City of Peoria, Arizona Annual Program Budget FY 2016 peoriaaz.gov City of Peoria Annual Program Budget Fiscal Year 2016 Total Fiscal Year 2016 Budget $511,000,000 Operations $256,429,099 General Funds Special Revenue Enterprise Fund $134,364,417 $19,474,874 $54,842,764 General Fund Streets Water $131,892,744 $10,042,631 $22,281,495 Half Cent Wastewater $2,151,432 Transp. Sales Tax Funds $191,195 Other Reserve $320,241 Contingency $45,850,000 Internal Service Funds $47,692,618 Debt, Trust & Agency Funds $54,426 Fleet Maintenance $5,297,614 Fireman’s Pension $30,600 General Funds $22,700,000 $11,073,395 Fleet Reserve $4,720,114 Capital Bonds $23,826 Special Revenue $6,150,000 Development Fees $3,604,456 Solid Waste Residential $9,696,602 Insurance Reserve $20,263,385 Enterprise Fund $13,850,000 Home & Housing Grants Solid Waste Commercial $2,399,918 Facilities Maintenance $5,944,297 Internal Service Funds $2,150,000 $1,077,848 Stadium Ops. & Maint. $4,688,874 IT Operations $9,562,203 Capital Projects $1,000,000 Attorney Grants $24,268 Enterprise Reserves $4,226,071 IT Reserve $871,685 Public Safety Grants $628,331 Enterprise Expansion $476,409 IT Project $1,033,320 $331,959 Transit Other Grants $3,094,927 Community Serv. Grants $479,259 i Capital Projects $169,283,323 Long-Term Debt $39,437,578 $10,606,904 Special Revenue Funds $42,722,982 Enterprise Funds $46,786,048 Capital Project Funds $68,457,389 Internal Service Funds $710,000 General Funds Half Cent Wastewater General Fund Streets Water GO Bonds IT Reserve $895,000 $7,370,803 $3,688,008 $4,584,034 $16,488,265 $20,197,625 $710,000 Water Debt Service GO Bonds $16,417,860 Half Cent Sales Tax Fund Water Expansion $11,976,721 MDA Bonds $349,685 Transp. Sales Tax Funds $26,804,973 MDA Bonds $8,744,307 Other Reserve Funds $6,569,211 Development Fee Funds $11,333,975 Wastewater Streets/ED $6,027,256 $7,751,500 Wastewater Expansion $4,424,085 Outside Source Fund $10,208,264 $5,532,870 Development Fee Funds $0 Improvement Districts $476,738 Residential Solid Waste $257,853 Commercial Solid Waste $71,868 Water Bonds $7,540,000 ii $30,300,000 City of Peoria FY 2016 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 15 Distinguished Budget Presentation Award 20 Budget Message City Manager Budget Message 23 Long-Range Forecast Financial Policies 29 Long-Range Forecast 33 Budget Summary Budget Process Overview 39 Budget Objectives 40 Budget Review 40 Budget Adoption 41 State Law 41 Budget Amendment Policy 41 Budget Basis 42 Performance Management 42 iii City of Peoria FY 2016 Annual Program Budget Table of Contents Budget Summary 43 Financial Reserves 44 Fund Balance Analysis 45 Operating Budget 48 Grant Funds 51 Internal Service Funds 52 Debt Service 53 Debt Management 58 Revenue Summary Revenue Summary 57 City Sales Tax Revenue 61 Property Tax Revenue 62 State-Shared Revenue 63 Highway User Revenue (HURF) 64 License and Permit Revenue 65 Water Utility Revenue 66 Wastewater Utility Revenue 67 Solid Waste Fund Revenue 68 Programs Why Measure Performance? 69 Strategic Approach 70 Council Policy Goals 70 Cascading Measures 71 Vital Stats 74 City Attorney 76 City Clerk 81 City Management and Leadership 84 Community Services 88 Economic Development Services 104 Engineering 111 Finance and Budget 116 Fire Department 130 iv City of Peoria FY 2016 Annual Program Budget Table of Contents Human Resources 135 Information Technology 139 Mayor and Council Office 145 Municipal Court 147 Office of Communications 150 Planning and Community Development 155 Police Department 163 Public Works-Utilities 174 Capital Projects Introduction 197 Financial Policies 198 CIP Development Process 198 Project Programming 199 Operating Budget Impact 203 Financing the CIP 204 CIP Summary by Funding Source 214 Drainage 216 Economic Development 226 Operational Facilities 234 Parks, Trails, Open Space, and Libraries 252 Public Safety 268 Streets and Traffic Control 274 Wastewater 308 Water 322 Schedules Schedule Descriptions 343 Schedule 1 – All Funds Summary 344 Schedule 2 – All Funds Revenue 346 Schedule 3 – All Funds Operating Expenditures 361 Schedule 4 – Transfers 372 Schedule 5 – Tax Levy and Tax Rate Information 374 Schedule 6 – Personnel Summary by Department 375 v City of Peoria FY 2016 Annual Program Budget Table of Contents Schedule 7 – Authorized Personnel by Department 376 Schedule 8 – Debt Service 395 Schedule 9 – Summary of Operating Capital 396 Schedule 10 – Capital Improvement Budget 401 Schedule 11 – Summary of Supplementals 417 Schedule 12 – Summary of Improvement District Revenues 425 Schedule 13 – Sources and Uses 426 Schedule 14 – State of AZ Auditor General Schedule A 427 Schedule 15 – State of AZ Auditor General Schedule B 428 Schedule 16 – State of AZ Auditor General Schedule C 429 Schedule 17 – State of AZ Auditor General Schedule D 434 Schedule 18 - State of AZ Auditor General Schedule E 436 Schedule 19 - State of AZ Auditor General Schedule F 438 Schedule 20 – State of AZ Auditor General Schedule G 440 Appendix Budget Adoption Resolution 441 Glossary of Terms 443 Acronyms 447 Acknowledgements 448 vi City of Peoria FY 2016 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 2015 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 2016 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 2016 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. The Peoria Sports Complex entrance sports a new look after recent renovations to the stadium. viii City of Peoria FY 2016 Annual Program Budget City of Peoria Principal Officials of the City Fiscal Year 2016 Cathy Carlat Mayor Bridget Binsbacher Jon Edwards Vicki Hunt Carlo Leone Councilmember Vice Mayor Councilmember Councilmember Michael Finn Councilmember Bill Patena Councilmember Carl Swenson City Manager Susan J. Daluddung Jeff Tyne Deputy City Manager Deputy City Manager George Anagnost Thomas Adkins Municipal Judge Intergovernmental Affairs Director Stephen M. Kemp Bobby Ruiz City Attorney Fire Chief John Sefton Roy Minter Community Services Director Police Chief Andrew Granger Rhonda Geriminsky Development and 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 2 City of Peoria Council Districts Lake Pleasant Mayor Cathy Carlat Vice Mayor Jon Edwards Willow District Mesquite Carefree Hwy 67th Ave. Councilmember Vicki Hunt Acacia District Pinnacle Peak Rd. Willow Councilmember Bill Patena Ironwood District Ironwood Bell Rd. Councilmember Carlo Leone Pine District Peoria Ave. 115th Ave. Councilmember Michael Finn Palo Verde District 3 Pine Palo Verde Acacia Northern Ave. 67th Ave. Councilmember Bridget Binsbacher Mesquite District City of Peoria Organizational Chart Peoria Citizens Citizens Advisory Boards and Commissions Mayor and City Council Municipal Court City Manager Intergovernmental Affairs Leadership and Management Economic Development Services Deputy City Manager City Attorney Office of Communications Deputy City Manager Public WorksUtilities Finance and Budget Planning and Community Development Human Resources Police Fire-Medical Development and Engineering City Clerk xv Community Services 4 Information Technology City of Peoria FY 2016 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 2016 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 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 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. Founded in the 1880s by settlers from Illinois, Peoria has grown from its original one-squaremile 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. Local Demographics While Peoria has maintained the friendly family character that it developed as a small rural community, it now stands as one of the Valley’s most dynamic cities. The combination of safe, well-planned neighborhoods and unlimited recreational and cultural opportunities makes Peoria a prosperous community in which to live, work and play. The Peoria Unified School District and the Deer Valley Unified School District, two of the finest school districts in the state, have contributed to the city’s strong educational reputation. The median price of a new home is $299,725. 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 Early Peoria irrigation for the area’s arid Pioneers but fertile lands, and with access to railroad lines, these settlers developed a thriving agricultural community. Peoria consisted of just one square mile of land when it 5 City of Peoria FY 2016 Annual Program Budget Introduction 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 2016 is 167,400. Climate Peoria is part of the Valley of the Sun, and the climate is warm and semi-arid, featuring low annual rainfall with high temperatures in the summer months. Winters in this desert environment are normally sunny and comfortable with occasional freezing point temperatures during the three coldest months (December, January and February). The average year-round temperature is in the low 70’s. Rio Vista Community Park has a lovely lake. Peoria’s Quality of Life Amenities 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. 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, 34 neighborhood parks (including three with dog-friendly areas), private golf courses, walking trails, mountain hiking trails, Rio Vista Recreation Center and Community Park, and 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 Cultural Passes. The Sunrise Mountain Branch Library is the home of the “Be Water” art sculpture. From its stunning northern topography to its 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 Peoria’s notable features: 6 City of Peoria FY 2016 Annual Program Budget Introduction 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. The City’s first community park, Rio Vista, has been very busy in the years since it opened. The park features such amenities as ramadas for family and group functions, an urban fishing lake, a skateboard park, playground equipment, water splash ground, sand volleyball courts, softball/baseball fields, and the 52,000 square foot 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, water splash ground, playground equipment, and ramadas, all of which continue to expand the recreational opportunities for our citizens. There are 34 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. Outdoor Opportunities Lake Pleasant, annexed by the city in 1996, is the second largest man-made lake in Arizona and is less than 20 miles from the center of town. The 10,000-acre lake boasts two fullservice marinas and is an ideal destination for boating, fishing and water sports enthusiasts. The city of Peoria Outdoor Recreation program offers a variety of outdoor activities and classes, including paddling (kayaking and canoeing), scuba diving, and geocaching. Chilly weather didn’t dampen the enthusiasm of the fishermen at Pioneer Community Park’s 2015 Fish Bowl. 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 Scorpion Bay Marina provides a picturesque view of the mountains surrounding Lake Pleasant. 7 City of Peoria FY 2016 Annual Program Budget Introduction The Skunk Creek Trail in Peoria is approximately 1.5 miles in length and connects the New River Trail with the Arizona Canal Diversion Trail (ACDC). The ACDC continues for several miles east and southeast through Glendale, Phoenix and into Scottsdale. This trail connects to the Peoria Sports Complex, making it a convenient and enjoyable way to see a baseball game along with access to the other entertainment venues around the Sports Complex area. The mountain hiking and river trail system is very popular among Peoria’s residents and visitors. There are eight miles of mountain hiking trails in Peoria with trailheads offering access to Sunrise, West Wing and East Wing Mountains. Trailhead amenities include offstreet parking, restroom facilities, and chilled drinking fountains from 6:00 a.m. to dusk. 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. Both trails are designed to accommodate all non-vehicular users, including walkers, joggers, strollers, bicyclists, roller blades, and equestrians. Wildflowers create a beautiful border along a mountain hiking trail. 8 City of Peoria FY 2016 Annual Program Budget Introduction 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. For the baseball fan, Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994, becoming the Spring Training home of the Seattle Mariners and San Diego Padres. Both teams re-signed in 2014 for another 20 years. Renovations were completed on the teams’ clubhouses in 2014 and on the Stadium in 2015. Final renovations will be completed in FY 2016 on amenities such as canopies, a large meeting room and youth play areas. The 11,333 seat stadium and 13 baseball fields host a number of baseball events, including the Arizona Fall League, adult and youth baseball leagues and special events. 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. Young baseball fans enjoy getting autographs from the players at a Spring Training game. Culture and the Arts 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; also represented are construction and contractors, general retail services and manufacturing. 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 Peoria is an easily reached 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. 9 City of Peoria FY 2016 Annual Program Budget Introduction 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’s Top 10 Private Employers Freight rail service is provided by the Atchison, Topeka & Santa Fe Railroad (a portion of the Burlington Northern Santa Fe Railroad system). The availability of rail-served sites affords Peoria with the opportunity to compete for industries needing rail service. Peoria also offers close proximity to Phoenix Sky Harbor International Airport, professional sports arenas, NASCAR and numerous cultural and performing arts venues around the Valley of the Sun. Younger Brothers - Construction Freedom Plaza Properties – Health Care Immanuel Care Campus – Health Care Antigua – Retail/Manufacturing Northern Pipeline - Manufacturing OakCraft - Manufacturing Retail Trade/Arts and Entertainment Forum at Desert Harbor – Health Care Peoria has created a community with a very high quality of life, and as a result, retail and service offerings are very strong. The city has a thriving Entertainment District which is the most affluent and exciting 10-minute radius in the West Valley of the Phoenix metropolitan area. In that area, 29% of household incomes are over $100,000 annually. The tremendous growth in the area over the last decade has fueled the need to expand retail services. Peoria has responded by targeting retail opportunities to meet the needs of residents and improve the community service offerings. Sun Grove Village Care Center – Health Care Good Shepherd Care Center – Health Care Arizona Retirement Center – Health Care Targeted Growth Industries The city sees its future growth in advanced business services, manufacturing, bioscience/ health care, and scientific and technical services. There is a combination of factors that points toward the growth of these leading industries in Peoria We have a large, technically-skilled workforce that currently employed in these industries elsewhere. Peoria is only 30% developed, and therefore has a lot of room to grow. The desert mountains create a stunning backdrop for Turf Soaring School. 10 City of Peoria FY 2016 Annual Program Budget Introduction City Government The City of Peoria is a Council-Manager government. The City Council sets city policy and direction, while the city manager is responsible for the day-to-day operations of the city. Peoria’s mayor is elected to four-year terms to serve the community “at large,” while each of the six council members is elected to four-year terms in specific geographic districts. Peoria’s boards and commissions are made up of Peoria citizens who wish to serve their community. These volunteers are appointed to review complex issues and provide informed recommendations to the Peoria City Council. 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. Peoria City Hall Utilities provided by the city include water, wastewater and solid waste services. The Greenway Water Treatment Plant is a stateof-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. City Services Peoria’s excellent public safety departments make the city one of the safest in Arizona. The Peoria Fire-Medical 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-Medical Department, and in cooperation with our local, regional and statewide partners. 11 City of Peoria FY 2016 Annual Program Budget Introduction 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, com-posting, energy efficiency and more. In Peoria, we welcome even the smallest changes because we know that together they have a great impact. 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 Police and Fire-Medical departments offer citizen’s academies that provide similar insight into the operations of these vital city departments. 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 36,500 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. Peoria Leadership Institute attendees enjoy a tour of one of Peoria’s fire stations. In the city of 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. A small number of Peoria schools are part of the Deer Valley Unified School District. Its “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 career-ready. Through a series of environmentally-related workshops, residents increase their understanding and awareness of the many sensible 12 City of Peoria FY 2016 Annual Program Budget Introduction 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 simulated flight missions, 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. The original Peoria High School is recognized as a Peoria Place of Pride. There are numerous charter schools for students of various ages, as well as private schools, religious schools and preschools. Peoria is one of the newest locations 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 topperforming countries such as Finland, Canada, and Japan. The Northwest Valley offers a plethora of opportunities for higher education. Arizona State University’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. Challenger Space Center 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. 13 City of Peoria FY 2016 Annual Program Budget Introduction Peoria City Hall campus sports a profusion of fall colors. Pioneer Community Park 14 City of Peoria FY 2016 Annual Program Budget Introduction Peoria at a Glance Form of Government: Council-Manager Date of Incorporation: June 6, 1954 Fire Protection Peoria Unified School District Number of Stations ....................................................8 Number of Employees ........................................168.5 Avg. Response Time (minutes) ............................5.30 Number of Incidents: Emergency Medical Support ......................... 16,281 Fire Calls .........................................................1,947 Miscellaneous .....................................................857 Number of Schools Elementary Schools (grades K-8) ........................... 34 High Schools (grades 9-12) ...................................... 7 Alternative High School ........................................... 1 Number of Students Elementary ....................................................... 24,270 High School ..................................................... 12,242 Police Protection Annexed Area in Peoria Number of Employees: Sworn.....................................................................191 Non-Sworn ............................................................101 Priority 1 Response Time (minutes) .....................4.39 Number of calls answered .............................. 217,665 (sq mile) City Employees (as of July 1, 2015) Full-time ....................................................... 1,119.75 Part-time FTE’s ................................................. 25.87 Total authorized FTE’s ................................. 1,145.62 Recreation Community Parks ...................................................... 2 Urban Lakes ........................................................ 2 Splash Grounds ................................................... 2 Skate Park ........................................................... 1 Neighborhood Parks................................................ 34 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 Miles of Bicycle Lanes/Shared Use Paths ............ 122 1965……….2.5 1975……….7.0 1980…..….23.0 1985……...30.8 1990……...63.0 15 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2016 Annual Program Budget Introduction Streets and Utilities Utilities Streets Number of active customers Water…..………………………………………….51,560 Wastewater………………………..…………………54,880 Residential Solid Waste………… ………….……52,700 Water Data: Annual household consumption………..….6,077,765,000 Avg. gal/household/month…………….………….…8,575 Avg. gal/household/year………………..………...102,896 Number of active wells in system………….….………27 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………………………………….1.008 mil gal Jomax Plant………………………………….…..0.183 mil gal Butler Plant……………………………………...2.502 mil gal Solid Waste: Residential tonnage processed………………..….47,986 Commercial tonnage processed………………….22,415 Recycle tonnage processed………………….……15,155 Total tonnage processed………………….…..…..84,967 Lane miles of streets maintained – 1,452 Arterial (paved)……………………….….……417 Collectors (paved)…………………………….220 Residential (paved)………………………...…..815 Unpaved………………………..………………6.1 Streetlights………………….………………14,609 Snow-capped mountains surrounding Lake Pleasant provide a rare but beautiful sight. 16 City of Peoria FY 2016 Annual Program Budget Introduction Election Statistics Registered Voters Votes Cast Special (Charter Amendments/ Bonds) 65,998 9,704 14.70% September 13, 2005 Special (Sales Tax) 66,276 7,299 11.01% November 8, 2005 Special (All Mail) (Franchise) 64,018 13,417 20.96% September 12, 2006 Primary (Mayor/Districts/ Charter Amendment) 62,328 15,799 25.35% November 7, 2006 General (Mayor/ Ironwood/Palo Verde Runoff) 63,544 38,539 60.65% September 2, 2008 Primary (District/ Charter Amendments/Franchise) 70,987 15,595 21.98% November 4, 2008 Special (Bonds) and Recall (Acacia) 76,323 61,595 81.17% August 24, 2010 Primary (Mayor/Districts/ Charter Amendments/Franchise) 83,247 24,331 29.23% November 2, 2010 General (Acacia Runoff) 7,595 3,202 42.16% August 28, 2012 Primary (District/Charter Amendments) 85,592 20,319 23.74% November 6, 2012 General (Ironwood/Willow Runoff) 29,447 24,082 81.73% August 26, 2014 Primary (Mayor/District/ Charter Amendment) 89,604 22,319 24.91% November 4, 2014 General (Palo Verde Runoff) and Special Primary (Mesquite) 16,725 15,498 8,201 6,973 49.03% 44.99% March 10, 2015 Special General (Mesquite Runoff) 16,582 5,189 31.29% Date Type of Election May 17, 2005 17 % of Registered Voters Voting City of Peoria FY 2016 Annual Program Budget Introduction Demographics Population Income 164,825 175,000 154,065 150,000 $80,000 167,400 139,047 125,000 $60,000 108,364 $40,000 74,565 $35,000 50,618 $20,000 $20,000 27,568 $10,000 12,351 $0 3,802 4,792 1990 1965 1970 1980 1985 1990 1995 2000 2005 2010 2015 2016 25,000 40,906 20,500 20,000 30,000 15,000 20,000 8,124 Renter Occupied 8,441 5,000 0 Owner Occupied 0 Vacant 1-Person Households 2-Person Households 3-Person Households 4+-Person Households Labor Force Statistics 25,899 5,708 18 Production,Transport & Mat'l Moving Females Construction, Extraction & Maint. Not in Labor Force 112 Farming, Fishing & Forestry 0 Sales & Office 13,725 In Armed Forces 6,699 5,000 25 Civilian Unemployed 279 Males 1,291 1,350 Civilian Employed 12,196 10,000 Service 35,072 42,379 20,000 Total 15,680 15,000 11,587 30,000 10,000 20,492 20,000 2014 Labor Force: 71,041 Unemployment Rate: 5.9% Mgmt., Business & Finance 57,734 40,000 0 Occupations* 25,000 62,287 50,000 14,586 13,839 10,000 16,518 10,000 60,000 2010 Per Capita Income Family Household Size* 50,000 70,000 2000 Median Household Income Housing Units* 40,000 $14,000 Professional & Related 25,000 $31,513 $30,000 50,000 0 $50,000 $50,000 100,000 75,000 $74,985 $70,000 City of Peoria FY 2016 Annual Program Budget Introduction Travel Time to Work* Getting to Work* 60,000 50,000 56,109 50,000 46,687 40,000 Total Worker Base = 70,312 40,000 30,000 30,000 20,000 13,500 20,000 10,000 1,055 5,273 4,852 60 min. or more 35‐59 min. 10‐34 min. 0 9 min. or less Walk 4,711 Other Means 351 Work at Home 70 Bicycle Carpool Drive Alone 0 422 Public Transportation 7,594 10,000 *Source – US Census Bureau, 2009-2013 5-Year American Community Survey Gross Sales Building Permits Issued 600,000,000 7,000 500,000,000 6,000 5,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 FY 2010 FY 2012 $3,459,207,076 Number of Permits Issued FY 2008 $3,228,296,020 Value of Permits Issued FY 2006 $2,961,356,284 - - $2,818,223,271 1,000 $2,742,233,038 2,000 100,000,000 $2,929,884,576 3,000 200,000,000 $3,510,492,251 4,000 300,000,000 $3,313,302,079 400,000,000 $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 FY 2014 The City of Peoria collects approximately 2% of the gross taxable sales. *Source – City of Peoria 2014 Comprehensive Annual Financial Report Blackstone Country Club is nestled in Vistancia, a master-planned community in northern Peoria. 19 City of Peoria FY 2016 Annual Program Budget Introduction The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Peoria, Arizona for its annual budget for the fiscal year beginning July 1, 2014. 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. 20 City of Peoria FY 2016 Annual Program Budget Introduction A large crowd of baseball fans enjoy a Spring Training game on a beautiful day at the Peoria Sports Complex. An aerial view of the Peoria Sports Complex. 21 City of Peoria FY 2016 Annual Program Budget Introduction 22 City of Peoria FY 2016 Annual Program Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2016 Mayor Carlat and Members of the Peoria City Council, I am pleased to provide you with a recommended FY 2016 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 the 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, limiting 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. In March, the City Council reviewed and updated 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 overall financial and economic conditions. Additionally, the recommended budget includes appropriate funding to begin addressing demands associated with new growth in a thoughtful and deliberate manner, without disrupting our existing services. 23 City of Peoria FY 2016 Annual Program Budget City Manager Budget Message 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. The result is a FY 2016 recommended budget that works within existing resources, but also includes modest additions to ensure service levels are maintained and the council’s priorities are addressed. 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, including the addition of key personnel in the areas of planning, communications and economic development services. 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 unemployment/underemployment, 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; and 3) 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 2015. We expect sales tax revenues for this fiscal year to exceed FY 2014 actuals by 1.09 percent, with strong performance in the retail (especially auto sales), restaurants and bars, and construction categories. For FY 2016, we are forecasting roughly a 1.2 percent growth in city sales tax revenues. Property tax collections continue to be impacted by the local housing market. Home valuations have continued to increase and recent information from the County Assessor’s Office projects a 5.8 percent increase in the city’s assessed valuation in FY 2015. 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 2016 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. 24 City of Peoria FY 2016 Annual Program Budget City Manager Budget Message After two years of no rate increases, the FY 2016 budget recommends modest utility rate adjustments for water, wastewater, reclaimed water and commercial solid waste services. These rate increases are needed to address growing cost pressures and capital requirements. 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 2016, this analysis resulted in adjustments to a small number of recreation fees to help recover the full cost of these services, per Council policy. USE OF FUND RESERVES The 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 2016 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 supporting 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 continues to support 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, familyoriented urban destination. The second phase of these improvements is budgeted in FY 2016. 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. Funding is included for two additional sworn police officers, a Crime Scene Technician and provides resources to train six firefighters as paramedics. The city has submitted for a Staffing for Adequate Fire & Emergency Response (SAFER) grant to fund six new firefighters that would provide year-round, 24-hour coverage at the Lake Pleasant Fire Station. In the event this grant is not approved, funding has been identified to support the addition of two new firefighters in the upcoming year. This year, the budget includes one-time funding for safety equipment and facility improvements at a number of fire 25 City of Peoria FY 2016 Annual Program Budget City Manager Budget Message stations. Additionally, the budget supports 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. Increased 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 19th year, offering support to individual property owners. Peoria has long boasted premier recreation programs, events, and facilities. The city has a long history of providing family-friendly and culturally diverse events. The FY 2016 budget includes funding to continue these popular events throughout the community. Lastly, we have supported a number of one-time requests to repair and maintain key amenities at various parks and aquatic facilities. Over the past year, the city finalized labor agreements with two of the city’s four labor groups. The recommended budget includes funding to 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, including renovations to the stadium at the Peoria Sports Complex, the installation of a new segment of the New River Trail from Northern Avenue to Olive Avenue, and the construction of a new roadway and utility infrastructure on El Mirage Road from Vistancia Boulevard to Lone Mountain Parkway. All three of these projects are on track to be completed in FY 2016. The city recently initiated a study to determine the most appropriate location for a new community park in northern Peoria. The study will also evaluate access to the site, cultural sensitivity, and environmental issues, and will provide preliminary cost estimates for the project. Funding for the construction of the park is programmed in FY 2018. Other parks and trails projects planned for the next few years include new trailheads at 99th and Olive avenues and at 75th Avenue and Deer Valley Road, the creation of a Sonoran Desert Preservation Program, and a new trail segment connecting the Fletcher Heights and River Stone Estates subdivisions. 26 City of Peoria FY 2016 Annual Program Budget City Manager Budget Message Economic Development has become a significant category within the capital program. The CIP includes financial participation in a number of projects and initiatives, including the BioScience Incubator, GE Avionics, Maxwell Technologies, and Trine University. One major focus area of the city’s economic development efforts is the entertainment district surrounding the Peoria Sports Complex. The city recently completed the first phase of a project to revitalize and brand this area, and there is funding for additional enhancements in FY 2016. The capital program also includes funds to construct a new parking structure as part of a mixed-use redevelopment of the parking lot west of the stadium. As important as these new capital undertakings is the responsibility to maintain existing assets. As such, the city allocated $1.5 million in new funding in FY 2016 to address this need. You will see various projects throughout the CIP related to facilities replacement and refurbishment. In addition, we continue to maintain more than 1,400 mile lanes of roadway, 1,000 miles of sidewalk, and 116 signalized intersections through a combination of maintenance programs in the capital program. CONCLUSION In summary, the proposed budget totals $511 million, which represents an 8.72 percent increase over the prior year. The budget for the general fund, the city’s primary operating fund, is $131.9 million a 7.07 percent increase. The $169.3 million capital budget for FY 2016 represents a 16.59 percent increase over the FY 2015 plan, while the 10-year capital improvement program totals $645.8 million, a 7.9 percent increase over last year’s program. Overall the outlook is continuing to improve. We’ve managed through the recession and our revenues are seeing modest growth. I believe this budget underscores a commitment by all city departments to maintain service levels and address community priorities, 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 2016 budget a reality. Sincerely, Carl Swenson City Manager 27 City of Peoria FY 2016 Annual Program Budget City Manager Budget Message 28 City of Peoria FY 2016 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, unforeseen needs, and economic 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. If used, funds must be approved by City Council and the City shall strive to restore this reserve the next fiscal year. 29 City of Peoria FY 2016 Annual Program Budget Long-Range Forecast  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. Enterprise Funds. Government enterprises generate revenue to recover the cost of providing certain services, including water, wastewater, and solid waste. User charges are established to recover the cost of providing these services. Accounting systems must be established to separate these revenues and expenses. The City’s financial policies establish targets for the enterprise funds as follows: If used, funds must be approved by City Council and the City shall strive to restore this reserve within two fiscal years.  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. Instead, they may be used to supplement “pay as you go” capital outlay, fund one-time operating 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. The Asset Maintenance Fund may be used to provide funding for the repair and maintenance of critical infrastructure.  Second Priority – Fund Balance.  Half-Cent Sales Tax debt service reserve should be at least $1,000,000 for outstanding bonds being paid from the one-half cent sales tax.  A minimum cash reserve fund balance for the solid waste operating funds equal to 20% of the actual operating expenditures for the current year. 30 City of Peoria FY 2016 Annual Program Budget Long-Range Forecast 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. cipated operating impacts of the adopted capital improvement program. 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. 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. 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. Capital Improvements The City Manager will submit a 10-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 lives, and for assets whose nature make them comparatively more difficult to finance with bonds or lease financing. Annual Budget. The City will establish a balanced annual operating budget. Current operating expenditures, including debt service, will be funded with current revenues. The budget will not postpone expenditures, use one-time (non-recurring) sources to fund ongoing (recurring) uses, or use external borrowing for operational requirements. 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. 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 anti-  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. 31 City of Peoria FY 2016 Annual Program Budget Long-Range Forecast  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. projects with debt provides for an “intergenerational equity,” as the actual users of the capital asset pay for its cost over time. Long-Term Debt  The City will not use long-term debt to fund current operations or smaller projects that can be financed from current revenues or resources. The City will first attempt to utilize “pay-as-you-go” capital financing and/or the use of operating funds or impact fees where applicable.  The City shall conduct a review of its development impact fees on a regular basis. Periodically, the City will also recalculate the full costs of activities supported by user fees to identify the impact of inflation and other attendant costs and recommend adjustments where necessary.  The issuance of variable rate debt by the City will be subject to the most careful review, and will be issued only in a prudent and fiscally responsible manner.  The City shall comply with all state and federal regulations concerning financial management and reporting.  The term of any bond or lease obligation issue will not exceed the useful life of the capital project/facility or equipment for which the borrowing is intended. Debt Management Policy The Debt Management Policy provides for the preservation and eventual enhancement of the City’s bond ratings, the maintenance of adequate debt service reserves, compliance with debt instrument covenants and provisions, and required disclosures to investors, underwriters, and rating agencies. Short-Term Debt The City does not intend to issue commercial paper or bond anticipation notes for periods longer than two years, or for the term of a project. The City utilizes long-term debt to finance capital projects with long useful lives. Financing capital 32 City of Peoria FY 2016 Annual Program Budget Long-Range Forecast  How will the City respond to adverse economic or emergency conditions? Long-Range Forecast  How do we deal with cost increases that exceed the rate of inflation? According to the Government Finance Officers Association, there are four critical principles that overlay a good budget process: These and other questions are incorporated into computer models, which in turn project financial trends for a five-year planning period. 1. Establish broad goals to guide government decision making. After an extensive review of issues and events which impact our city, the Finance and Budget staff presented a “most likely” scenario to Council in January 2015. Based on this information, Council utilized the results of the long-range forecast to develop guidelines for the FY 2016 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. 2. Develop approaches to achieve goals. 3. Develop a budget consistent with approaches to achieve goals. 4. Evaluate performance and make adjustments. To properly apply these principles requires timely and accurate information regarding the expected conditions and events that can shape our community in the future. 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. 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. 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. To assist with this evaluation, the City of Peoria Finance and Budget Department uses 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: The long-range financial forecast for FY 2016 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: 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.  How will Peoria meet the challenges of growth in the future?  What is the impact of potential citizen initiatives and legislative actions affecting Arizona cities? 33 City of Peoria FY 2016 Annual Program Budget Long-Range Forecast 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. resale values; 2) modest improvements in job growth; and 3) increased spending on big ticket items like automobiles. Locally improving consumer confidence has resulted in modest city sales tax growth during FY 2015. We expect sales tax revenues for this fiscal year to exceed FY 2014 actuals by 1 percent, with strong performance in the retail (especially auto sales), restaurants and bars, and construction categories. For FY 2016, we are forecasting 1.2 percent growth in city sales tax revenues. 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. Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. Property tax collections continue to be impacted by the local housing market. Home values continue to increase, and recent information from the Maricopa County Assessor’s Office projects a 5.8 percent increase in the city’s assessed valuation in FY 2015. Home values are expected to increase in FY 2016, which will result in increasing property tax revenues in future years. Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. Solid Waste Funds. 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. Operational Impacts of Capital Plan 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. Sports Complex Fund. The Sports Complex fund includes monies to support the maintenance, operation, and debt requirements related to the Peoria Sports Complex. The City’s share of all ticket, rental, and concession revenue collected from the complex are deposited in this fund. Additional financial support is provided by the City’s Half Cent Sales Tax Fund. Economic Outlook The local economic outlook is based on several expert forecasting sources, including 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. 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 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 slower-than-expected 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 34 City of Peoria FY 2016 Annual Program Budget Long-Range Forecast Operating budget impact is a key criterion in deciding which projects to fund and when. If the city cannot afford the additional operations and maintenance costs of a project, the project will not be funded until those costs can be absorbed by the operating budget, regardless of the relative merits of the project. Departments must submit a supplemental request to obtain the additional budget needed to operate and maintain capital projects. Supplemental requests for CIP operation and maintenance costs must compete with other requests for funding. General Fund Projected Sources & Uses $150,000,000 $138,101,117 $138,703,810 $134,530,989 $134,472,115 $131,043,401 $131,041,916 $126,690,427 $50,000,000 $127,471,234 $75,000,000 $123,091,704 $100,000,000 $123,561,141 $125,000,000 $25,000,000 $0 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. FY2016 FY2017 FY2018 FY2019 FY2020 Sources Uses Streets Fund. The City’s Streets Fund consists of proceeds from various 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 city’s 0.3¢ transportation sales tax help to stabilize this fund. It is not uncommon to see uses exceeding sources in one or more years of the forecast. This is because of “pay-as-you-go” capital projects funded by available fund balance. Ongoing uses are within ongoing sources, and this fund will remain financially independent throughout the planning period. Forecasts of Major Operating Funds 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 strategy to determine how best to apply the new sources. Streets Fund Projected Sources & Uses Uses $15,144,896 Sources FY2019 $15,788,032 FY2018 $15,355,644 FY2017 $15,558,585 $15,408,411 $15,605,743 FY2016 $14,808,524 $15,117,558 $13,739,383 35 $14,960,602 $17,500,000 $15,000,000 $12,500,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 $0 FY2020 City of Peoria FY 2016 Annual Program Budget Long-Range Forecast Wastewater Fund. The city provides wastewater services to approximately 54,800 accounts. 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. Water Fund. The City of Peoria provides water service to approximately 51,500 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. Following a consultant-led review of the water rate structure in FY 2015, the city will implement rate adjustments beginning in FY 2016, as well as structural modifications to maintain adequate ongoing revenues and to ensure equity among users. The adjustments will ensure that the city will continue to meet financial policies for operating reserves and debt service coverage. The forecast shows expenditures greater than revenues for two years during the planning period because of one-time capital projects funded through available fund balance. The forecast includes necessary rate increases over the multi-year rate plan to meet the future operational and capital needs of the system. With these assumptions, the forecast indicates the Water Fund will be financially self-sustaining into the future. As part of the consultant-led review of the wastewater rate structure in FY 2015, the city will implement rate adjustments beginning in FY 2016, as well as structural modifications to maintain adequate ongoing revenues and to ensure equity among users. The adjustments will ensure that the city will continue to meet financial policies for operating reserves and debt service coverage. The forecast shows expenditures slightly greater than revenues for two years during the planning period because of one-time capital projects funded through available fund balance. The forecast includes necessary rate increases over the multi-year rate plan to meet the future operational and capital needs of the system. With these assumptions, the forecast indicates that the Wastewater Fund will be financially self-sustaining into the future. Water Fund Wastewater Fund Projected Revenues and Expenditures $19,435,000 $18,950,000 $23,625,000 $22,760,000 $22,862,000 $19,192,000 $0 $21,750,000 $10,000,000 $10,000,000 $20,755,000 $15,000,000 $21,705,000 $20,000,000 $24,445,000 $25,000,000 $41,830,000 $49,485,000 $41,310,000 $46,345,000 $43,625,000 $38,244,000 $40,910,000 $20,000,000 $38,585,000 $30,000,000 $42,120,000 $40,000,000 $49,035,000 $50,000,000 Projected Revenues and Expenditures $5,000,000 FY2016 FY2017 Revenues FY2018 FY2019 FY2020 $0 FY2016 FY2017 FY2018 FY2019 Expenditures Revenues 36 Expenditures FY2020 City of Peoria FY 2016 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 have the option of selecting between the city and private companies for their solid waste services. It is essential for the operation to maintain competitive pricing while also generating sufficient revenues to meet the city’s financial policies. The city plans to make minor rate adjustments for selected commercial service fees for FY 2016. Future increases affecting a broader array of services are forecast beginning in FY 2017 through the remainder of the planning period to ensure that 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 57,700 residential accounts. 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 third straight year in FY 2016. The city will continue to support its operating costs and meet cash reserve targets for this fund. The forecast shows expenditures greater than revenues throughout the planning period because of the planned provision of additional services beginning in FY 2016, as well as planned one-time capital projects in the first two years. While the Residential Solid Waste Fund has more-thanadequate fund balance to absorb the additional costs, modest rate adjustments are included in the forecast between FY 2018 and FY 2020 to ensure that the fund will be financially self-sustaining into the future. Commercial Solid Waste Fund Projected Revenues and Expenditures $3,000,000 Residential Solid Waste Fund $2,738,000 $2,765,000 $2,644,000 $2,556,000 $2,598,000 $2,453,000 $2,491,000 $1,000,000 $2,401,000 $1,500,000 $2,433,470 $2,000,000 $2,679,000 $2,500,000 Projected Revenues and Expenditures $12,000,000 $11,615,000 $11,811,000 $4,000,000 Expenditures $10,993,000 $6,000,000 $11,176,000 FY2020 $10,410,000 FY2019 $9,870,000 Revenues FY2018 $10,167,000 FY2017 $9,573,000 $8,000,000 FY2016 $10,030,000 $0 $10,757,000 $10,000,000 $500,000 $2,000,000 $0 FY2016 FY2017 Revenues 37 FY2018 FY2019 Expenditures FY2020 City of Peoria FY 2016 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 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 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 over the long term. The differences between sources and uses in the first two years of the forecast reflects the use of fund balances in lieu of operating transfers from other funds. Transit Fund Projected Sources & Uses $1,344,170 $1,346,000 $1,319,478 FY2016 FY2017 Sources 38 $1,317,000 $0 $1,295,736 $250,000 $456,000 $500,000 $1,056,000 $750,000 $1,272,907 $1,250,956 $1,000,000 $1,296,000 $1,250,000 FY2018 Uses FY2019 FY2020 City of Peoria FY 2016 Annual Program Budget Budget Summary Budget Summary Beginning at their annual workshop in January 2015, 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 24month policy goals, conveyed in six broad policy statements, which provided key policy directives to the City Manager for consideration during the FY 2016 budget process. In February and March of 2015, 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. In April, the city manager brought forward a balanced budget for review by the City Council. As stated in the city’s “Principles of Sound 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 (nonrecurring) sources to fund continuing (recurring) uses, postpone expenditures, or use external borrowing for operational requirements. As in prior years, departments utilized a more long-term approach to their operation and budget requests. Each department updated its cost of service analysis, which outlines how they intend to meet service expectations within the available resources in FY 2016. FY 2016 BUDGET CALENDAR Activity Date City Council Annual Workshop January, 2015 Department Review Sessions with City Management City Manager’s Recommended Budget February - March 2015 April, 2015 Adopt Tentative Budget June 2, 2015 Hold Public Hearing on Budget and Property Tax Levy June 16, 2015 Adopt Final Budget June 16, 2015 Adopt Property Tax Levy July 7, 2015 39 City of Peoria FY 2016 Annual Program Budget Budget Summary Budget Objectives For FY 2016, 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. The city has attempted to create incentives for department staff to save funds for future needs within the agency. As a result, departments not expending their budget appropriation during the year may request a carryover. This allows for any savings achieved through efficiencies this year to be utilized for one-time uses in the next year. Department managers justify carryover requests by proposing uses of funds that are directly related to the needs of the City Council and community. The appropriation for these funds may be used as a one-time source in the upcoming fiscal year’s budget. 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 February and March 2015. These processes ensure that the initial base budget with appropriate reduction or supplemental packages meets city needs and priorities. The city manager’s recommended balanced budget, delivered with an overview of the city’s financial condition, was presented to the entire City Council. The Council Budget Study Sessions were undertaken this year from April 13 to through April 15. 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. 40 City of Peoria FY 2016 Annual Program Budget Budget Summary Budget Adoption After the initial study sessions, the proposed budget was presented to Council for tentative adoption on June 2, 2015. 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 2016 final budget was adopted on June 16, 2015 and the property tax levy on July 7, 2015. 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. The actual expenditure budgets adopted each year by the City Council will be the statutory limit and may vary from these “base adjusted” amounts depending on the funding needs and available revenues. The approval of a permanent adjustment eliminated the need for voter approval every four years, and Budget staff does not envision another base adjustment within the current 10-year forecast. State Law All funds within the city have been set up with expenditure appropriation in the budget. In Arizona, state law requires an adoption of the tentative budget which sets the maximum spending appropriation for the city. Once this amount is set, the city cannot spend over that amount for the fiscal year. The maximum legal expenditure limit is $819,983,730 in Fiscal Year 2016. This compares to the total appropriation of $511,000,000 in the final budget adopted by Council. However, the city estimates that $185,191,317 would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming year. The State of Arizona imposes an expenditure limitation for the annual budget appropriation in municipal governments. The limitation requirements appear in both the state constitution and the Arizona Revised Statutes. Should the state-imposed limit not allow for sufficient funds to meet the city’s needs, the budget law provides four options to potentially solve this problem: Budget Amendment Policy 1. A local home rule (alternative expenditure limitation) 2. A permanent base adjustment 3. One-time override 4. A capital projects accumulation fund 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. 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 Current city policy requires Council approval for transfer of expenditure authority between funds, 41 City of Peoria FY 2016 Annual Program Budget Budget Summary include the general fund, special revenue funds, capital project funds, debt service funds, and trust and agency 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 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. 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. Performance Management The City of Peoria is focused on continually improving operational performance. The organization is accountable to its residents by demonstrating progress toward the achievement of goals, objectives and performance measures within every service delivery area. The city has employed a number of performance management practices to make informed decisions on operational needs and resource allocation. Under the modified accrual basis of accounting, revenues are recognized when they are “measurable and available”. “Measurable” means the amount can be determined and “available” means collectible within the current period or soon thereafter to pay liabilities of the current period. Expenditures are recorded when the related liability is incurred, except for unmatured interest on general long-term debt, which is recognized when due, and certain compensated absences, claims and judgments which are recognized when the obligations are expected to be liquidated with the expendable available financial resources. A strategic approach was utilized during the FY 2016 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. Multiyear performance measurement data was used to make financial decisions that ensured that the recommended FY 2016 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 42 City of Peoria FY 2016 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY 2016 annual budget appropriation totals $511 million. The operating budget totals an estimated $256 million, an increase of 8 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. The $511 million budget is comprised of four major segments. The operating budget totals $256 million (50 percent), with debt service at $39 million (8 percent). Approximately $46 million (9 percent) is set aside for contingency accounts. Capital improvements total $169 million—33 percent of the total FY 2016 budget. Revenues The FY 2016 estimated revenues total $379 million, which represents a 7.5 percent increase from FY 2015 budgeted revenues. Projected revenues are realized from a variety of sources, including sales tax collections, water billings and user fees. Summary of Expenditures Total FY16 Expenditures $511 Million Contingency 9% In FY 2016, the city estimates revenue from service charges at $153 million (40 percent), taxes at $94 million (25 percent), intergovernmental revenues at $55 million (14 percent), and bond proceeds at $61 million (16 percent). The remaining categories represent $16 million (5 percent). Summary of Revenues Debt Service 8% Total FY16 Revenues - $379 Million Service Charges 40% Inter Gov't 14% Taxes 25% Misc 2% Rents 1% Bond Proceeds 16% Licenses 1% Fines 1% 43 Operating 50% Capital Outlay 33% City of Peoria FY 2016 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY12 FY13 FY14 FY15 FY16 % Change $6.1 $6.7 $7.5 $7.5 0% $33.3 $55.1 $7.3 $41.6 $60.5 45% $132.4 $136.6 $143.4 $152.9 $153.5 0% Intergovernmental Revenue $52.9 $48.7 $51.0 $52.9 $55.3 4% Taxes $80.8 $82.5 $84.6 $90.3 $94.3 4% Miscellaneous Revenue $14.8 $6.1 $2.7 $5.3 $6.4 21% $1.9 $1.7 $1.1 $1.5 $1.1 -29% $322.6 $336.7 $296.9 $352.0 $378.6 Fines, Licenses, Permits & Rents $6.4 Bond Proceeds Charges for Services Interest Income Total Revenues 8% TOTAL BUDGETED USES (In Millions) Description FY12 FY13 FY14 FY15 FY16 % Change Operations $207.3 $218.7 $231.4 $237.4 $256.4 8% Capital $158.1 $170.4 $151.9 $145.2 $169.3 17% Debt Service $43.6 $40.7 $42.2 $45.0 $39.4 -12% Contingencies $51.0 $43.2 $42.5 $42.4 $45.9 8% $460.0 $473.0 $468.0 $470.0 $511.0 9% 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 $220 million, not including contingency appropriation. The following chart outlines the financial plan for FY 2016. The total sources are estimated at $400 million and total uses are estimated at $486 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 44 City of Peoria FY 2016 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Estimated Balance 7/1/2015 Total Sources Total Uses Estimated Balance 6/30/2016 General $67.0 $145.6 $159.6 $53.0 Special Revenue $80.8 $38.2 $64.7 $54.3 Enterprise $77.7 $92.8 $118.4 $52.1 Internal Service $28.0 $45.5 $49.5 $24.0 Capital Project $14.8 $58.6 $68.5 $4.9 Debt Service $38.3 $19.1 $25.7 $31.7 Total All Funds $306.6 $399.8 $486.4 $220.0 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) $60.0 $34.7 $30.0 $45.3 $49.2 $47.3 $51.3 $45.0 $15.0 $0.0 2012 2013 2014 Actual Actual Actual 45 2015 Est. 2016 Proj. City of Peoria FY 2016 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 $27.0 $27.5 $26.0 $14.5 2016 Proj. $30.8 $14.8 $15.2 $13.3 $12.9 2015 Est. 2015 Est. 2016 Proj. $10.0 $0.0 $20.0 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. 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. $5.0 $0.0 2012 2013 2014 Actual Actual Actual 2012 2013 2014 Actual Actual Actual $20.0 (Millions) $10.0 $30.8 $30.0 Street Fund Unreserved Fund Balance $15.0 (Millions) $40.0 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. Water Fund Unreserved Fund Balance (Millions) $25.0 $22.1 $25.9 $5.0 $12.6 $10.0 $21.0 $15.0 $24.1 $20.0 $0.0 2012 2013 2014 2015 Actual Actual Actual Est. 46 2016 Proj. City of Peoria FY 2016 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. The reason for the declining fund balance is the city utilizes additional funds above the reserve requirement to pay for onetime projects in the following 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 $7.1 2012 2013 2014 2015 Actual Actual Actual Est. 2012 2013 2014 2015 Actual Actual Actual Est. 2016 Proj. $2 $1.1 $2.9 $2.8 $0 $7.9 $4 $6.1 $5.8 $2 $5.4 $4 $6 $7.6 $6 $8.1 $8 $0 2016 Proj. 47 City of Peoria FY 2016 Annual Program Budget Budget Summary Staffing Summary Operating Budget 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 also includes modest increases in wages and benefits. The FY 2016 operating budget of $256.4 million is an increase of $19.0 million, an 8 percent gain from last year’s $237.4 million operating budget amount. Based on the city’s projected revenue estimates, the FY 2016 operating budget can be balanced without any increase to city taxes. Operating Budget By Fund Type Enterprise 21% Internal Services 19% General Fund 52% Overall, the FY 2016 budget proposes 24.75 more FTE positions than in FY 2015. Positions were added with a focus on the economic development activity the city is experiencing. These new positions include a senior planner, a public information officer, an application system analyst and an economic development administrator. In addition, the Community Services Department will receive support of four positions in the recreation area including the Youth/Teen, Swimming, and Adult Day programs. Special Revenue 8% The general fund makes up 52 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include: enterprise funds (21 percent), internal service funds (19 percent), and special revenue funds (8 percent). In the Public Works Department, the budget proposes six new positions. These include two system operators as a sewer cleaning crew to help reach maintenance goals, an equipment operator and supervisor in Residential Solid Waste to keep up with development needs, and a new crew of two equipment operators to serve residents with bulk trash collections twice per year. As stated in the City Manager’s Budget Message, the FY 2016 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. Public safety is a critical component to our residents’ quality of life. Funding is included for two additional sworn police officers, a crime scene technician, a fire prevention inspector and provides resources to train six firefighters as paramedics. The city has submitted for a Staffing for Adequate Fire & Emergency Response (SAFER) grant to fund six new firefighters that would provide year-round, 24- 48 City of Peoria FY 2016 Annual Program Budget Budget Summary purchase of body-worn cameras, and the replacement of an animal control vehicle. hour coverage at the Lake Pleasant Fire Station. In the event this grant is not approved, funding has been identified to support the addition of two new firefighters in the upcoming year. The Fire-Medical Department will be training new paramedics in FY 2016 to continue to replace those lost to promotions, retirements, and resignations. In addition, the department is planning to provide year-round, 24-hour coverage at the Lake Pleasant Fire Station if the Staffing for Adequate Fire & Emergency Response (SAFER) grant is received for six new firefighters. This year, the budget includes onetime funding for safety equipment and facility improvements at a number of fire stations. Total staffing authorization for benefitted positions was granted for 1,145.62 FTEs. A summary and detail of the city’s full-time benefitted positions can be found under the “Schedules” section of this book in Schedule 6 and Schedule 7. Department Summary The Economic Development Services Department continues to work to achieve the goals of the Council-adopted Economic Development Implementation Strategy (EDIS). The FY 2016 budget allocates one-time funding to support this effort, including advertising and marketing, land development consulting, and community promotions and events. As mentioned above, new positions are being added for this department, which is facing increasing pressure to keep up with the demands of new development in Peoria. The Community Services Department is experiencing increased demands in their recreation programs throughout the city. The FY 2016 budget includes funding to continue to meet the demands of these popular programs in the areas of Youth/Teen, Swimming, and Adult Day services. The city has a long history of providing family-friendly and culturally diverse events and the budget continues to fund these community events. There are a number of one-time requests to repair and maintain key amenities at various parks and aquatic facilities. The Planning and Community Development Department also is experiencing an increased workload as development picks up. As such, the department received a senior planner to support economic development activities and one-time funding for contract planners 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 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 the wastewater system with a new crew and a vactor truck for sewer cleaning. There is funding for the residential solid waste service to increase the bulk trash collections to twice per year and continue the household hazardous waste program providing three events per year. The Streets division is replacing an asphalt patch truck which is used on a continuous basis in the placement of approximately 3,500 tons of asphalt repairs citywide per year. The Police Department received funding for two new officers and a crime scene technician but also 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 2016 include investments in the crime and traffic prevention programs, the expansion of the eCitation project allowing officers to use hand held units to complete a citation, a contract legal advisor, the 49 City of Peoria FY 2016 Annual Program Budget Budget Summary Operating Budget Change For FY 2016, the city’s operating budget is $256.4 million, representing a 7.9 percent increase from the operating budget of $237.4 million of the prior year. The operating budget includes $6.9 million in one-time expenditures. Operating Budget History FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 $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 $663,050 $2,654,357 $1,505,039 $7,027,231 $1,620,347 $2,716,901 $905,386 $3,204,841 $1,944,394 $3,918,851 $10,597,188 $2,851,681 $41,926,694 $26,908,354 $22,757,158 $691,272 $2,471,673 $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 $10,042,631 $331,959 $1,077,848 $8,022,436 ENTERPRISE FUNDS Water Fund Wastewater Fund Enterprise Reserves Solid Waste Funds Sports Complex $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 $22,288,976 $11,077,614 $3,114,818 $13,672,482 $4,688,874 INTERNAL SERVICE FUNDS Fleet Maintenance Fleet Reserve Insurance Reserve Facilities Maintenance IT Operations IT Reserve IT Projects Trust, Agency & Debt Svc $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 $5,297,614 $4,720,114 $20,263,385 $5,944,297 $9,562,203 $871,685 $1,033,320 $54,426 $207,307,782 $218,673,623 $229,245,444 $237,445,706 $256,429,099 GENERAL FUND Mayor & Council City Management & Leadership Office of Communications Development & Engineering Economic Development Services Human Resources City Clerk City Attorney Municipal Court Non‐Departmental Finance & Budget Planning & Community Dev. Police Fire Community Services Public Works Half‐Cent Sales Tax and Other SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. Transit Grants & Miscellaneous TOTAL 50 City of Peoria FY 2016 Annual Program Budget Budget Summary Grant Funds The city applies for various federal, state and local grants to supplement other funding sources in a variety of programs. Some of these grant programs, such as the Community Block Development (CDBG), are ongoing programs. Other grants, like the Arizona Forestry Division’s Forestry Community Challenge Grant, are one-time, projectspecific grants. Highlights of the FY 2016 major grants are summarized below. staff to participant ratio, so a high level of independence is required. For FY 2016, the city has budgeted expenditures of $622,794. 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. 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 in FY 2015. 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. In FY 2016, 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). 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 2016 CDBG budget totals $1.35 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. Developmental Disabilities Grant - State of Arizona Department of Economic Security The Community Services Department offers an Adaptive Recreation Program that is contracted with the Department of Economic Security Division of Developmental Disabilities (DD) to offer a variety of day treatment and training services and recently expanded to include respite services. The primary goal of all DD contracted programs is to enhance social and independent living skills through various recreational opportunities, community outings and service projects. All programs are staffed on a 1:3 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 2016 budget for the HOME grant is $331,959. 51 City of Peoria FY 2016 Annual Program Budget Budget Summary State Forfeiture 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 2016, the city has budgeted expenditures of $539,000. These funds are used by the Police Department and the City Attorney’s Office for training, supplies, and equipment. 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 2016 budget for this fund is $20,263,385. Insurance Reserve Internal Service Funds $25,000,000 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. $20,000,000 $20,263,385 $20,134,546 $19,654,038 $18,279,716 $18,624,677 $18,742,368 $17,745,427 $5,000,000 $17,868,800 $10,000,000 $16,912,922 $16,830,215 $15,000,000 $0 2012 2013 2014 2015 2016 Revenues Expenditures Fleet Replacement Reserve Facilities Maintenance 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 now maintained in separate replacement funds for their designated vehicles. In FY 2016, the fleet reserve fund anticipates revenues from service charges and transfers of $2,510,203. Expenditures are budgeted at $4,720,114, reflecting a higher-than-average number of vehicles to be replaced. This reserve fund has a healthy fund balance that can accommodate the budgeted expenditures. 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. 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 2016 appropriation totals $5,944,297. 52 City of Peoria FY 2016 Annual Program Budget Budget Summary Fleet Maintenance Debt Service 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 2016 operating budget is $5,297,614. Bond financing is a primary source used to finance long-term capital projects, especially capital infrastructure. The city's debt plan is an integral tool for one of the main financing sources of the Capital Improvement Plan. Outstanding debt, capacity limitations and cash flow analysis are all reviewed as part of the capital budgeting process, while the annual debt service payments are incorporated into the operating budget. Depending on the need and the type of project being financed, several types of debt (as described below) are available. More detail on planned debt service for FY 2016 may be found in Schedule 8 of the “Schedules” section of this document. 