City of Peoria, Arizona Annual Program Budget FY 2017 peoriaaz.gov City of Peoria Annual Program Budget Fiscal Year 2017 Total Fiscal Year 2017 Budget $497,000,000 Operations $269,143,955 General Funds Special Revenue Enterprise Fund $142,371,315 $22,053,490 $56,325,121 General Fund Streets Water $139,333,398 $10,184,149 $23,412,402 Half Cent Wastewater $2,537,391 Transp. Sales Tax Funds $177,564 Other Reserve $500,526 Contingency $55,500,000 Internal Service Funds $48,363,429 Debt, Trust & Agency Funds $30,600 Fleet Maintenance $5,337,188 Fireman’s Pension $30,600 General Funds $31,250,000 $11,278,621 Fleet Reserve $3,861,538 Capital Bonds $0 Special Revenue $8,950,000 Development Fees $5,789,950 Solid Waste Residential $10,247,373 Insurance Reserve $20,823,028 Enterprise Fund $7,450,000 Home & Housing Grants Solid Waste Commercial $2,384,607 Facilities Maintenance $5,950,564 Internal Service Funds $2,950,000 $1,091,924 Stadium Ops. & Maint. $4,895,041 IT Operations $10,167,291 Capital Projects $4,500,000 Attorney Grants $25,260 Enterprise Reserves $3,329,907 IT Reserve $976,010 Public Safety Grants $576,062 Enterprise Expansion $777,170 IT Projects $1,247,810 $434,116 Transit Other Grants $3,283,724 Community Serv. Grants $490,741 i Debt Service Funds $400,000 Capital Projects $128,663,763 Long-Term Debt $43,692,282 $8,237,837 Special Revenue Funds $37,761,873 Enterprise Funds $46,909,084 Capital Project Funds $35,189,969 Internal Service Funds $565,000 General Funds Half Cent Wastewater General Fund Streets Water GO Bonds IT Reserve $445,000 $7,212,050 $1,971,949 $5,512,961 $20,783,130 $22,222,762 $565,000 Water Debt Service GO Bonds $21,322,010 Half Cent Sales Tax Fund Water Expansion $8,725,701 MDA Bonds $3,728,768 Transp. Sales Tax Funds $19,798,196 MDA Bonds $7,586,708 Other Reserve Funds $2,537,120 Development Fee Funds $12,450,716 Wastewater Streets/ED $5,878,376 $4,303,031 Wastewater Expansion $3,018,865 Outside Source Fund $8,664,176 $6,649,964 Development Fee Funds $0 Improvement Districts $476,550 Water Bonds $7,543,838 Sports Complex Ops/Maint. $450,000 Sports Complex Equip. Reserve $509,174 ii $0 City of Peoria FY 2017 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 16 Distinguished Budget Presentation Award 21 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 40 State Law 41 Budget Amendment Policy 41 Budget Basis 42 Performance Management 42 iii City of Peoria FY 2017 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 56 Debt Management Policy 58 Revenue Summary Revenue Summary 59 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 Community Services 84 Development and Engineering 99 Economic Development Services 109 Finance and Budget 117 Fire Department 131 iv City of Peoria FY 2017 Annual Program Budget Table of Contents Human Resources 136 Information Technology 140 Leadership and Management 146 Mayor and Council Office 150 Municipal Court 152 Office of Communications 155 Planning and Community Development 161 Police Department 169 Public Works-Utilities 180 Capital Projects Introduction 203 Financial Policies 204 CIP Development Process 205 Project Programming 207 Operating Budget Impact 210 Financing the CIP 211 CIP Summary by Funding Source 220 Drainage 222 Economic Development 233 Operational Facilities 239 Parks, Trails, Open Space, and Libraries 252 Public Safety 271 Streets and Traffic Control 277 Wastewater 309 Water 322 Schedules Schedule Descriptions 347 Schedule 1 – All Funds Summary 348 Schedule 2 – All Funds Revenue 350 Schedule 3 – All Funds Operating Expenditures 362 Schedule 4 – Transfers 374 Schedule 5 – Tax Levy and Tax Rate Information 376 v City of Peoria FY 2017 Annual Program Budget Table of Contents Schedule 6 – Personnel Summary by Department 377 Schedule 7 – Authorized Personnel by Department 378 Schedule 8 – Debt Service 397 Schedule 9 – Summary of Operating Capital 398 Schedule 10 – Capital Improvement Budget 403 Schedule 11 – Summary of Supplementals 418 Schedule 12 – Summary of Improvement District Revenues 426 Schedule 13 – Sources and Uses 427 Schedule 14 – State of AZ Auditor General Schedule A 428 Schedule 15 – State of AZ Auditor General Schedule B 429 Schedule 16 – State of AZ Auditor General Schedule C 430 Schedule 17 – State of AZ Auditor General Schedule D 435 Schedule 18 - State of AZ Auditor General Schedule E 436 Schedule 19 - State of AZ Auditor General Schedule F 437 Schedule 20 – State of AZ Auditor General Schedule G 439 Appendix Budget Adoption Resolution 441 Glossary of Terms 443 Acronyms 447 Acknowledgements 448 vi City of Peoria FY 2017 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 2016 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 2017 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 2017 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. Included here is a complete introduction and explanation of the CIP. This section also 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 2017 Annual Program Budget City of Peoria Principal Officials of the City Fiscal Year 2017 Cathy Carlat Mayor Bridget Binsbacher Jon Edwards Vicki Hunt Carlo Leone Michael Finn Councilmember Vice Mayor Councilmember Councilmember Bill Patena Councilmember Councilmember Carl Swenson City Manager Susan J. Daluddung Jeff Tyne Julie Ayers Deputy City Manager Deputy City Manager George Anagnost Thomas Adkins John Imig Municipal Judge Governmental Affairs Director Information Technology Director Steve Burg Bobby Ruiz Jennifer Stein Acting City Attorney Fire Chief Director of Communications Deputy City Manager John Sefton Roy Minter Stuart Kent Community Services Director Police Chief Public Works-Utilities Director Andrew Granger Rhonda Geriminsky Scott Whyte Development and Engineering Director City Clerk Economic Development Services Director Laura Krause Brent Mattingly Katie Gregory Human Resources Director Finance Director Management and Budget Director Chris Jacques Planning and Community Development Director 1 City of Peoria Core Values P “The City of Peoria team members share a commitment to provide quality service for our community.” Professional E Demonstrates professional skills and knowledge needed to perform the job; keeps informed of developments in the professional field and applies this knowledge to the job; encourages and supports the development of subordinate personnel. Ethical O Maintains the highest standards of personal integrity, truthfulness, honesty, and fairness in carrying out public duties; avoids any improprieties; trustworthy, maintains confidentiality; never uses City position or power for personal gain. Open R Communicates effectively orally and in writing; involves appropriate individuals and keeps others informed; acts as a team member; participates and supports committees/boards/commissions/task forces; approachable; receptive to new ideas; supports diversity and treats others with respect; actively listens. Responsive I Consistently emphasizes and supports customer service; takes responsibility to respond to all customers in a prompt, efficient, friendly, and patient manner; represents the City in an exemplary manner with civic groups/organizations and the public. Innovative A Demonstrates original thinking, ingenuity, and creativity by introducing new ideas or courses of action; supports innovative problem-solving by identifying and implementing better methods and procedures; takes responsible risks; demonstrates initiative and “follows through” on development and completion of assignments. Accountable Accepts responsibility; committed to providing quality service to our community; plans, organizes, controls and delegates appropriately; work produced is consistent and completed within required timeframes; implements or recommends appropriate solutions to problems; acknowledges mistakes; manages human and financial resources appropriately. 2 City of Peoria Council Districts Lake Pleasant Mayor Cathy Carlat Vice Mayor Bridget Binsbacher Mesquite 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 Councilmember Jon Edwards Willow District 115th Ave. Councilmember Michael Finn Palo Verde District 3 Pine Acacia Northern Ave. 67th Ave. Peoria Ave. Palo Verde City of Peoria Organizational Chart Mayor and City Council George Anagnost Municipal Court Judge Carl Swenson City Manager Summer Johnson Senior Policy Advisor for the Mayor Dawn Prince Assistant to the City Manager Jeff Tyne Deputy City Manager Steve Burg Interim City Attorney Susan Daluddung Deputy City Manager Julie Ayers Deputy City Manager Roy Minter Police Chief Bobby Ruiz Fire Chief John Sefton Community Services Director Andy Granger Development Engineering Director Brent Mattingly Finance & Budget Director Jennifer Stein Office of Communications Interim Director Stuart Kent Public Works/Utilities Director Thomas Adkins Intergovernmental Affairs Director Chris Jacques Planning & Community Development Director Rhonda Geriminsky City Clerk John Imig Information Technology Director Scott Whyte Economic Development Director Tammy Shreeve Strategic Management Officer Lisa Estrada Economic Efficiency & Sustainability Manager Laura Krause Human Resources Director 4 City of Peoria FY 2017 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 2017 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 A Glimpse of History 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 $306,750. Our city has one of the lowest unemployment rates in the Phoenix metropolitan area and an affluent, young working community that enjoys the high quality of life they find in Peoria. The first settlers in what is now known as the City of Peoria were farmers from Peoria, Illinois, who migrated to this area during the late 19th and early 20th centuries and named this new community after their hometown. With the Arizona Canal providing 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 2017 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 U.S. 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 population for 2016 has grown to 171,237. 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. Snow-capped mountains surrounding Lake Pleasant provide a rare but beautiful sight. Peoria’s Quality of Life Amenities The quality of life in Peoria is one of the highest in Arizona, recently ranking the city among the top 10 places to retire in the United States, and in the top 50 best cities for families, according to WalletHub. The results of a survey conducted by the city in 2013 indicated that 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 four with dogfriendly 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 2017 Annual Program Budget Introduction The City coordinates numerous programs, activities and events that include aquatics, AM/PM (before and after-school child care), Summer Recreation, Tiny Tots, Summer Camp, Little Learners, Youth and Adult Sports, Senior Programs, Adaptive Recreation programs, Outdoor Recreation, Teen Programs, Special Interest Classes and Special Events (July 4th, Halloween, Easter, etc.). The City operates the Rio Vista Recreation Center which offers two full-size courts, two racquetball courts, classrooms, a large multi-purpose room, climbing wall, gaming room, indoor walking track, fitness area and much more. The Peoria Community Center has a game room, fitness room, two large multi-purpose rooms and five classrooms. The City operates Centennial Pool, Sunrise Pool, and Peoria Pool, which are all located on high school campuses. The pools include such amenities as a zero-depth entry for children, water slides, diving boards and competitive racing lanes. The City’s first community park, Rio Vista, has been very busy in the years since it opened. The park features amenities such 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, Veterans Memorial 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. In addition to serving our citizens, the Community Parks also play host to many out of town guests throughout the year. Over the course of the year, the Community Parks will host 70-80 tournament events that attract teams from all areas of the United States, Canada and Mexico. 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 full-service 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. Rio Vista Community Park has a lovely lake. 7 City of Peoria FY 2017 Annual Program Budget Introduction When complete, the New River Multi-Use Trail System is planned to be more than 25 miles in length with more than 18 miles of the trail located within Peoria. The City is pleased that it has completed a continuous segment along the New River from Olive Avenue to Williams Road. The New River system aligns along some of the City's local shopping, dining and entertainment venues, making it a fun way to reach your destination. The Skunk Creek Trail in Peoria is approximately 1.5 miles in length and connects the New River Trail with the trail along the Arizona Canal Diversion Channel (ACDC). The ACDC continues for several miles east and southeast through Glendale, Phoenix and into Scottsdale. This trail connects to the Peoria Sports Complex, making it a convenient and enjoyable way to see a baseball game along with access to the other entertainment venues around the Sports Complex area. Scorpion Bay Marina provides a picturesque view of the mountains surrounding Lake Pleasant. The mountain hiking and river trail system is very popular among Peoria’s residents and visitors. There are eleven miles of mountain hiking trails in Peoria with trailheads offering access to Sunrise, West Wing, Calderwood Butte and East Wing Mountains. Trailhead amenities include off-street parking, restroom facilities, and chilled drinking fountains. Both trails are designed to accommodate all nonvehicular users, including walkers, joggers, strollers, bicyclists, roller blades, and equestrians. Wildflowers create a beautiful border along a mountain hiking trail. 8 City of Peoria FY 2017 Annual Program Budget Introduction to the downtown area and offers a variety of programs for children, including summer camps, a readers’ theater program and special events. The Arizona Broadway Theater is a professional dinner theater, offering live musicals and shows. It showcases locally and nationally acclaimed artists onstage and behind the scenes. In addition, the art gallery within Peoria City Hall offers citizens another opportunity to experience the arts with varied exhibits that rotate on a regular basis. 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, causing the facility to undergo extensive renovations over a multi-year period. The team clubhouses were updated in 2014, and the stadium followed during 2015-16 with improvements and construction of concourses, outdoor group areas, an enlarged team store, an expanded ticket office, an indoor event space, shaded seating and a youth playground. The 12,518 seat stadium and 13 baseball fields host a number of community events as well as professional and amateur baseball events, while serving as the year-round player development home of both MLB teams. Arizona Broadway Theater 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 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 Listed in this section are the top 10 major employers in Peoria. As you will see, there are many diverse sectors represented within the city. The largest product/service category is the Peoria Unified School District, followed by health care providers; also represented are construction and contractors, general retail services and manufacturing. 9 City of Peoria FY 2017 Annual Program Budget Introduction Targeted Growth Industries 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. 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 currently employed in these industries elsewhere. Peoria is only 30% developed, and therefore has a lot of room to grow. 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 Major 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. Retail Trade/Arts and Entertainment Peoria Unified School District City of Peoria Brookdale Senior Living Walmart (3 locations) Younger Brothers Companies Fry’s Food Stores (4 locations) Target (3 locations) Antigua OakCraft Immanuel Care Campus 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 sector 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 two decades 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. 10 Lake Pleasant is a perfect spot for a relaxing ride on a sailboat. City of Peoria FY 2017 Annual Program Budget Introduction 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 FireMedical Department, and in cooperation with our local, regional and statewide partners. Peoria City Hall 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. A firefighter pulls hose from an engine in a training exercise. 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 A Technical Rescue Team transports an injured hiker on a mountain trail. 11 City of Peoria FY 2017 Annual Program Budget Introduction 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 in-depth look at all operations of city government. Class members learn more about the city’s governmental structure, its budget and finances, public works, utility, police and fire operations through interactive discssions with city staff. 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. Peoria Motorcycle Officers 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. 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. Greenway Water Treatment Plant 12 City of Peoria FY 2017 Annual Program Budget Introduction Through a series of environmentally-related workshops, residents increase their understanding and awareness of the many sensible ways they can save money and the environment through everyday actions. Industry experts teach residents about water conservation in the home, proper landscape irrigation, recycling, composting, energy efficiency and more. In Peoria, we welcome even the smallest changes because we know that together they have a great impact. The original Peoria High School is recognized as a Peoria Place of Pride. 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. 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 by the Washington Post as one of the "Top-Performing Schools with Elite Students". 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 Community Garden located just northeast of City Hall is an excellent example of how Peoria works with citizens and students to create an environment of sustainable education. 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 and boasts a 95% high school graduation rate. It is one of the largest unified school districts in Arizona and prides itself on excelling schools, award-winning teachers, high test scores, specialized signature programs and championship athletic programs. 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. 13 City of Peoria FY 2017 Annual Program Budget Introduction 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 critical-thinking and problem-solving skills needed to survive in the 21st century. Higher education is also the top priority for the City of Peoria and the city is currently engaged with a university recruiter to help secure higher education expansions of residential universities. In addition to traditional schooling, Peoria offers other learning opportunities as well. At the Challenger Space Center Arizona, a Smithsonian Institute Affiliate, visitors can explore the mysteries and wonders of space, science and the universe. This non-profit education center offers a high-tech environment of space exploration through simulated flight missions, viewings, and multimedia presentations and has helped to establish our community as a viable learning center. Challenger Space Center Full-day kindergarten is offered at no cost in the Peoria Unified School District for the 2016-2017 school year. 14 City of Peoria FY 2017 Annual Program Budget Introduction The urban fishing lake is just one of the many amenities at Pioneer Community Park. The front entrance of the Peoria Sports Complex was recently renovated as part of the city’s Capital Improvement Plan. 15 City of Peoria FY 2017 Annual Program Budget Introduction Form of Government: Council-Manager Date of Incorporation: June 6, 1954 Peoria at a Glance Fire Protection Peoria Unified School District Number of Stations ....................................................8 Number of Employees ........................................194.5 Avg. Response Time (minutes) ............................5.41 Number of Incidents: Emergency Medical Support ......................... 19,292 Fire Calls .........................................................2,201 Miscellaneous ..................................................1,018 Number of Schools Elementary Schools (grades K-8) ........................... 34 High Schools (grades 9-12) ...................................... 7 Alternative High School ........................................... 1 Number of Students Elementary ....................................................... 24,192 High School ..................................................... 12,375 Police Protection Number of Employees: Sworn.....................................................................195 Non-Sworn ............................................................104 Priority 1 Response Time (minutes) .....................4.55 Number of calls answered .............................. 228,207 Annexed Area in Peoria City Employees (as of July 1, 2016) Full-time ....................................................... 1,170.50 Part-time FTE’s ................................................. 21.37 Total authorized FTE’s ................................. 1,191.87 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 16 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2017 Annual Program Budget Introduction Streets and Utilities Utilities* Streets Number of active customers Water…..………………………………………….55,240 Wastewater………………………..…………………55,970 Residential Solid Waste………… ………….……54,010 Water Data: Annual household consumption………..….5,513,386,200 Avg. gal/household/month…………….………….…8,560 Avg. gal/household/year………………..………...102,720 Number of active wells in system………….….………27 Available storage capacity…………………..42 million gal Wastewater data: Treatment plant capacity Beardsley Plant……………………………….4.0 mil gal/day Jomax Plant……………………….……….. .2.25 mil gal/day Butler Plant………………………….…..…..10.0 mil gal/day Annual wastewater treated Beardsley Plant………………………………….1,012 mil gal Jomax Plant………………………………...….…..191 mil gal Butler Plant……………………………………...2,546 mil gal Solid Waste: Residential tonnage processed………………..….51,666 Commercial tonnage processed………………….25,227 Recycle tonnage processed………………….……16,077 Total tonnage processed………………….…..…..92,970 Lane miles of streets maintained – 1,534 Arterial.……………….……………….….……435 Collectors……….….………………………….232 Residential………..………………………...…..867 Streetlights Maintained……..………………15,565 *Source - City of Peoria Streets Department *Source - City of Peoria FY 2015 Comprehensive Annual Financial Report Above, street maintenance crews at work repaving city streets. At right is a before and after look of one of the repaving projects. 17 City of Peoria FY 2017 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) 15,498 16,725 6,973 8,201 44.99% 49.03% March 10, 2015 Special General (Mesquite Runoff) 16,582 5,189 31.29% Date Type of Election May 17, 2005 18 % of Registered Voters Voting City of Peoria FY 2017 Annual Program Budget Introduction Demographics Population1 175,000 Median Household Income Income* 166,955 171,237 154,475 $80,000 141,941 150,000 125,000 108,364 $60,000 $50,000 $50,000 $40,000 $40,000 $30,000 $30,000 100,000 74,565 75,000 50,618 50,000 25,000 1970 1980 $35,000 $35,000 $63,025 $31,513 $31,513 $20,000 $14,000 $10,000 $10,000 12,351 1965 $63,535 $50,000 $60,417 $50,000 $20,000 $20,000 $0 $0 3,802 4,792 0 Median Household Income $74,985 $80,000 $70,000 $70,000 $60,000 1990 1995 2000 2005 2010 2014 2017 1990 1990 20002000 2005 2010 2010 2014 2012 MedianIncome Household Income Median Household Per Capita Income 1 Source – U.S. Census Bureau Housing Units* Family Households* 50,000 40,000 70,000 40,906 60,000 58,203 50,000 30,000 40,000 30,000 16,518 20,000 8,124 0 0 Vacant Total Family Households Labor Force Statistics* 2014 Labor Force: 80,409 Unemployment Rate: 7.6% Males 6,009 6,395 5,000 0 In Armed Forces 12,663 Not in Labor Force Females 19 Mgmt., Business, Science & Arts Civilian Unemployed 21,279 10,000 188 Total in Labor Civilian Employed Force 2,605 0 3,529 10,000 22,741 15,000 17,467 20,000 3.26 Average Family Size 20,000 26,867 30,000 2.73 Average Household Size Occupations* 25,000 38,561 41,660 38,602 40,000 41,807 50,000 Non-Family Households Production,Transport & Mat'l Moving Renter Occupied Construction, Extraction & Maint. Owner Occupied 17,251 10,000 Sales & Office 10,000 Service 20,000 City of Peoria FY 2017 Annual Program Budget Introduction Getting to Work* Travel Time to Work* 50,000 70,000 46,687 58,297 40,000 Total Worker Base = 72,741 50,000 40,000 30,000 30,000 20,000 13,500 20,000 10,000 1,194 5,273 4,852 35‐59 min. 0 10‐34 min. 4,180 9 min. or less 532 Other Means 385 Work at Home Drive Alone Carpool 0 Walk 10,000 Public Transportation 7,883 60 min. or more 60,000 *Source – U.S. Census Bureau, American Community Survey Gross Sales*** Building Permits Issued** $4,000,000,000 3,500 3,000 $3,000,000,000 2,500 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 FY 2013 $3,459,207,076 $3,228,296,020 FY 2011 $2,961,356,284 Number of Permits Issued FY 2009 $2,818,223,271 FY 2007 $2,742,233,038 $0 - $2,929,884,576 500 $3,313,302,079 $1,000,000,000 1,000 $3,510,492,251 $2,000,000,000 1,500 $3,314,914,463 2,000 FY 2015 The City of Peoria collects approximately 2% of the gross taxable sales. **Source – City of Peoria Budget Office ***Source – City of Peoria Finance Department A city crew is working on the bulk trash pickup. 20 City of Peoria FY 2017 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, 2015. 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. 21 City of Peoria FY 2017 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. 22 City of Peoria FY 2017 Annual Program Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2017 Mayor Carlat and Members of the Peoria City Council, I am pleased to provide you with the FY 2017 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 rebound into the economic recovery, we see positive signs of improvement to our five-year forecast. The revenue picture is improving, which has enabled us to advance significant service improvements in the current year as well as address needs in the upcoming year. The FY 2017 budget continues to provide exceptional core 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. The City Council’s 24-month policy goals are policy statements that 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 FY 2017 budget: Community Building Enhancing Current Services Preserving our Natural Environment Total Planning Economic Development Leadership and Image Over the past few months, staff provided Council with information briefings regarding significant policy issues. This includes discussions on economic development initiatives, labor contracts, midyear budget adjustments and overall financial and economic conditions. The FY 2017 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 2017 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 performance, 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. 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 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 while also addressing the demands of new growth throughout the city. This balanced approach ensures that services and amenities are planned for and distributed in such a way that enhances business opportunities and the quality of life for our citizens and visitors. Lastly, the city’s vigorous economic development pursuits continue to be funded in a manner that produces beneficial results, including resources to further the economic development opportunities and initiatives approved by Council in the recently adopted Economic Development Implementation Strategy II (EDIS II). PEORIA’S FISCAL POSITION The city’s revenue stream is largely influenced by overall economic conditions. The national economy, while improving, has taken longer than expected to return to pre-recession levels. Steady yet moderate improvements in job growth have reduced the unemployment rate to normal levels, but overall wage growth continues to lag. Consumer spending and confidence is expected to remain strong; however, business investments remain cautious. In Arizona, the state’s economy has improved compared to last year. Improvements in job, population and income growth are expected in FY 2017. Millennials and “boomerang buyers” are among the forces creating healthy growth in the housing market, and tourism is improving throughout the state. Locally improving consumer confidence has resulted in modest city sales tax growth during FY 2016. We expect sales tax revenues for this fiscal year to exceed FY 2015 actuals by 2.13 percent, with strong performance in the retail (especially auto sales), restaurants and bars, and residential rental categories. For FY 2017, we are forecasting roughly a 2.5 percent growth in city sales tax revenues. Property tax collections continue to be impacted by the local housing market. New residential construction in Peoria is growing, while commercial expansion is anticipated to take longer to develop. Existing home valuations have continued to increase and recent information from the County Assessor’s Office projects a 5.7 percent increase in the city’s assessed valuation in FY 2016. Future valuations should continue to increase, resulting in higher tax collections in subsequent years. 24 City of Peoria FY 2017 Annual Program Budget City Manager Budget Message TAXES, RATES AND USER FEES The FY 2017 budget limits the financial burden placed on our residents through rates and fees. This 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. Last year, City Council approved two-year rate adjustments for water and wastewater and reclaimed water. These rate increases are needed to address growing cost pressures and capital requirements. In keeping with Council’s direction, the FY 2017 budget includes a modest (2.5%) utility rate adjustment. 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 2017, this analysis has resulted in adjustments to a small number of recreation/rental 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 has 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 2017 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 FY 2017 budget includes investments in a number of economic development initiatives and projects. One example is the 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 location of Huntington University within the city’s P83 Entertainment District. This new university is set to offer graduate and undergraduate programs in the emerging fields of digital media arts. This is a key investment zone for the city’s economic development efforts. 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. Beginning in FY 2017, the FireMedical Department will be providing ambulance service to our residents. Funding is included to hire and train ambulance service personnel, purchase vehicles, equipment and supplies and support the administrative functions of the new division. The budget also includes the addition of two Police 25 City of Peoria FY 2017 Annual Program Budget City Manager Budget Message Support Assistants to more efficiently deploy Police Service Officers into the field. This creates greater service availability for patrol officers within the community. In addition to these key personnel, the budget supports a number of one-time funding 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. Continued funding is included to support 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 20th year, offering support to individual property owners. Lastly, a new Code Enforcement Officer is proposed to address vacant and distressed properties that have been abandoned or suffered fire damage. Peoria has long boasted premier recreation programs and facilities, special events, and arts and cultural programs. The city has a long history of providing family-friendly and culturally diverse events. The FY 2017 budget includes funding to continue these popular events throughout the community. Additionally, the budget supports taking on the day-to-day operation of the Peoria Center for Performing Arts, previously managed by Theater Works. The City will continue to partner with Theater Works as the primary theater company in residence. 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 few years, the city finalized labor agreements with all of the city’s four labor groups. The recommended budget includes funding for modest wage increases for city employees in line with the approved labor contracts. CAPITAL IMPROVEMENT PROGRAM Each year the Council updates the Capital Improvement Program (CIP). The CIP provides a schedule of planned improvements over the next 10 years and identifies the revenue sources that will pay for those improvements. The recommended CIP includes major investments in economic development, parks, roadways, public safety facilities, and water and sewer infrastructure. This includes funding for the construction of several major projects already underway, including renovations to the stadium at the Peoria Sports Complex, the installation of a trailhead at 99th Avenue and Olive, and the expansion of the Pinnacle Peak Public Safety Facility. The city recently selected a location for a new community park in northern Peoria. Funding for the construction of the park is programmed in FY 2018. Other parks and trails projects planned for the next few years include the 83rd Avenue and Village Parkway Trailhead, and a new trail segment along the east side of New River from Williams Road to Happy Valley Road. 26 City of Peoria FY 2017 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 Huntington 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 place marked for FY 2017. As important as these new capital undertakings is the responsibility to maintain existing assets. As such, the city allocated $1 million in new funding in FY 2017 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 lane miles 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 FY 2017 budget totals $497 million, which represents a 2.74 percent decrease over the prior year. The budget for the general fund, the city’s primary operating fund, is $142.4 million a 5.95 percent increase. The $128.7 million capital budget for FY 2017 represents a 24 percent decrease over the FY 2016 plan, while the 10-year capital improvement program totals $588.8 million, an 8.9 percent decrease from last year’s program. Overall the outlook is continuing to improve. We’ve managed through the recession and our revenues are seeing moderate 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 2017 budget a reality. Sincerely, Carl Swenson City Manager 27 City of Peoria FY 2017 Annual Program Budget City Manager Budget Message 28 City of Peoria FY 2017 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. Council-Adopted 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. 29 City of Peoria FY 2017 Annual Program Budget Long-Range Forecast bonds being paid from the one-half cent sales tax. If used, funds must be approved by City Council and the City shall strive to restore this reserve the next fiscal year.  Half Cent Sales Tax reserve goal is 35% of the average actual revenues for preceding five fiscal years.  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.  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.  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. If used, funds must be approved by City Council and the City shall strive to restore this reserve within three fiscal years. The funds in excess of the stated goals should not be used to support recurring operating expenditures. 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 30 City of Peoria FY 2017 Annual Program Budget Long-Range Forecast  A minimum cash reserve fund balance for the solid waste operating funds equal to 20% of the actual operating expenditures for the current year. City’s major operating funds. The five-year revenue forecast will only include revenues that are anticipated to be sustainable over the five-year period. Expenditure projections should include anticipated operating impacts of the adopted capital improvement program. Streets Fund. The City’s Streets Fund supports most activities related to transportation within the City. This includes all street maintenance, traffic signal operations, and street signing activities. Any transitrelated operations, however, are supported through a separate Transit Fund. The primary source of revenue for the Streets Fund is collections from the State Highway User Revenue Fund. This includes revenue from the sale of gasoline, diesel fuels and other transportation-related fees. A 3/10 of one cent (0.3¢) sales tax specifically designated for transportation generates additional revenue for the fund. Insurance Reserves. Insurance reserves shall be maintained at a level which, together with any purchased insurance, will adequately indemnify the City’s capital assets and its elected officials, officers and directors against loss. When cost effective, the City will further control its exposure to risk through the use of “hold harmless” agreements in City contracts, and by requiring contractors to carry liability insurance. Transit Fund. The City’s Transit Fund supports all public transit services operated by the City of Peoria, including the citywide Dial-a-Ride bus system, and the City Travel Reduction and Clean Air programs. In the past, the majority of funding for transit operations was derived from the state’s allocation of Arizona Lottery proceeds, termed the Local Transportation Assistance Fund (LTAF), but this changed when the State of Arizona stopped the distribution of the LTAF funds in February 2010. The state did reinstate a portion of the LTAF funding that is generated solely from Powerball Lottery sales. Replacement Funds. Provisions will be made in the annual operating budget for sufficient maintenance and replacement dollars to ensure that all capital acquisitions, computer hardware and software, and other equipment are properly maintained and replaced in accordance with approved capital and equipment replacement schedules. Capital Improvements The City Manager will submit a 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. Long-Range Forecasting. The City will annually update a five-year long-range forecast, incorporating both projected revenues and expenditures for the 31 City of Peoria FY 2017 Annual Program Budget Long-Range Forecast Control Measures and Compliance Debt Management Policy Management must ensure compliance with the legally adopted budget. In addition, purchases and expenditures must comply with legal requirements and policies and procedures set forth by the City. The Debt Management Policy provides for the preservation and eventual enhancement of the City’s bond ratings, the maintenance of adequate debt service reserves, compliance with debt instrument covenants and provisions, and required disclosures to investors, underwriters, and rating agencies.  The City’s annual financial statements and bond representations shall fully disclose all significant events and financial obligations and other related issues as provided by the departments to the Chief Financial Officer. The City utilizes long-term debt to finance capital projects with long useful lives. Financing capital projects with debt provides for an “intergenerational equity,” as the actual users of the capital asset pay for its cost over time.  Accounting and budgeting functions will comply with standards and guidelines issued by the Governmental Accounting Standards Board, the National Council on Governmental Accounting, the American Institute of Certified Public Accountants, and the Government Finance Officers Association. Long-Term Debt  The City will not use long-term debt to fund current operations or smaller projects that can be financed from current revenues or resources. The City will first attempt to utilize “pay-as-you-go” capital financing and/or the use of operating funds or impact fees where applicable.  The City shall conduct a review of its development impact fees on a regular basis. Periodically, the City will also recalculate the full costs of activities supported by user fees to identify the impact of inflation and other attendant costs and recommend adjustments where necessary.  The issuance of variable rate debt by the City will be subject to the most careful review, and will be issued only in a prudent and fiscally responsible manner.  The City shall comply with all state and federal regulations concerning financial management and reporting.  The term of any bond or lease obligation issue will not exceed the useful life of the capital project/facility or equipment for which the borrowing is intended. Short-Term Debt The City does not intend to issue commercial paper or bond anticipation notes for periods longer than two years, or for the term of a project. 32 City of Peoria FY 2017 Annual Program Budget Long-Range Forecast 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 models, which in turn project financial trends for a five-year planning period. Based on this information, Council utilized the results of the long-range forecast to develop guidelines for the FY 2017 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. 1. Establish broad goals to guide government decision making. 2. Develop approaches to achieve goals. 3. Develop a budget consistent with approaches to achieve goals. 4. Evaluate performance and make adjustments. To properly apply these principles requires timely and accurate information regarding the expected conditions and events that can shape our community in the future. 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. 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. 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 resale values; 2) modest improvements in job growth; and 3) increased spending on big ticket items like automobiles. 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 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: Locally improving consumer confidence has resulted in modest city sales tax growth during FY 2016. We expect sales tax revenues for the 2016 fiscal year to exceed FY 2015 actuals by 2.3 percent, with strong performance in the retail (especially auto sales), restaurants and bars, and construction categories. For FY 2017, we are forecasting 2.5 percent growth in city sales tax revenues.  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? 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 5.7 percent increase in the city’s assessed valuation in FY 2016.  How will the City respond to adverse economic or emergency conditions? 33 City of Peoria FY 2017 Annual Program Budget Long-Range Forecast Home values are expected to increase in FY 2017, which will result in increasing property tax revenues in future years. 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. Financial Projection Operational Impacts of Capital Plan Among the primary assumptions utilized in the forecast are economic growth rates, retail sales activity, state-shared revenues, census population, and residential development activity. The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operating budget. Upon their completion, most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water and sewer service, and maintenance and repair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, milling, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as medians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. The long-range financial forecast for FY 2017 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. 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. Streets Fund. The Streets Fund provides for much of the City’s street and traffic operations. The fund is largely supported by the State’s Highway User Revenues (fuel taxes) as well as the City’s 3/10 of one cent transportation sales tax. Transit Fund. The City’s Dial-a-Ride and fixed route transit systems are all funded out of the Transit Fund. This fund receives a distribution from the State of Arizona’s Local Transportation Assistance Fund II (LTAFII), which are proceeds from Powerball Lottery sales. Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. 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. 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. Sports Complex Fund. The Sports Complex fund includes monies to support the maintenance, operation, and debt requirements related to the Peoria 34 City of Peoria FY 2017 Annual Program Budget Long-Range Forecast Forecasts of Major Operating Funds 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. 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. General Fund Streets Fund Projected Sources & Uses Projected Sources & Uses $150,000,000 Sources Uses FY2020 $14,726,052 FY2019 $16,342,545 FY2018 $14,342,793 35 FY2017 $16,159,067 Uses $14,760,978 Sources $15,871,079 FY2017 FY2018 FY2019 FY2020 FY2021 $14,454,703 $0 $15,695,597 $25,000,000 $14,489,302 $17,500,000 $15,000,000 $12,500,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 $0 $15,527,730 $145,293,664 $145,763,408 $141,720,130 $142,016,082 $137,965,472 $137,935,549 $133,494,540 $50,000,000 $134,158,440 $75,000,000 131298343.4 $100,000,000 $130,240,929 $125,000,000 FY2021 City of Peoria FY 2017 Annual Program Budget Long-Range Forecast Wastewater Fund. The city provides wastewater services to approximately 55,900 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 55,430 accounts within the city limits. This includes 2,880 new accounts added in the fall of 2015 from the acquisition of the New River Water Company. 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 servicerelated activities. As part of the consultant-led review of the wastewater rate structure in FY 2015, the city will implement the second year of a two-year approved rate adjustments in FY 2017. The adjustments will ensure that the city will continue to meet financial policies for operating reserves and debt service coverage. 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. Following a consultant-led review of the water rate structure in FY 2015, the city will implement the second year of a two-year approved rate adjustment in FY 2017. 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 the first year of 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. Wastewater Fund Projected Revenues and Expenditures FY2020 $21,339,312 Revenues FY2019 $25,804,370 FY2018 $19,425,111 FY2017 FY2017 FY2018 Revenues $10,000,000 $0 $24,994,749 $0 $47,265,666 $53,132,911 $43,986,002 $51,427,527 $45,133,391 $48,193,316 $43,732,218 $45,303,321 $20,000,000 $42,364,315 $30,000,000 $44,740,830 $40,000,000 $21,116,544 $5,000,000 $60,000,000 $50,000,000 $18,184,826 $10,000,000 $23,279,544 $15,000,000 $21,351,982 Water Fund Projected Revenues and Expenditures $22,114,089 $20,000,000 $24,248,246 $25,000,000 FY2021 Expenditures 36 FY2019 FY2020 Expenditures FY2021 City of Peoria FY 2017 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 does not plan to adjust rates in FY 2017. Future increases are forecast beginning in FY 2018 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 53,750 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 fourth straight year in FY 2017. 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 one-time capital projects in the first two years. While the Residential Solid Waste Fund has more-than-adequate fund balance to absorb the additional costs, modest rate adjustments are included in the forecast between FY 2018 and FY 2021 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 $2,500,000 $2,289,674 $2,644,140 $2,230,818 $2,316,179 $2,167,844 $2,240,891 $2,097,604 $2,362,711 $1,000,000 $2,166,233 $1,500,000 $2,307,705 $2,000,000 Projected Revenues and Expenditures $12,000,000 $12,679,963 $13,356,680 $4,000,000 Expenditures $11,757,665 $6,000,000 $12,145,459 FY2021 $10,899,439 FY2020 $11,586,940 Revenues FY2019 $10,212,592 FY2018 $11,026,126 $8,000,000 FY2017 $9,568,638 $0 $10,431,937 $10,000,000 $500,000 $2,000,000 $0 FY2017 FY2018 Revenues 37 FY2019 FY2020 Expenditures FY2021 City of Peoria FY 2017 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. Transit Fund Projected Sources & Uses $1,031,835 $1,192,040 $1,093,211 $1,167,376 $1,130,871 $1,143,660 $1,120,857 $500,000 $1,145,728 $750,000 $1,098,931 $1,000,000 $1,138,659 $1,250,000 $250,000 $0 FY2017 FY2018 Sources 38 FY2019 Uses FY2020 FY2021 City of Peoria FY 2017 Annual Program Budget Budget Summary Budget Summary Throughout the year, the City Council was provided updated information on the city’s financial condition, including an assessment of the current economic state and a discussion on the long-term financial forecast. The City Council developed its 24-month policy goals, conveyed in six broad policy statements, which provided key policy directives to the City Manager for consideration during the FY 2017 budget process. In February, the executive management team met with department directors to review their proposed service plans. Discussion focused on how departments proposed to maintain core service activities, create operational efficiencies and continue to provide excellent customer service for our citizens. The executive team and staff developed a recommended budget for consideration of the City Council. As stated in the city’s Principles of Sound Financial Management, a “balanced budget” is defined as having ongoing revenues to meet the ongoing expenditures of the city. In addition, the balanced budget will not use one-time (non-recurring) sources to fund continuing (recurring) uses, postpone expenditures, or use external borrowing for operational requirements. As in prior years, departments utilized a more longterm approach to their operation and budget requests. Each department updated its cost of service analysis, which outlines how they intend to meet service expectations within the available resources in FY 2017. FY 2017 BUDGET CALENDAR Activity Date City Council Economic Development Workshop December, 2015 Department Review Sessions with Executive Team City Manager’s Recommended Budget February - March 2016 April, 2016 Adopt Tentative Budget May 17, 2016 Hold Public Hearing on Budget and Property Tax Levy June 7, 2016 Adopt Final Budget June 7, 2016 Adopt Property Tax Levy June 21, 2016 39 City of Peoria FY 2017 Annual Program Budget Budget Summary Budget Objectives achieved through efficiencies this year to be utilized for one-time uses in the next year. Department managers justify carryover requests by proposing uses of funds that are directly related to the needs of the City Council and community. The appropriation for these funds may be used as a one-time source in the upcoming fiscal year’s budget. For FY 2017, a “program and performance-based budgeting” method was utilized throughout the organization. Departments developed strategic operating objectives focused on addressing Council’s policy goals without increasing expenditures. Budgets were developed with a focus on providing “core” services to our residents and identifying the true cost of providing those services. Budget Review A key component to performance-based budgeting is tying department performance data to long-term Council and organizational goals. With this in mind, departments developed operating objectives that identified key goals, and performance targets that tied their budget requests to desired outcomes. Once divisions submitted the base, supplemental, and carryover budget requests, 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 during the month of February 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 11 to through April 13. Upon Council’s revisions to the manager’s recommended budget, the 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 acknowledgement of decreased revenue streams, reductions to budgets may need to be considered. In these cases, departments may submit a “supplemental” request to reduce the budget. All supplemental requests are closely reviewed and must compete for limited funding if applicable. The approved requests are then incorporated into the department base budget. Budget Adoption After the initial study sessions, the proposed budget was presented to Council for tentative adoption on May 17, 2016. 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 2017 final budget was adopted on June 7, 2016 and the property tax levy on June 21, 2016. 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 40 City of Peoria FY 2017 Annual Program Budget Budget Summary 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 $850,064,200 in Fiscal Year 2017. This compares to the total appropriation of $497,000,000 in the final budget adopted by Council. However, the city estimates that $163,702,476 would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming year. The State of Arizona imposes an expenditure limitation for the annual budget appropriation in municipal governments. The limitation requirements appear in both the state constitution and the Arizona Revised Statutes. Should the state-imposed limit not allow for sufficient funds to meet the city’s needs, the budget law provides four options to potentially solve this problem: Budget Amendment Policy During the fiscal year, the budget is monitored continually by both the Budget Department 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. 1. A local home rule (alternative expenditure limitation) 2. A permanent base adjustment 3. One-time override 4. A capital projects accumulation fund Current city policy requires Council approval for transfer of expenditure authority between funds, all transfers of expenditure authority over $50,000, all transfers of funds to or from personnel accounts, and all transfers to or from capital outlay accounts. In addition, expenditures to be supported from reserves or contingency accounts also require City Council approval. The city manager may authorize transfers within a fund up to $50,000. The voters of the City of Peoria have adopted the Home Rule Option in 1989, 1993, 1997, 2001, and most recently in 2003. In the March 2003 general election, voters approved a permanent base adjustment, which allowed the city to continue appropriating funds beyond the state limit until a new base adjustment is necessary. The approved increase of $15 million to the base expenditure limitation was based on actual expenditures in recent years and forecasted expenditures and revenues available. This permanent base adjustment increased the original 1979-80 base of $3,247,857 to a new base of $18,247,857. City estimates were calculated from current and anticipated levels of operations, maintenance and capital outlay. 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. 41 City of Peoria FY 2017 Annual Program Budget Budget Summary Budget Basis Performance Management The city maintains its financial records in accordance with Generally Accepted Accounting Principles for governmental entities. The basic financial statements include government-wide financial statements as well as fund financial statements. The government-wide financial statements are prepared on a full accrual accounting basis and show governmental activities, business-type activities and a total for the government (excluding fiduciary activities). Governmental fund statements are prepared on a modified accrual basis of accounting. Proprietary fund statements are prepared on the full accrual basis. The City of Peoria is focused on continually improving operational performance. The organization is accountable to its residents by demonstrating progress toward the achievement of goals, objectives and performance measures within every service delivery area. The city has employed a number of performance management practices to make informed decisions on operational needs and resource allocation. A strategic approach was utilized during the FY 2017 budget process. The departments addressed their operational needs through a review and update of their operating plans. Departments identified and reaffirmed their core services, key operational goals, and objectives and performance indicators. They also analyzed the costs of the various services they provide. Multi-year performance measurement data was used to make financial decisions that ensured that the recommended FY 2017 budget addressed the business needs of the city while focusing on quality and effective service delivery to the citizens. 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. For enterprise fund types, including the water, wastewater, solid waste, and Sports Complex funds, financial records are maintained on an accrual basis of accounting. For budgetary purposes, the city does not recognize non-cash accounting entries, such as depreciation expense, in the enterprise funds. Governmental fund types include the general fund, special revenue funds, capital project funds, debt service funds, and trust and agency funds. The city has attempted to minimize the differences between GAAP (modified accrual) reporting and budget (cash) basis reporting. Variances that have not been eliminated include: (1) non-cash entries such as depreciation and accrued employee compensated absences that are recognized for GAAP but not for budget, and (2) the 45-day encumbrance recognition for budget that is not GAAP. The Comprehensive Annual Financial Report (CAFR) is prepared after the close of each fiscal year and reflects how well the city has met its budget plan after the aforementioned differences are recognized. 42 City of Peoria FY 2017 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY 2017 proposed budget appropriation totals $497 million. The operating budget totals an estimated $269 million, an increase of 5 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 $497 million proposed budget is comprised of four major segments. The operating budget totals $269 million (54 percent), with debt service at $43.7 million (9 percent). Approximately $55.5 million (11 percent) is set aside for contingency accounts. Capital improvements total $131 million - 26 percent of the total FY 2017 budget. Revenues Summary of Expenditures Total FY17 Expenditures $497 Million The FY 2017 estimated revenues total $365.9 million. Projected revenues are realized from a variety of sources, including sales tax collections, water billings and user fees. In FY 2017, the city estimates revenue from service charges at $165 million (46 percent), taxes at $103 million (28 percent), inter-governmental revenues at $59 million (16 percent), and bond proceeds at $19 million (5 percent). The remaining categories represent $18 million (5 percent). Contingency 11% Summary of Revenues Total FY17 Revenues $365.9 Million Debt Service 9% Service Charges 46% Taxes 28% Capital Outlay 26% Inter Gov't 16% Bond Proceeds 5% Operating 54% Misc., Fines, Rents, & Licenses 5% 43 City of Peoria FY 2017 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY14 FY15 FY16 FY17 % Change Fines, Licenses, Permits & Rents $6.1 $6.7 $7.5 $7.5 $8.0 7% Bond Proceeds $55.1 $7.3 $41.6 $60.5 $19.3 -68% $136.6 $143.4 $152.9 $153.5 $165.1 8% Intergovernmental Revenue $48.7 $51.0 $52.9 $55.3 $58.8 7% Taxes $82.5 $84.6 $90.3 $94.3 $102.4 9% Miscellaneous Revenue $6.1 $2.7 $5.3 $6.4 $10.9 71% Interest Income $1.7 $1.1 $1.5 $1.1 $1.3 19% $336.7 $296.9 $352.0 $378.6 $365.9 -4% Charges for Services Total Revenues FY13 TOTAL BUDGETED USES (In Millions) Description FY13 FY14 FY15 FY16 FY17 % Change Operations $218.7 $231.4 $237.4 $256.4 $269.1 5% Capital $170.4 $151.9 $145.2 $169.3 $128.7 -24% Debt Service $40.7 $42.2 $45.0 $39.4 $43.7 11% Contingencies $43.2 $42.5 $42.4 $45.9 $55.5 21% $473.0 $468.0 $470.0 $511.0 $497.0 -3% 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 $183 million, not including contingency appropriation. The following chart outlines the financial plan for FY 2017. The total sources are estimated at $391 million and total uses are estimated at $522 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 2017 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Estimated Balance 7/1/2016 Total Sources Total Uses Estimated Balance 6/30/2017 General $65.9 $155.9 $194.7 $27.1 Special Revenue $80.0 $42.0 $76.0 $46.0 Enterprise $80.6 $99.7 $128.7 $51.6 Internal Service $28.0 $47.5 $53.2 $22.3 Capital Project $28.4 $20.5 $39.7 $ 9.2 Debt Service $31.2 $25.3 $29.8 $26.7 Total All Funds $314.0 $391.0 $522.1 $182.9 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 $39.2 $30.0 $44.9 $53.7 $49.2 $47.3 $45.0 $15.0 $0.0 2013 2014 2015 Actual Actual Actual 45 2016 Est. 2017 Proj. City of Peoria FY 2017 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 $24.4 2013 2014 2015 Actual Actual Actual 2016 Est. $20.0 $10.0 (Millions) $18.7 $25.9 $27.0 $30.8 $30.0 Street Fund Unreserved Fund Balance $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 2013 2014 2015 Actual Actual Actual 2016 Est. 2017 Proj. $16.8 $17.0 $15.8 $13.3 $15.2 $15.0 $10.0 (Millions) $40.0 2017 Proj. 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 $25.8 $25.4 $25.9 $15.0 $10.0 $5.0 $13.8 $24.1 $20.0 $0.0 2013 2014 2015 2016 Actual Actual Actual Est. 46 2017 Proj. City of Peoria FY 2017 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 one-time 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 Unreserved Fund Balance (Millions) $7.8 $6.8 $8.4 2013 2014 2015 2016 Actual Actual Actual Est. 2017 Proj. $6.1 $6 $5.6 $5.8 $5.8 $4 $8 $8.1 $7.8 $6 $9.0 $8 (Millions) $4 $2 $2 $0 2013 2014 2015 2016 Actual Actual Actual Est. $0 2017 Proj. 47 City of Peoria FY 2017 Annual Program Budget Budget Summary Operating Budget Staffing Summary The FY 2017 operating budget of $269.1 million is an increase of $12.7 million, a 4.96 percent gain from last year’s $256.4 million operating budget amount. Based on the city’s projected revenue estimates, the FY 2017 operating budget can be balanced without any increase to city taxes. Every year, City of Peoria departments assess their organizational units to ensure we meet the needs of the community while continuing to provide efficient service. Staff responded to the economic downturn by freezing and eliminating vacancies and shifting work duties to create efficiencies, while allowing the city to continue delivering the services expected by our residents. As the economy recovers and demands for services 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. Operating Budget By Fund Type General Fund 53% Enterprise 21% Overall, the FY 2017 budget proposes 30.25 more FTE positions than in FY 2016. Positions were added with a focus on public safety and ensuring the well being of all citizens and visitors. New public safety positions include 14 firefighter EMT/ Paramedics, one EMS fire captain and one administrative staff position to support the new ambulance service scheduled to begin in the fall of 2016. In addition, the Police Department will receive the support of two new Police Support Assistants which will more effectively deploy police services to the community. Internal Services 18% Special Revenue 8% In the Public Works Department, the budget proposes six new positions. This includes two Utility Operators, an Environmental Compliance Inspector and a Cross Connection Assistant, to ensure the water distribution system is functioning efficiently and meets all state and federal regulations. Also, this budget includes funding to support the City’s solid waste and recycling program through the addition of a solid waste Equipment Operator and an Environmental Technician. The general fund makes up 53 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include: enterprise funds (21 percent), internal service funds (18 percent), and special revenue funds (8 percent). As stated in the City Manager’s Budget Message, the FY 2017 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. Total staffing authorization for benefitted positions was granted for 1,191.87 FTEs. A summary and detail of the city’s full-time benefitted positions can be found under the “Schedules” section of this book in Schedule 6 and Schedule 7. 48 City of Peoria FY 2017 Annual Program Budget Budget Summary Department Summary The Economic Development Services Department continues to work to achieve the goals of the Counciladopted Economic Development Implementation Strategy (EDIS II). The FY 2017 budget allocates one-time funding to support this effort, including advertising and marketing, land development consulting, community promotions and events, and retail market analysis. “extraction teams” who assist the Police Department with active shooter or other major medical situations. The Community Services Department is experiencing increased demands in their recreation programs throughout the city. The FY 2017 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 is experiencing increased workloads as development activity picks up. As such, the department received the continuation of 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. To augment the mission of the Human Services division, a new Human Services Specialist is proposed to provide a greater reach into the community. Lastly, the Planning and Community Development Department will begin efforts to complete a comprehensive update of the city’s General Plan to take for voter approval in FY 2018. In addition to the six new positions proposed in the FY 2017 budget, 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 funding to address routine maintenance of new infrastructure. Operating Budget Change The Police Department received funding for two new Police Support Assistants and a Code Enforcement Officer, as well as 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 2017 include investments in the crime and traffic prevention programs, replacement of personal equipment and first aid kits, a contract legal advisor, and two property unit vehicles. For FY 2017, the city’s operating budget is $269.1 million, representing a 5 percent increase from the operating budget of $256.4 million of the prior year. The operating budget contains $16.9 million in onetime expenditures. This includes $7.4 million in new one-time requests, $5.1 million for replacement of existing vehicles, and $4.4 million in carryovers from the FY 2016 budget. The Fire-Medical Department will be training new firefighter EMT/paramedics in FY 2017 to support the startup of the City’s ambulance service and the Alternative Response Vehicle (ARV). Additionally, the budget proposes supplying the department with five Active Shooter Kits to deploy with the 49 City of Peoria FY 2017 Annual Program Budget Budget Summary Operating Budget History FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 $652,117 $676,888 $705,276 $663,050 $686,642 City Leadership & Management $2,437,779 $2,586,472 $2,510,130 $2,654,357 $3,181,726 Office of Communications $1,196,518 $1,295,781 $1,450,008 $1,505,039 $1,604,463 Development & Engineering $3,726,075 $3,731,934 $3,782,645 $7,027,231 $7,867,085 Economic Development Services $3,519,896 $4,145,129 $4,416,353 $1,620,347 $2,035,195 Human Resources $2,448,513 $2,679,726 $2,514,788 $2,716,901 $2,536,747 GENERAL FUND Mayor & Council City Clerk $949,360 $819,344 $971,151 $905,386 $1,194,130 City Attorney $3,115,442 $3,155,905 $3,264,380 $3,204,841 $3,349,167 Municipal Court $1,953,037 $1,906,941 $1,870,388 $1,944,394 $1,972,926 Non‐Departmental $1,375,973 $1,314,175 $1,778,614 $3,918,851 $1,626,256 Finance & Budget $8,956,369 $10,152,449 $10,215,330 $10,597,188 $10,716,613 Planning & Community Dev. $2,081,293 $2,526,009 $2,542,177 $2,851,681 $3,271,258 Police $37,080,596 $38,995,559 $40,223,216 $41,926,694 $44,648,274 Fire $21,233,589 $23,000,939 $23,957,261 $26,908,354 $30,015,194 Community Services $19,905,182 $21,942,086 $22,311,291 $22,757,158 $23,918,437 $548,525 $583,228 $673,750 $691,272 $709,285 $1,385,265 $1,689,116 $1,988,949 $2,471,673 $3,037,917 Streets Funds $9,367,319 $9,672,000 $9,902,760 $10,042,631 $10,184,149 Housing & Community Dev. $1,304,172 $999,418 $361,808 $331,959 $434,116 $995,894 $1,104,216 $1,313,050 $1,077,848 $1,091,924 $4,036,004 $4,345,882 $5,123,440 $8,022,436 $10,343,301 Water Fund $20,834,699 $20,778,797 $22,081,670 $22,288,976 $23,412,402 Wastewater Fund $10,296,366 $10,421,199 $10,886,748 $11,077,614 $11,278,621 Enterprise Reserves $3,057,343 $3,705,709 $1,355,097 $3,114,818 $2,231,100 Solid Waste Funds $10,798,119 $10,847,089 $11,696,116 $13,672,482 $14,507,957 $4,530,474 $4,598,905 $4,707,494 $4,688,874 $4,895,041 Fleet Maintenance $5,088,622 $5,239,641 $5,330,744 $5,297,614 $5,337,188 Fleet Reserve $1,904,099 $2,117,096 $4,040,968 $4,720,114 $3,861,538 Public Works Half‐Cent Sales Tax and Other SPECIAL REVENUE FUNDS Transit Grants & Miscellaneous ENTERPRISE FUNDS Sports Complex INTERNAL SERVICE FUNDS Insurance Reserve $17,868,800 $18,624,677 $18,879,716 $20,263,385 $20,823,028 Facilities Maintenance $5,717,386 $5,869,887 $6,026,810 $5,944,297 $5,950,564 IT Operations $8,364,809 $8,437,813 $9,102,318 $9,562,203 $10,167,291 IT Reserve $786,950 $426,015 $331,600 $871,685 $976,010 IT Projects $129,715 $824,819 $1,099,060 $1,033,320 $1,247,810 $33,600 $30,600 $30,600 $54,426 $30,600 $218,673,623 $229,245,444 $237,445,706 $256,429,099 $269,143,955 Trust, Agency & Debt Svc TOTAL 50 City of Peoria FY 2017 Annual Program Budget Budget Summary U.S. Department of Housing and Urban Development 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 onetime, project-specific grants. Highlights of the FY 2017 major grants are summarized below. The Planning and Community Development’s Neighborhood Revitalization Program continues to expend funding on a grant from the U.S. Department of Housing and Urban Development’s (HUD) Neighborhood Stabilization Program (NSP3). New information recently obtained from HUD allows program income from the NSP3 program to be transferred to the city’s Community Development Block Grant (CDBG) allocation. These funds will be used to assist future programs that benefit low-to-moderate income persons. 