1,250,000 $1,151,826 $1,151,826 $1,126,590 $1,126,590 $1,102,325 $1,102,325 $1,078,993 $1,078,993 $500,000 $1,056,558 $750,000 $1,056,558 $1,000,000 $250,000 $0 FY2015 FY2016 Revenues FY2017 FY2018 FY2019 Expenditures 35 City of Peoria FY 2015 Annual Program Budget Long-Range Forecast 36 Budget Summary City of Peoria FY 2015 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 December 2013, 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. 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 2015 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 cost of service analysis, which outlines how they intend to meet service expectations within the available resources in FY 2015. FY 2015 BUDGET CALENDAR Activity Date City Council Annual Workshop—Goals and Priorities Established December 6, 2013 Department Review Sessions with City Management January - February 2014 City Manager’s Recommended Budget March 18, 2014 Adopt Tentative Budget April 22, 2014 Hold Public Hearing on Budget and Property Tax Levy May 20, 2014 Adopt Final Budget May 20, 2014 Adopt Property Tax Levy June 17, 2014 37 City of Peoria FY 2015 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 2015, 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. 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. Budget Review 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 January and February 2014. These processes ensure that the initial base budget with appropriate reduction or supplemental packages meets city needs and priorities. The city manager’s recommended balanced budget, delivered with an overview of the city’s financial condition, was presented to the entire City Council. The Council Budget Study Sessions were undertaken this year from March 25 to through March 27. Upon Council’s revisions to the manager’s recommended budget, the Management and Budget staff 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 April 22, 2014. 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 on the previous page, the FY 2015 final budget was adopted on May 20, 2014 and the property tax levy on June 17, 2014. 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 38 City of Peoria FY 2015 Annual Program Budget Budget Summary State Law The maximum legal expenditure limit is $788,205,401 in Fiscal Year 2015. This compares to the total appropriation of $470,000,000 in the final budget adopted by Council. However, the city estimates that $175,810,528 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 Management and Budget Division and individual departments. The city may not exceed the total expenditure appropriation originally authorized by the City Council. However, the Council may amend the appropriations for a fund during the fiscal year. This may require a corresponding change in another fund to assure compliance with the total legal expenditure limitation. • A local home rule (alternative expenditure limitation) • A permanent base adjustment • One-time override • A capital projects accumulation fund Current city policy requires Council approval for transfer of expenditure authority between funds, all transfers of expenditure authority over $50,000, all transfers of funds to or from personnel accounts, and all transfers to or from capital outlay accounts. In addition, expenditures to be supported from reserves or contingency accounts also require City Council approval. The city manager may authorize transfers within a fund up to $50,000. 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 a 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 of $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 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. 39 City of Peoria FY 2015 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 strategic approach was utilized during the FY 2015 budget process. The departments 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. They also analyzed the costs of the various services they provide. Multi-year performance measurement data was used to make financial decisions that ensured that the recommended FY 2015 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 that 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. 40 City of Peoria FY 2015 Annual Program Budget Budget Summary Budget Summary Summary of Revenues Total FY15 Revenues - $352 Million The City of Peoria’s FY 2015 annual budget appropriation totals $470 million. The operating budget totals an estimated $237 million, an increase of 4 percent 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 39% Revenues Taxes 26% The FY 2015 estimated revenues total $352 million, which represents a 19 percent increase from FY 2014 budgeted revenues. Projected revenues are realized from a variety of sources, including sales tax collections, water billings and user fees. Inter Gov't 15% Rents 0% In FY 2015, the city estimates revenue from service charges at $138 million (39 percent), taxes at $90 million (26 percent), intergovernmental revenues at $53 million (15 percent), and bond proceeds at $42 million (12 percent). The remaining categories represent $29 million (8 percent). Bond Proceeds 12% Misc Licenses Fines 6% 1% 1% Expenditures Summary of Expenditures The $470 million budget is comprised of four major segments. The operating budget totals $237 million (50 percent), with debt service at $45 million (10 percent). Approximately $42 million (9 percent) is set aside for contingency accounts. Capital improvements total $145 million—31 percent of the total FY 2015 budget. Total FY15 Expenditures $470 Million Contingency 9% Debt Service 10% 41 Operating 50% Capital Outlay 31% City of Peoria FY 2015 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY11 FY12 FY13 FY14 FY15 % Change Fines, Licenses, Permits & Rents $5.8 $6.4 $6.1 $6.7 $6.7 0% Bond Proceeds $26.2 $33.3 $55.1 $7.3 $41.6 470% Charges for Services $125.3 $132.4 $136.6 $143.4 $138.0 -4% Intergovernmental Revenue $78.2 $52.9 $48.7 $51.0 $52.6 3% Taxes $84.7 $80.8 $82.5 $84.6 $90.3 7% Miscellaneous Revenue $9.3 $14.8 $6.1 $2.7 $21.4 693% Interest Income $3.4 $1.9 $1.7 $1.1 $1.4 27% Total Revenues $332.8 $322.6 $336.7 $296.9 $352.0 19% TOTAL BUDGETED USES (In Millions) Description FY11 FY12 FY13 FY14 FY15 % Change Operations $204.1 $207.3 $218.7 $231.4 $237.4 4% Capital $139.3 $158.1 $170.4 $151.9 $145.2 -6% Debt Service $57.4 $43.6 $40.7 $42.2 $45.0 7% Contingencies $54.3 $51.0 $43.2 $42.5 $42.4 -.2% $455.0 $460.0 $473.0 $468.0 $470.0 .4% 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 $231 million, not including contingency appropriation. The following chart outlines the financial plan for FY 2015. The total sources are estimated at $373 million and total uses are estimated at $448 million. 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 42 City of Peoria FY 2015 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Estimated Balance 7/1/2014 Total Sources Total Uses Estimated Balance 6/30/2015 General $58.0 $139.0 $145.4 $51.6 Special Revenue $72.4 $47.0 $73.3 $46.1 Enterprise $87.0 $78.2 $99.5 $65.7 Internal Service $25.0 $43.3 $45.8 $22.5 Capital Project $21.4 $46.3 $59.2 $8.5 Debt Service $42.6 $18.9 $25.2 $36.3 Total Revenues $306.4 $372.7 $448.4 $230.7 Fund Categories *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 $33.7 $30 $39.9 $47.3 $51.3 $48.0 $45 $15 $0 2011 2012 2013 Actual Actual Actual 43 2014 Est. 2015 Proj. City of Peoria FY 2015 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. Future projections reflect a declining balance. We will continue to review this fund and make the necessary adjustments. G.O. Bond Debt Service Fund $40.9 $28.6 $27.2 $20 $30.8 $30.8 $30 Street Fund Unreserved Fund Balance 2014 Est. 2015 Proj. $10 (Millions) $0 $15 2011 2012 2013 Actual Actual Actual $12.9 $14.0 $13.3 $12.9 $13.8 $10 (Millions) $40 $5 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. $0 2011 2012 2013 Actual Actual Actual 2014 Est. 2015 Proj. Water Fund Unreserved Fund Balance (Millions) G.O. Bond Debt Service Fund. 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 $19.2 $27.5 $24.1 $10 $17.3 $15 $21.0 $20 $5 $0 2011 2012 2013 2014 Actual Actual Actual Est. 44 2015 Proj. City of Peoria FY 2015 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 $8.0 $2 2011 2012 2013 2014 Actual Actual Actual Est. 2015 Proj. $6.1 $4 $7.6 $5.8 $5.8 $5.1 $5.4 $6 $7.1 $7.5 $6 $4 $8 $2 $0 $0 2011 2012 2013 2014 Actual Actual Actual Est. 2015 Proj. 45 City of Peoria FY 2015 Annual Program Budget Budget Summary Operating Budget Staffing Summary The FY 2015 operating budget of $237.4 million is an increase of $8.2 million, a 5 percent gain from last year’s $229.2 million operating budget amount. Based on the city’s projected revenue estimates, the FY 2015 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. Staff 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. As the economy recovers and development activity picks up, the city has begun to add positions to meet the increased demand. The recommended budget includes a small amount for wage and benefit increases. Operating Budget By Fund Type Enterprise 19% Internal Services 21% Special Revenue 7% Overall, the FY 2015 budget proposes three more positions than in FY 2014. These additions support the increased development activity the city is experiencing. The new positions include a new Building Inspector and Development Systems Supervisor. In addition, the Economic Development Services and Planning and Community Development departments, which have been sharing one management analyst FTE for the last several years, will now each have their own analyst, one of which has the working title of Development Agreement Coordinator. General Fund 53% Total staffing authorization for benefited positions was granted for 1,121.87 FTEs. 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 (19 percent), internal service funds (21 percent), and special revenue funds (7 percent). 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. As stated in the City Manager’s Budget Message, the FY 2015 budget reflects our commitment to maintain the quality standards our residents have come to expect, while preserving our organization’s long-term financial viability. This balanced and strategic approach results in a spending plan that adapts to the changing needs of our community, without compromising our financial future. 46 City of Peoria FY 2015 Annual Program Budget Budget Summary Department Summary The Economic Development Services Department continues to work to achieve the goals of the Counciladopted Economic Development Implementation Strategy. The FY 2015 budget allocates one-time funding to support this effort, including advertising and marketing, overnight travel, and community promotions and events. As mentioned above, most of the new positions being added are for this department, which is facing increasing pressure to keep up with the demands of new development in Peoria. The Fire Department will be training new paramedics in FY 2015 to begin to replace those lost to promotions, retirements, and resignations. In addition, the department is launching a new lake rescue swimmer program to train personnel at Lake Pleasant to operate safely and efficiently in the surface water environment. The Public Works-Utilities Department is increasing its water supply budget to account for the rapidly rising cost of CAP water, which represents 60 percent of the city’s annual water supply. The department is also increasing its repair and maintenance budget for both the water and wastewater systems in order to keep these systems working efficiently and to prevent breakdowns. The solid waste operations have seen landfill costs increase substantially in recent years, and additional funds have been allocated to cover these costs. The Transit Division is increasing its budget to meet the increased demand for Dial-A-Ride service. The additional costs will be offset by ADA reimbursement and grants. The Planning and Community Development Department also is experiencing an increased workload as development picks up. As such, the department received one-time funding for a contract planner and for a contract administrative assistant. The department’s budget also includes $150,000 for the Neighborhood Grants Program, which helps fund neighborhood improvements around the city. The Police Department received funding for a number of one-time requests that will enhance its ability to protect the community. Well over half of these requests will be offset by grants or the use of forfeiture funds. Some of the items that are funded for FY 2015 include overtime coverage for the Super Bowl, overhiring of two police officers to recruit and fill vacancies in advance of upcoming retirements, a contract legal advisor, the purchase of body-worn cameras, and a new property van. Operating Budget Change For FY 2015, the city’s operating budget is $237.4 million, representing a 3.6 percent increase from the operating budget of $229.2 million of the prior year. The operating budget includes $7.1 million in onetime expenditures. 47 City of Peoria FY 2015 Annual Program Budget Budget Summary Operating Budget History GENERAL FUND FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Mayor & Council City Manager Office of Communications Engineering Economic Development Services Human Resources City Clerk City Attorney Municipal Court Non‐Departmental Finance & Budget Planning & Sustainability Police Fire Community Services Public Works Half‐Cent Sales Tax and Other $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 $2,414,636 $34,631,060 $18,541,790 $18,971,981 $549,037 $179,600 $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 $2,131,843 $35,205,043 $19,547,095 $18,515,632 $431,467 $1,521,813 $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 $2,081,293 $37,080,596 $21,233,589 $19,905,182 $548,525 $1,385,265 $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 $2,526,009 $38,995,559 $23,000,939 $21,942,086 $583,228 $1,689,116 $705,276 $2,510,130 $1,450,008 $3,782,645 $4,416,353 $2,514,788 $971,151 $3,264,380 $1,870,388 $1,778,614 $10,215,330 $2,542,177 $40,223,216 $23,957,261 $22,311,291 $673,750 $1,988,949 $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 $9,902,760 $361,808 $1,313,050 $5,123,440 ENTERPRISE FUNDS Water Fund Wastewater Fund Enterprise Reserves Solid Waste Funds Sports Complex $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 $22,081,670 $10,886,748 $1,355,097 $11,696,116 $4,707,494 INTERNAL SERVICE FUNDS Fleet Maintenance Fleet Reserve Insurance Reserve Facilities Maintenance IT Operations IT Reserve IT Projects Trust, Agency & Reserve $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 $5,330,744 $4,040,968 $18,879,716 $6,026,810 $9,102,318 $331,600 $1,099,060 $30,600 $204,101,756 $207,307,782 $218,673,623 $229,245,444 $229,245,444 SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. Transit Grants & Miscellaneous TOTAL 48 City of Peoria FY 2015 Annual Program Budget Budget Summary Grant Funds Tohono O’odham Nation 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 2015 major grants are summarized below. The Peoria Police Department was awarded Proposition 202 funding from the Tohono O’odham Nation in the amount of $60,000 to support the purchase of a surveillance tower. The surveillance tower provides the Police Department with another tool to monitor community events. The surveillance tower will be used to reduce car thefts, monitor crowd control, and assist with multi-jurisdictional events. The presence of a police officer in the surveillance tower is a deterrent to criminal activity, and it also provides a bird’s-eye view of the surrounding area. The surveillance tower can expand to approximately 25 feet in height, similar to the height of a two story building, and can be hitched to a truck and towed to any location. The Police Department is providing matching funds of $60,000. U.S. Department of Justice The Police Department was awarded a Community Oriented Policing Services (COPS) Hiring Program Grant to hire three new police officers. The purpose of the COPS Hiring Program Grant is to enhance public safety by utilizing community policing to increase crime prevention and assist with full-time sworn officer staffing needs throughout agencies nationwide. The COPS Grant will be used to hire three new police officers. The grant will fund a portion of three new officers’ salary and benefits with a maximum of $125,000 per officer through August 2016 ($375,000 over the life of the grant). U.S. Department of Housing and Urban Development 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. Arizona State Library, Archives, and Public Records The Peoria Library received a general state grantin-aid in the amount of $8,008 to assist with the purchase of popular adult fiction. Popular adult fiction titles continue to account for a significant portion of the library circulation. In order to maintain a minimum wait time to receive a bestselling title, a holds ratio was established in 2012. For every five requests for a title, an additional book was purchased. This reduced the amount of time a patron waited for bestsellers. The grant funds and the 100 percent match funds provided by the city will be used to purchase adult fiction books. With a floating collection, these books will be available at both library branches. Community Development Block Grant The Community Development Block Grant Program (CDBG) is federally funded through the United States Department of Housing and Urban Development. The FY 2015 CDBG budget totals $1.5 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. 49 City of Peoria FY 2015 Annual Program Budget Budget Summary HOME Grant The HOME grant is also federally funded by the United States Department of Housing and Urban Development. This program is designated specifically for carrying out income-eligible housing strategies through acquisition, rehabilitation, and new construction. The FY 2015 budget for the HOME grant is $362,000 and will be used mainly to rehabilitate foreclosed housing stock and construct affordable housing on an infill parcel near Old Town Peoria. now maintained in separate replacement funds for their designated vehicles. In FY 2015, the fleet reserve fund anticipates revenues from service charges of $1,800,125. Expenditures are budgeted at $4,040,968, reflecting a higher-thanaverage number of vehicles to be replaced. This reserve fund has a healthy fund balance that can accommodate the budgeted expenditures. State Forfeiture The Insurance Reserve Fund accounts for the risk management function of the city, as well as claims paid under the city’s self-funded risk, health, dental, and workers’ compensation programs. The city carries excess insurance coverage and uses third-party administrators to monitor the self-funded programs. The FY 2015 budget for this fund is $18,879,716. Insurance Reserve 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 2015, the city has budgeted expenditures of $370,000. These funds are used by the Police Department and the City Attorney’s Office for training, supplies, and equipment. Insurance Reserve $20,000,000 $18,879,716 $19,054,038 $18,624,677 $18,742,368 $17,745,427 $5,000,000 $13,713,562 $13,281,394 $10,000,000 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, 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. $17,868,800 $15,000,000 $16,912,922 $16,830,215 Internal Service Funds $0 2011 2012 2013 2014 2015 Revenues 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 city departments based on square footage of occupied space, maintenance records, and custodial requirements. Fleet Replacement Reserve The fleet replacement reserve account is for purchases of city vehicles and accumulates funds to replace vehicles as scheduled. Charges to the 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 50 City of Peoria FY 2015 Annual Program Budget Budget Summary 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 2015 may be found in Schedule 8 of the “Schedules” section of this document. 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 2015 appropriation totals $6,026,810. Fleet Maintenance 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 2015 operating budget is $5,330,744. FY 2014 Debt Requirements By Type G.O. Bonds 43% MDA Bonds 23% 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 website, 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 2015 is $8,157,228 and $1,099,060 for IT projects. IDs & Assessments 1% Revenue Bonds 33% G.O. Bond Ratings Moody’s Standard & Poor’s Fitch Debt Service 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 51 Aa1 AA+ AA+ City of Peoria FY 2015 Annual Program Budget Budget Summary General Obligation Bonds Municipal Development Authority Bonds General obligation (G.O.) bonds require voter approval and are backed by the taxing authority of the city. These bonds are generally used to finance projects with strong public support and that do not themselves produce revenues. Arizona law limits the amount of G.O. bonds the city can have outstanding based on the assessed valuation of the property located within the city limits. Financing for water, sewer, storm sewer, lighting, street and traffic facilities, parks and open space preserves and recreational facilities projects is limited to 20 percent of the assessed valuation. Financing for all other projects, such as municipal buildings, is limited to 6 percent of the assessed valuation. 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. 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. 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 help the city to obtain favorable interest rates on future bond sales and thus generate considerable savings for Peoria taxpayers. MDA Bonds Outstanding G.O. Bonds Outstanding $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 Principle Principal 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 $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 Interest 52 Interest City of Peoria FY 2015 Annual Program Budget Budget Summary Revenue Bonds Improvement District 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. 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. Revenue Bonds Outstanding I.D. Bonds Outstanding $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 $500,000 $400,000 $300,000 $200,000 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 $100,000 Principle MDA Bond Ratings Moody’s Standard & Poor’s Fitch 2024 2023 2022 2021 2020 Interest I.D. Bond Ratings Aa2 AA+ AA+ Moody’s Standard & Poor’s Fitch Revenue Bond Ratings Moody’s Standard & Poor’s Fitch 2019 2018 2017 Interest 2016 2015 Principal $0 Aa3 AA AA 53 Aa3 A+ AA City of Peoria FY 2015 Annual Program Budget Budget Summary Debt Management 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. 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’s 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. 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. 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. 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 General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description Population Secondary Assessed Value (Millions) Net Bonded Debt (Millions) Pct. of Net Bonded Debt to Assessed Value Net Bonded Debt Per Capita 2009 2010 2011 2012 2013 2014 2015 159,263 154,065 155,148 156,535 158,031 160,000 168,115 $1,995 $1,895 $1,614 $1,276 $1,137 $1,052 $1,155 $138 $150 $137 $167 $156 $162 $153 7% 8% 9% 10% 14% 15% 13% $867 $971 $885 $1,067 $987 $1,013 $910 54 City of Peoria FY 2015 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. 55 City of Peoria FY 2015 Annual Program Budget Budget Summary DEBT CAPACITY ANALYSIS 20% Limitation (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) FY 2015 Secondary Assessed Valuation $1,155,721,441 Allowable 20% Bonds Outstanding $231,144,288 Less 20% Bonds Outstanding -$142,925,000 Unused 20% Debt Capacity $88,219,288 6% Limitation (All Other General Government Projects) FY 2014 Secondary Assessed Valuation $1,155,721,441 Allowable 6% Bonds Outstanding $69,343,286 Less 6% Bonds Outstanding -$0 Unused 6% Debt Capacity $69,343,286 56 Revenues City of Peoria FY 2015 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 2015 are estimated at $320.9 million, an increase of 8.0% over the prior year’s estimate of $297.2 million. Estimated FY 2015 bond proceeds increase revenues by more than $11 million. Bond proceeds can fluctuate from year-toyear with the timing of major projects and/or the actual receipt of proceeds. When this source is excluded, the City’s FY 2015 revenue sources are forecasted to increase by 4.2% over the FY 2014 estimated total. FY 2015’s budgeted revenues reflect a continuingly improving outlook for growth in the state and local economies. Distressed inventory has been absorbed and traditional resales are now 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 has faced an extended recovery period to reach prerecession levels in employment and personal income. The state has has been slower to recover lost jobs during the recession than the nation, adding jobs at a much slower pace than after previous recessions. Fines & Forfeitures 1% Rents 1% 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 Bond Proceeds 3% Charges for Service 48% Taxes 28% Interest Income 0% Miscellaneous Income 2% Licenses & Permits 1% Intergovernmental 16% FY 15 Total Revenues ‐ $320,861,031 57 City of Peoria FY 2015 Annual Program Budget Revenue Summary sources, which represent $58.0 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 $152.6 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, $70.9 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 slightly more than 28% of total City revenue. The estimated tax revenue for FY 2015 is $90.3 million, which includes collections from local sales, franchise, and property taxes. Sales and franchise tax collections are estimated at $68.7 million, or 76% of total tax revenue. The City’s major revenue sources are described in more detail in the following sections. TOTAL REVENUES BY FUND FY2011 Actual Fund General Water Wastewater Insurance Reserve Half-Cent Sales Tax Impact Fees Debt Service Streets Bond Transportation Sales Tax Residential Sanitation Information Technology Other Grant Facilities Fleet Maintenance Sports Complex Commercial Sanitation Fleet Reserve Sanitation Equipment Reserve Information Technology Reserve Improvement District Transit Economic Development Reserve Housing Grand Total FY2012 Actual FY2013 Actual FY2015 Approved $ 105,744,340 $ 34,348,626 $ 19,910,643 $ 17,965,935 $ 16,237,668 $ 10,286,834 $ 14,533,098 $ 12,224,584 $ 36,725,328 $ 9,855,957 $ 8,825,242 $ 6,952,777 $ 7,571,482 $ 3,074,146 $ 5,896,578 $ 5,066,729 $ 2,699,580 $ 2,261,568 $ 1,266,950 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 110,175,908 35,132,156 19,383,459 19,079,767 17,045,773 13,913,467 13,404,810 12,462,951 296,182 10,327,828 9,050,751 7,559,900 4,591,263 4,030,723 5,893,052 5,250,871 2,898,844 2,250,900 1,753,200 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 13,601,787 35,963,165 19,766,231 19,054,038 17,039,450 14,736,844 14,716,518 12,602,372 11,319,200 10,348,387 9,193,421 7,861,107 7,729,450 6,290,101 5,943,121 5,331,393 2,904,288 2,305,400 1,837,125 FY2014 Estimate $ 91,428,799 $ 28,631,110 $ 17,006,581 $ 14,822,655 $ 13,109,148 $ 6,217,786 $ 20,280,601 $ 10,553,440 $ 167,098 $ 7,913,834 $ 9,385,756 $ 6,966,820 $ 16,956,965 $ 4,733,542 $ 5,542,543 $ 4,732,676 $ 2,627,218 $ 1,966,022 $ 582,453 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 99,832,185 52,718,465 25,022,950 16,979,263 15,017,174 10,499,140 17,485,625 11,480,486 29,154,564 9,110,824 9,800,435 6,736,172 12,533,040 3,098,874 5,282,632 4,962,661 2,755,704 2,077,222 1,148,720 $ 702,675 $ 896,581 $ 1,052,174 $ 882,487 $ 954,400 $ 484,263 $ 555,159 $ 662,378 $ 726,336 $ 706,045 $ $ 1,718,730 290,747 $ $ 1,624,291 199,803 $ 1,218,289 $ 760,372 $ $ 476,000 258,020 $ $ 476,688 158,500 $ 1,679 $ 3,158 $ 11,787 $ 15,000 $ 22,000 $ 837,693 $ 140,557 $ 67,988 $ 327,953 $ - $267,660,834 $ 339,115,685 58 $ 325,221,053 $ 297,187,601 $ 320,861,031 City of Peoria FY 2015 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. SalesTax Tax Revenue Revenue Sales FY2015 Total - $68.7 million Projection Transpor‐ tation 15% The City is projecting $68.7 million in sales tax revenue for FY 2015. This is a 0.3% increase over the FY 2014 estimate of $68.4 million. The small increase reflects some caution about the continued growth in some categories along with a very modest outlook for improvements in consumer spending and 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 FY2011 Actual FY2012 Actual FY2013 Actual $ 29.3 $ 13.1 $ 2.8 $ 7.8 $ 52.9 $ $ $ $ $ $ 36.0 $ 16.2 $ 3.3 $ 9.7 $ 65.2 33.5 15.0 3.3 9.0 60.7 59 FY2014 Estimated $ $ $ $ $ 37.8 17.0 3.4 10.2 68.4 FY2015 Approved $ $ $ $ $ 37.9 17.0 3.6 10.2 68.7 City of Peoria FY 2015 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 2015. Projection According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2015 is estimated to increase slightly from the previous year’s valuation. FY 2015’s stabilizing valuation follows four consecutive years of reductions that totaled over 34% from the peak in FY 2010. Given the lag in assessor rolls and with statutory formulas, the primary valuation is expected to grow slowly in the near term. The primary tax levy revenue for FY 2015 is estimated at $2.1 million. Uses The secondary tax rate remains stable at $1.2500 per $100 of assessed valuation. With secondary valuations increasing from the previous year, the resulting secondary levy is projected to be $14.4 million, a 9% increase over FY 2014, but an overall decline of 42% 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) FY10 Actual FY11 Actual FY12 Actual FY13 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 $ 2.9 $ 20.0 $ 22.9 $ 2.5 $ 16.7 $ 19.2 $ 2.2 $ 14.6 $ 16.8 $ 2.0 $ 13.2 $ 15.2 $ 2.1 $ 14.4 $ 16.5 Total FY14 Est. FY15 Appr. Property Tax Revenues ($ in millions) Primary Tax Levy Secondary Tax Levy Total $ 3.0 $ 22.9 $ 25.9 60 City of Peoria FY 2015 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. Census data 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 2015, the budgeted State Shared revenues are $37.2 million, representing a 4.8% increase over the $35.5 million estimate for FY 2014. FY 2015 revenues are still shy of the previous peak level these sources reached in FY 2008. The FY 2015 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 FY11 Act FY12 Act FY13 Act FY14 Est Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 61 FY15 App City of Peoria FY 2015 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 2015 projection for HURF revenues is $8.6 million, a 1% increase over the prior year’s estimate of $8.5 million. The City estimates growth in future years will be very modest as fuel reduction from conservation and and vehicle efficiencies offset growth from population. HURF Revenues (Millions) $9.0 $8.0 $7.0 $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0 FY11 Act 62 FY12 Act FY13 Act FY14 Est FY15 App City of Peoria FY 2015 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 $2.6 million in FY 2015. Building permit revenues are anticipated to contribute $1.7 million, or 65% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute almost $800,000, representing 30% of the total. Growth in permit-based revenues reflects a 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) $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0 FY11 Act FY12 Act Bldg Permits 63 FY13 Act FY14 Est Business Licenses FY15 App Other City of Peoria FY 2015 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 2015. Modest residential and commercial account growth, combined with consumption growth are projected to increase water revenues to $35.9 million in FY 2015. Water Operating Revenue (Millions) FY11 Actual Account Description FY12 Actual FY13 Actual FY14 Estimate FY15 Approved Water Fees $ 26.3 $ 30.9 $ 31.9 $ 32.4 $ 33.2 Reclaimed Water Fees $ 0.5 $ 0.5 $ 0.6 $ 0.7 $ 0.7 New Service Fee-Water $ 0.3 $ 0.3 $ 0.3 $ 0.3 $ 0.3 Quintero WTP Fees $ 0.6 $ 1.0 $ 0.3 $ 0.3 $ 0.3 Disconnect/Reconnect Fees $ 0.3 $ 0.3 $ 0.3 $ 0.3 $ 0.4 Non Potable Water Revenue $ 0.1 $ 0.3 $ 0.2 $ 0.2 $ 0.2 Water Meter Charges $ 0.1 $ 0.2 $ 0.2 $ 0.3 $ 0.4 Utility Late Fee Charges $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Interest Income $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.1 $ 0.3 $ 0.3 $ 0.2 $ 0.1 Total Water Utility $ 28.5 $ 34.0 $ 34.2 $ 35.0 $ 35.9 64 City of Peoria FY 2015 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 2015. Projected revenues for FY 2015 are $19.7 million, an increase of $0.4 million from the previous year’s estimate. Wastewater Operating Revenue (Millions) FY11 Actual Account. Description FY12 Actual FY13 Actual FY14 Estimate FY15 Approved Wastewater Fees $ 14.1 $ 15.7 $ 17.6 $ 17.4 $ 17.8 Allocated Interdept Svc Chrgs $ 1.9 $ 1.6 $ 1.3 $ 0.9 $ 0.9 EPA Mandate Fee $ 0.8 $ 0.9 $ 0.9 $ 0.9 $ 0.9 Utility Late Fee Charges $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.1 $ 0.1 $ 0.0 $ 0.0 $ 0.0 Total Wastewater Utility $ 16.9 $ 18.2 $ 19.8 $ 19.3 $ 19.7 65 City of Peoria FY 2015 Annual Program Budget Revenue Summary Solid Waste Fund Revenue Sources Projection The City collects user fees and charges for Residential and Commercial Solid Waste services and segregates revenues from each service into its own operating fund. Residential customers receive weekly trash and recycling service as part of the monthly fee. Commercial services are provided to city businesses and multi-family developments based on their individual requirements. Fiscal Year 2015 revenues for combined Solid Waste operations are estimated at $11.5 million, slightly higher than the projected 11.4 million for FY 2014. Neither service is adjusting user rates in FY 2015. The majority of revenue – 80% – is generated from residential user fees, with $9.0 million expected in FY 2015. Commercial user fees are estimated to contribute 20%, or about $2.3 million in projected revenues for FY 2015. Uses The revenues collected from the Residential Solid Waste and Commercial Solid Waste activities remain in their own respective funds to recover the costs of each service’s operations. Solid Waste Operating Revenue (Millions) FY11 Actual Fund FY12 Actual FY13 Actual FY14 Estimate FY15 Approved Commercial Solid Waste Fund $ 2.0 $ 2.1 $ 2.3 $ 2.3 $ 2.3 Residential Solid Waste Fund $ 9.4 $ 9.8 $ 8.8 $ 9.1 $ 9.2 $ 11.4 $ 11.9 $ 11.3 $ 11.4 $ 11.5 Totals 66 Programs City of Peoria FY 2015 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 2015 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 2014, 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 2015 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 2015 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 2015 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 2015 Annual Program Budget Programs – Performance Management A major theme in the FY 2015 budget development was to explore creative ways to maintain service levels on core services and to implement cost-saving efficiences wherever possible. 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 and still preserve the things that make Peoria a great place to live. organizational goals. Performance data at this level often judge department efficiency and workforce effectiveness and help determine if departments are on target in meeting budgetary and service delivery goals. Examples can include park maintenance cost per acre, turnaround time for plan review, and emergency response times. These executive level measures require regular review and analysis. Therefore, the City utilizes a “PeoriaStat” process that brings executive management together on a 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 internal and external, 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 70 City of Peoria FY 2015 Annual Program Budget Programs – Performance Management Peoria has been an active participant in the ICMA CPM program since 2007 and has been recognized each year for our achievements in creating and improving our performance management program. For the past four years, we have received the Certificate of Excellence, the highest award bestowed by ICMA CPM. In the most recent citizen survey, nearly every resident (93%) 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 cities comparable to ours. Complete results of the survey are available on the city’s website at www.peoriaaz.gov/citizensurvey. If you would like additional information on Peoria’s performance management efforts, please contact Katie Gregory, Deputy Director, Finance and Budget Department, at 623-773-7364. Developed in partnership with the International City Management Association (ICMA), the NCS is a tested, flexible, affordable, and efficient survey instrument that is tied closely with the organization's Center for Performance Measurement (CPM), of which Peoria is a member. Participation in that program allows Peoria to make apples-to-apples comparisons of particular services with other jurisdictions from around the nation. 71 City of Peoria FY 2015 Annual Program Budget Programs – Performance Management 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 1 % of residents rating the overall quality of life in Peoria as good or excellent^ 83% 93% 93% 93% 2 % of residents rating their neighborhood as good or excellent place to live^ 80% 95% 95% 95% 3 Residents overall satisfaction with Parks and Recreation in Peoria^ 77% 81% 81% 81% 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% 57% 57% 57% 6 Violent crimes per 1000/population 1.87 1.57 1.49 1.42 7 Property crimes per 1000/population 29.61 23.68 22.49 21.38 8 Patrol Response times to critical emergencies from dispatch to arrival 4:34 4:38 4:35 4:30 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 56% 64% 64% 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 2015 Annual Program Budget Programs – Performance Management COUNCIL GOAL: Preserve our Natural Environment 1 Desired Outcomes FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target % of residents rating the overall quality of Peoria's natural environment as good or excellent^ 57% 69% 69% 69% 25% 23% 25% 25% 7.9 8.4 10.1 10.14 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 2 Residential diversion rate (recycling) 3 Preserved or developed Parks and Open Space acres per 1000/population Performance Trend COUNCIL GOAL: Total Planning Desired Outcomes 1 % of residents rating the overall quality of development in Peoria as good or excellent^ 69% 76% 76% 76% 2 % of residents saying Peoria is heading in the right direction (good or excellent response)^ 62% 72% 72% 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 1 Number of qualified prospects meeting Council stated Business attraction criteria 11 15 15 16 2 Number of businesses contacted (retention or expansion) 114 175 360 400 3 % of City’s assessed valuation that is classified as commercial/industrial 17.3% 25% 25% 27% 4 % of residents rating the overall quality of business and service establishments as good or excellent^ 68% 75% 75% 75% FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target Performance Trend COUNCIL GOAL: Leadership and Image Desired Outcomes 1 % of residents rating Peoria's overall image or reputation as good or excellent^ 65% 69% 69% 70% 2 % of residents rating Peoria's Public Information Services as good or excellent^ 68% 73% 73% 73% 3 % of residents rating Peoria's Sense of Community as good or excellent^ 54% 54% 54% 54% Performance Trend ^Citizen Survey Rating - The city conducts a Citizen Survey approximately every three years, with the most recent survey conducted in FY 2013. As we strive to continually improve our performance, updated measures will be available again in FY 2016. 73 City of Peoria FY 2014 Annual Program Budget City Attorney’s Office Performance Spotlight CITY ATTORNEY’S OFFICE MISSION To provide high quality legal services to our clients and achieving the interests of justice, using the most current technology and doing so in a competent, efficient, cost-effective and thoughtful manner. DEPARTMENT OVERVIEW The City Attorney's Office is legal advisor to City Council and its appointees, including city boards, commissions and committees, the City Manager and staff members in the conduct of city business. In addition, the City Attorney's Office represents the city in all court cases where the City has an interest and prosecutes all cases docketed into Municipal Court. Key services include helping the city comply with federal, state and local law, representing the city in all lawsuits, prosecuting city code and state law violations, overseeing deferred prosecution, and giving notice and assistance to crime victims. The City Attorney’s Office also purchases insurance for the city and manages the city’s self-insurance program and a variety of legal insurance loss events and claims. Key Outcome Measures City Attorney’s Office      % of responses to City Council requests within one week of request Number of domestic violence criminal cases % of criminal cases resulting in convictions Amount of insurance legal services paid Amount of city and non-city property claims Civil Division The Civil Division provides civil legal services to the Mayor, City Council, Departments and the city at large in all non-criminal legal service areas. This division includes overall department operations support, including management and legal administration services for the Office of the City Attorney and houses the city’s Risk Management services. Legal civil practice groups share personnel who provide various types of legal services. Civil practice groups:      Economic Development, Finance and Land Use Environment and Utilities Government Operations and Labor and Employment Government Compliance, Taxation and Government Relations Litigation and Creditor Rights (includes Risk Management function) 74 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 $153,374 $10,327 $17,634 $181,335 Development Legal Services 2.00 $235,960 $13,344 $22,789 $272,093 Administrative Legal Services 2.00 $235,960 $15,653 $26,733 $278,346 Transaction Legal Services 1.20 $141,576 $9,456 $16,152 $167,184 Litigation Legal Services 4.50 $530,911 $46,005 $68,512 $645,428 Operation of City's Self-Insurance Program 0.00 $0 $2,170,761 $130,226 $2,300,987 Claims Management Services 2.00 $153,260 $32,5011 $37,123 $222,884 General Legal Operations Management Services .90 $106,182 $8,588 $14,650 $129,420 Legal Office Human Resources Services .80 $94,384 $4,793 $10,309 $109,486 Legal Office Financial Services 1.10 $129,778 $4,948 $12,208 $146,934 Legal Office Technology Services 1.20 $141,576 $10,626 $19,679 $171,881 17.00 $1,922,961 $376,015 $4,625,978 Activity Description TOTAL $2,327,002 The budget amounts listed above include all costs for that service or program for FY2014. 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 $623,307 $19,680 $118,423 $761,410 Victim Assistance Program 2.00 $156,803 $3,160 $70,250 $230,213 Deferred Prosecution/Probation 0.50 $47,947 $2,028 $12,200 $62,175 Activity Description TOTAL 9.00 $828,057 24,868 $200,873 $1,053,798 The budget amounts listed above include all costs for that service or program for FY2014. 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. 75 City of Peoria FY 2014 Annual Program Budget City Attorney’s Office City Attorney's Office Budget Allocation 18% 16% Civil General Counsel Program Civil Litigation and Risk Program 10% City Attorney Operations Criminal Program 56% Total Budget: $ 5,679,776 76 City of Peoria FY 2015 Annual Program Budget Programs – Performance Management 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 90% 90% 91% 95% 90% 88% 95% 95% 85% 72% 100% 100% Number of victim cases 1,455 1,479 1,550 1,550 Number of non-domestic violence criminal cases 1,070 1,081 1,200 1,150 400 398 450 400 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 77 Council Goal Expected Outcome Enhance Current Services City of Peoria FY 2015 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 Programs – Performance Management FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target % of cases resulting in conviction 85% 83% 85% 80%1 Number of criminal cases resulting in plea agreements 2,200 1,411 $1,300 1,4501 % of deferred prosecution cases that are successfully completed 92% 64% 65% 75% Amount paid in insurance premiums $1.016 Million $1.060 Million 1.046 Million $1.046 Million Amount of insurance legal services paid $150,000 $232,500 $75,000 $75,000 Amount of Non-City Property Claims $145,000 $41,885 $25,000 $85,000 Amount of City Property Claims $443,070 $394,244 $285,000 $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. 78 City of Peoria FY 2015 Annual Program Budget City Clerk’s Office Performance Spotlight CITY CLERK’S OFFICE MISSION To provide transparency and public access to City government through its activities as Clerk to the City Council, Chief Elections Officer and Chief Records Management Officer. 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. Clerk to the City Council The City Clerk serves as the official secretary for the city. Service activities include administering City Council meetings through preparation of the agendas, packets, and minutes. Service activities also include supporting administrative, statutory and non-statutory functions including tracking and execution of all city contracts, annexations, code changes 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. Key Outcome Measures City Clerk   Open Meeting Law Compliance Customer Service Survey Rating Chief Records Management Officer The City Clerk acts as the official keeper of all city documents. Service activities include administering city records through an electronic data management process, administering public records requests and providing records management training. Chief Elections Officer 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. 79 City of Peoria FY 2015 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 Clerk to the City Council 4.0 $334,998 $ 35,122 $95,735 $465,855 Records Management 2.4 $203,692 $ 21,356 $ 58,211 $283,259 Municipal Elections 0.6 $ 50,502 $ 5,295 $ 14,433 $ 70,230 7.00 $589,192 $ 61,773 $168,379 $819,344 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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 8% Clerk to the City Council Records Management 35% 57% Total Budget: $819,344 80 Municipal Elections City of Peoria FY 2015 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 Provide transparency and public access to city government Performance Measure Comply with Open Meeting Law: - # of postings - % of compliance Customer Service: - Average Internal Customer Satisfaction Support the City’s diversity standards, ethical values, and customer service goals Process City Contracts: - # of contracts processed - % processed w/in 1 week Administer public records requests: - # of records requests received - Avg # of days to complete - Avg # of days to redact 81 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 834 99% 688 99% 655 99% 725 100% 4.5 out of 5.0 N/A 4.6 out of 5.0 5.0 1,166 84% 1,015 73% 1,107 79% 1,135 80% 547 583 534 560 7 days N/A 11 days 16 days 16 days 20 days 10 days 15 days City of Peoria FY 2015 Annual Program Budget City Manager’s Office Performance Spotlight CITY MANAGER’S OFFICE MISSION To implement and support the Council Goals through leading and coordinating internal and external services; local, regional and national coalition building; and advocacy on behalf of the City. DEPARTMENT OVERVIEW The City Manager’s Office implements Council priorities and provides management direction and leadership of the organization in a fair, transparent and accountable manner. The office aligns municipal service delivery with community needs, council priorities and organizational goals. 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. 82 City of Peoria FY 2015 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 1.16 $250,483 $17,789 $26,880 $295,152 Strategic Planning 0.35 $82,371 $5,367 $8,110 $95,849 External Leadership 0.60 $116,829 $9,201 $13,903 $139,934 Council Collaboration 1.02 $226,586 $15,642 $23,636 $265,864 Communication 0.79 $143,932 $12,115 $18,306 $174,353 Administrative Support 3.08 $254,674 $47,234 $71,371 $373,279 TOTAL 7.00 $1,074,874 $107,349 $162,207 $1,344,430 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 Managers Office Budget Allocation 22% Inter‐Departmental Management 28% Strategic Planning External Leadership 7% Council Collaboration Communication 13% Administrative Support 10% 20% Total Budget ‐ $1,344,430 83 City of Peoria FY 2015 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 Showcase a community with an overall quality of community life by providing a natural ambience and amenities that make for an attractive community. Enhance Current Services Provide a welcoming organization that promotes civic engagement and provides excellent communication, both internal and external. Meet community needs, council priorities and organizational goals through efficient and effective service delivery Performance Measure % of citizens responding “Good” or “Excellent” to the overall quality of life in Peoria (National Citizen Survey) % of citizens responding “Good or “Excellent” to Peoria as a place to live (National Citizen Survey) % of citizens responding “Good” or “Excellent” to the overall quality of business and service establishments in Peoria (National Citizen Survey) % of citizens responding “Good” or “Excellent to how well Peoria welcomes citizen involvement (National Citizen Survey) % of citizens responding “Good” or “Excellent” to city employee knowledge (National Citizen Survey) % 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 84 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 83% 93% 93% 93% 88% 93% 93% 93% 68% 75% 75% 75% 55% 60% 60% 60% 82% 86% 86% 86% 56% 64% 64% 64% NA NA 98% 100% City of Peoria FY 2015 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   85 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 2015 Annual Program Budget Community Services Department Cost of Service Breakdown – Community Services Administration Activity Description $149,713 $383,531 $150,579 $181,471 $85,884 $14,095 $10,187 $8,531 NonPersonnel Costs $5,651 $14,476 $5,684 $6,850 $3,242 $532 $384 $322 Internal Service Charges $21,611 $55,362 $21,736 $26,195 $12,397 $2,035 $1,470 $1,231 $983,991 $37,141 $142,037 Allocated FTEs Personnel Costs 0.79 5.47 1.77 2.15 0.90 0.16 0.11 0.08 11.42 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 Total Cost of Service $176,974 $453,370 $177,999 $214,515 $101,523 $16,662 $12,042 $10,084 $1,163,169 The budget amounts listed above include all costs for that service or program for FY2014. 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% 1% 1% 9% Administration Division Budget Allocation Management of department 15% High quality customer service Administrative functions 19% Financial functions Department tech support Boards and Commissions liaison 15% 39% Grant/sponsorship opportunities Support organizational development Total Budget - $1,163,169 86 City of Peoria FY 2015 Annual Program Budget Community Services Department Recreation Programs The Recreation division is responsible for providing programs that offer unique and varied recreational experiences. The division seeks to offer activities that prove fun, safe, and cost effective. Programs are offered for all ages, and are located in parks, schools, private and public facilities throughout the community. The division is also responsible for daily operations of the Peoria Community Center and Rio Vista Recreation Center. Also, this division includes planning and implementation of city-managed special events. Youth Programs Youth Programs include swimming lessons, swim and dive teams, pool maintenance, before and after school programs, kindergarten readiness year-round program, summer recreation options (both licensed and drop-in), youth special interest classes, youth sports and teen programs such as skate events, lunch box program and summer Step OUT. 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 18.80 28.36 7.46 8.14 13.70 1.79 4.84 5.11 $698,739 $1,043,179 $268,187 $277,185 $450,614 $114,958 $358,059 $243,189 NonPersonnel Costs $357,121 $303,095 $57,657 $156,228 $244,008 $73,299 $159,085 $87,352 TOTAL 88.19 $3,454,110 $1,437,845 Activity Description Internal Service Charges Total Cost of Service $72,619 $85,598 $44,918 $625 $33,655 $16,510 $55,035 $14,410 $1,128,479 $1,431,872 $370,762 $434,038 $728,277 $204,767 $572,179 $344,951 $323,370 $5,215,325 The budget amounts listed above include all costs for that service or program for FY2014. 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% 22% 11% AM/PM Little Learners 4% Summer Rec 14% Summer Camp 27% SIC - Youth Youth Sports 8% 7% Teens Total Budget - $5,215,325 87 City of Peoria FY 2015 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 $34,381 $362,465 $142,096 NonPersonnel Costs $11,558 $79,581 $66,946 Internal Service Charges $2,284 $7,702 $1,660 $538,942 $158,085 $11,646 Allocated FTEs Personnel Costs Special Interest Classes - Adult Adult Sports Senior Programs 1.30 5.64 1.64 TOTAL 8.58 Activity Description Total Cost of Service $48,223 $449,748 $210,702 $708,673 The budget amounts listed above include all costs for that service or program for FY2014. 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 7% SIC - Adult 30% Adult Sports Senior Programs 63% Total Budget - $708,673 88 City of Peoria FY 2015 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 8.72 $48,822 $138,288 $397,693 NonPersonnel Costs $6,200 $22,107 $23,544 11.50 $584,803 $51,851 Outdoor Recreation Adaptive Recreation Adult Day Program TOTAL Internal Service Charges Total Cost of Service $1,374 $13,941 $101,645 $56,396 $174,336 $522,882 $116,960 $753,614 The budget amounts listed above include all costs for that service or program for FY2014. 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 7% Outdoor Recreation 23% Adaptive Recreation Adult Day Program 69% Total Budget - $753,614 89 City of Peoria FY 2015 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 14.92 $233,717 $926,920 NonPersonnel Costs $145,327 $276,867 TOTAL 16.86 $1,160,637 $422,194 Activity Description Internal Service Charges Total Cost of Service $331,574 $295,549 $710,618 $1,499,336 $627,123 $2,209,954 The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Facilities Budget Allocation 32% Community Center Recreation Center 68% Total Budget - $2,209,954 90 City of Peoria FY 2015 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 Allocated FTEs Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Plan and manage community special events 1.26 $69,295 $195,588 $5,317 $270,201 Plan and manage signature City special events 1.59 $125,858 $100,437 $2,730 $229,025 Assist outside organizations with events 0.23 $22,020 $116,296 $3,162 $141,478 Assist other departments with coordination and planning of events 0.11 $10,661 $58,148 $1,581 $70,390 Collaborate to develop and execute marketing strategies 0.11 $10,661 $58,148 $1,581 $70,390 Manage Boards and Commissions Dinner 0.20 $20,382 $14,603 $397 $35,382 TOTAL 3.50 $258,877 $543,220 $14,768 $816,865 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 Budget Allocation 9% Plan and manage community special events 4% Plan and manage signature City special events 33% 9% Assist outside organizations with events Assist other departments with coordination and planning of events 17% Collaborate to develop and execute marketing strategies 28% Manage Boards and Commissions Dinner Total Budget - $816,865 91 City of Peoria FY 2015 Annual Program Budget Community Services Department Neighborhood Park Maintenance Neighborhood Park Maintenance is responsible for maintaining the city's 33 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. 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 ROW 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. Cost of Service Breakdown – Parks Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 25.35 $1,694,359 $1,297,046 $690,215 $3,681,620 Right-of-Way 1.0 $114,101 $1,075,683 $34,961 $1,224,745 Parks Administration 1.0 $153,265 $3,500 $5,900 $162,665 27.35 $1,961,725 $2,376,229 $731,076 $5,069,030 Activity Description Neighborhood Park Maintenance TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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. 92 City of Peoria FY 2015 Annual Program Budget Community Services Department Parks Division Budget Allocation 24% Parks Admin 3% ROW 73% Total Budget - $5,069,030 Sports Facilities The Sports Facilities 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 Facilities $492,002 $521,436 $890,194 $761,346 NonPersonnel Costs $332,887 $422,834 $1,252,276 $880,203 Internal Service Charges $ 102,609 $0 $468,341 $329,188 $2,664,979 $2,888,200 $900,138 Activity Description Allocated FTEs Personnel Costs Rio Vista Community Park Pioneer Community Park Sports Complex - Year Round Activities Sports Complex - Spring Training 10.90 12.09 12.87 12.90 TOTAL 48.76 Total Cost of Service $927,498 $944,270 $2,610,811 $1,970,737 $6,453,317 The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 93 City of Peoria FY 2015 Annual Program Budget Community Services Department Sports Facilities Division Budget Allocation 14% Rio Vista 31% 15% Pioneer Park Sports Complex Spring Training 40% Total Budget - $6,453,317 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. 