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 2016 is $9,562,203 and $1,033,320 for IT projects. FY 2016 Debt Requirements By Type G.O. Bonds 43% IDs & Assessments 1% 53 MDA Bonds 23% Revenue Bonds 33% City of Peoria FY 2016 Annual Program Budget Budget Summary General Obligation Bonds General obligation (G.O.) bonds require voter approval and are backed by the taxing authority of the city. These bonds are generally used to finance projects with strong public support and that do not themselves produce revenues. Arizona law limits the amount of G.O. bonds the city can have outstanding based on the assessed valuation of the property located within the city limits. Financing for water, sewer, storm sewer, lighting, street and traffic facilities, parks and open space preserves and recreational facilities projects is limited to 20 percent of the assessed valuation. Financing for all other projects, such as municipal buildings, is limited to 6 percent of the assessed valuation. G.O. Bonds Outstanding Principle 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. 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 $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 G.O. Bond Ratings Moody’s Standard & Poor’s Fitch 54 Aa1 AA+ AA+ City of Peoria FY 2016 Annual Program Budget Budget Summary Municipal Development Authority Bonds Revenue Bonds Revenue bonds are generally used to finance projects that have an identifiable revenue source. Revenue bonds are often used to finance utility projects, backed by the user fees of the utility. 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. 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 stateshared revenues). The amount of MDA bonds that may be issued is limited only by the market's perception of the city's ability to repay the bonds. These bonds often have restrictive covenants requiring a reserve of pledged revenues equal to some multiple of the maximum debt service payment on the bonds. Revenue Bonds Outstanding $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 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. Principal MDA Bonds Outstanding Interest MDA Bond Ratings Moody’s Standard & Poor’s Fitch $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 Aa2 AA+ AA+ Revenue Bond Ratings 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Moody’s Standard & Poor’s Fitch Principal Interest 55 Aa3 AA AA City of Peoria FY 2016 Annual Program Budget Budget Summary Improvement District Bonds Debt Management Improvement district bonds are used to finance projects where certain property owners will benefit more than the general public. A majority of the property owners within a proposed improvement district must approve the formation of the district and the amount of indebtedness. These bonds are repaid by collection of property assessments levied on the property within the district. Proper debt management provides for the protection and eventual enhancement of bond ratings; the maintenance of adequate debt service reserves; and compliance with debt instrument provisions and required disclosures to investors, underwriters and rating agencies. These policy guidelines, as outlined in the Principals of Sound Financial Management, are used when evaluating the purpose, necessity and condition under which decisions are made to issue debt. They are also meant to supplement the legal framework of public debt law provided by the Arizona Constitution, state statutes, federal tax laws and the city’s bond resolutions and covenants. I.D. Bonds Outstanding $500,000 $400,000 All projects funded with G.O. bonds or revenue bonds can only be undertaken after voter approval through a citywide election. In the last bond election held in November 2008, Peoria voters authorized bonds totaling $387 million to fund the building of needed infrastructure. $300,000 $200,000 $100,000 Principle 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 $0 Interest I.D. Bond Ratings Moody’s Standard & Poor’s Fitch Aa3 A+ AA 56 City of Peoria FY 2016 Annual Program Budget Budget Summary Financial Indicators The city uses a number of measures to assess its long-term ability to support existing debt. Two of these measures are discussed here. Net Bonded Debt Per Capita. General obligation debt per capita relates debt outstanding to population changes. Longterm debt should not exceed the city’s resources for paying the debt. As the population increases, infrastructure and capital needs and the accompanying debt can be expected to increase, as is the case for the City of Peoria. If G.O. debt is increasing as population stabilizes, this may indicate that the city’s ability to repay debt service is diminishing. General Obligation Debt as a Percentage of Assessed Value. The city’s ability to repay its long-term debt can be measured by the amount of debt outstanding as a percentage of assessed property valuation. An increase in long-term debt as a percentage of assessed valuation can mean that the city’s ability to repay is diminishing. The city’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 during the recession cut into the city’s debt capacity; however, over the last two years the city’s assessed values are gradually increasing. The city maintains its debt level well below the levels mandated by the Arizona Constitution. Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description Population Secondary Assessed Value (Millions) Net Bonded Debt (Millions) Pct. of Net Bonded Debt to Assessed Value Net Bonded Debt Per Capita 2010 2011 2012 2013 2014 2015 2016 154,065 155,148 156,780 160,504 164,104 168,115 172,712 $1,895 $1,610 $1,276 $1,137 $1,057 $1,156 $1,178 $150 $136 $140 $132 $124 $115 $129 8% 8% 11% 12% 12% 10% 11% $971 $875 $894 $820 $755 $686 $749 57 City of Peoria FY 2016 Annual Program Budget Budget Summary Debt Management Policy ratios, and conduct other analyses necessary to consider the proposal against specified criteria. The Principles of Sound Financial Management include the city’s debt management policy. The following are excerpts from this 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 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 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 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 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. • 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. • 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. DEBT CAPACITY ANALYSIS 20% Limitation (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) • 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 FY 2016 Secondary Assessed Valuation $1,178,158,150 Allowable 20% Bonds Outstanding $235,631,630 Less 20% Bonds Outstanding -$132,660,000 Unused 20% Debt Capacity $102,971,630 6% Limitation (All Other General Government Projects) 58 FY 2016 Secondary Assessed Valuation $1,178,158,150 Allowable 6% Bonds Outstanding $70,689,489 Less 6% Bonds Outstanding -$0 Unused 6% Debt Capacity $70,689,489 City of Peoria FY 2016 Annual Program Budget Revenue Summary Revenue Summary Total revenues for Fiscal Year 2016 are estimated at $378.5 million, an increase of 23.5% over the prior year’s estimate of $306.4 million. Estimated FY 2016 bond proceeds increase revenues by more than $41 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 2016 revenue sources are forecasted to increase by 3.8% over the FY 2015 estimated total. FY 2016’s budgeted revenues reflect a continuingly improving outlook for growth in the state and local economies. 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, however, 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. 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. 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 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 Interest & Other 1% Inter‐governmental 15% Taxes 25% Rents 1% Bond Proceeds 16% Charges for Service 40% Licenses & Permits 1% Fines & Forfeitures 1% Miscellaneous 2% 59 FY 2016 Total Revenues ‐ $378,556,234 City of Peoria FY 2016 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 $152.9 million, or 40% 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 2016 is $94.3 million, which includes collections from local sales, franchise, and property taxes. Sales and franchise tax collections are estimated at $72.3 million, or 77% of total tax revenue. The City’s major revenue sources are described in more detail in the following sections. TOTAL REVENUES BY FUND FY 2012 Actual FY 2013 Actual FY 2014 Actual $ $ $ 99,832,185 29,154,564 52,718,465 $ 106,232,472 $ 36,965,311 $ 34,277,354 $ 113,095,717 $ 280,083 $ 35,801,266 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 25,022,950 16,979,263 15,017,174 17,485,625 11,480,488 9,110,824 10,499,140 9,800,435 6,736,172 12,533,040 3,098,874 5,282,632 4,962,661 2,755,704 2,077,222 1,148,720 $ 19,787,143 $ 18,002,495 $ 16,428,976 $ 14,511,520 $ 12,345,046 $ 9,971,623 $ 12,333,073 $ 8,799,346 $ 6,953,721 $ 7,585,257 $ 3,590,612 $ 5,896,577 $ 5,066,729 $ 2,753,130 $ 2,270,260 $ 1,152,408 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 19,478,584 19,064,244 17,841,415 13,631,124 12,717,237 10,825,681 12,304,854 8,986,696 7,577,460 4,534,992 3,556,963 5,893,358 5,016,218 3,182,427 2,367,338 1,726,350 $ 896,581 $ 984,120 $ $ $ $ 555,159 1,624,291 199,803 $ $ $ 598,886 186,965 861,910 $ $ 3,158 140,557 $ $ 11,787 168,153 Fund General Bond Water Wastewater Insurance Reserve Half-Cent Sales Tax Debt Service Streets Transportation Sales Tax Impact Fees 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 $ 339,115,686 $ 327,734,874 60 FY 2015 Estimate FY 2016 Approved $ 117,696,009 $ 2,485 35,641,464 $ 119,425,513 $ 60,506,330 $ 37,817,049 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 20,227,296 20,317,145 17,970,999 14,661,953 12,992,467 10,910,050 7,558,388 9,143,121 7,863,307 7,108,726 3,231,933 5,945,316 5,080,537 3,111,299 2,409,805 1,862,774 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 20,464,494 20,134,546 17,852,022 14,928,977 12,877,118 10,786,223 9,944,620 9,612,500 8,441,680 8,140,324 6,334,089 5,861,798 5,299,380 3,082,887 2,362,750 2,012,903 955,952 $ 1,002,331 $ 1,000,293 $ $ $ 705,198 221,217 814,097 $ $ $ 708,186 477,788 495,056 $ $ $ 705,500 478,238 450,000 $ $ 17,572 - $ $ 26,000 - $ $ 37,000 - 306,444,435 $ 378,556,234 $ 300,596,043 $ $ City of Peoria FY 2016 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 FY 2016 Total - $72.3 million Projection Transpor‐ tation 15% General 55% The City is projecting $72.3 million in sales tax revenue for FY 2016. This is a 0.6% increase over the FY 2015 estimate of $71.9 million. The small increase reflects some caution related to the impact of recent state tax reform legislation along with a modest outlook for improvements in consumer spending and population growth. Streets 5% Half Cent Sales Tax 25% Total City Sales Tax Summary ($ in Millions) Fund General Half Cent Sales Tax Streets Transportation Sales Tax Total Sales Tax FY 2012 Actual $ 33.5 $ 15.0 $ 3.3 $ 9.0 $ 60.7 FY 2013 Actual $ 36.5 $ 16.4 $ 3.3 $ 9.8 $ 66.0 61 FY 2014 Actual $ 39.5 $ 17.8 $ 3.4 $ 10.6 $ 71.2 FY 2015 Estimated $ 39.9 $ 17.9 $ 3.3 $ 10.8 $ 71.9 FY 2016 Approved $ 40.4 $ 17.8 $ 3.3 $ 10.7 $ 72.3 City of Peoria FY 2016 Annual Program Budget Revenue Summary Property Tax Revenue 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. Beginning in FY 2016, the State converts to a new system of limited property valuation, which creates a single value for both the primary and secondary tax levies and a 5% cap on assessed value increases. Sources The City’s Property Tax is collected based on the assessed valuation of residential and commercial property within the City of Peoria. In FY 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 2016. Projection According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2016 is estimated to increase slightly from the previous year’s valuation. FY 2016’s stabilizing valuation makes the second consecutive year of modest increases following the low point seen in FY 2014, yet still nearly 40% below the high point of FY 2010. The primary tax levy revenue for FY 2016 is estimated at $2.2 million. 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 $14.7 million, a 2.1% increase over FY 2015. Uses 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) Primary Secondary Total FY11 Actual $ 0.19 $ 1.25 FY12 Actual $ 0.19 $ 1.25 FY13 Actual $ 0.19 $ 1.25 FY14 Actual $ 0.19 $ 1.25 FY15 Est. $ 0.19 $ 1.25 FY16 Appr. $ 0.19 $ 1.25 $ $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 2.5 $ 16.7 $ 19.2 $ 2.2 $ 14.2 $ 16.4 $ 2.1 $ 13.2 $ 15.3 $ 2.1 $ 14.4 $ 16.5 $ 2.2 $ 14.7 $ 16.9 1.44 Property Tax Revenues ($ in millions) Primary Tax Levy $ 2.9 Secondary Tax Levy $ 20.0 Total $ 22.9 62 City of Peoria FY 2016 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 2016, the budgeted State Shared revenues are $38.7 million, representing a 1.3% increase over the $38.2 million estimate for FY 2014. FY 2016 revenues are still shy of the previous peak level these sources reached in FY 2008. The FY 2016 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 FY12 Act FY13 Act FY14 Act FY15 Est Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 63 FY16 App City of Peoria FY 2016 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 2016 projection for HURF revenues is $9.1 million, a 1% increase over the prior year’s estimate of $9.0 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) $10.0 $8.0 $6.0 $4.0 $2.0 $0.0 FY12 Act 64 FY13 Act FY14 Act FY15 Est FY16 App City of Peoria FY 2016 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 $2.7 million in FY 2016. 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 slightly more optimistic outlook for activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year-to-year. Uses The majority of license and permit revenue is collected by the Economic Development and Finance Departments, and is placed in the City’s General Fund. License & Permit Revenues (Millions) $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0 FY12 Act FY13 Act Bldg Permits 65 FY14 Act FY15 Est Business Licenses FY16 App Other City of Peoria FY 2016 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 Rate adjustments have been adopted for FY 2016. Rate adjustments, combined with modest residential account growth are projected to increase water revenues to $37.8 million in FY 2016. Water Operating Revenue (Millions) Account Description FY12 Actual FY13 Actual FY14 Actual FY15 Estimate FY16 Approved Water Fees $ 30.9 $ 31.8 $ 33.0 $ 33.2 $ 35.3 Reclaimed Water Fees $ 0.5 $ 0.6 $ 0.8 $ 0.6 $ 0.7 New Service Fees $ 0.3 $ 0.3 $ 0.3 $ 0.3 $ 0.5 Water Meter Charges $ 0.2 $ 0.2 $ 0.3 $ 0.2 $ 0.3 Disconnect/Reconnect Fees $ 0.3 $ 0.3 $ 0.3 $ 0.3 $ 0.3 Quintero WTP Fees $ 1.0 $ 0.3 $ 0.3 $ 0.4 $ 0.3 Non Potable Water Fees $ 0.2 $ 0.2 $ 0.2 $ 0.2 $ 0.2 Interest Income $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.5 $ 0.5 $ 0.5 $ 0.3 $ 0.3 Total Water Utility $ 34.1 $ 34.3 $ 35.8 $ 35.6 $ 37.8 66 City of Peoria FY 2016 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 Rate adjustments have been adopted for FY 2016. Projected revenues for FY 2016 are $20.3 million, an increase of $0.2 million from the previous year’s estimate. Wastewater Operating Revenue (Millions) FY12 Actual Account. Description FY13 Actual FY14 Actual FY15 Estimate FY16 Approved Wastewater Fees $ 15.6 $ 17.5 $ 17.4 $ 18.2 $ 18.6 EPA Mandate Fees $ 0.8 $ 0.9 $ 0.9 $ 0.9 $ 0.9 Allocated Interdept. Svc. Chrgs. $ 1.6 $ 1.2 $ 0.9 $ 0.9 $ 0.7 Utility Late Fees $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.1 $ 0.0 $ 0.0 $ 0.0 $ 0.0 Total Wastewater Utility $ 18.2 $ 19.7 $ 19.3 $ 20.1 $ 20.3 67 City of Peoria FY 2016 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 2016 revenues for combined Solid Waste operations are estimated at $12.0 million, slightly higher than the projected 11.6 million for FY 2015. Neither service is adjusting its primary user rates in FY 2016. The majority of revenue – 80% is generated from residential user fees, with $9.6 million expected in FY 2016. Commercial user fees are estimated to contribute 20%, or about $2.4 million in projected revenues for FY 2016. 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) FY12 Actual Fund FY13 Actual FY14 Actual FY15 Estimate FY16 Approved Commercial Solid Waste Fund $ 2.1 $ 2.3 $ 2.4 $ 2.4 $ 2.4 Residential Solid Waste Fund Totals $ 9.8 $ 8.8 $ 9.0 $ 9.1 $ 9.6 $ 11.9 $ 11.1 $ 11.4 $ 11.6 $ 12.0 68 City of Peoria FY 2016 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? 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. 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. 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 69 City of Peoria FY 2016 Annual Program Budget Programs – Performance Management Efficient Allocation of Resources 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. 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 these long-term priorities for the City is one of the most important responsibilities for Peoria’s elected officials. In March of 2015, 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 2016 budget year are: Service Improvement In an effort toward continual improvement, departments undertake ongoing evaluations of their performance data. Peoria managers continually evaluate performance trends, compare data to other jurisdictions, and regularly report on performance data. The city’s “PeoriaStat” model, which includes monthly collection of performance data and 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 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 2016 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.     and Balanced amenities (northern Peoria) Sustainability Access to trail system Historic preservation o Local landmark designation o Promoting awareness Temporary recreation center Temporary access to lighted fields Explore removing alleys (Acacia district) Long-term infrastructure needs Enhance Our Current Services       Organizational Priorities Setting organization-wide objectives often begins with a vision: What should the community look like in five years? What should be expected in 70 Increase public safety resources Pursue ambulance service Expand human services function/program Expand bulk trash program Add a “green trash” program Increased technology o Paperless proces City of Peoria FY 2016 Annual Program Budget Programs – Performance Management   Preserve Our Natural Environment   Land acquisition Historic preservation (archeology) Each department is responsible for creating strategies and performance measures that support these tenets. Total Planning     Expand water reclamation program Human capital strategic plan Charter amendment process (review) Circulator/Transit analysis Department Work Plans To assist the city leadership in making informed budget recommendations, departments utilize 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 longerterm plan, with a 2-3 year horizon. However, departments reassess their plans annually as part of the budget process. Economic Development       Job creation Technical and vocational training Land banking: shovel-ready sites Market intervention Strategic and focused planning Revitalization of Old Town area A major theme in the FY 2016 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 results 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. Leadership and Image    Visibility – Increased communication, media and marketing Strategic representation o Local, State and National level Increased “District” communication Organizational Strategic Plan 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. 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:    Promote Sustainability Promote Civic Engagement Cascading Measures For performance measures to be useful, such data must be used in decision-making. Yet what is relevant to line-level staff may not be critical to elected officials. In recognition of this, the City utilizes a cascading format for tracking and managing data. Provide Excellent Customer Service Enhance Organizational Development Increase Information Sharing 71 City of Peoria FY 2016 Annual Program Budget Programs – Performance Management At the highest 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 focuses on measures that support the achievement of the organizational goals. Performance data at this level often judge department efficiency and workforce effectiveness and help determine if departments are on target in meeting budgetary and service delivery goals. Examples can include park maintenance cost per acre, turnaround time for plan review, and emergency response times. These measures require regular review and analysis. Therefore, the City utilizes a “PeoriaStat” process that brings exe-cutive management together on a regular basis to review and evaluate performance data. 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. Continuous Improvement Peoria is one of 11 cities that have been working together since 2011 with the Alliance for Innovation and Arizona State University to improve local government performance. The Valley Benchmark Cities is a collaborative of designated representatives from the largest cities in the Phoenix metropolitan area to identify common demographic, financial and performance information, to provide and discuss that information to better understand similarities and differences between our complex and diverse operations and to share information, resources and best practices with one another. 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. The Government Finance Officers Association (GFOA) recognized Peoria’s efforts with Special Recognition in the area of Performance Management in the 2015 Distinguished Budget Presentation Award. Citizen Survey Results 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. 72 City of Peoria FY 2016 Annual Program Budget Programs – Performance Management 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. Peoria has been an active participant in the International City Management Association (ICMA)’s Center for Performance Analytics (CPA) program since 2007 and has been recognized each year for our achievements in creating and improving our performance management program. For the past five years, we have received the Certificate of Excellence, the highest award bestowed by ICMA CPA. 73 City of Peoria FY 2016 Annual Program Budget Vital Stats Vital Stats The City of Peoria uses performance data as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an snapshot of the health and well-being of the City. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Performance Trend Green: Meets target or shows a significant trend of improvement Yellow: Not meeting target but showing stable or improving performance Red: Not meeting target and showing little or no progress COUNCIL GOAL: Community Building: Preserve or Expand our Quality of Life Desired Outcomes FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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 1.57 1.48 1.41 1.34 7 Property crimes per 1000/population 23.68 20.03 18.03 16.23 8 Patrol Response times to critical emergencies from dispatch to arrival 4:38 4:47 4:45 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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 74 Performance Trend City of Peoria FY 2016 Annual Program Budget Vital Stats COUNCIL GOAL: Preserve our Natural Environment 1 Desired Outcomes FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target % of residents rating the overall quality of Peoria's natural environment as good or excellent^ 69% 69% 69% 69% 23% 23% 24% 25% 9.0 9.4 9.4 9.4 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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^ 76% 76% 76% 76% 2 % of residents saying Peoria is heading in the right direction (good or excellent response)^ 72% 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 1 Number of qualified prospects meeting Council stated Business attraction criteria 15 15 16 16 2 Number of businesses contacted (retention or expansion) 175 36* 200** 200** 3 % of City’s assessed valuation that is classified as commercial/industrial 25% 25% 27% 27% 4 % of residents rating the overall quality of business and service establishments as good or excellent^ 75% 75% 75% 75% FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target Performance Trend COUNCIL GOAL: Leadership and Image Desired Outcomes 1 % of residents rating Peoria's overall image or reputation as good or excellent^ 69% 69% 69% 70% 2 % of residents rating Peoria's Public Information Services as good or excellent^ 73% 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. *Small Business Development staff exited position in December 2013 and the position was filled 6 months later. The previous years’ count included participation in small business development programs, which has since shifted to the Peoria Chamber of Commerce. **The new position is structurally different going forward. The responsibilities include Business Retention and Expansion multiple visits, including both new and revisited companies; the position is also responsible for Workforce Development and Commercial and Retail infill. 75 City of Peoria FY 2016 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) 76 City of Peoria FY 2016 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 $157,126 $16,019 $17,934 $191,079 Development Legal Services 2.00 $241,733 $20,698 $23,189 $285,620 Administrative Legal Services 2.00 $241,733 $24,279 $27,202 $293,214 Transaction Legal Services 1.20 $145,040 $14,662 $16,436 $176,138 Litigation Legal Services 4.50 $543,989 $68,105 $69,719 $681,813 Operation of City's Self-Insurance Program 0.00 $0 $2,100,761 $137,576 $2,238,337 Claims Management Services 2.00 $156,684 $10,4041 $38,972 $206,060 General Legal Operations Management Services .90 $108,780 $8,428 $14,907 $132,115 Legal Office Human Resources Services .80 $96,693 $4,748 $10,490 $111,931 Legal Office Financial Services 1.10 $132,953 $4,869 $12,422 $150,244 Legal Office Technology Services 1.20 $145,040 $11,709 $20,025 $173,774 17.00 $1,969,771 $2,284,682 $388,872 $4,643,325 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 $613,559 $17,776 $136,342 $767,677 Victim Assistance Program 2.00 $160,441 $3,960 $70,299 $234,700 Deferred Prosecution/Probation 0.50 $47,197 $1,832 $14,046 $63,075 TOTAL 9.00 $821,197 23,568 $220,687 $1,065,452 2 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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 ($17,688) 77 City of Peoria FY 2016 Annual Program Budget City Attorney’s Office City Attorney’s Office Budget Allocation 19% 16% Civil General Counsel Program Civil Litgation and Risk Program 10% City Attorney Operations Criminal Program 55% Total Budget: $5,708,777 78 City of Peoria FY 2016 Annual Program Budget City Attorney’s Office Performance Report CITY ATTORNEY’S OFFICE The City Attorney’s Office uses performance data as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Council Goal FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 90% 90% 91% 95% 96% 83% 95% 95% 100% 72% 100% 100% Number of victim cases 1,479 1,676 1,550 1,550 Number of non-domestic violence criminal cases 1,081 1,180 1,100 1,150 398 496 450 400 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 79 Council Goal Expected Outcome Enhance Current Services City of Peoria FY 2016 Annual Program Budget Efficiently prosecute and dispose of Municipal Court criminal cases so that justice may be served, zealously represent the State’s interest in all criminal matters, oversee the Deferred Prosecution Program and the Asset Forfeiture Grant Obtain insurance and excess liability coverage with best cost/benefit to the City’s insurance program, maintain selfinsurance and coverage level adequate for solvency and growth of insurance reserve fund and City’s rising selfinsurance needs Monitor insurance deductibles and selfinsurance claims assuring lowest City costs, review and approve timely payment of legal expenses incurred defending tort claims, claim lawsuits, provide info and data for actuarial review and reserves calculation City Attorney’s Office FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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% 70% 63% 75% Amount paid in insurance premiums $1.060 Million $1.060 Million 1.046 Million $1.046 Million Amount of insurance legal services paid $150,000 $232,500 $25,000 $75,000 Amount of Non-City Property Claims $145,000 $41,885 $85,000 $85,000 Amount of City Property Claims $443,070 $394,244 $450,000 $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. 80 City of Peoria FY 2016 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 Public Records Request Compliance 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. 81 City of Peoria FY 2016 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 3.75 $327,207 $107,917 $ 85,136 $520,260 Records Management 1.75 $152,696 $ 50,361 $ 39,730 $242,787 Municipal Elections 1.5 $130,883 $ 43,167 $ 34,054 $208,104 7.00 $610,786 $201,445 $158,920 $971,151 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 21% Clerk to the City Council Records Management 54% 25% Total Budget: $971,151 82 Municipal Elections City of Peoria FY 2016 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 Support the City’s diversity standards, ethical values, and customer service goals FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target Comply with Open Meeting Law: - # of postings - % of compliance 688 99% 676 99% 680 99% 700 100% Process City Contracts: - # of contracts processed - % processed w/in 1 week 1,063 73% 1,087 83% 1,075 86% 1,100 87% 583 692 635 600 11 days 16 days 11 days 25 days 10 days 16 days 10 days 15 days Performance Measure Administer public records requests: - # of records requests received - Avg # of days to complete - Avg # of days to redact 83 City of Peoria FY 2016 Annual Program Budget City Management and Leadership Performance Spotlight CITY MANAGEMENT AND LEADERSHIP 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 Management and Leadership Department 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 Management and Leadership  Meet community needs, council priorities and organizational goals through efficient and effective service delivery  % of Executive Staff in leadership roles in professional and regional organizations  Number of credentialed departments The City Management and Leadership Department 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. This department is a leader in ethical organizational behavior through adopting and modeling the City Employees Code of Ethics. Office of Strategic Management The Office of Strategic Management assists and supports the City Manager in planning, directing and reviewing activities and operations of the city in the area of strategic and process improvements. This office also provides 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. 84 City of Peoria FY 2016 Annual Program Budget City Management and Leadership Office of Economic Efficiency and Sustainability The Office of Economic Efficiency and Sustainability serves as the city’s sustainability hub, designed to support and facilitate integrated sustainability network solutions to drive economic efficiencies and process improvements. This results in beneficial outcomes in environmental, social and economic sustainability. The office is a bi-directional resource that seeks to identify, analyze and implement best practices to enhance city operations and community resiliency, while improving Peoria residents’ quality of life. Cost of Service Breakdown – City Management and Leadership Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Strategic Management & Policy Development 1.56 $252,111 $10,467 $15,815 $278,393 Inter-Departmental Management 1.47 $317,328 $9,863 $14,903 $342,094 Council Support 1.20 $102,534 $8,051 $12,166 $122,751 Council Collaboration 2.19 $312,144 $14,693 $22,202 $349,039 Regional Planning Activities 2.08 $283,909 $13,955 $21,087 $318,951 Administrative Support 4.90 $399,029 $33,815 $51,095 $483,939 Communication .77 $137,730 $5,166 $7,806 $150,702 Grant Coordination .25 $31,047 $1,677 $2,534 $35,258 External Leadership .58 $114,288 $3,891 $5,880 $124,059 Economic Efficiency & Sustainability 1.0 $127,766 $6,709 $10,138 $144,613 16.00 $2,077,886 $108,287 $163,626 $2,349,799 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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. 85 City of Peoria FY 2016 Annual Program Budget City Management and Leadership City Management and Leadership Budget Allocation Strategic Management & Policy Development 6% 1% 5% 12% Inter‐Departmental Management Council Support 6% Council Collaboration 15% Regional Planning Activities Administrative Support 5% 21% Communication Grant Coordination (Grants) 15% 14% External Leadership Economic Efficiency & Sustainability Total Budget ‐ $2,349,799 86 City of Peoria FY 2016 Annual Program Budget City Management and Leadership Performance Report CITY MANAGEMENT AND LEADERSHIP The City Management and Leadership 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 Leadership & Image Professional credentialing of all eligible departments Performance Measure Four credentialed departments FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target Not measured Not measured 4 4 Not measured Not measured 75% 80% Executive staff provides leadership in professional and regional organizations Percent of employees active in leadership roles Recognition of budget excellence by Government Finance Officers Association Receive GFOA Distinguished Budget Award Yes Yes Yes Yes Meet community needs, council priorities and organizational goals through efficient and effective service delivery % of citizen inquiries which are responded to or acted upon within two business days, as tracked by the Assistant to the City Manager Not measured 98% 98% 98% 87 City of Peoria FY 2016 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    88 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 2016 Annual Program Budget Community Services Department Cost of Service Breakdown – Community Services Administration Allocated FTEs Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Management of department/divisions 0.79 $150,262 $ 4,070 $22,318 $176,650 High quality customer services 5.47 $375,116 $10,160 $55,715 $440,991 Administrative functions 1.77 $151,625 $ 4,107 $22,520 $178,252 Financial functions 2.15 $185,878 $ 5,034 $27,608 $218,520 Department technological support 0.90 $ 87,964 $ 2,382 $13,065 $103,411 Boards and Commission liaison 0.16 $ 14,496 $ 393 $ 2,153 $ 17,042 Grant/sponsorship opportunities 0.11 $ 10,405 $ 282 $ 1,545 $ 12,232 Support organizational development 0.08 $ 8,637 $ 234 $ 1,283 $ 10,154 11.43 $984,383 $26,662 $146,207 $1,157,252 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Administration Division Budget Allocation 1% 2% 1% 9% 15% Management of department High quality customer service Administrative functions Financial functions 19% Department tech support Boards and Commissions liaison 38% Grant/sponsorship opportunities Support organizational development 15% Total Budget - $1,157,252 89 City of Peoria FY 2016 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 Activity Description Allocated FTEs Personnel Costs 18.07 29.25 7.40 6.71 12.04 1.35 6.05 5.12 85.99 $ 689,368 $1,105,370 $ 293,863 $ 244,412 $ 426,163 $ 118,049 $ 377,651 $ 246,363 $3,501,239 Aquatics Program AM/PM Program Little Learners Summer Recreation Summer Camp Special Interest Classes - Youth Youth Sports Teens TOTAL NonPersonnel Costs $398,121 $413,458 $ 58,956 $157,513 $242,723 $ 69,342 $178,700 $ 86,903 $1,605,716 Internal Service Charges Total Cost of Service $78,758 $86,555 $72,963 $ 625 $34,403 $18,209 $61,819 $14,843 $368,175 $1,166,247 $1,605,383 $ 425,782 $ 402,550 $ 703,289 $ 205,600 $ 618,170 $ 348,109 $5,475,130 The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Youth Programs Budget Allocation Aquatics AM/PM 6% 21% 11% 4% Little Learners Summer Rec Summer Camp 13% SIC ‐ Youth 29% 7% 8% Youth Sports Teens Total Budget - $5,475,130 90 City of Peoria FY 2016 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 Allocated FTEs Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Special Interest Classes - Adult 0.42 $ 36,065 $ 9,771 $1,293 $ 47,129 Adult Sports 8.43 $395,468 $89,151 $7,500 $492,119 Active Adult Programs 1.72 $140,761 $67,329 $3,520 $211,610 10.57 $572,294 $166,251 $12,313 $750,858 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 6% SIC - Adult 28% Adult Sports Active Adults 66% Total Budget - $750,858 91 City of Peoria FY 2016 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 0.09 1.92 8.67 $ 58,006 $113,409 $400,632 NonPersonnel Costs $ 5,895 $22,412 $23,544 10.68 $572,047 $51,851 Outdoor Recreation Adaptive Recreation Adult Day Program TOTAL Internal Service Charges Total Cost of Service $ 1,435 $ 14,300 $105,804 $ 65,336 $150,121 $529,980 $121,539 $745,437 The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Special Populations Budget Allocation 9% Outdoor Recreation 20% Adaptive Recreation Adult Day Program 71% Total Budget - $745,437 92 City of Peoria FY 2016 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 2.74 14.92 $263,363 $952,604 NonPersonnel Costs $ 99,678 $243,941 TOTAL 17.66 $1,215,967 $343,619 Activity Description Internal Service Charges Total Cost of Service $457,787 $258,513 $ 820,828 $1,455,058 $716,300 $2,275,886 The budget amounts listed above include all costs for that service or program for FY2015. 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 36% 64% Total Budget - $2,275,886 93 Community Center Recreation Center City of Peoria FY 2016 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 1.69 $ 71,927 $243,530 $5,856 $321,313 Plan and manage signature City special events 1.92 $127,258 $125,056 $3,007 $255,321 Assist outside organizations with events 0.25 $ 22,937 $144,801 $3,482 $171,220 Assist other departments with coordination and planning of events 0.11 $ 10,050 $ 72,401 $1,741 $ 84,192 Collaborate to develop and execute marketing strategies 0.11 $ 10,050 $ 72,401 $1,741 $ 84,192 Manage Boards and Commissions Dinner 0.20 $ 18,277 $ 14,648 $ 352 $ 33,277 TOTAL 4.28 $260,499 $672,837 $16,179 $949,515 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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% 3% Plan and manage community special events 9% Plan and manage signature City special events 34% Assist outside organizations with events Assist other departments with coordination and planning of events 18% Collaborate to develop and execute marketing strategies Manage Boards and Commissions Dinner 27% Total Budget - $949,515 94 City of Peoria FY 2016 Annual Program Budget Community Services Department Neighborhood Park Maintenance Neighborhood Park Maintenance is responsible for maintaining the city's 34 neighborhood parks, 25 miles of trail, city-owned retention basins and graffiti abatement. Key activities within this function include continual maintenance of parks, including daily cleanings, trimming, pruning, trash removal, turf maintenance, restroom cleaning, field preparation for sport programs, playground inspections, graffiti abatement, 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, Old Town, maintenance improvement district (MID) 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 Neighborhood Park Maintenance 25.9 $1,700,505 $1,491,521 $533,758 $3,725,784 Right-of-Way 1.0 $ 110,163 $1,147,856 $36,065 $1,294,084 Parks Administration 1.0 $ 158,837 $ $ $ 161,738 27.9 $1,969,505 $2,641,377 Activity Description TOTAL 2,000 901 $570,724 $5,181,606 The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Parks and Right-of-Way Division Budget Allocation 25% Parks Admin 3% 72% Total Budget: $5,181,606 95 ROW City of Peoria FY 2016 Annual Program Budget Community Services Department 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 $454,986 $543,561 $747,414 $888,934 NonPersonnel Costs $ 393,887 $ 422,834 $1,019,482 $1,212,517 Internal Service Charges $103,822 $ 61,564 $371,908 $442,328 $2,634,895 $3,048,720 $979,622 Activity Description Allocated FTEs Personnel Costs Rio Vista Community Park Pioneer Community Park Sports Complex - Year Round Activities Sports Complex - Spring Training 10.60 12.09 13.50 13.27 TOTAL 49.46 Total Cost of Service $ 952,695 $1,027,959 $2,138,804 $2,543,779 $6,663,237 The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Sports Facilities Division Budget Allocation 14% Rio Vista Pioneer Park 38% 15% Sports Complex Spring Training 32% Total Budget - $6,663,237 96 City of Peoria FY 2016 Annual Program Budget Community Services Department 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. 97 City of Peoria FY 2016 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 $533,384 $186,422 $410,247 $1,130,053 Library – Youth Services 5.33 $506,799 $192,775 $410,246 $1,109,820 Library – Patron Services 17.99 $882,044 $ 67,582 $175,292 $1,124,918 Library – Technical Services 4.79 $330,576 $108,874 $125,068 $ 564,518 Library – Administration 1.75 $231,270 $ $115,293 $ 352,028 35.79 $2,484,073 $1,236,146 $4,281,337 Activity Description TOTAL 5,465 $561,118 The budget amounts listed above include all costs for that service or program for FY2015. 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 8% 13% Adult Services 26% Youth Services Patron Services 26% Technical Services Adminstration 26% Total Budget: $4,281,337 98 City of Peoria FY 2016 Annual Program Budget Community Services Department Arts The Arts 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/events, and serves as staff liaison to the Arts Commission Board. Cost of Service Breakdown - Arts Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Grant Management .100 $12,371 $25,200 $2,450 $40,021 Gallery Display Coordination .100 $12,371 $ 1,528 $2,450 $16,349 Art Collection Management .125 $15,464 $10,958 $2,450 $28,872 Cultural Activities/Events .125 $15,464 $ 1,039 $2,450 $18,953 Boards and Commission .050 $ 6,186 $ 250 $2,450 $ 8,886 .5 $61,856 $38,975 $12,250 $113,081 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 Budget Allocation 8% 17% Grant Management 35% Gallery Display Coordination Art Collection Mgt. Cultural Activities/Events Boards and Commissions 26% 14% Total Budget = $113,081 99 City of Peoria FY 2016 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 public art projects such as: Pioneer Community Park, Centennial Plaza, and Osuna Park. The FY 2015 budget was approved for Lake Pleasant Parkway and Happy Valley Road, 91st Avenue and Happy Valley Road, Camino a Lago Park, the Sports Complex, a Northern Peoria art piece, and small-scale art. Small art purchases have taken place and display areas have been established at numerous public buildings including: 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 $1,493,000 $0 $1,493,000 Percent for the Arts The budget amounts listed above include all costs for that service or program for FY2015. Costs may include contracts for largescale public art services and small art purchases. Percent For the Arts Budget Allocation 2% Small-Scale Public Art Large-Scale Public Art Projects 98% Total Budget: $1,493,000 100 City of Peoria FY 2016 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target Participant approval rating for Recreation Programs 91% 88% 90% 91% % of residents rating Recreation programs or classes as good or excellent (National Citizen Survey) 81% 81% 81% 81% Average daily visitor count at Rio Vista Recreation Center 1,200 1,245 1,300 1,350 137,500 122,318 128,000 134,000 N/A 157,889 160,000 163,000 73,225 74,950 78,000 83,000 Developed Neighborhood Park acres per 1,000 population 1.83 1.79 1.83 1.83 % of citizens rating the quality of City Parks as good or excellent (National Citizen Survey) 83% 83% 83% 83% % of residents rating the availability of walking paths and trails as good or excellent (National Citizen Survey) 68% 68% 68% 68% 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 101 City of Peoria FY 2016 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 and Pioneer Community Parks 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target % of residents rating the cleanliness of Peoria as good or excellent (National Citizen Survey) 84% 84% 84% 84% Graffiti abatement work order requests completed 1,388 1,276 1,500 1,270 % of survey responses rating overall experience at the Sports Complex as good or excellent 97% 100% 95% 97% 196,881 192,513 195,000 199,000 103 105 105 105 98% 99% 97% 97% 938,147 976,089 976,000 978,000 11 10 10 10 93% 93% 93% 93% 58% 58% 58% 58% 2,211 3,208 3,400 3,500 # 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 (Physical and Virtual) 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 102 City of Peoria FY 2016 Annual Program Budget Development and Engineering Department Performance Spotlight DEVELOPMENT AND ENGINEERING DEPARTMENT MISSION To provide quality engineering, architectural and development services to the citizens of Peoria through management of the capital improvement program, traffic engineering, property acquisition, right-of-way inspections, site development, and building development that will enhance the quality of life for years to come. DEPARTMENT OVERVIEW Key Outcome Measures Administration and Property Acquisition Development and Engineering Department 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.   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 2 percent of the division’s budget is offset through chargeback revenue from CIP projects. 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 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 47 percent of the cost of service. Other core services include project estimating, coordination with outside agencies and administrative functions. Approximately 52 percent of the division’s budget is offset through chargeback revenue from projects. 103 City of Peoria FY 2016 Annual Program Budget Development and Engineering Department Architectural Services The Architectural Services Division is responsible for providing professional architectural services for publicly funded capital facilities (parks, libraries, public safety buildings and courts), including the planning, programming, design and construction management. Approximately 66 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 77 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 14 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 10 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. Nearly 95 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. 104 City of Peoria FY 2016 Annual Program Budget Development and Engineering Department Cost of Service Breakdown – Development and Engineering Department Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administration and Property Acquisition 6.75 $ 595,064 $ 49,860 $ 61,576 $ 706,500 Engineering Services 8.5 $1,204,320 $ 36,013 $ 92,575 $1,332,908 Architectural Services 5.0 $ 582,101 $ 17,075 $ 58,589 $ 657,765 Right-of-Way Inspections 8.0 $ 802,587 $ 137,689 $145,196 $ 1,085,472 Traffic Engineering 6.0 $ 798,876 $ 48,035 $395,911 $1,242,822 34.25 $3,982,948 $288,672 $753,847 $5,025,467 TOTAL The budget amounts listed above include all costs for that service or program for FY2015 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. Development and Engineering Department Budget Allocation 14% Administration and Property Acquisition Engineering Services 25% Architectural Services 27% Right‐of‐Way Inspections 19% Traffic Engineering 15% Total Budget ‐ $5,025,467 105 City of Peoria FY 2016 Annual Program Budget Development and Engineering 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 6.8 $618,319 $36,243 $126,496 $781,058 Plan Review 3.7 $332,732 $19,503 $68,070 $420,305 Permitting 2.5 $222,123 $13,020 $45,442 $280,585 Administrative 2.0 $186,765 $10,947 $38,208 $235,920 15.00 $1,359,939 $79,713 $278,216 $1,717,868 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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. Building Development Budget Allocation 14% Inspection Services Plan Review 46% 16% Permitting Administrative 24% Total Budget ‐ $1,717,868 106 City of Peoria FY 2016 Annual Program Budget Development and Engineering 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 0.72 $84,908 $1,465 $8,893 $95,266 Plan Review 3.72 $438,693 $7,571 $45,950 $492,214 Permitting 1.58 $186,327 $3,216 $19,516 $209,059 Administrative (includes internal design services) 2.48 $292,462 $5,048 $30,633 $328,143 TOTAL 8.50 $1,002,390 $17,300 $104,992 $1,124,682 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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. Site Development Budget Allocation 8% 29% Inspection Services Plan Review Permitting 44% 19% Total Budget ‐ $1,124,682 107 Administrative City of Peoria FY 2016 Annual Program Budget Development and Engineering Department Performance Report DEVELOPMENT AND ENGINEERING DEPARTMENT The Development and 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 Performance Measure FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target -5% -28% -5% +/-5% 40% 39% 38% 50% 57% 57% 57% 60% 73% 73% 73% 75% 64% 64% 64% 65% 61% 61% 61% 70% 79% 79% 79% 75% Engineering Services Total Planning % budget variance on completed capital projects Provide quality transportation and public utility improvements 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 Architectural Services Provide quality public facilities to the citizens of Peoria through effective implementation of the City's Capital Improvement Program % budget variance on completed capital projects 4% 6% 3% +/-5% % of total allocated capital budget (including carryovers) expended in current fiscal year 42% 57% 41% 65% 108 City of Peoria FY 2016 Annual Program Budget Development and Engineering Department Building Development Expected Outcome Timely Building Plan Reviews (1st review) Timely Building Inspections Excellent Customer Service *10 insp/day= national benchmark Timely Building Permits issued Rollover Inspections Performance Measure Assist customers through timely plan review for:  Tenant Improvement  New Commercial  Single Family Res. # of annual inspections and average # of building inspections completed per day/per inspector Assist customers through process to achieve timely building permit issuance Industry standard is 95% of all building inspections completed next day FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 9.5 11.4 8.3 9.5 11.4 10.1 10.1 9.4 9.1 working days 45,680 32/day 52,586 31/day 55,758 29/day 58,540 15 3,570 1,120 12 4,014 4,234 4,446 (Up 11%) (Up 5%) (Up 5%) 1,281 2,500 1,400 Site Development Expected Outcome Performance Measure FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target Timely Engineering Plan Reviews (1st review) Assist customers through timely Site Development Plan Review 15.5 15.8 14.6 working days 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 109 12 2,994 3,331 3,544 80 sheets/ month/ reviewer 92 sheets/ month/ reviewer 98 sheets/ month/ reviewer sheets/ month/ reviewer 1,020 1,327 1,354 28 permits/ month/FTE 37 permits/ month/FTE 38 permits/ month/FTE 30 permits/ Month /FTE 60 City of Peoria FY 2016 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. Key Outcome Measures DEPARTMENT OVERVIEW Economic Development Services Economic Development Administration The Economic Development Administration Division is responsible for the overall leadership and management of the Economic Development Services Department. In addition, the Administration Division is responsible for managing the department’s overall budget and providing oversight in the execution of the Economic Development Implementation Strategy (EDIS).     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 $177,447 $3,056 $25,028 $205,531 Administrative Support 1.34 $119,141 $2,051 $16,804 $137,996 Manage Dept’s Budget 0.80 $65,600 $1,130 $9,253 $75,983 TOTAL 3.0 $362,188 $6,237 $51,085 $419,510 Activity Description EDIS The budget amounts listed above include all costs for that service or program for FY2015. 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. 110 City of Peoria FY 2016 Annual Program Budget Economic Development Services Department Administration Division Budget Allocation 18% Economic Development Implementation Strategy 49% Administrative Support Manage Department's Budget 33% Total Budget: $419,510 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. Additionally, BRED implements the business retention and expansion (BRE) program, export awareness and foreign direct investment (FDI) programs. BRED Activities Defined:      Business Attraction includes Targeted Industry Attraction, University Recruitment, Health Care Recruitment, BioInspire Incubator Companies, as well as Sales and Marketing activities 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 and Real Estate Development efforts include the Avenue Shoppes at P83 Project, Vistancia Commercial Core Mixed-Use Project, Old Town Revitalization, Park West, Rovey Industrial Park and the Peoria Innovation Center Workforce Development includes partnerships with Maricopa County and universities to develop the workforce needed to attract targeted industries 111 City of Peoria FY 2016 Annual Program Budget Economic Development Services Department Cost of Service Breakdown - Business and Real Estate Development (BRED) Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Business Attraction 2 $251,750 $341,374 $35,756 $628,880 Business Retention/Workforce Dev. 1 $80,374 $108,987 $11,416 $200,777 Redevelopment/Real Estate Dev. 1 $129,956 $176,221 $18,458 $324,635 4.00 $462,080 $626,582 $65,630 $1,154,292 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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. Business & Real Estate Development Budget Allocation 28% Business Attraction Business Retention/Workforce Development 55% Redevelopment/Real Estate Development 17% Total Budget: $1,154,292 112 City of Peoria FY 2016 Annual Program Budget Economic Development Services Department Performance Report ECONOMIC DEVELOPMENT SERVICES DEPARTMENT The Economic Development Services Department uses performance as a tool for improving service delivery for our citizens and development customers. 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. Initiative Expected Outcome Performance Measure University Recruitment Economic Development Initiatives from the EDIS Execute Economic Development Agreements (EDA) for University Branch Campuses that meet STEM criteria Trine University1 Huntington University2 Investment Zones Execute agreements that facilitate development in line with established criteria for identified investment zones Entertainment District: Peoria Sports Park3 P83 Streetscape Imp. 4 Northern Peoria: Vistancia Comm. Core Infrastructure Vistancia Comm. Core Mixed-Use Project Old Town: CPLC & City Partnership Execute agreements or attract tenants to fill vacant or underutilized buildings/site redevelopment Peoria Town Center Lucidi Distillery Co. and additional Washington Street redevelopment Smitty’s Property Healthcare Recruitment 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 Loop 101: Park West Tenet Healthcare Retail/Commercial Space Absorption and Business Retention Visits 113 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target EDA1 0 EDA2 Ongoing Ground Lease Dev Agree Dev. Agree. Extension DA/Ground Lease Extension DCR Final Designs Constr. Complete Phase I Complete DA Amended Started project working group Start Constr. Construction Complete Execute DA Ongoing Mktg & Promo. Mktg & Promo. NA Executed MOU Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing NA NA Execute DA Ongoing Ongoing Ongoing Ongoing Execute DA Talks with HHC5 Amend DA Ongoing Ongoing Mktg & Promo. Start project working group Execute DA Ongoing Ongoing Ongoing Ongoing Ongoing City of Peoria FY 2016 Annual Program Budget Economic Development Services Department Economic Development Initiatives from the EDIS FY2014 Actual FY2015 Estimate FY2016 Target Marketing/communications plan implementation Ongoing Ongoing Ongoing Ongoing Advertising/Public Relations Campaign Ongoing Ongoing Ongoing Ongoing Scorpion Pit Event & 2 New Graduate 2 Co’s. Graduate 2 Co’s. 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 Medical Device Incubator Performance Measure Attract companies to the medical device incubator Create workforce development opportunities in the City Pursue opportunities for infill development Business Attraction 1 FY2013 Actual Expected Outcome Workforce Development Other Marketing Plan Initiative Attract new businesses that locate and create new employment opportunities and invest in capital expenditures BioInspire Companies Six Co’s. Companies Workforce Development Ongoing Ongoing Ongoing Ongoing Urban Infill Development Ongoing Ongoing Ongoing Ongoing Targeted Industries Ongoing Ongoing Ongoing Ongoing Ongoing 43 Jobs Created and $12 million capital investments made Ongoing Execute DA Agreement Commence tenant improvements and hiring positions Maxwell Technologies per DA will invest $26 million in capital expenditures over a 3 year time frame and will create 30 jobs a year for 3 years Aviage Systems per DA will invest $100 thousand in tenant improvements and create 30 positions, 20 of which will be created within thirty months Execute DA NA NA Trine University – October 2012 Huntington University – Spring 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 2015 5 The Howard Hughes Corporation (HHC) 2 114 City of Peoria FY 2016 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 nine areas that provide a variety of key functions and service activities. Administration Key Outcome Measures Finance & Budget Department     Financial Services  Management and Budget Sales Tax Audit and Collections   Materials Management Inventory Control 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 Revenue Administration Customer Service Meter Services 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”. 115 City of Peoria FY 2016 Annual Program Budget Finance and Budget Department Finance and Budget Department Budget Allocation 5% 16% Finance Administration 19% Financial Services Management and Budget Sales Tax Audit & Collections Materials Management 7% Inventory Control 27% Revenue Administration Customer Service 8% Meter Services 7% 7% 4% Total Budget: $10,209,965 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 Activity Description 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 $136,958 $2,151 $11,104 $150,213 Leadership and management of the Finance & Budget Department 1.50 $228,264 $3,585 $18,507 $250,356 Maintain City’s financial stability and fiscal health 0.60 $91,306 $1,434 $7,402 $100,142 TOTAL 3.00 $456,528 $7,170 $37,013 $500,711 The budget amounts listed above include all costs for that service or program for FY2015. 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 2016 Annual Program Budget Finance and Budget Department Finance Administration Budget Allocation 20% 30% Service and support to council, management, citizens and customers Leadership and management of the Finance & Budget Department Maintain City’s financial stability and fiscal health 50% Total - $500,711 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. 117 City of Peoria FY 2016 Annual Program Budget Finance and Budget Department Cost of Service Breakdown - Financial Services Activity Description Allocated FTE’s NonPersonnel Costs Personnel Costs Internal Services Charges Total Cost of Service Accounting and financial reporting 7.50 $778,660 $244,926 $130,682 $1,154,268 Accounts payable 3.25 $239,063 $29,839 $34,330 $303,232 Payroll 2.60 $203,813 $34,504 $30,426 $268,743 Maintain accounting information systems 1.65 $166,868 $955 $21,426 $189,249 $1,388,404 $310,224 $216,864 $1,915,492 TOTAL 15.00 The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Financial Services Budget Allocation 10% Accounting and financial reporting 14% Accounts payable Payroll 16% 60% Total - $1,915,492 118 Maintain accounting information systems City of Peoria FY 2016 Annual Program Budget Finance and Budget Department Sales Tax Audit & Collections The Sales 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. Cost of Service Breakdown – Sales Tax Audit & Collections Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administer the tax code 3.20 $297,653 $67,376 $62,870 $427,899 Audit businesses 2.80 $262,317 $16,607 $48,040 $326,964 Process specialty licenses 0.45 $41,880 $7,999 $8,591 $58,470 Canvas and inspect licenses 0.55 $51,080 $2,940 $9,304 $63,324 TOTAL 7.00 $652,930 $94,922 $128,805 $876,657 The budget amounts listed above include all costs for that service or program for FY2015. 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. Sales Tax Audit & Collections Budget Allocation 7% 7% 49% Administer the tax code Audit businesses Process specialty licenses 37% Canvas and inspect licenses Total - $876,657 119 City of Peoria FY 2016 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 – Management and Budget Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Activity Description Allocated FTE’s Financial Forecasting and Economic Analysis 0.42 $55,235 $2,319 $7,917 $65,471 Developing, Analyzing, Monitoring and Reporting on Financial Resources 2.85 $345,654 $10,435 $48,983 $405,072 Communication and Outreach 0.42 $47,527 $2,319 $6,857 $56,703 Rate and Revenue Analysis 0.82 $93,257 $2,319 $13,147 $108,723 Management of the City’s Performance Management Program 0.14 $13,793 $1,159 $2,057 $17,009 Operational and Policy Analysis 0.27 $35,014 $2,319 $5,135 $42,468 Development Administration 0.08 $8,162 $2,319 $1,442 $11,923 TOTAL 5.00 $598,642 $23,189 $85,538 $707,369 The budget amounts listed above include all costs for that service or program for FY2015. 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 2016 Annual Program Budget Management and Budget 2% 6% Finance and Budget Department Budget Allocation 9% 3% Financial Forecasting and Economic Analysis Developing, Analyzing, Monitoring and Reporting on Financial Resources 15% Communication and Outreach Rate and Revenue Analysis 8% Management of the City’s Performance Management Program 57% Operational and Policy Analysis Development Administration Total - $707,369 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. 121 City of Peoria FY 2016 Annual Program Budget Finance and Budget Department Cost of Service Breakdown - Materials Management Allocated FTE’s Activity Description Personnel Costs Internal Services Charges NonPersonnel Costs Total Cost of Service Procure goods & services 3.95 $358,170 $15,082 $48,321 $421,573 Contract management 1.80 $180,031 $14,433 $25,175 $219,639 Manage financial information systems 0.25 $27,827 $1,310 $3,772 $32,909 TOTAL 6.00 $566,028 $30,825 $77,268 $674,121 The budget amounts listed above include all costs for that service or program for FY2015. 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. Materials Management Budget Allocation 4% 30% Procure goods & services Contract management Manage financial information systems 66% Total - $674,121 122 City of Peoria FY 2016 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 Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Warehouse operations 1.55 $85,351 $21,485 $38,902 $145,738 Fleet parts room service 1.00 $78,132 $10,523 $32,282 $120,937 Warehouse & fleet information systems 0.45 $31,144 $582 $11,553 $43,279 Distribution of mail & materials to locations 1.00 $57,080 $5,600 $22,824 $85,504 TOTAL 4.00 $251,707 $38,190 $105,561 $395,458 The budget amounts listed above include all costs for that service or program for FY2015. 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. Inventory Control Budget Allocation 22% Warehouse operations 37% Fleet parts room service Warehouse & fleet information systems 11% Distribution of mail & materials to locations 30% Total - $395,458 123 City of Peoria FY 2016 Annual Program Budget Finance and Budget Department 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 $172,272 $4,733 $16,442 $193,447 Insure data integrity and maintain information systems 3.25 $330,097 $193,148 $48,600 $571,845 TOTAL 5.00 $502,369 $197,881 $65,042 $765,292 The budget amounts listed above include all costs for that service or program for FY2015. 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 Budget Allocation 25% General management and support Insure data integrity and maintain information systems 75% Total - $765,292 124 City of Peoria FY 2016 Annual Program Budget Finance and Budget Department Customer Service The Customer Service Section is responsible for generating and distributing billing statements, 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, assisting customers in person and over the telephone, and collecting delinquent amounts owed the City. 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 Activity Description Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Process customer financial transactions 7.30 $474,724 $682,873 $132,878 $1,290,475 Respond to customer inquiries 16.15 $1,008,342 $273,783 $147,172 $1,429,297 Collect on delinquent accounts 0.55 $39,465 $0 $4,530 $43,995 $1,522,531 $956,656 $284,580 $2,763,767 TOTAL 24.00 The budget amounts listed above include all costs for that service or program for FY2015. 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. Customer Service 1% Budget Allocation Process customer financial transactions 47% 52% Respond to customer inquiries Collect on delinquent accounts Total - $2,763,767 125 City of Peoria FY 2016 Annual Program Budget Finance and Budget Department 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 Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Meter reading 1.35 $96,602 $17,782 $10,683 $125,067 Service work orders 9.25 $660,883 $100,767 $71,130 $832,780 Meter replacement program 0.40 $32,341 $565,114 $55,796 $653,251 $789,826 $683,663 $137,609 $1,611,098 TOTAL 11.00 The budget amounts listed above include all costs for that service or program for FY2015. 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 8% Budget Allocation 40% Meter reading Service work orders Meter replacement program 52% Total - $1,611,098 126 City of Peoria FY 2016 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) 127 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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. -0.85% +0.07% +0.68% <3% +0.44% -0.37% +0.30% <3% City of Peoria FY 2016 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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 11,260 11,300 12,000 Percent of vendor invoices paid within 30 days of invoice date 90% 77% 83% 82% Percent of A/P payments made electronically 45% 46% 47% 50% Peoria investment return compared to Treasury Note benchmark 0.37% / 0.17% 0.34% / 0.13% 0.38% / 0.12% 0.35% / 0.15% Number of vendor protests filed and number upheld 0/0 1/0 1/0 0/0 Number of audits completed annually 58 262 115 60 Audit program recoveries as a ratio to the operating costs of the Sales Tax Section .55 .77 .33 .33 % of sales tax returns remitted electronically 20% 23% 25% 25% % of inspected businesses operating without a current license 8% 8% 8% 15% % of new business license applications processed within 14 days 90% 90% 90% 90% % of total utility customers receiving their utility bills electronically 15% 15% 17% >20% Annual number of incoming customer service calls answered by a CSR 83,000 82,000 82,000 82,000 2:05 1:42 3:00 < 3 min 34,000 32,000 31,000 31,000 Average time for CSR to answer incoming calls (minutes) Number of service orders processed by Meter Services staff 128 City of Peoria FY 2016 Annual Program Budget Fire-Medical Department Performance Spotlight FIRE-MEDICAL DEPARTMENT MISSION The Peoria Fire-Medical 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 FireMedical Department. Key Outcome Measures Fire-Medical Department  Fire Prevention Fire Prevention provides inspection services, plan review, issuance of permits, fire code enforcement,  fire cause investigations, internal safety investigations, citizen safety awareness programs, public fire education, public information services, and coordinates fire department community relations events. Emergency response time from dispatch to arrival for: Fire Suppression, Emergency Medical Services (ALS & BLS), Rescue, Hazmat. Percent of citizens rating Peoria’s Fire – Medical Department as good or excellent. 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. 129 City of Peoria FY 2016 Annual Program Budget Fire-Medical Department Fire Training Fire Training is responsible for the coordination of fire suppression and rescue training, employee professional development and continuing education, in addition to supervisory and managerial development to all field personnel. 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-Medical Department Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Fire Administration 3.00 $365,105 $36,857 $116,454 $518,416 Fire Prevention 8.00 $852,926 $70,512 $233,465 $1,156,903 Support Services 5.00 $400,036 $136,959 $181,263 $718,258 Emergency Medical Services 3.00 $333,149 $251,975 $170,296 $755,420 Fire Training 2.00 $323,594 $339,096 $40,125 $702,815 Emergency Management 0.50 $54,359 $35,923 $126,304 $216,586 Fire Operations 147.00 $15,642,036 $2,779,901 $1,466,926 $19,888,863 TOTAL 168.50 $17,971,205 $3,651,223 $2,334,833 $23,957,261 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 130 City of Peoria FY 2016 Annual Program Budget Fire-Medical Department Fire-Medical Department Budget Allocation 3% 2% 4% Administration, Management & Support Fire Fighting 19% Provide Emergency Medical Services 11% 61% Technical Rescue Response Hazardous Materials Response Wildland Deployment Total Budget - $23,957,261 Fire-Medical Department Administration, Management & Support Budget Allocation Fire Administration 2% 6% Fire Prevention 9% Support Services 21% 26% Emergency Medical Services Fire Training Professional Development of Personnel Terrorism Liaison Officer Program Emergency Management 15% 11% 10% Total Budget - $4,068,398 131 City of Peoria FY 2016 Annual Program Budget Fire-Medical Department Performance Report FIRE-MEDICAL DEPARTMENT The Fire-Medical 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 100% 100% 100% 100% 114 86 110 120 3 3 3 3 Number of advanced life support (ALS) calls 6,729 7,624 9,976 10,000 % 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 6,794 7,000 % 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 1,452 1,500 90% 90% 90% 90% 1,841 2,400 1,024 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 132 City of Peoria FY 2016 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-Medical Department Performance Measure FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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% 100% 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) 133 City of Peoria FY 2016 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 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 Human Resources Department   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 as well as providing position management, processing PAF’s, and supporting negotiation contract costing. 