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 2017, the grant will close out and 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. CDBG funds will be used for various housing rehabiliation projects, public facility improvements, 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 HOME Grant 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 staff to participant ratio, so a high level of independence is required. For FY 2017, the city has budgeted expenditures of $486,896. 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, new construction and first-time homebuyer assistance. 51 City of Peoria FY 2017 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 2017, the city has budgeted expenditures of $316,505. 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 2017 budget for this fund is $20,823,028. Insurance Reserve Internal Service Funds The internal service funds are a group of funds that account for services provided to other divisions and departments of the city government. The internal service funds consist of fleet replacement reserve, insurance reserve, facilities maintenance, fleet maintenance, information technology, 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. $25,000,000 $20,823,028 $21,393,585 $20,134,546 $18,279,716 $19,654,038 $18,742,368 $5,000,000 $18,624,677 $10,000,000 $17,868,800 $17,745,427 $15,000,000 $20,263,385 $20,000,000 $0 2013 2014 2015 2016 2017 Revenues Fleet Replacement Reserve The Fleet Replacement Reserve account is for purchases of city vehicles and accumulates funds to replace vehicles as scheduled. Charges to the departments are calculated based on the estimated cost of replacement and estimated useful life of the vehicles assigned to the department. Equipment reserves for enterprise operations are now maintained in separate replacement funds for their designated vehicles. In FY 2017, the fleet reserve funds anticipates revenues from service charges and transfers of $2,582,443. Expenditures are budgeted at $4,211,538, reflecting a higher-than-average number of vehicles to be replaced. These reserve funds have a healthy fund balance that can accommodate the budgeted expenditures. Expenditures Facilities Maintenance Facilities Maintenance, including Facilities Administration and Custodial Services, is a division within the Public Works Department. Facilities Maintenance provides for the maintenance and operation of most municipal facilities. The costs of this division are allocated through service charges to city departments based on square footage of occupied space, maintenance records, and custodial requirements. 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 2017 appropriation totals $5,950,564. 52 City of Peoria FY 2017 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 2017 operating budget is $5,337,188. 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 2017 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 2017 is $10,167,291 and $1,247,810 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 2017 Annual Program Budget Budget Summary General Obligation Bonds G.O. Bonds Debt Service 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. $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 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. 2026 2025 2024 2023 2022 2021 2020 2019 2018 2017 $0 Interest G.O. Bond Ratings Moody’s Standard & Poor’s Fitch The FY 2017 total outstanding debt for general obligation bonds is $160,160,000. 54 Aa1 AA+ AA+ City of Peoria FY 2017 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 state-shared revenues). The amount of MDA bonds that may be issued is limited only by the market's perception of the city's ability to repay the bonds. These bonds often have restrictive covenants requiring a reserve of pledged revenues equal to some multiple of the maximum debt service payment on the bonds. The FY 2017 total outstanding debt for Revenue bonds is $105,809,982. 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. Revenue Bonds Debt Service $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 The FY 2017 total outstanding debt for Municipal Development Authority bonds is $72,260,000. MDA Bonds Debt Service Principal $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Interest MDA Bond Ratings 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Moody’s Standard & Poor’s Fitch Principal Aa2 AA+ AA+ Revenue Bond Ratings Moody’s Standard & Poor’s Fitch Interest 55 Aa3 AA AA City of Peoria FY 2017 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. The FY 2017 total outstanding debt for Municipal Development Authority bonds is $2,500,000. I.D. Bonds Debt Service 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. $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 Principle 2026 2025 2024 2023 2022 2021 2020 2019 2018 2017 $0 Interest I.D. Bond Ratings Moody’s Standard & Poor’s Fitch Aa3 A+ AA 56 City of Peoria FY 2017 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. Long-term debt should not exceed the city’s resources for paying the debt. As the population increases, infrastructure and capital needs and the accompanying debt can be expected to increase, as is the case for the City of Peoria. If G.O. debt is increasing as population stabilizes, this may indicate that the city’s ability to repay debt service is diminishing. General Obligation Debt as a Percentage of Assessed Value. The city’s ability to repay its long-term debt can be measured by the amount of debt outstanding as a percentage of assessed property valuation. An increase in long-term debt as a percentage of assessed valuation can mean that the city’s ability to repay is diminishing. The city’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 2011 2012 2013 2014 2015 2016 2017 155,148 156,780 160,504 164,104 168,115 170,450 171,237 $1,614 $1,276 $1,137 $1,057 $1,156 $1,178 $1,245 $136 $140 $132 $124 $119 $136 $139 8% 11% 12% 12% 10% 12% 12% $875 $894 $820 $755 $708 $798 $812 57 City of Peoria FY 2017 Annual Program Budget Budget Summary Debt Management Policy modifying restrictive covenants or to modify the existing debt structure to the benefit of the city. The Principles of Sound Financial Management include the city’s debt management policy. The following are excerpts from this policy: • The 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 overall debt management policy of the city will ensure that financial resources of the city are adequate in any general economic situation to not preclude the city’s ability to pay its debt when due. • The city shall 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 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 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 city does not intend to issue commercial paper (CP) 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. DEBT CAPACITY ANALYSIS 20% Limitation as of 6/30/17 (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) • 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. • Improvement District (ID) and Community Facility District (CFD) bonds shall be issued only when the formation of the district demonstrates a clear and significant purpose for the city. It is intended that Improvement District and Community Facility District bonds will be primarily issued for neighborhoods desiring improvements to their property such as roads, water lines, sewer lines, street lights and drainage. The city will review each project through active involvement of city staff and/or selected consultants to prepare projections, review pro-forma information and business plans, perform engineering studies, analyze minimum debt coverage and value to debt ratios, and conduct other analyses necessary to consider the proposal against specified criteria. FY 2016 Secondary Assessed Valuation $1,244,818,886 Allowable 20% Bonds Outstanding $248,963,777 Less 20% Bonds Outstanding $152,279,678 Unused 20% Debt Capacity $96,684,099 6% Limitation (All Other General Government Projects) • 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 58 FY 2016 Secondary Assessed Valuation $1,244,818,886 Allowable 6% Bonds Outstanding $74,689,133 Less 6% Bonds Outstanding $6,052,737 Unused 6% Debt Capacity $68,636,396 City of Peoria FY 2017 Annual Program Budget Revenue Summary Revenue Summary Forecasters anticipate that positive in-migration to the state and wage growth 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 prerecession levels – with new home permits also reflecting healthy improvements. Total revenues for Fiscal Year 2017 are estimated at $365.9 million, an increase of less than 1% over the prior year’s estimate of $363.4 million. When compared to the FY 2016 budget, revenues decrease by approximately $12.6 million. The reduction is largely due to a decrease in bond proceeds of $19.3 million. When this source is excluded, the City’s FY 2017 revenue sources are forecasted to increase by 7.3% over the FY 2016 estimated total. FY 2017’s budgeted revenues reflect a continuingly improving outlook for growth in the state and local economies. The local real estate market reflects a more normal environment, but is faced with limited inventory. New residential construction in Peoria is growing, while a broad-based commercial expansion is anticipated to take longer to return. The national economy is improving at moderate pace and with steady job growth reducing the unemployment rate to below pre-recession levels; yet wage growth has been slow to respond. 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. The state has taken longer to return to pre-recession levels in employment, but has experienced stronger job creation over the past year. 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 City of Peoria Total Revenue Sources Rents 1% Inter‐governmental 17% Taxes 29% Bond Proceeds 2% Fines, Interest & Other 1% Licenses & Permits 1% Charges for Service 47% Miscellaneous 2% FY 2017 Total Revenues ‐ $365,918,696 59 City of Peoria FY 2017 Annual Program Budget Revenue Summary this discussion and analysis, which results in more accurate revenue forecasting. Services is projected from internal service charge sources, which represent $58.8 million. 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 $165.1 million, or 47% 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, $75.5 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 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. Tax revenues account for 29% of total City revenue. The estimated tax revenue for FY 2017 is $102.4 million, which includes collections from local sales, franchise, and property taxes. Sales and franchise tax collections are estimated at $83.6 million, or 81% of total tax revenue. The City’s major revenue sources are described in more detail in the following sections. TOTAL REVENUES BY FUND FY 2013 Actual FY 2014 Actual FY 2015 Actual General $ 106,232,472 $ 113,095,717 $ 118,473,731 $ 122,318,596 $ 129,954,089 Water $ 34,277,354 $ 35,801,266 $ 33,929,422 $ 39,135,947 $ 42,028,434 Wastewater $ 19,787,143 $ 19,478,584 $ 20,238,142 $ 20,891,994 $ 21,983,118 Fund FY 2016 Estimate FY 2017 Approved Insurance Reserve $ 18,002,495 $ 19,064,244 $ 20,530,417 $ 18,975,559 $ 20,893,585 Half-Cent Sales Tax $ 16,428,976 $ 17,841,415 $ 18,496,560 $ 19,284,471 $ 19,720,044 Bond $ 36,965,311 $ 280,083 $ 2,137 $ 40,282,500 $ 19,367,000 Debt Service $ 14,511,520 $ 13,631,124 $ 14,590,663 $ 14,964,599 $ 15,725,236 Streets $ 12,345,046 $ 12,717,237 $ 13,611,481 $ 13,568,230 $ 13,821,642 Impact Fees $ 12,333,972 $ 12,303,955 $ 10,788,635 $ 11,622,550 $ 12,346,850 Transportation Sales Tax $ 9,971,623 $ 10,825,681 $ 11,280,538 $ 11,634,190 $ 11,953,148 Other $ 7,585,257 $ 4,534,992 $ 5,104,686 $ 8,243,331 $ 10,966,231 Residential Sanitation $ 8,799,346 $ 8,986,696 $ 9,305,535 $ 9,328,000 $ 9,399,500 Information Technology $ 6,953,721 $ 7,577,460 $ 7,866,185 $ 8,463,719 $ 9,076,676 Grant $ 3,590,612 $ 3,444,963 $ 2,590,795 $ 3,309,362 $ 6,393,340 Facilities $ 5,896,577 $ 5,893,358 $ 5,945,327 $ 5,861,798 $ 5,974,845 Fleet Maintenance $ 5,066,729 $ 5,016,218 $ 4,803,497 $ 4,853,062 $ 5,407,063 Sports Complex $ 2,753,130 $ 3,182,427 $ 2,722,581 $ 3,456,737 $ 3,534,434 Fleet Reserve $ 1,152,408 $ 1,726,350 $ $ 2,112,903 $ 2,369,385 Commercial Sanitation $ 2,270,260 $ 2,367,338 $ 2,428,833 $ 2,342,925 $ 2,096,200 Sanitation Equip. Resv. $ 984,120 $ 955,952 $ 1,003,700 $ 1,126,293 $ 1,328,571 Information Tech. Resv. $ 598,886 $ 705,198 $ 711,551 $ 708,293 $ 768,755 Improvement District $ 186,965 $ 221,217 $ 384,333 $ 478,238 $ 479,550 Transit $ 861,910 $ 814,097 $ 919,524 $ 450,000 $ 306,000 Econ. Devlpmt Reserve $ 11,787 $ 17,572 $ 26,444 $ 25,000 $ Housing $ 168,153 Grand Total $ 327,735,773 $ - 2,004,174 $ - $ 300,483,14460 $ 300,758,891 $ $ - 363,438,297 25,000 $ $ - 365,918,696 City of Peoria FY 2017 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 2017 Total - $79.1 million Transpor‐ tation 15% General 55% Projection The City is projecting $79.1 million in sales tax revenue for FY 2017. This is a 2.5% increase over the FY 2016 estimate of $77.2 million. The moderate increase reflects a modest outlook for improvements in consumer spending and population growth. Streets 5% Half Cent Sales Tax 25% Total City Sales Tax Summary ($ in Millions) Fund General Half Cent Sales Tax Streets Transportation Sales Tax Total Sales Tax $ $ $ $ $ FY 2013 Actual 36.5 16.4 3.3 9.8 66.0 $ $ $ $ $ FY 2014 Actual 39.5 17.8 3.4 10.6 71.2 61 FY 2015 Actual $ 41.2 $ 18.5 $ 3.4 $ 11.2 $ 74.2 FY 2016 Estimated $ 42.9 $ 19.2 $ 3.5 $ 11.6 $ 77.2 FY 2017 Approved $ 43.9 $ 19.7 $ 3.6 $ 11.9 $ 79.1 City of Peoria FY 2017 Annual Program Budget Revenue Summary Property Tax Revenue Sources and interest on general obligation bonds. There is a limit on the primary property tax; the primary may only increase 2% above the city’s “annual maximum allowable levy” for the prior year. In FY 2017, the State converted 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. 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 2017. Projection According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2017 is estimated to increase slightly from the previous year’s valuation. FY 2017’s stabilizing valuation makes the third consecutive year of modest increases following the low point seen in FY 2014, yet still 33% below the high point of FY 2010. The primary tax levy revenue for FY 2017 is estimated at $2.4 million. Uses The secondary tax rate remains stable at $1.2500 per $100 of assessed valuation. With secondary valuations increasing from the previous year, the resulting secondary levy is projected to be $16.1 million, a 9.5% increase over FY 2016. 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 FY12 Actual $ 0.19 $ 1.25 FY13 Actual $ 0.19 $ 1.25 FY14 Actual $ 0.19 $ 1.25 FY15 Actual $ 0.19 $ 1.25 FY16 Est. $ 0.19 $ 1.25 FY17 Appr. $ 0.19 $ 1.25 $ $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 2.2 $ 14.2 $ 16.4 $ 2.0 $ 13.3 $ 15.3 $ 2.1 $ 14.3 $ 16.4 $ 2.2 $ 14.7 $ 16.9 $ 2.4 $ 16.1 $ 18.5 1.44 Property Tax Revenues ($ in millions) Primary Tax Levy $ 2.5 Secondary Tax Levy $ 16.7 Total $ 19.2 62 City of Peoria FY 2017 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. In 2015, the City completed a mid-decade census to reflect growth since 2010’s U.S. Census. The revised census indicated that Peoria’s growth increased by approximately 4.8% between 2010 and 2015. The revised estimate is predicted to increase Peoria’s share of shared revenues by 1.5% over what the share would have been without the mid-decade census. 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 2017, the budgeted State Shared revenues are $42.3 million, representing a 7.2% increase over the $39.5 million estimate for FY 2016. The FY 2017 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 45.0 (Millions) 40.0 35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0 FY13 Act FY14 Act FY15 Act FY16 Est FY17 Appr Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 63 City of Peoria FY 2017 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 2017 projection for HURF revenues is $9.6 million, a 5.4% increase over the prior year’s estimate of $9.1 million. The City estimates growth in future years will moderate as fuel reduction from conservation and vehicle efficiencies offset growth from population. Highway User Revenue (Millions) 10.0 8.0 6.0 4.0 2.0 0.0 FY13 Act FY14 Act FY15 Act FY16 Est Highway User Revenue 64 FY17 Appr City of Peoria FY 2017 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 $3.3 million in FY 2017. Building permit revenues are anticipated to contribute $2.4 million, or 73% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute almost $840,000, representing 25% of the total. Growth in permit-based revenues reflects a continued 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) $3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $‐ FY13 Act FY14 Act FY15 Act FY16 Est Bldg Permits 65 Business Licenses FY17 App Other City of Peoria FY 2017 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 were adopted for FY 2016 and FY 2017. Rate adjustments, revenues from the newlyacquired New River system, and modest residential account growth are projected to increase water revenues to $41.9 million in FY 2017. Water Operating Revenue (Millions) FY13 Actual Account Description FY14 Actual FY15 Actual FY16 Estimate FY17 Approved Water Fees $ 31.8 $ 33.0 $ 31.2 $ 36.2 $ 38.9 Reclaimed Water Fees $ 0.6 $ 0.8 $ 0.6 $ 0.7 $ 0.7 New Service Fees $ 0.3 $ 0.3 $ 0.3 $ 0.5 $ 0.5 Water Meter Charges $ 0.2 $ 0.3 $ 0.3 $ 0.4 $ 0.5 Disconnect/Reconnect Fees $ 0.3 $ 0.2 $ 0.2 $ 0.2 $ 0.2 Quintero WTP Fees $ 0.3 $ 0.3 $ 0.4 $ 0.3 $ 0.3 Non Potable Water Fees $ 0.2 $ 0.3 $ 0.3 $ 0.2 $ 0.2 Interest Income $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.4 $ 0.4 $ 0.5 $ 0.3 $ 0.3 Total Water Utility $ 34.2 $ 35.7 $ 33.8 $ 39.0 $ 41.9 66 City of Peoria FY 2017 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 were adopted for FY 2016 and FY 2017. Projected revenues for FY 2017 are $21.8 million, an increase of $1.0 million from the previous year’s estimate. Wastewater Operating Revenue (Millions) FY13 Actual Account Description FY14 Actual FY15 Actual FY16 Estimate FY17 Approved Wastewater Fees $ 17.5 $ 17.4 $ 18.2 $ 19.0 $ 20.0 EPA Mandate Fees $ 0.9 $ 0.9 $ 0.9 $ 0.9 $ 0.9 Allocated Interdept. Svc. Chrgs. $ 1.2 $ 0.9 $ 0.9 $ 0.7 $ 0.7 Utility Late Fees $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.0 $ 0.0 $ 0.0 $ 0.1 $ 0.1 Total Wastewater Utility $ 19.7 $ 19.3 $ 20.1 $ 20.8 $ 21.8 67 City of Peoria FY 2017 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 2017 revenues for combined Solid Waste operations are estimated at $11.5 million, slightly lower than the projected 11.7 million for FY 2016. Neither service is adjusting its primary user rates in FY 2017, but the City expects some disruption in the Commercial program when multi-family developments will have the option of selecting private haulers beginning in FY 2017. The majority of revenue – 82% - is generated from residential user fees, with $9.4 million expected in FY 2017. Commercial user fees are estimated to contribute 18%, or about $2.1 million in projected revenues for FY 2017. 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) FY14 Actual FY13 Actual Fund FY15 Actual FY16 Estimate FY17 Approved Commercial Solid Waste Fund $ 2.3 $ 2.4 $ 2.4 $ 2.3 $ 2.1 Residential Solid Waste Fund $ 8.8 $ 9.0 $ 9.3 $ 9.3 $ 9.4 Total Solid Waste $ 11.1 $ 11.3 $ 11.7 $ 11.7 $ 11.5 68 City of Peoria FY 2017 Annual Program Budget Programs – Performance Management Performance Management Why Measure Performance? Transparency and Accountability 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? 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 frame-work 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 agreedupon 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 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. Efficient Allocation of Resources With a limited amount of dollars available, a “performance-based” budgeting approach helps guide how we will utilize resources to meet goals. This approach focuses on aligning financial decisions with community goals and measurable outcomes. In turn, this helps ensure that residents are receiving the highest value for their dollar. 69 City of Peoria FY 2017 Annual Program Budget Programs – Performance Management Service Improvement achieving these goals. The Council Policy Goals for the FY 2017 budget year are: In an effort toward continual improvement, departments undertake ongoing evaluations of their performance data. Peoria managers continually evaluate performance trends, compare data to other jurisdictions, and regularly report on performance data. The city’s “PeoriaStat” model, which includes monthly collection of performance data and regular reporting to the City’s executive leadership, helps identify performance trends and provides a forum to discuss and collaborate on operational strategies. These proactive measures help us to quickly respond and adapt to changes in our community. Community Building: Preserve 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 2017 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.  Balanced amenities (northern Peoria)  Sustainability  Access to trail system  Historic preservation o Local landmark designation o Promoting awareness and  Temporary recreation center  Temporary access to lighted fields  Explore removing alleys (Acacia district)  Long-term infrastructure needs Enhance Our Current Services Organizational Priorities  Increase public safety resources  Pursue ambulance service  Expand human services function/program  Expand bulk trash program  Add a “green trash” program  Increased technology o Setting organization-wide objectives often begins with a vision: What should the community look like in five years? What should be expected in ten or more years? Well-articulated and measurable objectives provide a yardstick by which an organization can establish annual targets. From there, supporting objectives and operational strategies can then be set consistently throughout the organization. Paperless process Preserve Our Natural Environment  Land acquisition  Historic preservation (archeology) Total Planning Setting these long-term priorities for the City is one of the most important responsibilities for Peoria’s elected officials. Prior to the start of the budget process, 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  Expand water reclamation program  Human capital strategic plan  Charter amendment process (review)  Circulator/Transit analysis Economic Development 70  Job creation  Technical and vocational training City of Peoria FY 2017 Annual Program Budget  Land banking: shovel-ready sites  Market intervention  Strategic and focused planning  Revitalization of Old Town area Programs – Performance Management A major theme in the FY 2017 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 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. Organizational Strategic Plan Another set of priorities come within the organization itself. The city staff-developed Organizational Strategic Plan offers every employee insight into our long-term vision, values and standards. This plan provides a common foundation upon which to work. The Strategic Plan identifies five focus areas that define the expectations of employees as they conduct business and serve the community. The focus areas are:  Provide Excellent Customer Service  Enhance Organizational Development  Increase Information Sharing  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. 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. Each department is responsible for creating strategies and performance measures that support these tenets. 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 executive management together on a regular basis to review and evaluate performance data. 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 longer-term plan, with a 2-3 year horizon. However, departments reassess their plans annually as part of the budget process. 71 City of Peoria FY 2017 Annual Program Budget Programs – Performance Management 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 2016 Distinguished Budget Presentation Award. 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 man-agement program. For the past six years, we have received the Certificate of Excellence, the highest award bestowed by ICMA CPA. 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. If you would like additional information on Peoria’s performance management efforts, please contact Katie Gregory, Director of Management and Budget, at 623-773-7364. 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. 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 72 City of Peoria FY 2017 Annual Program Budget Programs – Performance Management 73 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 1 % of residents rating the overall quality of life in Peoria as good or excellent^ 93% 93% 93% 93% 2 % of residents rating their neighborhood as good or excellent place to live^ 95% 95% 95% 95% 3 Residents overall satisfaction with Parks and Recreation in Peoria^ 81% 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^ 57% 57% 57% 57% 6 Violent crimes per 1000/population 1.48 1.71 1.62 1.50 7 Property crimes per 1000/population 20.03 20.26 18.84 17.43 8 Patrol Response times to critical emergencies from dispatch to arrival 4:47 5:02 4:55 4:40 Performance Trend COUNCIL GOAL: Enhance Current Services: Financial and Operational Excellence Desired Outcomes FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 64% 64% 64% 64% 1 % of residents rating the value of services received for the taxes paid as good or excellent^ 2 City General Obligation Bond Ratings (S&P/Moody’s/Fitch) AA+/Aa1/ AA+ AA+/Aa1/ AA+ AA+/Aa1/ AA+ AA+/Aa 1/AA+ 3 City Water and Wastewater Bond Ratings AA/Aa3/ AA AA/Aa3/ AA AA/Aa3/ AA AA/Aa3/ AA 74 Performance Trend City of Peoria FY 2017 Proposed Budget Vital Stats COUNCIL GOAL: Preserve our Natural Environment 1 Desired Outcomes FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target % of residents rating the overall quality of Peoria's natural environment as good or excellent^ 69% 69% 69% 69% 23% 23% 24% 25% 9.4 9.5 9.8 18.6* FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 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% 72% 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 1 Number of qualified prospects meeting Councilstated business attraction criteria 15 15 17 20 2 Number of businesses contacted (retention or expansion) 36** 100 125*** 250 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% FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 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% 69% 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 2017. *Target determined based on priority projects in the Open Space Preservation Master Plan. **Position was vacated in 2013. ***Work assignment 50% of FY to develop the Peoria Investment Forum. 75 City of Peoria FY 2017 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 2017 Annual Program Budget City Attorney’s Office Cost of Service Breakdown - City Attorney’s Office – Civil & Risk Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Municipal Legal Governance Law Services 1.30 $153,754 $10,702 $18,524 $182,980 Development Legal Services 2.00 $236,844 $16,486 $28,535 $281,865 Administrative Legal Services 2.00 $236,667 $16,474 $28,513 $281,654 Transaction Legal Services 1.20 $142,036 $9,887 $17,112 $169,035 Litigation Legal Services 4.50 $532,634 $37,076 $64,171 $633,881 Operation of City's Self-Insurance Program 0.00 $0 $2,205,761 $135,110 $2,340,871 Claims Management Services 2.00 $159,436 $10,4111 $35,150 $204,997 General Legal Operations Management Services .90 $106,527 $7,415 $12,834 $126,776 Legal Office Human Resources Services .80 $94,809 $6,599 $11,422 $112,830 Legal Office Financial Services 1.10 $130,140 $9,059 $15,679 $154,878 Legal Office Technology Services 1.20 $142,036 $9,887 $17,112 $169,035 17.00 $1,934,883 $2,339,757 $384,162 $4,658,802 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY 2016. 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 $621,962 $18,039 $139,441 $779,442 Victim Assistance Program 2.00 $162,860 $3,960 $77,867 $244,687 Deferred Prosecution/Probation 0.50 $54,084 $1,569 $12,125 $67,778 TOTAL 9.00 $838,906 23,568 $229,433 $1,091,907 2 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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 ($24,268) 77 City of Peoria FY 2017 Annual Program Budget City Attorney’s Office City Attorney's Office Budget Allocation 19% 16% Civil General Counsel Program Civil Litigation and Risk Program 10% City Attorney Operations Criminal Program 55% Total Budget: $5,750,709 78 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 90% 93% 95% 95% 83% 100% 95% 95% 72% 74% 75% 75% Number of victim cases 1,676 1,387 1,400 1,400 Number of non-domestic violence criminal cases 1,180 847 1,000 1,000 496 333 400 400 Expected Outcome Performance Measure To provide high quality legal services to achieve the interests of justice Assure that city operations comply with all federal, state and local laws Customer Service Survey Ratings – Internal Departments Respond to requests for legal analysis, advice and answers to legal issues within 2 weeks of receipt % of responses to city council requests for ordinances, resolutions for legislative action as requested within 1 week of request Act as General Counsel for the Mayor and City Council, City Manager and Departments To preserve and protect victims’ rights during criminal case prosecution, fulfill prosecutorial statutory mandates allowing victims full participation in the criminal justice system, and increase and improve services provided to victims Reduce domestic violence victim numbers and increase domestic violence community awareness services Number of domestic violence criminal cases 79 Council Goal Expected Outcome Enhance Current Services City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target % of cases resulting in conviction 83% 78% 80% 80% Number of criminal cases resulting in plea agreements 1,411 1,669 1,500 1,500 % of deferred prosecution cases that are successfully completed 70% 67% 70% 70% Amount paid in insurance premiums $1.060 Million $1.032 Million $1.151 Million $1.151 Million Amount of insurance legal services paid $232,500 $28,675 $110,0001 $75,000 Amount of Non-City Property Claims $41,885 $55,892 $85,000 $85,000 Amount of City Property Claims $394,244 $532,031 $400,0002 $285,000 Performance Measure 1 An exceptional 9th Circuit Court of Appeals case has year-to-date legal services costs for outside counsel exceeding $60,000 as of 1/31/16 and is currently stayed, but if it proceeds to trial within the current fiscal year could continue to generate additional exceptional legal services costs. 2 A $70,000 city property damage loss due to fire and two significant traffic signal damage losses totaling $40,000 push this estimate to $400,000, other non-exceptional losses remain generally on target. 80 City of Peoria FY 2017 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 2017 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 $329,449 $ 71,638 $ 83,941 $485,028 Records Management 1.5 $131,779 $ 28,656 $ 33,576 $194,011 Municipal Elections 1.75 $153,743 $ 33,431 $ 39,173 $226,347 TOTAL 7.00 $614,971 $133,725 $156,690 $905,386 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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 Municipal Elections 54% 25% Total Budget: $905,386 82 Records Management City of Peoria FY 2017 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 performance indicators 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Comply with Open Meeting Law: - # of postings - % of compliance 676 99% 624 98% 643 99.8% 650 100% Process City Contracts: - # of contracts processed - % processed w/in 1 week 1,087 83% 1,015 91% 1,086 72% 1,063 95% 692 589 505 600 11 days 10 days 7 days 5 days Performance Measure Administer public records requests: - # of records requests received - Combined avg # of days to complete both redacted and unredacted requests 83 City of Peoria FY 2017 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 Advisory Board Veterans’ Board Arts Commission    84 Overall satisfaction with parks, recreation and library services in Peoria % of residents rating the overall quality of Peoria’s natural environment as good or excellent Total annual circulation per capita in Peoria’s Library system # of registered participants and event attendees Cost recovery goals in Recreation Programs Art Gallery Visits City of Peoria FY 2017 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 $156,471 $ 12,212 $20,819 $189,502 High quality customer services 5.45 $403,453 $ 31,488 $53,682 $488,623 Administrative functions 1.77 $154,972 $ 12,095 $20,620 $187,687 Financial functions 2.15 $192,816 $ 15,049 $25,655 $233,520 Department technological support 0.90 $ 91,024 $ 7,104 $12,111 $110,240 Boards and Commission liaison 0.16 $ 14,929 $ 1,165 $ 1,986 $ 18,080 Grant/sponsorship opportunities 0.11 $ 10,960 $ 855 $ 1,458 $ 13,274 Support organizational development 0.08 $ 8,873 $ 692 $ 1,181 $ 10,746 11.40 $1,033,497 $137,514 $1,251,672 Activity Description TOTAL $80,661 The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Administration Division Budget Allocation 1% 1% 1% Management of department 9% 15% High quality customer service Administrative functions Financial functions 19% Department tech support Boards and Commissions liaison 39% 15% Grant/sponsorship opportunities Support organizational development Total Budget: $1,251,672 85 City of Peoria FY 2017 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 Youth Master Plan. Cost of Service Breakdown – Recreation – Youth Programs Allocated FTEs Personnel Costs Aquatics Program AM/PM Program Little Learners Summer Recreation Summer Camp Special Interest Classes - Youth Youth Sports Teens 17.28 30.02 7.62 6.81 10.97 1.49 5.82 5.12 $ 691,749 $1,143,770 $ 277,692 $ 256,020 $ 449,132 $ 128,950 $ 359,155 $ 280,830 NonPersonnel Costs $ 238,122 $ 406,527 $ 67,657 $ 156,228 $ 244,008 $ 73,299 $ 184,085 $ 86,868 TOTAL 85.12 $3,587,298 $1,456,794 Activity Description Internal Service Charges Total Cost of Service $ 84,137 $ 86,313 $ 47,529 $ 171 $ 44,770 $ 18,512 $ 59,447 $ 14,878 $1,014,008 $1,636,610 $ 392,878 $ 412,419 $ 737,910 $ 220,761 $ 602,687 $ 382,576 $355,757 $5,399,849 The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Youth Programs Budget Allocation Aquatics 7% 11% AM/PM 19% Little Learners 4% Summer Rec Summer Camp 14% 30% SIC ‐ Youth Youth Sports 8% 7% Teens Total Budget: $5,399,849 86 City of Peoria FY 2017 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 0.32 $ 28,905 $ 11,558 $ 1,019 $ 41,482 Adult Sports 9.30 $ 442,828 $ 85,581 $ 8,230 $ 536,639 Active Adult Programs 1.72 $145,024 $ 66,766 $ 4,363 $ 216,153 11.34 $616,757 $163,905 $13,612 Activity Description TOTAL $794,274 The budget amounts listed above include all costs for that service or program for FY2016. 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 5% SIC - Adult 27% Adult Sports Active Adults 68% Total Budget: $794,274 87 City of Peoria FY 2017 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 0.68 1.92 9.92 $42,788 $116,053 $430,306 NonPersonnel Costs $6,313 $25,607 $25,544 12.52 $589,147 $57,464 Outdoor Recreation Adaptive Recreation Adult Day Program TOTAL Internal Service Charges Total Cost of Service $1,510 $12,385 $21,236 $50,611 $154,045 $477,086 $35,131 $681,742 The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Special Populations Budget Allocation 7% Outdoor Recreation 23% Adaptive Recreation Adult Day Program 70% Total Budget: $681,742 88 City of Peoria FY 2017 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 2.94 19.39 $ 297,328 $ 938,041 NonPersonnel Costs $ 100,241 $ 210,642 TOTAL 22.33 $1,235,369 $310,883 Activity Description Internal Service Charges $ 519,108 $ 268,611 $787,719 Total Cost of Service $ 916,677 $ 1,417,294 $2,333,971 The budget amounts listed above include all costs for that service or program for FY2016. 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 Community Center 39% 61% Total Budget: $2,333,971 89 Recreation Center City of Peoria FY 2017 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, Bravo Peoria, 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-by-case 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 1.72 $ 86,962 $ 277,363 $ 5,758 $ 370,083 Plan and manage signature City special events 1.97 $ 144,343 $ 142,430 $ 2,957 $ 289,730 Assist outside organizations with events 0.275 $ 27,177 $ 164,919 $ 3,423 $ 195,519 Assist other departments with coordination and planning of events 0.11 $ 10,567 $ 82,459 $ 1,712 $ 94,738 Collaborate to develop and execute marketing strategies 0.11 $ 10,567 $ 82,459 $ 1,712 $ 94,738 Manage Boards and Commissions Dinner 0.2 $ 19,075 $ 14,695 $ 305 $ 34,075 4.38 $298,691 $764,325 $15,867 $1,078,883 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Special Events Budget Allocation 9% Plan and manage community special events 3% Plan and manage signature City special events 9% 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: $1,078,883 90 City of Peoria FY 2017 Annual Program Budget Community Services Department Neighborhood Park Maintenance Neighborhood Park Maintenance is responsible for maintaining the city's 34 neighborhood parks, 27 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. Additionally, this division maintains the City’s Tree City USA status and coordinates volunteer programs such as the community garden. 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 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 $1,711,520 $1,396,984 $464,659 $3,573,163 Right-of-Way 1.0 $ 111,272 $1,259,548 $29,637 $1,400,457 Parks Administration 1.0 $ 165,428 $ $ $ 168,582 27.9 $1,988,220 $2,658,932 Activity Description TOTAL 2,400 754 $495,050 $5,142,202 The budget amounts listed above include all costs for that service or program for FY2016. 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 Parks 27% Admin 3% 69% Total Budget: $5,142,202 91 ROW City of Peoria FY 2017 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 $458,915 $543,642 $912,070 $754,298 NonPersonnel Costs $332,887 $423,038 $1,186,086 $980,913 Internal Service Charges $113,188 $85,677 $455,423 $376,643 $2,668,925 $2,922,924 $1,030,931 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 13.47 13.30 TOTAL 49.46 Total Cost of Service $904,990 $1,052,357 $2,553,579 $2,111,854 $6,622,780 The budget amounts listed above include all costs for that service or program for FY2016. 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 32% Pioneer Park 16% Sports Complex Spring Training 39% Total Budget: $6,622,780 92 City of Peoria FY 2017 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, magazines, DVDs and digital services, programming, basic computer and e-reader classes and reference services. The Library staff in this unit continually reviews the collection to provide materials for the education and enlightenment of the community. It also oversees 48 computers for public use and assists patrons with computer and digital device related questions. They also administer the State Grants-in-Aid and Library Services and Technology Act grant applications and supervise the implementation for these programs. Library – Youth Services The Youth Services Division includes both Children’s and Teen Services within the Library and is responsible for providing youth-related materials including books, magazines, DVDs, and digital services, programming and reference services. The Library staff continually reviews its collection to provide materials for the education and enlightenment of the community. This division supports 25 computers for public use and assists patrons with computer and digital device related questions. This division leads the partnership with the Peoria Unified School District through school visits and the Ready, Set, Read program, and collaborations with County and State for the Summer Reading Programs. Library – Patron Services Patron Services is responsible for offering patrons assistance with issuing library cards, online public access catalog, locating items, and account management. Additionally, they process magazines and inter-library loan requests. This area also manages the volunteer program, and sorts and shelves books. Library – Technical Services The Technology division within the Library provides direct and administrative support for all library software, related applications and automation systems. This includes managing the library computer systems, supporting the automatic telephony system, maintaining the library’s website, troubleshooting equipment, hardware and peripherals. The division also supports the Integrated Library System (ILS) software and providing bibliographic and computer/technology instruction. Library – Administration Administration is responsible for supervising and directing activities and operations of the library system and cultural services, including evaluating programs and processes, developing goals, objectives and performance measures, and implementing recommended changes. They serve as staff liaison to the Library Advisory Board and the Peoria Public Library Friend’s organization. They are responsible for community outreach and trend– watching, working to develop innovative solutions to the challenges that face the community. Library administration is responsible for the financial management of the Library division. 93 City of Peoria FY 2017 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 6.13 $543,305 $181,504 $449,238 $1,174,047 Library – Youth Services 5.33 $515,112 $199,166 $449,989 $1,164,267 Library – Patron Services 17.19 $842,290 $69,518 $191,358 $1,103,166 Library – Technical Services 5.39 $390,364 $118,329 $145,648 $654,341 Library – Administration 1.75 $236,348 $2,883 $115,611 $354,842 35.79 $2,527,420 $571,400 $1,351,844 $4,450,644 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2016. 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% 15% 26% Adult Services Youth Services Patron Services Technical Services 25% Administration 26% Total Budget: $4,450,644 94 City of Peoria FY 2017 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 $12,272 $25,200 $2,658 $40,130 Gallery Display Coordination .100 $12,272 $ 1,765 $2,659 $16,696 Art Collection Management .125 $15,341 $15,958 $2,659 $33,958 Cultural Activities/Events .125 $15,341 $ 800 $2,659 $18,800 Boards and Commission .050 $ 6,136 $ 250 $2,659 $ 9,045 .5 $61,362 $38,975 $13,294 $118,629 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Arts Commission Budget Allocation 8% 16% Grant Management 34% Gallery Display Coordination Art Collection Mgt. Cultural Activities/Events 29% Boards and Commissions 14% Total Budget: $118,629 95 City of Peoria FY 2017 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 and is funding the future piece approved at Camino a Lago Park. The FY 2017 budget was approved for Lake Pleasant Parkway and Happy Valley Road, 91st Avenue and Happy Valley Road, a Northern Peoria art piece and the Sports Complex. Small art purchases have taken place and display areas have been established at numerous public buildings including: the Development and Community Services Building, 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 $887,500 $0 $887,500 Percent for the Arts The budget amounts listed above include all costs for that service or program for FY2016. Costs may include contracts for largescale public art services and small art purchases. Percent For the Arts Budget Allocation Large‐Scale Public Art Projects 100% Total Budget: $887,500 96 City of Peoria FY 2017 Annual Program Budget Community Services Department Performance Report COMMUNITY SERVICES DEPARTMENT The Community Services Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Community Building: Preserve and Expand our Quality of Life Council Goal Expected Outcome To offer unique and varied recreational services that are cost effective and efficient while satisfying customers and providing opportunities for the city's residents to live and grow in their community while enhancing their quality of life To provide exceptional neighborhood parks, trails, and open spaces that provide access to recreational enjoyment and preserves and protects important natural, historical, and cultural resources FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Participant approval rating for Recreation Programs 88% 91% 91% 92% % 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 1,245 1,271 1,300 1,400 # of recreation participants 122,318 118,081 125,000 127,000 Total visitors at the Community Center 157,889 173,771 180,000 190,000 # of attendees at City Signature Special Events 74,950 80,950 85,000 87,500 Developed Neighborhood Park acres per 1,000 population 1.79 1.81 1.77 1.72 % 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 97 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 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 1,276 1,725 1,102 900 % of survey responses rating overall experience at the Sports Complex as good or excellent 100% 98% 98% 100% 192,513 238,847 240,000 242,000 105 132 146 150 99% 99% 99% 99% 976,089 916,640 892,457 900,000 10.24 9.64 9.14 9.08 93% 93% 93% 93% 58% 58% 58% 58% 3,208 3,152 3,350 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 98 City of Peoria FY 2017 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 The Development and Engineering Department is the focal point of all construction activity within the City of Peoria. Our staff of more than 60 professionals from many different disciplines works together to provide the best possible service to a diverse customer base that includes elected officials and City staff, residents and business owners, professional engineers and architects, and developers and homebuilders. The department oversees the design and construction of most of the projects in the City’s Capital Improvement Program (CIP), including drainage, facilities, parks, streets, traffic control, water, and wastewater projects. The department also reviews and approves civil and building plans for all private development projects, issues construction permits for those projects, and inspects the projects during the construction phase. Key Outcome Measures Development and Engineering Department      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 Turnaround times for civil and building plan review. Timeliness of inspections provided to the development community. The Development and Engineering Department consists of the following seven areas:        Administration and Property Acquisition Engineering Services Architectural Services Right-of-Way Inspections Traffic Engineering Building Development Site Development Funding for the department comes from both the General Fund and the Highway User Revenue Fund. The various capital project funds also support the department by paying for those staff members who help deliver capital projects. 99 City of Peoria FY 2017 Annual Program Budget Development and Engineering Department Administration and Property Acquisition The Administration and Property Acquisition Division provides overall management direction and support to the department. Division staff provides financial and technical support to the department and coordinates the acquisition of real property rights of way and easements for the rest of the City. Cost of Service Breakdown – Administration and Property Acquisition Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Provide Leadership .55 $ 68,224 $ 16,206 $ 9,657 $ 94,087 Coordinate with Outside Agencies .15 $ 18,606 $ 4,420 $ 2,634 $ 25,660 Ensure High-Quality Customer Service .15 $ 18,606 $ 4,420 $ 2,634 $ 25,660 Oversee Department Financial Functions .80 $ 99,235 $ 23,572 $ 14,046 $ 136,853 Manage Department Communications .15 $ 18,606 $ 4,420 $ 2,634 $ 25,660 Coordinate Property Acquisition 1.10 $ 136,448 $ 32,412 $ 19,313 $ 188,173 Respond to Citizen Inquiries .35 $ 43,415 $ 10,313 $ 6,145 $ 59,873 Review and Catalogue Civil Plans .30 $ 37,213 $ 8,840 $ 5,267 $ 51,320 Provide Technical Support to the Dept .45 $ 55,819 $ 13,259 $ 7,901 $ 76,979 4.00 $ 496,172 $ 117,862 $ 70,231 $ 684,265 TOTAL The budget amounts listed above include all costs for that service or program for FY2016 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. Administration and Property Acquisition Budget Allocation 11% 14% Leadership and Direction 4% 7% Coordinate with Outside Agencies 4% High‐Quality Customer Service Financial Administration 9% Department Communications 20% Property Acquisition Citizen Inquiries 27% Review and Catalogue Civil Plans 4% Technical Support Total Budget: $684,265 100 City of Peoria FY 2017 Annual Program Budget Development and Engineering Department 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 Development and Engineering Department. Capital project delivery makes up approximately 75 percent of the cost of service. Other core services include project estimating, flood plain management, coordination with outside agencies, and payment processing and other administrative activities. Approximately 53 percent of the division’s budget is offset through chargeback revenue from capital projects. Cost of Service Breakdown – Engineering Services Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Capital Project Management 6.5 $ 946,005 $ 27,052 $ 66,551 $ 1,039,608 Capital Project Estimating .53 $ 78,155 $ 2,235 $ 5,498 $ 85,888 Administration / Payment Processing 1.11 $ 33,336 $ 953 $ 2,345 $ 36,634 Flood Plain Management .87 $ 128,159 $ 3,665 $ 9,016 $ 140,840 Respond to Citizen Inquiries .23 $ 34,077 $ 974 $ 2,397 $ 37,448 Assist Site Development Division .28 $ 39,633 $ 1,133 $ 2,788 $ 43,554 TOTAL 9.5 $ 1,259,365 $ 36,012 $ 88,595 $ 1,383,972 The budget amounts listed above include all costs for that service or program for FY2016 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. 3% 3% Engineering Services Budget Allocation Capital Project Management 10% 3% Capital Project Estimating 6% Administration / Payment Processing Flood Plain Management 75% Citizen Inquiries Private Development Total Budget: $1,383,972 101 City of Peoria FY 2017 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 67 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 56 percent of the division’s budget is offset through chargeback revenue from capital projects. Cost of Service Breakdown – Architectural Services Allocated FTE’s Activity Description Capital Project Management Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 3.35 $ 400,460 $ 11,440 $ 39,674 $ 451,574 Capital Project Estimating .05 $ 5,977 $ 171 $ 592 $ 6,740 Coordinate with Outside Agencies .20 $ 23,908 $ 683 $ 2,369 $ 26,960 1.10 $ 131,494 $ 3,757 $ 13,027 $ 148,278 Sustainability Objectives .25 $ 29,885 $ 854 $ 2,961 $ 33,700 Technical Registrant Project Oversight .05 $ 5,977 $ 171 $ 592 $ 6,740 5.00 $ 597,701 $ 17,076 $ 59,215 $ 673,992 Administration / Payment Processing TOTAL The budget amounts listed above include all costs for that service or program for FY2016 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. 1% Architectural Services Budget Allocation 5% Capital Project Management Capital Project Estimating 22% Coordinate with Outside Agencies 4% 1% Administration / Payment Processing 67% Sustainability Objective A.R.S. Technical Regisrant Project Total Budget: $673,992 102 City of Peoria FY 2017 Annual Program Budget Development and Engineering Department 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 26 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 6 percent of the division’s budget is offset through chargeback revenue from CIP projects. Cost of Service Breakdown – ROW Inspections Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Capital Project Inspection 2.10 $ 231,720 $ 23,429 $ 39,873 $ 295,022 Development Project Inspection 2.60 $ 286,891 $ 29,007 $ 49,367 $ 365,265 Dry Utility Project Inspection .70 $ 77,240 $ 7,810 $ 13,291 $ 98,341 Custom Homes .35 $ 38,620 $ 3,905 $ 6,646 $ 49,171 Assist Other Departments .50 $ 55,171 $ 5,578 $ 9,494 $ 70,243 Traffic Control Permits 1.05 $ 115,860 $ 11,714 $ 19,937 $ 147,511 Respond to Citizen Inquiries .70 $ 77,240 $ 7,810 $ 13,291 $ 98,341 8.00 $ 882,742 $ 89,253 $ 151,899 $ 1,123,894 TOTAL The budget amounts listed above include all costs for that service or program for FY2016 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. ROW Inspections Budget Allocation 9% 13% Capital Project Inspection 26% Development Project Inspection Dry Utility Inspection 6% Custom Homes Inspection 4% 9% Assist Other Departments 33% Traffic Control Permits Citizen Inquiries Total Budget: $1,123,894 103 City of Peoria FY 2017 Annual Program Budget Development and Engineering Department 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 89 percent of the division’s budget supports core services such as 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 such as the Neighborhood Traffic Management Program. Approximately 4 percent of the budget is offset through chargeback revenue from capital projects. Cost of Service Breakdown – Traffic Engineering Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Congestion Management 1.87 $ 252,238 $ 27,438 $ 108,256 $ 387,932 Transportation Planning 1.40 $ 188,841 $ 20,542 $ 81,048 $ 290,431 Neighborhood Traffic Management .65 $ 87,676 $ 9,537 $ 37,629 $ 134,842 Traffic and School Safety 1.28 $ 172,655 $ 18,781 $ 74,101 $ 265,537 Pedestrian and Bicycle Programs .65 $ 87,676 $ 9,537 $ 37,629 $ 134,842 Capital Project Management .15 $ 20,233 $ 2,201 $ 8,684 $ 31,118 6.00 $ 809,319 $ 88,036 $ 347,347 $ 1,244,702 TOTAL The budget amounts listed above include all costs for that service or program for FY2016 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. 3% Traffic Engineering Budget Allocation Congestion Management 11% 31% Transportation Planning Neighborhood Traffic Management 21% Traffic and School Safety 11% Pedestrian and Bicycle Programs 23% Capital Project Management Total Budget: $1,222,702 104 City of Peoria FY 2017 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 codes provide minimum safeguards for everyone. It is the goal of the 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 also helps customers achieve their goals. Cost of Service Breakdown - Building Development Activity Description Allocated FTE’s Personnel Costs Non‐Personnel Costs Internal Services Charges Total Cost of Service Inspection Services 7.80 $ 745,482 $ 122,326 $ 133,709 $ 1,001,517 Plan Review 4.25 $ 406,452 $ 66,695 $ 72,901 $ 546,048 Permitting 2.60 $ 249,131 $ 40,880 $ 44,684 $ 334,695 Administrative .85 $ 81,290 $ 13,339 $ 14,580 $ 109,209 $ 1,482,355 $ 243,240 $ 265,874 $ 1,991,469 TOTAL 15.50 The budget amounts listed above include all costs for that service or program for FY2016. 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 6% Inspection Services 17% Plan Review 50% Permitting 27% Administrative Total Budget: $1,991,469 105 City of Peoria FY 2017 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 assisting with the design of capital improvement projects. Staff coordinates with both customers (citizens, engineers, contractors, homebuilders, etc.) and other departments to ensure success for the development community and Peoria. Cost of Service Breakdown - Site Development Allocated FTE’s Activity Description Personnel Costs Non-Personnel Costs Internal Services Charges Total Cost of Service Inspection Services .56 $ 64,392 $ 1,729 $ 7,957 $ 74,078 Plan Review 4.46 $ 503,271 $ 13,514 $ 62,186 $ 578,971 Permitting 2.43 $ 273,947 $ 7,356 $ 33,850 $ 315,153 Administrative 1.55 $ 175,100 $ 4,702 $ 21,636 $ 201,438 TOTAL 9.00 $ 1,016,710 $ 27,301 $ 125,629 $ 1,169,640 The budget amounts listed above include all costs for that service or program for FY2016. 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 17% 6% Inspection Services Plan Review 27% Permitting 50% Administrative Total Budget: $1,169,640 106 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target -28% -8% -5% +-5% 39% 47% 45% 60% 57% 57% 57% 70% 73% 73% 73% 80% 64% 64% 64% 75% 61% 61% 61% 75% 79% 79% 79% 80% 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 +6% +45% +5 +-5% % of total allocated capital budget (including carryovers) expended in current fiscal year 57% 49% 50% 60% 107 City of Peoria FY 2017 Annual Program Budget Development and Engineering Department Building Development Expected Outcome Timely Building Plan Reviews (1st review) Performance Measure Assist customers through timely plan review for:  Tenant Improvement  New Commercial  Single Family Res. FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 9.5 11.4 10.1 9.6 9.5 9.1 8.5 10.7 9.3 12 working days Working days # of annual inspections and average # of building inspections completed per day/per inspector 45,862 28/day 50,193 30/day 57,500 33/day 63,250 21/day Assist customers through process to achieve timely building permit issuance # of Timely Building Permits Issued 4,010 4,572 6,100 6,700 All building inspections completed same day # of Building Inspections rolled over to next day 1,281 3,117 9,300 3,100 FY2015 Actual FY2016 Estimate FY2017 Target 21 calendar Timely Building Inspections Excellent Customer Service *10 insp/day= national benchmark Site Development Expected Outcome Performance Measure FY2014 Actual Timely Engineering Plan Reviews (1st review) Assist customers through timely site development plan review 15.7 16.9 15.0 calendar days calendar days calendar days Timely Engineering Civil Sheets Reviewed Number of civil sheets reviewed per plan reviewer Timely Engineering Permits Issued Number of engineering permits issued per inspector 108 days 3,331 2,797 3,663 3,500 69 sheets/ month/ reviewer 58 sheets/ month/ reviewer 62 sheets/ month/ reviewer 65 sheets/ month/ reviewer 1,360 1,521 1,750 1,750 26 permits/ month/FTE 29 permits/ month/FTE 33 permits/ month/FTE 34 permits/ month/FTE City of Peoria FY 2017 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 EDIS .86 $177,768 $2,398 $24,955 $205,121 Administrative Support 1.34 $112,527 $1,535 $15,971 $130,033 Manage Dept’s Budget .80 $65,602 $864 $8,984 $75,450 TOTAL 3.0 $355,897 $4,797 $49,910 $410,604 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 109 City of Peoria FY 2017 Annual Program Budget Economic Development Services Department Administration Division Budget Allocation 18% Economic Development Implementation Strategy 50% Administrative Support Manage Department's Budget 32% Total Budget: $410,604 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 initiatives that came out of the Economic Development Implementation Strategy (EDIS), as updated. These initiatives include an update to reflect EDIS II initiatives, 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, Health Care Recruitment, BioInspire Incubator Companies, as well as Sales and Marketing activities Investment Zones include Plaza Del Rio, Loop 303, P83 District, Old Town, and Loop 101 Business Retention Redevelopment and Real Estate Development efforts include the Vistancia Commercial Core, Old Town Revitalization, Park West, Rovey Industrial Park and the Peoria Innovation Center Workforce Development includes partnerships with the Maricopa Association of Governments (MAG) and Westmarc to develop a regional workforce development implementation strategy 110 City of Peoria FY 2017 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 3 $400,929 $324,100 $42,198 $767,227 Business Retention/Workforce Dev. 1 $95,709 $77,369 $10,073 $183,151 Redevelopment/Real Estate Dev. 1 $135,536 $109,564 $14,265 $259,365 5.00 $632,174 $511,033 $66,536 $1,209,743 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2016. 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 16% Business Attraction Business Retention/Workforce Development 21% Redevelopment/Real Estate Development 63% Total Budget: $1,209,743 111 City of Peoria FY 2017 Annual Program Budget Introduction 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)*. Expected Outcome Execute econ. Development Agreements (DA) for University Branch Campuses meeting STEM criteria Business Retention Program Investment Zones Initiative University Recruitment Economic Development Initiatives from the EDIS II Execute agreements that facilitate development in line with established criteria for identified investment zones Performance Measure FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Trine University 0 0 Amend DA Ongoing Huntington University 0 DA T/I and Hire Positions Open for Students P83 District: Modern Round P83 Streetscape Imp. N/A Peoria Innovation Center N/A Negotiate DA Constr. Complete Due Diligence Arrowhead Equities N/A N/A Negotiating Negotiating Project Working Group Ongoing Final Designs Execute agreements or attract tenants for property development Attract tenants to fill vacant retail space and meet with Peoria businesses T/I and Hire Positions Phase II Construction Begin Construction Open for Business Execute DA Execute License Agreement Construction Completed DA Executed Mktg & Promo Marketing & Promotion Ongoing Mktg & Promo Ongoing N/A Execute Agreement Create 10 Jobs, Open Prime Source Ongoing Lucidi Distillery Company N/A Execute DA Open Distillery Ongoing Washington St. Redevelopment N/A City Acquire Properties Land Assembly Land Assembly Amend DA Ongoing Mktg & Promo Marketing & Promotion N/A City Acquire Property Mktg & Promo Marketing & Promotion Ongoing Ongoing Ongoing Ongoing POA License Agreement Northern Peoria: Vistancia Commercial Core Mixed Use Project Old Town: Peoria Town Center Execute agreements or attract tenants to fill vacant or underutilized buildings/site redevelopment Execute DA Phase I Complete Mktg & Promotion State Trailer Loop 101: Park West 14 Acres at Loop 101/Peoria Avenue Retail/Commercial Space Absorption and Business Retention Visits 112 Economic Development Initiatives from the EDIS II Business Attraction Workforce Development Other Medical Device Incubator Marketing Plan Initiative Expected Outcome Complete materials to attract businesses from Canada, California, Illinois, and New York Markets Complete materials to create more market awareness of City opportunities Attract companies to the medical device incubator Create workforce development opportunities in the City Attract new businesses that locate and create new employment opportunities and invest in capital expenditures Performance Measure FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Marketing and Communications Plan Implementation Ongoing Ongoing Revise Plan Ongoing Advertising/Public Relations Campaign Ongoing Ongoing Ongoing Ongoing Investment Forum Ongoing Ongoing Ongoing Ongoing Created 8 New Jobs Create 15 New Jobs Ongoing N/A Ongoing Ongoing Ongoing Ongoing 47 Jobs Created and 17.4 Million Capital Investments Made Create 10 New Jobs Increase Capital Investments Ongoing NA T/I’s Complete 15 Jobs Created Create 10 New Jobs Ongoing Scorpion Pit Event & 2 New Companies BioInspire Companies Workforce Development Implementation Strategy 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 30 months 113 Economic Development Initiatives from the EDIS II Public School Support Workforce Development Strategy Regional Infrastructure/ Strategic Planning Increase City Inventory/Real Estate Development Opportunities Initiative Expected Outcome Performance Measure Create preferred development programs, site plans, pro formas and market evaluations Complete due diligence package for key properties in Peoria FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target N/A N/A Development of due diligence packages Marketing & Promotion Ongoing CEDS Prepared and Distributed Pursue purchasing properties and opportunities for infill development Increase inventory of land/buildings; fill vacant or underutilized properties N/A N/A Obtain appraisals, acquire properties, form partnerships to stimulate development Identify and respond to needs and opportunities shared by multiple communities Decision to prepare a regional Comprehensive Economic Development Strategy (CEDS) N/A N/A Retain consultant to prepare CEDS Create workforce development opportunities in the City Create a target industry academy and employer outreach programs Increase communication with the City’s and West Valley school districts and advance rankings statewide Education/Workforce Development Plan Ongoing Ongoing Develop a Target Industry Academy N/A N/A Defined employer outreach program with local community colleges N/A N/A Establish and maintain communication with PUSD and Deer Valley School District Two public school district rankings improve 114 N/A N/A Work with a consultant to create a comprehensive workforce / education development strategic plan Partner with WV employers, school districts and cities to create program Partner with WV employers and community colleges N/A Initial contact is made with school districts N/A Some ranking improvements at end of 2016 school year Implement Plan Open Academy Ongoing Maintain contact with school districts to improve collaboration State’s rankings of public school systems improve Economic Development Initiatives from the EDIS II Marketing Peoria Economic Development Website BioInspire Strategy Business Attraction, BR&E, Entrepreneurial Development Initiative Expected Outcome Performance Measure Attract new businesses that locate and create new employment opportunities and invest in capital expenditures Negotiate Development Agreements with companies creating new jobs and capital investment in Peoria Attract tenants to fill vacant retail space and meet with Peoria businesses Determine feasibility of a second incubator and potential role as a location for social entrepreneurial activities Graduate companies from BioInspire into space in Peoria FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Ongoing Execute Development Agreements with new companies locating in Peoria, Complete Cost of Doing Business Study, research what support the City can provide to entrepreneurs and 1099 contractors Ongoing Ongoing Renew/amend operating grant agreement with BioAccel. Continue locating companies at BioInspire, and graduating them into space in Peoria N/A Improved website being operational Emulate IEDC award‐ winning website Ongoing Adopt updated ED Marketing Plan to include print, social media, printing collateral and video production Marketing & Promotion Retail/Commercial Space Absorption and Business Retention Visits Creation of a Digital Media incubator in cooperation with Huntington University. Investigate development of entrepreneurial activity in Peoria for West Valley residents. Ongoing Create a network avenue for BioInspire companies Develop a strategy for accommodating BioInspire companies in Peoria Website content and designed updated with pertinent data Update content on ED website to include available real estate/ inventory, workforce data (labor shed info), utility provider information, and entrepreneurial support programs Increase marketing efforts to promote Peoria Update the ED Marketing Plan to include City’s development prospectus, evaluate establishing a Peoria Marketing Advisory Group 115 Ongoing N/A Ongoing Economic Development Initiatives from the EDIS II Improve Site Plan, Design Review, Permit/Approval Process Initiative Expected Outcome Performance Measure Streamlined / improved City’s site plan, design review, permit, and approval process for development Written Development Process Improvement Plan, streamlined permit application/review process, increase reputation of being a business-friendly City, increased development activity FY2014 Actual * EDIS II was approved by City Council on December 15, 2015. 116 N/A FY2015 Actual FY2016 Estimate FY2017 Target Ongoing Adopt Development Process Improvement Plan; provide consistent customer service in City permitting / approval process Increase development activity by lowering costs, improving customer service and offering streamlined processes City of Peoria FY 2017 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  Sales Tax Audit and Collections Management and Budget   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”. 117 City of Peoria FY 2017 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: $10,597,188 Finance Administration The Finance Administration Division is responsible for the overall leadership and management of the Finance & Budget Department by coordinating operations, facilitating financial planning, managing the city’s debt, financing 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 $139,241 $2,175 $12,505 $153,921 Leadership and management of the Finance & Budget Department 1.50 $232,068 $3,625 $20,842 $256,535 Maintain City’s financial stability and fiscal health 0.60 $92,827 $1,450 $8,337 $102,614 TOTAL 3.00 $464,136 $7,250 $41,684 $513,070 The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 118 City of Peoria FY 2017 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 Budget: $513,070 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. 