94 City of Peoria FY 2015 Annual Program Budget Community Services Department Cost of Service Breakdown - Libraries Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Adult Services 5.93 $524,378 $190,176 $473,269 $1,187,823 Library – Youth Services 5.33 $497,186 $207,657 $473,269 $1,178,112 Library – Patron Services 17.99 $878,722 $63,194 $204,657 $1,146,573 Library – Technical Services 4.79 $320,851 $111,153 $132,886 $564,890 Library – Administration 1.75 $220,287 $5,320 $102,963 $328,570 35.79 $2,441,424 $577,500 $1,387,044 $4,405,968 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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 7% 13% 27% Adult Services Youth Services Patron Technical Services 26% Adminstration 27% Total Budget - $4,405,968 95 City of Peoria FY 2015 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 .105 $13,228 $140,200 $2,629 $156,057 Gallery Display Coordination .130 $16,378 $1,528 $2,629 $20,535 Art Collection Management .130 $16,378 $10,958 $2,629 $29,965 Cultural Activities .08 $10,079 $1,028 $2,629 $13,736 Boards and Commission .055 $6,929 $250 $2,629 $9,808 .5 $62,992 $153,964 $13,145 $230,101 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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 6% 4% Grant management 13% Gallery Display Coordination Art Collection Mgt. 9% Cultural Activities 68% Boards and Commissions Total Budget = $230,101 96 City of Peoria FY 2015 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. It has funded large-scale public art projects such as: Centennial Plaza, Osuna Park, and 84th Avenue streetscape. The FY 2014 budget was approved for Pioneer Community Park, Lake Pleasant Parkway and Happy Valley Road, 91st Avenue and Happy Valley Road, Camino a Lago and small-scale art. Small art purchases have taken place and display areas have been established at DCSB, the Community Center, Sunrise Mountain Library, Rio Vista Recreation Center 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 $360,000 $0 $360,000 Percent for the Arts The budget amounts listed above include all costs for that service or program for FY2014. Costs may include contracts for largescale public art services and small art purchases. Percent For the Arts Budget Allocation 7% Small‐Scale Public Art Large‐Scale Public Art Projects 93% Total Budget - $360,000 97 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target Participant approval rating for Recreation Programs 90% 91% 91% 91% % of residents rating Recreation programs or classes as good or excellent (National Citizen Survey) N/A 81% 80% 81% Average daily visitor count at Rio Vista Recreation Center 1,318 1,200 1,375 1,450 136,295 137,500 138,000 140,000 N/A N/A 150,000 155,000 65,347 73,225 78,950 80,850 Developed Neighborhood Park acres per 1,000 population 1.82 1.85 1.85 1.87 % of citizens rating the quality of City Parks as good or excellent (National Citizen Survey) 76% 83% 83% 85% % of residents rating the availability of walking paths and trails as good or excellent (National Citizen Survey) 55% 68% 68% 70% Performance Measure # of recreation participants Total visitors at the Community Center # of attendees at City Signature Special Events 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 98 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target % of residents rating the cleanliness of Peoria as good or excellent (National Citizen Survey) 65% 84% 84% 86% Graffiti abatement work order requests completed 1,151 1,388 1,330 1,300 % of survey responses rating overall experience at the Sports Complex as good or excellent 95% 97% 100% 95% 190,643 196,881 195,000 199,000 106 103 105 105 96% 98% 95% 97% 944,466 938,147 942,000 950,000 11.50 11 11 11 84% 93% 93% 94% 45% 58% 58% 60% 1,509 2,211 2,500 2,600 # 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 (National Citizen Survey) Annual Art Gallery Visits 99 City of Peoria FY 2015 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 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 managing the department’s overall budget, oversight in the execution of the Economic Development Implementation Strategy (EDIS) and support of the permitting system software. Key Outcome Measures Economic Development Services     Quality of universities attracted Quality of business attraction locates Investment generated in targeted investment zones Quality of companies located in BioInspire Cost of Service Breakdown - Economic Development Services Administration Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service .86 $112,457 $2,228 $17,589 $132,274 1 $130,764 $2,590 $20,452 $153,806 Permitting System Support 0.25 $32,691 $648 $5,113 $38,452 Manage Dept’s Budget 0.39 $50,998 $1,010 $7,976 $59,984 TOTAL 2.5 $326,910 $6,476 $51,130 $384,516 Activity Description EDIS Administrative Support 100 City of Peoria FY 2015 Annual Program Budget Economic Development Services Department Administration Division Budget Allocation 16% EDIS 34% 10% Administrative Support Permitting System Support Manage Dept's Budget 40% Total Budget: $384,516 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 implementing 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 oversee the BioInspire Medical Device Incubator. BRED implements the 11 initiatives that came out of the Economic Development Implementation Strategy. These initiatives include university and health care recruitment, investment zone development opportunities, nurturing medical device entrepreneurship, workforce development, and targeted business attraction. BRED Activities Defined:      Business Attraction includes Targeted Industry Attraction, University Recruitment, Health Care Recruitment, BioInspire Incubator Companies, and Marketing Investment Zones include Plaza Del Rio, Loop 303, P83 Entertainment District, Old Town, and Loop 101 Business Retention includes Business Assistance and City-wide Marketing Redevelopment efforts include Peoria Sports Park Project, Vistancia Commercial Core MixedUse Project, and Old Town Revitalization Workforce Development includes partnerships with Maricopa County and universities to develop the workforce needed to attract targeted industries 101 City of Peoria FY 2015 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 $235,330 $260,866 $31,076 $527,272 Business Retention/Workforce Dev. 1 $117,665 $130,433 $15,538 $263,636 Redevelopment/Real Estate Dev. 1 $117,665 $130,433 $15,538 $263,636 4.00 $470,659 $521,732 $62,152 $1,054,543 Activity Description TOTAL Business & Real Estate Development Budget Allocation 25% Business Attraction Business Retention/Workforce Dev. 50% Redevelopment/Real Estate Dev. 25% Total Budget: $1,054,543 102 City of Peoria FY 2015 Annual Program Budget Economic Development Services Department Building Development The Building Development Division is responsible for the implementation and regulation of the City’s adopted Building Codes. Whether people live, work, or visit businesses within Peoria, our adopted codes provide minimum safeguards for everyone. It is the goal of our Division to provide a timely and accurate review of construction plans, issuance of permits, and timely building inspections. This is best accomplished through a cooperative and transparent process that helps our customers achieve their goals. Cost of Service Breakdown - Building Development Division Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Inspection Services 6.4 $633,108 $12,658 $126,206 $771,972 Plan Review 3.2 $316,554 $6,329 $63,103 $385,986 Permitting 2.2 $217,631 $4,351 $43,383 $265,365 Administrative 2.2 $217,631 $4,351 $43,383 $265,365 14.00 $1,384,923 $27,690 $276,075 $1,688,688 Activity Description TOTAL Building Development Budget Allocation 16% Inspection Services Plan Review 45% 16% Permitting Administrative 23% Total Budget: $1,688,688 103 City of Peoria FY 2015 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 engineering permits for private development along with all improvements in the City’s rights-of-way. Staff within the division is also involved in reviewing certain planning and zoning cases, as well as conducting constructability reviews and various capital improvement projects. Staff coordinates with both the customers (citizens, engineers, contractors, homebuilders, etc.) and other departments to ensure success for the development community and Peoria. Cost of Service Breakdown - Site Development Division Allocated FTE’s Personnel Costs Non-Personnel Costs Internal Services Charges Total Cost of Service Inspection Services 0.80 $80,049 $14,976 $9,698 $104,723 Plan Review 3.70 $369,989 $69,148 $44,790 $483,927 Permitting 1.10 $110,044 $20,580 $13,329 $143,953 Administrative (includes internal design services) 1.90 $190,024 $35,524 $23,010 $248,558 TOTAL 7.50 $750,106 $140,228 $90,827 $981,161 Activity Description Site Development Budget Allocation 11% 25% Inspection Services Plan Review Permitting 15% 49% Total Budget: $981,161 104 Administrative City of Peoria FY 2015 Annual Program Budget Economic Development Services Department Performance Report ECONOMIC DEVELOPMENT SERVICES DEPARTMENT Building and Site Development Plan Review, Permitting, and Inspection Services The Economic Development Services Department uses performance as a tool for improving service delivery for our citizens and development customers. Below is a 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 adopted Economic Development Implementation Strategy (EDIS) and 24-month Policy Goals of providing excellent customer service. Council Goal Project Objective FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 9.9 11.4 8.4 9.5 11.4 8.3 10 12 9 12 working days 31,452 22/day 45,680 32/day 48,500 29/day 3,570 3,800 (Up 30%) (Up 6%) N/A 1,120 900 8.7 15.5 13.5 Building Development Timely Building Plan Reviews (1st review) Assist customers through timely plan review for:  Tenant Improvement  New Commercial  Single Family Res. # of annual inspections and average # of building *10 insp/day= national inspections completed per benchmark day/per inspector Assist customers through Timely Building Permits process to achieve timely issued building permit issuance Industry standard is 100% of Rollover Inspections all building inspections completed next day Site Development Excellent Customer Service Timely Building Inspections Timely Engineering Plan Reviews (1st review) Assist customers through timely Site Development Plan Review Timely Engineering Civil Sheets Reviewed Number of Civil Sheets reviewed per plan reviewer (to meet customer expectations) Timely Engineering Permits Issued Issuance of permits to meet customer expectations 2,753 1,740 2,994 3,450 47 sheets/ month/ reviewer 80 sheets/ month/ reviewer 80 sheets/ month/ reviewer 857 1,020 1,320 23 permits/ month/FTE 28 permits/ month/FTE 31 permits/ month/FTE *25 per insp/day (30 Expected) *4,000 Expected (Up 5%) *1,200 Expected 12 working days 60 sheets/ month/ reviewer 30 permits/ month/ FTE *Since FY2012, the City has seen an increase in the number of building permits issued by over 40%. When you couple this with the average number of inspections per inspector also increasing by 22% (City of Peoria accepted average 25 inspections/inspector/day; national average is 10 inspections/inspector/day), the result is the “rolling” of inspections from one day to the next. It is an industry standard in the Phoenix area to accomplish 100% of inspections within 1 business day. Since October of 2012, the City has been unable to meet this widely accepted standard. 105 City of Peoria FY 2015 Annual Program Budget Economic Development Services Department Initiative Expected Outcome University Recruitment Economic Development Initiatives from the EDIS Execute Economic Development Agreements (EDA) for University Branch Campuses that meet STEM criteria Performance Measure Trine University1 Huntington University2 Investment Zones Entertainment District: Peoria Sports Park3 Execute agreements that facilitate development in line with established criteria for identified investment zones Execute agreements or attract tenants to fill vacant or underutilized buildings/site redevelopment Healthcare Recruitmen t Strategy Execute agreements or attract tenants to develop a hospital campus Business Retention Program Execute agreements or attract tenants for property development Attract tenants to fill vacant retail space and meet with Peoria businesses P83 Streetscape Imp. 4 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 0 EDA1 0 EDA2 Ground Lease Dev Agree. Dev. Agree. Extension DCR Final Designs Constr. Complete Gensler Design Concept Gensler Design Concept Northern Peoria: Vistancia Comm. Core Infrastructure DA Amend. Mktg & Promo. DA Amended Start Constr. Vistancia Comm. Core Mixed-Use Project Mktg & Promo. Mktg & Promo. Start project working group Execute DA NA NA Executed MOU Ongoing Peoria Town Center Ongoing Ongoing Ongoing Ongoing Smitty’s Property Ongoing Ongoing Ongoing Execute DA NA Talks with HHC5 Start working group to amend DA Amend DA Mktg & Promo. Mktg & Promo. Start project working group Execute DA Ongoing Ongoing Ongoing Ongoing Old Town: CPLC Loop 101: Park West Tenet Healthcare Retail/Commercial Space Absorption and Business Retention Visits 1 Trine University – October 2012 Huntington University – Fall 2015 3 Peoria Sports Park Project – Ground Lease - January 2013; DA Approval and Ground Lease Amendment – Spring 2014 4 P83 Streetscape Improvements – Construction completed – Summer 2014 5 The Howard Hughes Corporation (HHC) 2 106 City of Peoria FY 2015 Annual Program Budget Economic Development Services Department Economic Development Initiatives from the EDIS FY2013 Actual FY2014 Estimate FY2015 Target Marketing/communications plan implementation Ongoing Ongoing Ongoing Ongoing Advertising/Public Relations Campaign Ongoing Ongoing Ongoing Ongoing BioInspire Companies BioInspire Scorpion Pit Event & 2 New Graduate 2 Co’s. Performance Measure Complete materials to attract businesses from Canada, California, Illinois, and New York Markets Complete materials to create more market awareness of opportunities in the City Permitting Task Force Attract companies to the medical device incubator Implement programs to improve customer service Create workforce development opportunities in the City Other FY2012 Actual Expected Outcome Workforce Development Medical Device Incubator Marketing Plan Initiative Grand Opening Six Co’s. Companies Self Certification NA Program Dev. Complete Ongoing Over-the-Counter Plan Review NA Program Dev. Complete Ongoing Electronic Plan Submittal NA Program Dev. Program Dev. Implement On-line Permitting NA Program Dev. Program Dev. Implement Workforce Development Ongoing Ongoing Ongoing Ongoing Urban Infill Development Ongoing Ongoing Ongoing Ongoing Targeted Industries Ongoing Ongoing Ongoing Ongoing Pursue opportunities for infill development 107 City of Peoria FY 2015 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 4 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 49 percent of the cost of service. Other core services include project estimating, coordination with outside agencies and administrative functions. Approximately 42 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. 108 City of Peoria FY 2015 Annual Program Budget Engineering Department Approximately 58 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 42 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 29 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 15 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 3 percent of the budget is offset through chargeback revenue from capital projects. Cost of Service Breakdown - Engineering Department Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administration and Property Acquisition 4.75 $ 560,756 $ 49,860 $ 69,465 $ 680,081 Engineering Services 9.5 $1,222,089 $ 47,208 $ 98,702 $1,367,999 Architectural Services 5.0 $ 668,736 $ 17,075 $ 63,909 $ 749,720 Right-of-Way Inspections 8.0 $ 759,610 $ 60,952 $113,572 $ 934,134 Traffic Engineering 6.0 $ 801,606 $ 48,035 $406,771 $1,256,412 TOTAL 33.25 $4,012,797 $223,130 $752,419 $4,988,346 Activity Description The budget amounts listed above include all costs for that service or program for FY2014 to ensure timely and complete data for a full fiscal year. 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. 109 City of Peoria FY 2015 Annual Program Budget Engineering Department Engineering Department Budget Allocation 14% Administration and Property Acquisition 25% Engineering Services Architectural Services 27% Right-of-Way Inspections 19% Traffic Engineering 15% Total Budget: $4,988,346 110 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target -8% -5% -5% +/-5% 26% 40% 48% 50% 36% 57% 57% 57% 59% 73% 73% 75% 44% 64% 64% 64% 53% 61% 61% 70% 70% 79% 79% 75% % budget variance on completed capital projects -6% 4% 1% +/-5% % of total allocated capital budget (including carryovers) expended in current fiscal year 23% 42% 66% 65% 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 111 City of Peoria FY 2015 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 & Budget Department provides city wide support to executive management in support of the council’s goals, provides professional support to all city departments, and provides exemplary service to the customers and citizens of the city. The Department consists of ten areas that provide a variety of key functions and service activities. Funding comes from both the general fund and utility funds. Many of the services provided are for customers internal to the city. Since our business is helping the city’s other business units deliver services to the citizens, our Vision Statement focus is on enabling those business units to “Serve the Customer”. Key Outcome Measures Finance & Budget Department        112 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 2015 Annual Program Budget Finance and Budget Department Finance and Budget Department Budget Allocation 6% Finance Administration Financial Services Sales Tax, Audit, & Collections 5% Budget 4% Materials Management 7% 19% Inventory Control Revenue Administration 7% Customer Service 11% Utility Billing Total Budget: $10,152,449 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. Cost of Service Breakdown - Administration Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Service and support to council, management, citizens and customers 0.90 $131,096 $2,151 $12,213 $145,460 Leadership and management of the Finance & Budget Department 1.50 $218,493 $3,585 $20,355 $242,433 Maintain City’s financial stability and fiscal health 0.60 $87,397 $1,434 $8,142 $96,973 TOTAL 3.00 $436,986 $7,170 $40,710 $484,866 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 113 City of Peoria FY 2015 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 a 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 treasury management, grant accounting, and maintenance of portions of the city’s financial information system. 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. 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. The staff maintains certain portions of the city’s financial information system. This system requires regular upgrades, configuration and associated testing. Cost of Service Breakdown - Financial Services Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Accounting and financial reporting 7.50 $838,333 $214,712 $148,928 $1,201,973 Accounts payable 3.25 $242,292 $7,179 $35,282 $284,753 Payroll 2.60 $202,778 $11,844 $30,353 $244,975 Maintain accounting information systems 1.65 $172,040 $955 $24,466 $197,461 15.00 $1,455,443 $234,690 $239,029 $1,929,162 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 114 City of Peoria FY 2015 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. 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 works with the taxpayers, 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administer the tax code 6.20 $503,786 $86,912 $74,007 $664,705 Audit businesses 2.80 $260,408 $34,277 $36,920 $331,605 Process specialty licenses 0.45 $42,715 $10,599 $6,679 $59,993 Canvas and inspect licenses 0.55 $52,016 $4,340 $7,061 $63,417 10.00 $858,925 $136,128 $124,667 $1,119,720 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 115 City of Peoria FY 2015 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. Oversight is provided by a Budget Manager. 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. 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. Cost of Service Breakdown - Budget Management Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Financial Forecasting and Economic Analysis 0.42 $56,506 $1,409 $8,846 $66,761 Developing, Analyzing, Monitoring and Reporting on Financial Resources 2.85 $343,603 $6,340 $53,450 $403,393 Communication and Outreach 0.42 $47,514 $1,409 $7,473 $56,396 Rate and Revenue Analysis 0.82 $91,430 $1,409 $14,180 $107,019 Management of the City’s Performance Management Program 0.14 $13,482 $704 $2,167 $16,353 Operational and Policy Analysis 0.27 $35,617 $1,409 $5,655 $42,681 Development Administration 0.08 $7,959 $1,409 $1,431 $10,799 TOTAL 5.00 $596,111 $14,089 $93,202 $703,402 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 116 City of Peoria FY 2015 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 Manager 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. 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Procure goods & services 3.95 $344,410 $15,082 $61,671 $421,163 Contract management 1.80 $170,918 $14,433 $31,797 $217,148 Manage financial information systems 0.25 $25,562 $1,310 $4,610 $31,482 TOTAL 6.00 $540,890 $30,825 $98,078 $669,793 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 2015 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. Cost of Service Breakdown - Inventory Control Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Warehouse operations 1.55 $91,418 $21,485 $48,299 $161,202 Fleet parts room service 1.00 $77,471 $10,523 $37,643 $125,637 Warehouse & fleet information systems 0.45 $28,861 $582 $12,595 $42,038 Distribution of mail & materials to locations 1.00 $51,544 $5,600 $24,445 $81,589 TOTAL 4.00 $249,294 $38,190 $122,982 $410,466 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 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 Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service General management and support 1.75 $168,332 $3,677 $22,547 $194,556 Insure data integrity and maintain information systems 3.25 $345,565 $33,833 $49,731 $429,129 TOTAL 5.00 $513,897 $37,510 $72,278 $623,685 The budget amounts listed above include all costs for that service or program for FY2014. 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. 118 City of Peoria FY 2015 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. Cost of Service Breakdown - Customer Service Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Process customer financial transactions 6.65 $377,506 $543,766 $168,944 $1,090,216 Respond to customer inquiries 9.35 $630,812 $6,675 $116,904 $754,391 16.00 $1,008,318 $550,441 $285,848 $1,844,607 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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. 119 City of Peoria FY 2015 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 NonPersonnel Costs Internal Services Charges Total Cost of Service 5.00 $327,306 $381,001 $33,270 $741,577 The budget amounts listed above include all costs for that service or program for FY2014. 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Meter reading 1.35 $96,142 $20,278 $12,470 $128,890 Service work orders 9.25 $654,900 $114,907 $82,458 $852,265 Meter replacement program 0.40 $31,593 $550,114 $62,309 $644,016 11.00 $782,635 $685,299 $157,237 $1,625,171 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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. 120 City of Peoria FY 2015 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) 121 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 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. +0.3% -0.85% +0.37% <3% +0.3% +0.44% -0.37% <3% City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 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 11,100 11,355 12,000 12,000 Percent of vendor invoices paid within 30 days of invoice date 90% 78% 78% 82% Percent of A/P payments made electronically 45% 45% 45% 50% Peoria investment return compared to Treasury Note benchmark 0.55% / 0.14% 0.39% / 0.15% 0.35% / 0.15% 0.35% / 0.15% Number of vendor protests filed and number upheld 1/0 0/0 1/0 0/0 Number of audits completed annually 77 58 60 60 Audit program recoveries as a ratio to the operating costs of the Sales Tax Section .31 .55 .60 .60 % of sales tax returns remitted electronically 13% 20% 23% 25% % of inspected businesses operating without a current license 8% 8% 8% 15% % of new business license applications processed within 14 days 88% 90% 90% 90% % of total utility customers receiving their utility bills electronically 13% 15% 18% >20% Annual number of incoming customer service calls answered by a CSR 86,000 83,000 82,000 82,000 3:49 2:19 3:00 < 3 min 38,000 34,000 33,000 35,000 Average time for CSR to answer incoming calls (minutes) Number of service orders processed by Meter Services staff 122 City of Peoria FY 2015 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. 123 City of Peoria FY 2015 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 3.00 $371,497 $35,007 $109,414 $515,918 Fire Prevention 8.00 $857,417 $31,946 $249,776 $1,139,139 Support Services 6.00 $597,821 $146,836 $145,988 $890,645 Emergency Medical Services 3.00 $392,124 $219,697 $177,123 $788,944 Fire Training 2.00 $358,846 $172,951 $45,141 $576,938 Emergency Management 0.50 $57,256 $30,775 $134,754 $222,785 Fire Operations 143.00 $15,776,871 $1,854,729 $1,234,970 $18,866,570 TOTAL 165.50 $18,411,832 $2,491,941 $2,097,166 $23,000,939 Activity Description 124 City of Peoria FY 2015 Annual Program Budget 3% Fire Department Fire Department Budget Allocation 2% 4% Administration, Management & Support Fire Fighting 19% Provide Emergency Medical Services 11% 61% Technical Rescue Response Hazardous Materials Response Wildland Deployment Total Budget - $22,806,093 Fire Department Administration, Management & Support Budget Allocation 2% Fire Administration 6% 9% Fire Prevention Support Services 21% 26% Emergency Medical Services Fire Training Professional Development of Personnel Terrorism Liaison Officer Program Emergency Management 15% 11% 10% Total Budget - $3,939,523 125 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 100% 100% 100% 100% 114 86 116 140 3 3 3 3 Number of advanced life support (ALS) calls 6,729 7,624 7,238 7,985 % of 1st unit ALS response times less than 5 minutes 90% 90% 90% 90% Number of basic life support (BLS) calls 5,142 5,399 5,077 6,000 % of 1st unit basic life support (BLS) response times less than 5 minutes 90% 90% 90% 90% Number of fire suppression calls within City limits 1,173 1,476 1,444 1,500 90% 90% 90% 90% 1,841 2,400 1,937 2,100 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 126 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 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% 1% 1% 1% 1% 89% 98% 98% 98% Ensure that less than 5% of equipment repairs return for re-work % of residents rating the quality of fire department services as good or excellent (National Citizen Survey) 127 City of Peoria FY 2015 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 customers. We strive to continue our leadership role and positive image as a city with a reputation of longstanding commitment towards competent and professional representation at all levels of governments and with community organizations. A regional leadership role remains a high priority for this office. Governmental Affairs 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. Key Outcome Measures Governmental Affairs Office      Minimize impact to City and citizens due to unfunded mandates and unwarranted regulation Develop and foster a regional presence Secure grant funding to support City activities Provide quality Council assistance Support and facilitate regional leadership opportunities Grant Programs The Grant Program coordinates all grant activities within the organization. It is responsible for providing professional assistance and consultation 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. 128 City of Peoria FY 2015 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 $104,699 $117,793 $5,129 $227,621 Regional Planning Activities 0.39 $57,243 $1,626 $2,985 $61,854 Special Projects 1.78 $237,739 $81,545 $13,626 $332,910 Administrative Support 1.08 $96,332 $4,503 $8,267 $109,102 Grant Coordination 0.57 $61,338 $2,376 $4,363 $68,078 TOTAL 4.49 $557,351 $207,844 $34,370 $799,565 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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% 28% 14% Policy Development Regional Planning Activities Special Projects Administrative Support 8% 42% Total Budget: $799,565 129 Grant Coordination City of Peoria FY 2015 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 $115,683 $5,378 $9,875 $130,936 Administrative Support 2.02 $164,271 $8,422 $15,463 $188,156 Special Activities 0.12 $9,723 $500 $919 $11,142 Communications 0.36 $31,144 $1,501 $2,756 $35,401 Intergovernmental Relations 0.35 $33,340 $1,459 $2,679 $37,478 Communication Facilitation for Elected Officials 0.37 $34,989 $1,543 $2,832 $39,364 TOTAL 4.51 $389,150 $18,803 $34,524 $442,477 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 2% Intergovernmental Relations Communication Facilitation for Elected Officials Total Budget: $442,477 43% 130 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 1,395 1,145 1,186 1,100 Number of bills tracked that have a direct impact to Peoria and have received staff input 86 99 50 75 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 28/20 24/17 25/22 25/22 Amount of grant assistance received $1.20m $1.20m $1.0m $1.0m NA NA Overall positive Overall positive Performance Measure Total # of bills posted Formal and Informal feedback on support services 131 City of Peoria FY 2015 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. 132 City of Peoria FY 2015 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. 133 City of Peoria FY 2015 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 Benefits and Wellness Programs 2.47 $261,253 $77,896 $39,076 $378,224 Classification and Compensation 1.67 $176,637 $52,666 $26,420 $255,722 Employee Relations/Labor Relations 3.68 $389,235 $116,055 $58,218 $563,508 Human Capital Management 4.59 $485,486 $144,753 $72,614 $702,854 Recruitment and Retention 2.67 $282,407 $84,203 $42,240 $408,850 Safety Management 0.71 $75,097 $22,391 $11,232 $108,720 Activity Description Training and Organizational Development 1.71 $180,867 $53,928 $27,052 $261,848 TOTAL 17.5 $1,850,982 $551,892 $276,852 $2,679,726 The budget amounts listed above include all costs for that service or program for FY2014. 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 Allocations 10% Benefits and Wellness Programs 14% 4% Classification and Compensation 10% Employee Relations/Labor Relations 15% Human Capital Management/Business Operations Recruitment and Retention 21% Safety Management 26% Training and Organizational Development Total Budget: $2,679,726 134 City of Peoria FY 2015 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. FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 100% 100% 100% 100% Percentage of new hires and competitively selected probationary employees that pass probation 90% 90% 90% 90% Number of classification reviews per total number of classifications 17% 26% 20% 20% Conduct exit interviews on 95% of employees who voluntarily depart from the City 65% 65% 70% 95% Percent of employees that voluntarily leave and would recommend the City as a place of employment for others 98% 87% 87% 90% Entry of employee job record and benefit transactions with an error rate of less than 5% 95% 96.6% 95% 95% Percent of employees experiencing work related injuries returned to light duty per number of employees injured 93% 96% 100% 96% Performance Measure Completion of all identified/required audits 135 City of Peoria FY 2015 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 Performance Measure Average training hours per employee Average dollar spent on training per employee 136 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target .233 hrs 9.1 hrs 9 hrs 10 hrs 1.75 $35.32 $38.00 $35.00 City of Peoria FY 2015 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 nine 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, approves, and will prioritize 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 The Information Technology Administration section 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 137 Key Outcome Measures Information Technology Department    100% network availability during normal operating hours 100% compliance with all network security standards Customer Service Survey Ratings City of Peoria FY 2015 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 library, utility billing, cashiering, sales tax, 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 138 City of Peoria FY 2015 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 139 City of Peoria FY 2015 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 Special Systems Support Special Systems Support is responsible for systems support for public safety departments, including Police and Fire. This includes the Police Computer Aided Dispatch/Records Management/Mobile system and other Fire and Police systems. These systems require 24/7 support due to the departments’ missions to protect the public. Special Systems activities include:      System Upgrades System Implementation System Support/Maintenance Supervisory Functions Planning & Budgeting Activities Cost of Service Breakdown - Information Technology Department Allocate d FTE’s Personnel Costs NonPersonnel Costs Maintenance Costs Internal Services Charges Total Cost of Service Administration 4.0 $506,699 $11,662 $0 $88,623 $606,984 Application System Support 9.0 $1,036,200 $31,089 $1,035,578 $199,184 $2,302,051 Desktop Support 5.0 $516,588 $67,402 $35,360 $114,055 $733,405 Geographic Information Systems (GIS) Support 6.0 $545,699 $37,693 $112,878 $133,372 $829,642 Network Support 9.0 $1,003,539 $217,134 $464,981 $201,805 $1,887,460 Project Management 2.0 $282,815 $4,791 $0 $43,875 $331,481 Radio Support Services 2.0 $199,406 $634,431 $0 $84,020 $917,856 Security Administration 1.0 $105,751 $3,265 $6,150 $21,937 $137,103 Special Systems 2.0 $225,054 $2,932 $419,971 $43,875 $691,831 40.0 $4,421,751 $1,010,399 $2,074,918 $930,746 $8,437,813 Activity Description TOTAL 140 City of Peoria FY 2015 Annual Program Budget Information Technology Department Information Technology Budget Allocation 8% Administration 7% Applications 2% Desktop 11% 27% 4% GIS Network Project Mgmt Radio 22% 9% 10% Security Special Systems Total Budget: $8,437,813 141 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 97% 92% 94% 100% 98% 95% 98% 100% 100% 100% 100% 100% 100% 100% 100% 100% % of GIS staff time spent working on ad hoc projects 15% 11% 14% 20% % of GIS staff time spent working on IT support issues N/A 7% 8% 10% % of GIS staff time spent working on data maintenance 50% 49% 47% 40% % of GIS staff time spent working on GIS Steering Committee projects 35% 33% 31% 30% Performance Measure % of employees rating their overall experience as "Satisfied" or "Very Satisfied" for closed issues % 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) 142 City of Peoria FY 2015 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 $676,888 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. 143 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2013 Estimate FY2015 Target % of citizens rating Peoria’s sense of community as “good” or “excellent” (National Citizen Survey) 54% 54% 54% 70% 62% 62% 62% 75% % of citizens saying Peoria is heading in the right direction (National Citizen Survey) 144 City of Peoria FY 2015 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. 145 City of Peoria FY 2015 Annual Program Budget Municipal Court Cost of Service Breakdown - Municipal Court Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Court Administration and Support Services 2.13 $250,877 $36,466 $48,828 $336,171 Court Security 4.00 $286,716 $41,676 $55,804 $384,196 Case Management 13.44 $1,128,946 $164,099 $219,726 $1,512,771 Protective Orders 0.97 $89,599 $13,024 $17,439 $120,062 Community Outreach 0.36 $35,840 $5,209 $6,975 $48,024 TOTAL 20.9 $1,791,978 $260,474 $348,772 $2,401,224 The budget amounts listed above include all costs for that service or program for FY2014. 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% Court Administration and Support Services 5% Court Security 14% 16% Case Management Protective Orders 63% Community Outreach Total Budget - $2,401,224 146 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target <1% <1% < 1% <1% % of cases adjudicated (Cases closed/Cases opened) *112% *124% *108% *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. 147 City of Peoria FY 2015 Annual Program Budget Office of Communications Performance Spotlight OFFICE OF COMMUNICATIONS MISSION The Office of Communications exists to proactively communicate information to residents, customers, and employees; provide useful municipal information to residents and help foster community pride; and to develop a sense of organizational pride among employees. DEPARTMENT FUNCTIONS 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 Media Relations is communication with and via the  Graphic design completions news media and includes researching, developing and  % increase in website usage distributing news releases and media advisories,  % increase in social media usage responding to media inquiries and interview requests, monitoring news coverage and managing the overall  Increase in media placement and city reputation as presented in the news media. In a media value typical month, the department will generate more than 25 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. Since many stories are now found online, and in markets outside of the Phoenix metro, the number of impressions will increase. External Communications The Office of 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. Direct mailers on specific subjects or promotional fliers are also considered external communications. Other citizen community outreach is accomplished through the Peoria Leadership Institute, opinion-editorials in local newspapers, social media postings and specialty publications. 148 City of Peoria FY 2015 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), special programming highlighting city departments (internal), and community needs productions featuring our arts community. 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 upto-date content for the websites. In 2013, the Webstaff completed the www.P83AZ.com website as well as completely redesigned the www.VisitPeoriaAZ.com visitors’ site. Graphic Design Services Graphic Design Services allows City departments and programs to have an internal resource for the production of professional looking communications, advertisements and promotional fliers. This service has proven to be a cost effective program for the City. In FY 2013, the City saved approximately $277,500 in graphic design fees on 451 completed projects. In addition, using our service has created a branded professional look for the City in all of its communications. 149 City of Peoria FY 2015 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 2.43 $248,507 $88,102 $55,365 $391,974 Media Relations .79 $81,124 $28,760 $18,074 $127,958 Video Production Services 2.11 $214,620 $76,087 $47,816 $338,523 Web Communications 2.09 $188,948 $66,986 $42,096 $298,030 Internal Communications and Support 0.65 $69,828 $24,756 $15,557 $110,141 Graphic Design .18 $18,484 $6,553 $4,118 $29,155 8.00 $821,511 $291,244 $183,026 $1,295,781 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. Office of Communications Budget Allocation 12% 3% 14% Media Relations Video Production Services 33% 38% Web Communications Internal Communications and Support Graphic Design Total Budget - $1,295,781 150 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target Peoria Leadership Institute graduates rate the overall quality and depth of information as excellent 85% 91% 90% 90% Increase users of city's social media, e.g. Twitter and Facebook +14% 6,707 +46.3% 12,507 15,000 Goal +5% Coverage of city-generated news items in local media (print only) 920 26.5% 1,039 +11.4% 1,000 +5% $2,481,358 $4,133,160 $4,500,000 +5% 4,695,747 5,000,000 +5% 32,000 YT 6296 ws 45,723 YT 20,457 ws 50,000 YT 23,000 ws +5% 85 125 100-125 0% 128 rec 127 pot 195 rec 194 pot 195 rec 195 pot 99% 99.65% 99.49% Increase www.PeoriaAZ.GOV user sessions 971,814 4.72% 1,147,854 15% 1,300,000 +5 annually All request for web content changes are responded to by e-mail within 24 hours and completed within 48 hours 874 rec 871 pot 1,458 rec 1,454 pot 1,200 rec 1,200 pot 95% Leadership and Image Increase Media value Provide timely and accurate information to Peoria's external stakeholders Increase media impressions (print only) Increase viewers of Channel 11 programming via YouTube and web stream Increase Peoria Centric video productions All emails to the webmaster receive standard response within 24 hours. All technical inquiries to the webmaster receive detailed response within two days. All subject-oriented emails to the webmaster are routed to topical expert within 24 hours. 151 Council Goal Expected Outcome Leadership and Image City of Peoria FY 2014 Annual Program Budget The creation and distribution of information to keep city employees informed and engaged Provide quality graphic design collateral which meets city graphic standards (new position) Office of Communications Performance Measure FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target Increase use of CityNet , the employee intranet website, outside of homepage 503,972 -1.4% 530,497 +5% 540,000 +5% Graphic design collateral which meets city graphic standards: projects 280 (partial yr) 457 400 400 Completed projects 241 (partial yr) 451 400 400 1,157.95 hrs $115,795 1,850 hrs $277,500 1,500 hrs $225,000 1500 hrs External cost equivalent 152 City of Peoria FY 2015 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 provide human services and 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        153 % of Neighborhood Pride funding leveraged Number of foreclosed homes acquired for rehabilitation and resale HOA Academy satisfaction Human services delivered Plan review turnaround time Citizen Satisfaction Survey Ratings – quality of new development Civic engagement efforts – appeal rates on development cases City of Peoria FY 2015 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Planning & Community Development Administration Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Policy Analysis for Planning & Neighborhood Initiatives 0.75 $89,998 $6,278 $6,871 $103,147 Manage the Department's Budget 0.28 $32,999 $2,302 $2,519 $37,820 Permitting System Support 0.38 $44,999 $3,139 $3,435 $51,573 Administrative Support 1.10 $131,996 $9,207 $10,077 $151,280 TOTAL 2.50 $299,992 $20,926 $22,902 $343,820 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 15% 30% Policy Analysis for Planning & Neighborhood Initiative 11% Department Administrative Support Managing Department Budget 44% Permitting System Support Total Budget - $343,820 154 City of Peoria FY 2015 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 eight (8) 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 began to experience 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. This activity level continued through FY14 with several key entitlements in current growth areas near Vistancia and the central corridor generally between Bearsdley Road and Happy Valley Road. Finally, 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 finalization of the Open Space Preservation Program and the Integrated Utilities Master Plan. 155 City of Peoria FY 2015 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Community & Strategic Planning Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Zoning Admin. & Project Management 4.02 $448,425 $164,486 $49,512 $662,423 Strategic Planning 2.48 $276,640 $101,474 $30,545 $408,659 Development Codes/Standards 0.99 $110,433 $40,508 $12,193 $163,134 Historic Preservation 0.45 $50,197 $18,413 $5,542 $74,152 Sustainability 0.06 $6,693 $2,455 $739 $9,887 TOTAL 8.00 $892,388 $327,336 $98,532 $1,318,255 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 1% 12% 6% 50% Zoning Admin. & Project Management Strategic Planning Development Codes/Standards 31% Historic Preservation Sustainability Total Budget - $1,318,255 156 City of Peoria FY 2015 Annual Program Budget Planning and Community Development Department Neighborhood & Revitalization Division The purpose of this division is to provide programs and services to residents, neighborhood associations, and non-profit partners to help revitalize and enhance the quality of life in Peoria. The five (5) 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 Human Services      Neighborhood Pride Program HOA Academy Emergency Home Repair Program Outreach / Partnership Development Water Payment Assistance Program Functionally, the two highest cost drivers are Grant Administration (38%) and Human Services Administration (26%). The division administers both federal and local grants. Federal funding comes from the U.S. Department of Housing and Urban Development (HUD) and is used to further efforts in affordable housing and public services. These grants include the Community Development Block Grant (CDBG), the HOME Investment Partnerships Program (HOME) and the Neighborhood Stabilization Program (NSP). 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 division also administers neighborhood grants whereby registered HOA’s and Neighborhood Association’s can apply for matching funds on local improvement efforts. This division continues to administer several successful neighborhood-serving programs such as the HOA Academy, various assistance programs 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. Recently, the division became responsible for coordinating human services within the City. This will include the completion of a Community Needs Assessment to determine service level gaps in an effort to provide outreach and better align and coordinate services and needs. Additionally, educational seminars will be developed and offered to residents based on needs of the community. 157 City of Peoria FY 2015 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Neighborhood & Revitalization Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Grants Administration 1.57 $149,315 $162,494 $20,213 $332,022 Neighborhood Programs Administration .91 $86,465 $94,097 $11,705 $192,267 Neighborhood Livability 0.56 $52,946 $57,619 $7,167 $117,732 Human Services Administration 1.05 $99,797 $108,605 $13,510 $221,912 TOTAL 4.09 $388,523 $422,815 $52,595 $863,933 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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. Grant funded FTE’s represent an additional .92 and total cost of $84,986 paid by administrative funding from the U.S. Department of Housing and Urban Development (HUD). Neighborhood & Revitalization Budget Allocation 26% 38% Grants Administration Neighborhood Program Administration 14% Neighborhood Livability Human Servcies Administration 22% Total Budget - $863,933 158 City of Peoria FY 2015 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 Total Planning Environment Preserve our Natural Promote quality development Incorporate open space into our built environment 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) Preservation of natural areas such as open space and greenbelts rated “good” or “excellent” FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 9 9 4 4 100% 75% 96% 100% 119% 100% 80% 80% 69%A 54%A Promote mix of living environments Variety of housing options rated as “good” or “excellent” 69%A Provide quality and effective planning and zoning services Overall land use, planning and zoning services rated as “good” or “excellent” 48%A 159 76%B Rank #3 76%B C 66%B Rank #9 66%B C 80%B Rank #1 Rank #9C 80%B C 56%B Rank #1 Rank #3C Rank #1C 56%B C Rank #1C 76% 70% 85% 60% City of Peoria FY 2015 Annual Program Budget Enhance Current Services Council Goal Planning and Community Development Department Expected Outcome Performance Measure Provide thorough and timely review of development cases to the development community Provide thorough and timely review of development cases to the development community 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 Average turnaround time (in days) for Site Plan Reviews; service expectation is 21 days for 1st review and 14 days for 2nd review Average turnaround time (in days) for Preliminary Plats; service expectation is 21 days for 1st review and 14 days for 2nd review Enhance Human Services through volunteers Increase Human Services volunteer base Perform outreach related to Human Services needs/programs Continuously assess Human Services needs and assets Average turnaround time (in days) for Rezones (non-PCD); service expectation is 28 days per review % of Planning & Zoning Commission CUP decisions upheld (not appealed) % of Site Plan Review decisions upheld (not appealed) Value of in-kind labor from volunteers providing services to residents through external agencies or programs Number of volunteers assisting Peoria residents with Human Services needs Number of seminars/programs offered by City staff Number of on-site provider/agency visits A FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 13/1st 9/2nd 22/1st 12/2nd 24/1st 6/2nd 21/1st 14/2nd N/A 20/1st 21/2nd 36/1st 26/2nd 21/1st 14/2nd N/A 31/1st 20/2nd 24/1st 18/2nd 28/1st 28/2nd 100% 90% 100% 100% 100% 100% 100% 100% N/A N/A N/A TBD N/A N/A N/A TBD N/A N/A N/A 6 N/A N/A 8 20 2010 City of Peoria National Citizen Survey™ 2013 City of Peoria National Citizen SurveyTM C 2013 City of Peoria National Citizen SurveyTM ranking against national benchmarks (100,000-200,000 population) B 160 City of Peoria FY 2015 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 Special Operations Support Operational Support is responsible for the Tactical Enforcement Unit (SWAT) and the Special Investigations related to traffic, gang and drug concerns. 161 City of Peoria FY 2015 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 $141,126 $14,573 $10,065 $165,765 Professional Standards Functions 3.00 $462,055 $47,714 $32,954 $542,724 Public Information/Media Relations 1.00 $90,645 $9,361 $6,465 $106,470 4.00 $843,490 $87,104 $60,159 $990,752 10.00 $1,537,316 $158,752 $109,643 $1,805,711 Activity Description Management of Police Department Operations TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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: $1,805,711 162 City of Peoria FY 2015 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Patrol Services Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Operations 89.10 $10,102,491 $2,048,621 $723,453 $12,874,565 Management 42.90 $5,159,070 $1,046,175 $369,448 $6,574,693 Administrative Support 1.00 $73,295 $14,863 $5,249 $93,407 133.00 $15,334,856 $3,109,659 $1,098,150 $19,542,665 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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: $19,542,665 163 City of Peoria FY 2015 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 18.38 $2,296,520 $219,808 $142,564 $2,658,892 Courts 3.45 $395,160 $37,822 $24,531 $457,513 Administrative Duties 13.15 $1,635,896 $156,577 $101,554 $1,894,027 AFIS and Photo Systems 1.40 $105,511 $10,099 $6,550 $122,160 Public Relations 2.62 $295,709 $28,303 $18,357 $342,369 Pawn Functions 1.00 $77,479 $7,416 $4,810 $89,705 40.00 $4,806,275 $460,025 $298,366 $5,564,666 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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% 3% 7% Investigations Courts 46% Administrative Duties AFIS and Photo Systems 33% Public Relations Pawn Functions 9% Total Budget: $5,564,666 164 City of Peoria FY 2015 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Neighborhood Services Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administrative Duties 7.66 $695,074 $115,338 $21,721 $832,133 Field Operations (City Code/Animal Control) 13.17 $1,154,781 $191,621 $36,087 $1,382,489 Community Relations 1.67 $140,425 $23,302 $4,388 $168,115 22.50 $1,990,280 $330,261 $62,196 $2,382,737 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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 7% Administrative Duties 34% Field Operations (City Code/Animal Control) Community Relations 59% Total Budget: $2,382,737 165 City of Peoria FY 2015 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Special Operations Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Enforcement of State Traffic Laws 10.39 $1,207,002 $191,335 $92,571 $1,490,908 1.35 $154,233 $24,449 $11,829 $190,511 4.01 $468,125 $74,207 $35,903 $578,235 0.10 $7,657 $1,214 $587 $9,458 Management of Operations 1.75 $286,945 $45,487 $22,007 $354,439 Education 0.20 $24,252 $3,844 $1,860 $29,956 Other 1.20 $145,511 $23,066 $11,160 $179,737 19.00 $2,293,725 $363,602 $175,917 $2,833,244 Traffic Safety Programs Administration Office and administrative duties Maintains readiness of traffic equipment TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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% 9% Maintains readiness of traffic equipment Management of Operations 21% 55% Education Other 7% Total Budget: $2,833,244 166 City of Peoria FY 2015 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 $422,951 $89,270 $38,318 $550,539 1.80 $186,708 $39,408 $16,915 $243,031 Firearms / Armory 1.10 $142,485 $30,074 $12,909 $185,468 Training 1.10 $156,646 $33,063 $14,192 $203,900 Administration & Management 1.00 $111,056 $23,440 $10,061 $144,557 Records Management 6.35 $478,667 $101,030 $43,366 $623,063 Customer Service 2.65 $207,400 $43,775 $18,790 $269,965 Property & Evidence Management 4.00 $330,934 $69,849 $29,982 $430,765 22.00 $2,036,847 $429,909 $184,533 $2,651,289 Recruitment / Background Investigations TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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: $2,651,289 167 City of Peoria FY 2015 Annual Program Budget Police Department Cost of Service Breakdown – Police Department Communications/911 Call Center Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 9.70 $752,338 $86,078 $68,174 $906,590 9.40 $725,935 $83,057 $65,782 $874,774 1.75 $132,792 $15,193 $12,033 $160,018 2.70 $232,537 $26,606 $21,072 $280,215 0.83 $89,479 $10,238 $8,108 $107,825 5.55 $438,566 $50,178 $39,741 $528,485 2.10 $198,905 $22,758 $18,024 $239,687 1.47 $112,646 $12,888 $10,208 $135,742 33.50 $2,683,198 $306,996 $243,142 $3,233,336 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 Enter Code compliance calls TOTAL The budget amounts listed above include all costs for that service or program for FY2014. 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: $3,233,336 168 City of Peoria FY 2015 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 $284,038 $28,413 $14,841 $327,292 2.00 $157,169 $15,722 $8,212 $181,103 Strategic Planning 3.15 $306,452 $30,655 $16,012 $353,119 Accreditation Administration 1.00 $81,165 $8,119 $4,241 $93,525 TOTAL 9.00 $828,824 $82,909 $43,306 $955,039 Activity Description Maintain fiscal responsibility Maintain readiness of vehicles & equipment The budget amounts listed above include all costs for that service or program for FY2014. 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: $955,039 169 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target 69% 4.3% 80% 2% 81% 1.75% 82% 1.5% 83% 93% 93% 95% 100% 100% 100% 100% Average response time to priority one calls (CY) -Call to Dispatch (CY) -Dispatch to Arrival (CY) 1:32 4:34 1:52 4:38 1:35 4:35 1:30 4:30 Overall calendar year to year change in UCR Part I (CY) - Violent Crimes (CY) - Property Crimes (CY) -1.3% -2.1% -13.9% -18.0% -5.0% -5.0% -5.0% -5.0% 14.2% 24.0% 25% 25% 78% 83% 85% 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” (National Citizen Survey) Property Crimes per 1000/population Violent Crimes per 1000/population 40 30 20 10 0 4 3 2 1 0 CY2011 Peoria CY2011 CY2012 CY2013 ICMA Median Peoria 170 CY2012 CY2013 ICMA Median City of Peoria FY 2015 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       171 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 2015 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 $225,108 $13,750 $195,201 $434,059 Internal Customer Service 1.80 $212,294 $30,016 $189,398 $431,708 External Customer Service 1.47 $173,650 $11,981 $154,842 $340,473 Staff Development 1.38 $171,932 $19,007 $145,609 $336,548 Develop/Implement Policy & Procedures 1.13 $152,413 $15,305 $118,967 $286,685 Business & Technology Support to Divisions 0.87 $99,656 $10,214 $92,852 $202,722 Totals 8.50 $1,035,053 $100,273 $896,869 $2,032,195 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 10% Develop/Monitor Operating & CIP Budget Internal Customer Service 21% 14% External Customer Service Staff Development 21% 17% Develop/Implement Policy & Procedures 17% Business & Technology Support to Divisions Total Budget: $2,032,195 172 City of Peoria FY 2015 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 $1,320,020 $546,666 $427,511 $2,294,197 Technical Operations 9.00 $780,777 $333,604 $260,116 $1,374,497 Utility Management 0.00 $0 $978,743 $57,562 $1,036,305 Operating Project Management 5.00 $561,692 $100,630 $106,226 $768,548 Facilities Administration 3.00 $301,217 $7,260 $87,863 $396,340 38.75 $2,963,706 $1,966,903 $939,278 $5,869,887 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2014. 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 7% Building Maintenance/Custodial 13% 39% Technical Operations Utility Management 18% Operating Project Management Facilities Administration 23% Total Budget: $5,869,887 173 City of Peoria FY 2015 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 $60,084 $2,112,436 $35,619 $2,208,139 Vehicle and Equipment Repair 9.13 $728,530 $114,419 $516,190 $1,359,139 Parts 0.37 $40,362 $1,014,880 $20,919 $1,076,161 Sublet (vendor) 0.60 $58,214 $331,417 $33,923 $423,554 Asset Acquisition, Management, Reporting 0.70 $75,198 $15,258 $39,576 $130,032 Vehicle Wash 0.07 $5,112 $33,547 $3,957 $42,616 11.50 $967,500 $3,621,957 $650,184 $5,239,641 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Fleet Maintenance Budget Allocation Fuel Management 2% 1% 8% Vehicle and Equipment Repair 42% 21% Parts Sublet (vendor) Asset Acquisition, Management, Reporting Vehicle Wash 26% Total Budget: $5,239,641 174 City of Peoria FY 2015 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 $222,759 $92,712 $162,679 $478,150 Budget Management 0.55 $52,253 $16,449 $28,862 $97,564 Personnel Management 0.35 $37,260 $10,468 $18,367 $66,095 Totals 4.0 $312,272 $119,629 $209,908 $641,809 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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% 15% Program Management Budget Management Personnel Management 75% Total Budget: $641,809 175 City of Peoria FY 2015 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 50,800 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 $1,884,040 $2,592,750 $1,672,764 $6,149,554 Loose Trash Collection 1.87 $151,223 $191,390 $123,480 $466,093 Program Management/Administration 1.58 $118,911 $161,630 $104,279 $384,820 Special Hauls/Christmas Tree Disposal 1.56 $118,643 $159,578 $102,955 $381,176 Container Repair and Delivery 0.52 $42,323 $54,389 $35,091 $131,803 30.80 $2,315,140 $3,159,737 $2,038,569 $7,513,446 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2014. 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% 5% Automated Trash/Recycling Collection 5% Loose Trash Collection 6% Program Management/Administration Special Hauls/Christmas Tree Disposal 82% Total Budget: $7,513,446 176 Container Repair and Delivery City of Peoria FY 2015 Annual Program Budget Public Works-Utilities Department Solid Waste Division – Commercial Collection The Commercial operation provides trash collection service to approximately 370 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 5.08 $400,899 $588,449 $405,050 $1,394,398 Roll-Off 1.94 $149,873 $191,708 $154,637 $496,218 Container Repair and Delivery 1.05 $80,893 $103,893 $83,803 $268,589 Program Management/Administration 0.63 $52,337 $67,620 $50,881 $170,838 Totals 8.70 $684,002 $951,670 $694,371 $2,330,043 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 12% Roll‐Off 22% 58% Container Repair and Delivery Program Management/Administration Total Budget: $2,330,043 Total Budget: $2,330,043 177 City of Peoria FY 2015 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 $1,356,407 $1,028,785 $597,652 $2,982,844 Street Lights & Traffic Signals 5.00 $431,098 $1,789,056 $398,192 $2,618,346 Street Signs & Striping 8.00 $599,933 $276,641 $316,386 $1,192,960 Administration 5.80 $541,907 $52,978 $255,656 $850,541 Street Sweeping 4.00 $309,843 $247,411 $213,643 $770,897 38.80 $3,239,188 $3,394,871 $1,781,529 $8,415,588 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2014. 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% 36% Street Maintenance Street Lights and Traffic Signals 14% Street Signs and Striping Administration Street Sweeping 31% Total Budget: $8,415,588 178 City of Peoria FY 2015 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 $147,889 $45,454 $100,568 $293,911 Grounds/Landscape 0.64 $52,774 $80,739 $90,478 $223,991 Project Management 1.08 $72,607 $16,303 $96,214 $185,124 Inspections/Inventory 0.64 $52,775 $10,213 $90,478 $153,466 Totals 4.20 $326,045 $152,709 $377,738 $856,492 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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% 34% Operations & Maintenance Grounds/Landscape Project Management 22% Inspections/Inventory 26% Total Budget: $856,492 179 City of Peoria FY 2015 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 $266,907 $217,058 $33,470 $517,435 Non-ADA Call Center Support-Staff Operations 1.38 $100,132 $37,687 $29,340 $167,159 Transit Management Administrative Support 0.80 $74,659 $35,537 $28,418 $138,614 ADA Service-Field Operations 0.87 $59,342 $32,163 $28,529 $120,034 ADA Call Center Support-Staff Operations 0.37 $27,649 $19,048 $27,735 $74,432 ADA and Non-ADA Customer Service 0.05 $5,233 $10,812 $27,226 $43,271 Trip Reduction Program Administration 0.05 $5,233 $10,812 $27,226 $43,271 Totals 7.50 $539,155 $363,117 $201,944 $1,104,216 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Transit Division 4% Budget Allocation Non‐ADA Service‐Field Operations 4% 7% 11% 47% Non‐ADA Call Center Support‐Staff Operations Transit Management Administrative Support ADA Service‐Field Operations ADA Call Center Support‐Staff Operations ADA and Non‐ADA Customer Service 12% 15% Trip Reduction Program Administratio Total Budget: $1,104,216 180 City of Peoria FY 2015 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 $397,388 $1,412,680 $288,495 $2,098,563 Maintain Treatment Process Equipment 4.31 $421,158 $307,978 $290,536 $1,019,672 Regulatory Compliance & Customer Service 3.31 $344,749 $11,377 $287,342 $643,468 Maintain & Monitor SCADA 2.63 $239,317 $27,559 $286,367 $553,243 Maintain Building & Grounds 0.23 $16,503 $102,281 $283,430 $402,214 15.00 $1,419,115 $1,861,875 $1,436,170 $4,717,160 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2014. 