134 City of Peoria FY 2016 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 Recruitment 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, the Leadership Development program, and the Mentorship program. 135 City of Peoria FY 2016 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 2.51 $241,328 $ 61,986 $ 33,064 $336,378 Classification and Compensation 1.94 $220,517 $ 56,640 $ 30,213 $307,370 Employee Relations/Labor Relations 3.86 $431,017 $110,708 $ 59,053 $600,778 Human Capital Management 4.59 $377,806 $ 97,040 $ 51,763 $526,609 Recruitment and Retention 2.41 $214,609 $ 55,123 $ 29,403 $299,136 Safety Management 0.42 $ 51,435 $ 13,211 $ 7,047 $ 71,694 Training and Organizational Development 1.77 $267,475 $ 68,702 $ 36,647 $372,824 TOTAL 17.5 $1,804,188 $463,410 $247,190 $2,514,788 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Human Resources Budget Allocation Benefits and Wellness Programs 15% 13% Classification and Compensation 3% 12% 12% Employee Relations/Labor Relations Human Capital Management/Business Ops Recruitment and Retention Safety Management 24% 21% Training and Organizational Development Total Budget ‐ $2,514,788 136 City of Peoria FY 2016 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. FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 100% 100% 100% 100% Percentage of new hires and competitively selected probationary employees that pass probation 91% 92% 92% 90% Number of classification reviews per total number of classifications 17% 47% 20% 30% Conduct exit interviews on 95% of employees who voluntarily depart from the City 68% 70% 75% 95% Percent of employees that voluntarily leave and would recommend the City as a place of employment for others 98% 95% 95% 90% Entry of employee job record and benefit transactions with an error rate of less than 5% 95% 99.91% 97% 95% Percent of employees experiencing work related injuries returned to light duty per number of employees injured 93% 100% 93% 95% Performance Measure Completion of all identified/required audits 137 City of Peoria FY 2016 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 prioritizes 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 138 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 2016 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 Implementation Application Support/Maintenance Application Upgrades Supervisory Functions Planning & Budgeting Activities Desktop Support Desktop Support is responsible for providing first and second level 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 139 City of Peoria FY 2016 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 Project Initiation & Planning Vendor Selection/Contracting 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 Infrastructure Maintenance Dispatch Console Installation, Maintenance & Repair 140 City of Peoria FY 2016 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Maintenance Costs Internal Services Charges Total Cost of Service Administration 4.0 $526,253 $11,054 $0 $101,498 $638,805 Application System Support 9.0 $1,027,586 $48,609 $1,219,343 $228,170 $2,523,708 Desktop Support 5.0 $516,934 $111,080 $39,793 $129,868 $797,675 Geographic Information Systems (GIS) Support 6.0 $556,579 $36,406 $244,193 $152,646 $989,824 Network Support 8.0 $910,989 $242,353 $628,813 $205,392 $1,987,547 Project Management 3.0 $381,655 $5,763 $0 $75,524 $462,942 Radio Support Services 2.0 $208,620 $649,433 $0 $91,910 $949,963 Security Administration 1.0 $108,073 $2,900 $6,329 $25,175 $142,477 Special Systems 2.0 $215,735 $2,801 $340,492 $50,349 $609,377 40.0 $4,452,424 $1,110,399 $2,478,963 $1,060,532 $9,102,318 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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. 141 City of Peoria FY 2016 Annual Program Budget Information Technology Department Information Technology Budget Allocation 2% 7% Administration 7% Applications 10% Desktop 28% 5% GIS Network Project Mgmt 22% Radio 9% Security 11% Special Systems Total Budget: $9,102,318 142 City of Peoria FY 2016 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 97% 94% 96% 98% 98% 98% 98% 100% 100% 100% 100% 100% 100% 99.99% 100% 100% % of GIS staff time spent working on ad hoc projects 15% 12% 15% 20% % of GIS staff time spent working on IT support issues N/A 6% 5% 5% % of GIS staff time spent working on data maintenance 50% 53% 50% 45% % of GIS staff time spent working on GIS Steering Committee projects 35% 29% 30% 35% 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) 143 City of Peoria FY 2016 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. 144 City of Peoria FY 2016 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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) 145 City of Peoria FY 2016 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. Key Outcome Measures Municipal Court Case Management Case Management is the process of moving a case through the Court system for preadjudication, case adjudication, and postadjudication.  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. 146 City of Peoria FY 2016 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 $219,966 $26,666 $44,905 $291,538 Court Administration and Support Services 2.13 Court Security 4.00 $251,390 $30,476 $51,320 $333,186 Case Management 13.44 $989,848 $119,999 $202,073 $1,311,919 Protective Orders 0.97 $78,559 $9,524 $16,038 $104,121 Community Outreach 0.36 $31,424 $3,809 $6,415 $41,648 TOTAL 20.9 $1,571,187 $190,474 $320,750 $2,082,411 The budget amounts listed above include all costs for that service or program for FY2015. 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% 14% Court Security 16% Case Management Protective Orders 63% Community Outreach Total Budget - $2,082,411 147 City of Peoria FY 2016 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target <1% <1% < 1% <1% % of cases adjudicated (Cases closed/Cases opened) *124% *112% *110% *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. 148 City of Peoria FY 2016 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 news media and includes researching, developing and distributing news releases and media advisories,  Graphic design completions responding to media inquiries and interview requests,  % increase in website usage monitoring news coverage and managing the overall city reputation as presented in the news media. In a  % increase in social media usage typical month, the department generates more than 25  Increase in media placement and news items, and of those items, more than 80 stories media value will be published in various newspapers. The value of these news stories is nearly immeasurable. Potential readership of these articles in the papers is reaching more than two million people each month. 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 $200,000 in comparable advertising space. In addition, television coverage of events and programs is an important component of our media strategy. 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. 149 City of Peoria FY 2016 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), Economic Development videos, 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 up-to-date content for the websites. 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 2014, the City saved approximately $276,000 in graphic design fees on 433 completed projects. In addition, using our service has created a branded professional look for the City in all of its communications. 150 City of Peoria FY 2016 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 $255,248 $98,301 $86,891 $440,440 Media Relations .79 $82,982 $31,958 $28,249 $143,188 Video Production Services 2.11 $221,635 $85,356 $75,449 $382,440 Web Communications 1.84 $193,274 $74,434 $65,794 $333,502 Internal Communications and Support 0.65 $68,276 $26,295 $23,242 $117,813 Graphic Design .18 $18,907 $7,282 $6,436 $32,625 8.00 $840,322 $323,625 $286,061 $1,450,008 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 2% 8% 31% External Communications Media Relations 23% Video Production Services Web Communications Internal Communications and Support Graphic Design 10% 26% Total Budget - $1,450,008 151 City of Peoria FY 2016 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. Leadership and Image Council Goal Expected Outcome Provide timely and accurate information to Peoria's external stakeholders Performance Measure FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target Peoria Leadership Institute graduates rate the overall quality and depth of information as excellent 91% 90% 92% 90% Increase users of city's social media, e.g. Twitter and Facebook 12,507 17,346 25,000 30,000 Coverage of city-generated news items in local media (print only) 1,039 977 950 1000 Increase Media value $4,133,160 $4,846,831 $4,510,555 5,000,000 Increase media impressions (print only) 42,000,000 47,712,109 47,475,534 50,000,000 Increase viewers of Channel 11 programming via YouTube and web stream 45,723 YT 20,457 ws 45,045 YT 12,319 ws 50,000 YT 15,000 ws +5% 125 115 120 120 195 rec 194 pot 96 rec 93 pot 100 rec 95 pot 99.5% 97% 95% Increase www.PeoriaAZ.GOV user sessions 1,147,854 1,130,013 1,150,000 1,200,000 All request for web content changes are responded to by e-mail within 24 hours and completed within 48 hours 1,458 rec 1,454 pot 99.7% 1,660 rec 1,655 pot 99.6% 1,400 rec 1,390 pot 99.3% 95% 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. 152 99% Council Goal Expected Outcome Leadership and Image City of Peoria FY 2016 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target Increase use of CityNet , the employee intranet website, outside of homepage 530,497 623,321 575,540 600,000 Graphic design collateral which meets city graphic standards: projects 457 441 450 400 Completed projects 451 433 440 400 1,850 hrs $277,500 1,843 hrs $276,450 1,850 hrs $277,500 1500 hrs External cost equivalent 153 City of Peoria FY 2016 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 strengthen neighborhoods. DEPARTMENT FUNCTIONS Planning & Community Development Administration The Administration Division provides overall management, direction and support for the Community & Strategic Planning and Community Investment divisions. In addition, the Administration Division is responsible for the management and support of the department’s overall budget and policy initiatives. A majority 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        154 % 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 – pertaining to development, open space and housing choice Civic engagement efforts – appeal rates on development cases City of Peoria FY 2016 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 $83,137 $4,882 $4,866 $92,884 Administrative Support 1.60 $175,695 $10,317 $10,283 $196,295 Manage the Department's Budget 0.40 $44,340 $2,604 $2,595 $49,538 Permitting System Support .75 $83,137 $4,882 $4,866 $92,884 TOTAL 3.5 $386,308 $22,685 $22,609 $431,602 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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. Includes part time contract administrative assistance. 155 City of Peoria FY 2016 Annual Program Budget Planning and Community Development Department Community & Strategic Planning Division The overarching purpose of this division is to guide the physical development of the city. This is accomplished through strategic planning, development review, preservation of physical, cultural and historic attributes, and ensuring codes and policies advance the General Plan and Council goals. 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. multimodal 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. P83) Coordinate Citywide Historic Preservation Functionally, the two highest cost drivers are Zoning Administration (50%) and Strategic Planning (36%). Zoning Administration generally consists of current development proposals 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 processed several requests from landowners (particularly large master-planned communities) to amend their existing entitlements to reposition their properties for the new development patterns that are emerging. This activity level continued through FY15 with several key entitlements in current growth areas near Vistancia and the central corridor generally between Beardsley 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 a zoning overlay for signs within the P83 District. Other major efforts include:      Finalization of the Sonoran Preservation Program Completion of the Integrated Utilities Master Plan. Completion the Weedville Historic Resource Report Completion of a Westland Road alignment study from Loop 303 to El Mirage Road Development of a new Donation Bin Ordinance 156 City of Peoria FY 2016 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 4.78 $449,442 $100,222 $80,110 $629,775 Strategic Planning 1.93 $181,469 $240,466 $32,346 $454,282 Development Codes/Standards 1.03 $98,846 $21,596 $17,262 $135,705 Historic Preservation 0.26 $24,447 $5,451 $4,357 $34,256 TOTAL 8.00 $752,205 $367,736 $134,076 $1,254,017 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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. 157 City of Peoria FY 2016 Annual Program Budget Planning and Community Development Department Community Investment Division The purpose of this division is to provide programs and services to residents, neighborhood associations, and non-profit partners to 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)  Neighborhood Pride Program General Fund & Neighborhood Grant Administration  HOA Academy Neighborhood Livability  Emergency Home Repair Program Foreclosure Assistance  Outreach / Partnership Development Human Services  Water Payment Assistance Program Functionally, the two highest cost drivers are Grant Administration (42%) and Human Services Administration (28%). 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). Through partnerships with Chicanos Por La Causa and Habitat for Humanity in the administration of its $1.3 million NSP3 grant (Neighborhood Stabilization Project), a total of 11 foreclosed homes have been purchased, rehabilitated and resold 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. The Division continues to expand the City’s Human Services coordination capacity through work with both for-profit and non-profit service providers which help residents with issues affecting their quality of life. The City has branded this focused effort as “Peoria SUPPORT” which stands for Services Uniting to Provide People with Opportunities, Resources and Training. As part of this effort, monthly awareness seminars have been established to provide outreach on specific topics of concern such as financial awareness, grandparents raising grandchildren and understanding the Affordable Care Act. Additionally, the City is establishing a human services presence on a regional basis through organizations such as the West Valley Human Services Alliance and the Maricopa Association of Governments (MAG). 158 City of Peoria FY 2016 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Community Investment Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Grants Administration 1.73 $162,737 $181,048 $19,098 $362,882 Neighborhood Programs Administration .75 $70,471 $78,400 $8,270 $157,141 Community Outreach & Partnerships 0.44 $41,708 $46,401 $4,895 $93,004 Human Services Administration 1.16 $109,213 $121,501 $12,817 $243,531 TOTAL 4.08 $384,128 $427,350 $45,080 $856,558 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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 $86,979 paid by administrative funding from the U.S. Department of Housing and Urban Development (HUD). 159 City of Peoria FY 2016 Annual Program Budget Planning and Community Development Department Performance Report Planning and Community Development Department The Planning and Community Development Department uses performance measures 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” FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 9 9 3 4 100% 75% 100% 100% 119% 100% 100% 100% 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 160 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% 80% 60% City of Peoria FY 2016 Annual Program Budget Enhance Current Services Council Goal Expected Outcome 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 Enhance Human Services through volunteers Increase Human Services volunteer base Perform outreach related to Community Investment programs Continuously assess Human Services needs and assets Planning and Community Development Department Performance Measure Average turnaround time (in days) for Site Plan Reviews; service expectation is 21 days for 1st review and 21 days for 2nd review Average turnaround time (in days) for Preliminary Plats; service expectation is 21 days for 1st review and 21 days for 2nd review Average turnaround time (in days) for Rezones (non-PCD); service expectation is 21 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 13/1st 9/2nd 22/1st 12/2nd 19/1st 20/2nd 21/1st 21/2nd N/A 20/1st 21/2nd 18/1st 16/2nd 21/1st 21/2nd N/A 31/1st 20/2nd 20/1st 23/2nd 21/1st 21/2nd 100% 90% 100% 100% 100% 100% 100% 100% N/A N/A $7.0M D $7.1M N/A N/A 12,100 12,705 N/A N/A 16 16 N/A N/A 38 24 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) D Volunteer labor value per hour in Arizona according to the Corporation for National & Community Service ($22.50) B 161 City of Peoria FY 2016 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, accreditation requirements 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, crime analysis, strategic planning and the School Resource Officer Program. 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), traffic enforcement, accident investigation and reconstruction and the Special Investigations related to gang and drug concerns. 162 City of Peoria FY 2016 Annual Program Budget Police Department Personnel and Training Services Personnel and Training Services is responsible for recruitment and background investigations, firearms training and weapons inventory, 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, payroll, budget/financial management, grant administration, fleet, equipment and technology, property and evidence standards and compliance and records management. 163 City of Peoria FY 2016 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Administration Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.00 $147,658 $16,187 $10,927 $174,772 3.00 $488,499 $53,551 $36,150 $578,201 1.00 $98,377 $10,785 $7,280 $116,442 4.00 $828,522 $90,826 $61,313 $980,661 1.00 $84,616 $9,276 $6,262 $100,154 11.00 $1,647,672 $180,625 $121,932 $1,950,229 Administrative Functions Professional Standards Functions Public Information/Media Relations Management of Police Department Operations Accreditation Administration TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 Administrative Functions 9% 18% Professional Standards Functions Public Information/Media Relations 37% Management of Police Department Operations Accreditation Administration 27% 9% Total Budget: $1,950,229 164 City of Peoria FY 2016 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Patrol Services Activity Description Operations Management Administrative Support Provide Strategic Planning Information School Resource Officer Program TOTAL Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 89.10 $10,448,381 $1,970,625 $683,772 $13,102,778 42.90 $5,296,746 $998,997 $346,634 $6,642,377 2.00 $144,450 $27,244 $9,453 $181,147 2.00 $196,602 $37,080 $12,866 $246,548 4.00 $453,587 $85,549 $29,684 $568,820 140.00 $16,539,766 $3,119,495 $1,082,410 $20,741,671 The budget amounts listed above include all costs for that service or program for FY2015. 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 1% Budget Allocation 1% 3% Operations Management 31% Administrative Support Provide Strategic Planning Information 64% School Resource Officer Program Total Budget: $20,741,671 165 City of Peoria FY 2016 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Criminal Investigations Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 12.83 $1,541,559 $179,050 $139,357 $1,859,966 2.55 $271,447 $31,528 $24,539 $327,513 10.15 $1,235,555 $143,508 $111,694 $1,490,757 1.40 $109,288 $12,694 $9,880 $131,862 2.07 $225,991 $26,249 $20,430 $272,669 1.00 $80,986 $9,406 $7,321 $97,714 30.00 $3,464,826 $402,435 $313,220 $4,180,481 Investigations Courts Administrative Duties AFIS and Photo Systems Public Relations Pawn Functions TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 3% 5% 7% Investigations Courts 43% Administrative Duties AFIS and Photo Systems 34% Public Relations Pawn Functions 8% Total Budget: $4,180,481 166 City of Peoria FY 2016 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Neighborhood Services Activity Description Administrative Duties Field Operations (City Code/Animal Control) Community Relations TOTAL Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 6.71 $643,515 $117,245 $22,888 $783,649 13.12 $1,083,267 $197,366 $38,529 $1,319,163 1.67 $144,042 $26,244 $5,123 $175,408 21.50 $1,870,824 $340,856 $66,541 $2,278,220 The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Neighborhood Services Budget Allocation 8% Administrative Duties 31% Field Operations (City Code/Animal Control) Community Relations 61% Total Budget: $2,278,220 167 City of Peoria FY 2016 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 8.69 $1,077,942 $137,798 $45,507 $1,261,247 1.35 $163,213 $20,864 $6,890 $190,967 3.71 $445,611 $56,965 $18,812 $521,387 0.10 $8,388 $1,072 $354 $9,814 1.75 $296,958 $37,962 $12,536 $347,456 0.20 $25,476 $3,257 $1,076 $29,809 1.20 $152,858 $19,541 $6,453 $178,852 8.50 $1,045,352 $133,632 $44,131 $1,223,115 1.30 $153,547 $19,629 $6,482 $179,657 5.40 $683,802 $87,414 $28,868 $800,083 0.80 $99,090 $12,667 $4,183 $115,940 33.00 $4,152,236 $530,800 $175,292 $4,858,328 Enforcement of State Traffic Laws Traffic Safety Programs Administration Office and administrative duties Maintains readiness of traffic equipment Management of Operations Education Other Investigations Courts Administration Public Relations TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 Traffic Safety Programs Administration 3% Office and administrative duties Maintains readiness of traffic equipment 16% 26% Management of Operations 4% Education Other 4% 26% Investigations 11% Courts Administration 5% Total Budget: $4,858,328 4% 1% Public Relations 0.01% 168 City of Peoria FY 2016 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Personnel and Training Services Activity Description Recruitment / Background Investigations Firearms / Armory Training Administration & Management TOTAL Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 1.80 $194,203 $79,538 $26,564 $300,306 1.10 $146,999 $60,205 $20,108 $227,312 1.10 $162,239 $66,447 $22,192 $250,878 1.00 $115,288 $47,217 $15,770 $178,275 5.00 $618,729 $253,407 $84,634 $956,770 The budget amounts listed above include all costs for that service or program for FY2015. 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. Personnel and Training Services Budget Allocation Recruitment / Background Investigations 20% 36% Firearms / Armory Training 22% Administration & Management 22% Total Budget: $956,770 169 City of Peoria FY 2016 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 $780,438 $96,641 $79,836 $956,914 9.40 $752,457 $93,176 $76,973 $922,606 1.75 $140,656 $17,417 $14,389 $172,462 2.70 $240,578 $29,790 $24,610 $294,978 0.83 $88,796 $10,995 $9,083 $108,874 5.55 $459,639 $56,917 $47,019 $563,575 2.10 $205,622 $25,462 $21,034 $252,118 1.47 $117,749 $14,581 $12,045 $144,374 33.50 $2,785,934 $344,979 $284,990 $3,415,903 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 FY2015. 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 Dispatch and coordinate radio activity 6% 4% Process warrants 29% Trouble shoot/coordinate equipment 17% Coordinate police technical projects 3% Perform clerical support activities 8% 5% Management of the Communications Center Enter Code compliance calls 28% Total Budget: $3,415,903 170 City of Peoria FY 2016 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Administrative Support Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.85 $296,407 $47,649 $29,036 $373,092 1.00 $89,137 $14,329 $8,732 $112,198 1.15 $116,281 $18,693 $11,391 $146,364 5.45 $382,942 $61,560 $37,513 $482,015 2.55 $200,228 $32,188 $19,615 $252,031 4.00 $345,890 $55,603 $33,884 $435,377 1.00 $74,622 $11,996 $7,310 $93,928 18.00 $1,505,506 $242,017 $147,481 $1,895,004 Maintain fiscal responsibility Maintain readiness of vehicles & equipment Strategic Planning Records Management Customer Service Property & Evidence Management Administrative Support TOTAL The budget amounts listed above include all costs for that service or program for FY2015. 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 6% Maintain readiness of vehicles & equipment Strategic Planning 16% 22% Maintain fiscal responsibility 6% Records Management 6% Customer Service 14% Property & Evidence Management 30% Administrative Support Total Budget: $1,895,004 171 City of Peoria FY 2016 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 80% 2% 75% 4% 80% 4% 82% 3% 93% 96% 96% 96% 100% 100% 100% 100% Average response time to priority one calls (CY) -Call to Dispatch (CY) -Dispatch to Arrival (CY) 1:51 4:38 1:45 4:47 1:43 4:45 1:30 4:30 Overall calendar year to year change in UCR Part I (CY) - Violent Crimes (CY) - Property Crimes (CY) -13.9% -18.0% -4.3% -13.9% -5.0% -10.0% -5.0% -10.0% 24.0% 24.1% 24.5% 25% 83% 83% 83% 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” (CY) 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 40.00 30.00 20.00 10.00 0.00 2.50 1.50 0.50 CY2012 CY2013 CY2014 CY2012 Peoria CY2013 Peoria 172 CY2014 City of Peoria FY 2016 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       173 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 2016 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 $226,025 $14,044 $262,567 $502,636 Internal Customer Service 1.80 $221,415 $29,456 $254,761 $505,632 External Customer Service 1.47 $177,062 $12,090 $208,280 $397,432 Staff Development 1.38 $178,049 $18,986 $195,861 $392,896 Develop/Implement Policy & Procedures 1.13 $156,647 $15,244 $160,024 $331,915 Business & Technology Support to Divisions 0.87 $100,334 $10,453 $124,897 $235,684 Totals 8.50 $1,059,532 $100,273 $1,206,390 $2,366,195 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Public Works-Utilities Administration Budget Allocation Develop/Monitor Operating & CIP Budget 10% 21% Internal Customer Service 14% External Customer Service Staff Development 21% 17% Develop/Implement Policy & Procedures 17% Business & Technology Support to Divisions Total Budget: $2,366,195 174 City of Peoria FY 2016 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 $1,317,847 $541,410 $425,426 $2,284,683 Technical Operations 9.00 $797,704 $447,256 $271,092 $1,516,052 Utility Management 0.00 $0 $978,743 $60,478 $1,039,221 Operating Project Management 5.00 $555,103 $129,630 $102,409 $787,142 Facilities Administration 3.00 $304,103 $7,260 $88,349 $399,712 38.75 $2,974,757 $2,104,299 $947,754 $6,026,810 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2015. 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% 38% Technical Operations Utility Management 17% Operating Project Management Facilities Administration 25% Total Budget: $6,026,810 175 City of Peoria FY 2016 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 714 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 $59,344 $2,106,589 $39,315 $2,205,248 Vehicle and Equipment Repair 9.13 $733,090 $134,163 $569,775 $1,437,028 Parts 0.37 $40,080 $1,023,449 $23,090 $1,086,619 Sublet (vendor) 0.60 $57,083 $332,219 $37,445 $426,747 Asset Acquisition, Management, Reporting 0.70 $73,906 $17,455 $43,685 $135,046 Vehicle Wash 0.07 $5,105 $30,582 $4,369 $40,056 11.50 $968,608 $3,644,457 $717,679 $5,330,744 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Fleet Maintenance Budget Allocation 3% Fuel Management 1% Vehicle and Equipment Repair 8% 41% 20% Parts Sublet (vendor) Asset Acquisition, Management, Reporting Vehicle Wash 27% Total Budget: $5,330,744 176 City of Peoria FY 2016 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 $221,238 $305,449 $188,630 $715,317 Budget Management 0.55 $53,469 $54,192 $33,467 $141,128 Personnel Management 0.35 $37,802 $34,487 $21,297 $93,586 Totals 4.0 $312,509 $394,128 $243,394 $950,031 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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: $950,031 177 City of Peoria FY 2016 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 52,000 households. Residential service also includes once a year bulk trash collection, Christmas tree disposal, Household Hazardous Waste disposal and special haul services. Cost of Service Breakdown - Residential Trash/Recycling Collection Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Automated Trash/Recycling Collection 25.27 $1,933,231 $2,639,162 $1,720,910 $6,293,303 Container Repair and Delivery 1.52 $119,517 $277,432 $104,215 $501,164 Loose Trash Collection 1.87 $154,367 $191,902 $127,033 $473,302 Program Management/Administration 1.58 $121,976 $162,222 $107,280 $391,478 Special Hauls/Christmas Tree Disposal 1.56 $121,994 $160,005 $105,917 $387,916 31.80 $2,451,085 $3,430,723 $2,165,355 $8,047,163 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2015. 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 5% Automated Trash/Recycling Collection 5% 6% Container Repair and Delivery 6% Loose Trash Collection Program Management/Administration 78% Special Hauls/Christmas Tree Disposal Total Budget: $8,047,163 178 City of Peoria FY 2016 Annual Program Budget Public Works-Utilities Department Solid Waste Division – Commercial Collection The Commercial operation provides trash collection service to approximately 380 accounts citywide, 220 of which are businesses. The Solid Waste division competes with a number of private waste collection companies for general business customers. Apartment complexes makeup 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 5.03 $406,460 $682,941 $476,100 $1,565,501 Roll-Off 2.08 $154,321 $283,710 $197,782 $635,813 Program Management/Administration 0.59 $49,250 $79,846 $55,663 $184,759 Totals 7.70 $610,031 $1,046,497 $729,545 $2,386,073 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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 27% Roll‐Off 65% Total Budget: $2,386,073 Total Budget: $2,386,073 179 Program Management/Administration City of Peoria FY 2016 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 $1,376,853 $1,134,585 $617,006 $3,128,444 Street Lights & Traffic Signals 6.00 $487,338 $1,882,356 $398,176 $2,767,870 Street Signs & Striping 7.00 $542,600 $276,641 $318,021 $1,137,262 Administration 5.80 $541,909 $52,478 $252,121 $846,508 Street Sweeping 4.00 $314,971 $247,411 $217,472 $779,854 38.80 $3,263,671 $3,593,471 $1,802,796 $8,659,938 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2015. 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% Street Maintenance 10% 36% 13% Street Lights and Traffic Signals Street Signs and Striping Administration Street Sweeping 32% Total Budget: $8,659,938 180 City of Peoria FY 2016 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 $151,564 $39,207 $105,238 $296,009 Grounds/Landscape 0.64 $54,054 $80,708 $90,437 $225,199 Project Management 1.08 $66,097 $17,058 $95,864 $179,019 Inspections/Inventory 0.64 $54,054 $10,183 $90,437 $154,674 Totals 4.20 $325,769 $147,156 $381,976 $854,901 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Stormwater Budget Allocation 18% Operations & Maintenance 35% Grounds/Landscape Project Management 21% Inspections/Inventory 26% Total Budget: $854,901 181 City of Peoria FY 2016 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 $277,274 $336,698 $35,325 $649,297 Non-ADA Call Center Support-Staff Operations 1.38 $87,127 $54,100 $31,141 $172,368 Transit Management Administrative Support 0.80 $68,873 $56,157 $30,208 $155,238 ADA Service-Field Operations 0.87 $60,357 $49,665 $30,320 $140,342 ADA Call Center Support-Staff Operations 0.37 $24,231 $32,078 $29,516 $85,825 ADA and Non-ADA Customer Service 0.05 $4,899 $21,090 $29,001 $54,990 Trip Reduction Program Administration 0.05 $4,899 $21,090 $29,001 $54,990 Totals 7.50 $527,660 $570,878 $214,512 $1,313,050 Activity Description Transit Division Budget Allocation Non‐ADA Service‐Field Operations 4% 4% 7% 11% 49% 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% 13% Trip Reduction Program Administration Total Budget: $1,313,050 182 City of Peoria FY 2016 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 $400,641 $1,375,645 $291,565 $2,067,851 Maintain Treatment Process Equipment 4.31 $424,965 $368,622 $296,332 $1,089,919 Regulatory Compliance & Customer Service 3.31 $343,412 $11,517 $291,120 $646,049 Maintain & Monitor SCADA 2.63 $243,565 $25,999 $290,106 $559,670 Maintain Building & Grounds 0.23 $18,356 $104,527 $286,595 $409,478 15.00 $1,430,939 $1,886,310 $1,455,718 $4,772,967 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Treatment Plants Budget Allocation Operate Treatment Plant 9% 12% 43% Maintain Treatment Process Equipment Regulatory Compliance & Customer Service 13% Maintain & Monitor SCADA 23% Maintain Building & Grounds Total Budget: $4,772,967 183 City of Peoria FY 2016 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 $517,054 $2,696,141 $416,324 $3,629,519 Maintain Process Equipment 7.30 $713,164 $969,509 $422,444 $2,105,117 Dispose of Biosolid Waste 0.60 $43,220 $961,165 $233,409 $1,237,794 Regulatory Compliance & Customer Service 3.75 $411,478 $13,351 $413,885 $838,714 Maintain & Monitor SCADA 2.60 $259,695 $30,737 $411,404 $701,836 Maintain Building & Grounds 0.45 $39,106 $131,932 $406,472 $577,510 20.00 $1,983,717 $4,802,835 $2,303,938 $9,090,490 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Reclamation Facilities Budget Allocation Operate Treatment Plant 6% Maintain Process Equipment 8% 9% 40% Dispose of Biosolid Waste Regulatory Compliance & Customer Service Maintain & Monitor SCADA 14% Maintain Building & Grounds 23% Total Budget: $9,090,490 184 City of Peoria FY 2016 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 NonPersonnel Costs Internal Services Charges Total Cost of Service Maintain Wells & Boosters 4.20 $342,367 $2,122,515 $258,592 $2,723,474 Chlorine Maintenance Program Regulatory Compliance & Customer Service 2.50 $206,843 $146,180 $252,871 $605,894 0.98 $91,809 $4,743 $247,755 $344,307 Reservoir Maintenance 0.52 $50,980 $3,795 $246,207 $300,982 Totals 8.20 $691,999 $2,277,233 $1,005,425 $3,974,657 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Production Services Budget Allocation Maintain Wells & Boosters 8% 9% Chlorine Maintenance Program 15% Regulatory Compliance & Customer Service 68% Total Budget: $3,974,657 185 Reservoir Maintenance City of Peoria FY 2016 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 $273,485 $68,882 $222,370 $564,737 Fire Hydrant Maintenance Program 2.75 $227,095 $64,558 $218,878 $510,531 Valve Maintenance Program 2.65 $207,011 $62,128 $218,295 $487,434 Regulatory Compliance & Customer Service 1.08 $105,363 $10,402 $209,148 $324,913 Water Distribution System Flush 0.72 $63,635 $43,564 $207,093 $314,292 10.55 $876,589 $249,534 $1,075,784 $2,201,907 Totals The budget amounts listed above include all costs for that service or program for FY2015. 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: $2,201,907 186 Water Service and Maintenance Repairs Fire Hydrant Maintenance Program Valve Maintenance Program Regulatory Compliance & Customer Service Water Distribution System Flush City of Peoria FY 2016 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 $191,986 $170,642 $97,777 $460,405 Sewer Main Line Cleaning 2.03 $150,884 $61,374 $92,012 $304,270 Manhole Treatment (Roach Control) 0.48 $40,441 $155,495 $74,147 $270,083 Regulatory Compliance & Customer Service 1.22 $108,412 $24,229 $82,676 $215,317 Close Circuit Television (CCTV) Sewer Line Inspection 1.03 $73,588 $43,171 $80,486 $197,245 Rehabilitate Sewer Manholes 0.48 $41,915 $73,828 $74,147 $189,890 Sanitary Sewer Overflows (SSO) 0.48 $38,803 $38,430 $74,147 $151,380 Totals 8.25 $646,029 $567,169 $575,392 $1,788,590 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. WW Collection/Prevention Budget Allocation Inspection and Maintenance of Lift Stations Sewer Main Line Cleaning 8% 26% 11% 11% 17% 12% 15% Manhole Treatment (Roach Control) Regulatory Compliance & Customer Service Close Circuit Television (CCTV) Sewer Line Inspection Rehabilitate Sewer Manholes Sanitary Sewer Overflows (SSO) Total Budget: $1,788,590 187 City of Peoria FY 2016 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 $124,846 $32,683 $42,715 $200,244 Emergency Blue Stake Requests 0.20 $17,835 $4,366 $39,415 $61,616 Respond to Blue Stake Requests Timely 0.20 $17,835 $4,366 $39,415 $61,616 Customer Service 0.20 $17,835 $2,791 $39,415 $60,041 Totals 2.00 $178,351 $44,206 $160,960 $383,517 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Blue Staking Budget Allocation Locate Peoria Underground Utilities 16% Emergency Blue Stake Requests 16% 52% Respond to Blue Stake Requests Timely Customer Service 16% Total Budget: $383,517 188 City of Peoria FY 2016 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 $164,904 $193,387 $78,886 $437,177 Manage Water Portfolio & Develop Supplies 1.42 $148,046 $89,914 $78,345 $316,305 Prepare Monthly/Annual Reports 1.00 $93,442 $3,977 $77,861 $175,280 Analyze Water Supply & Demand 0.68 $67,487 $2,910 $77,491 $147,888 Review Plans 0.50 $47,544 $2,213 $77,293 $127,050 Totals 5.50 $521,423 $292,401 $389,876 $1,203,700 The budget amounts listed above include all costs for that service or program for FY2015. 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% 36% Manage Water Portfolio & Develop Supplies Prepare Monthly/Annual Reports 15% Analyze Water Supply & Demand 26% Review Plans Total Budget: $1,203,700 189 City of Peoria FY 2016 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 $203,182 $143,966 $86,456 $433,604 Perform Compliance & Operational Laboratory Testing 1.90 $145,969 $195,182 $86,167 $427,318 Prevent Backflow & Cross Connection 0.89 $79,209 $61,853 $84,716 $225,778 Review Plans 0.27 $27,389 $11,511 $83,822 $122,722 Customer Service 0.09 $11,999 $5,202 $83,566 $100,767 Totals 5.25 $467,748 $417,714 $424,727 $1,310,189 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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% 9% 33% Perform Compliance & Operational Laboratory Testing Prevent Backflow & Cross Connection 17% Review Plans 33% Customer Service Total Budget: $1,310,189 190 City of Peoria FY 2016 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 1.98 $168,902 $74,437 $48,771 $292,110 Wastewater Regulations 1.08 $93,812 $132,193 $47,171 $273,176 Biosolids Regulations 0.74 $64,986 $30,307 $46,548 $141,841 Customer Service 0.78 $68,782 $7,556 $46,637 $122,975 Air Quality Regulations 0.46 $41,274 $13,394 $46,059 $100,727 Review Plans 0.21 $22,310 $2,009 $45,615 $69,934 Totals 5.25 $460,066 $259,896 $280,801 $1,000,763 Activity Description The budget amounts listed above include all costs for that service or program for FY2015. 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 7% Wastewater Regulations 10% 29% Biosolids Regulations 12% Customer Service Air Quality Regulations 14% 28% Review Plans Total Budget: $1,000,763 191 City of Peoria FY 2016 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 $77,700 $12,804 $17,245 $107,749 Household Hazardous Waste Events 0.20 $18,397 $71,187 $15,385 $104,969 Compliance with Maricopa County and ADEQ 0.55 $54,150 $6,386 $16,315 $76,851 Recycling Outreach & Education 0.15 $14,306 $9,051 $15,252 $38,609 Identify, Evaluate & Implement Sustainable Recycling Initiatives 0.20 $19,414 $867 $15,385 $35,666 Totals 2.00 $183,967 $100,295 $79,582 $363,844 The budget amounts listed above include all costs for that service or program for FY2015. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Environmental Services Budget Allocation Reduce Recycling Contamination Levels & Increase Diversion Rate 10% 30% 10% Household Hazardous Waste Events Compliance with Maricopa County and ADEQ 21% Recycling Outreach & Education 29% Total Budget: $363,844 192 Identify, Evaluate & Implement Sustainable Recycling Initiatives City of Peoria FY 2016 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. Enhance Current Services/Total Planning Council Goal FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target 62% 62% 62% 75% 8,764 9,114 8,939 8,939 3,635 3,691 3,663 3,663 $0.66 $1.58 $0.65 $1.67 $0.70 $1.66 <$0.84 <$1.73 $0.22 $0.50 $0.23 $0.49 $0.22 $0.53 $0.23 $0.56 100% 100% 100% 100% Number of drinking water tests run 11,223 9,399 10,311 10,311 Number of wastewater tests run 2,846 918 1,882 1,882 Percent of lost and unaccounted for water 4.97% 5.53% 5.26% <10% Expected Outcome Performance Measure Provide Water and Wastewater Treatment Services % of residents rating the quality of drinking water service as good or excellent 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) 193 City of Peoria FY 2016 Annual Program Budget Council Goal Expected Outcome Performance Measure FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 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 35.41% 36.05% 21.20% 20% Clean all wastewater mains on a 5 year cycle 8.41% 5.71% 10.73% 20% Pest control treatment of manholes on a 2 year cycle 46.15% 50% 50% 50% Total number of roll-off containers serviced 2,523 2,572 2,580 2,580 Average number of front load containers serviced each month 7,947 8,007 8,038 8,038 Recycling diversion rate 23% 23% 24% 25% Total landfill tonnage collected 47,717 47,986 48,650 48,650 Total recycled tonnage collected 14,378 14,565 15,422 15,900 93% 93% 93% >90% Total trips provided 32,172 33,308 33,312 >33,000 % of trips scheduled compared to trips requested 100% 97% 100% 100% Total kilowatts used (in millions) 7.68 7.74 7.88 7.80 Total electricity cost (in thousands) $777.4 $802.5 $842.0 $849.0 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 194 City of Peoria FY 2016 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 FY2013 Actual FY2014 Actual FY2015 Estimate FY2016 Target Maintain City's fleet "inservice" at 90% or better each month 93.7% 95.1% 95.0% >90% % of repairs with a one day turnaround time 67.3% 72.7% 72.5% >70% Customer Service Satisfaction 89.6% 95.1% 95.0% >90% Total gallons of biodiesel fuel consumed 326,686 310,654 330,059 330,059 Total gallons of unleaded fuel consumed 325,790 328,133 328,400 328,400 Total gallons of ethanol fuel consumed 15,433 10,539 14,000 15,000 15% 42% 33% 33% 8.0 10.0 8.0 8.0 4.0 6.0 4.0 4.0 100% 100% 100% 100% 5.2 5.0 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 195 City of Peoria FY 2016 Annual Program Budget Programs 196 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 10year plan for addressing present and future infrastructure needs. The Community Center in Old Town Peoria was recently remodeled and expanded. Peoria’s CIP is a 10-year balanced plan that addresses projects that are needed, or will be needed, across a broad spectrum of areas. It is balanced because we have identified funding sources based on reliable revenues to support both the capital costs and the operating costs for each project in the 10-year program. Each year, a great deal of effort is put into updating this plan to ensure not only that critical needs are being met, but also that the cost, scope and timing of all projects are coordinated throughout. Coordinating the timing of different projects in the same area is particularly important, since it helps us to minimize service disruptions. The 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 2016 capital budget is significantly higher than any of the subsequent years because it includes not only newly funded projects, but also any project costs carried over from the previous year. The last nine years of the CIP are for planning purposes; future funding is not guaranteed and the plan is subject to change. The CIP is a dynamic plan that can change significantly from year to year. At the discretion of the City Council, new projects can even be added to the capital budget after it has been adopted. Capital projects are non-routine expenditures that generally cost more than $100,000 and have a useful life of five years or more. Capital projects include design and construction, as well as the acquisition of land and the purchase of fixed assets. A fixed asset is any single item or single cohesive system that has a life expectancy of at least one year and a value of at least $5,000. All land is capitalized as a fixed asset, regardless of cost. The 10-year Capital Improvement Program totals $645,786,896. For FY 2016 alone, budgeted capital projects total $169,283,323. 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. 197 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Financial Policies  The first year of the adopted capital plan will the capital budget for that fiscal year (8.07). 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 Depart-ment. Several of the policies relate directly to the CIP, most notably Policy 8 – Capital Improvement Program. Following are some excerpts from this policy.  Periodic status reports will be presented to City Council to share project progress and identify significant issues associated with a project (8.08).  Within 90 days of the completion of a capital project, any remaining appropriated funds for the project will revert to the fund balance of the funding source (8.09).  The Capital Improvement Program will be  The city manager will annually submit a financially-balanced, multi-year Capital Improvement Program for review by the City Council (8.01). updated annually as a multi-departmental effort (8.10).  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). FY 2016-2024 CIP BY FUNDING SOURCE  The city will match programs and activities identified in the Capital Improvement Program with associated funding sources (8.03).  Efforts will be made to allocate sufficient funds in the multi-year capital plan and operating budgets for condition assessment, preventative and major maintenance, and repair and replacement of critical infrastructure assets (8.04). Funding Source 10-Year Total Pct. of Total G.O. Bonds $144,495,147 22% Revenue Bonds $128,409,260 20% MDA Bonds $30,300,000 5% Impact Fees $88,658,168 14% Operating $151,268,410 23% Outside Sources $18,722,823 3% Transportation Sales Tax $74,341,487 12% RTP-ALCP $9,591,602 1% $645,786,896 100% Total  The city’s objective is to incorporate “Pay-AsYou-Go” funding (using available cash resources) in the annual Capital Improvement Program. This will supplement funding from other sources such as IGAs, bonds, impact fees and grants (8.05). 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 identifies and prioritizes projects, estimates project costs, determines available resources and, ultimately, submits 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). 198 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 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. 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: Once project requests have been submitted and the financial parameters established, a preliminary plan is prepared for the review of the CIP Management Committee. This committee is made up of the deputy city managers and directors of city departments that have a significant stake in the delivery of capital projects (including Finance and Budget). The CIP Management Committee is responsible for evaluating project requests in light of available resources and developing a financially balanced plan that addresses City Council goals and priorities. This group also ensures that projects are properly scoped and that the timing of projects is coordinated. Once complete, the city manager forwards the recommended Capital Improvement Program to the City Council for approval.  Office buildings, police and fire stations, court facilities, libraries, and recreation centers.  Parks, trails, open space, right-of-way landscaping, and sports facilities.  Roads, bridges, sidewalks, street lights, traffic signals, and sound walls.  Storm drains, channels, retention basins, and drywells. 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.  Water and wastewater treatment plants, pipes, storage facilities, and pump stations.  Information technology infrastructure major software applications. November – December. Capital project requests are submitted to the Budget Division. Division staff use revenue forecasts and financial models to prepare a preliminary CIP. 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. 199 and City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Planning, (5) Economic Development, and (6) Leadership and Image. FY 2016-2025 CIP BY PROJECT TYPE Project Type 10-Year Total Drainage $32,218,820 5% Economic Development $48,447,437 8% Operational Facilities $29,361,930 5% Parks $56,958,859 9% Public Safety $16,611,640 3% $183,417,210 28% $79,111,196 12% Water $199,659,704 31% Total $645,786,896 100% Streets & Traffic Control Wastewater Below are some of the notable projects planned for the next three years. Pct. of Total 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. A similar need has been identified and addressed for the Beardsley Channel between 99th and 111th Avenue. This requires improved channelization as well as local storm drain connections with storm drains, catch basins scuppers and swales. Landscape and landscape irrigation will be installed. 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. Specific projects in these broad categories spring from long-range plans, City Council goals and priorities, and staff recommendations. Longrange 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. Revitalization of Peoria’s P83 Entertainment District consistent with the Peoria Sports Complex Area Urban Design Plan approved by the City Council in July 2010. Funding is for Phase I of this project, which will include entry monuments, way-finding signage, a raised landscape median, and streetscape enhancements. The goals and priorities of the City Council are another key source of capital projects. Many of the projects in the CIP, particularly those that benefit a specific neighborhood or area, come directly from the communication of concerned citizens with their elected representatives. The City Council’s Policy Goals provide near-term direction to city staff. The six broad policy goals for fiscal year 2016 are: (1) Community Building, (2) Enhance Current Services, (3) Preserve Natural Environment, (4) Total 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 200 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program parking displaced by the development. The CIP includes $30 million for this purpose. benches, drinking fountain, bike racks, signage, shade and landscaping. The City has conducted a study for the revitalization of the downtown area. The centerpiece of the revitalization is a Transit Center to support transit-oriented development. The Regional Transportation Plan also anticipates a Park and Ride facility that may be directly linked to the transit center. These facilities are included in the current plan. 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. Replacement of the Fuel Island, equipment, software, and tanks at the Municipal Operations Center and the replacement and/or upgrades to critical Communication and Information Technology Infrastructure are all addressed in this plan. Our continued commitment to the Peoria Sports Complex features a new interactive Kids Zone, 3rd base fixed seating and event space. 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. Additional space for the Police Department’s north command on the campus of the Pinnacle Peak Public Safety Facility. The building will be home to police employees providing services to the northern reaches of the city. 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. 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. 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, The San Diego Padres’ newly renovated clubhouse. 201 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Peoria's CAP allocation. This project is proposed to purchase additional treatment capacity. 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 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. 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. Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. Construction of a new concrete reservoir and booster pump station needed to expand the reclaimed water system in the Old Town area. This expansion will provide increased quantities of reclaimed water for future customers wishing to connect to the system. 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. Development in the north and northwest portions of the city will require that additional treatment capacity be added to meet the needs of continuing development in the area. The 1.1 MGD expansion to the Jomax WRF located just north of the Beardsley Canal and west of the Agua Fria River corresponds to the Vistancia master plan. Reconstruction of the west half-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. 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 portion of 202 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Impacts 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 FY2016 FY2017 FY2018 FY2019 FY2020 Drainage $0 $0 $240,000 $328,000 $328,000 Economic Development $288,965 $288,965 $288,965 $288,965 $438,965 Operational Facilities $10,000 $10,500 $135,500 $285,500 $285,500 Parks $98,700 $172,400 $1,118,700 $1,118,700 $1,262,167 Public Safety $276,200 $276,560 $276,560 $276,560 $1,833,560 Streets & Traffic $319,390 $322,440 $327,000 $346,140 $416,540 Wastewater $101,600 $101,600 $104,103 $104,103 $104,103 Water $210,725 $238,325 $243,114 $245,089 $265,189 Total $1,305,580 $1,410,790 $2,733,942 $2,993,057 $4,934,024 203 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Financing the CIP full faith and credit of the city, meaning that the debt is backed by all the revenues and resources of the city. Peoria only issues debt for projects when it truly makes sense to do so. This is determined by a number of different criteria, including the following: The Capital Improvement Program for fiscal years 2016-2025 is a $646 million investment in 182 different capital projects over the next 10 years. The program represents a significant investment of city resources in infrastructure, facilities, and recreational assets, and is designed to address the highest priority needs of the community. It is both financially feasible and can be accomplished within the suggested time frame.  The useful life of the project will not exceed the term of the bond (usually 20 years).  Pay-as-you-go financing is either not available or not sufficient to fund the project. (Pay-asyou-go financing refers to cash-based sources such as operating revenues and impact fees.) 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.  The project will benefit future residents of Peoria, so the use of pay-as-you-go financing will unfairly burden current residents. 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 General obligation bonds helped pay for Pioneer Community Park, which opened for play in fall 2013. 204 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program  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).  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). ADOT installed the first land form graphics in Peoria as part of its Grand Avenue Improvements.  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). Debt Policies. The Principles of Sound Financial Management include policies governing the use of property-tax supported bonds: 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 2016, Peoria’s secondary assessed valuation is $1.18 billion and the secondary levy is $14.7 million.  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).  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). 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  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). 205 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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. $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 55 percent since FY 2009. 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 valuation over a five-year period. The black cloud over the Valley’s housing market has finally lifted, and Peoria homeowners have seen the value of their properties increasing again over the last couple of years. As a result, city forecasts show an 8 percent increase in secondary assessed valuation for FY 2016. The chart below shows historic and projected secondary assessed valuation. 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. The table on the next page shows the city’s estimated constitutional debt limitation as of July 1, 2015. Available borrowing capacity has decreased 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. HISTORIC AND PROJECTED ASSESSED VALUATION Dollars (in Millions) 2,500 2,000 1,500 Forecasts show available capacity in both categories increasing in FY 2016, and rising steadily thereafter. This can be attributed to the aforementioned increases in assessed valuation beginning in FY 2016 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. 1,000 500 FY24 FY22 FY20 FY18 FY16 FY14 FY12 FY10 FY08 FY06 FY04 0 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 $144 million, or 22 percent, of the $646 million FY 2016-2025 CIP—compared to Voter Authorization. Regardless of whether or not the city has available revenues or constitutional capacity to issue and pay for new 206 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program CONSTITUTIONAL DEBT LIMITATION As of July 1, 2015 20% Bonds Secondary Assessed Valuation 6% Bonds $1,178,158,150 Secondary Assessed Valuation $1,178,158,150 Allowable 20% Debt Capacity $235,631,630 Allowable 6% Debt Capacity $70,689,489 Less 20% Bonds Outstanding ($143,501,558) Less 6% Bonds Outstanding ($11,824,322) Unused 20% Debt Capacity $92,130,072 Unused 6% Debt Capacity $58,865,167 PROJECTED CONSTITUTIONAL CAPACITY AFTER PLANNED BOND SALES (All Dollars in Thousands) Fiscal Year Planned Bond Sales 6% 20% 2016 $4,483 $14,097 2017 $550 2018 Projected Capacity before Bond Sales 6% Principal Outstanding on Planned Bond Sales Projected Capacity after Planned Bond Sales 20% 6% 20% 6% 20% $70,689 $102,972 $4,483 $14,097 $66,206 $88,874 $8,056 $78,944 $140,697 $4,897 $21,727 $74,047 $118,970 $959 $32,406 $85,254 $171,739 $5,708 $53,476 $79,545 $118,263 2019 $807 $12,965 $91,945 $204,428 $6,343 $64,824 $85,602 $139,604 2020 $3,737 $16,050 $99,038 $238,806 $9,888 $78,913 $89,150 $159,893 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). 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. 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. Schedule 8 in the Annual Program Budget for FY 2016 shows the original issue amount, outstanding principal amount, and debt service requirements for the city’s general obligation bonds. 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 207 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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. Revenue bonds helped pay for the Butler Drive Wastewater Reclamation Facility, the city’s largest ever capital project. Schedule 8 in the Annual Program Budget for FY 2016 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 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 bond-funded projects can only be undertaken if they have voter authorization from a citywide bond referendum. 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 utilitysupported revenue bonds to ensure the generation of sufficient revenues to meet debt service requirements, compliance with existing bond covenants, and to protect the bondholders. There are no legal or statutory limits on the amount of revenue bonds that may be issued. However, there are other constraints that limit the amount of revenue bonds that city can sell. For example, the issue will be required to have a coverage ratio of at least 1.25, which means that the projected net revenues from the project must be at least 125 percent of the highest maximum debt service requirement on outstanding bonds plus the debt service on new bonds to be 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.  Revenue bonds should typically be structured to provide level debt service over the life of the issue.  Debt service reserve funds should be provided when required by rating agencies, bond insurers, or existing bond covenants.  Interest earnings on the reserve fund balances will be used to pay debt service on the bonds 208 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program unless otherwise committed for other uses or purposes of the project.  The target for the term of revenue bonds will typically be between 20 and 30 years. The target for the average weighted maturities for revenue bonds of the city will be 12.5 years. the Peoria Center for the Performing Arts. These bonds are being repaid with the city’s half-cent sales tax revenues and with the 1 percent charge to capital projects for public art. In February 2008, the MDA issued $47 million for the construction of the missing segment of Happy Valley Road from 91st Avenue to Terramar Boulevard and for the widening of 83rd Avenue from Williams Road to Calle Lejos. These bonds are being repaid with the city’s transportation sales tax revenues. Municipal Development Authority Bonds Schedule 8 in the Annual Program Budget for FY 2016 shows the original issue amount, outstanding principal amount, and debt service requirements for MDA bonds.  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. 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 obligation 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 Seattle Mariners’ clubhouse is being financed with MDA bonds. . Development Impact Fees 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 leaserental payments that mirror the semi-annual interest and principal payments on the bonds. 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. The Peoria Municipal Development Authority has issued bonds three times in recent years for high-profile 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 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 209 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Grant and Intergovernmental Revenues 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. 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 WorksUtilities, and Governmental Affairs departments work closely with the Maricopa Association of Governments, the Water and Infrastructure Financing Authority of Arizona, and other agencies to secure pass-through federal funds, low-interest loans, and other favorable funding sources for capital projects. The Arizona State Legislature approved—and the governor signed into law—SB 1525, which changes the way cities assess, collect, use, and administer development impact fees. To comply with the new statute, the city stopped collecting impact fees for trails, open space, general government, and solid waste as of January 1, 2012. The city has updated its development fees to conform to the revised requirements of Arizona’s development fee enabling legislation. The updated fees, approved by the City Council on May 6, 2014, took 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 “Pay-As-You-Go” funding, to pay for capital projects. Pay-As-You-Go funding comes from several operating funds, including the general fund, the water and wastewater utility funds, and the streets fund. Each year, the city identifies one-time, non-recurring revenues from these funds that can be used to support capital needs. The amount available in these funds for capital projects is limited, however, because of the uncertainty of available revenues and the need to support ongoing operations. Federal dollars paid for much of the Beardsley Road Connector project, which provides enhanced freeway access for residents living in the northern reaches of Peoria. 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. . Over the last few years, Peoria has been very successful in securing or advancing outside funding for transportation projects. Nearly $70 million in federal stimulus dollars awarded to either the city or to ADOT was put to work all around the city on projects such as the Beardsley Road Extension, the widening of Loop 101 traffic interchanges at Union Hills Drive and Olive Avenue, the Grand Avenue widening, and pavement preservation projects in various 210 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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. 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. The city also has received significant outside dollars for water and wastewater projects. The United States Department of the Interior awarded $1.8 million in federal stimulus-funded Challenge Grants to Peoria for water resources sustainability enhancements. These enhancements included the construction of an additional recharge basin to bank reclaimed water from the city’s water reclamation facility, conversion of a well system from potable to non-potable water, and installation of a reclaimed water pipeline and water measuring devices. In addition, Peoria received $10 million in reduced-interest WIFA loans and $1.4 million in principal forgiveness from the 2009 federal stimulus program. These loans paid for several projects in the CIP, including trunk sewer repairs on Northern Avenue, new water lines at several locations, and upgrades to several well sites and the Beardsley Water Reclamation Facility. Major projects completed to date using primarily transportation sales tax revenues include Happy Valley Road, the 83rd Avenue widening from Williams Road to Calle Lejos Road, and the 75th Avenue and Thunderbird Road intersection improvements. Other completed projects that have been funded at least partially with this source include the Traffic Management Center, ITS Workstations at the Peoria Sports Complex, 84th Avenue Streetscape, 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 acquisition of the right of way (ROW) along Lone Mountain Parkway between Lake Pleasant Pkwy and Loop 303 and the ROW for 99th Avenue between the north boundary of the Pleasant Valley Unit 3 subdivision and Lone Mountain Parkway; the widening of 91st Avenue between Mountain View Road and Peoria Avenue; the west half-street improvements to 103rd Avenue between Northern and Olive Avenues; and noise and speed mitigation along Deer Valley Road. Transportation Sales Tax In 2004, the City Council appointed a 23member 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. 211 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program federal surface transportation program funds rather than the county sales tax. To receive disbursements of county transportation sales tax through the ALCP, a city must first expend its own sources on an eligible project and then request reimbursement up to 70 percent of those expenditures. To date, Peoria has received $53.86 million in ALCP reimbursements for the following projects: Lake Pleasant Parkway ($29.78 million), Happy Valley Road ($20.63 million), 75th Avenue and Thunderbird Road Intersection Improvements ($1.89 million), and 83rd Avenue from Butler Drive to Mountain View Road ($1.56 million). Since most of these projects were constructed in advance of the scheduled reimbursements, the city has allocated these reimbursement dollars toward other capital projects that would have used the same sources for which the original projects were reimbursed. The city was reimbursed almost $21 million for its Happy Valley Road project through Maricopa County’s Arterial Life Cycle Program. County Transportation Sales Tax (Prop. 400 Reimbursements) On November 2, 2004, Maricopa County voters approved Proposition 400, which authorized a 20-year continuation of the half-cent sales tax for transportation projects. By state law, use of the revenues from this sales tax must be consistent with the Regional Transportation Plan (RTP) adopted by the Maricopa Association of Governments (MAG) Regional Council November 25, 2003. The RTP provides a blueprint for future transportation investments in the region through FY 2026, including freeways and other routes on the state highway system, major arterial streets and intersection improvements, and public transit systems. Peoria has two projects in the arterial component of the RTP, known as the Arterial Life Cycle Program, or ALCP: Lake Pleasant Parkway and 75th Avenue and Thunderbird Road intersection improvements. 