119 City of Peoria FY 2017 Annual Program Budget Finance and Budget Department Cost of Service Breakdown - Financial Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Accounting and financial reporting 7.50 $802,838 $222,548 $123,081 $1,148,467 Accounts payable 3.25 $234,850 $14,079 $29,879 $278,808 Payroll 2.60 $210,106 $18,403 $27,429 $255,938 Maintain accounting information systems 1.65 $173,028 $955 $20,884 $194,867 $1,420,822 $255,985 $201,273 $1,878,080 TOTAL 15.00 The budget amounts listed above include all costs for that service or program for FY2016. 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 15% 61% Total Budget: $1,878,080 120 Maintain accounting information systems City of Peoria FY 2017 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 14,000 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 $304,981 $88,086 $36,434 $429,501 Audit businesses 2.80 $265,562 $466,577 $67,862 $800,001 Process specialty licenses 0.45 $42,620 $10,699 $4,942 $58,261 Canvass and inspect licenses 0.55 $51,953 $3,840 $5,172 $60,965 TOTAL 7.00 $665,116 $569,202 $114,410 $1,348,728 The budget amounts listed above include all costs for that service or program for FY2016. 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 4% Budget Allocation 5% 32% Administer the tax code Audit businesses Process specialty licenses Canvas and inspect licenses 59% Total Budget: $1,348,728 121 City of Peoria FY 2017 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 $57,198 $2,309 $7,286 $66,793 Developing, Analyzing, Monitoring and Reporting on Financial Resources 2.85 $353,796 $10,390 $44,591 $408,777 Communication and Outreach 0.42 $47,477 $2,309 $6,096 $55,882 Rate and Revenue Analysis 0.82 $94,383 $2,309 $11,839 $108,531 Management of the City’s Performance Management Program 0.14 $13,207 $1,154 $1,759 $16,120 Operational and Policy Analysis 0.27 $36,289 $2,309 $4,726 $43,324 Development Administration 0.08 $7,944 $2,309 $1,255 $11,508 TOTAL 5.00 $610,294 $23,089 $77,552 $710,935 The budget amounts listed above include all costs for that service or program for FY2016. 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. 122 City of Peoria FY 2017 Annual Program Budget Management and Budget 2% 2% 6% Finance and Budget Department Budget Allocation 9% 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 58% Operational and Policy Analysis Development Administration Total Budget: $710,935 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 the 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. 123 City of Peoria FY 2017 Annual Program Budget Finance and Budget Department Cost of Service Breakdown - Materials Management Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Procure goods & services 3.95 $371,364 $15,082 $50,920 $437,366 Contract management 1.80 $187,234 $14,433 $26,572 $228,239 Manage financial information systems 0.25 $28,858 $1,310 $3,975 $34,143 TOTAL 6.00 $587,456 $30,825 $81,467 $699,748 The budget amounts listed above include all costs for that service or program for FY2016. 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 5% Procure goods & services 33% Contract management 62% Total Budget: $699,748 124 Manage financial information systems City of Peoria FY 2017 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 $98,011 $21,452 $51,097 $170,560 Fleet parts room service 1.00 $45,057 $5,600 $21,667 $72,324 Warehouse & fleet information systems 0.45 $31,940 $582 $13,910 $46,432 Distribution of mail & materials to locations 1.00 $80,023 $10,506 $38,720 $129,249 TOTAL 4.00 $255,031 $38,140 $125,394 $418,565 The budget amounts listed above include all costs for that service or program for FY2016. 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 Warehouse operations 31% 41% Fleet parts room service Warehouse & fleet information systems Distribution of mail & materials to locations 11% 17% Total Budget: $418,565 125 City of Peoria FY 2017 Annual Program Budget Finance and Budget Department Revenue Administration The Revenue Administration Division provides professional service to the city’s utility operations and to the citizens of Peoria in a timely and efficient manner. Functions include Customer Service, Meter Services, Utility Billing, Sales Tax, and Collections. 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 $176,991 $3,677 $20,346 $201,014 Insure data integrity and maintain information systems 3.25 $336,746 $18,833 $40,043 $395,622 TOTAL 5.00 $513,737 $22,510 $60,389 $596,636 The budget amounts listed above include all costs for that service or program for FY2016. 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 34% General management and support Insure data integrity and maintain information systems 66% Total Budget: $596,636 126 City of Peoria FY 2017 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 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 7.05 $480,539 $669,672 $144,425 $1,294,636 Respond to customer inquiries 15.40 $1,009,353 $260,834 $159,489 $1,429,676 Collect on delinquent accounts 0.55 $40,862 $0 $5,131 $45,993 $1,530,754 $930,506 $309,045 $2,770,305 TOTAL 23.00 The budget amounts listed above include all costs for that service or program for FY2016. 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 2% Budget Allocation Process customer financial transactions 47% 51% Respond to customer inquiries Collect on delinquent accounts Total Budget: $2,770,305 127 City of Peoria FY 2017 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 using automated technologies. 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. 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 $97,742 $17,782 $13,762 $129,286 Service work orders 9.25 $670,214 $100,767 $91,843 $862,824 Meter replacement program 0.40 $32,684 $565,114 $71,213 $669,011 $800,640 $683,663 $176,818 $1,661,121 TOTAL 11.00 The budget amounts listed above include all costs for that service or program for FY2016. 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 Budget: $1,661,121 128 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Bond ratings for general obligation bonds: ‐ Standard & Poor's ‐ Moody's Investor Services ‐ Fitch Ratings AA+ Aa1 AA+ Aa1 AA+ Aa1 AA+ Aa1 AA+ AA+ AA+ AA+ Bond ratings for revenue bonds: ‐ Standard & Poor's ‐ Moody's Investor Services ‐ Fitch Ratings AA Aa3 AA Aa3 AA Aa3 AA Aa3 AA AA AA AA Compliance with the Principles of Sound Financial Management Yes Yes Yes Yes Satisf. Satisf. Satisf. Satisf. +0.07% +0.68% -1.65% < 3% -0.37% +0.30% -0.28% < 3% Performance Measure Review success in operational goals as discussed in employee performance plan for Finance 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) 129 City of Peoria FY 2017 Annual Program Budget Council Goal Expected Outcome Performance Measure FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Provide accurate and timely financial information and accounting services to management, policy makers, and external parties for making sound and informed decisions. Receive "clean" audit opinion from independent CPA firm Yes Yes Yes Yes 11,260 11,300 12,850 13,000 Percent of vendor invoices paid within 30 days of invoice date 77% 83% 83% 85% Percent of A/P payments made electronically 46% 47% 52% 55% Peoria investment return compared to Treasury Note benchmark (1 yr. CMT) 0.34% / 0.13% 0.38% / 0.12% 0.61% / 0.25% 0.70% / 0.25% Number of vendor protests filed and number upheld 1/0 0/0 0/0 0/0 Number of audits completed annually 262 115 150 100 Audit program recoveries as a percent of operating costs of the Sales Tax Section 77% 33% 33% 33% % of new business license applications processed within 14 business days 90% 96% 96% 90% % of total utility customers receiving their utility bills electronically 15% 17% 23% 25% Annual number of incoming customer service calls answered by CSRs 82,000 82,600 86,800 87,000 1:42 3:55 3:00 <3:00 32,000 31,000 29,000 30,000 Provide accurate and timely payment to our vendors. Enhance Current Services Finance and Budget Department 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. Number of (A/P) payments made annually Average time for CSRs to answer incoming calls (minutes) Number of service orders processed by Meter Services staff 130 City of Peoria FY 2017 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-Medical Administration Fire-Medical 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. Fire Prevention Key Outcome Measures Fire-Medical Department  Emergency response time from dispatch to arrival for: Fire Suppression, Emergency Medical Services (ALS & BLS), Rescue, Hazmat. Fire-Medical Prevention provides inspection services, plan review, issuance of permits, fire code  Percent of citizens rating Peoria’s Fire – enforcement, fire cause investigations, internal Medical Department as good or excellent. safety investigations, citizen safety awareness programs, public fire education, public information services, and coordinates Fire-Medical Department community relations events. Support Services Support Services is responsible for facility and equipment maintenance and repair. These include fire apparatus, support services and administrative staff fleet, computer-aided dispatch coordination and database maintenance, capital construction, fleet services and allied equipment purchasing. Emergency Medical Services Emergency Medical Services manages the emergency medical supply acquisition, emergency medical services training, maintaining certification requirements, emergency ambulance transportation coordination, and emergency ambulance transportation contracts. 131 City of Peoria FY 2017 Annual Program Budget Fire-Medical Department Fire-Medical Training Fire-Medical 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-Medical Operations Fire-Medical 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-Medical Administration 3.00 $379,903 $36,607 $118,721 $535,231 Fire Prevention 10.00 $999,585 $42,386 $260,071 $1,302,042 Support Services 5.00 $437,181 $331,162 $159,089 $927,432 Emergency Medical Services 3.00 $570,505 $143,542 $179,606 $893,653 Fire-Medical Training 2.00 $397,384 $152,051 $46,210 $595,645 Emergency Management 0.50 $57,752 $34,991 $107,137 $199,880 Fire-Medical Operations 147.00 $19,231,007 $1,818,722 $1,404,722 $22,454,451 TOTAL 170.50 $22,073,317 $2,559,461 $2,275,556 $26,908,334 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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. 132 City of Peoria FY 2017 Annual Program Budget Fire-Medical Department Fire-Medical Department Budget Allocation 2% 3% 4% Administration, Management & Support Fire Fighting 19% Provide Emergency Medical Services 11% 61% Technical Rescue Response Hazardous Materials Response Wildland Deployment Total Budget: $26,908,334 Fire-Medical Department Administration, Management & Support Budget Allocation Fire Administration 2% 6% 9% Fire Prevention Support Services 21% 26% Emergency Medical Services Fire Training 15% 11% Professional Development of Personnel Emergency Management 10% Total Budget: $4,068,398 133 City of Peoria FY 2017 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 Provide the citizens of Peoria with effective and efficient all hazards response to ensure longterm sustainment of all services FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Receive status of Accredited Agency and maintain Annual Compliance Report (ACR) Yes Yes Reaffirmed Yes YES Number of community awareness events held annually 86 88 91 93 Maintain quality Insurance Services Office (ISO) rating of 3 or better 3 3 3 3 Number of advanced life support (ALS) calls 7,624 9,413 9,900 10,400 % of 1st unit ALS response times less than 5 minutes 84% 83% 81% 90% Number of basic life support (BLS) calls 5,399 6,148 6,627 6,800 % of 1st unit basic life support (BLS) response times less than 5 minutes 87% 85% 84% 90% Number of fire suppression calls within City limits 1,476 1,463 1,579 1,600 90% 90% 90% 90% 2,400 1,481 1,600 2,000 Performance Measure % of 1st unit fire suppression response times less than 5 minutes Number of commercial occupancies inspected annually 134 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 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% 98% 98% 98% 98% Ensure that less than 5% of equipment repairs return for re-work % of residents rating the quality of fire department services as good or excellent (National Citizen Survey) 135 City of Peoria FY 2017 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. 136 City of Peoria FY 2017 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 Operations Human Capital Management and Business Operation activities include management of employee information in the Human Resources Information System, creating and maintaining reports and queries pertaining to employee and benefits, retrieving data and supplying information for workforce surveys and requests, and handling of business operations that support the employer and operational needs. The business operation activities include the department financials, budget coordination, position management, personnel action forms, department timekeeping, record retention, and customer service. Recruitment and Retention Recruitment 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, developing and maintaining the City’s Safety Program documentation, the Leadership Development program, and the Mentorship program. 137 City of Peoria FY 2017 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 2.56 $275,757 $69,813 $37,901 $383,471 Classification and Compensation 1.99 $186,443 $47,201 $25,626 $259,270 Employee Relations/Labor Relations 3.91 $410,845 $104,012 $56,468 $571,325 Human Capital Management/Business Operations 4.82 $512,439 $129,733 $70,432 $712,604 Recruitment and Retention 2.46 $298,086 $75,465 $40,970 $414,521 Safety Management 1.44 $79,266 $20,068 $10,895 $110,229 Training and Organizational Development 1.82 $190,909 $48,332 $26,239 $265,480 TOTAL 19.0 $1,953,745 $494,624 $268,532 $2,716,901 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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 10% Benefits and Wellness Programs 13% Classification and Compensation 8% 10% Employee Relations/Labor Relations 13% Human Capital Management/Business Operations 21% Recruitment and Retention 25% Safety Management Total Budget: $2,716,901 138 City of Peoria FY 2017 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. FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 100% 100% 100% 100% Percentage of new hires and competitively selected probationary employees that pass probation 92% 93% 95% 95% Number of classification reviews per total number of classifications (goal is 20%) 47% 22% 20% 20% Conduct exit interviews on 95% of employees who voluntarily depart from the City 70% 81% 90% 95% Percent of employees that voluntarily leave and would recommend the City as a place of employment for others 95% 99% 99% 100% Entry of employee job record and benefit transactions with an error rate of less than 5% 99.91% 98.66 99.35 99% Percent of employees experiencing work related injuries returned to light duty per number of employees injured 98% 90% 90% 95% Performance Measure Completion of all identified/required audits 139 City of Peoria FY 2017 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 140 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 2017 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 141 City of Peoria FY 2017 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 142 City of Peoria FY 2017 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 5.0 $709,496 $22,851 $0 $120,615 $852,962 Application Systems Support 10.0 $1,161,653 $79,410 $1,262,791 $241,231 $2,745,085 Desktop Support 5.0 $526,514 $141,667 $8,073 $123,590 $799,844 Geographic Information Systems (GIS) Support 5.0 $437,751 $46,580 $174,303 $121,359 $779,993 Network Support 8.0 $948,315 $302,971 $637,060 $195,513 $2,083,859 Project Management 3.0 $363,453 $8,548 $15,052 $71,923 $458,976 Radio Support Services 2.0 $216,424 $615,249 $24,163 $123,707 $979,543 Security Administration 1.0 $112,670 $5,972 $6,981 $23,974 $149,597 Special Systems 2.0 $223,115 $3,944 $437,336 $47,949 $712,344 41.0 $4,699,391 $1,227,192 $2,565,759 $1,069,861 $9,562,203 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2016. 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. 143 City of Peoria FY 2017 Annual Program Budget Information Technology Department Information Technology Budget Allocation Administration 2% 7% 9% Applications Desktop 10% GIS 5% 29% Network Project Mgmt 22% Radio 8% 8% Security Special Systems Total Budget: $9,562,203 144 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 94% 97% 98% 99% 98% 98% 98% 99% 100% 100% 99.9% 100% 99.99% 99.9% 99.9% 100% % of GIS staff time spent working on ad hoc projects 12% 18% 25% 20% % of GIS staff time spent working on IT support issues 6% 3% 10% 10% % of GIS staff time spent working on data maintenance 53% 58% 45% 45% % of GIS staff time spent working on GIS Steering Committee projects 29% 21% 20% 25% 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) 145 City of Peoria FY 2017 Annual Program Budget Leadership and Management Performance Spotlight LEADERSHIP AND MANAGEMENT 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 Key Outcome Measures The Leadership and Management 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. Leadership and Management  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 Leadership and Management 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. The Leadership and Management 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. 146 City of Peoria FY 2017 Annual Program Budget Leadership and Management 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 – Leadership and Management Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Strategic Management & Policy Development 1.64 $265,685 $12,443 $18,576 $296,704 Inter-Departmental Management 1.92 $446,909 $14,567 $21,748 $483,224 Council Support 1.20 $99,063 $9,104 $13,592 $121,759 Council Collaboration 2.43 $372,360 $18,437 $27,524 $418,321 Regional Planning Activities 2.08 $261,169 $15,781 $23,559 $300,509 Administrative Support 4.92 $405,566 $38,391 $57,313 $501,270 Communication .89 $175,459 $6,753 $10,081 $192,293 Grant Coordination .25 $35,941 $1,897 $2,832 $40,670 External Leadership .67 $145,770 $5,083 $7,589 $158,442 Economic Efficiency & Sustainability 1.0 $144,132 $7,587 $11,327 $163,046 17.00 $2,352,054 $130,043 $194,141 $2,676,238 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2016. 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. 147 City of Peoria FY 2017 Annual Program Budget Leadership and Management Leadership and Management % of Budget Allocation 6% 1% Strategic Management & Policy Development 11% Inter‐Departmental Management 6% Council Support 7% Council Collaboration 18% Regional Planning Activities Administrative Support 19% 5% Communication Grant Coordination (Grants) External Leadership 16% 11% Economic Efficiency & Sustainability Total Budget: $2,676,238 148 City of Peoria FY 2017 Annual Program Budget Leadership and Management Performance Report LEADERSHIP AND MANAGEMENT The City Management and Leadership Support 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Not measured 4 4 4 Not measured 75% 80% 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 98% 98% 98% 98% 149 City of Peoria FY 2017 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 $663,050 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. 150 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 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) 151 City of Peoria FY 2017 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. 152 City of Peoria FY 2017 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 $222,930 $35,328 $48,740 $306,998 Court Administration and Support Services 2.13 Court Security 4.00 $254,777 $40,375 $55,703 $350,854 Case Management 13.44 $1,003,184 $158,977 $219,329 $1,381,489 Protective Orders 0.97 $79,618 $12,617 $17,407 $109,642 Community Outreach 0.36 $31,847 $5,047 $6,963 $43,857 TOTAL 20.9 $1,592,355 $252,344 $348,141 $2,192,840 The budget amounts listed above include all costs for that service or program for FY2016. 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% 16% Court Security 15% Case Management Protective Orders 62% Community Outreach Total Budget: $2,192,840 153 City of Peoria FY 2017 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) *112% 118% 115% 115% % 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 Performance Measure % of cases with customer service complaints 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. 154 City of Peoria FY 2017 Annual Program Budget Office of Communications Performance Spotlight OFFICE OF COMMUNICATIONS MISSION The Office of Communications exists to proactively communicate engaging information to residents, customers and employees; provide useful municipal information to residents and help foster community pride; and help develop a sense of organizational pride among employees. DEPARTMENT OVERVIEW The Office of Communications is a dynamic department of communicators providing digital and traditional communications to effectively inform and engage the residents of Peoria, national audiences and City staff. In addition, the Office provides communications expertise and production resources for all City of Peoria departments to achieve their communication goals.   Media Relations  Key Outcome Measures Office of Communications % increase in social media usage Increase in media placement and media value % increase in website usage Graphic design completions Media Relations is the art of proactive and responsive  communication with local and national professional news media including print, television and online bloggers. The Office of Communications works closely with City departments to determine communication goals. With this understanding the OC will research, develop and distribute news releases and media advisories and create effective social media messaging which generates engagement. Through our excellent relationships with print, television and radio producers and reporters, we look for opportunities to create positive stories for the City. The City of Peoria’s media relations has the one of the best reputations of being responsive to media requests. 920 Local print stories $5,229,481 54,984,170 *109,968,340 Print and *Online readership Advertising equivalent value 155 277 Proactive local TV stories! City of Peoria FY 2017 Annual Program Budget Office of Communications Media Missions The Office of Communications’ Public Information Officers (PIO) has developed and is growing relationships with national tourism and business media outlets. These relationships have helped the City secure articles in national publications, such as Canada AAA, Wall Street Journal, San Diego Travel Times, Seattle Times and USA Today. Social Media The City of Peoria Office of Communications recognizes the importance of social media in reaching and engaging a growing number of residents and interested individuals. Over the past year, the City’s overall social media followers have increased 62%! The OC oversees all of the City’s (OC and City Departments) social media platforms and tracks and archives the interactions. 28,141 COP social media followers FY2015 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 2015, the City saved approximately $276,000 in graphic design fees on 538 completed projects. 24% Increase of completed projects from FY14 In addition, using our service has created a branded professional look for the City in all of its communications. 156 City of Peoria FY 2017 Annual Program Budget Office of Communications 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 and community meetings. 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. Digital Video Production Digital Video Services includes the broadcasting and recording of City Council and other city meetings and events. The staff of DVS works with City departments to create and distribute original programming which show-cases the city’s people, programs, projects and services. In addition, DVS produces programming for the Peoria Unified School District and the Peoria Chamber of Commerce. Video content is broadcast 24-hours a day on Cox Cable and Century Link cable systems, as well streamed live on Peoriaaz.gov. Many video segments are also distributed on the City’s social media outlets. Web Services Online Communications Web Services Online Communications maintains the functionality of the City’s six websites and the City’s Intranet site. The division works closely with the more than 60 internet content providers from various departments. Peoria’s websites are a critical component for 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. (The OC recently contracted with a vendor to rebuild the online brand and website infrastructure. This project will start July 1, 2016.) 157 City of Peoria FY 2017 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 3.25 $346,018 $98,414 $98,654 $543,486 Media Relations 1.31 $139,633 $39,669 $39,765 $219,067 Digital Video Services 2.07 $220,764 $62,682 $62,835 $346,159 Web Communications 1.86 $198,257 $56,323 $56,461 $311,041 Internal Communications and Support 0.46 $49,031 $13,929 $13,963 $76,924 Graphic Design .05 $5,330 $1,514 $1,518 $8,361 9.00 $959,310 $272,532 $183,026 $1,505,039 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2016. 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 0% Budget Allocation 5% 21% 36% External Communications Media Relations Video Production Services Web Communications Internal Communications and Support Graphic Design 23% 15% Total Budget: $1,505,039 158 City of Peoria FY 2017 Proposed Budget Office of Communications Performance Report OFFICE OF COMMUNICATIONS The Office of Communications uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Performance Measure FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Peoria Leadership Institute graduates rate the overall quality and depth of information as excellent 90% 93% 90% 90% Increase users of city's social media, e.g. Twitter and Facebook 17,346 28,141 38,000 43,000 977 920 900 900 Increase Media value – Print Only $4,846,831 $5,229,481 $6,000,000 $6,000,000 Increase media impressions (Print Only) * w/online 47,712,109 Leadership and Image Coverage of city-generated news items in local media (print only- NOT online) Provide timely and accurate information to Peoria's external stakeholders 54,984,170 58,000,000 58,000,000 *109,968,340 *116,000,000 *116,000,000 277 290 250 45,045 YT 12,319 ws 46,370 YT 14,606 ws 50,000 YT 15,000 ws 50,000 YT 15,000 ws 115 155 150 175 96 rec 93 pot 99 rec 99 pot 95 rec 95 pot 95 rec 95 pot 97% 100% 100% 100% Increase www.PeoriaAZ.GOV user sessions 1,130,013 984,147 1,000,000 1,000,000 All request for web content changes are responded to by e-mail within 24 hours and completed within 48 hours 1,660 rec 1,655 pot 99.6% 1,617 rec 1,615 pot 100% 1,617 rec 1,615 pot 100% 1,617 rec 1,615 pot 100% Radio/Television News (Pitched media) Increase viewers of Channel 11 programming via YouTube and web stream Increase Peoria Centric video productions All emails to the webmaster receive standard response within 24 hours. All technical inquiries to the webmaster receive detailed response within two days. All subject-oriented emails to the webmaster are routed to topical expert within 24 hours. 159 Council Goal Expected Outcome Leadership and Image City of Peoria FY 2017 Proposed 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Increase use of CityNet , the employee intranet website, outside of homepage 623,321 577,327 600,000 600,000 Graphic design collateral projects requested 441 561 600 600 Completed projects 433 538 570 570 1,843 hrs $276,450 1,843 hrs $276,450 1,843 hrs $276,450 1,843 hrs $276,450 External cost equivalent 160 City of Peoria FY 2017 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 Assistance 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’s budget and time is allocated in direct support of the various planning and neighborhood initiatives. Key Outcome Measures Planning and Community Development        161 % of Neighborhood Pride funding leveraged % reduction in code violations two years after Neighborhood Pride project 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 2017 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Planning & Community Development Administration Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Policy Analysis for Planning & Neighborhood Initiatives 0.75 $92,478 $4,574 $6,639 $103,691 Administrative Support 1.60 $191,604 $9,476 $13,755 $214,835 Manage the Department's Budget 0.40 $48,355 $2,392 $3,471 $54,218 Permitting System Support .75 $90,664 $4,484 $6,509 $101,657 TOTAL 3.5 $423,101 $20,926 $30,374 $474,401 The budget amounts listed above include all costs for that service or program for FY2016. 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. (0.5 FTE) 162 City of Peoria FY 2017 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 that 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 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:       Strategic/Advanced Planning Site Plan / Design Review Variances Annexations Coordinate Development Review Coordinate City-wide Open Space       Rezoning (entitlements) Use Permits Zoning Ordinance Administration General Plan Administration Implement adopted plans (e.g. P83) Coordinate City-wide Historic Preservation Functionally, the two highest cost drivers are Zoning Administration (51%) and Strategic Planning (35%). 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:        Development and implementation of a new Sign Ordinance Initiation of General Plan Peoria Vision 2040 Completion of the Varney Tract Historic Resource Report Annexation of Bard Ranch and environs Completion of trails and interpretive signage for the Palo Verde Ruin Completion of amended entitlement and development agreement for Lake Pleasant Heights Completion of key zoning ordinance amendments pertaining to non-conformance, group homes, wireless communication facilities and others 163 City of Peoria FY 2017 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Community & Strategic Planning Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Zoning Admin. & Project Management 4.78 $484,258 $111,067 $109,264 $704,589 Strategic Planning 1.93 $195,527 $244,845 $44,117 $484,489 Development Codes/Standards 1.03 $104,349 $23,933 $23,544 $151,826 Historic Preservation 0.26 $26,340 $6,041 $5,943 $38,324 TOTAL 8.00 $810,474 $385,886 $182,869 $1,379,229 The budget amounts listed above include all costs for that service or program for FY2016. 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. 164 City of Peoria FY 2017 Annual Program Budget Planning and Community Development Department Community Assistance 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 four (4) full time equivalent positions in this division advise and support the Council Not-for-Profit and Housing Subcommittee. Functions include:      Federal Grant Administration (CDBG, HOME, NSP3)  Neighborhood Pride Program General Fund & Neighborhood Grant Administration  HOA Academy Educational and Peoria SUPPORT Seminars  Emergency Home Repair Program Foreclosure Assistance  Outreach / Partnership Development Human Services  Water Payment Assistance Program Functionally, the two highest cost drivers are Grant Administration (46%) and Human Services Administration (31%). The division administers both federal and local grants. Federal funding comes from the U.S. Department of Housing and Urban Development (HUD) and is used to further efforts in affordable housing and public services. These grants include the Community Development Block Grant (CDBG), the HOME Investment Partnerships Program (HOME) and the Neighborhood Stabilization Program (NSP). The division also administers neighborhood grants whereby registered HOAs and Neighborhood Associations 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 and local suppliers. 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 mental health issues. Additionally, the City continues to expand its human services presence on a regional basis through organizations such as the West Valley Human Services Alliance and the Maricopa Association of Governments (MAG). The Maricopa County Community Action Program (CAP) office returned to the City campus in January 2016 after a four (4) year absence because of program centralization by Maricopa County. Divisional staff worked with Maricopa County, the Foundation for Senior Living and the City’s Community Services Department to coordinate the return of this valuable service. The CAP office provides utility, rent and other related assistance to Peoria residences in need. Many of the clients that participate in this program are working poor, unemployed and senior citizens. 165 City of Peoria FY 2017 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Community Assistance Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Grants Administration 1.73 $173,434 $197,110 $20,222 $390,766 Neighborhood Programs Administration .75 $75,103 $85,356 $8,757 $169,216 Community Outreach & Partnerships 0.44 $44,450 $50,518 $5,183 $100,151 Human Services Administration 1.16 $116,392 $132,281 $13,571 $262,244 TOTAL 4.08 $409,379 $465,265 $47,733 $922,377 The budget amounts listed above include all costs for that service or program for FY2016. 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 FTEs represent an additional .92 and total cost of $93,374 paid by administrative funding from the U.S. Department of Housing and Urban Development (HUD). Total Budget ‐ $922,377 166 City of Peoria FY 2017 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. Total Planning Performance Measure FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Improve Peoria neighborhoods % decrease in code violations two years after Neighborhood Pride project 28% 30% 18% 20% Improve Peoria neighborhoods Achieve ‘above average’ or higher satisfaction rating on HOA Academy Survey 75% 100% 97% 90% Improve Peoria neighborhoods % of Neighborhood Pride funding leveraged 100% 115% 170% 100% Expected Outcome Promote quality development Environment Preserve our Natural Community Building Council Goal Incorporate open space into our built environment 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” Promote mix of living environments Variety of housing options rated as “good” or “excellent” Provide quality and effective planning and zoning services Overall land use, planning and zoning services rated as “good” or “excellent” 167 76%B Rank #3 76%B C Rank #3 76%B C Rank #3C 66%B 66%B 66%B Rank #9C Rank #9C Rank #9C 80%B 80%B 80%B Rank #1 C Rank #1 C Rank #1C 56%B 56%B 56%B Rank #1C Rank #1C Rank #1C 76% 66% 80% 56% City of Peoria FY 2017 Annual Program Budget Enhance Current Services Council Goal Expected Outcome Planning and Community Development Department Performance Measure FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 22/1st 12/2nd 19/1st 14/2nd 19/1st 15/2nd 21/1st 21/2nd 20/1st 21/2nd 15/1st 18/2nd 16/1st 14/2nd 21/1st 21/2nd 31/1st 20/2nd 24/1st 15/2nd 14/1st 14/2nd 21/1st 21/2nd 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 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 Attempt to address and resolve conflicts through civic engagement % of Planning & Zoning Commission CUP decisions upheld (not appealed) 90% 100% 100% 100% Attempt to address and resolve conflicts through civic engagement % of Site Plan Review decisions upheld (not appealed) 100% 95% 100% 100% Enhance Human Services through volunteers Value of in-kind labor from volunteers providing services to residents through external agencies or programs N/A $2.444M $2.741M N/A Increase Human Services volunteer base Number of volunteers assisting Peoria residents with Human Services needs N/A 11,992 8,473 N/A Perform outreach related to Community Assistance programs Number of seminars/programs offered by City staff N/A 12 15 17 Continuously assess Human Services needs and assets Number of on-site provider/agency visits N/A 38 40 40 Increase attendance of outreach events Number of outreach events attended N/A 13 16 16 Average turnaround time (in days) for Rezones (non-PCD); service expectation is 21 days per review B 2013 City of Peoria National Citizen SurveyTM 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) C 168 City of Peoria FY 2017 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 Special Operations Support is responsible for the Tactical Enforcement Unit (SWAT), traffic enforcement, accident investigation and reconstruction and special investigations related to gang and drug concerns. 169 City of Peoria FY 2017 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. 170 City of Peoria FY 2017 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 $143,115 $15,697 $9,108 $167,921 3.00 $491,300 $53,888 $31,268 $576,456 1.00 $128,436 $14,087 $8,174 $150,698 4.00 $913,679 $100,216 $58,150 $1,072,045 1.00 $86,381 $9,475 $5,498 $101,353 11.00 $1,762,911 $193,363 $112,199 $2,068,473 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 FY2016. 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 9% Administrative Functions 18% Professional Standards Functions Public Information/Media Relations 37% 27% Management of Police Department Operations 9% Total Budget: $2,068,473 171 City of Peoria FY 2017 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 90.50 $10,946,498 $2,067,796 $764,817 $13,779,111 43.50 $5,577,096 $1,053,515 $389,664 $7,020,275 2.00 $143,077 $27,027 $9,997 $180,101 2.00 $197,594 $37,326 $13,806 $248,725 3.00 $340,771 $64,372 $23,809 $428,952 141.00 $17,205,035 $3,250,036 $1,202,093 $21,657,164 The budget amounts listed above include all costs for that service or program for FY2016. 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% 2% 2% Budget Allocation Operations Management 31% Administrative Support Provide Strategic Planning Information 64% School Resource Officer Program Total Budget: $21,657,164 172 City of Peoria FY 2017 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Criminal Investigations Activity Description Investigations Courts Administrative Duties AFIS and Photo Systems Public Relations Pawn Functions TOTAL Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 12.53 $1,546,038 $192,765 $136,570 $1,875,372 2.45 $265,396 $33,090 $23,444 $321,930 9.85 $1,238,699 $154,445 $109,421 $1,502,564 2.10 $161,499 $20,136 $14,266 $195,901 2.07 $223,667 $27,888 $19,758 $271,313 1.00 $70,991 $8,851 $6,271 $86,113 30.00 $3,506,290 $437,175 $309,729 $4,253,194 The budget amounts listed above include all costs for that service or program for FY2016. 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% 7% Investigations 7% Courts 42% Administrative Duties AFIS and Photo Systems Public Relations 33% Pawn Functions 8% Total Budget: $4,253,194 173 City of Peoria FY 2017 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 $660,930 $128,350 $26,572 $815,852 13.12 $1,077,787 $209,302 $43,331 $1,330,420 1.67 $144,698 $28,100 $5,817 $178,615 21.50 $1,883,415 $365,753 $75,720 $2,324,887 The budget amounts listed above include all costs for that service or program for FY2016. 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: $2,324,887 174 City of Peoria FY 2017 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Special Operations Activity Description 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 8.69 $1,135,313 $147,974 $45,116 $1,328,403 1.35 $167,438 $21,823 $6,654 $195,915 3.71 $461,621 $60,166 $18,344 $540,132 0.10 $8,488 $1,106 $337 $9,931 1.75 $313,992 $40,925 $12,478 $367,395 0.20 $26,681 $3,478 $1,060 $31,219 1.20 $160,087 $20,865 $6,362 $187,314 9.05 $1,150,708 $149,980 $45,728 $1,346,416 1.40 $170,343 $22,202 $6,769 $199,314 5.70 $748,609 $97,572 $29,749 $875,930 0.85 $108,929 $14,198 $4,329 $127,456 34.00 $4,452,209 $580,289 $176,927 $5,209,425 The budget amounts listed above include all costs for that service or program for FY2016. 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 2% Enforcement of State Traffic Laws 17% Traffic Safety Programs Administration 26% 4% Office and administrative duties 4% Maintains readiness of traffic equipment 11% 27% 5% Management of Operations 0.01% Total Budget: $5,209,425 3% 1% 175 City of Peoria FY 2017 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 $202,317 $81,314 $27,313 $310,944 1.10 $151,235 $60,783 $20,417 $232,434 1.10 $168,785 $67,837 $22,786 $259,408 1.00 $121,082 $48,664 $16,346 $186,092 5.00 $643,419 $258,597 $86,863 $988,879 The budget amounts listed above include all costs for that service or program for FY2016. 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: $988,879 176 City of Peoria FY 2017 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 $775,335 $108,826 $78,923 $963,084 9.40 $746,535 $104,784 $75,992 $927,311 1.75 $140,977 $19,788 $14,350 $175,114 2.70 $240,191 $33,713 $24,450 $298,353 0.83 $85,384 $11,985 $8,691 $106,060 5.55 $458,930 $64,416 $46,716 $570,062 2.10 $206,485 $28,982 $21,019 $256,486 1.47 $117,268 $16,460 $11,937 $145,665 33.50 $2,771,105 $388,954 $282,077 $3,442,135 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 FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Communications/911 Call Center Budget Allocation Answer and process all calls 6% 4% Dispatch and coordinate radio activity 29% 17% Process warrants 3% Trouble shoot/coordinate equipment 8% 5% 28% Coordinate police technical projects Total Budget: $3,442,135 177 City of Peoria FY 2017 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 $285,575 $43,319 $28,824 $357,718 1.00 $89,047 $13,508 $8,988 $111,542 1.15 $118,949 $18,043 $12,006 $148,998 5.45 $385,549 $58,484 $38,915 $482,948 2.55 $199,763 $30,302 $20,163 $250,228 4.00 $357,388 $54,212 $36,072 $447,673 1.00 $71,934 $10,912 $7,261 $90,106 18.00 $1,508,205 $228,780 $152,228 $1,889,213 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 FY2016. 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 Maintain fiscal responsibility 6% 16% 22% Maintain readiness of vehicles & equipment 6% Strategic Planning 6% Records Management 14% 30% Customer Service Total Budget: $1,889,213 178 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 75% 4% 71% 3% 75% 4% 80% 3% 96% 97% 97% 97% 100% 100% 100% 100% Average response time to priority one calls (CY) -Call to Dispatch (CY) -Dispatch to Arrival (CY) 1:45 4:47 1:47 5:02 1:45 4:55 1:40 4:40 Overall calendar year to year change in UCR Part I (CY) - Violent Crimes (CY) - Property Crimes (CY) -4.3% -13.9% 16.8% 2.4% -3.0% -5.0% -5.0% -5.0% 24.1% 24.2% 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) Violent Crimes per 1000/population Property Crimes per 1000/population 1.8 1.7 1.6 1.5 1.4 1.3 25 20 15 CY 2013 CY 2014 CY 2015 CY2016 Target CY 2013 179 CY 2014 CY 2015 CY 2016 Target City of Peoria FY 2017 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       180 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 2017 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 Internal Customer Service 1.80 $226,597 $29,456 $255,934 $511,987 Develop/Monitor Operating & CIP Budget 1.85 $227,844 $14,044 $263,776 $505,664 External Customer Service 1.47 $178,097 $12,089 $209,239 $399,425 Staff Development 1.38 $182,053 $18,986 $196,763 $397,802 Develop/Implement Policy & Procedures 1.13 $158,078 $15,245 $160,760 $334,083 Business & Technology Support to Divisions 0.87 $101,597 $10,453 $125,472 $237,522 Totals 8.50 $1,074,266 $100,273 $1,211,944 $2,386,483 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Public Works‐Utilities Administration Budget Allocation 10% 21% Internal Customer Service Develop/Monitor Operating & CIP Budget External Customer Service 14% Staff Development 17% 21% Develop/Implement Policy & Procedures 17% Business & Technology Support to Divisions Total Budget: $2,386,483 181 City of Peoria FY 2017 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 $1,323,487 $546,843 $417,271 $2,287,601 Technical Operations 9.00 $813,045 $472,256 $289,247 $1,574,548 Utility Management 0.00 $0 $978,743 $65,450 $1,044,193 Operating Project Management 5.00 $548,597 $106,230 $101,558 $756,385 Facilities Administration 3.00 $309,055 $7,260 $115,255 $431,570 38.75 $2,994,184 $2,111,332 $988,781 $6,094,297 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2016. 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% 12% 38% Building Maintenance/ Custodial Technical Operations 17% Utility Management Operating Project Management Facilities Administration 26% Total Budget: $6,094,297 182 City of Peoria FY 2017 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 $61,069 $2,103,384 $38,116 $2,202,569 Vehicle and Equipment Repair 9.13 $721,813 $155,317 $552,376 $1,429,506 Parts 0.37 $41,607 $1,029,028 $22,385 $1,093,020 Sublet (vendor) 0.60 $59,001 $299,159 $36,300 $394,460 Asset Acquisition, Management, Reporting 0.70 $74,387 $21,358 $42,351 $138,096 Vehicle Wash 0.07 $5,116 $30,611 $4,236 $39,963 11.50 $962,993 $3,638,857 $695,764 $5,297,614 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Fleet Maintenance Budget Allocation 3% 1% Fuel Management Vehicle and Equipment Repair 7% Parts 41% 21% Sublet (vendor) Asset Acquisition, Management, Reporting 27% Vehicle Wash Total Budget: $5,297,614 183 City of Peoria FY 2017 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 $226,286 $92,699 $184,323 $503,308 Budget Management 0.55 $55,042 $16,447 $32,702 $104,191 Personnel Management 0.35 $39,741 $10,466 $20,811 $71,018 Totals 4.0 $321,069 $119,612 $237,836 $678,517 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Solid Waste Administration Budget Allocation 11% 15% Program Management Budget Management Personnel Management 74% Total Budget: $678,517 184 City of Peoria FY 2017 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 28.52 $2,206,538 $2,729,742 $1,761,358 $6,697,638 Loose Trash Collection 2.12 $184,683 $262,468 $130,643 $577,794 Container Repair and Delivery 1.68 $138,352 $280,827 $103,772 $522,951 Program Management/Administration 1.78 $139,678 $170,081 $109,641 $419,400 Special Hauls/Christmas Tree Disposal 1.70 $135,858 $163,220 $105,317 $404,395 35.80 $2,805,109 $3,606,338 $2,210,731 $8,622,178 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2016. 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% Loose Trash Collection 7% Container Repair and Delivery Program Management/Administration 77% Special Hauls/Christmas Tree Disposal Total Budget: $8,622,178 185 City of Peoria FY 2017 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 $389,649 $720,759 $474,879 $1,585,287 Roll-Off 2.08 $154,120 $280,725 $197,276 $632,121 Program Management/Administration 0.59 $48,693 $79,008 $55,520 $183,221 Totals 7.70 $592,462 $1,080,492 $727,675 $2,400,629 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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 26% Roll‐Off 66% Program Management/Administration Total Budget: $2,400,629 186 City of Peoria FY 2017 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 $1,417,370 $1,134,585 $630,560 $3,182,515 Street Lights & Traffic Signals 6.00 $489,696 $1,959,576 $389,844 $2,839,116 Street Signs & Striping 7.00 $559,183 $276,641 $285,107 $1,120,931 Administration 5.80 $549,738 $52,937 $275,030 $877,705 Street Sweeping 4.00 $318,153 $247,411 $212,098 $777,662 38.80 $3,334,140 $3,671,150 $1,792,639 $8,797,929 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Streets Division‐HURF Budget Allocation 9% 10% 36% Street Maintenance Street Lights and Traffic Signal 13% Street Signs and Striping Administration 32% Total Budget: $8,797,929 187 Street Sweeping City of Peoria FY 2017 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 $152,397 $131,119 $106,992 $390,508 Grounds/Landscape 0.64 $54,450 $142,678 $91,113 $288,241 Project Management 1.08 $68,422 $71,206 $96,936 $236,564 Inspections/Inventory 0.64 $54,450 $42,153 $91,113 $187,716 Totals 4.20 $329,719 $387,156 $386,154 $1,103,029 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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 17% Operations & Maintenance 35% Grounds/Landscape Project Management 22% Inspections/Inventory 26% Total Budget: $1,103,029 188 City of Peoria FY 2017 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 $283,033 $253,467 $33,842 $570,342 Non-ADA Call Center Support-Staff Operations 1.38 $78,133 $28,035 $29,679 $135,847 Transit Management Administrative Support 0.80 $72,028 $29,209 $28,750 $129,987 ADA Service-Field Operations 0.87 $60,967 $24,132 $28,860 $113,959 ADA Call Center Support-Staff Operations 0.37 $22,210 $9,835 $28,062 $60,107 ADA and Non-ADA Customer Service 0.05 $5,353 $900 $27,550 $33,803 Trip Reduction Program Administration 0.05 $5,353 $900 $27,550 $33,803 Totals 7.50 $527,077 $346,478 $204,293 $1,077,848 Activity Description Transit Division Budget Allocation Non‐ADA Service‐Field Operations 4% 3% Non‐ADA Call Center Support‐Staff Operations Transit Management Administrative Support ADA Service‐Field Operations 6% 10% 53% 12% ADA Call Center Support‐Staff Operations ADA and Non‐ADA Customer Service 13% Trip Reduction Program Administration Total Budget: $1,077,848 189 City of Peoria FY 2017 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 $391,646 $1,273,965 $291,077 $1,956,688 Maintain Treatment Process Equipment 4.31 $416,399 $470,168 $296,163 $1,182,730 Regulatory Compliance & Customer Service 3.31 $336,292 $11,054 $290,769 $638,115 Maintain & Monitor SCADA 2.63 $239,125 $25,593 $289,769 $554,487 Maintain Building & Grounds 0.23 $15,559 $107,029 $286,148 $408,736 15.00 $1,399,021 $1,887,809 $1,453,926 $4,740,756 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Treatment Plants Budget Allocation Operate Treatment Plant 9% Maintain Treatment Process Equipment 12% 41% Regulatory Compliance & Customer Service 13% Maintain & Monitor SCADA 25% Maintain Building & Grounds Total Budget: $4,740,756 190 City of Peoria FY 2017 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 $518,965 $2,651,705 $418,265 $3,588,935 Maintain Process Equipment 7.30 $718,331 $973,467 $424,802 $2,116,600 Dispose of Biosolid Waste 0.60 $44,365 $961,163 $227,935 $1,233,463 Regulatory Compliance & Customer Service 3.75 $416,378 $12,990 $416,009 $845,377 Maintain & Monitor SCADA 2.60 $255,906 $30,368 $413,263 $699,537 Maintain Building & Grounds 0.45 $40,809 $129,742 $408,408 $578,959 20.00 $1,994,754 $4,759,435 $2,308,682 $9,062,871 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2016. 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: $9,062,871 191 City of Peoria FY 2017 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 $342,854 $2,122,618 $255,072 $2,720,544 Chlorine Maintenance Program Regulatory Compliance & Customer Service 2.50 $209,497 $145,661 $248,084 $603,242 0.98 $94,200 $5,101 $241,836 $341,137 Reservoir Maintenance 0.52 $52,511 $4,053 $239,945 $296,509 Totals 8.20 $699,062 $2,277,433 $984,937 $3,961,432 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Production Services Budget Allocation 7% Maintain Wells & Boosters 9% Chlorine Maintenance Program 15% 69% Regulatory Compliance & Customer Service Reservoir Maintenance Total Budget: $3,961,432 192 City of Peoria FY 2017 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 $264,782 $69,072 $224,276 $558,130 Fire Hydrant Maintenance Program 2.75 $216,030 $63,948 $220,196 $500,174 Valve Maintenance Program 2.65 $207,534 $62,238 $219,516 $489,288 Regulatory Compliance & Customer Service 1.08 $105,970 $10,526 $208,833 $325,329 Water Distribution System Flush 0.72 $62,891 $43,450 $206,433 $312,774 10.55 $857,207 $249,234 $1,079,254 $2,185,695 Totals The budget amounts listed above include all costs for that service or program for FY2016. 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% 22% 23% Total Budget: $2,185,695 193 Water Service and Maintenance Repairs Fire Hydrant Maintenance Program Valve Maintenance Program Regulatory Compliance & Customer Service Water Distribution System Flush City of Peoria FY 2017 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 3.83 $291,729 $180,651 $109,518 $581,898 Sewer Main Line Cleaning 2.33 $170,660 $58,128 $95,549 $324,337 Manhole Treatment (Roach Control) 0.48 $42,084 $153,900 $78,320 $274,304 Regulatory Compliance & Customer Service 1.52 $135,345 $23,923 $88,005 $247,273 Close Circuit Television (CCTV) Sewer Line Inspection 1.03 $79,109 $39,500 $83,443 $202,052 Rehabilitate Sewer Manholes 0.48 $43,383 $72,233 $78,320 $193,936 Sanitary Sewer Overflows (SSO) 0.58 $47,450 $37,834 $79,251 $164,535 10.25 $809,760 $566,169 $612,406 $1,988,335 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2016. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. WW Collection/Prevention Budget Allocation Inspection and Maintenance of Lift Stations Sewer Main Line Cleaning 8% 10% 29% 10% 13% 16% Manhole Treatment (Roach Control) Regulatory Compliance & Customer Service Close Circuit Television (CCTV) Sewer Line Inspection Rehabilitate Sewer Manholes Sanitary Sewer Overflows (SSO) 14% Total Budget: $1,988,335 194 City of Peoria FY 2017 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 $122,251 $33,405 $42,333 $197,989 Emergency Blue Stake Requests 0.20 $17,465 $4,650 $37,080 $59,195 Respond to Blue Stake Requests Timely 0.20 $17,465 $4,650 $37,080 $59,195 Customer Service 0.20 $17,465 $2,701 $37,080 $57,246 Totals 2.00 $174,646 $45,406 $153,573 $373,625 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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 15% Emergency Blue Stake Requests 16% 53% 16% Respond to Blue Stake Requests Timely Customer Service Total Budget: $373,625 195 City of Peoria FY 2017 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 $171,282 $169,370 $81,425 $422,077 Manage Water Portfolio & Develop Supplies 1.42 $150,241 $113,800 $80,788 $344,829 Prepare Monthly/Annual Reports 1.00 $95,476 $4,038 $80,216 $179,730 Analyze Water Supply & Demand 0.68 $69,290 $2,950 $79,780 $152,020 Review Plans 0.50 $49,132 $2,243 $79,545 $130,920 Totals 5.50 $535,421 $292,401 $401,754 $1,229,576 The budget amounts listed above include all costs for that service or program for FY2016. 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% 34% 12% Manage Water Portfolio & Develop Supplies Prepare Monthly/Annual Reports 15% Analyze Water Supply & Demand 28% Review Plans Total Budget: $1,229,576 196 City of Peoria FY 2017 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 $242,720 $129,819 $85,583 $458,122 Perform Compliance & Operational Laboratory Testing 1.90 $156,031 $143,093 $85,327 $384,451 Prevent Backflow & Cross Connection 0.89 $80,709 $54,571 $84,048 $219,328 Review Plans 0.27 $28,490 $5,907 $83,260 $117,657 Customer Service 0.09 $12,624 $2,196 $83,035 $97,855 Totals 5.25 $520,574 $335,586 $421,253 $1,277,413 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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% Perform Compliance & Operational Laboratory Testing 36% Prevent Backflow & Cross Connection 17% Review Plans 30% Customer Service Total Budget: $1,277,413 197 City of Peoria FY 2017 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 $181,848 $74,590 $53,780 $310,218 Wastewater Regulations 1.08 $99,618 $131,728 $51,818 $283,164 Biosolids Regulations 0.74 $68,515 $29,918 $51,055 $149,488 Customer Service 0.78 $72,208 $8,093 $51,164 $131,465 Air Quality Regulations 0.46 $41,623 $12,958 $50,455 $105,036 Review Plans 0.21 $23,171 $2,153 $49,910 $75,234 Totals 5.25 $486,983 $259,440 $308,182 $1,054,605 Activity Description The budget amounts listed above include all costs for that service or program for FY2016. 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 13% Customer Service Air Quality Regulations 14% Review Plans 27% Total Budget: $1,054,605 198 City of Peoria FY 2017 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 $79,272 $12,857 $15,880 $108,009 Household Hazardous Waste Events 0.20 $18,893 $106,029 $14,434 $139,356 Compliance with Maricopa County and ADEQ 0.55 $55,978 $6,592 $15,157 $77,727 Recycling Outreach & Education 0.15 $14,744 $8,874 $14,331 $37,949 Identify, Evaluate & Implement Sustainable Recycling Initiatives 0.20 $20,042 $943 $14,434 $35,419 Totals 2.00 $188,929 $135,295 $74,236 $398,460 The budget amounts listed above include all costs for that service or program for FY2016. 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 Household Hazardous Waste Events 9% 10% 27% Compliance with Maricopa County and ADEQ 19% Recycling Outreach & Education 35% Identify, Evaluate & Implement Sustainable Recycling Initiatives Total Budget: $398,460 199 City of Peoria FY 2017 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 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) Number of drinking water tests run Number of wastewater tests run Percent of lost and unaccounted for water 200 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target 62% 62% 62% 75% 9,114 8,472 8,899 8,899 3,691 3,741 3,773 3,773 $0.66 $1.61 $0.70 $1.53 $0.69 $1.56 <$0.75 <$1.65 $0.37 $0.50 $0.38 $0.51 $0.37 $0.50 <$0.45 <$0.60 100% 100% 100% 100% 9,399 9,232 9,109 9,500 918 1,173 873 1,200 5.53% 5.08% 5.26% <10% City of Peoria FY 2017 Annual Program Budget Council Goal Expected Outcome Performance Measure FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 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 1% 1% 1% 20% Clean all wastewater mains on a 5 year cycle 5.71% 6.67% 8.67% 20% Pest control treatment of manholes on a 2 year cycle 39.55% 55.33% 50% 50% Total number of roll-off containers serviced 2,572 2,535 2,580 2,580 Average number of front load containers serviced each month 8,007 8,061 7,962 8,024 Recycling diversion rate 23% 23% 24% 25% Total landfill tonnage collected 47,986 51,666 51,324 51,500 Total recycled tonnage collected 14,565 15,581 16,067 16,500 93% 93% 93% >90% 33,308 30,212 32,280 33,000 % of trips scheduled compared to trips requested 97% 97% 99% 100% Total kilowatts used (in millions) 7.74 7.49 7.54 7.50 Total electricity cost (in thousands) $802.5 $807.2 $787.1 $855.0 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 Total trips provided 201 City of Peoria FY 2017 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 FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target Maintain City's fleet "inservice" at 90% or better each month 95.1% 95.5% 95.1% >90% % of repairs with a one day turnaround time 72.7% 75.0% 75.3% >70% Customer Service Satisfaction 95.1% 95.0% 94.5% >90% Total gallons of biodiesel fuel consumed 310,654 360,136 366,543 367,000 Total gallons of unleaded fuel consumed 328,133 321,402 313,106 313,000 Total gallons of ethanol fuel consumed 10,539 15,299 16,717 17,000 13.86% 14.52% 18.81% 33% 10.0 9.4 8.0 8.0 6.0 4.7 4.0 4.0 100% 100% 100% 100% 5.0 4.0 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 202 City of Peoria FY 2017 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. Coordinating the timing of different projects in the same area is particularly important, since it helps us to minimize service disruptions. The Community Center in Old Town Peoria was recently remodeled and expanded. New event seating at the Sports Complex 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. 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. 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 2017 capital budget 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 203 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program  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). of the City Council, new projects can even be added to the capital budget after it has been adopted. The 10-year Capital Improvement Program totals $588,796,852. For FY 2017 alone, budgeted capital projects total $128,663,763. 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.  The city will match programs and activities identified in the Capital Improvement Program with associated funding sources (8.03). The architects’ vision for the Northern Community Park  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). Deer Valley Road Improvements Financial Policies The City of Peoria Principles of Sound Financial Mangement establish guidelines for the city’s overall fiscal planning and management, including the Capital Improvement Program. This document is available in its entirety on the city’s website (Peoriaaz.gov) under the Finance and Budget Department. Several of the policies relate directly to the CIP, most notably Policy 8 – Capital Improvement Program. Following are some excerpts from this policy.  The 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).  When current revenues or resources are available for capital improvement projects, consideration will be given first to those capital assets with the shortest useful life and/or to those capital assets whose nature makes them comparatively more difficult to finance with bonds or lease financing (8.06).  The city manager will annually submit a financially-balanced, multi-year Capital Improvement Program for review by the City Council (8.01). 204 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program  The first year of the adopted capital plan will the capital budget for that fiscal year (8.07). FY 2017‐2026 CIP BY FUNDING SOURCE  Periodic status reports will be presented to City Council to share project progress and identify significant issues associated with a project (8.08).  Within 90 days of the completion of a capital project, any remaining appropriated funds for the project will revert to the fund balance of the funding source (8.09).  The Capital Improvement Program will be updated annually as a multi-departmental effort (8.10). Funding Source 10‐Year Total G.O. Bonds $131,470,779 Pct. of Total 22% Revenue Bonds $103,453,068 18% Impact Fees $102,601,820 17% Operating $156,507,564 27% Outside Sources $14,181,308 2% Transportation Sales Tax $67,929,132 12% RTP-ALCP $12,653,181 2% Total $588,796,852 100% 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. 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. 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 Wayfinding signage in the P83 Entertainment District 205 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program 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. 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. 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 – April. 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. The City Council receives the CIP and offers its recommendations during study sessions. May. 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. A look at the new colonnade section from the outfield of the Peoria Sports Complex The following is an overview of the CIP process: The San Diego Padres’ newly renovated clubhouse 206 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Programming Projects in the CIP 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. Capital improvements are the “bricks and mortar” from which the City of Peoria delivers services to residents and businesses within its borders. FY 2017‐2026 CIP BY PROJECT TYPE Project Type 10‐Year Total Pct. of Total Drainage $37,284,604 6% Economic Development $7,891,245 1% Operational Facilities $31,604,505 5% Parks $51,119,113 9% Public Safety $23,277,409 4% Streets & Traffic Control $164,141,836 28% Wastewater $82,922,298 14% Water $190,555,842 32% Total $588,796,852 100% 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 2017 are: (1) Community Building, (2) Enhance Current Services, (3) Preserve Natural Environment, (4) Total Planning, (5) Economic Development, and (6) Leadership and Image. 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: Below are some of the notable projects planned for the next three years:  Office buildings, police and fire stations, court facilities, libraries, and recreation centers. 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.  Parks, trails, open space, right-of-way landscaping, and sports facilities.  Roads, bridges, sidewalks, street lights, traffic signals, and sound walls. 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.  Storm drains, channels, retention basins, and drywells.  Water and wastewater treatment plants, pipes, storage facilities, and pump stations.  Information technology infrastructure major software applications. and 207 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program 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. 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 way finding signage, monument signage, bridge aesthetics, lighting, and landscaping on 83rd Avenue, Arrowhead Fountain Center, and Paradise Lane from 83rd to 75th Avenues. Peoria’s next generation workforce volunteers at a Community Works project 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. Landscaping improvements in the P83 Entertainment District A neighborhood park in the Pine District. This will be a neighborhood park of approximately 15 acres in the Pine District with amenities such as: playgrounds, hard court surfacing, picnic shelters and restrooms, landscaping, lighted turf areas, etc. Artist rendering of improvements to Pinnacle Peak Public Safety Facility 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 years 2017 and 2018. 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. The Trailhead at Vistancia will construct a trailhead near White Peak Mountain to provide access to mountain hiking trails. Amenities will include parking, restroom, picnic shelters, benches, drinking fountain, bike racks, signage, shade and landscaping. 208 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Our continued commitment to the Peoria Sports Complex includes enhancements to the fans’ experience such as a new scoreboard and public address 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. The Regional Transportation Plan supports a Transit Center to serve the anticipated convergence of three bus lines thru Peoria; the Grand Avenue Limited, the 83rd Avenue Line and the Peoria Line, along with a Park and Ride facility that may be directly linked to the transit center. 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. Replacement and/or upgrades to critical Communication and Information Technology Infrastructure are all addressed in this plan. Widening Happy Valley Parkway over the Agua Fria from Lake Pleasant Parkway to the west end of the bridge over the Agua Fria River. This will include the widening of the bridge, striping and signage, street lighting, ADA ramps, landscape and irrigation. The City plans to partner with the City of Glendale to expand Peoria’s treatment capacity at the Pyramid Peak Water Treatment Plant by an additional 13 million gallons per day. Additional treatment capacity at the plant and the additional facilities to support the delivery of additional capacity will provide service to planned growth areas in the northern areas of Peoria. Development in the north and northwest portions of the city will require that additional treatment capacity be added at both the Beardsley and Jomax Wastewater Reclamation Facilities (WRFs). The City will expand its Groundwater Recharge Well infrastructure near the Butler WRF to allow additional storage of treated effluent. Underground storage allows the City to increase future groundwater supplies that may be needed in times of shortage. The City will complete the multi-year Water Meter Replacement Program to replace aging customer water meters that have reached the end of their useful lives. As part of the transmission system’s maintenance, the City will replace and/or rehabilitate waterlines that have been identified as being at risk of failure. Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. The City will Rehabilitate And Upgrade Well Production Sites to address reliability and water quality issues as these facilities age. This City will also upgrade sites with new technologies as appropriate, allowing the system to continue to operate reliably providing redundancy, and ensuring water quality. Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. New River Trail - Northern Avenue to Olive Avenue 209 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Impacts on the Operating Budget 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. 