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 8% 12% 44% Maintain Treatment Process Equipment Regulatory Compliance & Customer Service 14% Maintain & Monitor SCADA Maintain Building & Grounds 22% Total Budget: $4,717,160 181 City of Peoria FY 2015 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 $517,962 $2,779,402 $389,032 $3,686,396 Maintain Process Equipment 7.30 $708,315 $858,763 $392,352 $1,959,430 Dispose of Biosolid Waste 0.60 $41,895 $955,366 $209,221 $1,206,482 Regulatory Compliance & Customer Service 3.75 $420,840 $13,438 $385,058 $819,336 Maintain & Monitor SCADA 2.60 $257,744 $33,908 $382,188 $673,840 Maintain Building & Grounds 0.45 $38,360 $138,454 $377,572 $554,386 20.00 $1,985,116 $4,779,331 $2,135,423 $8,899,870 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2014. 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% 8% Maintain Process Equipment 9% 41% Dispose of Biosolid Waste Regulatory Compliance & Customer Service Maintain & Monitor SCADA 14% Maintain Building & Grounds 22% Total Budget: $8,899,870 182 City of Peoria FY 2015 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 Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Maintain Wells & Boosters 4.20 $316,665 $2,048,639 $250,875 $2,616,179 Chlorine Maintenance Program 2.50 $191,164 $137,775 $243,231 $572,170 Regulatory Compliance & Customer Service 0.98 $86,854 $4,744 $236,394 $327,992 Reservoir Maintenance 0.52 $48,247 $4,075 $234,326 $286,648 Totals 8.20 $642,930 $2,195,233 $964,826 $3,802,989 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 7% Maintain Wells & Boosters 9% Chlorine Maintenance Program 15% Regulatory Compliance & Customer Service 69% Total Budget: $3,802,989 183 Reservoir Maintenance City of Peoria FY 2015 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 $268,589 $69,113 $228,497 $566,199 Fire Hydrant Maintenance Program 2.75 $223,860 $64,839 $224,513 $513,212 Valve Maintenance Program 2.65 $201,761 $62,414 $223,850 $488,025 Regulatory Compliance & Customer Service 1.08 $100,922 $10,315 $213,420 $324,657 Water Distribution System Flush 0.72 $61,820 $44,005 $211,077 $316,902 10.55 $856,952 $250,686 $1,101,357 $2,208,995 Totals The budget amounts listed above include all costs for that service or program for FY2014. 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 14% 26% 15% 23% 22% Total Budget: $2,208,995 184 Water Service and Maintenance Repairs Fire Hydrant Maintenance Program Valve Maintenance Program Regulatory Compliance & Customer Service Water Distribution System Flush City of Peoria FY 2015 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 $193,610 $162,395 $85,353 $441,358 Sewer Main Line Cleaning 2.03 $149,140 $53,323 $79,383 $281,846 Manhole Treatment (Roach Control) 0.48 $40,133 $97,994 $60,875 $199,002 Regulatory Compliance & Customer Service 1.22 $106,398 $23,329 $69,711 $199,438 Close Circuit Television (CCTV) Sewer Line Inspection 1.03 $80,658 $35,121 $67,442 $183,221 Rehabilitate Sewer Manholes 0.48 $41,590 $48,527 $60,875 $150,992 Sanitary Sewer Overflows (SSO) 0.48 $38,655 $31,480 $60,875 $131,010 Totals 8.25 $650,184 $452,169 $484,514 $1,586,867 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 28% Inspection and Maintenance of Lift Stations Sewer Main Line Cleaning 18% Manhole Treatment (Roach Control) Regulatory Compliance & Customer Service Close Circuit Television (CCTV) Sewer Line Inspection Rehabilitate Sewer Manholes 8% 9% 12% 13% 12% Sanitary Sewer Overflows (SSO) Total Budget: $1,586,867 185 City of Peoria FY 2015 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 $115,427 $36,102 $43,378 $194,907 Emergency Blue Stake Requests 0.20 $16,490 $4,324 $38,053 $58,867 Respond to Blue Stake Requests Timely 0.20 $16,490 $4,324 $38,053 $58,867 Customer Service 0.20 $16,490 $2,790 $38,053 $57,333 Totals 2.00 $164,897 $47,540 $157,537 $369,974 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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 15% Locate Peoria Underground Utilities Emergency Blue Stake Requests 16% 53% Respond to Blue Stake Requests Timely Customer Service 16% Total Budget: $369,974 186 City of Peoria FY 2015 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 $165,968 $192,882 $79,998 $438,848 Manage Water Portfolio & Develop Supplies 1.42 $138,970 $91,115 $79,307 $309,392 Prepare Monthly/Annual Reports 1.00 $91,315 $3,783 $78,689 $173,787 Analyze Water Supply & Demand 0.68 $66,169 $2,640 $78,217 $147,026 Review & Revise Plans and City Code 0.50 $46,493 $1,981 $77,960 $126,434 Totals 5.50 $508,915 $292,401 $394,171 $1,195,487 The budget amounts listed above include all costs for that service or program for FY2014. 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% 12% 37% Manage Water Portfolio & Develop Supplies Prepare Monthly/Annual Reports 14% Analyze Water Supply & Demand 26% Review & Revise Plans and City Code Total Budget: $1,195,487 187 City of Peoria FY 2015 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 $225,314 $126,844 $88,160 $440,318 Perform Compliance & Operational Laboratory Testing 1.90 $140,351 $173,859 $87,784 $401,994 Prevent Backflow & Cross Connection 0.89 $77,538 $22,930 $85,909 $186,377 Review & Revise Plans and City Code 0.27 $26,835 $8,157 $84,753 $119,745 Customer Service 0.09 $11,941 $3,796 $84,422 $100,159 Totals 5.25 $481,979 $335,586 $431,028 $1,248,593 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. 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% 10% 35% 15% Perform Compliance & Operational Laboratory Testing Prevent Backflow & Cross Connection Review & Revise Plans and City Code 32% Customer Service Total Budget: $1,248,593 188 City of Peoria FY 2015 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 Industrial Pretreatment Regulations 1.79 $140,112 $70,444 $34,372 $244,928 Wastewater Regulations 0.89 $71,876 $127,073 $32,695 $231,644 Stormwater Regulations 0.95 $77,938 $25,350 $32,812 $136,100 Biosolids Regulations 0.53 $45,419 $21,941 $32,043 $99,403 Customer Service 0.59 $49,130 $4,844 $32,136 $86,110 Air Quality Regulations 0.33 $30,080 $8,844 $31,670 $70,594 Review & Revise Plans and City Code 0.17 $17,724 $1,400 $31,360 $50,484 Totals 5.25 $432,279 $259,896 $227,088 $919,263 Activity Description The budget amounts listed above include all costs for that service or program for FY2014. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Wastewater Environmental Budget Allocation Industrial Pretreatment Regulations 5% 8% 27% 9% Wastewater Regulations Stormwater Regulations Biosolids Regulations 11% Customer Service Air Quality Regulations 15% 25% Total Budget: $919,263 189 Review & Revise Plans and City Code City of Peoria FY 2015 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 $75,704 $14,936 $18,027 $108,667 Household Hazardous Waste Events 0.20 $17,960 $68,424 $15,721 $102,105 Compliance with Maricopa County and ADEQ 0.55 $52,969 $6,248 $16,874 $76,091 Recycling Outreach & Education 0.15 $13,981 $9,870 $15,556 $39,407 Identify, Evaluate & Implement Sustainable Recycling Initiatives 0.20 $18,983 $817 $15,721 $35,521 Totals 2.00 $179,597 $100,295 $81,899 $361,791 The budget amounts listed above include all costs for that service or program for FY2014. 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 10% 30% 11% Reduce Recycling Contamination Levels & Increase Diversion Rate Household Hazardous Waste Events Compliance with Maricopa County and ADEQ 21% Recycling Outreach & Education 28% Identify, Evaluate & Implement Sustainable Recycling Initiatives Total Budget: $361,791 190 City of Peoria FY 2015 Annual Program Budget Public Works-Utilities Department Performance Report PUBLIC WORKS-UTILITIES DEPARTMENT The Public Works-Utilities Department uses performance data as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Enhance Current Services/Total Planning Provide Water and Wastewater Treatment Services FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target N/A 73%* 62% 62% 75% 8,807 8,764 8,777 8,777 3,606 3,635 3,628 3,628 $0.62 $1.54 $0.66 $1.58 $0.68 $1.61 <$0.84 <$1.73 $0.22 $0.50 $0.22 $0.50 $0.23 $0.56 $0.23 $0.56 100% 100% 100% 100% Number of drinking water tests run 11,309 11,223 11,223 11,300 Number of wastewater tests run 3,101 2,846 2,846 2,905 Percent of lost and unaccounted for water 5.13% 4.97% 5.26% <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) 191 City of Peoria FY 2015 Annual Program Budget Council Goal Expected Outcome Performance Measure FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 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 yrs in 2013) 26.96% 1.01% 40% 20% Clean all wastewater mains on a 5 year cycle 4.46% 7.3% 8.0% 20% Pest control treatment of all manholes on a 2 year cycle 31.96% 46.15% 50% 50% Total number of roll-off containers serviced 2,312 2,523 2,580 2,472 Average number of front load containers serviced each month 8,169 7,947 7,932 8,016 Recycling diversion rate 25% 23% 25% 25% Total landfill tonnage collected 46,300 47,717 45,960 47,012 Total recycled tonnage collected 15,715 14,378 14,382 15,470 88% 93% 93% >90% Total trips provided 30,127 32,172 33,600 >29,000 % of trips scheduled compared to trips requested 100% 100% 100% 100% Total kilowatts used (in millions) 7.50 7.68 7.53 7.40 Total electricity cost (in thousands) $742.5 $777.4 $845.0 $849 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 Provide quality residential solid waste services which maximize recycling Percent of residents rating the quality of garbage collection as good or excellent (National Citizen Survey) Operate a City-wide Dial-A-Ride demand response bus system Effective management of electrical consumption at the City Hall Complex 192 City of Peoria FY 2015 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 FY2012 Actual FY2013 Actual FY2014 Estimate FY2015 Target Maintain City's fleet "inservice" at 90% or better each month 97.4% 93.7% 94.7% >90% % of repairs with a one day turnaround time 92.7% 67.3% 72.5% >70% Customer Service Satisfaction 96.3% 89.6% 95% >90% Total gallons of biodiesel fuel consumed 339,300 326,686 330,596 330,059 Total gallons of unleaded fuel consumed 325,236 325,790 334,250 328,400 Total gallons of ethanol fuel consumed 14,277 15,433 11,872 15,000 45% 15% 32% 33% 8.3 8.0 8.0 8.0 3.9 4.0 4.0 4.0 81.0% 100% 100% 100% 9.58 5.2 5.0 10 Inspect all pavement on a 3 year cycle - percent completed 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 Average number of days to repair street light outage 193 City of Peoria FY 2015 Annual Program Budget Programs 194 Capital Projects City of Peoria FY 2015 Annual Program Budget 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 blanaced 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 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. The 10-year Capital Improvement Program totals $598,557,001. For FY 2015 alone, budgeted capital projects total $145,196,673. 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 be a communication device, informing stakeholders of the city’s plans for capital investment. 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. Financial Policies The City of Peoria Principles of Sound Financial Mangement 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 and Budget Department. Several of the policies relate directly to the CIP, most notably Policy 8 – Capital Improvement Program. Following are some excerpts from this policy. 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 2015 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 195 City of Peoria FY 2015 Annual Program Budget Capital Projects  The city manager will annual submit a financiallybalanced, multi-year Capital Improvement Program for review by the City Council (8.01). FY 2015‐2024 CIP BY FUNDING SOURCE  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). Funding Source 10‐Year Total Pct. of Total G.O. Bonds $76,402,510 13% Revenue Bonds $31,694,078 5% MDA Bonds $37,119,135 6%  The city will match programs and activities identified in the Capital Improvement Program with associated funding sources (8.03). Impact Fees $204,674,939 34% Operating $136,885,861 23% Outside Sources $15,313,396 3%  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). Transportation Sales Tax $74,221,607 12% RTP‐ALCP $22,245,475 4% Total $598,557,001 100%  The city’s objective is to incorporate “Pay-As-YouGo” 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). 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 and, ultimately, submit a recommended program to the City Council.  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). 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. Capital projects originate in the operating departments, where subject matter experts identify needs based on master planning documents and other technical criteria.  The first year of the adopted capital plan will the 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). 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  The Capital Improvement Program will be updated annually as a multi-departmental effort (8.10). 196 City of Peoria FY 2015 Annual Program Budget Capital Projects  Storm drains, channels, retention basins, and drywells. 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.  Water and wastewater treatment plants, pipes, storage facilities, and pump stations.  Information technology infrastructure and major software applications. The following is an overview of the CIP process: September – October. Operating departments identify projects, define project scopes, prepare cost estimates, and prioritize projects based on direction received from the city manager and City Council. Department directors review project requests before final submittal. FY 2015‐2024 CIP BY PROJECT TYPE Project Type 10‐Year Total Pct. of Total November – December. Capital project requests are submitted to the Budget Division. Division staff use revenue forecasts and financial models to prepare a preliminary CIP. Drainage $16,122,900 3% Economic Development $49,983,828 8% Operational Facilities $28,387,342 5% 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. Parks $64,694,412 11% Public Safety $17,508,286 3% $149,830,222 25% $66,388,415 11% Water $205,641,596 34% Total $598,557,001 100% Streets & Traffic Control Wastewater The City Council receives the CIP and offers its recommendations during study sessions. April. 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. 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. Programming Projects in the CIP 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:  Office buildings, police and fire stations, court facilities, libraries, and recreation centers. 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  Parks, trails, open space, right-of-way landscaping, and sports facilities.  Roads, bridges, sidewalks, street lights, traffic signals, and sound walls. 197 City of Peoria FY 2015 Annual Program Budget Capital Projects 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. Goals provide near-term direction to city staff. The six broad policy goals for fiscal year 2015 are: (1) Community Building, (2) Enhance Current Services, (3) Preserve Natural Environment, (4) Total Planning, (5) Economic Development, and (6) Leadership and Image. The first major renovations to the Peoria Sports Complex since it opened in 1994. Renovations to the facility continue and will be completed in time for the 2015 spring training season. Below are some of the notable projects planned for the next three years. Development of a third community park is underway in the northern portion of the City with site selection and preliminary design work ongoing and construction programmed in fiscal year 2018. 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. The Neighborhood Drainage Program is initiated to identify areas with minor drainage issues and provide for the investigation, evaluation and where appropriate, implementation of drainage solutions. A neighborhood park near the south side of Olive in the vicinity of 99th Avenue. This park is 15 to 20 acres and includes amenities such as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, lighted turf areas, etc. 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. Camino a Lago Park is approximately six acres and located directly north of the Sunrise Mountain Library. Park improvements will include design and construction of a neighborhood park with amenities such as playgrounds, picnic shelters, hard court surfacing, landscaping, etc. 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, wayfinding signage, a raised landscape median, and streetscape enhancements. The Trailhead at Vistancia will construct a trailhead near White Peak mountain to provide access to mountain hiking trails. Amenities will include parking, restroom, picnic shelters, benches, drinking fountain, bike racks, signage, shade and landscaping. In keeping 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 assemble them over time into a meaningful network of connected and synergistic open spaces for a variety of users. Additional space for the Police Department’s north command on the campus of the Pinnacle Peak 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. A rendering of the P83 Entertainment District showing some of the proposed improvements. 198 City of Peoria FY 2015 Annual Program Budget Capital Projects portion of Peoria's CAP allocation. This project is proposed to purchase additional treatment capacity. Lone Mountain Parkway from Lake Pleasant Parkway to the west boundary of Community Park #3. This project provides construction of the roadway, construction of a raised landscape median, and landscaping the area behind the new sidewalk from Lake Pleasant Parkway to the west boundary of the future Community Park #3 and along 99th Avenue from Pleasant Valley Unit 3 to Lone Mountain Parkway. Purchase of additional water rights from the White Mountain Apache Tribe for delivery through the Central Arizona Project canal system. This project addresses a future shortage of renewable water resources as identified in the Water Resource Master Plan. Replacement of substandard 6- and 8-inch water line 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. To alleviate the heavy traffic in residential areas of northern Peoria, the Agua Fria Truck Route Reliever was completed in FY 2014. Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. To alleviate heavy traffic in residential areas of northern Peoria, the Agua Fria Truck Road Reliever was completed in FY 2014. 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. 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. 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. Construction is nearing completion on Lake Pleasant Parkway in northern Peoria. Projected growth in the northern part of the city will require additional Central Arizona Project Treatment Capacity. The city has rights to use CAP water but will need additional treatment capacity in the next five to 10 years. The city owns capacity in the City of Glendale Pyramid Peak Water Plant, which treats a 199 City of Peoria FY 2015 Annual Program Budget Capital Projects Impact on the Operating Budget 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 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. OPERATING IMPACTS BY PROJECT TYPE Project Type FY2015 FY2016 FY2017 FY2018 FY2019 Drainage $0 $0 $0 $240,000 $240,000 Economic Development $0 $232,000 $232,000 $262,000 $232,000 Operational Facilities $0 $0 $0 $125,000 $275,000 Parks $147,550 $162,750 $231,450 $1,177,750 $1,177,750 Public Safety $276,200 $276,200 $276,560 $276,560 $276,560 Streets & Traffic $451,550 $498,050 $500,550 $524,650 $520,250 $63,100 $103,600 $103,600 $106,103 $113,977 $246,225 $384,607 $412,207 $416,996 $418,971 $1,184,625 $1,657,207 $1,756,367 $2,889,059 $3,014,508 Wastewater Water Total 200 City of Peoria FY 2015 Annual Program Budget Capital Projects Financing the CIP  The useful life of the project will not exceed the term of the bond (usually 20 years). The Capital Improvement Program for fiscal years 2015-2024 is a $598 million investment in 164 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.  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 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. In Peoria, G.O. bonds are backed by the city’s property tax collections. Beginning in 1980, state law mandated the separation of city property taxes into two components: the primary tax levy and the secondary levy. The primary levy may be imposed for any governmental purpose, but has strict limitations on how much can be levied. The secondary levy may only be used to retire the principal and interest on G.O. bonds issued by the city. As a result, it is the secondary levy that is used to finance many of Peoria’s capital projects. The 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 major sources used to pay for capital projects in the CIP are discussed below. 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: ADOT installed the first land form graphics in Peoria as part of its Grand Avenue Improvements. 201 City of Peoria FY 2015 Annual Program Budget Capital Projects  Reserve funds, when required, will be provided to adequately meet debt service requirements in subsequent years (11.07g).  Interest earnings on bond fund balances will only be used to pay debt service on the bonds unless otherwise committed for other uses or purposes of the project (11.07h).  The term of any bond will not exceed the useful life of the capital project/facility or equipment for which borrowing is intended (11.07i). Assessed Valuation. As mentioned above, it is the secondary levy that is used to pay the principal and interest on general obligation bonds. The secondary assessed value of a property is calculated by multiplying that property’s full cash value, as determined by the county assessor, by an assessment ratio (varies by property class). Thus, Peoria’s secondary assessed valuation is the sum of the secondary assessed valuation of all properties within the incorporated area of Peoria. The city’s secondary property tax levy, then, is the secondary assessed valuation multiplied by the secondary property tax rate, which is $1.25 per $100 of assessed valuation. For FY 2015, Peoria’s secondary assessed valuation is $1.16 billion and the secondary levy is $14.4 million. The city recently widened 83rd Avenue to four lanes adjacent to the new Pioneer Community Park. Debt Policies. The Principles of Sound Financial Management include policies governing the use of property-tax supported bonds:  Tax supported bonds are bonds for which funds used to make annual debt service expenditures are derived from ad valorum (property) tax revenue of the city (11.07a).  The target for the maturity of general obligation bonds will typically be between 20 and 30 years. The target for the “average weighted maturities” for general obligation bonds of the city will be 12.5 years (11.07b). 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.  Generally, the city will structure general obligation bond issues to create level debt service payments over the life of the issue (11.07c).  Debt supported by the city’s general fund will not exceed 10 percent of the annual general fund revenues (11.07d).  Secondary property tax rates will be determined each year as part of the budgetary process (pursuant to state law) to pay the necessary debt service payments of general obligation bonds currently outstanding or expected to be issued within the fiscal year (11.07e). 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 fell 47 percent by FY 2014 to $1.05 billion—a loss of nearly half the city’s assessed  In accordance with requirements of the State of Arizona Constitution, total bonded debt will not exceed the 20 percent limitation and 6 percent limitation of the total secondary assessed valuation of taxable property in the city (11.07f). 202 City of Peoria FY 2015 Annual Program Budget Capital Projects 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 9 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. significantly since the onset of the Great Recession. 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 $78.7 million, compared to $200 million in FY 2010, while available capacity in the 6 percent category is now $68.9 million, compared to $108 million in FY 2010. Forecasts show available capacity in both categories decreasing still further in FY 2015, 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 FY 2018 to finance a community park in northern Peoria, and this will certainly affect constitutional capacity in the years that follow. 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 $76 million, or 13 percent, of the $599 million FY 2015-2024 CIP—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 77 percent since FY 2009. 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 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). 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. 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. The table on the next page shows the city’s estimated constitutional debt limitation as of July 1, 2014. Available borrowing capacity has decreased 203 City of Peoria FY 2015 Annual Program Budget Capital Projects CONSTITUTIONAL DEBT LIMITATION As of July 1, 2014 20% Bonds 6% Bonds $1,155,721,441 Secondary Assessed Valuation $1,155,721,441 Secondary Assessed Valuation Allowable 20% Debt Capacity $231,144,288 Allowable 6% Debt Capacity $69,343,286 Less 20% Bonds Outstanding ($152,470,000) Less 6% Bonds Outstanding ($350,000) Unused 20% Debt Capacity Unused 6% Debt Capacity $78,674,288 $68,993,286 PROJECTED CONSTITUTIONAL CAPACITY AFTER PLANNED BOND SALES (All Dollars in Thousands) Fiscal Year Planned Bond Sales 6% Projected Capacity before Bond Sales 20% 6% 20% Principal Outstanding on Planned Bond Sales 6% Projected Capacity after Planned Bond Sales 20% 6% 20% 2015 $328 $10,972 $68,993 $78,674 $328 $10,972 $68,665 $67,702 2016 $0 $0 $74,205 $104,427 $318 $10,640 $73,887 $93,786 2017 $3,000 $7,282 $78,944 $130,487 $3,308 $17,574 $75,636 $112,913 2018 $0 $0 $85,254 $161,729 $3,206 $16,988 $82,048 $144,742 2019 $353 $32,870 $91,945 $194,043 $3,452 $49,243 $88,493 $144,800 General obligation bonds provided funding for Pioneer Community Park, which opened for play in fall 2013. 204 City of Peoria FY 2015 Annual Program Budget Capital Projects 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 issued. In addition, each of the outstanding bond issues must have a debt service reserve requirement sufficient to cover at least one year of debt service. Property Tax Rate. This 10-year plan was developed under the assumption that the existing secondary property tax rate of $1.25 per $100 of assessed valuation will not change. The last time the secondary property tax rate changed was in FY 2008 when it increased to $1.25 from $1.20. Prior to that time, the rate held steady at $1.30 from FY 1999 to FY 2006. Included under revenue bonds, though technically not “bonds” at all, are loan agreements with the Water Infrastructure Finance Authority of Arizona, or WIFA. WIFA is a program created by the State of Arizona, pursuant to federal regulations regarding water pollution and safe drinking water law, to provide financing to local communities for water and wastewater projects. Like revenue bonds, these loan agreements are backed by water and wastewater utility rate revenues. The city has entered into loan agreements with WIFA to finance the construction and/or expansion of the Greenway Water Treatment Plant, Beardsley Water Reclamation Facility, and Butler Water Reclamation Facility, as well as other water and wastewater projects. Schedule 8 in the Annual Program Budget for FY 2015 shows the original issue amount, outstanding principal amount, and debt service requirements for the city’s general obligation bonds. Schedule 8 in the Annual Program Budget for FY 2015 shows the original issue amount, outstanding principal amount, and debt service requirements for the city’s water and wastewater revenue bonds, including WIFA loan agreements. Revenue bonds helped pay for the Butler Drive Wastewater Reclamation Facility, the city’s largest ever capital project. Debt Policies. The Principles of Sound Financial Management include policies governing the use of revenue bonds:  Revenue bonds of the city will be analyzed carefully 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 to ensure the generation of sufficient revenues to meet debt service requirements, compliance with existing bond covenants, and to protect the bondholders. Revenue Bonds The city uses revenue bonds to support major capital improvements in its water and wastewater systems. Revenue bonds are secured by water and wastewater utility rate revenues rather than the full faith and credit of the city. As such, revenue bonds typically carry a slightly higher interest rate than general obligation bonds. Like G.O. bonds, revenue bondfunded projects can only be undertaken if they have voter authorization from a citywide bond referendum.  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. 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  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. 205 City of Peoria FY 2015 Annual Program Budget Capital Projects  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. bonds are being repaid with the city’s transportation sales tax revenues. Schedule 8 in the Annual Program Budget for FY 2015 shows the original issue amount, outstanding principal amount, and debt service requirements for MDA bonds.  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. Municipal Development Authority 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. The newly renovated San Diego Padres clubhouse was financed with MDA bonds. 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 lease-rental payments that mirror the semi-annual interest and principal payments on the bonds. 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 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. 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 updated its 206 City of Peoria FY 2015 Annual Program Budget Capital Projects 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 and Olive Avenue, the Grand Avenue widening, and pavement preservation projects in various locations. Federal Congestion Mitigation and Air Quality (CMAQ) money paid for almost 100 percent of the construction costs for the 84th Avenue streetscape and the 91st and Olive 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. development fees to conform with the revised requirements of Arizona’s development fee enabling legislation. The updated fees, approved by the City Council on May 6, 2014, will take effect August 1, 2014. Whatever the result, the new fee program is certain to have implications for the future of Peoria’s Capital Improvement Program. 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 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. Grant and Intergovernmental Revenues Federal dollars paid for much of the Beardsley Road Connector project, which provided enhanced freeway access for residents living in the northern reaches of Peoria. 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 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. Over the last few years, Peoria has been very successful in securing or advancing outside funding for transportation projects. Nearly $70 million in 207 City of Peoria FY 2015 Annual Program Budget Capital Projects Transportation Sales Tax Road; the west half-street improvements to 103rd Avenue between Northern and Olive avenues; and noise and speed mitigation along Deer Valley Road. 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. County Transportation Sales Tax (Prop. 400 Reimbursements) On November 2, 2004, Maricopa County voters approved Proposition 400, which authorized a 20year 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. 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. 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, intersection improvements along 75th Avenue at Peoria Avenue and Cactus Road; 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 Program, 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 The city was reimbursed almost $21 million for its Happy Valley Road project through Maricopa County’s Arterial Life Cycle Program. Peoria has five projects in the arterial component of the RTP, known as the Arterial Life Cycle Program, or ALCP: Lake Pleasant Parkway, Happy Valley Road, the Beardsley Connector, 75th Avenue and Thunderbird Road intersection improvements, and the widening of 83rd Avenue from Butler Drive to Mountain View Road. Regional revenues have been allocated to each of these projects, and the city is required to match these revenues with a 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 208 City of Peoria FY 2015 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. 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. 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. The newly renovated Seattle Mariners clubhouse was financed with MDA bonds. 209 Capital Improvement Program FY 2015-2024 Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 1000 - General $1,807,959 $548,046 $0 $0 $0 $234,000 $2,590,005 $378,650 $227,250 $227,250 $0 $0 $0 $833,150 $2,875,000 $2,100,000 $0 $0 $0 $0 $4,975,000 1970 - Municipal Office Complex Rsv $330,750 $170,000 $170,000 $170,000 $170,000 $850,000 $1,860,750 2002 - Sports Complex Imp Reserve $345,170 $0 $0 $0 $0 $0 $345,170 $13,876,074 $3,413,259 $8,786,327 $3,849,317 $5,511,726 $6,797,818 $42,234,521 $7,554,121 $0 $0 $0 $0 $0 $7,554,121 1210 - Half Cent Sales Tax 1900 - Economic Development 2050 - Water 2161 - Water Expansion Total 2162 - Water Expansion Post 1/1/12 $0 $89,374 $2,316,803 $5,088,119 $9,000 $366,700 $7,869,996 2163 - Water Exp. S. of Bell $0 $3,000 $299,707 $89,348 $591,156 $314,288 $1,297,499 2164 - Water Exp. N. of Bell $1,628,012 $1,836,262 $3,970,782 $9,498,025 $5,143,434 $12,556,664 $34,633,179 $700,000 $509,176 $483,286 $457,395 $431,505 $0 $2,581,362 2168 - Water Resource Fees - Post 1/12/12 2222 - W/S Rev Bonds (Wtr) $0 $0 $0 $43,809,524 $44,577,320 $0 $88,386,843 $5,542,170 $5,661,132 $2,339,033 $3,391,788 $8,884,850 $20,454,154 $46,273,127 2453 - Prp W/S Rev Bonds 2003 (WW) $0 $0 $0 $0 $0 $31,694,078 $31,694,078 2506 - Wastewater Exp. E. of Agua Fria $0 $1,616,391 $205,503 $25,283 $225,552 $738,350 $2,811,079 2400 - Wastewater 2507 - Wastewater Exp. W. of Agua Fria 2509 - Wastewater Expansion Post 1/1/12 2510 - Wastewater Expansion $0 $972,781 $307,766 $1,158,081 $398,352 $1,394,775 $4,231,755 $517,047 $1,400,000 $0 $75,000 $0 $0 $1,992,047 $1,504,630 $0 $0 $0 $0 $0 $1,504,630 2590 - Commercial Solid Waste $11,115 $69,217 $0 $0 $0 $250,000 $330,332 2600 - Residential Solid Waste $39,880 $248,341 $0 $0 $0 $600,000 $888,221 2650 - Solid Waste Expansion $0 $0 $0 $0 $0 $250,000 $250,000 $304,800 $0 $0 $0 $0 $0 $304,800 4150 - Capital Projects $2,783,581 $0 $0 $0 $0 $0 $2,783,581 4210 - GO Bonds 2007 $726,401 $0 $0 $0 $0 $0 $726,401 4220 - GO Bonds 2009 $1,489,350 $0 $0 $0 $0 $0 $1,489,350 4232 - MDA Bonds 2012 $6,819,135 $0 $0 $0 $0 $0 $6,819,135 3400 - IT Reserve 4233 - Proposed MDA Bonds $30,300,000 $0 $0 $0 $0 $0 $30,300,000 4240 - GO Bonds 2010 $1,350,870 $0 $0 $0 $0 $0 $1,350,870 4250 - GO Bonds 2012 $538,631 $0 $0 $0 $0 $0 $538,631 4251 - Proposed GO Bonds $7,560,519 $0 $0 $0 $0 $0 $7,560,519 4550 - County Transportation Tax $2,113,186 $3,994,187 $850,102 $0 $0 $15,288,000 $22,245,475 4810 - Outside Sources $5,403,048 $1,395,789 $4,600,157 $3,914,402 $0 $0 $15,313,396 $0 $2,032,430 $5,024,722 $28,523,374 $2,862,561 $26,293,652 $64,736,739 7000 - Highway User $5,374,575 $2,586,720 $3,417,900 $3,942,090 $3,421,183 $14,724,736 $33,467,204 7001 - Streets Dev Zone 1 $1,323,404 $0 $0 $0 $0 $0 $1,323,404 7002 - Streets Dev Zone 2 $5,600 $0 $0 $0 $0 $0 $5,600 $2,408,100 $823,150 $10,605,000 $0 $0 $6,552,000 $20,388,250 4970 - Proposed GO Bonds 7008 - Streets Dev Zone 1 Post 210 Capital Improvement Program FY 2015-2024 Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total 7010 - Transportation Sales Tax $25,607,576 $6,413,273 $7,234,956 $6,539,002 $3,005,050 $25,421,750 $74,221,607 7901 - Neighborhood Park Dev Zone 1 $861,336 $0 $0 $0 $0 $0 $861,336 7904 - Neighborhood Park Dev Zone 2 $0 $0 $0 $0 $60,200 $0 $60,200 7906 - Neighborhood Park Dev Zone 1 $543,664 $0 $0 $0 $60,200 $0 $603,864 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $0 $0 $0 $1,100,448 $2,572,948 $0 $3,673,396 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 $0 $0 $0 $0 $60,200 $0 $60,200 7909 - Intersection Dev Zone 2 - Post $0 $0 $0 $0 $2,500 $23,000 $25,500 7910 - Citywide Park/Rec Facility Dev $0 $0 $0 $0 $27,333 $54,666 $81,999 7911 - Community Park Dev Fee - Post $500,000 $0 $1,600,000 $33,126 $250,000 $3,300,000 $5,683,126 $2,053,816 $0 $0 $0 $0 $0 $2,053,816 $686,423 $0 $0 $0 $0 $0 $686,423 7915 - Open Space Dev 7920 - River Corridors & Trails Dev 7930 - Law Enforcement Dev $7,918,426 $0 $0 $0 $0 $0 $7,918,426 7931 - Law Enforcement Dev - Post 1/1/12 $1,413,654 $500,000 $0 $0 $0 $0 $1,913,654 7935 - Fire & Emergency Svc Dev $0 $0 $166,500 $1,382,477 $0 $0 $1,548,977 7936 - Fire & Emergency Svc Dev Post $0 $0 $0 $0 $4,674,257 $0 $4,674,257 $145,196,673 $36,609,779 $52,605,796 $113,046,797 $82,939,327 $168,158,630 $598,557,001 Total 211 City of Peoria FY 2015 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 2015 capital budget includes funding for a Neighborhood Drainage program to identify areas with minor drainage issues and provide for the investigation, evaluation and, where appropriate, implementation of drainage solutions. Drainage Total ‐$16,122,900 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY 15 FY 16 FY 17 FY 18 FY 19 212 FY 20 FY 21 FY 22 FY 23 FY 24 Drainage Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $50,000 $0 $0 $0 $0 $0 $50,000 4220 - GO Bonds 2009 $225,000 $0 $0 $0 $0 $0 $225,000 4240 - GO Bonds 2010 $178,000 $0 $0 $0 $0 $0 $178,000 4251 - Proposed GO Bonds $297,000 $0 $0 $0 $0 $0 $297,000 4810 - Outside Sources $110,000 $0 $0 $0 $0 $0 $110,000 $0 $658,500 $1,645,972 $0 $172,400 $12,786,028 $15,262,900 $860,000 $658,500 $1,645,972 $0 $172,400 $12,786,028 $16,122,900 1000 - General 4970 - Proposed GO Bonds Total - Drainage 213 Total Drainage 81st Ave - Varney Pk Drainage Solution Project Number: EN00482 Council District: Acacia Project Location: 81st Ave; Cherry Ln to Roosevelt Dr This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, construction and construction administration for the construction of the drainage facilities on 81st Av between Roosevelt St and Cherry Hills Dr and within the Varney Park required to intercept and collect storm run-off. The improvements will include: construction of a wide valley gutter and scuppers on 81st Av, a basin on the Varney Park and spillway to allow the run-off to flow from 81st Av to the park basin. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design GO Bonds 2009 Base $25,000 $0 $0 $0 $0 $0 $25,000 CO-Construc GO Bonds 2009 Base $200,000 $0 $0 $0 $0 $0 $200,000 $225,000 $0 $0 $0 $0 $0 $225,000 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total 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 Av from Hatcher Road to Monroe Street and along Mountain View Road from 87th Av to 85th Av. 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, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Proposed GO Bonds Base $0 $0 $0 $0 $0 $403,648 $403,648 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,004,152 $2,004,152 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $61,200 $61,200 AT-Arts Base $0 $0 $0 $0 $0 $33,078 $33,078 $0 $0 $0 $0 $0 $2,502,078 $2,502,078 FY 20-24 Total Proposed GO Bonds Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Non-Pers OPS $0 $0 $0 $0 $0 $11,400 $11,400 Total Operating Impacts $0 $0 $0 $0 $0 $11,400 $11,400 214 Drainage Beardsley Rd Channel Improvements Project Number: PW00112 Council District: Willow Project Location: Beardsley Rd drainage ditch from Lake Pleasant Rd to 107th Av Lining This project will be an extension of the Union Hills Channel EN00137. The project will be to re-shape existing Beardsley Description: Channel from 99th Av to 111th Av by cut & filling. The project will include 8' wide sidewalk, install two (2) parallel 60" storm drain pipes from 99th Av to 111th Av. Local storm drain connections will be made with storm drains, catch basins scuppers and swales. Landscape and landscape irrigation will be installed. The City will continue efforts for cost participation from the Flood Control District of Maricopa County identified through a previous request for their participation in their respective Capital Improvement Program. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Proposed GO Bonds Base $0 $0 $0 $0 $0 $400,000 $400,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $4,100,000 $4,100,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $230,000 $230,000 AT-Arts Base $0 $0 $0 $0 $0 $45,000 $45,000 $0 $0 $0 $0 $0 $4,775,000 $4,775,000 Proposed GO Bonds Total Budget MOC Concrete Wash Down Pads Project Number: PW00020 Council District: Acacia Project Location: MOC Yard City operations at the site include the wash down of equipment including solid waste vehicles, handling of sweeper spoils, lawn Description: tractors and various other activities that generate substances that are not permitted to enter the storm water system. These activities also result in mud and debris which need to be removed in an efficient and environmental manner. This project will provide for a contained area to collect and remove materials. The result will be one designated wash area for all operations at the site combined with space for disposal and handling of sweeper spoils that meet all environmental regulations. Staff will be seeking grant sources to fund this project. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study Outside Sources Base $10,000 $0 $0 $0 $0 $0 $10,000 DS-Design Outside Sources Base $15,000 $0 $0 $0 $0 $0 $15,000 CO-Construc Outside Sources Base $85,000 $0 $0 $0 $0 $0 $85,000 $110,000 $0 $0 $0 $0 $0 $110,000 Total Budget FY 2015 FY 2016 215 FY 2017 FY 2018 FY 2019 FY 20-24 Total 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 Av, to reduce the impact of the storm water reaching and overwhelming the 91st Av 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, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Proposed GO Bonds Base $0 $0 $0 $0 $0 $150,000 $150,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,055,000 $1,055,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $66,000 $66,000 AT-Arts Base $0 $0 $0 $0 $0 $12,050 $12,050 $0 $0 $0 $0 $0 $1,283,050 $1,283,050 FY 20-24 Total Proposed GO Bonds Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Non-Pers OPS $0 $0 $0 $0 $0 $7,000 $7,000 Total Operating Impacts $0 $0 $0 $0 $0 $7,000 $7,000 Neighborhood Drainage Program Project Number: EN00458 Council District: Multiple Project Location: Citywide This program will identify areas with minor drainage issues and provide for the investigation and evaluation of drainage solutions, Description: coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility coordination, utility relocation and extensions, as determined, materials testing, construction and construction administration. The improvements may include, but are not limited to, installing drywells, connecting pipes and inlets to the adjacent storm drain systems, re-grading to improve the function of the storm water system or modifying connector pipes and inlets. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Budget by Fiscal Year Carryover / Base FY 2015 CO-Construc Proposed GO Bonds Base $297,000 $0 $0 $0 $0 $0 CO-Construc General Base $50,000 $0 $0 $0 $0 $0 $50,000 $347,000 $0 $0 $0 $0 $0 $347,000 Category Funding Source Total Budget FY 2016 216 FY 2017 FY 2018 FY 2019 FY 20-24 Total $297,000 Drainage New River & Jomax Road Concrete Box Culvert Project Number: EN00354 Council District: Mesquite Project Location: New River and Jomax Rd The project is for the hydrologic study, design, coordination with adjacent property owners, public involvement, right-of-way Description: acquisition, utility coordination, utility relocation and extensions, as determined, materials testing, construction and construction administration for an additional box culvert crossing for New River at Jomax Road. The roadway will be resurfaced in the immediate vicinity of the area disturbed for constructing the crossing. Earthwork, to direct drainage into the crossing, will be necessary both up and down stream of the crossing. The landscaping, sidewalks and streetlights will be restored. Permits for work in the Floodplain, 404 and off-site will be applied for and obtained. FEMA floodplain approvals and map changes will also be necessary. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) for design and construction, and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source SY-Study Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Proposed GO Bonds Base $0 $0 $0 $0 $0 $78,000 LA-Land Acq Proposed GO Bonds Base $0 $0 $0 $0 $0 $32,000 $32,000 DS-Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $485,000 $485,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,800,000 $2,800,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $75,600 $75,600 $0 $0 $0 $0 $0 $3,470,600 $3,470,600 FY 20-24 Total Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $78,000 Non-Pers OPS $0 $0 $0 $0 $0 $480 $480 Total Operating Impacts $0 $0 $0 $0 $0 $480 $480 217 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 Av to 95th Av 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, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Project costs will be split 50/50 with the Flood Control District. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Proposed GO Bonds Base $0 $0 $0 $0 $160,000 $0 $160,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $730,000 $730,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $10,800 $18,000 $28,800 AT-Arts Base $0 $0 $0 $0 $1,600 $7,300 $8,900 $0 $0 $0 $0 $172,400 $755,300 $927,700 Proposed GO Bonds Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 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 $66,000 218 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 Av and Union Hills Drive. The improvements will reduce the impact of the stormwater reaching and overwhelming the roadway, particularly the intersection at 107th Av 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 Category Funding Source Carryover / Base FY 2015 DS-Design GO Bonds 2010 Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $178,000 $0 $0 $0 $0 $0 $178,000 CO-Construc Proposed GO Bonds Base $0 $651,915 $1,605,913 $0 $0 $0 $2,257,828 CB-Chargeba Proposed GO Bonds Base $0 $0 $24,000 $0 $0 $0 $24,000 AT-Arts Base $0 $6,585 $16,059 $0 $0 $0 $22,644 $178,000 $658,500 $1,645,972 $0 $0 $0 $2,482,472 Proposed GO Bonds Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $0 $240,000 $240,000 $960,000 $1,440,000 Total Operating Impacts $0 $0 $0 $240,000 $240,000 $960,000 $1,440,000 219 City of Peoria FY 2015 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 2015 projects include a business incubator for biomedical 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 ‐ $49,983,828 $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 $0 FY 15 FY 16 FY 17 FY 18 FY 19 220 FY 20 FY 21 FY 22 FY 23 FY 24 Economic Development Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $425,328 $0 $0 $0 $0 $0 $425,328 $2,875,000 $2,100,000 $0 $0 $0 $0 $4,975,000 2050 - Water $693,073 $0 $0 $0 $0 $0 $693,073 2400 - Wastewater $393,832 $0 $0 $0 $0 $0 $393,832 $2,783,581 $0 $0 $0 $0 $0 $2,783,581 $30,000,000 $0 $0 $0 $0 $0 $30,000,000 4550 - County Transportation Tax $1,514,419 $3,585,500 $0 $0 $0 $0 $5,099,919 7008 - Streets Dev Zone 1 Post $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 $44,298,328 $5,685,500 $0 $0 $0 $0 $49,983,828 1000 - General 1900 - Economic Development 4150 - Capital Projects 4233 - Proposed MDA Bonds 221 Total 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 Category Funding Source Other Economic Development Carryover / Base FY 2015 FY 2016 Base $1,600,000 $1,600,000 $0 $0 $0 $0 $3,200,000 $1,600,000 $1,600,000 $0 $0 $0 $0 $3,200,000 Total Budget FY 2017 FY 2018 FY 2019 FY 20-24 Total 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 (EDIIP) 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. This funding is a reserve for the HELP loan funding. Budget by Fiscal Year Category Funding Source Other Economic Development Carryover / Base FY 2015 FY 2016 Base $500,000 $500,000 $0 $0 $0 $0 $1,000,000 $500,000 $500,000 $0 $0 $0 $0 $1,000,000 Total Budget FY 2017 FY 2018 FY 2019 FY 20-24 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 CO-Construc Proposed MDA Bonds Carryover / Base Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $30,000,000 $0 $0 $0 $0 $0 $30,000,000 $30,000,000 $0 $0 $0 $0 $0 $30,000,000 222 Economic Development P83 Entertainment District Improvements Project Number: ED00002 Council District: Willow Project Location: 83rd Avenue South of Bell Road This project is for final design and construction of a pedestrian crossing on 83rd Av including a HAWK signal, way finding Description: signage, monument signage, lighting, and landscaping on 83rd Av, Arrowhead Fountain Center, and Paradise Lane from 83rd Av to 75th Av. The phases of the project will expand the theme and elements to various areas within the P83 Entertainment District to make this an entertainment destination with a pedestrian-friendly, vibrant streetscape. The various phases of the project will include paving, concrete, landscaping, lighting, signage, aesthetics, utility relocations, right-of-way acquisition, public involvement, and drainage. Budget by Fiscal Year Carryover / Base FY 2015 Carryover $425,328 $0 $0 $0 $0 $0 Base $450,000 $0 $0 $0 $0 $0 $450,000 CO-Construc County Transportation T Base $1,514,419 $3,550,000 $0 $0 $0 $0 $5,064,419 CO-Construc Capital Projects Base $2,333,581 $0 $0 $0 $0 $0 $2,333,581 AT-Arts Base $0 $35,500 $0 $0 $0 $0 $35,500 $4,723,328 $3,585,500 $0 $0 $0 $0 $8,308,828 FY 2015 FY 2016 Category Funding Source DS-Design General DS-Design Capital Projects County Transportation T Total Budget Operating Impacts Non-Pers OPS Total Operating Impacts FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total $425,328 Total $0 $30,000 $30,000 $60,000 $30,000 $210,000 $360,000 $0 $2,000 $2,000 $2,000 $2,000 $160,000 $168,000 $0 $30,000 $30,000 $60,000 $30,000 $210,000 $528,000 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 Category Funding Source Other Economic Development Carryover / Base FY 2015 Base $775,000 $0 $0 $0 $0 $0 $775,000 $775,000 $0 $0 $0 $0 $0 $775,000 Total Budget FY 2016 223 FY 2017 FY 2018 FY 2019 FY 20-24 Total Economic Development 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 Greater Phoenix Economic Council (GPEC) Megasite 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 2015 Transportation Sales Tax Carryover $230,000 $0 $0 $0 $0 $0 $230,000 Wastewater Carryover $393,832 $0 $0 $0 $0 $0 $393,832 Construction Water Carryover $693,073 $0 $0 $0 $0 $0 $693,073 Construction Transportation Sales Tax Carryover $2,983,095 $0 $0 $0 $0 $0 $2,983,095 Construction Streets Dev Zone 1 Post Carryover $2,400,000 $0 $0 $0 $0 $0 $2,400,000 Total Budget $6,700,000 $0 $0 $0 $0 $0 $6,700,000 Category Funding Source Design Construction Operating Impacts Total Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total $0 $200,000 $200,000 $200,000 $200,000 $800,000 $1,600,000 $0 $200,000 $200,000 $200,000 $200,000 $800,000 $1,600,000 224 City of Peoria FY 2015 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 safety upgrades to the Public Safety Administration Building, replacement of network infrastructure at locations around the city, radio infrastructure upgrades, a transit park-and-ride lot and transit center, and renovations to the Main Library and the Council Chambers. Operational Facilities Total ‐ $28,387,342 $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 FY 15 FY 16 FY 17 FY 18 FY 19 225 FY 20 FY 21 FY 22 FY 23 FY 24 Operational Facilities Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $979,188 $276,546 $0 $0 $0 $0 $1,255,734 $13,650 $0 $0 $0 $0 $0 $13,650 $330,750 $170,000 $170,000 $170,000 $170,000 $850,000 $1,860,750 $28,170 $0 $0 $0 $0 $0 $28,170 $130,431 $28,061 $0 $0 $0 $0 $158,492 2161 - Water Expansion $28,796 $0 $0 $0 $0 $0 $28,796 2164 - Water Exp. N. of Bell $16,119 $0 $0 $0 $0 $0 $16,119 2400 - Wastewater $79,610 $7,015 $0 $0 $0 $0 $86,625 $5,119 $0 $0 $0 $0 $0 $5,119 2510 - Wastewater Expansion $12,124 $0 $0 $0 $0 $0 $12,124 2590 - Commercial Solid Waste $11,115 $69,217 $0 $0 $0 $0 $80,332 2600 - Residential Solid Waste $39,880 $248,341 $0 $0 $0 $0 $288,221 $304,800 $0 $0 $0 $0 $0 $304,800 4150 - Capital Projects $0 $0 $0 $0 $0 $0 $0 4210 - GO Bonds 2007 $107,257 $0 $0 $0 $0 $0 $107,257 4220 - GO Bonds 2009 $14,350 $0 $0 $0 $0 $0 $14,350 4232 - MDA Bonds 2012 $122,498 $0 $0 $0 $0 $0 $122,498 4233 - Proposed MDA Bonds $300,000 $0 $0 $0 $0 $0 $300,000 4240 - GO Bonds 2010 $50,280 $0 $0 $0 $0 $0 $50,280 4250 - GO Bonds 2012 $10,943 $0 $0 $0 $0 $0 $10,943 $1,264,867 $0 $0 $0 $0 $0 $1,264,867 4550 - County Transportation Tax $473,767 $408,687 $850,102 $0 $0 $0 $1,732,556 4810 - Outside Sources $179,383 $1,089,017 $4,117,812 $3,914,402 $0 $0 $9,300,614 $0 $0 $3,151,500 $252,500 $251,500 $6,087,370 $9,742,870 $587,733 $62,670 $0 $0 $0 $0 $650,403 7001 - Streets Dev Zone 1 $2,000 $0 $0 $0 $0 $0 $2,000 7002 - Streets Dev Zone 2 $5,600 $0 $0 $0 $0 $0 $5,600 7008 - Streets Dev Zone 1 Post $8,100 $0 $0 $0 $0 $0 $8,100 $733,443 $0 $0 $0 $0 $0 $733,443 7901 - Neighborhood Park Dev Zone 1 $25,000 $0 $0 $0 $0 $0 $25,000 7920 - River Corridors & Trails Dev $15,004 $0 $0 $0 $0 $0 $15,004 1000 - General 1210 - Half Cent Sales Tax 1970 - Municipal Office Complex Rsv 2002 - Sports Complex Imp Reserve 2050 - Water 2509 - Wastewater Expansion Post 1/1/12 3400 - IT Reserve 4251 - Proposed GO Bonds 4970 - Proposed GO Bonds 7000 - Highway User 7010 - Transportation Sales Tax 226 Total Operational Facilities Summary by Funding Source Fund Number and Name 7930 - Law Enforcement Dev 7931 - Law Enforcement Dev - Post 1/1/12 Total - Operational Facilities FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $157,871 $0 $0 $0 $0 $0 $157,871 $4,754 $0 $0 $0 $0 $0 $4,754 $6,042,602 $2,359,554 $8,289,414 $4,336,902 $421,500 $6,937,370 $28,387,342 227 Total Operational Facilities Arts Distribution FY2015 Project Number: AT02015 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 Category Funding Source Carryover / Base Arts GO Bonds 2009 Base $2,250 $0 $0 $0 $0 $0 $2,250 Arts Half Cent Sales Tax Base $3,650 $0 $0 $0 $0 $0 $3,650 Arts Municipal Office Compl Base $750 $0 $0 $0 $0 $0 $750 Arts Sports Complex Imp Res Base $3,170 $0 $0 $0 $0 $0 $3,170 Arts Water Base $60,932 $0 $0 $0 $0 $0 $60,932 Arts Water Expansion Base $28,796 $0 $0 $0 $0 $0 $28,796 Arts Water Exp. N. of Bell Base $16,119 $0 $0 $0 $0 $0 $16,119 Arts Wastewater Base $24,232 $0 $0 $0 $0 $0 $24,232 Arts Wastewater Expansion P Base $5,119 $0 $0 $0 $0 $0 $5,119 Arts Wastewater Expansion Base $12,124 $0 $0 $0 $0 $0 $12,124 Arts Commercial Solid Waste Base $110 $0 $0 $0 $0 $0 $110 Arts General Base $15,853 $0 $0 $0 $0 $0 $15,853 Arts GO Bonds 2007 Base $250 $0 $0 $0 $0 $0 $250 Arts Law Enforcement Dev - Base $4,754 $0 $0 $0 $0 $0 $4,754 Arts MDA Bonds 2012 Base $71,332 $0 $0 $0 $0 $0 $71,332 Arts Proposed MDA Bonds Base $300,000 $0 $0 $0 $0 $0 $300,000 Arts GO Bonds 2010 Base $3,680 $0 $0 $0 $0 $0 $3,680 Arts GO Bonds 2012 Base $3,928 $0 $0 $0 $0 $0 $3,928 Arts Proposed GO Bonds Base $38,876 $0 $0 $0 $0 $0 $38,876 Arts County Transportation T Base $43,480 $0 $0 $0 $0 $0 $43,480 Arts Outside Sources Base $31,170 $0 $0 $0 $0 $0 $31,170 Arts Highway User Base $52,288 $0 $0 $0 $0 $0 $52,288 Arts Transportation Sales Tax Base $149,637 $0 $0 $0 $0 $0 $149,637 Arts River Corridors & Trails Base $2,500 $0 $0 $0 $0 $0 $2,500 Arts Law Enforcement Dev Base $72,871 $0 $0 $0 $0 $0 $72,871 Arts Residential Solid Waste $395 $0 $0 $0 $0 $0 $395 $948,266 $0 $0 $0 $0 $0 $948,266 Base Total Budget FY 2015 FY 2016 228 FY 2017 FY 2018 FY 2019 FY 20-24 Total Operational Facilities 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 Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Proposed GO Bonds Base $0 $0 $0 $250,000 $0 $0 AT-Arts Base $0 $0 $0 $2,500 $0 $0 $2,500 $0 $0 $0 $252,500 $0 $0 $252,500 Proposed GO Bonds Total Budget $250,000 Chargeback Distribution FY2015 Project Number: CB02015 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 Carryover / Base Category Funding Source Chargebacks County Transportation T Base $21,600 $0 $0 $0 $0 $0 $21,600 Chargebacks Half Cent Sales Tax Base $10,000 $0 $0 $0 $0 $0 $10,000 Chargebacks Sports Complex Imp Res Base $25,000 $0 $0 $0 $0 $0 $25,000 Chargebacks Water Base $65,038 $0 $0 $0 $0 $0 $65,038 Chargebacks Wastewater Base $54,262 $0 $0 $0 $0 $0 $54,262 Chargebacks GO Bonds 2007 Base $107,007 $0 $0 $0 $0 $0 $107,007 Chargebacks GO Bonds 2009 Base $12,100 $0 $0 $0 $0 $0 $12,100 Chargebacks MDA Bonds 2012 Base $51,166 $0 $0 $0 $0 $0 $51,166 Chargebacks GO Bonds 2010 Base $46,600 $0 $0 $0 $0 $0 $46,600 Chargebacks General Base $14,441 $0 $0 $0 $0 $0 $14,441 Chargebacks Proposed GO Bonds Base $233,991 $0 $0 $0 $0 $0 $233,991 Chargebacks Law Enforcement Dev Base $85,000 $0 $0 $0 $0 $0 $85,000 Chargebacks Outside Sources Base $98,048 $0 $0 $0 $0 $0 $98,048 Chargebacks Highway User Base $25,481 $0 $0 $0 $0 $0 $25,481 Chargebacks Streets Dev Zone 1 Base $2,000 $0 $0 $0 $0 $0 $2,000 Chargebacks Streets Dev Zone 2 Base $5,600 $0 $0 $0 $0 $0 $5,600 Chargebacks Streets Dev Zone 1 Post Base $8,100 $0 $0 $0 $0 $0 $8,100 Chargebacks Transportation Sales Tax Base $583,806 $0 $0 $0 $0 $0 $583,806 Chargebacks Neighborhood Park Dev Base $25,000 $0 $0 $0 $0 $0 $25,000 Chargebacks River Corridors & Trails Base $12,504 $0 $0 $0 $0 $0 $12,504 Chargebacks GO Bonds 2012 Base $7,015 $0 $0 $0 $0 $0 $7,015 $1,493,759 $0 $0 $0 $0 $0 $1,493,759 Total Budget FY 2015 FY 2016 229 FY 2017 FY 2018 FY 2019 FY 20-24 Total Operational Facilities City Parks Parking Lots - Asphalt Replacement Project Number: PW00995 Council District: Various Project Location: Various locations This program is for the systematic repair of asphalt and concrete deterioration and for pavement preservation. Work includes the Description: application of rubber seal overlay (TRMSS), and restriping city park parking lots 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 Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Proposed GO Bonds Base $0 $0 $150,000 $0 $150,000 $325,000 $625,000 CO-Construc Proposed GO Bonds Base $125,000 $0 $0 $0 $0 $0 $125,000 AT-Arts Base $0 $0 $1,500 $0 $1,500 $3,250 $6,250 $125,000 $0 $151,500 $0 $151,500 $328,250 $756,250 Proposed GO Bonds Total Budget 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 FY15 we will be replacing 35 cameras at an average cost of $2,250 ($79,000), adding 4 new cameras to the Fleet Building at the MOC to provide additional security of the city’s fleet and $11,000 to replace switches, NVRs, and other components as they fail City wide. In addition during FY15 at the recommendation of the City Wide Security Committee a construction request in the amount of $45,000 is included to replace 300 feet of structural wall along the north side of the MOC site. The purpose is to increase the height of the wall to provide enhanced security at the site. Budget by Fiscal Year Carryover / Base FY 2015 EQ-Equipme General Base $100,000 $0 $0 $0 $0 $0 CO-Construc General Base $35,000 $0 $0 $0 $0 $0 $35,000 $135,000 $0 $0 $0 $0 $0 $135,000 Category Funding Source Total Budget FY 2016 230 FY 2017 FY 2018 FY 2019 FY 20-24 Total $100,000 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. The following are a list of projects planned for FY 2015: - Country Meadows & Kiwanis Park Tennis Court Repairs ($75,000) - Basketball Court Resurfacing at Varney & Deer Village ($40,000) - Paseo Verde Shade Canopy & Basketball Courts ($60,000) - Recycle Receptacles Year 2 ($15,000) - Retention Basin Improvements - 89th Av & Charleston East/West ($50,000) - Retention Basin Improvements - Deer Valley Rd & 107th Av ($30,000) - Sweetwater Park Improvements ($74,000) - Playground Tot Turf Replacement at Sunrise Family Center ($36,000) - Rio Vista Community Park & Recreation Center Amenity Enhancements ($150,000) - Active Turf Area Enhancements at West Wing, Terramar, and Parkridge ($60,000) - ROW Landscaping Quick Response ($30,000) - ROW Landscaping - Lake Pleasant Pkwy 95th Av to Williams Rd ($15,000) - City Hall Campus Landscape Renovations ($15,000) - Old Carefree Hwy Roadway Improvements ($90,000) - 91st Av & Deer Valley Rd Intersection ($70,000) - 107th Av; Union Hills Dr to Wikie-Up Ln ($185,000) - Neighborhood Traffic Management Program ($30,000) - Pedestrian Safety, Bicycle Infrastructure, and Misc. Signing/Striping ($50,000) - Quick Response Projects ($75,000) Budget by Fiscal Year Carryover / Base FY 2015 CO-Construc Highway User Base $500,000 $0 $0 $0 $0 $0 CO-Construc General Base $650,000 $0 $0 $0 $0 $0 $650,000 $1,150,000 $0 $0 $0 $0 $0 $1,150,000 Category Funding Source Total Budget FY 2016 231 FY 2017 FY 2018 FY 2019 FY 20-24 Total $500,000 Operational Facilities Facilities Replacement (Key Support Systems) Project Number: PW00050 Council District: All Project Location: City Wide In Description: FY2013, the Facilities Division conducted an assessment of the condition of several buildings owned by the City of Peoria. The goal of this assessment report was to gather information to evaluate condition and expected life of each asset. The purpose of this project is to identify ongoing funding for replacement of functional components of building systems when they fail or are in need of replacement as identified in the assessment report. Included are any components that are part of mechanical systems or infrastructure that are key to the effective and safe operation of City buildings. (HVAC, Plumbing, life safety systems, roofing). Elements covered by this request are not anticipated as part of the routine maintenance and therefore is not in the division's operating budget. Funding is intended to provide an equalized funding source to help implement the program in a manner that can be managed with current resources. A request in the amount of $160,000 is being made in FY15 to replace the HVAC control system in the Main Library. This system controls pumps (2), air handlers (4), variable air volume units (68), and gives us the ability to schedule, control, troubleshoot, and operate remotely. Budget by Fiscal Year Category Funding Source EQ-Equipme Municipal Office Compl Carryover / Base FY 2015 Base $255,000 $95,000 $95,000 $95,000 $95,000 $475,000 $1,110,000 $255,000 $95,000 $95,000 $95,000 $95,000 $475,000 $1,110,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Facilities Replacement-General Condition Elements Project Number: PW00060 Council District: City Wide Project Location: City Wide In Description: FY2013, the Facilities Division conducted an assessment of the condition of several buildings owned by the City of Peoria. The goal of this assessment report was to gather information to evaluate condition and expected life of each asset. The purpose of this project is to identify ongoing funding for replacement of functional components of building systems when they fail or are in need of replacement as identified in the assessment report. Included are elements of City owned buildings including flooring and paint, other finishes, or any general type elements of buildings that become worn from normal use. Items covered by this request are not anticipated as part of the routine maintenance and therefore are not in the division's operating budget. Funding is intended to provide an equalized funding source to help implement the program in a manner that can be managed with current resources. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Municipal Office Compl Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 $750,000 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 $750,000 232 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. Currently system assessment study which include the entire fuel system, including software, electrical, tanks, turbines, dispensers, etc. is being conducted. The remaining portion of this project is to provide for design in FY 2015 (based on assessment study findings), and construction in FY 2016. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study General Carryover $9,925 $0 $0 $0 $0 $0 $9,925 DS-Design Wastewater Base $1,116 $0 $0 $0 $0 $0 $1,116 DS-Design Highway User Base $9,964 $0 $0 $0 $0 $0 $9,964 DS-Design General Base $43,969 $0 $0 $0 $0 $0 $43,969 DS-Design Residential Solid Waste Base $39,485 $0 $0 $0 $0 $0 $39,485 DS-Design Water Base $4,461 $0 $0 $0 $0 $0 $4,461 DS-Design Commercial Solid Waste Base $11,005 $0 $0 $0 $0 $0 $11,005 CO-Construc Water Base $0 $27,783 $0 $0 $0 $0 $27,783 CO-Construc Wastewater Base $0 $6,946 $0 $0 $0 $0 $6,946 CO-Construc General Base $0 $273,808 $0 $0 $0 $0 $273,808 CO-Construc Commercial Solid Waste Base $0 $68,532 $0 $0 $0 $0 $68,532 CO-Construc Residential Solid Waste Base $0 $245,882 $0 $0 $0 $0 $245,882 CO-Construc Highway User Base $0 $62,050 $0 $0 $0 $0 $62,050 AT-Arts Residential Solid Waste Base $0 $2,459 $0 $0 $0 $0 $2,459 AT-Arts Wastewater Base $0 $69 $0 $0 $0 $0 $69 AT-Arts Highway User Base $0 $621 $0 $0 $0 $0 $621 AT-Arts Water Base $0 $278 $0 $0 $0 $0 $278 AT-Arts General Base $0 $2,738 $0 $0 $0 $0 $2,738 AT-Arts Commercial Solid Waste $0 $685 $0 $0 $0 $0 $685 $119,925 $691,850 $0 $0 $0 $0 $811,775 Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Network Infrastructure Replacement - Butler WRF Project Number: IT00013 Council District: Acacia Project Location: Butler Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Butler Treatment Facility will require replacement in FY15 and FY20. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $93,800 $0 $0 $0 $0 $0 $93,800 $93,800 $0 $0 $0 $0 $0 $93,800 233 Operational Facilities Network Infrastructure Replacement - MOC Project Number: IT00014 Council District: Acacia Project Location: MOC Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Municipal Operations Center (MOC) will require replacement in FY15 and FY20. Budget by Fiscal Year Category Funding Source Carryover / Base EQ-Equipme IT Reserve Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $96,000 $0 $0 $0 $0 $0 $96,000 $96,000 $0 $0 $0 $0 $0 $96,000 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, FY21, and FY24. Budget by Fiscal Year Category Funding Source Carryover / Base EQ-Equipme IT Reserve Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $65,000 $0 $0 $0 $0 $0 $65,000 $65,000 $0 $0 $0 $0 $0 $65,000 Network Infrastructure Replacement-Sunrise Library Project Number: IT00025 Council District: Ironwood Project Location: Sunrise Library Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure equipment at Sunrise Mountain Library will require replacement in FY15 and FY20. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $50,000 $0 $0 $0 $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $50,000 234 Operational Facilities 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 Carryover / Base CO-Construc General Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $50,000 $0 $0 $0 $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $50,000 Peoria Transit Center Project Number: PW00325 Council District: Acacia Project Location: TBD The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a transit center located in Description: Peoria. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Outside Sources Base $50,165 $0 $0 $0 $0 $0 $50,165 LA-Land Acq Outside Sources Base $0 $782,876 $0 $0 $0 $0 $782,876 DS-Design Outside Sources Base $0 $156,575 $0 $0 $0 $0 $156,575 CO-Construc Outside Sources Base $0 $0 $1,559,505 $0 $0 $0 $1,559,505 CB-Chargeba Outside Sources Base $0 $20,000 $43,225 $0 $0 $0 $63,225 $50,165 $959,451 $1,602,730 $0 $0 $0 $2,612,346 Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $0 $125,000 $125,000 $625,000 $875,000 Total Operating Impacts $0 $0 $0 $125,000 $125,000 $625,000 $875,000 235 Operational Facilities Police Evidence and Impound Eval and Expansion Project Number: PW00070 Council District: Acacia Project Location: TBD The purpose of this request is to address the need for additional Impound and Evidence storage. The current impound space at the Description: MOC is currently over 80% for capacity and evidence storage at the PSAB is over 80% full. This project will review practices and determine future space needs for both elements. Budget by Fiscal Year Category Funding Source SY-Study General Carryover / Base Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $0 $0 $0 $0 $60,000 PSAB Security Enhancements Project Number: PD00018 Council District: Acacia Project Location: 83rd Avenue and Cinnabar/PSAB Building This project will reconfigure the lobby of the Public Safety Administration Building to better meet the needs of the public and to Description: enhance building access control and security. 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. Budget by Fiscal Year Carryover / Base FY 2015 Proposed GO Bonds Carryover $152,000 $0 $0 $0 $0 $0 Proposed GO Bonds Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Proposed GO Bonds Carryover $670,000 $0 $0 $0 $0 $0 $670,000 Total Budget $852,000 $0 $0 $0 $0 $0 $852,000 Category Funding Source Design Construction Construction FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $152,000 Radio Infrastructure Replacements - RWC Upgrades Project Number: IT00024 Council District: Various Project Location: Citywide The Regional Wireless Consortium (RWC) will be upgrading and replacing equipment and software to remain in compliance 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 EQ-Equipme County Transportation T Carryover / Base FY 2015 FY 2016 FY 2017 Base $408,687 $408,687 $850,102 $0 $0 $0 $1,667,476 $408,687 $408,687 $850,102 $0 $0 $0 $1,667,476 Total Budget 236 FY 2018 FY 2019 FY 20-24 Total Operational Facilities 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 EQ-Equipme Proposed GO Bonds Carryover / Base Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $0 $0 $3,000,000 $0 $0 $0 $3,000,000 $0 $0 $3,000,000 $0 $0 $0 $3,000,000 Renovate Council Chambers Project Number: PW00510 Council District: Acacia Project Location: Municipal Office Complex The Peoria City Council Chambers was constructed in 1991. Periodic improvements have been made to the building since that Description: time, including the remodeling of the interior, replacement of audio visual equipment and the construction of ADA access ramps. Work will be done in FY 2015 to make modifications to existing equipment at the dais. Funding has been programmed in FY 2022 to renovate and/or replace building systems including mechanical systems; lighting system upgrades for energy efficiency; fire alarm system upgrades and interior and exterior painting. Execution of the project may be combined with the renovation of the Main Library for greatest efficiency. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total EQ-Equipme Proposed GO Bonds Base $15,000 $0 $0 $0 $0 $0 $15,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,280,000 $1,280,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $53,820 $53,820 AT-Arts Base $0 $0 $0 $0 $0 $12,800 $12,800 $15,000 $0 $0 $0 $0 $1,346,620 $1,361,620 Proposed GO Bonds Total Budget 237 Operational Facilities Renovate Main Library Project Number: PW00509 Council District: Acacia Project Location: Municipal Office Complex The purpose of this project is to evaluate, renovate and replace building systems in the City of Peoria Main Library. The library Description: was originally built in 1991. As such, at a minimum building renovation such as painting, mechanical system refurbish/replacement, lighting system upgrades for energy efficiency, IT infrastructure, and fire alarm system enhancements are necessary. However, in addition to such building improvements, it is critical that we evaluate the state of the library system based on current and anticipated needs. Clearly the functionality of the library has changed and will be changing as we rely more on digital media. Therefore, the project calls for a study to be conducted in FY 2015 to assess such needs and evaluate overall building systems status. Then major building components will be slated for renovation and potential replacement in FY 2019. Finally, some internal building infrastructure will be slated for modifications based on the study findings in FY 2024. It is important to note that the study identified in FY 2015 is intended to be an overview study. Then in FY 2023, the original study recommendations will be re-evaluated and finalized as part of the final design. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Proposed GO Bonds Base $0 $0 $0 $0 $100,000 $50,000 DS-Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $300,000 $300,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $4,000,000 $4,000,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $19,000 $19,000 AT-Arts Base $0 $0 $0 $0 $0 $43,500 $43,500 $0 $0 $0 $0 $100,000 $4,412,500 $4,512,500 Proposed GO Bonds Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $150,000 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 SY-Study FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Outside Sources Base $0 $129,566 $0 $0 $0 $0 $129,566 LA-Land Acq Outside Sources Base $0 $0 $2,138,675 $0 $0 $0 $2,138,675 DS-Design Outside Sources Base $0 $0 $376,407 $0 $0 $0 $376,407 CO-Construc Outside Sources Base $0 $0 $0 $3,914,402 $0 $0 $3,914,402 $0 $129,566 $2,515,082 $3,914,402 $0 $0 $6,559,050 FY 2017 FY 2018 Total Budget Operating Impacts FY 2015 FY 2016 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $0 $0 $150,000 $750,000 $900,000 Total Operating Impacts $0 $0 $0 $0 $150,000 $750,000 $900,000 238 City of Peoria FY 2015 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 2015 budget. These projects are in various stages of completion and include renovations to the 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 ‐ $64,694,412 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY 15 FY 16 FY 17 FY 18 FY 19 239 FY 20 FY 21 FY 22 FY 23 FY 24 Parks - Community Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $0 $0 $0 $27,866,874 $0 $0 $27,866,874 7911 - Community Park Dev Fee - Post $500,000 $0 $1,600,000 $33,126 $0 $0 $2,133,126 Total - Parks - Community $500,000 $0 $1,600,000 $27,900,000 $0 $0 $30,000,000 4970 - Proposed GO Bonds 240 Total Parks - Neighborhood Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $0 $0 $0 $0 $1,526,448 $3,588,198 $5,114,646 7901 - Neighborhood Park Dev Zone 1 $836,336 $0 $0 $0 $0 $0 $836,336 7906 - Neighborhood Park Dev Zone 1 $543,664 $0 $0 $0 $0 $0 $543,664 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $0 $0 $0 $1,100,448 $2,572,948 $0 $3,673,396 7909 - Intersection Dev Zone 2 - Post $0 $0 $0 $0 $2,500 $23,000 $25,500 7910 - Citywide Park/Rec Facility Dev $0 $0 $0 $0 $27,333 $54,666 $81,999 7911 - Community Park Dev Fee - Post $0 $0 $0 $0 $250,000 $3,300,000 $3,550,000 $1,380,000 $0 $0 $1,100,448 $4,379,229 $6,965,864 $13,825,541 4970 - Proposed GO Bonds Total - Parks - Neighborhood 241 Parks - Other Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 1000 - General $353,443 $271,500 $0 $0 $0 $0 $624,943 1210 - Half Cent Sales Tax $365,000 $227,250 $227,250 $0 $0 $0 $819,500 2002 - Sports Complex Imp Reserve $317,000 $0 $0 $0 $0 $0 $317,000 $6,696,637 $0 $0 $0 $0 $0 $6,696,637 4240 - GO Bonds 2010 $20,000 $0 $0 $0 $0 $0 $20,000 4810 - Outside Sources $208,611 $100,000 $0 $0 $0 $0 $308,611 4970 - Proposed GO Bonds $0 $0 $0 $0 $249,400 $0 $249,400 7904 - Neighborhood Park Dev Zone 2 $0 $0 $0 $0 $60,200 $0 $60,200 7906 - Neighborhood Park Dev Zone 1 $0 $0 $0 $0 $60,200 $0 $60,200 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 $0 $0 $0 $0 $60,200 $0 $60,200 $7,960,691 $598,750 $227,250 $0 $430,000 $0 $9,216,691 4232 - MDA Bonds 2012 Total - Parks - Other 242 Total Parks - Trails & Open Space Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 4210 - GO Bonds 2007 $363,844 $0 $0 $0 $0 $0 $363,844 4240 - GO Bonds 2010 $893,993 $0 $0 $0 $0 $0 $893,993 4250 - GO Bonds 2012 $527,688 $0 $0 $0 $0 $0 $527,688 4251 - Proposed GO Bonds $3,463,060 $0 $0 $0 $0 $0 $3,463,060 4970 - Proposed GO Bonds $0 $1,171,930 $0 $0 $0 $2,506,430 $3,678,360 $2,053,816 $0 $0 $0 $0 $0 $2,053,816 $671,419 $0 $0 $0 $0 $0 $671,419 $7,973,820 $1,171,930 $0 $0 $0 $2,506,430 $11,652,180 7915 - Open Space Dev 7920 - River Corridors & Trails Dev Total - Parks - Trails & Open Space 243 Total Parks - Community Northern Community Park Project Number: CS00059 Council District: Mesquite Project Location: BLM Land Adjacent to the Agua Fria River This is a request for the development of a community park in the Northern portion of Peoria. The initial financing is to fund a Description: study to analyze the most appropriate location for the next community park. The study will analyze access to the site, cultural sensitivity, necessary infrastructure, cultural resources and environmental issues, and preliminary cost estimates to address these issues. Once the study recommendation is approved by the City Council, future funding will be used for land acquisition ( if applicable), design, and construction and site improvements such as: lighted ball fields, playgrounds, picnic areas, open turf areas, dog park, restroom and concessions, future recreation center, maintenance facilities, and all associated amenities for parks. Budget by Fiscal Year Carryover / Base FY 2015 Community Park Dev Fe Base $500,000 $0 $0 $0 $0 $0 $500,000 Community Park Dev Fe Base $0 $0 $1,600,000 $0 $0 $0 $1,600,000 CO-Construc Community Park Dev Fe Base $0 $0 $0 $33,126 $0 $0 $33,126 CO-Construc Proposed GO Bonds Base $0 $0 $0 $27,866,874 $0 $0 $27,866,874 $500,000 $0 $1,600,000 $27,900,000 $0 $0 $30,000,000 FY 2017 FY 2018 Category Funding Source SY-Study DS-Design Total Budget Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 Total FY 20-24 Total Personal OPS $0 $0 $0 $512,777 $512,777 $2,563,885 $3,589,439 Non-Pers OPS $0 $0 $0 $487,223 $487,223 $2,436,115 $3,410,561 Total Operating Impacts $0 $0 $0 $512,777 $512,777 $2,563,885 $7,000,000 244 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 near the south side of Olive in the vicinity of 99th Av. This park is 15-20 acres and park Description: 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, lighted turf areas, etc. Land acquisition is dependent upon the willingness of the current owner to sell as future development occurs. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total LA-Land Acq Proposed GO Bonds Base $0 $0 $0 $0 $1,125,000 $0 DS-Design Proposed GO Bonds Base $0 $0 $0 $0 $350,000 $0 $350,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $3,515,250 $3,515,250 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $47,948 $47,948 $95,896 AT-Arts Base $0 $0 $0 $0 $3,500 $25,000 $28,500 $0 $0 $0 $0 $1,526,448 $3,588,198 $5,114,646 FY 2019 FY 20-24 Proposed GO Bonds Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 $1,125,000 Total Personal OPS $0 $0 $0 $0 $0 $192,000 $192,000 Non-Pers OPS $0 $0 $0 $0 $0 $152,000 $152,000 Capital OPS $0 $0 $0 $0 $0 $28,500 $28,500 Total Operating Impacts $0 $0 $0 $0 $0 $192,000 $372,500 Aloravita North Neighborhood Park Project Number: CS00155 Council District: Mesquite Project Location: North of Jomax Road, east of 75th Avenue This project includes land acquisition, design and construction of an 8-10 acre neighborhood park with typical amentities such as Description: playgrounds, picnic shelters, hard court areas such as basketball and/or tennis courts, landscaping, restroom, lighted turf areas, etc. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total LA-Land Acq NeighPkDevl Fees - Z2 Base $0 $0 $0 $800,000 $0 $0 $800,000 DS-Design NeighPkDevl Fees - Z2 Base $0 $0 $0 $250,000 $2,500,000 $0 $2,750,000 CB-Chargeba NeighPkDevl Fees - Z2 Base $0 $0 $0 $47,948 $47,948 $0 $95,896 AT-Arts Base $0 $0 $0 $2,500 $25,000 $0 $27,500 $0 $0 $0 $1,100,448 $2,572,948 $0 $3,673,396 FY 2018 FY 2019 NeighPkDevl Fees - Z2 Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 20-24 Total Personal OPS $0 $0 $0 $0 $0 $242,500 $242,500 Non-Pers OPS $0 $0 $0 $0 $0 $190,000 $190,000 Total Operating Impacts $0 $0 $0 $0 $0 $242,500 $432,500 245 Parks - Neighborhood 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 2015 Neighborhood Park Dev Carryover $543,664 $0 $0 $0 $0 $0 Neighborhood Park Dev Carryover $836,336 $0 $0 $0 $0 $0 $836,336 Total Budget $1,380,000 $0 $0 $0 $0 $0 $1,380,000 Category Funding Source Construction Construction Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 Personal OPS $33,500 $33,500 $33,500 $33,500 $33,500 Non-Pers OPS $15,000 $15,000 $15,000 $15,000 Total Operating Impacts $33,500 $33,500 $33,500 $33,500 FY 20-24 FY 20-24 Total $543,664 Total $134,000 $301,500 $15,000 $60,000 $135,000 $33,500 $134,000 $436,500 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. Typical amentities will include: playground, picnic shelters, restroom, parking lot, turf area, hard court surfacing. Etc. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $1,000,000 LA-Land Acq Community Park Dev Fe Base $0 $0 $0 $0 $0 $1,000,000 DS-Design Community Park Dev Fe Base $0 $0 $0 $0 $250,000 $0 $250,000 CO-Construc Community Park Dev Fe Base $0 $0 $0 $0 $0 $2,300,000 $2,300,000 CB-Chargeba Citywide Park/Rec Facil Base $0 $0 $0 $0 $27,333 $54,666 $81,999 AT-Arts Base $0 $0 $0 $0 $2,500 $23,000 $25,500 $0 $0 $0 $0 $279,833 $3,377,666 $3,657,499 FY 20-24 Total Intersection Dev Zone 2 Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Personal OPS $0 $0 $0 $0 $0 $144,000 $144,000 Non-Pers OPS $0 $0 $0 $0 $0 $66,000 $66,000 Capital OPS $0 $0 $0 $0 $0 $28,500 $28,500 Total Operating Impacts $0 $0 $0 $0 $0 $144,000 $238,500 246 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 Construction GO Bonds 2010 Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Total Budget $20,000 $0 $0 $0 $0 $0 $20,000 Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $59,550 $59,550 $59,550 $59,550 $59,550 $238,200 $535,950 Total Operating Impacts $59,550 $59,550 $59,550 $59,550 $59,550 $238,200 $535,950 Community Services ADA Compliance Project Number: CS00177 Council District: Project Location: city wide Title II of the Americans with Disabilities Act (ADA) requires that all municipal sites and facilities be evaluated for accessibility Description: to the programs and services provided, including those that existed before 1992. In September 2010, the Department of Justice published a new ADA Title II regulation that included new accessibility standards known as the “2010 ADA Standards for Accessible Design”. The City of Peoria is required to use these new “2010 ADA Standards for Accessible Design” to evaluate all existing sites. Budget by Fiscal Year Category Funding Source CO-Construc General Carryover / Base FY 2015 Base $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget FY 2016 247 FY 2017 FY 2018 FY 2019 FY 20-24 Total Parks - Other Community Services Master Plan Project Number: CS00067 Council District: Citywide Project Location: Citywide This project is a request to update the comprehensive Community Services Master Plan to guide and assist with development and Description: 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. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study NeighPkDevl Fees - Z3 Base $0 $0 $0 $0 $60,200 $0 $60,200 SY-Study Neighborhood Park Dev Base $0 $0 $0 $0 $60,200 $0 $60,200 SY-Study Neighborhood Park Dev Base $0 $0 $0 $0 $60,200 $0 $60,200 SY-Study Proposed GO Bonds Base $0 $0 $0 $0 $249,400 $0 $249,400 $0 $0 $0 $0 $430,000 $0 $430,000 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Palo Verde Ruin - Interpretive Plan Project Number: CS00178 Council District: Mesquite Project Location: 73rd Drive and Briles Road The Palo Verde Ruin is a significant cultural resource within the City of Peoria. At one time, the ruin was the largest prehistoric Description: habitation village of the Hohokams on the New River. In 2011, the ruin was placed on the National Register of Historic Places. The site is connected to the city’s Palo Verde Park and is located within the Terrramar development. In early 2013, the city installed interpretive signs within the park site. These signs provided visitors with general information about the ruins and were the first phase of a Council-approved interpretive plan for the ruins. The next phase of the interpretive plan is to construct: - Decorative security fencing to secure the ruins from the park site and the connection at the New River trail leading to the Palo Verde Park - An interpretive trail within the ruins with additional interpretive signage - Partial excavation and protection of some artifacts Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total General Base $0 $15,000 $0 $0 $0 $0 $15,000 CO-Construc General Base $0 $150,000 $0 $0 $0 $0 $150,000 CB-Chargeba General Base $0 $5,000 $0 $0 $0 $0 $5,000 AT-Arts Base $0 $1,500 $0 $0 $0 $0 $1,500 $0 $171,500 $0 $0 $0 $0 $171,500 General Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Personal OPS $0 $0 $5,000 $5,000 $5,000 $25,000 $40,000 Non-Pers OPS $0 $0 $5,000 $5,000 $5,000 $25,000 $40,000 Total Operating Impacts $0 $0 $5,000 $5,000 $5,000 $25,000 $80,000 248 Parks - Other Sports Complex Asphalt Remediation Project Number: CS00179 Council District: Project Location: Sports Complex This project replaces the existing 20-year old asphalt paving in the Seattle Mariners and San Diego Padres Clubhouse secure Description: parking lots. This project also includes a multi-year program of large crack remediation, slurry seal, and restriping of Padres, Stadium, and Mariners Way followed by the stadium parking lots. The remediation and re-seal efforts are phased to start after the completion of the stadium construction with the Mariners parking completed last, allowing for resolution of any multi-use development. Actual remediation costs incurred in FY 2016 will determine any additional funding adjustments required for FY 2017. Budget by Fiscal Year Carryover / Base FY 2015 FY 2016 FY 2017 CO-Construc Half Cent Sales Tax Base $275,000 $225,000 $225,000 $0 $0 $0 AT-Arts Base $0 $2,250 $2,250 $0 $0 $0 $4,500 $275,000 $227,250 $227,250 $0 $0 $0 $729,500 Category Funding Source Half Cent Sales Tax Total Budget FY 2018 FY 2019 FY 20-24 Total $725,000 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. New FY 2015 request reflects the City's obligation for development impact fees associated with the stadium improvements and anticipated use of capital grant funds from the concessionaires' services contract. Budget by Fiscal Year Carryover / Base FY 2015 CO-Construc Outside Sources Carryover $108,611 $0 $0 $0 $0 $0 CO-Construc MDA Bonds 2012 Carryover $106,000 $0 $0 $0 $0 $0 $106,000 CO-Construc MDA Bonds 2012 Carryover $6,590,637 $0 $0 $0 $0 $0 $6,590,637 CO-Construc Sports Complex Imp Res Carryover $317,000 $0 $0 $0 $0 $0 $317,000 CO-Construc General Carryover $528 $0 $0 $0 $0 $0 $528 CO-Construc General Carryover $2,915 $0 $0 $0 $0 $0 $2,915 $90,000 $0 $0 $0 $0 $0 $90,000 $7,215,691 $0 $0 $0 $0 $0 $7,215,691 Category Funding Source CO-Construc Half Cent Sales Tax Base Total Budget Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total $108,611 Total Non-Pers OPS $25,000 $25,000 $78,700 $25,000 $25,000 $300,000 $478,700 Total Operating Impacts $25,000 $25,000 $78,700 $25,000 $25,000 $300,000 $478,700 249 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 participants using the slides. Budget by Fiscal Year Carryover / Base FY 2015 FY 2016 EQ-Equipme Outside Sources Base $100,000 $100,000 $0 $0 $0 $0 EQ-Equipme General Base $100,000 $100,000 $0 $0 $0 $0 $200,000 $200,000 $200,000 $0 $0 $0 $0 $400,000 Category Funding Source Total Budget 250 FY 2017 FY 2018 FY 2019 FY 20-24 Total $200,000 Parks - Trails & Open Space 75th Avenue and Deer Valley Trailhead Project Number: CS00173 Council District: Willow Project Location: 75th Avenue and Deer Valley This project will provide a connection to the New River Trail from the south side of Deer Valley Road, and will include shade, Description: benches, drinking fountains, and limited parking. This project will provide a vital link for both pedestrian and bicycles, as it will enable the extension of bike lanes on Deer Valley Road to New River and will provide direct access to the Deer Valley Road underpass and New River Trail. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Proposed GO Bonds Base $165,000 $0 $0 $0 $0 $0 $165,000 CO-Construc Proposed GO Bonds Base $0 $950,000 $0 $0 $0 $0 $950,000 CB-Chargeba Proposed GO Bonds Base $0 $30,465 $0 $0 $0 $0 $30,465 AT-Arts Base $0 $9,500 $0 $0 $0 $0 $9,500 $165,000 $989,965 $0 $0 $0 $0 $1,154,965 Proposed GO Bonds Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $10,000 $10,000 $10,000 $50,000 $80,000 Total Operating Impacts $0 $0 $10,000 $10,000 $10,000 $50,000 $80,000 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: off-street parking, restroom, drinking fountain, resting area and landscaping. Budget by Fiscal Year Category Funding Source Carryover / Base FY 20-24 Total CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $550,000 $550,000 AT-Arts Base $0 $0 $0 $0 $0 $5,500 $5,500 $0 $0 $0 $0 $0 $555,500 $555,500 Proposed GO Bonds Total Budget FY 2015 FY 2016 251 FY 2017 FY 2018 FY 2019 Parks - Trails & Open Space 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 the 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 Category Funding Source DS-Design Proposed GO Bonds Carryover / Base Carryover CO-Construc Proposed GO Bonds Base Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $250,000 $0 $0 $0 $0 $0 $250,000 $1,295,000 $0 $0 $0 $0 $0 $1,295,000 $1,545,000 $0 $0 $0 $0 $0 $1,545,000 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $15,000 $15,000 $15,000 $15,000 $60,000 $120,000 Total Operating Impacts $0 $15,000 $15,000 $15,000 $15,000 $60,000 $120,000 252 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 is a phased project. Phase 1 consists of funding for design, ROW acquistion, property clean-up, construction and construction Description: administration for an at grade trail along New River West Bank alignment to connect existing trail segments. Construction will consist of trail excavation, engineered fill and grading for a 10' wide 4" thick Asphalt Concrete Trail contoured closely to the existing grade with minimal regrading or reshaping of the New River Channel Bed. Potential for remediation of landfill encountered with any excavations. Phase 2 funded in FY23 and FY24 provides for the coordination with adjacent property owners, public involvement, design, utility coordination, construction and construction administration for the construction of the west bank and continuation of trail along the remaining gap of New River between Deer Valley Road and Beardsley Road. The improvements will include: excavation, engineered fill, and installation of gabion mattress bank protection with hydroseeded soil covering, trail along top of bank along New River West Bank to connect existing trail segments. Signs and bollards will be installed to control use and access. Costs for remediation of identified landfill. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc). Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 SY-Study GO Bonds 2012 Carryover $110,000 $0 $0 $0 $0 $0 $110,000 CO-Construc GO Bonds 2012 Carryover $187,800 $0 $0 $0 $0 $0 $187,800 GO Bonds 2007 Base $25,000 $0 $0 $0 $0 $0 $25,000 CO-Construc GO Bonds 2012 Base $205,000 $0 $0 $0 $0 $0 $205,000 CO-Construc GO Bonds 2010 Base $190,000 $0 $0 $0 $0 $0 $190,000 $717,800 $0 $0 $0 $0 $0 $717,800 DS-Design Total Budget Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $0 $200 $200 $200 $200 $4,000 $4,800 Total Operating Impacts $0 $200 $200 $200 $200 $4,000 $4,800 253 Parks - Trails & Open Space 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 Av and Olive Av along the west bank of New Description: River and also an underpass at Northern Av connecting to the City of Glendale's trail system. The project involves landscaping, guard rail where required, a 12-foot wide path and a lighted underpass. 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 $285,806 $0 $0 $0 $0 $0 $285,806 Total Budget $401,881 $0 $0 $0 $0 $0 $401,881 Operating Impacts FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $40,000 $90,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $40,000 $90,000 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 Phase I: This project is for the construction of low-water crossing at New River near the Williams Road alignment to connect to Description: the City of Glendale's New River Trail path at Williams Road. Phase II: North of Pinnacle Peak Road and the New River 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 Category Funding Source DS-Design Proposed GO Bonds Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $100,000 $0 $0 $0 $0 $0 $100,000 CO-Construc River Corridors & Trails Base $250,000 $0 $0 $0 $0 $0 $250,000 CO-Construc Proposed GO Bonds Base $0 $150,000 $0 $0 $0 $0 $150,000 CO-Construc Proposed GO Bonds Base $23,628 $0 $0 $0 $0 $0 $23,628 CB-Chargeba Proposed GO Bonds Base $0 $30,465 $0 $0 $0 $0 $30,465 AT-Arts Base $0 $1,500 $0 $0 $0 $0 $1,500 $373,628 $181,965 $0 $0 $0 $0 $555,593 Proposed GO Bonds Total Budget 254 Parks - Trails & Open Space 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. Staff has been 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 Category Funding Source Carryover / Base FY 2015 SY-Study Open Space Dev Carryover $2,053,816 $0 $0 $0 $0 $0 $2,053,816 SY-Study Proposed GO Bonds Carryover $1,540,634 $0 $0 $0 $0 $0 $1,540,634 SY-Study Proposed GO Bonds Carryover $88,798 $0 $0 $0 $0 $0 $88,798 Total Budget $3,683,248 $0 $0 $0 $0 $0 $3,683,248 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Skunk Creek Trailhead @ 83rd Avenue Project Number: CS00091 Council District: Willow Project Location: 83rd Avenue & Skunk Creek This project is for a use easement from the Flood Control District of Maricopa County at the southeast corner of 83rd Av and Description: Skunk Creek for the development of a trailhead and rest area for users of the Skunk Creek/ACDC Trail. Budget by Fiscal Year Carryover / Base FY 2015 River Corridors & Trails Carryover $346,419 $0 $0 $0 $0 $0 $346,419 GO Bonds 2010 Carryover $402,000 $0 $0 $0 $0 $0 $402,000 GO Bonds 2007 Carryover $338,844 $0 $0 $0 $0 $0 $338,844 Total Budget $1,087,263 $0 $0 $0 $0 $0 $1,087,263 Category Funding Source Construction Construction Construction Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $4,500 $4,500 $4,500 $4,500 $4,500 $18,000 $40,500 Total Operating Impacts $4,500 $4,500 $4,500 $4,500 $4,500 $18,000 $40,500 255 Parks - Trails & Open Space Trailhead at Vistancia Project Number: CS00159 Council District: Mesquite Project Location: Vistancia This project will provide funding to construct a Type I trailhead near White Peak mountain in Vistancia North to provide access to Description: mountain hiking trails. Amenities will include parking, restroom, picnic shelters, benches, drinking fountain, bike racks, signage, landscape, shade, etc. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $375,000 LA-Land Acq Proposed GO Bonds Base $0 $0 $0 $0 $0 $375,000 DS-Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $250,000 $250,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,250,000 $1,250,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $60,930 $60,930 AT-Arts Base $0 $0 $0 $0 $0 $15,000 $15,000 $0 $0 $0 $0 $0 $1,950,930 $1,950,930 FY 20-24 Total Proposed GO Bonds Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Personal OPS $0 $0 $0 $0 $0 $57,000 $57,000 Non-Pers OPS $0 $0 $0 $0 $0 $30,000 $30,000 Total Operating Impacts $0 $0 $0 $0 $0 $57,000 $87,000 256 City of Peoria FY 2015 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, and construction of a new fire station in northern Peoria. All of the Public Safety projects identified have been prioritized to be achieved in the first 5 years of the Capital Improvement Program. Public Safety Total ‐ $17,508,286 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY 15 FY 16 FY 17 FY 18 FY 19 257 FY 20 FY 21 FY 22 FY 23 FY 24 Public Safety Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $208,597 $0 $0 $0 $0 $0 $208,597 4251 - Proposed GO Bonds $1,407,000 $0 $0 $0 $0 $0 $1,407,000 7930 - Law Enforcement Dev $7,760,555 $0 $0 $0 $0 $0 $7,760,555 7931 - Law Enforcement Dev - Post 1/1/12 $1,408,900 $500,000 $0 $0 $0 $0 $1,908,900 7935 - Fire & Emergency Svc Dev $0 $0 $166,500 $1,382,477 $0 $0 $1,548,977 7936 - Fire & Emergency Svc Dev Post $0 $0 $0 $0 $4,674,257 $0 $4,674,257 $10,785,052 $500,000 $166,500 $1,382,477 $4,674,257 $0 $17,508,286 4240 - GO Bonds 2010 Total - Public Safety 258 Total 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 FY 2015 Construction GO Bonds 2010 Carryover $200,340 $0 $0 $0 $0 $0 $200,340 Construction GO Bonds 2010 Carryover $2,515 $0 $0 $0 $0 $0 $2,515 Construction GO Bonds 2010 Carryover $5,742 $0 $0 $0 $0 $0 $5,742 Total Budget $208,597 $0 $0 $0 $0 $0 $208,597 Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $167,000 $167,000 $167,000 $167,000 $167,000 $668,000 $1,503,000 Total Operating Impacts $167,000 $167,000 $167,000 $167,000 $167,000 $668,000 $1,503,000 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, land, construction and equipment. 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 Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total LA-Land Acq Fire & Emergency Svc D Base $0 $0 $0 $320,000 $0 $0 EQ-Equipme Fire & Emergency Svc D Base $0 $0 $0 $0 $80,000 $0 $320,000 $80,000 EQ-Equipme Fire & Emergency Svc D Base $0 $0 $0 $500,000 $0 $0 $500,000 DS-Design Fire & Emergency Svc D Base $0 $0 $0 $524,235 $0 $0 $524,235 CO-Construc Fire & Emergency Svc D Base $0 $0 $0 $0 $4,450,765 $0 $4,450,765 CB-Chargeba Fire & Emergency Svc D Base $0 $0 $0 $0 $98,985 $0 $98,985 CB-Chargeba Fire & Emergency Svc D Base $0 $0 $0 $33,000 $0 $0 $33,000 AT-Arts Fire & Emergency Svc D Base $0 $0 $0 $0 $44,507 $0 $44,507 AT-Arts Fire & Emergency Svc D Base $0 $0 $0 $5,242 $0 $0 $5,242 $0 $0 $0 $1,382,477 $4,674,257 $0 $6,056,734 FY 2018 FY 2019 Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 20-24 Total $5,428,000 Personal OPS $0 $0 $0 $0 $0 $5,428,000 Non-Pers OPS $0 $0 $0 $0 $0 $800,000 $800,000 Total Operating Impacts $0 $0 $0 $0 $0 $5,428,000 $6,228,000 259 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 Av 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 Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total LA-Land Acq Fire & Emergency Svc D Base $0 $0 $10,000 $0 $0 $0 DS-Design Fire & Emergency Svc D Base $0 $0 $15,000 $0 $0 $0 $15,000 CO-Construc Fire & Emergency Svc D Base $0 $0 $125,000 $0 $0 $0 $125,000 CB-Chargeba Fire & Emergency Svc D Base $0 $0 $15,000 $0 $0 $0 $15,000 AT-Arts Base $0 $0 $1,500 $0 $0 $0 $1,500 $0 $0 $166,500 $0 $0 $0 $166,500 Fire & Emergency Svc D Total Budget Operating Impacts Total Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $10,000 Total $0 $0 $360 $360 $360 $1,440 $2,520 $0 $0 $360 $360 $360 $1,440 $2,520 260 Public Safety Pinnacle Peak Public Safety Facility Expansion Project Number: PD00021 Council District: Mesquite Project Location: Pinnacle Peak Public Safety This project responds to a space needs study undertaken in 2013 and entails land acquisition and an anticipated 15,000 square feet Description: of new building construction to accommodate growth in the Peoria Police Department on the campus of the Pinnacle Peak Public Safety Facility. The LEED certified building will be home to police employees providing service to the northern reaches of the city. This project is anticipated to require a deceleration lane and median improvements at Lake Pleasant Parkway, a new signalized entry, and half street improvements along 102nd Av. New building construction will also include furnishings, information technology, security, and audio visual systems consistent with other City of Peoria public safety facilities. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Law Enforcement Dev Carryover $198,052 $0 $0 $0 $0 $0 $198,052 CO-Construc Law Enforcement Dev Carryover $5,552,404 $0 $0 $0 $0 $0 $5,552,404 LA-Land Acq Law Enforcement Dev - Base $933,501 $0 $0 $0 $0 $0 $933,501 LA-Land Acq Law Enforcement Dev Base $473,499 $0 $0 $0 $0 $0 $473,499 EQ-Equipme Law Enforcement Dev - Base $0 $126,148 $0 $0 $0 $0 $126,148 DS-Design Base $1,536,600 $0 $0 $0 $0 $0 $1,536,600 Law Enforcement Dev CO-Construc Law Enforcement Dev - Base $475,399 $64,152 $0 $0 $0 $0 $539,551 CO-Construc Proposed GO Bonds Base $1,407,000 $0 $0 $0 $0 $0 $1,407,000 $0 $309,700 $0 $0 $0 $0 $309,700 $10,576,455 $500,000 $0 $0 $0 $0 $11,076,455 CB-Chargeba Law Enforcement Dev - Base Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $109,200 $109,200 $109,200 $109,200 $109,200 $546,000 $1,092,000 Total Operating Impacts $109,200 $109,200 $109,200 $109,200 $109,200 $546,000 $1,092,000 261 City of Peoria FY 2015 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 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 Control Total ‐ $149,830,222 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY 15 FY 16 FY 17 FY 18 FY 19 262 FY 20 FY 21 FY 22 FY 23 FY 24 Streets Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $0 $0 $0 $0 $0 $234,000 $234,000 2050 - Water $434,016 $0 $0 $306,030 $0 $0 $740,046 4210 - GO Bonds 2007 $255,300 $0 $0 $0 $0 $0 $255,300 4220 - GO Bonds 2009 $1,250,000 $0 $0 $0 $0 $0 $1,250,000 4251 - Proposed GO Bonds $1,128,592 $0 $0 $0 $0 $0 $1,128,592 $125,000 $0 $0 $0 $0 $15,288,000 $15,413,000 $4,845,225 $0 $0 $0 $0 $0 $4,845,225 $0 $202,000 $227,250 $404,000 $662,813 $1,325,626 $2,821,689 7000 - Highway User $4,786,842 $2,524,050 $3,417,900 $3,942,090 $3,421,183 $14,724,736 $32,816,801 7001 - Streets Dev Zone 1 $1,321,404 $0 $0 $0 $0 $0 $1,321,404 $0 $823,150 $10,605,000 $0 $0 $6,552,000 $17,980,150 7010 - Transportation Sales Tax $19,749,681 $5,580,650 $6,405,800 $5,532,002 $2,205,050 $20,400,750 $59,873,933 Total - Streets $33,896,060 $9,129,850 $20,655,950 $10,184,122 $6,289,046 $58,525,112 $138,680,140 1000 - General 4550 - County Transportation Tax 4810 - Outside Sources 4970 - Proposed GO Bonds 7008 - Streets Dev Zone 1 Post 263 Total Traffic Control Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $59,829 $206,772 $482,345 $0 $0 $0 $748,946 7010 - Transportation Sales Tax $1,911,357 $832,623 $829,156 $1,007,000 $800,000 $5,021,000 $10,401,136 Total - Traffic Control $1,971,186 $1,039,395 $1,311,501 $1,007,000 $800,000 $5,021,000 $11,150,082 4810 - Outside Sources 264 Total 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: Av, 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 Av west 1/2 street improvements from Northern Av to Olive Av. This project will likely include processing utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, 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 Category Funding Source SY-Study Transportation Sales Tax Carryover $2,795 $0 $0 $0 $0 $0 $2,795 DS-Design Transportation Sales Tax Carryover $550,000 $0 $0 $0 $0 $0 $550,000 $3,700,000 $0 $0 $0 $0 $0 $3,700,000 $4,252,795 $0 $0 $0 $0 $0 $4,252,795 CO-Construc Transportation Sales Tax Base Total Budget Operating Impacts FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $0 $4,300 $4,300 $4,300 $4,300 $17,200 $34,400 Non-Pers OPS $0 $8,000 $8,000 $8,000 $8,000 $32,000 $64,000 Total Operating Impacts $0 $4,300 $4,300 $4,300 $4,300 $17,200 $98,400 265 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, CenturyLink, SRP, EPNG, SWG, 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. The FY15 request is for funding the right-of-way (ROW)/easement acquistion and associated tasks. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Transportation Sales Tax Carryover $74,400 $0 $0 $0 $0 $0 $74,400 CO-Construc Transportation Sales Tax Carryover $1,357,019 $0 $0 $0 $0 $0 $1,357,019 CO-Construc Outside Sources Carryover $12,544 $0 $0 $0 $0 $0 $12,544 LA-Land Acq Outside Sources Base $660,000 $0 $0 $0 $0 $0 $660,000 $2,103,963 $0 $0 $0 $0 $0 $2,103,963 Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $9,000 $9,000 $9,000 $9,000 $36,000 $72,000 Total Operating Impacts $0 $9,000 $9,000 $9,000 $9,000 $36,000 $72,000 266 Streets 75th Ave & 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 management, 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. The FY15 request is for funding for the right-of-way (ROW)/easement acquisition and associated tasks. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Transportation Sales Tax Carryover $65,000 $0 $0 $0 $0 $0 $65,000 CO-Construc Transportation Sales Tax Carryover $2,763,505 $0 $0 $0 $0 $0 $2,763,505 CO-Construc Outside Sources Carryover LA-Land Acq Outside Sources Base Total Budget Operating Impacts $33,638 $0 $0 $0 $0 $0 $33,638 $1,600,000 $0 $0 $0 $0 $0 $1,600,000 $4,462,143 $0 $0 $0 $0 $0 $4,462,143 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $9,000 $9,000 $9,000 $9,000 $36,000 $72,000 Total Operating Impacts $0 $9,000 $9,000 $9,000 $9,000 $36,000 $72,000 267 Streets 79th Ave; Eugie to Tbird Rd; Intersection Widening Project Number: EN00116 Council District: Palo Verde Project Location: 79th Ave; Eugie Ave. to Thunderbird Rd. This project will provide 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 design, construction, and post design services for widening of the 79th Av and Thunderbird Rd intersection to accommodate a northbound through lane and a separate northbound to eastbound right turn lane. The improvements include realigning the SEC of the intersection, updating the handicap ramps, remove, realign and reconstruct approximately 1000' of curb and gutter along the east side of 79th Av, construct new sidewalk, traffic signal modifications, striping and signage. Processing of utility agreements (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) for design and construction, and intergovernmental agreements may also be required. Budget by Fiscal Year Carryover / Base FY 2015 LA-Land Acq Transportation Sales Tax Base $160,000 $0 $0 $0 $0 $0 $160,000 DS-Design Transportation Sales Tax Base $120,000 $0 $0 $0 $0 $0 $120,000 CO-Construc Transportation Sales Tax Base $0 $445,000 $0 $0 $0 $0 $445,000 CB-Chargeba Transportation Sales Tax Base $0 $20,000 $0 $0 $0 $0 $20,000 AT-Arts Base $0 $4,450 $0 $0 $0 $0 $4,450 $280,000 $469,450 $0 $0 $0 $0 $749,450 Category Funding Source Transportation Sales Tax Total Budget Operating Impacts FY 2015 Total Operating Impacts FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total $0 $0 $2,500 $2,500 $2,500 $12,500 $20,000 $0 $0 $2,500 $2,500 $2,500 $12,500 $20,000 83 Av. @ Union Hills Dr. Intersection Improvements Project Number: PW00164 Council District: Ironwood/Willow Project Location: 83 Av @ Union Hills Dr. Intersection This project provides for the final payment to the Arizona Department of Transportation (ADOT) for the widening of the Description: intersection of 83rd Av and Union Hills Dr. The construct of this project was completed in 2006 and the City closed out the project. However, ADOT took an additional 3 years to close out the project and invoice the City for construction cost over-runs. The City asked ADOT to provide back-up information to support the invoice. In 2012, ADOT provided the appropriate information and following review of the information staff recommends approval of the final payment. Budget by Fiscal Year Category Funding Source CO-Construc Transportation Sales Tax Carryover / Base FY 2015 Base $335,000 $0 $0 $0 $0 $0 $335,000 $335,000 $0 $0 $0 $0 $0 $335,000 Total Budget FY 2016 268 FY 2017 FY 2018 FY 2019 FY 20-24 Total Streets 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 Av 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 Av between Paradise Lane and Bell Road. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Design Transportation Sales Tax Carryover $55,230 $0 $0 $0 $0 $0 $55,230 Construction Transportation Sales Tax Carryover $357,937 $0 $0 $0 $0 $0 $357,937 Total Budget $413,167 $0 $0 $0 $0 $0 $413,167 83rd Av Street and Drainage Improvements Project Number: EN00313 Council District: Acacia Project Location: 83rd Av; Butler Dr to Mountain View Rd This project will provide for the design, right of way acquisition, utility relocations, extensions, and burying overhead power lines Description: as determined, construction/reconstruction, and construction administration of the 83rd Av street widening to two lanes each direction with bike lanes and raised landscape median. Improvements include street lighting, water lines, storm drain, utility sleeves and ITS improvements from Butler Drive to Mountain View Road. Also included are the north half-street improvements on Butler Drive from 83rd Av to 79th Av adjacent to Pioneer Community Park. Budget by Fiscal Year Carryover / Base Category Funding Source Construction County Transportation T FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Total Budget $75,000 $0 $0 $0 $0 $0 $75,000 Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $50,000 $50,000 $50,000 $50,000 $50,000 $200,000 $450,000 Total Operating Impacts $50,000 $50,000 $50,000 $50,000 $50,000 $200,000 $450,000 269 Streets 83rd Ave & Lake Plesant Pkwy Intersection Mods Project Number: EN00372 Council District: Willow Project Location: 83rd Av & Lake Pleasant Pkwy This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, construction and construction administration for the construction of dual SB to SB left turn lanes from 83rd Av on to Lake Pleasant Pkwy. The improvements will include: clearing and grubbing, saw cut along existing pavement, install new pavement, curb, gutter, valley gutter and apron, sidewalk, handicap ramps, traffic signal modifications, and landscape restoration. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total LA-Land Acq Transportation Sales Tax Base $0 $0 $0 $2 $155,000 $0 DS-Design Transportation Sales Tax Base $0 $0 $0 $0 $136,000 $0 $136,000 CO-Construc Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,400,000 $1,400,000 CB-Chargeba Transportation Sales Tax Base $0 $0 $0 $0 $38,000 $56,000 $94,000 AT-Arts Base $0 $0 $0 $0 $0 $17,000 $17,000 $0 $0 $0 $2 $329,000 $1,473,000 $1,802,002 Transportation Sales Tax Total Budget $155,002 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 administration for the re-alignment and construction of the street improvements for the south leg of the 87th Av and Peoria Av 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, CenturyLink, SRP, SWG, EPNG, etc.) for design and construction, as well as intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Transportation Sales Tax Base $0 $0 $0 $0 $255,000 $0 $255,000 CO-Construc Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,575,000 $1,575,000 CB-Chargeba Transportation Sales Tax Base $0 $0 $0 $0 $8,000 $32,000 $40,000 AT-Arts Base $0 $0 $0 $0 $2,550 $15,750 $18,300 $0 $0 $0 $0 $265,550 $1,622,750 $1,888,300 FY 20-24 Total Transportation Sales Tax Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 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 $1,140 270 $840 Streets 88th Ave & Hatcher Rd One-Half Street Improvements Project Number: EN00325 Council District: Pine Project Location: 88th Av; Olive Av to Hatcher Rd and Hatcher Rd; 88th Av to 87th Av This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, burying overhead facilities, construction and construction administration for construction of the east 1/2 street along 88th Av between Olive Av and Hatcher Rd and the south 1/2 street along Hatcher Rd from 88th Av to 87th Av. The improvements will include: widening 88th Av and Hatcher Rd, curb, gutter, and sidewalk. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source DS-Design Transportation Sales Tax Base $90,000 $0 $0 $0 $0 $0 $90,000 CO-Construc Transportation Sales Tax Base $255,000 $0 $0 $0 $0 $0 $255,000 $345,000 $0 $0 $0 $0 $0 $345,000 Total Budget Operating Impacts FY 2015 FY 2015 Total Operating Impacts FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total $0 $1,400 $1,400 $1,400 $1,400 $7,000 $12,600 $0 $1,400 $1,400 $1,400 $1,400 $7,000 $12,600 89th Ave; Golden Ln to Olive Av Project Number: EN00472 Council District: Pine/Acacia Project Location: West side of 89th Ave; Golden Ln to Olive Av 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 to complete the west one-half street improvements on 89th Av between Golden Lane and Olive Av (approx. 750 feet). The developer for the Crosspoint Subdivision located at the northwest corner of Butler and 89th Av is responsible for completing the remaining west one-half street improvements between Butler Dr and Golden Lane. The improvemenets include: acquire ROW, relocate existing irrigation facilities, remove and replace the existing block wall, remove existing trees, constructing new pavement, curb, gutter and sidewalks. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total LA-Land Acq Transportation Sales Tax Base $0 $140,000 $0 $0 $0 $0 DS-Design Transportation Sales Tax Base $85,000 $0 $0 $0 $0 $0 $85,000 CO-Construc Transportation Sales Tax Base $0 $2,000 $545,000 $0 $0 $0 $547,000 CB-Chargeba Transportation Sales Tax Base $0 $0 $38,000 $0 $0 $0 $38,000 AT-Arts Base $0 $0 $6,200 $0 $0 $0 $6,200 $85,000 $142,000 $589,200 $0 $0 $0 $816,200 Transportation Sales Tax Total Budget Operating Impacts Total Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $140,000 Total $0 $0 $0 $0 $3,300 $16,500 $19,800 $0 $0 $0 $0 $3,300 $16,500 $19,800 271 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 Av 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, Cox, CenturyLink, SRP, SWG, EPNG, etc.) for design and construction, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2015 Transportation Sales Tax Carryover $167,839 $0 $0 $0 $0 $0 Water Carryover $434,016 $0 $0 $0 $0 $0 $434,016 Construction Transportation Sales Tax Carryover $1,723,891 $0 $0 $0 $0 $0 $1,723,891 Construction Streets Dev Zone 1 Carryover $1,321,404 $0 $0 $0 $0 $0 $1,321,404 Construction Outside Sources Carryover $46,132 $0 $0 $0 $0 $0 $46,132 Construction Proposed GO Bonds Carryover $903,592 $0 $0 $0 $0 $0 $903,592 Total Budget $4,596,874 $0 $0 $0 $0 $0 $4,596,874 Category Funding Source Design Construction Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total $167,839 Total Non-Pers OPS $8,700 $8,700 $8,700 $8,700 $8,700 $34,800 $78,300 Non-Pers OPS $28,300 $28,300 $28,300 $28,300 $28,300 $113,200 $254,700 $8,700 $8,700 $8,700 $8,700 $8,700 $34,800 $333,000 Total Operating Impacts 272 Streets 91st Av;Mountain Vw Rd to Peoria Av Roadway Impr Project Number: EN00476 Council District: Pine Project Location: 91st Av; Mountain View Rd to Peoria Av This project provides for public involvement, design, utility coordination, utility relocation, burying overhead utilities as needed, Description: materials testing, construction and construction management for the construction of the 91st Av roadway, water and drainage improvements. The improvements consist of: extending the storm drain from Mountain View Rd to Peoria Av, replacement of existing water line between Mountain View Rd and Monroe St, a raised landscape median, installation of a traffic signal at Mountain View Rd and burying overhead facilities required to install the traffic signal at 91st Av and Mountain View Rd. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Transportation Sales Tax Base $0 $0 $180,000 $0 $0 $0 $180,000 CO-Construc Transportation Sales Tax Base $0 $0 $0 $1,900,000 $0 $0 $1,900,000 CO-Construc Proposed GO Bonds Base $0 $0 $0 $200,000 $0 $0 $200,000 CO-Construc Water Base $0 $0 $0 $303,000 $0 $0 $303,000 CB-Chargeba Transportation Sales Tax Base $0 $0 $42,000 $63,000 $0 $0 $105,000 AT-Arts Transportation Sales Tax Base $0 $0 $0 $19,000 $0 $0 $19,000 AT-Arts Proposed GO Bonds Base $0 $0 $0 $2,000 $0 $0 $2,000 AT-Arts Water Base $0 $0 $0 $3,030 $0 $0 $3,030 $0 $0 $222,000 $2,490,030 $0 $0 $2,712,030 Total Budget Operating Impacts FY 2015 Total Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $0 $0 $0 $0 $500 $2,500 $3,000 $0 $0 $0 $0 $3,800 $19,000 $22,800 $0 $0 $0 $0 $500 $2,500 $25,800 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 Av between Butler Drive and Olive Av. This project will likely include processing utility agreements (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) for design and construction, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Transportation Sales Tax Base $50,000 $0 $0 $0 $0 $0 $50,000 DS-Design Transportation Sales Tax Base $0 $400,000 $0 $0 $0 $0 $400,000 CO-Construc Transportation Sales Tax Base $0 $0 $2,940,000 $0 $0 $0 $2,940,000 CB-Chargeba Transportation Sales Tax Base $0 $3,200 $11,600 $0 $0 $0 $14,800 AT-Arts Base $0 $4,000 $29,000 $0 $0 $0 $33,000 $50,000 $407,200 $2,980,600 $0 $0 $0 $3,437,800 Transportation Sales Tax Total Budget FY 2015 FY 2016 273 FY 2017 FY 2018 FY 2019 FY 20-24 Total Streets 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 SY-Study Highway User Carryover $34,000 $0 $0 $0 $0 $0 CO-Construc Highway User Carryover $24,071 $0 $0 $0 $0 $0 $24,071 Highway User Base $34,000 $34,000 $34,000 $34,000 $34,000 $170,000 $340,000 CO-Construc Highway User Base $55,000 $55,000 $55,000 $55,000 $55,000 $275,000 $550,000 CB-Chargeba Highway User Base $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 AT-Arts Base $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $147,071 $100,000 $100,000 $100,000 $100,000 $500,000 $1,047,071 SY-Study Highway User Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $34,000 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 Av and Pinnacle Peak Road. 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. Budget by Fiscal Year Category Funding Source Construction GO Bonds 2009 Carryover / Base FY 2015 Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Total Budget $500,000 $0 $0 $0 $0 $0 $500,000 Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $54,000 $54,000 $54,000 $54,000 $54,000 $216,000 $486,000 Total Operating Impacts $54,000 $54,000 $54,000 $54,000 $54,000 $216,000 $486,000 274 Streets Arterial Urban Street Overlay Program Project Number: PW00992 Council District: Various Project Location: Various Locations This program provides for resurfacing arterial streets in the developed areas of the city. Currently there are a total of 417 lane Description: miles of arterial streets in the city. Through this program, approximately 7.5 lane miles are treated every two years. Each year the Streets Division evaluates the condition of existing streets and prioritizes required maintenance. This project consists of applying an asphalt overlay to 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 Carryover / Base Funding Source CO-Construc Highway User FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $95,186 $0 $0 $0 $0 $0 $95,186 CO-Construc Transportation Sales Tax Base $303,000 $0 $303,000 $0 $606,000 $1,363,500 $2,575,500 CO-Construc Highway User Base $897,000 $0 $897,000 $0 $894,000 $1,786,500 $4,474,500 AT-Arts Base $0 $0 $12,000 $0 $15,000 $31,500 $58,500 $1,295,186 $0 $1,212,000 $0 $1,515,000 $3,181,500 $7,203,686 Highway User Total Budget Arterial/Collector Rural Roads Program Project Number: PW01003 Council District: Mesquite Project Location: Castle Hot Springs Road / 87th Av/ Chris. Camp Rd. / 11 miles This program provides for resurfacing arterial streets built to rural standards (no curb/gutter, etc). Currently there are a total of 50 Description: lane miles of rural arterial streets in the city. Through this program, approximately 50 lane miles are treated every 5 years. Each year the Streets Division evaluates the condition of existing streets and prioritizes required maintenance. These roads include: Castle Hot Springs Road - State Route 74 to the City Limits; 87th Av - State Route 74 to Lake Pleasant Road to 2 miles north; Lake Pleasant Parkway - Loop 303 to State Route 74; Jomax Road - Terramar Boulevard to 83rd Av; Jomax Road - 103rd Av to Lake Pleasant Parkway; New River Road - State Route 74 to City limits; Castle Hot Springs Road - State Route 74 to City limits; Old Carefree Highway - Lake Pleasant Parkway to Cowtown. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,500,000 $1,500,000 CO-Construc Highway User Base $0 $0 $0 $1,400,000 $0 $0 $1,400,000 AT-Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $15,000 $15,000 AT-Arts Highway User Base $0 $0 $0 $14,000 $0 $0 $14,000 $0 $0 $0 $1,414,000 $0 $1,515,000 $2,929,000 Total Budget Operating Impacts Total Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $25,000 $25,000 $25,000 $25,000 $25,000 $100,000 $225,000 $25,000 $25,000 $25,000 $25,000 $25,000 $100,000 $225,000 275 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 2015 CO-Construc Transportation Sales Tax Carryover $200,000 $0 $0 $0 $0 $0 $200,000 CO-Construc Transportation Sales Tax Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 CB-Chargeba Transportation Sales Tax Base $0 $25,000 $25,000 $25,000 $25,000 $125,000 $225,000 AT-Arts Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $400,000 $227,000 $227,000 $227,000 $227,000 $1,135,000 $2,443,000 Category Funding Source Transportation Sales Tax Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total 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 Av Route 106 bus stops to meet the new standards and potentially incorporate public art at key stops. Budget by Fiscal Year Carryover / Base FY 2015 Carryover $120,000 $0 $0 $0 $0 $0 $120,000 Total Budget $120,000 $0 $0 $0 $0 $0 $120,000 Category Funding Source Construction Transportation Sales Tax FY 2016 276 FY 2017 FY 2018 FY 2019 FY 20-24 Total Streets 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, materials testing, construction, construction administration for the construction of a raised landscape median, reconstructing new walls or raising of the existing privacy walls, micro-sealing and restriping to include bike lanes on Deer Valley Road between 109th Av and Lake Pleasant Parkway. It also includes constructing a traffic signal at the intersection of 107th Av and Deer Valley Road including new ramps and obtaining power for the signal. A round-a-bout at 109th and Deer Valley is included as an optional item of work. The project will also include adding drainage to the roadway and modifying the basin at 107th Av for drainage and landscaping. Additionally, adding landscaping on the North side of Deer Valley in City maintained ROW as needed to match the new median landscaping palate. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Transportation Sales Tax Carryover $835 $0 $0 $0 $0 $0 $835 DS-Design Transportation Sales Tax Carryover $179,950 $0 $0 $0 $0 $0 $179,950 CO-Construc Transportation Sales Tax Carryover $163,394 $0 $0 $0 $0 $0 $163,394 LA-Land Acq Transportation Sales Tax Base $0 $80,000 $0 $0 $0 $0 $80,000 CO-Construc Transportation Sales Tax Base $2,037,000 $0 $1,056,000 $0 $0 $0 $3,093,000 CB-Chargeba Transportation Sales Tax Base $0 $0 $33,000 $0 $0 $0 $33,000 AT-Arts Base $0 $0 $11,000 $0 $0 $0 $11,000 $2,381,179 $80,000 $1,100,000 $0 $0 $0 $3,561,179 Transportation Sales Tax Total Budget Operating Impacts Personal OPS Total Operating Impacts FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total $0 $4,000 $4,000 $4,000 $4,000 $16,000 $0 $8,800 $8,800 $8,800 $8,800 $35,200 $70,400 $0 $4,000 $4,000 $4,000 $4,000 $16,000 $102,400 277 $32,000 Streets Dirt Shoulders, Dust Abatement PM-10 Program Project Number: PW01001 Council District: Various Project Location: Various Locations This program will provide funding to apply a dust palliative to road shoulders that have no curbing. The shoulders will be covered Description: with gravel or recycled asphalt millings. There are approximately 50 miles of dirt shoulders in the city. Lake Pleasant Parkway Loop 303 to State Route 74 (4.0 miles) is currently federally and regionally funded in FY 2014. Other dirt shoulders which have previously been treated will be required to be retreated on a two year cycle. These include: Jomax Road - Terramar Boulevard to 83rd Av (1.5 miles); Jomax Road - 103rd Av to Lake Pleasant Parkway (2.5 miles); New River Road - State Route 74 to City limits (1.6 miles); Castle Hot Springs Road - State Route 74 to City limits (11 miles); Old Carefree Highway - Lake Pleasant Parkway to Cowtown (4.5 miles). Budget by Fiscal Year Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Highway User Carryover $449,622 $0 $0 $0 $0 $0 $449,622 CO-Construc Outside Sources Carryover $2,044,002 $0 $0 $0 $0 $0 $2,044,002 CO-Construc Transportation Sales Tax Base $0 $0 $200,000 $0 $200,000 $400,000 $800,000 CO-Construc Highway User Base $200,000 $0 $0 $0 $0 $0 $200,000 AT-Arts Base $0 $0 $2,000 $0 $2,000 $4,000 $8,000 $2,693,624 $0 $202,000 $0 $202,000 $404,000 $3,501,624 Transportation Sales Tax Total Budget Operating Impacts FY 2015 Total Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $8,500 $8,500 $8,500 $8,500 $8,500 $34,000 $76,500 $8,500 $8,500 $8,500 $8,500 $8,500 $34,000 $76,500 Downtown Traffic Study Project Number: EN00250 Council District: Acacia Project Location: Downtown Peoria This project provides for the preparation of a traffic study and transportation master plan for the downtown area. The purpose of Description: the study is to develop and evaluate short-term and long-term transportation and parking improvements in the downtown area. The scope of this project will be closely coordinated with the Old Town Revitalization Plan. Budget by Fiscal Year Carryover / Base Category Funding Source Study Transportation Sales Tax FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $627 $0 $0 $0 $0 $0 $627 Total Budget $627 $0 $0 $0 $0 $0 $627 278 Streets Grand Av Landscaping; L101 - 71st Av Project Number: EN00214 Council District: Palo Verde Project Location: Grand Av from L101 to 71st Av This is an ADOT-led project with multiple phases for the purpose of increasing capacity and improving aesthetics on Grand Av Description: between Loop 101 and 71st Av. 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 Av. The city's contribution to this phase is limited to water expansion impact fees associated with landscape water meters and entry monuments at each end of the project. Budget by Fiscal Year Category Funding Source Construction Outside Sources Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $48,909 $0 $0 $0 $0 $0 $48,909 Total Budget $48,909 $0 $0 $0 $0 $0 $48,909 Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $38,000 $38,000 $38,000 $38,000 $38,000 $152,000 $342,000 Non-Pers OPS $42,000 $42,000 $42,000 $42,000 $42,000 $168,000 $378,000 Total Operating Impacts $38,000 $38,000 $38,000 $38,000 $38,000 $152,000 $720,000 Happy Valley Pkwy Widening; LPP to L303 Project Number: EN00463 Council District: Mesquite Project Location: Happy Valley Pkwy Widening; LPP to L303 This project provides for the coordination with adjacent property owners and MCDOT, public involvement, design, ROW Description: acquisition and annexation, utility coordination, utility relocation, burying overhead facilities, construction and construction administration for the widening of Happy Valley Pkwy between Lake Pleasant Pkwy and L303. The improvements will include: clearing and grubbing, saw cut along existing pavement, install new pavement, curb, gutter, valley gutter and apron, sidewalk, and handicap ramps, widening and installing drainage facilities, widening of the bridge and accommodating the Agua Fria River trail connection under the bridge, street lighting, landscape and irrigation. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements and annexing the western portion of the Parkway. Budget by Fiscal Year Carryover / Base Category Funding Source DS-Design Streets Dev Zone 1 Post Base $0 $0 $0 $0 $0 $303,000 $303,000 DS-Design County Transportation T Base $0 $0 $0 $0 $0 $1,197,000 $1,197,000 CO-Construc Streets Dev Zone 1 Post Base $0 $0 $0 $0 $0 $5,409,000 $5,409,000 CO-Construc County Transportation T Base $0 $0 $0 $0 $0 $14,091,000 $14,091,000 CB-Chargeba Streets Dev Zone 1 Post Base $0 $0 $0 $0 $0 $630,000 $630,000 AT-Arts Base $0 $0 $0 $0 $0 $210,000 $210,000 $0 $0 $0 $0 $0 $21,840,000 $21,840,000 Streets Dev Zone 1 Post Total Budget FY 2015 FY 2016 279 FY 2017 FY 2018 FY 2019 FY 20-24 Total Streets Lake Pleasant Parkway Sidewalk (West Side) Project Number: EN00480 Council District: Willow and Mesquite Project Location: Deer Valley Rd to Happy Valley Rd This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, burying overhead facilities, construction, construction administration and expend funds deposited by developers with the City for the construction of a concrete sidewalk ranging in width from 8' to 4', along the west side of Lake Pleasant Parkway between Deer Valley Rd and Happy Valley Rd. The improvements will include: re-grading the existing drainage channel, constructing a new concrete sidewalk and handicap ramps, and installing decomposed granite. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Transportation Sales Tax Base $150,000 $0 $0 $0 $0 $0 $150,000 CO-Construc Transportation Sales Tax Base $0 $670,000 $0 $0 $0 $0 $670,000 CB-Chargeba Transportation Sales Tax Base $0 $24,000 $0 $0 $0 $0 $24,000 AT-Arts Base $0 $8,000 $0 $0 $0 $0 $8,000 $150,000 $702,000 $0 $0 $0 $0 $852,000 Transportation Sales Tax Total Budget 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 Category Funding Source Construction GO Bonds 2009 Carryover / Base FY 2015 Carryover $750,000 $0 $0 $0 $0 $0 $750,000 Total Budget $750,000 $0 $0 $0 $0 $0 $750,000 Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $40,000 $40,000 $40,000 $40,000 $40,000 $160,000 Non-Pers OPS $72,000 $72,000 $72,000 $72,000 $72,000 $288,000 $648,000 Total Operating Impacts $40,000 $40,000 $40,000 $40,000 $40,000 $160,000 $1,008,000 280 $360,000 Streets Lone Mountain Pkwy; LPP to West Boundary of CP#3 Project Number: EN00345 Council District: Mesquite Project Location: Lone Mountain Pkwy; Lake Pleasant Pkwy to West Boundary of CP#3 This project provides for the coordination with adjacent property owners, public involvement, design, utility coordination, utility Description: installation, utility relocation, burying overhead facilities, construction and construction administration for the construction of the Lone Mountain Pkwy (LMP) from Lake Pleasant Pkwy (LPP) to the west boundary of the future Community Park #3 and 99th Av from Pleasant Valley Unit 3 to LMP. The improvements will include: construction of the roadway, construction of a raised landscape median, landscaping the area behind new sidewalk, pavement (BL:1:M:1:BL), curb, gutter, sidewalk, traffic signal modifications at LPP & LMP and a roundabout at LMP & 99th Av, striping and signage, 99th Av: pavement (BL:2:1:2:BL), curb, gutter, sidewalk, striping and signage. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Streets Dev Zone 1 Post Base $0 $815,000 $0 $0 $0 $0 $815,000 CO-Construc Streets Dev Zone 1 Post Base $0 $0 $10,500,000 $0 $0 $0 $10,500,000 CB-Chargeba Transportation Sales Tax Base $0 $230,000 $345,000 $0 $0 $0 $575,000 AT-Arts Transportation Sales Tax Base $0 $0 $114,000 $0 $0 $0 $114,000 AT-Arts Streets Dev Zone 1 Post Base $0 $8,150 $105,000 $0 $0 $0 $113,150 $0 $1,053,150 $11,064,000 $0 $0 $0 $12,117,150 FY 2016 FY 2017 Total Budget Operating Impacts FY 2015 Total Operating Impacts FY 2018 FY 2019 FY 20-24 Total $0 $0 $0 $24,100 $24,100 $120,500 $168,700 $0 $0 $0 $24,100 $24,100 $120,500 $168,700 Lone Mountain ROW Acquistion Project Number: EN00479 Council District: Mesquite Project Location: Lone Mountain Pkwy:LPP to L303 This project provides the funding for the acquistion of the ROW along Lone Mountain Pkwy between Lake Pleasant Pkwy and Description: L303 and the ROW for 99th Av between the north boundary of the Pleasant Valley Unit 3 subdivision and Lone Mountain Pkwy. Budget by Fiscal Year Category Funding Source LA-Land Acq Transportation Sales Tax Carryover / Base FY 2015 Base $3,600,000 $0 $0 $0 $0 $0 $3,600,000 $3,600,000 $0 $0 $0 $0 $0 $3,600,000 Total Budget FY 2016 281 FY 2017 FY 2018 FY 2019 FY 20-24 Total Streets LPP & 91st Av Right Turn Lanes (NEC) Project Number: EN00359 Council District: Ironwood/Willow Project Location: Lake Pleasant Pkwy and 91st Av This project provides for the coordination with adjacent property owners, design, ROW acquisition, utility coordination, utility Description: relocation, burying overhead facilities, construction and construction administration for the construction of a WB to NB right turn lane at the intersection of Lake Pleasant Parkway and 91st Av. The improvements will include: clearing and grubbing, saw cut along existing pavement, constructing additional pavement, relocating the returns and constructing the ramps to meet current ADA standards, traffic signal equipment modifications and re-striping the intersection as needed. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2015 Transportation Sales Tax Base $110,000 $0 $0 $0 $0 $0 CO-Construc Transportation Sales Tax Base $219,000 $0 $0 $0 $0 $0 $219,000 $329,000 $0 $0 $0 $0 $0 $329,000 Category Funding Source DS-Design Total Budget Operating Impacts FY 2015 Total Operating Impacts FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 $200 $200 $200 $200 $1,000 $200 $200 $200 $200 $1,000 Total $110,000 Total 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. Repairs typically consist of Description: paving, milling, overlaying, re-surfacing of roadways (with minor concrete curb, gutter, valley gutter, and apron improvements). Budget by Fiscal Year Category Funding Source CO-Construc Highway User Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $163,102 $0 $0 $0 $0 $0 CO-Construc Transportation Sales Tax Base $49,000 $49,000 $49,000 $49,000 $49,000 $245,000 $490,000 CO-Construc Highway User Base $101,000 $101,000 $101,000 $101,000 $101,000 $505,000 $1,010,000 AT-Arts Transportation Sales Tax Base Total Budget $163,102 $0 $1,500 $1,500 $1,500 $1,500 $7,500 $13,500 $313,102 $151,500 $151,500 $151,500 $151,500 $757,500 $1,676,602 282 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 Av on the east and 107th Av 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 Category Funding Source Study Transportation Sales Tax FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $73,259 $0 $0 $0 $0 $0 $73,259 Total Budget $73,259 $0 $0 $0 $0 $0 $73,259 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, in areas of the City where no paved roadways exists, to reduce Description: dust and to help the city in its efforts to meet PM 10 regulations. It is recommended that a rubber chip seal be placed every five years until 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 Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Transportation Sales Tax Base $96,000 $0 $0 $0 $0 $246,000 $342,000 CO-Construc Highway User Base $404,000 $0 $0 $0 $0 $404,000 $808,000 AT-Arts Base $0 $0 $0 $0 $0 $6,500 $6,500 $500,000 $0 $0 $0 $0 $656,500 $1,156,500 Transportation Sales Tax Total Budget 283 Streets 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 SY-Study General Carryover / Base Base Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $0 $0 $0 $0 $0 $234,000 $234,000 $0 $0 $0 $0 $0 $234,000 $234,000 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $5,000 $5,000 $5,000 $5,000 $5,000 $20,000 $45,000 Total Operating Impacts $5,000 $5,000 $5,000 $5,000 $5,000 $20,000 $45,000 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 Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Highway User Carryover $39,861 $0 $0 $0 $0 $0 $39,861 CO-Construc Highway User Base $90,000 $90,000 $90,000 $90,000 $90,000 $360,000 $810,000 CB-Chargeba Highway User Base $0 $15,000 $15,000 $15,000 $15,000 $60,000 $120,000 AT-Arts Base $0 $900 $900 $900 $900 $3,600 $7,200 $129,861 $105,900 $105,900 $105,900 $105,900 $423,600 $977,061 Highway User Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $350 $350 $350 $350 $350 $1,400 $3,150 Non-Pers OPS $3,100 $3,100 $3,100 $3,100 $3,100 $12,400 $27,900 $350 $350 $350 $350 $350 $1,400 $31,050 Total Operating Impacts 284 Streets Street Light Infill and Replacement Program Project Number: PW11160 Council District: Various Project Location: Various Locations This program provides for the replacement of old street lights and allows the city to respond to citizen requests for additional Description: street lights in residential areas. Staff evaluates the condition of existing street lights which may be between 20 and 30 years old and prioritizes these for replacement. Additionally, each year the City requests applications for new street lights to address areas which may need additional lighting. These requests are evaluated based on current lighting standards. Budget by Fiscal Year Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Highway User Base $135,000 $135,000 $135,000 $135,000 $135,000 $675,000 $1,350,000 AT-Arts Base $0 $1,350 $1,350 $1,350 $1,350 $6,750 $12,150 $135,000 $136,350 $136,350 $136,350 $136,350 $681,750 $1,362,150 Category Funding Source Highway User Total Budget Street Maintenance Program Project Number: PW00138 Council District: Any Project Location: Various Locations This program provides for Residential and Collector Street pavement maintenance applications throughout the city. Currently Description: there are a total of 1,034 lane miles of Residential and Collector Streets in the city. Through this program, approximately 55 lane miles are treated each year. Each year the Streets Division evaluates the condition of existing streets and prioritizes required maintenance. Depending on the pavement condition this work consists of pavement sealing, minor resurfacing, crack sealing, patching, milling, preservative applications and replacement of stripes and markings. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Transportation Sales Tax Base $250,000 $250,000 $250,000 $250,000 $500,000 $3,250,000 $4,750,000 CO-Construc Highway User Base $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $20,000,000 AT-Arts Transportation Sales Tax Base Total Budget $0 $22,500 $22,500 $22,500 $25,000 $132,500 $225,000 $2,250,000 $2,272,500 $2,272,500 $2,272,500 $2,525,000 $13,382,500 $24,975,000 285 Streets Street Reconstruction and Rehab Program Project Number: PW13000 Council District: Various Project Location: Citywide This program provides for Residential and Collector Street pavement replacement. Currently there are a total of 1,034 lane miles Description: of Residential and Collector Streets in the city. Through this program, approximately 9 lane miles are reconstructed each funded year. Each year the Streets Division evaluates the condition of existing streets and prioritizes required maintenance. This program addresses roads which have deteriorated past the point of routine maintenance. These roads need reconstruction to restore them to a like-new condition. Depending upon the pavement condition, this work consists of removing the asphalt surface or all existing pavement, recompacting the substructure and replacing with new asphalt, stripes and markings. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Transportation Sales Tax Base $0 $2,970,000 $0 $2,970,000 $0 $8,910,000 AT-Arts Base $0 $30,000 $0 $30,000 $0 $90,000 $150,000 $0 $3,000,000 $0 $3,000,000 $0 $9,000,000 $15,000,000 Transportation Sales Tax Total Budget $14,850,000 Terramar Cove Access Road Improvements Project Number: EN00494 Council District: Mesquite Project Location: Happy Valley Rd and 71st Av This project provides funding to offset increased infrastructure costs of a City-preferred access plan to the Terramar Cove Description: residential development project. The alternative access plan involves two roads - 71st Av (access from Happy Valley Road) and Buckskin Trail (access from 71st Av to Terramar Cove across two intervening vacant parcels). This funding is limited to the construction of the roadways, and shall be made available for reimbursement to Terramar Cove LLC only upon City approval of the road improvements and dedication of the roadways to the City. The City is not contributing toward the cost of right-of-way acquisition. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $85,000 $0 $0 $0 $0 $0 $85,000 Total Budget $85,000 $0 $0 $0 $0 $0 $85,000 286 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 $39,846 $0 $0 $0 $0 $0 $39,846 Construction GO Bonds 2007 Carryover $215,454 $0 $0 $0 $0 $0 $215,454 Total Budget $255,300 $0 $0 $0 $0 $0 $255,300 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Traffic Signal Renovation and Replacement Project Number: PW00993 Council District: All Project Location: Various Locations There are currently 111 signalized intersections in the City. This project provides for the replacement of wiring, signal cabinets, Description: and controllers at an average rate of 6 intersections per year. Signal rewiring is planned for every year and on alternate years, signal cabinets and controllers are renovated and/or 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. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Highway User Base $65,000 $80,000 $65,000 $84,000 $68,250 $388,500 $750,750 CO-Construc Proposed GO Bonds Base $0 $200,000 $225,000 $200,000 $656,250 $1,312,500 $2,593,750 CO-Construc Proposed GO Bonds Base $225,000 $0 $0 $0 $0 $0 $225,000 AT-Arts Highway User Base $0 $800 $650 $840 $683 $3,886 $6,859 AT-Arts Proposed GO Bonds Base $0 $2,000 $2,250 $2,000 $6,563 $13,126 $25,939 $290,000 $282,800 $292,900 $286,840 $731,746 $1,718,012 $3,602,298 Total Budget 287 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 Av. This project will likely include the processing of utility agreements (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) for design and construction, as well as development and intergovernmental agreements.The FY15 funding provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, construction and construction administration for the construction of an 8' noise wall along the Westgreen Unit 9 subdivision sound wall from Lot 16 to Lot 1. The improvements will include: removing the existing wall and obtaining a 10' easement across Lots 1-16 and the parcels to the south. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, and agreements with the individual owners. Budget by Fiscal Year Carryover / Base FY 2015 CO-Construc Outside Sources Carryover $400,000 $0 $0 $0 $0 $0 $400,000 CO-Construc County Transportation T Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total Budget $450,000 $0 $0 $0 $0 $0 $450,000 Category Funding Source FY 2016 288 FY 2017 FY 2018 FY 2019 FY 20-24 Total 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 2015 Carryover $220,580 $0 $0 $0 $0 $0 $220,580 Total Budget $220,580 $0 $0 $0 $0 $0 $220,580 Category Funding Source Construction Transportation Sales Tax Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Personal OPS $3,600 $3,600 $3,600 $3,600 $3,600 $14,400 $32,400 Capital OPS $20,000 $20,000 $20,000 $20,000 $20,000 $80,000 $180,000 $3,600 $3,600 $3,600 $3,600 $3,600 $14,400 $212,400 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 FY 2015 EQ-Equipme Transportation Sales Tax Base $100,000 $0 $29,156 $0 EQ-Equipme Outside Sources Base $0 $0 $482,345 $0 DS-Design Base $0 $15,000 $0 $100,000 $15,000 $511,501 Category Funding Source Transportation Sales Tax Total Budget Operating Impacts Non-Pers OPS Capital OPS Total Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 20-24 Total $0 $400,000 $529,156 $0 $0 $482,345 $0 $0 $0 $15,000 $0 $0 $400,000 $1,026,501 FY 2018 FY 2019 FY 2019 FY 20-24 Total $5,000 $5,000 $5,000 $5,000 $5,000 $20,000 $10,000 $10,000 $10,000 $10,000 $10,000 $40,000 $90,000 $5,000 $5,000 $5,000 $5,000 $5,000 $20,000 $135,000 289 $45,000 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 through FY 2016 reflect the anticipated cost-sharing agreement. Budget by Fiscal Year Carryover / Base FY 2015 Transportation Sales Tax Carryover $102,829 $0 $0 $0 $0 $0 CO-Construc Transportation Sales Tax Carryover $87,482 $0 $0 $0 $0 $0 $87,482 Transportation Sales Tax Base $97,500 $0 $0 $25,000 $0 $75,000 $197,500 CO-Construc Transportation Sales Tax Base $0 $12,498 $0 $175,000 $0 $525,000 $712,498 CO-Construc Outside Sources Base $0 $206,772 $0 $0 $0 $0 $206,772 CB-Chargeba Transportation Sales Tax Base $0 $5,000 $0 $5,000 $0 $15,000 $25,000 AT-Arts Base $0 $125 $0 $2,000 $0 $6,000 $8,125 $287,811 $224,395 $0 $207,000 $0 $621,000 $1,340,206 Category Funding Source DS-Design DS-Design Transportation Sales Tax Total Budget Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total $102,829 Total Personal OPS $3,000 $3,000 $3,000 $3,000 $3,000 $12,000 $27,000 Non-Pers OPS $3,000 $5,000 $5,000 $5,000 $5,000 $15,000 $38,000 $10,000 $10,000 $10,000 $10,000 $10,000 $40,000 $90,000 $3,000 $3,000 $3,000 $3,000 $3,000 $12,000 $155,000 Capital OPS Total Operating Impacts 290 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 FY 2015 CO-Construc Transportation Sales Tax Carryover $420,383 $0 $0 $0 $0 $0 CO-Construc Outside Sources Carryover $59,829 $0 $0 $0 $0 $0 $59,829 CO-Construc Transportation Sales Tax Base $733,000 $733,000 $733,000 $733,000 $733,000 $3,665,000 $7,330,000 CB-Chargeba Transportation Sales Tax Base $0 $59,670 $59,670 $59,670 $59,670 $298,350 $537,030 AT-Arts Base $0 $7,330 $7,330 $7,330 $7,330 $36,650 $65,970 $1,213,212 $800,000 $800,000 $800,000 $800,000 $4,000,000 $8,413,212 FY 20-24 Total Category Funding Source Transportation Sales Tax Total Budget Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 Total $420,383 Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $40,000 $90,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $40,000 $90,000 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 2015 Carryover $149,583 $0 $0 $0 $0 $0 $149,583 Total Budget $149,583 $0 $0 $0 $0 $0 $149,583 Category Funding Source Construction Transportation Sales Tax Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $12,000 $12,000 $12,000 $12,000 $0 $0 $48,000 Total Operating Impacts $12,000 $12,000 $12,000 $12,000 $0 $0 $48,000 291 City of Peoria FY 2015 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 ‐ $66,388,415 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY 15 FY 16 FY 17 FY 18 FY 19 292 FY 20 FY 21 FY 22 FY 23 FY 24 Wastewater Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 2050 - Water $2,509,170 $151,700 $802,829 $514,789 $50,875 $158,000 $4,187,363 2162 - Water Expansion Post 1/1/12 $0 $80,374 $316,803 $0 $0 $265,000 $662,177 2163 - Water Exp. S. of Bell $0 $0 $299,707 $75,848 $588,156 $266,288 $1,229,999 2164 - Water Exp. N. of Bell $0 $839,007 $616,510 $350,848 $588,156 $7,150,876 $9,545,397 $3,581,489 $4,786,419 $1,771,335 $2,779,089 $8,684,850 $19,514,154 $41,117,336 2506 - Wastewater Exp. E. of Agua Fria $0 $1,586,891 $205,503 $25,283 $196,052 $405,000 $2,418,729 2507 - Wastewater Exp. W. of Agua Fria $0 $952,281 $307,766 $1,158,081 $377,852 $1,163,125 $3,959,105 $511,928 $1,400,000 $0 $0 $0 $0 $1,911,928 2510 - Wastewater Expansion $1,356,381 $0 $0 $0 $0 $0 $1,356,381 Total - Wastewater $7,958,968 $9,796,672 $4,320,454 $4,903,936 $10,485,942 $28,922,442 $66,388,415 2400 - Wastewater 2509 - Wastewater Expansion Post 1/1/12 293 Total 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 Av to Grand Av, 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 Av from Mountain View Road to Grand Av, 4-inch main to serve Osuna Park, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Other Wastewater Base $0 $0 $32,915 $0 $0 $0 $32,915 Other Water Base $0 $0 $98,744 $0 $0 $0 $98,744 DS-Design Wastewater Base $0 $0 $18,857 $0 $0 $0 $18,857 DS-Design Water Base $0 $0 $56,572 $0 $0 $0 $56,572 CO-Construc Wastewater Base $0 $0 $171,431 $0 $0 $0 $171,431 CO-Construc Water Base $0 $0 $514,292 $0 $0 $0 $514,292 CB-Chargeba Wastewater Base $0 $0 $8,550 $0 $0 $0 $8,550 CB-Chargeba Water Base $0 $0 $25,650 $0 $0 $0 $25,650 AT-Arts Wastewater Base $0 $0 $2,232 $0 $0 $0 $2,232 AT-Arts Water Base $0 $0 $6,696 $0 $0 $0 $6,696 $0 $0 $935,939 $0 $0 $0 $935,939 Total Budget Operating Impacts FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $0 $0 $0 $2,503 $2,503 $12,515 $17,521 Total Operating Impacts $0 $0 $0 $2,503 $2,503 $12,515 $17,521 294 Wastewater Agua Fria Lift Station-Wastewater Campus Land 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 Category Funding Source SY-Study Wastewater Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Base $200,000 $0 $0 $0 $0 $0 LA-Land Acq Wastewater Expansion P Base $0 $496,419 $0 $0 $0 $0 $496,419 LA-Land Acq Wastewater Exp. E. of A Base $0 $1,548,926 $0 $0 $0 $0 $1,548,926 LA-Land Acq Water Exp. N. of Bell Base $0 $754,656 $0 $0 $0 $0 $754,656 CB-Chargeba Wastewater Expansion P Base $0 $3,581 $0 $0 $0 $0 $3,581 CB-Chargeba Wastewater Exp. E. of A Base $0 $11,174 $0 $0 $0 $0 $11,174 CB-Chargeba Water Exp. N. of Bell Base $0 $5,444 $0 $0 $0 $0 $5,444 $200,000 $2,820,200 $0 $0 $0 $0 $3,020,200 Total Budget $200,000 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 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total EQ-Equipme Wastewater Base $337,500 $375,000 $262,500 $187,500 $112,500 $225,000 $1,500,000 EQ-Equipme Water Base $112,500 $125,000 $87,500 $62,500 $37,500 $75,000 $500,000 CO-Construc Wastewater Base $0 $0 $0 $0 $0 $12,808,127 $12,808,127 CO-Construc Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $4,269,376 $4,269,376 CB-Chargeba Wastewater Base $0 $2,250 $2,250 $2,250 $2,250 $9,000 $18,000 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $1,500 $1,500 CB-Chargeba Water Base $0 $750 $750 $750 $750 $1,500 $4,500 AT-Arts Wastewater Base $0 $0 $0 $0 $0 $129,377 $129,377 AT-Arts Water Exp. N. of Bell Category Funding Source Base Total Budget $0 $0 $0 $0 $0 $43,126 $43,126 $450,000 $503,000 $353,000 $253,000 $153,000 $17,562,004 $19,274,004 295 Wastewater Beardsley WRF Solids Conveyance Options Project Number: UT00308 Council District: Ironwood Project Location: Beardsley and 91st Av to 99th Av This project involves the disposition of solids from the Beardsley Water Reclamation Facility. Options include: 1) rehabilitation Description: of an 8-inch force main that transports solids from the Beardsley Water Reclamation Facility to the sewer collector along 91st Av and then ultimately to the Butler Water Reclamation Facility; and 2) construction or rehabilitation of mains to convey the solids to the EPCOR Sun City West wastewater treatment facility for treatment and disposal. This project includes 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, restoration and/or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Other Wastewater Base $0 $0 $0 $149,502 $0 $0 Other Water Base $0 $0 $0 $49,834 $0 $0 $49,834 DS-Design Wastewater Base $0 $0 $0 $128,476 $0 $0 $128,476 DS-Design Water $149,502 Base $0 $0 $0 $42,825 $0 $0 $42,825 CO-Construc Wastewater Base $0 $0 $0 $980,732 $0 $0 $980,732 CO-Construc Water Base $0 $0 $0 $331,107 $0 $0 $331,107 CB-Chargeba Wastewater Base $0 $0 $0 $27,068 $0 $0 $27,068 CB-Chargeba Water Base $0 $0 $0 $9,023 $0 $0 $9,023 AT-Arts Base $0 $0 $0 $12,587 $0 $0 $12,587 $0 $0 $0 $1,731,153 $0 $0 $1,731,153 Wastewater Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $0 $0 $7,874 $39,370 $47,244 Total Operating Impacts $0 $0 $0 $0 $7,874 $39,370 $47,244 296 Wastewater 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 FY 20-24 Total DS-Design Wastewater Exp. E. of A Base $0 $0 $0 $0 DS-Design Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $103,960 $103,960 $0 $34,653 CO-Construc Wastewater Exp. E. of A Base $0 $0 $0 $34,653 $0 $0 $299,252 $299,252 CO-Construc Wastewater Base $0 $0 CO-Construc Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $1,185,898 $1,185,898 $0 $0 $0 $230,711 CO-Construc Water Expansion Post 1/ Base $0 $230,711 $0 $0 $0 $0 $264,339 AT-Arts Wastewater Exp. E. of A Base $264,339 $0 $0 $0 $0 $0 $1,788 AT-Arts Wastewater $1,788 Base $0 $0 $0 $0 $0 $2,964 AT-Arts $2,964 Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $923 AT-Arts $923 Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $661 $661 $0 $0 $0 $0 $0 $2,125,150 $2,125,150 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 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 with more efficient membranes. Description: Existing plant capacity will be maintained. This project also includes the replacement of an existing blower with a more efficient turbo blower. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total EQ-Equipme Wastewater Base $0 $910,998 $0 $0 $0 $0 EQ-Equipme Water Base $0 $5,400 $0 $0 $0 $0 $5,400 CB-Chargeba Wastewater Base $0 $2,732,994 $0 $0 $0 $0 $2,732,994 Base $0 $1,800 $0 $0 $0 $0 $1,800 $0 $3,651,192 $0 $0 $0 $0 $3,651,192 CB-Chargeba Water Total Budget 297 $910,998 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, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Water Expansion Post 1/ Base $0 $5,648 $0 $0 $0 $0 $5,648 SY-Study Wastewater Exp. W. of Base $0 $1,848 $0 $1,777 $0 $0 $3,625 SY-Study Water Exp. S. of Bell Base $0 $0 $0 $5,330 $0 $0 $5,330 SY-Study Wastewater Exp. E. of A Base $0 $1,883 $0 $1,777 $0 $0 $3,659 SY-Study Water Exp. N. of Bell Base $0 $5,545 $0 $5,330 $0 $0 $10,875 DS-Design Water Exp. N. of Bell Base $0 $72,636 $0 $69,820 $0 $0 $142,456 DS-Design Wastewater Exp. W. of Base $0 $24,212 $0 $23,273 $0 $0 $47,485 DS-Design Water Expansion Post 1/ Base $0 $73,986 $0 $0 $0 $0 $73,986 DS-Design Wastewater Exp. E. of A Base $0 $24,662 $0 $23,273 $0 $0 $47,935 DS-Design Water Exp. S. of Bell Base $0 $0 $0 $69,820 $0 $0 $69,820 CO-Construc Water Expansion Post 1/ Base $0 $0 $302,935 $0 $0 $0 $302,935 CO-Construc Water Exp. S. of Bell Base $0 $0 $286,587 $0 $561,449 $0 $848,036 CO-Construc Water Base $1,029,323 $0 $0 $0 $0 $0 $1,029,323 CO-Construc Water Exp. N. of Bell Base $0 $0 $589,521 $0 $561,449 $0 $1,150,970 CO-Construc Wastewater Base $344,388 $0 $0 $0 $0 $0 $344,388 CO-Construc Wastewater Exp. E. of A Base $0 $0 $196,507 $0 $187,150 $0 $383,657 CO-Construc Wastewater Exp. W. of Base $0 $0 $196,507 $0 $187,150 $0 $383,657 CB-Chargeba Wastewater Exp. W. of Base $0 $0 $7,031 $0 $7,031 $0 $14,063 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $21,094 $0 $21,094 $0 $42,188 CB-Chargeba Water Exp. S. of Bell Base $0 $0 $10,254 $0 $21,094 $0 $31,348 CB-Chargeba Water Expansion Post 1/ Base $0 $0 $10,839 $0 $0 $0 $10,839 CB-Chargeba Wastewater Exp. E. of A Base $0 $0 $7,031 $0 $7,031 $0 $14,063 AT-Arts Wastewater Exp. E. of A Base $0 $247 $1,965 $233 $1,871 $0 $4,315 AT-Arts Water Exp. S. of Bell Base $0 $0 $2,866 $698 $5,614 $0 $9,177 AT-Arts Wastewater Exp. W. of Base $0 $242 $1,965 $233 $1,871 $0 $4,311 AT-Arts Water Expansion Post 1/ Base $0 $740 $3,029 $0 $0 $0 $3,769 AT-Arts Water Exp. N. of Bell Base $0 $726 $5,895 $698 $5,614 $0 $12,933 $1,373,711 $212,374 $1,644,027 $202,261 $1,568,417 $0 $5,000,790 Total Budget Operating Impacts FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $0 $40,500 $40,500 $40,500 $40,500 $202,500 $364,500 Total Operating Impacts $0 $40,500 $40,500 $40,500 $40,500 $202,500 $364,500 298 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 Carryover / Base FY 2015 Wastewater Carryover $296,860 $0 $0 $0 $0 $0 Water Carryover $867,347 $0 $0 $0 $0 $0 $867,347 Total Budget $1,164,207 $0 $0 $0 $0 $0 $1,164,207 Category Funding Source Construction Construction Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total $296,860 Total Non-Pers OPS $16,100 $16,100 $16,100 $16,100 $16,100 $64,400 $144,900 Total Operating Impacts $16,100 $16,100 $16,100 $16,100 $16,100 $64,400 $144,900 Butler WRF Plant Equipment Upgrade and Replacement Project Number: UT00333 Council District: Acacia Project Location: Butler Water Reclamation Facility The Butler Water Reclamation Facility (WRF) is a complex, highly automated and mechanical plant with many mechanical and Description: process components exposed to the harsh atmosphere and environment associated with wastewater treatment. The equipment is expensive and will need continuous replacement, even with on-going preventive maintenance performed by the staff and by contract services. Some of the larger pieces of equipment identified for replacement or major rebuilding/over-haul include the Influent Pump Station (IPS) pumps, IMLR pumps, drain pumps, waste pumps, permeate pumps, centrifuge scrolls, plant effluent pump station, and various variable frequency drives. Budget by Fiscal Year Category Funding Source EQ-Equipme Wastewater Carryover / Base Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 $50,000 $100,000 $100,000 $150,000 $100,000 $500,000 $1,000,000 $50,000 $100,000 $100,000 $150,000 $100,000 $500,000 $1,000,000 299 Total Wastewater Dysart Sewer (Dixileta Dr. to Jomax Rd. Oversize) Project Number: UT00337 Council District: Project Location: Trilogy West 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 a 21-inch and 24-inch VCP sewer line and associated appurtenances near the Dysart Road alignment from Dixileta Drive to Jomax Road, and restoration and/or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. These costs represent the cost of oversizing the sewer main from a 10-inch main to a 21-inch and 24-inch main. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Wastewater Expansion P Base $0 $891,089 $0 $0 $0 $0 $891,089 CO-Construc Wastewater Exp. W. of Base $0 $788,911 $0 $0 $0 $0 $788,911 AT-Arts Wastewater Expansion P Base $0 $8,911 $0 $0 $0 $0 $8,911 AT-Arts Wastewater Exp. W. of Base $0 $7,889 $0 $0 $0 $0 $7,889 $0 $1,696,800 $0 $0 $0 $0 $1,696,800 Total Budget Jomax WRF Expansion Project Number: UT00388 Council District: Mesquite Project Location: Jomax Water Reclamation Facility, Jomax Rd., east of El Mirage Rd. This project will entail the design, and expansion of the Jomax WRF located just north of the Beardsley Canal and west of the Description: Agua Fria River. The current treatment capacity of the Jomax WRF is 2.25 million gallons per day (MGD). Development in the north and northwest portions of the city will require that additional treatment capacity be added at this facility to meet the needs of continuing development in the area. The 1.1 MGD expansion corresponds to the Vistancia master plan. Budget by Fiscal Year Carryover / Base Category Funding Source DS-Design Wastewater Exp. W. of Base $0 $0 $0 $825,000 $0 $0 DS-Design Water Exp. N. of Bell Base $0 $0 $0 $275,000 $0 $0 $275,000 CO-Construc Wastewater Exp. W. of Base $0 $0 $0 $0 $0 $1,163,125 $1,163,125 CO-Construc Wastewater Base $0 $0 $0 $0 $7,347,500 $0 $7,347,500 CO-Construc Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $2,836,875 $2,836,875 $0 $0 $0 $1,100,000 $7,347,500 $4,000,000 $12,447,500 Total Budget FY 2015 FY 2016 300 FY 2017 FY 2018 FY 2019 FY 20-24 Total $825,000 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. The FY14 efficiency study provided an energy and equipment audit focusing on replacement needs and more efficient technology and will assist staff in identifying and prioritizing equipment replacement in future years based on cost savings, efficiency, criticality, and condition of the equipment. Potential projects determined via the study and additional operations evaluation include scrubber replacement with more efficient technology, turbo blower addition with more efficient technology, electrical component replacements and upgrades, influent screens and screening components, various pumps -such as influent pumps, chemical feed pumps, IMLR pumps, drain pumps and waste pumps. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Wastewater Carryover $3,350 $0 $0 $0 $0 $0 $3,350 CO-Construc Wastewater Carryover $34,650 $0 $0 $0 $0 $0 $34,650 CO-Construc Wastewater Base $37,500 $55,693 $37,500 $55,693 $37,500 $242,079 $465,965 CO-Construc Water Base $12,500 $18,564 $12,500 $18,564 $12,500 $80,692 $155,320 AT-Arts Wastewater Base $0 $557 $375 $557 $375 $2,421 $4,285 AT-Arts Water Base $0 $186 $125 $186 $125 $808 $1,430 $88,000 $75,000 $50,500 $75,000 $50,500 $326,000 $665,000 Total Budget 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 Carryover / Base Category Funding Source Construction Wastewater Expansion Carryover $49,409 $0 $0 $0 $0 $0 $49,409 Construction Wastewater Carryover $200,591 $0 $0 $0 $0 $0 $200,591 Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 Operating Impacts FY 2015 FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $2,000 $2,000 $2,000 $2,000 $2,000 $6,000 $16,000 Total Operating Impacts $2,000 $2,000 $2,000 $2,000 $2,000 $6,000 $16,000 301 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 pre-treatment, odor Description: control, corrosion prevention, equipment upgrades, replacements, and efficiency/cost savings projects such as conversion from potable water use to reclaimed water use at the IPS. The city has 14 sewage lift stations capable of pumping over 16 million gallons of wastewater per day. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 CO-Construc Wastewater FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Carryover $100,606 $0 $0 $0 $0 $0 $100,606 Other Wastewater Base $26,648 $0 $0 $0 $0 $0 $26,648 DS-Design Wastewater Base $17,820 $0 $0 $0 $0 $0 $17,820 CO-Construc Wastewater Base $169,710 $200,000 $200,000 $200,000 $200,000 $1,000,000 $1,969,710 CB-Chargeba Wastewater Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 AT-Arts Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $314,784 $204,000 $204,000 $204,000 $204,000 $1,020,000 $2,150,784 Wastewater Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 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. Manholes to be rehabilitated were identified in a sewer line assessment done in FY11. Budget by Fiscal Year Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Wastewater Base $223,000 $247,750 $272,500 $272,500 $272,500 $1,362,500 $2,650,750 CB-Chargeba Wastewater Base $0 $2,200 $2,500 $2,500 $2,500 $12,500 $22,200 AT-Arts Base $0 $2,477 $2,725 $2,725 $2,725 $13,625 $24,277 $223,000 $252,427 $277,725 $277,725 $277,725 $1,388,625 $2,697,227 Category Funding Source Wastewater Total Budget 302 Wastewater Miscellaneous Local Wastewater Line Improvements Project Number: UT00191 Council District: Various Project Location: Citywide This project provides funding to rehabilitate, realign, or extend the city's existing wastewater collection system to ensure its Description: continued compliant operation. These 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 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Wastewater Base $150,000 $150,000 $100,000 $100,000 $100,000 $500,000 $1,100,000 CB-Chargeba Wastewater Base $0 $1,000 $2,000 $2,000 $2,000 $10,000 $17,000 AT-Arts Base $0 $1,500 $1,000 $1,000 $1,000 $5,000 $9,500 $150,000 $152,500 $103,000 $103,000 $103,000 $515,000 $1,126,500 Category Funding Source Wastewater Total Budget 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, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source DS-Design Wastewater Base $5,113 $0 $0 $0 $0 $0 $5,113 CO-Construc Wastewater Base $72,216 $0 $0 $0 $0 $0 $72,216 $77,329 $0 $0 $0 $0 $0 $77,329 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Reclaimed Water Booster Land Purchase at IPS Project Number: UT00329 Council District: Pine Project Location: 99th Av and Northern Av This project provides funding for the purchase of land directly around the influent pump station for a reclaimed water booster Description: station and reservoir. This land is estimated at 213,939 square feet. The actual total may vary. Budget by Fiscal Year Carryover / Base FY 2015 Wastewater Carryover $162,500 $0 $0 $0 $0 $0 Water Carryover $487,500 $0 $0 $0 $0 $0 $487,500 Total Budget $650,000 $0 $0 $0 $0 $0 $650,000 Category Funding Source Construction Construction FY 2016 303 FY 2017 FY 2018 FY 2019 FY 20-24 Total $162,500 Wastewater 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 Av 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 phases, with the first phase beginning in FY14 and FY15 and the second beginning in FY21 through FY23. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Wastewater Expansion Carryover $94,551 $0 $0 $0 $0 $0 $94,551 SY-Study Wastewater Carryover $104,842 $0 $0 $0 $0 $0 $104,842 CO-Construc Wastewater Base $497,407 $0 $0 $0 $0 $876,896 $1,374,303 AT-Arts Base $0 $0 $0 $0 $0 $8,767 $8,767 $696,800 $0 $0 $0 $0 $885,663 $1,582,463 Wastewater Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total 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 inspections can be compared to the baseline data collected in FY12. 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 SY-Study Wastewater Carryover / Base Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $0 $0 $550,000 $0 $0 $600,000 $1,150,000 $0 $0 $550,000 $0 $0 $600,000 $1,150,000 304 Wastewater Trunk Sewer Rehabilitation Project Number: UT00296 Council District: Various Project Location: Citywide This project will repair and rehabilitate 15 inch and larger sewer lines within the city's wastewater collection system. These lines Description: 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 Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Wastewater Carryover $57,678 $0 $0 $0 $0 $0 $57,678 CO-Construc Wastewater Base $489,110 $0 $0 $495,050 $495,050 $0 $1,479,210 $0 $0 $0 $4,950 $4,950 $0 $9,900 $546,788 $0 $0 $500,000 $500,000 $0 $1,546,788 AT-Arts Wastewater Base Total Budget 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. Budget by Fiscal Year Category Funding Source CO-Construc Wastewater Expansion Carryover / Base FY 2015 Carryover FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $1,212,421 $0 $0 $0 $0 $0 $1,212,421 CO-Construc Wastewater Expansion P Base $511,928 $0 $0 $0 $0 $0 $511,928 CO-Construc Wastewater Exp. W. of Base $0 $127,900 $101,250 $304,750 $180,000 $0 $713,900 AT-Arts Base $0 $1,279 $1,013 $3,048 $1,800 $0 $7,140 $1,724,349 $129,179 $102,263 $307,798 $181,800 $0 $2,445,389 Wastewater Exp. W. of Total Budget 305 City of Peoria FY 2015 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 Total ‐ $205,641,596 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY 15 FY 16 FY 17 FY 18 FY 19 306 FY 20 FY 21 FY 22 FY 23 FY 24 Water Summary by Funding Source Fund Number and Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $10,109,384 $3,233,498 $7,983,498 $3,028,498 $5,460,851 $6,639,818 $36,455,547 $7,525,325 $0 $0 $0 $0 $0 $7,525,325 2162 - Water Expansion Post 1/1/12 $0 $9,000 $2,000,000 $5,088,119 $9,000 $101,700 $7,207,819 2163 - Water Exp. S. of Bell $0 $3,000 $0 $13,500 $3,000 $48,000 $67,500 2164 - Water Exp. N. of Bell $1,611,893 $997,255 $3,354,272 $9,147,177 $4,555,277 $5,405,788 $25,071,663 $700,000 $509,176 $483,286 $457,395 $431,505 $0 $2,581,362 $0 $0 $0 $43,809,524 $44,577,320 $0 $88,386,843 $1,487,239 $867,698 $567,698 $612,698 $200,000 $940,000 $4,675,334 2453 - Prp W/S Rev Bonds 2003 (WW) $0 $0 $0 $0 $0 $31,694,078 $31,694,078 2506 - Wastewater Exp. E. of Agua Fria $0 $29,500 $0 $0 $29,500 $333,350 $392,350 2507 - Wastewater Exp. W. of Agua Fria $0 $20,500 $0 $0 $20,500 $231,650 $272,650 2509 - Wastewater Expansion Post 1/1/12 $0 $0 $0 $75,000 $0 $0 $75,000 $136,125 $0 $0 $0 $0 $0 $136,125 2590 - Commercial Solid Waste $0 $0 $0 $0 $0 $250,000 $250,000 2600 - Residential Solid Waste $0 $0 $0 $0 $0 $600,000 $600,000 2650 - Solid Waste Expansion $0 $0 $0 $0 $0 $250,000 $250,000 $21,569,966 $5,669,628 $14,388,755 $62,231,911 $55,286,953 $46,494,384 $205,641,596 2050 - Water 2161 - Water Expansion 2168 - Water Resource Fees - Post 1/12/12 2222 - W/S Rev Bonds (Wtr) 2400 - Wastewater 2510 - Wastewater Expansion Total - Water 307 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 Av at various intersections in coordination with intersection improvement projects. The waterline will be installed with the 75th Av and Thunderbird Road intersection improvements. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Design Water Carryover $25,609 $0 $0 $0 $0 $0 $25,609 Construction Water Carryover $841,979 $0 $0 $0 $0 $0 $841,979 Total Budget $867,588 $0 $0 $0 $0 $0 $867,588 Additional CAP Water Treatment Capacity Project Number: UT00334 Council District: Mesquite Project Location: North Peoria The project will provide an additional 10 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 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total DS-Design Water Exp. N. of Bell Base $0 $0 $0 $380,952 $0 $0 $380,952 DS-Design Water Expansion Post 1/ Base $0 $0 $2,000,000 $3,619,048 $0 $0 $5,619,048 DS-Design Water Base $0 $0 $2,000,000 $0 $0 $0 $2,000,000 CO-Construc W/S Rev Bonds (Wtr) Base $0 $0 $0 $43,809,524 $44,577,320 $0 $88,386,843 CO-Construc Water Exp. N. of Bell Base $0 $0 $0 $4,761,905 $2,422,680 $0 $7,184,585 CO-Construc Water Expansion Post 1/ Base $0 $0 $0 $1,428,571 $0 $0 $1,428,571 $0 $0 $4,000,000 $54,000,000 $47,000,000 Total Budget 308 $0 $105,000,000 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 Av 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, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water Base $0 $0 $0 $0 $79,767 $0 $79,767 CO-Construc Water Base $0 $0 $0 $0 $3,246,818 $0 $3,246,818 CB-Chargeba Water Base $0 $0 $0 $0 $45,000 $0 $45,000 AT-Arts Base $0 $0 $0 $0 $8,266 $0 $8,266 $0 $0 $0 $0 $3,379,851 $0 $3,379,851 Water Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $0 $0 $1,975 $9,875 $11,850 Total Operating Impacts $0 $0 $0 $0 $1,975 $9,875 $11,850 Agua Fria Booster/PRV 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 6 mgd 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, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water Exp. N. of Bell Base $0 $0 $642,761 $0 $0 $0 $642,761 CO-Construc Water Exp. N. of Bell Base $0 $0 $0 $3,569,802 $0 $0 $3,569,802 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $94,500 $0 $0 $94,500 AT-Arts Base $0 $0 $6,428 $35,698 $0 $0 $42,126 $0 $0 $649,189 $3,700,000 $0 $0 $4,349,189 Water Exp. N. of Bell Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $27,600 $27,600 $27,600 $138,000 $220,800 Total Operating Impacts $0 $0 $27,600 $27,600 $27,600 $138,000 $220,800 309 Water 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 Category Funding Source SY-Study Wastewater Carryover $25,000 $0 $0 $0 $0 $0 SY-Study Water Carryover $25,000 $0 $0 $0 $0 $0 $25,000 SY-Study Wastewater $0 $0 $0 $0 $150,000 $0 $150,000 SY-Study Water $0 $0 $0 $0 $150,000 $0 $150,000 $50,000 $0 $0 $0 $300,000 $0 $350,000 Base Base Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $25,000 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 arsenic treatment and will implement the needed technologies and site improvements to meet water quality standards. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water Exp. N. of Bell Base $0 $290,305 $0 $0 $0 $0 $290,305 CO-Construc Water Exp. N. of Bell Base $0 $0 $2,150,080 $0 $0 $0 $2,150,080 CO-Construc Water Base $0 $0 $2,980,056 $0 $0 $0 $2,980,056 CB-Chargeba Water Exp. N. of Bell Base $0 $3,443 $3,366 $0 $0 $0 $6,809 CB-Chargeba Water Base $0 $0 $4,666 $0 $0 $0 $4,666 AT-Arts Water Exp. N. of Bell Base $0 $2,903 $11,023 $0 $0 $0 $13,926 AT-Arts Water Base $0 $0 $15,278 $0 $0 $0 $15,278 $0 $296,651 $5,164,469 $0 $0 $0 $5,461,120 Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $0 $500 $500 $2,500 $3,500 Total Operating Impacts $0 $0 $0 $500 $500 $2,500 $3,500 310 Water 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. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Water Base $0 $50,000 $50,000 $50,000 $50,000 $0 $200,000 CB-Chargeba Water Base $0 $2,000 $2,000 $2,000 $2,000 $0 $8,000 AT-Arts Base $0 $500 $500 $500 $500 $0 $2,000 $0 $52,500 $52,500 $52,500 $52,500 $0 $210,000 Water Total Budget 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, requires equipment and component Description: replacement and overhaul on a periodic basis to ensure continuous and reliable operation. The next two years of this project will entail the replacement of chemical feed pumps and the continued installation of ladders and platforms for safe access to basins and pumping equipment. Future project items will include additional pump, motor, and VFD replacements as well as replacement of ozone generator and destruct unit components, mixers, influent screens, and various analyzers. Budget by Fiscal Year Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total EQ-Equipme Water Base $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 CB-Chargeba Water Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $100,000 $102,000 $102,000 $102,000 $102,000 $510,000 $1,018,000 Category Funding Source Total Budget 311 Water Greenway WTP 8 MGD Expansion Project Number: UT00311 Council District: Palo Verde Project Location: Greenway WTP This project provides for an 8 million gallons per day (MGD) expansion of the Greenway Water Treatment Plant from its current Description: capacity of 16 MGD to 24 MGD. The treatment plant was master planned to be expanded further to an ultimate capacity of 32 MGD. This project includes sizing major unit processes to increase existing capacity. The following unit processes will be sized to achieve a total capacity of 24 MGD - flocculation basin, final sedimentation basin, filters, chlorination equipment, ozone production equipment, and ancillary equipment and components. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Prp W/S Rev Bonds 200 Base $0 $0 $0 $0 $0 $3,521,584 $3,521,584 CO-Construc Prp W/S Rev Bonds 200 Base $0 $0 $0 $0 $0 $27,710,176 $27,710,176 CB-Chargeba Prp W/S Rev Bonds 200 Base $0 $0 $0 $0 $0 $150,000 $150,000 AT-Arts Base $0 $0 $0 $0 $0 $312,318 $312,318 $0 $0 $0 $0 $0 $31,694,078 $31,694,078 Prp W/S Rev Bonds 200 Total Budget 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 water Description: resources needed to support the City's adopted General Plan Land Use map. This will be accomplished by determining the amount of potable and reuse water required along with 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 2015 Wastewater Carryover $330,000 $0 $0 $0 $0 $0 $330,000 Water Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Base $0 $0 $0 $0 $0 $102,500 $102,500 Wastewater Exp. E. of A Base $0 $0 $0 $0 $0 $147,500 $147,500 SY-Study Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $176,698 $176,698 SY-Study Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $28,302 $28,302 SY-Study Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $45,000 $45,000 CB-Chargeba Wastewater Exp. W. of Base $0 $0 $0 $0 $0 $6,150 $6,150 CB-Chargeba Wastewater Exp. E. of A Base $0 $0 $0 $0 $0 $8,850 $8,850 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $10,602 $10,602 CB-Chargeba Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $1,698 $1,698 CB-Chargeba Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $2,700 $2,700 $530,000 $0 $0 $0 $0 $530,000 $1,060,000 Category Funding Source SY-Study SY-Study SY-Study Wastewater Exp. W. of SY-Study Total Budget FY 2016 312 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water 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 Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water Exp. N. of Bell Base $0 $0 $0 $0 $129,202 $0 $129,202 CO-Construc Water Exp. N. of Bell Base $0 $0 $0 $0 $1,096,602 $0 $1,096,602 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $0 $45,000 $0 $45,000 AT-Arts Base $0 $0 $0 $0 $12,258 $0 $12,258 $0 $0 $0 $0 $1,283,062 $0 $1,283,062 Water Exp. N. of Bell Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $0 $0 $0 $0 $100,500 $100,500 Total Operating Impacts $0 $0 $0 $0 $0 $100,500 $100,500 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 Construction Water Expansion Carryover / Base FY 2015 Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $500 $500 $500 $500 $500 $1,500 $4,000 Total Operating Impacts $500 $500 $500 $500 $500 $1,500 $4,000 313 Water 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, CenturyLink, SRP, SWG, EPNG, 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 2015 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 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total Total Non-Pers OPS $500 $500 $500 $500 $500 $1,500 $4,000 Total Operating Impacts $500 $500 $500 $500 $500 $1,500 $4,000 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 to Description: replace ACP, HDPE, PVC, and unlined ductile mains that have exceeded their usable life expectancy. 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 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total CO-Construc Water Base $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $1,500,000 CB-Chargeba Water Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 AT-Arts Base $0 $1,500 $1,500 $1,500 $1,500 $7,500 $13,500 $150,000 $156,500 $156,500 $156,500 $156,500 $782,500 $1,558,500 Category Funding Source Water Total Budget 314 Water New River Agua Fria Underground Storage Project Project Number: UT00149 Council District: Various Project Location: NAUSP This project funds the construction of recharge basin number seven at the New River Agua Fria Underground Storage Project Description: (NAUSP). The facility is being constructed by Salt River Project (SRP), and Peoria has purchased capacity to recharge the effluent from the Butler Drive Water Reclamation Facility at this facility. Budget by Fiscal Year Carryover / Base FY 2015 Wastewater Expansion Carryover $136,125 $0 $0 $0 $0 $0 Water Expansion Carryover $708,375 $0 $0 $0 $0 $0 $708,375 Total Budget $844,500 $0 $0 $0 $0 $0 $844,500 Category Funding Source Construction Construction Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2017 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total $136,125 Total Non-Pers OPS $68,000 $68,000 $68,000 $68,000 $68,000 $204,000 $544,000 Total Operating Impacts $68,000 $68,000 $68,000 $68,000 $68,000 $204,000 $544,000 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 Category Funding Source DS-Design Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water Base $0 $0 $0 $0 $0 $98,480 $98,480 CO-Construc Water Base $0 $0 $0 $0 $0 $1,451,043 $1,451,043 CB-Chargeba Water Base $0 $0 $0 $0 $0 $42,300 $42,300 AT-Arts Base $0 $0 $0 $0 $0 $15,495 $15,495 $0 $0 $0 $0 $0 $1,607,318 $1,607,318 FY 20-24 Total Water Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Non-Pers OPS $0 $0 $0 $4,289 $4,289 $21,445 $30,023 Total Operating Impacts $0 $0 $0 $4,289 $4,289 $21,445 $30,023 315 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 Av and 89th Av to replace existing substandard PVC 6- and 8-inch waterline, and restoration and/or replacement of pavement and concrete sidewalk, etc. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Water Carryover / Base Carryover CO-Construc Water Base Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $106,648 $0 $0 $0 $0 $0 $106,648 $1,867,567 $0 $0 $0 $0 $0 $1,867,567 $1,974,215 $0 $0 $0 $0 $0 $1,974,215 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Non-Pers OPS $0 $5,382 $5,382 $5,382 $5,382 $26,910 $48,438 Total Operating Impacts $0 $5,382 $5,382 $5,382 $5,382 $26,910 $48,438 Pyramid Peak Water Treatment Plant - Upgrades Project Number: UT00037 Council District: Mesquite Project Location: 67th Av and Jomax Rd This project is for capital costs associated with the Pyramid Peak Water Treatment Plant, a study for condition assessment of the Description: facility and 60-inch water transmission main from the facility to the Peoria turnout, and anticipated construction costs for projects identified as necessary as a result of the study. Peoria currently owns 23 percent of the Pyramid Peak Water Treatment Plant and is responsible for 23 percent of the cost the study and resultant plant improvements. Budget by Fiscal Year Carryover / Base FY 2015 FY 2016 FY 2017 CO-Construc Water Exp. N. of Bell Base $286,346 $429,144 $172,261 $0 $0 $0 AT-Arts Base $0 $4,291 $1,723 $0 $0 $0 $6,014 $286,346 $433,435 $173,984 $0 $0 $0 $893,765 Category Funding Source Water Exp. N. of Bell Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total $887,751 Total 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 $40,250 316 Water 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, pre-design studies, design, programming, construction, materials testing, construction administration, utility coordination, utility relocation, processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements, as needed. Budget by Fiscal Year Carryover / Base FY 2015 CO-Construc Wastewater Carryover $219,541 $0 $0 $0 $0 $0 CO-Construc Water Carryover $749,698 $0 $0 $0 $0 $0 $749,698 Base $350,000 $350,000 $50,000 $50,000 $50,000 $250,000 $1,100,000 $350,000 $350,000 $100,000 $100,000 $100,000 $500,000 $1,500,000 $1,669,239 $700,000 $150,000 $150,000 $150,000 $750,000 $3,569,239 Category Funding Source EQ-Equipme Wastewater EQ-Equipme Water Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $219,541 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 Utilities technology, Description: Supervisory Control and Data Acquisition (SCADA) and security into a single master plan. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Wastewater Expansion P Base $0 $0 $0 $75,000 $0 $0 $75,000 SY-Study Water Exp. N. of Bell Base $0 $0 $0 $171,000 $0 $0 $171,000 SY-Study Water Exp. S. of Bell Base $0 $0 $0 $13,500 $0 $0 $13,500 SY-Study Water Expansion Post 1/ Base $0 $0 $0 $40,500 $0 $0 $40,500 $0 $0 $0 $300,000 $0 $0 $300,000 Total Budget FY 2015 FY 2016 317 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water 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 Category Carryover / Base Funding Source FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total EQ-Equipme Solid Waste Expansion Base $0 $0 $0 $0 $0 $250,000 $250,000 EQ-Equipme Residential Solid Waste Base $0 $0 $0 $0 $0 $600,000 $600,000 EQ-Equipme Commercial Solid Waste Base $0 $0 $0 $0 $0 $250,000 $250,000 EQ-Equipme Wastewater Exp. W. of Base $0 $0 $0 $0 $0 $102,500 $102,500 EQ-Equipme Wastewater Exp. E. of A Base $0 $0 $0 $0 $0 $147,500 $147,500 EQ-Equipme Wastewater Base $0 $0 $0 $0 $0 $600,000 $600,000 EQ-Equipme Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $190,000 $190,000 EQ-Equipme Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $15,000 $15,000 EQ-Equipme Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $45,000 $45,000 EQ-Equipme Water Base $0 $0 $0 $0 $0 $600,000 $600,000 $0 $0 $0 $0 $0 $2,800,000 $2,800,000 Total Budget 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 Category Funding Source SY-Study Wastewater Base $45,000 $0 $0 $45,000 $0 $90,000 SY-Study Water Base $45,000 $0 $0 $45,000 $0 $90,000 $180,000 $90,000 $0 $0 $90,000 $0 $180,000 $360,000 Total Budget FY 2015 FY 2016 318 FY 2017 FY 2018 FY 2019 FY 20-24 Total $180,000 Water Water Facility Reconditioning Project Number: UT00206 Council District: Various Project Location: Citywide This project will upgrade and recondition over 40 existing water distribution and production facilities. Utilities staff prioritizes Description: projects to be included in this program based on operational needs and facility conditions in the city's aging water conveyance system. Budget by Fiscal Year Carryover / Base FY 2015 CO-Construc Water Carryover $273,000 $0 $0 $0 $0 $0 $273,000 CO-Construc Water Base $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,000,000 CB-Chargeba Water Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 AT-Arts Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 $773,000 $510,000 $510,000 $510,000 $510,000 $2,550,000 $5,363,000 Category Funding Source Water Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water Line Assessment and Replacement Project Number: UT00335 Council District: various Project Location: City of Peoria This project will entail the identification, design, and replacement of small diameter water mains throughout the city to minimize Description: main breaks, service outages, and property damage. Budget by Fiscal Year Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 CO-Construc Water Base $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $5,000,000 AT-Arts Base $0 $10,000 $10,000 $10,000 $10,000 $0 $40,000 $1,000,000 $1,010,000 $1,010,000 $1,010,000 $1,010,000 $0 $5,040,000 Category Funding Source Water Total Budget 319 FY 20-24 Total Water 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 Category Funding Source Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total EQ-Equipme Wastewater Base $517,698 $517,698 $517,698 $517,698 $0 $0 EQ-Equipme Water Base $1,052,498 $1,052,498 $1,052,498 $1,052,498 $0 $0 $4,209,992 $1,570,196 $1,570,197 $1,570,197 $1,570,197 $0 $0 $6,280,786 Total Budget $2,070,793 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 Carryover / Base FY 2015 CO-Construc Water Carryover $400,000 $0 $0 $0 $0 $0 EQ-Equipme Water Base $100,000 $0 $0 $0 $0 $0 $100,000 $500,000 $0 $0 $0 $0 $0 $500,000 Category Funding Source Total Budget Operating Impacts FY 2015 FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 20-24 FY 20-24 Total $400,000 Total Personal OPS $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 Total Operating Impacts $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 320 Water Water/Wastewater/Expansion Fee Update Project Number: UT00070 Council District: All Project Location: Citywide This study will update water and wastewater expansion fees. These fees are required to be updated every two years to ensure that Description: they accurately recover the cost of constructing infrastructure required by new development. The project will be coordinated with the Finance Department. Budget by Fiscal Year Carryover / Base Category Funding Source SY-Study Wastewater Exp. W. of Base $0 $20,500 $0 $0 $20,500 $20,500 SY-Study Wastewater Exp. E. of A Base $0 $29,500 $0 $0 $29,500 $29,500 $88,500 SY-Study Water Exp. N. of Bell Base $0 $38,000 $0 $0 $38,000 $38,000 $114,000 SY-Study Water Exp. S. of Bell Base $0 $3,000 $0 $0 $3,000 $3,000 $9,000 SY-Study Water Expansion Post 1/ Base $0 $9,000 $0 $0 $9,000 $9,000 $27,000 $0 $100,000 $0 $0 $100,000 $100,000 $300,000 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $61,500 Wellhead Water Quality Mitigation Project Number: UT00272 Council District: Various Project Location: Citywide This project will provide for arsenic treatment at various well sites in Utility project UT00312, UT00327 and UT00328 on an as Description: needed basis. The treatment technology will allow the reduction of arsenic levels to allowable regulatory limits. Well blending may be utilized in addition to arsenic treatment to achieve regulatory compliance. Water quality testing and blending capabilities will be considered in determining if arsenic treatment is required. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2015 Construction Water Expansion Carryover $1,087,210 $0 $0 $0 $0 $0 Construction Water Carryover $1,296,365 $0 $0 $0 $0 $0 $1,296,365 Total Budget $2,383,575 $0 $0 $0 $0 $0 $2,383,575 FY 2016 321 FY 2017 FY 2018 FY 2019 FY 20-24 Total $1,087,210 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, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total Water Expansion Carryover $48,835 $0 $0 $0 $0 $0 $48,835 CO-Construc Water Expansion Carryover $2,458,274 $0 $0 $0 $0 $0 $2,458,274 CO-Construc Water Expansion Carryover $37,300 $0 $0 $0 $0 $0 $37,300 Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $48,835 $48,835 LA-Land Acq Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $38,500 $38,500 DS-Design Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $143,880 $143,880 CO-Construc Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $2,425,663 $2,425,663 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $65,250 $65,250 AT-Arts Base $0 $0 $0 $0 $0 $25,695 $25,695 $2,544,409 $0 $0 $0 $0 $2,747,823 $5,292,232 FY 20-24 Total SY-Study Water Exp. N. of Bell Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Non-Pers OPS $73,200 $73,200 $73,200 $73,200 $73,200 $658,800 $1,024,800 Total Operating Impacts $73,200 $73,200 $73,200 $73,200 $73,200 $658,800 $1,024,800 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 CO-Construc Water Expansion CO-Construc Water Exp. N. of Bell AT-Arts Water Exp. N. of Bell Carryover / Base FY 2015 Carryover $384,029 $0 $0 $0 $0 $0 $384,029 Base $503,965 $226,900 $363,000 $132,000 $803,500 $1,126,500 $3,155,865 Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total $0 $2,269 $3,630 $1,320 $8,035 $11,265 $26,519 $887,994 $229,169 $366,630 $133,320 $811,535 $1,137,765 $3,566,413 322 Water Westland Rd. Reservoir and Booster Station Project Number: UT00336 Council District: Project Location: Westland Rd & CAP Canal The Westland Rd. Reservoir/Booster facility will serve as a regional storage and booster facility for a large geographical area Description: encompassing Lake Pleasant Heights, Saddleback Heights, Trilogy West, Vistancia, state land parcels, and city oversizing needs. The facility is located on Westland Rd. in proximity to the CAP canal. This project ensures that onsite piping and ancillary facilities are sized properly to provide the city oversizing capacity in future expansion phases of the facility. Budget by Fiscal Year Carryover / Base Category Funding Source DS-Design Water Exp. N. of Bell Base $67,285 $0 $0 $0 $0 $0 $67,285 CO-Construc Water Exp. N. of Bell Base $754,297 $0 $0 $0 $0 $0 $754,297 $821,582 $0 $0 $0 $0 $0 $821,582 Total Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total 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 Water Resource Fees - P Other Water Carryover / Base FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Base $700,000 $509,176 $483,286 $457,395 $431,505 $0 Base $1,026,020 $0 $0 $0 $0 $0 $1,026,020 $1,726,020 $509,176 $483,286 $457,395 $431,505 $0 $3,607,382 Total Budget Operating Impacts FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 FY 20-24 Total $2,581,362 Total Non-Pers OPS $0 $133,000 $133,000 $133,000 $133,000 $953,000 $1,485,000 Total Operating Impacts $0 $133,000 $133,000 $133,000 $133,000 $953,000 $1,485,000 323 Water 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 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20-24 Total LA-Land Acq Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $75,000 $75,000 DS-Design Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $100,000 $100,000 CO-Construc Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $890,000 $890,000 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $30,000 $30,000 AT-Arts Base $0 $0 $0 $0 $0 $9,900 $9,900 $0 $0 $0 $0 $0 $1,104,900 $1,104,900 Water Exp. N. of Bell Total Budget 324 Schedules City of Peoria FY 2015 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. 325 City of Peoria FY 2015 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 7/1/14 PROJECTED REVENUES $39,856,852 $10,066,879 $8,086,902 $113,840,097 $17,039,450 $32,000 $58,010,633 $130,911,547 $14,045,948 $12,284 $1,245 $22,405,999 $28,226,176 $694,120 $48,280 $16,021 $6,797,837 $141,979 $72,389,889 $86,959,022 Total Capital Projects Funds 48 General Obligation Bonds 49 MDA Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total $35,853,535 $933,830 $1,409,500 $19,653,522 $112,709 $98,000 $9,193,421 $2,305,400 $954,400 $28,000 $2,854,700 $283,588 $73,680,605 ($433,124) $10,077,526 $13,008,234 ($21,637) $685,689 $1,311,134 $355,533 $24,983,355 $5,331,393 $1,837,125 $19,054,038 $5,943,121 $7,861,107 $706,045 - $40,732,829 - 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 $45,186,927 $27,484,278 $8,706,438 $11,930,038 $7,517,331 $8,173,482 $3,065,052 $8,138,131 $1,836,370 $2,354,073 $7,052,795 ($41,329) $742,363 39 Fireman's Pension 40 Agency Funds $12,602,372 $549,378 $142,949 $10,348,387 $13,201,344 $361,808 $431,700 $30,400 $576,659 $6,514,119 $427,811 $936,950 $6,819,135 $12,589,613 $1,100,253 TRANSFERS IN TOTAL SOURCES $5,905,843 $2,175,000 $8,080,843 $30,600 $197,003,023 $1,548,978 $275,000 - $1,823,978 $4,532,672 $63,337,813 $9,640,268 $13,339,538 $29,726,620 $8,286,191 $3,163,052 $17,331,552 $4,141,770 $3,308,473 $7,080,795 $4,790,276 $1,025,951 $165,172,299 $43,600 $600,000 $110,000 $957,820 $6,600 $805,457 $2,523,477 $4,898,269 $11,958,251 $32,662,272 $6,031,484 $9,504,616 $2,023,779 $1,160,990 $68,239,661 - - $11,319,200 $30,300,000 $75,000 $4,619,795 $28,197,298 $561,662 $144,194 $32,754,386 $41,427,520 $361,808 $1,400,820 $78,680 $592,680 $13,311,956 $569,790 $119,400,794 $2,555,767 $1,976,905 - $30,600 - $159,602,792 $27,106,329 $10,293,902 - $30,600 - $30,600 $12,256,150 $37,119,135 $12,664,613 $5,720,048 $21,445,951 $46,313,995 - $67,759,946 $28,572,810 $13,890,371 $121,864 $14,631,518 $85,000 $476,688 $3,693,782 - $43,204,328 $17,669,153 $598,552 $42,585,045 $15,193,206 $3,693,782 $61,472,033 $306,373,895 $352,049,709 $20,654,752 $679,078,356 326 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 1 - All Funds Summary OPERATIONS $123,186,758 $1,988,949 - $125,175,707 CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE $1,807,959 $378,650 $3,205,750 $5,392,359 $9,902,760 $138,922 $361,808 $1,313,050 $17,688 $586,259 $3,859,854 $520,717 $16,701,058 $50,727,125 $44,811,216 $13,338,478 $304,800 - - $141,994,717 $6,672,599 $4,455,750 $21,750,000 $153,123,066 $1,500,000 $1,000,000 $3,800,000 $50,000 $3,100,000 - $80,522,371 $6,400,000 - - $102,183,822 $3,100,000 - - - - $450,000 $1,000,000 $200,000 - $145,196,673 - $1,650,000 $16,042,634 $8,670,482 $476,288 $25,189,404 $45,007,621 $5,330,744 $4,640,968 $21,079,716 $6,026,810 $9,102,318 $936,400 $1,099,060 $48,216,016 $11,665,771 $37,119,135 $4,896,767 $5,403,048 - $43,757,142 $1,484,601 $10,516,640 $25,245,547 $137,600 $2,309,621 $10,361,038 $2,886,073 $282,896 $100,000 $4,707,494 $395,170 $600,000 $2,200,000 $300,000 - - $59,084,721 $16,777,335 $26,746,498 $27,189,162 $361,808 $1,363,050 $17,688 $586,259 $6,959,854 $520,717 $2,500,000 $450,000 $200,000 $1,500,000 $100,000 $1,000,000 $500,000 $100,000 $50,000 - - - $17,000,000 $3,500,000 $1,250,000 $9,450,000 $5,299,398 $434,507 $7,316,629 $287,944 - $304,800 - $30,600 - $30,600 $5,674,739 - $5,674,739 $13,876,074 $9,882,133 $5,542,170 $2,021,677 $39,880 $11,115 $345,170 $31,718,219 $5,330,744 $4,040,968 $18,879,716 $6,026,810 $9,102,318 $331,600 $1,099,060 $237,445,706 $805,000 $5,374,575 $25,607,576 $17,714,423 - $48,696,574 $22,081,670 $1,034,601 $10,886,748 $37,600 $9,321,158 $2,374,958 $182,896 $100,000 $4,707,494 - $805,000 - - $14,049,500 $7,195 $548,978 $142,849 $1,275,000 $654 $293,278 $280 $2,268,234 $3,730,288 $30,600 $16,650,734 $7,341,571 $5,838,152 $167,172,566 $29,830,457 $16,784,530 $548,978 $142,849 $28,021,498 $27,189,162 $361,808 $1,363,704 $17,688 $586,259 $7,253,132 $520,997 $46,622,473 $1,485,255 $11,226,590 $25,395,321 $137,600 $2,309,621 $10,363,467 $2,886,447 $282,896 $100,000 $4,709,270 $395,170 $105,914,110 $1,589 $600,467 $4,674 - $606,730 $5,332,333 $4,640,968 $21,680,183 $6,031,484 $9,102,318 $936,400 $1,099,060 $48,822,746 - - $12,115,771 $37,119,135 $5,896,767 $5,603,048 $142,952,058 $19,764,758 $4,455,750 $82,790,605 $2,865,331 $654 $709,950 $149,774 $2,429 $374 $1,776 - $30,600 - - $11,412,768 $12,684 $1,345 $4,732,888 $14,238,358 $37,116 $60,992 $6,421 $6,058,824 $48,793 $16,715,340 $8,155,013 $2,112,948 $4,331,299 $8,148,591 $853,431 $6,968,085 $1,255,323 $3,025,577 $6,980,795 $81,006 $630,781 $30,600 ($434,064) $7,317,283 $10,982,089 $402,298 $1,087,379 $61,930 - $60,734,721 $7,025,225 - $16,042,634 $8,670,482 $476,288 $27,161,694 $8,998,671 $122,264 327 $20,654,752 32 33 34 35 36 37 38 39 40 $140,379 $6,767,846 $117,000 - $25,189,404 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 $19,416,915 $16,042,634 $8,670,482 $476,288 $470,000,000 4 5 6 7 8 9 10 11 12 13 14 15 $59,258,189 $30,600 - $12,115,771 $37,119,135 $5,896,767 $5,603,048 1 2 3 $36,610,189 $60,734,721 - $42,350,000 $957,341 $13,092,159 - TOTAL USES ESTIMATED BALANCE 6/30/15 $25,189,404 $36,282,629 $490,654,752 $188,423,604 41 42 43 44 45 46 47 48 49 50 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $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 $27,542 $2,562,655 $4,141 $96,103 $1,047 $5,792,136 $328,510 $1,750,037 $294,536 $598,685 $1,398,533 $179,526 $18,723,522 $699,213 $2,188,728 $0 $701,764 $167,018 $252,563 $279,591 $2,161,890 $7,462 $32,410 $2,797,276 $1,321,917 $42,366,804 $25,000 $3,000,000 $4,500 $80,000 $0 $6,000,000 $340,000 $1,650,000 $280,000 $612,000 $1,475,000 $161,262 $19,700,000 $760,000 $2,275,000 $0 $705,000 $180,000 $275,000 $290,000 $1,998,580 $0 $25,000 $2,900,000 $1,350,000 $44,086,342 $25,000 $2,150,000 $5,000 $85,000 $0 $6,204,069 $312,885 $1,687,125 $280,000 $625,770 $1,525,167 $164,890 $20,354,151 $785,849 $2,369,439 $0 $721,231 $75,000 $275,000 $275,000 $2,115,485 $0 $25,000 $3,020,383 $1,350,000 $44,431,444 $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 $146,049 $383,648 $41,577 $19,058 $479,622 $274,839 $222,291 $331,004 $110,450 $140,430 $23,160 $18,675 $86,600 $79,330 $122,600 $61,584 $19,000 $15,950 $111,730 $11,000 $35,920 $120,240 $58,291 $110,000 $325,000 $46,000 $21,000 $530,000 $304,000 $246,000 $366,000 $122,000 $155,000 $26,000 $21,000 $96,000 $88,000 $136,000 $68,000 $21,000 $18,000 $124,000 $12,000 $40,000 $133,000 $45,000 $110,000 $250,000 $46,000 $21,000 $530,000 $304,000 $246,000 $366,000 $122,000 $155,000 $26,000 $21,000 $96,000 $88,000 $136,000 $68,000 $21,000 $18,000 $124,000 $12,000 $40,000 $133,000 $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 328 City of Peoria FY 2015 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 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 Training Revenue Diversity Committee Revenue Passport Photo Fees COBRA Health Ins Contrib Lien Filing Fees Allocated Interdept Svc Chrgs CIP Engineering Charges CIP Finance Charges Subtotal - Charges for Service FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate $12,230 $5,040 $1,640 $3,770 $7,515 $8,715 $300 $660 $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 $10,055 $338 ($15) $0 $2,322 $11,137,567 $1,297,194 $90,000 $20,800,158 $20,215 $4,080 $4,800 $11,718 $2,355 $5,325 $100 $540 $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 $26,640 $0 $0 $554 $1,330 $12,340,428 $1,609,945 $120,000 $22,674,040 $21,875 $6,240 $0 $13,350 $12,090 $13,365 $50 $1,180 $0 $426,558 $352,831 $10,086 $0 $216,033 $4,405 $290,402 $2,012 $9,310 $1,911,236 $352,948 $184,426 $3,215 $697,418 $23,415 $153,933 $357,419 $396,563 $100,280 $66,120 $186,318 $96,383 $0 $826,229 $261 $1,477 $0 $11,382 $6,384 $16,245 $15,562 $322,438 $51,806 $26,328 $0 $0 $0 $876 $12,073,111 $1,021,918 $90,000 $23,286,524 $10,000 $7,000 $0 $15,000 $13,000 $15,000 $0 $400 $0 $375,000 $275,000 $0 $0 $225,000 $2,000 $305,775 $0 $7,489 $1,940,000 $370,750 $190,455 $0 $731,000 $40,000 $170,000 $394,125 $440,370 $90,000 $71,420 $212,515 $97,000 $0 $807,277 $5,086 $15,500 $0 $10,500 $6,500 $2,000 $0 $0 $40,000 $0 $0 $0 $0 $0 $12,743,337 $1,719,859 $120,000 $24,521,358 329 FY 2015 Budget $10,000 $7,000 $0 $15,000 $13,000 $15,000 $0 $400 $0 $468,000 $350,000 $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 $40,000 $0 $0 $0 $0 $0 $13,602,299 $1,639,091 $60,000 $25,599,916 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category 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 FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $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 $951,524 $359,290 $14,133 $33,790 $136,699 $1,307 $630 $4,692 $63,465 $15,866 $19,667 $92,168 $116,281 $46,125 $202,358 $900 $2,058,896 $900,000 $350,000 $20,000 $20,000 $100,000 $1,000 $0 $0 $175,000 $40,000 $15,908 $93,000 $115,000 $45,000 $100,000 $0 $1,974,908 $900,000 $350,000 $5,000 $20,000 $100,000 $1,000 $0 $0 $175,000 $40,000 $16,274 $85,000 $122,112 $45,000 $100,000 $0 $1,959,386 $253,410 $189,737 $145,695 $175,000 $225,000 State Shared Sales Tax $9,653,045 Urban Revenue Sharing $13,408,996 Peoria Distr Share-Pool $88,484 Intergovtl Partic-PD ($55) Library Intergovtl Revenues $73,381 Grant Revenue $0 Grant Revenue-Comm Svc $7,606 Grant Revenue - Police $0 Grant Revenue - Federal $0 Auto Lieu Tax $4,339,412 Subtotal - Intergovernmental Revenue $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 $12,534,938 $15,737,409 $88,899 $0 $58,352 $4,500 $7,975 $27,295 $442 $5,090,274 $33,550,083 $13,260,455 $16,994,859 $220,667 $0 $29,236 $0 $0 $0 $0 $5,300,000 $35,805,217 $13,910,217 $18,068,084 $161,167 $0 $0 $0 $0 $0 $0 $5,299,260 $37,438,728 $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 $279,996 $1,233,811 $53,642 $750,323 $55,485 $83,832 $52,760 $600 $29,050 $24,125 $200 $250 $2,564,075 $310,000 $1,364,000 $54,284 $653,950 $45,000 $73,000 $25,000 $0 $28,000 $4,000 $1,000 $0 $2,558,234 $310,000 $1,364,000 $55,534 $669,006 $45,000 $73,000 $25,000 $0 $28,000 $4,000 $1,000 $0 $2,574,540 $137,097 $1,113,493 $67,984 $6,174 $290,228 $41,723 $134,818 $6,259 $132,803 $685,783 $159,626 $0 $75,000 $30,000 $90,000 $0 $75,000 $30,000 $90,000 $0 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 Reimb Revenue-General State Fire Reimbursement Reimb from Workers Comp 330 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Reimbursement-Jury Duty Reimbursement for O/T Reimb-Comm Svcs Reimb Rev-Empl Overpymt Repymt Zone Revenues Commissions Cash Over/Short Cash Over/Short-Comm Svcs Misc A/R Penalties Auction Proceeds Other Revenue Southwest Gas Capital Funds Subtotal - Miscellaneous Income FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $77 $9,341 $0 $2,935 $113,123 $0 ($301) $16 $64,153 $43,920 $408,296 $0 $1,966,307 $291 $6,529 $0 $0 $490,235 $0 ($816) $44 $2,869 $33,535 $216,218 $0 $1,221,933 $356 $12,030 $0 $0 $0 $37 $216 $89 ($816) $27,188 $182,100 $0 $1,199,411 $0 $10,000 $10,000 $0 $0 $0 $0 $0 $5,000 $15,000 $15,000 $420,000 $670,000 $0 $10,000 $10,000 $0 $0 $0 $0 $0 $5,000 $15,000 $15,000 $420,000 $670,000 $31,695 $65,960 $51,309 $26,522 $112,558 $12,439 $22,491 $29,313 $49,863 $0 $0 $402,150 $40,576 $66,515 $72,992 $29,654 $117,962 $12,356 $22,053 $33,920 $51,058 $0 $39,346 $486,432 $19,740 $61,503 $79,445 $30,708 $88,992 $13,475 $22,996 $32,306 $215,063 $7,865 $759 $572,852 $20,000 $36,000 $88,700 $70,000 $87,955 $15,239 $37,455 $29,500 $0 $0 $0 $384,849 $20,000 $70,000 $93,800 $28,000 $120,000 $15,239 $52,374 $29,500 $0 $0 $0 $428,913 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $80,000 $20,000 $340 $44,000 $7,415 $21,950 ($21,518) $29,000 ($8,687) $131,000 $6,500 ($21,368) $5,300 $17,000 $1,500 ($1,500) $10,800 $8,000 ($7,112) $72,060 ($5,100) $106,800 $6,000 $22,000 ($12,210) Rents General Rent Revenue Rio Vista Ramada Rentals Rio Vista Field Permits/Rental Rio Vista Concessions Rent Rio Vista Rec Center Rentals Rent Rev-Swim Pool Rent Rev-Comm Center Rent Revenue - Salty Senoritas Rent Revenue - Alter Group Rent-AZ Broadway Theater(KLOS) Rent Revenue - Arts Ctr Ticket Surchrg Subtotal - Rents Revenues Peoria Distr Share-Pool Reimb for O/S Inspec O/T Swimming Pool Fees Rec Revenue-AM/PM Program Rec Revenue-Tot Time Prog Rec Revenue-Summer Rec Prg Rec Revenue-Sports Programs - Adult Rec Revenue-Sports Programs - Youth Rec Revenue-Senior Program Rec Revenue-Special Events Rec Revenue-Teen Program Rio Vista Rec Center Memberships Rio Vista Retail Sales Rio Vista Program Revenues Library Copy/Print Fees - Main Library Copy/Print Fees - Branch Training Revenue Library Fines and Forfeitures - Main Library Fines and Forfeitures - Branch 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 331 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Subtotal - Revenues FY 2011 Actual FY 2012 Actual $0 FY 2013 Actual FY 2014 Estimate FY 2015 Budget $0 $0 $0 $512,170 $0 $0 $0 $0 $91,428,799 $99,832,185 $105,744,340 $110,175,908 $113,840,097 $12,814 $891,952 $3,559 $45,730 $0 $1,225,128 $127,635 $742,661 $133,893 $59,118 $508,111 $74,462 $7,429,903 $138,555 $924,644 $10 $327,319 $50,377 $253,723 $103,124 $13,052,716 $13,875 $918,257 $3,586 $45,143 $0 $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 $13,774 $1,281,560 $2,071 $48,060 $524 $1,448,237 $164,285 $874,523 $147,295 $66,529 $699,427 $89,779 $9,363,401 $174,828 $1,094,364 $0 $350,945 $83,248 $121,799 $139,822 $16,164,469 $12,500 $1,500,000 $2,250 $40,000 $0 $1,500,000 $170,000 $825,000 $140,000 $68,000 $737,500 $80,631 $9,850,000 $190,000 $1,137,500 $0 $352,500 $90,000 $137,500 $145,000 $16,978,381 $12,500 $1,075,000 $2,500 $42,500 $0 $1,551,017 $156,442 $843,562 $140,000 $69,530 $762,583 $82,445 $10,177,075 $196,462 $1,184,719 $0 $360,615 $37,500 $137,500 $137,500 $16,969,450 $77,084 $58,254 $46,074 $40,000 $70,000 $0 $0 $27,125 $27,392 $0 ($20,652) $0 $0 $0 $0 $13,109,148 $15,017,174 $16,237,668 $17,045,773 $17,039,450 $7,689 $535,199 $2,136 $27,441 $0 $734,632 $76,560 $445,634 $8,326 $550,972 $2,152 $27,089 $0 $832,830 $96,249 $500,197 $8,265 $769,030 $1,243 $28,840 $314 $868,456 $98,583 $524,776 $7,500 $900,000 $1,350 $24,000 $0 $900,000 $102,000 $495,000 $7,500 $645,000 $1,500 $25,500 $0 $930,610 $93,865 $506,137 Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - General Fund ($68,479) Half-Cent Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Taxes Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Half-Cent Sales Tax Fund Transportation Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental 332 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description 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 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $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 $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 $88,387 $79,790 $419,702 $53,874 $5,618,712 $104,838 $656,618 $0 $210,593 $0 $73,578 $83,905 $9,689,503 $84,000 $81,600 $442,500 $48,378 $5,910,000 $114,000 $682,500 $0 $211,500 $54,000 $82,500 $87,000 $10,227,828 $84,000 $83,436 $457,550 $49,467 $6,106,245 $117,877 $710,831 $0 $216,369 $22,500 $82,500 $82,500 $10,223,387 $167,580 $129,009 $105,624 $100,000 $125,000 $0 $0 $60,830 $0 $0 ($30,102) $0 $0 $0 $0 $7,913,834 $9,110,824 $9,855,957 $10,327,828 $10,348,387 $6,940,032 $6,732,027 $6,934,980 $7,550,713 $7,858,107 $5,964 $3,649 $3,159 $3,000 $3,000 $9,584 $180 $13,838 $23,602 $364 $132 $0 $496 $14,638 $0 $0 $14,638 $6,187 $0 $0 $6,187 $0 $0 $0 $0 ($2,778) $0 $0 $0 $0 $6,966,820 $6,736,172 $6,952,777 $7,559,900 $7,861,107 $2,205 $1,788 $6,882 $15,000 $22,000 $0 $1,370 $0 $0 $0 $0 $0 $4,905 $0 $0 Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Transportation Sales Tax Fund Information Technology Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Auction Proceeds Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Information Technology Fund Economic Development Reserve Fund Interest Income Interest Income Intergovernmental Revenue Grant Revenue Revenues Other Revenue 333 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Economic Development Reserve Fund ($526) $0 $0 $0 $0 $1,679 $3,158 $11,787 $15,000 $22,000 $477,800 $533,066 $635,308 $701,397 $700,045 $9,626 $10,525 $9,329 $6,000 $6,000 $292 $11,567 $17,741 $18,939 $0 ($3,455) $0 $0 $0 $0 $484,263 $555,159 $662,378 $726,336 $706,045 $0 $0 $5,536,507 $5,536,507 $0 $0 $5,280,628 $5,280,628 $0 ($1) $5,895,231 $5,895,231 $322 $0 $5,892,130 $5,892,452 $500 $0 $5,941,568 $5,942,068 $7,445 $2,004 $307 $600 $1,053 $0 $24 $24 $0 $0 $0 $1,040 $0 $1,040 $0 $0 $0 $0 $0 $0 ($1,433) $0 $0 $0 $0 $5,542,543 $5,282,632 $5,896,578 $5,893,052 $5,943,121 $1,741 $4,730,935 $4,732,676 $2,324 $4,956,781 $4,959,105 $5,605 $5,061,124 $5,066,729 $2,474 $5,248,340 $5,250,814 $0 $5,331,393 $5,331,393 $0 $3,556 $0 $57 $0 $4,732,676 $4,962,661 $5,066,729 $5,250,871 $5,331,393 Information Technology Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Information Technology Reserve Fund Facilities Fund Charges for Service Recycling Program Revenue Fees for General Services Interdepartmental Svc Chg 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 - Facilities Fund Fleet Maintenance Fund Charges for Service Recycling Program Revenue Interdepartmental Svc Chg Subtotal - Charges for Service Miscellaneous Income Reimb Revenue-General Total - Fleet Maintenance Fund 334 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget Fleet Reserve Fund Charges for Service Interdepartmental Svc Chg $271,406 $1,091,358 $1,116,833 $1,708,688 $1,800,125 $58,085 $48,302 $38,158 $35,000 $37,000 $192,010 $0 $0 $0 $0 $2,747 $6,028 $1,812 $66,053 $0 $76,640 $0 $0 $0 $0 $9,060 $9,060 $0 $0 $0 $0 $107,495 $107,495 $0 $0 $0 $0 $9,512 $9,512 $0 $0 $0 $0 $0 $0 $0 $0 $4,464 $0 $0 ($15,689) $0 $0 $0 $0 $582,453 $1,148,720 $1,266,950 $1,753,200 $1,837,125 Subtotal - Taxes $19,533,972 $210,873 $19,744,845 $16,735,182 $207,843 $16,943,025 $14,239,300 $213,221 $14,452,521 $13,219,479 $103,392 $13,322,871 $14,446,518 $30,000 $14,476,518 Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue $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 $0 $0 $0 $0 $0 $121,115 $98,239 $80,577 $81,939 $240,000 ($29,587) $0 $0 $0 $0 $20,280,601 $17,485,625 $14,533,098 $13,404,810 $14,716,518 $179,360 $104,377 $74,997 $25,478 $19,200 $0 $0 $0 $30,704 $0 Interest Income Interest Income Intergovernmental Revenue Grant Revenue - Federal Miscellaneous Income Gain on Disp of FA-Genl Govt Gain on Disp of FA-Rec Gain on Disp of FA-Fire Gain on Disp of FA-Pub Wrks Auction Proceeds Subtotal - Miscellaneous Income Revenues Auction Proceeds Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Fleet Reserve Fund Debt Service Fund Taxes Property Tax SRP In-lieu Tax Assessment Revenue Interest Income Interest Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Debt Service Fund Bond Fund Interest Income Interest Income Miscellaneous Income Reimb Revenue-General 335 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget Revenues Reimb Revenue-General Other Revenue $0 $0 $0 $0 $0 $0 $76,618 $24,233 $100,851 $240,000 $0 $240,000 $0 $0 $0 ($12,262) $0 $0 $0 $0 Bond Proceeds Bond Proceeds Proceeds of Refunding Bonds Subtotal - Bond Proceeds $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 $0 $0 $0 $0 $41,600,000 $0 $0 $41,600,000 Total - Bond Fund $167,098 $29,154,564 $36,725,328 $296,182 $41,619,200 $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 $1,959 $16,838 $13,343 $830,545 $523,431 $745,445 $122,906 $2,254,466 $2,400 $15,000 $11,500 $835,000 $515,000 $740,000 $125,000 $2,243,900 $2,400 $15,000 $11,500 $830,000 $575,000 $740,000 $125,000 $2,298,900 $11,131 $8,840 $7,002 $7,000 $6,500 $60 $0 $0 $0 $0 $0 $0 $100 $0 $0 ($2,059) $0 $0 $0 $0 $1,966,022 $2,077,222 $2,261,568 $2,250,900 $2,305,400 $55,541 $508,803 $26,223 $201,834 $8,454,108 $0 $118,939 $9,365,449 $55,444 $521,691 $25,410 $219,860 $8,860,216 $0 $91,146 $9,773,767 $50,977 $379,533 $23,754 $172,283 $6,006,863 $2,056,827 $101,274 $8,791,511 $55,000 $430,000 $26,000 $203,000 $8,200,000 $0 $109,251 $9,023,251 $55,000 $415,000 $26,000 $203,000 $8,340,000 $0 $126,921 $9,165,921 Subtotal - Revenues Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Bond Proceeds Commercial Sanitation Fund Charges for Service Utility Late Fee Charges Field Trip Svc Fee-Utilities Recycling Program Revenue Commercial Sanitation Fees Roll-Off Sanitation Fees San Fees-Comm Multi-Fam Clc Commercial Recycling Fees Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimbursement-Jury Duty Revenues Commercial Special Hauls Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Commercial Sanitation Fund Residential Sanitation Fund Charges for Service Utility Late Fee Charges Recycling Program Revenue Special Haul Fees San Fees-Res Multi-Fam Clc San Fees-Automated Clc Residential Recycling Fees Allocated Interdept Svc Chrgs Subtotal - Charges for Service 336 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Interest Income Interest Income FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $22,973 $26,668 $25,590 $27,500 $27,500 $0 $0 $0 $0 $0 $0 $500 $276 $776 $0 $0 $0 $0 $0 $0 $0 $0 $7,366 $0 $0 ($2,666) $0 $0 $0 $0 $9,385,756 $9,800,435 $8,825,242 $9,050,751 $9,193,421 $649,695 $872,474 $966,478 $849,292 $944,400 $21,481 $18,456 $17,642 $12,000 $10,000 $38,164 $0 $38,164 $0 $5,651 $5,651 $0 $68,054 $68,054 $0 $21,195 $21,195 $0 $0 $0 ($6,664) $0 $0 $0 $0 $702,675 $896,581 $1,052,174 $882,487 $954,400 $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 $147,978 $114 $6,750 $509,862 $0 $159,197 $0 $10,000 $9,894 $10,916 $310,711 $8,272 $30,548 $1,204,242 $168,000 $7,500 $0 $554,000 $0 $170,000 $55,250 $10,000 $10,000 $12,000 $300,000 $7,700 $76,342 $1,370,792 $155,000 $7,500 $0 $476,000 $0 $180,000 $58,500 $10,000 $10,000 $12,000 $300,000 $8,000 $91,888 $1,308,888 $12,006 $10,550 $8,420 $1,902 $1,700 Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Subtotal - Miscellaneous Income Revenues Multi-Family Resid Recycling Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Residential Sanitation Fund Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Gain on Disposal of F/A Auction Proceeds Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Sanitation Equipment Reserve Fund 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 337 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Miscellaneous Income Reimbursement-Jury Duty Other Revenue Subtotal - Miscellaneous Income FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $40 $0 $40 $0 $2,750 $2,750 $0 ($1,250) ($1,250) $0 $0 $0 $0 $0 $0 $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 $43,929 $75,329 $32,325 $178,992 $4,692 $13,685 $70,287 $151,307 $580,898 $58,199 $225,018 $0 $1,434,662 $40,000 $58,000 $3,000 $188,000 $0 $20,000 $139,000 $138,500 $635,000 $67,000 $236,000 $1,500 $1,526,000 $55,000 $70,000 $0 $185,000 $90,000 $90,000 $80,000 $150,000 $595,000 $50,000 $236,000 $2,500 $1,603,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $53,506 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $53,506 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150 $150 $5,000 $114,000 $10,000 ($3,500) $2,000 $5,000 ($10,000) $3,000 $15,000 $55,000 $30,000 ($1,000) ($500) $200 $224,200 ($2,097) $0 $0 $0 $0 $2,627,218 $2,755,704 $2,699,580 $2,898,844 $3,138,288 $2,774,447 $3,287,657 $3,283,721 $3,412,500 $3,554,158 $0 $0 $89,477 $150 $0 $1,000 $3,436 $359 $0 $31,324 $0 $0 $2,500 $3,833 $181 $1,021 $49,749 $0 $7,123 $2,245 $30,228 $0 $685 $25,000 $0 $148,169 $2,000 $12,000 $0 $0 $30,000 $0 $0 $2,000 $5,000 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 Revenues Sports Complex Program Revenue Ticket Sales-Spring Trg Ticket Sales- Facility Surchg Ticket Sales- Non Gen Admiss Surchg Adv Sales-BB Std-Non Sp Trn General Rent Revenue Genl Rent Rev-Sp Cmplx Rent Revenue - Chili Davis Rent Rev-Stadium Rent Rev/Stad Concssn/Sp Tr Rent Rev/Stad Conc/Non Sp Tr Rent Rev-Parking/Sp Tr Rent Rev-Parking/Non Sp Tr Interest Income Subtotal - Revenues Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Sports Complex Fund Streets Fund Taxes Sales Tax-Utilities 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 338 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Allocated Interdept Svc Chrgs CIP Engineering Charges Subtotal - Charges for Service FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $295,000 $99,905 $488,968 $295,000 $91,485 $424,501 $295,000 $54,900 $440,446 $295,000 $50,000 $532,854 $295,000 $60,000 $392,000 $68,285 $54,155 $47,738 $46,000 $100,000 $7,231,157 $7,714,173 $8,387,623 $8,471,499 $8,556,214 $695 $75 $4,984 $5,754 $0 $0 $0 $0 $65,056 $0 $0 $65,056 $98 $0 $0 $98 $0 $0 $0 $0 ($15,172) $0 $0 $0 $0 $10,553,440 $11,480,486 $12,224,584 $12,462,951 $12,602,372 $34,457 $0 $6,222 $40,679 $26,799 $0 $15,903 $42,702 $25,748 ($4) $13,496 $39,240 $23,000 $0 $8,800 $31,800 $23,000 $0 $8,500 $31,500 $1,193 $2,520 $3,117 $3,000 $2,000 $0 $91,345 $91,345 $100,722 $21,357 $122,079 $578,527 $80,480 $659,007 $120,000 $100,220 $220,220 $120,000 $140,000 $260,000 $157,731 $0 $157,731 $32,502 $0 $32,502 $58,968 $40 $59,008 $3,000 $0 $3,000 $5,000 $0 $5,000 $0 $0 $0 $0 $133,200 ($200) $0 $0 $0 $0 $290,747 $199,803 $760,372 $258,020 $431,700 $76,625 $14,109,411 $793,970 $67,925 $78,628 $15,648,747 $847,522 $45,277 $87,390 $17,597,757 $853,813 $43,759 $80,000 $17,400,000 $865,000 $91,869 $80,000 $17,800,000 $870,000 $83,309 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 Transit Fund Charges for Service Transit Collections Fees for General Services Advertising-Bus Shelters Subtotal - Charges for Service Interest Income Interest Income Intergovernmental Revenue Grant Revenue Grant Revenue - Federal Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Subtotal - Miscellaneous Income Revenues Grant Revenue Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Transit Fund Wastewater Fund Charges for Service Utility Late Fee Charges Wastewater Fees EPA Mandate Fee Interdepartmental Svc Chg 339 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Allocated Interdept Svc Chrgs Subtotal - Charges for Service FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $1,864,054 $16,911,985 $1,573,434 $18,193,608 $1,248,773 $19,831,492 $895,390 $19,332,259 $879,522 $19,712,831 $51,269 $41,447 $34,687 $31,200 $33,400 $56,437 $0 $56,437 $49,213 $0 $49,213 $36,720 $7,744 $44,464 $20,000 $0 $20,000 $20,000 $0 $20,000 ($13,110) $0 $0 $0 $0 Bond Proceeds Proceeds of Refunding Bonds Subtotal - Bond Proceeds $0 $0 $0 $550,859 $6,187,824 $6,738,683 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Wastewater Fund $17,006,581 $25,022,950 $19,910,643 $19,383,459 $19,766,231 $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 $213,716 $621,098 $31,853,662 $108,346 $296,772 $243,994 $293,962 $17,177 $46,373 $7,875 $10,048 ($36) $256,800 $128,131 $7,002 $306 $49,145 $12,235 $34,166,606 $225,000 $720,000 $32,400,000 $120,000 $310,000 $300,000 $340,000 $12,000 $48,000 $10,000 $10,000 $0 $256,800 $30,000 $5,000 $200 $88,608 $12,235 $34,887,843 $235,000 $730,000 $33,200,000 $120,000 $320,000 $425,000 $345,000 $12,000 $50,000 $10,000 $10,000 $0 $256,800 $30,000 $5,000 $500 $78,630 $12,235 $35,840,165 $147,798 $130,814 $120,958 $119,000 $123,000 $12,680 $0 $14,559 $0 $0 $27,239 $0 $60 $0 $3,225 $0 $3,285 $147 $0 $0 $6,189 $54,726 $61,062 $125,313 $0 $0 $0 $0 $125,313 $0 $0 $0 $0 $0 $0 ($32,188) $0 $0 $0 $0 Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Other Revenue Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Bond Proceeds Water Fund Charges for Service Non-Potable Water Fees Reclaimed Water Fees Water Fees Utility Late Fee Charges New Service Fee-Water Water Meter Charges Disconnect/Reconnect Fees Damaged Property Fees Utility Delinquent Letter Fee Utilities Tampering Fees Field Trip Svc Fee-Utilities ADWR Water Resource Fee Quintero WTP Fees Recycling Program Revenue Fees for General Services Lien Filing Fees Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Gain on Disposal of F/A Auction Proceeds Other Revenue Subtotal - Miscellaneous Income Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt 340 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget Bond Proceeds Bond Proceeds Proceeds of Refunding Bonds Subtotal - Bond Proceeds $0 $0 $0 $1,521,597 $17,092,176 $18,613,773 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Water Fund $28,631,110 $52,718,465 $34,348,626 $35,132,156 $35,963,165 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 $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 ($429,135) ($345,965) ($137) ($195) ($59,917) ($205,059) ($270,173) ($1,973,921) ($129,337) ($567) ($885,532) ($205,720) ($451,813) $0 ($4,957,471) $286,711 $236,884 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($73,375) Impact Fees Fund Charges for Service $0 $0 $0 $0 $0 $0 $0 ($7,683) $0 $0 $1,450,000 $330,000 $750,000 $0 $2,522,317 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $199,929 $181,105 $174,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,398,838 $1,110,917 $198,767 $638,497 $828,619 $5,962,482 $358,471 $2,547,338 $636,621 $1,352,431 $11,394 $15,044,375 $1,369,330 $1,111,412 $139,194 $526,184 $751,932 $4,013,979 $178,381 $1,380,000 $480,000 $1,200,000 $59,633 $11,210,045 $1,312,450 $2,201,667 $0 $655,409 $623,718 $8,224,000 $0 $195,000 $1,150,000 $85,000 $115,500 $14,562,744 $0 $0 $0 $0 $6,217,786 $10,499,140 $10,286,834 $13,913,467 $14,736,844 $1,403,401 $349,163 $4,618 $1,345,622 $266,292 $11,829 $1,031,324 $182,322 $3,625 $325,000 $149,600 $0 $340,000 $135,788 $0 Interest Income Interest Income Revenues Neighborhood Park Dev Fees Citywide Park/Rec Fac Dev Fee Library Dev Fees Law Enforcement Dev Fees Fire & Emergency Dev Fees Streets Dev Fee Intersection Dev Fee Water Expansion Fees Water Resource Project Fee Wastewater Expansion Fees Interest Income Subtotal - Revenues Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Impact Fees Fund Improvement District Fund Assessment Revenue Assessment Principal Assessment Interest Assessment Penalties 341 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Assessment Admin Charges Subtotal - Assessment Revenue FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $30 $1,757,213 ($777) $1,622,966 $0 $1,217,271 $1,000 $475,600 $500 $476,288 $2,356 $1,325 $1,017 $400 $400 ($40,190) $0 $0 $0 $0 ($648) $0 $0 $0 $0 $1,718,730 $1,624,291 $1,218,289 $476,000 $476,688 $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 $2,371,824 $165,250 $2,467,923 $11,647,823 $1,100,005 $17,752,825 $2,509,797 $171,284 $2,584,864 $12,212,420 $1,296,198 $18,774,563 $2,531,136 $182,683 $2,584,029 $12,315,530 $1,382,160 $18,995,538 $67,865 $56,365 $54,689 $53,500 $57,000 $18,504 $0 $160,098 $1,815 $0 $180,417 $7,475 $40 $166,385 $10,599 $3,509 $188,008 $0 $0 $122,205 $25,858 $0 $148,063 $156,939 $0 $86,947 $2,803 $0 $246,689 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,052 $306 $10,358 $5,015 $0 $5,015 $1,500 $0 $1,500 ($13,435) $0 $0 $0 $0 $14,822,655 $16,979,263 $17,965,935 $19,079,767 $19,054,038 $1,546 $96 $73 $82 $0 HUD Operating Subsidy - CY Grant Revenue - Federal Subtotal - Intergovernmental Revenue $209,878 $626,269 $836,147 $140,461 $0 $140,461 $67,915 $0 $67,915 $327,871 $0 $327,871 $0 $0 $0 Total - Housing Fund $837,693 $140,557 $67,988 $327,953 $0 Interest Income Interest Income Miscellaneous Income Developer Contributions Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Improvement District Fund 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 Revenues Reimb from Workers Comp Reimbursement-Claims Subtotal - Revenues Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Insurance Reserve Fund Housing Fund Interest Income Interest Income Intergovernmental Revenue 342 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget Grant Fund Interest Income Interest Income $3,126 $1,666 $3,358 $900 $1,100 $0 $646,072 $3,694,926 $306,444 $4,647,442 $0 $1,098,095 $1,736,813 $171,892 $3,006,800 $0 $487,773 $1,920,344 $407,846 $2,815,963 $0 $796,337 $2,829,520 $300,945 $3,926,802 $3,000,000 $480,056 $2,377,027 $419,480 $6,276,563 $83,211 $90,408 $113,247 $60,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $814 $0 $1 $0 $0 $140,763 $141,578 $0 $12,438 $25,300 $0 $25 $5,258 $0 $43,021 $143,168 $12,438 $0 $0 $0 $0 $0 $155,606 ($237) $0 $0 $0 $0 Intergovernmental Revenue Intergovtl Participation Grant Revenue Grant Revenue - Federal Seizure Revenue Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General Revenues Grant Revenue Grant Revenue - Federal Program Income Federal Grants Seizure Revenue Interest Income Auction Proceeds NSP3 Grant Program Revenue Subtotal - Revenues Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Grant Fund $4,733,542 $3,098,874 $3,074,146 $4,030,723 $6,433,269 Subtotal - Taxes $456,191 $147,986 $604,177 $484,321 $162,480 $646,801 $505,198 $137,730 $642,928 $548,978 $142,849 $691,827 $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 $1,638 $751,402 $258,772 $1,011,812 ($25,000) $0 $1,544 $802,943 $304,357 $1,083,844 $0 $0 $1,469 $817,910 $310,919 $1,130,297 $25,000 $1,000 $1,500 $815,000 $1,222,276 $2,064,776 $25,000 $1,000 $1,600 $820,000 $1,278,278 $2,125,878 $30,955 $224,372 $255,326 $30,032 $205,583 $235,615 $24,824 $173,727 $198,552 $12,373 $160,000 $172,373 $0 $160,000 $160,000 $195,956 $200,847 $168,769 $96,873 $105,350 $613 $12,624 $13,237 $621 $18,928 $19,549 $612 $12,180 $12,792 $30,300 $3,760 $34,060 $30,600 $0 $30,600 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 Muni Court Allocation (FTG) Subtotal - Intergovernmental Revenue 343 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Miscellaneous Income FY 2011 Actual FY 2012 Actual $14,851,503 $27,800 $21,486 $2,000 $3,342 $19,651 $14,925,781 $10,335,683 $2,392 $0 $2,000 $2,222 $4,087 $10,346,384 $2,569,846 $1,875 $0 $2,000 $1,706 $3,834 $2,579,260 $1,527,425 $1,815 $0 $0 $642 $1,472 $1,531,354 $4,615,795 $0 $0 $0 $0 $0 $4,615,795 $0 $0 $0 $0 $0 $0 $2,836,313 $2,571 $2,838,884 $0 $0 $0 $0 $0 $0 ($49,326) $0 $0 $0 $0 $16,956,965 $12,533,040 $7,571,482 $4,591,263 $7,729,450 $267,660,834 $339,115,685 $325,221,053 $297,187,601 Reimb Revenue-General Contributions - General Contributions-Comm. Svcs. Contributions-Library Commissions Other Revenue Subtotal - Miscellaneous Income FY 2013 Actual FY 2014 Estimate FY 2015 Budget Revenues Reimb Revenue-General Other Revenue Subtotal - Revenues Unrealized Gain/Loss - Invest Unrealized Gain/Loss-Invstmnt Total - Other Fund Total - All Funds Revenue 344 $352,049,709 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Sub-total: $2,189,568 $217,200 $742,048 $3,148,816 $2,003,812 $210,575 $753,426 $2,967,812 $2,184,672 $232,582 $781,337 $3,198,592 $2,102,107 $230,213 $823,585 $3,155,905 $2,202,107 $230,273 $822,389 $3,254,769 $2,198,928 $234,700 $830,752 $3,264,380 Sub-total: $1,051,569 $1,051,569 $830,163 $830,163 $776,394 $776,394 $819,344 $819,344 $817,668 $817,668 $971,151 $971,151 Sub-total: $1,161,765 $1,161,765 $1,105,129 $1,105,129 $1,250,213 $1,250,213 $1,344,430 $1,344,430 $1,329,430 $1,329,430 $1,293,860 $1,293,860 Arts Commission $224,766 Community Services Administration $729,768 Swimming Pools $910,457 Am/Pm Program $1,678,612 Little Learners Program $379,724 Summer Recreation Program $315,864 Summer Camp Program $752,815 Outdoor Recreation Program $0 Special Interest Classes - Youth $282,348 Special Interest Classes - Adult $0 Sports Programs - Youth $772,500 Sports Programs - Adult $0 Senior Program $166,659 Adaptive Recreation Program $169,464 Special Events Program $278,006 Teen Program $274,978 Community Center $532,961 Rio Vista Community Park $908,428 Rio Vista Rec Center $1,255,564 Pioneer Community Park $0 Main Library $2,624,558 Branch Library $1,437,115 Parks North $1,715,060 Parks South $1,704,866 Contracted Landscape Maintenance $957,039 Sub-total: $18,071,551 $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 $1,154,423 $17,970,146 $213,659 $1,202,239 $1,076,724 $1,420,558 $366,428 $337,475 $564,713 $34,413 $198,640 $54,862 $534,675 $324,699 $200,152 $169,322 $540,332 $286,977 $616,482 $869,221 $1,432,311 $0 $2,495,726 $1,610,906 $1,639,365 $1,853,167 $1,222,469 $19,265,515 $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 $1,281,202 $21,942,086 $230,101 $1,371,319 $1,127,327 $1,428,084 $389,770 $419,606 $702,335 $44,220 $211,603 $40,268 $561,749 $462,648 $212,860 $172,713 $772,852 $335,558 $696,051 $976,397 $1,478,536 $871,556 $2,682,310 $1,695,665 $2,177,474 $1,834,240 $1,281,202 $22,176,444 $113,082 $1,325,157 $1,179,547 $1,495,147 $432,563 $422,232 $706,572 $44,815 $215,481 $40,024 $569,631 $468,549 $217,904 $175,796 $895,055 $338,793 $781,294 $1,042,787 $1,433,683 $950,236 $2,614,614 $1,666,723 $1,975,401 $1,861,079 $1,345,126 $22,311,291 $502,973 $489,649 $1,501,403 $748,302 $3,242,328 $401,877 $601,930 $1,425,446 $769,527 $3,198,779 $360,238 $805,321 $1,633,466 $810,130 $3,609,155 $384,516 $1,054,543 $1,688,688 $981,161 $4,108,908 $385,466 $954,931 $1,680,127 $1,099,159 $4,119,683 $419,510 $1,154,292 $1,717,869 $1,124,682 $4,416,353 $757,100 $1,243,821 $700,319 $616,015 $1,222,024 $704,975 $562,881 $1,270,140 $697,571 $680,081 $1,367,999 $749,720 $675,876 $1,366,059 $741,575 $706,500 $1,332,908 $657,765 General & Other General Fund City Attorney Civil Victims' Assistance Prg Criminal City Clerk City Clerk City Manager City Manager's Office Community Services Economic Development Services Economic Development Services Ad Business and Real Estate Developme Building Development Site Development Sub-total: Engineering Engineering Admin Capital Engineering Design and Construction 345 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Sub-total: $1,099,047 $3,800,287 $841,820 $3,384,834 $900,817 $3,431,409 $934,134 $3,731,934 $926,729 $3,710,239 $1,085,472 $3,782,645 Sub-total: $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 $311,572 $1,354,387 $1,018,276 $923,576 $616,833 $347,071 $399,576 $4,971,290 $319,653 $1,561,809 $1,119,720 $868,615 $669,793 $367,353 $410,466 $5,317,409 $319,653 $1,561,809 $1,101,720 $868,615 $669,793 $367,353 $410,466 $5,299,409 $500,711 $1,832,958 $1,104,105 $707,369 $674,121 $0 $395,458 $5,214,722 Sub-total: $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 $1,696,537 $556,690 $1,528,451 $736,319 $4,517,997 $1,844,607 $623,685 $1,599,164 $767,584 $4,835,040 $1,844,607 $593,775 $1,599,164 $767,584 $4,805,130 $1,803,921 $840,921 $1,611,098 $744,668 $5,000,608 $473,958 $1,031,871 $731,834 $376,231 $419,802 $189,415 $15,705,613 Sub-total: $18,928,724 $479,222 $1,013,685 $769,304 $481,366 $436,982 $253,622 $17,119,391 $20,553,572 $394,190 $936,369 $774,014 $577,540 $488,114 $199,380 $17,618,547 $20,988,155 $515,918 $1,139,139 $890,645 $788,944 $576,938 $222,785 $18,866,570 $23,000,939 $515,918 $1,139,139 $890,645 $788,944 $576,938 $222,785 $18,873,524 $23,007,893 $518,416 $1,156,903 $718,258 $755,420 $702,815 $216,586 $19,888,863 $23,957,261 $1,203,476 $1,203,476 $1,136,802 $1,136,802 $1,138,447 $1,138,447 $1,242,042 $1,242,042 $1,305,348 $1,305,348 $1,216,270 $1,216,270 Sub-total: $1,144 $2,423,028 $0 $2,424,172 $0 $2,282,358 $0 $2,282,358 $0 $2,374,451 $0 $2,374,451 $0 $2,206,749 $472,977 $2,679,726 $0 $2,209,568 $344,494 $2,554,062 $0 $2,128,388 $386,400 $2,514,788 Sub-total: $636,388 $636,388 $586,004 $586,004 $601,700 $601,700 $676,888 $676,888 $676,888 $676,888 $705,276 $705,276 Sub-total: $1,964,068 $1,964,068 $1,729,263 $1,729,263 $1,788,145 $1,788,145 $1,906,941 $1,906,941 $1,903,125 $1,903,125 $1,870,388 $1,870,388 Sub-total: $1,231,417 $6,178,877 $7,410,294 $1,247,463 $3,864,334 $5,111,797 $1,329,419 $3,232,796 $4,562,215 $1,314,175 $1,646,450 $2,960,625 $1,616,799 $1,604,109 $3,220,908 $1,778,614 $1,807,959 $3,586,573 Sub-total: $723,060 $397,991 $1,121,051 $708,662 $398,800 $1,107,461 $833,286 $327,666 $1,160,952 $925,523 $370,258 $1,295,781 $915,597 $365,133 $1,280,730 $950,825 $499,183 $1,450,008 $464,149 $481,723 $535,979 $863,933 $853,933 $856,558 Engineering 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 Mayor and Council Mayor & City Council Municipal Court Municipal Court Non-Departmental Non-Departmental Gen Fund Capital Projects Office of Communications Public Information Office Peoria Channel 11 Planning and Community Development Neighborhood Coordination 346 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $410,736 $750,784 $388,275 $2,013,944 $221,439 $731,887 $315,160 $1,750,208 $261,193 $900,247 $0 $1,697,419 $279,286 $1,382,790 $0 $2,526,009 $279,286 $1,155,705 $0 $2,288,924 $431,602 $1,254,017 $0 $2,542,177 $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 Sub-total: $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 $1,846,715 $1,869,367 $3,415,024 $10,474,687 $6,809,378 $4,496,318 $2,961,646 $1,137,881 $2,863,165 $535,198 $36,409,378 $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 $1,991,816 $2,007,069 $4,021,567 $11,926,124 $7,463,635 $3,891,737 $3,274,202 $922,352 $2,934,835 $564,945 $38,998,282 $1,944,368 $2,168,817 $3,696,502 $11,910,787 $7,723,063 $4,571,827 $3,420,965 $1,267,267 $3,010,552 $509,068 $40,223,216 $529,604 $529,604 $564,412 $564,412 $583,228 $583,228 $583,228 $583,228 $673,750 $673,750 Planning and Community Development 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: $538,247 $538,247 General Fund Total: $110,661,173 $108,884,686 $112,305,839 $121,122,794 $121,332,160 $124,994,717 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Half Cent Sales Tax Fund Total: $5,461,775 $3,809,560 $2,880,380 $4,835,796 $4,619,116 $3,172,599 $5,461,775 $3,809,560 $2,880,380 $4,835,796 $4,619,116 $3,172,599 $0 $1,370 $1,041,758 $2,029,792 $2,271,797 $2,875,000 $468,374 $199,380 $386,602 $0 $1,472 $330,750 $468,374 $200,750 $1,428,360 $2,029,792 $2,273,269 $3,205,750 Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Other Reserve Funds Total: General & Other Total: $116,591,322 $112,894,996 $116,614,578 $127,988,382 $128,224,545 $131,373,066 Special Revenue Funds Attorney Grants City Attorney St Anti-Racketeering-Cao $24,817 $21,358 $35,544 $17,591 $13,633 $17,688 $1,400 $1,400 $1,340 $0 $5,050 $0 $26,217 $22,758 $36,884 $17,591 $18,683 $17,688 Police Victims' Rights Imp Grant Attorney Grants Total: Community Service Grants Community Services 347 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Community Services Adult Day Prg Grant Library Svc & Technology Grant Citizen Donations-Cs Teen Council $390,623 $28,260 $1,724 $1,745 $377,127 $8,180 $3,377 $582 $405,197 $31,987 $10,359 $2,843 $505,447 $0 $11,500 $4,500 $541,246 $11,885 $0 $0 $516,872 $0 $3,845 $0 $422,352 $389,266 $450,387 $521,447 $553,131 $520,717 $0 $0 $0 $0 $0 $616,332 Streets Dev Zone 1 Streets Dev Zone 2 Streets Zone 3 Dev Fee Intersection Dev Zone 2 Intersection Zone 3 Dev Fee Street Impact Fees - Zone 2 - Post 1Neighbrhd Park Dev Zone 1 Neighbrhd Park Dev Zone 2 Neighborhood Park Dev Zone 3 Ctywd Park/Rec Fac Dev Citywide Park/Rec Facility Dev - Pos Open Space Dev River Corridors/Trails Dev Library Dev Law Enforcement Dev Law Enforcement Dev - Post 1-1-201 Fire & Emerg Svc Dev General Govt Dev $21,440 $2,205,030 $0 $0 $0 $0 $53,743 $21,198 $16,562 $223,954 $0 $501,002 $5,880 $186,836 $0 $0 $0 $331,865 $227,354 $1,714,236 $0 $0 $0 $0 $68,254 $0 $1,088,048 $382,336 $0 $262,102 $18,313 $0 $0 $0 $0 $10,884 $356,832 $759,430 $0 $0 $0 $0 $268,025 $27,144 $669,294 $4,619 $0 $33,798 $9,138 $0 $32,152 $0 $4,242 $495 $2,374,544 $10,271,255 $0 $187,879 $0 $0 $1,492,732 $51,240 $0 $17,424 $0 $2,050,816 $488,399 $56,848 $5,971,278 $0 $284,228 $0 $1,048,806 $0 $0 $0 $0 $3,400,498 $179,065 $54,550 $2,900 $24,044 $0 $34,635 $122,514 $0 $69,000 $0 $285,966 $0 $1,323,404 $5,600 $2,410,013 $0 $2,794,025 $2,806,133 $861,336 $0 $0 $0 $500,000 $2,053,816 $686,423 $0 $7,918,426 $1,413,654 $0 $0 Development Fee Funds Total: $3,567,511 $3,771,527 $2,165,169 $23,246,643 $5,221,978 $23,389,162 $626,269 $111,973 $53,456 $0 $115,015 $163,859 $0 $66,222 $489,551 $0 $165,337 $506,210 $0 $0 $154,162 $0 $0 $361,808 $791,698 $278,874 $555,773 $671,547 $154,162 $361,808 $50,000 $47,693 $95,985 $39,617 $168,209 $73,869 $360,000 $67,705 $103,010 $67,705 $1,498,010 $67,705 $1,102,828 $969,118 $0 $159,120 $0 $66,491 $0 $0 $0 $0 $0 $0 Community Service Grants Total: Development Fee Funds Non-Departmental 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 348 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Human Resources Employee Event Fund Employee Wellness Prg $0 $2,162 $272 $2,672 $0 $4,303 $3,000 $9,838 $3,000 $24,636 $3,000 $9,838 $681 $1,366 $0 $0 $1,500 $0 $64,512 $14,590 $164,256 $264,413 $0 $111,405 $0 $494,283 $0 $446,049 $111,830 $212,023 $0 $7,965 $0 $0 $0 $0 Comm Dev Block Grant Neighborhood Stabilization Grant III $871,005 $18,184 $506,657 $326,560 $467,610 $613,045 $1,340,989 $742,410 $685,940 $310,241 $1,491,795 $465,653 Other Grants Total: $3,140,775 $1,568,884 $1,504,933 $3,018,225 $1,642,081 $3,859,854 $209,878 $137,064 $67,915 $327,871 $327,953 $0 $209,878 $137,064 $67,915 $327,871 $327,953 $0 $188,838 $77,770 $2,643 $35,520 $103,518 $0 $0 $362,955 $0 $0 $0 $4,900 $0 $813,402 $0 $0 $0 $4,900 $0 $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 $0 $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 $0 $355,707 $0 $66,053 $105,000 $814 $40,907 $52,902 $129,623 $7,322 $10,187 $27,583 $0 $0 $33,556 $1,053 $1,937 $0 $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 $15,795 $278,975 $2,500 $101,310 $60,000 $28,978 $50,057 $44,358 $95,046 $10,000 $17,913 $42,138 $60,000 $0 $36,607 $450 $840 $0 $351,780 $37,700 $101,362 $0 $0 $0 $9,523 $21,925 $10,000 $0 $44,369 $0 $0 $0 $1,500 $3,200 Mayor and Council Citizen Donations-Mayoral Municipal Court Jud Coll Enh Fund-Local Municipal Court Enhancement Fd Non-Departmental Palo Verde Ruin GT Planning and Community Development Public Housing Planning and Community Development Public Housing Project Public Housing Total: Public Safety Grants Fire Fed Assist to Firefighters Grt Homeland Security Grant - MMRS Citizen Donations-Fire Police Az Auto Theft Grant St Anti-Racketeering-Pd Federal Forfeiture GITEM Grant School Resource Officer IGA Postal Inspection System Grant Victims Of Crime Act Grant 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# Citizen Donations-Pd Police Explorer Trust Fd 349 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual $1,314,965 $1,127,026 $1,195,599 $646,195 $1,658,369 $586,259 $1,252,458 $1,167,909 $1,134,790 $1,256,412 $1,256,412 $1,242,822 $863,233 $1,051,603 $2,368,173 $2,576,507 $725,121 $3,441,583 $1,030,873 $1,072,220 $2,428,111 $2,619,719 $622,983 $3,912,170 $843,317 $1,152,272 $2,497,237 $2,703,031 $731,035 $3,574,953 $850,541 $1,192,960 $2,618,346 $2,982,844 $770,897 $3,733,468 $850,541 $1,192,960 $2,618,346 $2,982,844 $770,897 $3,555,915 $846,508 $1,137,262 $2,767,870 $3,128,444 $779,854 $5,374,575 Streets Total: $12,278,680 $12,853,986 $12,636,636 $13,405,468 $13,227,915 $15,277,335 $934,480 $901,629 $1,145,731 $1,104,216 $1,104,216 $1,313,050 $934,480 $901,629 $1,145,731 $1,104,216 $1,104,216 $1,313,050 Transportation Sales Tax $2,895,709 $5,427,320 $3,084,036 $23,904,019 $10,084,299 $25,746,498 Transportation Sales Tax Fund Total: $2,895,709 $5,427,320 $3,084,036 $23,904,019 $10,084,299 $25,746,498 Special Revenue Funds Total: $25,582,264 $26,478,334 $22,843,062 $66,863,222 $33,992,787 $71,072,371 $1,982,231 $2,209,522 $2,341,164 $2,330,043 $2,330,043 $2,386,073 $1,982,231 $2,209,522 $2,341,164 $2,330,043 $2,330,043 $2,386,073 $459,450 $4,710,011 $1,928,032 $311,701 $612,590 $5,123,858 $2,144,451 $322,712 $567,046 $5,241,073 $2,247,872 $351,295 $641,809 $5,220,235 $2,293,211 $361,791 $641,809 $5,220,235 $2,293,211 $361,791 $950,031 $5,695,091 $2,352,072 $363,844 $7,409,193 $8,203,611 $8,407,286 $8,517,046 $8,517,046 $9,361,038 $88,182 $5,297 $78,076 $100,000 $101,365 $100,000 Public Safety Grants Total: FY 2014 Budget FY 2014 Estimate FY 2015 Budget Streets Engineering Traffic Engineering Public Works Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Streets Oper Capital Projects Transit Public Works Transit Division 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 Residential Solid Waste Total: Solid Waste Expansion Public Works Solid Waste Expansion 350 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $88,182 $5,297 $78,076 $100,000 $101,365 $100,000 $0 $877,985 $1,592,831 $2,573,655 $2,681,370 $182,896 $0 $877,985 $1,592,831 $2,573,655 $2,681,370 $182,896 Sports Complex Capital Reserve Sports Complex Improvement Reserv Complex Eqt Reserve $0 $0 $0 $0 $0 $0 $443,057 $1,069,207 $367,676 $0 $0 $0 $0 $0 $0 $0 $345,170 $0 Sports Complex Equipment Reserves Total: $0 $0 $1,879,940 $0 $0 $345,170 Complex Operations/Maint Spring Training Complex Debt Service $3,643,778 $559,383 $156,153 $3,625,001 $615,023 $166,233 $3,898,507 $624,297 $81 $3,901,418 $697,487 $0 $3,968,791 $697,487 $0 $4,010,007 $697,487 $0 Sports Complex Operations/Maintenance Total: $4,359,315 $4,406,257 $4,522,885 $4,598,905 $4,666,278 $4,707,494 $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 $1,644,276 $1,498,283 $762,457 $1,055,334 $4,702,613 $3,780,869 $8,004,477 $1,754,096 $1,586,867 $919,264 $1,283,715 $4,877,257 $3,862,653 $7,321,497 $1,763,090 $1,586,867 $919,264 $1,283,715 $4,877,257 $2,170,962 $7,321,497 $1,773,205 $1,788,590 $1,000,763 $1,331,472 $4,992,718 $5,542,170 $7,316,629 Wastewater Total: $19,071,130 $26,833,493 $21,448,309 $21,605,349 $19,922,652 $23,745,547 $292,452 $0 $0 $0 $0 $0 $292,452 $0 $0 $0 $0 $0 Wastewater Impact Fees - East of Ag Wastewater Impact Fees - Post 1-1-2 Ww Expansion (Unz) $0 $0 $221,712 $0 $0 $24,390 $0 $0 $1,586,038 $0 $0 $3,768,860 $0 $0 $2,087,257 $268,714 $536,277 $1,504,630 Wastewater Expansion Total: $221,712 $24,390 $1,586,038 $3,768,860 $2,087,257 $2,309,621 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 Wastewater Bonds Total: Wastewater Expansion Public Works Wastewater Replacement & Reserves 351 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Public Works Ww Eqt Reserve $0 $24,545 $348,945 $49,332 $49,332 $37,600 $0 $24,545 $348,945 $49,332 $49,332 $37,600 $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 $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 $1,163,618 $1,598,374 $14,791,114 $1,359,839 $1,845,195 $3,004,896 $389,299 $3,732,368 $2,132,229 $386,068 $1,124,454 $4,493,292 $1,152,764 $3,540,907 $4,708,390 $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 $9,072,996 $5,307,251 $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 $2,683,264 $5,307,251 $1,692,445 $1,986,190 $3,335,570 $444,302 $3,974,657 $2,201,907 $383,517 $1,203,700 $5,549,193 $1,310,189 $13,876,074 $5,299,398 Water Total: $26,025,131 $36,019,434 $27,869,703 $35,159,044 $28,769,312 $41,257,142 $99,569 $0 $0 $0 $0 $0 $99,569 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $417,390 $1,041,984 $0 $0 $257,796 $100,866 $0 $0 $0 $1,462,523 $0 $0 $413,387 $9,489,488 $0 $0 $211,953 $1,823,466 $0 $0 $211,953 $7,554,121 $1,628,012 $717,117 $0 $1,299,781 $100,866 $1,875,910 $9,701,441 $2,035,419 $10,316,640 Wtr Eqt Reserve Storm Drain - NPDES $0 $711,058 $0 $785,371 $25,701 $803,571 $126,230 $856,492 $126,230 $856,492 $179,700 $854,901 Water Replacement & Reserves Total: $711,058 $785,371 $829,273 $982,722 $982,722 $1,034,601 Enterprise Funds Total: $61,559,754 $79,490,771 $72,780,359 $89,386,397 $72,142,796 $95,783,822 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 Drinking Water Environmental Wtr Oper Capital Projects Water Debt Service Water Bonds Public Works WIFA Bonds DW-038-2009 Water Bonds Total: Water Expansion Public Works Wtr Expansion Water Impact Fees - North of Bell R Water Resource Fee - Post 1-1-2012 Wtr Resources Project Water Expansion Total: Water Replacement & Reserves Public Works Internal Service Funds Facilities Maintenance 352 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $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 $382,035 $1,487,321 $775,393 $0 $974,415 $717,818 $1,395,614 $396,340 $1,451,965 $842,232 $0 $1,036,305 $768,548 $1,374,497 $396,340 $1,451,965 $823,577 $0 $1,036,305 $768,548 $1,374,497 $399,712 $1,442,534 $842,149 $0 $1,039,221 $787,142 $1,516,052 $5,387,592 $5,220,366 $5,732,596 $5,869,887 $5,851,232 $6,026,810 $4,649,410 $4,981,666 $5,116,260 $5,239,641 $5,239,641 $5,330,744 $4,649,410 $4,981,666 $5,116,260 $5,239,641 $5,239,641 $5,330,744 $1,207,265 $252,194 $911,570 $0 $1,184,517 $623,866 $1,283,481 $833,615 $1,316,095 $955,374 $3,294,868 $746,100 $1,459,459 $911,570 $1,808,383 $2,117,096 $2,271,469 $4,040,968 $2,608,220 $4,257,408 $755,189 $2,416,900 $3,802,515 $623,927 $7,185,960 $0 $861,222 $7,525,203 $0 $912,610 $7,542,608 $0 $833,510 $8,157,228 $0 $945,090 $7,620,818 $6,843,341 $8,047,182 $8,437,813 $8,376,118 $9,102,318 $556,388 $37,684 $20,975 $824,819 $639,219 $1,099,060 $556,388 $37,684 $20,975 $824,819 $639,219 $1,099,060 $196,084 $190,291 $289,991 $151,385 $922,575 $567,218 $1,119,900 $211,015 $1,143,250 $250,321 $504,800 $131,600 $386,375 $441,376 $1,489,793 $1,330,915 $1,393,571 $636,400 $1,978,963 $196,855 $1,931,418 $165,555 $2,162,796 $178,053 $2,300,987 $222,884 $2,300,987 $222,884 $2,238,337 $206,060 Public Works Facilities Admin Custodial Services Nighttime Facilities Services Building Maintenance Utility Management Facilities Operating Projects Technical Operations Facilities Maintenance Total: Fleet Maintenance Public Works Fleet Maintenance Fleet Maintenance Total: Fleet Reserve Public Works Fleet Reserve Streets/Transit Equipment Reserve Fleet Reserve Total: Information Technology Information Technology IT Operations IT Development Services Radio System Operations Information Technology Total: Information Technology Projects Information Technology IT Projects Information Technology Projects Total: Information Technology Reserve Information Technology Res For System Comp Eqt Res For Personal Comp Eqt Information Technology Reserve Total: Insurance Reserve City Attorney Insurance Prem/Deduct Risk Management Human Resources 353 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Workers Compensation Self-Insuranc $712,048 Health Self-Insurance $12,089,915 $1,986,000 $12,826,073 $1,064,364 $11,669,039 $1,295,000 $14,805,806 $1,013,261 $14,176,566 $1,390,000 $15,045,319 Insurance Reserve Total: $14,977,781 $16,909,046 $15,074,251 $18,624,677 $17,713,698 $18,879,716 Internal Service Funds Total: $35,037,824 $35,345,049 $37,289,441 $42,444,848 $41,484,948 $45,116,016 $24,391 $7,191 $10 $15,948 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $47,540 $0 $0 $0 $0 $0 $25,500 $25,500 $24,650 $30,600 $30,600 $30,600 Fireman's Pension Total: $25,500 $25,500 $24,650 $30,600 $30,600 $30,600 Trust & Agency Funds Total: $73,040 $25,500 $24,650 $30,600 $30,600 $30,600 $2,339,323 $3,099,431 $16,881,400 $7,765,637 $8,727,738 $2,113,186 $0 $0 $0 $73,579 $73,579 $2,783,581 $2,339,323 $3,099,431 $16,881,400 $7,839,216 $8,801,317 $4,896,767 $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 $844,106 $4,477,121 $3,337,401 $8,606,754 $158,797 $1,558,167 $14,152,317 $5,986,752 $619,024 $7,340,935 $945,842 $11,062,584 $3,953,148 $562,549 $3,568,141 $726,401 $1,489,350 $1,350,870 $538,631 $7,560,519 General Obligation Bonds Total: $13,965,794 $15,318,623 $17,424,179 $29,657,195 $20,092,264 $11,665,771 $0 $84,673 $0 $0 $3,806,030 $0 $0 $33,996,103 $0 $0 $23,909,120 $0 $0 $6,819,135 $30,300,000 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 Non-Departmental Streets Capital Prj 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 MDA Bonds Non-Departmental MDA Bonds 2008 - Transportation P MDA Bonds 2012 - Sports Complex Proposed MDA Bonds $3,825,649 $0 $0 354 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2011 Actual FY 2012 Actual FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Non-Departmental $3,825,649 $84,673 $3,806,030 $33,996,103 $23,909,120 $37,119,135 $820,147 $89,827 $560,957 $3,595,385 $993,258 $5,403,048 $820,147 $89,827 $560,957 $3,595,385 $993,258 $5,403,048 Capital Projects Funds Total: $20,950,912 $18,592,554 $38,672,565 $75,087,899 $53,795,959 $59,084,721 $20,777,129 $17,868,519 $14,881,894 $15,634,408 $15,634,408 $16,042,634 General Obligation Bonds Total: $20,777,129 $17,868,519 $14,881,894 $15,634,408 $15,634,408 $16,042,634 $379,179 $475,885 $473,135 $475,600 $475,600 $476,288 $435,810 $520,102 $306,241 $182,133 $282,559 $477,997 $576,672 $0 $89,855 $194,620 $305,805 $584,240 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,106,024 $1,815,029 $1,363,180 $475,600 $475,600 $476,288 $6,669,203 $8,420,150 $5,640,325 $7,638,644 $7,638,644 $8,670,482 $6,669,203 $8,420,150 $5,640,325 $7,638,644 $7,638,644 $8,670,482 Debt Service Funds Total: $29,552,356 $28,103,699 $21,885,399 $23,748,652 $23,748,652 $25,189,404 MDA Bonds Total: 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 Improvement Districts Total: MDA Bonds Finance and Budget Mda Debt Service MDA Bonds Total: City Total: $289,347,472 $300,930,902 $310,110,056 355 $425,550,000 $353,420,287 $427,650,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 4 - Transfers Transfers From Fund Transfers To General Fund Sports Complex Economic Development Wastewater Op Fund Fleet Equip Reserve Facilities Service General - - - - Percent for the Arts - - - - - - - - - - - - - - Half Cent Sales Tax $5,271,880 Sports Complex Water $295,546 Water Resource Fees - Post 1-1-2012 Wastewater $1,976,905 $145,568 $2,175,000 $43,600 $110,000 - - - - - - - - - - - - - - $2,555,767 Commercial Solid Waste - - - - - - Residential Solid Waste - - - - - - Storm Water Drainage System - - - - - - Fleet Services - - - - - - Insurance Reserve - - - - - - Facilities Maintenance - - - - - - 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 $1,976,905 356 $2,175,000 $2,555,767 $43,600 $110,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 4 - Transfers Information Technology IT Reserve Fund $30,000 $6,600 - $927,820 $957,820 IT Project Fund MDA Debt $767,141 Streets Fund - Transit Fund Wkrs Comp Fund Total Transferred - - - $957,341 - - $243,278 - - - $243,278 - - $2,740,554 - - - $13,092,159 - - $1,776 - - - - $1,776 - - $14,018 - - - - $2,865,331 - - - - - $709,950 - - $4,206 - - - - $149,774 - - $374 - - - - $374 - - $2,429 - - - - $2,429 - - $654 - - - - $654 - - $1,589 - - - - $1,589 - - $467 - - - - - $4,674 - - - - $4,674 - - $7,195 - - - - $7,195 - - - $1,275,000 - - $654 - - - - $654 - - $280 - - - - $280 - - - - - - - $50,000 - - - - - - $548,978 - - - - - - $142,849 $6,600 - $709,950 - $805,457 - $3,693,782 $1,000,000 357 $275,000 $548,978 $1,548,978 $600,000 $275,000 $600,000 $600,467 $20,654,752 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 5 - Tax Levy and Tax Rate Information BUDGET FY 2011 DESCRIPTION BUDGET FY 2012 BUDGET FY 2013 BUDGET FY 2014 PROJECTED FY 2015 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $781,645,105 $470,000,000 $175,810,528 $294,189,472 $788,205,401 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,113,413,321 $4,720,872 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 $1,614,279,143 $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 $1,155,721,441 $14,446,518 $2,115,485 $16,562,003 $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 $2,009,711 $105,774 $13,724,192 $722,326 $15,733,903 $828,100 $16,562,003 $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 07/01/14 Principal Payments FY15 Proposed Debt FY15 Estimated Debt outstanding FY15 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/14 Principal Payments FY15 Proposed Debt FY15 Estimated Debt outstanding FY15 Remaining limitation available Truth in Taxation Calculation $1,155,721,441 $231,144,288 $152,470,000 ($9,545,000) $10,972,000 Previous year's primary levy Current net assessed valuation(AV) $1,998,580 $1,092,159,182 $153,897,000 $77,247,288 $1,155,721,441 $69,343,286 $350,000 ($350,000) 328,000 $328,000 $69,015,286 358 Current AV-Existing Property Prior year Levy Prior Year Tax Rate Rate to Receive Prior Year Levy New property valuation Growth in Levy-New Property Increase-Exclusive of New Property = = Tax Rate $0.1830 $1,092,159,182 $1,998,580 $0.1900 $0.1830 $21,254,139 $38,894 $78,011 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 6 - Personnel Summary By Department Department Budget FY 2012 Budget FY 2013 Budget FY 2014 26.00 26.00 26.00 0.00 26.00 0.00 26.00 City Clerk 8.00 7.00 7.00 0.00 7.00 0.00 7.00 City Manager 6.00 6.00 7.00 0.00 7.00 0.00 7.00 129.07 128.41 132.47 1.00 133.47 0.00 133.47 Economic Development Services 26.00 26.00 28.00 0.00 28.00 2.50 30.50 Engineering 33.25 33.25 33.25 0.00 33.25 0.00 33.25 Finance and Budget 44.75 44.75 43.00 0.00 43.00 0.00 43.00 Finance Utilities 36.00 36.00 37.00 0.00 37.00 0.00 37.00 162.00 161.50 168.50 0.00 168.50 0.00 168.50 9.00 9.00 9.00 0.00 9.00 0.00 9.00 Human Resources 17.00 17.50 17.50 0.00 17.50 0.00 17.50 Information Technology 39.00 39.00 40.00 0.00 40.00 0.00 40.00 Municipal Court 20.90 20.90 20.90 0.00 20.90 0.00 20.90 7.00 8.00 8.00 0.00 8.00 0.00 8.00 12.50 12.50 13.50 0.00 13.50 0.50 14.00 Police 289.00 288.00 289.00 3.00 292.00 0.00 292.00 Public Works 235.25 234.25 234.75 0.00 234.75 0.00 234.75 1,100.72 1,098.06 1,114.87 4.00 1,118.87 3.00 1,121.87 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. 359 Revised FY 2014 Change in Position Budget FY 2015 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 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 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 15.00 15.00 15.00 0.00 15.00 0.00 15.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 1.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 26.00 26.00 26.00 0.00 26.00 0.00 26.00 0.00 1.00 1.00 0.00 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 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 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 8.00 7.00 7.00 0.00 7.00 0.00 7.00 8.00 7.00 7.00 0.00 7.00 0.00 7.00 0.00 1.00 1.00 2.00 2.00 0.00 1.00 1.00 2.00 2.00 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 0.00 0.00 1.00 1.00 1.00 2.00 2.00 6.00 6.00 7.00 0.00 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 360 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division City Manager Totals: Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 6.00 6.00 7.00 0.00 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 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 0.50 1.75 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.75 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.75 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 4.90 11.25 12.25 0.00 12.25 0.00 12.25 1.00 1.00 0.00 0.63 1.00 1.00 0.75 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 0.00 0.00 0.00 0.00 1.00 1.00 0.75 0.00 2.63 2.75 2.75 0.00 2.75 0.00 2.75 1.00 3.00 1.00 1.00 1.00 1.00 1.40 1.50 0.70 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 1.40 1.50 0.70 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 8.00 3.60 3.60 0.00 3.60 0.00 3.60 0.25 2.00 1.00 0.00 0.20 2.00 1.00 0.10 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 3.25 3.30 3.30 0.00 3.30 0.00 3.30 0.00 0.00 0.20 0.10 0.20 0.10 0.00 0.00 0.20 0.10 0.00 0.00 0.20 0.10 0.00 0.30 0.30 0.00 0.30 0.00 0.30 1.00 1.00 0.00 1.00 0.20 0.50 0.10 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 0.00 0.00 0.00 0.00 0.20 0.50 0.10 0.00 3.00 0.80 0.80 0.00 0.80 0.00 0.80 0.00 0.25 0.25 0.00 0.25 0.00 0.25 0.00 0.25 0.25 0.00 0.25 0.00 0.25 0.52 1.00 0.34 0.30 0.42 0.45 0.00 0.00 0.42 0.45 0.00 0.00 0.42 0.45 1.52 0.64 0.87 0.00 0.87 0.00 0.87 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 Part Full 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 Customer Services Rep II Financial Systems Supervisor Recreation Manager 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 1000 - 1470 Special Interest Classes - Youth Recreation Coordinator Special Interest Class Spvsr Part Full 361 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 0.00 0.00 0.18 0.25 0.10 0.10 0.00 0.00 0.10 0.10 0.00 0.00 0.10 0.10 0.00 0.43 0.20 0.00 0.20 0.00 0.20 2.00 1.00 1.00 1.40 1.55 0.20 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 4.00 3.15 3.15 0.00 3.15 0.00 3.15 0.00 0.00 0.00 0.60 0.45 0.40 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 1.45 1.45 0.00 1.45 0.00 1.45 0.00 1.00 0.25 0.00 0.00 0.85 0.20 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 0.15 0.85 0.20 0.00 1.25 1.20 1.20 0.00 1.20 0.00 1.20 0.00 0.50 0.50 0.00 0.00 0.55 0.30 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 0.30 0.55 0.30 0.00 1.00 1.15 1.15 0.00 1.15 0.00 1.15 0.00 0.00 0.00 0.25 1.00 0.10 0.00 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 0.00 0.00 1.00 0.10 1.00 0.00 0.25 2.10 2.10 0.00 2.10 0.00 2.10 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 2.00 0.00 0.45 0.15 0.40 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 0.00 1.55 0.45 0.15 0.40 0.00 2.00 2.55 2.55 0.00 2.55 0.00 2.55 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 0.50 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 0.00 0.00 0.00 0.00 0.00 0.50 0.50 1.00 1.00 0.30 1.00 0.50 6.00 5.30 4.80 0.00 4.80 0.00 4.80 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 362 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 4.00 2.00 0.50 1.75 1.00 0.00 4.00 2.00 0.50 1.75 1.00 0.45 3.00 2.00 0.50 1.75 1.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.50 1.75 1.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.50 1.75 1.00 0.45 9.25 9.70 8.70 0.00 8.70 0.00 8.70 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 4.00 0.00 4.00 0.00 4.00 1.50 3.00 1.37 1.36 1.00 2.00 1.00 1.00 3.00 1.00 2.00 0.60 1.50 3.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 2.00 0.00 1.50 3.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.50 3.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.50 3.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 2.00 0.00 18.83 18.20 18.20 0.00 18.20 0.00 18.20 1.00 1.05 2.00 3.32 0.63 1.00 2.00 1.00 1.00 1.00 2.00 3.25 0.75 1.00 2.00 1.00 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 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 1.00 1.00 2.00 3.25 0.75 1.00 2.00 1.00 12.00 12.00 12.00 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 0.00 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 0.00 0.00 0.00 0.00 1.00 1.00 0.50 8.00 0.35 1.00 0.00 13.60 12.85 11.85 0.00 11.85 0.00 11.85 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 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 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 12.60 11.85 12.85 0.00 12.85 0.00 12.85 0.30 1.00 0.25 0.30 1.00 0.00 0.30 1.00 0.00 0.00 0.00 0.00 0.30 1.00 0.00 0.00 0.00 0.00 0.30 1.00 0.00 1.55 1.30 1.30 0.00 1.30 0.00 1.30 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 Part Full Part Part Part Full Full Full Full Full Full Full 1000 - 1550 Branch Library Branch Library Manager Librarian Librarian Library Assistant I Library Assistant II Library Services Coordinator Library Specialist Sr Librarian Full Part Full Part Part 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 1000 - 1600 Contracted Landscape Maintenance Parks Manager Right of Way Contract Coor. Administrative Assistant II Full Full Full 363 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 0.00 1.00 1.00 1.00 0.00 2.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.50 0.00 1.00 1.00 0.50 0.50 3.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.50 0.50 3.00 2.00 1.00 0.00 1.00 2.00 1.00 0.50 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 0.50 0.50 3.00 2.00 1.00 2.00 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 0.50 3.00 2.00 1.00 2.00 1.00 2.00 1.00 0.50 1.00 0.00 0.00 0.00 15.50 16.00 16.50 1.00 17.50 0.00 17.50 0.50 1.00 2.96 0.73 0.25 0.15 0.85 2.96 0.73 0.10 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 0.00 0.00 0.00 0.00 0.00 0.15 0.85 3.00 0.75 0.10 5.44 4.79 4.85 0.00 4.85 0.00 4.85 129.07 128.41 132.47 1.00 133.47 0.00 133.47 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 0.50 1.00 1.00 1.00 2.50 2.50 2.50 0.00 2.50 0.50 3.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 2.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 0.00 1.00 1.00 3.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 3.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 0.00 2.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 -1.00 -1.00 -1.00 1.00 2.00 1.00 3.00 1.00 2.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 13.00 13.00 15.00 -1.00 14.00 1.00 15.00 Sports Complex Fund 2000 - 2000 Complex Operations/Maint Administrative Assistant II - Classified Facilities Operations Tech Facilities Technician II Irrigation Technician Parks & Sports Equip. Mechanic Parks & Sports Fac Crew Leader Parks & Sports Fac Worker II Parks & Sports Fac Worker III Sales & Sponsorship Associate Sports Complex Manager Sports Complex Ops Coordinator Sports Complex Supervisor Sports Facilities Maint. Coor. Sports Facilities Manager Administrative Assistant II Marketing & Sponsorship Coord 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 Full Full Full 1000 - 0650 Building Safety Administrative Assistant II - Classified Building Inspector I Building Inspector II Building Inspector III Building Official & Inspection Superviso Development Technician I Development Technician II Plans Examiner I Plans Review Supervisor Administrative Assistant II Building Safety Manager Building Safety Supervisor Plans Examiner II Full Full Full Full Full Full Full Full Full Full Full Full Full 364 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 2.00 1.00 0.50 0.00 1.00 0.00 1.00 0.00 1.00 2.00 1.00 0.50 0.00 1.00 0.00 1.00 0.00 1.00 2.00 1.00 0.50 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 -1.00 2.00 1.00 0.50 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 2.00 1.00 0.50 1.00 1.00 1.00 1.00 1.00 0.00 6.50 6.50 6.50 1.00 7.50 1.00 8.50 26.00 26.00 28.00 0.00 28.00 2.50 30.50 1.00 1.00 1.00 1.00 0.75 1.00 1.00 1.00 1.00 0.75 1.00 1.00 1.00 1.00 0.75 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 1.00 1.00 1.00 1.00 0.75 4.75 4.75 4.75 0.00 4.75 0.00 4.75 1.00 1.00 2.75 0.75 1.00 1.00 2.00 1.00 1.00 2.75 0.75 1.00 1.00 2.00 1.00 1.00 2.75 0.75 1.00 1.00 2.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 1.00 1.00 3.75 0.75 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.75 0.75 1.00 1.00 1.00 9.50 9.50 9.50 0.00 9.50 0.00 9.50 0.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 -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 5.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 5.00 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 8.00 8.00 8.00 0.00 8.00 0.00 8.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 2.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 33.25 33.25 33.25 0.00 33.25 0.00 33.25 1000 - 0810 Development Engineering Associate Engineer Associate Planner Civil Engineer Deputy Director of Development Development Plan Reviewer Development Systems Supervisor Engineering Technician II Plans Review Supervisor Site Development Manager Full Full Part Full Full Full Full 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 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 Part Full Full Full 1000 - 0813 Design and Construction Architect Construction Projects Coordinator Design & Construction Div Mgr Management Assistant Parks Projects Coordinator Civil Engineer Full Full Full Full Full Full 1000 - 0820 Eng Inspection Svc Engineering Inspection Supervisor Engineering Inspector Lead Engineering Inspector Full Full Full Streets Fund 7000 - 7043 Traffic Engineering Assistant City Traffic Engineer City Traffic Engineer Engineering Technician II Transportation Planning Engineer Full Full Full Full Engineering Totals: 365 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 3.00 0.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 0.00 0.75 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 0.00 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 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 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 4.00 1.00 0.00 12.75 12.75 13.00 2.00 15.00 0.00 15.00 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 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 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 11.00 11.00 10.00 0.00 10.00 0.00 10.00 2.00 0.00 0.00 2.00 1.00 1.00 0.00 1.00 2.00 0.00 1.00 2.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 7.00 7.00 6.00 -1.00 5.00 0.00 5.00 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 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 1.00 -1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 -1.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 2.00 -2.00 0.00 0.00 0.00 2.00 0.00 1.00 1.00 2.00 0.00 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 4.00 4.00 4.00 0.00 4.00 0.00 4.00 44.75 44.75 43.00 0.00 43.00 0.00 43.00 Finance and Budget General Fund 1000 - 0400 Finance Admin Deputy Director Finance & Budget Finance & Accounting Asst Finance Director Full 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 Treasury Manager Sr Accountant Full 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 Management & Budget Assistant Sr Budget Analyst Budget Assistant Cost and Rate Analyst Deputy Director Finance & Budget Management & Budget Director Full Full Full Full Full Full Full Full 1000 - 0440 Materials Management Administrative Assistant II Buyer I Buyer II Contract Administrator Contract Officer Materials Manager Materials Management Supervisor Full Full Full Full Full Full Full 1000 - 0490 Treasury Management Sr Accountant Treasury Manager Full Full 1000 - 0500 Inventory Control Buyer I Lead Inventory Control Special Storekeeper I Storekeeper II Full Full Full Full Finance and Budget Totals: 366 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 12.00 2.00 1.00 12.00 2.00 1.00 13.00 2.00 1.00 0.00 0.00 0.00 13.00 2.00 1.00 0.00 0.00 0.00 13.00 2.00 1.00 15.00 15.00 16.00 0.00 16.00 0.00 16.00 0.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 4.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 2.00 0.70 7.00 2.00 -1.00 1.00 2.00 0.70 5.00 2.00 0.00 1.00 2.00 0.70 5.00 2.00 0.00 0.00 0.00 0.30 0.00 0.00 0.00 1.00 2.00 1.00 5.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 2.00 0.00 11.70 10.70 10.70 0.30 11.00 0.00 11.00 4.00 1.00 0.30 4.00 1.00 0.30 4.00 1.00 0.30 0.00 0.00 -0.30 4.00 1.00 0.00 0.00 0.00 0.00 4.00 1.00 0.00 5.30 5.30 5.30 -0.30 5.00 0.00 5.00 36.00 36.00 37.00 0.00 37.00 0.00 37.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 3.00 2.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 8.00 8.00 8.00 0.00 8.00 0.00 8.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 6.00 6.00 6.00 -1.00 5.00 0.00 5.00 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 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 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 1000 - 1210 Fire Prevention Administrative Assistant II - Classified Deputy Fire Chief Fire and Life Safety Educ Spec Fire Prevention Inspector Fire Prevention Inspector Supervisor Plans Examiner II Administrative Assistant II Fire Battalion Chief Fire Marshal Full Full Full Full Full Full Full Full Full 1000 - 1220 Fire Support Services Administrative Assistant II - Classified Automotive Technician II Fire Physical Resources Spvsr Lead Automotive Technician Administrative Assistant I Administrative Assistant II Deputy Fire Chief Full Full Full Full Full Full Full 367 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 -1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 1.00 0.50 0.50 0.00 0.50 0.00 0.50 1.00 0.50 0.50 0.00 0.50 0.00 0.50 3.00 3.00 5.00 33.00 32.00 64.00 3.00 3.00 5.00 33.00 32.00 64.00 2.00 4.00 5.00 33.00 32.00 70.00 -1.00 2.00 0.00 0.00 0.00 0.00 1.00 6.00 5.00 33.00 32.00 70.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 5.00 33.00 32.00 70.00 140.00 140.00 146.00 1.00 147.00 0.00 147.00 162.00 161.50 168.50 0.00 168.50 0.00 168.50 0.00 3.00 1.00 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 1.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 1000 - 1230 Emergency Medical Services Administrative Assistant I EMS Chief EMS Coordinator Full Full Full 1000 - 1240 Fire Training Deputy Fire Chief Fire Captain Fire Battalion Chief Fire Training Chief Full 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 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 Full Full Full Full Full Full Full Full Governmental Affairs & Council Office Totals: 368 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 0.00 1.00 0.00 0.00 1.00 1.00 1.00 2.00 3.00 3.00 0.00 1.00 0.00 1.00 1.00 -1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.50 1.00 1.00 1.00 2.00 4.00 3.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 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 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 1.00 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 1.00 1.00 1.00 0.50 1.00 1.00 1.00 1.00 5.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 17.00 17.50 16.50 0.00 16.50 0.00 16.50 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 17.00 17.50 17.50 0.00 17.50 0.00 17.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 4.00 3.00 2.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 3.00 3.00 2.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 6.00 0.00 2.00 0.00 0.00 1.00 3.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 3.00 4.00 2.00 1.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 -1.00 1.00 -1.00 -1.00 -1.00 -1.00 0.00 6.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 4.00 4.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 4.00 4.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 16.00 16.00 38.00 0.00 38.00 0.00 38.00 Human Resources General Fund 1000 - 0070 Human Resources Administrative Assistant II - Classified Business Analyst Deputy Director of Human Resources 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 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 Application Systems Analyst Applications/GIS Manager Database Administrator Executive Assistant GIS Coordinator GIS Technician I GIS Technician II Information Technology Director IT Application Systems Spvsr IT GIS Analyst IT Operations Division Manager IT Project Manager IT Security Administrator IT Technical Support Supervisor IT Technician II Network Administrator Network Engineer Network Supervisor Senior Management Analyst Sr Application Systems Analyst Systems Engineer Administrative Assistant II - Classified IT GIS Supervisor IT Technician I Management Analyst 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 Full Full Full Full 369 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.00 21.00 0.00 0.00 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 39.00 39.00 40.00 0.00 40.00 0.00 40.00 1.00 9.00 1.00 4.00 1.00 4.00 1.00 9.00 1.00 4.00 1.00 4.00 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 20.00 20.00 20.00 0.00 20.00 0.00 20.00 0.90 0.90 0.90 0.00 0.90 0.00 0.90 0.90 0.90 0.90 0.00 0.90 0.00 0.90 20.90 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 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 4.00 6.00 6.00 0.00 6.00 0.00 6.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 3.00 2.00 2.00 0.00 2.00 0.00 2.00 7.00 8.00 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 Information Manager Full Full Full Full Full Full Full Full 1000 - 0041 Peoria Channel 11 Video Engineer Video Production Specialist Video Production Administrator Full Full Full Office of Communications Totals: 370 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 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 1.00 0.75 0.80 0.53 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.75 0.80 0.53 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.75 0.80 0.53 1.00 0.00 0.00 3.08 3.08 4.08 0.00 4.08 0.00 4.08 0.00 0.00 1.00 0.50 0.00 0.00 1.00 0.50 0.00 0.00 1.00 0.50 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.50 1.00 0.00 0.00 -0.50 1.00 1.00 1.00 0.00 1.50 1.50 1.50 1.00 2.50 0.50 3.00 0.00 2.00 0.00 2.00 1.00 1.00 -1.00 1.00 2.00 1.00 2.00 1.00 0.00 0.00 1.00 2.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 1.00 2.00 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 2.00 1.00 2.00 0.00 0.00 0.00 5.00 7.00 7.00 -1.00 6.00 0.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.47 0.25 0.20 0.25 0.00 0.47 0.00 0.20 0.25 0.20 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.20 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.20 0.47 0.00 0.00 0.92 0.92 0.92 0.00 0.92 0.00 0.92 12.50 12.50 13.50 0.00 13.50 0.50 14.00 0.00 4.00 5.00 1.00 0.00 1.00 4.00 2.00 1.00 2.00 1.00 0.00 4.00 5.00 1.00 0.00 1.00 4.00 2.00 1.00 2.00 1.00 2.00 4.00 6.00 1.00 0.00 1.00 5.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 0.00 0.00 0.00 2.00 4.00 6.00 1.00 1.00 1.00 5.00 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 2.00 4.00 6.00 1.00 1.00 1.00 5.00 1.00 1.00 0.00 0.00 21.00 21.00 22.00 0.00 22.00 0.00 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 Development Administration Coordinat Executive Assistant Planning & Comm Dev Director Management Analyst Full Full Full Full 1000 - 0610 Planning Engineering Planning Manager Planner Principal Planner Sr Planner Planning Assistant Planning Manager Position Reduction - Backfill Full Full Full Full Full Full Full 1000 - 0620 Systems Planning Engineering Planning Manager Sr Planner Full Full Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Management Assistant Neighborhood & Revital. Manager Neighborhood Imp. Specialist Administrative Assistant II Neighborhood & Revital. Admin. 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 Lead Animal Control Officer Police Manager Police Services Officer Police Special Services Supv Public Education Specialist Administrative Assistant II Code Technician Full Full Full Full Full Full Full Full Full Full Full 371 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 1.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 11.00 11.00 11.00 0.00 11.00 0.00 11.00 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 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 -3.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 16.00 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 16.00 3.00 1.00 1.00 0.00 29.00 31.00 31.00 -3.00 28.00 0.00 28.00 0.00 0.00 2.00 4.00 62.00 7.00 8.00 1.00 0.00 0.00 0.00 1.00 4.00 64.00 7.00 8.00 1.00 1.00 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 -1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 63.00 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 1.00 1.00 1.00 3.00 63.00 6.00 8.00 0.00 0.00 84.00 86.00 84.00 -1.00 83.00 0.00 83.00 0.00 0.00 0.00 2.00 43.00 7.00 0.00 1.00 1.00 2.00 43.00 8.00 0.00 1.00 1.00 3.00 43.00 8.00 1.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 3.00 42.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 42.00 8.00 52.00 55.00 56.00 0.00 56.00 0.00 56.00 2.00 1.00 19.00 4.00 1.00 1.00 1.00 19.00 4.00 1.00 1.00 1.00 19.00 5.00 1.00 0.00 0.00 6.00 0.00 0.00 1.00 1.00 25.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 25.00 5.00 1.00 27.00 26.00 27.00 6.00 33.00 0.00 33.00 3.00 0.00 2.00 6.00 1.00 1.00 3.00 0.00 2.00 6.00 1.00 1.00 3.00 0.00 2.00 6.00 1.00 1.00 0.00 1.00 0.00 -1.00 0.00 -1.00 3.00 1.00 2.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 2.00 5.00 1.00 0.00 13.00 13.00 13.00 -1.00 12.00 0.00 12.00 1000 - 1000 Police Administration Accreditation/Compliance Coordinator Administrative Assistant II - Classified Deputy Police Chief Executive Assistant Police Chief Police Commander Police Lieutenant Police Sergeant Public Information Officer Administrative Assistant II Deputy Director of Police Police Officer 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 Crime Analyst Full Full Full Full Full Full Full Full Full 1000 - 1021 Patrol Services - North Customer Services Rep I Police Analyst Police Commander Police Lieutenant Police Officer Police Sergeant Full 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 1000 - 1030 Pd Technical Support Police Property Evidence Tech Police Records Supervisor Police Services Officer Police Support Assistant Property & Evidence Supervisor Police Sergeant Full Full Full Full Full Full 372 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 1.00 0.00 1.00 3.00 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 0.00 0.00 0.00 0.00 3.00 0.00 0.00 1.00 1.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 1.00 0.00 7.00 5.00 5.00 3.00 8.00 0.00 8.00 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 34.00 34.00 34.00 0.00 34.00 0.00 34.00 1.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 11.00 6.00 6.00 -1.00 5.00 0.00 5.00 289.00 288.00 289.00 3.00 292.00 0.00 292.00 0.75 1.00 0.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 1.00 2.75 3.50 3.50 0.00 3.50 0.00 3.50 0.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 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 5.00 5.00 5.00 0.00 5.00 0.00 5.00 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 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 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 0.00 9.00 8.00 8.00 0.00 8.00 0.00 8.00 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 Crime Analyst Crime Scene Technician Police Sergeant Police Support Assistant 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 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 Full Full Full Full Full Full 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 373 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 1.00 0.00 2.00 6.60 1.00 1.00 0.00 2.00 6.60 1.00 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 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 5.60 1.00 10.60 10.60 10.60 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 4.00 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 8.20 8.20 8.20 0.00 8.20 0.00 8.20 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 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 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 10.55 10.55 10.55 0.00 10.55 0.00 10.55 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 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.50 1.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 1.00 0.00 1.00 0.50 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 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 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 5.50 5.50 5.50 0.00 5.50 0.00 5.50 1.00 1.00 2.00 0.00 0.00 1.00 0.25 1.00 1.00 2.00 1.00 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 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 1.00 1.00 2.00 1.00 0.25 0.00 0.00 5.25 5.25 5.25 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 4.00 4.00 4.00 0.00 4.00 0.00 4.00 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 Analyst Water Policy Administrator Water Resources and Environ Manager Administrative Assistant II Environmental Coordinator Management Assistant Water Resources Manager Water Resources Supervisor Full Full Full Full Full Full Full Full Full Full Full 2050 - 2135 Drinking Water Environmental Cross Connection Specialist Environmental Quality Assurance Offic Laboratory Technician Management Assistant Water Resources and Environ Manager Programs Assistant Water Resources Manager 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 374 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 1.00 0.25 1.00 0.00 2.00 3.00 1.00 0.25 1.00 0.00 2.00 4.00 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 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 1.00 2.00 3.00 7.25 8.25 8.25 0.00 8.25 0.00 8.25 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 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 0.00 0.00 0.00 1.00 1.00 1.00 2.00 0.25 0.00 0.00 6.25 5.25 5.25 0.00 5.25 0.00 5.25 0.00 2.00 1.00 0.00 2.00 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 1.00 2.00 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 1.00 1.00 1.00 5.00 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 9.00 9.00 9.00 0.00 9.00 0.00 9.00 5.00 1.80 0.20 1.00 6.00 1.00 0.20 1.00 6.50 1.00 0.20 1.00 0.00 0.00 0.00 -1.00 6.50 1.00 0.20 0.00 0.00 0.00 0.00 0.00 6.50 1.00 0.20 0.00 8.00 8.20 8.70 -1.00 7.70 0.00 7.70 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 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 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 16.00 1.00 2.20 0.80 0.00 16.00 1.00 3.00 0.80 0.00 16.00 1.00 3.00 0.80 0.00 0.00 0.00 0.00 0.00 1.00 16.00 1.00 3.00 0.80 1.00 0.00 0.00 0.00 0.00 0.00 16.00 1.00 3.00 0.80 1.00 20.00 20.80 20.80 1.00 21.80 0.00 21.80 9.00 1.00 1.00 8.00 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 11.00 10.00 10.00 0.00 10.00 0.00 10.00 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 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 Solid Waste Worker Full Part Full Full Full 2600 - 2770 Residential Recycling Equipment Operator Lead Equipment Operator Solid Waste Supervisor Full Full Full 375 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 0.00 1.00 0.20 1.00 1.00 1.00 0.00 1.00 0.20 1.00 1.00 1.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 0.00 4.20 4.20 4.20 0.00 4.20 0.00 4.20 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 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 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 12.25 11.50 11.50 0.00 11.50 0.00 11.50 0.00 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 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 6.00 1.00 3.00 1.00 0.00 6.00 1.00 3.00 1.00 0.75 5.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.75 5.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.75 5.00 1.00 3.00 1.00 11.00 11.00 10.75 0.00 10.75 0.00 10.75 4.00 1.75 1.00 0.00 1.00 1.00 1.00 1.00 4.00 1.75 1.00 0.00 1.00 1.00 1.00 1.00 5.00 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 5.00 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 5.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 10.75 10.75 11.00 0.00 11.00 0.00 11.00 0.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 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 1.00 1.00 1.00 2.00 0.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 2600 - 2810 Solid Waste Environmental Environmental Coordinator Environmental Technician I 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 3250 - 3660 Custodial Services Custodian Custodian Facilities Maintenance Supervisor Facilities Technician I Lead Custodian Part Full 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 Full Part Full Full Full Full Full Full 3250 - 3690 Facilities Operating Projects City Security Coordinator Civil Engineer Construction Superintendent Facilities Project Coordinator Security Coordinator Full Full Full Full Full 376 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 Change in Position Budget FY 2015 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 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 0.00 0.00 3.00 1.00 3.00 2.00 0.00 0.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 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 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 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.80 2.00 0.00 0.00 0.00 5.80 5.80 5.80 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 -1.00 0.00 1.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 8.00 8.00 8.00 -1.00 7.00 0.00 7.00 1.00 1.00 3.00 0.00 1.00 1.00 3.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 5.00 5.00 5.00 1.00 6.00 0.00 6.00 4.00 4.00 1.00 2.00 4.00 1.00 4.00 4.00 1.00 2.00 4.00 1.00 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 16.00 16.00 16.00 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 4.00 4.00 4.00 0.00 4.00 0.00 4.00 2.00 1.00 2.00 1.50 1.00 2.00 1.00 2.00 1.50 1.00 2.00 1.00 2.00 1.50 1.00 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 2.00 1.00 2.00 1.50 1.00 7.50 7.50 7.50 0.00 7.50 0.00 7.50 235.25 234.25 234.75 0.00 234.75 0.00 234.75 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 Transportation Technician I Full Full Full Full 7000 - 7030 Street Maintenance Equipment Operator Lead Equipment Operator Pavement Maintenance Coordtr Public Works Inspector Street Maintenance Worker Transportation Technician II 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 Full Full Full Part Full Public Works Totals: 377 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2012 Budget FY 2013 Budget FY 2014 Base Change Revised FY 2014 City Totals: 1,100.72 1,098.06 1,114.87 4.00 1,118.87 3.00 1,121.87 Full Part 1,074.25 26.47 1,072.25 25.81 1,089.75 25.12 4.00 0.00 1,093.75 25.12 3.00 0.00 1,096.75 25.12 *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. 378 Change in Position Budget FY 2015 City of Peoria FY 2015 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 Total MDA Debt OUTSTANDING 7/1/2014 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 $57,760,000 $9,150,000 $36,125,000 $23,155,000 $14,155,000 $12,475,000 $3,460,000 $1,710,000 $1,875,000 $1,025,000 $580,000 $1,245,000 $2,377,318 $331,800 $1,417,341 $904,738 $444,812 $267,300 $0 $0 $0 $0 $0 $0 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $5,838,318 $2,042,800 $3,293,341 $1,930,738 $1,025,812 $1,513,300 $238,760,000 $152,820,000 $9,895,000 $5,743,309 $0 $6,000 $15,644,309 $11,300,000 $11,300,000 $0 $285,325 $113,000 $0 $398,325 $250,060,000 $164,120,000 $9,895,000 $6,028,634 $113,000 $6,000 $16,042,634 $6,675,000 $47,000,000 $7,920,000 $35,510,000 $4,520,000 $35,200,000 $7,105,000 $34,210,000 $300,000 $2,285,000 $440,000 $1,280,000 $184,056 $1,645,325 $261,550 $1,196,476 $0 $0 $0 $0 $2,500 $2,500 $2,500 $2,500 $486,556 $3,932,825 $704,050 $2,478,976 $97,105,000 $81,035,000 $4,305,000 $3,287,407 $0 $10,000 $7,602,407 $30,300,000 $30,300,000 $0 $765,075 $303,000 $0 $1,068,075 $127,405,000 $111,335,000 $4,305,000 $4,052,482 $303,000 $10,000 $8,670,482 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 $8,575,248 $727,612 $8,030,340 $3,733,794 $4,371,597 $757,624 $15,780,000 $23,280,000 $1,072,170 $21,047,278 $33,908,511 $7,201,677 $604,230 $6,591,148 $3,051,740 $3,680,521 $623,254 $12,805,000 $19,915,000 $101,562 $1,342,287 $1,945,063 $373,779 $32,060 $377,966 $179,087 $187,129 $30,455 $1,235,000 $3,430,000 $38,242 $603,761 $1,053,515 $237,611 $19,892 $124,264 $57,453 $114,304 $19,147 $452,450 $658,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $140,004 $1,946,248 $2,998,778 $611,590 $52,152 $502,430 $236,740 $301,633 $49,802 $1,687,650 $4,089,000 Sub-total Existing Water & Sewer Revenue Debt $137,145,888 $110,500,529 $9,234,388 $3,379,439 $0 $2,200 $12,616,027 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $137,145,888 $110,500,529 $9,234,388 $3,379,439 $0 $2,200 $12,616,027 $4,950,000 $3,195,000 $340,000 $135,788 $0 $500 $476,288 $4,950,000 $3,195,000 $340,000 $135,788 $0 $500 $476,288 $0 $0 $0 $0 $0 $0 $0 $4,950,000 $3,195,000 $340,000 $135,788 $0 $500 $476,288 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 379 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 8 - Debt Service ORIGINAL ISSUE OUTSTANDING 7/1/2014 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 $0 $200,000 $105,000 $0 $105,000 $375,000 $0 $0 $785,000 $0 $20,000 $0 $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $220,000 $105,000 $0 $105,000 $375,000 $0 $0 $805,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,240 $37,530 $106,080 $447,281 $1,737 $19,400 $11,473 $36,944 $3,100 $49,939 $749,194 $1,592 $68,340 $3,101 $1,560 $49,939 $1,202,065 $19,230 $231,770 $192,075 $2,794,025 $15,525 $349,050 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,240 $37,530 $106,080 $447,281 $1,737 $19,400 $11,473 $36,944 $3,100 $49,939 $749,194 $1,592 $68,340 $3,101 $1,560 $49,939 $1,202,065 $19,230 $231,770 $192,075 $2,794,025 $15,525 $349,050 $0 $0 $6,397,190 $0 $0 $0 $6,397,190 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 Development Fee Offsets and Reimbursements: Rock Springs - Fire Rock Springs - Fire Rock Springs Offset - Streets Rock Springs Offset - Streets Sonoran Mountain Ranch Offset - Law Enforcement Sonoran Mountain Ranch Offset - Neighborhood Parks Sonoran Mountain Ranch Offset - Streets Sonoran Mountain Ranch Reimbursement - Wastewater Expansion The Meadows - Intersections The Meadows - Streets The Meadows - Streets The Meadows - Wastewater Resources The Meadows - Wastewater Resources Tierra del Rio Offset - Intersections Tierra del Rio Offset - Library Tierra del Rio Offset - Streets Tierra del Rio Offset - Streets Tierra del Rio Offset - Wastewater Expansion Tierra del Rio Offset - Wastewater Expansion Vistancia Reimbursement - Streets Vistancia Reimbursement - Streets Vistancia Reimbursement - Water Resources Vistancia Reimbursement - Water Resources Sub-Total Dev. Fee Offsets and Reimb. Total Development Rebates/Debt GRAND TOTALS $0 $0 $7,182,190 $20,000 $0 $0 $7,202,190 $519,560,888 $389,150,529 $30,956,578 $13,616,343 $416,000 $18,700 $45,007,621 380 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2015 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 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542008 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 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 $2,100 $29,500 $29,800 $95,248 $29,800 $44,250 $44,250 $44,250 $44,250 $44,250 $44,250 $44,250 $44,250 $44,250 $44,250 $27,300 $40,400 $30,400 $28,200 $44,250 $26,800 $25,100 $25,100 $25,100 $23,500 $25,100 $23,000 $44,250 $23,000 $44,250 $26,800 $26,800 $44,250 $44,250 $44,250 $24,000 $24,800 $25,000 $26,000 $25,100 $25,100 $20,500 $21,000 $124,000 $23,000 $59,500 $25,000 $25,000 $25,000 381 FY15 Supp: Building Inspector I-Vehicle Docking Station Unmarked Replaces Veh #1132 Unmarked Replaces Veh #1333 Estimated carryover for vehicles not purchased in prior year. Unmarked Replaces Veh #1216 PPV Replaces Veh #1608 PPV Replaces Veh #1602 PPV Replaces Veh #1401 PPV Replaces Veh #1412 PPV Replaces Veh #1598 PPV Replaces Veh #1537 PPV Replaces Veh #1601 PPV Replaces Veh #1456 PPV Replaces Veh #1668 PPV Replaces Veh #1669 Full Size P/U 1/2 Ton Replaces Veh #983 Full Size P/U 3/4 Ton Replaces Veh #1178 Full Size P/U 1/2 Ton Replaces Veh #1126 Full Size P/U 3/4 Ton Replaces Veh #1095 PPV Replaces Veh #1526 Full Size P/U 1/2 Ton Replaces Veh #1146 Small P/U Replaces Veh #1324 Small P/U Replaces Veh #1325 Small P/U Replaces Veh #1326 Small P/U Replaces Veh #1424 Small P/U Replaces Veh #979 Full Size P/U 1/2 Ton Replaces Veh #1219 PPV Replaces Veh #1533 Full Size P/U 1/2 Ton Replaces Veh #1293 PPV Replaces Veh #1536 Full Size P/U 1/2 Ton Replaces Veh #1281 Full Size P/U 1/2 Ton Replaces Veh #1282 PPV Replaces Veh #1267 PPV Replaces Veh #1268 PPV Replaces Veh #1532 Van Replaces Veh #952 Small P/U Replaces Veh #906 Full Size P/U 3/4 Ton Replaces Veh #951 Full Size P/U 1 Ton Replaces Veh #1343 Small P/U Replaces Veh #1204 Small P/U Replaces Veh #1205 FY15 Supp: Property Van-Trucks and Vans FY15 Supp: Building Inspector I-Vehicle Full Size P/U 3/4 Ton Replaces Veh #837 Full Size P/U 1 Ton Replaces Veh #876 F550 Crew Cab Replaces Veh #1469 Full Size P/U 3/4 Ton Replaces Veh #1476 Full Size P/U 3/4 Ton Replaces Veh #1086 Full Size P/U 3/4 Ton Replaces Veh #833 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Account 542502 542502 542504 542504 542505 542505 542505 FY 2015 $23,000 $26,000 $28,000 $28,000 $481,940 $481,940 $481,940 Total - Public Works $3,294,868 Total - Fleet Reserve Fund $3,294,868 Comment Full Size P/U 1/2 Ton Replaces Veh #905 Full Size P/U 1 Ton Replaces Veh #1258 Bike Replaces Veh #1237 Bike Replaces Veh #1232 Pumper Replaces Veh #1104 Pumper Replaces Veh #1105 Pumper Replaces Veh #1109 General Fund Finance Utilities Meter Services 543008 $362,114 Meters for regular replacement program. Total - Finance Utilities $362,114 Total - General Fund $362,114 IT Project Fund Information Technology IT Projects 542001 IT Projects 542008 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 $75,000 FY15 Supp: 911 Recording System Replacement-911 Recording System Replacement $20,000 FY15 Carryover: Electronic Plan Review-Electronic Plan Review Increase Storage Capacity $75,000 FY15 Carryover: Disaster Recovery Consulting/Planning Phase I Impl-Disaster Recovery Phase I $57,200 FY15 Supp: Replacement of Financial & Registration SoftwareHosted Software $25,000 FY15 Carryover: Legal E-Discovery and Records Retrieval SystemLegal E-Discovery & Records Retrieval System $21,200 FY15 Carryover: Accela Citizens Access (ACA) Online PermittingACA Online Permitting $5,940 FY15 Supp: Replacement of Financial & Registration SoftwareComputer Hardware $17,850 FY15 Supp: Replacement of Financial & Registration SoftwareImplementation Services $118,000 FY15 Supp: Security Intrusion Detection System (IDS) CoreSecurity IDS Core $450,000 FY15 Supp: Automated Time and Attendance System-Automated Timekeeping System Total - Information Technology $865,190 Total - IT Project Fund $865,190 IT Reserve Fund Information Technology Res For System Comp Eqt 542008 $200,000 FY15 Server Replacements Total - Information Technology $200,000 Total - IT Reserve Fund $200,000 382 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2015 Comment Percent for the Arts Fund Community Services Percent For The Arts 541003 Percent For The Arts Percent For The Arts 541003 541003 $335,000 FY15 Carryover: Public Art-Imp Other Than Land/BuildingsPublic Art $700,000 FY15 Supp: Public Art-Imp Other Than Land/Buildings $433,000 91st Avenue and Happy Valley Road, Pioneer Community Park, Camino a Lago Park and Happy Valley and Lake Pleasant Parkway. Total - Community Services $1,468,000 Total - Percent for the Arts Fund $1,468,000 Public Transit Fund Public Works Transit Division 542505 $140,000 FY15 Supp: Transit Replacement Buses-Purchase 2 replacement buses Total - Public Works $140,000 Total - Public Transit Fund $140,000 Solid Waste Equipment Reserve Fund Public Works Solid Waste Eqt Reserve 542505 $182,896 Roll-Off Replaces Veh #896 Total - Public Works $182,896 Total - Solid Waste Equipment Reserve Fund $182,896 State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd 542001 $14,000 FY15 Supp: Key Management System-Electronic Equipment Total - Police $14,000 Total - State Anti-Racketeering - PD Fund $14,000 Streets/Transit Equipment Reserve Fund Public Works Streets/Transit Equipment Reserve 542006 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 542505 542505 $140,000 FY15 Supp: Asphalt Paver-Asphalt Paver-use replcmt fund reserves for 1-time $25,000 Estimated carryover for vehicles not purchased in prior year. $127,000 Full Size P/U 3/4 Ton Replaces Veh #916 $55,100 F450 Crew Cab Replaces Veh #1159 $59,000 Bucket Truck Replaces Veh #1125 $80,000 Loader Replaces Veh #851 $260,000 Sweeper Replaces Veh #1496 Total - Public Works $746,100 Total - Streets/Transit Equipment Reserve Fund $746,100 383 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2015 Comment Wastewater Fund Public Works Beardsley Water Reclamation Facility Jomax Water Reclamation Facility 542006 542006 Jomax Water Reclamation Facility Butler Water Reclamation Facility 542006 543003 $20,000 Large plant equipment replacement. $40,000 FY15 Supp: Jomax WRF Electrical Capacitor Banks-Other Equipment $20,000 Large wastewater equipment replacement. $20,000 Larger wastewater equipment replacement Total - Public Works $100,000 Total - Wastewater Fund $100,000 Wastewater Equipment Reserve Fund Public Works Ww Eqt Reserve 542502 $37,600 Full Size P/U 3/4 Ton Replaces Veh #1110 Total - Public Works $37,600 Total - Wastewater Equipment Reserve Fund $37,600 Water Fund Public Works Utilities Operations Admin Greenway Potbl Wtr Trt Plant 542001 543002 $9,000 Capitalized electronic equipment. $50,000 To cover capitalized expenditures. Total - Public Works $59,000 Total - Water Fund $59,000 Water Equipment Reserve Fund Public Works Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve 542502 542502 542502 542502 542502 542502 542502 $25,000 $30,100 $25,600 $24,000 $27,000 $23,000 $25,000 Total - Public Works $179,700 Total - Water Equipment Reserve Fund $179,700 Total - Operating Capital $7,649,468 384 Full Size P/U 1/2 Ton Replaces Veh #1190 Full Size P/U 1/2 Ton Replaces Veh #1098 Full Size P/U 1/2 Ton Replaces Veh #1090 Small P/U Replaces Veh #926 Full Size P/U 3/4 Ton Replaces Veh #1210 Full Size P/U 1/2 Ton Replaces Veh #1149 Full Size P/U 1/2 Ton Replaces Veh #1203 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Drainage 81st Ave - Varney Pk Drainage Solution EN00482CO EN00482DS GO Bonds 2009 GO Bonds 2009 4220-4220-543004 4220-4220-543004 CIPDR CIPDR Project Total $200,000 $25,000 $225,000 91st Av Street and Drainage Improvements EN00177CO Proposed GO Bonds 4251-4251-543004 CIPDR Project Total $903,592 $903,592 MOC Concrete Wash Down Pads PW00020SY PW00020DS PW00020CO Capital Projects-Outside Srces Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-520099 4810-4810-543004 4810-4810-543004 CIPDR CIPDR CIPDR Project Total $10,000 $15,000 $85,000 $110,000 Neighborhood Drainage Program EN00458CO EN00458CO General Proposed GO Bonds 1000-0310-543004 4251-4251-543004 CIPDR CIPDR Project Total $50,000 $297,000 $347,000 Union Hills Channel EN00137DS GO Bonds 2010 4240-4240-543004 CIPDR Project Total Total - Drainage 385 $178,000 $178,000 $1,763,592 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Operational Facilities Arts Distribution FY2015 AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT AT02015AT General Half Cent Sales Tax Municipal Office Complex Rsv Sports Complex Improvement Reserve Water Water Expansion Water Impact Fees - North of Bell Rd Wastewater Wastewater Impact Fees - Post 1-1-2012 Wastewater Expansion (Unzoned) Commercial Solid Waste Residential Solid Waste GO Bonds 2007 GO Bonds 2009 MDA Bonds 2012 - Sports Complex Proposed MDA Bonds GO Bonds 2010 GO Bonds 2012 Proposed GO Bonds County Transportation Tax Capital Projects-Outside Srces Highway User Transportation Sales Tax River Corridors & Trails Dev Law Enforcement Dev Law Enforcement Dev - Post 1-1-2012 1000-0310-525515 1210-0350-525515 1970-1970-525515 2002-2022-525515 2050-2140-525515 2161-2221-525515 2164-2224-525515 2400-2550-525515 2509-2629-525515 2510-2630-525515 2590-2720-525515 2600-2760-525515 4210-4210-525515 4220-4220-525515 4232-4232-525515 4233-4233-525515 4240-4240-525515 4250-4250-525515 4251-4251-525515 4550-4550-525515 4810-4810-525515 7000-7050-525515 7010-7075-525515 7920-7920-525515 7930-7930-525515 7931-7931-525515 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $15,853 $3,650 $750 $3,170 $60,932 $28,796 $16,119 $24,232 $5,119 $12,124 $110 $395 $250 $2,250 $71,332 $300,000 $3,680 $3,928 $38,876 $43,480 $31,170 $52,288 $149,637 $2,500 $72,871 $4,754 $948,266 BioScience Incubator ED00010OT Economic Development 1900-1900-522070 CIPOF Project Total 386 $1,600,000 $1,600,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Operational Facilities Chargeback Distribution FY2015 CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB CB02015CB General Half Cent Sales Tax Sports Complex Improvement Reserve Water Wastewater GO Bonds 2007 GO Bonds 2009 MDA Bonds 2012 - Sports Complex GO Bonds 2010 GO Bonds 2012 Proposed GO Bonds County Transportation Tax Capital Projects-Outside Srces Highway User Streets Dev Zone 1 Streets Dev Zone 2 Street Impact Fees - Zone 2 - Post 1-1-2012 Transportation Sales Tax Neighborhood Park Dev Zone 1 River Corridors & Trails Dev Law Enforcement Dev 1000-0310-544001 1210-0350-544001 2002-2022-544001 2050-2140-544001 2400-2550-544001 4210-4210-544001 4220-4220-544001 4232-4232-544001 4240-4240-544001 4250-4250-544001 4251-4251-544001 4550-4550-544001 4810-4810-544001 7000-7050-544001 7001-7051-544001 7002-7052-544001 7008-7058-544001 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 CIPOF CIPOF CIPOF Project Total $14,441 $10,000 $25,000 $65,038 $54,262 $107,007 $12,100 $51,166 $46,600 $7,015 $233,991 $21,600 $98,048 $25,481 $2,000 $5,600 $8,100 $583,806 $25,000 $12,504 $85,000 $1,493,759 City Parks Parking Lots - Asphalt Replacement PW00995CO Proposed GO Bonds 4251-4251-541003 CIPOF Project Total $125,000 $125,000 Citywide Security Program PW00506CO PW00506EQ General General 1000-0310-541003 1000-0310-542006 CIPOF CIPOF Project Total $35,000 $100,000 $135,000 Community Center Building Addition CS00070CO GO Bonds 2010 4240-4240-540500 CIPOF Project Total $20,000 $20,000 Community Works Program COP0001CO General 1000-0310-543005 CIPOF Project Total $650,000 $650,000 Facilities Replacement (Key Support Systems) PW00050EQ Municipal Office Complex Rsv 1970-1970-542006 CIPOF Project Total $255,000 $255,000 Facilities Replacement-General Condition Elements PW00060CO Municipal Office Complex Rsv 1970-1970-540500 CIPOF Project Total $75,000 $75,000 Maxwell Technologies ED00008OT Economic Development 1900-1900-522070 CIPOF Project Total 387 $500,000 $500,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Operational Facilities Mixed Use Redevelopment MURP Parking Structure ED00014CO Proposed MDA Bonds 4233-4233-540500 CIPOF Project Total $30,000,000 $30,000,000 MOC Fuel Island PW00305SY PW00305DS PW00305DS PW00305DS PW00305DS PW00305DS PW00305DS General General Water Wastewater Commercial Solid Waste Residential Solid Waste Highway User 1000-0310-520099 1000-0310-542006 2050-2140-542006 2400-2550-542006 2590-2720-542006 2600-2760-542006 7000-7050-542006 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $9,925 $43,969 $4,461 $1,116 $11,005 $39,485 $9,964 $119,925 Network Infrastructure Replacement - Butler WRF IT00013EQ IT Reserve 3400-3800-543007 CIPOF Project Total $93,800 $93,800 Network Infrastructure Replacement - MOC IT00014EQ IT Reserve 3400-3800-543007 CIPOF Project Total $96,000 $96,000 Network Infrastructure Replacement-Microwave WAN IT00026EQ IT Reserve 3400-3800-543007 CIPOF Project Total $65,000 $65,000 Network Infrastructure Replacement-Sunrise Library IT00025EQ IT Reserve 