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 Beardsley Connector is the half-cent county transportation sales tax. The Beardsley Connector received 212 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 213 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2016-2025 Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 1000 - General $3,688,008 $250,000 $0 $0 $234,000 $0 $4,172,008 $349,685 $227,250 $0 $0 $0 $0 $576,935 $6,569,211 $0 $0 $0 $0 $0 $6,569,211 1210 - Half Cent Sales Tax 1900 - Economic Development 2050 - Water Total $16,488,265 $6,735,990 $14,707,196 $5,148,604 $2,505,444 $15,215,394 $60,800,894 2161 - Water Expansion $4,416,404 $0 $0 $0 $0 $0 $4,416,404 2162 - Water Expansion Post 1/1/12 $1,409,038 $647,080 $40,500 $100,000 $30,240 $532,143 $2,759,001 2163 - Water Exp. S. of Bell $662,878 $116,767 $1,104,744 $116,767 $1,110,263 $295,699 $3,407,118 2164 - Water Exp. N. of Bell $4,279,225 $1,230,434 $3,089,136 $5,475,585 $4,359,751 $7,607,793 $26,041,924 2167 - Water Resource Fee 2014 $509,176 $483,286 $457,395 $431,505 $0 $0 $1,881,362 2168 - Water Resource Fees - Post 1/12/12 $700,000 $0 $0 $0 $0 $0 $700,000 2222 - W/S Rev Bonds (Wtr) $7,540,000 $27,674,000 $51,510,000 $0 $0 $31,694,078 $118,418,078 2400 - Wastewater $6,027,256 $2,185,735 $6,689,748 $1,802,550 $1,865,525 $23,193,031 $41,763,845 $0 $0 $0 $6,489,505 $3,501,676 $0 $9,991,182 $249,460 $38,923 $363,748 $38,923 $462,868 $620,825 $1,774,747 2507 - Wastewater Exp. W. of Agua Fria $1,751,206 $138,889 $1,553,287 $120,733 $402,388 $332,983 $4,299,486 2509 - Wastewater Expansion Post 1/1/12 $1,425,025 $0 $575,000 $0 $30,240 $65,160 $2,095,425 $998,394 $0 $0 $0 $0 $0 $998,394 2590 - Commercial Solid Waste $71,868 $0 $0 $0 $0 $250,000 $321,868 2600 - Residential Solid Waste $257,853 $0 $0 $0 $0 $600,000 $857,853 2452 - WIFA Bonds 2006 Clean Water 2506 - Wastewater Exp. E. of Agua Fria 2510 - Wastewater Expansion 2650 - Solid Waste Expansion $0 $0 $0 $0 $0 $250,000 $250,000 3400 - IT Reserve $710,000 $0 $0 $0 $0 $260,000 $970,000 4150 - Capital Projects $350,000 $0 $0 $0 $0 $0 $350,000 $30,300,000 $0 $0 $0 $0 $0 $30,300,000 4240 - GO Bonds 2010 $1,015,978 $0 $0 $0 $0 $0 $1,015,978 4250 - GO Bonds 2012 $600,949 $0 $0 $0 $0 $0 $600,949 $18,580,698 $0 $0 $0 $0 $0 $18,580,698 $7,401,500 $855,102 $1,335,000 $0 $0 $0 $9,591,602 $10,208,264 $4,600,157 $3,914,402 $0 $0 $0 $18,722,823 $0 $8,605,718 $33,365,098 $13,771,839 $19,786,478 $48,768,389 $124,297,522 $4,584,034 $3,612,180 $4,028,300 $3,501,333 $3,022,340 $16,137,609 $34,885,796 $0 $1,053,150 $10,777,793 $0 $0 $6,480,000 $18,310,943 4233 - Proposed MDA Bonds 4251 - Proposed GO Bonds 4550 - County Transportation Tax 4810 - Outside Sources 4970 - Proposed GO Bonds 7000 - Highway User 7003 - Streets Zone 3 Dev Fee 7010 - Transportation Sales Tax $26,804,973 $6,944,536 $10,051,898 $3,988,960 $6,745,000 $19,806,120 $74,341,487 7904 - Neighborhood Park Dev Zone 2 $0 $0 $0 $60,200 $0 $0 $60,200 7910 - Citywide Park/Rec Facility Dev $0 $1,500,000 $53,001 $0 $0 $0 $1,553,001 7911 - Community Park Dev Fee - Post $450,000 $251,856 $1,289,981 $0 $0 $0 $1,991,837 $2,053,816 $0 $0 $0 $0 $0 $2,053,816 $332,263 $0 $0 $0 $0 $0 $332,263 7915 - Open Space Dev 7920 - River Corridors & Trails Dev 214 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2016-2025 Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 7930 - Law Enforcement Dev $7,458,018 $0 $0 $0 $0 $0 $7,458,018 7931 - Law Enforcement Dev - Post 1/1/12 $539,878 $0 $0 $0 $0 $0 $539,878 7932 - Law Enfrcmnt IF 2014 $500,000 $0 $0 $0 $0 $0 $500,000 7935 - Fire & Emergency Svc Dev $0 $191,095 $0 $0 $0 $1,500,001 $1,691,096 7936 - Fire & Emergency Svc Dev Post $0 $0 $0 $0 $0 $1,282,006 $1,282,006 7937 - Fire/EmergSvs Imp Fees 2014 $0 $0 $0 $0 $0 $4,140,850 $4,140,850 7941 - Park Imp Fee 2014 Bell to P.Peak $0 $0 $0 $60,200 $0 $0 $60,200 $0 $0 $0 $60,200 $0 $0 $60,200 $41,166,904 $44,056,214 $179,032,080 $645,786,896 7943 - Park Imp Fee 2014 W of Agua Fria Total $169,283,323 $67,342,147 $144,906,228 215 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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. Control District of Maricopa County. Drainage 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. Drainage projects in the 10-year program include a project to mitigate the impact of storm water on Union Hills Drive, particularly at the intersection with 107th Avenue and continuation of funding for the Neighborhood Drainage program to identify areas with minor drainage issues and provide for the investigation, evaluation and, where appropriate, implementation of drainage solutions. 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 Drainage Total - $32,218,820 $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 16 FY 17 FY 18 FY 19 FY 20 216 FY 21 FY 22 FY 23 FY 24 FY 25 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Drainage Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 $300,853 $0 $0 $0 $0 $0 $300,853 4251 - Proposed GO Bonds $1,986,915 $0 $0 $0 $0 $0 $1,986,915 4970 - Proposed GO Bonds $0 $4,597,973 $3,221,920 $7,386,500 $8,502,000 $6,222,659 $29,931,052 $2,287,768 $4,597,973 $3,221,920 $7,386,500 $8,502,000 $6,222,659 $32,218,820 4240 - GO Bonds 2010 Total - Drainage 217 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Construction GO Bonds 2010 Carryover / Base FY 2016 Carryover $225,000 $0 $0 $0 $0 $0 $225,000 Total Budget $225,000 $0 $0 $0 $0 $0 $225,000 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total 85th Ave Storm Drain; Peoria Ave to Grand Av Project Number: EN00182 Council District: Acacia Project Location: 85th Av from Peoria Av to Grand Av This project is for the design, construction and construction administration for a storm drainage project to capture the drainage Description: along 85th Av. North of Peoria Av. to reduce the impact of the storm water reaching and overwhelming the 85th Av. & Peoria Av. intersection. In addition, the storm drain will be extended north of the BNSFRR and help drain the ponding area north of the tracks. The improvements will consist of storm drains, laterals and catch basins which are an extension of the overall drainage system. There is a catch basin connected to the Salt River Project irrigation system that will also be reconfigured to connect to this proposed storm drain. The project also consists of the mill & overlay of the existing pavement from curb to curb and from Peoria Av to Grand Av. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Proposed GO Bonds Base $0 $0 $0 $100,000 $0 $0 $100,000 Design Proposed GO Bonds Base $0 $0 $212,000 $0 $0 $0 $212,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $1,000,000 $0 $0 Chargebacks Proposed GO Bonds Base $0 $0 $32,000 $16,000 $48,000 $0 $48,000 Arts Proposed GO Bonds Base $0 $0 $2,120 $0 $10,000 $0 $2,120 $0 $0 $246,120 $116,000 $1,058,000 $0 $362,120 FY 2018 FY 2019 Total Budget Operating Impacts FY 2016 FY 2017 FY 2020 FY 21-25 Total Non-Pers OPS $0 $0 $0 $0 $0 $1,500 $1,500 Total Operating Impacts $0 $0 $0 $0 $0 $1,500 $1,500 218 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Drainage 87th Ave 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, and 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 Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $403,648 $403,648 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,004,152 $2,004,152 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $61,200 $61,200 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $24,079 $24,079 $0 $0 $0 $0 $0 $2,493,079 $2,493,079 FY 21-25 Total Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 Total Non-Pers OPS $0 $0 $0 $0 $0 $22,800 $22,800 Total Operating Impacts $0 $0 $0 $0 $0 $22,800 $22,800 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 consists of two options; 1) re-shape and Description: concrete line the existing Beardsley Channel from 99th Av to 107th Av and 107th Av to 111th Av; 2) install two (2) parallel 60" storm drain pipes from 99th Av to 107th Av and 107th Av to 111th Av, landscape and an 8' wide sidewalk. 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 Carryover / Base Category Funding Source Study Proposed GO Bonds Base $60,000 $0 $0 $0 $0 $0 $60,000 Design Proposed GO Bonds Base $120,000 $0 $0 $0 $0 $0 $120,000 Construction Proposed GO Bonds Base $0 $2,000,000 $0 $0 $0 $0 $2,000,000 Chargebacks Proposed GO Bonds Base $0 $44,000 $0 $0 $0 $0 $44,000 Arts Proposed GO Bonds Base $0 $20,000 $0 $0 $0 $0 $20,000 $180,000 $2,064,000 $0 $0 $0 $0 $2,244,000 Total Budget FY 2016 FY 2017 219 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Drainage Mountain View Rd Drainage; 91st Ave 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 Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 $150,000 $0 $0 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,055,000 $1,055,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $22,000 $44,000 $44,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $1,500 $10,550 $10,550 $0 $0 $0 $0 $173,500 $1,109,550 $1,109,550 FY 21-25 Total Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 Total Non-Pers OPS $0 $0 $0 $0 $0 $14,000 $14,000 Total Operating Impacts $0 $0 $0 $0 $0 $14,000 $14,000 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 2016 Proposed GO Bonds Carryover $257,000 $0 $0 $0 $0 $0 Proposed GO Bonds Base $350,000 $0 $0 $0 $0 $0 $350,000 $607,000 $0 $0 $0 $0 $0 $607,000 Category Funding Source Construction Construction Total Budget FY 2017 220 FY 2018 FY 2019 FY 2020 FY 21-25 Total $257,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Proposed GO Bonds Base $0 $0 $0 $0 $0 $90,000 $90,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $153,000 $153,000 Design Proposed GO Bonds Base $2,000 $0 $0 $0 $0 $0 $2,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,300,000 $1,300,000 Construction Proposed GO Bonds Base $15,000 $0 $0 $0 $0 $0 $15,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $60,000 $60,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $14,530 $14,530 $17,000 $0 $0 $0 $0 $1,617,530 $1,634,530 FY 21-25 Total Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Non-Pers OPS $0 $0 $0 $0 $0 $1,260 $1,260 Total Operating Impacts $0 $0 $0 $0 $0 $1,260 $1,260 Peoria Storm Drain Master Plan - Land Preservation Project Number: EN00524 Council District: City Wide Project Location: City Wide This project provides for the ROW acquisition for lands needed to achieve the Peoria Storm Drain Master Plan. Description: Budget by Fiscal Year Category Funding Source Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Proposed GO Bonds Base $0 $200,000 $200,000 $200,000 $200,000 $1,000,000 $1,800,000 Land Acquisi Proposed GO Bonds Base $200,000 $0 $0 $0 $0 $0 $200,000 Chargebacks Base $0 $500 $500 $500 $500 $2,500 $4,500 $200,000 $200,500 $200,500 $200,500 $200,500 $1,002,500 $2,004,500 Proposed GO Bonds Total Budget 221 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Drainage Pinnacle Peak Drainage; 87th Ave to 99th Av Project Number: EN00455 Council District: Willow Project Location: Pinnacle Peak Road; 87th Av to 95th 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 99th Av as a supplement to the facilities to be constructed by the developer. 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 Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $160,000 $0 $0 $0 $0 $160,000 Construction Proposed GO Bonds Base $0 $0 $730,000 $0 $0 $0 $730,000 Chargebacks Proposed GO Bonds Base $0 $10,800 $18,000 $0 $0 $0 $28,800 Arts Proposed GO Bonds Base $0 $1,600 $7,300 $0 $0 $0 $8,900 $0 $172,400 $755,300 $0 $0 $0 $927,700 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $0 $0 $0 $0 $0 $65,000 $65,000 Non-Pers OPS $0 $0 $0 $0 $0 $45,000 $45,000 Total Operating Impacts $0 $0 $0 $0 $0 $65,000 $110,000 222 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Drainage Pinnacle Peak Rd & 67th Ave Channel to New River Project Number: EN00119 Council District: Mesquite Project Location: 67th Av & Pinnacle Peak Rd - 67th Av to New River This project provides for the study or pre-design, coordination with adjacent property owners, public involvement, design, right-ofDescription: way acquisition, utility coordination, utility relocation and extensions, as determined, materials testing, construction and construction administration, as determined, for a storm drainage project to capture the drainage along 67th Av from Hatfield Rd. to Pinnacle Peak Road and along Pinnacle Peak Road from 67th Av to New River. The improvements will consist of storm water basins, channel improvements, box culverts, storm drains, laterals and catch basins which are an extension of the overall drainage system. The City will partner with the Flood Control District on the regional drainage aspects of this project. This project will likely include processing of utility agreements (APS, Cox, Centurylink, SWG, etc.) for design and construction, and development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base Arts Proposed GO Bonds Base Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0 $130,000 $2,000,000 $7,000,000 $7,000,000 $0 $0 $1,300 $20,000 $70,000 $70,000 $0 $91,300 $0 $131,300 $2,020,000 $7,070,000 $7,070,000 $0 $9,221,300 FY 2018 FY 2019 FY 2020 FY 2016 Total Operating Impacts FY 2017 FY 21-25 FY 21-25 Total $9,130,000 Total $0 $0 $0 $88,000 $88,000 $440,000 $616,000 $0 $0 $0 $88,000 $88,000 $440,000 $616,000 Silverton Sub - DVR Drainage Channel Modifications Project Number: EN00473 Council District: Willow Project Location: Deer Valley Rd - 85th Ave to 87th Ave This project provides for the pre-construction services, coordination with adjacent property owners, materials testing, construction Description: and construction administration for a project that will improve the flow in the bottom of the Silverton Unit 1 subdivision Deer Valley Rd drainage channel by constructing a 6' wide valley gutter along the bottom of the channel which extends along the south side of Deer Valley Road between 85th Av and 87th Av. Budget by Fiscal Year Category Funding Source Construction Proposed GO Bonds Carryover / Base FY 2016 Base $195,000 $0 $0 $0 $0 $0 $195,000 $195,000 $0 $0 $0 $0 $0 $195,000 Total Budget FY 2017 223 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Drainage Sunrise Mtn High School Basin Modifications Project Number: EN00478 Council District: Willow Project Location: Lone Cactus Dr and 85th Av This project provides for the pre-construction services, coordination with adjacent property owners and Peoria Unified School Description: District (PUSD), utility coordination, utility relocation and extensions, as determined, materials testing, construction and construction administration for a project that will capture the drainage run-off from 85th Av (Silverton Unit 1 subdivision) into the Sunrise Mountain High School basin. This project will likely include the execution of utility agreements (APS, Cox Qwest, SRP, SWG, EPNG, etc.) for design and construction, as well as development and intergovernmental agreements. The City and PUSD will contribute different aspects towards the solution of the problem. Budget by Fiscal Year Category Funding Source Construction Proposed GO Bonds Carryover / Base FY 2016 Base $136,000 $0 $0 $0 $0 $0 $136,000 $136,000 $0 $0 $0 $0 $0 $136,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total 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 storm water 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 Construction GO Bonds 2010 Carryover $75,853 $0 $0 $0 $0 $0 $75,853 Construction Proposed GO Bonds Base $0 $1,985,913 $0 $0 $0 $0 $1,985,913 Construction Proposed GO Bonds Base $651,915 $0 $0 $0 $0 $0 $651,915 Chargebacks Proposed GO Bonds Base $0 $24,000 $0 $0 $0 $0 $24,000 Arts Proposed GO Bonds Base $0 $19,860 $0 $0 $0 $0 $19,860 $727,768 $2,029,773 $0 $0 $0 $0 $2,757,541 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 Total FY 21-25 Total Non-Pers OPS $0 $0 $240,000 $240,000 $240,000 $1,200,000 $1,920,000 Total Operating Impacts $0 $0 $240,000 $240,000 $240,000 $1,200,000 $1,920,000 224 FY 2018 FY 2019 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 225 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Economic Development obligation bonds, and county transportation sales tax reimbursements. FY 2016 Economic development projects include continuation of the revitalization of Peoria’s P83 Entertainment District featuring final design and construction of a pedestrian crossing on 83rd Av including a HAWK signal, way finding signage, monument signage, lighting, and landscaping on 83rd Av, Arrowhead Fountain Center, and Paradise Lane from 83rd Av to 75th Av. A related project in the capital plan is the re-development of the 17-acre parking lot at the Peoria Sports Complex into a mixed-use development with a parking structure to accommodate the parking displaced by the 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 Economic Development Total - $48,447,437 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY 16 FY 17 FY 18 FY 19 FY 20 226 FY 21 FY 22 FY 23 FY 24 FY 25 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Economic Development Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 $94,727 $0 $0 $0 $0 $0 $94,727 $6,569,211 $0 $0 $0 $0 $0 $6,569,211 $350,000 $0 $0 $0 $0 $0 $350,000 $30,000,000 $0 $0 $0 $0 $0 $30,000,000 4251 - Proposed GO Bonds $2,986,500 $0 $0 $0 $0 $0 $2,986,500 4550 - County Transportation Tax $5,174,350 $0 $0 $0 $0 $0 $5,174,350 7010 - Transportation Sales Tax $3,272,649 $0 $0 $0 $0 $0 $3,272,649 Total - Economic Development $48,447,437 $0 $0 $0 $0 $0 $48,447,437 1000 - General 1900 - Economic Development 4150 - Capital Projects 4233 - Proposed MDA Bonds 227 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Economic Development BioScience Incubator Project Number: ED00010 Council District: Ironwood Project Location: Plaza Del Rio AsDescription: part of the adopted Economic Development Implementation Stragety (EDIS), this project has implemented 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 is city-led and funded through a non-profit partner to manage the medical device/bioscience incubator. The monthly lease payments are currently budgeted in the "half cent sales tax" fund. Budget by Fiscal Year Carryover / Base FY 2016 County Transportation T Carryover $485,289 $0 $0 $0 $0 $0 $485,289 Economic Development Carryover $852,634 $0 $0 $0 $0 $0 $852,634 Construction Economic Development Carryover $15,567 $0 $0 $0 $0 $0 $15,567 Other Economic Development Base $1,600,000 $0 $0 $0 $0 $0 $1,600,000 $2,953,490 $0 $0 $0 $0 $0 $2,953,490 Category Funding Source Other Other Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Economic Development Opportunity Fund Project Number: ED00007 Council District: Various Project Location: Various The purpose of this fund is to enable Economic Development Services to pursue the stated initiatives in the Economic Description: Development Implementation Strategy. Funds from this account will be used to invest in development projects related to business attraction activities, university recruitment, health care recruitment, and the development of the city’s targeted investment zones. The primary uses of the fund will be to a) fill gaps in private development project financing that make the project improbable without public support to fill those financing gaps, and b) create opportunities for private development to occur. Budget by Fiscal Year Carryover / Base FY 2016 County Transportation T Carryover $1,091,337 $0 $0 $0 $0 $0 County Transportation T Carryover $14,950 $0 $0 $0 $0 $0 $14,950 Total Budget $1,106,287 $0 $0 $0 $0 $0 $1,106,287 Category Funding Source Other Construction FY 2017 228 FY 2018 FY 2019 FY 2020 FY 21-25 Total $1,091,337 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Economic Development GE Avionics Project Number: ED00015 Council District: Project Location: Thunderbird, west of 101 The Economic Development Implementation Strategy (EDIS) identifies the attraction of targeted industries as a key objective in Description: diversifying the economy and work force in the City of Peoria. As part of implementing the EDIS, the Economic Development Services Department (EDS) actively pursues targeted industries as part of an overall sales and marketing effort to attract high technology and innovative technology users, as well as other targeted industries, to Peoria. Budget by Fiscal Year Category Funding Source Other Economic Development Carryover / Base FY 2016 Carryover $1,228,000 $0 $0 $0 $0 $0 $1,228,000 Total Budget $1,228,000 $0 $0 $0 $0 $0 $1,228,000 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Assembly Opportunity Fund Project Number: ED00003 Council District: Various Project Location: Citywide AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS), this project addresses the University Recruitment, Healthcare and Strategic Land Assembly initiatives and is consistent with the Old Town Peoria Revitalization Plan. This EDIS initiative seeks to strategically obtain or facilitate control of critical business development parcels to provide sitecontrolled parcels for development in the following areas: the Loop 303 corridor, Old Town redevelopment, and key parcels along the Loop 101 frontage. This project involves opportunity-based land acquisition activities throughout the city, including voluntary acquisitions in fee, by option, or other arrangement to establish site control for the purpose of disposition to, or joint venture with, a developer for redevelopment purposes. Each land acquisition will comport with a pre-established redevelopment strategy to ensure a larger exit strategy is known and accepted. Budget by Fiscal Year Category Funding Source Land Acquisi Proposed GO Bonds Carryover / Base FY 2016 Carryover $2,986,500 $0 $0 $0 $0 $0 $2,986,500 Total Budget $2,986,500 $0 $0 $0 $0 $0 $2,986,500 FY 2017 229 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Economic Development Maxwell Technologies Project Number: ED00008 Council District: Ironwood Project Location: Thunderbird west of 101 In Description: December 2010, the Peoria City Council adopted the Economic Development Implementation Strategy (EDIS) 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 Section 108 (HUD) loan funding. Budget by Fiscal Year Carryover / Base FY 2016 Economic Development Carryover $910,000 $0 $0 $0 $0 $0 Economic Development Base $565,000 $0 $0 $0 $0 $0 $565,000 $1,475,000 $0 $0 $0 $0 $0 $1,475,000 Category Funding Source Other Other Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $910,000 Mixed Use Redevelopment (MURP) Parking Structure Project Number: ED00014 Council District: Willow Project Location: 83rd Avenue South of Bell Road AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS), this project addresses the P83 Entertainment District within the Investment Zones initiative and involves implementing the Urban Design Plan with respect to a mixed-use development in the 17-acre parking lot west of the Sports Complex. Budget by Fiscal Year Category Funding Source Construction Proposed MDA Bonds Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $30,000,000 $0 $0 $0 $0 $0 $30,000,000 Total Budget $30,000,000 $0 $0 $0 $0 $0 $30,000,000 230 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Economic Development Old Town Commercial Rehabilitation Project Number: ED00006 Council District: Acacia Project Location: Targeted areas in Old Town Peoria AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS), this project is intended to address initiatives related to both University Recruitment and the Old Town Investment Zones. This program involves the design and construction of building façade and parking area improvements to privately owned businesses within the Old Town Target Area. Improvements will be funded as a 100% City grant and will be protected through a 20-year easement to the city. A pivotal component of attracting a private college or university to the Old Town area (Peoria Place development) is by improving and enhancing the physical appearance of the overall area. Phase I (FY11) of the program included Pre-construction services for Wagoner I & II Plazas. Phase I completed construction of those approved improvements for Wagoner I Plaza. Phase II of the program (FY12) will include the construction of the improvements for Wagoner II Plaza. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Construction County Transportation T Carryover $32,774 $0 $0 $0 $0 $0 Construction General Carryover $94,727 $0 $0 $0 $0 $0 $94,727 Total Budget $127,501 $0 $0 $0 $0 $0 $127,501 $32,774 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 Category Funding Source Carryover / Base Study Capital Projects Carryover Construction County Transportation T Base Total Budget Operating Impacts Non-Pers OPS Total Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $350,000 $0 $0 $0 $0 $0 $350,000 $3,550,000 $0 $0 $0 $0 $0 $3,550,000 $3,900,000 $0 $0 $0 $0 $0 $3,900,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $84,665 $84,665 $84,665 $84,665 $84,665 $423,325 $846,650 $4,300 $4,300 $4,300 $4,300 $154,300 $21,500 $193,000 $84,665 $84,665 $84,665 $84,665 $84,665 $423,325 $1,039,650 231 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Economic Development Trine University Project Number: ED00013 Council District: Palo Verde Project Location: Thunderbird Road & 101 AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS), this project implements the university recruitment initiative. University recruitment is a key initiative because it addresses the desire of high technology companies to have a ready and capable workforce and it results in a development partner for the city. Budget by Fiscal Year Carryover / Base FY 2016 Economic Development Carryover $1,348,010 $0 $0 $0 $0 $0 Economic Development Base $50,000 $0 $0 $0 $0 $0 $50,000 $1,398,010 $0 $0 $0 $0 $0 $1,398,010 Category Funding Source Other Other Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $1,348,010 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 2016 Carryover $3,272,649 $0 $0 $0 $0 $0 $3,272,649 Total Budget $3,272,649 $0 $0 $0 $0 $0 $3,272,649 Category Funding Source Construction Transportation Sales Tax Operating Impacts Total Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 Total FY 21-25 Total $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 232 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 233 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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. of the facility. Sources include general obligation bonds, operating funds, and outside sources. Projects in the 10-year program include Community Works Program, which provides funding for projects that have a local benefit or that may arise during the fiscal year, replacement of the fuel island, equipment, software, and tanks at the Municipal Operations Center, and the replacement and/or upgrades to critical communication and information technology infrastructure. Operational facilities projects are funded from a variety of different sources, depending on the use Operational Facilities Total - $29,361,930 $10,000,000 $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 16 FY 17 FY 18 FY 19 FY 20 234 FY 21 FY 22 FY 23 FY 24 FY 25 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 1000 - General $2,015,457 $250,000 $0 $0 $0 $0 $2,265,457 $3,746 $0 $0 $0 $0 $0 $3,746 $269,039 $64,000 $0 $163,800 $0 $227,800 $724,639 2161 - Water Expansion $16,835 $0 $0 $0 $0 $0 $16,835 2162 - Water Expansion Post 1/1/12 $15,842 $0 $0 $0 $0 $0 $15,842 2163 - Water Exp. S. of Bell $6,533 $0 $0 $0 $0 $0 $6,533 2164 - Water Exp. N. of Bell $41,993 $0 $0 $0 $0 $0 $41,993 2400 - Wastewater $78,669 $0 $0 $80,400 $0 $80,400 $239,469 2506 - Wastewater Exp. E. of Agua Fria $2,178 $0 $0 $0 $0 $0 $2,178 2507 - Wastewater Exp. W. of Agua Fria $18,236 $0 $0 $0 $0 $0 $18,236 2509 - Wastewater Expansion Post 1/1/12 $13,008 $0 $0 $0 $0 $0 $13,008 $8,045 $0 $0 $0 $0 $0 $8,045 2590 - Commercial Solid Waste $71,868 $0 $0 $0 $0 $0 $71,868 2600 - Residential Solid Waste $257,853 $0 $0 $0 $0 $0 $257,853 3400 - IT Reserve $710,000 $0 $0 $0 $0 $260,000 $970,000 4233 - Proposed MDA Bonds $300,000 $0 $0 $0 $0 $0 $300,000 4240 - GO Bonds 2010 $38,528 $0 $0 $0 $0 $0 $38,528 4250 - GO Bonds 2012 $12,209 $0 $0 $0 $0 $0 $12,209 $1,283,743 $0 $0 $0 $0 $0 $1,283,743 $603,336 $850,102 $0 $0 $0 $0 $1,453,438 $1,281,070 $4,117,812 $3,914,402 $0 $0 $0 $9,313,284 $0 $752,545 $959,338 $1,075,498 $3,736,838 $3,635,086 $10,159,305 7000 - Highway User $772,850 $0 $0 $0 $0 $0 $772,850 7010 - Transportation Sales Tax $905,400 $0 $0 $0 $0 $0 $905,400 $7,263 $0 $0 $0 $0 $0 $7,263 $148,692 $0 $0 $0 $0 $0 $148,692 $1,816 $0 $0 $0 $0 $0 $1,816 7932 - Law Enfrcmnt IF 2014 $309,700 $0 $0 $0 $0 $0 $309,700 Total - Operational Facilities $9,193,909 $6,034,459 $4,873,740 $1,319,698 $3,736,838 $4,203,286 $29,361,930 1210 - Half Cent Sales Tax 2050 - Water 2510 - Wastewater Expansion 4251 - Proposed GO Bonds 4550 - County Transportation Tax 4810 - Outside Sources 4970 - Proposed GO Bonds 7920 - River Corridors & Trails Dev 7930 - Law Enforcement Dev 7931 - Law Enforcement Dev - Post 1/1/12 235 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2016 Project Number: AT02016 Council District: Project Location: Section 2-129 of the City Code requires that all "capital projects submitted for inclusion in the City's capital improvement Description: program … shall include an amount equal to 1 percent of the project cost of such capital improvement for public art." This project, whose purpose is purely administrative, holds appropriation for all arts charges. Projects are charged the percent for the arts as qualifying capital expenditures are made throughout the fiscal year. Budget by Fiscal Year Carryover / Base Category Funding Source Arts Water Carryover $15,337 $0 $0 $0 $0 $0 Arts Half Cent Sales Tax Carryover $400 $0 $0 $0 $0 $0 $400 Arts Law Enforcement Dev - Carryover $1,816 $0 $0 $0 $0 $0 $1,816 Arts Water Expansion Carryover $16,835 $0 $0 $0 $0 $0 $16,835 Arts Water Exp. N. of Bell Carryover $15,098 $0 $0 $0 $0 $0 $15,098 Arts Wastewater Carryover $6,200 $0 $0 $0 $0 $0 $6,200 Arts Wastewater Expansion P Carryover $5,119 $0 $0 $0 $0 $0 $5,119 Arts Wastewater Expansion Carryover $8,045 $0 $0 $0 $0 $0 $8,045 Arts Commercial Solid Waste Carryover $26 $0 $0 $0 $0 $0 $26 Arts Residential Solid Waste Carryover $94 $0 $0 $0 $0 $0 $94 Arts Law Enforcement Dev Carryover $68,634 $0 $0 $0 $0 $0 $68,634 Arts GO Bonds 2010 Carryover $2,766 $0 $0 $0 $0 $0 $2,766 Arts GO Bonds 2012 Carryover $4,382 $0 $0 $0 $0 $0 $4,382 Arts Proposed GO Bonds Carryover $43,786 $0 $0 $0 $0 $0 $43,786 Arts County Transportation T Carryover $42,791 $0 $0 $0 $0 $0 $42,791 Arts Outside Sources Carryover $28,196 $0 $0 $0 $0 $0 $28,196 Arts Highway User Carryover $9,314 $0 $0 $0 $0 $0 $9,314 Arts River Corridors & Trails Carryover $1,210 $0 $0 $0 $0 $0 $1,210 Arts General Carryover $3,278 $0 $0 $0 $0 $0 $3,278 Arts Proposed MDA Bonds Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Arts Water Exp. N. of Bell Base $26,895 $0 $0 $0 $0 $0 $26,895 Arts Water Exp. S. of Bell Base $6,533 $0 $0 $0 $0 $0 $6,533 Arts Water Expansion Post 1/ Base $13,704 $0 $0 $0 $0 $0 $13,704 Arts Water Expansion Post 1/ Base $138 $0 $0 $0 $0 $0 $138 Arts Wastewater Base $15,668 $0 $0 $0 $0 $0 $15,668 Arts Half Cent Sales Tax Base $2,250 $0 $0 $0 $0 $0 $2,250 Arts County Transportation T Base $45,300 $0 $0 $0 $0 $0 $45,300 Arts Water Base $89,055 $0 $0 $0 $0 $0 $89,055 Arts Wastewater Exp. E. of A Base $2,178 $0 $0 $0 $0 $0 $2,178 Arts Wastewater Exp. W. of Base $18,236 $0 $0 $0 $0 $0 $18,236 Arts Wastewater Expansion P Base $7,889 $0 $0 $0 $0 $0 $7,889 Arts Commercial Solid Waste Base $685 $0 $0 $0 $0 $0 $685 Arts Proposed GO Bonds Base $47,584 $0 $0 $0 $0 $0 $47,584 Arts Highway User Base $33,380 $0 $0 $0 $0 $0 $33,380 Arts Transportation Sales Tax Base $184,960 $0 $0 $0 $0 $0 $184,960 Arts General Base $20,820 $0 $0 $0 $0 $0 $20,820 Arts Residential Solid Waste Base $2,459 $0 $0 $0 $0 $0 $2,459 $1,091,061 $0 $0 $0 $0 $0 $1,091,061 Total Budget FY 2016 FY 2017 236 FY 2018 FY 2019 FY 2020 FY 21-25 Total $15,337 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $0 $250,000 $0 $0 $0 $250,000 Arts Proposed GO Bonds Base $0 $0 $2,500 $0 $0 $0 $2,500 $0 $0 $252,500 $0 $0 $0 $252,500 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Ch. 11 Infrastructure - Digital Router Project Number: OC00001 Council District: Acacia Project Location: Ch. 11 PSAB Digital Broadcast video and audio router for Ch. 11 Master Control. This router will meet the needs for current and future industry Description: standards digital input needs for the station. This router selected will meet all the digital needs for Ch. 11, which will allow for any future industry standard changes, as well. Budget by Fiscal Year Category Funding Source Other General Carryover / Base Base Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $75,000 $0 $0 $0 $0 $0 $75,000 $75,000 $0 $0 $0 $0 $0 $75,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $0 $500 $500 $500 $500 $2,500 $4,500 Total Operating Impacts $0 $500 $500 $500 $500 $2,500 $4,500 237 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2016 Project Number: CB02016 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 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Chargebacks Water Carryover $16,371 $0 $0 $0 $0 $0 Chargebacks Half Cent Sales Tax Carryover $1,096 $0 $0 $0 $0 $0 $1,096 Chargebacks Law Enforcement Dev Carryover $80,058 $0 $0 $0 $0 $0 $80,058 Chargebacks Wastewater Carryover $13,885 $0 $0 $0 $0 $0 $13,885 Chargebacks GO Bonds 2010 Carryover $35,022 $0 $0 $0 $0 $0 $35,022 Chargebacks GO Bonds 2012 Carryover $7,827 $0 $0 $0 $0 $0 $7,827 Chargebacks County Transportation T Carryover $21,258 $0 $0 $0 $0 $0 $21,258 Chargebacks Outside Sources Carryover $88,692 $0 $0 $0 $0 $0 $88,692 Chargebacks Highway User Carryover $4,539 $0 $0 $0 $0 $0 $4,539 Chargebacks Transportation Sales Tax Carryover $466,570 $0 $0 $0 $0 $0 $466,570 Chargebacks River Corridors & Trails Carryover $6,053 $0 $0 $0 $0 $0 $6,053 Chargebacks Proposed GO Bonds Carryover $263,545 $0 $0 $0 $0 $0 $263,545 Chargebacks General Carryover Chargebacks Law Enfrcmnt IF 2014 Base Chargebacks Water Expansion Post 1/ Chargebacks Wastewater Chargebacks Chargebacks $16,371 $2,986 $0 $0 $0 $0 $0 $2,986 $309,700 $0 $0 $0 $0 $0 $309,700 Base $2,000 $0 $0 $0 $0 $0 $2,000 Base $31,199 $0 $0 $0 $0 $0 $31,199 Proposed GO Bonds Base $92,365 $0 $0 $0 $0 $0 $92,365 County Transportation T Base $85,300 $0 $0 $0 $0 $0 $85,300 Chargebacks Outside Sources Base $20,000 $0 $0 $0 $0 $0 $20,000 Chargebacks Transportation Sales Tax Base $253,870 $0 $0 $0 $0 $0 $253,870 Chargebacks Water Base $115,420 $0 $0 $0 $0 $0 $115,420 Chargebacks Highway User Base $25,000 $0 $0 $0 $0 $0 $25,000 $1,942,756 $0 $0 $0 $0 $0 $1,942,756 Total Budget 238 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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, concrete and pavement maintenance of the city parks parking lots and asphalt Description: along the New River Trail system. The Streets Division evaluates the condition and prioritizes the required maintenance of the existing parking lots every other year. Treatments may include minor surface treatments or full depth reconstruction depending upon the condition warrants. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $201,000 $0 $266,000 Construction Proposed GO Bonds Base $135,000 $0 $0 $0 Arts Proposed GO Bonds Base $0 $2,010 $0 $135,000 $203,010 $0 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $586,000 $1,228,000 $0 $0 $135,000 $2,660 $0 $5,860 $12,280 $268,660 $0 $591,860 $1,375,280 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 FY16 the request is for funding to replace 36 cameras at an average cost of $2,431 (8-DCSB parking garage, 3-Agual Fria radio site, 10-PPPSF, 15-Stadium) total cameras = $90,000, adding 4 new cameras to the Fleet Building at the MOC to provide additional security of the city’s fleet ($15,000). Security enhancements to the Court prisoner holding area ($55,000). And ($70,000) to provide funding to replace the panic button system in City buildings. Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base FY 2016 Base $230,000 $0 $0 $0 $0 $0 $230,000 $230,000 $0 $0 $0 $0 $0 $230,000 Total Budget FY 2017 239 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Citywide Telecommunications Infrastructure Upgrade Project Number: IT00005 Council District: Various Project Location: Citywide This request will enable the IT Department to upgrade existing telecommunications systems in order to ensure all Voice over Description: Internet Protocol (VoIP) systems are at levels that remain vendor supported for hardware and software. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2016 Base $220,000 $0 $0 $0 $0 $0 $220,000 $220,000 $0 $0 $0 $0 $0 $220,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Community Works Program Project Number: COP0001 Council District: Project Location: Citywide The program provides a mechanism to fund smaller projects addressing more localized needs that may otherwise be overlooked in Description: the capital program and projects that either the Council feels are advantageous to meet the city's mission or present a timely opportunity that could be missed if pursued under the regular CIP approval process, or address an immediate need that cannot or should not wait for the regular CIP approval process. Rio Vista Recreation Center/Park Painting - $225,000 Peoria Pool Deck - $125,000 Right of Way Landscape Plantings – WestWing Blvd and Bell Road 91st to 93rd Avenue - $35,000 Country Meadows Tennis Court and Fencing - $143,000 Kiwanis Park Playground Replacement - $100,000 Right of Way Quick Response - $30,000 Park Amenity Pending Public Meeting (Country Meadows) - $2,000 Community Garden Program - $5,000 plus $15,000 will be carried over from FY15 for $20,000 Budget by Fiscal Year Carryover / Base FY 2016 Highway User Carryover $160,000 $0 $0 $0 $0 $0 General Carryover $50,446 $0 $0 $0 $0 $0 $50,446 Highway User Base $476,190 $0 $0 $0 $0 $0 $476,190 Construction Outside Sources Base $25,000 $0 $0 $0 $0 $0 $25,000 Construction General Base $658,350 $0 $0 $0 $0 $0 $658,350 $1,369,986 $0 $0 $0 $0 $0 $1,369,986 Category Funding Source Construction Construction Construction Total Budget FY 2017 240 FY 2018 FY 2019 FY 2020 FY 21-25 Total $160,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Data Backup System Project Number: IT00007 Council District: Various Project Location: City Hall Campus This request will enable the IT Department to purchase or upgrade necessary systems to provide backups for all data in the City Description: networks. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2016 Base $210,000 $0 $0 $0 $210,000 $0 $0 $0 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $260,000 $470,000 $0 $260,000 $470,000 Facilities Replacement (Key Support Systems) Project Number: PW00050 Council District: All Project Location: City Wide Key support systems include HVAC, roofs and life safety systems in buildings. The FY16 request is for: PPPSF roof coating Description: ($77,500); Fire Station #2 roof coating ($18,000); Fire Station #4 roof coating ($22,000); Fire Station #6 roof coating ($12,500); Replace coolers on Facilities/Parks building ($20,000). Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base FY 2016 Base $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Facilities Replacement-General Condition Elements Project Number: PW00060 Council District: City Wide Project Location: City Wide General condition elements include the aesthetic aspects of City facilities. The FY16 request of $75,000 is to provide repairs to Description: the masonry facings at the amphitheater. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $75,000 $0 $0 $0 $0 $0 $75,000 $75,000 $0 $0 $0 $0 $0 $75,000 241 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Fire Department Building Needs Project Number: PW00090 Council District: Project Location: Fire Station #3, 6 and Support Services building This request is to address Facilities identified needs for Fire Station # 3, Fire Station #6, and the Fire Support Services building. Description: 1. Fire Station # 3 was opened in 1991. After 23 years of 24/7 use it is in need of general refurbishment. Included in this request are flooring, finishes (interior and exterior), reconstruction of bathroom and kitchen areas, replacement of appliances and general refurbishment. Not included are furnishings such as beds, TV's, and other non-facility equipment. ($170,000) 2. Facilities has identified a need to meet ADA parking and bathroom requirements and provide roof access ladders to safely perform maintenance on roof mounted equipment at the Fire Support Services Facility. ($25,000) 3. At Fire Station #6 the masonry wall that separates the living quarters from the apparatus bay has numerous cracks. While investigations have indicated that there is no structural threat, it does create problems in controlling the air quality environment in the station. ($25,000) Budget by Fiscal Year Category Funding Source Construction General Carryover / Base FY 2016 Base $220,000 $0 $0 $0 $0 $0 $220,000 $220,000 $0 $0 $0 $0 $0 $220,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total General Plan- Vision 2040 Project Number: CD00006 Council District: Project Location: Citywide The General Plan is the foundational policy document guiding future growth and development in the City and its Planning Area Description: over the next twenty (20) years and towards buildout. It is a Plan defined and driven by extensive community participation amongst its citizens, business interests, community leaders and other stakeholders. With fourteen (14) elements, the Plan provides a collective statement of our community goals and development policies. While the General Plan is updated periodically to maintain currency and address localized changes to items like land use and circulation, State Statute requires that the citizens of Peoria ratify the document no less than every ten (10) years. The initial Growing Smarter General Plan was ratified in 2001 and re-ratified in 2010. This project will consist of a comprehensive update to the City's General Plan over the next twenty (20) year horizon and beyond in preparation for being placed on the ballot prior to 2020 to obtain voter approval. The project is anticipated to start in FY 2017 and take twenty-four (24) months to complete. Budget by Fiscal Year Category Funding Source Study General Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $250,000 $0 $0 $0 $0 $250,000 $0 $250,000 $0 $0 $0 $0 $250,000 242 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Interactive Voice Response System Replacement Project Number: MS00002 Council District: Citywide Project Location: City Hall The Interactive Voice Response System is used to answer customer phone calls about their utility accounts. It provides account Description: information, accepts payments, and processes certain types of service requests. The current system was installed in 1999 and is outdated. Newer technology has features like voice recognition and "screen pop" capability. The "screen pop" feature keeps the customer's account information with the telephone call as it is routed, and brings up the account instantly on screen if the call is transferred to a Customer Service Representative. This means the customer does not need to repeat their account information when they speak to the Customer Service Representative (CSR). Budget by Fiscal Year Carryover / Base Category Funding Source Construction Wastewater Carryover $4,505 $0 $0 $0 $0 $0 $4,505 Construction Water Carryover $4,009 $0 $0 $0 $0 $0 $4,009 Construction General Carryover $3,969 $0 $0 $0 $0 $0 $3,969 Total Budget $12,483 $0 $0 $0 $0 $0 $12,483 Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 243 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 a system assessment study which includes 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 Study General Carryover $1,312 $0 $0 $0 $0 $0 $1,312 Construction Highway User Carryover $2,377 $0 $0 $0 $0 $0 $2,377 Construction Residential Solid Waste Carryover $9,418 $0 $0 $0 $0 $0 $9,418 Construction Commercial Solid Waste Carryover $2,625 $0 $0 $0 $0 $0 $2,625 Construction Wastewater Carryover $266 $0 $0 $0 $0 $0 $266 Construction Water Carryover $1,064 $0 $0 $0 $0 $0 $1,064 Construction General Carryover $10,488 $0 $0 $0 $0 $0 $10,488 Construction Highway User Base $62,050 $0 $0 $0 $0 $0 $62,050 Construction Residential Solid Waste Base $245,882 $0 $0 $0 $0 $0 $245,882 Construction Commercial Solid Waste Base $68,532 $0 $0 $0 $0 $0 $68,532 Construction Wastewater Base $6,946 $0 $0 $0 $0 $0 $6,946 Construction Water Base $27,783 $0 $0 $0 $0 $0 $27,783 Construction General Base $273,808 $0 $0 $0 $0 $0 $273,808 $712,551 $0 $0 $0 $0 $0 $712,551 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total MOC Washout Area Modifications Project Number: PW00350 Council District: Acacia Project Location: MOC This project will make modifications to our existing truck washout area at the Municipal Operations Center. These modifications Description: will include regrading the pad, installing new drainage channels, and providing drain protection from grit and debris. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $60,000 $0 $0 $0 $0 $0 $60,000 Total Budget $60,000 $0 $0 $0 $0 $0 $60,000 244 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement-Beardsley WRF Project Number: IT00011 Council District: Willow Project Location: Beardsley Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Beardsley Treatment Facility will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source Equipment Wastewater Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $0 $0 $80,400 $0 $80,400 $160,800 $0 $0 $0 $80,400 $0 $80,400 $160,800 Network Infrastructure Replacement-DCSB Project Number: IT00015 Council District: Acacia Project Location: DCSB Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Development and Community Services Building (DCSB) will require replacement in FY16 and FY21. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2016 Base $240,000 $0 $0 $0 $0 $0 $240,000 $240,000 $0 $0 $0 $0 $0 $240,000 Total Budget FY 2017 245 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement-Greenway WTF Project Number: IT00010 Council District: Palo Verde Project Location: Greenway Water Treatment Plant Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Greenway Water Treatment Plant will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source Equipment Water Carryover / Base FY 2016 Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $0 $0 $93,800 $0 $93,800 $187,600 $0 $0 $0 $93,800 $0 $93,800 $187,600 Network Infrastructure Replacement-Jomax WTF Project Number: IT00012 Council District: Mesquite Project Location: Jomax Water Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Jomax Water Treatment Facility will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source Equipment Water Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $0 $0 $70,000 $0 $70,000 $140,000 $0 $0 $0 $70,000 $0 $70,000 $140,000 246 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement-Quintero WTF Project Number: IT00017 Council District: Mesquite Project Location: Quintero Water Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Quinerto Water Treatment Facility will require replacement in FY17 and FY22. Budget by Fiscal Year Category Funding Source Equipment Water Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $64,000 $0 $0 $0 $64,000 $128,000 $0 $64,000 $0 $0 $0 $64,000 $128,000 Network Infrastructure Replacement-Sports Complex Project Number: IT00019 Council District: Willow Project Location: Sports Complex 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 at the Sports Complex will require replacement in FY16 and FY21. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $40,000 $0 $0 $0 $0 $0 $40,000 $40,000 $0 $0 $0 $0 $0 $40,000 Parking Lot/Structure Maint. for City Buildings Project Number: PW11150 Council District: All Project Location: Citywide This project will address the need for ongoing repairs and maintenance for parking lots at City Facilities. This request does not Description: address Park parking lot needs. The FY16 request is to repair, slurry coat and restripe the DCSB parking lot ($20,000) and Fire Station #3 parking lot ($10,000). Budget by Fiscal Year Category Funding Source Construction General Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $30,000 $0 $0 $0 $0 $0 $30,000 $30,000 $0 $0 $0 $0 $0 $30,000 247 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Peoria Center for Performing Arts Project Number: PW00080 Council District: Acacia Project Location: 8355 W. Peoria The Peoria Center for Performing Arts is over eight years old. It now requires refurbishment and enhancements to maintain the Description: quality level of performances and improvement of operational efficiencies. The FY16 request ($100,000) is to provide refurbishment of finishes and replace production support equipment that is at end of life. The second element consisting of the installation of a heat exchange on the HVAC system is split between FY16 and FY17. FY16 dollars ($50,000) are to provide a design for the installation of the heat exchanger. FY17 dollars ($225,000) are to provide the actual installation of the equipment. The projected return on investment for the heat exchanger is in excess of 10 years. Budget by Fiscal Year Carryover / Base Category Funding Source Study General Base $50,000 $0 $0 $0 $0 $0 $50,000 Construction General Base $100,000 $0 $0 $0 $0 $0 $100,000 $150,000 $0 $0 $0 $0 $0 $150,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Peoria Transit Center Project Number: PW00325 Council District: Acacia Project Location: TBD The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a transit center located in Description: Peoria. Budget by Fiscal Year Category Funding Source Carryover / Base Study Outside Sources FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $50,165 $0 $0 $0 $0 $0 $50,165 Land Acquisi Outside Sources Base $782,876 $0 $0 $0 $0 $0 $782,876 Design Outside Sources Base $156,575 $0 $0 $0 $0 $0 $156,575 Construction Outside Sources Base $0 $1,559,505 $0 $0 $0 $0 $1,559,505 Chargebacks Outside Sources $0 $43,225 $0 $0 $0 $0 $43,225 $989,616 $1,602,730 $0 $0 $0 $0 $2,592,346 Base Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $0 $0 $125,000 $125,000 $125,000 $625,000 $1,000,000 Total Operating Impacts $0 $0 $125,000 $125,000 $125,000 $625,000 $1,000,000 248 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities 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 Category Funding Source Carryover / Base Study GO Bonds 2010 Carryover $740 $0 $0 $0 $0 $0 $740 Construction Proposed GO Bonds Carryover $31,303 $0 $0 $0 $0 $0 $31,303 Construction Proposed GO Bonds Carryover $120,625 $0 $0 $0 $0 $0 $120,625 Total Budget $152,668 $0 $0 $0 $0 $0 $152,668 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Radio Infrastructure Replacements - RWC Upgrades Project Number: IT00024 Council District: Various Project Location: Citywide The Regional Wireless Consortium (RWC) will be upgrading and replacing equipment and software to remain in compliance with Description: FCC narrow banding requirements and to maintain system uptime and capacity requirements for the city's radio system. Peoria is required to fund its portion of these upgrades per the IGA that is in effect with the RWC. Budget by Fiscal Year Category Funding Source Equipment County Transportation T Carryover / Base FY 2016 FY 2017 Base $408,687 $850,102 $0 $0 $0 $0 $1,258,789 $408,687 $850,102 $0 $0 $0 $0 $1,258,789 Total Budget FY 2018 FY 2019 FY 2020 FY 21-25 Total Radio Subscriber Replacements Project Number: IT00018 Council District: Various Project Location: Citywide The Regional Wireless Consortium (RWC) will be upgrading equipment to remain in compliance with FCC narrow banding Description: requirements and the city's subscriber radio units deployed citywide will require replacement in order to continue operation on the RWC network. The FCC rebanding mandate has been deferred to FY19, but subscriber replacements will begin in FY17 and continuing in FY18 and FY19. One-third of the subscribers will be replaced in each year. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Proposed GO Bonds Base Equipment Proposed GO Bonds Base $549,535 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0 $549,535 $706,838 $706,838 $549,535 $0 $0 $0 $549,535 $706,838 $706,838 249 FY 21-25 Total $706,838 $314,606 $2,277,817 $0 $0 $549,535 $706,838 $314,606 $2,827,352 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities 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 Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $0 $0 $0 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $0 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $1,280,000 $1,280,000 $0 $53,820 $53,820 $0 $0 $12,800 $12,800 $0 $0 $1,346,620 $1,346,620 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 Study Proposed GO Bonds Base $0 $0 $0 $100,000 $0 $50,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $300,000 $300,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $3,000,000 $1,000,000 $1,000,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $19,000 $19,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $30,000 $13,000 $13,000 $0 $0 $0 $100,000 $3,030,000 $1,382,000 $1,482,000 Total Budget FY 2016 FY 2017 250 FY 2018 FY 2019 FY 2020 FY 21-25 Total $150,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Operational Facilities Transit Park and Ride Lot Project Number: PW00335 Council District: Acacia Project Location: TBD The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a Park and 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 FY 2016 Study FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Outside Sources Base $129,566 $0 $0 $0 $0 $0 $129,566 Land Acquisi Outside Sources Base $0 $2,138,675 $0 $0 $0 $0 $2,138,675 Design Outside Sources Base $0 $376,407 $0 $0 $0 $0 $376,407 Construction Outside Sources Base $0 $0 $3,914,402 $0 $0 $0 $3,914,402 $129,566 $2,515,082 $3,914,402 $0 $0 $0 $6,559,050 FY 2017 FY 2018 Total Budget Operating Impacts FY 2016 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $0 $0 $0 $150,000 $150,000 $750,000 $1,050,000 Total Operating Impacts $0 $0 $0 $150,000 $150,000 $750,000 $1,050,000 251 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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. Projects in the 10-year program include development of a new community park in the northern portion of Peoria, design and construction of a new neighborhood park and a southern access point to the New River Trail system near the south side of Olive in the vicinity of 99th Avenue, as well as our continued commitment to the Peoria Sports complex features a new interactive Kids Zone, 3rd base fixed seating and event space. Parks Total - $56,958,959 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY 16 FY 17 FY 18 FY 19 FY 20 252 FY 21 FY 22 FY 23 FY 24 FY 25 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Neighborhood Summary by Funding Source Fund Number and Name 4240 - GO Bonds 2010 4970 - Proposed GO Bonds Total - Parks - Neighborhood FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 $32,122 $0 $0 $0 $0 $0 $32,122 $0 $0 $0 $2,771,628 $5,366,140 $0 $8,137,768 $32,122 $0 $0 $2,771,628 $5,366,140 $0 $8,169,890 253 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Other Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 1000 - General $1,577,824 $0 $0 $0 $0 $0 $1,577,824 1210 - Half Cent Sales Tax $345,939 $227,250 $0 $0 $0 $0 $573,189 4251 - Proposed GO Bonds $4,010,680 $0 $0 $0 $0 $0 $4,010,680 4810 - Outside Sources $0 $0 $0 $0 $0 $0 $0 4970 - Proposed GO Bonds $0 $0 $0 $249,400 $0 $0 $249,400 7904 - Neighborhood Park Dev Zone 2 $0 $0 $0 $60,200 $0 $0 $60,200 7941 - Park Imp Fee 2014 Bell to P.Peak $0 $0 $0 $60,200 $0 $0 $60,200 7943 - Park Imp Fee 2014 W of Agua Fria $0 $0 $0 $60,200 $0 $0 $60,200 $5,934,443 $227,250 $0 $430,000 $0 $0 $6,591,693 Total - Parks - Other 254 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 4240 - GO Bonds 2010 $585,247 $0 $0 $0 $0 $0 $585,247 4250 - GO Bonds 2012 $588,740 $0 $0 $0 $0 $0 $588,740 $4,355,660 $0 $0 $0 $0 $0 $4,355,660 $295,000 $0 $0 $0 $0 $0 $295,000 $0 $0 $181,965 $0 $555,500 $2,739,735 $3,477,200 $2,053,816 $0 $0 $0 $0 $0 $2,053,816 $325,000 $0 $0 $0 $0 $0 $325,000 $8,203,463 $0 $181,965 $0 $555,500 $2,739,735 $11,680,663 4251 - Proposed GO Bonds 4550 - County Transportation Tax 4970 - Proposed GO Bonds 7915 - Open Space Dev 7920 - River Corridors & Trails Dev Total - Parks - Trails & Open Space 255 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Community Northern Community Park Project Number: CS00059 Council District: Mesquite Project Location: This is a request for the development of a community park in the northern portion of Peoria. In FY 2015, there is funding to Description: conduct a 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, maintenance facilities, and all associated amenities for parks. A future phase will include a recreation center and a pool. Budget by Fiscal Year Carryover / Base FY 2016 Community Park Dev Fe Carryover $450,000 $0 $0 $0 $0 $0 Community Park Dev Fe Base $0 $230,024 $0 $0 $0 $0 $230,024 Design Citywide Park/Rec Facil Base $0 $1,369,976 $0 $0 $0 $0 $1,369,976 Construction Community Park Dev Fe Base $0 $0 $1,263,755 $0 $0 $0 $1,263,755 Construction Citywide Park/Rec Facil Base $0 $0 $52,223 $0 $0 $0 $52,223 Construction Proposed GO Bonds Base $0 $0 $26,584,021 $0 $0 $0 $26,584,021 Chargebacks Community Park Dev Fe Base $0 $19,531 $8,588 $0 $0 $0 $28,120 Chargebacks Citywide Park/Rec Facil Base $0 $116,324 $254 $0 $0 $0 $116,578 Chargebacks Proposed GO Bonds Base $0 $0 $127,012 $0 $0 $0 $127,012 Arts Community Park Dev Fe Base $0 $2,301 $17,638 $0 $0 $0 $19,939 Arts Citywide Park/Rec Facil Base $0 $13,700 $523 $0 $0 $0 $14,223 Arts Proposed GO Bonds Base $0 $0 $260,841 $0 $0 $0 $260,841 $450,000 $1,751,856 $28,314,857 $0 $0 $0 $30,516,713 FY 2017 FY 2018 Category Funding Source Study Design Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $450,000 FY 21-25 Total Personal OPS $0 $0 $500,000 $500,000 $500,000 $2,500,000 $4,000,000 Non-Pers OPS $0 $0 $500,000 $500,000 $500,000 $2,500,000 $4,000,000 Total Operating Impacts $0 $0 $500,000 $500,000 $500,000 $2,500,000 $8,000,000 256 FY 2019 FY 2020 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Avenue. This park is 15-20 acres and Description: park improvements will include land acquisition, design and construction of a neighborhood park with typical amenities such as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, 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 Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $1,767,500 $0 $0 $1,767,500 Construction Proposed GO Bonds Base $0 $0 $0 $929,212 $5,265,536 $0 $929,212 Chargebacks Proposed GO Bonds Base $0 $0 $0 $47,948 $47,948 $0 $47,948 Arts Proposed GO Bonds Base $0 $0 $0 $26,968 $52,656 $0 $26,968 $0 $0 $0 $2,771,628 $5,366,140 $0 $2,771,628 FY 2019 FY 2020 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2020 FY 21-25 FY 21-25 Total Total Personal OPS $0 $0 $0 $0 $46,516 $232,580 $279,096 Non-Pers OPS $0 $0 $0 $0 $68,451 $342,255 $410,706 Capital OPS $0 $0 $0 $0 $28,500 Total Operating Impacts $0 $0 $0 $0 $46,516 $232,580 $689,802 Camino a Lago Park Project Number: CS00054 Council District: Ironwood Project Location: 98th Ave & Lake Pleasant Parkway This neighborhood park offers basketball and tennis courts, state-of- the-art playground equipment, a misting pad, a butterfly Description: garden in the shape of a butterfly and a youth sports field. FY 16 carryover remains for resolution of any first season splash pad refinements. Budget by Fiscal Year Category Funding Source Construction GO Bonds 2010 Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $32,122 $0 $0 $0 $0 $0 $32,122 Total Budget $32,122 $0 $0 $0 $0 $0 $32,122 Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 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 $33,500 257 FY 21-25 Total $167,500 $335,000 $15,000 $75,000 $150,000 $33,500 $167,500 $485,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Other Community Center HVAC Enhancements Project Number: CS00180 Council District: Acacia Project Location: Community Center In Description: 2013, the City of Peoria completed the expansion and renovation of the Peoria Community Center to meet the multigenerational program needs of its residents. The facility contains various size meeting rooms, a large multi-functional room, food service facilities and a fitness room. The building is both code compliant and energy efficient for normal building use. To better serve higher density / higher intensity functions during high heat and humidity conditions additional cooling and ventilation enhancements are recommended for the large multi-purpose room. Budget by Fiscal Year Carryover / Base FY 2016 General Base $183,168 $0 $0 $0 $0 $0 General Base $15,000 $0 $0 $0 $0 $0 $15,000 $198,168 $0 $0 $0 $0 $0 $198,168 Category Funding Source Construction Chargebacks Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $183,168 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 Construction General Carryover / Base FY 2016 Base $300,000 $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $300,000 Total Budget FY 2017 258 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 (CSMP) to guide and assist with Description: development and prioritization, especially in the northern portion of the city. The project will include a thorough inventory analysis, benchmarking study, community input surveys, public 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 Study Park Imp Fee 2014 W of Base $0 $0 $0 $60,200 $0 $0 $60,200 Study Park Imp Fee 2014 Bell t Base $0 $0 $0 $60,200 $0 $0 $60,200 Study Neighborhood Park Dev Base $0 $0 $0 $60,200 $0 $0 $60,200 Study Proposed GO Bonds Base $0 $0 $0 $249,400 $0 $0 $249,400 $0 $0 $0 $430,000 $0 $0 $430,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Community Services Playground Replacement Project Number: CS00182 Council District: Project Location: various This is a request to replace the playground at Apache Park. Description: Budget by Fiscal Year Category Funding Source Equipment General Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $75,000 $0 $0 $0 $0 $0 $75,000 $75,000 $0 $0 $0 $0 $0 $75,000 259 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Other 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 Hohokam 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 Terramar development. In 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 The project will also fund the completion of drainage improvements along the north edge of the site. In the past decade, water from the surrounding development has been eroding the site and damaging the artifacts. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $74,611 $0 $0 $0 $0 $0 Design General Base $25,389 $0 $0 $0 $0 $0 $25,389 Construction Proposed GO Bonds Base $410,363 $0 $0 $0 $0 $0 $410,363 Construction General Base $139,637 $0 $0 $0 $0 $0 $139,637 Chargebacks Proposed GO Bonds Base $14,922 $0 $0 $0 $0 $0 $14,922 Chargebacks General Base $5,078 $0 $0 $0 $0 $0 $5,078 $670,000 $0 $0 $0 $0 $0 $670,000 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total $74,611 Total Personal OPS $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Non-Pers OPS $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Total Operating Impacts $0 $5,000 $5,000 $5,000 $5,000 $25,000 $90,000 Park and Recreation Facility Refurbishment Project Number: CS00185 Council District: Project Location: various This is a request to refurbish the following parks: Apache Park, Kiwanis Park, Parkridge Park, Rio Vista Community Park, the Description: Sports Complex, as well as refurbishments at Rio Vista Recreation Center. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base FY 2016 Base $610,152 $0 $0 $0 $0 $0 $610,152 $610,152 $0 $0 $0 $0 $0 $610,152 Total Budget FY 2017 260 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Other Pioneer Community Park Concrete Replacement Project Number: CS00186 Council District: Acacia Project Location: 83rd and Olive Avenue The City of Peoria completed the construction of the 80-acre Pioneer Community Park in the Fall of 2013. The park was Description: constructed over agricultural land that contains soils with high clay content and swell potential. Geotechnical investigations guided the design of concrete walkway and plaza hardscapes. Despite efforts to pre-empt concrete cracking through design and installation best practices, certain park areas exhibit excessive cracking, requiring removal and replacement. Budget by Fiscal Year Carryover / Base Category Funding Source Construction General Base $76,300 $0 $0 $0 $0 $0 Chargebacks General Base $1,500 $0 $0 $0 $0 $0 $1,500 $77,800 $0 $0 $0 $0 $0 $77,800 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $76,300 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 2017 will determine any additional funding adjustments required for FY 2018. Budget by Fiscal Year Carryover / Base FY 2016 FY 2017 Half Cent Sales Tax Base $225,000 $225,000 $0 $0 $0 $0 Half Cent Sales Tax Base $0 $2,250 $0 $0 $0 $0 $2,250 $225,000 $227,250 $0 $0 $0 $0 $452,250 Category Funding Source Construction Arts Total Budget 261 FY 2018 FY 2019 FY 2020 FY 21-25 Total $450,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Other Sports Complex Improvements Project Number: CS00022 Council District: Willow Project Location: Sports Complex Improvements Description:were completed at both the Padre and Mariners Club Houses in 2014, and Phase II Stadium Improvements were completed in 2015. The next phase of improvements will include a Kids Zone, 3rd base fixed seating and event space. Budget by Fiscal Year Carryover / Base FY 2016 Proposed GO Bonds Carryover $3,510,784 $0 $0 $0 $0 $0 $3,510,784 General Carryover $143,685 $0 $0 $0 $0 $0 $143,685 Construction General Carryover $2,915 $0 $0 $0 $0 $0 $2,915 Construction Half Cent Sales Tax Carryover $40,000 $0 $0 $0 $0 $0 $40,000 Arts Half Cent Sales Tax Carryover $80,939 $0 $0 $0 $0 $0 $80,939 Total Budget $3,778,323 $0 $0 $0 $0 $0 $3,778,323 Category Funding Source Construction Construction Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $25,000 $78,700 $25,000 $25,000 $25,000 $325,000 $503,700 Total Operating Impacts $25,000 $78,700 $25,000 $25,000 $25,000 $325,000 $503,700 262 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base FY 2016 Proposed GO Bonds Carryover $145,000 $0 $0 $0 $0 $0 Proposed GO Bonds Base $950,000 $0 $0 $0 $0 $0 $950,000 $1,095,000 $0 $0 $0 $0 $0 $1,095,000 Category Funding Source Design Construction Total Budget Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total $145,000 Total Non-Pers OPS $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 Total Operating Impacts $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 83rd Avenue and Village Parkway Trail/Trailhead Project Number: CS00156 Council District: Willow Project Location: 83rd Avenue and Village Parkway This will involve land acquisition, 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 Carryover / Base FY 2016 Land Acquisi GO Bonds 2010 Carryover $247,200 $0 $0 $0 $0 $0 $247,200 Construction GO Bonds 2010 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $550,000 $0 $0 Arts Proposed GO Bonds Base $0 $0 $0 $0 $5,500 $0 $0 $347,200 $0 $0 $0 $555,500 $0 $347,200 Category Funding Source Total Budget FY 2017 263 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 shade Description: ramadas, 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 Carryover / Base Category Funding Source Design Proposed GO Bonds Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Construction Proposed GO Bonds Carryover $1,270,000 $0 $0 $0 $0 $0 $1,270,000 Total Budget $1,520,000 $0 $0 $0 $0 $0 $1,520,000 Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $15,000 $15,000 $15,000 $15,000 $15,000 $75,000 $150,000 Total Operating Impacts $15,000 $15,000 $15,000 $15,000 $15,000 $75,000 $150,000 264 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 2016 Study FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total GO Bonds 2012 Carryover $110,000 $0 $0 $0 $0 $0 Land Acquisi GO Bonds 2012 Carryover $79,529 $0 $0 $0 $0 $0 $79,529 Construction GO Bonds 2012 Carryover $169,323 $0 $0 $0 $0 $0 $169,323 Construction GO Bonds 2012 Carryover $205,000 $0 $0 $0 $0 $0 $205,000 Construction GO Bonds 2010 Carryover $215,000 $0 $0 $0 $0 $0 $215,000 Total Budget $778,852 $0 $0 $0 $0 $0 $778,852 Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 $110,000 Total Non-Pers OPS $200 $200 $200 $200 $200 $1,000 $2,000 Total Operating Impacts $200 $200 $200 $200 $200 $1,000 $2,000 265 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base Category Funding Source Construction River Corridors & Trails Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Construction County Transportation T Carryover $295,000 $0 $0 $0 $0 $0 $295,000 Construction GO Bonds 2012 Carryover $24,888 $0 $0 $0 $0 $0 $24,888 Construction GO Bonds 2010 Carryover $23,047 $0 $0 $0 $0 $0 $23,047 Total Budget $417,935 $0 $0 $0 $0 $0 $417,935 Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 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 Carryover / Base FY 2016 Proposed GO Bonds Carryover $100,000 $0 $0 $0 $0 $0 $100,000 River Corridors & Trails Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Construction Proposed GO Bonds Carryover $23,628 $0 $0 $0 $0 $0 $23,628 Construction Proposed GO Bonds Base $0 $0 $150,000 $0 $0 $0 $150,000 Chargebacks Proposed GO Bonds Base $0 $0 $30,465 $0 $0 $0 $30,465 Arts Proposed GO Bonds Base $0 $0 $1,500 $0 $0 $0 $1,500 $373,628 $0 $181,965 $0 $0 $0 $555,593 Category Funding Source Design Construction Total Budget FY 2017 266 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Sonoran Preservation Program (Open Space) Project Number: CS00089 Council District: Project Location: Citywide 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 Sonoran Desert 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 open spaces. The project funds are needed to complete studies on specific properties, including cultural surveys, along with the direct land acquisition of areas threatened by development. Budget by Fiscal Year Category Funding Source Study Proposed GO Bonds Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $76,398 $0 $0 $0 $0 $0 $76,398 Carryover $2,053,816 $0 $0 $0 $0 $0 $2,053,816 Carryover $1,540,634 $0 $0 $0 $0 $0 $1,540,634 Total Budget $3,670,848 $0 $0 $0 $0 $0 $3,670,848 Land Acquisi Open Space Dev Land Acquisi Proposed GO Bonds 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $404,000 Land Acquisi Proposed GO Bonds Base $0 $0 $0 $0 $0 $404,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $332,649 $332,649 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,885,012 $1,885,012 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $95,896 $95,896 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $22,178 $22,178 $0 $0 $0 $0 $0 $2,739,735 $2,739,735 FY 21-25 Total Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Personal OPS $0 $0 $0 $0 $0 $85,500 Non-Pers OPS $0 $0 $0 $0 $0 $45,000 $45,000 Total Operating Impacts $0 $0 $0 $0 $0 $85,500 $130,500 267 $85,500 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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. FY 2016 Public Safety projects include additional space for the Police Department’s north command on the campus of the Pinnacle Peak Public Safety Facility and installation of an emergency-only traffic signal in front of the fire station on Jomax Road. Public Safety Total - $16,611,640 $10,000,000 $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 16 FY 17 FY 18 FY 19 FY 20 268 FY 21 FY 22 FY 23 FY 24 FY 25 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Public Safety Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 $53,000 $0 $0 $0 $0 $0 $53,000 4251 - Proposed GO Bonds $1,407,000 $0 $0 $0 $0 $0 $1,407,000 7930 - Law Enforcement Dev $7,309,326 $0 $0 $0 $0 $0 $7,309,326 7931 - Law Enforcement Dev - Post 1/1/12 $538,062 $0 $0 $0 $0 $0 $538,062 7932 - Law Enfrcmnt IF 2014 $190,300 $0 $0 $0 $0 $0 $190,300 7935 - Fire & Emergency Svc Dev $0 $191,095 $0 $0 $0 $1,500,001 $1,691,096 7936 - Fire & Emergency Svc Dev Post $0 $0 $0 $0 $0 $1,282,006 $1,282,006 7937 - Fire/EmergSvs Imp Fees 2014 $0 $0 $0 $0 $0 $4,140,850 $4,140,850 $9,497,688 $191,095 $0 $0 $0 $6,922,857 $16,611,640 4240 - GO Bonds 2010 Total - Public Safety 269 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Public Safety CAD Replacement Project Number: PD00013 Council District: Acacia Project Location: PSAB Upgrade or replacement of the Computer Automated Dispatch (CAD), Mobile Digital Computers (MDC) and Records software. Description: Budget by Fiscal Year Category Funding Source Carryover / Base Other GO Bonds 2010 Carryover $3,000 $0 $0 $0 $0 $0 $3,000 Construction GO Bonds 2010 Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total Budget $53,000 $0 $0 $0 $0 $0 $53,000 Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $167,000 $167,000 $167,000 $167,000 $167,000 $835,000 $1,670,000 Total Operating Impacts $167,000 $167,000 $167,000 $167,000 $167,000 $835,000 $1,670,000 270 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Public Safety 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $18,493 $18,493 Land Acquisi Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $301,507 $301,507 Equipment Fire/EmergSvs Imp Fees Base $0 $0 $0 $0 $0 $100,980 $100,980 Equipment Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $57,916 $57,916 Equipment Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $471,104 $471,104 Design Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $40,454 $40,454 Design Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $659,546 $659,546 Construction Fire/EmergSvs Imp Fees Base $0 $0 $0 $0 $0 $3,949,881 $3,949,881 Construction Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $1,135,119 $1,135,119 Chargebacks Fire/EmergSvs Imp Fees Base $0 $0 $0 $0 $0 $50,490 $50,490 Chargebacks Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $18,267 $18,267 Chargebacks Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $61,248 $61,248 Arts Fire/EmergSvs Imp Fees Base $0 $0 $0 $0 $0 $39,499 $39,499 Arts Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $11,757 $11,757 Arts Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $6,596 $6,596 $0 $0 $0 $0 $0 $6,922,857 $6,922,857 FY 2020 FY 21-25 Total Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 Personal OPS $0 $0 $0 $0 $1,357,000 $6,785,000 $8,142,000 Non-Pers OPS $0 $0 $0 $0 $200,000 $1,000,000 $1,200,000 Total Operating Impacts $0 $0 $0 $0 $1,357,000 $6,785,000 $9,342,000 271 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Fire & Emergency Svc D Base $0 $15,000 $0 $0 $0 $0 Design Fire & Emergency Svc D Base $0 $20,000 $0 $0 $0 $0 $20,000 Construction Fire & Emergency Svc D Base $0 $139,500 $0 $0 $0 $0 $139,500 Chargebacks Fire & Emergency Svc D Base $0 $15,000 $0 $0 $0 $0 $15,000 Arts Fire & Emergency Svc D Base $0 $1,595 $0 $0 $0 $0 $1,595 $0 $191,095 $0 $0 $0 $0 $191,095 Total Budget Operating Impacts Total Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 $15,000 Total $0 $360 $360 $360 $360 $1,800 $3,240 $0 $360 $360 $360 $360 $1,800 $3,240 272 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Law Enforcement Dev - Carryover $62,663 $0 $0 $0 $0 $0 $62,663 Construction Law Enforcement Dev - Carryover $475,399 $0 $0 $0 $0 $0 $475,399 Construction Law Enforcement Dev Carryover $198,052 $0 $0 $0 $0 $0 $198,052 Construction Law Enforcement Dev Carryover $7,111,274 $0 $0 $0 $0 $0 $7,111,274 Construction Proposed GO Bonds Carryover $1,407,000 $0 $0 $0 $0 $0 $1,407,000 Equipment Law Enfrcmnt IF 2014 Base $126,148 $0 $0 $0 $0 $0 $126,148 Construction Law Enfrcmnt IF 2014 Base $64,152 $0 $0 $0 $0 $0 $64,152 $9,444,688 $0 $0 $0 $0 $0 $9,444,688 Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 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 $1,092,000 273 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets and Traffic Control 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 measures to mitigate against increased noise and speed along Deer Valley Road as a result of the county’s extension of the roadway across the Agua Fria River, the widening of the intersections along 75th Avenue at Peoria Avenue and Cactus Road and reconstruction of the west ½ street improvements on 103rd Avenue between Northern and Olive Avenues. 