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 A beautiful rainbow appears over the Peoria Sports Complex. OPERATING IMPACTS BY PROJECT TYPE Project Type Drainage FY2017 $0 FY2018 $2,000 FY2019 $24,000 FY2020 $54,000 FY2021 $54,000 Operational Facilities $10,000 $10,000 $10,000 $10,000 $10,000 Parks $35,000 $1,532,773 $1,695,787 $1,752,912 $1,782,912 $360 $128,434 $128,434 $128,434 $148,434 $30,000 $58,887 $92,287 $193,387 $200,767 $0 $0 $31,800 $51,900 $51,900 $75,360 $1,732,094 $1,982,308 $2,190,633 $2,248,013 Public Safety Streets & Traffic Water & Wastewater Total 210 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Financing the CIP 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 2017-2026 is a $589 million investment in 170 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 project will benefit future residents of Peoria, so the use of pay-as-you-go financing will unfairly burden current residents. The 10-year plan relies on several major revenue sources to finance capital projects. The use of these funding sources is governed not only by federal and state law, but also by the city’s own Principals of Sound Financial Management. Funding for many of the projects in the CIP comes from more than one source. For example, a single roadway project might be funded with general obligation bonds, impact fees, transportation sales tax, and federal transportation funds. In Peoria, G.O. bonds are backed by the city’s property tax collections. Beginning in 1980, state law mandated the separation of city property taxes into two components: the primary tax levy and the secondary levy. The primary levy may be imposed for any governmental purpose, but has strict limitations on how much can be levied. The secondary levy may only be used to retire the principal and interest on G.O. bonds issued by the city. As a result, it is the secondary levy that is used to finance many of Peoria’s capital projects. The amount of revenue available for allocation to projects in the CIP each year is based on financial projections by staff in the Budget Division. To develop these projections, staff vigilantly monitors and analyzes retail sales figures, construction (development) activity, residential and commercial property values, water and wastewater usage, state revenues, interest rates, and local and national economic trends. Much of the work involved in the development of the CIP involves matching identified project needs (and the associated costs) with available funding sources. The major sources used to pay for capital projects in the CIP are discussed below. General Obligation Bonds General obligation bonds helped pay for Pioneer Community Park, which opened for play in fall 2013. General Obligation (G.O.) Bonds are a common method used to raise revenues for large-scale municipal projects. G.O. bonds are backed by the full faith and credit of the city, meaning that the 211 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program 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).  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). The water splash ground is a popular amenity at the new Camino a Lago Park. 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 2017, Peoria’s secondary assessed valuation is $1.24 billion and the secondary levy is $15.9 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 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.  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).  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 212 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program 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 a 4 percent increase in secondary assessed valuation for FY 2017. The chart below shows historic and projected secondary assessed valuation. A welcoming rest station along the New River Trail 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. HISTORIC AND PROJECTED ASSESSED VALUATION Dollars (in Millions) 2,500 2,000 1,500 1,000 500 The table on the next page shows the city’s estimated constitutional debt limitation as of July 1, 2016. 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, $14.7 million in June 2012 and an additional $30.3 million in December 2015. Available capacity in the 20 percent category is now $93.6 million, compared to $200 million in FY 2010, while available capacity in the 6 percent category is now $69.9 million, compared to $108 million in FY 2010. 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 $131 million, or 22 percent, of the $589 million FY 2017-2026 CIP—compared to $319 million, or 32 percent, of the $1 billion FY 2009-2018 CIP. To look at it another way, the G.O.-bond supported portion of the CIP has decreased by 59 percent since FY 2009. Forecasts show available capacity in both categories increasing in FY 2017, and rising steadily thereafter. This can be attributed to the aforementioned increases in assessed valuation 213 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program beginning in FY 2017 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. An inviting trail takes a shady turn under El Mirage Road in Northern Peoria. 214 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program pamphlet and ballot. Unspent bond proceeds in one category may be used to pay for projects in that same category, but may not be used to pay for projects in another category. The city takes very seriously its responsibility to properly apply voter authorization, and has systems in place to track the use of voter authorization. Voter Authorization. Regardless of whether or not the city has available revenues or constitutional capacity to issue and pay for new bonds, the city must have authorization from the voters through a citywide bond referendum in order to issue G.O. bonds for capital projects. Peoria voters have authorized the use of bonds for various capital needs in bond elections 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). 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 2017 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 CONSTITUTIONAL DEBT LIMITATION As of July 1, 2016 20% Bonds Secondary Assessed Valuation 6% Bonds $1,244,679,295 $1,244,679,295 Secondary Assessed Valuation Allowable 20% Debt Capacity $248,935,859 Allowable 6% Debt Capacity $74,680,758 Less 20% Bonds Outstanding ($155,345,273) Less 6% Bonds Outstanding ($4,814,727) Unused 6% Debt Capacity $69,866,031 Unused 20% Debt Capacity $93,590,586 PROJECTED CONSTITUTIONAL CAPACITY AFTER PLANNED BOND SALES (All Dollars in Thousands) Fiscal Year Planned Bond Sales Projected Capacity before Bond Sales Principal Outstanding on Planned Bond Sales Projected Capacity after Planned Bond Sales 6% 20% 6% 20% 6% 20% 6% 20% 2017 $2,709 $15,155 $17,864 $6,859 $159,245 $166,104 $67,822 $89,691 2018 $768 $33,406 $34,174 $5,812 $182,641 $188,453 $71,856 $76,252 2019 $818 $11,657 $12,476 $3,992 $183,710 $187,703 $76,782 $85,539 2020 $550 $18,814 $19,364 $1,572 $191,433 $193,005 $82,434 $88,586 2021 $5,152 $5,885 $11,036 $5,152 $183,600 $188,752 $82,214 $107,620 215 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Revenue Bonds Municipal Development Authority 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. 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. 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 debt 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. The newly renovated Seattle Mariners’ clubhouse is being financed with MDA bonds. 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. 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, and recently the purchase of the New River Water Company. 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 and in March 2006, the MDA issued $6.7 million in bonds to finance the construction of the Peoria Center for the Performing Arts. These bonds are being repaid with the city’s half-cent sales tax revenues and, 216 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operating Fund Revenues in the case of the theater, 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. 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. 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 economic development projects have been supported by this revenue source over the years. The expansion of the Pinnacle Peak Public Safety Facility is being financed with development impact fees. Development Impact Fees A development impact fee is a charge on new development to pay for the construction or expansion of off-site capital improvements that are necessitated by and benefit the new development. Impact fees, which are collected when building permits are issued for a given project, cannot be used for operations, maintenance, or repair of existing facilities. The City of Peoria assesses impact fees for transportation, neighborhood parks, community parks, libraries, law enforcement, fire protection, water expansion, wastewater expansion and water resources. Grant and Intergovernmental Revenues Peoria’s grants coordinator and intergovernmental affairs staff work with city departments and outside agencies to aggressively pursue grants and other outside funding sources to help support capital projects. The city frequently shares the costs of capital projects with neighboring cities, the Flood Control District of Maricopa County, the Maricopa County Department of Transportation, the Arizona Department of Transportation, and other agencies. The Development and Engineering, Public Works-Utilities, and Governmental Affairs departments work closely with the Maricopa Association of Governments, the Water and Infrastructure Financing Authority of Arizona, and other agencies to secure passthrough federal funds, low-interest loans, and other favorable funding sources for capital projects. Impact fees are an important source of revenue for the capital program, and help to ensure that residential and commercial growth in Peoria helps pay for a portion of the Capital Improvement required to support new growth in the City. Impact fee revenues are subject to fluctuations in economic and market forces. As such, staff regularly updates forecasts of impact fee revenues and the associated fund balance models to reflect the most current economic and development information. 217 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program water measuring devices. In addition, Peoria received $10 million in reduced-interest WIFA loans and $1.4 million in principal forgiveness from the 2009 federal stimulus program. These loans paid for several projects in the CIP, including trunk sewer repairs on Northern Avenue, new water lines at several locations, and upgrades to several well sites and the Beardsley Water Reclamation Facility. Over the last few years, Peoria has been very successful in securing or advancing outside funding for transportation projects. Nearly $70 million in federal stimulus dollars awarded to either the city or to ADOT was put to work all around the city on projects such as the Beardsley Road Extension, the widening of Loop 101 traffic interchanges at Union Hills Drive and Olive Avenue, the Grand Avenue widening, and pavement preservation projects in various locations. Federal Congestion Mitigation and Air Quality (CMAQ) money paid for almost 100 percent of the construction costs for the 84th Avenue streetscape and the 91st and Olive 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. 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. 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. 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 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 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 218 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program 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. 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; the widening of 91st Avenue between Mountain View Road and Grand Avenue; the west half-street improvements to 103rd Avenue between Northern and Olive Avenues; and noise and speed mitigation along Deer Valley Road. Peoria has one project in the arterial component of the RTP, known as the Arterial Life Cycle Program, or ALCP: Lake Pleasant Parkway and 75th Avenue. 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 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 $74.75 million in ALCP reimbursements for the following projects: Lake Pleasant Parkway ($32.02 million), Happy Valley Road ($20.63 million), 75th Avenue and Thunderbird Road Intersection Improvements ($1.89 million), Beardsley Rd from the Loop 101 to 83rd Ave & Lake Pleasant Parkway ($6.13 million), the Loop 101 Beardsley Road to Union Hills Drive ($10.85 million) and 83rd Avenue from Butler Drive to Mountain View Road ($3.23 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) 219 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2017-2026 Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 1000 - General $1,971,949 $0 $0 $234,000 $0 $0 $2,205,949 1210 - Half Cent Sales Tax $3,728,768 $0 $0 $0 $0 $0 $3,728,768 1900 - Economic Development $2,387,120 $550,000 $425,000 $0 $0 $0 $3,362,120 1970 - Municipal Office Complex Rsv $150,000 $0 $0 $0 $0 $0 $150,000 2000 - Sports Complex $450,000 $0 $0 $0 $0 $0 $450,000 2001 - Sports Complex Capital Reserve $189,174 $0 $0 $0 $0 $0 $189,174 2002 - Sports Complex Imp Reserve $250,000 $0 $0 $0 $0 $0 $250,000 2003 - Sports Complex GA Surcharge Total $70,000 $0 $0 $0 $0 $0 $70,000 $20,783,130 $8,787,302 $9,268,246 $5,517,473 $7,992,631 $16,050,575 $68,399,357 2161 - Water Expansion $1,290,789 $280,377 $280,377 $0 $280,377 $280,377 $2,412,297 2162 - Water Expansion Post 1/1/12 $1,588,919 $88,325 $1,584,326 $146,067 $118,244 $4,692,516 $8,218,397 2050 - Water 2163 - Water Exp. S. of Bell $302,400 $278,745 $1,465,245 $23,000 $292,245 $275,245 $2,636,880 2164 - Water Exp. N. of Bell $4,843,593 $7,066,898 $4,126,735 $3,369,475 $4,390,686 $13,166,948 $36,964,333 $700,000 $483,286 $457,395 $431,505 $0 $0 $2,072,186 $0 $0 $2,511,547 $2,416,405 $0 $31,694,078 $36,622,030 2270 - WIFA Bonds $7,543,838 $24,214,577 $20,989,971 $0 $0 $0 $52,748,386 2400 - Wastewater $5,878,376 $2,401,088 $4,406,975 $2,150,939 $2,846,608 $21,268,410 $38,952,396 $0 $0 $0 $14,082,652 $0 $0 $14,082,652 $546,312 $181,874 $2,401,074 $163,489 $391,914 $240,874 $3,925,535 2167 - Water Resource Fee 2014 2222 - W/S Rev Bonds (Wtr) 2452 - WIFA Bonds 2006 Clean Water 2506 - Wastewater Exp. E. of Agua Fria 2507 - Wastewater Exp. W. of Agua Fria $199,834 $217,224 $1,841,813 $612,729 $2,744,119 $222,874 $5,838,591 $2,272,719 $218,475 $0 $0 $21,666 $0 $2,512,860 2590 - Commercial Solid Waste $0 $0 $0 $0 $250,000 $0 $250,000 2600 - Residential Solid Waste $0 $0 $0 $0 $600,000 $0 $600,000 2509 - Wastewater Expansion Post 1/1/12 2650 - Solid Waste Expansion $0 $0 $0 $250,000 $0 $0 $250,000 $565,000 $0 $0 $0 $0 $0 $565,000 $13,950,113 $2,498,002 $450,000 $0 $0 $0 $16,898,115 4252 - Proposed GO Bonds $8,272,649 $33,628,712 $12,019,574 $10,567,290 $13,688,571 $36,395,868 $114,572,664 4550 - CIP Capital Projects Fund $4,303,031 $8,350,150 $0 $0 $0 $0 $12,653,181 4810 - Outside Sources $8,664,176 $3,914,402 $0 $0 $0 $1,602,730 $14,181,308 7000 - Highway User $5,512,961 $4,209,890 $3,799,830 $3,196,890 $3,799,830 $16,565,400 $37,084,801 7003 - Streets Zone 3 Dev Fee $1,213,001 $5,000,000 $0 $37,000 $0 $74,000 $6,324,001 3400 - IT Reserve 4251 - GO Bonds 2015 7006 - Street IF 2014 WofAguaFria $0 $0 $0 $0 $0 $0 $0 $18,000 $0 $0 $18,000 $0 $36,000 $72,000 $19,798,196 $12,748,416 $5,818,310 $4,742,500 $2,796,560 $22,025,150 $67,929,132 7904 - Neighborhood Park Dev Zone 2 $0 $180,000 $42,000 $0 $0 $0 $222,000 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $0 $1,210,000 $0 $0 $0 $0 $1,210,000 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 $0 $715,000 $0 $0 $0 $0 $715,000 7007 - Street Impact Fees Z1 Post 010112 7010 - Transportation Sales Tax 220 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2017-2026 Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 7910 - Citywide Park/Rec Facility Dev $206,855 $0 $0 $0 $0 $0 $206,855 7911 - Community Park Dev Fee - Post $1,795,457 $1,416,001 $0 $0 $0 $0 $3,211,458 $251,210 $0 $0 $0 $0 $0 $251,210 7920 - River Corridors & Trails Dev 7930 - Law Enforcement Dev Total $7,283,448 $0 $0 $0 $0 $0 $7,283,448 7931 - Law Enforcement Dev - Post 1/1/12 $320,062 $0 $0 $0 $0 $0 $320,062 7932 - Law Enfrcmnt IF 2014 $576,682 $0 $0 $1,690,530 $2,600,000 $818,000 $5,685,212 $0 $0 $0 $191,100 $1,293,397 $242,000 $1,726,497 7935 - Fire & Emergency Svc Dev 7936 - Fire & Emergency Svc Dev Post $0 $0 $0 $0 $0 $1,350,000 $1,350,000 $9,000 $0 $0 $9,000 $0 $4,282,997 $4,300,997 $750,001 $0 $0 $0 $0 $0 $750,001 7941 - Park Imp Fee 2014 Bell to P.Peak $9,000 $0 $42,000 $9,000 $0 $18,000 $78,000 7942 - Parks Zone 2-Post 8/1/14 $9,000 $1,500,000 $0 $9,000 $0 $18,000 $1,536,000 7943 - Park Imp Fee 2014 W of Agua Fria $9,000 $2,700,000 $42,000 $9,000 $0 $18,000 $2,778,000 $128,663,763 $122,838,743 $71,972,417 $49,877,043 $44,106,847 $171,338,041 $588,796,852 7937 - Fire/EmergSvs Imp Fees 2014 7940 - General Government Dev Total 221 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Drainage Control District of Maricopa County. The city has partnered with the Flood Control District on several large projects in recent years, including the drainage improvements along Pinnacle Peak Road and Rose Garden Lane and at 83rd Avenue and Pinnacle Peak Road. 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. Storm water flows through the City of Peoria typically from the northeast to the southwest. As development occurs, the additional impervious surface area impacts the effective drainage of these flows, driving the need for drainage infrastructure. The city partners with the development community to ensure that onsite drainage issues are addressed during the development process. The city’s Capital Improvement Program addresses regional drainage issues through the drainage projects contained herein. Drainage projects in the Capital Improvement Program are typically funded from General Obligation Bonds, with additional funding provided by such outside sources as the Flood Drainage Total - $37,284,604 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY17 FY18 FY19 FY20 FY21 222 FY22 FY23 FY24 FY25 FY26 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Drainage Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 4251 - GO Bonds 2015 $4,856,650 $726,467 $70,000 $0 $0 $0 $5,653,117 4252 - Proposed GO Bonds $2,613,928 $8,716,833 $7,000,000 $775,000 $3,996,148 $8,459,578 $31,561,487 $70,000 $0 $0 $0 $0 $0 $70,000 $7,540,578 $9,443,300 $7,070,000 $775,000 $3,996,148 $8,459,578 $37,284,604 4550 - CIP Capital Projects Fund Total - Drainage 223 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Drainage Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $125,000 $0 $0 $0 $0 $0 $125,000 87th Ave Storm Drain; Hatcher Rd to Monroe St $0 $0 $0 $0 $0 $2,502,078 $2,502,078 Beardsley Rd Channel Improvements $3,072,377 $0 $0 $0 $0 $0 $3,072,377 $0 $0 $0 $0 $0 $1,420,000 $1,420,000 Desert Harbor/91st Av; Drainage Channel Impr $49,500 $491,000 $0 $0 $0 $0 $540,500 Lake Pleasant Basin Access ramp $49,500 $370,000 $0 $0 $0 $0 $419,500 $0 $0 $0 $173,500 $1,109,550 $0 $1,283,050 $627,535 $0 $0 $0 $0 $0 $627,535 $0 $0 $0 $0 $88,000 $3,222,000 $3,310,000 New River Trail - BLM $476,165 $0 $0 $0 $0 $0 $476,165 Peoria Storm Drain Master Plan - Land Preservation $620,500 $0 $0 $601,500 $0 $601,500 $1,823,500 Pinnacle Peak Drainage; 87th Ave to 99th Av $320,000 $1,512,300 $0 $0 $0 $0 $1,832,300 Pinnacle Peak Rd & 67th Ave Channel to New River $2,200,001 $7,070,000 $7,070,000 $0 $0 $0 $16,340,001 Union Hills Channel $0 $0 $0 $0 $2,658,448 $0 $2,658,448 Williams Rd Channel Improvements79th Av to NR $0 $0 $0 $0 $140,150 $714,000 $854,150 $7,540,578 $9,443,300 $7,070,000 $775,000 $3,996,148 $8,459,578 $37,284,604 81st Ave - Varney Pk Drainage Solution Coordination with ADOT, BNSFRR and SRP Mountain View Rd Drainage; 91st Ave to 89th Av Neighborhood Drainage Program New River & Jomax Road Concrete Box Culvert Total - Drainage 224 Total City of Peoria FY 2017 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 2015 Carryover / Base FY 2017 Carryover $125,000 $0 $0 $0 $0 $0 $125,000 Total Budget $125,000 $0 $0 $0 $0 $0 $125,000 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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, construction, 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 $33,078 $33,078 $0 $0 $0 $0 $0 $2,502,078 $2,502,078 FY 22-26 Total Total Budget Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 Total Non-Pers OPS $0 $0 $0 $0 $0 $22,800 $22,800 Total Operating Impacts $0 $0 $0 $0 $0 $22,800 $22,800 225 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Drainage Beardsley Rd Channel Improvements Project Number: PW00112 Council District: Willow Project Location: Beardsley Rd drainage ditch from Lake Pleasant Rd to 107th Av Lining AsDescription: part of the design phase multiple alternatives were evaluated and a consensus was reached with the adjacent property owners to pipe and backfill the Beardsley Channel from 99th Av to 111th Av, desert landscape the backfilled channel and construct a concrete 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 FY 2017 Proposed GO Bonds Base $1,008,377 $0 $0 $0 $0 $0 GO Bonds 2015 Base $2,064,000 $0 $0 $0 $0 $0 $2,064,000 $3,072,377 $0 $0 $0 $0 $0 $3,072,377 Category Funding Source Construction Construction Total Budget Operating Impacts FY 2017 Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total $1,008,377 Total $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 Coordination with ADOT, BNSFRR and SRP Project Number: EN00182 Council District: Acacia Project Location: 85th Av from Peoria Av to Grand Av This project is for public involvement, design, land acquistion, utility coordination, utility relocation, as determined, construction Description: and construction administration for a storm drainage project to capture the drainage along 85th Av. North of Peoria Av. This project will 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. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $100,000 Land Acquisi Proposed GO Bonds Base $0 $0 $0 $0 $0 $100,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $212,000 $212,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,000,000 $1,000,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $96,000 $96,000 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $12,000 $12,000 $0 $0 $0 $0 $0 $1,420,000 $1,420,000 FY 22-26 Total Total Budget Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Non-Pers OPS $0 $0 $0 $0 $0 $600 $600 Total Operating Impacts $0 $0 $0 $0 $0 $600 $600 226 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Drainage Desert Harbor/91st Av; Drainage Channel Impr Project Number: EN00531 Council District: Pine Project Location: 91st Av alignment; Thunderbird Rd to New River This project provides for the coordination with adjacent property owners, public involvement, design, utility coordination, utility Description: relocation, construction and construction administration for determining a type of lining, designing and constructing the lining of the 91st Avenue Channel between Thunderbird Rd and the New River and a maintenance access. The improvements will include: clearing and grubbing, removing overgrown trees and vegetation, reshaping of the channel, channel lining, rip-rap outlet, pipe railing and an access ramp. 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 Funding Source Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Proposed GO Bonds Base $0 $18,152 $0 $0 $0 $0 $18,152 Design Proposed GO Bonds Base $49,500 $63,530 $0 $0 $0 $0 $113,030 Construction Proposed GO Bonds Base $0 $390,259 $0 $0 $0 $0 $390,259 Chargebacks Proposed GO Bonds Base $0 $14,521 $0 $0 $0 $0 $14,521 Arts Proposed GO Bonds Base $0 $4,538 $0 $0 $0 $0 $4,538 $49,500 $491,000 $0 $0 $0 $0 $540,500 Total Budget Lake Pleasant Basin Access ramp Project Number: EN00523 Council District: Ironwood Project Location: NWC 87th Ave & LPP This project provides for the project coordination, public involvement, pre-design studies, design, construction, materials testing, Description: construction administration, utility coordination, utility relocation, clearing and grubbing, and all related site work for constructing a maintenance access ramp for the Channel along 87th Avenue north of Lake Pleasant Parkway. Install new 15' wide access ramp appurtenances to connect the channel and a driveway to 87th Avenue. Removal and restoration of landscaping as necessary, etc. This project includes construction of a concrete sidewalk near the restroom building of Deer Village Park in order to facilitate vehicular access to the Lake Pleasant Basin ramp located in the northwest corner of the basin. This project may also include processing of utility company (APS, Cox, Qwest/Century link, SRP, etc) design and construction agreements, development and intergovernmental agreements. This project is anticipated to be managed by City of Peoria. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $49,500 $0 $0 $0 $0 $0 $49,500 Construction Proposed GO Bonds Base $0 $360,000 $0 $0 $0 $0 $360,000 Chargebacks Proposed GO Bonds Base $0 $6,000 $0 $0 $0 $0 $6,000 Arts Proposed GO Bonds Base $0 $4,000 $0 $0 $0 $0 $4,000 $49,500 $370,000 $0 $0 $0 $0 $419,500 Total Budget FY 2017 FY 2018 227 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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, construction 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 $150,000 $0 $0 $150,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $1,055,000 $0 $1,055,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $22,000 $44,000 $0 $66,000 Arts Proposed GO Bonds Base $0 $0 $0 $1,500 $10,550 $0 $12,050 $0 $0 $0 $173,500 $1,109,550 $0 $1,283,050 Total Budget Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total 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, and restoring landscape and irrigation systems, as needed. 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 Construction CIP Capital Projects Fun Carryover $70,000 $0 $0 $0 $0 $0 $70,000 Construction GO Bonds 2015 Carryover $211,000 $0 $0 $0 $0 $0 $211,000 Construction Proposed GO Bonds Base $346,535 $0 $0 $0 $0 $0 $346,535 $627,535 $0 $0 $0 $0 $0 $627,535 Total Budget FY 2017 FY 2018 228 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 Study Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Proposed GO Bonds Base $0 $0 $0 $0 $80,000 $0 $80,000 Land Acquisi Proposed GO Bonds Base $0 $0 $0 $0 $0 $420,000 $420,000 Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $35,000 $35,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,700,000 $2,700,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $8,000 $67,000 $75,000 $0 $0 $0 $0 $88,000 $3,222,000 $3,310,000 Total Budget 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 consisted of funding for design, ROW acquisition, property clean-up, construction and Description: construction administration for an at grade trail along New River West Bank alignment to connect existing trail segments. The construction of the trail was completed in 2015. Phase 2 provides for the coordination with the ASPERA development and allowing the City to reimburse ASPERA for design and construction of approximately 300' New River bank improvements (west side) in accordance with the terms and conditions of the development agreement. The improvements will include: excavation, engineered fill, and installation of gabion mattress bank protection with hydroseeded soil covering, reconstruction of the trail along top of bank along New River West Bank to connect existing trail segments. Budget by Fiscal Year Category Funding Source Study Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Proposed GO Bonds Carryover $110,000 $0 $0 $0 $0 $0 Land Acquisi Proposed GO Bonds Carryover $79,529 $0 $0 $0 $0 $0 $79,529 Construction Carryover $286,636 $0 $0 $0 $0 $0 $286,636 Total Budget $476,165 $0 $0 $0 $0 $0 $476,165 Proposed GO Bonds 229 $110,000 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Drainage Peoria Storm Drain Master Plan - Land Preservation Project Number: EN00524 Council District: City Wide Project Location: City Wide This project focuses on the preparation of legal descriptions and exhibits, title reports, appraisals, and the purchase and Description: preservation of high priority lands for use as storm water management basins as identified in the City's Storm Drainage Master Plan provides. Preserving the land now will allow the City to construct the storm water management basins as future storm drain projects are funded. Budget by Fiscal Year Category Carryover / Base Funding Source Land Acquisi GO Bonds 2015 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Land Acquisi Proposed GO Bonds Base $363,851 $0 $0 $600,000 $0 $600,000 $1,563,851 Land Acquisi GO Bonds 2015 Base $236,649 $0 $0 $0 $0 $0 $236,649 Chargebacks Base $0 $0 $0 $1,500 $0 $1,500 $3,000 $620,500 $0 $0 $601,500 $0 $601,500 $1,823,500 Proposed GO Bonds Total Budget 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 FY 2017 Proposed GO Bonds Base $320,000 $0 $0 $0 $0 $0 $320,000 Proposed GO Bonds Base $0 $1,480,000 $0 $0 $0 $0 $1,480,000 Chargebacks Proposed GO Bonds Base $0 $18,000 $0 $0 $0 $0 $18,000 Arts Proposed GO Bonds Base $0 $14,300 $0 $0 $0 $0 $14,300 $320,000 $1,512,300 $0 $0 $0 $0 $1,832,300 Category Funding Source Design Construction Total Budget Operating Impacts FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total Non-Pers OPS $0 $0 $13,000 $13,000 $13,000 $52,000 $91,000 Non-Pers OPS $0 $0 $9,000 $9,000 $9,000 $36,000 $63,000 Total Operating Impacts $0 $0 $13,000 $13,000 $13,000 $52,000 $91,000 230 City of Peoria FY 2017 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 2 projects; 1) drainage study, design, Land acquistion, and construction of local drainage facilities in the Description: area bounded by 67th Av, New River, Pinnacle Pk Rd and Hatfield Rd, and 2) regional drainage improvements. Project 1 - The local project includes: a study to develop drainage facility alternatives, 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, as determined for the reecommended altenative. Project 2 - The regional drainage project includes: study or pre-design, coordination with adjacent property owners, public involvement, design, right-ofway 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 Category Funding Source Carryover / Base Study GO Bonds 2015 Base $400,000 $0 $0 $0 $0 $0 $400,000 Design GO Bonds 2015 Base $1,800,001 $0 $0 $0 $0 $0 $1,800,001 Construction Proposed GO Bonds Base $0 $6,343,533 $7,000,000 $0 $0 $0 $13,343,533 Construction GO Bonds 2015 Base $0 $656,467 $0 $0 $0 $0 $656,467 Arts GO Bonds 2015 Base $0 $70,000 $70,000 $0 $0 $0 $140,000 $2,200,001 $7,070,000 $7,070,000 $0 $0 $0 $16,340,001 FY 2017 FY 2018 FY 2019 Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $0 $0 $0 $30,000 $30,000 $150,000 $210,000 $0 $0 $0 $30,000 $30,000 $150,000 $210,000 231 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Drainage Union Hills Channel Project Number: EN00137 Council District: Willow Project Location: Union Hills Dr from 107th Av to 111th Av This project provides for the City's proportionate share of the regional drainage project including; study, land acquistion, design, Description: utility coordination, utility relocation, extension as determined, construction and construction administration for a storm drainage project to capture the drainage from determined storm water outfalls located in Sun City, and drainage along Union Hills 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. 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 Construction Proposed GO Bonds Base $0 $0 $0 $0 $2,634,448 $0 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $24,000 $0 $24,000 $0 $0 $0 $0 $2,658,448 $0 $2,658,448 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $2,634,448 Williams Rd Channel Improvements- 79th Av to NR Project Number: EN00543 Council District: Willow Project Location: Williams Rd Channel - 79th Av to New River 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 Williams Rd drainage channel improvements. The improvements will include: clearing and grubbing vegetation and regrading and shotcrete lining the channel and construct a 12' wide combination multi-use trail and maintenance road. The plan is to fit the channel and multiuse trail withini the existing 40' easement. 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 Proposed GO Bonds Base $0 $0 $0 $0 $132,505 $0 $132,505 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $697,071 $697,071 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $6,116 $9,958 $16,074 Arts Proposed GO Bonds Base $0 $0 $0 $0 $1,529 $6,971 $8,500 $0 $0 $0 $0 $140,150 $714,000 $854,150 Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $0 $0 $0 $0 $0 $16,112 $16,112 $0 $0 $0 $0 $0 $16,112 $16,112 232 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Economic Development obligation bonds, and county transportation sales tax reimbursements. FY 2017 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 - $7,891,245 $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 FY17 FY18 FY19 FY20 FY21 233 FY22 FY23 FY24 FY25 FY26 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Economic Development Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $29,125 $0 $0 $0 $0 $0 $29,125 1210 - Half Cent Sales Tax $2,500,000 $0 $0 $0 $0 $0 $2,500,000 1900 - Economic Development $2,387,120 $550,000 $425,000 $0 $0 $0 $3,362,120 4550 - CIP Capital Projects Fund $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Total - Economic Development $6,916,245 $550,000 $425,000 $0 $0 $0 $7,891,245 1000 - General 234 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Economic Development Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 BioScience Incubator (BioInspire) $1,600,000 $0 $0 $0 $0 $0 $1,600,000 Denaro Medical Plaza $175,000 $0 $0 $0 $0 $0 $175,000 GE Avionics (Aviage Systems) $940,308 $0 $0 $0 $0 $0 $940,308 Huntington University $900,000 $550,000 $425,000 $0 $0 $0 $1,875,000 Maxwell Technologies $1,109,000 $0 $0 $0 $0 $0 $1,109,000 P83 Entertainment District Improvements $2,029,125 $0 $0 $0 $0 $0 $2,029,125 $162,812 $0 $0 $0 $0 $0 $162,812 $6,916,245 $550,000 $425,000 $0 $0 $0 $7,891,245 Trine University Total - Economic Development 235 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Economic Development BioScience Incubator (BioInspire) Project Number: ED00010 Council District: Ironwood Project Location: Plaza Del Rio AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS I), 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, seed funding and administrative support, to encourage start-up companies to locate and grow in Peoria. This project is managed and administered by BioAccel. The monthly lease payments for the BioInspire facility are also budgeted in the economic development fund. Budget by Fiscal Year Category Funding Source Other Half Cent Sales Tax Carryover / Base FY 2017 Base $1,600,000 $0 $0 $0 $0 $0 $1,600,000 $1,600,000 $0 $0 $0 $0 $0 $1,600,000 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Denaro Medical Plaza Project Number: ED00021 Council District: Mesquite Project Location: NWC of Happy Valley Road & Lake Pleasant Parkway The city of Peoria has been in dialogue with Denaro Ventures, LLC since July 2015 to build a 24,500 medical office building at Description: Denaro Medical Plaza in northern Peoria. HonorHealth will act as the single tenant to the landlord in the build-to-suit development. The Economic Development Activities Agreement includes the dealpoint that reimbursement to the project is only for city sewer and water lines and left in and left out turn lanes, for an amount not to exceed $175,000 following the creation of 57 FTE/benefited positions with average mid-point salaries at $98,047 within five years of the effective date of the agreement. Budget by Fiscal Year Category Funding Source Other Economic Development Carryover / Base FY 2017 Carryover $175,000 $0 $0 $0 $0 $0 $175,000 Total Budget $175,000 $0 $0 $0 $0 $0 $175,000 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total GE Avionics (Aviage Systems) Project Number: ED00015 Council District: Pine Project Location: Thunderbird, West of the Loop 101 The Economic Development Implementation Strategy (EDIS I) identified the attraction of targeted industries as a key objective in Description: diversifying the economy and workforce 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 2017 Carryover $940,308 $0 $0 $0 $0 $0 $940,308 Total Budget $940,308 $0 $0 $0 $0 $0 $940,308 FY 2018 236 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Economic Development Huntington University Project Number: ED00018 Council District: Project Location: TBD AsDescription: established in the adopted Economic Development Implementation Strategy (EDIS) Part I, this project implements the university recruitment initiative. University recruitment had been a key initiative because it addresses the high technology companies to have a ready and capable workforce in Peoria. It also supports economic development and job growth through technology commercialization efforts, assisting business and entrepreneurs. Budget by Fiscal Year Category Funding Source Other Half Cent Sales Tax Other Economic Development Carryover / Base FY 2017 Carryover $900,000 $0 $0 $0 $0 $0 $0 $550,000 $425,000 $0 $0 $0 $975,000 $900,000 $550,000 $425,000 $0 $0 $0 $1,875,000 Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $900,000 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 I) 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 Technologies expansion project, adding 150 technology-related jobs and absorbing 120,000 sq.ft. of vacant shell space. Budget by Fiscal Year Category Funding Source Other Economic Development Carryover / Base FY 2017 Carryover $1,109,000 $0 $0 $0 $0 $0 $1,109,000 Total Budget $1,109,000 $0 $0 $0 $0 $0 $1,109,000 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 the final phase of P83 Improvemetns including way finding signage, monument Description: signage, bridge aesthetics, lighting, and landscaping on 83rd Avenue , Arrowhead Fountain Center, and Paradise Lane from 83rd to 75th. The various phases of the project will include paving, concrete, landscaping, lighting, signage, aesthetics, utility relocations, right-of-way acquisition, public involvement, and drainage. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2017 FY 2018 Other General Carryover $29,125 $0 $0 $0 $0 $0 $29,125 Construction CIP Capital Projects Fun Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Total Budget $2,029,125 $0 $0 $0 $0 $0 $2,029,125 237 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 I), this project implemented the university recruitment initiative. University recruitment was a key initiative because it addressed the desire of high technology companies to have a ready and capable workforce and it results in a workforce development partner for the city. Budget by Fiscal Year Category Funding Source Other Economic Development Carryover / Base FY 2017 Carryover $162,812 $0 $0 $0 $0 $0 $162,812 Total Budget $162,812 $0 $0 $0 $0 $0 $162,812 FY 2018 238 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 - $31,604,505 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY17 FY18 FY19 FY20 FY21 239 FY22 FY23 FY24 FY25 FY26 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $876,009 $0 $0 $0 $0 $0 $876,009 $4,968 $0 $0 $0 $0 $0 $4,968 1970 - Municipal Office Complex Rsv $150,000 $0 $0 $0 $0 $0 $150,000 2050 - Water $459,205 $0 $0 $0 $0 $0 $459,205 2161 - Water Expansion $6,527 $0 $0 $0 $0 $0 $6,527 2162 - Water Expansion Post 1/1/12 $6,680 $0 $0 $0 $0 $0 $6,680 2164 - Water Exp. N. of Bell $10,975 $0 $0 $0 $0 $0 $10,975 2400 - Wastewater $52,445 $0 $0 $0 $0 $0 $52,445 2506 - Wastewater Exp. E. of Agua Fria $2,250 $0 $0 $0 $0 $0 $2,250 2507 - Wastewater Exp. W. of Agua Fria $1,520 $0 $0 $0 $0 $0 $1,520 2509 - Wastewater Expansion Post 1/1/12 $53,157 $0 $0 $0 $0 $0 $53,157 3400 - IT Reserve $565,000 $0 $0 $0 $0 $0 $565,000 4251 - GO Bonds 2015 $795,947 $549,535 $0 $0 $0 $0 $1,345,482 $2,192,148 $1,435,620 $818,195 $549,535 $5,151,500 $5,291,980 $15,438,978 $925,000 $0 $0 $0 $0 $0 $925,000 4810 - Outside Sources $3,635,831 $3,914,402 $0 $0 $0 $1,602,730 $9,152,963 7000 - Highway User $1,008,935 $0 $0 $0 $0 $0 $1,008,935 $113,861 $0 $0 $37,000 $0 $74,000 $224,861 $18,000 $0 $0 $18,000 $0 $36,000 $72,000 7010 - Transportation Sales Tax $747,677 $0 $0 $0 $0 $0 $747,677 7910 - Citywide Park/Rec Facility Dev $151,855 $0 $0 $0 $0 $0 $151,855 $1,210 $0 $0 $0 $0 $0 $1,210 $168,382 $0 $0 $9,000 $0 $18,000 $195,382 7937 - Fire/EmergSvs Imp Fees 2014 $9,000 $0 $0 $9,000 $0 $18,000 $36,000 7940 - General Government Dev $7,426 $0 $0 $0 $0 $0 $7,426 7941 - Park Imp Fee 2014 Bell to P.Peak $9,000 $0 $0 $9,000 $0 $18,000 $36,000 7942 - Parks Zone 2-Post 8/1/14 $9,000 $0 $0 $9,000 $0 $18,000 $36,000 7943 - Park Imp Fee 2014 W of Agua Fria $9,000 $0 $0 $9,000 $0 $18,000 $36,000 $11,991,008 $5,899,557 $818,195 $649,535 $5,151,500 $7,094,710 $31,604,505 1000 - General 1210 - Half Cent Sales Tax 4252 - Proposed GO Bonds 4550 - CIP Capital Projects Fund 7003 - Streets Zone 3 Dev Fee 7007 - Street Impact Fees Z1 Post 010112 7920 - River Corridors & Trails Dev 7932 - Law Enfrcmnt IF 2014 Total - Operational Facilities 240 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $586,414 $0 $0 $0 $0 $0 $586,414 $0 $1,435,620 $0 $0 $0 $0 $1,435,620 Building Equipment Renovation and Replacement $95,000 $0 $0 $0 $0 $0 $95,000 Building Fixture and Finish Renovation $74,255 $0 $0 $0 $0 $0 $74,255 $1,861,582 $0 $0 $0 $0 $0 $1,861,582 $0 $0 $0 $0 $0 $505,000 $505,000 City Parks Parking Lots - Asphalt Replacement $201,000 $0 $268,660 $0 $151,500 $440,360 $1,061,520 Citywide Security Program $163,480 $0 $0 $0 $0 $0 $163,480 $1,453,655 $0 $0 $0 $0 $0 $1,453,655 $200,000 $0 $0 $0 $0 $1,346,620 $1,546,620 Fire Department Building Needs $25,000 $0 $0 $0 $0 $0 $25,000 Historic Buildings Equipment and Finish Renovation $94,800 $0 $0 $0 $0 $0 $94,800 $100,000 $0 $0 $100,000 $0 $200,000 $400,000 $10,947 $0 $0 $0 $0 $0 $10,947 $265,000 $0 $0 $0 $0 $0 $265,000 $29,700 $0 $0 $0 $0 $0 $29,700 Peoria Transit Center $989,616 $0 $0 $0 $0 $1,602,730 $2,592,346 Radio Infrastructure Replacements RWC Upgrades $850,102 $0 $0 $0 $0 $0 $850,102 Radio Subscriber Replacements $549,535 $549,535 $549,535 $549,535 $0 $0 $2,198,140 $1,500,000 $0 $0 $0 $5,000,000 $3,000,000 $9,500,000 $300,000 $0 $0 $0 $0 $0 $300,000 $2,640,922 $3,914,402 $0 $0 $0 $0 $6,555,324 $11,991,008 $5,899,557 $818,195 $649,535 $5,151,500 $7,094,710 $31,604,505 Arts Distribution FY2017 Asphalt Repair and Replacement-MOC Chargeback Distribution FY2017 City Hall Roof Replacement Community Works Program Council Chambers A/V Equipment Replacement Impact Fee Study Interactive Voice Response System Replacement Network Infrastructure Replacement PSAB Parking Lot Maintenance for City Buildings Renovate Main Library Storage Area Network Replacement/Upgrade Transit Park and Ride Lot Total - Operational Facilities 241 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2017 Project Number: AT02017 Council District: Project Location: Section 2-129 of the City Code requires that all "capital projects submitted for inclusion in the City's capital improvement Description: program … shall include an amount equal to 1 percent of the project cost of such capital improvement for public art." This project, whose purpose is purely administrative, holds appropriation for all arts charges. Projects are charged the percent for the arts as qualifying capital expenditures are made throughout the fiscal year. Budget by Fiscal Year Category Funding Source Carryover / Base Arts GO Bonds 2015 Base $38,090 $0 $0 $0 $0 $0 $38,090 Arts Half Cent Sales Tax Base $4,968 $0 $0 $0 $0 $0 $4,968 Arts Municipal Office Compl Base $745 $0 $0 $0 $0 $0 $745 Arts Water Base $168,934 $0 $0 $0 $0 $0 $168,934 Arts Water Expansion Base $6,527 $0 $0 $0 $0 $0 $6,527 Arts Water Expansion Post 1/ Base $6,680 $0 $0 $0 $0 $0 $6,680 Arts Water Exp. N. of Bell Base $10,975 $0 $0 $0 $0 $0 $10,975 Arts Wastewater Base $38,656 $0 $0 $0 $0 $0 $38,656 Arts General Base $17,572 $0 $0 $0 $0 $0 $17,572 Arts Wastewater Expansion P Base $12,251 $0 $0 $0 $0 $0 $12,251 Arts General Government De Base $7,426 $0 $0 $0 $0 $0 $7,426 Arts Proposed GO Bonds Base $77,283 $0 $0 $0 $0 $0 $77,283 Arts CIP Capital Projects Fun Base $3,950 $0 $0 $0 $0 $0 $3,950 Arts Outside Sources Base $5,293 $0 $0 $0 $0 $0 $5,293 Arts Highway User Base $52,280 $0 $0 $0 $0 $0 $52,280 Arts Streets Zone 3 Dev Fee Base $31,861 $0 $0 $0 $0 $0 $31,861 Arts Transportation Sales Tax Base $84,193 $0 $0 $0 $0 $0 $84,193 Arts Citywide Park/Rec Facil Base $16,000 $0 $0 $0 $0 $0 $16,000 Arts River Corridors & Trails Base $1,210 $0 $0 $0 $0 $0 $1,210 Arts Wastewater Exp. W. of Base $1,520 $0 $0 $0 $0 $0 $1,520 $586,414 $0 $0 $0 $0 $0 $586,414 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Asphalt Repair and Replacement-MOC Project Number: PW01199 Council District: Acacia Project Location: Municipal Operation Center This project provides for asphalt repair and replacement of the entire parking area at the Municipal Operations Complex (MOC). Description: The parking area is now 29 years old and in need of repair. The areas of the yard that have constant heavy equipment traffic have deteriorated the most. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $1,421,406 $0 $0 $0 $0 $1,421,406 Arts Proposed GO Bonds Base $0 $14,214 $0 $0 $0 $0 $14,214 $0 $1,435,620 $0 $0 $0 $0 $1,435,620 Total Budget FY 2017 FY 2018 242 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Building Equipment Renovation and Replacement Project Number: PW00050 Council District: All Project Location: City Wide In Description: FY17 this project will include the addition of required fire safety equipment in the City Hall building, Main Library, ($35,000) and in the Development and Community Services building shell space, ($30,000). In addition the FY17 project will include Recoating of Fire Station #7 roof-($10,000). In FY18 projects include replacement of three of the original 11 air handlers (25 years old) that are part of the original City Hall HVAC system $45,000; replacment of the City Hall Fire panel $30,000; and replacment of the sump pumps in the east and west City Hall Parking structures $20,000. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment General Equipment Municipal Office Compl FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Carryover $20,000 $0 $0 $0 $0 $0 Base $75,000 $0 $0 $0 $0 $0 $75,000 $95,000 $0 $0 $0 $0 $0 $95,000 Total Budget $20,000 Building Fixture and Finish Renovation Project Number: PW00060 Council District: City Wide Project Location: City Wide In Description: FY17 this project includes carpet replacement in worn areas throughout the City ($15,000), maintenance and cleaning of City Hall complex hardscape including the front planters and water feature ($40,000), and repainting portions of PSAB ($20,000). FY18 planned projects include painting in Technology Center ($15,000), City Hall Complex concrete repairs ($40,000) and painting portions of the Main Library interior space ($10,000). Budget by Fiscal Year Carryover / Base Category Funding Source Construction Municipal Office Compl Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $74,255 $0 $0 $0 $0 $0 $74,255 $74,255 $0 $0 $0 $0 $0 $74,255 243 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2017 Project Number: CB02017 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 FY 2017 Law Enfrcmnt IF 2014 Carryover $159,382 $0 $0 $0 $0 $0 $159,382 Transportation Sales Tax Carryover $259,214 $0 $0 $0 $0 $0 $259,214 Chargebacks CIP Capital Projects Fun Carryover $48,948 $0 $0 $0 $0 $0 $48,948 Chargebacks GO Bonds 2015 Carryover $136,822 $0 $0 $0 $0 $0 $136,822 Chargebacks Citywide Park/Rec Facil Base $135,855 $0 $0 $0 $0 $0 $135,855 Chargebacks Transportation Sales Tax Base $404,270 $0 $0 $0 $0 $0 $404,270 Chargebacks Streets Zone 3 Dev Fee Base $45,000 $0 $0 $0 $0 $0 $45,000 Chargebacks Highway User Base $25,000 $0 $0 $0 $0 $0 $25,000 Chargebacks CIP Capital Projects Fun Base $22,000 $0 $0 $0 $0 $0 $22,000 Chargebacks Proposed GO Bonds Base $213,865 $0 $0 $0 $0 $0 $213,865 Chargebacks GO Bonds 2015 Base $71,500 $0 $0 $0 $0 $0 $71,500 Chargebacks Wastewater Expansion P Base $40,906 $0 $0 $0 $0 $0 $40,906 Chargebacks Wastewater Exp. E. of A Base $2,250 $0 $0 $0 $0 $0 $2,250 Chargebacks Wastewater Base $9,796 $0 $0 $0 $0 $0 $9,796 Chargebacks Water Base $286,774 $0 $0 $0 $0 $0 $286,774 $1,861,582 $0 $0 $0 $0 $0 $1,861,582 Category Funding Source Chargebacks Chargebacks Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total City Hall Roof Replacement Project Number: PW00150 Council District: Acacia Project Location: City Hall Building The City Hall roof will be in excess of 30 years old in FY22 when the replacment roof is recommended for installation. The Description: replacement will include a complete replacement of the underlayment, new tiles and flashing material. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Proposed GO Bonds Base $0 $0 $0 $0 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $0 $0 $0 Total Budget FY 2017 FY 2018 244 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $500,000 $500,000 $0 $5,000 $5,000 $0 $505,000 $505,000 City of Peoria FY 2017 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. Treatments may include minor surface treatments or full depth reconstruction depending upon the condition warrants. Budget by Fiscal Year Carryover / Base FY 2017 Proposed GO Bonds Base $201,000 $0 $266,000 $0 Proposed GO Bonds Base $0 $0 $2,660 $0 $201,000 $0 $268,660 $0 Category Funding Source Construction Arts Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $150,000 $436,000 $1,053,000 $1,500 $4,360 $8,520 $151,500 $440,360 $1,061,520 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. Two projects are identified for Description: FY17. The first is the replacement of existing security equipment including 18 cameras at a cost of $41,000, one recorder at PCPA for $6,500 and three emergency phones in parking structures at City Hall Complex - $13,500. The second project includes $103,000 in proposed security enhancements in the Finance department including (a) adding and relocation of doors ($20,000), (b) Addition of one camera and two card access points ($10,000) © Installation of thick glass over service counter ($43,000) and (d) Rearrangement of cubicles behind service counter ($30,000). Budget by Fiscal Year Carryover / Base Category Funding Source Equipment General Base $71,400 $0 $0 $0 $0 $0 Construction General Base $92,080 $0 $0 $0 $0 $0 $92,080 $163,480 $0 $0 $0 $0 $0 $163,480 Total Budget FY 2017 FY 2018 245 FY 2019 FY 2020 FY 2021 FY 22-26 Total $71,400 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities 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. Below is a list of the projects planned for FY2017. Engineering - Quick Response $150,000 - Neighborhood Traffic Management $35,000 - Pedestrian Safety, Bicycle Infrastructure, Misc Signing/Striping $75,000 - Streetlight Infill $80,000 - Utility Undergrounding $160,000 Community Services - ROW Quick Response & Right Tree Right Place Reforestation & Revegetation $96,000 - Westgreen Park Small Playground Replacement $70,000 - Veterans Memorial Improvements $75,000 - Rio Vista Community Park Splash Pad - Replacement of Water Delivery Feature $60,000 - Rio Vista Community Park Seating Wall at Lowerat Lower $60,000 - AZSTA Grant Match (Sunrise and Centennial Pools, Varney and Murphy Parks, Rio Vista Recreation Center $64,000 - Community Garden Funding $45,000 - Tree Replacements at City Hall (Remove 30 Sweet Acacias along the Main East West Path and Replace with Alternative Species $30,000 Budget by Fiscal Year Carryover / Base FY 2017 Highway User Carryover $431,655 $0 $0 $0 $0 $0 General Carryover $22,000 $0 $0 $0 $0 $0 $22,000 Base $500,000 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $500,000 $1,453,655 $0 $0 $0 $0 $0 $1,453,655 Category Funding Source Construction Construction Construction Highway User Construction General Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $431,655 Council Chambers A/V Equipment Replacement Project Number: PW00510 Council District: Acacia Project Location: Municipal Office Complex The FY17 request is to replace the projection screen with a high definition flat screen along with two audience flat screen Description: monitors. The larger flat screen will be placed behind the dias. The two smaller flat screen monitors will provide the audience a closer view of what is being presented. Budget by Fiscal Year Carryover / Base FY 2017 Proposed GO Bonds Base $200,000 $0 $0 $0 $0 $0 $200,000 Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,280,000 $1,280,000 Chargebacks Proposed GO Bonds Base $0 $0 $0 $0 $0 $53,820 $53,820 Arts Proposed GO Bonds Base $0 $0 $0 $0 $0 $12,800 $12,800 $200,000 $0 $0 $0 $0 $1,346,620 $1,546,620 Category Funding Source Equipment Construction Total Budget FY 2018 246 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 and the renovations include flooring, finishes, reconstruction of bathroom and kitchen areas, replacement of appliances and general refurbishment. Not included are furnishings such as beds, TV's, and other nonfacility 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Carryover $25,000 $0 $0 $0 $0 $0 $25,000 Total Budget $25,000 $0 $0 $0 $0 $0 $25,000 Historic Buildings Equipment and Finish Renovation Project Number: PW10300 Council District: Acacia Project Location: Old Town Peoria The Historical Society currently leases five buildings from the City for the purpose of operating a local museum. The City is Description: responsible to maintain the building envelope and the tenant is responsible for maintenance of the interior along with any tenant improvements and contents. In FY17 the A/C units on the main school house need to be replaced ($75,000), the two large doors at the front of the building need to be replaced ($10,000) and the west exterior walls of the two north buildings need to be repaired. ($10,000) Budget by Fiscal Year Carryover / Base Category Funding Source Equipment General Base $75,000 $0 $0 $0 $0 $0 Construction General Base $19,800 $0 $0 $0 $0 $0 $19,800 $94,800 $0 $0 $0 $0 $0 $94,800 Total Budget FY 2017 FY 2018 247 FY 2019 FY 2020 FY 2021 FY 22-26 Total $75,000 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Impact Fee Study Project Number: CD00007 Council District: All Project Location: Citywide This study will update City impact fees. These fees should be updated every three years to ensure that they accurately recover the Description: 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 Park Imp Fee 2014 W of Base $9,000 $0 $0 $9,000 $0 $18,000 $36,000 Study Parks Zone 2-Post 8/1/1 Base $9,000 $0 $0 $9,000 $0 $18,000 $36,000 Study Park Imp Fee 2014 Bell t Base $9,000 $0 $0 $9,000 $0 $18,000 $36,000 Study Fire/EmergSvs Imp Fees Base $9,000 $0 $0 $9,000 $0 $18,000 $36,000 Study Law Enfrcmnt IF 2014 Base $9,000 $0 $0 $9,000 $0 $18,000 $36,000 Study Street Impact Fees Z1 Po Base $18,000 $0 $0 $18,000 $0 $36,000 $72,000 Study Streets Zone 3 Dev Fee Base $37,000 $0 $0 $37,000 $0 $74,000 $148,000 $100,000 $0 $0 $100,000 $0 $200,000 $400,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 $3,993 $0 $0 $0 $0 $0 $3,993 Construction Water Carryover $3,497 $0 $0 $0 $0 $0 $3,497 Construction General Carryover $3,457 $0 $0 $0 $0 $0 $3,457 Total Budget $10,947 $0 $0 $0 $0 $0 $10,947 Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $40,000 $90,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $40,000 $90,000 248 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - PSAB Project Number: IT00002 Council District: Acacia Project Location: Citywide Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Replacements projected for FY17 and FY22 to ensure equipment reliability and uptime. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2017 Base $265,000 $0 $0 $0 $0 $0 $265,000 $265,000 $0 $0 $0 $0 $0 $265,000 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Parking Lot Maintenance 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. The FY17 request is to Description: repair, slurry coat and restripe the Greenway Water Treatment Plant asphalt. City Parks parking lots are addressed in a separate CIP project. Budget by Fiscal Year Category Funding Source Construction General Carryover / Base Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $29,700 $0 $0 $0 $0 $0 $29,700 $29,700 $0 $0 $0 $0 $0 $29,700 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. It is anticipated that the transit center will be co-located with a Peoria Park and Ride facility. The location of the facility will be determined by an implementation study. Budget by Fiscal Year Category Funding Source Carryover / Base Study FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Outside Sources Carryover $50,165 $0 $0 $0 $0 $0 $50,165 Land Acquisi Outside Sources Carryover $782,876 $0 $0 $0 $0 $0 $782,876 Construction Outside Sources Carryover $156,575 $0 $0 $0 $0 $0 $156,575 Construction Outside Sources Base $0 $0 $0 $0 $0 $1,559,505 $1,559,505 Chargebacks Outside Sources Base $0 $0 $0 $0 $0 $43,225 $43,225 $989,616 $0 $0 $0 $0 $1,602,730 $2,592,346 Total Budget 249 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Radio Infrastructure Replacements - RWC Upgrades Project Number: IT00024 Council District: Various Project Location: Citywide The Regional Wireless Consortium (RWC) will be upgrading and replacing equipment and software to remain in compliance with Description: FCC narrow banding requirements and to maintain system uptime and capacity requirements for the city's radio system. Peoria is required to fund its portion of these upgrades per the IGA that is in effect with the RWC. Budget by Fiscal Year Category Funding Source Equipment CIP Capital Projects Fun Carryover / Base FY 2017 Base $850,102 $0 $0 $0 $0 $0 $850,102 $850,102 $0 $0 $0 $0 $0 $850,102 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Radio Subscriber Replacements Project Number: IT00018 Council District: Various Project Location: Citywide The City's subscriber radio units deployed citywide will require replacement in order to continue operation on the RWC network. Description: Subscriber replacements began in FY16 and will continue through FY22. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Proposed GO Bonds Base $0 Equipment GO Bonds 2015 Base $549,535 Equipment GO Bonds 2015 Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $549,535 $549,535 $0 $0 $1,099,070 $0 $0 $0 $0 $0 $549,535 $0 $549,535 $0 $0 $0 $0 $549,535 $549,535 $549,535 $549,535 $549,535 $0 $0 $2,198,140 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. Phased renovations start in FY17 that will replace the seating in public areas and programming area improvements. The remaining funding will be used to conduct a study to assess the evolving business model of public libraries and evaluate the overall building system. Based on those findings repairs will be identified and completed that will not restrict future programming changes. Funding in FY 21 and FY 25 will renovate the library including mechanical, lighting, painting, carpeting, and fire systems. Budget by Fiscal Year Carryover / Base FY 2017 Proposed GO Bonds Base $400,000 $0 $0 $0 $0 $0 Proposed GO Bonds Base $125,000 $0 $0 $0 $0 $0 $125,000 Proposed GO Bonds Base $975,000 $0 $0 $0 $5,000,000 $3,000,000 $8,975,000 $1,500,000 $0 $0 $0 $5,000,000 $3,000,000 $9,500,000 Category Funding Source Study Equipment Construction Total Budget FY 2018 250 FY 2019 FY 2020 FY 2021 FY 22-26 Total $400,000 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Operational Facilities Storage Area Network Replacement/Upgrade Project Number: IT00006 Council District: Various Project Location: City Hall Campus This request will enable the IT Department to replace the existing Storage Area Network (SAN) to meet the current and projected Description: demands for data storage in the City. Budget by Fiscal Year Category Funding Source Equipment IT Reserve Carryover / Base FY 2017 Base $300,000 $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $300,000 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 transit park and ride lot Description: located in Peoria. It is anticipated that the park and ride lot will be co-located with a Peoria Transit Center. The location of the facility will be determined by an implementation study. Budget by Fiscal Year Category Funding Source Carryover / Base Construction Outside Sources Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $129,566 $0 $0 $0 $0 $0 $129,566 Land Acquisi Outside Sources Base $2,138,675 $0 $0 $0 $0 $0 $2,138,675 Design Outside Sources Base $372,681 $0 $0 $0 $0 $0 $372,681 Construction Outside Sources Base $0 $3,914,402 $0 $0 $0 $0 $3,914,402 $2,640,922 $3,914,402 $0 $0 $0 $0 $6,555,324 Total Budget 251 City of Peoria FY 2017 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 and Pioneer Community Park each offer 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 evergrowing network of trails accommodates walkers, joggers, strollers, bicyclists, rollerbladers, 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 score board, public address system and control room. Parks Total - $51,119,113 $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 FY17 FY18 FY19 FY20 FY21 252 FY22 FY23 FY24 FY25 FY26 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Community Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 4252 - Proposed GO Bonds $0 $20,593,876 $0 $0 $0 $0 $20,593,876 7904 - Neighborhood Park Dev Zone 2 $0 $180,000 $0 $0 $0 $0 $180,000 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $0 $1,210,000 $0 $0 $0 $0 $1,210,000 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 $0 $715,000 $0 $0 $0 $0 $715,000 7910 - Citywide Park/Rec Facility Dev $55,000 $0 $0 $0 $0 $0 $55,000 7911 - Community Park Dev Fee - Post $1,795,457 $1,416,001 $0 $0 $0 $0 $3,211,458 7942 - Parks Zone 2-Post 8/1/14 $0 $1,500,000 $0 $0 $0 $0 $1,500,000 7943 - Park Imp Fee 2014 W of Agua Fria $0 $2,700,000 $0 $0 $0 $0 $2,700,000 $1,850,457 $28,314,877 $0 $0 $0 $0 $30,165,334 Total - Parks - Community 253 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Community Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Northern Community Park $1,850,457 $28,314,877 $0 $0 $0 $0 $30,165,334 Total - Parks - Community $1,850,457 $28,314,877 $0 $0 $0 $0 $30,165,334 254 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Neighborhood Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 4252 - Proposed GO Bonds $0 $0 $2,793,269 $5,567,791 $0 $0 $8,361,060 Total - Parks - Neighborhood $0 $0 $2,793,269 $5,567,791 $0 $0 $8,361,060 255 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Neighborhood Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Pine District Neighborhood Park $0 $0 $2,793,269 $5,567,791 $0 $0 $8,361,060 Total - Parks - Neighborhood $0 $0 $2,793,269 $5,567,791 $0 $0 $8,361,060 256 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Other Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 1000 - General $1,066,815 $0 $0 $0 $0 $0 $1,066,815 1210 - Half Cent Sales Tax $1,223,800 $0 $0 $0 $0 $0 $1,223,800 2000 - Sports Complex $450,000 $0 $0 $0 $0 $0 $450,000 2001 - Sports Complex Capital Reserve $189,174 $0 $0 $0 $0 $0 $189,174 2002 - Sports Complex Imp Reserve $250,000 $0 $0 $0 $0 $0 $250,000 $70,000 $0 $0 $0 $0 $0 $70,000 $1,499,896 $0 $0 $0 $0 $0 $1,499,896 4252 - Proposed GO Bonds $200,000 $0 $174,000 $0 $0 $0 $374,000 4810 - Outside Sources $500,000 $0 $0 $0 $0 $0 $500,000 7904 - Neighborhood Park Dev Zone 2 $0 $0 $42,000 $0 $0 $0 $42,000 7941 - Park Imp Fee 2014 Bell to P.Peak $0 $0 $42,000 $0 $0 $0 $42,000 7943 - Park Imp Fee 2014 W of Agua Fria $0 $0 $42,000 $0 $0 $0 $42,000 $5,449,685 $0 $300,000 $0 $0 $0 $5,749,685 2003 - Sports Complex GA Surcharge 4251 - GO Bonds 2015 Total - Parks - Other 257 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Other Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $380,000 $0 $0 $0 $0 $0 $380,000 $0 $0 $300,000 $0 $0 $0 $300,000 Palo Verde Ruin - Interpretive Plan $844,896 $0 $0 $0 $0 $0 $844,896 Park and Recreation Facility Refurbishment $538,900 $0 $0 $0 $0 $0 $538,900 Sports Complex Asphalt Remediation $723,800 $0 $0 $0 $0 $0 $723,800 Sports Complex Improvements $1,362,089 $0 $0 $0 $0 $0 $1,362,089 Sports Complex Replacements and Enhancements $1,600,000 $0 $0 $0 $0 $0 $1,600,000 Total - Parks - Other $5,449,685 $0 $300,000 $0 $0 $0 $5,749,685 Community Services ADA Compliance Community Services Master Plan 258 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 4251 - GO Bonds 2015 $2,360,756 $0 $0 $0 $0 $0 $2,360,756 4252 - Proposed GO Bonds $579,988 $705,383 $152,110 $55,064 $787,923 $1,951,810 $4,232,278 7920 - River Corridors & Trails Dev $250,000 $0 $0 $0 $0 $0 $250,000 $3,190,744 $705,383 $152,110 $55,064 $787,923 $1,951,810 $6,843,034 Total - Parks - Trails & Open Space 259 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 75th Avenue and Deer Valley Trailhead $742,128 $0 $0 $0 $0 $0 $742,128 83rd Avenue and Village Parkway Trailhead $124,988 $432,783 $0 $0 $0 $0 $557,771 $1,950,000 $0 $0 $0 $0 $0 $1,950,000 $373,628 $272,600 $152,110 $55,064 $0 $0 $853,402 $0 $0 $0 $0 $787,923 $1,951,810 $2,739,733 $3,190,744 $705,383 $152,110 $55,064 $787,923 $1,951,810 $6,843,034 99th Ave and Olive Trailhead New River Trail - Williams Rd to Happy Valley Rd Trailhead at Vistancia Total - Parks - Trails & Open Space 260 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Community Northern Community Park Project Number: CS00059 Council District: Mesquite Project Location: This is a request to fund the development of a community park in the northern portion of Peoria. In FY 2015, a study was Description: conducted that concluded that the New River Dam impoundment area near Lake Pleasant Parkway and Dixileta Drive was the most viable location for the next community park. The study evaluated multiple parcels and analyzed landform factors, infrastructure requirements, and costs of acquisition. Park test fit concepts were presented to the public in early 2016 in a series of public meetings. Park amenities will be similar to those offered at Rio Vista and Pioneer Community Parks including lighted fields, playgrounds, ball courts, a fishing lake, and a possible trailhead. Funding in subsequent years will be used for expenses related to land acquisition, design, construction, development fees, outside agency and public utility agreements, and park related capital equipment costs. A future phase of development (not funded) includes a recreation center and pool. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Community Park Dev Fe Carryover $250,457 $0 $0 $0 $0 $0 $250,457 Design Community Park Dev Fe Base $1,545,000 $0 $0 $0 $0 $0 $1,545,000 Design Citywide Park/Rec Facil Base $55,000 $0 $0 $0 $0 $0 $55,000 Construction Park Imp Fee 2014 W of Base $0 $2,700,000 $0 $0 $0 $0 $2,700,000 Construction Parks Zone 2-Post 8/1/1 Base $0 $1,500,000 $0 $0 $0 $0 $1,500,000 Construction Community Park Dev Fe Base $0 $1,416,001 $0 $0 $0 $0 $1,416,001 Construction NeighPkDevl Fees - Z3 Base $0 $715,000 $0 $0 $0 $0 $715,000 Construction NeighPkDevl Fees - Z2 Base $0 $1,210,000 $0 $0 $0 $0 $1,210,000 Construction Neighborhood Park Dev Base $0 $180,000 $0 $0 $0 $0 $180,000 Construction Proposed GO Bonds Base $0 $20,593,876 $0 $0 $0 $0 $20,593,876 $1,850,457 $28,314,877 $0 $0 $0 $0 $30,165,334 FY 2017 FY 2018 Total Budget Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 Total FY 22-26 Total Personal OPS $0 $776,121 $776,121 $776,121 $776,121 $3,880,605 $6,985,089 Non-Pers OPS $0 $711,652 $711,652 $711,652 $711,652 $3,558,260 $6,404,868 Total Operating Impacts $0 $776,121 $776,121 $776,121 $776,121 $3,880,605 $6,985,089 261 FY 2019 FY 2020 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Neighborhood Pine District Neighborhood Park Project Number: CS00151 Council District: Pine Project Location: Pine District This will be a neighborhood park of approximately 15 acres in the Pine District with amenities such as: playgrounds, hard court Description: surfacing, picnic shelters and restrooms, landscaping, lighted turf areas, etc. This request will be for the land acquisition, design, construction, development fees, utility fees, and park related capital equipment costs. Budget by Fiscal Year Category Funding Source Construction Proposed GO Bonds Carryover / Base Base Total Budget Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $0 $2,793,269 $5,567,791 $0 $0 $8,361,060 $0 $0 $2,793,269 $5,567,791 $0 $0 $8,361,060 FY 2019 FY 2020 FY 2017 FY 2018 FY 2021 FY 22-26 Total Personal OPS $0 $0 $0 $46,914 $46,914 $234,570 $328,398 Non-Pers OPS $0 $0 $0 $88,711 $88,711 $443,555 $620,977 Capital OPS $0 $0 $0 $28,500 Total Operating Impacts $0 $0 $0 $46,914 262 $0 $46,914 $234,570 $328,398 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Other 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 Carryover / Base Category Funding Source Construction General Carryover $80,000 $0 $0 $0 $0 $0 $80,000 Construction General Base $300,000 $0 $0 $0 $0 $0 $300,000 $380,000 $0 $0 $0 $0 $0 $380,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 $42,000 $0 $0 $0 $42,000 Study Park Imp Fee 2014 Bell t Base $0 $0 $42,000 $0 $0 $0 $42,000 Study Neighborhood Park Dev Base $0 $0 $42,000 $0 $0 $0 $42,000 Study Proposed GO Bonds Base $0 $0 $174,000 $0 $0 $0 $174,000 $0 $0 $300,000 $0 $0 $0 $300,000 Total Budget FY 2017 FY 2018 263 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 Category Funding Source Carryover / Base FY 2017 Construction GO Bonds 2015 Carryover $499,896 $0 $0 $0 $0 $0 $499,896 Construction General Carryover $145,000 $0 $0 $0 $0 $0 $145,000 Design Proposed GO Bonds Base $50,000 $0 $0 $0 $0 $0 $50,000 Construction Proposed GO Bonds Base $150,000 $0 $0 $0 $0 $0 $150,000 $844,896 $0 $0 $0 $0 $0 $844,896 Total Budget Operating Impacts FY 2017 Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Park and Recreation Facility Refurbishment Project Number: CS00185 Council District: Project Location: various This is a request to refurbish the following locations: Westgreen Park, Rio Vista Recreation Center, Centennial Pool, Rio Vista Description: Park, Murphy Park, Wacker Park, Fletcher Heights North Park, Parkridge Park and Alta Vista, Country Meadows, Monroe, Apache and Varney Parks. Budget by Fiscal Year Carryover / Base Category Funding Source Construction General Carryover $38,900 $0 $0 $0 $0 $0 $38,900 Construction General Base $500,000 $0 $0 $0 $0 $0 $500,000 $538,900 $0 $0 $0 $0 $0 $538,900 Total Budget FY 2017 FY 2018 264 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Other Sports Complex Asphalt Remediation Project Number: CS00179 Council District: Project Location: Sports Complex This project will begin replacement of the 20+ year old asphalt paving at the Peoria Sports Complex beginning with the major Description: roadways: Mariners Way, Padres Way, Stadium Drive, and Stadium Circle. Any surplus funds, or funds added in subsequent years, will be allocated to crack seal and/or surface treat the larger parking lots on the Mariners (west) and Padres (north) sides of the stadium. The asphalt replacement efforts will be timed to occur during non-peak summer months and will be coordinated with any ongoing construction improvements in the stadium. Budget by Fiscal Year Carryover / Base FY 2017 Half Cent Sales Tax Carryover $221,800 $0 $0 $0 $0 $0 $221,800 Half Cent Sales Tax Carryover $275,000 $0 $0 $0 $0 $0 $275,000 Half Cent Sales Tax Base $227,000 $0 $0 $0 $0 $0 $227,000 $723,800 $0 $0 $0 $0 $0 $723,800 Category Funding Source Construction Construction Construction Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 Category Funding Source Carryover / Base FY 2017 Construction GO Bonds 2015 Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Construction Sports Complex Capital Carryover $159,174 $0 $0 $0 $0 $0 $159,174 Construction General Carryover $2,915 $0 $0 $0 $0 $0 $2,915 Construction Sports Complex $200,000 $0 $0 $0 $0 $0 $200,000 $1,362,089 $0 $0 $0 $0 $0 $1,362,089 Base Total Budget FY 2018 265 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Other Sports Complex Replacements and Enhancements Project Number: CS00181 Council District: Willow Project Location: Sports Complex This project is for improvements at the Sports Complex to include items such as the PA system, stadium scoreboard, and audio Description: systems. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2017 Equipment Outside Sources Base $500,000 $0 $0 $0 $0 $0 Equipment Sports Complex GA Sur Base $70,000 $0 $0 $0 $0 $0 $70,000 Equipment Sports Complex Imp Res Base $250,000 $0 $0 $0 $0 $0 $250,000 Equipment Sports Complex Capital Base $30,000 $0 $0 $0 $0 $0 $30,000 Equipment Sports Complex Base $250,000 $0 $0 $0 $0 $0 $250,000 Equipment Half Cent Sales Tax Base $500,000 $0 $0 $0 $0 $0 $500,000 $1,600,000 $0 $0 $0 $0 $0 $1,600,000 Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total $500,000 Total $0 $0 $0 $0 $30,000 $120,000 $150,000 $0 $0 $0 $0 $30,000 $120,000 $150,000 266 City of Peoria FY 2017 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 Category Funding Source Construction GO Bonds 2015 Carryover / Base FY 2017 Carryover $742,128 $0 $0 $0 $0 $0 $742,128 Total Budget $742,128 $0 $0 $0 $0 $0 $742,128 Operating Impacts FY 2017 Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 83rd Avenue and Village Parkway Trailhead Project Number: CS00156 Council District: Willow Project Location: 83rd Avenue and Village Parkway With the path connection complete to the New River the next phase will include: off-street parking, drinking fountain, resting area Description: and landscaping. Budget by Fiscal Year Carryover / Base FY 2017 Proposed GO Bonds Base $124,988 $0 $0 $0 $0 $0 Proposed GO Bonds Base $0 $432,783 $0 $0 $0 $0 $432,783 $124,988 $432,783 $0 $0 $0 $0 $557,771 Category Funding Source Design Construction Total Budget Operating Impacts FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total $124,988 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 $90,000 267 City of Peoria FY 2017 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. The extent of remediation of buried landfill debris within the trailhead and access road impact area is under evaluation. The estimated cost impact for remediation design and construction is requested in FY2017. Budget by Fiscal Year Category Funding Source Carryover / Base Construction GO Bonds 2015 Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Construction GO Bonds 2015 Carryover $1,295,000 $0 $0 $0 $0 $0 $1,295,000 Construction Proposed GO Bonds $455,000 $0 $0 $0 $0 $0 $455,000 $1,950,000 $0 $0 $0 $0 $0 $1,950,000 Base Total Budget Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 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 $150,000 268 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space New River Trail - Williams Rd to Happy Valley Rd Project Number: CS00128 Council District: Mesquite Project Location: East side of New River between Pinnacle Peak and Happy Valley Road New River Trail; Williams Rd to Happy Valley Rd. This project is separated into 2 Phases; Phase 1 - Williams Rd to Pinnacle Pk Description: Rd and, Phase 2 - Pinnacle Pk Rd to Happy Valley Rd. Phase 1 - Provides for the coordination with the City of Glendale, adjacent property owners, public involvement, design, ROW acquisition, utility coordination, construction and construction administration for the construction of the low-water crossing at New River connecting the City's trail that terminates at Williams Rd on the west side of New River to the City of Glendale's New River Trail Path to be located on the east side of New River. Glendale's trail will extend from Hillcrest Blvd to Pinnacle Pk Rd. Phase 2 - Provides for the coordination with adjacent property owners, public involvement, design, land acquisition, utility coordination, construction and construction administration for the construction of the remaining sections of the New River trail along the east side of New River and extending from Pinnacle Peak Road to Happy Valley Road. The improvements will include: clearing and grubbing, construction of a concrete trail. This project may also require processing of design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2017 Land Acquisi GO Bonds 2015 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Design River Corridors & Trails Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Chargebacks GO Bonds 2015 Carryover $23,628 $0 $0 $0 $0 $0 $23,628 Construction Proposed GO Bonds $0 $272,600 $152,110 $55,064 $0 $0 $479,774 $373,628 $272,600 $152,110 $55,064 $0 $0 $853,402 Category Funding Source Base Total Budget Operating Impacts FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total Personal OPS $0 $0 $46,914 $46,914 $46,914 $234,570 $375,312 Non-Pers OPS $0 $0 $37,600 $37,600 $37,600 $188,000 $300,800 Capital OPS $0 $0 $78,500 $0 $0 $0 $78,500 Total Operating Impacts $0 $0 $46,914 $46,914 $46,914 $234,570 $375,312 269 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Trailhead at Vistancia Project Number: CS00159 Council District: Mesquite Project Location: Vistancia This project will provide funding to construct a Type I trailhead near White Peak mountain in Vistancia North to provide access to Description: mountain hiking trails. Amenities will include parking, restroom, picnic shelters, benches, drinking fountain, bike racks, signage, landscape, shade, etc. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Proposed GO Bonds Base $0 $0 $0 $0 $404,000 $0 Design Proposed GO Bonds Base $0 $0 $0 $0 $332,649 $0 $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 $47,948 $47,948 $95,896 Arts Proposed GO Bonds Base $0 $0 $0 $0 $3,326 $18,850 $22,176 $0 $0 $0 $0 $787,923 $1,951,810 $2,739,733 FY 22-26 Total Total Budget Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 $404,000 Non-Pers OPS $0 $0 $0 $0 $0 $91,400 $91,400 Total Operating Impacts $0 $0 $0 $0 $0 $91,400 $91,400 270 City of Peoria FY 2017 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 2017 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 - $23,277,409 $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 FY17 FY18 FY19 FY20 FY21 271 FY22 FY23 FY24 FY25 FY26 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Public Safety Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $600,000 $0 $0 $0 $0 $0 $600,000 $0 $0 $0 $1,500,000 $0 $0 $1,500,000 $7,283,448 $0 $0 $0 $0 $0 $7,283,448 7931 - Law Enforcement Dev - Post 1/1/12 $320,062 $0 $0 $0 $0 $0 $320,062 7932 - Law Enfrcmnt IF 2014 $408,300 $0 $0 $1,681,530 $2,600,000 $800,000 $5,489,830 7935 - Fire & Emergency Svc Dev $0 $0 $0 $191,100 $1,293,397 $242,000 $1,726,497 7936 - Fire & Emergency Svc Dev Post $0 $0 $0 $0 $0 $1,350,000 $1,350,000 7937 - Fire/EmergSvs Imp Fees 2014 $0 $0 $0 $0 $0 $4,264,997 $4,264,997 $742,575 $0 $0 $0 $0 $0 $742,575 $9,354,385 $0 $0 $3,372,630 $3,893,397 $6,656,997 $23,277,409 4251 - GO Bonds 2015 4252 - Proposed GO Bonds 7930 - Law Enforcement Dev 7940 - General Government Dev Total - Public Safety 272 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Public Safety Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 800 MHz Mobile and Portable Radios $0 $0 $0 $1,500,000 $0 $0 $1,500,000 Fire Station #8 $0 $0 $0 $0 $1,293,397 $5,856,997 $7,150,394 Jomax Fire Station #7 Emergency Traffic Signal $0 $0 $0 $191,100 $0 $0 $191,100 Pinnacle Peak Public Safety Facility Exp (Phase 2) $0 $0 $0 $1,681,530 $2,600,000 $800,000 $5,081,530 Pinnacle Peak Public Safety Facility Expansion $9,354,385 $0 $0 $0 $0 $0 $9,354,385 Total - Public Safety $9,354,385 $0 $0 $3,372,630 $3,893,397 $6,656,997 $23,277,409 273 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Public Safety 800 MHz Mobile and Portable Radios Project Number: FD00018 Council District: All Project Location: City-Wide Replacement of existing mobile and portable 800 MHz radios for the entire fire department. Are current radios will become Description: outdated, with spare parts and support from Motorola for the APX7000 radios becoming increasingly difficult. Budget by Fiscal Year Category Funding Source Equipment Proposed GO Bonds Carryover / Base Base Total Budget Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $0 $0 $1,500,000 $0 $0 $1,500,000 $0 $0 $0 $1,500,000 $0 $0 $1,500,000 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Non-Pers OPS $0 $0 $0 $0 $20,000 $80,000 $100,000 Total Operating Impacts $0 $0 $0 $0 $20,000 $80,000 $100,000 Fire Station #8 Project Number: FD00008 Council District: Mesquite Project Location: TBD This project provides funding to construct a fire station in the northwest section of the city. The facility would mirror our Description: prototypical neighborhood fire station and be programmed at approximately 10,800 square feet. Total construction cost is estimated at $6.006 million. This cost includes administrative fees, engineering and design, furniture, fixtures, land, construction and equipment. Apparatus cost for one fire pumper is included as well as costs for one traffic signal. This building is priced to include a LEED silver certification level consistent with city sustainability objectives. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Fire & Emergency Svc D Base $0 $0 $0 $0 $320,000 $0 $320,000 Equipment Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $358,000 $358,000 Equipment Fire & Emergency Svc D Base $0 $0 $0 $0 $142,000 $242,000 $384,000 Design Fire & Emergency Svc D Base $0 $0 $0 $0 $750,000 $0 $750,000 Construction Fire/EmergSvs Imp Fees Base $0 $0 $0 $0 $0 $4,264,997 $4,264,997 Construction Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $874,507 $874,507 Chargebacks Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $69,998 $69,998 Chargebacks Fire & Emergency Svc D Base $0 $0 $0 $0 $69,997 $0 $69,997 Arts Fire & Emergency Svc D Base $0 $0 $0 $0 $0 $47,495 $47,495 Arts Fire & Emergency Svc D Base $0 $0 $0 $0 $11,400 $0 $11,400 $0 $0 $0 $0 $1,293,397 $5,856,997 $7,150,394 Total Budget 274 City of Peoria FY 2017 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Fire & Emergency Svc D Base $0 $0 $0 $15,000 $0 $0 Design Fire & Emergency Svc D Base $0 $0 $0 $20,000 $0 $0 $20,000 Construction Fire & Emergency Svc D Base $0 $0 $0 $139,500 $0 $0 $139,500 Chargebacks Fire & Emergency Svc D Base $0 $0 $0 $15,000 $0 $0 $15,000 Arts Fire & Emergency Svc D Base $0 $0 $0 $1,600 $0 $0 $1,600 $0 $0 $0 $191,100 $0 $0 $191,100 Total Budget Operating Impacts FY 2017 Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $15,000 Total $360 $360 $360 $360 $360 $1,440 $3,240 $360 $360 $360 $360 $360 $1,440 $3,240 Pinnacle Peak Public Safety Facility Exp (Phase 2) Project Number: PD00022 Council District: Mesquite Project Location: Pinnacle Peak Public Safety Facility This project entails the final two phases of expansion of the Pinnacle Peak Public Safety Facility Expansion. Phase 1 undertaken Description: in FY2015 included land acquisition and an initial 17,000 square feet of building construction. Phase 2a will entail an additional 10,000 square feet of building construction and associated site development. Phase 2b will entail an estimated 10,000 square feet of renovation of the Police portion of the original substation to accommodate Police Communications including 911 dispatch functions. This project will also include furnishings, security, and audio visual systems consistent with other City of Peoria public safety facilities. Information Technology improvements and upgrades to the building systems related thereto will be substantial to support 911 functions. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Law Enfrcmnt IF 2014 Base $0 $0 $0 $0 $68,644 $36,248 $104,892 Design Law Enfrcmnt IF 2014 Base $0 $0 $0 $1,226,922 $324,789 $0 $1,551,711 Construction Law Enfrcmnt IF 2014 Base $0 $0 $0 $268,129 $2,125,118 $746,432 $3,139,679 Chargebacks Law Enfrcmnt IF 2014 Base $0 $0 $0 $171,529 $56,949 $9,855 $238,334 Arts Law Enfrcmnt IF 2014 Base $0 $0 $0 $14,950 $24,499 $7,464 $46,913 $0 $0 $0 $1,681,530 $2,600,000 $800,000 $5,081,530 FY 2020 FY 2021 Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021 FY 22-26 FY 22-26 Total Total $0 $0 $0 $0 $0 $546,000 $546,000 $0 $0 $0 $0 $0 $546,000 $546,000 275 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Public Safety Pinnacle Peak Public Safety Facility Expansion Project Number: PD00021 Council District: Willow Project Location: Pinnacle Peak Public Safety This project responds to a space needs study undertaken in 2013 and entails land acquisition and an anticipated 17,000 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 new expanded campus is anticipated to require a deceleration lane and median improvements at Lake Pleasant Parkway, campus entry drive reconfiguration, and half street improvements along 102nd Ave. Water, sewer, telecom, and power infrastructure will be constructed in this phase to support a future community or general government facility. 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 Carryover / Base FY 2017 Law Enfrcmnt IF 2014 Carryover $126,148 $0 $0 $0 $0 $0 $126,148 Law Enforcement Dev Carryover $198,052 $0 $0 $0 $0 $0 $198,052 Construction Law Enfrcmnt IF 2014 Carryover $282,152 $0 $0 $0 $0 $0 $282,152 Construction Law Enforcement Dev - Carryover $320,062 $0 $0 $0 $0 $0 $320,062 Construction Law Enforcement Dev Carryover $7,085,396 $0 $0 $0 $0 $0 $7,085,396 Construction GO Bonds 2015 Carryover $600,000 $0 $0 $0 $0 $0 $600,000 Construction General Government De Base $742,575 $0 $0 $0 $0 $0 $742,575 $9,354,385 $0 $0 $0 $0 $0 $9,354,385 Category Funding Source Equipment Equipment Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $0 $128,074 $128,074 $128,074 $128,074 $640,370 $1,152,666 $0 $128,074 $128,074 $128,074 $128,074 $640,370 $1,152,666 276 City of Peoria FY 2017 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 - $164,141,836 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY17 FY18 FY19 FY20 FY21 277 FY22 FY23 FY24 FY25 FY26 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $0 $0 $0 $234,000 $0 $0 $234,000 $335,000 $710,000 $0 $210,000 $1,160,000 $0 $2,415,000 4251 - GO Bonds 2015 $3,836,864 $1,222,000 $380,000 $0 $0 $0 $5,438,864 4252 - Proposed GO Bonds $2,686,585 $2,177,000 $1,082,000 $2,119,900 $3,753,000 $20,692,500 $32,510,985 4550 - CIP Capital Projects Fund $1,308,031 $8,350,150 $0 $0 $0 $0 $9,658,181 4810 - Outside Sources $4,046,000 $0 $0 $0 $0 $0 $4,046,000 7000 - Highway User $4,504,026 $4,209,890 $3,799,830 $3,196,890 $3,799,830 $16,565,400 $36,075,866 7003 - Streets Zone 3 Dev Fee $1,099,140 $5,000,000 $0 $0 $0 $0 $6,099,140 $0 $0 $0 $0 $0 $0 $0 7010 - Transportation Sales Tax $17,951,259 $11,741,416 $4,918,310 $3,635,500 $1,896,560 $17,304,150 $57,447,195 Total - Streets $35,766,905 $33,410,456 $10,180,140 $9,396,290 $10,609,390 $54,562,050 $153,925,231 1000 - General 2050 - Water 7006 - Street IF 2014 WofAguaFria 278 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 103rd Av; Northern Ave to Olive Ave Full Street $4,477,556 $0 $0 $0 $0 $0 $4,477,556 $0 $0 $240,000 $1,107,900 $3,691,000 $6,275,000 $11,313,900 75th Ave & Cactus Rd Intersection Improvements $5,023,070 $0 $0 $0 $0 $0 $5,023,070 75th Ave & Peoria Ave Intersection Improvements $1,977,664 $0 $0 $0 $0 $0 $1,977,664 79th Ave; Eugie to Tbird Rd; Intersection Widening $874,130 $0 $0 $0 $0 $0 $874,130 83rd Av & Tbird Rd Intersection Improvements (Ult) $915,000 $3,190,000 $0 $0 $0 $0 $4,105,000 83rd Av Sidewalks & Bike Lanes; HVR to Jomax $15,000 $104,906 $0 $0 $0 $0 $119,906 87th Ave & Peoria Ave Intersection Alignment $55,551 $265,550 $1,622,750 $0 $0 $0 $1,943,851 88th Ave & Hatcher Rd One-Half Street Improvements $10,000 $0 $0 $0 $0 $0 $10,000 89th Ave; Golden Ln to Olive Av $923,664 $0 $0 $0 $0 $0 $923,664 91st Av; Mountain View Rd to Grand Av $439,000 $4,283,100 $0 $0 $0 $0 $4,722,100 91st Ave; Deer Valley Rd to Pinnacle Pk Rd $340,000 $0 $0 $0 $0 $0 $340,000 $1,688,477 $0 $0 $0 $0 $0 $1,688,477 $334,385 $166,000 $166,000 $166,000 $166,000 $664,000 $1,662,385 $1,200,000 $0 $1,515,000 $0 $1,515,000 $3,333,000 $7,563,000 Bell Rd and 83rd Av Right Turn Lane $173,000 $255,010 $0 $0 $0 $0 $428,010 Bridge Maintenance and Management Program $643,459 $227,000 $227,000 $227,000 $227,000 $908,000 $2,459,459 Cactus Rd & 69th Av Sidewalk, North Side $374,000 $0 $0 $0 $0 $0 $374,000 $0 $0 $0 $426,000 $0 $426,000 $852,000 Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy $230,000 $150,000 $950,000 $0 $0 $0 $1,330,000 Dirt Shoulders, Dust Abatement PM-10 Program $200,000 $0 $202,000 $0 $202,000 $404,000 $1,008,000 $80,000 $0 $0 $0 $0 $0 $80,000 $2,120,725 $14,735,000 $0 $0 $0 $0 $16,855,725 $607,030 $1,354,000 $0 $0 $0 $0 $1,961,030 Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) $61,542 $0 $0 $0 $0 $0 $61,542 Lake Pleasant Towne Center Driveway $50,000 $218,000 $0 $0 $0 $0 $268,000 67th Ave Widening; Pinnacle Peak to Happy Valley 99th Ave Reconstruction; Butler Dr to Olive Av ADA Accessibility Arterial Road Pavement Preservation & Restoration Chip Seal Dirt Roads Guardrail Program Happy Valley Pkwy Widening; LPP to Agua Fria Lake Pleasant Parkway Sidewalk 279 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Lone Mountain ROW Acquistion $3,600,000 $0 $0 $0 $0 $0 $3,600,000 LPP & 91st Ave Right Turn Lanes $548,790 $0 $0 $0 $0 $0 $548,790 Major Street Repairs $149,500 $151,500 $151,500 $151,500 $151,500 $757,500 $1,513,000 Monroe St; 83rd Av to 85th Av Roadway Improvements $425,000 $0 $0 $0 $0 $0 $425,000 $1,600,000 $1,020,000 $1,020,000 $1,020,000 $1,020,000 $10,907,500 $16,587,500 $0 $166,000 $449,000 $0 $0 $0 $615,000 $2,483,231 $0 $0 $0 $0 $0 $2,483,231 $395,000 $0 $0 $0 $0 $0 $395,000 Resurvey Benchmarks $0 $0 $0 $234,000 $0 $0 $234,000 Rural-Standard Roads Program $0 $1,414,000 $0 $0 $0 $1,515,000 $2,929,000 Sidewalks Annual Program $290,131 $105,900 $105,900 $105,900 $105,900 $423,600 $1,137,331 Street Light Infill and Replacement Program $290,000 $292,900 $393,900 $393,900 $393,900 $1,969,500 $3,734,100 $2,250,000 $2,272,500 $2,525,000 $2,525,000 $2,525,000 $13,887,500 $25,985,000 Street Reconstruction and Rehab Program $297,000 $2,727,000 $300,000 $2,727,000 $300,000 $8,781,000 $15,132,000 Technical Pavement Condition Survey & Support $250,000 $0 $0 $0 $0 $250,000 $500,000 $85,000 $0 $0 $0 $0 $0 $85,000 $290,000 $312,090 $312,090 $312,090 $312,090 $1,560,450 $3,098,810 $0 $0 $0 $0 $0 $2,500,000 $2,500,000 $35,766,905 $33,410,456 $10,180,140 $9,396,290 $10,609,390 $54,562,050 $153,925,231 Northern Parkway Paradise Lane Widening; Skunk Creek Bridge to 75th Pinnacle Pk Rd & 102nd Av Widening; 102nd to LPP Pyramid Pk Rd and Sonoran Mtn Ranch Rdwy Imp Street Maintenance Program Terramar Cove Access Road Improvements Traffic Signal Renovation and Replacement Utility Undergrounding Program Total - Streets 280 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Traffic Control Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $482,345 $0 $0 $0 $0 $0 $482,345 7010 - Transportation Sales Tax $1,099,260 $1,007,000 $900,000 $1,107,000 $900,000 $4,721,000 $9,734,260 Total - Traffic Control $1,581,605 $1,007,000 $900,000 $1,107,000 $900,000 $4,721,000 $10,216,605 4810 - Outside Sources 281 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Traffic Control Summary by Project Project Name Traffic Management Center Equipment Replacement Traffic Signal Interconnect Project (TSIP) Traffic Signal Program Traffic Signal System Software Replacement Total - Traffic Control FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 $662,973 $0 $100,000 $100,000 $100,000 $100,000 $1,062,973 $68,632 $207,000 $0 $207,000 $0 $621,000 $1,103,632 $833,000 $800,000 $800,000 $800,000 $800,000 $4,000,000 $8,033,000 $17,000 $0 $0 $0 $0 $0 $17,000 $1,581,605 $1,007,000 $900,000 $1,107,000 $900,000 $4,721,000 $10,216,605 282 FY 22-26 Total City of Peoria FY 2017 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, public meetings and a preliminary traffic study and these tasks have been completed. The second phase of this project provides for an additional public meeting, final design, ROW acquisition, materials testing, construction, construction administration, signal modifications, utility coordination, utility relocation, and undergrounding overhead facilities as needed, replacement of a section of existing water line, drainage facilities, coordination with the 103rd Av & Butler Dr well site improvements, reconstruction and construction of the 103rd Av street improvements from Northern Av to Olive Av and construction of a new fence along the old Glendale landfill and golf course. 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 Carryover / Base FY 2017 Transportation Sales Tax Carryover $3,587,556 $0 $0 $0 $0 $0 $3,587,556 GO Bonds 2015 Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Proposed GO Bonds Base $80,000 $0 $0 $0 $0 $0 $80,000 Proposed GO Bonds Base $310,000 $0 $0 $0 $0 $0 $310,000 $4,477,556 $0 $0 $0 $0 $0 $4,477,556 Category Funding Source Construction Construction Design Construction Total Budget FY 2018 283 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets 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 coordination with adjacent property owners, developers, public involvement, design, ROW Description: acquisition, utility coordination, utility relocation, burying overhead facilities, construction and construction administration for the construction for the widening of 67th Avenue between Pinnacle Peak Road and Happy Valley Road. The cross section varies from BL:3:M:3:BL between Hatfield Rd and Happy Valley Rd and transitions to BL:2:M:2:BL from Pinnacle Pk Rd to Hatfield Rd. 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. The improvements will include: clearing and grubbing, saw cut along existing pavement, install new pavement, mill and overlay existing asphalt, storm drain laterals and catchbasins, water line, curb, gutter, valley gutter and apron, sidewalk, and handicap ramps, landscape, street lights and future traffic signal improvements. 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 Funding Source Study Proposed GO Bonds Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Base $0 $0 $160,000 $0 $0 $0 $160,000 Land Acquisi Water Base $0 $0 $0 $0 $183,062 $0 $183,062 Land Acquisi Proposed GO Bonds Base $0 $0 $0 $0 $399,422 $0 $399,422 Design Water Base $0 $0 $0 $184,764 $0 $0 $184,764 Design Proposed GO Bonds Base $0 $0 $0 $790,000 $0 $0 $790,000 Construction Water Base $0 $0 $0 $0 $913,026 $0 $913,026 Construction Proposed GO Bonds Base $0 $0 $0 $0 $1,992,129 $6,000,000 $7,992,129 Chargebacks Proposed GO Bonds Base $0 $0 $80,000 $100,000 $109,567 $210,000 $499,567 Chargebacks Water Base $0 $0 $0 $23,388 $50,216 $0 $73,604 Arts Proposed GO Bonds Base $0 $0 $0 $7,900 $29,882 $65,000 $102,782 Arts Water Base $0 $0 $0 $1,848 $13,695 $0 $15,543 $0 $0 $240,000 $1,107,900 $3,691,000 $6,275,000 $11,313,900 FY 2020 FY 2021 FY 22-26 Total Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2018 FY 2019 $0 $0 $0 $0 $0 $16,000 $16,000 $0 $0 $0 $0 $0 $16,000 $16,000 284 City of Peoria FY 2017 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Transportation Sales Tax Carryover $230,000 $0 $0 $0 $0 $0 $230,000 Land Acquisi Outside Sources Carryover $1,600,000 $0 $0 $0 $0 $0 $1,600,000 Construction Transportation Sales Tax Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Construction Outside Sources Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Construction Transportation Sales Tax $693,070 $0 $0 $0 $0 $0 $693,070 $5,023,070 $0 $0 $0 $0 $0 $5,023,070 Base Total Budget 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 Carryover / Base FY 2017 Land Acquisi Outside Sources Carryover $660,000 $0 $0 $0 $0 $0 $660,000 Construction Transportation Sales Tax Carryover $624,594 $0 $0 $0 $0 $0 $624,594 Construction Transportation Sales Tax Base $693,070 $0 $0 $0 $0 $0 $693,070 $1,977,664 $0 $0 $0 $0 $0 $1,977,664 Category Funding Source Total Budget FY 2018 285 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 2017 Carryover $874,130 $0 $0 $0 $0 $0 $874,130 Total Budget $874,130 $0 $0 $0 $0 $0 $874,130 Category Funding Source Construction Transportation Sales Tax FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 83rd Av & Tbird Rd Intersection Improvements (Ult) Project Number: EN00086 Council District: Palo Verde Project Location: 83rd Av & Thunderbird Rd 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 ultimate intersection widening improvements. The improvements will include: dual EB to NB and WB to SB left turn lanes and right turn lanes as required, micro sealing the intersection and restriping, traffic signal modifications, restoration of landscape and irrigations systems, street light modifications and drainage improvements as needed. This project may also require processing of utility companies (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2017 Land Acquisi Transportation Sales Tax Base $265,000 $0 $0 $0 $0 $0 Design Transportation Sales Tax Base $650,000 $0 $0 $0 $0 $0 $650,000 Construction Transportation Sales Tax Base $0 $2,425,850 $0 $0 $0 $0 $2,425,850 Construction CIP Capital Projects Fun Base $0 $574,150 $0 $0 $0 $0 $574,150 Chargebacks Transportation Sales Tax Base $0 $160,000 $0 $0 $0 $0 $160,000 Arts Transportation Sales Tax Base $0 $30,000 $0 $0 $0 $0 $30,000 $915,000 $3,190,000 $0 $0 $0 $0 $4,105,000 Category Funding Source Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total $265,000 Total $0 $0 $0 $0 $0 $3,600 $3,600 $0 $0 $0 $0 $0 $3,600 $3,600 286 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets 83rd Av Sidewalks & Bike Lanes; HVR to Jomax Project Number: EN00546 Council District: Mesquite Project Location: 83rd Av; Happy Valley Rd to Jomax Rd 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 project to widen the east half-street of 83rd Avenue between Happy Valley Road and Jomax Road to provide width for 6' bike lanes on both sides (with curb on the west side and without curb on the east side). Project will also include construction of 5'-8' (as space and conflicts permit) sidewalk along the west side attached to the existing curb and gutter. 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 Transportation Sales Tax Base $15,000 $0 $0 $0 $0 $0 $15,000 Construction Transportation Sales Tax Base $0 $99,504 $0 $0 $0 $0 $99,504 Chargebacks Transportation Sales Tax Base $0 $4,264 $0 $0 $0 $0 $4,264 Arts Transportation Sales Tax Base $0 $1,137 $0 $0 $0 $0 $1,137 $15,000 $104,906 $0 $0 $0 $0 $119,906 Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $0 $0 $6,300 $6,300 $6,300 $31,500 $50,400 $0 $0 $6,300 $6,300 $6,300 $31,500 $50,400 287 City of Peoria FY 2017 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 Carryover / Base Funding Source Land Acquisi Transportation Sales Tax Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $55,551 $0 $0 $0 $0 $0 $55,551 Design Transportation Sales Tax Base $0 $255,000 $0 $0 $0 $0 $255,000 Construction Transportation Sales Tax Base $0 $0 $1,575,000 $0 $0 $0 $1,575,000 Chargebacks Transportation Sales Tax Base $0 $8,000 $32,000 $0 $0 $0 $40,000 Arts Transportation Sales Tax Base $0 $2,550 $15,750 $0 $0 $0 $18,300 $55,551 $265,550 $1,622,750 $0 $0 $0 $1,943,851 Total Budget Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Non-Pers OPS $0 $0 $0 $0 $280 $1,120 Non-Pers OPS $0 $0 $0 $0 $100 $400 $1,400 $500 Total Operating Impacts $0 $0 $0 $0 $280 $1,120 $1,400 88th Ave & Hatcher Rd One-Half Street Improvements Project Number: EN00325 Council District: Pine Project Location: 88th Av; Olive Av to Hatcher Rd and Hatcher Rd; 88th Av to 87th Av This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, burying overhead facilities, construction and construction administration for construction of the east 1/2 street along 88th Av between Olive Av and Hatcher Rd and the south 1/2 street along Hatcher Rd from 88th Av to 87th Av. The improvements will include: widening 88th Av and Hatcher Rd, curb, gutter, and sidewalk. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total Budget $10,000 $0 $0 $0 $0 $0 $10,000 288 City of Peoria FY 2017 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 project will be coordinated with developer for the vacant property at the SWC of 89th Av & Olive Av. 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. The project also includes burying the overhead utilities along the south side of Olive Av between Fry's and 85th Av, approximately 4,200ft. Additional funds are being requested to accommodate the design and construction of the new street light system. Budget by Fiscal Year Carryover / Base FY 2017 Land Acquisi GO Bonds 2015 Carryover $138,000 $0 $0 $0 $0 $0 Construction GO Bonds 2015 Carryover $32,000 $0 $0 $0 $0 $0 $32,000 Construction GO Bonds 2015 Base $753,664 $0 $0 $0 $0 $0 $753,664 $923,664 $0 $0 $0 $0 $0 $923,664 Category Funding Source Total Budget Operating Impacts FY 2017 Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total $138,000 Total $0 $3,300 $3,300 $3,300 $3,300 $16,500 $29,700 $0 $3,300 $3,300 $3,300 $3,300 $16,500 $29,700 91st Av; Mountain View Rd to Grand Av Project Number: EN00561 Council District: Acacia/Pine Project Location: 91st Av; Mountain View Rd to Grand Av This project provides for public involvement, design, utility coordination, utility relocation, materials testing, construction and Description: construction management for the construction of the 91st Ave roadway, water and drainage improvements. The improvements consist of: extending the storm drain from Mountain View Rd to Peoria Ave, 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 existing overhead facilities on the east side of 91st Ave from Mountain View Rd to Peoria Ave where feasible. Budget by Fiscal Year Carryover / Base FY 2017 Transportation Sales Tax Base $340,000 $0 $0 $0 $0 $0 $340,000 Water Base $0 $710,000 $0 $0 $0 $0 $710,000 Construction Water Base $99,000 $0 $0 $0 $0 $0 $99,000 Construction Transportation Sales Tax Base $0 $3,320,000 $0 $0 $0 $0 $3,320,000 Chargebacks Transportation Sales Tax Base $0 $216,000 $0 $0 $0 $0 $216,000 Arts Transportation Sales Tax Base $0 $37,100 $0 $0 $0 $0 $37,100 $439,000 $4,283,100 $0 $0 $0 $0 $4,722,100 Category Funding Source Design Construction Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $0 $0 $22,400 $7,100 $7,100 $35,500 $72,100 $0 $0 $22,400 $7,100 $7,100 $35,500 $72,100 289 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets 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 FY 2017 Carryover $340,000 $0 $0 $0 $0 $0 $340,000 Total Budget $340,000 $0 $0 $0 $0 $0 $340,000 Category Funding Source Construction CIP Capital Projects Fun FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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, design, utility Description: coordination, utility relocation, as needed, materials management, construction, and construction administration for conducting geotechnical investigation, 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 FY 2017 Transportation Sales Tax Carryover $368,477 $0 $0 $0 $0 $0 Transportation Sales Tax Base $160,000 $0 $0 $0 $0 $0 $160,000 Transportation Sales Tax Base $1,160,000 $0 $0 $0 $0 $0 $1,160,000 $1,688,477 $0 $0 $0 $0 $0 $1,688,477 Category Funding Source Construction Design Construction Total Budget FY 2018 290 FY 2019 FY 2020 FY 2021 FY 22-26 Total $368,477 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets ADA Accessibility 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 Construction Highway User Carryover $54,010 $0 $0 $0 $0 $0 Construction Highway User Carryover $15,375 $0 $0 $0 $0 $0 $15,375 Study Highway User Base $100,000 $0 $0 $0 $0 $0 $100,000 Construction Highway User Base $165,000 $166,000 $166,000 $166,000 $166,000 $664,000 $1,493,000 $334,385 $166,000 $166,000 $166,000 $166,000 $664,000 $1,662,385 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $54,010 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 99 miles of Description: arterial roadways in Peoria. Through this program approximately 1 mile is treated every other year. The Streets Division evaluates the existing arterials and prioritizes maintenance projects based upon condition, impact, and coordination with other city projects and private development. 91st Avenue from Peoria to Cactus is scheduled for FY17. Future roads to be restored include 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. This work requires the addition or replacement of ADA sidewalk ramps which is funded in a separate CIP project. Budget by Fiscal Year Carryover / Base FY 2017 Transportation Sales Tax Base $303,000 $0 $0 $0 $0 $0 Highway User Base $897,000 $0 $0 $0 $0 $0 $897,000 Construction Transportation Sales Tax Base $0 $0 $606,000 $0 $606,000 $1,515,000 $2,727,000 Construction Highway User Base $0 $0 $894,000 $0 $894,000 $1,785,000 $3,573,000 Arts Transportation Sales Tax Base $0 $0 $6,060 $0 $6,060 $15,150 $27,270 Arts Highway User Base $0 $0 $8,940 $0 $8,940 $17,850 $35,730 $1,200,000 $0 $1,515,000 $0 $1,515,000 $3,333,000 $7,563,000 Category Funding Source Construction Construction Total Budget FY 2018 291 FY 2019 FY 2020 FY 2021 FY 22-26 Total $303,000 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Bell Rd and 83rd Av Right Turn Lane Project Number: EN00562 Council District: Palo Verde Project Location: EB Bell Rd to SB 83rd 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 EB to SB right turn lane at the intersection of Bell Rd and 83rd Avenue. The improvements will include: clearing and grubbing, saw cut along existing pavement, constructing additional pavement, relocating the return 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 Carryover / Base FY 2017 Land Acquisi Transportation Sales Tax Base $103,000 $0 $0 $0 $0 $0 Design Transportation Sales Tax Base $70,000 $0 $0 $0 $0 $0 $70,000 Construction Transportation Sales Tax Base $0 $201,000 $0 $0 $0 $0 $201,000 Chargebacks Transportation Sales Tax Base $0 $52,000 $0 $0 $0 $0 $52,000 Arts Transportation Sales Tax Base $0 $2,010 $0 $0 $0 $0 $2,010 $173,000 $255,010 $0 $0 $0 $0 $428,010 Category Funding Source Total Budget Operating Impacts FY 2017 Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total $103,000 Total $0 $0 $0 $0 $2,000 $1,000 $3,000 $0 $0 $0 $0 $2,000 $1,000 $3,000 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 2017 Transportation Sales Tax Carryover $443,459 $0 $0 $0 $0 $0 Transportation Sales Tax Base $200,000 $0 $0 $0 $0 $0 $200,000 Construction Transportation Sales Tax Base $0 $200,000 $200,000 $200,000 $200,000 $800,000 $1,600,000 Chargebacks Transportation Sales Tax Base $0 $25,000 $25,000 $25,000 $25,000 $100,000 $200,000 Arts Transportation Sales Tax Base $0 $2,000 $2,000 $2,000 $2,000 $8,000 $16,000 $643,459 $227,000 $227,000 $227,000 $227,000 $908,000 $2,459,459 Category Funding Source Construction Construction Total Budget FY 2018 292 FY 2019 FY 2020 FY 2021 FY 22-26 Total $443,459 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Cactus Rd & 69th Av Sidewalk, North Side Project Number: EN00550 Council District: Palo Verde Project Location: North side of cactus Rd between "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 a 5' concrete sidewalk along the north side of Cactus Road for approximately 635 feet in the vicinity of 69th Avenue. The improvements will include constructing a new concrete sidewalk, driveways, a small retaining wall, and landscaping/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 Category Funding Source Design Transportation Sales Tax Base $74,000 $0 $0 $0 $0 $0 $74,000 Construction Transportation Sales Tax Base $300,000 $0 $0 $0 $0 $0 $300,000 $374,000 $0 $0 $0 $0 $0 $374,000 Total Budget Operating Impacts FY 2017 FY 2017 Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $0 $87 $87 $87 $87 $435 $783 $0 $87 $87 $87 $87 $435 $783 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 Linda; 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 $124,077 Construction Highway User Base $0 $0 $0 $295,423 Arts Transportation Sales Tax Base $0 $0 $0 Arts Highway User Base $0 $0 $0 $0 Total Budget FY 2017 FY 2018 293 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $124,077 $248,155 $0 $295,423 $590,845 $1,923 $0 $1,923 $3,845 $0 $4,577 $0 $4,577 $9,155 $0 $426,000 $0 $426,000 $852,000 City of Peoria FY 2017 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 Funding Source Land Acquisi Transportation Sales Tax Carryover / Base FY 2017 Carryover FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $230,000 $0 $0 $0 $0 $0 $230,000 Construction Transportation Sales Tax Base $0 $144,000 $912,000 $0 $0 $0 $1,056,000 Chargebacks Transportation Sales Tax Base $0 $4,500 $28,500 $0 $0 $0 $33,000 Arts Transportation Sales Tax Base $0 $1,500 $9,500 $0 $0 $0 $11,000 $230,000 $150,000 $950,000 $0 $0 $0 $1,330,000 Total Budget 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 45 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 2016. 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 FY 2017 Transportation Sales Tax Base $200,000 $0 $0 $0 $0 $0 $200,000 Transportation Sales Tax Base $0 $0 $200,000 $0 $200,000 $400,000 $800,000 Transportation Sales Tax Base $0 $0 $2,000 $0 $2,000 $4,000 $8,000 $200,000 $0 $202,000 $0 $202,000 $404,000 $1,008,000 Category Funding Source Construction Construction Arts Total Budget FY 2018 294 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Guardrail Program Project Number: EN00555 Council District: City Wide Project Location: City Wide "This project provides for the inventory and assessment of the City's guardrail assets and coordination with adjacent property Description: owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, burying overhead facilities, construction and construction administration for the repair and safety upgrades to roadway guardrail. The improvements may include: clearing and grubbing, saw cut along existing pavement, install new pavement, curb, gutter, valley gutter and apron, sidewalk, and handicap ramps. 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 Funding Source Study Highway User Carryover / Base Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $80,000 $0 $0 $0 $0 $0 $80,000 $80,000 $0 $0 $0 $0 $0 $80,000 Happy Valley Pkwy Widening; LPP to Agua Fria Project Number: EN00463 Council District: Mesquite Project Location: Happy Valley Pkwy Widening; LPP to L303 This project provides for the coordination with MCDOT, ASLD, and adjacent property owners, 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 Parkway from Lake Pleasant Parkway to the west end of the bridge over the Agua Fria River. The specific improvements will include clearing and grubbing, saw cut along existing pavement, install new pavement, micro-seal, curb, gutter, valley gutter and apron, sidewalk and ADA ramps, widening and installing drainage facilities, widening of the bridge and accommodating the Agua Fria River trail connection under the bridge, striping and signage, street lighting, and 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 FY 2017 Streets Zone 3 Dev Fee Base $1,099,140 $0 $0 $0 $0 $0 $1,099,140 Proposed GO Bonds Base $1,021,585 $0 $0 $0 $0 $0 $1,021,585 Construction Streets Zone 3 Dev Fee Base $0 $5,000,000 $0 $0 $0 $0 $5,000,000 Construction CIP Capital Projects Fun Base $0 $7,541,000 $0 $0 $0 $0 $7,541,000 Construction Proposed GO Bonds Base $0 $1,959,000 $0 $0 $0 $0 $1,959,000 Chargebacks CIP Capital Projects Fun Base $0 $90,000 $0 $0 $0 $0 $90,000 Arts CIP Capital Projects Fun Base $0 $145,000 $0 $0 $0 $0 $145,000 $2,120,725 $14,735,000 $0 $0 $0 $0 $16,855,725 FY 2017 FY 2018 Category Funding Source Design Design Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $0 $0 $0 $46,000 $46,000 $230,000 $322,000 $0 $0 $0 $46,000 $46,000 $230,000 $322,000 295 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Lake Pleasant Parkway Sidewalk Project Number: EN00480 Council District: Willow and Mesquite Project Location: Deer Valley Rd to Jomax 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 5' to 8', along the east side of Lake Pleasant Parkway between Deer Valley Rd and Jomax 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 Category Funding Source Construction Transportation Sales Tax Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Carryover $250,000 $0 $0 $0 $0 $0 Land Acquisi Transportation Sales Tax Base $60,000 $0 $0 $0 $0 $0 $60,000 Design Transportation Sales Tax Base $297,030 $0 $0 $0 $0 $0 $297,030 Construction Transportation Sales Tax Base $0 $1,300,000 $0 $0 $0 $0 $1,300,000 Chargebacks Transportation Sales Tax Base $0 $40,000 $0 $0 $0 $0 $40,000 Arts Transportation Sales Tax Base $0 $14,000 $0 $0 $0 $0 $14,000 $607,030 $1,354,000 $0 $0 $0 $0 $1,961,030 Total Budget Operating Impacts FY 2017 Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $250,000 Total $0 $0 $1,500 $1,500 $1,500 $7,500 $12,000 $0 $0 $1,500 $1,500 $1,500 $7,500 $12,000 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Carryover $61,542 $0 $0 $0 $0 $0 $61,542 Total Budget $61,542 $0 $0 $0 $0 $0 $61,542 296 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Lake Pleasant Towne Center Driveway Project Number: EN00552 Council District: Mesquite Project Location: Extend driveway from Lake Pleasant Towne Center to LPP (NO Happy Valley 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 deceleration lane along southbound Lake Pleasant Parkway an east-west access extending across parcel 201-08-196A, owned by the Arizona State Land Department, to the Lake Pleasant Towne Center shopping center. The access will be located north of the northwest corner of Happy Valley and Lake Pleasant Parkway. The improvements will include clearing and grubbing, saw cut along existing pavement, constructing additional pavement, installing a commercial driveway and constructing the ramps to meet current ADA standards, 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. It also includes working with State Land for the purchase of the land for the ingress/egress into the shopping center. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Proposed GO Bonds Base $50,000 $0 $0 $0 $0 $0 $50,000 Construction Proposed GO Bonds Base $0 $200,000 $0 $0 $0 $0 $200,000 Chargebacks Proposed GO Bonds Base $0 $16,000 $0 $0 $0 $0 $16,000 Arts Proposed GO Bonds Base $0 $2,000 $0 $0 $0 $0 $2,000 $50,000 $218,000 $0 $0 $0 $0 $268,000 Total Budget 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 2017 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 2018 297 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 2017 Transportation Sales Tax Carryover $348,790 $0 $0 $0 $0 $0 Highway User Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total Budget $548,790 $0 $0 $0 $0 $0 $548,790 Category Funding Source Construction Construction FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $348,790 Major Street Repairs Project Number: PW00027 Council District: Any Project Location: Various Locations This project provides for street repairs in response to urgent, unplanned, or unfunded situations or concerns. Repairs typically Description: consist of paving, milling, overlaying, re-surfacing of roadways (with minor concrete curb, gutter, valley gutter, and apron improvements). Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Base $49,490 $49,000 $49,000 $49,000 $49,000 $245,000 $490,490 Construction Highway User Base $100,010 $101,000 $101,000 $101,000 $101,000 $505,000 $1,009,010 Arts Transportation Sales Tax Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $1,500 $1,500 $1,500 $1,500 $7,500 $13,500 $149,500 $151,500 $151,500 $151,500 $151,500 $757,500 $1,513,000 298 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Monroe St; 83rd Av to 85th Av Roadway Improvements Project Number: EN00549 Council District: Acacia Project Location: Monroe St; 83rd Av to 85th 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 the Monroe Street aesthetic improvements between 83rd Av and 85th Ave. This improvements will include; construction of a raised landscape median, upgrade ADA ramps and improve landscape. 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 Proposed GO Bonds Base $55,000 $0 $0 $0 $0 $0 $55,000 Construction Proposed GO Bonds Base $370,000 $0 $0 $0 $0 $0 $370,000 $425,000 $0 $0 $0 $0 $0 $425,000 Total Budget Operating Impacts FY 2017 FY 2017 Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 $0 $500 $500 $500 $500 $0 $500 $500 $500 $500 FY 22-26 FY 22-26 Total Total 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 Category Funding Source Carryover / Base FY 2017 Construction GO Bonds 2015 Carryover $1,600,000 $0 $0 $0 $0 $0 $1,600,000 Construction Proposed GO Bonds Base $0 $0 $627,600 $1,000,000 $1,000,000 $10,750,000 $13,377,600 Construction GO Bonds 2015 Base $0 $1,000,000 $372,400 $0 $0 $0 $1,372,400 Chargebacks Proposed GO Bonds Base $0 $0 $6,200 $10,000 $10,000 $50,000 $76,200 Chargebacks GO Bonds 2015 Base $0 $10,000 $3,800 $0 $0 $0 $13,800 Arts Proposed GO Bonds Base $0 $0 $6,200 $10,000 $10,000 $107,500 $133,700 Arts GO Bonds 2015 Base Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $10,000 $3,800 $0 $0 $0 $13,800 $1,600,000 $1,020,000 $1,020,000 $1,020,000 $1,020,000 $10,907,500 $16,587,500 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Non-Pers OPS $5,000 $5,000 $5,000 $20,000 $20,000 $80,000 $135,000 Non-Pers OPS $25,000 $25,000 $25,000 $80,000 $80,000 $320,000 $555,000 $5,000 $5,000 $5,000 $20,000 $20,000 $80,000 $135,000 Total Operating Impacts 299 City of Peoria FY 2017 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Transportation Sales Tax Base $0 $20,000 $0 $0 $0 $0 $20,000 Design Transportation Sales Tax Base $0 $130,000 $0 $0 $0 $0 $130,000 Construction Transportation Sales Tax Base $0 $0 $433,000 $0 $0 $0 $433,000 Chargebacks Transportation Sales Tax Base $0 $11,000 $16,000 $0 $0 $0 $27,000 Arts Transportation Sales Tax Base $0 $5,000 $0 $0 $0 $0 $5,000 $0 $166,000 $449,000 $0 $0 $0 $615,000 Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $0 $0 $400 $400 $1,600 $2,400 $0 $0 $0 $400 $400 $1,600 $2,400 300 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Pinnacle Pk Rd & 102nd Av Widening; 102nd to LPP Project Number: EN00513 Council District: Mesquite Project Location: Pinnacle Pk Rd; LPP to Sunset Ranch II, Parcel J, Improvements 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 construction of Pinnacle Pk Rd from 99th Avenue to 102nd Avenue. The improvements will include: clearing and grubbing, saw cut along existing pavement, install new pavement, curb, valley gutter and apron, sidewalk, street lights, drainage infrastructure, waterline, signal modifications, and handicap ramps. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. This project combines CIP projects EN00513 and EN00151. Additionally, the City will receive $235k from the proposed development Woodside Homes, Sunset Ranch II, Parcel J as a in lieu payment for their offsite obligations on Pinnacle Peak Road. Budget by Fiscal Year Category Funding Source Carryover / Base Design GO Bonds 2015 Carryover $78,200 $0 $0 $0 $0 $0 $78,200 Construction CIP Capital Projects Fun Carryover $573,031 $0 $0 $0 $0 $0 $573,031 Land Acquisi Proposed GO Bonds Base $250,000 $0 $0 $0 $0 $0 $250,000 Construction Water Base $236,000 $0 $0 $0 $0 $0 $236,000 Construction Outside Sources Base $286,000 $0 $0 $0 $0 $0 $286,000 Construction Proposed GO Bonds Base $550,000 $0 $0 $0 $0 $0 $550,000 Construction GO Bonds 2015 Base $510,000 $0 $0 $0 $0 $0 $510,000 $2,483,231 $0 $0 $0 $0 $0 $2,483,231 Total Budget Operating Impacts FY 2017 FY 2017 Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total $0 $0 $3,200 $3,200 $3,200 $16,000 $25,600 $0 $0 $3,200 $3,200 $3,200 $16,000 $25,600 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 Carryover / Base Category Funding Source Design CIP Capital Projects Fun Carryover $95,000 $0 $0 $0 $0 $0 $95,000 Construction CIP Capital Projects Fun Base $300,000 $0 $0 $0 $0 $0 $300,000 $395,000 $0 $0 $0 $0 $0 $395,000 Total Budget FY 2017 FY 2018 301 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Resurvey Benchmarks Project Number: PW00137 Council District: Various Project Location: Various Locations This project will establish horizontal controls and vertical benchmarks for section and quarter corners within the City of Peoria. Description: The city must establish a grid of monuments completed with second order survey accuracy. Additionally, reference to other datum found within the city, namely, FEMA, City of Glendale, City of Phoenix, MCDOT and ADOT datum, shall be corresponded, coordinated and compared with City of Peoria "Inertial System Benchmark Survey." Budget by Fiscal Year Category Funding Source Study General Carryover / Base Base Total Budget Operating Impacts FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $0 $0 $234,000 $0 $0 $234,000 $0 $0 $0 $234,000 $0 $0 $234,000 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Non-Pers OPS $0 $0 $0 $0 $5,000 $20,000 $25,000 Total Operating Impacts $0 $0 $0 $0 $5,000 $20,000 $25,000 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 $1,400,000 $0 $0 Arts Transportation Sales Tax Base $0 $0 $0 Arts Highway User Base $0 $14,000 $0 $1,414,000 Total Budget Operating Impacts Total Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 22-26 Total $0 $1,500,000 $1,500,000 $0 $0 $1,400,000 $0 $0 $15,000 $15,000 $0 $0 $0 $0 $14,000 $0 $0 $0 $1,515,000 $2,929,000 FY 22-26 Total FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 $0 $25,000 $25,000 $25,000 $25,000 $125,000 $225,000 $0 $25,000 $25,000 $25,000 $25,000 $125,000 $225,000 302 City of Peoria FY 2017 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 2017 Highway User Carryover $200,131 $0 $0 $0 $0 $0 $200,131 Highway User Base $90,000 $90,000 $90,000 $90,000 $90,000 $360,000 $810,000 Chargebacks Highway User Base $0 $15,000 $15,000 $15,000 $15,000 $60,000 $120,000 Arts Highway User Base $0 $900 $900 $900 $900 $3,600 $7,200 $290,131 $105,900 $105,900 $105,900 $105,900 $423,600 $1,137,331 Category Funding Source Construction Construction Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 2017 Highway User Base $290,000 $0 $0 $0 $0 $0 $290,000 Highway User Base $0 $290,000 $390,000 $390,000 $390,000 $1,756,950 $3,216,950 Category Funding Source Construction Construction Arts Highway User Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $2,900 $3,900 $3,900 $3,900 $212,550 $227,150 $290,000 $292,900 $393,900 $393,900 $393,900 $1,969,500 $3,734,100 303 City of Peoria FY 2017 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 612 miles Description: of arterial, collector and residential streets in the city. Through this program, approximately 25 miles 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. In FY17 some examples of planned maintenance activities include: microseals along segments of 83rd avenue, Jomax Road and Deer Valley Road, slurry seal treatments in Westgreen Estates, Terramar and Springer Ranch, and seal coat treatments at Desert Cove Manor, Bedford Meadows and Bedford Manor, and the Citadel. Additional projects planned are as follows: Micro Seal: 83rd Avenue, Peoria to Thunderbird, 83rd Avenue, Deer Valley to Calle Lejos, 83rd Avenue, Olive to Mountain View, Happy Valley RD, 83rd Avenue to Lake Pleasant PW, Tierra Del Rio BL, Happy Valley PW to Jomax RD, 107th Avenue, Pinnacle Peak RD to Happy Valley PW, Deer Valley RD, 83rd Avenue to 95th Avenue, Jomax RD, Tierra Del Rio BL to Lake Pleasant PW, Butler DR, 79th Avenue to 83rd Avenue Slurry Seal: Westgreen Estates, Summerset Village, Butler Place, Springer Ranch, Morlen Estates, Terramar. Seal Coat: Desert Cove Manor, Vistas Avenida, Bedford Meadows, Bedford Village, Meyer Tract, Turner Addition, Citadel 3, Budget by Fiscal Year Carryover / Base Category Funding Source Construction Transportation Sales Tax Base $252,500 $0 $0 $0 $0 $0 $252,500 Construction Highway User Base $1,997,500 $0 $0 $0 $0 $0 $1,997,500 Construction Transportation Sales Tax Base $0 $250,000 $500,000 $500,000 $500,000 $3,505,000 $5,255,000 Construction Highway User Base $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $9,346,667 $17,346,667 Arts Transportation Sales Tax Base $0 $2,500 $5,000 $5,000 $5,000 $282,500 $300,000 Arts Highway User Base $0 $20,000 $20,000 $20,000 $20,000 $753,333 $833,333 $2,250,000 $2,272,500 $2,525,000 $2,525,000 $2,525,000 $13,887,500 $25,985,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 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 513 linear miles of residential Description: and collector streets in the city. Through this program, approximately 5 linear miles 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 FY 2017 Transportation Sales Tax Base $297,000 $0 $0 $0 $0 $0 $297,000 Transportation Sales Tax Base $0 $0 $300,000 $0 $300,000 $1,509,000 $2,109,000 Construction Transportation Sales Tax Base $0 $2,700,000 $0 $2,700,000 $0 $6,309,000 $11,709,000 Arts Transportation Sales Tax Base $0 $27,000 $0 $27,000 $0 $963,000 $1,017,000 $297,000 $2,727,000 $300,000 $2,727,000 $300,000 $8,781,000 $15,132,000 Category Funding Source Design Design Total Budget FY 2018 304 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Streets Technical Pavement Condition Survey & Support Project Number: PW00512 Council District: Project Location: Citywide Pavement preservation is integral to a fiscally sound program of pavement management. Allocated funds are applied to pavements Description: for which the greatest cost benefit will be realized. The Streets Division currently inspects each segment of pavement to assess and report condition for the city's pavement management projects. This inspection and assessment work is done manually by an inspector which is labor intensive and subjective to the inspector conducting. When the field work is done, the inspector must manually enter the data relative to each segment within the Hansen data base which also leaves room for data entry error. Streets proposes an electronic/technical survey that will eliminate subjectivity, increase accuracy, consistency and efficiency of the pavement inspection process. The survey results are electronically transmitted to the city's Hansen system and the division's Lucity pavement management software. This technical survey should be repeated every three (3) years. Budget by Fiscal Year Category Funding Source Other Highway User Carryover / Base FY 2017 Base $250,000 $0 $0 $0 $0 $250,000 $500,000 $250,000 $0 $0 $0 $0 $250,000 $500,000 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Carryover $85,000 $0 $0 $0 $0 $0 $85,000 Total Budget $85,000 $0 $0 $0 $0 $0 $85,000 305 City of Peoria FY 2017 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 118 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 $65,000 $0 $0 $0 $0 $0 $65,000 Construction GO Bonds 2015 Base $225,000 $0 $0 $0 $0 $0 $225,000 Construction Highway User Base $0 $109,000 $109,000 $109,000 $109,000 $491,045 $927,045 Construction Proposed GO Bonds Base $0 $0 $200,000 $200,000 $200,000 $901,000 $1,501,000 Construction GO Bonds 2015 Base $0 $200,000 $0 $0 $0 $0 $200,000 Arts Highway User Base $0 $1,090 $1,090 $1,090 $1,090 $59,405 $63,765 Arts Proposed GO Bonds Base $0 $0 $2,000 $2,000 $2,000 $109,000 $115,000 Arts GO Bonds 2015 Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $2,000 $0 $0 $0 $0 $2,000 $290,000 $312,090 $312,090 $312,090 $312,090 $1,560,450 $3,098,810 Utility Undergrounding Program Project Number: EN00563 Council District: Various Project Location: Various This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocations, materials testing, construction and construction management for the Utility Undergroundng Program. This program will also include processing of agreements (Cox, SRP, APS, El Paso Natural Gas, SWG, Centurylink, etc) for design and construction, as well as development agreements and IGAs. The improvements will include trenching, installing conduit, cabinets, pedestals, etc, pulling new wire, removing existing overhead facilities, and installing a new streetlight system. Budget by Fiscal Year Carryover / Base Category Funding Source Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $500,000 $500,000 Construction Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $0 $0 $0 $0 $0 $2,500,000 $2,500,000 Total Budget FY 2017 FY 2018 306 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Traffic Control Traffic Management Center Equipment Replacement Project Number: EN00433 Council District: Acacia Project Location: Development and Community Services Building This project provides funding for periodic equipment replacement in the city’s Traffic Management Center (TMC) located in the Description: Development and Community Services Building. This equipment includes the video wall monitors, computer hardware and switches, video conferencing equipment, and other related equipment. The city has been awarded federal CMAQ funds to offset the costs of the first equipment replacement. Budget by Fiscal Year Carryover / Base Category Funding Source Equipment Transportation Sales Tax Carryover $7,372 $0 $0 $0 $0 $0 $7,372 Construction Transportation Sales Tax Carryover $15,000 $0 $0 $0 $0 $0 $15,000 Other Transportation Sales Tax Base $40,000 $0 $0 $0 $0 $0 $40,000 Equipment Transportation Sales Tax Base $29,156 $0 $0 $0 $0 $0 $29,156 Equipment Outside Sources Base $482,345 $0 $0 $0 $0 $0 $482,345 Design Transportation Sales Tax Base $49,500 $0 $0 $0 $0 $0 $49,500 Construction Transportation Sales Tax Base $39,600 $0 $0 $0 $0 $0 $39,600 Construction Transportation Sales Tax Base $0 $0 $100,000 $100,000 $100,000 $100,000 $400,000 $662,973 $0 $100,000 $100,000 $100,000 $100,000 $1,062,973 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 Category Funding Source Construction Transportation Sales Tax Carryover $68,632 $0 $0 $0 $0 $0 $68,632 Design Transportation Sales Tax Base $0 $25,000 $0 $25,000 $0 $101,750 $151,750 Construction Transportation Sales Tax Base $0 $175,000 $0 $175,000 $0 $401,750 $751,750 Chargebacks Transportation Sales Tax Base $0 $5,000 $0 $5,000 $0 $61,750 $71,750 Arts Transportation Sales Tax Base $0 $2,000 $0 $2,000 $0 $55,750 $59,750 $68,632 $207,000 $0 $207,000 $0 $621,000 $1,103,632 Total Budget FY 2017 FY 2018 307 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 Carryover / Base FY 2017 Transportation Sales Tax Carryover $100,000 $0 $0 $0 $0 $0 $100,000 Transportation Sales Tax Base $733,000 $733,000 $733,000 $733,000 $733,000 $3,665,000 $7,330,000 Chargebacks Transportation Sales Tax Base $0 $59,670 $59,670 $59,670 $59,670 $298,350 $537,030 Arts Transportation Sales Tax Base $0 $7,330 $7,330 $7,330 $7,330 $36,650 $65,970 $833,000 $800,000 $800,000 $800,000 $800,000 $4,000,000 $8,033,000 Category Funding Source Construction Construction Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 Equipment Transportation Sales Tax FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Carryover $17,000 $0 $0 $0 $0 $0 $17,000 Total Budget $17,000 $0 $0 $0 $0 $0 $17,000 308 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater 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. 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 Total - $82,922,298 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY18 FY19 FY20 FY21 FY22 309 FY23 FY24 FY25 FY26 FY 25 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 2050 - Water $2,075,941 $1,004,266 $50,875 $147,259 $992,864 $63,125 $4,334,330 $0 $280,377 $280,377 $0 $280,377 $280,377 $1,121,508 2162 - Water Expansion Post 1/1/12 $117,448 $47,825 $0 $117,447 $54,164 $0 $336,884 2163 - Water Exp. S. of Bell $300,000 $265,245 $265,245 $0 $265,245 $265,245 $1,360,980 2164 - Water Exp. N. of Bell $767,703 $545,622 $2,112,342 $114,357 $3,545,622 $5,089,282 $12,174,926 2222 - W/S Rev Bonds (Wtr) $0 $0 $0 $2,416,405 $0 $0 $2,416,405 $4,705,535 $2,281,088 $4,181,975 $1,791,939 $2,120,608 $20,573,410 $35,654,555 $0 $0 $0 $14,082,652 $0 $0 $14,082,652 2506 - Wastewater Exp. E. of Agua Fria $520,462 $181,874 $2,401,074 $40,179 $181,874 $181,874 $3,507,335 2507 - Wastewater Exp. W. of Agua Fria $189,114 $217,224 $1,841,813 $527,039 $2,598,159 $181,874 $5,555,221 $2,212,362 $143,475 $0 $0 $21,666 $0 $2,377,503 $10,888,565 $4,966,995 $11,133,700 $19,237,276 $10,060,578 $26,635,186 $82,922,298 2161 - Water Expansion 2400 - Wastewater 2452 - WIFA Bonds 2006 Clean Water 2509 - Wastewater Expansion Post 1/1/12 Total - Wastewater 310 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 85th Avenue Reclaimed Waterline-Mtn View to Grand $0 $0 $0 $120,094 $1,239,152 $0 $1,359,246 Agua Fria Lift Station-Wastewater Campus Land $0 $0 $4,000,000 $0 $0 $0 $4,000,000 $350,000 $1,753,000 $153,000 $153,000 $153,000 $18,175,286 $20,737,286 $0 $547,078 $1,879,025 $0 $0 $0 $2,426,103 $2,861,715 $1,454,991 $1,454,991 $309,071 $1,454,991 $1,454,991 $8,990,748 $125,000 $145,000 $180,000 $180,000 $180,000 $500,000 $1,310,000 $1,225,121 $0 $0 $0 $0 $0 $1,225,121 $0 $191,300 $1,946,881 $16,639,884 $5,242,392 $0 $24,020,457 Jomax WRF Operational Improvement/Upgrade/Replace $310,000 $75,751 $50,500 $75,751 $101,000 $252,500 $865,502 Lift Station Reconditioning $645,000 $383,800 $383,800 $383,800 $383,800 $1,919,000 $4,099,200 Manhole Rehabilitation $272,500 $277,725 $277,725 $277,725 $277,725 $1,388,625 $2,772,025 Miscellaneous Local Wastewater Line Improvements $100,000 $103,000 $103,000 $103,000 $103,000 $515,000 $1,027,000 Reclaimed Water Booster Land Purchase at IPS $643,830 $0 $0 $0 $0 $0 $643,830 $20,000 $0 $0 $0 $170,795 $724,784 $915,579 $550,000 $0 $0 $0 $0 $1,200,000 $1,750,000 $2,346,984 $0 $505,000 $505,000 $505,000 $505,000 $4,366,984 Vistancia Zone 1-2 RCW Booster and Chlorine mods $516,390 $0 $0 $0 $0 $0 $516,390 West Agua Fria Wastewater Lines $922,025 $35,350 $199,778 $489,951 $249,723 $0 $1,896,827 $10,888,565 $4,966,995 $11,133,700 $19,237,276 $10,060,578 $26,635,186 $82,922,298 Beardsley Plant Equipment Upgrade and Expansion Beardsley WRF Solids Pipeline Rehabilitation Butler Recharge Wells (ASR) Butler WRF Plant Equipment Upgrade and Replacement Dixileta 21 inch Sewer Extension Jomax WRF Expansion SROG Line Assessment& Repair Trunk Sewer Line Inspection Trunk Sewer Rehabilitation Total - Wastewater 311 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater 85th Avenue Reclaimed Waterline-Mtn View to Grand Project Number: UT00310 Council District: Acacia Project Location: 85th Av Mountain View Rd to Grand Av This project 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 FY 2017 Design Wastewater Base $0 $0 $0 $7,432 $0 $0 $7,432 Design Water Base $0 $0 $0 $22,295 $0 $0 $22,295 Construction Wastewater Base $0 $0 $0 $19,275 $300,183 $0 $319,458 Construction Water Base $0 $0 $0 $57,825 $900,548 $0 $958,373 Chargebacks Wastewater Base $0 $0 $0 $3,050 $6,370 $0 $9,420 Chargebacks Water Base $0 $0 $0 $9,150 $19,111 $0 $28,261 Arts Wastewater Base $0 $0 $0 $267 $3,235 $0 $3,502 Arts Water Base $0 $0 $0 $801 $9,705 $0 $10,506 $0 $0 $0 $120,094 $1,239,152 $0 $1,359,246 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 Carryover / Base Funding Source FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Wastewater Exp. E. of A Base $0 $0 $2,219,200 $0 $0 $0 Land Acquisi Wastewater Base $0 $0 $700,800 $0 $0 $0 $700,800 Land Acquisi Water Exp. N. of Bell Base $0 $0 $1,080,000 $0 $0 $0 $1,080,000 $0 $0 $4,000,000 $0 $0 $0 $4,000,000 Total Budget 312 $2,219,200 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater Beardsley Plant Equipment Upgrade and Expansion Project Number: UT00314 Council District: Willow Project Location: Beardsley Treatment Plant This project will replace and update existing plant equipment and provide for the expansion of the facility. The replacement of Description: 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 FY22-23 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 2017 Wastewater Exp. E. of A Base $262,500 $0 $0 $0 $0 $0 $262,500 Wastewater Base $0 $187,500 $112,500 $112,500 $112,500 $0 $525,000 Equipment Water Base $87,500 $62,500 $37,500 $37,500 $37,500 $0 $262,500 Construction Wastewater Base $0 $1,113,750 $0 $0 $0 $13,491,723 $14,605,473 Construction Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $4,497,028 $4,497,028 Construction Water Base $0 $371,250 $0 $0 $0 $0 $371,250 Chargebacks Wastewater Base $0 $2,250 $2,250 $2,250 $2,250 $4,500 $13,500 Chargebacks Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $1,500 $1,500 Chargebacks Water Base $0 $750 $750 $750 $750 $0 $3,000 Arts Wastewater Base $0 $11,250 $0 $0 $0 $135,403 $146,653 Arts Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $45,132 $45,132 Arts Water Base $0 $3,750 $0 $0 $0 $0 $3,750 $350,000 $1,753,000 $153,000 $153,000 $153,000 $18,175,286 $20,737,286 Category Funding Source Equipment Equipment Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 Design Wastewater Base $0 $0 $251,492 $0 $0 $0 Design Water Base $0 $61,217 $0 $0 $0 $0 $61,217 Construction Wastewater Base $0 $0 $1,571,822 $0 $0 $0 $1,571,822 Construction Water Base $0 $473,093 $0 $0 $0 $0 $473,093 Chargebacks Wastewater Base $0 $0 $37,478 $0 $0 $0 $37,478 Chargebacks Water Base $0 $12,768 $0 $0 $0 $0 $12,768 Arts Wastewater Base $0 $0 $18,233 $0 $0 $0 $18,233 $0 $547,078 $1,879,025 $0 $0 $0 $2,426,103 Total Budget FY 2017 FY 2018 313 FY 2019 FY 2020 FY 2021 FY 22-26 Total $251,492 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater Butler Recharge Wells (ASR) 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 2017 Water Carryover $1,027,319 $0 $0 $0 $0 $0 $1,027,319 Wastewater Exp. E. of A Carryover $217,782 $0 $0 $0 $0 $0 $217,782 Construction Wastewater Carryover $136,953 $0 $0 $0 $0 $0 $136,953 Construction Water Exp. N. of Bell Carryover $653,345 $0 $0 $0 $0 $0 $653,345 Construction Water Exp. S. of Bell Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Construction Wastewater Expansion P Carryover $217,241 $0 $0 $0 $0 $0 $217,241 Study Water Expansion Post 1/ Base $29,860 $0 $0 $29,859 $0 $0 $59,719 Study Wastewater Exp. W. of Base $9,430 $0 $0 $9,429 $0 $0 $18,859 Study Water Exp. N. of Bell Base $29,074 $0 $0 $29,074 $0 $0 $58,148 Study Wastewater Exp. E. of A Base $10,215 $0 $0 $10,215 $0 $0 $20,430 Design Water Expansion Post 1/ Base $87,588 $0 $0 $87,588 $0 $0 $175,176 Design Water Exp. N. of Bell Base $85,284 $0 $0 $85,283 $0 $0 $170,567 Design Wastewater Exp. E. of A Base $29,965 $0 $0 $29,964 $0 $0 $59,929 Design Wastewater Exp. W. of Base $27,659 $0 $0 $27,659 $0 $0 $55,318 Construction Wastewater Exp. E. of A Base $0 $180,073 $180,073 $0 $180,073 $180,073 $720,292 Construction Water Exp. S. of Bell Base $0 $262,619 $262,619 $0 $262,619 $262,619 $1,050,476 Construction Wastewater Exp. W. of Base $0 $180,073 $180,073 $0 $180,073 $180,073 $720,292 Construction Water Expansion Base $0 $277,601 $277,601 $0 $277,601 $277,601 $1,110,405 Construction Water Exp. N. of Bell Base $0 $540,220 $540,220 $0 $540,220 $540,220 $2,160,878 Arts Water Expansion Base $0 $2,776 $2,776 $0 $2,776 $2,776 $11,103 Arts Wastewater Exp. W. of Base $0 $1,801 $1,801 $0 $1,801 $1,801 $7,202 Arts Wastewater Exp. E. of A Base $0 $1,801 $1,801 $0 $1,801 $1,801 $7,202 Arts Water Exp. N. of Bell Base $0 $5,402 $5,402 $0 $5,402 $5,402 $21,608 Arts Water Exp. S. of Bell Category Funding Source Construction Construction Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $2,626 $2,626 $0 $2,626 $2,626 $10,504 $2,861,715 $1,454,991 $1,454,991 $309,071 $1,454,991 $1,454,991 $8,990,748 314 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater 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 wastewater treatment facility. Equipment operates Description: in, or is exposed to, harsh environmental conditions. As equipment degrades or ages, replacement is required. Some of the larger pieces of equipment identified for replacement or major rebuilding/over-haul include the Influent Pump Station (IPS), various pumps and motors, centrifuge scrolls, various variable frequency drives, and chemical systems. Budget by Fiscal Year Carryover / Base FY 2017 Wastewater Base $125,000 $0 $0 $0 $0 $0 $125,000 Wastewater Base $0 $145,000 $180,000 $180,000 $180,000 $500,000 $1,185,000 $125,000 $145,000 $180,000 $180,000 $180,000 $500,000 $1,310,000 Category Funding Source Equipment Equipment Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Dixileta 21 inch Sewer Extension Project Number: UT00404 Council District: Mesquite Project Location: Varies Project includes the addition of 2,200 linear feet of new 21-inch VCP sewer main. Pipeline construction will occur in Description: undeveloped territory. Budget by Fiscal Year Carryover / Base Category Funding Source Design Wastewater Expansion P Base $89,992 $0 $0 $0 $0 $0 $89,992 Construction Wastewater Expansion P Base $1,135,129 $0 $0 $0 $0 $0 $1,135,129 $1,225,121 $0 $0 $0 $0 $0 $1,225,121 Total Budget FY 2017 FY 2018 315 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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. As currently planned the WRF will be expanded by 2.75 MGD to 5 MGD in accordance with the Integrated Water Utilities Master Plan. Peoria's cost share is for an additional 1.25 MGD. Budget by Fiscal Year Carryover / Base Category Funding Source Study Water Expansion Post 1/ Base $0 $47,825 $0 $0 $0 $0 $47,825 Study Wastewater Expansion P Base $0 $143,475 $0 $0 $0 $0 $143,475 Design Wastewater Exp. W. of Base $0 $0 $1,445,559 $0 $0 $0 $1,445,559 Design Water Exp. N. of Bell Base $0 $0 $481,853 $0 $0 $0 $481,853 Construction Water Exp. N. of Bell Base $0 $0 $0 $0 $2,970,297 $0 $2,970,297 Construction Wastewater Expansion P Base $0 $0 $0 $0 $21,451 $0 $21,451 Construction W/S Rev Bonds (Wtr) Base $0 $0 $0 $2,392,480 $0 $0 $2,392,480 Construction WIFA Bonds 2006 Clea Base $0 $0 $0 $14,082,652 $0 $0 $14,082,652 Construction Wastewater Exp. W. of Base $0 $0 $0 $0 $2,145,111 $0 $2,145,111 Construction Water Expansion Post 1/ Base $0 $0 $0 $0 $53,628 $0 $53,628 Arts Water Expansion Post 1/ Base $0 $0 $0 $0 $536 $0 $536 Arts Wastewater Expansion P Base $0 $0 $0 $0 $215 $0 $215 Arts Wastewater Exp. W. of Base $0 $0 $14,602 $0 $21,451 $0 $36,053 Arts Wastewater Base $0 $0 $0 $140,827 $0 $0 $140,827 Arts W/S Rev Bonds (Wtr) Base $0 $0 $0 $23,925 $0 $0 $23,925 Arts Water Exp. N. of Bell Base $0 $0 $4,867 $0 $29,703 $0 $34,570 $0 $191,300 $1,946,881 $16,639,884 $5,242,392 $0 $24,020,457 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 and is subject to continuous Description: operation. Replacement of equipment is required as the facility ages. An efficiency study provided an energy and equipment audit focusing on replacement needs and more efficient technology. 