3400-3800-543007 CIPOF Project Total $50,000 $50,000 P83 Entertainment District Improvements ED00002DS ED00002DS ED00002CO ED00002CO General Streets Capital Projects Streets Capital Projects County Transportation Tax 1000-0310-520099 4150-4150-520099 4150-4150-543001 4550-4550-543001 CIPOF CIPOF CIPOF CIPOF Project Total $425,328 $450,000 $2,333,581 $1,514,419 $4,723,328 Parking Lot/Structure Maint. for City Buildings PW11150CO General 1000-0310-541003 CIPOF Project Total $50,000 $50,000 Peoria Transit Center PW00325SY Capital Projects-Outside Srces 4810-4810-520099 CIPOF Project Total $50,165 $50,165 Police Evidence and Impound Eval and Expansion PW00070SY General 1000-0310-520099 CIPOF Project Total 388 $60,000 $60,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Operational Facilities PSAB Security Enhancements PD00018DS PD00018CO PD00018CO 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 4550-4550-542006 CIPOF Project Total $408,687 $408,687 Renovate Council Chambers PW00510EQ Proposed GO Bonds 4251-4251-542006 CIPOF Project Total $15,000 $15,000 Trine University ED00013OT Economic Development 1900-1900-522070 CIPOF Project Total Total - Operational Facilities $775,000 $775,000 $43,160,930 Project Type - Other Community Services ADA Compliance CS00177CO General 1000-0310-541003 CIPOT Project Total $250,000 $250,000 Sports Complex Asphalt Remediation CS00179CO Half Cent Sales Tax 1210-0350-541003 CIPOT Project Total $275,000 $275,000 Sports Complex Improvements CS00022CO Half Cent Sales Tax 1210-0350-540500 CIPOT Project Total $90,000 $90,000 Water Slide Replacement at City Pools CS00157EQ CS00157EQ General Capital Projects-Outside Srces 1000-0310-542006 4810-4810-542006 CIPOT CIPOT Project Total Total - Other $100,000 $100,000 $200,000 $815,000 Project Type - Parks 75th Avenue and Deer Valley Trailhead CS00173DS Proposed GO Bonds 4251-4251-543005 CIPPK Project Total $165,000 $165,000 99th Ave and Olive Trailhead CS00088DS CS00088CO Proposed GO Bonds Proposed GO Bonds 4251-4251-543005 4251-4251-543005 CIPRT CIPPK Project Total 389 $250,000 $1,295,000 $1,545,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Parks Camino a Lago Park CS00054CO CS00054CO Neighborhood Park Dev Zone 1 Neighborhood Park Dev Zone 1 - Post 1-1-2012 7901-7901-543005 7906-7906-543005 CIPPK CIPPK Project Total $836,336 $543,664 $1,380,000 New River Trail - BLM EN00371DS EN00371CO EN00371SY EN00371CO EN00371CO GO Bonds 2007 GO Bonds 2010 GO Bonds 2012 GO Bonds 2012 GO Bonds 2012 4210-4210-543005 4240-4240-543005 4250-4250-520099 4250-4250-543005 4250-4250-543005 CIPPK CIPPK CIPRT CIPRT CIPPK Project Total $25,000 $190,000 $110,000 $187,800 $205,000 $717,800 New River Trail - Northern to Olive Avenue CS00125CO CS00125DS 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 $285,806 $16,187 $24,888 $75,000 $401,881 New River Trail - Williams Rd to Happy Valley Rd CS00128DS CS00128CO CS00128CO Proposed GO Bonds Proposed GO Bonds River Corridors & Trails Dev 4251-4251-543005 4251-4251-543005 7920-7920-543005 CIPRT CIPPK CIPPK Project Total $100,000 $23,628 $250,000 $373,628 Northern Community Park CS00059SY Citywide Park/Rec Facility Dev - Post 1-1-2012 7911-7911-520099 CIPPK Project Total $500,000 $500,000 Open Space Preservation Program CS00089SY CS00089SY CS00089SY Proposed GO Bonds Proposed GO Bonds Open Space Dev 4251-4251-520099 4251-4251-540000 7915-7915-540000 CIPRT CIPRT CIPRT Project Total $88,798 $1,540,634 $2,053,816 $3,683,248 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 CS00022CO CS00022CO CS00022CO General General Sports Complex Improvement Reserve MDA Bonds 2012 - Sports Complex MDA Bonds 2012 - Sports Complex Capital Projects-Outside Srces 1000-0310-520510 1000-0310-540500 2002-2022-540500 4232-4232-540500 4232-4232-543007 4810-4810-540500 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total 390 $2,915 $528 $317,000 $6,590,637 $106,000 $108,611 $7,125,691 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Parks Total - Parks $16,979,511 Project Type - Public Safety CAD Replacement PD00013CO PD00013CO PD00013CO GO Bonds 2010 GO Bonds 2010 GO Bonds 2010 4240-4240-520505 4240-4240-520511 4240-4240-543007 CIPPS CIPPS CIPPS Project Total $5,742 $2,515 $200,340 $208,597 Pinnacle Peak Public Safety Facility Expansion PD00021CO PD00021LA PD00021CO PD00021DS PD00021CO PD00021LA PD00021CO Proposed GO Bonds Law Enforcement Dev Law Enforcement Dev Law Enforcement Dev Law Enforcement Dev Law Enforcement Dev - Post 1-1-2012 Law Enforcement Dev - Post 1-1-2012 4251-4251-540500 7930-7930-540000 7930-7930-540500 7930-7930-540500 7930-7930-542006 7931-7931-540000 7931-7931-540500 CIPPS CIPPS CIPPS CIPPS CIPPS CIPPS CIPPS Project Total Total - Public Safety $1,407,000 $473,499 $5,552,404 $1,536,600 $198,052 $933,501 $475,399 $10,576,455 $10,785,052 Project Type - Streets 103rd Av; Northern Av to Olive Av -West 1/2 Street EN00422SY EN00422CO EN00422DS Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-520099 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $2,795 $3,700,000 $550,000 $4,252,795 75th Av & Peoria Av Intersection Improvements EN00081LA EN00081CO EN00081DS EN00081CO Capital Projects-Outside Srces Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-540000 4810-4810-543001 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $660,000 $12,544 $74,400 $1,357,019 $2,103,963 75th Ave & Cactus Rd Intersection Improvements EN00088LA EN00088CO EN00088DS EN00088CO Capital Projects-Outside Srces Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-540000 4810-4810-543001 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $1,600,000 $33,638 $65,000 $2,763,505 $4,462,143 79th Ave; Eugie to Tbird Rd; Intersection Widening EN00116LA EN00116DS Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total 391 $160,000 $120,000 $280,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Streets 83 Av. @ Union Hills Dr. Intersection Improvements PW00164CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $335,000 $335,000 83rd Av Roadway Modifications; Bell to Paradise EN00459CO EN00459DS Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $357,937 $55,230 $413,167 83rd Av Street and Drainage Improvements EN00313CO County Transportation Tax 4550-4550-543001 CIPST Project Total $75,000 $75,000 88th Ave & Hatcher Rd One-Half Street Improvements EN00325DS EN00325CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $90,000 $255,000 $345,000 89th Ave; Golden Ln to Olive Av EN00472DS Transportation Sales Tax 7010-7075-543001 CIPST Project Total $85,000 $85,000 91st Av Street and Drainage Improvements EN00177CO EN00177CO EN00177CO EN00177DS Capital Projects-Outside Srces Streets Dev Zone 1 Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7001-7051-543001 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $46,132 $1,321,404 $1,723,891 $167,839 $3,259,266 99th Av Reconstruction; Butler Dr to Olive Av EN00421SY Transportation Sales Tax 7010-7075-520099 CIPST Project Total $50,000 $50,000 ADA Accessibility Program PW00025SY PW00025CO Highway User Highway User 7000-7050-520099 7000-7050-543001 CIPST CIPST Project Total $68,000 $79,071 $147,071 Agua Fria Truck Road Reliever EN00271CO GO Bonds 2009 4220-4220-543001 CIPST Project Total $500,000 $500,000 Arterial Urban Street Overlay Program PW00992CO PW00992CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $992,186 $303,000 $1,295,186 Bridge Maintenance and Management Program EN00243CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $400,000 $400,000 Bus Stop Improvements PW11190CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total 392 $120,000 $120,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Streets 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 EN00395SY EN00395CO EN00395DS Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-520099 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $835 $2,200,394 $179,950 $2,381,179 Dirt Shoulders, Dust Abatement PM-10 Program PW01001CO PW01001CO Capital Projects-Outside Srces Highway User 4810-4810-543001 7000-7050-543001 CIPST CIPST Project Total $2,044,002 $649,622 $2,693,624 Downtown Traffic Study EN00250SY Transportation Sales Tax 7010-7075-520099 CIPST Project Total $627 $627 Grand Av Landscaping; L101 - 71st Av EN00214CO Capital Projects-Outside Srces 4810-4810-543001 CIPST Project Total $48,909 $48,909 Lake Pleasant Parkway Sidewalk (West Side) EN00480DS Transportation Sales Tax 7010-7075-543001 CIPST Project Total $150,000 $150,000 Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) EN00241CO GO Bonds 2009 4220-4220-543001 CIPST Project Total $750,000 $750,000 Lone Mountain ROW Acquistion EN00479LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total $3,600,000 $3,600,000 LPP & 91st Av Right Turn Lanes (NEC) EN00359CO EN00359DS Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $219,000 $110,000 $329,000 Major Street Repairs PW00027CO PW00027CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $264,102 $49,000 $313,102 North Peoria Traffic Update Study EN00252SY Transportation Sales Tax 7010-7075-520099 CIPST Project Total $73,259 $73,259 Re-Chip Seal Dirt Roads PW00163CO PW00163CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total 393 $404,000 $96,000 $500,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Streets Sidewalks Annual Program PW00046CO Highway User 7000-7050-543001 CIPST Project Total $129,861 $129,861 Street Light Infill and Replacement Program PW11160CO Highway User 7000-7050-543001 CIPST Project Total $135,000 $135,000 Street Maintenance Program PW00138CO PW00138CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $2,000,000 $250,000 $2,250,000 Terramar Cove EN00494CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $85,000 $85,000 Thunderbird Rd Widening Rehab; L101-95th Av EN00011DS EN00011CO GO Bonds 2007 GO Bonds 2007 4210-4210-543001 4210-4210-543001 CIPST CIPST Project Total $39,846 $215,454 $255,300 Traffic Signal Renovation and Replacement PW00993CO PW00993CO Proposed GO Bonds Highway User 4251-4251-543001 7000-7050-543001 CIPST CIPST Project Total $225,000 $65,000 $290,000 Vistancia Commercial Core Backbone Infrastructure ED00009CO ED00009DS ED00009CO Street Impact Fees - Zone 2 - Post 1-1-2012 Transportation Sales Tax Transportation Sales Tax 7008-7058-543001 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $2,400,000 $230,000 $2,983,095 $5,613,095 Westgreen Estates Unit 9 Soundwall EN00324CO EN00324CO County Transportation Tax Capital Projects-Outside Srces 4550-4550-543001 4810-4810-543001 CIPST CIPST Project Total Total - Streets $50,000 $400,000 $450,000 $38,671,547 Project Type - Traffic Controls ITS Equipment Upgrade EN00348CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $220,580 $220,580 Traffic Management Center Equipment Replacement EN00433EQ Transportation Sales Tax 7010-7075-542006 CIPTC Project Total 394 $100,000 $100,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Traffic Controls Traffic Signal Interconnect Project (TSIP) PW00133CO PW00133DS Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPTC CIPTC Project Total $87,482 $200,329 $287,811 Traffic Signal Program EN00170CO EN00170CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPTC CIPTC Project Total $59,829 $1,153,383 $1,213,212 Traffic Signal System Software Replacement EN00430CO Transportation Sales Tax 7010-7075-543007 CIPTC Project Total Total - Traffic Controls $149,583 $149,583 $1,971,186 Project Type - Wastewater Agua Fria Lift Station-Wastewater Campus Land UT00284SY Wastewater 2400-2550-520099 CIPWW Project Total $200,000 $200,000 Beardsley Plant Equipment Upgrade and Expansion UT00314EQ UT00314EQ Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWW CIPWW Project Total $112,500 $337,500 $450,000 Butler Recharge Wells UT00309CO UT00309CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $1,029,323 $344,388 $1,373,711 Butler Reclaimed Water System Expansion Phase II UT00313CO Wastewater 2400-2550-543003 CIPWW Project Total $296,860 $296,860 Butler WRF Plant Equipment Upgrade and Replacement UT00333EQ Wastewater 2400-2550-542006 CIPWW Project Total $50,000 $50,000 Condition Assessment of Remote Sites UT00256SY Wastewater 2400-2550-520099 CIPWW Project Total $25,000 $25,000 Integrated Utility Master Plan UT00271SY Wastewater 2400-2550-520099 CIPWW Project Total $330,000 $330,000 Jomax WRF Operational Improvements UT00323CO UT00323DS UT00323CO Water Wastewater Wastewater 2050-2140-543003 2400-2550-520099 2400-2550-543003 CIPWW CIPWW CIPWW Project Total 395 $12,500 $3,350 $72,150 $88,000 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Wastewater 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 $49,409 $250,000 Lift Station Reconditioning UT00116DS UT00116CO UT00116OT Wastewater Wastewater Wastewater 2400-2550-543003 2400-2550-543003 2400-2550-543003 CIPWW CIPWW CIPWW Project Total $17,820 $270,316 $26,648 $314,784 Manhole Rehabilitation UT00307CO Wastewater 2400-2550-543003 CIPWW Project Total $223,000 $223,000 New River Agua Fria Underground Storage Project UT00149CO Wastewater Expansion (Unzoned) 2510-2630-543003 CIPWW Project Total $136,125 $136,125 Pleasant Valley Lift Station-Demolition & Abandon UT00331CO UT00331DS Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total $72,216 $5,113 $77,329 Reclaimed Water Booster Land Purchase at IPS UT00329CO Wastewater 2400-2550-540000 CIPWW Project Total $162,500 $162,500 SCADA Equipment Replacement UT00266CO Wastewater 2400-2550-542006 CIPWW Project Total $219,541 $219,541 SROG Line Assessment & Repair UT00321SY UT00321CO UT00321SY Wastewater Wastewater Wastewater Expansion (Unzoned) 2400-2550-520099 2400-2550-543003 2510-2630-520099 CIPWW CIPWW CIPWW Project Total $104,842 $497,407 $94,551 $696,800 Trunk Sewer Rehabilitation UT00296CO Wastewater 2400-2550-543003 CIPWW Project Total $546,788 $546,788 Vistancia Commercial Core Backbone Infrastructure ED00009CO Wastewater 2400-2550-543003 CIPWW Project Total $393,832 $393,832 West Agua Fria Wastewater Lines UT00171CO UT00171CO Wastewater Impact Fees - Post 1-1-2012 Wastewater Expansion (Unzoned) 2509-2629-543003 2510-2630-543003 CIPWW CIPWW Project Total Total - Wastewater 396 $511,928 $1,212,421 $1,724,349 $7,558,619 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Water 75 Av 16-inch Waterline, Thunderbird to Peoria UT00143CO UT00143DS Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $841,979 $25,609 $867,588 91st Av Street and Drainage Improvements EN00177CO Water 2050-2140-543002 CIPWR Project Total $434,016 $434,016 Butler Reclaimed Water System Expansion Phase II UT00313CO Water 2050-2140-543002 CIPWR Project Total $867,347 $867,347 Condition Assessment of Remote Sites UT00256SY Water 2050-2140-520099 CIPWR Project Total $25,000 $25,000 Greenway Plant Equipment Upgrade UT00316EQ Water 2050-2140-542006 CIPWR Project Total $100,000 $100,000 Integrated Utility Master Plan UT00271SY Water 2050-2140-520099 CIPWR Project Total $200,000 $200,000 Lake Plsnt Pkwy 24-inch Waterline; Dynamite-L303 UT00148CO Water Expansion 2161-2221-543002 CIPWR Project Total $250,000 $250,000 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 Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543002 CIPWR Project Total $150,000 $150,000 Miscellaneous Local Waterline Improvements UT00203CO Water 2050-2140-543002 CIPWR Project Total $150,000 $150,000 New River Agua Fria Underground Storage Project UT00149CO Water Expansion 2161-2221-543002 CIPWR Project Total $708,375 $708,375 Peacock Village Waterline Replacement UT00330DS UT00330CO Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $106,648 $1,867,567 $1,974,215 Pyramid Peak Water Treatment Plant - Upgrades UT00037CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total 397 $286,346 $286,346 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Water Reclaimed Water Booster Land Purchase at IPS UT00329CO Water 2050-2140-540000 CIPWR Project Total $487,500 $487,500 SCADA Equipment Replacement UT00266EQ UT00266CO UT00266EQ Water Water Wastewater 2050-2140-542006 2050-2140-542006 2400-2550-542006 CIPWR CIPWR CIPWR Project Total $350,000 $749,698 $350,000 $1,449,698 Vistancia Commercial Core Backbone Infrastructure ED00009CO Water 2050-2140-543002 CIPWR Project Total $693,073 $693,073 Water & Wastewater Rate Study UT00298SY UT00298SY Water Wastewater 2050-2140-520099 2400-2550-520099 CIPWR CIPWR Project Total $45,000 $45,000 $90,000 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $773,000 $773,000 Water Line Assessment and Replacement UT00335CO Water 2050-2140-543002 CIPWR Project Total $1,000,000 $1,000,000 Water Meter Replacement Program UT00326EQ UT00326EQ Water Wastewater 2050-2140-542006 2400-2550-542006 CIPWR CIPWR Project Total $1,052,498 $517,698 $1,570,196 Water Production Optimization UT00252EQ UT00252CO Water Water 2050-2140-542006 2050-2140-542006 CIPWR CIPWR Project Total $100,000 $400,000 $500,000 Wellhead Water Quality Mitigation UT00272CO UT00272CO Water Water Expansion 2050-2140-543002 2161-2221-543002 CIPWR CIPWR Project Total $1,296,365 $1,087,210 $2,383,575 Wells - New Construction UT00117SY UT00117CO UT00117CO Water Expansion Water Expansion Water Expansion 2161-2221-520099 2161-2221-540000 2161-2221-543002 CIPWR CIPWR CIPWR Project Total $48,835 $37,300 $2,458,274 $2,544,409 West Agua Fria Water Lines UT00170CO UT00170CO Water Expansion Water Impact Fees - North of Bell Rd 2161-2221-543002 2164-2224-543002 CIPWR CIPWR Project Total 398 $384,029 $503,965 $887,994 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2015 Project Type - Water Westland Rd. Reservoir and Booster Station UT00336CO UT00336DS Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd 2164-2224-543002 2164-2224-543002 CIPWR CIPWR Project Total $754,297 $67,285 $821,582 White Mountain Apache Tribe Water Rights Purchase UT00234OT UT00234OT Water Water Resource Fees - Post 1-1-2012 2050-2140-543002 2168-2228-543002 CIPWR CIPWR Project Total 399 $1,026,020 $700,000 $1,726,020 Total - Water $23,491,236 Total FY 15 CIP $145,196,673 Fund / Department / Division FY 2015 FY 2015 One-time Cost Ongoing Cost FY 2015 Total Cost Supplemental Description City Attorney Civil Civil 0200-01 0200-03 Legal Services - Peoria Sports Project Legal Services - DLGC Estates at Lakeside Total - City Attorney $50,000 $50,000 $100,000 $0 $0 $0 $50,000 $50,000 $100,000 City Clerk City Clerk City Clerk City Clerk 0150-0 0150-02 0150-03 Copier Services Legal Notices 2014 Election Cycle Total - City Clerk $0 $0 $138,600 $138,600 $7,387 $5,100 $0 $12,487 $7,387 $5,100 $138,600 $151,087 Total - City Manager $10,000 $10,000 $5,000 $5,000 $15,000 $15,000 Replacement of Financial & Registration Software Pool Replaster - Peoria Pool Pool Blankets - Sunrise Pool Pool Deck Repair - Centennial Pool Contractual Maintenance Support New AM/PM Site - Sunset Heights Summer Sports Program Use of School Facilities P83 Party Keep It Safe - A Family Affair Northern Peoria Event ParkFest! Bravo Peoria Fiesta Peoria Safety repairs for walkways - Rio Vista Comm Park Rio Vista Rec Center Fitness Equipment - Year 3 Lakeview Room Blinds and Carpeting Vehicle Replacement Fund Early Literacy Stations Light Post and Light Replacements Park Repairs Costs for Capital Projects/Maintenance in FY 15 Total - Community Services $100,460 $60,000 $20,000 $60,000 $20,000 $0 $0 $117,557 $7,231 $101,157 $51,600 $10,927 $100,000 $61,000 $33,000 $40,000 $0 $6,688 $66,698 $97,500 $0 $953,818 $19,000 $0 $0 $0 $0 $44,000 $31,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $63,400 $0 $0 $0 $88,700 $246,100 $119,460 $60,000 $20,000 $60,000 $20,000 $44,000 $31,000 $117,557 $7,231 $101,157 $51,600 $10,927 $100,000 $61,000 $33,000 $40,000 $63,400 $6,688 $66,698 $97,500 $88,700 $1,199,918 General Fund City Manager City Manager's Office Community Services Community Services Administration Swimming Pools Swimming Pools Swimming Pools Swimming Pools Am/Pm Program Sports Programs - Adult Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Rio Vista Community Park Rio Vista Rec Center Rio Vista Rec Center Pioneer Community Park Branch Library Parks North Parks South Contracted Landscape Maintenance 0020-01 1400-01 1410-02 1410-03 1410-04 1410-07 1420-01 1481-01 1510-01 1510-02 1510-03 1510-04 1510-05 1510-99 1531-02 1532-01 1532-03 1533-01 1550-01 1560-02 1570-02 1600-03 City Code Supplementation Services 400 Schedules Suppl. # City of Peoria FY 2015 Annual Program Budget Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description FY 2015 FY 2015 One-time Cost Ongoing Cost Economic Development Services Economic Development Services Administration Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Building Development Building Development Building Development Building Development Site Development Site Development 0351-01 Management Analyst (0.5 FTE) 0352-01 0352-02 0352-03 0352-04 0650-01 0650-03 0650-04 0650-05 0810-01 0810-02 EDIS Initiatives Commmunity Promotions and Events Overnight Travel Advertising Building Inspector I Training classes- Inspection and Plan Review Staff Overtime wages for Plan Review Credit Card Service Fees Contract Development Technician I - Site Devel. Development Systems Supervisor Total - Economic Development Services Engineering Eng Inspection Svc Eng Inspection Svc 0820-01 0820-02 Overtime Inspection Budget Contractor Inspector FY 2015 Total Cost $0 $53,636 $53,636 $245,000 $30,000 $7,700 $66,000 $28,100 $3,888 $12,000 $50,000 $65,819 $1,600 $510,107 $0 $0 $0 $0 $76,560 $0 $0 $0 $0 $91,941 $222,137 $245,000 $30,000 $7,700 $66,000 $104,660 $3,888 $12,000 $50,000 $65,819 $93,541 $732,244 Total - Engineering $20,000 $76,737 $96,737 $0 $0 $0 $20,000 $76,737 $96,737 Finance and Budget Finance Admin Financial Services 0400-01 0410-01 Department Training for Professional Development Automated Time and Attendance System Total - Finance and Budget $36,265 $450,000 $486,265 $0 $30,000 $30,000 $36,265 $480,000 $516,265 Finance Utilities Revenue Administration Revenue Administration Meter Services 0460-01 0460-02 0470-01 Interactive Voice Response (IVR) System Maint. Consulting Assistance with IVR System Brass Water Meter Connection Parts Total - Finance Utilities $0 $26,150 $0 $26,150 $17,000 $0 $15,000 $32,000 $17,000 $26,150 $15,000 $58,150 1220-02 1230-17 1240-01 1240-08 Fire Apparatus Bay Exhaust System Paramedic Training Lake Rescue Swimmer Program 90/10 Match, Assistance to Firefighters Grant FGS Total - Fire $70,000 $123,720 $84,920 $10,800 $289,440 $0 $0 $0 $0 $0 $70,000 $123,720 $84,920 $10,800 $289,440 0025-01 0025-02 0025-03 0025-04 State and Federal Services Peoria's share for Federal Representation Luke Fighter Country Partnership League of AZ Cities and Towns Conference Event $115,000 $52,124 $25,000 $4,000 $0 $0 $0 $0 $115,000 $52,124 $25,000 $4,000 City of Peoria FY 2015 Annual Program Budget Schedule 11 - Summary of Additions/(Reductions) by Department Fire Fire Support Services Emergency Medical Services Fire Training Fire Training 401 Schedules Governmental Affairs & Council Office Governmental Affairs & Council Office Governmental Affairs & Council Office Governmental Affairs & Council Office Governmental Affairs & Council Office Fund / Department / Division Suppl. # FY 2015 FY 2015 One-time Cost Ongoing Cost Supplemental Description FY 2015 Total Cost Total - Governmental Affairs & Council Office $196,124 $0 $196,124 Mayor and Council Mayor & City Council Mayor & City Council 0010-01 0010-02 Youth delegation to conferences Youth Council Liaisons Travel and Training Total - Mayor and Council $9,500 $3,000 $12,500 $0 $0 $0 $9,500 $3,000 $12,500 Municipal Court Municipal Court 0250-01 Judicial Assistant - Grant Funded Total - Municipal Court $55,915 $55,915 $0 $0 $55,915 $55,915 Total - Non-Departmental $350,000 $350,000 $0 $0 $350,000 $350,000 Non-Departmental Non-Departmental 0300-01 Center for Performing Arts 0041-01 0041-02 Council Chambers Broadcast Recording Replacement Channel 11 Automation Total - Office of Communications $106,000 $45,000 $151,000 $0 $0 $0 $106,000 $45,000 $151,000 Planning and Community Development Neighborhood Coordination Community Dev Administration Community Dev Administration Planning 0570-01 0600-01 0600-02 0610-01 FY15 Neighborhood Grant Funding Contract Administrative Assistance - Extension Development Coordinator Contract Planner - Extension Total - Planning and Community Development $150,000 $38,030 $0 $80,963 $268,993 $0 $0 $54,000 $0 $54,000 $150,000 $38,030 $54,000 $80,963 $322,993 Police Neighborhood Services Neighborhood Services Police Administration Police Administration Police Administration Patrol Services - South Patrol Services - South Patrol Services - South Patrol Services - South Operations Support Pd Technical Support Pd Technical Support 0550-01 0550-02 1000-02 1000-03 1000-04 1020-01 1020-02 1020-03 1020-04 1025-01 1030-01 1030-02 Lot Clean Up (Code Enforcement) Citizen Service Software - Code CALEA Administration Transcription Services Contract Legal Advisor Police Officer Overhire Super Bowl Overtime Coverage Body Worn Cameras Crime Prevention Program Traffic Prevention Program RSA Tokens Property Van Total - Police $10,000 $0 $0 $0 $80,000 $73,314 $18,000 $18,000 $35,000 $35,000 $17,800 $20,500 $307,614 $0 $15,060 $7,600 $8,000 $0 $0 $0 $16,281 $0 $0 $0 $2,300 $49,241 $10,000 $15,060 $7,600 $8,000 $80,000 $73,314 $18,000 $34,281 $35,000 $35,000 $17,800 $22,800 $356,855 Total - General Fund $3,953,263 $650,965 $4,604,228 402 Schedules Office of Communications Peoria Channel 11 Peoria Channel 11 City of Peoria FY 2015 Annual Program Budget Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description 0120-01 Public Art FY 2015 FY 2015 One-time Cost Ongoing Cost FY 2015 Total Cost Percent for the Arts Fund Community Services Percent For The Arts Total - Community Services $700,000 $700,000 $0 $0 $700,000 $700,000 Total - Percent for the Arts Fund $700,000 $0 $700,000 Plaza Lease - BioInspire Total - Economic Development Services $167,555 $167,555 $0 $0 $167,555 $167,555 Total - Half Cent Sales Tax Fund $167,555 $0 $167,555 Peoria Sports Complex - Safety Replacements Sports Complex - USL Soccer Part Time Hours Total - Community Services $100,000 $16,905 $116,905 $0 $0 $0 $100,000 $16,905 $116,905 Total - Sports Complex Fund $116,905 $0 $116,905 Utilities Security Equipment Maintenance Increase Water System R & M CAP Water-Delivery Fees Chromatograph Replacement Total - Public Works $0 $0 $0 $82,128 $82,128 $50,000 $82,000 $702,000 $0 $834,000 $50,000 $82,000 $702,000 $82,128 $916,128 Total - Water Fund $82,128 $834,000 $916,128 $0 $115,000 $115,000 Half Cent Sales Tax Fund Economic Development Services Half Cent Sales Tax 0350-01 City of Peoria FY 2015 Annual Program Budget Schedule 11 - Summary of Additions/(Reductions) by Department Sports Complex Fund Community Services Complex Operations/Maint Complex Operations/Maint 2000-01 2000-03 Water Fund Public Works Utilities Operations Admin Production Svcs Water Supply Drinking Water Environmental 2055-02 2070-01 2125-01 2135-01 Schedules Wastewater Fund Public Works Wastewater Collection/Prevention 2480-01 Increase Wastewater System R & M 403 Fund / Department / Division Jomax Water Reclamation Facility FY 2015 FY 2015 One-time Cost Ongoing Cost FY 2015 Total Cost Suppl. # Supplemental Description 2495-01 Jomax WRF Electrical Capacitor Banks Total - Public Works $40,000 $40,000 $0 $115,000 $40,000 $155,000 Total - Wastewater Fund $40,000 $115,000 $155,000 Total - Public Works $0 $0 $84,000 $84,000 $84,000 $84,000 Total - Commercial Solid Waste Fund $0 $84,000 $84,000 Residential Same Day Service Landfill - Residential Residential Container Management Program Contingent Equipment operator Total - Public Works $275,000 $0 $0 $0 $275,000 $0 $133,000 $104,400 $37,200 $274,600 $275,000 $133,000 $104,400 $37,200 $549,600 Total - Residential Solid Waste Fund $275,000 $274,600 $549,600 Total - Public Works $10,000 $12,000 $22,000 $0 $0 $0 $10,000 $12,000 $22,000 Total - Fleet Services Fund $22,000 $0 $22,000 Required Building System Equipment Repair Total - Public Works $125,000 $125,000 $0 $0 $125,000 $125,000 Commercial Solid Waste Fund Public Works Commercial Collection 2720-01 Landfill - Commercial City of Peoria FY 2015 Annual Program Budget Schedule 11 - Summary of Additions/(Reductions) by Department Residential Solid Waste Fund Public Works Solid Waste Admin Residential Collection Residential Collection Residential Collection 2750-01 2760-01 2760-02 2760-03 Fleet Services Fund Public Works Fleet Maintenance Fleet Maintenance 3420-01 3420-02 Security fencing for tire storage area Fleet Technician workstations Facilities Maintenance Fund 3700-01 404 Schedules Public Works Technical Operations Fund / Department / Division Suppl. # FY 2015 FY 2015 One-time Cost Ongoing Cost Supplemental Description FY 2015 Total Cost Total - Facilities Maintenance Fund $125,000 $0 $125,000 ESRI GIS Enterprise License Agreement Cisco Call Manager Upgrade IT Technician II (Contract) - Qty 2 Additional Ongoing Software & Hardware Maintenance City Internet Bandwidth Increase 911 Recording System Replacement Total - Information Technology $130,500 $36,000 $90,000 $50,000 $0 $75,000 $381,500 $0 $0 $0 $130,745 $15,000 $0 $145,745 $130,500 $36,000 $90,000 $180,745 $15,000 $75,000 $527,245 Total - Information Technology Fund $381,500 $145,745 $527,245 Microsoft Licensing - Server OS Security Intrusion Detection System (IDS) Core Microsoft Licensing - Exchange Total - Information Technology $100,000 $118,000 $70,000 $288,000 $0 $30,000 $0 $30,000 $100,000 $148,000 $70,000 $318,000 Total - IT Project Fund $288,000 $30,000 $318,000 Traffic Signal and Street Light System Supplies Street Lighting Electricity Traffic Signal Electricity Street Maintenance - Operational Supplies/Equip Contract Services Asphalt Paver Total - Public Works $0 $0 $0 $0 $0 $140,000 $140,000 $20,200 $35,100 $38,000 $30,000 $75,800 $14,000 $213,100 $20,200 $35,100 $38,000 $30,000 $75,800 $154,000 $353,100 Total - Highway User Fund $140,000 $213,100 $353,100 Information Technology Fund Information Technology IT Operations IT Operations IT Operations IT Operations IT Operations Radio System Operations 3750-02 3750-04 3750-05 3750-06 3750-07 3760-01 City of Peoria FY 2015 Annual Program Budget Schedule 11 - Summary of Additions/(Reductions) by Department IT Project Fund Information Technology IT Projects IT Projects IT Projects 3850-01 3850-02 3850-11 Highway User Fund Public Works Traffic Signal Maintenance Traffic Signal Maintenance Traffic Signal Maintenance Street Maintenance Street Maintenance Street Maintenance 7020-03 7020-04 7020-05 7030-01 7030-02 7030-03 Schedules 405 Fund / Department / Division Suppl. # Supplemental Description FY 2015 FY 2015 One-time Cost Ongoing Cost FY 2015 Total Cost Neighborhood Stabilization Grant III Fund Planning and Community Development Neighborhood Stabilization Grant III 7180-01 FY15 NSP3 Funding Total - Planning and Community Development $355,500 $355,500 $0 $0 $355,500 $355,500 Total - Neighborhood Stabilization Grant III Fund $355,500 $0 $355,500 Dial-A-Ride Increased Service Demand Dial-A-Ride Ranger Mobile Data Units-Grant Funded Transit Replacement Buses Total - Public Works $0 $83,200 $140,000 $223,200 $50,000 $1,200 $0 $51,200 $50,000 $84,400 $140,000 $274,400 Total - Public Transit Fund $223,200 $51,200 $274,400 Investigation Equipment Mobile Field Force Equipment SWAT Vests VOCA Grant Match Taser Replacement Leadership Training Reserve/Volunteer Supplies Key Management System Annual Maintenance Fee-Lexipol Policy Update Total - Police $22,200 $5,000 $30,000 $10,000 $82,000 $20,000 $20,000 $14,000 $4,950 $208,150 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,200 $5,000 $30,000 $10,000 $82,000 $20,000 $20,000 $14,000 $4,950 $208,150 Total - State Anti-Racketeering - PD Fund $208,150 $0 $208,150 $12,700 $12,000 $8,000 $0 $0 $0 $12,700 $12,000 $8,000 Public Transit Fund Public Works Transit Division Transit Division Transit Division 7200-01 7200-02 7200-03 City of Peoria FY 2015 Annual Program Budget Schedule 11 - Summary of Additions/(Reductions) by Department State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd 7500-03 7500-04 7500-05 7500-06 7500-07 7500-09 7500-10 7500-11 7500-12 Police Federal Forfeiture Federal Forfeiture Federal Forfeiture 7520-01 7520-02 7520-03 Portable Camera System K-9 Replacement Investigative Equipment 406 Schedules Federal Forfeiture Fund Fund / Department / Division Suppl. # FY 2015 FY 2015 One-time Cost Ongoing Cost Supplemental Description FY 2015 Total Cost Total - Police $32,700 $0 $32,700 Total - Federal Forfeiture Fund $32,700 $0 $32,700 $7,110,901 $2,398,610 $9,509,511 Total - Additions/(Reductions) City of Peoria FY 2015 Annual Program Budget Schedule 11 - Summary of Additions/(Reductions) by Department Schedules 407 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 12 - Improvement District Revenues DESCRIPTION PROJECTED FY2015 PROJECTED FY2015 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 SLID 64 SLID 66 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 Willow Ridge @ WBV New River Shores $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,319 1,459 1,072 1,730 1,621 2,554 7,227 1,621 1,190 2,672 824 1,484 1,978 3,684 891 2,374 2,965 2,719 772 1,757 1,895 4,036 1,730 249 2,863 2,037 3,047 3,047 2,269 1,647 1,367 3,969 2,224 660 1,895 2,642 6,012 742 1,812 730 2,339 1,400 1,154 2,471 1,053 2,748 2,635 12,023 1,484 1,977 412 2,186 8,871 5,626 2,307 1,730 660 1,702 3,130 3,624 3,212 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 SLID 177 SLID 179 SLID 183 SLID 184 SLID 185 SLID 187 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 Desert Star Subdivision Westwing Mountain Parcel 1A Westwing Mountain Parcel 4 Westwing Mountain Parcel 5 Westwing Mountain Parcel 6 Westwing Mountain Parcel 8 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,593 1,984 1,154 660 2,694 8,991 4,152 1,908 11,042 2,851 8,976 2,020 5,274 4,040 3,444 3,638 2,426 1,566 3,928 10,210 5,170 4,265 2,133 1,460 1,123 899 562 562 562 674 2,014 786 3,591 742 1,216 5,611 6,171 3,816 3,479 1,571 1,348 3,898 2,357 1,908 1,647 1,550 915 732 1,319 1,097 640 1,296 2,418 1,378 1,555 7,677 1,796 337 982 450 1,348 SLID 70 SLID 71 SLID 72 SLID 73 SLID 76 SLID 77 SLID 78 SLID 79 SLID 80 SLID 82 SLID 83 SLID 84 SLID 93 SLID 94 SLID 95 SLID 96 SLID 97 Sweetwater Ridge Unit 3 Teresita Country Club Estates @ WBV Fletcher Heights Phase 1A Silverton Deer Village Unit 3 Deer Village Unit 1 Deer Village Unit 2 Deer Village Unit 4 Pivotal Peoria Center Tracts C & D Fairmont Unit 1 Fairmont Unit 2 Terramar Parcel 1 Terramar Parcel 2A Terramar Parcel 3 Terramar Parcel 4A Terramar Parcel 5 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 458 1,937 989 16,605 6,012 1,319 1,977 2,142 1,566 1,782 4,777 2,965 4,918 562 2,748 1,707 1,566 SLID 188 SLID 189 SLID 190 SLID 191 SLID 195 SLID 197 SLID 198 SLID 199 SLID 201 SLID 202 SLID 204 SLID 205 SLID 206 SLID 207 SLID 208 SLID 209 SLID 210 Westwing Mountain Parcel 9 Westwing Mountain Parcel 10 Westwing Mountain Parcel 11 Westwing Mountain Parcel 12 South Bay Unit 2 @ Ventana Lakes Sun Cliff V Fletcher Heights 3A Fletcher Heights 3B Central Park Subdivision Starlight Canyon North Ranch Tuscany Shores - Desert Harbor Parcel 12 West Valley Ranch Sunset Ranch Sonoran Mountain Ranch Parcel 1 Sonoran Mountain Ranch Parcel 2 Vistancia Village A Par A37 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,571 1,235 1,571 1,460 2,245 3,249 11,700 3,462 3,479 899 3,201 1,319 1,216 3,386 2,554 2,635 907 408 DESCRIPTION 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 1018 SLID 1020 SLID 1021 SLID 1022 SLID 1025 SLID 1031 SLID 1033 SLID 1034 SLID 1038 SLID 1039 SLID 1046 SLID 1050 SLID 1055 SLID 1063 SLID 1067 SLID 1068 SLID 1069 SLID 1071 MID 1 MID 2 MID 3 MID 4 MID 5 MID 6 MID 7 MID 10 MID 69 MID 1025 MID 1044 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 Park Rose Plaza Del Rio Phase I Plaza Del Rio Phase 2 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 Terramar 9B Sunset Ranch IIA Sunset Ranch IIB Vistancia Parcel F5 The Meadows Parcel 4A Sunset Ranch IIC Sunset Ranch IID Umbria Estates 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 FY2015 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,236 1,154 989 824 660 1,072 989 1,288 2,389 5,686 1,895 3,294 2,307 1,730 1,647 2,635 2,801 1,730 1,154 2,009 899 2,918 2,133 8,976 1,005 1,341 3,871 1,154 2,059 660 742 1,072 495 1,730 1,400 495 249 660 1,812 2,835 1,895 9,880 2,318 5,540 11,587 649 4,931 10,601 7,828 11,558 13,861 2,159 2,737 1,960 4,172 13,674 1,498 393 1,388 $ 599,878 $ $ $ $ $ $ $ $ $ $ $ 10,778 10,619 9,957 10,362 21,657 11,628 14,598 20,674 15,007 9,126 9,035 $ 143,441 City of Peoria FY 2015 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 58,010,633 72,389,889 86,959,022 24,983,355 - 21,445,951 42,585,045 306,373,895 Total Fund Balance 58,010,633 72,389,889 86,959,022 24,983,355 - 21,445,951 42,585,045 306,373,895 61,400,894 14,469,372 - - - - 14,476,518 90,346,784 - - - - - - 476,288 476,288 Charges for Service 25,841,648 14,745,022 71,650,205 40,627,276 - - - 152,864,151 Fines & Forfeitures 1,960,274 160,000 - - - - - 2,120,274 327,000 425,950 310,400 104,053 - 98,200 240,400 1,506,003 37,518,728 15,381,583 - - 30,600 - - 52,930,911 2,574,540 - - - - - - 2,574,540 Miscellaneous Income 670,000 5,000 20,000 1,500 - 4,615,795 - 5,312,295 Rents 618,463 - 1,700,000 - - - - 2,318,463 - - - - - 41,600,000 - 41,600,000 8,080,843 1,823,978 4,532,672 2,523,477 - - 3,693,782 20,654,752 138,992,390 47,010,905 78,213,277 43,256,306 30,600 46,313,995 18,886,988 372,704,461 Personal Services 89,192,661 5,523,119 13,348,161 8,552,466 30,600 - - 116,647,007 Contractual Services 35,058,931 9,554,056 34,691,220 27,189,346 - 1,212,186 - 107,705,739 Commodities 3,955,422 979,449 3,401,123 3,963,246 - - - 12,299,240 Capital Outlay 2,361,052 49,341,008 31,004,840 5,410,958 - 57,872,535 - 145,990,393 Debt Service 805,000 5,674,739 13,338,478 - - - 25,189,404 45,007,621 Contingency 21,750,000 9,450,000 6,400,000 3,100,000 - 1,650,000 - 42,350,000 Transfers Out 14,049,500 2,268,234 3,730,288 606,730 - - - 20,654,752 167,172,566 82,790,605 105,914,110 48,822,746 30,600 60,734,721 25,189,404 490,654,752 29,830,457 36,610,189 59,258,189 19,416,915 0 7,025,225 36,282,629 188,423,604 Sources Taxes Assessment Revenue Interest Income Intergovernmental Revenue Licenses & Permits Bond Proceeds Transfers In Total Sources Uses Total Uses Estimated Balance 6/30/15 409 FUND 1. General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2014 ACTUAL EXPENDITURES/ EXPENSES** 2014 $ $ 155,584,184 128,224,545 2. Special Revenue Funds 3. Debt Service Funds Available 4. Less: Amounts for Future Debt Retirement 5. Total Debt Service Funds 6. Capital Projects Funds 7. Permanent Funds 8. Enterprise Funds Available 9. Less: Amounts for Future Debt Retirement 10. Total Enterprise Funds 11. Internal Service Funds ESTIMATED FUND REVENUES BALANCE/ OTHER THAN NET PROPERTY TAX PROPERTY POSITION*** REVENUES TAXES 2015 2015 July 1, 2014** Primary: 2,115,485 $ 128,796,062 $ 58,010,633 $ Secondary: 14,446,518 72,389,889 45,186,927 OTHER FINANCING 2015 SOURCES $ $ INTERFUND TRANSFERS 2015 IN $ TOTAL FINANCIAL RESOURCES AVAILABLE 2015 BUDGETED EXPENDITURES/ EXPENSES 2015 $ 8,080,843 $ 14,049,500 $ 182,953,523 1,823,978 2,268,234 153,123,066 70,931,603 33,992,787 131,579,078 80,522,371 23,748,652 23,748,652 42,585,045 746,688 3,693,782 47,025,515 25,189,404 23,748,652 23,748,652 42,585,045 746,688 3,693,782 47,025,515 25,189,404 73,320,550 53,795,959 21,445,951 94,200 67,759,946 60,734,721 30,600 30,600 30,600 30,600 97,075,679 72,142,796 86,959,022 73,680,605 4,532,672 3,730,288 161,442,011 102,183,822 97,075,679 72,142,796 86,959,022 73,680,605 4,532,672 3,730,288 161,442,011 102,183,822 47,308,732 41,484,948 24,983,355 40,732,829 2,523,477 606,730 67,632,931 48,216,016 353 420 287 353,420,287 $ 306,373,895 306 373 895 $ 20,654,752 20 654 752 $ 20,654,752 20 654 752 $ 658,423,604 658 423 604 46,219,795 30,600 City of Peoria FY 2015 Annual Program Budget Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2015 12. TOTAL ALL FUNDS $ 468 000 000 468,000,000 $ $ 16 562 003 16,562,003 $ 289,267,911 289 267 911 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 $ 46 219 795 46,219,795 $ 2014 $ 468,000,000 2015 $ 470,000,000 468,000,000 183,852,394 $ 284,147,606 $ 781,645,105 470,000,000 175,810,528 $ 294,189,472 $ 788,205,401 $ 470 000 000 470,000,000 The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. * Includes Expenditure/Expense Adjustments Approved in current year from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). Schedules 410 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2015 2014 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2015 4,539,934 $ 4,720,872 1,998,580 13,219,479 15,218,059 $ 2,115,485 14,446,518 16,562,003 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 $ $ $ $ $ $ 1,898,651 99,929 1,998,580 12,558,505 660,974 13,219,479 15,218,059 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. 411 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 GENERAL FUND Local taxes General Fund Half Cent Sales Tax Fund $ 39,951,500 15,853,416 Licenses and permits General Fund $ 42,087,762 16,978,381 $ 42,315,959 16,969,450 2,215,734 2,558,234 2,574,540 Intergovernmental General Fund 35,633,095 35,805,217 37,518,728 Charges for services General Fund 23,512,060 24,521,358 25,841,648 2,124,729 1,974,908 1,960,274 202,500 60,000 200,000 40,000 257,000 70,000 1,324,773 1,082,241 1,288,463 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 $ 120,877,807 $ 125,248,101 $ 128,796,062 * 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. SPECIAL REVENUE FUNDS Streets Fund $ $ 11,798,805 11,798,805 $ $ 12,462,951 12,462,951 $ $ 12,602,372 12,602,372 Transit Fund $ $ 156,220 156,220 $ $ 258,020 258,020 $ $ 431,700 431,700 Street Light Improvement Districts Fund Maintenance Improvement Districts Fund $ $ $ 549,378 142,949 692,327 $ $ 549,078 143,001 692,079 $ 549,378 142,949 692,327 Development Fee Funds $ $ 6,955,272 6,955,272 $ $ 8,191,211 8,191,211 $ $ 13,201,344 13,201,344 Public Housing Funds $ $ 327,953 327,953 $ $ 327,953 327,953 $ $ Grant Funds $ $ 8,296,964 8,296,964 $ $ 5,472,855 5,472,855 $ $ 412 7,910,797 7,910,797 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES Transportation Sales Tax Fund ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 $ $ 9,677,852 9,677,852 $ $ 10,327,828 10,327,828 $ $ 10,348,387 10,348,387 Total Special Revenue Funds $ 37,905,145 $ 37,733,145 $ 45,186,927 * 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. DEBT SERVICE FUNDS General Obligation Bonds Fund Improvement Districts Funds Municipal District Authority Fund $ $ $ 98,280 475,850 7,500 581,630 $ 162,173 476,000 23,158 661,331 Total Debt Service Funds $ $ $ 185,000 476,688 85,000 746,688 581,630 $ 661,331 $ 746,688 296,182 296,182 $ $ 19,200 19,200 CAPITAL PROJECTS FUNDS General Obligation Bonds $ $ 74,200 74,200 $ $ Municipal District Authority Bonds $ $ 2,000 2,000 $ $ County Transportation Sales Tax $ $ 22,935 22,935 $ $ 52,564 52,564 $ $ 65,000 65,000 Strategic Capital Projects $ $ $ $ 8,708 8,708 $ $ 10,000 10,000 $ 357,454 $ 94,200 Total Capital Projects Funds $ 99,135 $ $ * 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. PERMANENT FUNDS Fireman's Pension Fund $ $ 30,600 30,600 $ $ 30,600 30,600 $ $ 30,600 30,600 Total Permanent Funds $ 30,600 $ 30,600 $ 30,600 34,939,535 117,608 1,822,000 36,879,143 $ 35,014,548 117,608 3,709,256 38,841,412 $ 35,853,535 109,630 1,409,500 37,372,665 19,749,390 119,869 813,000 20,682,259 $ 19,264,390 119,069 1,986,000 21,369,459 $ ENTERPRISE FUNDS Water Fund Water Replacement & Reserves Fund Water Expansion & Improvement Districts $ $ Wastewater Fund Wastewater Replacement & Reserves Fund Wastewater Expansion & Improvement Districts $ $ 413 $ $ $ $ 19,653,522 112,709 98,000 19,864,231 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 Storm Water Drainage System Fund $ $ 824,200 824,200 $ $ 819,200 819,200 $ $ 824,200 824,200 Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Funds Sanitation Expansion Funds $ 8,970,751 2,278,900 859,292 27,000 12,135,943 $ 9,050,751 2,250,900 882,487 27,000 12,211,138 $ 9,193,421 2,305,400 954,400 28,000 12,481,221 $ $ 2,650,650 248,194 2,898,844 $ $ 2,654,300 262,342 2,916,642 $ 2,854,700 283,588 3,138,288 Total Enterprise Funds $ 73,438,187 $ 76,140,053 $ 73,680,605 $ Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund $ $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 5,248,340 1,466,526 279,162 6,994,028 $ 5,250,871 1,476,038 277,162 7,004,071 $ $ $ 2,624,864 1,302,698 14,814,806 18,742,368 $ $ 2,709,920 1,307,713 15,062,134 19,079,767 $ 2,614,029 1,390,660 15,049,349 19,054,038 Facilities Maintenance Fund $ $ 5,892,230 5,892,230 $ $ 5,893,052 5,893,052 $ $ 5,943,121 5,943,121 Information Technology Fund Information Technology Reserve Fund $ $ $ 7,559,900 726,336 8,286,236 $ $ 7,551,713 703,397 8,255,110 $ 7,861,107 706,045 8,567,152 Total Internal Service Funds $ 39,883,736 $ 40,263,126 $ 40,732,829 TOTAL ALL FUNDS $ 272,816,240 $ 280,433,810 $ 289,267,911 $ Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance $ $ $ 5,331,393 1,529,798 307,327 7,168,518 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 414 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 17 - Auditor General Schedule D Other Financing Sources/ and Interfund Transfers Fiscal Year 2015 FUND OTHER FINANCING 2015 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 G.O. Bonds Future Issue $ Proposed MDA Bonds Future Issue Capital Projects - Outside Sources Total Capital Projects Funds $ 11,300,000 30,300,000 4,619,795 46,219,795 INTERFUND TRANSFERS 2015 IN $ $ 5,905,843 $ 957,341 13,092,159 $ $ 2,175,000 8,080,843 $ 14,049,500 $ $ $ 7,195 654 1,548,978 275,000 $ $ 1,823,978 $ $ $ $ $ 3,693,782 3,693,782 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 243,278 1,275,000 50,000 548,978 142,849 280 2,268,234 PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS Sports Complex Fund $ Sports Complex Equipment Reserve Storm Water Drainage System Fund Residential Solid Waste Fund Commercial 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 Workers Compensation Fund Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund Facilities Maintenance Fund Total Internal Service Funds $ TOTAL ALL FUNDS $ $ $ $ $ 1,976,905 2,555,767 4,532,672 $ 1,776 $ 654 2,429 374 2,865,331 709,950 149,774 3,730,288 $ 1,589 43,600 600,467 46,219,795 415 $ $ 600,000 957,820 6,600 805,457 110,000 2,523,477 $ $ 20,654,752 $ 4,674 606,730 $ 20,654,752 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2015 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 $ 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 Attorney Grants - Police Public Safety Grants - Fire Public Safety Grants - Police Other Grants - Community Services Other Grants - Human Resources Other Grants - Mayor and Council Other Grants - Municipal Court Other Grants - Non-Departmental Other Grants-Planning and Comm Dev Community Service Grants - Community Services Total Special Revenue Funds $ DEBT SERVICE FUNDS General Obligation Bonds - Finance & Budget $ MDA Bonds - Finance & Budget Improvement Districts - Finance & Budget Total Debt Service Funds $ CAPITAL PROJECTS FUNDS General Obligation Bonds - Non-Departmental $ MDA Bonds - Non-Departmental Capital Projects - Engineering Capital Projects - Non-Departmental Outside Source Fund - Non-Departmental Total Capital Projects Funds $ PERMANENT FUNDS Fireman's Pension - Fire $ Total Permanent Funds $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 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 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 $ $ 362,046 345,403 221,000 63,306 (41,883) 5,923,873 113,585 7,000 1,472 7,095,802 $ $ 94,871 65,751 (4,407,809) 25,000 (143,984) 10,100 813,402 682,966 4,900 641,295 527,705 12,838 494,283 3,000,000 2,083,399 521,447 75,413,222 100,000 22,000 1,500 $ (1,762,178) 4,258 112,504 (4,481,619) $ 15,634,408 7,638,644 475,600 23,748,652 $ $ $ $ 29,657,195 33,996,103 8,765,637 73,579 3,595,385 76,087,899 $ (2,708,572) $ (2,780,146) 2,569,831 $ 30,600 30,600 $ $ 416 BUDGETED EXPENDITURES/ EXPENSES 2015 ACTUAL EXPENDITURES/ EXPENSES* 2014 3,254,769 817,668 1,329,430 22,176,444 4,119,683 3,710,239 5,299,409 4,805,130 23,007,893 1,305,348 2,554,062 676,888 1,903,125 3,220,908 1,280,730 2,288,924 38,998,282 583,228 4,619,116 2,271,797 1,472 128,224,545 1,256,412 11,971,503 10,084,299 5,221,978 327,953 154,162 1,104,216 13,633 5,050 813,402 844,967 170,715 27,636 1,500 446,049 996,181 553,131 33,992,787 $ $ $ 3,264,380 971,151 1,293,860 22,311,291 4,416,353 3,782,645 5,214,722 5,000,608 23,957,261 1,216,270 2,514,788 705,276 1,870,388 20,586,573 1,450,008 2,542,177 40,223,216 673,750 6,672,599 3,875,000 580,750 153,123,066 1,242,822 15,534,513 26,746,498 27,189,162 361,808 1,363,050 17,688 4,900 581,359 1,665,715 12,838 $ 323,853 3,000,000 1,957,448 520,717 80,522,371 15,634,408 7,638,644 475,600 23,748,652 $ $ 151,538 (2,767,349) $ 20,092,264 23,909,120 8,727,738 73,579 993,258 53,795,959 $ 12,115,771 37,119,135 3,113,186 2,783,581 5,603,048 60,734,721 $ $ 30,600 30,600 $ $ 30,600 30,600 $ 16,042,634 8,670,482 476,288 25,189,404 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2015 FUND/DEPARTMENT ENTERPRISE FUNDS Water - Public Works Water Replacement & Reserves - Public Works Water Expansion - 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 $ 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 $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 ACTUAL EXPENDITURES/ EXPENSES* 2014 BUDGETED EXPENDITURES/ EXPENSES 2015 43,757,142 1,484,601 517,390 9,999,250 25,245,547 137,600 2,309,621 10,361,038 2,886,073 282,896 100,000 4,707,494 395,170 102,183,822 38,159,044 1,582,722 (250,650) 28,769,312 982,722 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 (111,901) 172,791 2,035,419 19,922,652 49,332 2,087,257 8,517,046 2,330,043 2,681,370 101,365 4,666,278 (176,973) (73,000) 107,715 121,300 97,286,397 $ 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 $ (210,718) $ 72,142,796 $ $ 5,239,641 2,271,469 2,523,871 15,189,827 5,851,232 8,376,118 1,393,571 639,219 41,484,948 353,420,287 $ 287,373 13,855 62,656 $ $ 363,884 $ $ $ $ 5,330,744 4,640,968 3,294,397 17,785,319 6,026,810 9,102,318 936,400 1,099,060 48,216,016 470,000,000 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 417 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve City Clerk General Fund City Manager General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2014 2014 2014 2015 $ 100,000 $ Department Total $ 3,155,905 17,591 5,523,871 8,697,367 $ 3,254,769 13,633 2,523,871 5,792,273 $ 100,000 $ Department Total $ 819,344 819,344 $ Department Total $ $ $ 3,264,380 17,688 3,294,397 6,576,465 $ $ $ $ 817,668 817,668 $ $ 971,151 971,151 1,344,430 1,344,430 $ $ $ $ 1,329,430 1,329,430 $ $ 1,293,860 1,293,860 $ 22,176,444 170,715 553,131 4,666,278 $ 22,311,291 1,665,715 520,717 4,707,494 395,170 29,600,387 Community Services General Fund $ Other Grants Community Service Grants Sports Complex Operations/Maintenance Sports Complex Equipment Reserves Department Total $ 21,942,086 527,705 521,447 4,598,905 $ 27,590,143 $ 595,850 $ 27,566,568 $ Economic Development Services General Fund $ Other Reserve Funds Department Total $ 4,108,908 2,529,792 6,638,700 $ 345,403 $ $ $ 345,403 $ 4,119,683 2,271,797 6,391,480 Engineering General Fund Streets Capital Projects $ Department Total $ Finance & Budget General Fund General Obligation Bonds MDA Bonds Improvement Districts $ Department Total $ Fire General Fund Public Safety Grants Fireman's Pension 10,152,449 15,634,408 7,638,644 475,600 33,901,101 112,504 121,300 $ $ $ 2,569,831 2,569,831 $ $ 221,000 $ $ 221,000 $ $ Department Total $ 23,000,939 4,900 30,600 23,036,439 $ 813,402 Governmental Affairs & Council Office General Fund $ Department Total $ 1,242,042 1,242,042 $ $ 63,306 63,306 2,679,726 12,838 16,600,806 19,293,370 Human Resources General Fund Other Grants Insurance Reserve $ 3,731,934 1,256,412 8,765,637 13,753,983 362,046 $ Department Total $ Information Technology 418 $ 3,710,239 1,256,412 8,727,738 13,694,389 10,104,539 15,634,408 7,638,644 475,600 33,853,191 $ $ $ $ $ 3,782,645 1,242,822 3,113,186 8,138,653 10,215,330 16,042,634 8,670,482 476,288 35,404,734 $ 23,007,893 813,402 30,600 23,851,895 $ 23,957,261 4,900 30,600 23,992,761 $ $ 1,305,348 1,305,348 $ $ 1,216,270 1,216,270 $ (41,883) $ 22,000 $ $ (19,883) $ 2,554,062 27,636 15,189,827 17,771,525 2,514,788 12,838 17,785,319 20,312,945 813,402 $ 4,416,353 3,875,000 8,291,353 $ City of Peoria FY 2015 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2015 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ADOPTED BUDGETED EXPENDITURES/ EXPENSES DEPARTMENT/FUND Information Technology $ Information Technology Reserve Information Technology Projects Department Total $ Mayor and Council General Fund Other Grants $ 2014 2014 2014 8,437,813 1,330,915 824,819 10,593,547 $ 13,855 62,656 $ $ 76,511 $ 676,888 $ $ 1,500 1,500 Department Total $ 676,888 $ $ 1,906,941 494,283 2,401,224 $ $ $ $ Municipal Court General Fund Other Grants Department Total $ 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 Developmen Outside Source Fund Department Total $ 19,960,625 7,835,796 $ 676,888 1,500 678,388 $ 705,276 $ 705,276 $ 1,870,388 323,853 2,194,241 1,903,125 446,049 2,349,174 $ $ $ $ 1,280,730 1,280,730 $ $ 1,450,008 1,450,008 $ 113,585 $ 25,000 (143,984) 4,258 (1,141) $ 2,288,924 327,953 154,162 996,181 3,767,220 $ 2,542,177 $ 361,808 1,957,448 4,861,433 38,998,282 5,050 844,967 39,848,299 $ 40,223,216 $ 581,359 40,804,575 2,526,009 327,871 671,547 2,083,399 5,608,826 $ $ 38,995,559 $ Department Total $ 641,295 39,636,854 $ 7,000 10,100 682,966 700,066 $ $ $ $ 94,871 (250,650) (111,901) 172,791 (176,973) (73,000) 3,220,908 4,619,116 1,472 10,084,299 5,221,978 $ $ Planning and Community Development General Fund $ Public Housing Home and Housing Grants Other Grants Department Total $ 419 $ 9,102,318 936,400 1,099,060 11,137,778 151,538 (5,516,071) $ 1,295,781 1,295,781 583,228 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 $ 20,092,264 23,909,120 73,579 993,258 68,215,994 Office of Communications General Fund $ Department Total $ $ $ 1,472 65,751 (4,407,809) (1,762,178) (2,708,572) (2,780,146) $ Public Works General Fund Streets Transit Water Water Replacement & Reserves Water Expansion Wastewater Wastewater Replacement & Reserves Wastewater Expansion Residential Solid Waste 5,923,873 $ 2015 8,376,118 1,393,571 639,219 10,408,908 20,586,573 6,672,599 580,750 26,746,498 27,189,162 3,000,000 12,115,771 37,119,135 2,783,581 5,603,048 142,397,117 24,904,019 26,596,643 3,000,000 29,657,195 33,996,103 73,579 3,595,385 149,619,345 Police General Fund Attorney Grants Public Safety Grants BUDGETED EXPENDITURES/ EXPENSES ACTUAL EXPENDITURES/ EXPENSES* 583,228 11,971,503 1,104,216 28,769,312 982,722 2,035,419 19,922,652 49,332 2,087,257 8,517,046 $ $ 673,750 15,534,513 1,363,050 43,757,142 1,484,601 10,516,640 25,245,547 137,600 2,309,621 10,361,038 City of Peoria FY 2015 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND Commercial Solid Waste Solid Waste Reserves Solid Waste Expansion Fleet Maintenance Fleet Reserve Facilities Maintenance Department Total $ TOTAL ALL DEPARTMENT/FUND $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2014 2014 2014 2015 2,330,043 2,681,370 101,365 5,239,641 2,271,469 5,851,232 94,497,807 353,420,287 2,886,073 282,896 100,000 5,330,744 4,640,968 6,026,810 130,650,993 470,000,000 3,330,043 3,073,655 100,000 5,239,641 3,117,096 5,869,887 121,850,616 468,000,000 107,715 287,373 $ $ 50,226 $ $ $ $ * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 420 FUND GENERAL FUND SPECIAL REVENUE FUNDS Streets Fund Transit Fund CDBG Fund Adult Day Program Municipal Court Enhancement Fund Total Special Revenue Funds Full-Time Equivalent (FTE) 2015 Employee Salaries and Hourly Costs 2015 Retirement Costs 2015 Total Estimated Personnel Compensation 2015 Other Benefit Costs 2015 Healthcare Costs 2015 818.45 $ 55,736,389 $ 9,853,813 $ 11,027,816 $ 5,454,624 = $ 82,072,642 44.80 7.50 0.92 4.85 0.90 58.97 $ 2,631,941 347,391 58,305 161,910 114,572 3,314,119 $ 329,895 42,637 7,785 19,210 7,463 406,990 $ 653,005 61,349 15,611 60,548 $ = $ $ 790,513 $ 336,900 39,750 5,279 16,484 9,053 407,466 3,951,741 491,127 86,980 258,152 131,088 4,919,088 $ $ = $ DEBT SERVICE FUNDS Total Debt Service Funds $ $ $ $ $ $ $ $ = $ = $ $ $ $ $ = $ City of Peoria FY 2015 Annual Program Budget Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2015 CAPITAL PROJECTS FUNDS Total Capital Projects Funds ENTERPRISE FUNDS Sports Complex Fund Water Fund Wastewater Fund Commercial Solid Waste Fund Residential Solid Waste Fund Storm Water Drainage System Fund Total Permanent Funds 17.50 55.50 29.50 7.70 37.80 4.20 152.20 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Insurance Reserve Fund Facilities Maintenance Fund Information Technology Fund Total Enterprise Funds 11.50 2.00 38.75 40.00 92.25 $ TOTAL ALL FUNDS 1,121.87 $ 939,542 3,384,129 1,735,720 362,121 1,849,819 209,903 8,481,234 $ $ $ 645,499 118,899 1,974,696 3,287,901 6,026,995 $ 73,558,737 $ 119,829 427,253 214,731 45,204 232,050 26,632 1,065,699 $ $ $ 83,229 14,572 247,676 410,993 756,470 $ 12,082,972 $ 205,258 733,679 368,394 124,364 517,079 53,433 2,002,207 $ $ $ 142,931 13,875 486,485 449,956 1,093,247 $ 14,913,783 $ 97,133 344,511 185,863 48,439 225,567 24,071 925,584 = $ = $ $ 72,362 9,337 202,608 259,514 543,821 = $ 944,021 156,683 2,911,465 4,408,364 8,420,533 $ 7,331,495 = $ 107,886,987 $ = $ 1,361,762 4,889,572 2,504,708 580,128 2,824,515 314,039 12,474,724 Schedules 421 City of Peoria FY 2015 Annual Program Budget Schedules 422 Appendix City of Peoria FY 2015 Annual Program Budget Appendix 423 City of Peoria FY 2015 Annual Program Budget Appendix 424 City of Peoria FY 2015 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. 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. 425 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. 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 2015 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. 426 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 2015 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. 427 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 2015 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. 428 City of Peoria FY 2015 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 429 City of Peoria FY 2015 Annual Program Budget Appendix Acknowledgements The development of the FY 2015 budget was a considerable undertaking. As we begin to see 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 Finance and Budget Department showed incredible commitment and support to the organization as a whole. Katie Gregory, Deputy Finance and Budget Director, provided exceptional leadership in working with the Executive Team and department heads to tackle important budget related policy issues and provided sound analysis 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, served as the operating budget lead, offering departmental support and undertaking several important organizational initiatives. Howell Lindsay, Sr. Budget Analyst served as the budget lead on the Utility Impact Fee Study, utility rate analysis and provided budget support to numerous departments. Alex Munro, Senior Budget Analyst, performed exceptionally well in managing the City’s substantial Capital Improvement Program. Mindy Russell, Budget Assistant, has been the linchpin that keeps us all together, providing departmental budget support, performing key research and analysis, 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 Managers Susan Daluddung and Jeff Tyne for their continued stewardship during this budget process. Also, special thanks to all the department directors, division managers and department budget experts who have played important roles in developing a balanced spending plan for the upcoming year. 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. Brent Mattingly Chief Financial Officer 430 City of Peoria Produced by FINANCE AND BUDGET DEPARTMENT 8401 West Monroe Street, Peoria, Arizona 85345 www.peoriaaz.gov