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 Streets & Traffic Control Total - $183,417,210 $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 19 274 FY 20 FY 21 FY 22 FY 23 FY 24 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 1000 - General $0 $0 $0 $0 $234,000 $0 $234,000 2050 - Water $0 $0 $333,300 $0 $0 $0 $333,300 $13,800 $243,080 $0 $0 $0 $0 $256,880 $6,228 $0 $0 $0 $0 $0 $6,228 4251 - Proposed GO Bonds $2,550,200 $0 $0 $0 $0 $0 $2,550,200 4550 - County Transportation Tax $1,328,814 $5,000 $1,335,000 $0 $0 $0 $2,668,814 4810 - Outside Sources $8,660,594 $0 $0 $0 $0 $0 $8,660,594 $0 $3,255,200 $2,030,000 $2,288,813 $1,626,000 $36,170,909 $45,370,922 $3,811,184 $3,612,180 $4,028,300 $3,501,333 $3,022,340 $16,137,609 $34,112,946 $0 $1,053,150 $10,777,793 $0 $0 $6,480,000 $18,310,943 7010 - Transportation Sales Tax $21,467,748 $6,115,380 $9,044,898 $3,188,960 $5,738,000 $15,792,120 $61,347,106 Total - Streets $37,838,568 $14,283,990 $27,549,291 $8,979,106 $10,620,340 $74,580,638 $173,851,933 2162 - Water Expansion Post 1/1/12 4240 - GO Bonds 2010 4970 - Proposed GO Bonds 7000 - Highway User 7003 - Streets Zone 3 Dev Fee 275 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Traffic Control Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 $266,600 $482,345 $0 $0 $0 $0 $748,945 7010 - Transportation Sales Tax $1,159,176 $829,156 $1,007,000 $800,000 $1,007,000 $4,014,000 $8,816,332 Total - Traffic Control $1,425,776 $1,311,501 $1,007,000 $800,000 $1,007,000 $4,014,000 $9,565,277 4810 - Outside Sources 276 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 103rd Av; Northern Ave to Olive Ave -Full Street Project Number: EN00422 Council District: Pine Project Location: 103rd Av; Northern Av to Olive Av The first phase of this project provided for the geotechnical investigation to determine the limits of the old City of Glendale Description: landfill impacting 103rd Av, a preliminary traffic study and a public meeting was conducted. The next phase of the project will provide for the final design, ROW acquisition, materials testing, construction, construction administration, signal modifications, utility coordination, utility relocation, and undergrounding overhead facilities as needed, for the reconstruction and construction of the 103rd Av 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 around the Glendale Landfill. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Transportation Sales Tax Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Construction Transportation Sales Tax Carryover $3,937,131 $0 $0 $0 $0 $0 $3,937,131 Construction Proposed GO Bonds $500,000 $0 $0 $0 $0 $0 $500,000 $4,837,131 $0 $0 $0 $0 $0 $4,837,131 Base Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $4,300 $4,300 $4,300 $4,300 $4,300 $21,500 $43,000 Non-Pers OPS $8,000 $8,000 $8,000 $8,000 $8,000 $40,000 $80,000 Total Operating Impacts $4,300 $4,300 $4,300 $4,300 $4,300 $21,500 $123,000 67th Ave Widening; Pinnacle Peak to Happy Valley Project Number: EN00100 Council District: Mesquite Project Location: 67th Av from Pinnacle Peak Rd to Happy Valley Rd This project provides for the design, ROW acquisition, utility relocation, extension and burying overhead power lines as Description: determined, construction and construction administration for the widening of 67th Av between Pinnacle Peak Road and Happy Valley Road to five lanes with bike lanes. The drainage portion of this project is a separate regional drainage project that must be completed prior to the construction of the roadway widening or simultaneously with the construction of the roadway widening. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $1,800,000 Land Acquisi Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,800,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $850,000 $850,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $7,000,000 $7,000,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $967,000 $967,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $78,500 $78,500 $0 $0 $0 $0 $0 $10,695,500 $10,695,500 Total Budget 277 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 was for funding for the right-of-way (ROW)/easement acquisition and associated tasks. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Transportation Sales Tax Carryover $260,000 $0 $0 $0 $0 $0 $260,000 Land Acquisi Outside Sources Carryover $1,600,000 $0 $0 $0 $0 $0 $1,600,000 Construction Transportation Sales Tax Carryover $2,828,505 $0 $0 $0 $0 $0 $2,828,505 Construction Outside Sources Carryover $33,638 $0 $0 $0 $0 $0 $33,638 Construction Outside Sources Base $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $6,722,143 $0 $0 $0 $0 $0 $6,722,143 Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $9,000 $9,000 $9,000 $9,000 $9,000 $45,000 $90,000 Total Operating Impacts $9,000 $9,000 $9,000 $9,000 $9,000 $45,000 $90,000 278 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 75th Ave & Peoria Ave 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 was for funding the right-of-way (ROW)/easement acquistion and associated tasks. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Transportation Sales Tax Carryover $37,600 $0 $0 $0 $0 $0 $37,600 Land Acquisi Outside Sources Carryover $660,000 $0 $0 $0 $0 $0 $660,000 Construction Transportation Sales Tax Carryover $1,431,394 $0 $0 $0 $0 $0 $1,431,394 Construction Outside Sources Carryover $12,544 $0 $0 $0 $0 $0 $12,544 Construction Outside Sources Base $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $4,141,538 $0 $0 $0 $0 $0 $4,141,538 Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $9,000 $9,000 $9,000 $9,000 $9,000 $45,000 $90,000 Total Operating Impacts $9,000 $9,000 $9,000 $9,000 $9,000 $45,000 $90,000 279 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 2016 Land Acquisi Transportation Sales Tax Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Construction Transportation Sales Tax Carryover $140,000 $0 $0 $0 $0 $0 $140,000 Construction Transportation Sales Tax Base $763,000 $0 $0 $0 $0 $0 $763,000 $1,003,000 $0 $0 $0 $0 $0 $1,003,000 Category Funding Source Total Budget Operating Impacts FY 2016 Total Operating Impacts FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total $0 $2,500 $2,500 $2,500 $2,500 $12,500 $22,500 $0 $2,500 $2,500 $2,500 $2,500 $12,500 $22,500 83rd Ave 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 FY 2016 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget $100,000 $0 $0 $0 $0 $0 $100,000 Category Funding Source Construction Transportation Sales Tax FY 2017 280 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 87th Ave & Peoria Ave 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 Carryover / Base FY 2016 Carryover Land Acquisi Transportation Sales Tax FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $116,125 $0 $0 $0 $0 $0 $116,125 Design Transportation Sales Tax Base $0 $0 $0 $255,000 $0 $0 $255,000 Construction Transportation Sales Tax Base $0 $0 $0 $0 $1,575,000 $0 $0 Chargebacks Transportation Sales Tax Base $0 $0 $0 $8,000 $32,000 $0 $8,000 Arts Transportation Sales Tax Base $0 $0 $0 $2,550 $15,750 $0 $2,550 $116,125 $0 $0 $265,550 $1,622,750 $0 $381,675 Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $0 $0 $0 $0 $0 $1,400 $1,400 Non-Pers OPS $0 $0 $0 $0 $0 $500 $500 Total Operating Impacts $0 $0 $0 $0 $0 $1,400 $1,900 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 FY 2016 Carryover $320,000 $0 $0 $0 $0 $0 $320,000 Total Budget $320,000 $0 $0 $0 $0 $0 $320,000 Category Funding Source Construction Transportation Sales Tax Operating Impacts Total Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total $1,400 $1,400 $1,400 $1,400 $1,400 $7,000 $14,000 $1,400 $1,400 $1,400 $1,400 $1,400 $7,000 $14,000 281 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 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 improvements 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 Carryover / Base Category Funding Source Construction Transportation Sales Tax FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $75,000 $0 $0 $0 $0 $0 $75,000 Land Acquisi Proposed GO Bonds Base $140,000 $0 $0 $0 $0 $0 $140,000 Construction Proposed GO Bonds Base $0 $545,000 $0 $0 $0 $0 $545,000 Construction Proposed GO Bonds Base $32,000 $0 $0 $0 $0 $0 $32,000 Chargebacks Proposed GO Bonds Base $0 $38,000 $0 $0 $0 $0 $38,000 Arts Proposed GO Bonds Base $0 $5,450 $0 $0 $0 $0 $5,450 $247,000 $588,450 $0 $0 $0 $0 $835,450 Total Budget Operating Impacts Total Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $0 $0 $3,300 $3,300 $16,500 $23,100 $0 $0 $0 $3,300 $3,300 $16,500 $23,100 282 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 91st Av;Mountain Vw Rd to Peoria Ave 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 Carryover / Base Category Funding Source Design Transportation Sales Tax Base $0 $320,000 $0 $0 $0 $0 $320,000 Construction Transportation Sales Tax Base $0 $0 $3,700,000 $0 $0 $0 $3,700,000 Construction Proposed GO Bonds Base $0 $0 $200,000 $0 $0 $0 $200,000 Construction Water Base $0 $0 $330,000 $0 $0 $0 $330,000 Chargebacks Transportation Sales Tax Base $0 $96,000 $200,000 $0 $0 $0 $296,000 Arts Transportation Sales Tax Base $0 $3,200 $37,000 $0 $0 $0 $40,200 Arts Proposed GO Bonds Base $0 $0 $2,000 $0 $0 $0 $2,000 Arts Water Base $0 $0 $3,300 $0 $0 $0 $3,300 $0 $419,200 $4,472,300 $0 $0 $0 $4,891,500 Total Budget Operating Impacts Total Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total $0 $0 $0 $2,640 $2,640 $13,200 $0 $0 $0 $1,100 $1,100 $5,500 $7,700 $0 $0 $0 $2,640 $2,640 $13,200 $26,180 283 $18,480 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 91st Ave & Bell Rd Right Turn Lane Project Number: EN00488 Council District: Ironwood Project Location: NEC of 91st ave & Bell Rd This project provides for the coordination with adjacent property owners, design, ROW acquisition, utility coordination, utility Description: relocation, construction and construction administration for the construction of a WB to NB right turn lane at the intersection of Bell Rd 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, Qwest, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Transportation Sales Tax Base $0 $0 $21,000 $0 $0 $0 $21,000 Design Transportation Sales Tax Base $0 $0 $150,000 $0 $0 $0 $150,000 Construction Transportation Sales Tax Base $0 $0 $0 $300,000 $330,000 $0 $300,000 Chargebacks Transportation Sales Tax Base $0 $0 $16,000 $0 $25,000 $0 $16,000 Arts Transportation Sales Tax Base $0 $0 $1,500 $3,000 $3,300 $0 $4,500 $0 $0 $188,500 $303,000 $358,300 $0 $491,500 FY 2018 FY 2019 FY 2020 Total Budget Operating Impacts FY 2016 Total Operating Impacts FY 2017 FY 21-25 $0 $0 $0 $1,000 $0 $0 $0 $1,000 Total 91st Ave; Deer Valley Rd to Pinnacle Pk Rd Project Number: EN00505 Council District: Pine Project Location: 91st Ave - Deer Valley Rd to Pinnacle Pk Rd This project provides for the cost sharing with the developer of The Meadows for the coordination with adjacent property owners, Description: public involvement, design, materials testing, construction and construction administration for the mill & overlay of the east side of 91st Ave between Deer Valley Rd and Pinnacle Pk Rd. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design County Transportation T Base $30,000 $0 $0 $0 $0 $0 $30,000 Construction County Transportation T Base $310,000 $0 $0 $0 $0 $0 $310,000 $340,000 $0 $0 $0 $0 $0 $340,000 Total Budget FY 2016 FY 2017 284 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 95th Ave Widening; Olive Ave- Mission Ln Project Number: EN00009 Council District: Pine Project Location: 95th Ave; Olive Ave to Mission Ln 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 the east 1/2 street improvements on 95th Av between Olive Av and Mission Lane. The improvements will include: clearing and grubbing, saw cut along existing pavement, install new pavement, curb, gutter, valley gutter and apron, sidewalk, handicap ramps and new wire fence. This project may also require processing of utility company (APS, Cox, Qwest, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Transportation Sales Tax Base $0 $0 $90,000 $0 $0 $0 Design Transportation Sales Tax Base $0 $0 $90,000 $0 $0 $0 $90,000 Construction Transportation Sales Tax Base $0 $0 $0 $253,000 $0 $0 $253,000 Chargebacks Transportation Sales Tax Base $0 $0 $9,000 $13,000 $0 $0 $22,000 Arts Transportation Sales Tax Base $0 $0 $900 $2,530 $0 $0 $3,430 $0 $0 $189,900 $268,530 $0 $0 $458,430 FY 2018 FY 2019 Total Budget Operating Impacts FY 2016 FY 2017 FY 2020 FY 21-25 $90,000 Total Non-Pers OPS $2,340 $2,340 $0 $0 $0 $0 $4,680 Total Operating Impacts $2,340 $2,340 $0 $0 $0 $0 $4,680 99th Ave 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 conducting geotechnical investigation, clean-up landfill material as needed, reconstruct 99th Av between Butler Drive and Olive Av, construct a concrete sidewalk along the east side of 99th Av and address drainage issues. 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 Study Transportation Sales Tax Carryover $40,000 $0 $0 $0 $0 $0 $40,000 Design Transportation Sales Tax Base $400,000 $0 $0 $0 $0 $0 $400,000 Construction Transportation Sales Tax Base $0 $2,940,000 $0 $0 $0 $0 $2,940,000 Chargebacks Transportation Sales Tax Base $0 $11,600 $0 $0 $0 $0 $11,600 Arts Transportation Sales Tax Base $0 $29,400 $0 $0 $0 $0 $29,400 $440,000 $2,981,000 $0 $0 $0 $0 $3,421,000 Total Budget FY 2016 FY 2017 285 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 accessibility 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 and provides the ability to respond to individual ADA requests. As these ADA deficiencies are identified, the program funding will also be used to design and construct the improvements. In addition, the ADA regulations identify that specific asphalt and concrete repair treatments that are considered to be alterations - requiring installation of curb ramps within the scope of the project. These funds will be used to correct ADA deficiencies related to the Street Reconstruction and Rehabilitation Program. Budget by Fiscal Year Carryover / Base Category Funding Source Study Highway User Carryover $68,000 $0 $0 $0 $0 $0 Construction Highway User Carryover $63,431 $0 $0 $0 $0 $0 $63,431 Study Highway User Base $34,000 $34,000 $34,000 $34,000 $34,000 $170,000 $340,000 Construction Highway User Base $325,000 $165,000 $55,000 $55,000 $55,000 $275,000 $930,000 Chargebacks Highway User Base $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 Arts Highway User Base $0 $1,650 $550 $550 $550 $2,750 $6,050 $490,431 $210,650 $99,550 $99,550 $99,550 $497,750 $1,497,481 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $68,000 Arterial Road Pavement Preservation & Restoration Project Number: PW00992 Council District: Various Project Location: Various Locations This program provides for pavement preservation and restoration on arterial streets throughout the city. There are 427 lane miles Description: of arterial streets in Peoria and it costs approximately $1M per mile to repair and restore conditions to extend the pavement lifecycle and ensure a good quality driving surface. The Streets Division evaluates the existing arterials and prioritizes maintenance projects based upon condition, impact, and coordination with other city projects and private development. In the past two programs, stretches of 83rd Ave and 75th Ave were completed. The following arterial roads have been identified for treatment in upcoming funded years: 91st Avenue from Peoria Avenue north to Cactus Road; 75th Avenue from Peoria Avenue south to Northern Avenue; 83rd Avenue from Lake Pleasant Parkway north to Deer Valley Road; 107th Avenue from Beardsley Road north to Williams Road. ADA compliant ramps and concrete restoration are required elements of these projects. Compliant concrete work makes up 30%-50% of the project cost. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Base $0 $303,000 $0 $606,000 Construction Highway User Base $0 $897,000 $0 $894,000 Arts Transportation Sales Tax Base $0 $3,030 $0 Arts Highway User Base $0 $8,970 $0 $1,212,000 Total Budget FY 2016 FY 2017 286 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $2,121,000 $3,787,500 $0 $2,679,000 $5,362,500 $6,060 $0 $21,210 $37,875 $0 $8,940 $0 $26,790 $53,625 $0 $1,515,000 $0 $4,848,000 $9,241,500 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Bridge Maintenance and Management Program Project Number: EN00243 Council District: Various Project Location: Various Locations This project provides funding for the ongoing 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 2016 Transportation Sales Tax Carryover $281,993 $0 $0 $0 $0 $0 $281,993 Transportation Sales Tax Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 Chargebacks Transportation Sales Tax Base $0 $25,000 $25,000 $25,000 $25,000 $125,000 $225,000 Arts Transportation Sales Tax Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $481,993 $227,000 $227,000 $227,000 $227,000 $1,135,000 $2,524,993 Category Funding Source Construction Construction Total Budget FY 2017 287 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Deer Valley Rd; 109th Ave 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 Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Transportation Sales Tax Carryover $150,000 $0 $0 $0 $0 $0 $150,000 Construction Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Transportation Sales Tax Land Acquisi Transportation Sales Tax Base $80,000 $0 $0 $0 $0 $0 $80,000 Design Transportation Sales Tax Base $100,000 $0 $0 $0 $0 $0 $100,000 Construction Transportation Sales Tax Base $0 $1,056,000 $0 $0 $0 $0 $1,056,000 Chargebacks Transportation Sales Tax Base $0 $33,000 $0 $0 $0 $0 $33,000 Arts Transportation Sales Tax Base $0 $10,560 $0 $0 $0 $0 $10,560 $2,330,000 $1,099,560 $0 $0 $0 $0 $3,429,560 FY 2016 FY 2017 Total Budget Operating Impacts Personal OPS Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 21-25 Total $4,000 $4,000 $4,000 $4,000 $4,000 $20,000 $40,000 $8,800 $8,800 $8,800 $8,800 $8,800 $44,000 $88,000 $4,000 $4,000 $4,000 $4,000 $4,000 $20,000 $128,000 288 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base Category Funding Source Construction Highway User Carryover $539,622 $0 $0 $0 $0 $0 $539,622 Construction Outside Sources Carryover $2,044,002 $0 $0 $0 $0 $0 $2,044,002 Construction Transportation Sales Tax Base $0 $200,000 $0 $200,000 $0 $600,000 $1,200,000 Arts Transportation Sales Tax Base $0 $2,000 $0 $2,000 $0 $6,000 $12,000 $2,583,624 $202,000 $0 $202,000 $0 $606,000 $3,795,624 Total Budget Operating Impacts Total Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total $8,500 $8,500 $8,500 $8,500 $8,500 $42,500 $85,000 $8,500 $8,500 $8,500 $8,500 $8,500 $42,500 $85,000 289 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 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 Study Streets Zone 3 Dev Fee Base $0 $0 $0 $0 $0 $303,000 $303,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,197,000 $1,197,000 Construction Streets Zone 3 Dev Fee Base $0 $0 $0 $0 $0 $5,700,000 $5,700,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $13,800,000 $24,391,000 Chargebacks Streets Zone 3 Dev Fee Base $0 $0 $0 $0 $0 $420,000 $420,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $210,000 $210,000 Arts Streets Zone 3 Dev Fee Base $0 $0 $0 $0 $0 $57,000 $57,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $149,970 $255,880 $0 $0 $0 $0 $0 $21,836,970 $32,533,880 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Lake Pleasant Parkway Sidewalk 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, 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 and east sides of Lake Pleasant Parkway between Deer Valley Rd and Happy Valley Road. 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, Qwest, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2016 Transportation Sales Tax Carryover $140,000 $0 $0 $0 $0 $0 Transportation Sales Tax Base $0 $260,000 $0 $0 $0 $0 $260,000 Construction Transportation Sales Tax Base $670,000 $0 $1,100,000 $0 $0 $0 $1,770,000 Chargebacks Transportation Sales Tax Base $0 $13,000 $18,000 $0 $0 $0 $31,000 Arts Transportation Sales Tax Base $0 $2,600 $11,000 $0 $0 $0 $13,600 $810,000 $275,600 $1,129,000 $0 $0 $0 $2,214,600 Category Funding Source Construction Design Total Budget FY 2017 290 FY 2018 FY 2019 FY 2020 FY 21-25 Total $140,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) Project Number: EN00241 Council District: Mesquite Project Location: LPP between Westwing Pkwy and L303 This project provides for design (Westwing to CAP), ROW acquisition, utility relocation, extensions and burying overhead power Description: lines, as determined, construction and construction administration for the demolition of the existing two lanes and construction of two lanes each direction, bike lanes, median improvements, street lighting, signalization and ITS improvements. The project will also address the missing sidewalk along Lake Pleasant Parkway from Happy Valley Road to Westwing Parkway, needed rehabilitation of Lake Pleasant Parkway from the Loop 303 to SR-74, and aesthetic enhancements to existing walls in the area. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $65,000 $0 $0 $0 $0 $0 $65,000 Total Budget $65,000 $0 $0 $0 $0 $0 $65,000 Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 Non-Pers OPS $72,000 $72,000 $72,000 $72,000 $72,000 $360,000 $720,000 Total Operating Impacts $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $1,120,000 291 $400,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base Category Funding Source Design Streets Zone 3 Dev Fee Base $0 $815,000 $0 $0 $0 $0 Construction Transportation Sales Tax Base $0 $0 $165,130 $0 $0 $0 $165,130 Construction Streets Zone 3 Dev Fee Base $0 $0 $10,334,870 $0 $0 $0 $10,334,870 Chargebacks Transportation Sales Tax Base $0 $0 $5,426 $0 $0 $0 $5,426 Chargebacks Streets Zone 3 Dev Fee Base $0 $230,000 $339,574 $0 $0 $0 $569,574 Arts Transportation Sales Tax Base $0 $0 $1,652 $0 $0 $0 $1,652 Arts Streets Zone 3 Dev Fee Base $0 $8,150 $103,349 $0 $0 $0 $111,499 $0 $1,053,150 $10,950,001 $0 $0 $0 $12,003,151 FY 2017 FY 2018 Total Budget Operating Impacts FY 2016 FY 2016 Total Operating Impacts FY 2017 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total $815,000 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 acquisition 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 Carryover / Base FY 2016 Carryover $3,600,000 $0 $0 $0 $0 $0 $3,600,000 Total Budget $3,600,000 $0 $0 $0 $0 $0 $3,600,000 Funding Source Land Acquisi Transportation Sales Tax FY 2017 292 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets LPP & 91st Ave Right Turn Lanes 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 and an EB to SB right turn lane at the intersection of Lake Pleasant Parkway and 91st Av. The funding included in FY16 is for the design and construction of the EB to SB right turn lane. 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 2016 Transportation Sales Tax Carryover $100,000 $0 $0 $0 $0 $0 Transportation Sales Tax Base $48,000 $0 $0 $0 $0 $0 $48,000 Highway User Base $200,000 $0 $0 $0 $0 $0 $200,000 $348,000 $0 $0 $0 $0 $0 $348,000 Category Funding Source Construction Design Construction Total Budget Operating Impacts FY 2016 Total Operating Impacts FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total $100,000 Total $0 $200 $200 $200 $200 $1,000 $1,800 $0 $200 $200 $200 $200 $1,000 $1,800 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 Carryover / Base Category Funding Source Construction Transportation Sales Tax Base $49,000 $49,000 $49,000 $49,000 $49,000 $245,000 $490,000 Construction Highway User Base $101,000 $101,000 $101,000 $101,000 $101,000 $505,000 $1,010,000 Arts Transportation Sales Tax Base $0 $490 $490 $490 $490 $2,450 $4,410 Arts Highway User Base $0 $1,010 $1,010 $1,010 $1,010 $5,050 $9,090 $150,000 $151,500 $151,500 $151,500 $151,500 $757,500 $1,513,500 Total Budget FY 2016 FY 2017 293 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Northern Parkway Project Number: EN00142 Council District: Acacia/Pine Project Location: Northern Av From 71st Av to 115th Av This project provides for the City's contribution toward land acquisition and construction to convert the existing Northern Av to an Description: eight-lane, limited access "regionally significant" arterial roadway that will be designated Northern Parkway. The project will construct overpasses at the intersections of mile roadways, including bridged mainline overpasses, median barriers, exit and entrance ramps, traffic signals, landscape and irrigation, barrier walls, utility relocations, and drainage improvements, paving, curb, gutters, street lighting, pavement markings and signing. Per the City Attorney's Office, the City has a contractual obligation to contribute financially to this project under the terms of a 2008 intergovernmental agreement. The project budget reflects the latest financial plan formalized in the Arterial Life Cycle Program published by the Maricopa Association of Governments. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base Construction Proposed GO Bonds Base Chargebacks Proposed GO Bonds Base Arts Proposed GO Bonds Base Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $8,000,000 $14,400,000 $1,600,000 $0 $0 $0 $0 $0 $1,600,000 $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 $0 $16,000 $16,000 $16,000 $16,000 $80,000 $144,000 $1,600,000 $1,626,000 $1,626,000 $1,626,000 $1,626,000 $8,130,000 $16,234,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $5,000 $5,000 $5,000 $5,000 $20,000 $100,000 $140,000 Non-Pers OPS $25,000 $25,000 $25,000 $25,000 $80,000 $400,000 $580,000 $5,000 $5,000 $5,000 $5,000 $20,000 $100,000 $720,000 Total Operating Impacts 294 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Paradise Lane Widening; Skunk Creek Bridge to 75th Project Number: EN00373 Council District: Palo Verde Project Location: Paradise Ln; Skunk Creek bridge to 75th Ave This project provides for the project coordination with adjacent property owners, public involvement, design, utility coordination, Description: utility relocation, as needed, ROW acquisition, materials testing, construction, and construction administration for the completion of the widening of the south side of Paradise Ln between the Skunk Creek Bridge and 75th Av to accommodate a EB to NB left turn lane, one future thru lane and one EB to SB right turn lane. The proposed improvements include: clearing, grubbing and grading of the work area, removal of existing pavement and installing new pavement, curb and gutter and side walk, apply a Skunk Creek Bridge deck sealant, micro-seal Paradise Ln. from 75th Av to west of the Skunk Creek Bridge, signing & striping, traffic signal modifications and installing decomposed granite. This project may also include processing of utility company (APS, Cox, Qwest/Century link, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Transportation Sales Tax Base $0 $0 $30,000 $0 $0 $0 $30,000 Design Transportation Sales Tax Base $0 $0 $130,000 $0 $0 $0 $130,000 Construction Transportation Sales Tax Base $0 $0 $0 $433,000 $0 $0 $433,000 Chargebacks Transportation Sales Tax Base $0 $0 $11,000 $16,000 $0 $0 $27,000 Arts Transportation Sales Tax Base $0 $0 $1,300 $4,330 $0 $0 $5,630 $0 $0 $172,300 $453,330 $0 $0 $625,630 FY 2018 FY 2019 Total Budget Operating Impacts Total Operating Impacts FY 2016 FY 2017 FY 2020 FY 21-25 Total $0 $0 $0 $0 $400 $2,000 $2,400 $0 $0 $0 $0 $400 $2,000 $2,400 295 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Pinnacle Peak Rd & 102nd Ave Widening; 102-LPP Project Number: EN00151 Council District: Mesquite Project Location: Pinnacle Peak Rd from 102th Av to LPP & 102nd Av from Planada Dr to PP Rd 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, and all related sitework for Pinnacle Peak Road from Lake Pleasant Parkway to 102nd Avenue. The project will consist of completing half-width or the equivalent of 28 foot wide roadway improvements for Pinnacle Peak Road from LPP to 102nd Av. including the necessary drainage improvements within the roadway. The project will also include west half-width roadway improvements to 102nd Avenue from Pinnacle Peak Road south to connect with existing. Improvements consist of paving, curb, gutter, sidewalk, pavement markings and signing. The drainage improvements will consist of extending laterals, and installing catch basins. There will be no waterline improvements in either reach. The expectation is that a developer at the southeast corner of 102nd Av and Pinnacle Peak Road will complete complementary roadway improvements. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Proposed GO Bonds Base $0 $250,000 $0 $0 $0 $0 $250,000 Design Water Expansion Post 1/ Base $13,800 $0 $0 $0 $0 $0 $13,800 Design Proposed GO Bonds Base $78,200 $0 $0 $0 $0 $0 $78,200 Construction Water Expansion Post 1/ Base $0 $236,000 $0 $0 $0 $0 $236,000 Construction Proposed GO Bonds Base $0 $550,000 $0 $0 $0 $0 $550,000 Chargebacks Water Expansion Post 1/ Base $0 $4,720 $0 $0 $0 $0 $4,720 Chargebacks Proposed GO Bonds Base $0 $8,000 $0 $0 $0 $0 $8,000 Arts Proposed GO Bonds Base $0 $5,500 $0 $0 $0 $0 $5,500 Arts Water Expansion Post 1/ Base $0 $2,360 $0 $0 $0 $0 $2,360 $92,000 $1,056,580 $0 $0 $0 $0 $1,148,580 Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Non-Pers OPS $6,900 $6,900 $6,900 $34,500 Total Operating Impacts $6,900 $6,900 $6,900 $34,500 296 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Pinnacle Pk Rd & LPP Intersection Improvements Project Number: EN00513 Council District: Mesquite Project Location: Pinnacle Pk Rd; LPP to Sunset Ranch II, Parcel J, Improvements This project provides for design, ROW acquisition, utility relocation, and extensions, as determined, construction and construction Description: administration for the widening of the proposed roadway improvements along the south side of Pinnacle Pk Rd from the east boundary of Parcel 200-10-006F to Lake Pleasant Parkway (LPP), modifications to the LPP & Pinnacle Pk Rd intersection & traffic signal, re-grading the drainage swale along the east side of LPP and construction of the 10' concrete sidewalk adjacent to Parcel 200-10-006F. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design County Transportation T Base $18,500 $0 $0 $0 $0 $0 $18,500 Construction County Transportation T Base $779,000 $0 $0 $0 $0 $0 $779,000 $797,500 $0 $0 $0 $0 $0 $797,500 Total Budget Operating Impacts FY 2016 FY 2016 Total Operating Impacts FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total $0 $350 $350 $350 $350 $1,750 $3,150 $0 $350 $350 $350 $350 $1,750 $3,150 Pyramid Pk Rd and Sonoran Mtn Ranch Rdwy Imp Project Number: EN00501 Council District: Mesquite Project Location: Pyramid Pk Rd and Sonoran Mtn Ranch This project provides for design, ROW acquisition land exchange land with ASLD, public involvement, utility coordination, Description: utility relocation, construction and construction administration for the realignment of the intersection of Pyramid Peak Rd and Sonoran Mtn Ranch pavement improvements and the mill & overlay of the remaining portion of Sonoran Mtn Ranch Rd to Brookhart Way. The improvements will include: removal of existing pavement, place new asphalt, mill & overlay existing asphalt, re-align the 90 degree bend, and construct a new 5' concrete sidewalk along the west side of the roadway from Sonoran Mtn Ranch Rd to Brookhart Way and replace pavement markings. This project may also require processing of utility company (APS, Cox, Qwest, SRP, EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi County Transportation T Base $0 $5,000 $0 $0 $0 $0 $5,000 Design County Transportation T Base $95,000 $0 $0 $0 $0 $0 $95,000 Construction County Transportation T Base $0 $0 $1,300,000 $0 $0 $0 $1,300,000 Chargebacks County Transportation T Base $0 $0 $22,000 $0 $0 $0 $22,000 Arts County Transportation T Base $0 $0 $13,000 $0 $0 $0 $13,000 $95,000 $5,000 $1,335,000 $0 $0 $0 $1,435,000 Total Budget 297 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Re-Chip Seal Dirt Roads Project Number: PW00163 Council District: Mesquite/Willow Project Location: 67th Ave. to 95th Ave., Happy Valley to Jomax Road This project provides for the application of a rubberized chip seal in rural, residential areas of the city where city standard Description: roadways do not exist. In order to reduce dust and meet PM10 regulations, a rubber chip seal is replaced every five years. The areas subject to this program are 67th Avenue to 72nd Avenue from Camino De Oro north to Villa Lindo; 77th Avenue to 79th Avenue from Pinnacle Peak north to Cielo Grande; 92nd Avenue to 95th Avenue from Happy Valley north to Jomax Road. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Base $0 $0 $0 $0 Construction Highway User Base $0 $0 $0 $0 Arts Transportation Sales Tax Base $0 $0 $0 Arts Highway User Base $0 $0 $0 $0 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $246,000 $246,000 $492,000 $404,000 $404,000 $808,000 $0 $2,460 $2,460 $4,920 $0 $0 $4,040 $4,040 $8,080 $0 $0 $656,500 $656,500 $1,313,000 Resurvey Benchmarks Project Number: PW00137 Council District: Various Project Location: Various Locations This project will establish horizontal controls and vertical benchmarks for section and quarter corners within the City of Peoria. Description: The city must establish a grid of monuments completed with second order survey accuracy. Additionally, reference to other datum found within the city, namely, FEMA, City of Glendale, City of Phoenix, MCDOT and ADOT datum, shall be corresponded, coordinated and compared with City of Peoria "Inertial System Benchmark Survey." Budget by Fiscal Year Category Funding Source Study General Carryover / Base Base Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $0 $0 $0 $234,000 $0 $0 $0 $0 $0 $0 $234,000 $0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 Total Operating Impacts $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 298 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Rural-Standard Roads Program Project Number: PW01003 Council District: Mesquite Project Location: Various Locations This program provides for resurfacing non-residential roads built to rural standards with no curb and gutter. Currently, there are Description: approximately 10 miles of non-residential, rural standard roads in the city. Through this program, these roads are chip sealed approximately every 5 years. They are inspected for appropriate treatments and prioritized in accordance with our pavement management program. Roads in this category include north Peoria/Lake Pleasant area roads: Christian Camp Road from SR 74 north to City limits; Castle Hot Springs from SR 74 to the north city limits; 87th Avenue from SR 74 to Lake Pleasant Marina/City Limits; New River Road from SR 74 to City limits. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Base $0 $0 $0 $0 Construction Highway User Base $0 $0 $1,400,000 $0 Arts Transportation Sales Tax Base $0 $0 $0 Arts Highway User Base $0 $0 $0 $0 Total Budget Operating Impacts Total Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 21-25 Total $0 $1,500,000 $1,500,000 $0 $0 $1,400,000 $0 $0 $15,000 $15,000 $14,000 $0 $0 $0 $14,000 $1,414,000 $0 $0 $1,515,000 $2,929,000 FY 21-25 Total FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 299 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Sidewalks Annual Program Project Number: PW00046 Council District: City Wide Project Location: Various Locations This program addresses sidewalk deficiencies along arterial streets due to lack of adjacent development or older developments Description: that did not complete the sidewalk improvements. The program provides for public involvement, design, utility coordination, utility relocation, ROW acquisition, materials testing, construction and construction administration for installing concrete sidewalks or temporary asphalt sidewalks, repair or replacement of landscape and irrigation system improvements, applying preemergent and decomposed granite, along with incidental work to accomplish connectivity. The project will likely include processing of utility agreements for design and construction, as well as development agreements and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2016 Highway User Carryover $110,131 $0 $0 $0 $0 $0 $110,131 Highway User Base $90,000 $90,000 $90,000 $90,000 $90,000 $450,000 $900,000 Chargebacks Highway User Base $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 Arts Highway User Base $0 $900 $900 $900 $900 $4,500 $8,100 $200,131 $105,900 $105,900 $105,900 $105,900 $529,500 $1,153,231 FY 2018 FY 2019 FY 2020 Category Funding Source Construction Construction Total Budget Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $350 $350 $350 $350 $350 $1,750 $3,500 Non-Pers OPS $3,100 $3,100 $3,100 $3,100 $3,100 $15,500 $31,000 $350 $350 $350 $350 $350 $1,750 $34,500 Total Operating Impacts Street Light Infill and Replacement Program Project Number: PW11160 Council District: Various Project Location: Various Locations This program 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 more than 30 years old and prioritizes these for replacement. The division also accepts applications for new street lights to address areas which may need additional lighting based on current lighting standards. Budget by Fiscal Year Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Highway User Base $200,000 $200,000 $200,000 $200,000 Highway User Base $0 $2,000 $2,000 $2,000 $200,000 $202,000 $202,000 $202,000 Category Funding Source Construction Arts Total Budget 300 FY 21-25 Total $200,000 $1,000,000 $2,000,000 $2,000 $10,000 $18,000 $202,000 $1,010,000 $2,018,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Street Maintenance Program Project Number: PW00138 Council District: Any Project Location: Various Locations This program provides for general street pavement maintenance throughout the city. Currently there are approximately 1,500 lane Description: miles of arterial, collector and residential streets in the city. Through this program, approximately 55 lane miles (4% of our inventory) are maintained each year. The Streets Division evaluates the condition of the existing streets and prioritizes the required maintenance which may include surface treatments, pavement replacement and small-scale restorations as needed. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Base $250,000 $250,000 $250,000 $500,000 $500,000 $3,500,000 $5,500,000 Construction Highway User Base $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $20,000,000 Arts Transportation Sales Tax Base $0 $2,500 $2,500 $5,000 $5,000 $35,000 $52,500 Arts Highway User Base $0 $20,000 $20,000 $20,000 $20,000 $100,000 $180,000 $2,250,000 $2,272,500 $2,272,500 $2,525,000 $2,525,000 $13,635,000 $25,732,500 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Street Reconstruction and Rehab Program Project Number: PW13000 Council District: Various Project Location: Citywide This program provides for large-scale renovation projects in residential neighborhoods. There are 1,041 lane miles of residential Description: and collector streets in the city. Through this program, approximately 11 miles (1% of our inventory) are reconstructed and/or rehabilitated every other year. The approach is based upon Pavement Management's prioritization of neighborhoods in which the pavement condition has fallen below that which can be restored with standard maintenance. Depending upon the conditions, this work may include treatment up to and including full-depth removal of old asphalt, restoration of the base, replacement with new asphalt and replacement of stripes and markings. Budget by Fiscal Year Carryover / Base Category Funding Source Design Transportation Sales Tax Base $0 $300,000 $0 $300,000 $0 $900,000 $1,800,000 Construction Transportation Sales Tax Base $2,700,000 $0 $2,700,000 $0 $2,700,000 $5,400,000 $10,800,000 Arts Transportation Sales Tax Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $3,000 $27,000 $3,000 $27,000 $63,000 $99,000 $2,700,000 $303,000 $2,727,000 $303,000 $2,727,000 $6,363,000 $12,699,000 301 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $85,000 $0 $0 $0 $0 $0 $85,000 Total Budget $85,000 $0 $0 $0 $0 $0 $85,000 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 Other GO Bonds 2010 Carryover $962 $0 $0 $0 $0 $0 $962 Construction GO Bonds 2010 Carryover $5,266 $0 $0 $0 $0 $0 $5,266 Total Budget $6,228 $0 $0 $0 $0 $0 $6,228 FY 2016 FY 2017 302 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Streets Traffic Signal Renovation and Replacement Project Number: PW00993 Council District: All Project Location: Various Locations There are currently 116 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 Carryover / Base Category Funding Source Construction Highway User Base $80,000 $65,000 $84,000 $68,250 $84,000 $372,750 $738,250 Construction Proposed GO Bonds Base $0 $225,000 $200,000 $656,250 $0 $1,968,750 $3,706,250 Construction Proposed GO Bonds Base $200,000 $0 $0 $0 $0 $0 $200,000 Arts Highway User Base $0 $650 $840 $683 $840 $3,729 $6,585 Arts Proposed GO Bonds Base $0 $2,250 $2,000 $6,563 $0 $19,689 $37,065 $280,000 $292,900 $286,840 $731,746 $84,840 $2,364,918 $4,688,150 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total 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 Category Funding Source Carryover / Base FY 2016 Construction Outside Sources Carryover $310,410 $0 $0 $0 $0 $0 Construction County Transportation T Carryover $96,314 $0 $0 $0 $0 $0 $96,314 Total Budget $406,724 $0 $0 $0 $0 $0 $406,724 FY 2017 303 FY 2018 FY 2019 FY 2020 FY 21-25 Total $310,410 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Category Funding Source Construction Transportation Sales Tax FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total Budget $50,000 $0 $0 $0 $0 $0 $50,000 Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Personal OPS $3,600 $3,600 $3,600 $3,600 $3,600 $18,000 $36,000 Capital OPS $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 $200,000 $3,600 $3,600 $3,600 $3,600 $3,600 $18,000 $236,000 Total Operating Impacts Traffic Management Center Equipment Replacement Project Number: EN00433 Council District: Acacia Project Location: Development and Community Services Building This project provides funding for periodic equipment replacement in the city’s Traffic Management Center (TMC) located in the Description: Development and Community Services Building. This equipment includes the video wall monitors, computer hardware and switches, video conferencing equipment, and other related equipment. The city has been awarded federal CMAQ funds to offset the costs of the first equipment replacement. Budget by Fiscal Year Carryover / Base FY 2016 Transportation Sales Tax Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Transportation Sales Tax Base $0 $29,156 $0 $0 $0 $400,000 $429,156 Equipment Outside Sources Base $0 $482,345 $0 $0 $0 $0 $482,345 Design Transportation Sales Tax Base $15,000 $0 $0 $0 $0 $0 $15,000 $115,000 $511,501 $0 $0 $0 $400,000 $1,026,501 Category Funding Source Construction Equipment Total Budget Operating Impacts Non-Pers OPS Capital OPS Total Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $150,000 304 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Emergency Operations ITS Project Number: EN00225 Council District: Acacia, Palo Verde Project Location: Thunderbird Rd, 83rd Av, 75th Av This ITS project will include the installation of additional fiber optic conduit, cable, communication lines, and computer Description: networking equipment along Thunderbird Road, 83rd Av, and 75th Av, as well as the installation of ITS equipment (e.g. Closed Circuit Television cameras) at key locations throughout the City of Peoria. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $77,036 $0 $0 $0 $0 $0 $77,036 Total Budget $77,036 $0 $0 $0 $0 $0 $77,036 Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $20,000 $70,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $20,000 $70,000 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 2016 Transportation Sales Tax Carryover $129,434 $0 $0 $0 $0 $0 Transportation Sales Tax Base $0 $0 $25,000 $0 $25,000 $50,000 $75,000 Construction Transportation Sales Tax Base $12,498 $0 $175,000 $0 $175,000 $350,000 $537,498 Construction Outside Sources Base $206,772 $0 $0 $0 $0 $0 $206,772 Chargebacks Transportation Sales Tax Base $0 $0 $5,000 $0 $5,000 $10,000 $15,000 Arts Transportation Sales Tax Base $0 $0 $2,000 $0 $2,000 $4,000 $6,000 $348,704 $0 $207,000 $0 $207,000 $414,000 $969,704 Category Funding Source Construction Design Total Budget Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total $129,434 Total Personal OPS $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 Non-Pers OPS $5,000 $5,000 $5,000 $5,000 $5,000 $10,000 $35,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $3,000 $3,000 $3,000 $3,000 $3,000 $15,000 $165,000 Capital OPS Total Operating Impacts 305 $30,000 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Category Funding Source Carryover / Base Construction Outside Sources Carryover $59,828 $0 $0 $0 $0 $0 $59,828 Construction Transportation Sales Tax Base $733,000 $733,000 $733,000 $733,000 $733,000 $2,932,000 $5,864,000 Chargebacks Transportation Sales Tax Base $0 $59,670 $59,670 $59,670 $59,670 $238,680 $417,690 Arts Transportation Sales Tax Base $0 $7,330 $7,330 $7,330 $7,330 $29,320 $51,310 $792,828 $800,000 $800,000 $800,000 $800,000 $3,200,000 $6,392,828 FY 2018 FY 2019 FY 2020 FY 21-25 Total Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Traffic Signal System Software Replacement Project Number: EN00430 Council District: Acacia Project Location: Development and Community Services Building This is to request funding for replacement of the city’s existing traffic signal system software. This project includes the software Description: installation, integration with traffic system hardware, software licenses, personnel training and software maintenance agreement. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Carryover $42,208 $0 $0 $0 $0 $0 $42,208 Total Budget $42,208 $0 $0 $0 $0 $0 $42,208 Operating Impacts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Non-Pers OPS $12,000 $12,000 $12,000 $0 $0 $0 $36,000 Total Operating Impacts $12,000 $12,000 $12,000 $0 $0 $0 $36,000 306 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 307 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 the oversizing of selected wastewater trunk sewers to provide collection system capacity for new development in northern areas of the City, construction of a new concrete reservoir and booster pump station needed to expand the reclaimed water system in the Old Town area and additional treatment capacity be added to meet the needs of continuing development in the north and northwest portions of the City. Wastewater Total - $79,111,196 $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 FY 16 FY 17 FY 18 FY 19 FY 20 308 FY 21 FY 22 FY 23 FY 24 FY 25 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Wastewater Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 2050 - Water $4,914,681 $1,206,735 $2,257,822 $192,642 $1,173,244 $238,625 $9,983,749 $0 $0 $0 $0 $0 $266,983 $266,983 2163 - Water Exp. S. of Bell $653,345 $116,767 $1,091,244 $116,767 $1,091,244 $268,019 $3,337,386 2164 - Water Exp. N. of Bell $653,345 $150,089 $836,553 $2,181,312 $1,167,226 $4,313,570 $9,302,094 $5,327,824 $1,593,037 $6,052,050 $1,497,150 $1,515,525 $21,772,631 $37,758,217 $0 $0 $0 $6,489,505 $3,501,676 $0 $9,991,182 $217,782 $38,923 $363,748 $38,923 $363,748 $407,245 $1,430,369 2507 - Wastewater Exp. W. of Agua Fria $1,721,470 $138,889 $1,553,287 $120,733 $363,748 $249,723 $4,147,850 2509 - Wastewater Expansion Post 1/1/12 $1,403,017 $0 $500,000 $0 $0 $0 $1,903,017 $990,349 $0 $0 $0 $0 $0 $990,349 $15,881,813 $3,244,439 $12,654,705 $10,637,031 $9,176,412 $27,516,796 $79,111,196 2162 - Water Expansion Post 1/1/12 2400 - Wastewater 2452 - WIFA Bonds 2006 Clean Water 2506 - Wastewater Exp. E. of Agua Fria 2510 - Wastewater Expansion Total - Wastewater 309 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Wastewater 101st Ave and Northern Lift Station Pretreatment Project Number: UT00398 Council District: Pine Project Location: 101st Ave and Northern 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, and all related sitework for the installation of an automated vertical bar screen on the influent wastewater main entering the 101st Avenue and Northern Lift Station (L103). This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Base $28,004 $0 $0 $0 $0 $0 $28,004 Construction Wastewater Base $324,594 $0 $0 $0 $0 $0 $324,594 $352,598 $0 $0 $0 $0 $0 $352,598 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total 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 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, and all related sitework for the installation of approx. 4,170 linear feet of new 12-inch ductile iron reclaimed waterline and appurtenances on 85th Av from Mountain View Road to Grand Av. This project may also include processing of utility company (APS, Cox, Qwest/CenturyLink, SRP, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Base $0 $29,726 $0 $0 $0 $0 Design Water Base $0 $89,179 $0 $0 $0 $0 $89,179 Construction Wastewater Base $0 $306,721 $0 $0 $0 $0 $306,721 Construction Water Base $0 $920,162 $0 $0 $0 $0 $920,162 Chargebacks Wastewater Base $0 $9,150 $0 $0 $0 $0 $9,150 Chargebacks Water Base $0 $27,450 $0 $0 $0 $0 $27,450 Arts Wastewater Base $0 $3,365 $0 $0 $0 $0 $3,365 Arts Water Base $0 $10,094 $0 $0 $0 $0 $10,094 $0 $1,395,847 $0 $0 $0 $0 $1,395,847 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total $29,726 Total Non-Pers OPS $0 $0 $2,503 $2,503 $2,503 $12,515 $20,024 Total Operating Impacts $0 $0 $2,503 $2,503 $2,503 $12,515 $20,024 310 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Study Wastewater Carryover / Base FY 2016 Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $200,000 $0 $0 $0 $0 $0 Land Acquisi Wastewater Expansion P Base $0 $0 $500,000 $0 $0 $0 $500,000 Land Acquisi Wastewater Base $0 $0 $2,500,000 $0 $0 $0 $2,500,000 Land Acquisi Water Exp. N. of Bell Base $0 $0 $500,000 $0 $0 $0 $500,000 Land Acquisi Water Base $0 $0 $500,000 $0 $0 $0 $500,000 $200,000 $0 $4,000,000 $0 $0 $0 $4,200,000 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 backup generator power are the main elements of this project. Budget by Fiscal Year Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Wastewater Base $375,000 $262,500 $187,500 $112,500 Water Base $125,000 $87,500 $62,500 $37,500 Construction Wastewater Base $0 $0 $0 $0 Construction Water Exp. N. of Bell Base $0 $0 $0 Chargebacks Wastewater Base $0 $2,250 $2,250 Chargebacks Water Exp. N. of Bell Base $0 $0 $0 Chargebacks Water Base $0 $750 Arts Wastewater Base $0 $0 Arts Water Exp. N. of Bell Category Funding Source Equipment Equipment Base Total Budget FY 21-25 Total $112,500 $112,500 $1,050,000 $37,500 $37,500 $350,000 $0 $12,808,126 $12,808,126 $0 $0 $4,269,376 $4,269,376 $2,250 $2,250 $6,750 $13,500 $0 $0 $1,500 $1,500 $750 $750 $750 $750 $3,000 $0 $0 $0 $128,082 $128,082 $0 $0 $0 $0 $0 $42,694 $42,694 $500,000 $353,000 $253,000 $153,000 $153,000 $17,407,278 $18,666,278 311 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Solids Pipeline Rehabilitation Project Number: UT00308 Council District: Ironwood Project Location: Beardsley and 91st Av to 99th Av This project involves the rehabilitation of an 8-inch force main that transports solids from the Beardsley Water Reclamation Description: Facility to the sewer collector along 91st Av and then ultimately to the Butler Water Reclamation Facility. Budget by Fiscal Year Carryover / Base Category Funding Source Other Wastewater Base $0 $0 $187,472 $0 $0 $0 Other Water Base $0 $0 $62,491 $0 $0 $0 $62,491 Design Wastewater Base $0 $0 $226,400 $0 $0 $0 $226,400 Design Water Base $0 $0 $53,700 $0 $0 $0 $53,700 Construction Wastewater Base $0 $0 $1,415,000 $0 $0 $0 $1,415,000 Construction Water Base $0 $0 $415,000 $0 $0 $0 $415,000 Chargebacks Wastewater Base $0 $0 $33,739 $0 $0 $0 $33,739 Chargebacks Water Base $0 $0 $11,200 $0 $0 $0 $11,200 Arts Wastewater Base $0 $0 $16,414 $0 $0 $0 $16,414 Arts Water Base $0 $0 $4,687 $0 $0 $0 $4,687 $0 $0 $2,426,103 $0 $0 $0 $2,426,103 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $187,472 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 21-25 Total Design Wastewater Exp. E. of A Base $0 $0 $0 $0 Design Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $103,960 $103,960 $0 $34,653 Construction Wastewater Exp. E. of A Base $0 $0 $0 $34,653 $0 $0 $299,252 $299,252 Construction Wastewater Base $0 $0 Construction Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $1,185,898 $1,185,898 $0 $0 $0 $230,711 Construction Water Expansion Post 1/ Base $0 $230,711 $0 $0 $0 $0 $264,339 Arts Wastewater Exp. E. of A Base $264,339 $0 $0 $0 $0 $0 $4,033 Arts Wastewater $4,033 Base $0 $0 $0 $0 $0 $11,859 $11,859 Arts Arts Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $2,655 $2,655 Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $2,644 $2,644 $0 $0 $0 $0 $0 $2,140,004 $2,140,004 Total Budget FY 2016 FY 2017 312 FY 2018 FY 2019 FY 2020 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Wastewater Butler Drive WRF Membrane Replacement Project Number: UT00306 Council District: Acacia Project Location: Butler WRF This project provides funds to replace membrane filters at the Butler Water Reclamation Facility with more efficient membranes Description: and retrofit existing membranes for continued use with the new system to maximize their useful life while reducing air requirements. This project also includes the replacement of an existing blower with a more efficient turbo blower. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Base $749,950 $0 $0 $0 $0 $0 $749,950 Equipment Water Base $2,249,850 $0 $0 $0 $0 $0 $2,249,850 Design Wastewater Base $13,419 $0 $0 $0 $0 $0 $13,419 Design Water Base $40,256 $0 $0 $0 $0 $0 $40,256 Construction Wastewater Base $148,086 $0 $0 $0 $0 $0 $148,086 Construction Water $444,257 $0 $0 $0 $0 $0 $444,257 $3,645,818 $0 $0 $0 $0 $0 $3,645,818 Base Total Budget FY 2016 FY 2017 313 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Wastewater Butler Recharge Wells Project Number: UT00309 Council District: Acacia Project Location: Butler WRF, Municipal Operations Center, Pioneer Park This project will design and construct a new Aquifer Storage and Recovery (ASR) well at or near the Butler Water Reclamation Description: 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 FY 2016 Water Carryover $1,025,558 $0 $0 $0 $0 $0 $1,025,558 Wastewater Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Base $0 $29,466 $0 $29,466 $0 $0 $58,933 Water Base $0 $0 $0 $29,466 $0 $0 $29,466 Study Wastewater Exp. W. of Base $0 $9,822 $0 $9,822 $0 $0 $19,644 Study Wastewater Exp. E. of A Base $0 $9,822 $0 $9,822 $0 $0 $19,644 Study Water Exp. N. of Bell Base $0 $29,466 $0 $0 $0 $0 $29,466 Design Water Base $0 $0 $0 $86,435 $0 $0 $86,435 Design Water Exp. S. of Bell Base $0 $86,435 $0 $86,435 $0 $0 $172,871 Design Water Exp. N. of Bell Base $0 $86,435 $0 $0 $0 $0 $86,435 Design Wastewater Exp. E. of A Base $0 $28,812 $0 $28,812 $0 $0 $57,624 Design Wastewater Exp. W. of Base $0 $28,812 $0 $28,812 $0 $0 $57,624 Construction Water Exp. N. of Bell Base $653,345 $0 $0 $0 $0 $0 $653,345 Construction Wastewater Exp. E. of A Base $217,782 $0 $360,146 $0 $360,146 $0 $577,928 Construction Water Base $0 $0 $1,080,439 $0 $1,080,439 $0 $1,080,439 Construction Wastewater Exp. W. of Base $217,241 $0 $360,146 $0 $360,146 $0 $577,387 Construction Water Exp. S. of Bell Base $653,345 $0 $1,080,439 $0 $1,080,439 $0 $1,733,784 Arts Water Base $0 $0 $10,805 $865 $10,805 $0 $11,670 Arts Wastewater Exp. W. of Base $0 $289 $3,602 $289 $3,602 $0 $4,180 Arts Wastewater Exp. E. of A Base $0 $289 $3,602 $289 $3,602 $0 $4,180 Arts Water Exp. N. of Bell Base $0 $865 $0 $0 $0 $0 $865 Arts Water Exp. S. of Bell Base $0 $865 $10,805 $865 $10,805 $0 $12,535 $3,067,271 $311,379 $2,909,985 $311,379 $2,909,985 $0 $6,600,014 Category Funding Source Construction Construction Study Water Exp. S. of Bell Study Total Budget Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $40,500 $40,500 $40,500 $40,500 $40,500 $202,500 $405,000 Total Operating Impacts $40,500 $40,500 $40,500 $40,500 $40,500 $202,500 $405,000 314 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Wastewater Butler Reclaimed Water System Expansion Phase II Project Number: UT00313 Council District: Acacia Project Location: Butler WRF This project is the next phase of the Butler Reclaimed System Expansion project and will construct a 1.5 MGD booster pump Description: station to reach more potential reclaimed water users in the Old Town area. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water $27,005 $0 $0 $0 $0 $0 $27,005 Construction Wastewater Base $1,178,884 $0 $0 $0 $0 $0 $1,178,884 Construction Water Base $392,961 $0 $0 $0 $0 $0 $392,961 $1,598,850 $0 $0 $0 $0 $0 $1,598,850 Carryover Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $16,100 $16,100 $16,100 $16,100 $16,100 $80,500 $161,000 Total Operating Impacts $16,100 $16,100 $16,100 $16,100 $16,100 $80,500 $161,000 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 Carryover / Base Category Funding Source Construction Wastewater Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Equipment Wastewater Base $112,500 $108,750 $112,500 $75,000 $75,000 $375,000 $858,750 Equipment Water Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $37,500 $36,250 $37,500 $25,000 $25,000 $125,000 $286,250 $175,000 $145,000 $150,000 $100,000 $100,000 $500,000 $1,170,000 315 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base FY 2016 Wastewater Expansion P Base $891,089 $0 $0 $0 $0 $0 Wastewater Exp. W. of Base $788,911 $0 $0 $0 $0 $0 $788,911 $1,680,000 $0 $0 $0 $0 $0 $1,680,000 Category Funding Source Construction Construction Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $891,089 IPS Plant Effluent Water Booster Station Project Number: UT00402 Council District: Project Location: 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 an underground concrete reservoir, small booster pump and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Base $13,364 $0 $0 $0 $0 $0 Design Water Base $4,455 $0 $0 $0 $0 $0 $4,455 Construction Wastewater Base $147,268 $0 $0 $0 $0 $0 $147,268 Construction Water $49,089 $0 $0 $0 $0 $0 $49,089 $214,176 $0 $0 $0 $0 $0 $214,176 Base Total Budget FY 2016 FY 2017 316 FY 2018 FY 2019 FY 2020 FY 21-25 Total $13,364 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Wastewater 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 include design and construction of an expansion to the Jomax WRF located just north of the Beardsley Canal and Description: west of the 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 Study Wastewater Exp. W. of Base $0 $99,966 $0 $0 $0 $0 Study Water Exp. N. of Bell Base $0 $33,322 $0 $0 $0 $0 $33,322 Design Wastewater Exp. W. of Base $0 $0 $999,661 $0 $0 $0 $999,661 Design Water Exp. N. of Bell Base $0 $0 $333,220 $0 $0 $0 $333,220 Construction WIFA Bonds 2006 Clea Base $0 $0 $0 $6,425,252 $3,467,005 $0 $6,425,252 Construction Water Exp. N. of Bell Base $0 $0 $0 $2,159,714 $1,155,669 $0 $2,159,714 Arts Wastewater Exp. W. of Base $0 $0 $9,997 $0 $0 $0 $9,997 Arts WIFA Bonds 2006 Clea Base $0 $0 $0 $64,253 $34,671 $0 $64,253 Arts Water Exp. N. of Bell Base $0 $0 $3,333 $21,598 $11,557 $0 $24,931 $0 $133,288 $1,346,211 $8,670,817 $4,668,902 $0 $10,150,316 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $99,966 Jomax WRF Operational Improvement/Upgrade/Replace 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 Carryover / Base Category Funding Source Construction Wastewater Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Construction Wastewater Base $93,750 $105,000 $55,693 $37,500 $55,693 $223,886 $553,329 Construction Water Base $31,250 $35,000 $18,564 $12,500 $18,564 $74,628 $184,442 Arts Wastewater Base $0 $1,050 $557 $375 $557 $2,239 $4,596 Arts Water Base $0 $350 $186 $125 $186 $747 $1,533 $175,000 $141,400 $75,000 $50,500 $75,000 $301,500 $793,900 Total Budget FY 2016 FY 2017 317 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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. The city has 14 lift stations in the wastewater collection system. Budget by Fiscal Year Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Wastewater Base $380,000 $380,000 $380,000 $380,000 Wastewater Base $0 $3,800 $3,800 $3,800 $380,000 $383,800 $383,800 FY 2018 Category Funding Source Construction Arts Total Budget Operating Impacts FY 2016 FY 2017 FY 21-25 Total $380,000 $1,900,000 $3,800,000 $3,800 $19,000 $34,200 $383,800 $383,800 $1,919,000 $3,834,200 FY 2019 FY 2020 FY 21-25 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 Wastewater Base $247,750 $272,500 $272,500 $272,500 Wastewater Base $0 $2,500 $2,500 $2,500 Wastewater Base $0 $2,725 $2,725 $247,750 $277,725 $277,725 Category Funding Source Construction Chargebacks Arts Total Budget 318 FY 21-25 Total $272,500 $1,362,500 $2,700,250 $2,500 $12,500 $22,500 $2,725 $2,725 $13,625 $24,525 $277,725 $277,725 $1,388,625 $2,747,275 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Category Funding Source Construction Wastewater Carryover $26,868 $0 $0 $0 $0 $0 $26,868 Construction Wastewater Base $150,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,050,000 Chargebacks Wastewater Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 Arts Wastewater Base $0 $1,000 $1,000 $1,000 $1,000 $5,000 $9,000 $176,868 $103,000 $103,000 $103,000 $103,000 $515,000 $1,103,868 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 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 2016 Land Acquisi Wastewater Carryover $162,500 $0 $0 $0 $0 $0 Land Acquisi 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 FY 2017 319 FY 2018 FY 2019 FY 2020 FY 21-25 Total $162,500 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 FY 2016 Wastewater Carryover $103,480 $0 $0 $0 $0 $0 $103,480 Wastewater Carryover $497,407 $0 $0 $0 $0 $0 $497,407 Construction Wastewater Base $0 $0 $0 $0 $0 $876,896 $876,896 Arts Wastewater Base $0 $0 $0 $0 $0 $8,770 $8,770 $600,887 $0 $0 $0 $0 $885,666 $1,486,553 Category Funding Source Study Construction Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 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 Study Wastewater Carryover / Base Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $0 $550,000 $0 $0 $1,200,000 $2,350,000 $0 $0 $550,000 $0 $0 $1,200,000 $2,350,000 320 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base Category Funding Source Construction Wastewater Base $0 $0 Arts Wastewater Base $0 $0 $0 $0 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $500,000 $0 $5,000 $500,000 $1,000,000 $1,500,000 $5,000 $10,000 $0 $505,000 $15,000 $505,000 $1,010,000 $1,515,000 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 Carryover / Base FY 2016 Wastewater Expansion Carryover $990,349 $0 $0 $0 $0 $0 Wastewater Expansion P Carryover $511,928 $0 $0 $0 $0 $0 $511,928 Base $715,318 $0 $178,100 $81,000 $0 $247,250 $1,221,668 $0 $0 $1,781 $810 $0 $2,473 $5,064 $2,217,595 $0 $179,881 $81,810 $0 $249,723 $2,729,009 Category Funding Source Construction Construction Construction Wastewater Exp. W. of Arts Wastewater Exp. W. of Base Total Budget FY 2017 321 FY 2018 FY 2019 FY 2020 FY 21-25 Total $990,349 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water funding for an additional 10 million gallons per day of treatment capacity to serve the growing needs for water in the northern portion of Peoria, replacement of water meters that are using transmission technology and equipment that has reached the end of its useful life as well as upgrading existing water distribution and production sites to address reliability and efficiency issues as these facilities age. These upgrades allow the system to continue to operate with reliability, efficiency, and redundancy as well as ensuring water quality. 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 Water Total - $199,659,704 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY 16 FY 17 FY 18 FY 19 FY 20 322 FY 21 FY 22 FY 23 FY 24 FY 25 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Fund Number and Name FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $11,304,545 $5,465,255 $12,116,074 $4,792,162 $1,332,200 $14,748,969 $49,759,205 2161 - Water Expansion $4,399,569 $0 $0 $0 $0 $0 $4,399,569 2162 - Water Expansion Post 1/1/12 $1,379,396 $404,000 $40,500 $100,000 $30,240 $265,160 $2,219,296 2163 - Water Exp. S. of Bell $3,000 $0 $13,500 $0 $19,019 $27,679 $63,198 2164 - Water Exp. N. of Bell $3,583,887 $1,080,345 $2,252,583 $3,294,274 $3,192,525 $3,294,223 $16,697,837 2167 - Water Resource Fee 2014 $509,176 $483,286 $457,395 $431,505 $0 $0 $1,881,362 2168 - Water Resource Fees - Post 1/12/12 $700,000 $0 $0 $0 $0 $0 $700,000 $7,540,000 $27,674,000 $51,510,000 $0 $0 $31,694,078 $118,418,078 $620,763 $592,698 $637,698 $225,000 $350,000 $1,340,000 $3,766,159 2506 - Wastewater Exp. E. of Agua Fria $29,500 $0 $0 $0 $99,120 $213,580 $342,200 2507 - Wastewater Exp. W. of Agua Fria $11,500 $0 $0 $0 $38,640 $83,260 $133,400 2509 - Wastewater Expansion Post 1/1/12 $9,000 $0 $75,000 $0 $30,240 $65,160 $179,400 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 $30,090,336 $35,699,584 $67,102,750 $8,842,941 $5,091,984 $52,832,109 $199,659,704 2050 - Water 2222 - W/S Rev Bonds (Wtr) 2400 - Wastewater Total - Water 323 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water 103rd Ave 12" Waterline Northern to Olive Project Number: UT00392 Council District: Project Location: 103rd Ave Northern to Olive 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, and all related sitework for installation of new 12" waterlines to replace existing AC and PVC pipe through the construction limits of the project, 103rd Ave Northern to Olive and, including fittings, valves, hydrants, appurtenances and abandonment of replaced waterlines, and restoration and or replacement of pavement, including, 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. This project is anticipated to be constructed in association with the city street improvement project EN00422, which will be combined into one managed project. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $51,674 $0 $0 $0 $0 $0 $51,674 Construction Water Base $690,493 $0 $0 $0 $0 $0 $690,493 $742,167 $0 $0 $0 $0 $0 $742,167 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total 67th Ave at Villa Lindo 12" Waterline Project Number: UT00396 Council District: Mesquite Project Location: 67th Ave and Villa Lindo Lane 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, and all related sitework for the installation of approx. 630 linear feet of new 12-inch ductile iron waterline and appurtenances on 67th Avenue from Hatfield Road to Villa Lindo Lane. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $11,284 $0 $0 $0 $0 $0 $11,284 Construction Water Base $147,366 $0 $0 $0 $0 $0 $147,366 $158,650 $0 $0 $0 $0 $0 $158,650 Total Budget FY 2016 FY 2017 324 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water 75 Ave 16-inch Waterline, Cactus and Peoria Project Number: UT00143 Council District: Palo Verde Project Location: 75th Av, Cactus and Peoria 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, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for installation of new waterlines to replace existing AC and PVC Pipe through the construction limits of each intersection, 75th and Cactus and 75th and Peoria and to install new 16" watermain on 75th Ave. through the construction limits of the Cactus intersection, including fittings, valves, hydrants, appurtenances and abandonment of replaced waterlines, and restoration and or replacement of pavement, including, 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. This project is anticipated to be constructed in association with the City street intersection improvement projects EN00081 and EN00088, which will be combined into one managed project by ADOT. Budget by Fiscal Year Carryover / Base FY 2016 Water Carryover $433,794 $0 $0 $0 $0 $0 $433,794 Water Base $576,206 $663,222 $0 $0 $0 $0 $1,239,428 Chargebacks Water Base $0 $13,760 $0 $0 $0 $0 $13,760 Arts Water Base $0 $6,633 $0 $0 $0 $0 $6,633 $1,010,000 $683,615 $0 $0 $0 $0 $1,693,615 Category Funding Source Construction Construction Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total 75th Ave 16" Waterline Cholla St to Thunderbird Rd Project Number: UT00400 Council District: Project Location: 75th Ave Cholla St to Thunderbird Rd 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, and all related sitework for installation of new ductile iron waterlines to replace existing AC and PVC Pipe along 75th Avenue from Cholla Street to Thunderbird Road excluding segments constructed with the Thunderbird Road and Cactus Road intersection widening projects. Install new 16" watermain, including fittings, valves, hydrants, appurtenances and abandonment of existing replaced waterlines, and restoration and or replacement of pavement, including, landscaping, as necessary, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. This project is anticipated to be constructed separately from the 75th Avenue and Cactus Road Intersection Safety improvements project EN00088 and will be managed by City of Peoria. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $0 $0 $0 $156,276 $156,276 Construction Water Base $0 $0 $0 $0 $0 $2,238,735 $2,238,735 Arts Water Base $0 $0 $0 $0 $0 $23,951 $23,951 $0 $0 $0 $0 $0 $2,418,962 $2,418,962 Total Budget FY 2016 FY 2017 325 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water 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 Design W/S Rev Bonds (Wtr) Base $0 $4,400,000 $0 $0 $0 $0 Design Water Base $800,000 $0 $0 $0 $0 $0 $800,000 Construction W/S Rev Bonds (Wtr) Base $0 $23,000,000 $51,000,000 $0 $0 $0 $74,000,000 Arts W/S Rev Bonds (Wtr) Base $0 $274,000 $510,000 $0 $0 $0 $784,000 $800,000 $27,674,000 $51,510,000 $0 $0 $0 $79,984,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $4,400,000 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, and all related sitework 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 Carryover / Base Category Funding Source Study Water Base $0 $0 $0 $53,866 $0 $0 $53,866 Design Water Base $0 $0 $0 $538,658 $0 $0 $538,658 Construction Water Base $0 $0 $0 $1,957,476 $0 $0 $1,957,476 Arts Water Base $0 $0 $0 $24,962 $0 $0 $24,962 $0 $0 $0 $2,574,962 $0 $0 $2,574,962 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $0 $0 $0 $1,975 $1,975 $9,875 $13,825 Total Operating Impacts $0 $0 $0 $1,975 $1,975 $9,875 $13,825 326 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water 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, and all related sitework for the booster pump station and pressure reducing valve station, including hydrotank, piping, mechanical, electrical, instrumentation, SCADA, treatment processes to meet 2012 water quality requirements and restoration and or replacement of pavement, gates and site wall, including, landscaping, etc. This project may also include 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 Design Water Base $0 $406,401 $0 $0 $0 $0 $406,401 Construction Water Base $0 $0 $4,123,811 $0 $0 $0 $4,123,811 Chargebacks Water Base $0 $0 $82,476 $0 $0 $0 $82,476 Arts Water Base $0 $4,065 $41,239 $0 $0 $0 $45,304 $0 $410,466 $4,247,526 $0 $0 $0 $4,657,992 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $0 $27,600 $27,600 $27,600 $27,600 $138,000 $248,400 Total Operating Impacts $0 $27,600 $27,600 $27,600 $27,600 $138,000 $248,400 Condition Assessment of Remote Sites Project Number: UT00256 Council District: Various Project Location: Citywide This project will assess the condition of all water, wastewater, and reuse water sites (excluding treatment plants). The information Description: gathered will be used to assess the overall funding needs for utility sites. In addition, this information may be used to increase the accuracy of some master plan elements. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Carryover $28,065 $0 $0 $0 $0 $0 Study Water Carryover $53,062 $0 $0 $0 $0 $0 $53,062 Study Wastewater $0 $0 $0 $150,000 $0 $0 $150,000 Study Water $0 $0 $0 $150,000 $0 $0 $150,000 $81,127 $0 $0 $300,000 $0 $0 $381,127 Base Base Total Budget FY 2016 FY 2017 327 FY 2018 FY 2019 FY 2020 FY 21-25 Total $28,065 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water Desert Harbor-Arrowhead Shores Well Mixing Project Number: UT00312 Council District: Ironwood Project Location: 91st Av and Greenway Rd to Arrowhead Shores Well This project will recommission the waterline from the Desert Harbor well to the Arrowhead Shores reservoir in order to facilitate Description: mixing of the water sources. In addition, this project will evaluate the need for arsenic treatment and will implement the needed technologies and site improvements to meet water quality standards. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Exp. N. of Bell Base $0 $437,148 $0 $0 $0 $0 $437,148 Construction Water Exp. N. of Bell Base $0 $0 $1,231,253 $0 $0 $0 $1,231,253 Construction Water Base $0 $0 $1,700,302 $0 $0 $0 $1,700,302 Chargebacks Water Exp. N. of Bell Base $0 $0 $4,666 $0 $0 $0 $4,666 Chargebacks Water Base $0 $3,443 $3,366 $0 $0 $0 $6,809 Arts Water Exp. N. of Bell Base $0 $4,372 $12,313 $0 $0 $0 $16,685 Arts Water Base $0 $0 $17,004 $0 $0 $0 $17,004 $0 $444,963 $2,968,904 $0 $0 $0 $3,413,867 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $0 $0 $500 $500 $500 $2,500 $4,000 Total Operating Impacts $0 $0 $500 $500 $500 $2,500 $4,000 Fire Hydrant Infill and Replacement Project Number: UT00204 Council District: Various Project Location: Citywide This is an ongoing program to install new fire hydrants in areas of the city where fire hydrant spacing exceeds city infrastructure Description: guidelines. In addition, this program will provide for the systematic replacement of obsolete fire hydrants in the water distribution system. There are currently 8,169 fire hydrants in our water distribution system. This program will provide for the replacement of 20 hydrants per year at a cost of $110,000. Budget by Fiscal Year Carryover / Base FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Water Base $160,000 $160,000 $160,000 $160,000 Water Base $0 $1,600 $1,600 $1,600 Water Base $0 $1,600 $1,600 $160,000 $163,200 $163,200 Category Funding Source Construction Chargebacks Arts Total Budget 328 FY 21-25 Total $160,000 $800,000 $1,600,000 $1,600 $8,000 $14,400 $1,600 $1,600 $8,000 $14,400 $163,200 $163,200 $816,000 $1,628,800 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water Greenway Plant Equipment Upgrade/Replacement 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 Category Funding Source Construction Water Carryover $53,039 $0 $0 $0 $0 $0 $53,039 Equipment Water Base $150,000 $150,000 $100,000 $100,000 $100,000 $500,000 $1,100,000 Chargebacks Water Base Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $0 $3,000 $2,000 $2,000 $2,000 $10,000 $19,000 $203,039 $153,000 $102,000 $102,000 $102,000 $510,000 $1,172,039 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 Carryover / Base Category Funding Source Design W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $3,521,584 $3,521,584 Construction W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $27,710,176 $27,710,176 Chargebacks W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $150,000 $150,000 Arts W/S Rev Bonds (Wtr) Base $0 $0 $0 $0 $0 $312,318 $312,318 $0 $0 $0 $0 $0 $31,694,078 $31,694,078 Total Budget FY 2016 FY 2017 329 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water Integrated Utility Master Plan Project Number: UT00271 Council District: Various Project Location: Citywide This project will update the 2015 Integrated Utility Master Plan, which addresses the city's water, wastewater, and reuse systems. Description: The Integrated Utility Master Plan will identify the water 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 Category Funding Source Study Wastewater Expansion P Base $0 $0 $0 $0 $27,000 $18,000 $18,000 Study Wastewater Exp. W. of Base $0 $0 $0 $0 $34,500 $23,000 $23,000 Study Wastewater Exp. E. of A Base $0 $0 $0 $0 $88,500 $59,000 $59,000 Study Water Exp. N. of Bell Base $0 $0 $0 $0 $106,019 $70,679 $70,679 Study Water Exp. S. of Bell Base $0 $0 $0 $0 $16,981 $11,321 $11,321 Study Water Expansion Post 1/ Base $0 $0 $0 $0 $27,000 $18,000 $18,000 Chargebacks Wastewater Expansion P Base $0 $0 $0 $0 $3,240 $2,160 $2,160 Chargebacks Wastewater Exp. W. of Base $0 $0 $0 $0 $4,140 $2,760 $2,760 Chargebacks Wastewater Exp. E. of A Base $0 $0 $0 $0 $10,620 $7,080 $7,080 Chargebacks Water Exp. N. of Bell Base $0 $0 $0 $0 $12,722 $8,482 $8,482 Chargebacks Water Exp. S. of Bell Base $0 $0 $0 $0 $2,038 $1,358 $1,358 Chargebacks Water Expansion Post 1/ Base $0 $0 $0 $0 $3,240 $2,160 $2,160 $0 $0 $0 $0 $336,000 $224,000 $224,000 Total Budget FY 2016 FY 2017 330 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base Category Funding Source Design Water Exp. N. of Bell Base $0 $0 $0 $129,202 $0 $0 $129,202 Construction Water Exp. N. of Bell Base $0 $0 $0 $1,096,602 $0 $0 $1,096,602 Chargebacks Water Exp. N. of Bell Base $0 $0 $0 $45,000 $0 $0 $45,000 Arts Water Exp. N. of Bell Base $0 $0 $0 $12,259 $0 $0 $12,259 $0 $0 $0 $1,283,063 $0 $0 $1,283,063 Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total Total Non-Pers OPS $0 $0 $0 $0 $20,100 $100,500 $120,600 Total Operating Impacts $0 $0 $0 $0 $20,100 $100,500 $120,600 Lone Mtn Pkwy 36-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 36-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 Carryover / Base FY 2016 Construction Water Expansion Carryover $2,551,302 $0 $0 $0 $0 $0 Construction Water Expansion Post 1/ Base $1,370,396 $0 $0 $0 $0 $0 $1,370,396 $3,921,698 $0 $0 $0 $0 $0 $3,921,698 Total Budget Operating Impacts FY 2016 FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 21-25 FY 21-25 Total $2,551,302 Total Non-Pers OPS $500 $500 $500 $500 $500 $1,000 $3,500 Total Operating Impacts $500 $500 $500 $500 $500 $1,000 $3,500 331 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water Miscellaneous Local Waterline Improvements Project Number: UT00203 Council District: Various Project Location: Citywide This project provides funding to upgrade the city's existing water distribution system to ensure its continued operation and to Description: replace water valves and ACP, HDPE, PVC, pipes 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, address water line rehabilitations identified during inspections, and replace on an annual basis approximately 10 deficient water valves. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Construction Water Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 Chargebacks Water Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Arts Water Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $250,000 $207,000 $207,000 $207,000 $207,000 $1,035,000 $2,113,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total New River Utility Company Acquisition Project Number: UT00390 Council District: Willow Project Location: Deer Valley Rd./Beardsley Rd. & 83rd Ave. and surrounding area This project entails preliminary costs associated with the purchase of the New River Utility Company water system such as water Description: resource acquisition costs, system improvement costs, meter replacement costs, and costs associated with the integration of the water system into the City's water production and distribution system. This project excludes the cost of the purchase of the utility. Budget by Fiscal Year Category Funding Source Other W/S Rev Bonds (Wtr) Carryover / Base FY 2016 Base $7,540,000 $0 $0 $0 $0 $0 $7,540,000 $7,540,000 $0 $0 $0 $0 $0 $7,540,000 Total Budget FY 2017 332 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water 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 to the Patterson Reservoir site, and restoration and/or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company, (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $0 $0 $0 $437,194 $437,194 Construction Water Base $0 $0 $0 $0 $0 $5,539,446 $5,539,446 Chargebacks Water Base $0 $0 $0 $0 $0 $42,600 $42,600 Arts Water Base $0 $0 $0 $0 $0 $59,767 $59,767 $0 $0 $0 $0 $0 $6,079,007 $6,079,007 FY 21-25 Total Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 Total Non-Pers OPS $0 $0 $4,289 $4,289 $4,289 $21,445 $34,312 Total Operating Impacts $0 $0 $4,289 $4,289 $4,289 $21,445 $34,312 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, including the continuation of a study for Description: condition assessment of the 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 early phases of the study. Peoria currently owns 23 percent of the Pyramid Peak Water Treatment Plant and is responsible for 23 percent of the cost of the study and resultant plant improvements. Budget by Fiscal Year Carryover / Base FY 2016 Water Exp. N. of Bell Carryover $286,346 $0 $0 $0 $0 $0 Water Expansion Carryover $23,000 $0 $0 $0 $0 $0 $23,000 Base $350,754 $632,500 $230,000 $0 $0 $0 $1,213,254 Category Funding Source Construction Construction Construction Water Exp. N. of Bell Arts Water Exp. N. of Bell Base Total Budget Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $286,346 $0 $6,325 $2,300 $0 $0 $0 $8,625 $660,100 $638,825 $232,300 $0 $0 $0 $1,531,225 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 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 $40,250 333 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Category Funding Source Equipment Wastewater Base $75,000 $75,000 $75,000 $75,000 Equipment Water Base $75,000 $75,000 $75,000 $75,000 $150,000 $150,000 $150,000 $150,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $350,000 $650,000 $1,300,000 $350,000 $650,000 $1,300,000 $700,000 $1,300,000 $2,600,000 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 Study Wastewater Expansion P Base $0 $0 $75,000 $0 $0 $0 $75,000 Study Water Exp. N. of Bell Base $0 $0 $171,000 $0 $0 $0 $171,000 Study Water Exp. S. of Bell Base $0 $0 $13,500 $0 $0 $0 $13,500 Study Water Expansion Post 1/ Base $0 $0 $40,500 $0 $0 $0 $40,500 $0 $0 $300,000 $0 $0 $0 $300,000 Total Budget FY 2016 FY 2017 334 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Carryover / Base Category Funding Source FY 2016 FY 21-25 Total Equipment Solid Waste Expansion Base $0 $0 $0 $0 Equipment Residential Solid Waste Base $0 $0 $0 $0 $0 $250,000 $250,000 $0 $600,000 Equipment Commercial Solid Waste Base $0 $0 $0 $600,000 $0 $0 $250,000 Equipment Wastewater Expansion P Base $0 $0 $250,000 $0 $0 $0 $45,000 Equipment Wastewater Exp. W. of Base $0 $45,000 $0 $0 $0 $0 $57,500 Equipment Wastewater Exp. E. of A Base $57,500 $0 $0 $0 $0 $0 $147,500 $147,500 Equipment Wastewater Equipment Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $600,000 $600,000 Base $0 $0 $0 $0 $0 $190,000 Equipment $190,000 Water Exp. S. of Bell Base $0 $0 $0 $0 $0 $15,000 $15,000 Equipment Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $45,000 $45,000 Equipment Water Base $0 $0 $0 $0 $0 $600,000 $600,000 $0 $0 $0 $0 $0 $2,800,000 $2,800,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 Ventana Well, Booster Rehabilitation Project Number: UT00394 Council District: Ironwood Project Location: Beardsley Rd and 107th Ave 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, and all related sitework for rehabilitation of the existing two water wells, booster pump station, hydrotank, storage reservoir, including, piping, mechanical, electrical, instrumentation, SCADA, treatment processes to meet 2012 water quality requirements, and restoration and or replacement of pavement, gates and site wall, including, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Study Water Base $30,000 $0 $0 $0 $0 $0 $30,000 Design Water Base $344,109 $0 $0 $0 $0 $0 $344,109 Construction Water Base $3,100,000 $1,185,181 $0 $0 $0 $0 $4,285,181 Arts Water Base $0 $11,852 $0 $0 $0 $0 $11,852 $3,474,109 $1,197,033 $0 $0 $0 $0 $4,671,142 Total Budget FY 2016 FY 2017 335 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water 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 anticipates a lower level of annual support to update information and findings. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Base $0 $0 $45,000 $0 $0 $90,000 Study Water Base $0 $0 $45,000 $0 $0 $90,000 $135,000 $0 $0 $90,000 $0 $0 $180,000 $270,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total $135,000 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 Category Funding Source Construction Water Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Construction Water Base $1,000,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $5,500,000 Chargebacks Water Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Arts Water Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 $1,200,000 $510,000 $510,000 $510,000 $510,000 $2,550,000 $5,790,000 Total Budget FY 2016 FY 2017 336 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program Water 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 Category Funding Source Construction Water Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Construction Water Base $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0 $4,000,000 Arts Water Base $0 $10,000 $10,000 $10,000 $0 $0 $30,000 $1,100,000 $1,010,000 $1,010,000 $1,010,000 $0 $0 $4,130,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Water Meter Replacement Program Project Number: UT00326 Council District: Various Project Location: Citywide The city’s inventory of over 49,000 water meters includes approximately 37,000 water meters that are using transmission Description: technology and equipment that has reached its life expectancy and/or will not be supported with current technology within the next two to three years. A large portion of these meters have also reached, or will soon reach, the end of their useful lives during this timeframe. To ensure that the city’s water billing data meets accuracy standards going forward, the most cost-effective approach is to replace all of these meters over a six-year cycle. Staff will, however, continue to explore alternatives that might reduce the number of meters to be replaced. Replacement labor will be provided by contracted staff. The project includes $800,000 per year that was originally programmed in the Finance Utilities Meter Services operating budget. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Wastewater Base $517,698 $517,698 $517,698 $0 $0 $0 Equipment Water Base $1,052,498 $1,052,498 $1,052,498 $0 $0 $0 $3,157,494 $1,570,196 $1,570,196 $1,570,196 $0 $0 $0 $4,710,588 Total Budget FY 2016 FY 2017 337 FY 2018 FY 2019 FY 2020 FY 21-25 Total $1,553,094 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Study Wastewater Expansion P Base $9,000 $0 $0 $0 $0 $0 $9,000 Study Wastewater Exp. W. of Base $11,500 $0 $0 $0 $0 $0 $11,500 Study Wastewater Exp. E. of A Base $29,500 $0 $0 $0 $0 $0 $29,500 Study Water Exp. N. of Bell Base $38,000 $0 $0 $0 $0 $0 $38,000 Study Water Exp. S. of Bell Base $3,000 $0 $0 $0 $0 $0 $3,000 Study Water Expansion Post 1/ Base $9,000 $0 $0 $100,000 $0 $200,000 $409,000 $100,000 $0 $0 $100,000 $0 $200,000 $500,000 Total Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total 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, UT00328, and Description: UT00394 on an as 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 Carryover / Base Category Funding Source Design Water Expansion Post 1/ Base $0 $400,000 $0 $0 $0 $0 $400,000 Construction Water Base $0 $0 $2,953,641 $0 $0 $0 $2,953,641 Arts Water Expansion Post 1/ Base $0 $4,000 $0 $0 $0 $0 $4,000 Arts Water Base $0 $0 $29,537 $0 $0 $0 $29,537 $0 $404,000 $2,983,178 $0 $0 $0 $3,387,178 Total Budget FY 2016 FY 2017 338 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Study FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Water Expansion Carryover $46,467 $0 $0 $0 $0 $0 Land Acquisi Water Expansion Carryover $28,800 $0 $0 $0 $0 $0 $46,467 $28,800 Construction Water Expansion Carryover $1,750,000 $0 $0 $0 $0 $0 $1,750,000 Study Water Exp. N. of Bell Base $0 $0 $0 $41,474 $0 $0 $41,474 Land Acquisi Water Exp. N. of Bell Base $0 $0 $0 $82,948 $0 $0 $82,948 Design Water Exp. N. of Bell Base $0 $0 $0 $60,000 $271,794 $0 $60,000 Construction Water Exp. N. of Bell Base $1,547,979 $0 $0 $1,550,000 $2,727,955 $0 $3,097,979 Chargebacks Water Exp. N. of Bell Base $0 $0 $0 $25,863 $44,037 $0 $25,863 Arts Water Exp. N. of Bell Base $0 $0 $0 $16,100 $29,998 $0 $16,100 $3,373,246 $0 $0 $1,776,386 $3,073,784 $0 $5,149,632 FY 2019 FY 2020 Total Budget Operating Impacts FY 2016 FY 2017 FY 2018 FY 21-25 Total Non-Pers OPS $73,200 $73,200 $73,200 $73,200 $73,200 $732,000 $1,098,000 Total Operating Impacts $73,200 $73,200 $73,200 $73,200 $73,200 $732,000 $1,098,000 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 Carryover / Base FY 2016 Water Exp. N. of Bell Carryover $401,856 $0 $0 $0 $0 $0 $401,856 Water Exp. N. of Bell Base $137,370 $0 $595,100 $232,500 $0 $1,901,150 $2,866,120 $0 $0 $5,951 $2,325 $0 $19,012 $27,288 $539,226 $0 $601,051 $234,825 $0 $1,920,162 $3,295,264 Category Funding Source Construction Construction Arts Water Exp. N. of Bell Base Total Budget FY 2017 339 FY 2018 FY 2019 FY 2020 FY 21-25 Total City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 Category Funding Source Construction Water Exp. N. of Bell Carryover / Base FY 2016 Carryover $821,582 $0 $0 $0 $0 $0 $821,582 Total Budget $821,582 $0 $0 $0 $0 $0 $821,582 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 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 Carryover / Base Category Funding Source Construction Water Resource Fees - P Carryover $700,000 $0 $0 $0 $0 $0 $700,000 Construction Water Carryover $1,026,020 $0 $0 $0 $0 $0 $1,026,020 Other Water Resource Fee 201 $509,176 $483,286 $457,395 $431,505 $0 $0 $1,881,362 $2,235,196 $483,286 $457,395 $431,505 $0 $0 $3,607,382 FY 2018 FY 2019 Base Total Budget Operating Impacts FY 2016 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 21-25 Total FY 21-25 Total Non-Pers OPS $133,000 $133,000 $133,000 $133,000 $133,000 $1,025,000 $1,690,000 Total Operating Impacts $133,000 $133,000 $133,000 $133,000 $133,000 $1,025,000 $1,690,000 340 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 21-25 Total Land Acquisi Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $75,000 $75,000 Design Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $100,000 $100,000 Construction Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $890,000 $890,000 Chargebacks Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $30,000 $30,000 Arts Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $9,900 $9,900 $0 $0 $0 $0 $0 $1,104,900 $1,104,900 Total Budget 341 City of Peoria FY 2016 Annual Program Budget Capital Improvement Program 342 City of Peoria FY 2016 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. 343 City of Peoria FY 2016 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 7/1/15 PROJECTED REVENUES $45,350,290 $11,348,177 $10,321,717 $119,425,513 $17,852,022 $49,000 $67,020,184 $137,326,535 $14,777,614 $13,177 $1,491 $30,470,992 $29,044,669 $778,942 $108,995 $17,402 $5,502,255 $63,869 $80,779,406 $77,740,613 Total Capital Projects Funds 48 General Obligation Bonds 49 MDA Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total $37,700,135 $976,214 $4,566,325 $7,540,000 $20,349,208 $115,286 $858,630 $9,612,500 $2,362,750 $1,000,293 $25,000 $2,818,000 $264,887 $88,189,228 ($321,633) $9,859,274 $15,085,220 $154,021 $1,158,340 $1,314,445 $737,680 $27,987,347 $5,299,380 $2,012,903 $20,134,546 $5,861,798 $8,441,680 $705,500 - $42,455,807 - 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 $36,506,898 $22,120,247 $8,890,040 $10,545,783 $2,946,977 $8,338,831 $3,776,777 $7,924,240 $1,877,674 $3,265,835 $6,988,311 $274,118 $791,780 39 Fireman's Pension 40 Agency Funds $12,877,118 $686,022 $129,744 $10,786,223 $4,494,665 $331,959 $450,000 $30,100 $620,831 $5,595,180 $505,056 ($2,467,709) $12,651,596 $4,594,643 TRANSFERS IN TOTAL SOURCES $6,082,618 $2,175,000 $8,257,618 $30,600 $212,604,337 $1,685,522 - $1,685,522 $4,569,084 $59,820,382 $9,866,254 $15,112,108 $7,540,000 $25,878,269 $8,581,117 $4,635,407 $17,536,740 $4,240,424 $4,266,128 $7,013,311 $4,952,118 $1,056,667 $170,498,925 $325,000 $537,300 $83,000 $989,229 $821,685 $310,235 $3,066,449 $5,302,747 $12,409,477 $35,219,766 $6,098,819 $10,589,249 $2,841,630 $1,047,915 $73,509,603 - - $22,666,330 $30,300,000 $60,000 $5,613,621 $29,340,254 $699,199 $131,235 $41,257,215 $33,539,334 $331,959 $1,228,942 $139,095 $638,233 $11,097,435 $568,925 $118,971,826 $2,582,084 $127,000 $1,860,000 - $30,600 - $170,858,421 $29,200,199 $12,545,717 - $30,600 - $30,600 $20,198,621 $30,300,000 $12,711,596 $10,208,264 $14,778,530 $58,639,951 - $73,418,481 $27,518,856 $9,988,777 $786,203 $14,916,977 $12,000 $478,238 $3,691,832 - $42,435,833 $13,692,609 $1,264,441 $38,293,836 $15,407,215 $3,691,832 $57,392,883 $306,599,916 $378,556,234 $21,270,505 $706,426,655 344 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 1 - All Funds Summary OPERATIONS CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE $131,892,744 $2,151,432 $320,241 $3,688,008 $349,685 $6,569,211 $134,364,417 $10,606,904 $10,042,631 $191,195 $3,604,456 $331,959 $1,077,848 $24,268 $628,331 $3,094,927 $479,259 $19,474,874 $54,842,764 $47,692,618 - $18,000,000 $3,500,000 $1,200,000 $153,580,752 $6,896,117 $8,089,452 $22,700,000 $168,566,321 $500,000 $1,000,000 $1,600,000 $3,050,000 - $6,150,000 $68,347,856 $13,850,000 - - $128,382,485 $2,150,000 - - - $20,197,625 $30,300,000 $7,751,500 $10,208,264 - $1,000,000 - - $169,283,323 $1,000,000 $16,417,860 $8,744,307 $476,738 $25,638,905 $39,437,578 $5,297,614 $5,020,114 $22,013,385 $5,944,297 $9,562,203 $1,681,685 $1,033,320 $50,552,618 - - $56,802,630 $1,422,534 $11,980,197 $7,540,000 $24,721,454 $486,119 $4,624,085 $10,454,455 $2,621,786 $2,216,900 $472,933 $4,738,874 $300,518 $300,000 $1,750,000 $100,000 - - $68,457,389 $15,126,665 $27,996,168 $16,538,431 $331,959 $1,077,848 $24,268 $628,331 $6,144,927 $479,259 $12,500,000 $25,000 $250,000 $200,000 $500,000 $150,000 $50,000 $175,000 - $16,103 $7,723 - $23,826 $12,903,673 $710,000 - $5,532,870 $7,370,803 - $710,000 - $30,600 - $30,600 - - $16,488,265 $11,976,721 $7,540,000 $6,027,256 $4,424,085 $257,853 $71,868 - $46,786,048 $5,297,614 $4,720,114 $20,263,385 $5,944,297 $9,562,203 $871,685 $1,033,320 $256,429,099 $895,000 $4,584,034 $26,804,973 $11,333,975 - $42,722,982 $22,281,495 $1,397,534 $3,476 $11,073,395 $486,119 $9,696,602 $2,399,918 $2,216,900 $472,933 $4,688,874 $125,518 $895,000 - - $13,780,741 $233,608 $685,522 $129,624 $1,000,000 $143,773 $290,528 $221 $2,483,276 $3,916,921 $1,766 $325,000 $441 $6,070 $756,290 - $1,089,567 $30,600 - - $20,197,625 $30,300,000 $8,751,500 $10,208,264 $154,161,098 $20,096,512 $8,089,452 $16,697,323 $9,103,687 $4,456,265 $182,347,062 $30,257,275 $15,360,273 $685,522 $129,624 $28,996,168 $16,538,431 $331,959 $1,221,621 $24,268 $628,331 $6,435,455 $479,480 $70,831,132 $2,905,730 $773 $711,300 $291,466 $2,538 $662 $2,355 $2,097 - $30,600 - - $59,708,360 $1,423,307 $12,691,497 $7,540,000 $25,012,920 $486,119 $4,624,085 $10,456,993 $2,622,448 $2,216,900 $475,288 $4,740,971 $300,518 $13,979,981 $13,677 $1,611 $12,261,047 $17,000,903 $7,321 $114,827 $9,902 $4,661,980 $89,445 $112,022 $8,442,947 $2,420,611 $865,349 $8,094,998 $11,322 $7,079,747 $1,617,976 $2,049,228 $6,538,023 $211,147 $756,149 $132,299,406 $38,199,519 $5,299,380 $5,345,114 $22,013,826 $5,950,367 $10,318,493 $1,681,685 $1,033,320 $3,367 $7,064,363 $13,205,940 $148,452 $270,756 $1,159,945 $14,595 $51,642,185 $21,867,418 $30,600 - $30,600 $20,197,625 $30,300,000 $8,751,500 $10,208,264 - - $69,457,389 $3,961,092 - $16,433,963 $8,752,030 $476,738 $26,001,870 $4,940,579 $787,703 $25,662,731 345 $21,270,505 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 $996 $3,960,096 - $16,433,963 $8,752,030 $476,738 $511,000,000 1 2 3 $48,140,694 $69,457,389 - $45,850,000 $580,346 $13,200,395 - TOTAL USES ESTIMATED BALANCE 6/30/16 $25,662,731 $31,730,152 $532,270,505 $174,156,150 41 42 43 44 45 46 47 48 49 50 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget $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 $724,424 $115,806 $192,051 $314,665 $2,521,693 $7,723 $31,592 $2,762,517 $1,321,646 $40,136,427 $27,161 $2,620,283 $4,017 $96,759 $1,063 $5,834,448 $330,491 $1,745,578 $298,430 $594,886 $1,436,512 $176,833 $18,951,254 $709,123 $2,225,253 $699,369 $163,010 $272,540 $263,773 $2,161,146 $7,462 $32,410 $2,807,169 $1,328,836 $42,787,806 $31,668 $3,500,198 $4,296 $89,694 $85 $6,075,180 $383,753 $1,612,376 $311,000 $668,307 $1,539,944 $160,386 $20,486,227 $685,965 $2,238,848 $701,402 $197,777 $418,939 $348,405 $2,023,517 $7,462 $31,431 $2,832,194 $1,362,177 $45,711,231 $25,000 $3,300,000 $5,000 $85,000 $0 $6,250,000 $395,000 $1,575,000 $325,000 $700,000 $1,575,000 $164,890 $21,100,000 $675,000 $2,200,000 $700,000 $160,000 $275,000 $375,000 $2,115,485 $0 $30,000 $2,850,000 $1,350,000 $46,230,375 $25,000 $2,800,000 $5,000 $85,000 $0 $6,476,076 $403,888 $1,610,438 $332,313 $690,188 $1,631,971 $168,600 $21,831,499 $699,416 $2,230,079 $719,141 $75,000 $200,000 $375,000 $2,238,500 $0 $30,000 $2,888,966 $1,350,000 $46,866,075 $0 $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 $0 $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 $10,000 $120,936 $302,667 $69,325 $22,335 $572,916 $268,980 $185,927 $463,153 $184,141 $146,880 $25,200 $43,425 $84,010 $97,350 $144,610 $43,018 $16,800 $19,250 $73,228 $17,500 $64,100 $280,637 $83,495 $0 $110,000 $250,000 $46,000 $21,000 $530,000 $304,000 $300,000 $400,000 $150,000 $155,000 $26,000 $21,000 $96,000 $88,000 $136,000 $68,000 $21,000 $18,000 $124,000 $12,000 $40,000 $250,000 $175,000 $0 $110,000 $250,000 $68,890 $22,100 $558,200 $255,717 $177,088 $441,132 $175,020 $144,870 $25,040 $43,150 $83,020 $96,020 $143,690 $42,750 $16,690 $19,130 $69,748 $17,390 $63,690 $267,295 $55,000 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-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 Devl Agreement Appl Fee Pawn Shop Transaction Fees Planning Appl/Review Fee Subdiv Final Plat Fee/Appl Engineering Applications Plan Check Fees Water Inspection Fees Sewer Inspection Fees Street Inspection Fees Grading/Drainage Insp Fees Eng Plan Check-Grd/Drng Eng Plan Chk-Street Light Addressing Fee Water Review Fee-Eng Sewer Review Fee-Eng Street Review Fee-Eng Storm Drainage Report-Eng Traffic Impact Report-Eng Storm Water Mgmt Rpt-Eng Retaining Wall Inspection Retaining Wall Review Fee Traffic Plan Check Fee Concrete Inspection Fire-Plans Review Fee 346 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2012 Actual Fire-New Bldg Inspection Fee $20,215 New Const Inspect-After hours $0 Expedited Plan Check Fee $4,080 Expedited Eng Svc Rev Fees $4,800 Reimb for O/S Inspec O/T $11,718 SLID Appl/Process Fee $2,355 MID Appl/Process Fee $5,325 Filming Application and Fees $100 Homeowners Assoc Academy Fee $540 Fire BC Academy Fee $32,331 Advanced Life Support Fees $400,333 EMS Contract Misc Fees $358,100 Fire Svc to County Islands $3,698 Fire EMT Services $0 Fire- Commercial Inspections $203,061 Fire-Resale Revenue $11,318 Swimming Pool Fees $259,565 Swim Pool Admin Fees-Txb $2,999 Rec Revenue-Outdoor $0 Rec Revenue-AM/PM Program $1,939,466 Rec Revenue-Tot Time Prog $356,955 Rec Revenue-Summer Rec Prg $159,409 Rec Retl-Txb-Summer Rec $2,648 Rec Revenue-Summer Camp $726,682 Rec Revenue-SIC - Adult $0 Rec Revenue-SIC - Youth $206,487 Rec Revenue-Sports Programs - Adult $0 Rec Revenue-Sports Programs - Youth $783,768 Rec Revenue-Senior Program $81,494 Rec Revenue-Adapt Rec Prog $71,467 Rec Revenue-Special Events $197,594 Rec Revenue-Teen Program $89,991 Rec Retl-Txb-Teen Program ($1) Rio Vista Rec Center Memberships $819,999 Rio Vista Retail Sales $357 Rio Vista Program Revenues $2,875 Library Services Revenues ($87) Library Copy/Print Fees - Main $10,874 Library Copy/Print Fees - Branch $4,989 Prfrmg Arts Ctr-Beverage sales $0 Recycling Program Revenue $1,770 Fees for General Services $16,513 Fees for Gen Svcs-Fire $428,176 Fees for General Svcs-Police $65,766 Training Revenue $26,640 COBRA Health Ins Contrib $554 Lien Filing Fees $1,330 In Kind Revenues $0 Allocated Interdept Svc Chrgs $12,340,428 CIP Engineering Charges $1,609,945 CIP Finance Charges $120,000 Subtotal - Charges for Service $22,674,040 347 FY 2013 Actual FY 2014 Actual FY 2015 Estimate $21,875 $0 $6,240 $0 $13,350 $12,090 $13,365 $50 $1,180 $0 $504,352 $352,831 $10,086 $0 $226,568 $4,389 $290,306 $2,012 $9,310 $1,911,236 $352,948 $184,426 $2,979 $697,113 $23,415 $153,881 $357,419 $396,563 $100,280 $66,120 $186,318 $96,383 $0 $826,239 $261 $1,477 $0 $11,382 $6,384 $0 $16,245 $15,562 $429,834 $51,806 $26,328 $0 $876 $0 $12,073,111 $1,349,821 $120,000 $23,839,459 $33,425 $1,400 $4,320 $1,080 $50,025 $15,600 $18,690 $0 $500 $0 $537,096 $379,674 $7,319 $419 $243,322 $5,249 $300,366 $2,660 $2,162 $1,890,719 $431,779 $179,131 $2,347 $807,112 $32,421 $151,289 $359,894 $389,715 $92,418 $74,732 $146,352 $87,259 $0 $805,584 $161 $1,310 $0 $10,811 $6,669 $349 $11,325 $15,437 $433,914 $41,264 $0 $0 $801 $14,930 $12,743,673 $1,156,561 $120,000 $24,951,147 $70,000 $0 $7,000 $0 $35,000 $13,000 $15,000 $0 $400 $0 $500,000 $350,000 $3,482 $0 $225,000 $3,000 $321,115 $111 $7,489 $1,984,000 $378,165 $193,300 $55 $730,100 $40,000 $170,000 $674,867 $478,370 $90,000 $71,420 $295,300 $99,000 $0 $808,132 $5,800 $20,000 $0 $10,500 $6,500 $0 $2,000 $6,880 $436,000 $40,000 $10,800 $0 $0 $0 $13,602,299 $1,639,091 $60,000 $26,744,176 FY 2016 Budget $20,000 $0 $4,290 $0 $15,338 $15,500 $17,500 $0 $400 $0 $500,000 $350,000 $2,500 $0 $310,000 $2,000 $321,115 $0 $7,489 $2,029,000 $388,865 $179,130 $0 $745,100 $46,000 $140,000 $674,867 $478,370 $90,000 $74,920 $390,300 $99,000 $0 $808,132 $5,800 $20,000 $0 $16,500 $12,500 $0 $2,000 $0 $438,180 $40,000 $0 $0 $0 $0 $14,029,187 $1,639,091 $60,000 $27,118,704 City of Peoria FY 2016 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 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget $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 $951,553 $359,290 $14,132 $33,790 $136,699 $1,307 $630 $4,692 $63,465 $15,866 $19,667 $92,168 $116,281 $46,125 $202,358 $900 $2,058,923 $844,088 $367,098 $1,237 $30,960 $106,942 $668 $420 $1,274 $53,234 $13,308 $19,345 $99,541 $104,046 $61,950 $229,032 $0 $1,933,143 $875,000 $350,000 $1,500 $20,000 $100,000 $1,000 $0 $0 $60,000 $15,000 $19,000 $80,000 $100,000 $45,000 $157,724 $0 $1,824,224 $886,963 $354,785 $11,500 $20,000 $101,367 $1,000 $0 $0 $60,000 $15,000 $20,000 $93,000 $115,000 $45,000 $116,484 $0 $1,840,099 $189,737 $145,667 $126,603 $160,000 $160,000 State Shared Sales Tax $12,087,651 Urban Revenue Sharing $13,231,006 Peoria Distr Share-Pool $158,559 Intergovtl Partic-PD $0 Library Intergovtl Revenues $67,431 Grant Revenue $0 Grant Revenue-Comm Svc $7,928 Grant Revenue - Police $0 Grant Revenue - Federal $2,248 Auto Lieu Tax $4,944,181 Subtotal - Intergovernmental Revenue $30,499,004 $12,665,191 $14,425,958 $205,885 $0 $58,352 $4,500 $7,975 $27,295 $442 $5,155,206 $32,550,804 $13,431,637 $17,172,500 $219,821 $0 $29,236 $0 $8,008 $0 $0 $5,495,225 $36,356,427 $13,904,333 $18,678,307 $241,167 $0 $0 $0 $8,041 $0 $0 $5,600,000 $38,431,848 $14,460,506 $18,578,786 $175,076 $77,500 $0 $0 $0 $0 $488,663 $5,617,164 $39,397,695 $273,185 $826,837 $55,029 $0 $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 $0 $750,323 $55,485 $83,832 $52,760 $600 $29,050 $24,125 $200 $250 $2,564,074 $223,615 $1,509,733 $56,684 $40 $753,727 $48,325 $80,216 $55,827 $2,500 $32,735 $36,443 $800 $250 $2,800,895 $310,000 $1,400,000 $55,534 $0 $670,000 $45,000 $73,000 $55,000 $100 $28,000 $20,000 $1,000 $0 $2,657,634 $220,960 $1,491,660 $57,053 $0 $688,321 $45,000 $73,000 $50,000 $5,410 $28,000 $17,000 $1,000 $0 $2,677,404 $290,228 $41,723 $134,818 $132,803 $703,230 $159,626 $123,741 $9,762 $236,069 $75,000 $339,730 $90,000 $75,000 $30,000 $90,000 Interest Income Interest Income Intergovernmental Revenue Licenses & Permits Bldg Permit & Insp-Commercial Bldg Permit & Insp-Residential Occupational Business License Bingo License Fees Sales Tax Licenses Fire Code Revenues Liquor Licenses and Permits Alarm Permits Utility Revocable Permits Park Permits-Sports Prg Field Permits-Sports Prg Off-Track Betting License Telecommunications License Subtotal - Licenses & Permits Miscellaneous Income Misc Police Revenues Reimb Revenue-General State Fire Reimbursement 348 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Reimb from Workers Comp 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 Gain on Disp of FA-Genl Govt Gain on Disp of FA-Rec Auction Proceeds Other Revenue Southwest Gas Capital Funds Subtotal - Miscellaneous Income FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget $6,259 $291 $6,529 $0 $0 $490,235 $0 ($816) $44 $2,869 $0 $0 $33,535 $216,218 $0 $1,221,933 $0 $356 $12,030 $0 $0 $0 $36 $202 $90 ($5,816) $0 $0 $0 $182,100 $0 $1,184,657 $0 $300 $6,311 $14 $178 $0 $0 ($302) ($4) $8,845 $8,317 $9,475 $40,851 $40,340 $0 $483,897 $0 $0 $7,500 $798 $0 $0 $0 $0 $0 $5,000 $0 $0 $15,000 $15,000 $420,000 $968,028 $0 $0 $7,500 $89,573 $0 $0 $0 $0 $0 $5,000 $0 $0 $15,000 $15,000 $420,000 $747,073 $0 $0 $473 $0 $0 General Rent Revenue Rio Vista Ramada Rentals Pioneer Park Ramada Rentals Rio Vista Field Permits/Rental Pioneer Park Field Permits/Rental Rio Vista Concessions Rent Pioneer Park Concessions Rent Rio Vista Rec Center Rentals Rent Rev-Swim Pool Rent Rev-Comm Center Rent Revenue - Salty Senoritas Rent Revenue - Alter Group Rent-AZ Broadway Theater(KLOS) Rent Revenue - Arts Ctr Ticket Surchrg Subtotal - Rents $40,576 $66,515 $0 $72,992 $0 $29,654 $0 $117,962 $12,356 $22,053 $33,920 $51,058 $0 $39,346 $486,432 $34,603 $61,502 $0 $79,445 $0 $30,708 $0 $88,992 $13,475 $22,339 $32,245 $729,195 $7,820 $758 $1,101,082 $40,776 $61,317 $34,817 $66,805 $49,403 $24,546 $10,572 $103,823 $15,057 $45,617 $32,258 $175,813 $48,289 $22,808 $731,901 $20,000 $70,000 $72,060 $120,000 $132,000 $34,000 $22,000 $107,790 $20,000 $52,374 $29,500 $0 $0 $0 $679,724 $20,000 $70,000 $51,560 $88,700 $132,000 $34,000 $17,300 $107,790 $15,239 $52,374 $29,500 $0 $0 $0 $618,463 Total - General Fund $99,832,185 $106,232,472 $113,095,717 $117,696,009 $119,425,513 $13,875 $918,257 $3,586 $45,143 $0 $1,388,827 $160,424 $833,566 $138,218 $67,944 $637,958 $78,414 $13,583 $1,310,379 $2,009 $48,388 $532 $1,458,817 $165,275 $872,294 $149,242 $66,107 $718,420 $88,432 $15,837 $1,750,424 $2,148 $44,855 $42 $1,519,007 $191,912 $806,381 $155,528 $74,266 $770,156 $80,211 $12,500 $1,650,000 $2,500 $42,500 $1 $1,562,500 $197,500 $787,500 $162,500 $77,777 $787,500 $82,445 $12,500 $1,100,000 $2,500 $42,500 $0 $1,619,019 $201,944 $805,219 $166,156 $76,687 $815,985 $84,300 Realized Gain/Loss - Invest Realized Gains/Losses-Invest Rents 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 349 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Taxes FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget $8,746,820 $160,083 $1,095,679 $0 $362,278 $56,846 $93,640 $157,362 $14,958,919 $9,477,292 $177,306 $1,112,626 $0 $349,748 $81,269 $132,146 $131,912 $16,355,777 $10,244,911 $171,515 $1,119,424 $0 $350,765 $98,626 $206,760 $174,191 $17,776,959 $10,550,000 $168,750 $1,100,000 $26 $350,000 $80,000 $137,500 $187,500 $17,938,999 $10,915,749 $174,854 $1,115,039 $0 $359,570 $37,500 $100,000 $187,500 $17,817,022 $58,254 $46,074 $37,064 $32,000 $35,000 $0 $27,125 $27,392 $0 $0 $15,017,174 $16,428,976 $17,841,415 $17,970,999 $17,852,022 $8,326 $550,972 $2,152 $27,089 $0 $832,830 $96,249 $500,197 $82,941 $81,487 $382,601 $47,054 $5,247,977 $95,996 $657,592 $217,390 $0 $56,539 $94,426 $8,981,815 $8,151 $786,324 $1,205 $29,036 $319 $874,800 $99,177 $523,438 $89,556 $79,284 $431,100 $53,066 $5,687,055 $106,324 $667,576 $209,874 $0 $79,726 $79,158 $9,805,169 $9,503 $1,050,383 $1,289 $26,916 $25 $910,894 $115,258 $483,885 $93,328 $89,069 $462,141 $48,133 $6,147,687 $102,852 $671,654 $210,484 $0 $123,996 $102,198 $10,649,695 $7,500 $990,000 $1,500 $25,500 $0 $937,500 $118,500 $472,500 $97,500 $93,333 $472,500 $49,467 $6,330,000 $101,250 $660,000 $210,000 $48,000 $82,500 $112,500 $10,810,050 $7,500 $660,000 $1,500 $25,500 $0 $971,411 $121,166 $483,131 $99,693 $92,025 $489,591 $50,580 $6,549,449 $104,912 $669,023 $215,742 $22,500 $60,000 $112,500 $10,736,223 $129,009 $105,624 $95,986 $100,000 $50,000 $0 $60,830 $80,000 $0 $0 $9,110,824 $9,971,623 $10,825,681 $10,910,050 $10,786,223 $6,732,027 $6,934,980 $7,550,713 $7,858,107 $8,436,680 Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Total - Half-Cent Sales Tax Fund Transportation Sales Tax Fund Taxes Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Taxes Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Total - Transportation Sales Tax Fund Information Technology Fund Charges for Service Interdepartmental Svc Chg 350 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget Interest Income Interest Income $3,649 $3,159 $3,976 $5,200 $5,000 Reimb Revenue-General Reimbursement-Jury Duty Subtotal - Miscellaneous Income $364 $132 $496 $15,582 $0 $15,582 $22,771 $0 $22,771 $0 $0 $0 $0 $0 $0 Total - Information Technology Fund $6,736,172 $6,953,721 $7,577,460 $7,863,307 $8,441,680 $1,788 $6,882 $17,572 $26,000 $37,000 $1,370 $0 $0 $0 $0 $0 $4,905 $0 $0 $0 $3,158 $11,787 $17,572 $26,000 $37,000 $533,066 $589,557 $699,315 $700,045 $700,000 $10,525 $9,329 $5,883 $5,300 $5,500 $11,567 $0 $0 $2,841 $0 $555,159 $598,886 $705,198 $708,186 $705,500 Miscellaneous Income Economic Development Reserve Fund Interest Income Interest Income Intergovernmental Revenue Grant Revenue Revenues Other Revenue Total - Economic Development Reserve Fund Information Technology Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds Total - Information Technology Reserve Fund Facilities Fund Charges for Service Recycling Program Revenue Fees for General Services Interdepartmental Svc Chg Subtotal - Charges for Service $0 $0 $5,280,628 $5,280,628 $0 ($1) $5,895,231 $5,895,230 $322 $0 $5,892,130 $5,892,452 $0 $0 $5,941,568 $5,941,568 $0 $0 $5,859,798 $5,859,798 $2,004 $307 $906 $2,000 $2,000 $0 $1,040 $0 $1,748 $0 $5,282,632 $5,896,577 $5,893,358 $5,945,316 $5,861,798 Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Total - Facilities Fund 351 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget Fleet Maintenance Fund Charges for Service Recycling Program Revenue Interdepartmental Svc Chg Subtotal - Charges for Service $2,324 $4,956,781 $4,959,105 $5,605 $5,061,124 $5,066,729 $6,823 $5,009,338 $5,016,161 $5,000 $5,075,537 $5,080,537 $1,000 $5,298,380 $5,299,380 $3,556 $0 $57 $0 $0 $4,962,661 $5,066,729 $5,016,218 $5,080,537 $5,299,380 $1,091,358 $1,114,250 $1,692,703 $1,800,125 $1,972,903 $48,302 $38,158 $33,647 $37,000 $40,000 $9,060 $0 $0 $22,000 $0 $0 $0 $0 $3,649 $0 $1,148,720 $1,152,408 $1,726,350 $1,862,774 $2,012,903 Subtotal - Taxes $16,735,182 $207,843 $16,943,025 $14,217,722 $213,221 $14,430,943 $13,333,764 $206,784 $13,540,548 $14,446,518 $30,000 $14,476,518 $14,726,977 $30,000 $14,756,977 Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue $431,477 $11,298 $1,230 $355 $444,360 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $98,239 $80,577 $90,576 $185,435 $172,000 $17,485,625 $14,511,520 $13,631,124 $14,661,953 $14,928,977 $104,377 $77,627 $23,025 $2,485 $450 $0 $0 $17,058 $0 $0 Miscellaneous Income Reimb Revenue-General Total - Fleet Maintenance Fund Fleet Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Auction Proceeds Revenues Auction Proceeds Total - Fleet Reserve Fund Debt Service Fund Taxes Property Tax SRP In-lieu Tax Assessment Revenue Interest Income Interest Income Total - Debt Service Fund Bond Fund Interest Income Interest Income Miscellaneous Income Reimb Revenue-General 352 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Revenues Reimb Revenue-General Other Revenue FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget Subtotal - Revenues $0 $0 $0 $238,203 $100,000 $338,203 $240,000 $0 $240,000 $0 $0 $0 $0 $0 $0 Bond Proceeds Bond Proceeds Proceeds of Refunding Bonds Subtotal - Bond Proceeds $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 $0 $0 $0 $0 $60,505,880 $0 $0 $60,505,880 Total - Bond Fund $29,154,564 $36,965,311 $280,083 $2,485 $60,506,330 $2,528 $15,458 $1,568 $841,326 $476,167 $731,335 $0 $2,068,382 $1,969 $16,608 $13,343 $829,976 $521,411 $749,785 $129,986 $2,263,078 $1,580 $18,555 $11,772 $861,733 $593,695 $745,059 $126,318 $2,358,712 $1,200 $18,000 $1,800 $840,000 $675,000 $740,000 $125,000 $2,401,000 $1,200 $18,000 $1,800 $860,000 $600,000 $750,000 $125,000 $2,356,000 $8,840 $7,002 $6,057 $6,400 $6,750 $0 $0 $0 $405 $0 $0 $180 $2,569 $2,000 $0 $2,077,222 $2,270,260 $2,367,338 $2,409,805 $2,362,750 $55,444 $521,691 $25,410 $219,860 $8,860,216 $0 $91,146 $9,773,767 $51,087 $379,533 $23,844 $166,493 $5,979,586 $2,059,727 $101,274 $8,761,544 $48,366 $355,195 $25,945 $148,960 $6,149,292 $2,080,039 $109,251 $8,917,048 $45,200 $350,000 $30,000 $150,000 $8,360,000 $0 $126,921 $9,062,121 $47,500 $475,000 $30,000 $150,000 $8,700,000 $0 $127,000 $9,529,500 $26,668 $25,590 $24,573 $28,000 $30,000 $0 $0 $0 $500 $276 $776 $0 $0 $0 $0 $0 $0 $0 $0 $0 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 Reimb Revenue-General Revenues Commercial Special Hauls 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 Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Subtotal - Miscellaneous Income 353 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Revenues FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget Multi-Family Resid Recycling Contributions - General Subtotal - Revenues $0 $0 $0 $11,436 $0 $11,436 $44,075 $1,000 $45,075 $53,000 $0 $53,000 $53,000 $0 $53,000 Total - Residential Sanitation Fund $9,800,435 $8,799,346 $8,986,696 $9,143,121 $9,612,500 $872,474 $966,478 $849,293 $944,400 $989,293 $18,456 $17,642 $11,613 $10,000 $11,000 Gain on Disposal of F/A Auction Proceeds Subtotal - Miscellaneous Income $0 $5,651 $5,651 $0 $0 $0 $95,046 $0 $95,046 $0 $47,931 $47,931 $0 $0 $0 Total - Sanitation Equipment Reserve Fund $896,581 $984,120 $955,952 $1,002,331 $1,000,293 $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 $63,282 $509,862 $0 $159,197 $0 $10,000 $9,894 $10,916 $310,711 $8,272 $30,548 $1,260,774 $172,718 $7,812 $25,000 $531,833 $0 $162,829 $0 $10,000 $7,126 $9,804 $283,647 $3,850 $76,342 $1,290,961 $160,000 $0 $0 $590,000 $0 $190,000 $55,000 $10,000 $10,000 $12,000 $300,000 $10,000 $91,888 $1,428,888 $100,000 $0 $0 $605,000 $0 $190,000 $55,000 $10,000 $10,000 $12,000 $300,000 $10,000 $91,887 $1,383,887 $10,550 $5,773 $2,587 $9,100 $4,000 $0 $2,750 $2,750 $0 ($1,250) ($1,250) $0 $0 $0 $590 $0 $590 $0 $0 $0 $45,341 $46,733 $35,191 $208,349 $90,000 $104,174 $149,337 $60,000 $40,000 $0 $185,000 $90,000 $90,000 $80,000 $55,000 $40,000 $30,000 $245,000 $90,000 $90,000 $115,000 Sanitation Equipment Reserve Fund Charges for Service Interdepartmental Svc Chg Interest Income Interest Income Miscellaneous Income Sports Complex Fund Charges for Service Sports Complex Program Revenue Recycling Program Revenue In Kind Revenues Ticket Sales-Spring Trg Ticket Sales-Premium Ticket Sales- Facility Surchg Ticket Sales- Non Gen Admiss Surchg Ticket.com Annual Fee Ticket.com Convenience Fee Program Sales Adv Sales-BB Std/Sp Trng Adv Sales-BB Std-Non Sp Trn Interdepartmental Svc Chg Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Other Revenue Subtotal - Miscellaneous Income Rents General Rent Revenue Genl Rent Rev-Sp Cmplx Rent Revenue - Chili Davis Rent Rev-Fields Rent Rev-Fld/Clh/Padres Rent Rev-Fld/Clh/Mariners Rent Rev-Stadium $52,342 $56,589 $7,202 $176,581 $54,258 $89,326 $69,189 354 $43,630 $75,329 $32,258 $178,992 $4,692 $13,685 $70,287 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Rent Rev-Novelties/Sp Tr Rent Rev/Stad Concssn/Sp Tr Rent Rev/Stad Conc/Non Sp Tr Rent Rev-Parking/Sp Tr Subtotal - Rents FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget $131,648 $567,065 $62,155 $217,987 $1,484,343 $151,307 $580,898 $58,199 $225,018 $1,434,295 $165,223 $595,390 $94,727 $222,545 $1,757,010 $150,000 $650,000 $80,000 $235,000 $1,660,000 $150,000 $610,000 $50,000 $240,000 $1,715,000 Ticket Sales- Facility Surchg Ticket Sales- Non Gen Admiss Surchg Interest Income Reimb Revenue-General Subtotal - Revenues $0 $0 $0 $0 $0 $0 $53,506 $32 $0 $53,538 $0 $108,791 $167 $22,911 $131,869 $0 $12,421 $300 $0 $12,721 ($20,000) $0 $0 $0 ($20,000) Total - Sports Complex Fund $2,755,704 $2,753,130 $3,182,427 $3,111,299 $3,082,887 Subtotal - Taxes $3,287,657 $0 $3,287,657 $3,338,510 $0 $3,338,510 $3,358,906 ($2,872) $3,356,034 $3,300,000 $0 $3,300,000 $3,345,118 $0 $3,345,118 Reimb for O/S Inspec O/T Recycling Program Revenue Street Sign Revenue Street Mnt Fees-Solid Waste Street Cut Surcharge Fog Seal Revenues Fees for General Services Allocated Interdept Svc Chrgs CIP Engineering Charges Subtotal - Charges for Service $359 $0 $31,324 $0 $2,500 $3,833 $1 $295,000 $91,485 $424,502 $181 $1,021 $49,749 $7,123 $2,245 $30,228 ($1) $295,000 $72,270 $457,816 $0 $1,951 $31,710 $185,476 $17,435 $42,260 $0 $295,000 $49,174 $623,006 $0 $0 $30,000 $47,559 $2,000 $20,000 $0 $295,000 $60,000 $454,559 $0 $0 $30,000 $0 $2,000 $5,000 $0 $295,000 $60,000 $392,000 $54,155 $47,738 $46,110 $50,000 $50,000 $7,714,173 $8,435,926 $8,691,989 $9,000,000 $9,090,000 $0 $65,056 $98 $187,908 $0 $11,480,488 $12,345,046 $12,717,237 $12,992,467 $12,877,118 Revenues Streets Fund Taxes Sales Tax-Utilities Sales Tax Recoveries Charges for Service Interest Income Interest Income Intergovernmental Revenue Highway User Revenue Miscellaneous Income Reimb Revenue-General Total - Streets Fund Transit Fund Charges for Service Transit Collections Fees for General Services Advertising-Bus Shelters Subtotal - Charges for Service $26,799 $0 $15,903 $42,702 $25,748 ($4) $17,572 $43,316 $28,167 $0 $17,613 $45,780 $23,000 $0 $8,500 $31,500 $25,000 $0 $8,000 $33,000 $2,520 $3,117 $3,226 $4,000 $4,000 Interest Income Interest Income 355 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Account Description Category Intergovernmental Revenue Grant Revenue Grant Revenue - Federal Subtotal - Intergovernmental Revenue FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget $100,722 $21,357 $122,079 $610,091 $142,571 $752,662 $637,281 $55,474 $692,755 $454,556 $0 $454,556 $250,000 $0 $250,000 $32,502 $0 $32,502 $62,775 $40 $62,815 $72,336 $0 $72,336 $5,000 $0 $5,000 $20,000 $0 $20,000 $0 $0 $0 $0 $143,000 $199,803 $861,910 $814,097 $495,056 $450,000 $78,628 $15,648,747 $847,522 $45,277 $1,573,434 $18,193,608 $88,670 $17,479,461 $855,073 $43,759 $1,248,773 $19,715,736 $79,410 $17,439,798 $865,894 $91,869 $895,390 $19,372,361 $75,000 $18,200,000 $875,000 $83,309 $879,522 $20,112,831 $75,000 $18,600,000 $885,000 $85,886 $746,208 $20,392,094 $41,447 $34,687 $35,726 $41,400 $42,400 $0 $0 $35,000 $0 $0 $49,213 $0 $49,213 $36,720 $0 $36,720 $35,466 $0 $35,466 $35,000 $38,065 $73,065 $30,000 $0 $30,000 $0 $0 $31 $0 $0 Bond Proceeds Proceeds of Refunding Bonds Subtotal - Bond Proceeds $550,859 $6,187,824 $6,738,683 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Wastewater Fund $25,022,950 $19,787,143 $19,478,584 $20,227,296 $20,464,494 $247,738 $515,769 $30,905,506 $110,731 $314,564 $208,000 $338,216 $12,705 $216,576 $638,808 $31,783,159 $108,106 $296,902 $243,994 $299,492 $17,667 $229,484 $784,608 $32,982,603 $102,170 $290,857 $319,214 $291,794 $15,127 $190,000 $630,000 $33,220,000 $85,000 $265,000 $240,000 $265,000 $10,000 $200,000 $655,000 $35,250,000 $85,000 $450,000 $300,000 $270,000 $10,000 Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty Subtotal - Miscellaneous Income Revenues Grant Revenue - Federal Total - Transit Fund Wastewater Fund Charges for Service Utility Late Fee Charges Wastewater Fees EPA Mandate Fee Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Subtotal - Charges for Service Interest Income Interest Income Intergovernmental Revenue Grant Revenue Miscellaneous Income Reimb Revenue-General Auction Proceeds Subtotal - Miscellaneous Income Revenues Recycling Program Revenue 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 356 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category FY 2014 Actual FY 2015 Estimate $46,493 $8,215 $10,168 ($36) $256,800 $128,131 $6,782 $276 $49,145 $12,235 $34,122,913 $48,613 $8,885 $11,208 ($1) $256,800 $98,402 $7,705 $702 $88,608 $12,235 $35,549,014 $50,000 $6,000 $9,500 ($1) $405,000 $45,000 $5,000 $100 $78,630 $12,235 $35,516,464 $50,000 $6,000 $10,000 $0 $256,800 $45,000 $5,000 $100 $86,414 $12,235 $37,691,549 $130,814 $120,958 $119,967 $125,000 $125,500 $0 $60 $0 $3,225 $0 $3,285 $147 $0 $0 $0 $33,336 $33,483 $126,060 $0 $6,225 $0 $0 $132,285 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Bond Proceeds Proceeds of Refunding Bonds Subtotal - Bond Proceeds $1,521,597 $17,092,176 $18,613,773 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Water Fund $52,718,465 $34,277,354 $35,801,266 $35,641,464 $37,817,049 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 $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 ($330,498) ($334,527) ($137) ($195) ($58,177) ($189,951) ($206,284) ($430,840) ($65,237) ($567) ($885,532) ($189,568) ($255,667) $0 ($2,947,180) $14 $64 $137 $195 $68 $0 $59 $0 $0 $567 ($3,269) $416 $0 $0 ($1,749) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $445,000 $500,000 $375,000 $2,250,000 $1,750,000 $575,000 $475,000 $500,000 $375,000 $3,078,950 $3,435,000 $1,100,000 Account Description FY 2012 Actual FY 2013 Actual Utility Delinquent Letter Fee $47,639 Utilities Tampering Fees $9,920 Field Trip Svc Fee-Utilities $6,570 ADWR Water Resource Fee $203,254 Quintero WTP Fees $969,404 Recycling Program Revenue $1,565 Fees for General Services $7,461 Lien Filing Fees $312 Interdepartmental Svc Chg $53,568 Allocated Interdept Svc Chrgs $17,670 Subtotal - Charges for Service $33,970,592 FY 2016 Budget 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 Bond Proceeds Impact Fees Fund Charges for Service Charges for Services Neighborhood Park Dev Fees Law Enforcement Dev Fees Fire & Emergency Dev Fees Streets Dev Fee Water Expansion Fees Water Resource Project Fee $0 $0 $0 $0 $0 $0 357 $0 $0 $0 $0 $0 $0 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Wastewater Expansion Fees Subtotal - Charges for Services FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget $0 $0 $0 $0 $0 $0 $646,000 $6,541,000 $845,000 $9,808,950 $236,884 $199,779 $130,660 $123,369 $115,345 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 Reimb Revenue-General Subtotal - Revenues $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,398,838 $1,110,917 $234,714 $638,497 $828,619 $5,962,482 $358,471 $2,547,338 $636,621 $1,352,431 $11,546 $0 $15,080,474 $1,339,258 $984,530 $190,762 $510,073 $591,506 $3,709,179 $264,948 $2,486,709 $558,285 $1,269,012 $51,744 $219,937 $12,175,943 $109,166 $81,928 $13,000 $38,823 $49,847 $266,360 $18,914 $126,300 $31,500 $100,000 $58,181 $0 $894,019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,325 $0 $20,325 Total - Impact Fees Fund $10,499,140 $12,333,073 $12,304,854 $7,558,388 $9,944,620 $1,345,622 $266,292 $11,829 ($777) $1,622,966 $0 $182,323 $3,625 $0 $185,948 $0 $214,201 $5,919 $25 $220,145 $340,000 $135,788 $0 $500 $476,288 $355,000 $121,338 $0 $400 $476,738 $1,325 $1,017 $1,072 $1,500 $1,500 $1,624,291 $186,965 $221,217 $477,788 $478,238 $2,076,178 $264,184 $0 $2,617,820 $0 $10,827,210 $0 $949,498 $16,734,890 $2,371,824 $165,188 $0 $2,467,923 $0 $11,647,823 $0 $1,100,005 $17,752,763 $2,489,731 $183,735 $9,926 $2,583,129 $0 $12,124,154 $15,692 $1,297,719 $18,704,086 $2,509,019 $171,716 $340,171 $2,584,029 $0 $12,433,851 $535,836 $1,382,160 $19,956,782 $2,545,044 $180,000 $340,000 $2,378,404 $151,440 $12,473,243 $535,000 $1,453,415 $20,056,546 $56,365 $54,688 $47,993 $46,700 $50,000 $7,475 $40 $0 $0 $156,939 $0 $179,883 $0 $23,000 $0 Interest Income Interest Income Revenues Improvement District Fund Assessment Revenue Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Assessment Revenue Interest Income Interest Income Total - Improvement District Fund Insurance Reserve Fund Charges for Service Employee Health Ins Contrib COBRA Health Ins Contrib Employee Dental Ins Contrib Interdepartmental Svc Chg Employer Dental Ins Contrib Employer Health Ins Contrib Employer Dental Ins Contrib Employer Workers Comp Contrib Subtotal - Charges for Service Interest Income Interest Income Miscellaneous Income Reimb Revenue-General Reimbursement-Jury Duty 358 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Reimb-Damage to City Prop. Reimbursement-Claims Other Revenue Subtotal - Miscellaneous Income FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget $166,385 $10,599 $3,509 $188,008 $122,205 $62,481 $0 $184,686 $177,766 ($27,617) $0 $307,088 $114,817 $15,073 $0 $309,773 $0 $0 $0 $23,000 Reimb from Workers Comp Reimbursement-Claims Subtotal - Revenues $0 $0 $0 $10,052 $306 $10,358 $5,015 $62 $5,077 $3,813 $77 $3,890 $5,000 $0 $5,000 Total - Insurance Reserve Fund $16,979,263 $18,002,495 $19,064,244 $20,317,145 $20,134,546 $96 $73 $0 $0 $0 $140,461 $67,915 $0 $0 $0 $0 $5,034 $0 $0 $0 $0 $95,131 $0 $0 $0 $140,557 $168,153 $0 $0 $0 $0 $0 $112,000 $0 $0 $1,666 $3,314 $802 $463 $200 $0 $1,098,095 $1,736,813 $171,892 $3,006,800 $0 $285,968 $2,635,783 $401,396 $3,323,147 $0 $406,436 $2,545,222 $255,867 $3,207,525 $0 $734,715 $1,831,677 $369,009 $2,935,401 $3,000,000 $595,067 $1,683,789 $549,580 $5,828,436 $90,408 $113,247 $120,000 $0 $0 Grant Revenue Grant Revenue - Federal Program Income Federal Grants Interest Income NSP3 Grant Program Revenue Subtotal - Revenues $0 $0 $0 $0 $0 $0 $0 $20,441 $130,463 $0 $0 $150,904 $0 $30,681 $85,955 $0 $0 $116,636 $0 $17,935 $272,934 $200 $5,000 $296,069 $75,000 $0 $430,353 $100 $0 $505,453 Total - Grant Fund $3,098,874 $3,590,612 $3,556,963 $3,231,933 $6,334,089 Revenues Housing Fund Interest Income Interest Income Intergovernmental Revenue HUD Operating Subsidy - CY Miscellaneous Income Other Revenue Rents Housing Rent Total - Housing Fund Grant Fund Interest Income Interest Income Intergovernmental Revenue Intergovtl Participation Grant Revenue Grant Revenue - Federal Seizure Revenue Subtotal - Intergovernmental Revenue Miscellaneous Income Reimb Revenue-General Revenues 359 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category FY 2012 Actual Account Description FY 2013 Actual FY 2014 Actual FY 2015 Estimate FY 2016 Budget Other Fund Taxes Street Light ID Tax Maintenance ID Tax Subtotal - Taxes $484,321 $162,480 $646,801 $510,012 $137,663 $647,675 $579,808 $142,675 $722,483 $576,589 $142,849 $719,438 $685,522 $129,624 $815,146 CFD Appl/Process Fee Utility Late Fee Charges Storm Water Fee Interdepartmental Svc Chg Subtotal - Charges for Service ($25,000) $1,544 $802,943 $304,357 $1,083,844 $0 $1,459 $815,019 $556,405 $1,372,883 $50,000 $1,191 $830,247 $575,997 $1,457,435 $25,000 $1,500 $845,000 $600,000 $1,471,500 $0 $1,500 $855,000 $556,392 $1,412,892 $30,032 $205,583 $235,615 $24,824 $173,727 $198,551 $24,850 $170,298 $195,148 $15,000 $140,000 $155,000 $10,000 $150,000 $160,000 $200,847 $168,769 $104,249 $99,103 $99,220 $621 $18,928 $19,549 $612 $17,709 $18,321 $623 $17,363 $17,986 $30,300 $7,700 $38,000 $30,600 $5,000 $35,600 $10,335,683 $2,392 $0 $0 $2,000 $2,222 $4,087 $10,346,384 $2,327,394 $0 $0 $0 $0 $1,706 $11,074 $2,340,174 $1,968,385 $1,815 $25 $56,123 $0 $1,235 $10,108 $2,037,691 $4,615,795 $5,121 $0 $0 $0 $617 $4,152 $4,625,685 $5,613,621 $3,845 $0 $0 $0 $0 $0 $5,617,466 Subtotal - Revenues $0 $0 $0 $2,836,313 $2,571 $2,838,884 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Other Fund $12,533,040 $7,585,257 $4,534,992 $7,108,726 $8,140,324 $339,115,686 $327,734,874 $300,596,043 $306,444,435 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 Miscellaneous Income Reimb Revenue-General Contributions - General Contributions-Fire Contributions-Comm. Svcs. Contributions-Library Commissions Other Revenue Subtotal - Miscellaneous Income Revenues Reimb Revenue-General Other Revenue Total - All Funds Revenue 360 $378,556,234 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Sub-total: $2,003,812 $210,575 $753,426 $2,967,812 $2,184,672 $232,582 $781,337 $3,198,592 $2,128,292 $227,945 $742,173 $3,098,410 $2,198,928 $234,700 $830,752 $3,264,380 $2,310,928 $234,700 $828,397 $3,374,025 $2,112,934 $244,687 $847,220 $3,204,841 Sub-total: $830,163 $830,163 $776,394 $776,394 $752,077 $752,077 $971,151 $971,151 $971,151 $971,151 $905,386 $905,386 Arts Commission $193,754 Community Services Administration $555,655 Swimming Pools $994,951 Am/Pm Program $1,643,132 Little Learners Program $328,335 Summer Recreation Program $293,774 Summer Camp Program $760,648 Outdoor Recreation Program $0 Special Interest Classes - Youth $319,872 Special Interest Classes - Adult $0 Sports Programs - Youth $848,263 Sports Programs - Adult $0 Active Adult Program $190,779 Adaptive Recreation Program $162,188 Special Events Program $480,418 Teen Program $293,062 Community Center $508,074 Rio Vista Community Park $829,814 Rio Vista Rec Center $1,293,563 Pioneer Community Park $0 Main Library $2,349,744 Branch Library $1,506,518 Parks North $1,614,940 Parks South $1,648,241 Contracted Landscape Maintenance $1,154,423 Sub-total: $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 $217,107 $1,309,736 $1,207,950 $1,422,587 $373,739 $365,468 $654,835 $26,308 $245,667 $36,600 $504,320 $337,879 $203,371 $175,231 $761,988 $299,528 $682,968 $842,694 $1,448,222 $589,600 $2,625,995 $1,642,601 $1,989,500 $1,821,476 $1,344,615 $21,129,985 $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 $113,082 $1,325,157 $1,186,364 $1,586,151 $435,537 $423,517 $705,287 $44,510 $211,524 $38,237 $564,246 $462,046 $218,467 $176,101 $924,055 $338,494 $780,731 $1,042,787 $1,433,982 $950,236 $2,618,902 $1,660,838 $2,054,901 $2,076,959 $1,432,630 $22,804,741 $118,629 $1,429,324 $1,007,019 $1,616,612 $390,378 $410,751 $734,575 $45,610 $217,430 $39,815 $588,189 $529,971 $211,152 $147,380 $1,063,886 $372,911 $908,343 $962,565 $1,397,294 $972,458 $2,705,398 $1,745,266 $1,928,413 $1,762,950 $1,450,839 $22,757,158 $1,425,446 $616,015 $769,527 $1,222,024 $704,975 $841,820 $5,579,806 $1,633,466 $562,881 $810,130 $1,270,140 $697,571 $900,817 $5,875,004 $1,583,462 $655,088 $936,202 $1,248,183 $707,068 $947,882 $6,077,885 $1,717,869 $706,500 $1,124,682 $1,332,908 $657,765 $1,085,472 $6,625,196 $1,920,364 $705,608 $1,232,432 $1,330,608 $655,375 $1,029,190 $6,873,577 $1,886,047 $784,571 $1,174,754 $1,383,973 $673,992 $1,123,894 $7,027,231 $401,877 $601,930 $1,003,807 $360,238 $805,321 $1,165,559 $343,716 $730,523 $1,074,239 $419,510 $1,154,292 $1,573,802 $419,510 $1,299,223 $1,718,733 $516,734 $1,103,613 $1,620,347 General & Other General Fund City Attorney Civil Victims' Assistance Prg Criminal City Clerk City Clerk Community Services Development and Engineering Building Development Engineering Admin Site Development Engineering Services Architectural Services Eng Inspection Svc Sub-total: Economic Development Services Economic Development Services Ad Business and Real Estate Developme Sub-total: Finance and Budget 361 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Sub-total: $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 $326,874 $1,243,902 $1,006,189 $848,083 $694,577 $279,275 $368,923 $4,767,823 $500,711 $1,832,958 $1,104,105 $707,369 $674,121 $0 $395,458 $5,214,722 $500,711 $1,915,492 $876,657 $707,369 $674,121 $0 $395,458 $5,069,808 $513,070 $1,878,080 $1,348,728 $710,935 $699,748 $0 $418,565 $5,569,126 Sub-total: $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 $1,744,026 $662,607 $1,540,044 $735,044 $4,681,721 $1,803,921 $840,921 $1,611,098 $744,668 $5,000,608 $2,763,767 $765,292 $1,611,098 $0 $5,140,157 $2,770,305 $596,636 $1,661,121 $0 $5,028,062 $479,222 $1,013,685 $769,304 $481,366 $436,982 $253,622 $17,119,391 Sub-total: $20,553,572 $394,190 $936,369 $774,014 $577,540 $488,114 $199,380 $17,618,547 $20,988,155 $454,850 $1,120,981 $678,349 $681,885 $490,072 $210,175 $18,968,213 $22,604,525 $518,416 $1,156,903 $718,258 $755,420 $702,815 $216,586 $19,888,863 $23,957,261 $518,416 $1,156,903 $718,258 $788,794 $690,815 $216,586 $19,888,863 $23,978,635 $535,231 $1,302,042 $927,432 $893,653 $595,645 $199,880 $22,454,471 $26,908,354 $2,282,358 $0 $2,282,358 $2,374,451 $0 $2,374,451 $2,094,227 $246,697 $2,340,924 $2,128,388 $386,400 $2,514,788 $2,094,796 $432,613 $2,527,409 $2,343,168 $373,733 $2,716,901 Sub-total: $1,105,129 $1,136,802 $0 $2,241,931 $1,250,213 $1,138,447 $0 $2,388,659 $1,234,686 $1,197,038 $0 $2,431,724 $1,293,860 $1,216,270 $0 $2,510,130 $1,284,201 $1,231,270 $0 $2,515,471 $1,926,777 $545,515 $182,065 $2,654,357 Sub-total: $586,004 $586,004 $601,700 $601,700 $607,104 $607,104 $705,276 $705,276 $705,276 $705,276 $663,050 $663,050 Sub-total: $1,729,263 $1,729,263 $1,788,145 $1,788,145 $1,769,809 $1,769,809 $1,870,388 $1,870,388 $1,850,261 $1,850,261 $1,944,394 $1,944,394 Sub-total: $1,247,463 $3,864,334 $5,111,797 $1,329,419 $3,232,796 $4,562,215 $1,287,478 $1,343,860 $2,631,338 $1,778,614 $1,807,959 $3,586,573 $1,944,263 $2,057,572 $4,001,835 $3,918,851 $3,688,008 $7,606,859 Sub-total: $708,662 $398,800 $1,107,461 $833,286 $327,666 $1,160,952 $881,179 $357,565 $1,238,744 $950,825 $499,183 $1,450,008 $948,325 $491,168 $1,439,493 $1,147,510 $357,529 $1,505,039 $481,723 $221,439 $731,887 $535,979 $261,193 $900,247 $784,154 $324,311 $975,077 $856,558 $431,602 $1,254,017 $854,920 $441,450 $1,027,057 $922,377 $474,397 $1,454,907 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-Medical Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations Human Resources Human Resources Training Sub-total: Leadership and Management City Manager's Office Governmental Affairs Office of Sustainability 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 Community Dev Administration Planning 362 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $315,160 $1,750,208 $0 $1,697,419 $0 $2,083,542 $0 $2,542,177 $0 $2,323,427 $0 $2,851,681 $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 Sub-total: $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 $1,792,672 $1,769,988 $3,373,306 $10,357,059 $7,167,010 $4,728,973 $3,083,938 $1,197,650 $2,788,151 $608,898 $36,867,645 $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 $1,960,528 $2,113,520 $3,765,906 $11,874,002 $7,748,915 $4,606,324 $3,528,918 $1,238,745 $3,114,036 $531,559 $40,482,453 $1,933,603 $2,281,556 $3,780,122 $12,627,922 $7,884,854 $4,800,215 $3,690,294 $1,309,877 $3,038,681 $579,570 $41,926,694 $564,412 $564,412 $575,629 $575,629 $673,750 $673,750 $673,750 $673,750 $691,272 $691,272 Planning and Community Development 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: $529,604 $529,604 General Fund Total: $108,884,686 $112,305,839 $114,733,124 $124,994,717 $126,450,202 $135,580,752 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Half Cent Sales Tax Fund Total: $3,809,560 $2,880,380 $4,412,828 $3,172,599 $4,027,886 $3,396,117 $3,809,560 $2,880,380 $4,412,828 $3,172,599 $4,027,886 $3,396,117 $1,370 $1,041,758 $1,107,016 $2,875,000 $1,025,968 $6,739,452 $199,380 $386,602 $1,388 $330,750 $330,750 $150,000 $200,750 $1,428,360 $1,108,404 $3,205,750 $1,356,718 $6,889,452 Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Other Reserve Funds Total: General & Other Total: $112,894,996 $116,614,578 $120,254,356 $131,373,066 $131,834,806 $145,866,321 Special Revenue Funds Attorney Grants City Attorney St Anti-Racketeering-Cao $21,358 $35,544 $698 $17,688 $17,688 $24,268 $1,400 $1,340 $10,101 $0 $47 $0 $22,758 $36,884 $10,799 $17,688 $17,735 $24,268 $377,127 $8,180 $405,197 $31,987 $506,855 $11,883 $516,872 $0 $518,582 $16,705 $475,414 $0 Police Victims' Rights Imp Grant Attorney Grants Total: Community Service Grants Community Services Adult Day Prg Grant Library Svc & Technology Grant 363 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Community Services Citizen Donations-Cs Teen Council $3,377 $582 $10,359 $2,843 $0 $0 $3,845 $0 $3,845 $0 $3,845 $0 $389,266 $450,387 $518,738 $520,717 $539,132 $479,259 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 1Instersection Impact Fees - Zone 2 Neighbrhd Park Dev Zone 1 Neighbrhd Park Dev Zone 2 Neighborhood Park Dev Zone 3 Neighborhood Park Dev Zone 1 - Po Ctywd Park/Rec Fac Dev Citywide Park/Rec Facility Dev - Pos Open Space Dev River Corridors/Trails Dev Library Dev - Post 1-1-2012 Law Enforcement Dev Law Enforcement Dev - Post 1-1-201 Law Enforcement Dev - Post 8-1-201 Fire & Emerg Svc Dev Fire & Emergency Svc Dev Post 1-1Fire & Emergency Svc Dev Post 8-1General Govt Dev Parks Zone 1 - Post 8-1-2014 $227,354 $1,714,236 $0 $0 $0 $0 $0 $68,254 $0 $1,088,048 $0 $382,336 $0 $262,102 $18,313 $0 $0 $0 $0 $0 $0 $0 $10,884 $0 $356,832 $759,430 $0 $0 $0 $0 $0 $268,025 $27,144 $669,294 $0 $4,619 $0 $33,798 $9,138 $0 $32,152 $0 $0 $4,242 $0 $0 $495 $0 $75,901 $0 $0 $213,593 $0 $1,468,600 $481,393 $283,284 $18,688 $5,780 $0 $5,780 $0 $33,375 $249,652 $0 $38,598 $0 $0 $236,292 $0 $0 $0 $0 $1,323,404 $5,600 $2,410,013 $0 $2,794,025 $2,806,133 $6,201 $861,336 $0 $0 $543,664 $0 $500,000 $2,053,816 $686,423 $1,560 $7,918,426 $1,413,654 $1,737 $0 $6,240 $37,530 $0 $19,400 $2,245,784 $0 $0 $0 $1,030,734 $245,342 $0 $753,413 $882 $0 $0 $0 $52,025 $0 $229,402 $0 $473,895 $870,909 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,600,000 $0 $0 $0 $0 $0 $0 $0 $450,000 $2,053,816 $332,263 $0 $7,462,474 $321,878 $718,000 $0 $0 $0 $0 $0 Development Fee Funds Total: $3,771,527 $2,165,169 $3,110,936 $23,389,162 $5,902,386 $14,938,431 $115,015 $163,859 $66,222 $489,551 $0 $349,297 $0 $361,808 $0 $60,708 $0 $331,959 $278,874 $555,773 $349,297 $361,808 $60,708 $331,959 $95,985 $39,617 $168,209 $73,869 $88,057 $81,814 $1,498,010 $67,705 $232,400 $78,492 $887,500 $67,705 $272 $2,672 $0 $4,303 $3,000 $30,237 $3,000 $9,838 $3,000 $9,838 $3,000 $9,837 Community Service Grants Total: Development Fee Funds Non-Departmental Home and Housing Grants Planning and Community Development Capital Fund Prog (Hud) Home Grant Home and Housing Grants Total: Other Grants Community Services Percent For The Arts Prop 302 Grant Program Human Resources Employee Event Fund Employee Wellness Prg 364 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Leadership and Management Federal Dept of Energy Grant $159,120 $66,491 $0 $0 $0 $0 $1,366 $0 $1,274 $0 $0 $0 $164,256 $0 $264,413 $0 $0 $111,405 $0 $0 $305,797 $111,830 $0 $212,023 $90,830 $8,209 $212,023 $21,000 $47,000 $180,446 $0 $0 $13,852 $0 $36,148 $0 $7,965 $0 $0 $0 $0 $0 $506,657 $0 $326,560 $467,610 $0 $613,045 $896,159 $112,000 $260,868 $1,491,795 $0 $465,653 $723,826 $207,000 $159,044 $1,351,830 $0 $526,609 $0 $0 $0 $0 $295,000 $0 $1,568,884 $1,504,933 $1,793,058 $3,859,854 $2,055,810 $3,094,927 $137,064 $67,915 $0 $0 $0 $0 $137,064 $67,915 $0 $0 $0 $0 $35,520 $103,518 $0 $0 $362,955 $0 $0 $312,613 $0 $0 $0 $4,900 $0 $571,233 $0 $0 $0 $2,000 $0 $177,903 $0 $0 $78,889 $90,000 $210 $42,946 $72,900 $157,450 $16,244 $0 $355,707 $0 $0 $66,053 $105,000 $814 $40,907 $52,902 $129,623 $7,322 $15,795 $286,062 $2,500 $21,809 $86,837 $100,000 $308 $50,056 $11,192 $194,322 $0 $0 $351,780 $37,700 $0 $101,362 $0 $0 $0 $9,523 $21,925 $10,000 $0 $269,750 $33,613 $0 $104,966 $0 $0 $62,572 $39,826 $297,284 $10,000 $0 $514,580 $5,000 $0 $101,251 $0 $0 $0 $0 $0 $0 Mayor and Council Citizen Donations-Mayoral Municipal Court Jud Coll Enh Fund-Local Ftg Trust Fund (Court) Municipal Court Enhancement Fd Non-City Entity Comm Facilities Districts Non-Departmental Palo Verde Ruin GT Planning and Community Development Comm Dev Block Grant Section 108 HUD Program Neighborhood Stabilization Grant III Public Works BOR Water SMART R14AP00071 Other Grants Total: Public Housing Planning and Community Development Public Housing Project Public Housing Total: Public Safety Grants Fire-Medical Fed Assist to Firefighters Grt Homeland Security Grant - MMRS Citizen Donations-Fire Police Az Auto Theft Grant St Anti-Racketeering-Pd Federal Forfeiture COPS Universal Hiring Grant GITEM Grant School Resource Officer IGA Postal Inspection System Grant Victims Of Crime Act Grant Justice Assistance Grant Governor of Highway Safety Grants ( Bulletproof Vest Partnership 365 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Police 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 $10,800 $14,400 $207,136 $16,854 $100,010 $1,192 $1,055 $10,187 $27,583 $0 $0 $33,556 $1,053 $1,937 $17,913 $17,202 $60,000 $0 $70,591 $444 $1,214 $0 $44,369 $0 $0 $0 $1,500 $3,200 $17,913 $44,661 $0 $0 $135,229 $1,500 $1,900 $0 $0 $0 $0 $0 $1,500 $4,000 Public Safety Grants Total: $1,127,026 $1,195,599 $1,248,858 $586,259 $1,590,447 $628,331 $1,167,909 $1,134,790 $1,221,418 $1,242,822 $1,265,673 $1,244,702 $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 $826,960 $1,112,536 $2,548,900 $2,831,564 $765,545 $2,968,617 $846,508 $1,137,262 $2,767,870 $3,128,444 $779,854 $5,374,575 $846,508 $1,137,262 $2,767,870 $3,128,444 $779,854 $5,094,444 $877,705 $1,120,931 $2,839,116 $3,182,515 $777,662 $4,584,034 Streets Total: $12,853,986 $12,636,636 $12,275,540 $15,277,335 $15,020,055 $14,626,665 $901,629 $1,145,731 $1,000,223 $1,313,050 $1,313,050 $1,077,848 $901,629 $1,145,731 $1,000,223 $1,313,050 $1,313,050 $1,077,848 Transportation Sales Tax $5,427,320 $3,084,036 $3,131,785 $25,746,498 $8,952,071 $26,996,168 Transportation Sales Tax Fund Total: $5,427,320 $3,084,036 $3,131,785 $25,746,498 $8,952,071 $26,996,168 Special Revenue Funds Total: $26,478,334 $22,843,062 $23,439,234 $71,072,371 $35,451,394 $62,197,856 $2,209,522 $0 $2,341,164 $0 $2,429,771 $0 $2,386,073 $0 $2,386,073 $0 $2,021,298 $450,488 $2,209,522 $2,341,164 $2,429,771 $2,386,073 $2,386,073 $2,471,786 $612,590 $5,123,858 $567,046 $5,241,073 $552,524 $5,396,909 $950,031 $5,695,091 $950,031 $5,695,091 $678,517 $6,347,725 Streets Development and 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 Front Load Commercial Roll-Off Commercial Solid Waste Total: Residential Solid Waste Public Works Solid Waste Admin Residential Collection 366 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget $2,144,451 $322,712 $2,247,872 $351,295 $2,110,010 $389,883 $2,352,072 $363,844 $2,352,072 $363,844 $2,529,753 $398,460 $8,203,611 $8,407,286 $8,449,326 $9,361,038 $9,361,038 $9,954,455 $5,297 $78,076 $93,536 $100,000 $100,000 $472,933 $5,297 $78,076 $93,536 $100,000 $100,000 $472,933 $877,985 $1,592,831 $2,467,934 $182,896 $393,334 $2,216,900 $877,985 $1,592,831 $2,467,934 $182,896 $393,334 $2,216,900 Sports Complex Capital Reserve Sports Complex Improvement Reserv Sports Complex GA Surcharge Complex Eqt Reserve $0 $0 $0 $0 $443,057 $1,069,207 $0 $367,676 $161,868 $0 $0 $0 $0 $345,170 $0 $0 $1,696,964 $345,170 $142,287 $0 $0 $0 $0 $125,518 Sports Complex Equipment Reserves Total: $0 $1,879,940 $161,868 $345,170 $2,184,421 $125,518 Complex Operations/Maint Spring Training Complex Debt Service $3,625,001 $615,023 $166,233 $3,898,507 $624,297 $81 $3,856,085 $623,009 $0 $4,010,007 $697,487 $0 $4,097,661 $697,487 $0 $3,991,387 $697,487 $0 Sports Complex Operations/Maintenance Total: $4,406,257 $4,522,885 $4,479,094 $4,707,494 $4,795,148 $4,688,874 $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 $1,694,664 $1,480,605 $856,454 $1,248,309 $4,777,008 $2,278,347 $7,382,839 $1,773,205 $1,788,590 $1,000,763 $1,331,472 $4,992,718 $5,542,170 $7,316,629 $1,773,205 $1,788,590 $1,000,763 $1,331,472 $5,032,718 $4,077,220 $7,316,629 $1,773,457 $1,988,335 $1,054,605 $1,300,431 $4,956,567 $6,027,256 $7,370,803 Wastewater Total: $26,833,493 $21,448,309 $19,718,226 $23,745,547 $22,320,597 $24,471,454 $0 $0 $0 $0 $268,714 $0 $303,656 $0 $249,460 $1,751,206 Public Works Residential Recycling Solid Waste Environmental Residential Solid Waste Total: Solid Waste Expansion Public Works Solid Waste Expansion Solid Waste Expansion Total: Solid Waste Reserves Public Works Solid Waste Eqt Reserve Solid Waste Reserves Total: Sports Complex Equipment Reserves Community Services Sports Complex Operations/Maintenance Community Services Wastewater Public Works Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Environmental Jomax Water Reclamation Facility Butler Water Reclamation Facility Ww Oper Capital Projects Ww Debt Service Wastewater Expansion Public Works Wastewater Impact Fees - East of Ag Wastewater Impact Fees - West of Ag $0 $0 367 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Public Works Wastewater Impact Fees - Post 1-1-2 Ww Expansion (Unz) $0 $24,390 $0 $1,586,038 $0 $690,888 $536,277 $1,504,630 $19,250 $411,772 $1,425,025 $998,394 $24,390 $1,586,038 $690,888 $2,309,621 $734,678 $4,424,085 $24,545 $0 $348,945 $0 $46,883 $0 $37,600 $0 $37,600 $0 $481,900 $4,219 $24,545 $348,945 $46,883 $37,600 $37,600 $486,119 $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 $0 $0 $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 $0 $0 $1,399,916 $1,830,703 $2,839,677 $440,829 $4,005,714 $2,166,770 $366,664 $1,131,719 $5,097,287 $1,081,690 $5,328,411 $5,312,804 $142 $112 $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 $0 $0 $1,742,445 $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 $9,050,682 $5,299,398 $0 $0 $1,695,211 $2,064,831 $3,278,506 $429,835 $3,961,432 $2,185,695 $373,625 $1,229,576 $5,785,371 $1,277,413 $16,488,265 $5,532,870 $0 $0 Water Total: $36,019,434 $27,869,703 $31,002,438 $41,257,142 $36,481,750 $44,302,630 $0 $0 $0 $0 $0 $7,540,000 Water Bonds Total: $0 $0 $0 $0 $0 $7,540,000 Wtr Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell R Water Resource Fees - Post 8-1-2014 Water Resource Fee - Post 1-1-2012 Wtr Resources Project $100,866 $0 $0 $0 $0 $0 $0 $1,462,523 $0 $0 $0 $0 $0 $413,387 $1,424,757 $0 $0 $0 $0 $0 $293,733 $7,554,121 $0 $0 $1,628,012 $417,390 $717,117 $0 $2,533,528 $0 $0 $104,383 $417,390 $17,117 $0 $4,435,818 $1,393,100 $662,878 $4,279,225 $509,176 $700,000 $0 Water Expansion Total: $100,866 $1,875,910 $1,718,490 $10,316,640 $3,072,418 $11,980,197 Wastewater Expansion Total: Wastewater Replacement & Reserves Public Works Ww Eqt Reserve Ww Reserve-Bonds 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 Wastewater Environmental Jomax Water Reclamation Facility Water Bonds Public Works W/S Rev Bonds 2003 (Wtr) Water Expansion Public Works Water Replacement & Reserves 368 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Public Works Water Reserve-Bonds Wtr Eqt Reserve Storm Drain - NPDES $0 $0 $785,371 $0 $25,701 $803,571 $0 $145,037 $824,335 $0 $179,700 $854,901 $0 $179,700 $854,901 $4,005 $290,500 $1,103,029 Water Replacement & Reserves Total: $785,371 $829,273 $969,372 $1,034,601 $1,034,601 $1,397,534 Enterprise Funds Total: $79,490,771 $72,780,359 $72,227,826 $95,783,822 $310,409 $1,383,608 $644,568 $929,255 $635,220 $1,317,305 $382,035 $1,487,321 $775,393 $974,415 $717,818 $1,395,614 $380,119 $1,354,923 $788,053 $968,392 $712,766 $1,503,892 $399,712 $1,442,534 $842,149 $1,039,221 $787,142 $1,516,052 $399,712 $1,442,534 $842,149 $1,039,221 $787,142 $1,516,052 $431,570 $1,451,649 $835,952 $1,044,193 $756,385 $1,424,548 $5,220,366 $5,732,596 $5,708,145 $6,026,810 $6,026,810 $5,944,297 $4,981,666 $5,116,260 $4,924,064 $5,330,744 $5,078,948 $5,297,614 $4,981,666 $5,116,260 $4,924,064 $5,330,744 $5,078,948 $5,297,614 $911,570 $0 $1,184,517 $623,866 $1,263,172 $836,332 $3,294,868 $746,100 $1,699,598 $746,100 $2,928,614 $1,791,500 $911,570 $1,808,383 $2,099,504 $4,040,968 $2,445,698 $4,720,114 $2,416,900 $3,802,515 $623,927 $7,185,960 $0 $861,222 $7,071,065 $0 $830,752 $8,157,228 $0 $945,090 $7,952,124 $0 $946,890 $8,587,185 $0 $975,018 $6,843,341 $8,047,182 $7,901,817 $9,102,318 $8,899,014 $9,562,203 $37,684 $20,975 $502,130 $1,099,060 $560,400 $1,033,320 $37,684 $20,975 $502,130 $1,099,060 $560,400 $1,033,320 $289,991 $922,575 $1,055,691 $504,800 $550,913 $1,210,000 $82,901,658 $114,532,485 Internal Service Funds Facilities Maintenance Public Works Facilities Admin Custodial Services Nighttime Facilities Services 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 369 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Information Technology Res For Personal Comp Eqt $151,385 $567,218 $253,803 $131,600 $253,118 $371,685 $441,376 $1,489,793 $1,309,494 $636,400 $804,031 $1,581,685 $1,931,418 $165,555 $2,162,796 $178,053 $2,560,348 $204,613 $2,238,337 $206,060 $2,238,337 $219,150 $2,340,871 $204,997 Workers Compensation Self-Insuranc $1,986,000 Employee Benefits - Health $12,826,073 Employee Benefits - Dental $0 $1,064,364 $11,669,039 $0 $933,648 $13,345,803 $0 $1,390,000 $15,045,319 $0 $1,237,246 $14,088,624 $800,110 $1,460,500 $15,236,287 $1,020,730 Insurance Reserve Total: $16,909,046 $15,074,251 $17,044,412 $18,879,716 $18,583,467 $20,263,385 Internal Service Funds Total: $35,345,049 $37,289,441 $39,489,566 $45,116,016 $42,398,368 $48,402,618 $25,500 $24,650 $20,400 $30,600 $30,600 $30,600 Fireman's Pension Total: $25,500 $24,650 $20,400 $30,600 $30,600 $30,600 Trust & Agency Funds Total: $25,500 $24,650 $20,400 $30,600 $30,600 $30,600 $3,099,431 $16,881,400 $3,911,072 $2,113,186 $3,389,577 $7,401,500 $0 $0 $0 $2,783,581 $2,443,479 $350,000 $3,099,431 $16,881,400 $3,911,072 $4,896,767 $5,833,056 $7,751,500 $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 $620,513 $15,274,442 $1,820,937 $405,314 $436,335 $726,401 $1,489,350 $1,350,870 $538,631 $7,560,519 $0 $0 $1,684,432 $37,199 $2,568,702 $0 $0 $1,015,978 $600,949 $18,580,698 General Obligation Bonds Total: $15,318,623 $17,424,179 $18,557,541 $11,665,771 $4,290,333 $20,197,625 $3,806,030 $23,054,882 $6,819,135 $6,360,128 $0 Information Technology Reserve Total: Insurance Reserve City Attorney Insurance Prem/Deduct Risk Management Human Resources Trust & Agency Funds Fireman's Pension Fire-Medical Vol Firefighter Pension Trust Capital Projects Funds Capital Projects - Streets/Economic Development Engineering Capital Reimbursements from ALCP Non-Departmental Streets Capital Prj Capital Projects - Streets/Economic Development Total: General Obligation Bonds Non-Departmental GO Bonds 2007 GO Bonds 2009 GO Bonds 2010 GO Bonds 2012 Proposed GO Bonds MDA Bonds Non-Departmental MDA Bonds 2012 - Sports Complex $84,673 370 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2012 Actual FY 2013 Actual FY 2014 Actual FY 2015 Budget FY 2015 Estimate FY 2016 Budget Non-Departmental Proposed MDA Bonds $0 $0 $0 $30,300,000 $0 $30,300,000 $84,673 $3,806,030 $23,054,882 $37,119,135 $6,360,128 $30,300,000 $89,827 $560,957 $838,415 $5,403,048 $597,527 $10,208,264 $89,827 $560,957 $838,415 $5,403,048 $597,527 $10,208,264 Capital Projects Funds Total: $18,592,554 $38,672,565 $46,361,910 $59,084,721 $17,081,044 $68,457,389 $17,868,519 $14,881,894 $15,632,656 $16,042,634 $16,042,634 $16,433,963 General Obligation Bonds Total: $17,868,519 $14,881,894 $15,632,656 $16,042,634 $16,042,634 $16,433,963 $475,885 $473,135 $474,850 $476,288 $476,288 $476,738 $477,997 $576,672 $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 $1,815,029 $1,363,180 $474,850 $476,288 $476,288 $476,738 $8,420,150 $5,640,325 $7,646,044 $8,670,482 $7,605,406 $8,752,030 $8,420,150 $5,640,325 $7,646,044 $8,670,482 $7,605,406 $8,752,030 Debt Service Funds Total: $28,103,699 $21,885,399 $23,753,550 $25,189,404 $24,124,328 $25,662,731 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 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: $300,930,902 $310,110,056 371 $325,546,842 $427,650,000 $333,822,198 $465,150,000 City of Peoria FY 2016 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 $5,461,880 Sports Complex Water $295,546 Water Resource Fees - Post 8-1-2014 Wastewater $1,860,000 $145,568 $2,175,000 - - - - - - - - - - $169,300 $2,582,084 $83,000 $127,000 - Commercial Solid Waste - - - - - - Residential Solid Waste - - - - - - Solid Waste Expansion - - - - - - Storm Water Drainage System - - - - - - Fleet Services - - - - - - Fleet Reserve - - - - - - Insurance Reserve - - - - - - Facilities Maintenance - - - - - - Information Technology - - - - - - Highway User - - - - Transportation Sales Tax - - - - Public Transit - - - - Adult Day Program Grant - - - - - - - - - - - - - - - - - - - - - Municipal Court Enhancement Fd $50,000 Street Light Districts Maintenance Imprvmnt Districts $129,624 $6,082,618 $1,860,000 372 $2,175,000 $2,582,084 $225,000 - - $143,000 $664,300 - $83,000 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 4 - Transfers Information Technology IT Reserve Fund $25,718 $49,660 - $963,511 MDA Debt $252,668 Highway User Fund - Fleet Services Transit Fund Total Transferred - - - $580,346 - - $240,528 - - - $240,528 - - $2,740,004 - - - $13,200,395 - - $2,097 - - - - $2,097 - - $28,100 - - - - $2,905,730 - - - - - $711,300 - $13,380 - $711,300 $5,518 - - - - $291,466 - - $662 - - - - $662 - - $2,538 - - - - $2,538 - - - - $2,355 - $2,355 - - - $773 - - - - $773 - - $1,766 - - - - $1,766 - - - - - $325,000 - - $441 - - - - $441 - - $6,070 - - - - $6,070 - - - - $756,290 - - - - $233,608 - - $1,000,000 - $989,229 IT Project Fund - $756,290 - - - - - - - $773 - - - - $143,773 - - $221 - - - - $221 - - - - - - - $50,000 - - - - - - $685,522 - - - - - - $129,624 $821,685 $8,608 $325,000 - $310,235 - $3,691,832 $1,000,000 $685,522 $1,685,522 373 $325,000 $0 $21,270,505 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 5 - Tax Levy and Tax Rate Information BUDGET FY 2012 DESCRIPTION BUDGET FY 2013 BUDGET FY 2014 BUDGET FY 2015 PROJECTED FY 2016 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $511,000,000 $185,191,317 $325,808,683 $819,983,730 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,178,158,150 $4,815,289 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 $1,276,866,735 $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 $1,178,158,150 $14,726,977 $2,238,500 $16,965,477 $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 $2,126,575 $111,925 $13,990,628 $736,349 $16,117,203 $848,274 $16,965,477 $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 07/01/15 Principal Payments FY16 Proposed Debt FY16 Estimated Debt outstanding FY16 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/15 Principal Payments FY16 Proposed Debt FY16 Estimated Debt outstanding FY16 Remaining limitation available Truth in Taxation Calculation $1,178,158,150 $235,631,630 $142,925,000 ($10,265,000) $10,841,558 Previous year's primary levy Current net assessed valuation(AV) $2,115,485 $1,153,391,883 $143,501,558 $92,130,072 $1,178,158,150 $70,689,489 $0 $0 11,824,322 $11,824,322 $58,865,167 374 Current AV-Existing Property Prior year Levy Prior Year Tax Rate Rate to Receive Prior Year Levy New property valuation Growth in Levy-New Property Increase-Exclusive of New Property = = Tax Rate $0.1834 $1,153,391,883 $2,115,485 $0.1900 $0.1834 $24,766,267 $45,425 $77,590 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 6 - Personnel Summary By Department Department Budget FY 2013 Budget FY 2014 Budget FY 2015 26.00 26.00 26.00 0.00 26.00 0.00 26.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 128.41 132.47 133.47 0.00 133.47 3.25 136.72 52.75 54.75 56.75 0.00 56.75 0.00 56.75 6.50 6.50 7.00 0.00 7.00 1.00 8.00 Finance and Budget 44.75 43.00 43.00 -3.00 40.00 0.00 40.00 Finance Utilities 36.00 37.00 37.00 2.00 39.00 0.00 39.00 161.50 168.50 168.50 0.00 168.50 7.00 175.50 Human Resources 17.50 17.50 17.50 0.00 17.50 1.50 19.00 Information Technology 39.00 40.00 40.00 0.00 40.00 1.00 41.00 Leadership and Management 15.00 16.00 16.00 0.00 16.00 0.00 16.00 Municipal Court 20.90 20.90 20.90 0.00 20.90 0.00 20.90 8.00 8.00 8.00 0.00 8.00 1.00 9.00 12.50 13.50 14.00 0.00 14.00 1.00 15.00 Police 288.00 289.00 292.00 0.00 292.00 3.00 295.00 Public Works 234.25 234.75 234.75 0.00 234.75 6.00 240.75 1,098.06 1,114.87 1,121.87 -1.00 1,120.87 24.75 1,145.62 City Attorney City Clerk Community Services Development and Engineering Economic Development Services Fire-Medical Office of Communications Planning and Community Development City Totals: Base Change Footnote: This schedule includes all Full-time positions and only Part-time positions that receive benefits. 375 Revised FY 2015 Change in Position Budget FY 2016 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 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 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 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 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 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 7.00 7.00 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 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 Full Full Full Full Full Full Full Full Full City Clerk Totals: Community Services General Fund 1000 - 0042 Arts Commission Cultural Arts Coordinator Part 376 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.50 1.75 1.75 0.50 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 1.75 0.50 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.75 0.50 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.75 0.50 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 11.25 12.25 12.25 0.00 12.25 0.00 12.25 1.00 0.00 0.75 0.00 1.00 1.00 0.00 0.75 0.00 1.00 1.00 0.00 0.75 0.00 1.00 0.00 0.00 0.00 0.34 -1.00 1.00 0.00 0.75 0.34 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.75 0.34 0.00 2.75 2.75 2.75 -0.66 2.09 1.00 3.09 1.40 1.50 0.00 0.70 1.40 1.50 0.00 0.70 1.40 1.50 0.00 0.70 0.00 0.00 0.70 -0.70 1.40 1.50 0.70 0.00 0.40 0.00 0.00 0.00 1.80 1.50 0.70 0.00 3.60 3.60 3.60 0.00 3.60 0.40 4.00 0.20 2.00 1.00 0.10 0.20 2.00 1.00 0.10 0.20 2.00 1.00 0.10 -0.10 0.00 0.00 -0.10 0.10 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.10 2.00 1.00 0.00 3.30 3.30 3.30 -0.20 3.10 0.00 3.10 0.20 0.10 0.20 0.10 0.20 0.10 0.00 -0.10 0.20 0.00 0.00 0.00 0.20 0.00 0.30 0.30 0.30 -0.10 0.20 0.00 0.20 0.20 0.50 0.10 0.20 0.50 0.10 0.20 0.50 0.10 0.10 0.00 -0.10 0.30 0.50 0.00 0.20 0.00 0.00 0.50 0.50 0.00 0.80 0.80 0.80 0.00 0.80 0.20 1.00 0.25 0.25 0.25 0.00 0.25 0.00 0.25 0.25 0.25 0.25 0.00 0.25 0.00 0.25 0.34 0.30 0.42 0.45 0.42 0.45 0.00 0.00 0.42 0.45 0.00 0.00 0.42 0.45 0.64 0.87 0.87 0.00 0.87 0.00 0.87 0.18 0.25 0.10 0.10 0.10 0.10 0.00 0.00 0.10 0.10 0.00 0.00 0.10 0.10 0.43 0.20 0.20 0.00 0.20 0.00 0.20 1.40 1.55 0.00 0.20 1.40 1.55 0.00 0.20 1.40 1.55 0.00 0.20 0.55 -0.60 0.33 -0.20 1.95 0.95 0.33 0.00 0.00 0.00 0.00 0.00 1.95 0.95 0.33 0.00 3.15 3.15 3.15 0.08 3.23 0.00 3.23 1000 - 1400 Community Services Administration Administrative Assistant II - Classified Administrative Assistant II - Classified Business Systems Supervisor Community Services Director Customer Services Rep I Customer Services Rep II Executive Assistant Management Analyst Recreation Manager Sr Management Analyst Administrative Assistant II Administrative Assistant II Full Part Full Full Full Full Full Full Full Full Part Full 1000 - 1410 Swimming Pools Aquatics Maintenance Coordinator Parks & Sports Fac Worker II Recreation Coordinator Sr Recreation Supervisor Aquatics Supervisor Full Full Full Full Full 1000 - 1420 Am/Pm Program Recreation Coordinator Recreation Programmer Sr Recreation Supervisor Recreation Supervisor 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 Full Full Full 1000 - 1460 Outdoor Recreation Program Recreation Coordinator Full 1000 - 1470 Special Interest Classes - Youth Recreation Coordinator Recreation Supervisor Part Full 1000 - 1471 Special Interest Classes - Adult Recreation Coordinator Recreation Supervisor Part Full 1000 - 1480 Sports Programs - Youth Recreation Coordinator Recreation Programmer Sr Recreation Supervisor Recreation Supervisor Full Full Full Full 377 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 0.60 0.45 0.00 0.40 0.60 0.45 0.00 0.40 0.60 0.45 0.00 0.40 0.45 0.60 0.33 -0.40 1.05 1.05 0.33 0.00 0.00 0.00 0.00 0.00 1.05 1.05 0.33 0.00 1.45 1.45 1.45 0.98 2.43 0.00 2.43 0.85 0.00 0.15 0.00 0.20 0.85 0.00 0.00 0.15 0.20 0.85 0.00 0.00 0.15 0.20 0.00 0.20 0.00 -0.15 -0.20 0.85 0.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.85 0.20 0.00 0.00 0.00 1.20 1.20 1.20 -0.15 1.05 0.00 1.05 0.55 0.00 0.30 0.00 0.30 0.55 0.00 0.00 0.30 0.30 0.55 0.00 0.00 0.30 0.30 -0.15 0.30 0.00 -0.30 -0.30 0.40 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.40 0.30 0.00 0.00 0.00 1.15 1.15 1.15 -0.45 0.70 0.00 0.70 1.00 0.10 0.00 1.00 0.00 0.00 0.10 0.00 1.00 1.00 0.00 0.10 0.00 1.00 1.00 1.00 0.90 0.30 -1.00 -1.00 1.00 1.00 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.30 0.00 0.00 2.10 2.10 2.10 0.20 2.30 0.00 2.30 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.40 0.00 0.40 1.00 1.00 1.00 1.00 0.00 1.00 0.40 1.40 0.00 0.45 0.00 1.55 0.15 0.40 1.55 0.45 0.00 0.00 0.15 0.40 1.55 0.45 0.00 0.00 0.15 0.40 -0.55 1.15 0.40 0.00 -0.15 -0.40 1.00 1.60 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.60 0.40 0.00 0.00 0.00 2.55 2.55 2.55 0.45 3.00 0.00 3.00 0.50 0.50 2.00 1.00 1.00 0.00 0.30 0.50 0.50 1.00 1.00 1.00 0.50 0.30 0.50 0.50 1.00 1.00 1.00 0.50 0.30 0.00 0.00 0.00 0.00 0.00 0.00 -0.30 0.50 0.50 1.00 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 1.00 1.00 1.00 0.50 0.00 5.30 4.80 4.80 -0.30 4.50 0.00 4.50 4.00 2.00 0.50 1.75 0.45 0.00 1.00 3.00 2.00 0.50 1.75 0.45 0.00 1.00 3.00 2.00 0.50 1.75 0.45 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 -1.00 3.00 2.00 0.50 1.75 0.45 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.50 1.75 0.45 1.00 0.00 9.70 8.70 8.70 0.00 8.70 0.00 8.70 1000 - 1481 Sports Programs - Adult Recreation Coordinator Recreation Programmer Sr Recreation Supervisor Recreation Supervisor Full Full Full Full 1000 - 1490 Active Adult Program Recreation Coordinator Sr Recreation Supervisor Administrative Assistant II Administrative Assistant II - Classified Recreation Supervisor Full Full Full Full Full 1000 - 1500 Adaptive Recreation Program Recreation Coordinator Sr Recreation Supervisor Administrative Assistant II Administrative Assistant II - Classified Recreation Supervisor Full Full Full Full Full 1000 - 1510 Special Events Program Recreation Coordinator Recreation Supervisor Sr Recreation Supervisor Recreation Programmer Special Events Supervisor Full Full Full Full Full 1000 - 1520 Teen Program Recreation Coordinator Recreation Supervisor Full Full 1000 - 1530 Community Center Administrative Assistant II - Classified Recreation Coordinator Sr Recreation Supervisor Administrative Assistant II Recreation Programmer Recreation Supervisor Full 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 Sports Complex Maint Supervisor Sports Facilities Maint Coor Recreation Supervisor Full Full Full Full Full Full Full 1000 - 1532 Rio Vista Rec Center Custodian Customer Services Rep I Recreation Coordinator Recreation Programmer Recreation Supervisor Sr Recreation Supervisor Rio Vista Manager Full Full Part Part Full Full Full 378 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 0.00 0.00 0.00 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 0.00 4.00 4.00 0.00 4.00 0.00 4.00 3.00 1.50 2.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 3.00 1.50 2.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 3.00 1.50 2.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.50 2.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.50 2.00 1.35 1.35 1.00 2.00 1.00 1.00 3.00 1.00 18.20 18.20 18.20 0.00 18.20 0.00 18.20 2.00 1.00 1.00 0.00 3.25 0.00 1.00 2.00 1.00 0.75 2.00 1.00 1.00 0.00 3.25 0.00 1.00 2.00 1.00 0.75 2.00 1.00 1.00 0.00 3.25 0.00 1.00 2.00 1.00 0.75 0.00 0.00 0.00 1.00 -0.25 1.00 0.00 0.00 -1.00 -0.75 2.00 1.00 1.00 1.00 3.00 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 2.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 0.00 0.00 12.00 12.00 12.00 0.00 12.00 0.00 12.00 0.00 0.00 0.50 0.00 0.00 9.00 0.35 1.00 2.00 0.00 1.00 0.50 0.00 0.00 8.00 0.35 1.00 1.00 0.00 1.00 0.50 0.00 0.00 8.00 0.35 1.00 1.00 0.50 0.00 0.00 2.00 1.00 -2.00 0.00 0.50 -1.00 0.50 1.00 0.50 2.00 1.00 6.00 0.35 1.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 0.50 2.00 1.00 6.00 0.35 1.50 0.00 12.85 11.85 11.85 1.00 12.85 0.00 12.85 1.00 2.00 0.50 6.00 0.00 0.35 1.00 1.00 1.00 1.00 0.50 7.00 0.00 0.35 1.00 2.00 1.00 1.00 0.50 7.00 0.00 0.35 1.00 2.00 -0.50 0.00 0.00 0.00 2.00 0.00 -0.50 -2.00 0.50 1.00 0.50 7.00 2.00 0.35 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 0.50 7.00 2.00 0.35 0.50 0.00 11.85 12.85 12.85 -1.00 11.85 0.00 11.85 1.00 0.30 1.00 0.30 1.00 0.30 0.00 0.00 1.00 0.30 0.00 0.00 1.00 0.30 1.30 1.30 1.30 0.00 1.30 0.00 1.30 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 Librarian II Library Assistant I Library Assistant II Library Assistant III Library Assistant III Library Manager Library Services Coordinator Library Specialist Library Technology Specialist Full Part Full Part Part Part Full Full Full Full Full 1000 - 1550 Branch Library Librarian Librarian Librarian II Librarian III Library Assistant I Library Assistant III Library Services Coordinator Library Specialist Branch Library Manager Library Assistant II Full Part Full Full Part Full Full Full Full Part 1000 - 1560 Parks North Graffiti Abatement Technician Irrigation Technician Parks & Sports Fac Worker I Parks & Sports Fac Worker I Parks & Sports Fac Worker II Parks & Sports Fac Worker III Parks Manager Parks Supervisor Parks & Sports Fac Crew Leader Full Full Part Full Full Full Full Full Full 1000 - 1570 Parks South Graffiti Abatement Technician Irrigation Technician Parks & Sports Fac Worker I Parks & Sports Fac Worker III Parks Maintenance Coordinator Parks Manager Parks Supervisor Parks & Sports Fac Crew Leader Full Full Part Full Full Full Full Full 1000 - 1600 Contracted Landscape Maintenance Landscape Coordinator Parks Manager Full Full 379 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 0.00 0.00 0.00 1.00 0.50 0.50 3.00 2.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 1.00 0.50 0.50 3.00 2.00 0.00 0.00 0.00 0.50 1.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 1.00 0.50 0.50 3.00 2.00 0.00 0.00 0.00 0.50 1.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 2.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 0.00 -1.00 0.00 -1.00 -2.00 -1.00 -2.00 -1.00 1.00 1.00 1.00 1.00 0.50 0.50 3.00 3.00 1.00 1.00 1.00 0.50 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 1.00 1.00 1.00 1.00 0.50 0.50 3.00 3.00 1.00 1.00 1.00 0.50 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.00 16.50 17.50 0.00 17.50 0.00 17.50 0.15 0.85 2.96 0.73 0.00 0.10 0.15 0.85 3.00 0.75 0.00 0.10 0.15 0.85 3.00 0.75 0.00 0.10 0.00 0.15 0.00 0.00 0.10 -0.10 0.15 1.00 3.00 0.75 0.10 0.00 0.00 0.00 1.00 0.25 0.00 0.00 0.15 1.00 4.00 1.00 0.10 0.00 4.79 4.85 4.85 0.15 5.00 1.25 6.25 128.41 132.47 133.47 0.00 133.47 3.25 136.72 0.00 1.00 1.00 3.00 0.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 0.00 2.00 1.00 2.00 1.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 13.00 15.00 15.00 0.00 15.00 0.00 15.00 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 Sports Complex Fund 2000 - 2000 Complex Operations/Maint Administrative Assistant I - Classified Administrative Assistant II - Classified Building Automation Technician Facilities Technician II Irrigation Technician Parks & Sports Equip. Mechanic Parks & Sports Fac Crew Leader Parks & Sports Fac Worker II Sales & Sponsorship Coordinator Sports Complex Maint Supervisor Sports Complex Operations Coordinato Sports Facilities Maint Coor Sports Facilities Manager Sr Sports Complex Supervisor Administrative Assistant II Facilities Operations Tech Marketing & Sponsorship Coord Parks & Sports Fac Worker III Sales & Sponsorship Associate Sports Complex Manager Sports Complex Ops Coordinator Sports Complex Supervisor Full Full Full Full Full 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 Sr Recreation Supervisor Recreation Supervisor Full Full Part Part Full Full Community Services Totals: Development and Engineering General Fund 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 Examiner II Plans Review Supervisor Administrative Assistant II Building Safety Manager Building Safety Supervisor Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0750 Engineering Admin Engineering Director Engineering Technician I Real Property Coordinator Sr Management Analyst Sr Real Property Administrator Full Full Full Full Full 380 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 2.00 0.50 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 2.00 0.50 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 2.00 0.50 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00 2.00 0.50 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.50 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 6.50 6.50 8.50 0.00 8.50 0.00 8.50 0.00 2.75 0.00 1.00 0.75 1.00 1.00 1.00 2.00 0.00 2.75 0.00 1.00 0.75 1.00 1.00 1.00 2.00 0.00 3.75 0.00 1.00 0.75 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 1.00 4.75 1.00 1.00 0.75 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 4.75 1.00 1.00 0.75 1.00 0.00 0.00 0.00 9.50 9.50 9.50 0.00 9.50 0.00 9.50 0.00 1.00 0.00 2.00 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 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 52.75 54.75 56.75 0.00 56.75 0.00 56.75 0.00 1.00 1.00 0.50 0.00 1.00 1.00 0.50 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 2.50 2.50 3.00 0.00 3.00 1.00 4.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 -1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 1000 - 0810 Development Engineering Associate Engineer Civil Engineer Deputy Engineering Director Development Plan Reviewer Development Project Specialist Development Services Supervisor Engineering Technician II Plans Review Supervisor Associate Planner Site Development Manager Full Part Full Full Full Full Full Full Full Full 1000 - 0812 Capital Engineering CIP Project Manager II Civil Engineer Deputy Engineering Director Engineering Supervisor Engineering Supervisor Management Assistant Assistant City Engineer Associate Engineer Sr Civil Engineer Full Full Full Full Part Full Full Full Full 1000 - 0813 Design and Construction Architect Architectural Services Manager CIP Project Manager I Construction Projects Coordinator Management Assistant 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 Development and Engineering Totals: Economic Development Services General Fund 1000 - 0351 Economic Development Administration Economic Development Administrator Economic Development Services Direct Executive Assistant Management Analyst Full Full Full Full 1000 - 0352 Economic Development Business Real Estate Coordinator Economic Development Coordinator Economic Development Manager Business Development Specialist Full Full Full Full 381 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Economic Development Services Totals: Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 6.50 6.50 7.00 0.00 7.00 1.00 8.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 2.00 3.00 0.00 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 3.00 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 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 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 13.00 15.00 0.00 15.00 0.00 15.00 1.00 3.00 1.00 2.00 1.00 2.00 1.00 1.00 3.00 1.00 2.00 0.00 2.00 1.00 1.00 3.00 1.00 2.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 -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 1.00 3.00 1.00 2.00 0.00 0.00 0.00 11.00 10.00 10.00 -3.00 7.00 0.00 7.00 2.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 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 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 7.00 6.00 5.00 0.00 5.00 0.00 5.00 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 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 -1.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 2.00 -1.00 -1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 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 Business Systems Supervisor Finance Manager 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 Revenue Collection Specialist Sales Tax & Licensing Supervisor Sales Tax Auditor Accounting Technician I Customer Services Rep II Customer Services Rep III Full Full Full Full Full Full Full 1000 - 0430 Management & Budget Budget Coordinator Budget Manager Management & Budget Assistant Sr Budget Analyst Cost and Rate Analyst Deputy Director Finance & Budget Management & Budget Director Full Full Full Full Full Full Full 1000 - 0440 Materials Management Administrative Assistant II - Classified Buyer I Contract Administrator Contract Officer Materials Manager Buyer II 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 Specialist Storekeeper Storekeeper I Storekeeper II Full Full Full Full Full 382 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Finance and Budget Totals: Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 44.75 43.00 43.00 -3.00 40.00 0.00 40.00 0.00 2.00 1.00 12.00 0.00 2.00 1.00 13.00 0.00 2.00 1.00 13.00 19.00 1.00 0.00 -13.00 19.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 19.00 3.00 1.00 0.00 15.00 16.00 16.00 7.00 23.00 0.00 23.00 0.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 2.00 0.70 5.00 2.00 1.00 2.00 0.70 5.00 2.00 1.00 2.00 1.00 5.00 2.00 0.00 0.00 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 1.00 2.00 1.00 5.00 2.00 10.70 10.70 11.00 0.00 11.00 0.00 11.00 4.00 1.00 0.30 4.00 1.00 0.30 4.00 1.00 0.00 -4.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.30 5.30 5.00 -5.00 0.00 0.00 0.00 36.00 37.00 37.00 2.00 39.00 0.00 39.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 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 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 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 8.00 8.00 8.00 0.00 8.00 1.00 9.00 0.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 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 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 6.00 6.00 5.00 0.00 5.00 0.00 5.00 Finance Utilities General Fund 1000 - 0450 Customer Service Customer Services Rep II Lead Customer Services Rep Utility Services Supervisor Customer Services Rep I Full 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 Dispatcher Lead Water Meter Technician Utility Services Supervisor Water Meter Technician I Water Meter Technician II 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-Medical General Fund 1000 - 1200 Fire Admin Executive Assistant Fire Chief Management Analyst Full Full Full 1000 - 1210 Fire Prevention Administrative Assistant II - Classified Deputy Fire Chief Fire and Life Safety Educ Coordinator 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 II Deputy Fire Chief Full Full Full Full Full Full 383 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 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 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 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 0.00 0.00 0.00 0.00 0.00 6.00 1.00 6.00 5.00 33.00 32.00 76.00 140.00 146.00 147.00 0.00 147.00 6.00 153.00 161.50 168.50 168.50 0.00 168.50 7.00 175.50 0.00 1.00 0.50 0.00 1.00 0.00 0.00 1.00 2.00 0.00 4.00 0.00 1.00 0.00 1.00 3.00 0.00 1.00 1.00 1.00 1.00 1.00 0.50 0.00 1.00 0.00 0.00 1.00 2.00 0.00 5.00 0.00 0.00 0.00 1.00 2.00 2.00 0.00 0.00 0.00 1.00 1.00 0.50 0.00 1.00 0.00 0.00 1.00 1.00 0.00 5.00 0.00 0.00 1.00 1.00 2.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 3.00 0.00 1.00 0.00 -1.00 1.00 0.00 -1.00 -1.00 -2.00 -2.00 0.00 0.00 0.00 1.00 1.00 0.50 1.00 2.00 0.00 3.00 1.00 2.00 0.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 1.00 2.00 1.00 3.00 1.00 2.00 0.50 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 17.50 16.50 16.50 0.00 16.50 1.50 18.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 17.50 17.50 17.50 0.00 17.50 1.50 19.00 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-Medical Totals: Human Resources General Fund 1000 - 0070 Human Resources Administrative Assistant II - Classified Business Analyst Emergency Management & Safety Coo Executive Assistant Human Resources Analyst Human Resources Assistant Human Resources Consultant Human Resources Director Human Resources Manager Human Resources Safety Coordinator Human Resources Specialist Human Resources Supervisor Classified Administrative Assistant II Deputy Director of Human Resources Employment Supervisor Sr Human Resources Consultant Total Compensation Administrator Total Compensation Administrator - Be Total Compensation Administrator - Co Training & Development Coor Full Full Full Full Full Full Full Full Full Part Full Full Full Full Full Full Full Full Full Full 1000 - 0080 Training Organizational Development Coordinat Full Human Resources Totals: 384 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 3.00 0.00 3.00 2.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 6.00 0.00 0.00 2.00 0.00 0.00 0.00 3.00 1.00 1.00 0.00 2.00 1.00 1.00 3.00 0.00 4.00 2.00 1.00 2.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 6.00 0.00 1.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 4.00 0.00 4.00 2.00 1.00 1.00 0.00 2.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 0.00 2.00 0.00 -1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 -1.00 0.00 -1.00 -2.00 -1.00 0.00 0.00 0.00 -1.00 6.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 4.00 2.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.00 38.00 38.00 0.00 38.00 1.00 39.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 2.00 0.00 2.00 1.00 -1.00 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 39.00 40.00 40.00 0.00 40.00 1.00 41.00 Information Technology Information Technology Fund 3300 - 3750 IT Operations Application Systems Analyst Application Systems Supervisor Applications/GIS Manager Database Administrator Executive Assistant GIS Coordinator GIS Programmer GIS Technician II Information Technology Director IT Operations Manager IT Project Coordinator IT Project Manager IT Security Administrator IT Technical Support Supervisor IT Technician II Lead Systems Engineer Network Administrator Network Engineer Network Supervisor Sr Application Systems Analyst Sr Management Analyst Systems Engineer Administrative Assistant II - Classified GIS Technician I IT Application Systems Spvsr IT GIS Analyst IT GIS Supervisor IT Technician I Management Analyst Senior Management Analyst 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 Full Full Full Full 3300 - 3751 IT Development Services Administrative Assistant II Application Systems Analyst Database Administrator GIS Technician II IT GIS Analyst IT GIS Supervisor IT Project Manager IT Technical Support Supervisor Sr Application Systems Analyst Full Full Full Full Full Full Full Full Full 3300 - 3760 Radio System Operations Lead Radio Systems Engineer Radio Systems Engineer Full Full Information Technology Totals: 385 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 0.00 1.00 1.00 0.00 0.00 2.00 2.00 0.00 1.00 1.00 1.00 0.00 0.00 2.00 2.00 0.00 1.00 1.00 1.00 0.00 0.00 2.00 2.00 0.00 1.00 0.00 0.00 3.00 1.00 0.00 0.00 1.00 2.00 1.00 1.00 3.00 1.00 2.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 3.00 1.00 2.00 2.00 1.00 6.00 7.00 7.00 6.00 13.00 0.00 13.00 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 1.00 0.00 1.00 3.00 1.00 1.00 1.00 0.00 0.00 0.00 -1.00 -3.00 -1.00 -1.00 -1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 9.00 9.00 9.00 -7.00 2.00 0.00 2.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 15.00 16.00 16.00 0.00 16.00 0.00 16.00 1.00 1.00 9.00 4.00 1.00 4.00 1.00 1.00 9.00 4.00 1.00 4.00 1.00 1.00 9.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 9.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 9.00 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 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 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 6.00 6.00 6.00 0.00 6.00 1.00 7.00 Leadership and Management General Fund 1000 - 0020 City Manager's Office Administrative Assistant II - Classified Assistant to the City Manager City Manager Council Assistant Council Assistant to Mayor Deputy City Manager Sr Executive Assistant Strategic Management Officer Full Full Full Full Full Full Full Full 1000 - 0025 Governmental Affairs Intergovernmental Affairs Coordinator Intergovernmental Affairs Director Administrative Assistant II Administrative Assistant II - Classified Council Assistant Council Assistant to Mayor Council Office & Grant Prg Mgr Executive Assistant Full Full Full Full Full Full Full Full 1000 - 0026 Office of Sustainability Economic Efficiency & Sustainability M Full Leadership and Management Totals: Municipal Court General Fund 1000 - 0250 Municipal Court Court Administrator Court Supervisor Judicial Assistant Lead Judicial Assistant Municipal Judge Municipal Security Guard Full Full Full Full Full Full Municipal Court Enhancement Fd 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 Communications & Marketing Manager 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 Full 386 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 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 8.00 8.00 8.00 0.00 8.00 1.00 9.00 0.00 0.00 0.00 0.53 1.00 0.75 0.80 0.00 1.00 0.80 0.53 1.00 0.75 0.00 0.00 1.00 0.80 0.53 1.00 0.75 0.00 0.75 0.00 0.00 0.00 0.00 -0.75 0.00 0.75 1.00 0.80 0.53 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 1.00 0.80 0.53 1.00 0.00 0.00 3.08 4.08 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 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 1.50 1.50 3.00 0.00 3.00 0.00 3.00 1.00 2.00 1.00 2.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 2.00 1.00 2.00 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 0.00 1.00 0.00 1.00 2.00 1.00 3.00 0.00 7.00 7.00 6.00 0.00 6.00 1.00 7.00 0.00 0.00 0.47 0.25 0.20 0.00 0.20 0.47 0.25 0.00 0.00 0.20 0.47 0.25 0.00 0.25 0.00 0.00 -0.25 0.00 0.25 0.20 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.20 0.47 0.00 0.00 0.92 0.92 0.92 0.00 0.92 0.00 0.92 12.50 13.50 14.00 0.00 14.00 1.00 15.00 0.00 4.00 5.00 1.00 0.00 0.00 1.00 4.00 1.00 2.00 1.00 2.00 2.00 4.00 6.00 1.00 0.00 0.00 1.00 5.00 1.00 0.00 0.00 2.00 2.00 4.00 6.00 1.00 1.00 0.00 1.00 5.00 1.00 0.00 0.00 1.00 -1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 4.00 6.00 1.00 1.00 1.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 6.00 1.00 1.00 1.00 1.00 5.00 1.00 0.00 0.00 0.00 21.00 22.00 22.00 -1.00 21.00 0.00 21.00 1000 - 0041 Peoria Channel 11 Video Production & Operations Speciali Full Office of Communications Totals: Planning and Community Development General Fund 1000 - 0570 Neighborhood Coordination Housing & Development Grants Coordi Human Services Coordinator Neighborhood & Revital. Manager Neighborhood Imp. Specialist Neighborhood Programs Coordinator Management Assistant 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 Full Full Full Full Full Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Housing & Development Grants Coordi Neighborhood & Revital. Manager Neighborhood Imp. Specialist Management Assistant 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 Park Ranger Supervisor Police Services Manager Police Services Officer Public Education Specialist Administrative Assistant II Code Technician Police Special Services Supv Full Full Full Full Full Full Full Full Full Full Full Full 387 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 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 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 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 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 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 -1.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 15.00 3.00 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 0.00 1.00 1.00 3.00 1.00 1.00 1.00 15.00 3.00 1.00 1.00 0.00 31.00 31.00 28.00 -1.00 27.00 1.00 28.00 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 1.00 1.00 1.00 3.00 63.00 6.00 8.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 63.00 6.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 65.00 6.00 8.00 0.00 0.00 86.00 84.00 83.00 1.00 84.00 2.00 86.00 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 1.00 1.00 3.00 42.00 8.00 0.00 0.00 0.00 -1.00 1.00 0.00 1.00 1.00 1.00 2.00 43.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 43.00 8.00 55.00 56.00 56.00 0.00 56.00 0.00 56.00 1.00 1.00 19.00 4.00 1.00 1.00 1.00 19.00 5.00 1.00 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 0.00 0.00 0.00 0.00 0.00 1.00 1.00 25.00 5.00 1.00 26.00 27.00 33.00 0.00 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 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 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 12.00 0.00 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 388 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 4.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 -1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 5.00 5.00 8.00 0.00 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 0.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 0.00 1.00 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 1.00 1.00 2.00 1.00 1.00 0.00 6.00 6.00 5.00 1.00 6.00 0.00 6.00 288.00 289.00 292.00 0.00 292.00 3.00 295.00 1.00 1.00 0.50 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 3.50 3.50 3.50 0.00 3.50 0.00 3.50 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 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 3.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 -1.00 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 8.00 8.00 8.00 0.00 8.00 0.00 8.00 1.00 0.00 2.00 6.60 1.00 1.00 1.00 2.00 5.60 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 1000 - 1040 Staff Services Administrative Assistant II Police Lieutenant Police Officer Police Sergeant Police Training and Recruitment Super Police Hiring Specialist Full Full Full Full Full Full 1000 - 1050 Pd Communications Communications Specialist Communications Supervisor Police Communications Manager Police Services Specialist Full Full Full Full 1000 - 1060 Strategic Planning Administrative Assistant II - Classified Business Analyst Management Assistant Police Equipment Coordinator Police Services Manager Police Support Assistant 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 Utilities Operations Manager Utility Technology Supervisor Administrative Assistant II SCADA Supervisor Full Full Full Full Full Full Full Full 2050 - 2060 Greenway Potbl Wtr Trt Plant Lead Utility Plant Operator Utility Plant Op Apprentice Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Full Full Full Full Full 389 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 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 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 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 0.00 1.00 0.00 0.00 1.00 1.00 1.00 0.00 0.50 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 0.50 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.50 0.00 0.00 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 5.50 5.50 5.50 0.00 5.50 0.00 5.50 0.00 1.00 0.00 0.00 2.00 1.00 1.00 0.00 0.25 0.00 1.00 0.00 0.00 2.00 1.00 1.00 0.25 0.00 0.00 1.00 0.00 0.00 2.00 1.00 1.00 0.25 0.00 1.00 0.00 1.00 0.25 0.00 -1.00 -1.00 -0.25 0.00 1.00 1.00 1.00 0.25 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.25 2.00 0.00 0.00 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 1.00 0.00 -1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 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 Manager Environmental Resources Supv Environmental Technician I Management Analyst Water Policy Administrator Administrative Assistant II Environmental Coordinator Management Assistant Water Resources and Environ Manager Water Resources Manager Water Resources Supervisor Full Full Full Full Full Full Full Full Full Full Full Full 2050 - 2135 Drinking Water Environmental Business Systems Analyst Cross Connection Specialist Environmental Quality Compliance Coo Environmental Resources Manager Laboratory Technician Environmental Quality Assurance Offic Management Assistant Water Resources and Environ Manager Water Resources Manager Full Full Full Full Full Full Full Full Full Wastewater Utility Fund 2400 - 2470 Beardsley Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator II Utility Treatment Supervisor Utility Plant Operator I Full Full Full Full 390 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 1.00 0.25 1.00 0.00 2.00 4.00 1.00 0.25 1.00 1.00 2.00 3.00 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 2.00 1.00 0.25 1.00 1.00 2.00 5.00 8.25 8.25 8.25 0.00 8.25 2.00 10.25 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.25 0.00 1.00 0.00 0.00 0.00 1.00 1.00 2.00 0.25 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 2.00 0.25 0.00 2.00 0.00 1.00 0.25 1.00 -1.00 -1.00 -2.00 -0.25 0.00 2.00 1.00 1.00 0.25 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.25 1.00 0.00 0.00 0.00 0.00 0.00 5.25 5.25 5.25 0.00 5.25 0.00 5.25 0.00 2.00 1.00 1.00 2.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 0.00 0.00 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 6.00 1.00 0.20 1.00 6.50 1.00 0.20 1.00 6.50 1.00 0.20 0.00 -2.25 0.00 -0.10 0.00 4.25 1.00 0.10 0.00 0.00 0.00 0.00 0.00 4.25 1.00 0.10 0.00 8.20 8.70 7.70 -2.35 5.35 0.00 5.35 0.00 0.00 0.00 0.00 0.00 0.00 2.25 0.10 2.25 0.10 0.00 0.00 2.25 0.10 0.00 0.00 0.00 2.35 2.35 0.00 2.35 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 1.00 16.00 3.00 0.80 0.00 1.00 16.00 3.00 0.80 0.00 1.00 16.00 3.00 0.80 1.00 0.00 0.00 0.00 0.00 0.00 1.00 16.00 3.00 0.80 1.00 0.00 2.00 0.00 1.00 0.00 1.00 18.00 3.00 1.80 1.00 20.80 20.80 21.80 0.00 21.80 3.00 24.80 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 Inspector Environmental Compliance Supervisor Environmental Quality Compliance Coo Environmental Resources Manager Lead Environmental Compliance Inspe Environmental Quality Assurance Offic Lead Water Quality Inspector Water Quality Inspector Water Resources and Environ Manager Water Resources Manager Full Full Full 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 Front Load Equipment Operator Lead Equipment Operator Solid Waste Supervisor Solid Waste Worker Full Full Full Full 2590 - 2730 Commercial Roll-Off Equipment Operator Solid Waste Supervisor Full Full Residential Solid Waste Fund 2600 - 2750 Solid Waste Admin Administrative Assistant II - Classified Management Assistant Solid Waste Manager Administrative Assistant I Administrative Assistant I - Classified Classified Administrative Assistant II Full Full Full Full Full Full 2600 - 2760 Residential Collection Equipment Operator Equipment Operator Lead Equipment Operator Solid Waste Supervisor Solid Waste Worker Part Full Full Full Full 391 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 8.00 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 1.00 0.00 0.00 9.00 1.00 1.00 10.00 10.00 10.00 0.00 10.00 1.00 11.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 0.00 1.00 0.20 1.00 1.00 1.00 1.00 1.00 0.20 1.00 1.00 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 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 0.50 1.00 1.00 1.00 6.00 1.00 1.00 1.00 0.50 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 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 1.00 1.00 6.00 1.00 1.00 1.00 0.50 0.00 11.50 11.50 11.50 0.00 11.50 0.00 11.50 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 6.00 1.00 3.00 1.00 0.75 5.00 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 10.75 10.75 0.00 10.75 0.00 10.75 1.75 4.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 0.00 10.75 11.00 11.00 0.00 11.00 0.00 11.00 2600 - 2770 Residential Recycling Equipment Operator Lead Equipment Operator Solid Waste Supervisor Full Full Full 2600 - 2810 Solid Waste Environmental Environmental Coordinator Environmental Technician I 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 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 Part Full Full Full Full Full Full Full 392 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Change in Position Budget FY 2016 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.00 1.00 3.00 0.00 3.00 2.00 3.00 1.00 3.00 2.00 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 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 1.00 0.80 2.00 1.00 1.00 1.00 1.00 1.00 0.80 2.00 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 1.00 1.00 1.00 0.80 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.80 2.00 0.00 0.00 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 3.00 1.00 0.00 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 0.00 1.00 1.00 1.00 3.00 1.00 8.00 8.00 7.00 0.00 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 1.00 0.00 0.00 0.00 0.00 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 6.00 0.00 6.00 0.00 6.00 4.00 4.00 1.00 2.00 0.00 4.00 1.00 4.00 4.00 1.00 2.00 0.00 4.00 1.00 4.00 4.00 1.00 2.00 0.00 4.00 1.00 0.00 -1.00 0.00 0.00 1.00 0.00 0.00 4.00 3.00 1.00 2.00 1.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 3.00 1.00 2.00 1.00 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 2.00 1.50 1.00 1.00 2.00 2.00 1.50 1.00 1.00 2.00 2.00 1.50 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.50 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.50 1.00 1.00 7.50 7.50 7.50 0.00 7.50 0.00 7.50 3250 - 3690 Facilities Operating Projects City Security Coordinator Civil Engineer Construction Superintendent Public Works Project Coordinator Security Coordinator Full Full Full Full Full 3250 - 3700 Technical Operations Facilities Operations Tech Facilities Technical Operations Supervi Facilities Technician II Lead Facilities Systems Operations Tec 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 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 Supervisor Street Maintenance Worker Transportation Technician II Full 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 Operator I Transit Operator I Transit Operator II Transit Supervisor Full Full Part Full Full 393 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2013 Budget FY 2014 Budget FY 2015 Base Change Revised FY 2015 Public Works Totals: 234.25 234.75 234.75 0.00 234.75 6.00 240.75 City Totals: 1,098.06 1,114.87 1,121.87 -1.00 1,120.87 24.75 1,145.62 Full Part 1,072.25 25.81 1,089.75 25.12 1,096.75 25.12 0.00 -1.00 1,096.75 24.12 23.00 1.75 1,119.75 25.87 *Schedule 7 - Authorized Personnel: This schedule counts Full Time Equivalents (FTE's) by position. (1.0 FTE is equal to 2,080 hours). Included are all Full-time positions and only Part-time positions that receive benefits. 394 Change in Position Budget FY 2016 City of Peoria FY 2016 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 7/1/2015 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 $54,300,000 $7,440,000 $34,250,000 $22,130,000 $13,575,000 $11,230,000 $3,595,000 $1,790,000 $1,935,000 $1,065,000 $600,000 $1,280,000 $2,236,219 $261,800 $1,360,190 $873,388 $427,113 $242,050 $0 $0 $0 $0 $0 $0 $350 $350 $350 $350 $350 $350 $5,831,569 $2,052,150 $3,295,540 $1,938,738 $1,027,463 $1,522,400 $238,760,000 $142,925,000 $10,265,000 $5,400,760 $0 $2,100 $15,667,860 $22,665,880 $22,665,880 $0 $550,000 $200,000 $0 $750,000 $261,425,880 $165,590,880 $10,265,000 $5,950,760 $200,000 $2,100 $16,417,860 $6,675,000 $47,000,000 $7,920,000 $35,510,000 $4,220,000 $32,915,000 $6,665,000 $32,930,000 $310,000 $2,385,000 $455,000 $1,320,000 $168,806 $1,545,500 $248,125 $1,150,876 $0 $0 $0 $0 $2,500 $2,500 $2,500 $3,500 $481,306 $3,933,000 $705,625 $2,474,376 $97,105,000 $76,730,000 $4,470,000 $3,113,307 $0 $11,000 $7,594,307 $30,300,000 $30,300,000 $0 $800,000 $350,000 $0 $1,150,000 $127,405,000 $107,030,000 $4,470,000 $3,913,307 $350,000 $11,000 $8,744,307 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-0 2009 Water Revenue Bonds (WIFA) - Water Lines/Station Upgrades 2009 Sewer Revenue Bonds (WIFA) - Sewer Rehab & Operations Bl 2009 Water Revenue Bonds (WIFA) - Beardsley WRF Ph III (CW-0 WIFA DW-127-2009 Pin Pk Wtr Ln - UT00278 2010 Water & Sewer Revenue Bonds Refunding (Series 1998A and 2 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 $970,608 $19,704,991 $31,963,448 $6,827,898 $572,170 $6,213,182 $2,872,653 $3,493,392 $592,799 $11,570,000 $16,485,000 $105,564 $1,383,414 $2,009,172 $386,786 $33,175 $360,688 $182,669 $193,252 $31,439 $1,280,000 $3,490,000 $36,169 $582,568 $1,020,405 $230,880 $19,315 $120,593 $55,627 $111,142 $18,640 $404,275 $572,150 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200 $50 $50 $50 $0 $200 $0 $0 $200 $0 $0 $141,933 $1,966,032 $3,029,627 $617,716 $52,490 $481,481 $238,296 $304,394 $50,279 $1,684,275 $4,062,150 Sub-total Existing Water & Sewer Revenue Debt $137,145,888 $101,266,141 $9,456,159 $3,171,764 $0 $750 $12,628,673 $7,540,000 $0 $7,540,000 $0 $0 $0 $200,000 $0 $75,000 $0 $0 $0 $275,000 $0 $144,685,888 $108,806,141 $9,456,159 $3,371,764 $75,000 $750 $12,903,673 $4,950,000 $2,855,000 $355,000 $121,338 $0 $400 $476,738 $4,950,000 $2,855,000 $355,000 $121,338 $0 $400 $476,738 $0 $0 $0 $0 $0 $0 $0 $4,950,000 $2,855,000 $355,000 $121,338 $0 $400 $476,738 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $225,000 $120,000 $0 $130,000 $410,000 $0 $0 $885,000 $0 $10,000 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $235,000 $120,000 $0 $130,000 $410,000 $0 $0 $895,000 $538,466,768 $384,282,021 $25,431,159 $13,367,169 $625,000 $14,250 $39,437,578 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 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 GRAND TOTALS 395 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2016 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 542501 542501 542501 542501 542501 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 $30,200 $55,000 $30,200 $30,200 $30,617 $41,200 $31,200 $31,200 $31,200 $31,200 $45,000 $38,200 $30,600 $30,600 $25,750 $32,250 $24,000 $45,000 $45,000 $33,200 $45,000 $27,500 $32,900 $28,500 $55,100 $28,000 Fleet Reserve Fleet Reserve Fleet Reserve 542502 542502 542502 $31,200 $45,000 $25,000 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542505 542505 542505 542505 542505 542505 542505 542505 $25,688 $25,688 $75,130 $25,688 $15,134 $107,200 $105,000 $1,535,154 Total - Public Works $2,924,699 Total - Fleet Reserve Fund $2,924,699 Unmarked Replaces Veh #1214 FY16 Supp: Police Officer (2)-Vehicle w/ radio Unmarked Replaces Veh #1020 Unmarked Replaces Veh #1200 Estimated carryover for vehicles not purchased in prior year. Full Size P/U 1 Ton Replaces Veh #977 Full Size P/U 1/2 Ton Replaces Veh #1189 Full Size P/U 1/2 Ton Replaces Veh #1197 Full Size P/U 1/2 Ton Replaces Veh #1212 Full Size P/U 1/2 Ton Replaces Veh #1318 PPV Replaces Veh #1660 Full Size P/U 3/4 Ton Replaces Veh #1320 Full Size P/U 1 Ton Replaces Veh #1306 Full Size P/U 1 Ton Replaces Veh #1345 Full Size P/U 1/2 Ton Replaces Veh #1131 Van Replaces Veh #1182 Full Size P/U 1/2 Ton Replaces Veh #875 PPV Replaces Veh #1337 PPV Replaces Veh #1607 Van Replaces Veh #1586 PPV Replaces Veh #1382 Full Size P/U 3/4 Ton Replaces Veh #1330 Full Size P/U 1/2 Ton Replaces Veh #1390 Full Size P/U 1/2 Ton Replaces Veh #1097 FY16 Supp: Animal Control Truck-Animal Control Truck with Cages FY16 Supp: Pioneer Community Park - Transportation Needs-1/2 ton single cab F150 FY16 Supp: Fire Inspector / Investigator-F150 w Camper Shell PPV Replaces Veh #1653 FY16 Carryover:Full Size P/U 3/4 Ton Replaces Vehicle #951Trucks and Vans Sand Rake Replaces Veh #1328 Sand Rake Replaces Veh #1634 Mower Replaces Veh #1403 Sand Rake Replaces Veh #1228 ATV Replaces Veh #1366 Dump Truck Replaces Veh #764 Loader Replaces Veh #826 FY16 Carryover:Pumper Replacements-Other Vehicles General Fund Finance Utilities Meter Services 543008 Total - Finance Utilities $362,114 Meters for regular replacement program. $362,114 396 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account Fire-Medical Fire Operations 542002 Total - Fire-Medical Police Patrol Services - South 542001 FY 2016 Comment $81,200 FY16 Supp: Thermal Imaging Cameras-14 Thermal Imaging Cameras at $5,800 each $81,200 $58,000 FY16 Supp: Ecitation Expansion Project-Electronic Equipment Total - Police $58,000 Total - General Fund $501,314 Information Technology Fund Information Technology IT Operations 542008 $25,000 FY16 Supp: Network Analyzer Appliance-Network Analyzer Appliance Total - Information Technology $25,000 Total - Information Technology Fund $25,000 IT Project Fund Information Technology IT Projects 542007 IT Projects IT Projects 542008 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 $22,000 FY16 Carryover:Pavement Management Software-Pavement Management Software $28,235 FY16 Supp: Livescan Booking Workstation-Computer Hardware $50,000 FY16 Carryover:IDS/Core-Security Intrusion Detection System (IDS) Core $100,625 FY16 Carryover:Disaster Recovery Consulting/Planning Phase IDisaster Recovery Phase I $5,940 FY16 Carryover:Repl - Financial & Registration System (Comm Svcs)-Computer Hardware - Comm Svcs System $40,000 FY16 Supp: HelpDesk System Upgrade/Replacement-HelpDesk System Upgrade/Replacement $17,850 FY16 Carryover:Repl - Financial & Registration System (Comm Svcs)-Implementation Services - Comm Svcs System $57,200 FY16 Carryover:Repl - Financial & Registration System (Comm Svcs)-Hosted Software - Comm Svcs System $450,000 FY16 Carryover:Automated Time and Attendance SystemAutomated Time and Attendance System Total - Information Technology $771,850 Total - IT Project Fund $771,850 IT Reserve Fund Information Technology Res For System Comp Eqt Res For System Comp Eqt Res For Personal Comp Eqt 542008 543007 542008 Res For Personal Comp Eqt 542008 Res For Personal Comp Eqt 542008 $200,000 FY16 Server Replacements $300,000 FY2016 PD Server Replacements $2,100 FY16 Supp: Utility System Operators II-Vehicle Docking Station Person# 01 $185 FY16 Supp: Utility System Operators II-PC Docking Station Person# 02 $2,100 FY16 Supp: Police Officer (2)-Vehicle Docking Station 397 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account Res For Personal Comp Eqt 542008 Res For Personal Comp Eqt Res For Personal Comp Eqt 543007 543007 Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt 543007 543007 543007 FY 2016 Comment $185 FY16 Supp: Utility System Operators II-PC Docking Station Person# 01 $975 FY16 Supp: Computer Workstations-Data Drop (3) $325 FY16 Supp: Utility System Operators II-Toughbook Data Drop Person# 01 $325 FY16 Supp: Crime Scene Technician-Data Drop $325 FY16 Supp: Solid Waste Supervisor-Data Drop $325 FY16 Supp: Utility System Operators II-Toughbook Data Drop Person# 02 Total - Information Technology $506,845 Total - IT Reserve Fund $506,845 Percent for the Arts Fund Community Services Percent For The Arts 541003 $880,000 FY16 Carryover:Large-Scale Public Art-Imp Other Than Land/Buildings Total - Community Services $880,000 Total - Percent for the Arts Fund $880,000 Solid Waste Equipment Reserve Fund Public Works Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve 542501 542502 542505 542505 542505 542505 542505 542505 542505 542505 $15,000 $32,900 $305,100 $259,100 $259,100 $305,100 $305,100 $125,300 $305,100 $305,100 Total - Public Works $2,216,900 Total - Solid Waste Equipment Reserve Fund $2,216,900 Estimated carryover for vehicles not purchased in prior year. Full Size P/U 1/2 Ton Replaces Veh #1206 Side Loader Replaces Veh #1624 Rear Loader Replaces Veh #1310 Rear Loader Replaces Veh #1309 Front Loader Replaces Veh #1631 Side Loader Replaces Veh #1625 Container Handler Replaces Veh #695 Side Loader Replaces Veh #1623 Side Loader Replaces Veh #1626 Solid Waste Expansion Fund Public Works Solid Waste Expansion 542502 Solid Waste Expansion 542505 $26,000 FY16 Supp: Solid Waste Supervisor-Pick up truck for operations and response $303,000 FY16 Supp: Solid Waste Equipment Operator-Automated Side Load Sanitation Vehicle Total - Public Works $329,000 Total - Solid Waste Expansion Fund $329,000 398 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2016 Comment Sports Complex Eqt Reserve Fund Community Services Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve 542505 542505 542505 $25,688 Sand Rake Replaces Veh #1316 $24,700 Utility Vehicle Replaces Veh #1298 $75,130 Mower Replaces Veh #1299 Total - Community Services $125,518 Total - Sports Complex Eqt Reserve Fund $125,518 State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd 542501 542501 $27,000 FY16 Supp: Crime Scene Technician-Vehicle (1) $64,000 FY16 Supp: Operational Vehicles (2)-Automobiles w/ Radio (2) Total - Police $91,000 Total - State Anti-Racketeering - PD Fund $91,000 Storm Water Drainage System Fund Public Works Storm Drain - NPDES 542006 $10,000 FY16 Supp: Replacement Dump trailer-Other Equipment Total - Public Works $10,000 Total - Storm Water Drainage System Fund $10,000 Streets/Transit Equipment Reserve Fund Public Works Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542501 542502 542502 542502 $15,000 $225,000 $66,500 $23,000 Streets/Transit Equipment Reserve 542505 $143,000 Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542505 542505 542505 542505 542505 $437,000 $131,000 $131,000 $310,000 $310,000 Total - Public Works $1,791,500 Total - Streets/Transit Equipment Reserve Fund $1,791,500 Estimated carryover for vehicles not purchased in prior year. FY16 Supp: Asphalt Patch Truck-Trucks and Vans Full Size P/U 1 Ton Replaces Veh #1213 FY16 Carryover:Full Size P/U 3/4 Ton Replaces Vehicle #916Trucks and Vans FY16 Supp: Transit Replacement Buses-Purchase two (2) replacement buses Paint Striper Replaces Veh #1265 Aerial Bucket Truck Replaces Veh #1262 Aerial Bucket Truck Replaces Veh #1264 Sweeper Replaces Veh #1515 Sweeper Replaces Veh #1516 Wastewater Fund Public Works Beardsley Water Reclamation Facility Jomax Water Reclamation Facility Butler Water Reclamation Facility 542006 542006 543003 $20,000 Large plant equipment replacement. $20,000 Large capitalized wastewater equipment replacement. $20,000 Larger capitalized wastewater equipment replacement 399 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2016 Total - Public Works $60,000 Total - Wastewater Fund $60,000 Comment Wastewater Equipment Reserve Fund Public Works Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve 542501 542502 542502 542502 542502 542505 $15,000 $88,000 $27,200 $29,700 $39,000 $283,000 Total - Public Works $481,900 Total - Wastewater Equipment Reserve Fund $481,900 Estimated carryover for vehicles not purchased in prior year. FY16 Supp: Replacement of Vactor Truck-Trucks and Vans Full Size P/U 1/2 Ton Replaces Veh #1113 Full Size P/U 1/2 Ton Replaces Veh #1139 FY16 Supp: Utility System Operators II-Vehicle (2) Vactor Truck Replaces Veh #1138 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 542502 542505 542505 $27,300 Van Replaces Veh #1117 $158,000 Dump Truck Replaces Veh #660 $105,200 Dump Truck Replaces Veh #751 Total - Public Works $290,500 Total - Water Equipment Reserve Fund $290,500 Total - Operating Capital $11,065,026 400 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Drainage 81st Ave - Varney Pk Drainage Solution EN00482CO GO Bonds 