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. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Wastewater Carryover $30,000 $0 $0 $0 $0 $0 Construction Water Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Construction Wastewater Base $187,500 $56,245 $37,496 $56,245 $74,993 $187,481 $599,960 Construction Water Base $62,500 $18,749 $12,499 $18,749 $24,998 $62,494 $199,987 Arts Wastewater Base $0 $568 $379 $568 $758 $1,894 $4,166 Arts Water Base $0 $189 $126 $189 $253 $631 $1,389 $310,000 $75,751 $50,500 $75,751 $101,000 $252,500 $865,502 Total Budget FY 2017 FY 2018 316 FY 2019 FY 2020 FY 2021 FY 22-26 Total $30,000 City of Peoria FY 2017 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, eye wash units, equipment upgrades, replacements, and efficiency/cost savings projects. The city has 13 lift stations in the wastewater collection system. Budget by Fiscal Year Carryover / Base FY 2017 Wastewater Carryover $265,000 $0 $0 $0 $0 $0 $265,000 Wastewater Base $380,000 $379,962 $379,962 $379,962 $379,962 $1,899,810 $3,799,658 Category Funding Source Construction Construction Arts Wastewater Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $3,838 $3,838 $3,838 $3,838 $19,190 $34,542 $645,000 $383,800 $383,800 $383,800 $383,800 $1,919,000 $4,099,200 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 Wastewater Base $272,500 $272,500 $272,500 $272,500 Wastewater Base $0 $2,500 $2,500 $2,500 Wastewater Base $0 $2,725 $2,725 $272,500 $277,725 $277,725 Category Funding Source Construction Chargebacks Arts Total Budget FY 22-26 Total $272,500 $1,182,575 $2,545,075 $2,500 $102,575 $112,575 $2,725 $2,725 $103,475 $114,375 $277,725 $277,725 $1,388,625 $2,772,025 Miscellaneous Local Wastewater Line Improvements Project Number: UT00191 Council District: Various Project Location: Citywide This project provides funding to rehabilitate, realign, or extend the city's existing wastewater collection system to ensure its Description: continued compliant operation. These funds may also be used to construct sewer extensions in coordination with street improvement projects and to address sewer line rehabilitations identified during inspections. Budget by Fiscal Year Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Wastewater Base $100,000 $100,000 $100,000 $100,000 Wastewater Base $0 $2,000 $2,000 $2,000 Wastewater Base $0 $1,000 $1,000 $100,000 $103,000 $103,000 Category Funding Source Construction Chargebacks Arts Total Budget 317 FY 22-26 Total $100,000 $434,333 $934,333 $2,000 $42,333 $50,333 $1,000 $1,000 $38,333 $42,333 $103,000 $103,000 $515,000 $1,027,000 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater 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 2017 Land Acquisi Wastewater Carryover $162,500 $0 $0 $0 $0 $0 $162,500 Land Acquisi Water Carryover $481,330 $0 $0 $0 $0 $0 $481,330 Total Budget $643,830 $0 $0 $0 $0 $0 $643,830 Category Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total SROG Line Assessment& Repair Project Number: UT00321 Council District: Pine Project Location: 99th Avenue from Olive to Hwy 10 This project will fund a portion of an assessment and repairs to be done to the 99th Av West Sub Regional Operating Group Description: (SROG) interceptor. Under the SROG agreement, the City of Peoria is responsible for 21.68 percent of all capital costs associated with this line. The program will be funded in two separate phases, the first phase began in FY14 and FY15 and the second phase begins in FY21 through FY23. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Wastewater Base $20,000 $0 $0 $0 Arts Wastewater Base $0 $0 $0 $0 $20,000 $0 $0 $0 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $169,104 $717,608 $906,712 $1,691 $7,176 $8,867 $170,795 $724,784 $915,579 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 FY 2017 Base $550,000 $0 $0 $0 $550,000 $0 $0 $0 Total Budget FY 2018 318 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $1,200,000 $1,750,000 $0 $1,200,000 $1,750,000 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater Trunk Sewer Rehabilitation Project Number: UT00296 Council District: Various Project Location: Citywide Project includes the rehabilitation of approx. 3,300 LF of T-LOCK RCP trunk sewer pipe utilizing the CIPP process. Locations Description: were selected from the 2015 Trunk Sewer System Condition Assessment. Locations include four segments on Beardsley Road from 107th Avenue to 111th Avenue and three segments at various locations along New River from Peoria to Thunderbird. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2017 Design Wastewater Base $124,619 $0 $0 $0 $0 $0 $124,619 Construction Wastewater Base $2,222,365 $0 $500,000 $500,000 $500,000 $500,000 $4,222,365 Arts Wastewater $0 $0 $5,000 $5,000 $5,000 $5,000 $20,000 $2,346,984 $0 $505,000 $505,000 $505,000 $505,000 $4,366,984 Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Vistancia Zone 1-2 RCW Booster and Chlorine mods Project Number: UT00406 Council District: Mesquite Project Location: Vistancia Blvd & Westland Rd Project will include the addition of chlorine gas equipment for a new dosing point for the CAP water as well as a second Amiad Description: filter which will provide redundancy at the discharge of the CAP water booster pump station. Budget by Fiscal Year Carryover / Base Category Funding Source Other Wastewater Base $2,532 $0 $0 $0 $0 $0 Other Water Base $7,594 $0 $0 $0 $0 $0 $7,594 Design Wastewater Base $11,121 $0 $0 $0 $0 $0 $11,121 Design Water Base $33,363 $0 $0 $0 $0 $0 $33,363 Construction Wastewater Base $115,445 $0 $0 $0 $0 $0 $115,445 Construction Water Base $346,335 $0 $0 $0 $0 $0 $346,335 $516,390 $0 $0 $0 $0 $0 $516,390 Total Budget FY 2017 FY 2018 319 FY 2019 FY 2020 FY 2021 FY 22-26 Total $2,532 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Wastewater West Agua Fria Wastewater Lines Project Number: UT00171 Council District: Mesquite Project Location: Vistancia Development This project will provide additional wastewater collection capacity throughout the Vistancia community. The Vistancia Utilities Description: Master Plan identified the wastewater trunk sewers that are needed to support the Vistancia wastewater system. The city is funding oversizing of selected wastewater trunk sewers to provide collection system capacity for new development in surrounding areas. Budget by Fiscal Year Carryover / Base FY 2017 Carryover $770,000 $0 $0 $0 $0 $0 $770,000 Base $152,025 $0 $0 $0 $0 $0 $152,025 Wastewater Exp. W. of Base $0 $34,997 $197,780 $485,051 $247,226 $0 $965,054 Wastewater Exp. W. of Base $0 $354 $1,998 $4,900 $2,497 $0 $9,748 $922,025 $35,350 $199,778 $489,951 $249,723 $0 $1,896,827 Category Funding Source Construction Wastewater Expansion P Construction Wastewater Exp. W. of Construction Arts Total Budget FY 2018 320 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget 321 City of Peoria FY 2017 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 - $190,555,842 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY17 FY18 FY19 FY20 FY21 322 FY22 FY23 FY24 FY25 FY26 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Fund Number and Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $17,912,984 $7,073,036 $9,217,371 $5,160,214 $5,839,767 $15,987,450 $61,190,822 2161 - Water Expansion $1,284,262 $0 $0 $0 $0 $0 $1,284,262 2162 - Water Expansion Post 1/1/12 $1,464,791 $40,500 $1,584,326 $28,620 $64,080 $4,692,516 $7,874,833 2163 - Water Exp. S. of Bell $2,400 $13,500 $1,200,000 $23,000 $27,000 $10,000 $1,275,900 2164 - Water Exp. N. of Bell $4,064,915 $6,521,276 $2,014,393 $3,255,118 $845,064 $8,077,666 $24,778,432 $700,000 $483,286 $457,395 $431,505 $0 $0 $2,072,186 $0 $0 $2,511,547 $0 $0 $31,694,078 $34,205,625 2270 - WIFA Bonds $7,543,838 $24,214,577 $20,989,971 $0 $0 $0 $52,748,386 2400 - Wastewater $1,120,396 $120,000 $225,000 $359,000 $726,000 $695,000 $3,245,396 2506 - Wastewater Exp. E. of Agua Fria $23,600 $0 $0 $123,310 $210,040 $59,000 $415,950 2507 - Wastewater Exp. W. of Agua Fria $9,200 $0 $0 $85,690 $145,960 $41,000 $281,850 2509 - Wastewater Expansion Post 1/1/12 $7,200 $75,000 $0 $0 $0 $0 $82,200 2590 - Commercial Solid Waste $0 $0 $0 $0 $250,000 $0 $250,000 2600 - Residential Solid Waste $0 $0 $0 $0 $600,000 $0 $600,000 2650 - Solid Waste Expansion $0 $0 $0 $250,000 $0 $0 $250,000 $34,133,586 $38,541,175 $38,200,003 $9,716,457 $8,707,911 $61,256,710 $190,555,842 2050 - Water 2167 - Water Resource Fee 2014 2222 - W/S Rev Bonds (Wtr) Total - Water 323 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 $698,914 $0 $0 $0 $0 $0 $698,914 $1,577,336 $0 $0 $0 $0 $0 $1,577,336 75th Ave 16" Waterline Cholla St to Thunderbird Rd $0 $0 $0 $0 $2,418,962 $0 $2,418,962 75th Avenue and Grand PRV Upgrade $0 $599,656 $0 $0 $0 $0 $599,656 ADOT Well-Sports Complex Well Connection $0 $0 $2,574,962 $0 $0 $0 $2,574,962 $406,401 $4,247,526 $0 $0 $0 $0 $4,653,927 $1,455,265 $0 $0 $0 $0 $0 $1,455,265 Condition Assessment of Remote Sites $30,000 $0 $300,000 $0 $0 $0 $330,000 Desert Harbor-Arrowhead Shores Well Mixing $437,148 $1,931,555 $1,000,000 $0 $0 $0 $3,368,703 Fire Hydrant Infill and Replacement $160,000 $163,200 $163,200 $163,200 $163,200 $816,000 $1,628,800 Greenway Plant Equipment Upgrade/Replacement $195,000 $102,000 $102,000 $102,000 $102,000 $510,000 $1,113,000 Greenway WTP 8 MGD Expansion $0 $0 $0 $0 $0 $31,694,078 $31,694,078 Integrated Utility Master Plan $0 $0 $0 $336,000 $224,000 $0 $560,000 Jomax In-Line Booster Station Upgrades $0 $0 $2,607,146 $0 $0 $0 $2,607,146 Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP $0 $0 $0 $0 $0 $6,482,014 $6,482,014 $200,000 $207,000 $207,000 $207,000 $207,000 $1,035,000 $2,063,000 $4,000,000 $425,000 $425,000 $425,000 $425,000 $2,125,000 $7,825,000 Patterson Well-W209, W210 Well Mixing $0 $0 $0 $0 $484,166 $5,594,841 $6,079,007 Pyramid Peak Water Treatment Plant Upgrades $0 $0 $741,298 $26,672 $0 $0 $767,970 $5,133,454 $24,214,577 $21,683,534 $0 $0 $0 $51,031,565 Quintero Plant Equipment Upgrade/Replacement $150,000 $0 $0 $0 $0 $0 $150,000 SCADA Equipment Replacement $150,000 $150,000 $150,000 $700,000 $150,000 $1,300,000 $2,600,000 Technology and Security Master Plan $0 $300,000 $0 $0 $0 $0 $300,000 Terramar Booster Pump Station Rehabilitation $0 $0 $2,036,425 $0 $0 $0 $2,036,425 Thunderbird Rd 16" Watermain Replacement $3,394,424 $0 $0 $0 $0 $0 $3,394,424 $0 $0 $0 $250,000 $2,550,000 $0 $2,800,000 $4,216,589 $0 $0 $0 $0 $0 $4,216,589 103rd Ave 12" Waterline Northern to Olive 75 Ave 16-inch Waterline, Cactus and Peoria Agua Fria Booster/PRV Butler Well Site Rehabilitation Miscellaneous Local Waterline Improvements New River Utility Company Acquisition Pyramid Peak Water Treatment Plant Expansion Utility Billing System Ventana Well, Booster Rehabilitation 324 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 W108 Bailey Well Site Improvements $0 $0 $0 $0 $500,439 $0 $500,439 Water & Wastewater Rate Study $0 $90,000 $0 $0 $90,000 $90,000 $270,000 $495,000 $505,000 $813,000 $813,000 $813,000 $4,065,000 $7,504,000 Water Line Assessment and Replacement $1,050,000 $1,010,000 $1,010,000 $0 $0 $0 $3,070,000 Water Meter Replacement Program $3,140,392 $0 $0 $0 $0 $0 $3,140,392 $80,000 $0 $0 $100,000 $0 $200,000 $380,000 $294,440 $3,941,180 $0 $0 $0 $0 $4,235,620 $2,882,241 $0 $1,725,785 $3,071,066 $0 $0 $7,679,092 $792,987 $171,195 $288,608 $0 $580,144 $1,418,040 $3,250,974 $0 $0 $400,773 $3,091,014 $0 $0 $3,491,787 Westland Rd. Reservoir and Booster Station $1,467,975 $0 $0 $0 $0 $0 $1,467,975 White Mountain Apache Tribe Water Rights Purchase $1,726,020 $483,286 $457,395 $431,505 $0 $0 $3,098,206 Zone 1/2 PRV Upgrades (91st and Cactus) $0 $0 $1,513,877 $0 $0 $0 $1,513,877 Zone 5E/6E PRV Station $0 $0 $0 $0 $0 $5,926,737 $5,926,737 $34,133,586 $38,541,175 $38,200,003 $9,716,457 $8,707,911 $61,256,710 $190,555,842 Water Facility Reconditioning Water/Wastewater/Expansion Fee Update Wellhead Water Quality Mitigation Wells - New Construction West Agua Fria Water Lines Western Area CAP Pump Station Total - Water 325 Total City of Peoria FY 2017 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 Category Funding Source Construction Water Carryover / Base FY 2017 Carryover $698,914 $0 $0 $0 $0 $0 $698,914 Total Budget $698,914 $0 $0 $0 $0 $0 $698,914 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 2017 Water Carryover $914,114 $0 $0 $0 $0 $0 Water Base $663,222 $0 $0 $0 $0 $0 $663,222 $1,577,336 $0 $0 $0 $0 $0 $1,577,336 Category Funding Source Construction Construction Total Budget FY 2018 326 FY 2019 FY 2020 FY 2021 FY 22-26 Total $914,114 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water 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 $156,276 $0 $156,276 Construction Water Base $0 $0 $0 $0 $2,238,735 $0 $2,238,735 Arts Water Base $0 $0 $0 $0 $23,951 $0 $23,951 $0 $0 $0 $0 $2,418,962 $0 $2,418,962 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 75th Avenue and Grand PRV Upgrade Project Number: UT00408 Council District: Acacia Project Location: 75th Avenue and Grand Project includes the abandonment and demolition of an existing PRV station located at 75th Avenue and Grand Avenue. A new Description: PRV station, located in the same vicinity, will be constructed per City standards. The project will upsize the existing 8-inch PRV to a 10-inch, and add a 4-inch low flow bypass as well. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $41,724 $0 $0 $0 $0 $41,724 Construction Water Base $0 $514,439 $0 $0 $0 $0 $514,439 Chargebacks Water Base $0 $37,931 $0 $0 $0 $0 $37,931 Arts Water Base $0 $5,562 $0 $0 $0 $0 $5,562 $0 $599,656 $0 $0 $0 $0 $599,656 Total Budget FY 2017 FY 2018 327 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water ADOT Well-Sports Complex Well Connection Project Number: UT00327 Council District: Willow Project Location: Sports Complex This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, 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 Exp. S. of Bell Base $0 $0 $25,103 $0 $0 $0 Study Water Expansion Post 1/ Base $0 $0 $1,127 $0 $0 $0 $1,127 Study Water Base $0 $0 $27,636 $0 $0 $0 $27,636 Design Water Exp. S. of Bell Base $0 $0 $251,029 $0 $0 $0 $251,029 Design Water Expansion Post 1/ Base $0 $0 $11,268 $0 $0 $0 $11,268 Design Water Base $0 $0 $276,361 $0 $0 $0 $276,361 Construction Water Exp. S. of Bell Base $0 $0 $912,235 $0 $0 $0 $912,235 Construction Water Expansion Post 1/ Base $0 $0 $40,949 $0 $0 $0 $40,949 Construction Water Base $0 $0 $1,004,292 $0 $0 $0 $1,004,292 Arts Water Exp. S. of Bell Base $0 $0 $11,633 $0 $0 $0 $11,633 Arts Water Expansion Post 1/ Base $0 $0 $522 $0 $0 $0 $522 Arts Water Base $0 $0 $12,807 $0 $0 $0 $12,807 $0 $0 $2,574,962 $0 $0 $0 $2,574,962 Total Budget FY 2017 FY 2018 328 FY 2019 FY 2020 FY 2021 FY 22-26 Total $25,103 City of Peoria FY 2017 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 FY 2017 Design Water Exp. N. of Bell Base $0 $370,589 $0 $0 $0 $0 $370,589 Construction Water Exp. N. of Bell Base $406,401 $3,760,417 $0 $0 $0 $0 $4,166,818 Chargebacks Water Exp. N. of Bell Base $0 $75,208 $0 $0 $0 $0 $75,208 Arts Water Exp. N. of Bell Base $0 $41,312 $0 $0 $0 $0 $41,312 $406,401 $4,247,526 $0 $0 $0 $0 $4,653,927 Total Budget Operating Impacts FY 2017 FY 2018 FY 2018 FY 2019 FY 2020 FY 2019 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total Non-Pers OPS $0 $0 $27,600 $27,600 $27,600 $138,000 $220,800 Total Operating Impacts $0 $0 $27,600 $27,600 $27,600 $138,000 $220,800 Butler Well Site Rehabilitation Project Number: UT00410 Council District: Pine Project Location: 103rd Avenue and Butler Dr Project includes several site rehabilitation tasks to bring the site up to City standard. General site work includes grading, tree Description: removal, wall painting, and landscaping. Concrete work includes new pad for the electrical lineup, the discharge box, and a few other minor items. Project will add an onsite retention basin with drywell for well startup waste. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $135,088 $0 $0 $0 $0 $0 $135,088 Construction Water Base $1,320,177 $0 $0 $0 $0 $0 $1,320,177 $1,455,265 $0 $0 $0 $0 $0 $1,455,265 Total Budget FY 2017 FY 2018 329 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Condition Assessment of Remote Sites Project Number: UT00256 Council District: Various Project Location: Citywide This project will assess the condition of all water, wastewater, and reuse water sites (excluding treatment plants). The information Description: gathered will be used to assess the overall funding needs for utility sites. In addition, this information may be used to increase the accuracy of some master plan elements. Budget by Fiscal Year Carryover / Base Category Funding Source Study Wastewater Carryover $10,000 $0 $0 $0 $0 $0 Study Water Carryover $20,000 $0 $0 $0 $0 $0 $20,000 Study Wastewater $0 $0 $150,000 $0 $0 $0 $150,000 Study Water $0 $0 $150,000 $0 $0 $0 $150,000 $30,000 $0 $300,000 $0 $0 $0 $330,000 Base Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $10,000 Desert Harbor-Arrowhead Shores Well Mixing Project Number: UT00312 Council District: Ironwood Project Location: 91st Av and Greenway Rd to Arrowhead Shores Well This project will recommission the waterline from the Desert Harbor well to the Arrowhead Shores reservoir in order to facilitate Description: mixing of the water sources. In addition, this project will evaluate the need for arsenic treatment and will implement the needed technologies and site improvements to meet water quality standards. Budget by Fiscal Year Carryover / Base FY 2017 Water Exp. N. of Bell Base $437,148 $437,148 $0 $0 $0 $0 $874,296 Water Exp. N. of Bell Base $0 $1,488,964 $0 $0 $0 $0 $1,488,964 Construction Water Base $0 $0 $982,048 $0 $0 $0 $982,048 Chargebacks Water Exp. N. of Bell Base $0 $3,443 $0 $0 $0 $0 $3,443 Chargebacks Water Base $0 $0 $8,032 $0 $0 $0 $8,032 Arts Water Exp. N. of Bell Base $0 $2,000 $0 $0 $0 $0 $2,000 Arts Water Base $0 $0 $9,920 $0 $0 $0 $9,920 $437,148 $1,931,555 $1,000,000 $0 $0 $0 $3,368,703 Category Funding Source Design Construction Total Budget FY 2018 330 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water 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 8,717 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 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 FY 22-26 Total $160,000 $694,400 $1,494,400 $1,600 $60,800 $67,200 $1,600 $1,600 $60,800 $67,200 $163,200 $163,200 $816,000 $1,628,800 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. Replacement, upgrade, and overhaul projects include replacement of chemical feed pumps, motors, VFDs, replacement of ozone generator and destruct unit components, mixers, influent screens, various analyzers, and miscellaneous building and site improvements. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water Carryover $45,000 $0 $0 $0 $0 $0 $45,000 Equipment Water Base $150,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,050,000 Chargebacks Water Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $195,000 $102,000 $102,000 $102,000 $102,000 $510,000 $1,113,000 331 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Greenway WTP 8 MGD Expansion Project Number: UT00311 Council District: Palo Verde Project Location: Greenway WTP This project provides for an 8 million gallons per day (MGD) expansion of the Greenway Water Treatment Plant from its current Description: capacity of 16 MGD to 24 MGD. The treatment plant was master planned to be expanded further to an ultimate capacity of 32 MGD. This project includes sizing major unit processes to increase existing capacity. The following unit processes will be sized to achieve a total capacity of 24 MGD - flocculation basin, final sedimentation basin, filters, chlorination equipment, ozone production equipment, and ancillary equipment and components. Budget by Fiscal Year 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 Exp. W. of Base $0 $0 $0 $59,134 $39,423 $0 $98,557 Study Wastewater Exp. E. of A Base $0 $0 $0 $85,096 $56,730 $0 $141,826 Study Wastewater Base $0 $0 $0 $8,164 $5,443 $0 $13,607 Study Water Exp. N. of Bell Base $0 $0 $0 $101,941 $67,960 $0 $169,901 Study Water Exp. S. of Bell Base $0 $0 $0 $16,328 $10,885 $0 $27,213 Study Water Expansion Post 1/ Base $0 $0 $0 $25,961 $17,308 $0 $43,269 Study Water Base $0 $0 $0 $8,164 $5,443 $0 $13,607 Chargebacks Wastewater Exp. W. of Base $0 $0 $0 $6,056 $4,037 $0 $10,093 Chargebacks Wastewater Exp. E. of A Base $0 $0 $0 $8,714 $5,810 $0 $14,524 Chargebacks Wastewater Base $0 $0 $0 $836 $557 $0 $1,393 Chargebacks Water Exp. N. of Bell Base $0 $0 $0 $10,439 $6,960 $0 $17,399 Chargebacks Water Exp. S. of Bell Base $0 $0 $0 $1,672 $1,115 $0 $2,787 Chargebacks Water Expansion Post 1/ Base $0 $0 $0 $2,659 $1,772 $0 $4,431 Chargebacks Water Base $0 $0 $0 $836 $557 $0 $1,393 $0 $0 $0 $336,000 $224,000 $0 $560,000 Total Budget FY 2017 FY 2018 332 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 Other Water Expansion Post 1/ Base $0 $0 $48,246 $0 $0 $0 $48,246 Design W/S Rev Bonds (Wtr) Base $0 $0 $179,537 $0 $0 $0 $179,537 Design Water Expansion Post 1/ Base $0 $0 $3,385 $0 $0 $0 $3,385 Construction W/S Rev Bonds (Wtr) Base $0 $0 $2,188,108 $0 $0 $0 $2,188,108 Construction Water Expansion Post 1/ Base $0 $0 $41,255 $0 $0 $0 $41,255 Chargebacks W/S Rev Bonds (Wtr) Base $0 $0 $120,225 $0 $0 $0 $120,225 Chargebacks Water Expansion Post 1/ Base $0 $0 $2,267 $0 $0 $0 $2,267 Arts W/S Rev Bonds (Wtr) Base $0 $0 $23,677 $0 $0 $0 $23,677 Arts Water Expansion Post 1/ Base $0 $0 $446 $0 $0 $0 $446 $0 $0 $2,607,146 $0 $0 $0 $2,607,146 Total Budget Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total Non-Pers OPS $0 $0 $0 $20,100 $20,100 $100,500 $140,700 Total Operating Impacts $0 $0 $0 $20,100 $20,100 $100,500 $140,700 333 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP Project Number: UT00269 Council District: Mesquite Project Location: Lake Plsnt Pkwy 24-inch Waterline, Loop 303 - LPWTP This project is part of the infrastructure necessary to gain access to the Lake Pleasant Water Treatment Plant (LPWTP). This Description: project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 24-inch waterline and appurtenances on Lake Pleasant Parkway from Loop 303 to a future take out structure south of LPWTP, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source Other Water Exp. N. of Bell Base $0 $0 $0 $0 Other Water Base $0 $0 $0 $0 Construction Water Exp. N. of Bell Base $0 $0 $0 Construction Water Base $0 $0 Chargebacks Water Exp. N. of Bell Base $0 $0 Chargebacks Water Base $0 Arts Water Exp. N. of Bell Base Arts Water Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $260,956 $260,956 $0 $554,984 $554,984 $0 $0 $4,934,968 $4,934,968 $0 $0 $0 $535,637 $535,637 $0 $0 $0 $82,853 $82,853 $0 $0 $0 $0 $42,987 $42,987 $0 $0 $0 $0 $0 $56,629 $56,629 $0 $0 $0 $0 $0 $13,000 $13,000 $0 $0 $0 $0 $0 $6,482,014 $6,482,014 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 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Water Base $200,000 $200,000 $200,000 $200,000 Water Base $0 $5,000 $5,000 $5,000 Water Base $0 $2,000 $2,000 $200,000 $207,000 $207,000 Category Funding Source Construction Chargebacks Arts Total Budget 334 FY 22-26 Total $200,000 $869,000 $1,869,000 $5,000 $89,000 $109,000 $2,000 $2,000 $77,000 $85,000 $207,000 $207,000 $1,035,000 $2,063,000 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water 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 Carryover / Base FY 2017 Carryover $4,000,000 $0 $0 $0 $0 $0 $4,000,000 $0 $420,792 $420,792 $420,792 $420,792 $2,103,960 $3,787,129 $0 $4,208 $4,208 $4,208 $4,208 $21,040 $37,871 $4,000,000 $425,000 $425,000 $425,000 $425,000 $2,125,000 $7,825,000 Category Funding Source Other WIFA Bonds Construction Water Base Arts Water Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 $437,194 $0 $437,194 Construction Water Base $0 $0 $0 $0 $0 $5,539,446 $5,539,446 Chargebacks Water Base $0 $0 $0 $0 $42,600 $0 $42,600 Arts Water Base $0 $0 $0 $0 $4,372 $55,395 $59,767 $0 $0 $0 $0 $484,166 $5,594,841 $6,079,007 Total Budget FY 2017 FY 2018 335 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water 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 Category Funding Source Construction Water Exp. N. of Bell Base $0 $0 $0 $26,405 $0 $0 $26,405 Construction Water Expansion Post 1/ Base $0 $0 $733,885 $0 $0 $0 $733,885 Arts Water Exp. N. of Bell Base $0 $0 $0 $267 $0 $0 $267 Arts Water Expansion Post 1/ Base $0 $0 $7,413 $0 $0 $0 $7,413 $0 $0 $741,298 $26,672 $0 $0 $767,970 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Pyramid Peak Water Treatment Plant Expansion Project Number: UT00334 Council District: Mesquite Project Location: North Peoria The project will provide for the design, permitting, construction, construction administration, and project management of an Description: expansion of the City of Glendale Pyramid Peak Water Treatment Plant. The project includes addition of a new treatment train, chemical feed systems, solids disposal facilities, pumping equipment, distribution or transmission piping, SCADA, instrumentation, electrical, mechanical, and other ancillary equipment, structures, and appurtenances. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water Design WIFA Bonds Base Construction WIFA Bonds Construction Water Expansion Post 1/ Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $800,000 $0 $0 $0 $0 $0 $800,000 $3,543,838 $1,791,411 $0 $0 $0 $0 $5,335,249 Base $0 $22,423,166 $20,989,971 $0 $0 $0 $43,413,137 Base $789,616 $0 $693,563 $0 $0 $0 $1,483,179 $5,133,454 $24,214,577 $21,683,534 $0 $0 $0 $51,031,565 Total Budget 336 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Quintero Plant Equipment Upgrade/Replacement Project Number: UT00418 Council District: Project Location: Quintero Water Treatment Plant The Quintero Water Treatment Plant is a membrane water treatment facility which treats Central Arizona Project water for the Description: Quintero public water system. As the facility ages, equipment will require replacement, major refurbishment, or upgrade. Projects will include pump and motor replacements, chemical system component replacements, membrane replacements, VFD replacements, rehabilitation of structures, and miscellaneous improvements. Budget by Fiscal Year Category Funding Source Equipment Water Carryover / Base FY 2017 Base $150,000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $150,000 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 $0 $0 $0 $0 $0 $75,000 Equipment Wastewater Base $0 $75,000 $75,000 $350,000 $75,000 $650,000 $1,225,000 Equipment Water Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $75,000 $75,000 $75,000 $350,000 $75,000 $650,000 $1,300,000 $150,000 $150,000 $150,000 $700,000 $150,000 $1,300,000 $2,600,000 337 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Technology and Security Master Plan Project Number: UT00304 Council District: Various Project Location: Citywide This project merges three previous master plans into a consolidated plan, linking planning efforts for 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 $75,000 $0 $0 $0 $0 $75,000 Study Water Exp. N. of Bell Base $0 $171,000 $0 $0 $0 $0 $171,000 Study Water Exp. S. of Bell Base $0 $13,500 $0 $0 $0 $0 $13,500 Study Water Expansion Post 1/ Base $0 $40,500 $0 $0 $0 $0 $40,500 $0 $300,000 $0 $0 $0 $0 $300,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Terramar Booster Pump Station Rehabilitation Project Number: UT00412 Council District: Mesquite Project Location: Jomax Rd and Terramar Complete site rehabilitation including structural, mechanical and electrical as needed. Description: Budget by Fiscal Year Carryover / Base Category Funding Source Other Water Base $0 $0 $37,684 $0 $0 $0 $37,684 Design Water Base $0 $0 $142,879 $0 $0 $0 $142,879 Construction Water Base $0 $0 $1,741,342 $0 $0 $0 $1,741,342 Chargebacks Water Base $0 $0 $95,678 $0 $0 $0 $95,678 Arts Water Base $0 $0 $18,842 $0 $0 $0 $18,842 $0 $0 $2,036,425 $0 $0 $0 $2,036,425 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Thunderbird Rd 16" Watermain Replacement Project Number: UT00416 Council District: Ironwood Project Location: L101 to 88th Avenue This project will replace approximately 1500 feet of existing 16-inch PVC watermain. The new watermain will tie into existing Description: piping at two locations and will be placed beneath the Loop 101 using a jack and bore method. Budget by Fiscal Year Carryover / Base FY 2017 Water Base $137,273 $0 $0 $0 $0 $0 Water Base $66,557 $0 $0 $0 $0 $0 $66,557 Design Water Base $279,877 $0 $0 $0 $0 $0 $279,877 Construction Water Base $2,910,717 $0 $0 $0 $0 $0 $2,910,717 $3,394,424 $0 $0 $0 $0 $0 $3,394,424 Category Funding Source Study Other Total Budget FY 2018 338 FY 2019 FY 2020 FY 2021 FY 22-26 Total $137,273 City of Peoria FY 2017 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 2017 Equipment Commercial Solid Waste Base $0 $0 $0 $0 $250,000 $0 $250,000 Equipment Wastewater Exp. W. of Base $0 $0 $0 $0 $102,500 $0 $102,500 Equipment Wastewater Exp. E. of A Base $0 $0 $0 $0 $147,500 $0 $147,500 Equipment Wastewater Base $0 $0 $0 $0 $600,000 $0 $600,000 Equipment Solid Waste Expansion Base $0 $0 $0 $250,000 $0 $0 $250,000 Equipment Residential Solid Waste Base $0 $0 $0 $0 $600,000 $0 $600,000 Equipment Water Exp. N. of Bell Base $0 $0 $0 $0 $190,000 $0 $190,000 Equipment Water Exp. S. of Bell Base $0 $0 $0 $0 $15,000 $0 $15,000 Equipment Water Expansion Post 1/ Base $0 $0 $0 $0 $45,000 $0 $45,000 Equipment Water Base $0 $0 $0 $0 $600,000 $0 $600,000 $0 $0 $0 $250,000 $2,550,000 $0 $2,800,000 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 FY 2017 Water Carryover $3,031,408 $0 $0 $0 $0 $0 Water Base $1,185,181 $0 $0 $0 $0 $0 $1,185,181 $4,216,589 $0 $0 $0 $0 $0 $4,216,589 Category Funding Source Construction Construction Total Budget FY 2018 339 FY 2019 FY 2020 FY 2021 FY 22-26 Total $3,031,408 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water W108 Bailey Well Site Improvements Project Number: UT00414 Council District: Palo Verde Project Location: Cactus Rd and 75th Avenue Well site improvements including a new CMU wall and access gates, site grading, site lighting and new dry well. Description: Budget by Fiscal Year Carryover / Base Category Funding Source Other Water Base $0 $0 $0 $0 $9,261 $0 $9,261 Design Water Base $0 $0 $0 $0 $35,112 $0 $35,112 Construction Water Base $0 $0 $0 $0 $427,924 $0 $427,924 Chargebacks Water Base $0 $0 $0 $0 $23,512 $0 $23,512 Arts Water Base $0 $0 $0 $0 $4,630 $0 $4,630 $0 $0 $0 $0 $500,439 $0 $500,439 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 $45,000 $0 $0 $45,000 $45,000 Study Water Base $0 $45,000 $0 $0 $45,000 $45,000 $135,000 $0 $90,000 $0 $0 $90,000 $90,000 $270,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 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. Currently, the Department plans to rehabilitate the following reservoirs over the next five (5) years: Sports Complex (East Tank); Sonoran Mtn. Ranch; Vistancia 4/5 East Tank; and Vistancia 4/5 West Tank. Budget by Fiscal Year Carryover / Base FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Water Base $495,000 $496,925 $800,000 $800,000 Water Base $0 $3,106 $5,000 $5,000 Water Base $0 $4,969 $8,000 $495,000 $505,000 $813,000 Category Funding Source Construction Chargebacks Arts Total Budget 340 FY 22-26 Total $800,000 $3,471,000 $6,862,925 $5,000 $291,000 $309,106 $8,000 $8,000 $303,000 $331,969 $813,000 $813,000 $4,065,000 $7,504,000 City of Peoria FY 2017 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 $50,000 $0 $0 $0 $0 $0 $50,000 Construction Water Base $1,000,000 $1,000,000 $1,000,000 $0 $0 $0 $3,000,000 Arts Water Base $0 $10,000 $10,000 $0 $0 $0 $20,000 $1,050,000 $1,010,000 $1,010,000 $0 $0 $0 $3,070,000 Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 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 FY 2017 Wastewater Base $1,035,396 $0 $0 $0 $0 $0 Water Base $2,104,996 $0 $0 $0 $0 $0 $2,104,996 $3,140,392 $0 $0 $0 $0 $0 $3,140,392 Category Funding Source Equipment Equipment Total Budget FY 2018 341 FY 2019 FY 2020 FY 2021 FY 22-26 Total $1,035,396 City of Peoria FY 2017 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 Carryover $7,200 $0 $0 $0 $0 $0 Study Wastewater Exp. W. of Carryover $9,200 $0 $0 $0 $0 $0 $9,200 Study Wastewater Exp. E. of A Carryover $23,600 $0 $0 $0 $0 $0 $23,600 Study Water Exp. N. of Bell Carryover $30,400 $0 $0 $0 $0 $0 $30,400 Study Water Exp. S. of Bell Carryover $2,400 $0 $0 $0 $0 $0 $2,400 Study Water Expansion Post 1/ Carryover $7,200 $0 $0 $0 $0 $0 $7,200 Study Wastewater Exp. W. of Base $0 $0 $0 $20,500 $0 $41,000 $61,500 Study Wastewater Exp. E. of A Base $0 $0 $0 $29,500 $0 $59,000 $88,500 Study Water Exp. N. of Bell Base $0 $0 $0 $45,000 $0 $90,000 $135,000 Study Water Exp. S. of Bell $0 $0 $0 $5,000 $0 $10,000 $15,000 $80,000 $0 $0 $100,000 $0 $200,000 $380,000 Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $7,200 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 Other Water Base $0 $78,435 $0 $0 $0 $0 $78,435 Design Water Base $294,440 $0 $0 $0 $0 $0 $294,440 Construction Water Base $0 $3,624,385 $0 $0 $0 $0 $3,624,385 Chargebacks Water Base $0 $199,142 $0 $0 $0 $0 $199,142 Arts Water Base $0 $39,218 $0 $0 $0 $0 $39,218 $294,440 $3,941,180 $0 $0 $0 $0 $4,235,620 Total Budget FY 2017 FY 2018 342 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 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 Carryover / Base FY 2017 Water Exp. N. of Bell Carryover $1,547,979 $0 $0 $0 $0 $0 $1,547,979 Water Expansion Carryover $1,284,262 $0 $0 $0 $0 $0 $1,284,262 Base $50,000 $0 $40,306 $0 $0 $0 $90,306 Land Acquisi Water Exp. N. of Bell Base $0 $0 $80,613 $0 $0 $0 $80,613 Design Water Exp. N. of Bell Base $0 $0 $58,311 $271,794 $0 $0 $330,105 Construction Water Exp. N. of Bell Base $0 $0 $1,506,357 $2,727,955 $0 $0 $4,234,312 Chargebacks Water Exp. N. of Bell Base $0 $0 $25,135 $44,037 $0 $0 $69,172 Arts Water Exp. N. of Bell Base $0 $0 $15,064 $27,280 $0 $0 $42,344 $2,882,241 $0 $1,725,785 $3,071,066 $0 $0 $7,679,092 Category Funding Source Construction Construction Study Water Exp. N. of Bell Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total 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 2017 Water Exp. N. of Bell Carryover $539,226 $0 $0 $0 $0 $0 $539,226 Water Exp. N. of Bell Base $253,761 $169,483 $285,722 $0 $574,343 $1,403,860 $2,687,168 Category Funding Source Construction Construction Arts Water Exp. N. of Bell Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total $0 $1,712 $2,886 $0 $5,801 $14,180 $24,580 $792,987 $171,195 $288,608 $0 $580,144 $1,418,040 $3,250,974 343 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Western Area CAP Pump Station Project Number: UT00274 Council District: Mesquite Project Location: 163rd Ave and Jomax The project will design and construct upgrades to the CAP Pump Station that provides raw water to the Quintero Water Treatment Description: Facility. Project includes backfill of an existing basin, replacement of pump station piping, replacement of existing pumps, and the relocation and replacement of existing electrical equipment. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Land Acquisi Water Base $0 $0 $52,733 $0 $0 $0 $52,733 Design Water Base $0 $0 $348,040 $0 $0 $0 $348,040 Construction Water Base $0 $0 $0 $2,900,330 $0 $0 $2,900,330 Chargebacks Water Base $0 $0 $0 $158,200 $0 $0 $158,200 Arts Water Base $0 $0 $0 $32,484 $0 $0 $32,484 $0 $0 $400,773 $3,091,014 $0 $0 $3,491,787 Total Budget 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 Design Water Expansion Post 1/ Construction Water Expansion Post 1/ Carryover / Base FY 2017 Carryover $800,000 $0 $0 $0 $0 $0 $800,000 Base $130,684 $0 $0 $0 $0 $0 $130,684 Base $537,291 $0 $0 $0 $0 $0 $537,291 $1,467,975 $0 $0 $0 $0 $0 $1,467,975 Total Budget FY 2018 344 FY 2019 FY 2020 FY 2021 FY 22-26 Total City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water White Mountain Apache Tribe Water Rights Purchase Project Number: UT00234 Council District: All Project Location: Northern Peoria This project addresses a future shortage of renewable water resources as identified in the Water Resource Master Plan. This Description: project will purchase additional Central Arizona Project (CAP) water rights from the White Mountain Apache Tribe. Budget by Fiscal Year Carryover / Base Category Funding Source Construction Water Resource Fee 201 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 $0 $483,286 $457,395 $431,505 $0 $0 $1,372,186 $1,726,020 $483,286 $457,395 $431,505 $0 $0 $3,098,206 Base Total Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 22-26 Total Zone 1/2 PRV Upgrades (91st and Cactus) Project Number: UT00261 Council District: Palo Verde Project Location: 91st Avenue and Cactus Rd Project includes the abandonment and demolition of two existing PRV stations located on the southwest and southeast corners at Description: 91st Avenue and Cactus Road. A new PRV station, located in a concrete vault, will be installed on the northeast corner of the intersection. The new PRV will serve the function of both existing PRV's. Budget by Fiscal Year Carryover / Base Category Funding Source Design Water Base $0 $0 $105,336 $0 $0 $0 $105,336 Construction Water Base $0 $0 $1,298,740 $0 $0 $0 $1,298,740 Chargebacks Water Base $0 $0 $95,759 $0 $0 $0 $95,759 Arts Water Base $0 $0 $14,041 $0 $0 $0 $14,041 $0 $0 $1,513,877 $0 $0 $0 $1,513,877 Total Budget Operating Impacts FY 2017 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 22-26 FY 22-26 Total Total Personal OPS $0 $0 $1,800 $1,800 $1,800 $9,000 $14,400 Non-Pers OPS $0 $0 $2,400 $2,400 $2,400 $12,000 $19,200 Total Operating Impacts $0 $0 $1,800 $1,800 $1,800 $9,000 $14,400 345 City of Peoria FY 2017 Annual Program Budget Capital Improvement Program Water Zone 5E/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 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 Carryover / Base Category Funding Source FY 2017 FY 2018 FY 2019 FY 2020 Study Water Exp. N. of Bell Base $0 $0 $0 $0 Study Water Expansion Post 1/ Base $0 $0 $0 $0 Other Water Exp. N. of Bell Base $0 $0 $0 Other Water Expansion Post 1/ FY 2021 FY 22-26 Total $0 $131,699 $131,699 $0 $7,085 $7,085 $0 $0 $155,405 $155,405 Base $0 $0 $0 $0 $0 $8,360 $8,360 Land Acquisi Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $131,699 $131,699 Land Acquisi Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $7,085 $7,085 Design Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $526,796 $526,796 Design Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $28,339 $28,339 Construction Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $4,626,122 $4,626,122 Chargebacks Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $239,453 $239,453 Chargebacks Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $12,881 $12,881 Arts Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $49,168 $49,168 Arts Water Expansion Post 1/ Base $0 $0 $0 $0 $0 $2,645 $2,645 $0 $0 $0 $0 $0 $5,926,737 $5,926,737 Total Budget 346 City of Peoria FY 2017 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 Full-Time Equivalent Employees and estimated Personnel Compensation by fund type. 347 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 33 34 35 36 37 38 Fleet Maintenance Fleet Reserve Insurance Reserve Facilities Maintenance Information Technology Information Technology Reserve Information Technology Projects Total Internal Service Funds 39 Fireman's Pension 40 Agency Funds Total Trust & Agency Funds 41 42 43 44 45 46 47 General Obligation Bonds MDA Bonds HURF Bonds Capital Projects - Streets/Economic Development Improvement Districts Facility Projects Outside Source Fund Total Capital Projects Funds 48 General Obligation Bonds 49 MDA Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total ESTIMATED BALANCE 7/1/16 PROJECTED REVENUES $44,890,117 $12,966,936 $8,002,317 $129,954,089 $19,720,044 $40,000 $65,859,370 $149,714,133 $17,016,048 $48,198 $2,529 $27,017,588 $29,848,987 $528,659 $66,067 $68,939 $5,262,366 $119,666 $79,979,047 $25,846,234 $8,679,835 $9,742,765 ($24,558) $5,772,162 $8,210,067 $2,588,172 $7,753,136 $1,715,594 $2,097,176 $6,373,415 $894,144 $956,547 $80,604,689 $6,930,513 $17,565,149 $364,507 $1,121,241 $1,266,058 $755,186 $28,002,654 $28,891 - $28,891 $17,992,450 $7,802 $10,353,302 - $13,821,642 $704,949 $132,611 $11,953,148 $6,213,100 $434,116 $306,000 $35,100 $783,062 $5,136,301 $505,056 $40,025,085 $41,878,535 $1,008,399 $4,750,750 $7,600,000 $21,804,385 $178,733 $1,343,000 $9,399,500 $2,096,200 $1,328,571 $40,000 $3,172,000 $362,434 $94,962,507 $5,407,063 $2,369,385 $20,893,585 $5,974,845 $9,076,676 $768,755 - $44,490,309 TRANSFERS IN TOTAL SOURCES $6,225,605 - $6,225,605 $30,700 $221,799,108 $1,704,949 $300,000 - $2,004,949 $4,778,775 $67,724,769 $9,846,334 $14,493,515 $7,575,442 $30,157,722 $8,388,800 $3,931,172 $17,152,636 $3,811,794 $3,425,747 $6,413,415 $6,066,144 $1,358,481 $180,345,971 $213,058 $500,000 $958,082 $786,010 $586,400 $3,043,550 $5,407,063 $9,512,956 $38,958,734 $6,339,352 $11,155,999 $2,820,823 $1,341,586 $75,536,513 - - $11,767,000 $60,000 $8,664,176 $32,542,639 $753,147 $135,140 $38,970,736 $36,062,087 $434,116 $1,134,659 $101,167 $852,001 $10,398,667 $624,722 $122,009,081 $158,100 $2,581,175 $2,000,000 $39,500 $30,700 - $181,069,811 $32,686,980 $8,042,317 - $59,591 - $59,591 $29,759,450 $7,802 $10,413,302 $8,664,176 $28,353,554 $20,491,176 - $48,844,730 $24,376,629 $6,090,809 $694,199 $15,710,236 $15,000 $479,550 $9,074,656 - $40,086,865 $15,180,465 $1,173,749 $31,161,637 $16,204,786 $9,074,656 $56,441,079 $313,989,842 $365,918,696 $25,127,535 $705,036,073 348 Schedule 1 - All Funds Summary OPERATIONS CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS CONTINGENCY EXPENDITURE DEBT OUT $139,333,398 $2,537,391 $500,526 $1,971,949 $3,728,768 $2,537,120 $142,371,315 $8,237,837 $10,184,149 $177,564 $5,789,950 $434,116 $1,091,924 $25,260 $576,062 $3,283,724 $490,741 $22,053,490 $445,000 $5,512,961 $19,798,196 $12,450,716 - $37,761,873 $23,412,402 $1,378,907 $11,278,621 $62,000 $10,247,373 $2,384,607 $1,759,000 $777,170 $4,895,041 $130,000 $56,325,121 $48,363,429 $13,862,014 $565,000 - - $6,649,964 $7,212,050 - $565,000 - $30,600 - $30,600 - - $20,783,130 $8,725,701 $7,543,838 $5,878,376 $3,018,865 $450,000 $509,174 $46,909,084 $5,337,188 $3,861,538 $20,823,028 $5,950,564 $10,167,291 $976,010 $1,247,810 $445,000 - $21,000,000 $8,000,000 $2,250,000 $162,305,347 $14,711,159 $5,287,646 $31,250,000 $182,304,152 $500,000 $1,000,000 $4,200,000 $25,000 $3,225,000 - $8,950,000 $68,765,363 $2,000,000 $300,000 $1,100,000 $1,000,000 $200,000 $700,000 $100,000 $300,000 $100,000 $1,000,000 $100,000 $550,000 $7,450,000 - - $124,546,219 $2,950,000 - - - $22,222,762 $4,303,031 $8,664,176 - $2,500,000 $2,000,000 - - $5,337,188 $4,211,538 $23,173,028 $6,000,564 $10,217,291 $1,641,010 $1,297,810 $51,878,429 - $35,189,969 $52,845,496 $1,678,907 $9,825,701 $7,543,838 $25,369,047 $262,000 $3,718,865 $10,347,373 $2,684,607 $1,859,000 $1,777,170 $5,445,041 $1,189,174 $350,000 $2,350,000 $50,000 $50,000 $100,000 $50,000 - - $16,197,110 $20,975,760 $22,440,666 $434,116 $1,116,924 $25,260 $576,062 $6,508,724 $490,741 - $603,691 $11,823,889 - $12,427,580 $53,911 $704,949 $132,611 $5,996,568 $1,896 $313,301 - $7,203,236 $4,160,864 $30,600 $18,160,773 $6,151,932 $2,754,671 $194,731,732 $27,067,376 $16,251,021 $704,949 $132,611 $26,972,328 $22,440,666 $434,116 $1,118,820 $25,260 $576,062 $6,822,025 $490,741 $55,963,725 $1,680,803 $10,626,561 $7,543,838 $25,555,596 $262,000 $3,718,865 $10,353,874 $2,685,961 $1,859,000 $1,777,170 $5,490,516 $1,189,174 $128,707,083 $69,875 $501,083 $14,897 $750,000 - $1,335,855 $5,407,063 $4,211,538 $23,674,111 $6,015,461 $10,967,291 $1,641,010 $1,297,810 $53,214,284 - - $24,722,762 $6,303,031 $8,664,176 $162,909,038 $26,535,048 $5,287,646 $75,968,599 $3,118,229 $1,896 $800,860 $186,549 $6,501 $1,354 $45,475 - $30,600 - TOTAL USES - ESTIMATED BALANCE 6/30/17 $30,600 - $30,600 $24,722,762 $6,303,031 $8,664,176 $16,291,618 $48,198 $2,529 $11,998,408 $13,621,421 $15,839 $75,907 $275,939 $3,576,642 $133,981 4 5 6 7 8 9 10 11 12 13 14 15 $46,040,482 $11,761,044 $8,165,531 $3,866,954 $31,604 $4,602,126 $8,126,800 $212,307 $6,798,762 $1,125,833 $1,566,747 $4,636,245 $575,628 $169,307 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 $51,638,888 $5,301,418 $15,284,623 $323,891 $188,708 $1,179,813 $43,776 32 33 34 35 36 37 38 $22,322,229 $28,991 - 39 40 $28,991 $5,036,688 $7,802 $4,110,271 - - $4,500,000 $39,689,969 - $39,689,969 $9,154,761 $21,322,010 $7,586,708 $476,550 $150,000 $150,000 $100,000 $21,472,010 $7,736,708 $576,550 - $21,472,010 $7,736,708 $576,550 $18,614,855 $7,443,757 $597,199 - - $29,385,268 $400,000 $29,785,268 - $29,785,268 $26,655,811 $269,143,955 $128,663,763 $43,692,282 $55,500,000 $497,000,000 $25,127,535 $522,127,535 $182,908,538 349 1 2 3 41 42 43 44 45 46 47 48 49 50 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Estimate FY 2017 Budget $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 $0 $701,402 $197,777 $418,939 $348,405 $2,023,517 $7,462 $31,431 $2,832,194 $1,362,177 $45,711,231 $45,924 $3,506,497 $9,339 $85,171 $3 $6,561,654 $422,557 $1,621,428 $349,016 $780,634 $1,611,527 $164,531 $21,451,149 $725,022 $2,277,022 $120 $680,381 $249,923 $266,030 $388,112 $2,086,284 $7,462 $36,135 $2,917,679 $1,394,016 $47,637,615 $32,000 $3,750,000 $5,000 $85,000 $0 $6,900,000 $450,000 $1,625,000 $375,000 $750,000 $1,700,000 $168,600 $22,500,000 $760,000 $2,325,000 $0 $635,000 $150,000 $200,000 $450,000 $2,238,500 $7,500 $30,000 $2,990,000 $1,400,000 $49,526,600 $32,000 $3,500,000 $5,000 $85,000 $0 $7,152,986 $460,125 $1,661,563 $383,438 $766,875 $1,762,330 $172,394 $23,296,366 $776,582 $2,427,683 $0 $643,995 $150,000 $200,000 $425,000 $2,365,156 $0 $30,000 $3,119,844 $1,400,000 $50,816,337 $13,431,637 $17,172,500 $219,821 $0 $29,236 $0 $8,008 $0 $0 $5,495,225 $10,000 $120,936 $302,667 $69,325 $22,335 $572,916 $268,980 $185,927 $463,153 $184,141 $146,880 $25,200 $13,992,021 $18,650,521 $104,590 $0 $0 $129,986 $8,041 $0 $60 $5,876,235 $0 $110,730 $284,983 $38,120 $18,849 $558,607 $240,835 $231,174 $448,133 $169,768 $101,440 $18,720 $14,708,241 $18,549,406 $241,167 $77,500 $626 $0 $0 $0 $79,800 $6,200,000 $0 $110,000 $250,000 $68,890 $22,100 $558,200 $255,717 $177,088 $441,132 $175,020 $144,870 $25,040 $15,548,215 $20,484,109 $175,076 $77,500 $0 $100,000 $0 $0 $0 $6,282,500 $0 $110,000 $250,000 $70,440 $22,597 $721,760 $261,443 $181,053 $451,010 $178,939 $148,130 $25,603 General Fund Revenues Sales Tax-Advertising $27,161 Sales Tax-Constr Contracting $2,620,283 Sales Tax-Job Printing $4,017 Sales Tax-Publishing $96,759 Sales Tax-Transp for Hire $1,063 Sales Tax-Restaurants/Bars $5,834,448 Sales Tax-Rent/Tangible Prop $330,491 Sales Tax-Commercial Rental $1,745,578 Sales Tax-Vehicle Rental $298,430 Sales Tax-Hotels/Motels $594,886 Sales Tax-Apts/Rm House/Resid $1,436,512 Sales Tax-Trailer Courts $176,833 Sales Tax-Retail $18,951,254 Sales Tax-Amusements $709,123 Sales Tax-Utilities $2,225,253 Sales Tax-Cable T.V. $0 Sales Tax-Telecommunication $699,369 Sales Tax-Penalties/Interest $163,010 Sales Tax Recoveries $272,540 Use Tax $263,773 Property Tax $2,161,146 Govt Prop Lease Excise Tax Rev $7,462 SRP In-lieu Tax $32,410 Utility Franchise $2,807,169 Cablevision Franchise $1,328,836 Subtotal - Revenues $42,787,806 Revenues State Shared Sales Tax Urban Revenue Sharing Peoria Distr Share-Pool Intergovtl Partic-PD Library Intergovtl Revenues Grant Revenue Grant Revenue-Comm Svc Grant Revenue - Police Grant Revenue - Federal Auto Lieu Tax 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 $12,665,191 $14,425,958 $205,885 $0 $58,352 $4,500 $7,975 $27,295 $442 $5,155,206 $0 $146,049 $383,648 $41,577 $19,058 $479,622 $274,839 $222,291 $331,004 $110,450 $140,430 $23,160 350 Schedule 2 - All Funds Revenue Fund Category Account Description Addressing Fee Water Review Fee-Eng Sewer Review Fee-Eng Street Review Fee-Eng Storm Drainage Report-Eng Traffic Impact Report-Eng Storm Water Mgmt Rpt-Eng Retaining Wall Inspection Retaining Wall Review Fee Traffic Plan Check Fee Concrete Inspection Fire-Plans Review Fee Fire-New Bldg Inspection Fee New Const Inspect-After hours ALS Ambulance Transport BLS Ambulance Transport Ambulance Mileage Reimbursement Ambulance Medical Supplies Reimbursement Expedited Plan Check Fee Expedited Eng Svc Rev Fees Reimb for O/S Inspec O/T SLID Appl/Process Fee MID Appl/Process Fee Filming Application and Fees Homeowners Assoc Academy Fee Advanced Life Support Fees EMS Contract Misc Fees Fire Svc to County Islands Fire EMT Services Fire- Commercial Inspections Fire-Resale Revenue Swimming Pool Fees Swim Pool Admin Fees-Txb Rec Revenue-Outdoor Rec Revenue-AM/PM Program Rec Revenue-Tot Time Prog Rec Revenue-Summer Rec Prg Rec Retl-Txb-Summer Rec Rec Revenue-Summer Camp Rec Revenue-SIC - Adult Rec Revenue-SIC - Youth Rec Revenue-Sports Programs - Adult Rec Revenue-Sports Programs - Youth Rec Revenue-Senior Program Rec Revenue-Adapt Rec Prog Rec Revenue-Special Events Rec Revenue-Teen Program Rio Vista Rec Center Memberships Rio Vista Retail Sales Rio Vista Program Revenues Library Copy/Print Fees - Main Library Copy/Print Fees - Branch FY 2013 Actual $18,675 $86,600 $79,330 $122,600 $61,584 $19,000 $15,950 $111,730 $11,000 $35,920 $120,240 $58,291 $21,875 $0 $0 $0 $0 $0 $6,240 $0 $13,350 $12,090 $13,365 $50 $1,180 $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 $826,239 $261 $1,477 $11,382 $6,384 351 FY 2014 Actual $43,425 $84,010 $97,350 $144,610 $43,018 $16,800 $19,250 $73,228 $17,500 $64,100 $280,637 $83,495 $33,425 $1,400 $0 $0 $0 $0 $4,320 $1,080 $50,025 $15,600 $18,690 $0 $500 $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 $805,584 $161 $1,310 $10,811 $6,669 FY 2015 Actual $18,675 $66,030 $64,890 $98,760 $26,850 $7,800 $10,500 $94,089 $16,000 $36,960 $314,756 $166,770 $71,718 $1,400 $0 $0 $0 $0 $6,440 $7,100 $20,963 $8,595 $12,450 $0 $880 $487,618 $273,623 $100,323 $0 $209,125 $5,659 $287,278 $2,459 $6,388 $1,910,529 $429,969 $151,945 $2,723 $745,978 $29,519 $126,051 $376,103 $377,698 $90,681 $73,663 $187,052 $84,067 $775,903 $78 $1,205 $13,669 $7,014 FY 2016 Estimate $43,150 $83,020 $96,020 $143,690 $42,750 $16,690 $19,130 $69,748 $17,390 $63,690 $267,295 $55,000 $20,000 $0 $0 $0 $0 $0 $4,290 $0 $15,338 $15,500 $17,500 $0 $400 $500,000 $350,000 $75,000 $0 $240,000 $2,000 $321,115 $0 $7,489 $2,118,079 $430,455 $179,130 $0 $750,185 $46,000 $140,000 $376,435 $300,992 $87,000 $74,920 $264,078 $92,000 $784,641 $5,800 $20,000 $16,500 $12,500 FY 2017 Budget $44,121 $84,888 $98,180 $146,923 $43,712 $17,066 $19,560 $71,310 $17,781 $65,123 $273,280 $55,000 $20,000 $0 $723,536 $433,688 $175,669 $100,447 $4,387 $0 $15,683 $15,849 $17,894 $0 $400 $514,165 $359,915 $75,000 $0 $310,000 $2,000 $351,115 $0 $7,489 $2,029,000 $388,865 $179,130 $0 $745,100 $46,000 $140,000 $674,867 $399,370 $90,000 $79,220 $382,300 $99,000 $808,132 $5,800 $20,000 $11,000 $6,500 Schedule 2 - All Funds Revenue Fund Category Account Description Prfrmg Arts Ctr-Beverage sales Recycling Program Revenue Fees for General Services Fees for Gen Svcs-Fire Fees for General Svcs-Police Training Revenue Lien Filing Fees In Kind Revenues Allocated Interdept Svc Chrgs CIP Engineering Charges CIP Finance Charges 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 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 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 FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Estimate $0 $16,245 $15,562 $429,834 $51,806 $26,328 $876 $0 $12,073,111 $1,349,821 $120,000 $279,996 $1,233,811 $53,642 $0 $750,323 $55,485 $83,832 $52,760 $600 $29,050 $24,125 $200 $250 $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 $34,603 $61,502 $0 $79,445 $0 $30,708 $0 $88,992 $13,475 $22,339 $32,245 $729,195 $349 $11,325 $15,437 $433,914 $41,264 $0 $801 $14,930 $12,743,673 $1,156,561 $120,000 $223,615 $1,509,733 $56,684 $40 $753,727 $48,325 $80,216 $55,827 $2,500 $32,735 $36,443 $800 $250 $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 $40,776 $61,317 $34,817 $66,805 $49,403 $24,546 $10,572 $103,823 $15,057 $45,617 $32,258 $175,813 $0 $470 $14,693 $219,945 $40,687 $2,599 $746 $9,650 $13,553,834 $943,538 $90,000 $262,954 $1,783,121 $65,275 $15 $724,554 $61,108 $84,333 $68,446 $325 $33,065 $36,182 $800 $12,000 $760,883 $273,768 $1,311 $26,954 $65,615 $369 $235 $955 $38,550 $9,638 $17,142 $86,720 $104,543 $60,827 $246,481 $0 $54,475 $61,503 $42,319 $121,137 $131,910 $16,737 $19,432 $121,471 $14,126 $35,737 $35,632 $174,879 $866 $2,000 $6,213 $438,180 $40,000 $0 $434 $2,100 $14,029,187 $1,639,091 $60,000 $220,960 $1,491,660 $57,053 $0 $688,321 $45,000 $73,000 $50,000 $5,410 $33,000 $40,000 $1,000 $0 $700,000 $300,000 $11,500 $30,000 $75,000 $1,000 $70 $400 $60,000 $15,000 $13,000 $82,000 $93,000 $45,000 $119,801 $0 $20,000 $65,000 $47,700 $107,000 $133,000 $23,000 $20,000 $107,790 $15,239 $35,000 $29,500 $125,000 352 FY 2017 Budget $0 $2,000 $0 $440,371 $40,000 $0 $0 $0 $14,749,191 $1,600,000 $60,000 $303,572 $2,044,816 $58,669 $0 $707,821 $45,000 $73,000 $50,000 $5,532 $28,000 $17,000 $1,000 $0 $770,765 $278,895 $41,500 $20,000 $65,921 $1,000 $0 $0 $60,000 $15,000 $13,000 $70,000 $90,000 $45,000 $124,593 $0 $20,000 $65,000 $51,560 $110,000 $138,000 $23,000 $20,000 $107,790 $15,239 $52,374 $29,500 $125,000 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2013 Actual Rent-AZ Broadway Theater(KLOS) $7,820 Rent Revenue - Arts Ctr Ticket Surchrg $758 Interest Income $145,667 Realized Gains/Losses-Invest $0 Misc Police Revenues $132,803 Reimb Revenue-General $703,230 State Fire Reimbursement $159,626 Reimbursement-Jury Duty $356 Reimbursement for O/T $12,030 Reimb-Comm Svcs $0 Reimb Rev-Empl Overpymt $0 Repymt Zone Revenues $0 Contributions - General $0 Commissions $36 Cash Over/Short $202 Cash Over/Short-Comm Svcs $90 Misc A/R Penalties ($5,816) Gain on Disp of FA-Genl Govt $0 Gain on Disp of FA-Rec $0 Auction Proceeds $0 Other Revenue $182,100 Southwest Gas Capital Funds $0 Subtotal - Revenues $63,444,666 Total - General Fund FY 2014 Actual FY 2015 Actual FY 2016 Estimate FY 2017 Budget $48,289 $22,808 $126,603 $473 $123,741 $9,762 $236,069 $300 $6,311 $14 $178 $0 $0 $0 ($302) ($4) $8,845 $8,317 $9,475 $40,851 $40,340 $0 $67,384,486 $76,651 $9,055 $158,652 $30 $158,204 $378,613 $271,986 $48 $1,710 $24,284 $0 $510,748 $700 $0 ($38) $2 ($139,765) $0 $0 $10,642 $52,148 $0 $70,836,116 $70,000 $6,005 $160,000 $0 $75,000 $339,730 $90,000 $0 $7,500 $89,573 $0 $31,996 $0 $0 $0 $0 $5,000 $0 $0 $15,000 $15,000 $420,000 $72,791,996 $70,000 $0 $175,000 $0 $75,000 $339,730 $90,000 $0 $7,500 $89,573 $0 $0 $0 $0 $0 $0 $5,000 $0 $0 $15,000 $15,000 $420,000 $79,137,752 $106,232,472 $113,095,717 $118,473,731 $122,318,596 $129,954,089 $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 $9,477,292 $177,306 $1,112,626 $0 $349,748 $81,269 $132,146 $131,912 $16,355,777 $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 $10,244,911 $171,515 $1,119,424 $0 $350,765 $98,626 $206,760 $174,191 $17,776,959 $22,966 $1,753,566 $4,671 $42,593 $1 $1,640,610 $211,317 $810,912 $174,540 $86,748 $805,953 $82,280 $10,712,682 $181,279 $1,138,511 $60 $340,252 $123,120 $129,881 $194,092 $18,456,035 $16,000 $1,875,000 $2,500 $42,500 $0 $1,725,000 $225,000 $812,500 $187,500 $83,333 $850,000 $84,300 $11,250,000 $190,000 $1,162,500 $0 $317,500 $75,000 $100,000 $225,000 $19,223,633 $16,000 $1,750,000 $2,500 $42,500 $0 $1,788,246 $230,062 $830,781 $191,719 $85,208 $881,165 $86,197 $11,648,183 $194,145 $1,213,841 $0 $321,997 $75,000 $100,000 $212,500 $19,670,044 $0 $46,074 $0 $37,064 $0 $40,525 $0 $35,000 $15,000 $35,000 Half-Cent Sales Tax Fund Revenues Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Revenues Revenues In Kind Revenues Interest Income 353 Schedule 2 - All Funds Revenue Fund Category Account Description Reimb Revenue-General FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Estimate FY 2017 Budget Subtotal - Revenues $27,125 $73,199 $27,392 $64,456 $0 $40,525 $25,838 $60,838 $0 $50,000 Total - Half-Cent Sales Tax Fund $16,428,976 $17,841,415 $18,496,560 $19,284,471 $19,720,044 $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 $0 $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 $0 $210,484 $0 $123,996 $102,198 $10,649,695 $13,781 $1,052,267 $2,803 $25,559 $1 $983,815 $126,806 $486,593 $104,736 $104,039 $483,633 $49,374 $6,547,795 $108,707 $683,106 $36 $204,176 $0 $77,891 $116,290 $11,171,408 $9,600 $1,125,000 $1,500 $25,500 $9 $1,035,000 $135,000 $487,500 $112,500 $100,000 $510,000 $50,580 $6,750,000 $114,000 $697,500 $1 $190,500 $45,000 $60,000 $135,000 $11,584,190 $9,600 $1,050,000 $1,500 $25,500 $0 $1,072,947 $138,037 $498,468 $115,031 $102,250 $528,699 $51,718 $6,988,909 $116,487 $728,304 $0 $193,198 $45,000 $60,000 $127,500 $11,853,148 Subtotal - Revenues $105,624 $60,830 $166,454 $95,986 $80,000 $175,986 $109,130 $0 $109,130 $50,000 $0 $50,000 $100,000 $0 $100,000 Total - Transportation Sales Tax Fund $9,971,623 $10,825,681 $11,280,538 $11,634,190 $11,953,148 Interdepartmental Svc Chg Interest Income Reimb Revenue-General Subtotal - Revenues $6,934,980 $3,159 $15,582 $6,953,721 $7,550,713 $3,976 $22,771 $7,577,460 $7,858,107 $5,892 $2,186 $7,866,185 $8,436,680 $5,000 $22,039 $8,463,719 $9,072,676 $4,000 $0 $9,076,676 Total - Information Technology Fund $6,953,721 $7,577,460 $7,866,185 $8,463,719 $9,076,676 Subtotal - Revenues $6,882 $4,905 $11,787 $17,572 $0 $17,572 $26,444 $0 $26,444 $25,000 $0 $25,000 $25,000 $0 $25,000 Total - Economic Development Reserve Fund $11,787 $17,572 $26,444 $25,000 $25,000 Transportation Sales Tax Fund Revenues Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Revenues Revenues Interest Income Reimb Revenue-General Information Technology Fund Revenues Economic Development Reserve Fund Revenues Interest Income Other Revenue 354 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Estimate FY 2017 Budget Information Technology Reserve Fund Revenues Interdepartmental Svc Chg Interest Income Auction Proceeds Subtotal - Revenues $589,557 $9,329 $0 $598,886 $699,315 $5,883 $0 $705,198 $700,045 $5,912 $5,594 $711,551 $700,000 $5,500 $2,793 $708,293 $762,355 $6,400 $0 $768,755 Total - Information Technology Reserve Fund $598,886 $705,198 $711,551 $708,293 $768,755 $0 ($1) $5,895,231 $307 $1,040 $0 $5,896,577 $322 $0 $5,892,130 $906 $0 $0 $5,893,358 $0 $0 $5,941,568 $1,666 $1,748 $344 $5,945,327 $0 $0 $5,859,798 $2,000 $0 $0 $5,861,798 $0 $0 $5,972,345 $2,500 $0 $0 $5,974,845 $5,896,577 $5,893,358 $5,945,327 $5,861,798 $5,974,845 Recycling Program Revenue Interdepartmental Svc Chg Reimb Revenue-General Subtotal - Revenues $5,605 $5,061,124 $0 $5,066,729 $6,823 $5,009,338 $57 $5,016,218 $3,917 $4,799,580 $0 $4,803,497 $1,500 $4,851,280 $282 $4,853,062 $1,000 $5,406,063 $0 $5,407,063 Total - Fleet Maintenance Fund $5,066,729 $5,016,218 $4,803,497 $4,853,062 $5,407,063 Interdepartmental Svc Chg Interest Income Auction Proceeds Other Revenue Subtotal - Revenues $1,114,250 $38,158 $0 $0 $1,152,408 $1,692,703 $33,647 $0 $0 $1,726,350 $1,796,247 $37,139 $169,757 $1,031 $2,004,174 $1,972,903 $40,000 $100,000 $0 $2,112,903 $2,294,385 $40,000 $35,000 $0 $2,369,385 Total - Fleet Reserve Fund $1,152,408 $1,726,350 $2,004,174 $2,112,903 $2,369,385 $14,217,722 $213,221 $14,430,943 $13,333,764 $206,784 $13,540,548 $14,258,866 $237,730 $14,496,596 $14,726,977 $125,622 $14,852,599 $15,560,236 $30,000 $15,590,236 $80,577 $90,576 $94,067 $112,000 $135,000 $14,511,520 $13,631,124 $14,590,663 $14,964,599 $15,725,236 Facilities Fund Revenues Recycling Program Revenue Fees for General Services Interdepartmental Svc Chg Interest Income Reimb Revenue-General Auction Proceeds Subtotal - Revenues Total - Facilities Fund Fleet Maintenance Fund Revenues Fleet Reserve Fund Revenues Debt Service Fund Revenues Property Tax SRP In-lieu Tax Subtotal - Revenues Revenues Interest Income Total - Debt Service Fund 355 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Estimate FY 2017 Budget Bond Fund Revenues Interest Income Reimb Revenue-General Other Revenue Subtotal - Revenues $77,627 $238,203 $100,000 $415,830 $23,025 $257,058 $0 $280,083 $2,137 $0 $0 $2,137 $10,500 $0 $0 $10,500 $67,000 $0 $0 $67,000 Subtotal - Bond Proceeds $35,510,000 $1,039,481 $0 $36,549,481 $0 $0 $0 $0 $0 $0 $0 $0 $30,272,000 $0 $10,000,000 $40,272,000 $11,700,000 $0 $7,600,000 $19,300,000 Total - Bond Fund $36,965,311 $280,083 $2,137 $40,282,500 $19,367,000 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 Commercial Special Hauls Interest Income Reimb Revenue-General Subtotal - Revenues $1,969 $16,608 $13,343 $829,976 $521,411 $749,785 $129,986 $180 $7,002 $0 $2,270,260 $1,580 $18,555 $11,772 $861,733 $593,695 $745,059 $126,318 $2,569 $6,057 $0 $2,367,338 $1,451 $19,893 $17,072 $871,106 $632,978 $749,945 $126,232 $3,163 $6,588 $405 $2,428,833 $1,400 $22,000 $15,500 $820,000 $620,000 $730,000 $125,000 $1,525 $7,500 $0 $2,342,925 $1,200 $22,000 $12,500 $820,000 $600,000 $525,000 $105,000 $0 $10,500 $0 $2,096,200 Total - Commercial Sanitation Fund $2,270,260 $2,367,338 $2,428,833 $2,342,925 $2,096,200 Utility Late Fee Charges Recycling Program Revenue Special Haul Fees San Fees-Res Multi-Fam Clc San Fees-Automated Clc Residential Recycling Fees Multi-Family Resid Recycling Allocated Interdept Svc Chrgs Interest Income Reimb Revenue-General Reimbursement-Jury Duty Contributions - General Subtotal - Revenues $51,087 $379,533 $23,844 $166,493 $5,979,586 $2,059,727 $11,436 $101,274 $25,590 $500 $276 $0 $8,799,346 $48,366 $355,195 $25,945 $148,960 $6,149,292 $2,080,039 $44,075 $109,251 $24,573 $0 $0 $1,000 $8,986,696 $47,191 $433,192 $33,100 $146,347 $6,308,243 $2,138,045 $43,817 $126,921 $28,677 $0 $0 $0 $9,305,535 $44,000 $450,000 $30,000 $145,000 $8,450,000 $0 $52,000 $127,000 $30,000 $0 $0 $0 $9,328,000 $45,000 $320,000 $27,500 $145,000 $8,650,000 $0 $47,500 $117,000 $47,500 $0 $0 $0 $9,399,500 Total - Residential Sanitation Fund $8,799,346 $8,986,696 $9,305,535 $9,328,000 $9,399,500 $966,478 $849,293 $944,400 $989,293 $1,181,571 Bond Proceeds Bond Proceeds Bond Proceeds Loan Proceeds Commercial Sanitation Fund Revenues Residential Sanitation Fund Revenues Sanitation Equipment Reserve Fund Revenues Interdepartmental Svc Chg 356 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Estimate FY 2017 Budget Interest Income Gain on Disposal of F/A Auction Proceeds Subtotal - Revenues $17,642 $0 $0 $984,120 $11,613 $95,046 $0 $955,952 $11,369 $0 $47,931 $1,003,700 $7,000 $0 $130,000 $1,126,293 $7,000 $0 $140,000 $1,328,571 Total - Sanitation Equipment Reserve Fund $984,120 $955,952 $1,003,700 $1,126,293 $1,328,571 $147,978 $114 $63,282 $509,862 $159,197 $53,506 $10,000 $9,894 $10,916 $310,711 $8,272 $30,548 $43,630 $75,329 $32,258 $178,992 $4,692 $13,685 $70,287 $151,307 $580,898 $58,199 $225,018 $5,805 $0 $0 $0 ($1,250) $2,753,130 $172,718 $7,812 $25,000 $531,833 $162,829 $108,791 $10,000 $7,126 $9,804 $283,647 $3,850 $76,342 $45,341 $46,733 $35,191 $208,349 $90,000 $104,174 $149,337 $165,223 $595,390 $94,727 $222,545 $2,754 $22,911 $0 $0 $0 $3,182,427 $76,663 $1,438 $0 $715,629 $201,599 $83,561 $10,000 $0 $11,641 $280,405 $3,426 $91,888 $45,679 $46,002 $38,393 $221,104 $93,578 $127,732 $52,467 $272,897 $262 $63,691 $276,287 $7,649 $590 $0 $0 $0 $2,722,581 $50,000 $0 $0 $680,000 $190,000 $65,000 $10,000 $20,000 $10,000 $300,000 $5,000 $91,887 $45,000 $50,000 $35,000 $250,000 $120,000 $120,000 $35,000 $280,000 $755,000 $65,000 $265,000 $2,650 $0 $2,000 $200 $10,000 $3,456,737 $50,000 $0 $26,000 $685,300 $190,000 $70,000 $10,000 $20,000 $10,000 $320,000 $5,000 $99,334 $45,000 $50,000 $35,000 $250,000 $120,000 $120,000 $50,000 $280,000 $760,000 $70,000 $265,000 $3,800 $0 $0 $0 $0 $3,534,434 $2,753,130 $3,182,427 $2,722,581 $3,456,737 $3,534,434 $3,338,510 $0 $3,338,510 $3,358,906 ($2,872) $3,356,034 $3,416,184 $0 $3,416,184 $3,487,500 $0 $3,487,500 $3,641,525 $0 $3,641,525 $8,435,926 $0 $181 $1,021 $49,749 $8,691,989 $0 $0 $1,951 $31,710 $9,465,880 $23,575 $0 $2,702 $0 $9,613,730 $0 $0 $2,000 $30,000 $9,709,867 $0 $0 $2,000 $30,000 Sports Complex Fund Revenues Sports Complex Program Revenue Recycling Program Revenue In Kind Revenues Ticket Sales-Spring Trg 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 General Rent Revenue Genl Rent Rev-Sp Cmplx Rent Revenue - Chili Davis Rent Rev-Fields Rent Rev-Fld/Clh/Padres Rent Rev-Fld/Clh/Mariners Rent Rev-Stadium Rent Rev-Novelties/Sp Tr Rent Rev/Stad Concssn/Sp Tr Rent Rev/Stad Conc/Non Sp Tr Rent Rev-Parking/Sp Tr Interest Income Reimb Revenue-General Reimb-Comm Svcs Auction Proceeds Other Revenue Subtotal - Revenues Total - Sports Complex Fund Streets Fund Revenues Sales Tax-Utilities Sales Tax Recoveries Subtotal - Revenues Revenues Highway User Revenue Grant Revenue - Federal Reimb for O/S Inspec O/T Recycling Program Revenue Street Sign Revenue 357 Schedule 2 - All Funds Revenue Fund Category FY 2015 Actual FY 2016 Estimate $185,476 $17,435 $42,260 $0 $295,000 $49,174 $46,110 $98 $0 $0 $9,361,203 $56,176 $8,875 $49,920 $0 $295,000 $43,395 $56,593 $191,485 $48 $1,648 $10,195,297 $0 $5,000 $10,000 $0 $295,000 $60,000 $65,000 $0 $0 $0 $10,080,730 $0 $5,000 $10,000 $0 $295,000 $60,000 $68,250 $0 $0 $0 $10,180,117 $12,717,237 $13,611,481 $13,568,230 $13,821,642 $610,091 $142,571 $25,748 ($4) $17,572 $3,117 $62,775 $40 $861,910 $637,281 $55,474 $28,167 $0 $17,613 $3,226 $72,336 $0 $814,097 $660,620 $145,521 $29,489 $0 $17,059 $4,335 $62,500 $0 $919,524 $250,000 $143,000 $25,000 $0 $8,000 $4,000 $20,000 $0 $450,000 $250,000 $0 $25,000 $0 $8,000 $3,000 $20,000 $0 $306,000 Total - Transit Fund $861,910 $814,097 $919,524 $450,000 $306,000 Grant Revenue Utility Late Fee Charges Wastewater Fees EPA Mandate Fee Recycling Program Revenue Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Interest Income Reimb Revenue-General Reimb-Damage to City Prop. Auction Proceeds Subtotal - Revenues $0 $88,670 $17,479,461 $855,073 $0 $43,759 $1,248,773 $34,687 $36,720 $0 $0 $19,787,143 $35,000 $79,410 $17,439,798 $865,894 $31 $91,869 $895,390 $35,726 $35,466 $0 $0 $19,478,584 $0 $80,461 $18,191,739 $886,420 $0 $83,309 $879,522 $46,880 $31,974 ($227) $38,065 $20,238,142 $0 $72,500 $18,975,000 $880,000 $0 $85,886 $746,208 $102,400 $30,000 $0 $0 $20,891,994 $0 $75,000 $20,000,000 $885,000 $0 $106,733 $749,385 $132,000 $35,000 $0 $0 $21,983,118 Total - Wastewater Fund $19,787,143 $19,478,584 $20,238,142 $20,891,994 $21,983,118 $216,576 $638,808 $31,783,159 $108,106 $296,902 $229,484 $784,608 $32,982,603 $102,170 $290,857 $172,515 $583,433 $31,176,979 $92,770 $286,580 $235,000 $690,000 $36,200,000 $98,000 $470,000 $225,000 $725,000 $38,900,000 $100,000 $490,000 Account Description Street Mnt Fees-Solid Waste Street Cut Surcharge Fog Seal Revenues Fees for General Services Allocated Interdept Svc Chrgs CIP Engineering Charges Interest Income Reimb Revenue-General Reimbursement-Jury Duty Auction Proceeds Subtotal - Revenues Total - Streets Fund FY 2013 Actual $7,123 $2,245 $30,228 ($1) $295,000 $72,270 $47,738 $65,056 $0 $0 $9,006,536 $12,345,046 FY 2014 Actual FY 2017 Budget Transit Fund Revenues Grant Revenue Grant Revenue - Federal Transit Collections Fees for General Services Advertising-Bus Shelters Interest Income Reimb Revenue-General Reimbursement-Jury Duty Subtotal - Revenues Wastewater Fund Revenues Water Fund Revenues Non-Potable Water Fees Reclaimed Water Fees Water Fees Utility Late Fee Charges New Service Fee-Water 358 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2013 Actual Water Meter Charges $243,994 Disconnect/Reconnect Fees $299,492 Damaged Property Fees $17,667 Utility Delinquent Letter Fee $46,493 Utilities Tampering Fees $8,215 Field Trip Svc Fee-Utilities $10,168 ADWR Water Resource Fee ($36) Quintero WTP Fees $256,800 Recycling Program Revenue $128,131 Fees for General Services $6,782 Lien Filing Fees $276 Interdepartmental Svc Chg $49,145 Allocated Interdept Svc Chrgs $12,235 Interest Income $120,958 Reimb Revenue-General $147 Gain on Disposal of F/A $0 Auction Proceeds $0 Other Revenue $33,336 Subtotal - Revenues $34,277,354 FY 2014 Actual FY 2015 Actual FY 2016 Estimate FY 2017 Budget $319,214 $291,794 $15,127 $48,613 $8,885 $11,208 ($1) $256,800 $98,402 $7,705 $702 $88,608 $12,235 $119,967 $126,060 $6,225 $0 $0 $35,801,266 $336,641 $254,040 $44,473 $51,445 $6,225 $9,216 $19 $403,059 $76,089 $7,782 $90 $78,630 $12,235 $130,692 $179,829 $0 $26,680 $0 $33,929,422 $410,000 $215,000 $12,500 $52,000 $7,000 $12,500 $0 $256,800 $40,000 $10,000 $0 $86,412 $12,235 $138,500 $190,000 $0 $0 $0 $39,135,947 $450,000 $215,000 $12,500 $52,000 $7,000 $13,000 $0 $256,800 $45,000 $10,000 $0 $96,399 $12,235 $193,500 $225,000 $0 $0 $0 $42,028,434 Total - Water Fund $34,277,354 $35,801,266 $33,929,422 $39,135,947 $42,028,434 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 $1,068,340 $776,390 $176,537 $448,546 $622,335 $5,531,642 $293,234 $1,661,806 $447,053 $1,096,764 $211,325 $0 $12,333,972 $1,339,272 $984,594 $190,830 $510,073 $591,565 $3,709,179 $264,948 $2,483,440 $558,701 $1,269,012 $182,404 $219,937 $12,303,955 $941,103 $79,135 $13,121 $679,322 $549,694 $3,889,136 $17,650 $2,655,035 $756,177 $1,007,354 $200,909 $0 $10,788,635 $1,100,000 $0 $0 $750,000 $500,000 $4,800,000 $0 $2,460,000 $892,000 $1,012,500 $108,050 $0 $11,622,550 $1,100,000 $0 $0 $800,000 $500,000 $3,800,000 $0 $3,600,000 $1,100,000 $1,325,000 $121,850 $0 $12,346,850 Total - Impact Fees Fund $12,333,972 $12,303,955 $10,788,635 $11,622,550 $12,346,850 Interest Income Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Revenues $1,017 $0 $182,323 $3,625 $0 $186,965 $1,072 $0 $214,201 $5,919 $25 $221,217 $2,571 $277,015 $104,746 $0 $0 $384,333 $1,500 $355,000 $121,338 $0 $400 $478,238 $3,000 $370,000 $106,250 $0 $300 $479,550 Total - Improvement District Fund $186,965 $221,217 $384,333 $478,238 $479,550 Impact Fees Fund Revenues Improvement District Fund Revenues 359 Schedule 2 - All Funds Revenue Fund Category FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Estimate Employee Health Ins Contrib COBRA Health Ins Contrib Employee Dental Ins Contrib COBRA Dental Ins Contributions Interdepartmental Svc Chg Employer Dental Ins Contrib Employer Health Ins Contrib Employer Dental Ins Contrib Employer Workers Comp Contrib Interest Income Reimb Revenue-General Reimb from Workers Comp Reimb-Damage to City Prop. Reimbursement-Claims Subtotal - Revenues $2,371,824 $165,188 $0 $0 $2,467,923 $0 $11,647,823 $0 $1,100,005 $54,688 $0 $10,052 $122,205 $62,787 $18,002,495 $2,489,731 $183,735 $9,926 $0 $2,583,129 $0 $12,124,154 $15,692 $1,297,719 $47,993 $156,939 $5,015 $177,766 ($27,555) $19,064,244 $2,522,444 $162,197 $338,053 $7,292 $2,583,129 $5,054 $12,517,399 $533,828 $1,381,364 $59,188 $183,760 $7,256 $197,436 $32,018 $20,530,417 $2,316,475 $107,095 $313,544 $3,114 $2,378,404 $151,440 $11,566,621 $508,670 $1,453,415 $54,000 $23,000 $0 $95,039 $4,742 $18,975,559 $2,578,956 $55,000 $350,000 $2,500 $2,545,517 $165,192 $12,729,892 $610,000 $1,760,528 $68,000 $25,000 $0 $0 $3,000 $20,893,585 Total - Insurance Reserve Fund $18,002,495 $19,064,244 $20,530,417 $18,975,559 $20,893,585 HUD Operating Subsidy - CY Housing Rent Interest Income Other Revenue Subtotal - Revenues $67,915 $95,131 $73 $5,034 $168,153 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total - Housing Fund $168,153 $0 $0 $0 $0 Intergovtl Participation Grant Revenue Grant Revenue - Federal Program Income Federal Grants Seizure Revenue Interest Income Reimb Revenue-General NSP3 Grant Program Revenue Subtotal - Revenues $0 $285,968 $2,656,224 $130,463 $401,396 $3,314 $113,247 $0 $3,590,612 $0 $406,436 $2,575,903 $85,955 $255,867 $802 $120,000 $0 $3,444,963 $0 $565,660 $1,303,020 $361,622 $234,736 $756 $120,000 $5,000 $2,590,795 $0 $795,243 $1,331,855 $426,880 $542,880 $504 $212,000 $0 $3,309,362 $3,000,000 $681,032 $1,709,237 $347,666 $443,105 $300 $212,000 $0 $6,393,340 Total - Grant Fund $3,590,612 $3,444,963 $2,590,795 $3,309,362 $6,393,340 Subtotal - Revenues $510,012 $137,663 $647,675 $579,808 $142,675 $722,483 $583,141 $144,665 $727,806 $685,522 $129,624 $815,146 $704,949 $132,611 $837,560 $612 $623 $537 $30,600 $30,600 Account Description FY 2017 Budget Insurance Reserve Fund Revenues Housing Fund Revenues Grant Fund Revenues Other Fund Revenues Street Light ID Tax Maintenance ID Tax Revenues State Ins Dept Rebate 360 Schedule 2 - All Funds Revenue Fund Category FY 2013 Actual Account Description FY 2014 Actual FY 2015 Actual FY 2016 Estimate FY 2017 Budget Muni Court Allocation (FTG) CFD Appl/Process Fee Utility Late Fee Charges Storm Water Fee Interdepartmental Svc Chg JCEF Revenue Court Enhancement Fee Interest Income Reimb Revenue-General Contributions - General Contributions-Fire Contributions-Comm. Svcs. Commissions Other Revenue Subtotal - Revenues $17,709 $0 $1,459 $815,019 $556,405 $24,824 $173,727 $168,769 $5,163,707 $0 $0 $0 $1,706 $13,645 $6,937,582 $17,363 $50,000 $1,191 $830,247 $575,997 $24,850 $170,298 $104,249 $1,968,385 $1,815 $25 $56,123 $1,235 $10,108 $3,812,509 $10,815 $12,600 $1,416 $854,717 $306,035 $20,629 $136,194 $102,297 $2,882,492 $9,241 $0 $31,988 $1,136 $6,783 $4,376,879 $3,000 $0 $1,000 $850,000 $300,000 $10,000 $150,000 $76,923 $6,001,030 $2,000 $0 $0 $408 $3,225 $7,428,185 $3,000 $0 $1,000 $855,000 $300,000 $10,000 $150,000 $97,550 $8,669,176 $12,345 $0 $0 $0 $0 $10,128,671 Total - Other Fund $7,585,257 $4,534,992 $5,104,686 $8,243,331 $10,966,231 $327,735,773 $300,483,144 $307,758,891 $363,438,297 Total - All Funds Revenue 361 $365,918,696 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Sub-total: $2,184,672 $232,582 $781,337 $3,198,592 $2,128,292 $227,945 $742,173 $3,098,410 $2,241,615 $231,331 $806,460 $3,279,406 $2,112,934 $244,687 $847,220 $3,204,841 $2,112,934 $244,402 $846,098 $3,203,434 $2,235,537 $236,368 $877,262 $3,349,167 Sub-total: $776,394 $776,394 $752,077 $752,077 $860,001 $860,001 $905,386 $905,386 $905,386 $905,386 $1,194,130 $1,194,130 Arts Commission $213,659 Peoria Center for Performing Arts $0 Community Services Administration $1,202,239 Swimming Pools $1,076,724 Am/Pm Program $1,420,558 Little Learners Program $366,428 Summer Recreation Program $337,475 Summer Camp Program $564,713 Outdoor Recreation Program $34,413 Special Interest Classes - Youth $198,640 Special Interest Classes - Adult $54,862 Sports Programs - Youth $534,675 Sports Programs - Adult $324,699 Active Adult Program $200,152 Adaptive Recreation Program $169,322 Special Events Program $540,332 Teen Program $286,977 Community Center $616,482 Rio Vista Community Park $869,221 Rio Vista Rec Center $1,432,311 Pioneer Community Park $0 Main Library $2,495,726 Branch Library $1,610,906 Parks North $1,639,365 Parks South $1,853,167 Contracted Landscape Maintenance $1,222,469 Sub-total: $19,265,515 $217,107 $0 $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 $99,348 $0 $1,285,455 $1,260,303 $1,405,885 $402,822 $325,869 $699,098 $32,681 $227,527 $36,893 $542,098 $381,977 $208,746 $176,556 $936,428 $297,481 $750,798 $892,745 $1,380,910 $864,769 $2,574,783 $1,632,039 $1,888,190 $1,981,241 $1,427,019 $21,711,661 $118,629 $0 $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 $110,175 $0 $1,389,324 $1,007,019 $1,653,332 $390,378 $410,751 $734,575 $45,610 $217,430 $39,815 $754,189 $570,971 $211,152 $152,629 $1,063,886 $372,911 $908,343 $1,015,720 $1,397,294 $972,458 $2,687,921 $1,759,214 $1,932,813 $1,762,950 $1,450,090 $23,010,950 $113,226 $358,196 $1,612,474 $1,073,724 $1,628,576 $387,682 $408,631 $746,866 $45,857 $222,457 $45,093 $659,158 $503,834 $220,999 $167,887 $1,160,652 $293,837 $863,673 $1,055,682 $1,453,746 $1,109,398 $2,699,795 $1,779,576 $1,997,145 $1,827,897 $1,482,376 $23,918,437 $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 $1,842,978 $662,685 $1,054,748 $1,273,098 $614,740 $1,026,296 $6,474,545 $1,886,047 $784,571 $1,174,754 $1,383,973 $673,992 $1,123,894 $7,027,231 $2,456,442 $704,647 $1,159,079 $1,378,963 $672,107 $1,104,289 $7,475,527 $2,801,689 $821,207 $1,088,971 $1,418,491 $710,405 $1,026,322 $7,867,085 $360,238 $805,321 $1,165,559 $343,716 $730,523 $1,074,239 $379,149 $952,344 $1,331,493 $516,734 $1,103,613 $1,620,347 $516,734 $1,386,220 $1,902,954 $464,376 $1,570,819 $2,035,195 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: 362 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Sub-total: $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 $501,458 $1,676,424 $860,621 $695,804 $675,989 $2 $370,678 $4,780,976 $513,070 $1,878,080 $1,348,728 $710,935 $699,748 $0 $418,565 $5,569,126 $528,070 $1,829,870 $1,348,728 $710,935 $699,748 $0 $418,565 $5,535,916 $561,289 $1,858,525 $1,346,410 $716,699 $709,282 $0 $412,421 $5,604,626 Sub-total: $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 $2,672,288 $637,537 $1,555,418 ($1) $4,865,242 $2,770,305 $596,636 $1,661,121 $0 $5,028,062 $2,771,241 $612,184 $1,660,641 $0 $5,044,066 $2,779,083 $679,463 $1,653,441 $0 $5,111,987 $394,190 $936,369 $774,014 $577,540 $488,114 $199,380 $17,618,547 $0 Sub-total: $20,988,155 $454,850 $1,120,981 $678,349 $681,885 $490,072 $210,175 $18,968,213 $0 $22,604,525 $566,049 $1,134,080 $686,574 $623,953 $746,498 $206,531 $19,715,674 $0 $23,679,359 $535,231 $1,302,042 $927,432 $893,653 $595,645 $199,880 $22,454,471 $0 $26,908,354 $535,231 $1,302,042 $947,432 $987,598 $647,645 $199,880 $22,592,471 $0 $27,212,299 $554,834 $1,293,687 $726,091 $756,292 $595,378 $187,660 $23,497,142 $2,404,110 $30,015,194 $2,374,451 $0 $2,374,451 $2,094,227 $246,697 $2,340,924 $1,976,263 $366,036 $2,342,299 $2,343,168 $373,733 $2,716,901 $2,307,140 $436,979 $2,744,119 $2,145,263 $391,484 $2,536,747 Sub-total: $1,250,213 $1,138,447 $0 $2,388,659 $1,234,686 $1,197,038 $0 $2,431,724 $1,309,648 $1,128,245 $0 $2,437,893 $1,926,777 $545,515 $182,065 $2,654,357 $1,966,777 $545,515 $182,065 $2,694,357 $2,465,539 $499,798 $216,389 $3,181,726 Sub-total: $601,700 $601,700 $607,104 $607,104 $638,319 $638,319 $663,050 $663,050 $669,050 $669,050 $686,642 $686,642 Sub-total: $1,788,145 $1,788,145 $1,769,809 $1,769,809 $1,855,184 $1,855,184 $1,944,394 $1,944,394 $1,944,394 $1,944,394 $1,972,926 $1,972,926 Sub-total: $1,329,419 $3,232,796 $4,562,215 $1,287,478 $1,343,860 $2,631,338 $2,323,023 $1,585,384 $3,908,407 $3,918,851 $3,688,008 $7,606,859 $3,945,904 $3,770,189 $7,716,093 $1,626,256 $1,971,949 $3,598,205 Sub-total: $833,286 $327,666 $1,160,952 $881,179 $357,565 $1,238,744 $954,090 $481,725 $1,435,815 $1,147,510 $357,529 $1,505,039 $1,117,313 $352,699 $1,470,012 $1,235,920 $368,543 $1,604,463 $535,979 $261,193 $784,154 $324,311 $762,867 $436,775 $922,377 $474,397 $922,377 $474,397 $1,004,624 $497,453 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 Ambulance 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 363 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $900,247 $1,697,419 $975,077 $2,083,542 $761,945 $1,961,587 $1,454,907 $2,851,681 $1,171,047 $2,567,821 $1,769,181 $3,271,258 $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 Sub-total: $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 $1,782,944 $1,796,359 $3,608,706 $11,239,057 $7,215,672 $4,435,799 $3,506,579 $1,008,255 $2,957,940 $643,696 $38,195,007 $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 $1,933,328 $2,158,110 $3,801,109 $12,460,580 $7,977,638 $4,825,753 $3,695,141 $1,298,766 $3,096,929 $579,623 $41,826,977 $1,959,635 $2,735,285 $4,752,383 $12,181,619 $8,544,957 $5,113,771 $4,545,075 $977,570 $3,109,716 $728,263 $44,648,274 $575,629 $0 $575,629 $628,575 $240 $628,815 $691,272 $0 $691,272 $691,272 $0 $691,272 $709,285 $0 $709,285 Planning and Community Development 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 Utilities-Water/Ww Admin Sub-total: $564,412 $0 $564,412 General Fund Total: $112,305,839 $114,733,124 $120,386,009 $135,580,752 $136,614,627 $141,305,347 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax $2,880,380 $4,412,828 $4,187,039 $3,396,117 $4,715,670 $6,711,159 $2,880,380 $4,412,828 $4,187,039 $3,396,117 $4,715,670 $6,711,159 $1,041,758 $1,107,016 $2,881,274 $6,739,452 $2,070,241 $2,737,646 $386,602 $1,388 $296,492 $150,000 $234,807 $300,000 $1,428,360 $1,108,404 $3,177,766 $6,889,452 $2,305,048 $3,037,646 General & Other Total: $116,614,578 $120,254,356 $127,750,814 $145,866,321 $143,635,345 $151,054,152 Half Cent Sales Tax Fund Total: Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Other Reserve Funds Total: Special Revenue Funds Attorney Grants City Attorney St Anti-Racketeering-Cao $35,544 $698 $20,270 $24,268 $24,268 $20,260 $1,340 $10,101 $10,098 $0 $10,097 $5,000 $36,884 $10,799 $30,368 $24,268 $34,365 $25,260 $405,197 $506,855 $485,469 $475,414 $475,414 $486,896 Police Victims' Rights Imp Grant Attorney Grants Total: Community Service Grants Community Services Adult Day Prg Grant 364 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Community Services Library Svc & Technology Grant Citizen Donations-Cs Teen Council $31,987 $10,359 $2,843 $11,883 $0 $0 $16,690 $0 $0 $0 $3,845 $0 $0 $0 $0 $0 $3,845 $0 $450,387 $518,738 $502,159 $479,259 $475,414 $490,741 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 1 - Post 1Street 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 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 8-1General Govt Dev Parks Zone 1 - Post 8-1-2014 Parks Zone 2 - Post 8-1-2014 Parks Zone 3 - Post 8-1-2014 $356,832 $759,430 $0 $0 $0 $0 $0 $0 $268,025 $27,144 $669,294 $0 $4,619 $0 $33,798 $9,138 $32,152 $0 $0 $4,242 $0 $495 $0 $0 $0 $75,901 $0 $0 $213,593 $0 $0 $1,468,600 $481,393 $283,284 $18,688 $5,780 $0 $5,780 $0 $33,375 $249,652 $38,598 $0 $0 $236,292 $0 $0 $0 $0 $0 $2,276,868 $0 $0 $0 $1,030,734 $0 $1,816,703 $0 $753,671 $882 $0 $492,387 $0 $16,556 $0 $228,118 $498,271 $871,225 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,600,000 $0 $0 $0 $0 $0 $0 $0 $0 $450,000 $2,053,816 $332,263 $7,462,474 $321,878 $718,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,600,000 $0 $0 $0 $0 $0 $0 $0 $0 $238,331 $2,053,816 $70,278 $216,248 $15 $19 $0 $0 $0 $0 $0 $0 $0 $0 $1,213,001 $0 $5,789,950 $18,000 $0 $0 $0 $0 $0 $0 $206,855 $1,795,457 $0 $251,210 $7,283,448 $320,062 $576,682 $0 $9,000 $750,001 $9,000 $9,000 $9,000 Development Fee Funds Total: $2,165,169 $3,110,936 $7,985,415 $14,938,431 $6,178,707 $18,240,666 $66,222 $489,551 $0 $349,297 $0 $128,022 $0 $331,959 $0 $153,881 $0 $434,116 $555,773 $349,297 $128,022 $331,959 $153,881 $434,116 $168,209 $73,869 $88,057 $81,814 $109,384 $79,376 $887,500 $67,705 $25,000 $81,934 $1,384,800 $67,705 $0 $3,000 $2,553 $3,000 $3,000 $3,000 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 365 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Human Resources Employee Wellness Prg $4,303 $30,237 $6,763 $9,837 $9,837 $9,970 $66,491 $0 $0 $0 $0 $0 $0 $1,274 $0 $0 $0 $0 $0 $0 $111,405 $0 $0 $305,797 $3,204 $0 $196,218 $21,000 $47,000 $180,446 $0 $55,209 $180,446 $0 $0 $237,603 $0 $13,852 $15,748 $0 $0 $0 $467,610 $0 $613,045 $896,159 $112,000 $260,868 $739,610 $207,000 $28,233 $1,351,830 $0 $526,609 $773,350 $0 $424,237 $1,232,880 $0 $347,766 $0 $0 $1,759 $0 $0 $0 $1,504,933 $1,793,058 $1,389,848 $3,094,927 $1,553,013 $3,283,724 $67,915 $0 $0 $0 $0 $0 $67,915 $0 $0 $0 $0 $0 $362,955 $0 $312,613 $0 $233,122 $0 $0 $2,000 $82,980 $2,000 $0 $2,000 $0 $355,707 $0 $0 $66,053 $105,000 $814 $40,907 $52,902 $129,623 $7,322 $10,187 $15,795 $286,062 $2,500 $21,809 $86,837 $100,000 $308 $50,056 $11,192 $194,322 $0 $17,913 $0 $215,284 $37,632 $119,207 $82,918 $0 $0 $49,876 $22,989 $191,682 $0 $17,858 $0 $514,580 $5,000 $0 $101,251 $0 $0 $0 $0 $0 $0 $0 $2,764 $510,380 $2,500 $0 $36,933 $212,000 $3,500 $12,697 $77,220 $82,180 $0 $29,550 $0 $316,505 $96,600 $0 $101,260 $0 $5,956 $0 $5,382 $7,956 $0 $0 Leadership and Management Federal Dept of Energy Grant 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 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 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 Arizona Criminal Justice System Gran 366 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Police Federal DEA IGA Tohono O'Odham Grant Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd $27,583 $0 $33,556 $1,053 $1,937 $17,202 $60,000 $70,591 $444 $1,214 $17,374 $0 $93,443 $83 $5,074 $0 $0 $0 $1,500 $4,000 $17,548 $123,800 $140,550 $470 $3,500 $20,903 $0 $8,000 $1,500 $10,000 $1,195,599 $1,248,858 $1,086,542 $628,331 $1,340,572 $576,062 $1,134,790 $1,221,418 $1,261,834 $1,244,702 $1,241,137 $1,263,494 $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 $770,990 $1,097,148 $2,688,482 $2,942,922 $807,350 $5,001,603 $877,705 $1,120,931 $2,839,116 $3,182,515 $777,662 $4,584,034 $877,705 $1,120,931 $2,839,116 $3,182,515 $777,662 $3,790,349 $918,823 $1,146,890 $2,908,736 $3,109,518 $836,688 $5,512,961 Streets Total: $12,636,636 $12,275,540 $14,570,329 $14,626,665 $13,829,415 $15,697,110 $1,145,731 $1,000,223 $1,143,749 $1,077,848 $1,220,848 $1,091,924 $1,145,731 $1,000,223 $1,143,749 $1,077,848 $1,220,848 $1,091,924 Transportation Sales Tax $3,084,036 $3,131,785 $10,904,138 $26,996,168 $11,512,334 $19,975,760 Transportation Sales Tax Fund Total: $3,084,036 $3,131,785 $10,904,138 $26,996,168 $11,512,334 $19,975,760 Special Revenue Funds Total: $22,843,062 $23,439,234 $37,740,570 $62,197,856 $36,298,549 $59,815,363 $2,341,164 $0 $2,429,771 $0 $2,380,609 $75 $2,021,298 $450,488 $2,031,298 $450,328 $1,852,940 $531,667 $2,341,164 $2,429,771 $2,380,684 $2,471,786 $2,481,626 $2,384,607 $567,046 $5,241,073 $2,247,872 $351,295 $552,524 $5,396,909 $2,110,010 $389,883 $736,229 $5,704,265 $2,161,941 $413,292 $678,517 $6,347,725 $2,529,753 $398,460 $678,517 $6,398,638 $2,529,753 $398,460 $675,947 $6,469,924 $2,639,120 $462,382 Public Safety Grants Total: 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 Residential Recycling Solid Waste Environmental 367 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $8,407,286 $8,449,326 $9,015,727 $9,954,455 $10,005,368 $10,247,373 $78,076 $93,536 $122,098 $472,933 $475,263 $777,170 $78,076 $93,536 $122,098 $472,933 $475,263 $777,170 $1,592,831 $2,467,934 $489,139 $2,216,900 $2,216,900 $1,759,000 $1,592,831 $2,467,934 $489,139 $2,216,900 $2,216,900 $1,759,000 Sports Complex Capital Reserve Sports Complex Improvement Reserv Sports Complex GA Surcharge Complex Eqt Reserve $443,057 $1,069,207 $0 $367,676 $161,868 $0 $0 $0 $1,649,873 $461,071 $142,287 $0 $0 $0 $0 $125,518 $2,373 $0 $80,000 $130,518 $189,174 $250,000 $70,000 $130,000 Sports Complex Equipment Reserves Total: $1,879,940 $161,868 $2,253,231 $125,518 $212,891 $639,174 Complex Operations/Maint Spring Training Complex Debt Service $3,898,507 $624,297 $81 $3,856,085 $623,009 $0 $4,010,835 $857,505 $0 $3,991,387 $697,487 $0 $4,141,387 $697,487 $0 $4,781,554 $563,487 $0 Sports Complex Operations/Maintenance Total: $4,522,885 $4,479,094 $4,868,340 $4,688,874 $4,838,874 $5,345,041 $0 $1,644,276 $1,498,283 $762,457 $1,055,334 $4,702,613 $3,780,869 $8,004,477 $0 $1,694,664 $1,480,605 $856,454 $1,248,309 $4,777,008 $2,278,347 $7,382,839 $347 $1,701,308 $1,724,190 $924,299 $1,304,135 $4,741,214 $3,425,731 $7,384,914 $0 $1,773,457 $1,988,335 $1,054,605 $1,300,431 $4,956,567 $6,027,256 $7,370,803 $0 $1,773,457 $1,988,335 $1,054,605 $1,300,431 $5,012,498 $7,763,421 $7,370,803 $0 $1,779,540 $2,056,437 $1,060,108 $1,309,260 $5,073,276 $5,878,376 $7,212,050 Wastewater Total: $21,448,309 $19,718,226 $21,206,138 $24,471,454 $26,263,550 $24,369,047 $0 $0 $0 $97,197 $0 $20 $249,460 $1,751,206 $1,425,025 $31,869 $31,123 $1,693,018 $546,312 $199,834 $2,272,719 Public Works 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 Utilities Operations Admin 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 Wastewater Impact Fees - Post 1-1-2 $0 $0 $0 368 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Public Works Ww Expansion (Unz) $1,586,038 $690,888 $251,903 $998,394 $1,854 $0 $1,586,038 $690,888 $349,120 $4,424,085 $1,757,864 $3,018,865 $348,945 $0 $46,883 $0 $36,370 $0 $481,900 $4,219 $481,450 $4,219 $62,000 $0 $348,945 $46,883 $36,370 $486,119 $485,669 $62,000 $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 $1,686,872 $1,841,727 $2,964,112 $367,524 $3,825,007 $2,110,212 $375,925 $1,110,734 $5,381,497 $1,263,334 $7,000,521 $5,281,729 $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 $1,695,211 $2,064,831 $3,222,575 $429,835 $3,961,432 $2,185,695 $373,625 $1,229,576 $5,887,171 $1,277,413 $7,834,107 $5,532,869 $0 $0 $1,707,955 $2,092,030 $3,220,480 $448,221 $4,287,767 $2,401,216 $375,965 $1,308,623 $6,219,581 $1,350,564 $20,783,130 $6,649,964 $0 $0 Water Total: $27,869,703 $31,002,438 $33,209,194 $44,302,630 $35,694,340 $50,845,496 $0 $0 $0 $0 $0 $0 $7,540,000 $0 $0 $10,024,603 $0 $7,543,838 Water Bonds Total: $0 $0 $0 $7,540,000 $10,024,603 $7,543,838 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 $1,462,523 $0 $0 $0 $0 $0 $413,387 $1,424,757 $0 $0 $0 $0 $0 $293,733 $1,043,706 $0 $0 $105,923 $109,269 $15,525 $0 $4,435,818 $1,393,100 $662,878 $4,279,225 $509,176 $700,000 $0 $3,352,212 $1,394,774 $663,453 $752,417 $0 $0 $0 $1,290,789 $1,588,919 $302,400 $4,843,593 $700,000 $0 $0 Water Expansion Total: $1,875,910 $1,718,490 $1,274,423 $11,980,197 $6,162,856 $8,725,701 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) WIFA Bonds New River Purchase Water Expansion Public Works Water Replacement & Reserves 369 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Public Works Water Reserve-Bonds Wtr Eqt Reserve Storm Drain - NPDES $0 $25,701 $803,571 $0 $145,037 $824,335 $0 $178,040 $823,324 $4,005 $290,500 $1,103,029 $4,005 $290,500 $1,033,029 $0 $280,100 $1,098,807 Water Replacement & Reserves Total: $829,273 $969,372 $1,001,364 $1,397,534 $1,327,534 $1,378,907 Enterprise Funds Total: $72,780,359 $72,227,826 $76,205,828 $114,532,485 $101,947,338 $117,096,219 Internal Service Funds Facilities Maintenance Public Works Facilities Admin Custodial Services Nighttime Facilities Services Utility Management Facilities Operating Projects Technical Operations Facilities Maintenance Total: $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 $398,150 $1,446,690 $797,375 $960,183 $754,422 $1,620,747 $431,570 $1,451,649 $835,952 $1,044,193 $756,385 $1,424,548 $431,570 $1,451,649 $835,952 $1,044,193 $756,385 $1,424,548 $401,031 $1,451,530 $851,649 $1,052,172 $709,899 $1,484,283 $5,732,596 $5,708,145 $5,977,567 $5,944,297 $5,944,297 $5,950,564 $5,116,260 $4,924,064 $4,673,993 $5,297,614 $4,819,657 $5,337,188 $5,116,260 $4,924,064 $4,673,993 $5,297,614 $4,819,657 $5,337,188 $1,184,517 $623,866 $1,263,172 $836,332 $3,034,850 $461,812 $2,928,614 $1,791,500 $2,989,214 $1,344,285 $3,440,838 $420,700 $1,808,383 $2,099,504 $3,496,662 $4,720,114 $4,333,499 $3,861,538 $7,185,960 $861,222 $7,071,065 $830,752 $7,696,400 $853,625 $8,587,185 $975,018 $8,463,851 $975,618 $9,164,894 $1,002,397 $8,047,182 $7,901,817 $8,550,025 $9,562,203 $9,439,469 $10,167,291 $20,975 $502,130 $449,753 $1,033,320 $403,375 $1,247,810 $20,975 $502,130 $449,753 $1,033,320 $403,375 $1,247,810 $922,575 $567,218 $1,055,691 $253,803 $473,669 $252,376 $1,210,000 $371,685 $1,248,957 $376,185 $765,000 $776,010 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 Radio System Operations Information Technology Total: Information Technology Projects Information Technology IT Projects Information Technology Projects Total: Information Technology Reserve Information Technology Res For System Comp Eqt Res For Personal Comp Eqt 370 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual $1,489,793 $1,309,494 $2,162,796 $178,053 FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $726,045 $1,581,685 $1,625,142 $1,541,010 $2,560,348 $204,613 $1,931,236 $202,286 $2,340,871 $204,997 $2,340,871 $204,997 $2,401,463 $209,170 Workers Compensation Self-Insuranc $1,064,364 Employee Benefits - Health $11,669,039 Employee Benefits - Dental/Vision $0 $933,648 $13,345,803 $0 $1,097,428 $13,047,171 $704,056 $1,460,500 $15,236,287 $1,020,730 $1,420,604 $13,443,090 $1,114,813 $1,669,000 $15,417,348 $1,126,047 Insurance Reserve Total: $15,074,251 $17,044,412 $16,982,177 $20,263,385 $18,524,375 $20,823,028 Internal Service Funds Total: $37,289,441 $39,489,566 $40,856,222 $48,402,618 $45,089,814 $48,928,429 $24,650 $20,400 $20,400 $30,600 $30,600 $30,600 Fireman's Pension Total: $24,650 $20,400 $20,400 $30,600 $30,600 $30,600 Trust & Agency Funds Total: $24,650 $20,400 $20,400 $30,600 $30,600 $30,600 $0 $16,881,400 $0 $3,911,072 $2,406,270 $3,151,888 $350,000 $7,401,500 $429,873 $4,399,796 $0 $4,303,031 Projects - Streets/Economic Development Total: $16,881,400 $3,911,072 $5,558,158 $7,751,500 $4,829,669 $4,303,031 $844,106 $4,477,121 $3,337,401 $8,606,754 $158,797 $0 $620,513 $15,274,442 $1,820,937 $405,314 $436,335 $0 ($1) $0 $2,166,508 $128,353 $5,874,039 $0 $0 $0 $1,015,978 $600,949 $18,580,698 $0 $0 $0 $5,600 $0 $7,432,765 $2,300 $0 $0 $0 $0 $13,950,113 $8,272,649 General Obligation Bonds Total: $17,424,179 $18,557,541 $8,168,899 $20,197,625 $7,440,665 $22,222,762 $23,054,882 $0 $6,356,754 $0 $0 $30,300,000 $1,994 $0 $0 $0 Information Technology 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 Non-Departmental Streets Capital Prj Capital Reimbursements from ALCP General Obligation Bonds Non-Departmental GO Bonds 2007 GO Bonds 2009 GO Bonds 2010 GO Bonds 2012 GO Bonds 2015 Proposed GO Bonds MDA Bonds Non-Departmental MDA Bonds 2012 - Sports Complex Proposed MDA Bonds $3,806,030 $0 371 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2013 Actual FY 2014 Actual FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $3,806,030 $23,054,882 $6,356,754 $30,300,000 $1,994 $0 $560,957 $838,415 $355,065 $10,208,264 $6,576,682 $8,664,176 $560,957 $838,415 $355,065 $10,208,264 $6,576,682 $8,664,176 Capital Projects Funds Total: $38,672,565 $46,361,910 $20,438,876 $68,457,389 $18,849,010 $35,189,969 $14,881,894 $15,632,656 $15,641,607 $16,433,963 $16,433,963 $21,322,010 General Obligation Bonds Total: $14,881,894 $15,632,656 $15,641,607 $16,433,963 $16,433,963 $21,322,010 $305,805 $584,240 $473,135 $0 $0 $474,850 $0 $0 $476,338 $0 $0 $476,738 $0 $0 $476,738 $0 $0 $476,550 $1,363,180 $474,850 $476,338 $476,738 $476,738 $476,550 $5,640,325 $7,646,044 $7,608,906 $8,752,030 $7,602,030 $7,586,708 $5,640,325 $7,646,044 $7,608,906 $8,752,030 $7,602,030 $7,586,708 Debt Service Funds Total: $21,885,399 $23,753,550 $23,726,851 $25,662,731 $24,512,731 $29,385,268 MDA Bonds Total: Outside Source Fund Non-Departmental Capital Prj-Outside Sources Outside Source Fund Total: Debt Service Funds General Obligation Bonds Non-Departmental Go Bonds Debt Service Improvement Districts Non-Departmental N Val Pwr Cnt Id 8801 Ds Bell Rd Id 8802 Ds Parks West I.D. #0601 Debt Svc Improvement Districts Total: MDA Bonds Non-Departmental Mda Debt Service MDA Bonds Total: City Total: $310,110,056 $325,546,842 $326,739,561 $465,150,000 $370,363,388 $441,500,000 372 This page intentionally left blank 373 Schedule 4 - Transfers Transfers From Fund Transfers To General Fund Sports Complex Percent for the Arts General - - Percent for the Arts - - Half Cent Sales Tax $5,551,880 Sports Complex Water $320,546 Water Resource Fees - Post 8-1-2014 Wastewater - $170,568 General Fleet Reserve - $263,301 Enterprise Fleet Reserve $119,058 - - - - - - - - - - - - $39,500 - - - $158,100 - - - - - - - - - - $2,000,000 - Wastewater Op Fund $2,581,175 Commercial Solid Waste - - - - - - Residential Solid Waste - - - - - - Storm Water Drainage System - - - - - - Fleet Services - - - - Insurance Reserve - - - - - - Facilities Maintenance - - - - - - Information Technology - - - - - - Highway User - - - - Transportation Sales Tax - - - - - - Public Transit - - - - - - - - - - - - - - - - - - - - - Municipal Court Enhancement Fd $50,000 Street Light Districts Maintenance Imprvmnt Districts $132,611 $6,225,605 $2,000,000 374 $263,301 $2,581,175 $65,000 - $29,000 $213,058 - $197,600 Schedule 4 - Transfers Workers Comp. Trust IT Reserve Fund - $18,490 MDA Debt $466,143 - - - - - - Highway User Fund Facility Services Transit Fund Total Transferred - - - - $603,691 - - - - $263,301 - $11,823,889 $3,313,927 - $958,082 - $1,100 $4,875 - - - - $45,475 - $11,280 $47,128 - - - - $3,118,229 - - - $800,860 - - - - $15,981 - - - - $186,549 - - $1,354 - - - - $1,354 - - $6,501 - - - - $6,501 - - $1,896 - - - - $1,896 - - $4,875 - - - - $69,875 - $1,083 - - - - $501,083 - $14,897 - - - - $14,897 - - - - $750,000 - - - - $53,911 $500,000 - $500,000 IT Project Fund - $750,000 - $5,140 $800,860 $19,771 - - - - - - $786,010 - - $4,696,568 $1,896 $1,000,000 - $300,000 $5,996,568 - - - - $1,896 - - - - - $50,000 - - - - - $704,949 - - - - - $132,611 $586,400 $8,811,355 $704,949 $1,704,949 375 $958,082 $300,000 $25,127,535 Schedule 5 - Tax Levy and Tax Rate Information BUDGET FY 2013 DESCRIPTION BUDGET FY 2014 BUDGET FY 2015 PROJECTED FY 2016 PROJECTED FY 2017 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $497,000,000 $163,702,476 $333,297,524 $850,064,200 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,244,818,886 $5,017,186 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 $1,137,720,620 $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 $1,244,818,886 $15,560,236 $2,365,156 $17,925,392 $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 $2,246,898 $118,258 $14,782,224 $778,012 $17,029,122 $896,270 $17,925,392 $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 07/01/16 Principal Payments FY17 Proposed Debt FY17 Estimated Debt outstanding FY17 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/16 Principal Payments FY17 Proposed Debt FY17 Estimated Debt outstanding FY17 Remaining limitation available Truth in Taxation Calculation $155,345,273 ($11,255,000) $8,189,405 $4,814,727 ($665,000) 1,903,010 $1,244,818,886 $248,963,777 $152,279,678 $96,684,099 $1,244,818,886 $74,689,133 $6,052,737 $68,636,396 376 Previous year's primary levy Current net assessed valuation(AV) $2,238,500 $1,216,640,968 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 $0.1840 $1,216,640,968 $2,238,500 $0.1900 $0.1840 $28,177,918 $51,845 $74,811 Schedule 6 - Personnel Summary By Department Department Budget FY 2014 Budget FY 2015 Budget FY 2016 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 7.00 132.47 133.47 136.72 1.00 137.72 2.25 139.97 54.75 56.75 56.75 8.25 65.00 0.00 65.00 6.50 7.00 8.00 0.00 8.00 0.00 8.00 Finance and Budget 43.00 43.00 40.00 -1.00 39.00 1.00 40.00 Finance Utilities 37.00 37.00 39.00 0.00 39.00 0.00 39.00 168.50 168.50 175.50 19.00 194.50 0.00 194.50 Human Resources 17.50 17.50 19.00 0.00 19.00 0.00 19.00 Information Technology 40.00 40.00 41.00 0.00 41.00 1.00 42.00 Leadership and Management 16.00 16.00 16.00 2.00 18.00 0.00 18.00 Municipal Court 20.90 20.90 20.90 0.00 20.90 0.00 20.90 8.00 8.00 9.00 0.00 9.00 0.00 9.00 13.50 14.00 15.00 0.00 15.00 1.00 16.00 Police 289.00 292.00 295.00 1.00 296.00 3.00 299.00 Public Works 234.75 234.75 240.75 1.75 242.50 6.00 248.50 1,114.87 1,121.87 1,145.62 32.00 1,177.62 14.25 1,191.87 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. 377 Revised FY 2016 Change in Position Budget FY 2017 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 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 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 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 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Budget FY 2017 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 Full Full Full Full Full Full City Clerk Totals: Community Services General Fund 1000 - 0042 Arts Commission Cultural Arts Coordinator Part 1000 - 0043 Peoria Center for Performing Arts Theater Administrator Full 378 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.75 0.50 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 2.00 1.75 0.50 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 2.00 1.75 0.50 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 -2.00 2.75 0.50 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.75 0.50 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 12.25 12.25 12.25 1.00 13.25 0.00 13.25 1.00 0.00 0.75 0.00 1.00 0.00 0.00 1.00 0.00 0.75 0.00 1.00 0.00 0.00 1.00 0.00 0.75 0.00 0.00 1.00 0.34 0.00 1.00 0.00 0.34 0.00 -1.00 -0.34 1.00 1.00 0.75 0.34 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.75 0.34 0.00 0.00 0.00 2.75 2.75 3.09 0.00 3.09 0.00 3.09 1.40 1.50 0.00 0.70 0.00 1.40 1.50 0.00 0.70 0.00 1.80 1.50 0.00 0.00 0.70 -0.20 0.00 0.60 0.60 -0.70 1.60 1.50 0.60 0.60 0.00 0.00 0.00 0.00 0.00 0.00 1.60 1.50 0.60 0.60 0.00 3.60 3.60 4.00 0.30 4.30 0.00 4.30 0.20 2.00 1.00 0.10 0.20 2.00 1.00 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 0.00 0.00 0.00 0.00 0.10 2.00 1.00 0.00 3.30 3.30 3.10 0.00 3.10 0.00 3.10 0.20 0.10 0.20 0.10 0.20 0.00 0.10 0.00 0.30 0.00 0.00 0.00 0.30 0.00 0.30 0.30 0.20 0.10 0.30 0.00 0.30 0.20 0.50 0.10 0.20 0.50 0.10 0.50 0.50 0.00 0.00 0.00 0.20 0.50 0.50 0.20 0.00 0.00 0.00 0.50 0.50 0.20 0.80 0.80 1.00 0.20 1.20 0.00 1.20 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 0.42 0.45 0.42 0.45 0.42 0.45 0.00 0.00 0.42 0.45 0.00 0.00 0.42 0.45 0.87 0.87 0.87 0.00 0.87 0.00 0.87 0.10 0.10 0.10 0.10 0.10 0.10 0.00 0.00 0.10 0.10 0.00 0.00 0.10 0.10 0.20 0.20 0.20 0.00 0.20 0.00 0.20 Budget FY 2017 1000 - 1400 Community Services Administration Administrative Assistant II - Classified Administrative Assistant II - Classified Business Systems Supervisor Community Services Director Customer Services Rep I - Classified Customer Services Rep II Executive Assistant Management Analyst Recreation Manager Recreation Programmer Sr Management Analyst Customer Services Rep I Full Part Full Full Full Full Full Full Full Full Full Full 1000 - 1410 Swimming Pools Aquatics Maintenance Coordinator Aquatics Maintenance Worker I Recreation Coordinator Recreation Superintendent Aquatics Supervisor Parks & Sports Fac Worker II Sr Recreation Supervisor Full Full Full Full Full Full Full 1000 - 1420 Am/Pm Program Recreation Coordinator Recreation Programmer Recreation Superintendent Recreation Supervisor Sr Recreation Supervisor Full Full Full Full Full 1000 - 1430 Little Learners Program Recreation Coordinator Recreation Specialist I Recreation Specialist II Recreation Supervisor Full Full Full Full 1000 - 1440 Summer Recreation Program Recreation Coordinator Recreation Supervisor Full Full 1000 - 1450 Summer Camp Program Recreation Coordinator Recreation Programmer Recreation Supervisor 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 379 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.40 1.55 0.00 0.20 0.00 1.40 1.55 0.00 0.20 0.00 1.95 0.95 0.00 0.00 0.33 -0.75 -0.20 0.33 0.00 -0.33 1.20 0.75 0.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.20 0.75 0.33 0.00 0.00 3.15 3.15 3.23 -0.95 2.28 0.00 2.28 0.60 0.45 0.00 0.40 0.00 0.60 0.45 0.00 0.40 0.00 1.05 1.05 0.00 0.00 0.33 -0.25 -0.80 0.33 0.00 -0.33 0.80 0.25 0.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.80 0.25 0.33 0.00 0.00 1.45 1.45 2.43 -1.05 1.38 0.00 1.38 0.85 0.00 0.15 0.20 0.00 0.85 0.00 0.15 0.20 0.00 0.85 0.00 0.00 0.00 0.20 0.00 0.20 0.00 0.00 -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 1.05 0.00 1.05 0.00 1.05 0.55 0.00 0.30 0.30 0.00 0.55 0.00 0.30 0.30 0.00 0.40 0.00 0.00 0.00 0.30 0.00 0.30 0.00 0.00 -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 0.70 0.00 0.70 0.00 0.70 0.00 0.00 0.10 1.00 1.00 0.00 0.00 0.00 0.10 1.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.30 0.00 0.40 0.00 0.00 0.00 -0.30 1.00 0.40 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.40 1.00 0.00 0.00 0.00 2.10 2.10 2.30 0.10 2.40 0.00 2.40 0.00 1.00 0.00 1.00 0.40 1.00 0.10 -0.80 0.50 0.20 0.00 0.00 0.50 0.20 1.00 1.00 1.40 -0.70 0.70 0.00 0.70 1.55 0.45 0.00 0.15 0.40 0.00 1.55 0.45 0.00 0.15 0.40 0.00 1.00 1.60 0.00 0.00 0.00 0.40 0.00 0.00 0.40 0.00 0.00 -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 3.00 0.00 3.00 0.00 3.00 0.50 0.50 1.00 1.00 0.00 0.00 0.50 0.00 0.30 1.00 0.50 0.50 1.00 1.00 0.00 0.00 0.50 0.00 0.30 1.00 0.50 0.50 1.00 1.00 0.00 0.00 0.50 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.25 0.25 0.00 1.00 0.00 -1.00 0.50 0.50 1.00 1.00 0.25 0.25 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 1.00 1.00 0.25 0.25 0.50 1.00 0.00 0.00 4.80 4.80 4.50 0.50 5.00 0.00 5.00 Budget FY 2017 1000 - 1480 Sports Programs - Youth Recreation Coordinator Recreation Programmer Recreation Superintendent Recreation Supervisor Sr Recreation Supervisor Full Full Full Full Full 1000 - 1481 Sports Programs - Adult Recreation Coordinator Recreation Programmer Recreation Superintendent Recreation Supervisor Sr Recreation Supervisor Full Full Full Full Full 1000 - 1490 Active Adult Program Recreation Coordinator Recreation Superintendent Administrative Assistant II - Classified Recreation Supervisor Sr Recreation Supervisor Full Full Full Full Full 1000 - 1500 Adaptive Recreation Program Recreation Coordinator Recreation Superintendent Administrative Assistant II - Classified Recreation Supervisor Sr Recreation Supervisor Full Full Full Full Full 1000 - 1510 Special Events Program Recreation Coordinator Recreation Superintendent Recreation Supervisor Recreation Programmer Special Events Supervisor Sr Recreation Supervisor Full 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 Recreation Superintendent Recreation Programmer Recreation Supervisor Sr 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 Parks Manager Recreation Coordinator Sports Facilities Maint Coor Sports Facilities Superintendent Recreation Supervisor Sports Complex Maint Supervisor Full Full Full Full Full Full Full Full Full Full 380 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 3.00 0.00 0.50 1.75 0.00 0.45 2.00 1.00 0.00 3.00 0.00 0.50 1.75 0.00 0.45 2.00 1.00 0.00 3.00 0.00 0.50 1.75 0.00 0.45 2.00 0.00 1.00 0.00 2.00 0.00 0.00 1.00 0.00 -2.00 0.00 -1.00 3.00 2.00 0.50 1.75 1.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.50 1.75 1.00 0.45 0.00 0.00 0.00 8.70 8.70 8.70 0.00 8.70 0.00 8.70 1.00 2.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 1.00 0.00 0.00 0.25 0.25 0.00 1.00 2.00 0.25 0.25 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 0.25 0.25 1.00 4.00 4.00 4.00 0.50 4.50 0.00 4.50 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 1.00 2.00 1.00 0.00 3.25 0.00 1.00 2.00 1.00 0.75 1.00 2.00 1.00 0.00 3.25 0.00 1.00 2.00 1.00 0.75 1.00 2.00 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 1.00 2.00 1.00 1.00 3.00 1.00 1.00 2.00 0.00 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.25 2.00 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 0.25 12.25 0.00 1.00 0.00 0.00 8.00 0.00 0.35 0.00 0.00 1.00 0.50 1.00 0.00 1.00 0.00 0.00 8.00 0.00 0.35 0.00 0.00 1.00 0.50 1.00 0.50 1.00 2.00 1.00 6.00 0.00 0.35 0.00 0.00 0.00 0.50 1.50 0.00 0.00 0.00 0.00 0.00 1.00 -0.10 1.50 0.25 0.00 -0.50 -1.50 0.50 1.00 2.00 1.00 6.00 1.00 0.25 1.50 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 2.00 1.00 6.00 1.00 0.25 1.50 0.25 0.00 0.00 0.00 11.85 11.85 12.85 0.65 13.50 0.00 13.50 Budget FY 2017 1000 - 1532 Rio Vista Rec Center Custodian Customer Services Rep I - Classified Recreation Coordinator Recreation Programmer Recreation Superintendent Recreation Supervisor Customer Services Rep I Rio Vista Manager Sr Recreation Supervisor Full Full Part Part Full Full Full Full Full 1000 - 1533 Pioneer Community Park Irrigation Technician Parks & Sports Fac Crew Leader Parks Manager Recreation Coordinator Sports Facilities Maint Coor Full Full 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 Part Full 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 II Parks & Sports Fac Worker III Parks Maintenance Coordinator Parks Manager Parks Superintendent Recreation Coordinator Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks Supervisor Full Full Full Full Full Full Full Full Full Full Part Full 381 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.00 1.00 0.00 7.00 0.00 0.35 0.00 0.00 2.00 0.50 1.00 1.00 1.00 0.00 7.00 0.00 0.35 0.00 0.00 2.00 0.50 1.00 0.50 1.00 0.00 7.00 2.00 0.35 0.00 0.00 0.00 0.50 0.50 0.00 0.00 2.00 0.00 -1.00 -0.10 0.50 0.25 0.00 -0.50 -0.50 0.50 1.00 2.00 7.00 1.00 0.25 0.50 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 2.00 7.00 1.00 0.25 0.50 0.25 0.00 0.00 0.00 12.85 12.85 11.85 0.65 12.50 0.00 12.50 1.00 0.30 1.00 0.30 1.00 0.30 0.00 -0.30 1.00 0.00 0.00 0.00 1.00 0.00 1.30 1.30 1.30 -0.30 1.00 0.00 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 0.00 1.00 2.00 1.00 0.00 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 0.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 0.50 0.50 3.00 3.00 1.00 1.00 0.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 -2.00 1.00 1.00 1.00 1.00 0.50 0.50 3.00 3.00 1.00 1.00 2.00 0.50 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 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 2.00 0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.50 17.50 17.50 0.00 17.50 1.00 18.50 0.15 0.00 0.00 0.00 0.85 3.00 0.75 0.10 0.00 0.15 0.00 0.00 0.00 0.85 3.00 0.75 0.10 0.00 0.15 0.00 0.00 0.00 1.00 4.00 1.00 0.00 0.10 0.00 4.00 2.00 0.10 -1.00 -4.00 -1.00 0.00 -0.10 0.15 4.00 2.00 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.15 4.00 2.00 0.10 0.00 0.00 0.00 0.00 0.00 4.85 4.85 6.25 0.00 6.25 0.00 6.25 132.47 133.47 136.72 1.00 137.72 2.25 139.97 Budget FY 2017 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 Superintendent Recreation Coordinator Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks Supervisor Full Full Full Full Full Full Full Full Full Part Full 1000 - 1600 Contracted Landscape Maintenance Landscape Coordinator Parks Manager Full Full 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 Operations Coordinato Sports Complex Superintendent Sports Facilities Maint Coor Sports Facilities Manager Sports Facilities Superintendent Ticket Office Coordinator Facilities Operations Tech Marketing & Sponsorship Coord Parks & Sports Fac Worker III Sales & Sponsorship Associate Sports Complex Maint Supervisor Sports Complex Manager Sports Complex Ops Coordinator Sports Complex Supervisor Sr 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 Full Full Adult Day Program Fund 7180 - 7250 Adult Day Prg Grant Recreation Coordinator Recreation Specialist I Recreation Specialist II Recreation Superintendent Recreation Programmer Recreation Specialist I Recreation Specialist II Recreation Supervisor Sr Recreation Supervisor Full Full Full Full Full Part Part Full Full Community Services Totals: 382 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.00 2.00 1.00 3.00 0.00 0.00 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 0.00 0.00 2.00 1.00 2.00 0.00 1.00 0.00 0.00 0.00 1.00 3.00 1.00 3.00 1.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 -0.50 6.00 0.00 0.00 0.00 0.50 0.50 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.50 9.00 1.00 3.00 1.00 0.50 0.50 3.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 9.00 1.00 3.00 1.00 0.50 0.50 3.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 15.00 15.00 15.00 9.50 24.50 0.00 24.50 0.00 1.00 0.00 0.00 1.00 1.00 1.00 0.75 0.00 1.00 0.00 0.00 1.00 1.00 1.00 0.75 0.00 1.00 0.00 0.00 1.00 1.00 1.00 0.75 1.00 0.00 1.00 1.00 -1.00 -1.00 -1.00 -0.75 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.75 4.75 4.75 -0.75 4.00 0.00 4.00 0.00 0.50 0.00 1.00 0.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 1.00 0.00 0.50 1.00 1.00 0.00 1.00 0.00 1.00 0.00 2.00 1.00 1.00 0.00 0.00 0.50 1.00 1.00 1.00 1.00 0.00 1.00 0.00 2.00 0.00 1.00 0.00 0.50 0.00 -0.50 0.00 0.00 -0.50 2.00 0.00 1.00 -2.00 0.00 -1.00 0.00 0.50 0.50 0.50 1.00 1.00 0.50 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 0.50 1.00 1.00 0.50 2.00 1.00 1.00 0.00 0.00 0.00 0.00 6.50 8.50 8.50 -0.50 8.00 0.00 8.00 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 4.75 1.00 1.00 0.75 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 3.75 1.00 2.00 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 3.75 1.00 2.00 0.75 1.00 0.00 0.00 0.00 9.50 9.50 9.50 0.00 9.50 0.00 9.50 Budget FY 2017 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 Deputy Engineering Director Development Services Supervisor Development Technician I Development Technician II Plans Examiner I Plans Examiner II Plans Review Supervisor Residential Field Inspection Supervisor Building Safety Manager Building Safety Supervisor Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0750 Engineering Admin Business Services Manager Engineering Director Engineering Technician II Real Estate Coordinator Engineering Technician I Real Property Coordinator Sr Management Analyst Sr Real Property Administrator Full Full Full Full Full Full Full Full 1000 - 0810 Development Engineering Administrative Assistant II - Classified Civil Engineer Deputy Engineering Director Development Plan Reviewer Development Project Specialist Development Services Supervisor Engineering Project Coordinator Engineering Technician II Plans Review Coordinator Associate Engineer Associate Planner Plans Review Supervisor Site Development Manager Full Part Full Full Full 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 383 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 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 54.75 56.75 56.75 8.25 65.00 0.00 65.00 1.00 1.00 0.50 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 2.50 3.00 4.00 -1.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 2.00 1.00 2.00 0.00 1.00 1.00 0.00 -2.00 -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 2.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 4.00 4.00 1.00 5.00 0.00 5.00 6.50 7.00 8.00 0.00 8.00 0.00 8.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 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 Budget FY 2017 1000 - 0813 Design and Construction Architect Architectural Services Manager CIP Project Manager I CIP Project Manager II Management Assistant Civil Engineer Construction Projects Coordinator Full 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 Services Direct Executive Assistant Management Analyst Economic Development Administrator Full Full Full Full 1000 - 0352 Economic Development Business Attraction Coordinator Business Real Estate Coordinator Chief Business Attraction Officer Economic Development Project Manag Business Development Specialist Economic Development Coordinator Economic Development Manager Full Full Full Full Full Full Full Economic Development Services Totals: Finance and Budget General Fund 1000 - 0400 Finance Admin Deputy Director Finance & Budget Finance & Accounting Asst Finance Director Full Full Full 384 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.00 0.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 3.00 0.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 4.00 1.00 1.00 0.00 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 -1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 4.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 4.00 0.00 13.00 15.00 15.00 -1.00 14.00 1.00 15.00 1.00 3.00 1.00 2.00 2.00 1.00 1.00 3.00 1.00 2.00 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 1.00 3.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 2.00 0.00 0.00 10.00 10.00 7.00 0.00 7.00 0.00 7.00 1.00 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 6.00 5.00 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 1.00 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 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 43.00 43.00 40.00 -1.00 39.00 1.00 40.00 0.00 2.00 1.00 13.00 0.00 2.00 1.00 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 0.00 0.00 0.00 0.00 19.00 3.00 1.00 0.00 16.00 16.00 23.00 0.00 23.00 0.00 23.00 Budget FY 2017 1000 - 0410 Financial Services Accountant Accounting Coordinator Accounting Supervisor Accounting Technician II Accounting Technician III Business Systems Supervisor Finance Manager Payroll Specialist Payroll Supervisor Sr Accountant Treasury Manager Full Full Full Full Full Full Full Full Full Full Full 1000 - 0420 Tax Audit & Collections Associate Sales Tax Auditor Revenue Collection Specialist Sales Tax & Licensing Supervisor Sales Tax Auditor Customer Services Rep II Customer Services Rep III Full Full Full Full Full Full 1000 - 0430 Management & Budget Budget Coordinator Budget Manager Management & Budget Assistant Sr Budget Analyst Deputy Director Finance & Budget 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 Finance and Budget Totals: 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 385 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 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 1.00 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 11.00 11.00 0.00 11.00 0.00 11.00 4.00 1.00 0.30 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.30 5.00 0.00 0.00 0.00 0.00 0.00 37.00 37.00 39.00 0.00 39.00 0.00 39.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 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 1.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 8.00 8.00 9.00 0.00 9.00 0.00 9.00 2.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 -1.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 6.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 -1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 3.00 3.00 3.00 1.00 4.00 0.00 4.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 Budget FY 2017 1000 - 0460 Revenue Administration Administrative Assistant II - Classified Business Analyst Finance Manager Management Analyst 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 Fire Battalion Chief Full Full Full Full Full Full Full 1000 - 1220 Fire Support Services Automotive Technician II Fire Physical Resources Spvsr Lead Automotive Technician Management Assistant Administrative Assistant II - Classified Deputy Fire Chief Full Full Full Full Full Full 1000 - 1230 Emergency Medical Services Administrative Assistant I Deputy Fire Chief EMS Coordinator Public Information Officer EMS Chief Full Full Full Full Full 1000 - 1240 Fire Training Deputy Fire Chief Fire Captain Fire Battalion Chief Full Full Full 386 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 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 2.00 4.00 5.00 33.00 32.00 70.00 1.00 6.00 5.00 33.00 32.00 70.00 1.00 6.00 5.00 33.00 32.00 76.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 6.00 5.00 33.00 32.00 78.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 5.00 33.00 32.00 78.00 146.00 147.00 153.00 2.00 155.00 0.00 155.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 14.00 1.00 1.00 14.00 0.00 0.00 0.00 1.00 1.00 14.00 0.00 0.00 0.00 16.00 16.00 0.00 16.00 168.50 168.50 175.50 19.00 194.50 0.00 194.50 1.00 0.50 0.00 1.00 0.00 0.00 1.00 2.00 0.00 5.00 0.00 0.00 2.00 1.00 0.00 1.00 0.00 2.00 1.00 0.50 0.00 1.00 0.00 0.00 1.00 1.00 0.00 5.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 2.00 1.00 0.50 1.00 2.00 1.00 3.00 1.00 2.00 0.50 4.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 -1.00 0.00 0.00 -1.00 0.00 1.00 0.50 1.00 2.00 1.00 2.00 1.00 2.00 0.50 4.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 1.00 2.00 1.00 2.00 1.00 2.00 0.50 4.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 16.50 16.50 18.00 0.00 18.00 0.00 18.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 17.50 17.50 19.00 0.00 19.00 0.00 19.00 Budget FY 2017 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 1000 - 1270 Ambulance Operations Billing Specialist Fire Captain Firefighter Full Full Full Fire-Medical Totals: Human Resources General Fund 1000 - 0070 Human Resources 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 Technician Sr Human Resources Analyst Sr Human Resources Consultant Administrative Assistant II - Classified Deputy Director of Human Resources Employment Supervisor Human Resources Supervisor Total Compensation Administrator Full Full Full Full Full Full Full Full Part Full Full Full Full Full Full Full Full Full 1000 - 0080 Training Organizational Development Coordinat Full Human Resources Totals: 387 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 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 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 5.00 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 38.00 38.00 39.00 0.00 39.00 1.00 40.00 0.00 2.00 0.00 2.00 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 40.00 40.00 41.00 0.00 41.00 1.00 42.00 1.00 1.00 1.00 0.00 0.00 2.00 2.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 2.00 2.00 0.00 0.00 2.00 1.00 1.00 3.00 1.00 2.00 2.00 0.00 1.00 -1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 3.00 1.00 1.00 7.00 7.00 13.00 2.00 15.00 0.00 15.00 Budget FY 2017 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 - 3760 Radio System Operations Lead Radio Systems Engineer Radio Systems Engineer Full Full Information Technology Totals: 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 Sr Policy Advisor to the Mayor Strategic Management Officer Full Full Full Full Full Full Full Full Full 388 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 9.00 9.00 2.00 0.00 2.00 0.00 2.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 16.00 16.00 16.00 2.00 18.00 0.00 18.00 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 1.00 -1.00 0.00 0.00 0.00 1.00 2.00 8.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 8.00 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 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 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 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 1.00 1.00 6.00 6.00 7.00 0.00 7.00 0.00 7.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 8.00 8.00 9.00 0.00 9.00 0.00 9.00 Budget FY 2017 1000 - 0025 Governmental Affairs Intergovernmental Affairs Coordinator Intergovernmental Affairs Director Administrative Assistant II - Classified Council Assistant Council Assistant to Mayor Council Office & Grant Prg Mgr Executive Assistant 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 Full Full Full Full Full Full Full 1000 - 0041 Peoria Channel 11 Video Production & Operations Speciali Full Office of Communications Totals: 389 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 0.00 1.00 0.00 0.80 0.53 1.00 0.75 0.00 1.00 0.00 0.80 0.53 1.00 0.75 0.75 1.00 0.00 0.80 0.53 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 1.00 0.00 0.80 0.53 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.75 1.00 1.00 0.80 0.53 1.00 0.00 4.08 4.08 4.08 0.00 4.08 1.00 5.08 0.00 0.00 1.00 0.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 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 3.00 3.00 0.00 3.00 0.00 3.00 2.00 0.00 1.00 2.00 1.00 1.00 2.00 0.00 1.00 2.00 1.00 0.00 2.00 0.00 1.00 3.00 1.00 0.00 0.00 1.00 0.00 0.00 -1.00 0.00 2.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 3.00 0.00 0.00 7.00 6.00 7.00 0.00 7.00 0.00 7.00 0.00 0.20 0.47 0.25 0.00 0.20 0.47 0.25 0.25 0.20 0.47 0.00 0.00 0.00 0.00 0.00 0.25 0.20 0.47 0.00 0.00 0.00 0.00 0.00 0.25 0.20 0.47 0.00 0.92 0.92 0.92 0.00 0.92 0.00 0.92 13.50 14.00 15.00 0.00 15.00 1.00 16.00 2.00 4.00 6.00 0.00 0.00 1.00 5.00 1.00 1.00 2.00 2.00 4.00 6.00 1.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 4.00 6.00 1.00 1.00 1.00 5.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 4.00 6.00 1.00 1.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 7.00 1.00 1.00 1.00 5.00 1.00 0.00 0.00 22.00 22.00 21.00 -1.00 20.00 1.00 21.00 Budget FY 2017 Planning and Community Development General Fund 1000 - 0570 Neighborhood Coordination Housing & Development Grants Coordi Human Services Coordinator Human Services Specialist Neighborhood & Revital. Manager Neighborhood Imp. Specialist Neighborhood Programs Coordinator Management Assistant 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 Planner Planning Manager Principal Planner Sr Planner Engineering Planning Manager Planning Assistant Full 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 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 Lead Animal Control Officer Park Ranger Supervisor Police Services Manager Police Services Officer Public Education Specialist Code Compliance Supervisor Police Special Services Supv Full Full Full Full Full Full Full Full Full Full 390 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 -1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 0.00 11.00 11.00 11.00 2.00 13.00 0.00 13.00 1.00 1.00 2.00 1.00 1.00 19.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 16.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 15.00 3.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 5.00 1.00 0.00 0.00 -1.00 1.00 2.00 3.00 1.00 1.00 20.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 1.00 20.00 4.00 1.00 1.00 0.00 31.00 28.00 28.00 6.00 34.00 0.00 34.00 1.00 1.00 1.00 3.00 64.00 6.00 8.00 1.00 1.00 1.00 3.00 63.00 6.00 8.00 1.00 1.00 1.00 4.00 65.00 6.00 8.00 0.00 0.00 0.00 -1.00 -3.00 0.00 -1.00 1.00 1.00 1.00 3.00 62.00 6.00 7.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 62.00 6.00 7.00 84.00 83.00 86.00 -5.00 81.00 0.00 81.00 0.00 1.00 1.00 3.00 43.00 8.00 0.00 0.00 1.00 1.00 3.00 42.00 8.00 1.00 0.00 1.00 1.00 2.00 43.00 8.00 1.00 1.00 0.00 0.00 1.00 2.00 -2.00 -1.00 1.00 1.00 1.00 3.00 45.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 45.00 6.00 0.00 56.00 56.00 56.00 1.00 57.00 0.00 57.00 1.00 1.00 19.00 5.00 1.00 1.00 1.00 25.00 5.00 1.00 1.00 1.00 25.00 5.00 1.00 0.00 0.00 -2.00 1.00 0.00 1.00 1.00 23.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 23.00 6.00 1.00 27.00 33.00 33.00 -1.00 32.00 0.00 32.00 3.00 0.00 2.00 6.00 1.00 1.00 3.00 1.00 2.00 5.00 1.00 0.00 3.00 1.00 2.00 5.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 3.00 1.00 3.00 5.00 1.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 3.00 1.00 3.00 7.00 1.00 0.00 13.00 12.00 12.00 1.00 13.00 2.00 15.00 Budget FY 2017 1000 - 1000 Police Administration Accreditation/Compliance Coordinator Administrative Assistant II - Classified Deputy Police Chief Executive Assistant Management Services Deputy Director Police Chief Police Commander Police Lieutenant Police Officer Police Sergeant Public Information Officer Full Full Full Full Full Full Full Full Full Full Full 1000 - 1010 Criminal Investigation Administrative Assistant II - Classified Civilian Investigator Crime Scene Technician Police Investigative Officer Police Lieutenant Police Officer Police Sergeant Police Services Officer Victim Assistance Coordinator Pawn Specialist 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 Full Full Full Full Full Full Full 1000 - 1021 Patrol Services - North Administrative Assistant II - Classified Police Analyst Police Commander Police Lieutenant Police Officer Police Sergeant Customer Services Rep I Full 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 391 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 4.00 0.00 1.00 1.00 1.00 1.00 4.00 1.00 0.00 1.00 0.00 0.00 -2.00 0.00 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 1.00 1.00 2.00 1.00 0.00 0.00 5.00 8.00 8.00 -3.00 5.00 0.00 5.00 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 34.00 34.00 34.00 0.00 34.00 0.00 34.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 1.00 1.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 6.00 5.00 6.00 1.00 7.00 0.00 7.00 289.00 292.00 295.00 1.00 296.00 3.00 299.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 3.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 3.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 3.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 0.00 8.00 8.00 8.00 0.00 8.00 0.00 8.00 1.00 2.00 5.60 1.00 1.00 1.00 2.00 5.60 1.00 1.00 1.00 2.00 5.60 1.00 1.00 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 0.00 1.00 2.00 5.60 1.00 0.00 10.60 10.60 10.60 -1.00 9.60 0.00 9.60 Budget FY 2017 1000 - 1040 Staff Services Administrative Assistant II Police Lieutenant Police Officer Police Training and Recruitment Super Police Hiring Specialist Police Sergeant 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 Officer Police Services Manager Police Support Assistant Full Full Full Full Full Full Full Police Totals: Public Works General Fund 1000 - 0900 Public Works Administration Dep Director PW - Utilities Executive Assistant Management Analyst Public Works & Utilities Dir Full Full Full Full Water Utility Fund 2050 - 2050 Utilities-Water/Ww Admin Administrative Assistant II - Classified Business Analyst Dep Director PW - Utilities Dept Training & Compliance Spc Sr Management Analyst Full Full Full Full Full 2050 - 2055 Utilities Operations Admin Administrative Assistant II - Classified Instrument Control Tech II Lead Instrument Control Tech Management Assistant Utilities Operations Manager Utility Technology Supervisor Maintenance Management System Tec SCADA Supervisor Full Full Full Full Full Full Full Full 2050 - 2060 Greenway Potbl Wtr Trt Plant Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Utility Plant Op Apprentice Full Full Full Full Full 392 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 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 1.00 1.00 0.55 1.00 1.00 3.00 3.00 1.00 1.00 0.55 1.00 1.00 3.00 3.00 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 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 2.00 1.00 1.00 0.55 1.00 1.00 3.00 5.00 10.55 10.55 10.55 0.00 10.55 2.00 12.55 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 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.50 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.50 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 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 1.00 0.50 1.00 1.00 1.00 1.00 0.00 0.00 5.50 5.50 5.50 0.00 5.50 0.00 5.50 0.00 0.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 0.25 0.00 0.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 0.25 1.00 0.00 1.00 0.00 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 0.00 1.00 0.00 1.00 0.25 2.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.25 2.00 0.00 0.00 0.00 5.25 5.25 5.25 0.00 5.25 2.00 7.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 4.00 4.00 4.00 0.00 4.00 0.00 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 1.00 0.25 1.00 1.00 2.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 1.00 2.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 1.00 2.00 5.00 8.25 8.25 10.25 0.00 10.25 0.00 10.25 Budget FY 2017 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 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 Management Assistant Water Resources and Environ Manager Full Full Full Full Full Full Full Full 2050 - 2135 Drinking Water Environmental Business Systems Analyst Cross Connection Assistant Cross Connection Specialist Environmental Compliance Inspector Environmental Quality Compliance Coo Environmental Resources Manager Laboratory Technician Environmental Quality Assurance Offic Management Assistant Water Resources and Environ Manager Full 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 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 393 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 0.00 1.00 0.00 0.00 0.00 1.00 1.00 2.00 0.25 0.00 1.00 0.00 0.00 0.00 1.00 1.00 2.00 0.25 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 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 2.00 1.00 1.00 0.25 1.00 0.00 0.00 0.00 0.00 5.25 5.25 5.25 0.00 5.25 0.00 5.25 1.00 2.00 1.00 2.00 1.00 2.00 0.00 0.00 1.00 2.00 0.00 0.00 1.00 2.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 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 1.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 1.00 9.00 9.00 9.00 1.00 10.00 0.00 10.00 6.50 0.00 1.00 0.20 1.00 6.50 0.00 1.00 0.20 0.00 4.25 0.00 1.00 0.10 0.00 -0.25 0.50 0.00 0.00 0.00 4.00 0.50 1.00 0.10 0.00 0.00 0.00 0.00 0.00 0.00 4.00 0.50 1.00 0.10 0.00 8.70 7.70 5.35 0.25 5.60 0.00 5.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.25 0.10 0.25 -0.25 0.00 0.25 2.00 0.10 0.00 0.00 0.00 0.25 2.00 0.10 0.00 0.00 2.35 0.00 2.35 0.00 2.35 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 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 1.00 1.00 18.00 3.00 1.80 1.00 0.50 1.00 0.00 0.00 0.00 1.50 19.00 3.00 1.80 1.00 0.00 0.00 0.00 0.00 0.00 1.50 19.00 3.00 1.80 1.00 20.80 21.80 24.80 1.50 26.30 0.00 26.30 8.00 1.00 1.00 8.00 1.00 1.00 9.00 1.00 1.00 0.00 0.00 0.00 9.00 1.00 1.00 1.00 0.00 0.00 10.00 1.00 1.00 10.00 10.00 11.00 0.00 11.00 1.00 12.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 2.00 2.00 2.00 2.00 0.00 2.00 1.00 3.00 Budget FY 2017 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 Full Full Full Full Full Full Full Full Full 2400 - 2495 Jomax Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator II 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 Equipment Operator Lead Equipment Operator Solid Waste Supervisor Solid Waste Worker Full Part Full Full Full 2590 - 2730 Commercial Roll-Off Equipment Operator Equipment Operator Solid Waste Supervisor Part Full Full Residential Solid Waste Fund 2600 - 2750 Solid Waste Admin Administrative Assistant II - Classified Management Assistant Solid Waste Manager Administrative Assistant I - Classified 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 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 394 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 Change in Position 1.00 1.00 0.20 1.00 1.00 1.00 1.00 0.20 1.00 1.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 4.20 4.20 4.20 0.00 4.20 0.00 4.20 1.00 1.00 6.00 1.00 1.00 1.00 0.50 1.00 1.00 6.00 1.00 1.00 1.00 0.50 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 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 1.00 1.00 6.00 1.00 1.00 1.00 0.50 11.50 11.50 11.50 0.00 11.50 0.00 11.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 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 0.75 5.00 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 10.75 10.75 10.75 0.00 10.75 0.00 10.75 5.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 11.00 0.00 11.00 0.00 11.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 3.00 1.00 3.00 2.00 3.00 1.00 3.00 2.00 3.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 3.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 3.00 1.00 3.00 2.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 Budget FY 2017 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 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 Full Full Full Full Full Full Full Public Works-Facilities Fund 3250 - 3650 Facilities Admin Administrative Assistant II - Classified Business Analyst Facilities Manager 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 Full Part Full Full Full Full Full 3250 - 3690 Facilities Operating Projects City Security Coordinator Civil Engineer Construction Superintendent Public Works Project Coordinator Full Full Full Full 3250 - 3700 Technical Operations Facilities Operations Tech Facilities Technical Operations Supervi Facilities Technician II Lead Facilities Systems Operations Tec Full Full Full Full 395 Schedule 7 – Authorized Personnel* Fund/Dept Budget FY 2014 Budget FY 2015 Budget FY 2016 Base Change Revised FY 2016 1.00 1.00 0.80 2.00 1.00 1.00 1.00 0.80 2.00 1.00 1.00 1.00 0.80 2.00 1.00 0.00 0.00 0.00 1.00 -1.00 1.00 1.00 0.80 3.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.80 3.00 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 3.00 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 7.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 3.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 5.00 6.00 6.00 0.00 6.00 0.00 6.00 4.00 4.00 1.00 2.00 4.00 1.00 0.00 4.00 4.00 1.00 2.00 4.00 1.00 0.00 4.00 3.00 1.00 2.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 -1.00 4.00 3.00 1.00 2.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 3.00 1.00 2.00 5.00 1.00 0.00 16.00 16.00 16.00 0.00 16.00 0.00 16.00 3.00 1.00 3.00 1.00 3.00 1.00 0.00 0.00 3.00 1.00 0.00 0.00 3.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 2.00 1.50 2.00 1.00 1.00 2.00 1.50 2.00 1.00 1.00 2.00 1.50 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.50 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.50 2.00 1.00 1.00 7.50 7.50 7.50 0.00 7.50 0.00 7.50 Public Works Totals: 234.75 234.75 240.75 1.75 242.50 6.00 248.50 City Totals: 1,114.87 1,121.87 1,145.62 32.00 1,177.62 14.25 1,191.87 Full Part 1,089.75 25.12 1,096.75 25.12 1,119.75 25.87 36.75 -4.75 1,156.50 21.12 14.00 0.25 1,170.50 21.37 Division Change in Position Budget FY 2017 Streets Fund 7000 - 7000 Streets Admin Administrative Assistant II - Classified Management Assistant Public Works Operations Manager Street Maintenance Supervisor Administrative Assistant I - Classified Full Full Full Full Full 7000 - 7010 Signs And Striping Lead Transportation Technician Street Maintenance Worker Transportation Mtce Specialist Transportation Technician I Transportation Technician II Full Full Full Full Full 7000 - 7020 Traffic Signal Maintenance Lead Traffic Signal Technician Traffic Signal Technician I Traffic Signal Technician III Transportation Technician I Full Full Full Full 7000 - 7030 Street Maintenance Equipment Operator Lead Equipment Operator Pavement Maintenance Coordtr Public Works Inspector Street Maintenance Worker Transportation Technician II Street Maintenance Supervisor 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 Part Full Full Full *Schedule 7 - Authorized Personnel: This schedule counts Full Time Equivalents (FTE's) by position. (1.0 FTE is equal to 2,080 hours). Included are all Full-time positions and only Part-time positions that receive benefits. 