2010 4240-4240-543004 CIPDR Project Total $225,000 $225,000 Beardsley Rd Channel Improvements PW00112SY PW00112DS Proposed GO Bonds Proposed GO Bonds 4251-4251-520099 4251-4251-543004 CIPDR CIPDR Project Total $60,000 $120,000 $180,000 Community Works Program COP0001CO General 1000-0310-543004 CIPDR Project Total $50,446 $50,446 Neighborhood Drainage Program EN00458CO Proposed GO Bonds 4251-4251-543004 CIPDR Project Total $607,000 $607,000 New River & Jomax Road Concrete Box Culvert EN00354DS EN00354CO Proposed GO Bonds Proposed GO Bonds 4251-4251-543004 4251-4251-543004 CIPDR CIPDR Project Total $2,000 $15,000 $17,000 Peoria Storm Drain Master Plan - Land Preservation EN00524LA Proposed GO Bonds 4251-4251-540000 CIPDR Project Total $200,000 $200,000 Silverton Sub - DVR Drainage Channel Modifications EN00473CO Proposed GO Bonds 4251-4251-543004 CIPDR Project Total $195,000 $195,000 Sunrise Mtn High School Basin Modifications EN00478CO Proposed GO Bonds 4251-4251-543004 CIPDR Project Total $136,000 $136,000 Union Hills Channel EN00137CO EN00137CO GO Bonds 2010 Proposed GO Bonds 4240-4240-543004 4251-4251-543004 CIPDR CIPDR Project Total Total - Drainage 401 $75,853 $651,915 $727,768 $2,338,214 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Operational Facilities Arts Distribution FY2016 AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT AT02016AT General Half Cent Sales Tax Water Water Water Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 Wastewater Expansion (Unzoned) Commercial Solid Waste Residential Solid Waste Proposed MDA Bonds GO Bonds 2010 GO Bonds 2012 Proposed GO Bonds Capital Reimbursements from ALCP 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 2050-2140-525515 2050-2140-544001 2161-2221-525515 2162-2221-525515 2162-2222-525515 2163-2223-525515 2164-2224-525515 2400-2550-525515 2506-2626-525515 2507-2627-525515 2509-2629-525515 2510-2630-525515 2590-2720-525515 2600-2760-525515 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 CIPOF Project Total $24,098 $2,650 $104,392 $115,420 $16,835 $138 $13,704 $6,533 $41,993 $21,868 $2,178 $18,236 $13,008 $8,045 $711 $2,553 $300,000 $2,766 $4,382 $91,370 $88,091 $28,196 $42,694 $184,960 $1,210 $68,634 $1,816 $1,206,481 BioScience Incubator ED00010OT ED00010CO ED00010OT Economic Development Economic Development Capital Reimbursements from ALCP 1900-1900-522070 1900-1900-524506 4550-4550-522070 CIPOF CIPOF CIPOF Project Total $2,452,634 $15,567 $485,289 $2,953,490 Ch. 11 Infrastructure - Digital Router OC00001OT General 1000-0310-542008 CIPOF Project Total 402 $75,000 $75,000 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Operational Facilities Chargeback Distribution FY2016 CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB CB02016CB General Half Cent Sales Tax Water Water Impact Fees - Post 1-1-2012 Wastewater GO Bonds 2010 GO Bonds 2012 Proposed GO Bonds Capital Reimbursements from ALCP Capital Projects-Outside Srces Highway User Transportation Sales Tax River Corridors & Trails Dev Law Enforcement Dev Law Enforcement Dev - Post 8-1-2014 1000-0310-544001 1210-0350-544001 2050-2140-544001 2162-2221-544001 2400-2550-544001 4240-4240-544001 4250-4250-544001 4251-4251-544001 4550-4550-544001 4810-4810-544001 7000-7050-544001 7010-7075-544001 7920-7920-544001 7930-7930-544001 7932-7932-544001 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $2,986 $1,096 $16,371 $2,000 $45,084 $35,022 $7,827 $355,910 $106,558 $108,692 $29,539 $720,440 $6,053 $80,058 $309,700 $1,827,336 City Parks Parking Lots - Asphalt Replacement PW00995CO Proposed GO Bonds 4251-4251-543004 CIPOF Project Total $135,000 $135,000 Citywide Security Program PW00506EQ General 1000-0310-541003 CIPOF Project Total $230,000 $230,000 Citywide Telecommunications Infrastructure Upgrade IT00005EQ IT Reserve 3400-3800-543007 CIPOF Project Total $220,000 $220,000 Community Works Program COP0001CO COP0001CO COP0001CO General Capital Projects-Outside Srces Highway User 1000-0310-542003 4810-4810-542003 7000-7050-543001 CIPOF CIPOF CIPOF Project Total $658,350 $25,000 $476,190 $1,159,540 Data Backup System IT00007EQ IT Reserve 3400-3800-542008 CIPOF Project Total $210,000 $210,000 Economic Development Opportunity Fund ED00007OT ED00007CO Capital Reimbursements from ALCP Capital Reimbursements from ALCP 4550-4550-522070 4550-4550-540500 CIPOF CIPOF Project Total $1,091,337 $14,950 $1,106,287 Facilities Replacement (Key Support Systems) PW00050EQ General 1000-0310-524002 CIPOF Project Total $150,000 $150,000 Facilities Replacement-General Condition Elements PW00060CO General 1000-0310-524002 CIPOF Project Total 403 $75,000 $75,000 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Operational Facilities Fire Department Building Needs PW00090CO General 1000-0310-524002 CIPOF Project Total $220,000 $220,000 GE Avionics ED00015OT Economic Development 1900-1900-522070 CIPOF Project Total $1,228,000 $1,228,000 Interactive Voice Response System Replacement MS00002CO MS00002CO MS00002CO General Water Wastewater 1000-0310-543007 2050-2140-543007 2400-2550-543007 CIPOF CIPOF CIPOF Project Total $3,969 $4,009 $4,505 $12,483 Land Assembly Opportunity Fund ED00003LA Proposed GO Bonds 4251-4251-540000 CIPOF Project Total $2,986,500 $2,986,500 Maxwell Technologies ED00008OT Economic Development 1900-1900-522070 CIPOF Project Total $1,475,000 $1,475,000 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 PW00305CO PW00305CO PW00305CO PW00305CO PW00305CO PW00305CO PW00305CO PW00305CO PW00305CO PW00305CO PW00305CO PW00305CO General General General Water Water Wastewater Wastewater Commercial Solid Waste Commercial Solid Waste Residential Solid Waste Residential Solid Waste Highway User Highway User 1000-0310-520099 1000-0310-541003 1000-0310-542006 2050-2140-541003 2050-2140-542006 2400-2550-541003 2400-2550-542006 2590-2720-541003 2590-2720-542006 2600-2760-541003 2600-2760-542006 7000-7050-541003 7000-7050-542006 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $1,312 $273,808 $10,488 $27,783 $1,064 $6,946 $266 $68,532 $2,625 $245,882 $9,418 $62,050 $2,377 $712,551 MOC Washout Area Modifications PW00350CO General 1000-0310-540500 CIPOF Project Total $60,000 $60,000 Network Infrastructure Replacement - DCSB IT00015EQ IT Reserve 3400-3800-543007 CIPOF Project Total $240,000 $240,000 Network Infrastructure Replacement - Sports Complex IT00019EQ IT Reserve 3400-3800-543007 CIPOF Project Total 404 $40,000 $40,000 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Operational Facilities Old Town Commercial Rehabilitation ED00006CO ED00006CO General Capital Reimbursements from ALCP 1000-0310-540500 4550-4550-540500 CIPOF CIPOF Project Total $94,727 $32,774 $127,501 P83 Entertainment District Improvements ED00002SY ED00002CO Streets Capital Projects Capital Reimbursements from ALCP 4150-4150-520099 4550-4550-541003 CIPOF CIPOF Project Total $350,000 $3,550,000 $3,900,000 Parking Lot/Structure Maint. for City Buildings PW11150CO General 1000-0310-541003 CIPOF Project Total $30,000 $30,000 Peoria Center for Performing Arts PW00080SY PW00080CO General General 1000-0310-520099 1000-0310-524002 CIPOF CIPOF Project Total $50,000 $100,000 $150,000 Peoria Transit Center PW00325SY PW00325LA PW00325DS Capital Projects-Outside Srces Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-520099 4810-4810-540000 4810-4810-540500 CIPOF CIPOF CIPOF Project Total $50,165 $782,876 $156,575 $989,616 PSAB Security Enhancements PD00018SY PD00018CO PD00018CO GO Bonds 2010 Proposed GO Bonds Proposed GO Bonds 4240-4240-520099 4251-4251-540500 4251-4251-543007 CIPOF CIPOF CIPOF Project Total $740 $120,625 $31,303 $152,668 Radio Infrastructure Replacements - RWC Upgrades IT00024EQ Capital Reimbursements from ALCP 4550-4550-542001 CIPOF Project Total $408,687 $408,687 Radio Subscriber Replacements IT00018EQ Proposed GO Bonds 4251-4251-542006 CIPOF Project Total $549,535 $549,535 Transit Park and Ride Lot PW00335SY Capital Projects-Outside Srces 4810-4810-520099 CIPOF Project Total $129,566 $129,566 Trine University ED00013OT Economic Development 1900-1900-522070 CIPOF Project Total Total - Operational Facilities 405 $1,398,010 $1,398,010 $54,158,251 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Other Sports Complex Improvements CS00022CO Half Cent Sales Tax 1210-0350-540500 CIPOT Project Total Total - Other $40,000 $40,000 $40,000 Project Type - Parks 75th Avenue and Deer Valley Trailhead CS00173DS CS00173CO Proposed GO Bonds Proposed GO Bonds 4251-4251-543005 4251-4251-543005 CIPPK CIPPK Project Total $145,000 $950,000 $1,095,000 83rd Avenue and Village Parkway Trail/Trailhead CS00156LA CS00156CO GO Bonds 2010 GO Bonds 2010 4240-4240-540000 4240-4240-543005 CIPRT CIPRT Project Total $247,200 $100,000 $347,200 99th Ave and Olive Trailhead CS00088CO CS00088DS Proposed GO Bonds Proposed GO Bonds 4251-4251-543005 4251-4251-543005 CIPPK CIPRT Project Total $1,270,000 $250,000 $1,520,000 Camino a Lago Park CS00054CO GO Bonds 2010 4240-4240-543005 CIPPK Project Total $32,122 $32,122 City-Wide Park Refurbishment CS00185CO General 1000-0310-543005 CIPPK Project Total $610,152 $610,152 City-Wide Playground Replacement CS00182EQ General 1000-0310-542003 CIPPK Project Total $75,000 $75,000 Community Center HVAC Enhancements CS00180CB CS00180CO General General 1000-0310-541003 1000-0310-541003 CIPPK CIPPK Project Total $15,000 $183,168 $198,168 Community Services ADA Compliance CS00177CO General 1000-0310-543005 CIPPK Project Total $300,000 $300,000 New River Trail - BLM EN00371CO EN00371SY EN00371LA EN00371CO EN00371CO GO Bonds 2010 GO Bonds 2012 GO Bonds 2012 GO Bonds 2012 GO Bonds 2012 4240-4240-543005 4250-4250-520099 4250-4250-540000 4250-4250-543005 4250-4250-543005 CIPPK CIPRT CIPRT CIPPK CIPRT Project Total 406 $215,000 $110,000 $79,529 $205,000 $169,323 $778,852 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Parks New River Trail - Northern to Olive Avenue CS00125CO CS00125CO CS00125CO CS00125CO GO Bonds 2010 GO Bonds 2012 Capital Reimbursements from ALCP River Corridors & Trails Dev 4240-4240-543005 4250-4250-543005 4550-4550-543005 7920-7920-543005 CIPRT CIPRT CIPRT CIPRT Project Total $23,047 $24,888 $295,000 $75,000 $417,935 New River Trail - Williams Rd to Happy Valley Rd CS00128CO CS00128DS CS00128CO Proposed GO Bonds Proposed GO Bonds River Corridors & Trails Dev 4251-4251-543005 4251-4251-543005 7920-7920-543005 CIPPK CIPRT CIPPK Project Total $23,628 $100,000 $250,000 $373,628 Northern Community Park CS00059SY Citywide Park/Rec Facility Dev - Post 1-1-2012 7911-7911-520099 CIPPK Project Total $450,000 $450,000 Palo Verde Ruin - Interpretive Plan CS00178CB CS00178CO CS00178DS CS00178DS CS00178CB CS00178CO General General General Proposed GO Bonds Proposed GO Bonds Proposed GO Bonds 1000-0310-541003 1000-0310-541003 1000-0310-541003 4251-4251-541003 4251-4251-541003 4251-4251-541003 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total $5,078 $139,637 $25,389 $74,611 $14,922 $410,363 $670,000 Pioneer Community Park Concrete Replacement CS00186CO CS00186CB General General 1000-0310-541003 1000-0310-541003 CIPPK CIPPK Project Total $76,300 $1,500 $77,800 Sonoran Preservation Program (Open Space) CS00089SY CS00089LA CS00089LA Proposed GO Bonds Proposed GO Bonds Open Space Dev 4251-4251-520099 4251-4251-540000 7915-7915-540000 CIPRT CIPRT CIPRT Project Total $76,398 $1,540,634 $2,053,816 $3,670,848 Sports Complex Asphalt Remediation CS00179CO Half Cent Sales Tax 1210-0350-541003 CIPPK Project Total $225,000 $225,000 Sports Complex Improvements CS00022CO CS00022CO CS00022AT CS00022CO General General Half Cent Sales Tax Proposed GO Bonds 1000-0310-520510 1000-0310-540500 1210-0350-525515 4251-4251-540500 CIPPK CIPPK CIPPK CIPPK Project Total Total - Parks 407 $2,915 $143,685 $80,939 $3,510,784 $3,738,323 $14,580,028 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Public Safety CAD Replacement PD00013OT PD00013CO GO Bonds 2010 GO Bonds 2010 4240-4240-520504 4240-4240-543007 CIPPS CIPPS Project Total $3,000 $50,000 $53,000 Pinnacle Peak Public Safety Facility Expansion PD00021CO PD00021CO PD00021CO PD00021LA PD00021CO PD00021CO PD00021EQ Proposed GO Bonds Law Enforcement Dev Law Enforcement Dev Law Enforcement Dev - Post 1-1-2012 Law Enforcement Dev - Post 1-1-2012 Law Enforcement Dev - Post 8-1-2014 Law Enforcement Dev - Post 8-1-2014 4251-4251-540500 7930-7930-540500 7930-7930-542006 7931-7931-540000 7931-7931-540500 7932-7932-540500 7932-7932-542006 CIPPS CIPPS CIPPS CIPPS CIPPS CIPPS CIPPS Project Total Total - Public Safety $1,407,000 $7,111,274 $198,052 $62,663 $257,399 $282,152 $126,148 $9,444,688 $9,497,688 Project Type - Streets 103rd Av; Northern Av to Olive Av -Full Street EN00422CO EN00422LA EN00422CO Proposed GO Bonds Transportation Sales Tax Transportation Sales Tax 4251-4251-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total $500,000 $400,000 $3,937,131 $4,837,131 75th Av & Peoria Av Intersection Improvements EN00081LA EN00081CO EN00081LA EN00081CO Capital Projects-Outside Srces Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-540000 4810-4810-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $660,000 $2,012,544 $37,600 $1,431,394 $4,141,538 75th Ave & Cactus Rd Intersection Improvements EN00088LA EN00088CO EN00088LA EN00088CO Capital Projects-Outside Srces Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-540000 4810-4810-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $1,600,000 $2,033,638 $260,000 $2,828,505 $6,722,143 79th Ave; Eugie to Tbird Rd; Intersection Widening EN00116LA EN00116CO Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $100,000 $903,000 $1,003,000 83rd Av Roadway Modifications; Bell to Paradise EN00459CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $100,000 $100,000 87th Av & Peoria Av Intersection Alignment PW00109LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total 408 $116,125 $116,125 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Streets 88th Ave & Hatcher Rd One-Half Street Improvements EN00325CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $320,000 $320,000 89th Ave; Golden Ln to Olive Av EN00472LA EN00472CO EN00472CO Proposed GO Bonds Proposed GO Bonds Transportation Sales Tax 4251-4251-540000 4251-4251-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $140,000 $32,000 $75,000 $247,000 91st Ave; Deer Valley Rd to Pinnacle Pk Rd EN00505CO EN00505DS Capital Reimbursements from ALCP Capital Reimbursements from ALCP 4550-4550-543001 4550-4550-543001 CIPST CIPST Project Total $310,000 $30,000 $340,000 99th Av Reconstruction; Butler Dr to Olive Av EN00421SY EN00421DS Transportation Sales Tax Transportation Sales Tax 7010-7075-520099 7010-7075-543001 CIPST CIPST Project Total $40,000 $400,000 $440,000 ADA Accessibility Program PW00025SY PW00025CO Highway User Highway User 7000-7050-520099 7000-7050-543001 CIPST CIPST Project Total $102,000 $388,431 $490,431 Bridge Maintenance and Management Program EN00243CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $481,993 $481,993 Community Works Program COP0001CO Highway User 7000-7050-543001 CIPST Project Total $160,000 $160,000 Deer Valley Rd; 109th Av to Lake Pleasant Pkwy EN00395LA EN00395DS EN00395CO Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $230,000 $100,000 $2,000,000 $2,330,000 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 $539,622 $2,583,624 Lake Pleasant Parkway Sidewalk EN00480CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $810,000 $810,000 Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) EN00241CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total 409 $65,000 $65,000 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Streets 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 EN00359CO EN00359DS EN00359CO Highway User Transportation Sales Tax Transportation Sales Tax 7000-7050-543001 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $200,000 $48,000 $100,000 $348,000 Major Street Repairs PW00027CO PW00027CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $101,000 $49,000 $150,000 Northern Parkway EN00142CO Proposed GO Bonds 4251-4251-543001 CIPST Project Total $1,600,000 $1,600,000 Pinnacle Peak Rd & 102nd Av Widening; 102-LPP EN00151DS Proposed GO Bonds 4251-4251-543001 CIPST Project Total $78,200 $78,200 Pinnacle Pk Rd & LPP Intersection Improvements EN00513DS EN00513CO Capital Reimbursements from ALCP Capital Reimbursements from ALCP 4550-4550-543001 4550-4550-543001 CIPST CIPST Project Total $18,500 $779,000 $797,500 Pyramid Pk Rd and Sonoran Mtn Ranch Rdwy Imp EN00501DS Capital Reimbursements from ALCP 4550-4550-543001 CIPST Project Total $95,000 $95,000 Sidewalks Annual Program PW00046CO Highway User 7000-7050-543001 CIPST Project Total $200,131 $200,131 Street Light Infill and Replacement Program PW11160CO Highway User 7000-7050-543001 CIPST Project Total $200,000 $200,000 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 Street Reconstruction and Rehab Program PW13000CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $2,700,000 $2,700,000 Terramar Cove Access Road Improvements EN00494CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total 410 $85,000 $85,000 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Streets Thunderbird Rd Widening Rehab; L101-95th Av EN00011OT EN00011CO GO Bonds 2010 GO Bonds 2010 4240-4240-523014 4240-4240-543001 CIPST CIPST Project Total $962 $5,266 $6,228 Traffic Signal Renovation and Replacement PW00993CO PW00993CO Proposed GO Bonds Highway User 4251-4251-543001 7000-7050-543001 CIPST CIPST Project Total $200,000 $80,000 $280,000 Vistancia Commercial Core Backbone Infrastructure ED00009CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $3,272,649 $3,272,649 Westgreen Estates Unit 9 Soundwall EN00324CO EN00324CO Capital Reimbursements from ALCP Capital Projects-Outside Srces 4550-4550-543001 4810-4810-543001 CIPST CIPST Project Total Total - Streets $96,314 $310,410 $406,724 $41,257,417 Project Type - Traffic Controls ITS Equipment Upgrade EN00348CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $50,000 $50,000 Traffic Management Center Equipment Replacement EN00433CO EN00433DS Transportation Sales Tax Transportation Sales Tax 7010-7075-542006 7010-7075-543001 CIPTC CIPTC Project Total $100,000 $15,000 $115,000 Traffic Signal Emergency Operations ITS EN00225CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $77,036 $77,036 Traffic Signal Interconnect Project (TSIP) PW00133CO PW00133CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPTC CIPTC Project Total $206,772 $141,932 $348,704 Traffic Signal Program EN00170CO EN00170CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPTC CIPTC Project Total $59,828 $733,000 $792,828 Traffic Signal System Software Replacement EN00430CO Transportation Sales Tax 7010-7075-543007 CIPTC Project Total Total - Traffic Controls 411 $42,208 $42,208 $1,425,776 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Wastewater 101st Ave and Northern Lift Station Pretreatment UT00398DS UT00398CO Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total $28,004 $324,594 $352,598 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 $125,000 $375,000 $500,000 Butler Drive WRF Membrane Replacement UT00306EQ UT00306DS UT00306CO UT00306EQ UT00306DS UT00306CO Water Water Water Wastewater Wastewater Wastewater 2050-2140-542006 2050-2140-543003 2050-2140-543003 2400-2550-542006 2400-2550-543003 2400-2550-543003 CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $2,249,850 $40,256 $444,257 $749,950 $13,419 $148,086 $3,645,818 Butler Recharge Wells UT00309CO UT00309CO UT00309CO UT00309CO UT00309CO Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria 2163-2223-543003 2164-2224-543003 2400-2550-543003 2506-2626-543003 2507-2627-543003 CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $653,345 $653,345 $300,000 $217,782 $217,241 $2,041,713 Butler Reclaimed Water System Expansion Phase II UT00313CO UT00313CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $392,961 $1,178,884 $1,571,845 Butler WRF Plant Equipment Upgrade and Replacement UT00333EQ UT00333EQ UT00333CO Water Wastewater Wastewater 2050-2140-542006 2400-2550-542006 2400-2550-542006 CIPWW CIPWW CIPWW Project Total $37,500 $112,500 $25,000 $175,000 Condition Assessment of Remote Sites UT00256SY Wastewater 2400-2550-520099 CIPWW Project Total $28,065 $28,065 Dysart Sewer (Dixileta Dr. to Jomax Rd. Oversize) UT00337CO UT00337CO Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2507-2627-543003 2509-2629-543003 CIPWW CIPWW Project Total 412 $788,911 $891,089 $1,680,000 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Wastewater IPS Plant Effluent Water Booster Station UT00402DS UT00402CO UT00402DS UT00402CO Water Water Wastewater Wastewater 2050-2140-543003 2050-2140-543003 2400-2550-543003 2400-2550-543003 CIPWW CIPWW CIPWW CIPWW Project Total $4,455 $49,089 $13,364 $147,268 $214,176 Jomax WRF Operational Improvement/Upgrade/Replace UT00323CO UT00323CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $31,250 $143,750 $175,000 Lift Station Reconditioning UT00116CO Wastewater 2400-2550-543003 CIPWW Project Total $380,000 $380,000 Manhole Rehabilitation UT00307CO Wastewater 2400-2550-543003 CIPWW Project Total $247,750 $247,750 Miscellaneous Local Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543003 CIPWW Project Total $176,868 $176,868 Reclaimed Water Booster Land Purchase at IPS UT00329LA Wastewater 2400-2550-540000 CIPWW Project Total $162,500 $162,500 SROG Line Assessment & Repair UT00321CO UT00321CO Wastewater Wastewater 2400-2550-520099 2400-2550-543003 CIPWW CIPWW Project Total $103,480 $497,407 $600,887 West Agua Fria Wastewater Lines UT00171CO UT00171CO UT00171CO Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 Wastewater Expansion (Unzoned) 2507-2627-543003 2509-2629-543003 2510-2630-543003 CIPWW CIPWW CIPWW Project Total Total - Wastewater $715,318 $511,928 $990,349 $2,217,595 $14,369,815 Project Type - Water 103rd Ave 12" Waterline Northern to Olive UT00392DS UT00392CO Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $51,674 $690,493 $742,167 67th Ave at Villa Lindo 12" Waterline UT00396CO UT00396DS Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total 413 $147,366 $11,284 $158,650 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Water 75 Av 16-inch Waterline, Cactus and Peoria UT00143CO Water 2050-2140-543002 CIPWR Project Total $1,010,000 $1,010,000 Additional CAP Water Treatment Capacity UT00334DS Water 2050-2140-543002 CIPWR Project Total $800,000 $800,000 Butler Recharge Wells UT00309CO Water 2050-2140-543002 CIPWR Project Total $1,025,558 $1,025,558 Butler Reclaimed Water System Expansion Phase II UT00313CO Water 2050-2140-543002 CIPWR Project Total $27,005 $27,005 Condition Assessment of Remote Sites UT00256SY Water 2050-2140-520099 CIPWR Project Total $53,062 $53,062 Fire Hydrant Infill and Replacement UT00204CO Water 2050-2140-543002 CIPWR Project Total $160,000 $160,000 Greenway Plant Equipment Upgrade/Replacement UT00316CO UT00316EQ Water Water 2050-2140-542006 2050-2140-542006 CIPWR CIPWR Project Total $53,039 $150,000 $203,039 Lone Mtn Pkwy 36-inch Waterline; LPP to L303 UT00233CO UT00233CO Water Expansion Water Impact Fees - Post 1-1-2012 2161-2221-543002 2162-2222-543002 CIPWR CIPWR Project Total $2,551,302 $1,370,396 $3,921,698 Miscellaneous Local Waterline Improvements UT00203CO Water 2050-2140-543002 CIPWR Project Total $250,000 $250,000 New River Utility Company Acquisition UT00390OT W/S Rev Bonds (Wtr) 2222-2292-543002 CIPWR Project Total $7,540,000 $7,540,000 Pinnacle Peak Rd & 102nd Av Widening; 102-LPP EN00151DS Water Impact Fees - Post 1-1-2012 2162-2221-543002 CIPWR Project Total $13,800 $13,800 Pyramid Peak Water Treatment Plant - Upgrades UT00037CO UT00037CO Water Expansion Water Impact Fees - North of Bell Rd 2161-2221-543002 2164-2224-543002 CIPWR CIPWR Project Total $23,000 $637,100 $660,100 Reclaimed Water Booster Land Purchase at IPS UT00329LA Water 2050-2140-540000 CIPWR Project Total 414 $487,500 $487,500 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Water SCADA Equipment Replacement UT00266EQ UT00266EQ Water Wastewater 2050-2140-542008 2400-2550-542008 CIPWR CIPWR Project Total $75,000 $75,000 $150,000 Ventana Well, Booster Rehabilitation UT00394SY UT00394DS UT00394CO Water Water Water 2050-2140-520099 2050-2140-543002 2050-2140-543002 CIPWR CIPWR CIPWR Project Total $30,000 $344,109 $3,100,000 $3,474,109 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $1,200,000 $1,200,000 Water Line Assessment and Replacement UT00335CO Water 2050-2140-543002 CIPWR Project Total $1,100,000 $1,100,000 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/Wastewater/Expansion Fee Update UT00070SY UT00070SY UT00070SY UT00070SY UT00070SY UT00070SY Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2162-2222-520099 2163-2223-520099 2164-2224-520099 2506-2626-520099 2507-2627-520099 2509-2629-520099 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $9,000 $3,000 $38,000 $29,500 $11,500 $9,000 $100,000 Wells - New Construction UT00117SY UT00117LA UT00117CO UT00117CO Water Expansion Water Expansion Water Expansion Water Impact Fees - North of Bell Rd 2161-2221-520099 2161-2221-540000 2161-2221-543002 2164-2224-543002 CIPWR CIPWR CIPWR CIPWR Project Total $46,467 $28,800 $1,750,000 $1,547,979 $3,373,246 West Agua Fria Water Lines UT00170CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total $539,226 $539,226 Westland Rd. Reservoir and Booster Station UT00336CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total $821,582 $821,582 White Mountain Apache Tribe Water Rights Purchase UT00234CO UT00234OT UT00234CO Water Water Resource Fees - Post 8-1-2014 Water Resource Fees - Post 1-1-2012 2050-2140-543002 2167-2227-543002 2168-2228-543002 CIPWR CIPWR CIPWR Project Total 415 $1,026,020 $509,176 $700,000 $2,235,196 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2016 Project Type - Water 416 Total - Water $31,616,134 Total FY 16 CIP $169,283,323 0150-01 0042-03 1400-01 1400-02 1400-03 1410-01 1420-01 1420-02 1500-01 1510-01 1510-02 1510-03 1510-04 1510-05 1510-07 1510-08 1510-08 1510-09 1533-02 1540-01 1560-02 1560-05 1560-3 1600-02 1600-03 0352-01 0352-02 0352-03 0352-04 0352-05 0352-06 Community Services Arts Commission Community Services Administration Community Services Administration Community Services Administration Swimming Pools Am/Pm Program Am/Pm Program Adaptive Recreation Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Pioneer Community Park Main Library Parks North Parks North Parks North Contracted Landscape Maintenance Contracted Landscape Maintenance Economic Development Services Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Suppl. # City Clerk City Clerk General Fund Fund / Department / Division Total - City Clerk 417 On-Line Computer Service for Real Estate Research Advertising Marketing Partnership with AZ Commerce Authority Greater Phoenix Economic Council (GPEC) Contract Legal and Land Development Consulting Services Economic Development Administrator Public Art Maintenance Part-time Non-Benefitted Staff One Time Payout Professional Development Department Marketing Strategy Maintenance Staffing Adjustments Recreation Coordinator - Youth and Teen Programs Grant Collaboration - Peoria Unified Sch District Increased Programming Funding - Adaptive Rec Bravo Peoria Keep It Safe Grillfest P83 Party ParkFest! Special Event Support Materials & Equipment Affiliate Event Support Fiesta Peoria MLK Event Pioneer Community Park - Transportation Needs Mobile Printing/ Document Stations at Libraries Trails Maintenance Fletcher Heights North Park Maintenance Electrical Costs Increases of Right-of-Way Service Areas P83 Entertainment District Maintenance Total - Community Services Agenda Manager Replacement Supplemental Description $0 $50,000 $50,000 $0 $300,000 $2,430 $5,000 $37,700 $14,000 $0 $0 $0 $89,073 $0 $17,132 $9,363 $101,142 $117,684 $57,745 $30,000 $60,000 $138,527 $15,000 $28,000 $17,870 $15,000 $30,000 $0 $0 $0 $783,236 $65,000 $65,000 $12,000 $0 $0 $20,437 $0 $105,553 $0 $0 $0 $40,000 $27,818 $64,053 $0 $3,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,000 $1,158 $15,000 $0 $13,000 $25,000 $88,965 $282,494 $6,000 $6,000 FY 2016 FY 2016 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $12,000 $50,000 $50,000 $20,437 $300,000 $107,983 $5,000 $37,700 $14,000 $40,000 $27,818 $64,053 $89,073 $3,500 $17,132 $9,363 $101,142 $117,684 $57,745 $30,000 $60,000 $138,527 $15,000 $32,000 $19,028 $30,000 $30,000 $13,000 $25,000 $88,965 $1,065,730 $71,000 $71,000 FY 2016 Total Cost City of Peoria FY 2016 Annual Program Budget Schedules City of Peoria FY 2016 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description FY 2016 FY 2016 One-time Cost Ongoing Cost FY 2016 Total Cost Total - Economic Development Services $402,430 $137,990 $540,420 Engineering Building Development Building Development Building Development Building Development Engineering Admin Site Development Eng Inspection Svc 0650-02 0650-03 0650-06 0650-07 0750-01 0810-01 0820-01 Credit Card Service Fees Building Development - Staff Required Training Contract Building Inspection Services Development Contract Plan Review Services Administrative Support Development Technician I - Site Development Contract Inspector Total - Engineering $0 $13,300 $83,500 $20,000 $68,000 $63,910 $86,000 $334,710 $50,000 $0 $0 $0 $0 $0 $0 $50,000 $50,000 $13,300 $83,500 $20,000 $68,000 $63,910 $86,000 $384,710 Finance and Budget Finance Admin Financial Services Tax Audit & Collections 0400-01 0410-01 0420-01 Department Training for Professional Development Financial Advisor Fees Transition Costs - Sales Tax to State DOR Total - Finance and Budget $34,500 $0 $157,500 $192,000 $0 $30,000 $322,500 $352,500 $34,500 $30,000 $480,000 $544,500 1210-01 1210-02 1220-02 1220-03 1220-04 1230-01 1230-07 1230-08 1230-09 1260-01 1260-07 Lock Boxes Fire Inspector / Investigator Decon Laundry Equipment Flooring Replacement Turnout Gear Paramedic Training Wi-Fi Connection for Philips MRX Monitor Carbon Monoxide (Carboxyhemoglobin) Monitors Cyanide Antidote Kit Rover-Firefighters Thermal Imaging Cameras Total - Fire $5,000 $52,000 $33,000 $50,000 $220,000 $206,200 $21,280 $14,976 $7,515 $0 $81,200 $691,171 $0 $84,055 $0 $0 $0 $32,400 $1,920 $0 $0 $498,330 $0 $616,705 $5,000 $136,055 $33,000 $50,000 $220,000 $238,600 $23,200 $14,976 $7,515 $498,330 $81,200 $1,307,876 Human Resources Training Training Training 0080-01 0080-04 0080-05 Tuition Reimbursement Fund Special Professional Development Fund Graduate/Intern Program Total - Human Resources $35,000 $50,000 $20,000 $105,000 $0 $0 $0 $0 $35,000 $50,000 $20,000 $105,000 Leadership and Management City Manager's Office City Manager's Office Governmental Affairs Governmental Affairs 0020-02 0020-03 0025-01 0025-02 Audit Support Funding Department Training and Professional Development State and Federal Services Peoria's Share for Federal Representation $15,000 $10,000 $115,000 $52,124 $0 $0 $0 $0 $15,000 $10,000 $115,000 $52,124 Fire Fire Prevention Fire Prevention Fire Support Services Fire Support Services Fire Support Services Emergency Medical Services Emergency Medical Services Emergency Medical Services Emergency Medical Services Fire Operations Fire Operations 418 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division FY 2016 FY 2016 One-time Cost Ongoing Cost FY 2016 Total Cost Suppl. # Supplemental Description 0025-03 0025-04 0026-01 Luke Fighter Country Partnership League of Cities and Town Conference Event Economic Efficiency & Sustainability Operations Total - Leadership and Management $25,000 $6,000 $5,000 $228,124 $0 $0 $32,000 $32,000 $25,000 $6,000 $37,000 $260,124 Mayor and Council Mayor & City Council Mayor & City Council Mayor & City Council 0010-01 0010-02 0010-03 Youth Delegation to Conference Overnight Travel - Youth Council Liaisons Future Leaders Town Hall Total - Mayor and Council $9,500 $3,500 $1,000 $14,000 $0 $0 $0 $0 $9,500 $3,500 $1,000 $14,000 Non-Departmental Non-Departmental Non-Departmental Non-Departmental Non-Departmental 0300-01 0300-02 0300-03 0300-05 Increase in City Membership Fees Center for Performing Arts Community Promotions City-wide Initiatives Total - Non-Departmental $0 $350,000 $15,000 $195,000 $560,000 $17,100 $0 $0 $0 $17,100 $17,100 $350,000 $15,000 $195,000 $577,100 Office of Communications Public Information Office Public Information Office Public Information Office Peoria Channel 11 Peoria Channel 11 0040-02 0040-06 0040-07 0041-02 0041-04 Public Information Officer Social Media Archiving Recovery System Marketing and Outreach Fiber Optics Installation Video Camera Total - Office of Communications $0 $5,000 $100,000 $12,000 $10,000 $127,000 $84,860 $0 $0 $0 $0 $84,860 $84,860 $5,000 $100,000 $12,000 $10,000 $211,860 Planning and Community Development Neighborhood Coordination Neighborhood Coordination Community Dev Administration Planning Planning Planning Planning Planning 0570-01 0570-02 0600-01 0610-01 0610-02 0610-06 0610-07 0610-08 FY16 Neighborhood Grant Funding FY16 Not-For-Profit Funding Contract Administrative Assistant Contract Associate Planner Contract Planner Sonoran Preservation Program Support Sr. Planner Historic Preservation Total - Planning and Community Development $150,000 $0 $44,358 $71,588 $80,963 $50,000 $4,700 $12,000 $413,609 $0 $50,000 $0 $0 $0 $0 $92,453 $0 $142,453 $150,000 $50,000 $44,358 $71,588 $80,963 $50,000 $97,153 $12,000 $556,062 Police Neighborhood Services Neighborhood Services Police Administration Police Administration Criminal Investigation 0550-01 0550-02 1000-01 1000-02 1010-02 Lot Clean Up (Code Enforcement) Animal Control Truck Contract Legal Advisor COPPS MOU Training Crime Scene Technician $10,000 $55,100 $80,000 $12,500 $31,955 $0 $0 $0 $0 $69,596 $10,000 $55,100 $80,000 $12,500 $101,551 Governmental Affairs Governmental Affairs Office of Sustainability 419 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Patrol Services - South Patrol Services - South Patrol Services - South Operations Support Pd Technical Support Pd Technical Support Pd Technical Support Suppl. # Supplemental Description 1020-03 1020-04 1020-05 1025-01 1030-01 1030-02 1030-03 Police Officer (2) Crime Prevention Program Body Worn Camera Expansion Traffic Prevention Program eCitation Expansion Project Livescan Booking Workstation Computer Workstations FY 2016 FY 2016 One-time Cost Ongoing Cost $183,686 $0 $57,205 $0 $22,500 ($12,000) $0 $320,987 FY 2016 Total Cost Total - Police $73,390 $35,000 $37,654 $35,000 $108,000 $23,635 $13,465 $515,699 $257,076 $35,000 $94,859 $35,000 $130,500 $11,635 $13,465 $836,686 Total - General Fund $4,431,979 $2,043,089 $6,475,068 Plaza Lease - BioInspire Total - Economic Development Services $170,241 $170,241 $0 $0 $170,241 $170,241 Total - Economic Development Fund $170,241 $0 $170,241 Peoria Stadium Furniture, Fixings & Equipment Total - Community Services $35,000 $35,000 $0 $0 $35,000 $35,000 Total - Sports Complex Fund $35,000 $0 $35,000 Total - Public Works $0 $0 $185,500 $185,500 $185,500 $185,500 Total - Water Fund $0 $185,500 $185,500 $88,000 $52,380 $0 $147,366 $88,000 $199,746 Economic Development Fund Economic Development Services Economic Development 1900-01 Sports Complex Fund Community Services Complex Operations/Maint 2000-05 Water Fund Public Works Water Supply 2125-01 CAP Water - Delivery Fees Wastewater Fund Public Works Wastewater Collection/Prevention Wastewater Collection/Prevention 2480-01 2480-02 Replacement of Vactor Truck Utility System Operators II 420 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2016 FY 2016 One-time Cost Ongoing Cost Supplemental Description FY 2016 Total Cost Total - Public Works $140,380 $147,366 $287,746 Total - Wastewater Fund $140,380 $147,366 $287,746 Commercial Recycling Market Research Study Total - Public Works $45,000 $45,000 $0 $0 $45,000 $45,000 Total - Commercial Solid Waste Fund $45,000 $0 $45,000 Solid Waste Supervisor Expand Bulk Trash Collection to Twice per Year Solid Waste Equipment Operator Household Hazardous Waste Program Total - Public Works $28,355 $40,000 $303,000 $0 $371,355 $87,540 $232,500 $178,390 $35,000 $533,430 $115,895 $272,500 $481,390 $35,000 $904,785 Total - Residential Solid Waste Fund $371,355 $533,430 $904,785 Mandated Stormwater Permitting Replacement Dump trailer Additional Basin and Channel Maintenance Total - Public Works $200,000 $10,000 $0 $210,000 $0 $1,000 $30,000 $31,000 $200,000 $11,000 $30,000 $241,000 Total - Storm Water Drainage System Fund $210,000 $31,000 $241,000 $20,000 $20,000 $400 $400 $20,400 $20,400 Commercial Solid Waste Fund Public Works Commercial Front Load 2720-01 Residential Solid Waste Fund Public Works Residential Collection Residential Collection Residential Recycling Solid Waste Environmental 2760-01 2760-02 2770-02 2810-04 Storm Water Drainage System Fund Public Works Storm Drain - NPDES Storm Drain - NPDES Storm Drain - NPDES 2900-03 2900-03 2900-04 Fleet Services Fund Public Works Fleet Maintenance 3420-01 Medium Duty Vehicle Lift Total - Public Works 421 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2016 FY 2016 One-time Cost Ongoing Cost Supplemental Description Total - Fleet Services Fund FY 2016 Total Cost $20,000 $400 $20,400 Total - City Attorney $0 $0 $105,000 $105,000 $105,000 $105,000 Total - Insurance Reserve Fund $0 $105,000 $105,000 Required Building System Equipment Repair Total - Public Works $0 $0 $150,000 $150,000 $150,000 $150,000 Total - Facilities Maintenance Fund $0 $150,000 $150,000 Technical Support Staffing Applications System Analyst (Accela) Additional Ongoing Software & Hardware Maintenance Technology Security Assessment HelpDesk System Upgrade/Replacement Technology System Upgrades/Projects Prof Services Microsoft Office License Upgrades Network Storage Replacements Network Analyzer Appliance Total - Information Technology $105,000 $7,660 $40,000 $80,000 $40,000 $150,000 $50,000 $30,000 $25,000 $527,660 $0 $90,965 $107,015 $0 $0 $0 $0 $0 $0 $197,980 $105,000 $98,625 $147,015 $80,000 $40,000 $150,000 $50,000 $30,000 $25,000 $725,640 Total - Information Technology Fund $527,660 $197,980 $725,640 $40,000 $40,000 $0 $0 $40,000 $40,000 Insurance Reserve Fund City Attorney Insurance Prem/Deduct 3600-01 Liability Insurance Cost Increases Facilities Maintenance Fund Public Works Technical Operations 3700-01 Information Technology Fund Information Technology IT Operations IT Operations IT Operations IT Operations IT Operations IT Operations IT Operations IT Operations IT Operations 3750-01 3750-02 3750-03 3750-04 3750-05 3750-06 3750-08 3750-09 3750-10 Highway User Fund Engineering Traffic Engineering 7043-01 ITS Maintenance Support Services Total - Engineering 422 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department FY 2016 FY 2016 One-time Cost Ongoing Cost FY 2016 Total Cost Fund / Department / Division Suppl. # Supplemental Description Public Works Traffic Signal Maintenance Traffic Signal Maintenance Street Maintenance 7020-01 7020-04 7030-01 Test Equipment and Replacement of Signal Batteries Street Lighting Electricity Asphalt Patch Truck Total - Public Works $0 $0 $225,000 $225,000 $26,000 $50,520 $15,000 $91,520 $26,000 $50,520 $240,000 $316,520 Total - Highway User Fund $265,000 $91,520 $356,520 FY16 HOME Funding Total - Planning and Community Development $0 $0 $3,150 $3,150 $3,150 $3,150 Total - Home Grant Fund $0 $3,150 $3,150 FY16 NSP3 Funding Total - Planning and Community Development $220,000 $220,000 $0 $0 $220,000 $220,000 Total - Neighborhood Stabilization Grant III Fund $220,000 $0 $220,000 Total - Public Works $143,000 $143,000 $0 $0 $143,000 $143,000 Total - Public Transit Fund $143,000 $0 $143,000 DDD Group Supported Employment Extended Hours of Service for Adult Day Programs Total - Community Services $0 $0 $0 $23,498 $44,049 $67,547 $23,498 $44,049 $67,547 Home Grant Fund Planning and Community Development Home Grant 7150-01 Neighborhood Stabilization Grant III Fund Planning and Community Development Neighborhood Stabilization Grant III 7180-01 Public Transit Fund Public Works Transit Division 7200-01 Transit Replacement Buses Adult Day Program Grant Fund Community Services Adult Day Prg Grant Adult Day Prg Grant 7250-01 7250-02 423 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description FY 2016 FY 2016 One-time Cost Ongoing Cost FY 2016 Total Cost Total - Adult Day Program Grant Fund $0 $67,547 $67,547 VOCA Grant Match Firearm Training Supplies Taser Replacement SWAT Vests K-9 Replacement Leadership Training Annual Maintenance Fee - Lexipol Policy Updates Mobile Field Force Equipment Forensic Computer Equipment SAU Weapons Replacement Ballistic Shields Replacement Operational Vehicles (2) Total - Police $10,000 $90,000 $41,000 $30,000 $15,000 $15,000 $4,950 $5,000 $13,000 $30,000 $26,000 $64,000 $343,950 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000 $90,000 $41,000 $30,000 $15,000 $15,000 $4,950 $5,000 $13,000 $30,000 $26,000 $64,000 $343,950 Total - State Anti-Racketeering - PD Fund $343,950 $0 $343,950 City Atty Pros Forf. Grant - Technology Updates Temporary Support Staff During Employee FMLA Leave Total - City Attorney $2,200 $4,000 $6,200 $0 $0 $0 $2,200 $4,000 $6,200 Total - State Anti-Racketeering - CAO Fund $6,200 $0 $6,200 $6,929,765 $3,555,982 $10,485,747 State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd 7500-01 7500-02 7500-03 7500-04 7500-05 7500-06 7500-07 7500-08 7500-09 7500-10 7500-11 7500-12 State Anti-Racketeering - CAO Fund City Attorney St Anti-Racketeering-Cao St Anti-Racketeering-Cao 7720-01 7720-02 Total - Additions/(Reductions) 424 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 12 - Improvement District Revenues DESCRIPTION PROJECTED FY2016 PROJECTED FY2016 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 SLID 70 SLID 71 SLID 72 SLID 73 SLID 76 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 Sweetwater Ridge Unit 3 Teresita Country Club Estates @ WBV Fletcher Heights Phase 1A Silverton $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,320 1,459 1,073 1,732 1,621 2,557 7,236 1,621 1,192 2,675 826 1,485 1,981 3,688 891 2,377 2,969 2,722 773 1,757 1,897 4,040 1,732 249 2,866 2,039 3,051 3,051 2,269 1,650 1,367 3,969 2,226 661 1,897 2,646 6,019 743 1,814 730 2,339 1,402 1,155 2,474 1,053 2,748 2,639 12,036 1,485 1,979 414 2,189 8,881 5,363 2,309 1,732 661 1,702 3,134 3,628 3,216 480 1,937 990 16,630 6,019 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 174 SLID 176 SLID 177 SLID 179 SLID 183 SLID 184 SLID 185 SLID 187 SLID 188 SLID 189 SLID 190 SLID 191 SLID 195 SLID 197 SLID 198 SLID 199 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 Hunter Field Estates Twin Palms Desert Star Subdivision Westwing Mountain Parcel 1A Westwing Mountain Parcel 4 Westwing Mountain Parcel 5 Westwing Mountain Parcel 6 Westwing Mountain Parcel 8 Westwing Mountain Parcel 9 Westwing Mountain Parcel 10 Westwing Mountain Parcel 11 Westwing Mountain Parcel 12 South Bay Unit 2 @ Ventana Lakes Sun Cliff V Fletcher Heights 3A Fletcher Heights 3B $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,697 9,005 4,158 1,911 11,059 2,851 8,976 2,023 5,281 4,045 3,448 3,643 2,429 1,567 3,933 10,225 5,177 4,271 2,136 1,462 1,124 900 563 563 563 675 2,014 787 3,596 743 1,216 5,619 6,180 3,821 3,484 1,574 1,349 3,903 2,360 1,911 1,650 1,552 2,497 2,786 1,320 2,977 3,074 1,296 2,421 1,378 1,684 1,633 7,688 1,799 337 226 451 1,349 1,574 1,236 1,573 1,462 2,248 3,253 11,718 3,467 SLID 77 SLID 78 SLID 79 SLID 80 SLID 82 SLID 83 SLID 84 SLID 93 SLID 94 SLID 95 SLID 96 SLID 97 SLID 98 SLID 99 SLID 101 SLID 102 Deer Village Unit 3 Deer Village Unit 1 Deer Village Unit 2 Deer Village Unit 4 Pivotal Peoria Center Tracts C & D Fairmont Unit 1 Fairmont Unit 2 Terramar Parcel 1 Terramar Parcel 2A Terramar Parcel 3 Terramar Parcel 4A Terramar Parcel 5 Terramar Parcel 6 Terramar Parcel 7B Terramar Parcel 9A Terramar Parcel 10A $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,320 1,979 2,144 1,567 1,782 4,783 2,969 4,924 563 2,751 1,709 1,567 3,597 1,986 1,155 661 SLID 201 SLID 202 SLID 204 SLID 205 SLID 206 SLID 207 SLID 208 SLID 209 SLID 210 SLID 211 SLID 212 SLID 213 SLID 214 SLID 215 SLID 216 SLID 218 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 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 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,484 900 3,361 1,320 1,216 3,387 2,557 2,639 908 1,238 1,155 990 826 661 1,073 990 425 DESCRIPTION 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 1017 SLID 1018 SLID 1020 SLID 1021 SLID 1022 SLID 1023 SLID 1025 SLID 1031 SLID 1033 SLID 1034 SLID 1038 SLID 1039 SLID 1046 SLID 1048 SLID 1049 SLID 1050 SLID 1055 SLID 1063 SLID 1065 SLID 1067 SLID 1068 SLID 1069 SLID 1070 SLID 1071 SLID 1074 SLID 1076 SLID 1077 SLID 1079 SLID 1081 SLID 1082 MID 1 MID 2 MID 3 MID 4 MID 5 MID 6 MID 7 MID 10 MID 69 MID 1025 MID 1044 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 Vistancia Parcel G2 Park Rose Plaza Del Rio Phase I Plaza Del Rio Phase 2 Tierra del Rio Parcel 6 Tierra del Rio Parcel 28 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 Tierra del Rio Parcel 12 Tierra del Rio Parcel 11 Sunset Ranch IIA Sunset Ranch IIB Vistancia Parcel F5 Vistancia Parcel F1 The Meadows Parcel 4A Sunset Ranch IIC Sunset Ranch IID Sunset Ranch IIE Umbria Estates Sunset Ranch IIF Tierra del Rio Parcel 27 Terramar Parcel 10B Tierra Buena Sunset Ranch IIG Sunset Ranch IIH 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 FY2016 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,289 2,391 5,688 1,897 3,299 2,309 1,732 1,650 2,639 2,804 1,732 1,155 2,012 900 2,923 2,136 8,986 1,007 1,342 3,875 1,155 2,062 661 743 1,073 496 1,732 1,402 496 249 661 1,814 2,977 1,897 6,959 9,977 2,386 5,704 11,593 7,874 649 4,933 10,603 7,831 11,560 13,863 2,160 15,294 14,703 2,738 1,961 4,173 3,689 9,856 1,498 392 3,237 1,388 1,847 13,063 5,387 3,809 1,845 1,845 $ 685,522 $ $ $ $ $ $ $ $ $ $ $ 10,071 9,905 9,120 9,374 19,588 10,849 13,204 18,087 12,499 8,645 8,282 $ 129,624 City of Peoria FY 2016 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 67,020,184 80,779,406 77,740,613 27,987,347 - 14,778,530 38,293,836 306,599,916 Total Fund Balance 67,020,184 80,779,406 77,740,613 27,987,347 - 14,778,530 38,293,836 306,599,916 64,683,097 14,896,487 - - - - 14,756,977 94,336,561 - - - - - - 476,738 476,738 Charges for Service 27,118,704 5,410,342 78,611,823 42,325,307 - - - 153,466,176 Fines & Forfeitures 1,840,099 160,000 - - - - - 2,000,099 244,000 194,435 292,405 102,500 - 60,450 173,500 1,067,290 39,397,695 15,821,789 - - 30,600 - - 55,250,084 2,677,404 - - - - - - 2,677,404 Miscellaneous Income 747,073 23,845 30,000 28,000 - 5,613,621 - 6,442,539 Rents 618,463 - 1,715,000 - - - - 2,333,463 - - 7,540,000 - - 52,965,880 - 60,505,880 8,257,618 1,685,522 4,569,084 3,066,449 - - 3,691,832 21,270,505 145,584,153 38,192,420 92,758,312 45,522,256 30,600 58,639,951 19,099,047 399,826,739 Personal Services 94,684,594 5,546,018 13,965,506 8,906,969 30,600 - - 123,133,687 Contractual Services 42,344,136 12,868,368 34,825,067 28,628,251 - 2,872,262 23,826 121,561,910 Commodities 4,110,498 980,802 3,290,641 4,137,504 - - - 12,519,445 Capital Outlay 3,832,093 42,802,668 49,547,598 6,729,894 - 65,585,127 - 168,497,380 Debt Service 895,000 - 12,903,673 - - - 25,638,905 39,437,578 Contingency 22,700,000 6,150,000 13,850,000 2,150,000 - 1,000,000 - 45,850,000 Transfers Out 13,780,741 2,483,276 3,916,921 1,089,567 - - - 21,270,505 182,347,062 70,831,132 132,299,406 51,642,185 30,600 69,457,389 25,662,731 532,270,505 30,257,275 48,140,694 38,199,519 21,867,418 0 3,961,092 31,730,152 174,156,150 Sources Taxes Assessment Revenue Interest Income Intergovernmental Revenue Licenses & Permits Bond Proceeds Transfers In Total Sources Uses Total Uses Estimated Balance 6/30/16 426 Estimated Revenues Other than Property Taxes Other Financing Sources Other Financing (Uses) Interfund Transfers In Interfund Transfers (Out) Reduction for Amounts Not Available: 2016 2016 2016 2016 2016 2016 427 * ** *** Budgeted Expenditures/Expenses 2016 E D D D D C B B E E 68,347,856 116,488,550 2,483,276 1,685,522 0 0 36,506,898 80,779,406 35,451,394 81,232,284 Special Revenue Fund 25,662,731 57,392,883 0 3,691,832 0 0 680,238 14,726,977 38,293,836 24,124,328 25,189,404 Debt Service Fund 69,457,389 80,958,481 0 0 0 66,119,501 60,450 14,778,530 17,081,044 68,998,319 Capital Projects Fund 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 expenditure limitation 168,566,321 198,823,596 13,780,741 8,257,618 0 0 135,088,035 2,238,500 67,020,184 131,834,806 144,784,041 General Fund 30,600 30,600 0 0 0 0 30,600 30,600 30,600 Permanent Fund FUNDS $ $ $ 2015 471,198,694 471,198,694 175,810,528 295,388,166 788,205,401 $ $ $ 128,382,485 159,042,004 3,916,921 4,569,084 0 0 80,649,228 77,740,613 82,901,658 101,956,149 511,000,000 685,156,150 0 0 0 0 21,270,505 21,270,505 0 66,119,501 295,471,256 14,726,977 2,238,500 306,599,916 333,822,198 471,198,694 Total All Funds Includes Expenditure/Expense Adjustments Approved in the 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 on this line 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). 511,000,000 185,191,317 325,808,683 819,983,730 2016 511,000,000 50,552,618 72,420,036 1,089,567 3,066,449 0 0 42,455,807 27,987,347 42,398,368 49,007,897 Enterprise Funds Internal Service Available Funds 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. Total Financial Resources Available 2016 LESS: Amounts for Future Debt Retirement: Primary Property Tax Levy Secondary Property Tax Levy Fund Balance/Net Position at July 1*** 2016 2016 Actual Expenditures/Expenses** 2015 2016 Adopted/Adjusted Budgeted Expenditures/Expenses* 2015 Fiscal Year S c h Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2016 City of Peoria FY 2016 Annual Program Budget Schedules City of Peoria FY 2016 Annual Program Budget Schedules Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2016 2015 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2016 4,720,872 $ 4,815,289 2,115,485 14,446,518 16,562,003 $ 2,238,500 14,726,977 16,965,477 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ $ $ 2,009,711 105,774 2,115,485 13,724,192 722,326 14,446,518 16,562,003 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 zero 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. 428 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES 2015 SOURCE OF REVENUES ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2016 GENERAL FUND Local taxes General Fund Half Cent Sales Tax Fund $ 42,315,959 16,969,450 Licenses and permits General Fund $ 44,114,890 17,938,999 $ 44,627,575 17,817,022 2,574,540 2,657,634 2,677,404 Intergovernmental General Fund 37,518,728 38,431,848 39,397,695 Charges for services General Fund 25,841,648 26,744,176 27,118,704 1,960,274 1,824,224 1,840,099 257,000 70,000 198,000 32,000 209,000 35,000 1,288,463 1,647,752 1,365,536 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 $ 128,796,062 $ 133,589,523 $ 135,088,035 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 429 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES 2015 SOURCE OF REVENUES ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2016 SPECIAL REVENUE FUNDS Streets Fund $ $ 12,602,372 12,602,372 $ $ 12,992,467 12,992,467 $ $ 12,877,118 12,877,118 Transit Fund $ $ 431,700 431,700 $ $ 495,056 495,056 $ $ 450,000 450,000 Street Light Improvement Districts Fund Maintenance Improvement Districts Fund $ $ $ 577,089 142,969 720,058 $ $ 549,378 142,949 692,327 $ 686,022 129,744 815,766 Development Fee Funds $ $ 13,201,344 13,201,344 $ $ 4,245,898 4,245,898 $ $ 4,494,665 4,494,665 Grant Funds $ 7,910,797 $ 4,048,362 $ 7,083,126 $ 7,910,797 $ 4,048,362 $ 7,083,126 $ 10,348,387 $ 10,910,050 $ 10,786,223 $ 10,348,387 $ 10,910,050 $ 10,786,223 Total Special Revenue Funds $ 45,186,927 $ 33,411,891 $ 36,506,898 Transportation Sales Tax 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. 430 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES 2015 SOURCE OF REVENUES ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2016 DEBT SERVICE FUNDS General Obligation Bonds Fund Improvement Districts Funds Municipal District Authority Fund $ $ $ 185,000 476,688 85,000 746,688 $ 190,435 477,788 25,000 693,223 Total Debt Service Funds $ General Obligation Bonds $ $ 190,000 478,238 12,000 680,238 746,688 $ 693,223 $ 680,238 $ $ 19,200 19,200 $ $ 2,485 2,485 $ $ 450 450 County Transportation Sales Tax $ $ 65,000 65,000 $ $ 50,644 50,644 $ $ 50,000 50,000 Strategic Capital Projects $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 10,000 10,000 Total Capital Projects Funds $ 94,200 $ 63,129 $ 60,450 CAPITAL PROJECTS FUNDS * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 431 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES 2015 SOURCE OF REVENUES ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2016 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 35,853,535 109,630 1,409,500 37,372,665 $ 35,532,834 108,630 2,528,275 38,169,739 $ 37,700,135 116,914 4,566,325 42,383,374 $ $ 20,076,522 150,774 760,215 20,987,511 $ $ 19,653,522 112,709 98,000 19,864,231 $ 20,349,208 115,286 858,630 21,323,124 Storm Water Drainage System Fund $ $ 824,200 824,200 $ $ 849,200 849,200 $ $ 859,300 859,300 Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Funds Sanitation Expansion Funds $ $ $ 9,143,121 2,409,805 1,002,331 24,000 12,579,257 $ $ 9,193,421 2,305,400 954,400 28,000 12,481,221 $ 9,612,500 2,362,750 1,000,293 25,000 13,000,543 $ $ 2,854,700 283,588 3,138,288 $ $ 2,808,590 302,709 3,111,299 $ $ 2,818,000 264,887 3,082,887 Total Enterprise Funds $ 73,680,605 $ 75,697,006 $ 80,649,228 ENTERPRISE FUNDS Water Fund Water Replacement & Reserves Fund Water Expansion & Improvement Districts $ $ Wastewater Fund Wastewater Replacement & Reserves Fund Wastewater Expansion & Improvement Districts 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. 432 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES 2015 SOURCE OF REVENUES ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2016 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 5,331,393 1,529,798 307,327 7,168,518 $ 5,080,537 1,554,798 307,976 6,943,311 $ $ $ 2,614,029 1,390,660 15,049,349 19,054,038 $ $ 2,726,948 1,393,699 16,196,498 20,317,145 $ 2,406,404 1,465,415 16,262,727 20,134,546 Facilities Maintenance Fund $ $ 5,943,121 5,943,121 $ $ 5,945,316 5,945,316 $ $ 5,861,798 5,861,798 Information Technology Fund Information Technology Reserve Fund $ 7,861,107 706,045 $ 7,863,307 708,186 $ 8,441,680 705,500 $ 8,567,152 $ 8,571,493 $ 9,147,180 Total Internal Service Funds $ 40,732,829 $ 41,777,265 $ 42,455,807 TOTAL ALL FUNDS $ 289,267,911 $ 285,262,637 $ 295,471,256 $ Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance $ $ $ 5,299,380 1,676,720 336,183 7,312,283 * 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. 433 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 17 - Auditor General Schedule D Other Financing Sources/ and Interfund Transfers Fiscal Year 2016 OTHER FINANCING 2016 SOURCES FUND GENERAL FUND General Fund $ Half Cent Sales Tax Fund Economic Development Reserve Fund Total General Fund $ INTERFUND TRANSFERS 2016 IN $ $ 6,082,618 $ 580,346 13,200,395 $ $ 2,175,000 8,257,618 $ 13,780,741 233,608 143,773 240,528 1,000,000 50,000 685,522 129,624 221 2,483,276 SPECIAL REVENUE FUNDS Streets Fund $ Transit 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 $ $ $ 1,685,522 $ $ $ 1,685,522 $ DEBT SERVICE FUNDS MDA Debt Service $ Total Debt Service Funds $ $ $ $ $ 3,691,832 3,691,832 $ $ CAPITAL PROJECTS FUNDS Proposed G.O. Bonds Future Issue Proposed MDA Bonds Future Issue Proposed Revenue Bonds Future Issue Capital Projects - Outside Sources $ 22,665,880 30,300,000 7,540,000 5,613,621 $ $ $ Total Capital Projects Funds $ 66,119,501 $ $ $ $ $ $ $ $ $ $ $ 1,860,000 $ $ $ 2,582,084 127,000 4,569,084 2,097 773 2,538 662 2,355 2,905,730 711,300 291,466 $ 3,916,921 $ $ $ 1,766 325,000 PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS $ Sports Complex Fund Storm Water Drainage System Fund Residential Solid Waste Fund Commercial Solid Waste Fund Solid Waste Expansion Fund Water Fund Water Resources Fund Wastewater Fund Wastewater Equipment Reserve Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet Services Fund Fleet Reserve Fund Streets/Transit Equipment Reserve Insurance Reserve Fund Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund Facilities Maintenance Fund $ 325,000 169,300 368,000 989,229 821,685 310,235 83,000 434 441 756,290 6,070 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 17 - Auditor General Schedule D Other Financing Sources/ and Interfund Transfers Fiscal Year 2016 FUND Total Internal Service Funds $ TOTAL ALL FUNDS $ OTHER FINANCING 2016 SOURCES $ 66,119,501 435 $ $ INTERFUND TRANSFERS 2016 IN 3,066,449 $ 1,089,567 $ 21,270,505 $ 21,270,505 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2016 FUND/DEPARTMENT GENERAL FUND City Attorney $ City Clerk Community Services Development and Engineering Economic Development Services Finance & Budget Finance Utilities Fire-Medical Human Resources Leadership and Management 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 - Development & Engineering $ Streets - Public Works Transportation Sales Tax Fund-Non-Deptl Development Fee Funds - Non-Deptl 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 - Municipal Court Other Grants - Non-City Entity Other Grants - Non-Departmental Other Grants - Planning and Comm Dev Other Grants - Public Works Community Service Grants - Community Services Total Special Revenue Funds $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 3,264,380 971,151 22,311,291 6,625,196 1,573,802 5,214,722 5,000,608 23,957,261 2,514,788 2,510,130 705,276 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 $ (10,806,753) 912 270,550 (17,770) 264,781 $ (9,674,260) $ $ 27,852 $ (6,835) 2,805,587 (2,068,010) (77,926) 10,100 571,233 743,577 45,687 $ 55,209 36,148 (1,806,801) 59,940 295,000 16,705 707,466 $ 3,000,000 1,957,448 520,717 80,522,371 $ 135,460 309,745 144,931 (227,448) 139,549 21,374 66,209 24,200 4,900 581,359 1,665,715 12,838 323,853 DEBT SERVICE FUNDS General Obligation Bonds - Finance & Budget $ MDA Bonds - Finance & Budget Improvement Districts - Finance & Budget Total Debt Service Funds $ 16,042,634 8,670,482 476,288 25,189,404 $ $ $ $ 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 $ 12,115,771 37,119,135 3,113,186 2,783,581 5,603,048 60,734,721 $ 30,600 30,600 $ $ PERMANENT FUNDS Fireman's Pension - Fire $ Total Permanent Funds $ 436 $ 5,988,621 38,509 2,334,350 9,898 31,208 8,402,586 BUDGETED EXPENDITURES/ EXPENSES 2016 ACTUAL EXPENDITURES/ EXPENSES* 2015 3,374,025 971,151 22,804,741 6,873,577 1,718,733 5,069,808 5,140,157 23,978,635 2,527,409 2,515,471 705,276 1,850,261 4,001,835 1,439,493 2,323,427 40,482,453 673,750 4,027,886 1,025,968 330,750 131,834,806 $ 1,265,673 13,754,382 8,952,071 5,902,386 60,708 1,313,050 17,688 47 571,233 1,019,214 310,892 12,838 311,062 36,148 $ 1,089,870 295,000 539,132 35,451,394 $ 3,204,841 905,386 22,757,158 7,027,231 1,620,347 5,569,126 5,028,062 26,908,354 2,716,901 2,654,357 663,050 1,944,394 25,606,859 1,505,039 2,851,681 41,926,694 691,272 6,896,117 7,739,452 350,000 168,566,321 1,244,702 13,881,963 27,996,168 16,538,431 331,959 1,077,848 24,268 2,000 626,331 1,005,205 12,837 248,446 3,000,000 1,878,439 $ 479,259 68,347,856 16,042,634 7,605,406 476,288 24,124,328 $ $ $ 4,290,333 6,360,128 3,389,577 2,443,479 597,527 17,081,044 $ 20,197,625 30,300,000 8,401,500 350,000 10,208,264 69,457,389 $ $ 30,600 30,600 $ $ 30,600 30,600 $ $ 16,433,963 8,752,030 476,738 25,662,731 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2016 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 ENTERPRISE FUNDS Water - Public Works $ Water Replacement & Reserves - Public Works Water Expansion - Public Works Water Bonds - 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 $ 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 INTERNAL SERVICE FUNDS Fleet Maintenance - Public Works $ Fleet Reserve - Public Works Insurance Reserve - City Attorney Insurance Reserve - Human Resources Facilities Maintenance - Public Works Information Technology Information Technology Reserve Information Technology Projects Total Internal Service Funds $ TOTAL ALL FUNDS $ 5,330,744 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 43,757,142 1,484,601 10,516,640 $ (260,488) $ (602,936) (1,498,125) (34,942) (59,502) 178,702 $ 87,654 1,961,964 (227,673) $ $ $ (199,202) 771,029 $ $ 4,047 30,176 185,831 791,881 BUDGETED EXPENDITURES/ EXPENSES 2016 ACTUAL EXPENDITURES/ EXPENSES* 2015 $ $ 36,481,750 1,034,601 3,072,418 22,320,597 37,600 734,678 9,361,038 2,386,073 393,334 100,000 4,795,148 2,184,421 82,901,658 5,078,948 2,445,698 2,457,487 16,125,980 6,026,810 8,899,014 804,031 560,400 42,398,368 333,822,198 $ $ $ $ $ 56,802,630 1,422,534 11,980,197 7,540,000 24,721,454 486,119 4,624,085 10,454,455 2,621,786 2,216,900 472,933 4,738,874 300,518 128,382,485 5,297,614 5,020,114 3,295,868 18,717,517 5,944,297 9,562,203 1,681,685 1,033,320 50,552,618 511,000,000 * 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. 437 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2016 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2015 2015 2015 2016 $ $ Department Total $ 3,264,380 17,688 3,294,397 6,576,465 $ $ Department Total $ 971,151 971,151 $ $ Community Services General Fund $ Other Grants Community Service Grants Sports Complex Operations/Maintenance Sports Complex Equipment Reserves Department Total $ 22,311,291 1,665,715 520,717 4,707,494 395,170 29,600,387 $ City Clerk General Fund Development and Engineering General Fund Streets Capital Projects $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES $ Department Total $ Economic Development Services General Fund Other Reserve Funds $ Department Total $ Finance & Budget General Fund General Obligation Bonds MDA Bonds Improvement Districts $ Department Total $ Fire-Medical General Fund Public Safety Grants Fireman's Pension $ Department Total $ Human Resources General Fund Other Grants Insurance Reserve $ Department Total $ Information Technology Information Technology Information Technology Reserve Information Technology Projects Leadership and Management General Fund Mayor and Council General Fund Municipal Court General Fund Other Grants $ 6,625,196 1,242,822 3,113,186 10,981,204 1,573,802 3,875,000 5,448,802 $ $ $ $ $ $ 3,374,025 17,688 2,457,487 5,849,200 $ 3,204,841 24,268 3,295,868 6,524,977 $ $ 971,151 971,151 $ $ 905,386 905,386 135,460 45,687 16,705 87,654 1,961,964 2,247,470 $ 22,804,741 310,892 539,132 4,795,148 2,184,421 30,634,334 $ 22,757,158 1,005,205 479,259 4,738,874 300,518 29,281,014 309,745 27,852 2,334,350 2,671,947 $ 6,873,577 1,265,673 3,389,577 11,528,827 $ 144,931 264,781 409,712 $ $ $ 10,215,330 $ 16,042,634 8,670,482 476,288 35,404,734 $ (87,899) $ 23,957,261 4,900 30,600 23,992,761 $ 21,374 571,233 $ $ 592,607 $ $ 66,209 $ $ 771,029 837,238 $ 2,514,788 12,838 17,785,319 20,312,945 Department Total $ 9,102,318 936,400 1,099,060 11,137,778 $ Department Total $ $ 2,510,130 2,510,130 $ $ 24,200 24,200 $ Department Total $ 705,276 705,276 $ $ $ 1,870,388 323,853 2,194,241 $ 438 $ (87,899) $ 4,047 30,176 185,831 220,054 Department Total $ $ $ 55,209 55,209 $ 1,718,733 1,025,968 2,744,701 $ $ $ $ $ 10,209,965 16,042,634 7,605,406 476,288 34,334,293 $ 23,978,635 571,233 30,600 24,580,468 $ 2,527,409 12,838 16,125,980 18,666,227 $ $ $ $ 1,620,347 7,739,452 9,359,799 10,597,188 16,433,963 8,752,030 476,738 36,259,919 26,908,354 2,000 30,600 26,940,954 2,716,901 12,837 18,717,517 21,447,255 $ 8,899,014 804,031 560,400 10,263,445 $ 9,562,203 1,681,685 1,033,320 12,277,208 $ $ 2,515,471 2,515,471 $ $ 2,654,357 2,654,357 $ $ 705,276 705,276 $ $ 663,050 663,050 $ 1,850,261 311,062 2,161,323 $ 1,944,394 248,446 2,192,840 $ $ 7,027,231 1,244,702 8,401,500 16,673,433 $ City of Peoria FY 2016 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2016 DEPARTMENT/FUND 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 Development Outside Source Fund Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2015 2015 2015 2016 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 $ Department Total $ Planning and Community Development General Fund $ Home and Housing Grants Other Grants Department Total $ Office of Communications General Fund Police General Fund Attorney Grants Public Safety Grants $ $ 2,805,587 (2,068,010) (1,770,653) 5,988,621 38,509 9,898 31,208 (5,789,363) $ 4,001,835 4,027,886 330,750 8,952,071 5,902,386 36,148 4,290,333 6,360,128 2,443,479 597,527 36,942,543 $ 25,606,859 6,896,117 350,000 27,996,168 16,538,431 3,000,000 20,197,625 30,300,000 350,000 10,208,264 141,443,464 1,450,008 1,450,008 $ $ $ $ 1,439,493 1,439,493 $ $ 1,505,039 1,505,039 2,542,177 361,808 1,957,448 4,861,433 $ 2,323,427 60,708 1,089,870 3,474,005 $ $ 912 $ (77,926) 59,940 (17,074) $ $ 2,851,681 331,959 1,878,439 5,062,079 $ 40,223,216 $ $ 41,926,694 Department Total $ 581,359 40,804,575 $ 40,482,453 47 1,019,214 41,501,714 $ 626,331 42,553,025 673,750 13,754,382 1,313,050 295,000 36,481,750 1,034,601 3,072,418 $ Public Works General Fund $ Streets Transit Other Grants Water Water Replacement & Reserves Water Expansion Water Bonds Wastewater Wastewater Replacement & Reserves Wastewater Expansion Residential Solid Waste Commercial Solid Waste Solid Waste Reserves Solid Waste Expansion Fleet Maintenance Fleet Reserve Facilities Maintenance Department Total $ TOTAL ALL DEPARTMENT/FUND $ 673,750 15,534,513 1,363,050 270,550 10,100 743,577 1,024,227 $ $ $ $ (6,835) 295,000 (260,488) 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 5,330,744 4,640,968 6,026,810 130,650,993 470,000,000 (10,806,753) $ (17,770) (602,936) (1,498,125) (34,942) (59,502) 178,702 (199,202) $ $ (2,188,328) $ $ 22,320,597 37,600 734,678 9,361,038 2,386,073 393,334 100,000 5,078,948 2,445,698 6,026,810 105,509,727 333,822,198 $ $ $ 691,272 13,881,963 1,077,848 56,802,630 1,422,534 11,980,197 7,540,000 24,721,454 486,119 4,624,085 10,454,455 2,621,786 2,216,900 472,933 5,297,614 5,020,114 5,944,297 155,256,201 511,000,000 * 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. 439 City of Peoria FY 2016 Annual Program Budget Schedules Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2016 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) 2016 Employee Salaries and Hourly Costs 2016 Retirement Costs 2016 Total Estimated Personnel Compensation 2016 Other Benefit Costs 2016 Healthcare Costs 2016 833.80 $ 59,253,276 $ 11,569,810 $ 11,028,551 $ 5,705,600 $ 87,557,237 44.80 7.50 0.92 6.25 0.90 60.37 $ 2,711,710 349,480 64,152 176,019 113,499 3,414,859 $ 335,807 42,425 8,417 20,676 $ 637,074 58,092 14,976 60,824 $ $ $ 407,326 $ 770,966 $ 348,162 40,569 5,830 17,996 8,973 421,530 4,032,753 490,566 93,374 275,517 122,471 5,014,681 $ $ DEBT SERVICE FUNDS Total Debt Service Funds $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ CAPITAL PROJECTS FUNDS Total Capital Projects Funds PERMANENT FUNDS Total Permanent Funds ENTERPRISE FUNDS Sports Complex Fund Water Fund Wastewater Fund Commercial Solid Waste Fund Residential Solid Waste Fund Storm Water Drainage System Fund Total Enterprise Funds 17.50 55.50 31.50 7.70 41.80 4.20 158.20 $ INTERNAL SERVICE FUND Fleet Maintenance Fund Insurance Reserve Fund Facilities Maintenance Fund Information Technology Fund Total Internal Service Fund 11.50 2.00 38.75 41.00 93.25 $ TOTAL ALL FUNDS 1,145.62 988,473 3,449,605 1,877,826 359,820 2,105,795 218,215 8,999,735 $ $ $ 651,816 121,802 2,029,636 3,499,289 6,302,543 $ 77,970,413 $ 124,441 431,728 229,642 44,469 260,741 27,348 1,118,370 $ $ $ 83,327 14,751 251,403 432,099 781,579 $ 13,877,084 $ 440 192,590 699,342 385,144 110,013 568,759 47,422 2,003,270 $ $ $ 130,721 13,325 447,846 456,951 1,048,843 $ 14,851,631 $ 101,873 349,377 202,450 48,300 258,659 25,018 985,677 $ $ $ 72,543 9,564 208,543 275,108 565,757 $ 938,407 159,442 2,937,427 4,663,447 8,698,723 $ 7,678,564 $ 114,377,693 $ $ 1,407,377 4,930,052 2,695,062 562,603 3,193,954 318,004 13,107,052 City of Peoria FY 2016 Annual Program Budget Appendix RESOLUTION NO. 2015-63 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PEORIA, ARIZONA, ADOPTING THE TENTATIVE BUDGET FOR THE FISCAL PERIOD BEGINNING JULY 1,2015, AND ENDING JUNE 30, 2016 SPECIFYING THE OBJECT AND PURPOSE FOR WHICH SUCH BUDGET IS MADE; AND DIRECTING THE CITY CLERK TO PUBLISH SAID PROPOSED BUDGET IN ACCORDANCE WITH ARIZONA STATE STATUTES. WHEREAS, the City Manager of the City of Peoria, Arizona, has submitted to the Mayor and Council a Tentative budget for the fiscal period beginning July 1,2015, and ending June 30,2016, as required by the Peoria City Code; and WHEREAS, the Mayor and City Council of the City of Peoria, Arizona, have reviewed said proposed budget; and NOW, THEREFORE, BE IT RESOLVED by the Mayor and~City Council of the City of Peoria, Arizona, that the Tentative budget submitted by the City Manager for the fiscal period beginning July 1, 2015, and ending June 30, 2016 for the object or purpos~e specified on the attached Exhibit, and the same hereby is, tentatively adopted. BE IT FURTHER RESOLVED by the Mayor and City Council of the City of Peoria, Arizona, that the City Clerk of the City of Peoria, Arizona be, and the same hereby is, directed to publish the Tentative budget provided herein and tentatively adopted by the City Council in accordance with the statutes of the State of Arizona and the Peoria City Code. 441 City of Peoria FY 2016 Annual Program Budget Appendix Resolution No. 2015-63 Page 2 of 2 PASSED AND ADOPTED by the Mayor and City Council of the City of Peoria, Arizona this 2nd day of June 2015. ATTEST: Rhonda Geriminsky City Clerk APPROVED AS TO FORM: ~+-",~ ~ ~'k8 St~.Kemp City Attorney ATTACHMENT: Fiscal Year 2016 Tentative Budget 442 City of Peoria FY 2016 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. 443 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 2016 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. 444 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 2016 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. 445 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 2016 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. 446 City of Peoria FY 2016 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 447 City of Peoria FY 2016 Annual Program Budget Appendix Acknowledgements The development of the FY 2016 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 budgetrelated 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 448 City of Peoria Produced by FINANCE AND BUDGET DEPARTMENT 8401 West Monroe Street, Peoria, Arizona 85345 www.peoriaaz.gov