396 Schedule 8 - Debt Service ORIGINAL ISSUE OUTSTANDING 7/1/2016 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS $94,380,000 $18,365,000 $68,440,000 $29,170,000 $14,715,000 $13,690,000 $30,325,000 $66,425,000 $7,620,000 $5,650,000 $6,150,000 $21,065,000 $12,975,000 $9,950,000 $30,325,000 $66,425,000 $3,735,000 $1,455,000 $1,990,000 $1,100,000 $615,000 $1,315,000 $665,000 $1,045,000 $2,089,618 $196,900 $1,301,316 $840,912 $408,887 $216,100 $1,074,659 $2,938,918 $0 $0 $0 $0 $0 $0 $0 $0 $350 $350 $350 $350 $350 $350 $350 $250 $5,824,968 $1,652,250 $3,291,666 $1,941,262 $1,024,237 $1,531,450 $1,740,009 $3,984,168 $335,510,000 $160,160,000 $11,920,000 $9,067,310 $0 $2,700 $20,990,010 $10,092,415 $10,092,415 $0 $262,000 $70,000 $0 $332,000 $345,602,415 $170,252,415 $11,920,000 $9,329,310 $70,000 $2,700 $21,322,010 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 $6,675,000 $47,000,000 $7,920,000 $35,510,000 $3,910,000 $30,530,000 $6,210,000 $31,610,000 $320,000 $2,490,000 $470,000 $1,375,000 $154,656 $1,438,176 $231,900 $1,096,976 $0 $0 $0 $0 $2,500 $2,500 $2,500 $2,500 $477,156 $3,930,676 $704,400 $2,474,476 Sub-Total Existing MDA Debt $97,105,000 $72,260,000 $4,655,000 $2,921,708 $0 $10,000 $7,586,708 $0 $0 $0 $0 $0 $0 $0 Total MDA Debt $97,105,000 $72,260,000 $4,655,000 $2,921,708 $0 $10,000 $7,586,708 WATER & SEWER REVENUE BONDS Existing Debt: 2000 Water & Sewer Bonds (WIFA)-Phase III 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 1 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 2 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 3 2009 Sewer Revenue Bonds (WIFA) - Section A Sewer Rehab (CW-01 2009 Water Revenue Bonds (WIFA) - Water Lines/Station Upgrades/ 2009 Sewer Revenue Bonds (WIFA) - Sewer Rehab & Operations Bldg 2009 Water Revenue Bonds (WIFA) - Beardsley WRF Ph III (CW-017 WIFA DW-127-2009 Pin Pk Wtr Ln - UT00278 WIFA 920260-16 New River 2010 Water & Sewer Revenue Bonds Refunding (Series 1998A and 200 2012 Water & Sewer Revenue Bonds Refunding $1,964,789 $27,183,342 $42,741,542 $8,575,253 $727,612 $8,030,340 $3,733,794 $4,371,597 $757,624 $14,000,000 $15,780,000 $23,280,000 $865,044 $18,321,577 $29,954,276 $6,441,112 $538,995 $5,852,494 $2,689,984 $3,300,140 $561,360 $14,000,000 $10,290,000 $12,995,000 $109,723 $1,425,802 $2,075,394 $400,246 $34,238 $367,902 $186,323 $199,575 $32,454 $533,765 $2,440,000 $2,810,000 $31,921 $539,530 $953,091 $217,186 $17,608 $113,857 $51,937 $104,715 $17,608 $399,788 $335,151 $463,600 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $300 $300 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $141,944 $1,965,632 $3,028,485 $617,432 $51,846 $481,759 $238,260 $304,290 $50,062 $933,553 $2,775,151 $3,273,600 Sub-total Existing Water & Sewer Revenue Debt $151,145,893 $105,809,982 $10,615,422 $3,245,992 $0 $600 $13,862,014 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $151,145,893 $105,809,982 $10,615,422 $3,245,992 $0 $600 $13,862,014 $4,950,000 $2,500,000 $370,000 $106,250 $0 $300 $476,550 $4,950,000 $2,500,000 $370,000 $106,250 $0 $300 $476,550 $0 $0 $0 $0 $0 $0 $0 $4,950,000 $2,500,000 $370,000 $106,250 $0 $300 $476,550 $0 $0 $0 $0 $0 $0 $0 $0 $122,000 $173,000 $150,000 $445,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $122,000 $173,000 $150,000 $445,000 $598,803,308 $350,822,397 $28,005,422 $15,603,260 $70,000 $13,600 $43,692,282 GENERAL OBLIGATION BONDS Existing Debt: GO Series 2007A GO Series 2007B Refunding GO Series 2009 GO Series 2010 GO Series 2012A GO Series 2012B GO Series 2015A GO Series 2015B Sub-Total Existing GO Debt Proposed Debt: Proposed GO Debt Total GO Debt Proposed Debt: Proposed MDA Debt 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 TOTAL REQUIREMENTS DEVELOPMENT AGREEMENTS Existing Debt: DIB Investments (Berge Lexus) Phoenix Motor Co (Mercedes) Walmart GRAND TOTALS 397 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2017 Comment Adult Day Program Grant Fund Community Services Adult Day Prg Grant 542502 $25,000 FY17 Supp: Vehicle Replacement - Trucks and Vans Total - Community Services $25,000 Total - Adult Day Program Grant Fund $25,000 Federal Forfeiture Fund Police Federal Forfeiture 542006 Federal Forfeiture 542505 $27,100 FY17 Supp: SAU Crisis Response Phone Equipment - Other Equipment $15,500 FY17 Supp: Replacement All-Terrain Utility Vehicle - Other Vehicles Total - Police $42,600 Total - Federal Forfeiture Fund $42,600 Fleet Reserve Fund Public Works Fleet Reserve Fleet Reserve 542501 542501 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 542501 542501 542501 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 542502 Fleet Reserve Fleet Reserve Fleet Reserve 542502 542502 542502 $12,000 Estimated carryover for vehicles not purchased in prior year. $35,945 FY17 Supp: Code Enforcement Officer and Vehicle - Vehicle $27k, Radio $6.5k, Docking/Install $2,445 $30,200 Sedan Replaces Veh# 964 $30,200 Sedan Replaces Veh# 1352 $30,200 Sedan Replaces Veh# 1221 $30,200 Sedan Replaces Veh# 1220 $30,200 Sedan Replaces Veh# 1058 $30,200 Sedan Replaces Veh# 1409 $30,200 Sedan Replaces Veh# 1359 $30,200 Sedan Replaces Veh# 1185 $28,900 Full Size P/U 3/4 Ton Replaces Veh# 912 $542,000 Pumper Replaces Veh# 1283 $1,063,000 Aerial Ladder Replaces Veh# 1018 $268,000 Tech Rescue Support Replaces Veh# 1035 $33,700 SUV Replaces Veh# 1475 $286,580 Ladder Tender Replaces Veh# 1497 $30,000 Full Size P/U 1 Ton Replaces Veh# 1350 $40,000 1 Ton Van Replaces Veh# 1430 $48,100 Full Size P/U 1 1/2 Ton Replaces Veh# 804 $28,900 Full Size P/U 3/4 Ton Replaces Veh# 922 $30,000 Full Size P/U 1 Ton Replaces Veh# 1348 $29,700 Full Size P/U 1/2 Ton SC Replaces Veh# 1198 $27,000 Full Size Compact P/U Replaces Veh# 1153 $27,000 Full Size Compact P/U Replaces Veh# 1163 $35,000 Cargo Van 3/4 Ton Replaces Veh# 1505 $65,000 FY17 Supp: Upfitting for Shop Truck - Utility box and associated equipment $48,000 PPV Replaces Veh# 1620 $25,900 Full Size P/U 1/2 Ton SC Replaces Veh# 1550 $33,700 SUV Replaces Veh# 1360 398 Schedule 9 - Summary of Operating Capital Fund/Division Account Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542502 542502 542502 542502 542502 542502 542504 542504 542504 542505 Fleet Reserve 542505 Fleet Reserve Fleet Reserve 542505 542505 FY 2017 Comment $49,000 $46,000 $48,000 $42,000 $33,700 $28,500 $30,000 $30,000 $30,000 $55,000 PPV Replaces Veh# 1514 Full Size P/U 1/2 Ton 4x4 SC Replaces Veh# 1230 PPV Replaces Veh# 1535 Full Size P/U 1/2 Ton CC Replaces Veh# 1431 SUV Replaces Veh# 1353 Full Size P/U 1/2 Ton SC Replaces Veh# 1091 Police Bike Replaces Veh# 1581 Police Bike Replaces Veh# 1507 Police Bike Replaces Veh# 1580 FY17 Supp: Forklift - 9000 lb Forklift, Pneumatic Tires, LP Gas Powered $28,113 FY17 Supp: John Deere 4052M Compact Tractor - John Deere 4052M Compact Tractor $25,000 Ridding Sand Rake, replaces 1628 $15,500 Riding Deck Mower, replaces 1547 Total - Public Works $3,440,838 Total - Fleet Reserve Fund $3,440,838 General Fund Finance Utilities Meter Services 543008 Total - Finance Utilities Police Operations Support Pd Technical Support 542006 542008 $362,114 Meters for regular replacement program. $362,114 $108,000 FY17 Supp: Upgrade Traffic Accident Investigation Equipment Other Equipment $28,325 FY17 Supp: Livescan Booking Workstation - Computer Hardware Total - Police $136,325 Total - General Fund $498,439 IT Project Fund Information Technology IT Projects IT Projects 543007 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 IT Projects 543007 $296,400 FY17 Supp: ADP HCM/Payroll Solution - IT Technology Systems $150,000 FY17 Supp: Office 365 Microsoft Enterprise Agreement (EA) Office 365 EA Implementation Costs $450,000 FY16 Carryover: Automated Time and Attendance System-This carryover request is for an Automated Time and Attendance System that was approved in the FY15 budget process. $5,940 FY16 Carryover: Repl - Financial & Registration System (Comm Svcs)-This carryover request is related to the replacement of the Financial & Registration Software currently in use in the Community Services Department. The project is underway with sandbox t $57,200 FY16 Carryover: Repl - Financial & Registration System (Comm Svcs)-This carryover request is related to the replacement of the Financial & Registration Software currently in use in the Community Services Department. The project is underway with sandbox t $12,850 FY16 Carryover: Repl - Financial & Registration System (Comm Svcs)-This carryover request is related to the replacement of the Financial & Registration Software currently in use in the Community Services Department. The project is underway with sandbox t 399 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2017 Total - Information Technology $972,390 Total - IT Project Fund $972,390 Comment IT Reserve Fund Information Technology Res For System Comp Eqt Res For Personal Comp Eqt 542008 542008 Res For Personal Comp Eqt 542008 Res For Personal Comp Eqt Res For Personal Comp Eqt 542008 543007 Res For Personal Comp Eqt 543007 Res For Personal Comp Eqt 543007 Res For Personal Comp Eqt 543007 $200,000 FY17 Server Replacements $185 FY17 Supp: Utility System Operators II - PC Docking Station Person# 02 $185 FY17 Supp: Utility System Operators II - PC Docking Station Person# 01 $400,000 FY17 MDC Replacements for Police Dept. $325 FY17 Supp: Utility System Operators II - Toughbook Data Drop Person# 02 $325 FY17 Supp: Ruggedized Laptop - Sweeper Operations - Toughbook Data Drop $325 FY17 Supp: Utility System Operators II - Toughbook Data Drop Person# 01 $325 FY17 Supp: Accounting Coordinator - Data Drop Person# 01 Total - Information Technology $601,670 Total - IT Reserve Fund $601,670 Percent for the Arts Fund Community Services Percent For The Arts 541003 Percent For The Arts 541003 Percent For The Arts 541003 $984,800 FY16 Carryover: Carry Over Request Public Art-This is a request to carry over the funding for the following projects: Lake Pleasant and Happy Valley Road ($125,000), 91st and Happy Valley Road ($75,000), Camino a Lago Park ($45,000), the Sports Complex ($ $150,000 FY17 Supp: Public Art - Veterans Memorial at Rio Vista - Imp Other Than Land/Buildings $250,000 FY17 Supp: Public Art - Northern Community Park - Imp Other Than Land/Buildings Total - Community Services $1,384,800 Total - Percent for the Arts Fund $1,384,800 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 542501 542502 542502 542502 542502 542502 542502 542505 Total - Public Works $5,000 $213,000 $310,000 $306,000 $310,000 $310,000 $250,000 $55,000 $1,759,000 400 Estimated carryover for vehicles not purchased in prior year. Rearloader replaces #1313 Side Loader Replaces Veh# 1663 Front Loader Replaces Veh# 1665 Side Loader Replaces Veh# 1662 Side Loader Replaces Veh# 1661 Rear Loader Replaces Veh# 1313 Rubber Tire Loader,replaces 1292 Schedule 9 - Summary of Operating Capital Fund/Division Account Total - Solid Waste Equipment Reserve Fund FY 2017 Comment $1,759,000 Solid Waste Expansion Fund Public Works Solid Waste Expansion Solid Waste Expansion 542502 542502 $308,835 Sideloader Mid Year Addition $308,835 Sideloader Mid Year Addition Total - Public Works $617,670 Total - Solid Waste Expansion Fund $617,670 Sports Complex Fund Community Services Complex Operations/Maint 542505 $3,950 FY17 Supp: Tractor Replacement - Svc Chg-Existing Vehicle Repl Total - Community Services $3,950 Total - Sports Complex Fund $3,950 Sports Complex Eqt Reserve Fund Community Services Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve 542505 542505 542505 542505 542505 Complex Eqt Reserve 542505 $25,000 $25,000 $13,500 $13,500 $39,500 Ridding Sand Rake, replaces 1542 Ridding Sand Rake, replaces 1187 All Terrain Vehicle, Standard Bed replaces 1332 Club car Villager 4 replaces 1511 FY17 Supp: Tractor Replacement - Other Vehicles-Mid-Size Utility Tractor $13,500 Club car Carryall 6 replaces 1509 Total - Community Services $130,000 Total - Sports Complex Eqt Reserve Fund $130,000 State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd 542501 $64,000 FY17 Supp: Property Unit Vehicles - Automobiles Total - Police $64,000 Total - State Anti-Racketeering - PD Fund $64,000 Streets/Transit Equipment Reserve Fund Public Works Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542501 542502 Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542502 542502 542502 542505 $5,000 Estimated carryover for vehicles not purchased in prior year. $29,000 FY17 Supp: Vehicle Replacement and Equipment Upgrade - Addtl funding for Vehicle #916 replacement $23,000 Full Size P/U 1 Ton CC Replaces Veh# 916 $23,000 Truck replaces Veh #916 $30,700 Full Size P/U 1/2 Ton Replaces Veh# 1427 $310,000 Sweeper replaces Veh #1515 401 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2017 Total - Public Works $420,700 Total - Streets/Transit Equipment Reserve Fund $420,700 Comment Wastewater Fund Public Works Beardsley Water Reclamation Facility Jomax Water Reclamation Facility Butler Water Reclamation Facility 542006 542006 543003 $20,000 To cover capitalized expenditures. $20,000 Large capitalized wastewater equipment replacement. $20,000 Larger capitalized wastewater equipment replacement Total - Public Works $60,000 Total - Wastewater Fund $60,000 Wastewater Equipment Reserve Fund Public Works Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve 542501 542502 542502 $5,000 Estimated carryover for vehicles not purchased in prior year. $27,000 Full Size P/U 1/2 Ton Replaces Veh# 1418 $30,000 Full Size P/U 3/4 Ton Replaces Veh# 1305 Total - Public Works $62,000 Total - Wastewater Equipment Reserve Fund $62,000 Water Fund Public Works Utilities Operations Admin Greenway Potbl Wtr Trt Plant Greenway Potbl Wtr Trt Plant 542001 542006 543002 $9,000 Capitalized electronic equipment. $20,000 To cover capitalized expenditures. $50,000 To cover capitalized expenditures. Total - Public Works $79,000 Total - Water Fund $79,000 Water Equipment Reserve Fund Public Works Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve 542502 542502 542502 Wtr Eqt Reserve Wtr Eqt Reserve Wtr Eqt Reserve 542502 542502 542502 $31,500 Full Size P/U 1 Ton Replaces Veh# 1426 $33,500 SUV Replaces Veh# 1183 $132,100 FY17 Supp: Utility System Operators II - F350 Long Bed w/ Valve Exercisor, Vacuum, Light Bar, Arrowboard, Veh Docking Stn $27,000 Full Size P/U 1/2 Ton Replaces Veh# 1351 $26,000 FY17 Supp: Cross Connection Assistant - Ford F-150 Truck $30,000 Full Size P/U 3/4 Ton Replaces Veh# 1116 Total - Public Works $280,100 Total - Water Equipment Reserve Fund $280,100 Total - Operating Capital $10,442,157 402 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Drainage 81st Ave - Varney Pk Drainage Solution EN00482CO GO Bonds 2015 4251-4251-543004 CIPDR Project Total $125,000 $125,000 Beardsley Rd Channel Improvements PW00112CO PW00112CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543004 4252-4252-543004 CIPDR CIPDR Project Total $2,064,000 $1,008,377 $3,072,377 Desert Harbor/91st Av; Drainage Channel Impr EN00531DS Proposed GO Bonds 4252-4252-543004 CIPDR Project Total $49,500 $49,500 Lake Pleasant Basin Access ramp EN00523DS Proposed GO Bonds 4252-4252-543004 CIPDR Project Total $49,500 $49,500 Neighborhood Drainage Program EN00458CO EN00458CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543004 4252-4252-543004 CIPDR CIPDR Project Total $211,000 $346,535 $557,535 Palo Verde Ruin - Interpretive Plan CS00178DS CS00178CO Proposed GO Bonds Proposed GO Bonds 4252-4252-543004 4252-4252-543004 CIPDR CIPDR Project Total $50,000 $150,000 $200,000 Peoria Storm Drain Master Plan - Land Preservation EN00524LA EN00524LA GO Bonds 2015 Proposed GO Bonds 4251-4251-540000 4252-4252-540000 CIPDR CIPDR Project Total $256,649 $363,851 $620,500 Pinnacle Peak Drainage; 87th Ave to 99th Av EN00455DS Proposed GO Bonds 4252-4252-543004 CIPDR Project Total $320,000 $320,000 Pinnacle Peak Rd & 67th Ave Channel to New River EN00119SY EN00119DS GO Bonds 2015 GO Bonds 2015 4251-4251-520099 4251-4251-543004 CIPDR CIPDR Project Total Total - Drainage $400,000 $1,800,001 $2,200,001 $7,194,413 Project Type - Operational Facilities Building Equipment Renovation and Replacement PW00050EQ General 1000-0310-524002 CIPOF Project Total 403 $20,000 $20,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Operational Facilities Chargeback Distribution FY2017 CB02017CB CB02017CB CB02017CB CB02017CB CB02017CB CB02017CB CB02017CB CB02017CB CB02017CB CB02017CB CB02017CB CB02017CB Water Wastewater Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - Post 1-1-2012 GO Bonds 2015 Proposed GO Bonds CIP Capital Projects Fund Highway User Streets Dev Zone 2 - Post 8-1-2014 Transportation Sales Tax Citywide Park/Rec Facility Dev Law Enforcement Dev - Post 8-1-2014 2050-2140-544001 2400-2550-544001 2506-2626-544001 2509-2629-544001 4251-4251-544001 4252-4252-544001 4550-4550-544001 7000-7050-544001 7003-7053-544001 7010-7075-544001 7910-7910-544001 7932-7932-544001 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $286,774 $9,796 $2,250 $40,906 $208,322 $213,865 $70,948 $25,000 $45,000 $663,484 $135,855 $159,382 $1,861,582 City Parks Parking Lots - Asphalt Replacement PW00995CO Proposed GO Bonds 4252-4252-541003 CIPOF Project Total $201,000 $201,000 Citywide Security Program PW00506EQ PW00506CO General General 1000-0310-541003 1000-0310-541003 CIPOF CIPOF Project Total $71,400 $92,080 $163,480 Community Works Program COP0001CO COP0001CO General Highway User 1000-0310-542003 7000-7050-543004 CIPOF CIPOF Project Total $500,000 $500,000 $1,000,000 Council Chambers A/V Equipment Replacement PW00510EQ Proposed GO Bonds 4252-4252-542001 CIPOF Project Total $200,000 $200,000 Denaro Medical Plaza ED00021OT Economic Development 1900-1900-522070 CIPOF Project Total $175,000 $175,000 Fire Department Building Needs PW00090CO General 1000-0310-524002 CIPOF Project Total $25,000 $25,000 GE Avionics (Aviage Systems) ED00015OT Economic Development 1900-1900-522070 CIPOF Project Total $940,308 $940,308 Historic Buildings Equipment and Finish Renovation PW10300EQ PW10300CO General General 1000-0310-541003 1000-0310-541003 CIPOF CIPOF Project Total $75,000 $19,800 $94,800 Huntington University ED00018OT Half Cent Sales Tax 1210-0350-522070 CIPOF Project Total 404 $900,000 $900,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Operational Facilities Impact Fee Study CD00007SY CD00007SY CD00007SY CD00007SY CD00007SY CD00007SY CD00007SY Streets Dev Zone 2 - Post 8-1-2014 Street Impact Fees - Zone 1 - Post 1-1-2012 Law Enforcement Dev - Post 8-1-2014 Fire & Emergency Svc Dev Post 8-1-2014 Parks Zone 1-Post 8/1/14 Parks Zone 2-Post 8/1/14 Parks Zone 3-Post 8/1/14 7003-7053-520099 7007-7057-520099 7932-7932-520099 7937-7937-520099 7941-7941-520099 7942-7942-520099 7943-7943-520099 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $37,000 $18,000 $9,000 $9,000 $9,000 $9,000 $9,000 $100,000 Interactive Voice Response System Replacement MS0002CO MS0002CO MS0002CO General Water Wastewater 1000-0310-543007 2050-2140-543007 2400-2550-543007 CIPOF CIPOF CIPOF Project Total $3,457 $3,497 $3,993 $10,947 Maxwell Technologies ED00008OT Economic Development 1900-1900-522070 CIPOF Project Total $1,109,000 $1,109,000 Network Infrastructure Replacement - PSAB IT00002EQ IT Reserve 3400-3800-542008 CIPOF Project Total $265,000 $265,000 P83 Entertainment District Improvements ED00002OT ED00002CO General CIP Capital Projects Fund 1000-0310-543001 4550-4550-541003 CIPOF CIPOF Project Total $29,125 $2,000,000 $2,029,125 Parking Lot Maintenance for City Buildings PW11150CO General 1000-0310-541003 CIPOF Project Total $29,700 $29,700 Peoria Transit Center PW00325SY PW00325LA PW00325CO 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 Radio Infrastructure Replacements - RWC Upgrades IT00024EQ CIP Capital Projects Fund 4550-4550-542008 CIPOF Project Total $850,102 $850,102 Radio Subscriber Replacements IT00018EQ GO Bonds 2015 4251-4251-542008 CIPOF Project Total $549,535 $549,535 Renovate Main Library PW00509SY PW00509CO PW00509EQ Proposed GO Bonds Proposed GO Bonds Proposed GO Bonds 4252-4252-520099 4252-4252-541003 4252-4252-541500 CIPOF CIPOF CIPOF Project Total 405 $400,000 $975,000 $125,000 $1,500,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Operational Facilities Storage Area Network Replacement/Upgrade IT00006EQ IT Reserve 3400-3800-542008 CIPOF Project Total $300,000 $300,000 Technical Pavement Condition Survey & Support PW00512OT Highway User 7000-7050-520099 CIPOF Project Total $250,000 $250,000 Transit Park and Ride Lot PW00335LA PW00335CO PW00335DS Capital Projects-Outside Srces Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-540000 4810-4810-540500 4810-4810-540500 CIPOF CIPOF CIPOF Project Total $2,138,675 $129,566 $372,681 $2,640,922 Trine University ED00013OT Economic Development 1900-1900-522070 CIPOF Project Total Total - Operational Facilities $162,812 $162,812 $16,367,929 Project Type - Other Arts Distribution FY2017 AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT AT02017AT General Half Cent Sales Tax Municipal Office Complex Rsv Water Water Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Wastewater Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 GO Bonds 2015 Proposed GO Bonds CIP Capital Projects Fund Capital Projects-Outside Srces Highway User Streets Dev Zone 2 - Post 8-1-2014 Transportation Sales Tax Citywide Park/Rec Facility Dev River Corridors & Trails Dev General Government Dev 1000-0310-525515 1210-0350-525515 1970-1970-525515 2050-2140-525515 2161-2221-525515 2162-2222-525515 2164-2224-525515 2400-2550-525515 2507-2627-525515 2509-2629-525515 4251-4251-525515 4252-4252-525515 4550-4550-525515 4810-4810-525515 7000-7050-525515 7003-7053-525515 7010-7075-525515 7910-7910-525515 7920-7920-525515 7940-7940-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT Project Total $17,572 $4,968 $745 $168,934 $6,527 $6,680 $10,975 $38,656 $1,520 $12,251 $38,090 $77,283 $3,950 $5,293 $52,280 $31,861 $84,193 $16,000 $1,210 $7,426 $586,414 BioScience Incubator (BioInspire) ED00010OT Half Cent Sales Tax 1210-0350-522070 CIPOT Project Total 406 $1,600,000 $1,600,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Other Building Equipment Renovation and Replacement PW00050EQ Municipal Office Complex Rsv 1970-1970-541003 CIPOT Project Total $75,000 $75,000 Building Fixture and Finish Renovation PW00060CO Municipal Office Complex Rsv 1970-1970-541003 CIPOT Project Total $74,255 $74,255 Sports Complex Asphalt Remediation CS00179CO Half Cent Sales Tax 1210-0350-541003 CIPOT Project Total Total - Other $275,000 $275,000 $2,610,669 Project Type - Parks 75th Avenue and Deer Valley Trailhead CS00173CO GO Bonds 2015 4251-4251-543005 CIPPK Project Total $742,128 $742,128 83rd Avenue and Village Parkway Trailhead CS00156DS Proposed GO Bonds 4252-4252-543005 CIPRT Project Total $124,988 $124,988 99th Ave and Olive Trailhead CS00088CO CS00088CO CS00088CO GO Bonds 2015 GO Bonds 2015 Proposed GO Bonds 4251-4251-543005 4251-4251-543005 4252-4252-543005 CIPRT CIPPK CIPRT Project Total $200,000 $1,295,000 $455,000 $1,950,000 Community Services ADA Compliance CS00177CO General 1000-0310-543005 CIPPK Project Total $380,000 $380,000 Community Works Program COP0001CO General 1000-0310-543005 CIPPK Project Total $22,000 $22,000 Neighborhood Drainage Program EN00458CO CIP Capital Projects Fund 4550-4550-541003 CIPPK Project Total $70,000 $70,000 New River Trail - BLM EN00371SY EN00371LA EN00371CO EN00371CO Proposed GO Bonds Proposed GO Bonds Proposed GO Bonds Proposed GO Bonds 4252-4252-520099 4252-4252-540000 4252-4252-543005 4252-4252-543005 CIPRT CIPRT CIPRT CIPPK Project Total 407 $110,000 $79,529 $83,408 $203,228 $476,165 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Parks New River Trail - Williams Rd to Happy Valley Rd CS00128CB CS00128LA CS00128DS GO Bonds 2015 GO Bonds 2015 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 CS00059DS CS00059CO CS00059CO CS00059DS Citywide Park/Rec Facility Dev Citywide Park/Rec Facility Dev - Post 1-1-2012 Citywide Park/Rec Facility Dev - Post 1-1-2012 Citywide Park/Rec Facility Dev - Post 1-1-2012 7910-7910-543005 7911-7911-520099 7911-7911-520510 7911-7911-543005 CIPPK CIPPK CIPPK CIPPK Project Total $55,000 $250,000 $457 $1,545,000 $1,850,457 Palo Verde Ruin - Interpretive Plan CS00178CO CS00178CO General GO Bonds 2015 1000-0310-541003 4251-4251-541003 CIPPK CIPPK Project Total $145,000 $499,896 $644,896 Park and Recreation Facility Refurbishment CS0018CO5 CS00185CO General General 1000-0310-543005 1000-0310-543005 CIPPK CIPPK Project Total $38,900 $500,000 $538,900 Sports Complex Asphalt Remediation CS00179CO Half Cent Sales Tax 1210-0350-541003 CIPPK Project Total $448,800 $448,800 Sports Complex Improvements CS00022CO CS00022CO CS00022CO CS00022CO General Sports Complex Sports Complex Capital Reserve GO Bonds 2015 1000-0310-520510 2000-2000-543005 2001-2021-541003 4251-4251-540500 CIPPK CIPPK CIPPK CIPPK Project Total $2,915 $200,000 $159,174 $1,000,000 $1,362,089 Sports Complex Replacements and Enhancements CS00181EQ CS00181EQ CS00181EQ CS00181EQ CS00181EQ CS00181EQ Half Cent Sales Tax Sports Complex Sports Complex Capital Reserve Sports Complex Improvement Reserve Sports Complex GA Surcharge Capital Projects-Outside Srces 1210-0350-542006 2000-2000-542006 2001-2021-542006 2002-2022-542006 2003-2023-542006 4810-4810-542006 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total Total - Parks 408 $500,000 $250,000 $30,000 $250,000 $70,000 $500,000 $1,600,000 $10,584,051 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Public Safety Pinnacle Peak Public Safety Facility Expansion PD00021CO PD00021CO PD00021EQ PD00021CO PD00021CO PD00021EQ PD00021CO GO Bonds 2015 Law Enforcement Dev Law Enforcement Dev Law Enforcement Dev - Post 1-1-2012 Law Enforcement Dev - Post 8-1-2014 Law Enforcement Dev - Post 8-1-2014 General Government Dev 4251-4251-540500 7930-7930-540500 7930-7930-542006 7931-7931-540500 7932-7932-540500 7932-7932-542006 7940-7940-540500 CIPPS CIPPS CIPPS CIPPS CIPPS CIPPS CIPPS Project Total $600,000 $7,085,396 $198,052 $320,062 $282,152 $126,148 $742,575 $9,354,385 Pyramid Peak Water Treatment Plant Expansion UT00334CO UT00334DS Water Impact Fees - Post 1-1-2012 WIFA Bonds 2162-2222-543002 2270-2350-543002 CIPPS CIPPS Project Total Total - Public Safety $789,616 $3,543,838 $4,333,454 $13,687,839 Project Type - Streets 103rd Av; Northern Ave to Olive Ave -Full Street EN00422CO EN00422DS EN00422CO EN00422CO GO Bonds 2015 Proposed GO Bonds Proposed GO Bonds Transportation Sales Tax 4251-4251-543001 4252-4252-543001 4252-4252-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $500,000 $80,000 $310,000 $3,587,556 $4,477,556 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 $1,500,000 $230,000 $1,693,070 $5,023,070 75th Ave & Peoria Ave Intersection Improvements EN00081LA EN00081CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-540000 7010-7075-543001 CIPST CIPST Project Total $660,000 $1,317,664 $1,977,664 79th Ave; Eugie to Tbird Rd; Intersection Widening EN00116CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $874,130 $874,130 83rd Av & Tbird Rd Intersection Improvements (Ult) EN00086LA EN00086DS Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $265,000 $650,000 $915,000 83rd Av Sidewalks & Bike Lanes; HVR to Jomax EN00546DS Transportation Sales Tax 7010-7075-543001 CIPST Project Total 409 $15,000 $15,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Streets 87th Ave & Peoria Ave Intersection Alignment PW00109LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total $55,551 $55,551 88th Ave & Hatcher Rd One-Half Street Improvements EN00325CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $10,000 $10,000 89th Ave; Golden Ln to Olive Av EN00472LA EN00472CO GO Bonds 2015 GO Bonds 2015 4251-4251-540000 4251-4251-543001 CIPST CIPST Project Total $138,000 $785,664 $923,664 91st Av; Mountain View Rd to Grand Av EN00561DS Transportation Sales Tax 7010-7075-543001 CIPST Project Total $340,000 $340,000 91st Ave; Deer Valley Rd to Pinnacle Pk Rd EN00505CO CIP Capital Projects Fund 4550-4550-543001 CIPST Project Total $340,000 $340,000 99th Ave Reconstruction; Butler Dr to Olive Av EN00421DS EN00421CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $528,477 $1,160,000 $1,688,477 ADA Accessibility PW00025SY PW00025CO PW00025CO Highway User Highway User Highway User 7000-7050-520099 7000-7050-520099 7000-7050-543001 CIPST CIPST CIPST Project Total $100,000 $15,375 $219,010 $334,385 Arterial Road Pavement Preservation & Restoration PW00992CO PW00992CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $897,000 $303,000 $1,200,000 Bell Rd and 83rd Av Right Turn Lane EN00562LA EN00562DS Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $103,000 $70,000 $173,000 Bridge Maintenance and Management Program EN00243CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $643,459 $643,459 Cactus Rd & 69th Av Sidewalk, North Side EN00550DS EN00550CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $74,000 $300,000 $374,000 Community Works Program COP0001CO Highway User 7000-7050-543001 CIPST Project Total 410 $431,655 $431,655 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Streets Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy EN00395LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total $230,000 $230,000 Dirt Shoulders, Dust Abatement PM-10 Program PW01001CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $200,000 $200,000 Guardrail Program EN00555SY Highway User 7000-7050-520099 CIPST Project Total $80,000 $80,000 Happy Valley Pkwy Widening; LPP to Agua Fria EN00463DS EN00463DS Proposed GO Bonds Streets Dev Zone 2 - Post 8-1-2014 4252-4252-543001 7003-7053-543001 CIPST CIPST Project Total $1,021,585 $1,099,140 $2,120,725 Lake Pleasant Parkway Sidewalk EN00480LA EN00480CO EN00480DS Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $60,000 $250,000 $297,030 $607,030 Lake Pleasant Pkwy; Westwing to L303 (4 Lanes) EN00241CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $61,542 $61,542 Lake Pleasant Towne Center Driveway EN00552LA Proposed GO Bonds 4252-4252-540000 CIPST Project Total $50,000 $50,000 Lone Mountain ROW Acquistion EN00479LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total $3,600,000 $3,600,000 LPP & 91st Ave Right Turn Lanes EN00359CO EN00359CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $200,000 $348,790 $548,790 Major Street Repairs PW00027CO PW00027CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $100,010 $49,490 $149,500 Monroe St; 83rd Av to 85th Av Roadway Improvements EN00549CO EN00549DS Proposed GO Bonds Proposed GO Bonds 4252-4252-543001 4252-4252-543001 CIPST CIPST Project Total $370,000 $55,000 $425,000 Northern Parkway EN00142CO GO Bonds 2015 4251-4251-543001 CIPST Project Total 411 $1,600,000 $1,600,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Streets Pinnacle Pk Rd & 102nd Av Widening; 102nd to LPP EN00513DS EN00513CO EN00513LA EN00513CO EN00513CO EN00513CO GO Bonds 2015 GO Bonds 2015 Proposed GO Bonds Proposed GO Bonds CIP Capital Projects Fund Capital Projects-Outside Srces 4251-4251-543001 4251-4251-543001 4252-4252-540000 4252-4252-543001 4550-4550-543001 4810-4810-543001 CIPST CIPST CIPST CIPST CIPST CIPST Project Total $78,200 $510,000 $250,000 $550,000 $573,031 $286,000 $2,247,231 Pyramid Pk Rd and Sonoran Mtn Ranch Rdwy Imp EN00501DS EN00501CO CIP Capital Projects Fund CIP Capital Projects Fund 4550-4550-543001 4550-4550-543001 CIPST CIPST Project Total $95,000 $300,000 $395,000 Sidewalks Annual Program PW00046CO Highway User 7000-7050-543001 CIPST Project Total $290,131 $290,131 Street Light Infill and Replacement Program PW11160CO Highway User 7000-7050-543001 CIPST Project Total $290,000 $290,000 Street Maintenance Program PW00138CO PW00138CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $1,997,500 $252,500 $2,250,000 Street Reconstruction and Rehab Program PW13000DS Transportation Sales Tax 7010-7075-543001 CIPST Project Total $297,000 $297,000 Terramar Cove Access Road Improvements EN00494CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $85,000 $85,000 Traffic Signal Renovation and Replacement PW00993CO PW00993CO GO Bonds 2015 Highway User 4251-4251-543001 7000-7050-543001 CIPST CIPST Project Total Total - Streets $225,000 $65,000 $290,000 $35,613,560 Project Type - Traffic Controls Traffic Management Center Equipment Replacement EN00433EQ EN00433EQ EN00433DS EN00433CO EN00433OT EN00433EQ Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-542006 7010-7075-543001 7010-7075-543001 7010-7075-543001 7010-7075-543001 CIPTC CIPTC CIPTC CIPTC CIPTC CIPTC Project Total 412 $482,345 $7,372 $49,500 $54,600 $40,000 $29,156 $662,973 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Traffic Controls Traffic Signal Interconnect Project (TSIP) PW00133CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $68,632 $68,632 Traffic Signal Program EN00170CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $833,000 $833,000 Traffic Signal System Software Replacement EN00430EQ Transportation Sales Tax 7010-7075-543007 CIPTC Project Total Total - Traffic Controls $17,000 $17,000 $1,581,605 Project Type - Wastewater Butler Recharge Wells (ASR) UT00309CO Wastewater Impact Fees - Post 1-1-2012 2509-2629-543003 CIPWW Project Total $217,241 $217,241 Beardsley Plant Equipment Upgrade and Expansion UT00314EQ Wastewater Impact Fees - East of Agua Fria 2506-2626-543003 CIPWW Project Total $262,500 $262,500 Butler Recharge Wells (ASR) UT00309CO UT00309CO UT00309CO UT00309SY UT00309DS UT00309CO UT00309SY UT00309DS 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 - East of Agua Fria Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - West of Agua Fria 2163-2223-543003 2164-2224-543003 2400-2550-543003 2506-2626-520099 2506-2626-543003 2506-2626-543003 2507-2627-520099 2507-2627-543003 CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $300,000 $653,345 $136,953 $10,215 $29,965 $217,782 $9,430 $27,659 $1,385,349 Butler WRF Plant Equipment Upgrade and Replacement UT00333EQ Wastewater 2400-2550-543003 CIPWW Project Total $125,000 $125,000 Condition Assessment of Remote Sites UT00256SY Wastewater 2400-2550-520099 CIPWW Project Total $10,000 $10,000 Dixileta 21 inch Sewer Extension UT00404DS UT00404CO Wastewater Impact Fees - Post 1-1-2012 Wastewater Impact Fees - Post 1-1-2012 2509-2629-543003 2509-2629-543003 CIPWW CIPWW Project Total $89,992 $1,135,129 $1,225,121 Jomax WRF Operational Improvement/Upgrade/Replace UT00323CO UT00323CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total 413 $30,000 $217,500 $247,500 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Wastewater Lift Station Reconditioning UT00116CO Wastewater 2400-2550-543003 CIPWW Project Total $645,000 $645,000 Manhole Rehabilitation UT00307CO Wastewater 2400-2550-543003 CIPWW Project Total $272,500 $272,500 Miscellaneous Local Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543003 CIPWW Project Total $100,000 $100,000 Reclaimed Water Booster Land Purchase at IPS UT00329LA Wastewater 2400-2550-540000 CIPWW Project Total $162,500 $162,500 SCADA Equipment Replacement UT00266EQ Wastewater 2400-2550-543003 CIPWW Project Total $75,000 $75,000 SROG Line Assessment& Repair UT00321CO Wastewater 2400-2550-543003 CIPWW Project Total $20,000 $20,000 Trunk Sewer Line Inspection UT00322SY Wastewater 2400-2550-520099 CIPWW Project Total $550,000 $550,000 Trunk Sewer Rehabilitation UT00296CO UT00296DS Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total $2,222,365 $124,619 $2,346,984 Vistancia Zone 1-2 RCW Booster and Chlorine mods UT00406CO UT00406DS UT00406OT Wastewater Wastewater Wastewater 2400-2550-543003 2400-2550-543003 2400-2550-543003 CIPWW CIPWW CIPWW Project Total $115,445 $11,121 $2,532 $129,098 Water Meter Replacement Program UT00326EQ Wastewater 2400-2550-543003 CIPWW Project Total $1,035,396 $1,035,396 West Agua Fria Wastewater Lines UT00171CO UT00171CO Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2507-2627-543003 2509-2629-543003 CIPWW CIPWW Project Total Total - Wastewater 414 $152,025 $770,000 $922,025 $9,731,214 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Water 103rd Ave 12" Waterline Northern to Olive UT00392CO Water 2050-2140-543002 CIPWR Project Total $698,914 $698,914 75 Ave 16-inch Waterline, Cactus and Peoria UT00143CO Water 2050-2140-543002 CIPWR Project Total $1,577,336 $1,577,336 91st Av; Mountain View Rd to Grand Av EN00561CO Water 2050-2140-543001 CIPWR Project Total $99,000 $99,000 Agua Fria Booster/PRV UT00245CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total $406,401 $406,401 Beardsley Plant Equipment Upgrade and Expansion UT00314EQ Water 2050-2140-543002 CIPWR Project Total $87,500 $87,500 Butler Recharge Wells (ASR) UT00309CO UT00309SY UT00309DS UT00309SY UT00309DS Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd 2050-2140-543002 2162-2222-520099 2162-2222-543002 2164-2224-520099 2164-2224-543002 CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $1,027,319 $29,860 $87,588 $29,074 $85,284 $1,259,125 Butler Well Site Rehabilitation UT00410DS UT00410CO Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $135,088 $1,320,177 $1,455,265 Condition Assessment of Remote Sites UT00256SY Water 2050-2140-520099 CIPWR Project Total $20,000 $20,000 Desert Harbor-Arrowhead Shores Well Mixing UT00312DS Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total $437,148 $437,148 Fire Hydrant Infill and Replacement UT00204CO Water 2050-2140-543002 CIPWR Project Total $160,000 $160,000 Greenway Plant Equipment Upgrade/Replacement UT00316EQ UT00316EQ Water Water 2050-2140-542006 2050-2140-543002 CIPWR CIPWR Project Total $45,000 $150,000 $195,000 Jomax WRF Operational Improvement/Upgrade/Replace UT00323CO Water 2050-2140-543002 CIPWR Project Total 415 $62,500 $62,500 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Water Miscellaneous Local Waterline Improvements UT00203CO Water 2050-2140-543002 CIPWR Project Total $200,000 $200,000 New River Utility Company Acquisition UT00390OT WIFA Bonds 2270-2350-543002 CIPWR Project Total $4,000,000 $4,000,000 Pinnacle Pk Rd & 102nd Av Widening; 102nd to LPP EN00513CO Water 2050-2140-543001 CIPWR Project Total $236,000 $236,000 Pyramid Peak Water Treatment Plant Expansion UT00334CO Water 2050-2140-543002 CIPWR Project Total $800,000 $800,000 Quintero Plant Equipment Upgrade/Replacement UT00418EQ Water 2050-2140-543002 CIPWR Project Total $150,000 $150,000 Reclaimed Water Booster Land Purchase at IPS UT00329LA Water 2050-2140-540000 CIPWR Project Total $481,330 $481,330 SCADA Equipment Replacement UT00266EQ Water 2050-2140-543002 CIPWR Project Total $75,000 $75,000 Thunderbird Rd 16" Watermain Replacement UT00416SY UT00416OT UT00416CO UT00416DS Water Water Water Water 2050-2140-520099 2050-2140-543002 2050-2140-543002 2050-2140-543002 CIPWR CIPWR CIPWR CIPWR Project Total $137,273 $66,557 $2,910,717 $279,877 $3,394,424 Ventana Well, Booster Rehabilitation UT00394CO Water 2050-2140-543002 CIPWR Project Total $4,216,589 $4,216,589 Vistancia Zone 1-2 RCW Booster and Chlorine mods UT00406DS UT00406OT UT00406CO Water Water Water 2050-2140-543002 2050-2140-543002 2050-2140-543002 CIPWR CIPWR CIPWR Project Total $33,363 $7,594 $346,335 $387,292 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $495,000 $495,000 Water Line Assessment and Replacement UT00335CO Water 2050-2140-543002 CIPWR Project Total 416 $1,050,000 $1,050,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2017 Project Type - Water Water Meter Replacement Program UT00326EQ Water 2050-2140-543002 CIPWR Project Total $2,104,996 $2,104,996 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 $7,200 $2,400 $30,400 $23,600 $9,200 $7,200 $80,000 Wellhead Water Quality Mitigation UT00272DS Water 2050-2140-543002 CIPWR Project Total $294,440 $294,440 Wells - New Construction UT00117CO UT00117SY UT00117CO Water Expansion Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd 2161-2221-543002 2164-2224-520099 2164-2224-543002 CIPWR CIPWR CIPWR Project Total $1,284,262 $50,000 $1,547,979 $2,882,241 West Agua Fria Water Lines UT00170CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total $792,987 $792,987 Westland Rd. Reservoir and Booster Station UT00336CO UT00336DS UT00336CO Water Impact Fees - Post 1-1-2012 Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd 2162-2222-543002 2162-2222-543002 2164-2224-543002 CIPWR CIPWR CIPWR Project Total $537,291 $130,684 $800,000 $1,467,975 White Mountain Apache Tribe Water Rights Purchase UT00234CO UT00234CO Water Water Resource Fees - Post 8-1-2014 2050-2140-543002 2167-2227-543002 CIPWR CIPWR Project Total 417 $1,026,020 $700,000 $1,726,020 Total - Water $31,292,483 Total FY 17 CIP $128,663,763 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division FY 2017 FY 2017 One-time Cost Ongoing Cost Suppl. # Supplemental Description City Attorney Criminal 0230-01 IMLA Annual Code Enforcement Conf. for Prosecutors Total - City Attorney City Clerk City Clerk City Clerk 0150-01 0150-02 2016 Election Cycle 2016 Redistricting FY 2017 Total Cost General Fund $2,000 $2,000 $0 $0 $2,000 $2,000 Total - City Clerk $224,000 $100,000 $324,000 $0 $0 $0 $224,000 $100,000 $324,000 $86,000 $0 $30,000 $89,073 $23,254 $60,745 $0 $12,363 $25,000 $120,684 $141,527 $104,142 $70,000 $81,176 $0 $28,113 $0 $0 $32,000 $100,000 $0 $1,004,077 $50,000 $350,000 $30,000 $0 $5,000 $0 $18,132 $0 $0 $0 $0 $0 $0 $0 $61,196 $3,654 $15,663 $20,000 $0 $0 $80,000 $633,645 $136,000 $350,000 $60,000 $89,073 $28,254 $60,745 $18,132 $12,363 $25,000 $120,684 $141,527 $104,142 $70,000 $81,176 $61,196 $31,767 $15,663 $20,000 $32,000 $100,000 $80,000 $1,637,722 $40,000 $130,000 $100,000 $66,024 $87,784 $0 $0 $0 $0 $0 $40,000 $130,000 $100,000 $66,024 $87,784 Community Services Community Services Administration Community Services Administration Swimming Pools 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 Pioneer Community Park Branch Library Parks North Parks North Parks South Contracted Landscape Maintenance 1400-01 1400-09 1410-01 1420-01 1500-01 1510-01 1510-02 1510-03 1510-04 1510-05 1510-06 1510-07 1510-08 1510-09 1533-01 1533-02 1550-01 1560-02 1560-03 1570-01 1600-01 Recreation Software Subscription Fees Peoria Center for Performing Arts StarGuard/Starfish Training Fees Grant Collaboration-Peoria Unified Sch District Increased Program Expenses - Adaptive Recreation ParkFest! Bravo Peoria Peoria Concert Performances MLK Event P83 Party Fiesta Peoria FoodFest Affiliate Event Support Special Events Coordinator (Fixed Term, One Year) Electrical Costs - Pioneer Park John Deere 4052M Compact Tractor Library Staff Supplemental Trail Maintenance Fletcher Heights North Park Contractual Services CDBG Improvements at Sundance Park Increased Contract Costs Total - Community Services Development and Engineering Building Development Building Development Engineering Admin Site Development Eng Inspection Svc 0650-01 0650-02 0750-01 0810-01 0820-01 Contract Building Inspection Services Credit Card Service Fees Lake Pleasant Infrastructure Master Plan Development Technician I - Site Development Contract Engineering Inspector 418 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2017 FY 2017 One-time Cost Ongoing Cost Supplemental Description FY 2017 Total Cost Total - Development and Engineering $423,808 $0 $423,808 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 Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development 0352-01 0352-02 0352-03 0352-04 0352-05 0352-06 0352-07 0352-08 0352-09 0352-11 Advertising Sales/Marketing Travel Community Promotions and Events Memberships Professional Services Internatl Business Attraction & FDI Representation Retail Strategy Land Dev Consultant Services Legal Services Small Business Development Council Total - Economic Development Services $50,000 $36,000 $50,000 $0 $100,000 $40,000 $60,000 $300,000 $50,000 $90,000 $776,000 $0 $0 $0 $9,000 $0 $0 $0 $0 $0 $0 $9,000 $50,000 $36,000 $50,000 $9,000 $100,000 $40,000 $60,000 $300,000 $50,000 $90,000 $785,000 Finance and Budget Financial Services Tax Audit & Collections Inventory Control 0410-03 0420-02 0500-01 Accounting Coordinator ADOR TAS Changes Forklift Total - Finance and Budget $2,405 $134,784 $55,000 $192,189 $81,029 $0 $0 $81,029 $83,434 $134,784 $55,000 $273,218 Total - Fire-Medical $67,130 $261,485 $328,615 $0 $731,944 $731,944 $67,130 $993,429 $1,060,559 ($235,213) $0 $25,298 $35,000 ($174,915) $531,613 $10,000 $0 $0 $541,613 $296,400 $10,000 $25,298 $35,000 $366,698 $15,000 $10,000 $20,000 $115,000 $21,818 $25,000 $4,000 $0 $15,000 $0 $0 $0 $0 $0 $0 $0 $2,000 $0 $15,000 $10,000 $20,000 $115,000 $21,818 $25,000 $4,000 $2,000 $15,000 Fire-Medical Fire Operations Ambulance Operations 1260-02 1270-03 Active Shooter Response Kits Ambulance Service Human Resources Human Resources Training Training Training 0070-01 0080-01 0080-02 0080-04 ADP HCM/Payroll Solution Learning Management System (LMS) Professional Development Fund Education Assistance Total - Human Resources Leadership and Management City Manager's Office City Manager's Office City Manager's Office Governmental Affairs Governmental Affairs Governmental Affairs Governmental Affairs Office of Sustainability Office of Sustainability 0020-01 0020-02 0020-03 0025-01 0025-02 0025-03 0025-04 0026-01 0026-02 Audit Support Funding Department Training and Professional Development City Code Update State and Federal Services Peoria's Share for Federal Representation Luke Fighter Country Partnership League of Cities and Towns Conference Event Arizona Forward Membership and Sponsorship Employee Training and Sustainability Event 419 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description FY 2017 FY 2017 One-time Cost Ongoing Cost FY 2017 Total Cost Total - Leadership and Management $225,818 $2,000 $227,818 Mayor and Council Mayor & City Council Mayor & City Council Mayor & City Council Mayor & City Council Mayor & City Council 0010-01 0010-02 0010-03 0010-04 0010-05 Youth Delegation to Conference Overnight Travel - Youth Liaisons Future Leaders Town Hall State of the City Event Travel Expenses Total - Mayor and Council $9,500 $3,500 $1,000 $15,000 $16,000 $45,000 $0 $0 $0 $0 $0 $0 $9,500 $3,500 $1,000 $15,000 $16,000 $45,000 Non-Departmental Non-Departmental Non-Departmental Non-Departmental 0300-01 0300-02 0300-04 Diversity Committee Increase Veteran's Memorial Enhancements Energy Cost Savings Assessment Total - Non-Departmental $0 $100,000 $80,000 $180,000 $5,000 $0 $0 $5,000 $5,000 $100,000 $80,000 $185,000 Office of Communications Public Information Office Public Information Office Public Information Office 0040-01 0040-02 0040-03 Website Design and Build Communication Strategic Plan Implementation Production/Marketing Enhancements Total - Office of Communications $140,000 $90,000 $100,000 $330,000 $30,000 $0 $0 $30,000 $170,000 $90,000 $100,000 $360,000 Planning and Community Development Neighborhood Coordination Neighborhood Coordination Community Dev Administration Planning Planning Planning Planning 0570-04 0570-05 0600-01 0610-01 0610-02 0610-03 0610-05 FY17 Neighborhood Grant Funding Human Services Specialist Continuation of Contract Administrative Assistant Continuation of Contract Planning Technician Continuation of Contract Planner Historic Preservation General Plan- Vision 2040 Total - Planning and Community Development $150,000 $1,700 $46,132 $60,280 $73,898 $20,000 $350,000 $702,010 $0 $69,808 $0 $0 $0 $0 $0 $69,808 $150,000 $71,508 $46,132 $60,280 $73,898 $20,000 $350,000 $771,818 Police Neighborhood Services Neighborhood Services Neighborhood Services Police Administration Police Administration Criminal Investigation Patrol Services - South Patrol Services - South Operations Support Operations Support 0550-01 0550-02 0550-03 1000-01 1000-03 1010-01 1020-01 1020-02 1025-01 1025-02 Contract Cart Personnel Lot Clean Up (Code Enforcement) Code Enforcement Officer and Vehicle Contract Legal Advisor Civilian Body Armor Property Unit Vehicles Crime Prevention Program Police Officer Overhire Traffic Prevention Program Radar Replacement $37,044 $40,000 $50,230 $80,000 $13,000 $64,000 $35,000 $135,548 $35,000 $21,075 $0 $0 $85,610 $0 $5,950 $5,400 $0 $0 $0 $0 $37,044 $40,000 $135,840 $80,000 $18,950 $69,400 $35,000 $135,548 $35,000 $21,075 420 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Operations Support Operations Support Pd Technical Support Pd Technical Support Pd Communications FY 2017 FY 2017 One-time Cost Ongoing Cost FY 2017 Total Cost Suppl. # Supplemental Description 1025-03 1025-04 1030-01 1030-03 1050-01 Moving Radars for Replacement Motorcycles Upgrade Traffic Accident Investigation Equipment Livescan Booking Workstation Police Support Assistant (2) Additional Communications Support Total - Police $8,000 $108,000 $24,487 $0 $50,000 $701,384 Total - General Fund $5,059,986 $2,254,375 $7,314,361 Public Art - Northern Community Park Public Art - Veterans Memorial at Rio Vista Total - Community Services $250,000 $150,000 $400,000 $0 $0 $0 $250,000 $150,000 $400,000 Total - Percent for the Arts Fund $400,000 $0 $400,000 Plaza Lease - BioInspire Total - Economic Development Services $174,322 $174,322 $0 $0 $174,322 $174,322 Total - Economic Development Fund $174,322 $0 $174,322 Stadium Security Tractor Replacement Peoria Stadium Box Office Operations Total - Community Services $0 $39,500 $1,100 $40,600 $38,000 $3,950 $45,183 $87,133 $38,000 $43,450 $46,283 $127,733 Total - Sports Complex Fund $40,600 $87,133 $127,733 $0 $251,500 $251,500 $0 $0 ($2,671) $56,047 $0 $150,336 $8,000 $108,000 $21,816 $56,047 $50,000 $851,720 Percent for the Arts Fund Community Services Percent For The Arts Percent For The Arts 0120-01 0120-02 Economic Development Fund Economic Development Services Economic Development 1900-01 Sports Complex Fund Community Services Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint 2000-02 2000-04 2000-06 Water Fund Public Works Production Svcs 2070-01 Water System Expansion and Maintenance 421 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Distribution Services Water Resources/Conservation Water Supply Drinking Water Environmental Drinking Water Environmental Suppl. # Supplemental Description 2080-01 2120-01 2125-01 2135-01 2135-02 Utility System Operators II City Membership Dues CAP Water Delivery Fees Cross Connection Assistant Environmental Compliance Inspector FY 2017 FY 2017 One-time Cost Ongoing Cost FY 2017 Total Cost Total - Public Works $143,380 $0 $0 $26,000 $0 $169,380 $157,370 $62,882 $385,000 $18,694 $24,496 $899,942 $300,750 $62,882 $385,000 $44,694 $24,496 $1,069,322 Total - Water Fund $169,380 $899,942 $1,069,322 Sanitation System Container Replacement Equipment Operator Environmental Technician Total - Public Works $0 $0 $26,832 $26,832 $156,000 $63,217 $72,511 $291,728 $156,000 $63,217 $99,343 $318,560 Total - Residential Solid Waste Fund $26,832 $291,728 $318,560 Grounds/Detention R&M Contractual Services - Box Culvert Clean/clear Total - Public Works $25,000 $50,000 $75,000 $0 $0 $0 $25,000 $50,000 $75,000 Total - Storm Water Drainage System Fund $75,000 $0 $75,000 Total - Public Works $65,000 $65,000 $0 $0 $65,000 $65,000 Total - Fleet Services Fund $65,000 $0 $65,000 $35,000 $0 $35,000 Residential Solid Waste Fund Public Works Residential Collection Residential Recycling Solid Waste Environmental 2760-01 2770-03 2810-01 Storm Water Drainage System Fund Public Works Storm Drain - NPDES Storm Drain - NPDES 2900-02 2900-03 Fleet Services Fund Public Works Fleet Maintenance 3420-01 Upfitting for Shop Truck Facilities Maintenance Fund Public Works Facilities Operating Projects 3690-01 Council Chambers Exec Conf Room 422 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Technical Operations Suppl. # Supplemental Description 3700-01 Facility Technical Operations FY 2017 FY 2017 One-time Cost Ongoing Cost FY 2017 Total Cost Total - Public Works $35,000 $70,000 $12,800 $12,800 $47,800 $82,800 Total - Facilities Maintenance Fund $70,000 $12,800 $82,800 Technical Support Staffing Additional Ongoing Software & Hardware Maintenance Total - Information Technology $61,127 $0 $61,127 $80,022 $44,000 $124,022 $141,149 $44,000 $185,149 Total - Information Technology Fund $61,127 $124,022 $185,149 Office 365 Microsoft Enterprise Agreement (EA) Total - Information Technology $150,000 $150,000 $300,000 $300,000 $450,000 $450,000 Total - IT Project Fund $150,000 $300,000 $450,000 Information Technology Fund Information Technology IT Operations IT Operations 3750-01 3750-07 IT Project Fund Information Technology IT Projects 3850-01 Highway User Fund Development and Engineering Traffic Engineering 7043-01 ITS Maintenance Support Services Total - Development and Engineering $80,000 $80,000 $0 $0 $80,000 $80,000 Public Works Signs And Striping Traffic Signal Maintenance Sweeper Operations Sweeper Operations 7010-01 7020-04 7040-02 7040-04 Vehicle Replacement and Equipment Upgrade Street Lighting Electricity Ruggedized Laptop - Sweeper Operations Contractual Services - Street Sweeping Total - Public Works $29,000 $0 $5,140 $60,000 $94,140 $0 $80,000 $800 $0 $80,800 $29,000 $80,000 $5,940 $60,000 $174,940 Total - Highway User Fund $174,140 $80,800 $254,940 $0 $17,770 $17,770 Home Grant Fund Planning and Community Development Home Grant 7150-01 FY17 HUD HOME Funding 423 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # Supplemental Description FY 2017 FY 2017 One-time Cost Ongoing Cost FY 2017 Total Cost Total - Planning and Community Development $0 $17,770 $17,770 Total - Home Grant Fund $0 $17,770 $17,770 FY17 CDBG Funding Total - Planning and Community Development $0 $0 $47,436 $47,436 $47,436 $47,436 Total - Community Dev Block Grant Fund $0 $47,436 $47,436 FY17 NSP3 Funding Total - Planning and Community Development $320,000 $320,000 $0 $0 $320,000 $320,000 Total - Neighborhood Stabilization Grant III Fund $320,000 $0 $320,000 Total - Community Services $25,000 $25,000 $0 $0 $25,000 $25,000 Total - Adult Day Program Grant Fund $25,000 $0 $25,000 Taser Replacement VOCA Grant Match Leadership Training Annual Maintenance Fee - Lexipol Policy Updates Crime Scene Tech Training First Aid Kits Computer Forensics Equipment Software Maintenance Total - Police $41,000 $10,000 $15,000 $4,950 $3,000 $8,500 $9,000 $23,425 $114,875 $0 $0 $0 $0 $0 $0 $0 $0 $0 $41,000 $10,000 $15,000 $4,950 $3,000 $8,500 $9,000 $23,425 $114,875 Community Dev Block Grant Fund Planning and Community Development Comm Dev Block Grant 7160-01 Neighborhood Stabilization Grant III Fund Planning and Community Development Neighborhood Stabilization Grant III 7180-01 Adult Day Program Grant Fund Community Services Adult Day Prg Grant 7250-01 Vehicle Replacement 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 7500-01 7500-02 7500-03 7500-04 7500-05 7500-06 7500-07 7500-08 424 Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2017 FY 2017 One-time Cost Ongoing Cost Supplemental Description Total - State Anti-Racketeering - PD Fund FY 2017 Total Cost $114,875 $0 $114,875 Total - Police $36,000 $27,100 $15,500 $13,000 $91,600 $0 $0 $0 $0 $0 $36,000 $27,100 $15,500 $13,000 $91,600 Total - Federal Forfeiture Fund $91,600 $0 $91,600 $7,017,862 $4,116,006 $11,133,868 Federal Forfeiture Fund Police Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture 7520-01 7520-02 7520-03 7520-04 SAU Tactical Robot Repair/Upgrade SAU Crisis Response Phone Equipment Replacement All-Terrain Utility Vehicle SAU Equipment Total - Additions/(Reductions) 425 Schedule 12 - Improvement District Revenues DESCRIPTION SLID 1 SLID 2 SLID 3 SLID 4 SLID 5 SLID 6 SLID 7 SLID 8 SLID 9 SLID 10 SLID 11 SLID 12 SLID 13 SLID 14 SLID 15 SLID 16 SLID 17 SLID 18 SLID 19 SLID 20 SLID 21 SLID 22 SLID 23 SLID 24 SLID 25 SLID 26 SLID 27 SLID 28 SLID 29 SLID 30 SLID 31 SLID 32 SLID 33 SLID 34 SLID 36 SLID 37 SLID 39 SLID 40 SLID 41 SLID 42 SLID 43 SLID 44 SLID 45 SLID 46 SLID 47 SLID 48 SLID 49 SLID 50 SLID 51 SLID 54 SLID 55 SLID 56 SLID 57 SLID 58 SLID 59 SLID 60 SLID 61 SLID 62 SLID 63 SLID 64 SLID 66 SLID 70 SLID 71 SLID 72 SLID 73 SLID 76 SLID 77 SLID 78 SLID 79 SLID 80 SLID 82 SLID 83 SLID 84 SLID 93 SLID 94 SLID 95 SLID 96 SLID 97 SLID 98 SLID 99 SLID 101 SLID 102 SLID 104 SLID 107 SLID 108 SLID 110 PROJECTED FY2017 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 Deer Village Unit 3 Deer Village Unit 1 Deer Village Unit 2 Deer Village Unit 4 Pivotal Peoria Center Tracts C & D Fairmont Unit 1 Fairmont Unit 2 Terramar Parcel 1 Terramar Parcel 2A Terramar Parcel 3 Terramar Parcel 4A Terramar Parcel 5 Terramar Parcel 6 Terramar Parcel 7B Terramar Parcel 9A Terramar Parcel 10A Dove Valley Ranch Parcel 2A3 Fletcher Heights Phase 1B Fletcher Heights Phase 1C South Bay @ Ventana Lakes $ 1,336 $ 1,528 $ 1,086 $ 1,754 $ 1,697 $ 2,589 $ 7,324 $ 1,697 $ 1,207 $ 2,706 $ 836 $ 1,503 $ 2,002 $ 3,733 $ 934 $ 2,405 $ 3,006 $ 2,756 $ 782 $ 1,836 $ 1,921 $ 4,091 $ 1,754 $ 252 $ 2,900 $ 2,065 $ 3,089 $ 3,089 $ 2,376 $ 1,670 $ 1,429 $ 4,157 $ 2,254 $ 669 $ 1,921 $ 2,675 $ 6,094 $ 752 $ 1,837 $ 765 $ 2,447 $ 1,420 $ 1,170 $ 2,504 $ 1,104 $ 2,874 $ 2,672 $ 12,186 $ 1,503 $ 2,005 $ 419 $ 2,215 $ 8,991 $ 5,610 $ 2,339 $ 1,754 $ 669 $ 1,782 $ 3,173 $ 3,673 $ 3,256 $ 469 $ 2,027 $ 1,003 $ 16,804 $ 6,094 $ 1,336 $ 2,005 $ 2,172 $ 1,587 $ 1,867 $ 4,841 $ 3,006 $ 4,983 $ 569 $ 2,786 $ 1,731 $ 1,587 $ 3,641 $ 2,011 $ 1,170 $ 669 $ 2,726 $ 9,097 $ 4,202 $ 1,932 PROJECTED FY2017 DESCRIPTION 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 SLID 201 SLID 202 SLID 204 SLID 205 SLID 206 SLID 207 SLID 208 SLID 209 SLID 210 SLID 211 SLID 212 SLID 213 SLID 214 SLID 215 SLID 216 SLID 218 SLID 221 SLID 222 SLID 223 SLID 224 SLID 225 SLID 226 SLID 227 SLID 228 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 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 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 5 426 $ 11,172 $ 2,973 $ 9,368 $ 2,045 $ 5,337 $ 4,089 $ 3,490 $ 3,687 $ 2,458 $ 1,587 $ 3,975 $ 10,332 $ 5,234 $ 4,316 $ 2,158 $ 1,478 $ 1,137 $ 910 $ 569 $ 569 $ 569 $ 682 $ 2,108 $ 796 $ 3,634 $ 752 $ 1,274 $ 5,678 $ 6,245 $ 3,861 $ 3,520 $ 1,591 $ 1,363 $ 3,944 $ 2,386 $ 1,932 $ 1,670 $ 1,570 $ 2,437 $ 2,719 $ 1,336 $ 2,906 $ 3,000 $ 1,358 $ 2,449 $ 1,444 $ 1,813 $ 1,594 $ 7,766 $ 1,817 $ 341 $ 228 $ 456 $ 1,363 $ 1,591 $ 1,250 $ 1,591 $ 1,478 $ 2,272 $ 3,292 $ 11,839 $ 3,505 $ 3,520 $ 910 $ 3,281 $ 1,336 $ 1,274 $ 3,383 $ 2,589 $ 2,672 $ 919 $ 1,253 $ 1,170 $ 1,003 $ 836 $ 669 $ 1,086 $ 1,003 $ 1,295 $ 2,422 $ 5,708 $ 1,921 $ 3,340 $ 2,339 $ 1,754 $ 1,670 DESCRIPTION PROJECTED FY2017 SLID 229 SLID 230 SLID 231 SLID 232 SLID 233 SLID 234 SLID 235 SLID 236 SLID 237 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 1019 SLID 1020 SLID 1021 SLID 1022 SLID 1023 SLID 1024 SLID 1025 SLID 1029 SLID 1031 SLID 1033 SLID 1034 SLID 1035 SLID 1038 SLID 1039 SLID 1046 SLID 1048 SLID 1049 SLID 1050 SLID 1053 SLID 1055 SLID 1058 SLID 1059 SLID 1060 SLID 1063 SLID 1065 SLID 1066 SLID 1067 SLID 1068 SLID 1069 SLID 1070 SLID 1071 SLID 1072 SLID 1074 SLID 1075 SLID 1076 SLID 1077 SLID 1079 SLID 1081 SLID 1082 SLID 1083 SLID 1085 SLID 1089 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 Sonoran Mtn Ranch 9b 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 Vistancia North G-1 Plaza Del Rio Phase I Plaza Del Rio Phase 2 Tierra del Rio Parcel 6 Tierra Del Rio North - Parcel 28 Plaza Del Rio Phase 3 Rio Estates Grand Manor Tierra del Rio Parcel 9 Camino a Lago South, Unit 8 Camino a Lago South, Unit 7 Tierra Del Rio Parcel 4a 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 The Meadows Parcel 11 Sunset Ranch IIB Vistancia Parcel F3 - Phase 1 Vistancia Parcel F3 - Phase 2 Vistancia Parcel F4 Phase 1 Vistancia Parcel F5 Vistancia Parcel F1 Phase 1 Vistancia North Phase 3 Parcel F1 Phase 2 The Meadows Parcel 4A Sunset Ranch IIC Sunset Ranch IID Sunset Ranch IIE Umbria Estates Tierra Del Rio Parcel 1 Sunset Ranch IIF Tierra Del Rio Parcel 10B Tierra Del Rio Parcel 27 Terramar Parcel 10B Tierra Buena Sunset Ranch IIG Sunset Ranch IIH Tierra Buena II Peoria Village Tierra Del Rio Parcel 20A & 21A $ 2,672 $ 2,839 $ 1,754 $ 1,170 $ 2,034 $ 910 $ 2,954 $ 2,158 $ 2,559 $ 9,098 $ 1,018 $ 1,356 $ 3,924 $ 1,170 $ 2,088 $ 669 $ 752 $ 1,086 $ 502 $ 1,754 $ 1,420 $ 502 $ 252 $ 669 $ 1,837 $ 2,906 $ 1,921 $ 6,918 $ 9,900 $ 3,316 $ 2,358 $ 5,657 $ 11,611 $ 7,841 $ 3,936 $ 679 $ 2,983 $ 4,921 $ 1,921 $ 1,420 $ 4,047 $ 2,088 $ 2,504 $ 2,166 $ 15,302 $ 14,675 $ 2,726 $ 11,020 $ 1,969 $ 1,379 $ 592 $ 1,575 $ 4,151 $ 3,691 $ 1,036 $ 9,839 $ 1,498 $ 395 $ 3,230 $ 1,385 $ 2,756 $ 1,846 $ 1,772 $ 12,987 $ 5,368 $ 3,772 $ 1,846 $ 1,846 $ 794 $ 3,703 $ 7,341 $ 704,949 MID 1 MID 2 MID 3 MID 4 MID 5 MID 6 MID 7 MID 10 MID 69 MID 1025 MID 1044 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 $ 10,298 $ 9,909 $ 9,123 $ 10,210 $ 18,807 $ 10,814 $ 16,156 $ 18,892 $ 11,942 $ 8,178 $ 8,282 $ 132,611 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 65,859,370 79,979,047 80,604,689 28,002,654 28,891 28,353,554 31,161,637 313,989,842 Total Fund Balance 65,859,370 79,979,047 80,604,689 28,002,654 28,891 28,353,554 31,161,637 313,989,842 70,486,381 16,324,673 - - - - 15,590,236 102,401,290 - - - - - - 476,550 476,550 Charges for Service 29,496,002 6,935,000 84,411,957 44,306,409 - - - 165,149,368 Fines & Forfeitures 1,595,674 160,000 - - - - - 1,755,674 250,000 204,600 505,550 120,900 100 127,000 138,000 1,346,150 42,667,400 16,143,907 - - 30,600 - - 58,841,907 3,334,410 - - - - - - 3,334,410 1,056,803 249,345 400,000 63,000 - 8,664,176 - 10,433,324 827,463 - 2,045,000 - - - - 2,872,463 - - 7,600,000 - - 11,700,000 - 19,300,000 6,222,994 2,000,000 4,778,775 3,043,550 - - 9,074,656 25,119,975 155,937,127 42,017,525 99,741,282 47,533,859 30,700 20,491,176 25,279,442 391,031,111 100,628,435 5,527,331 14,782,226 9,114,054 30,600 - - 130,082,646 41,945,958 15,184,462 36,295,474 29,730,094 - 1,084,781 - 124,240,769 Commodities 4,256,803 814,099 3,427,096 4,083,683 - - - 12,581,681 Capital Outlay 3,777,956 38,289,471 48,729,409 6,000,598 - 34,105,188 - 130,902,622 Debt Service 445,000 - 13,862,014 - - - 29,385,268 43,692,282 Contingency 31,250,000 8,950,000 7,450,000 2,950,000 - 4,500,000 400,000 55,500,000 Transfers Out 12,427,580 7,195,676 4,160,864 1,335,855 - - - 25,119,975 194,731,732 75,961,039 128,707,083 53,214,284 30,600 39,689,969 29,785,268 522,119,975 27,064,765 46,035,533 51,638,888 22,322,229 28,991 9,154,761 26,655,811 182,900,978 Sources Taxes Assessment Revenue Interest Income Intergovernmental Revenue Licenses & Permits Miscellaneous Income Rents Bond Proceeds Transfers In Total Sources Uses Personal Services Contractual Services Total Uses Estimated Balance 6/30/17 427 428 Actual Expenditures/Expenses** Fund Balance/Net Position at July 1*** Primary Property Tax Levy Secondary Property Tax Levy Estimated Revenues Other than Property Taxes Other Financing Sources Other Financing (Uses) Interfund Transfers In Interfund Transfers (Out) Reduction for Amounts Not Available: 2016 2017 2017 2017 2017 2017 2017 2017 2017 2017 **** * ** *** Budgeted Expenditures/Expenses 2017 E D D D D C B B E E 68,765,363 114,805,845 7,203,236 2,004,949 0 0 40,025,085 79,979,047 36,298,549 67,156,478 Special Revenue Fund 29,785,268 56,441,079 0 9,074,656 0 0 644,550 15,560,236 31,161,637 24,512,731 25,662,731 Debt Service Fund 39,689,969 48,844,730 0 0 0 20,364,176 127,000 28,353,554 18,849,010 69,856,927 30,600 59,591 0 0 0 0 30,700 28,891 30,600 30,600 $ $ $ 2016 511,000,000 511,000,000 185,191,317 325,808,683 819,983,730 $ $ $ 124,546,219 176,185,107 4,160,864 4,778,775 0 7,600,000 87,362,507 80,604,689 102,147,338 131,405,732 497,000,000 679,908,538 0 0 0 0 25,127,535 25,127,535 0 27,964,176 320,029,128 15,560,236 2,365,156 313,989,842 370,563,388 511,000,000 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). Pursuant to Arizona Revised Statute §9-246, a Spanish language version of Schedule A is available through the Peoria City Clerk's Office. (De acuerdo con los Estatutos Revisados de Arizona §9-246, una versión en Español del Programa A esta disponible de la Oficina de la Secretaria Municipal de Peoria.) 497,000,000 163,702,476 333,297,524 850,064,200 2017 497,000,000 51,878,429 74,200,658 1,335,855 3,043,550 0 0 44,490,309 28,002,654 45,089,814 50,659,983 Capital Projects Enterprise Internal Service Fund Permanent Fund Funds Available Funds 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 182,304,152 209,371,528 12,427,580 6,225,605 0 0 147,348,977 2,365,156 65,859,370 143,635,345 166,227,549 General Fund 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 2017 LESS: Amounts for Future Debt Retirement: Adopted/Adjusted Budgeted Expenditures/Expenses* 2016 Fiscal Year S c h Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2017 Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2017 2016 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2017 4,815,289 $ 5,017,186 2,238,500 14,726,977 16,965,477 $ 2,365,156 15,560,236 17,925,392 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 $ $ $ $ $ $ 2,126,575 111,925 2,238,500 6,117,203 848,274 6,965,477 9,203,977 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. 429 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 GENERAL FUND Local taxes General Half-Cent Sales Tax $ Licenses and permits General 44,627,575 17,817,022 $ 47,288,100 19,223,633 $ 48,451,181 19,670,044 2,677,404 2,705,404 3,334,410 Intergovernmental General 39,397,695 39,856,740 42,667,400 Charges for services General Half-Cent Sales Tax 27,118,704 26,631,048 29,481,002 15,000 1,840,099 1,545,771 1,595,674 160,000 35,000 37,000 12,000 160,000 35,000 25,000 15,000 175,000 35,000 25,000 15,000 1,365,536 - 1,893,033 25,838 1,884,266 - Fines and forfeits General Interest on investments General Half-Cent Sales Tax Economic Development Reserve Municipal Office Complex Reserve In-lieu property taxes Contributions Miscellaneous General Half-Cent Sales Tax Total General Fund $ 135,088,035 $ 139,404,567 $ 147,348,977 * 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 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 SPECIAL REVENUE FUNDS Streets Fund $ $ 12,877,118 12,877,118 $ $ 13,568,230 13,568,230 $ $ 13,821,642 13,821,642 Transit Fund $ $ 450,000 450,000 $ $ 450,000 450,000 $ $ 306,000 306,000 Street Light Improvement District Fund Maintenance Improvement District Fund $ $ $ 685,547 129,699 815,246 $ $ 686,022 129,744 815,766 $ 704,949 132,611 837,560 Development Fee Funds $ $ 4,494,665 4,494,665 $ $ 7,170,650 7,170,650 $ $ 6,213,100 6,213,100 Grant & Other Funds $ $ 7,083,126 7,083,126 $ $ 3,790,944 3,790,944 $ $ 6,893,635 6,893,635 Transportation Sales Tax Fund $ $ 10,786,223 10,786,223 $ $ 11,634,190 11,634,190 $ $ 11,953,148 11,953,148 Total Special Revenue Funds $ 36,506,898 $ 37,429,260 $ 40,025,085 * 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 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 DEBT SERVICE FUNDS Municipal District Authority Fund $ $ 12,000 12,000 $ $ 12,000 12,000 $ $ 15,000 15,000 General Obligations Bonds Fund $ $ 190,000 190,000 $ $ 225,622 225,622 $ $ 150,000 150,000 Improvement District Funds $ $ 478,238 478,238 $ $ 478,238 478,238 $ $ 479,550 479,550 Total Debt Service Funds $ 680,238 $ 715,860 $ 644,550 CAPITAL PROJECTS FUNDS General Obligation Bonds Funds $ $ 450 450 $ $ 10,500 10,500 $ $ 67,000 67,000 Strategic Capital Projects Fund $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 60,000 60,000 Streets Capital Project Fund $ $ 10,000 10,000 $ $ 350 350 $ $ Total Capital Projects Funds $ 60,450 $ 60,850 $ 127,000 * 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 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 PERMANENT FUNDS Volunteer Firefighter's Pension Fund $ $ 30,600 30,600 $ $ 30,700 30,700 $ $ 30,700 30,700 Total Permanent Funds $ 30,600 $ 30,700 $ 30,700 37,700,135 116,914 4,566,325 42,383,374 $ 39,011,035 124,912 3,394,000 42,529,947 $ 41,878,535 149,899 4,750,750 46,779,184 $ $ $ 20,753,708 138,286 1,027,900 21,919,894 $ 21,804,385 178,733 1,343,000 23,326,118 ENTERPRISE FUNDS Water Fund Water Replacement and Reserve Fund Water Expansion and Improvement Districts $ Wastewater Fund Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts $ $ 20,349,208 115,286 858,630 21,323,124 Storm Water Drainage System Fund $ $ 859,300 859,300 $ $ 853,800 853,800 $ $ 858,500 858,500 Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Fund Sanitation Expansion Fund $ 9,612,500 2,362,750 1,000,293 25,000 13,000,543 $ 9,328,000 2,342,925 1,126,293 30,000 12,827,218 $ 9,399,500 2,096,200 1,328,571 40,000 12,864,271 Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund $ $ $ 3,107,700 349,037 3,456,737 $ $ 2,818,000 264,887 3,082,887 $ 3,172,000 362,434 3,534,434 Total Enterprise Funds $ 80,649,228 $ 81,587,596 $ 87,362,507 $ $ $ $ $ $ * 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 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 5,299,380 1,676,720 336,183 7,312,283 $ 4,853,062 1,776,720 336,183 6,965,965 $ Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance $ $ $ 2,406,404 1,465,415 16,262,727 20,134,546 $ $ 2,501,443 1,467,415 15,006,701 18,975,559 $ 2,575,517 1,774,528 16,543,540 20,893,585 Facilities Maintenance Fund $ $ 5,861,798 5,861,798 $ $ 5,861,798 5,861,798 $ $ 5,974,845 5,974,845 Information Technology Fund Information Technology Reserve Fund $ $ $ 8,463,719 708,293 9,172,012 $ $ 8,441,680 705,500 9,147,180 $ 9,076,676 768,755 9,845,431 Total Internal Service Funds $ 42,455,807 $ 40,975,334 $ 44,490,309 TOTAL ALL FUNDS $ 295,471,256 $ 300,204,167 $ 320,029,128 $ $ $ 5,407,063 1,965,188 404,197 7,776,448 * 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. 434 Schedule 17 - Auditor General Schedule D Other Financing Sources/ and Interfund Transfers Fiscal Year 2017 FUND OTHER FINANCING 2017 SOURCES GENERAL FUND General Fund $ Half Cent Sales Tax Fund Total General Fund $ SPECIAL REVENUE FUNDS Streets Fund $ Transit Fund Transportation Sales Tax Fund Street Light Improvement Districts Fund Maintenance Improvement Districts Fund Arts Commission Capital Fund Municipal Court Allocation Fund Total Special Revenue Funds $ DEBT SERVICE FUNDS MDA Debt Service $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS Proposed G.O. Bonds Future Issue $ Capital Projects - Outside Sources Total Capital Projects Funds $ 11,700,000 8,664,176 20,364,176 INTERFUND TRANSFERS 2017 IN $ $ 6,225,605 $ $ $ 6,225,605 $ $ $ 1,704,949 300,000 $ $ $ 2,004,949 $ $ $ $ $ 9,074,656 9,074,656 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 603,691 11,823,889 12,427,580 53,911 1,896 5,996,568 704,949 132,611 263,301 50,000 7,203,236 PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS Water Infrastructure Financing Authority $ Sports Complex Fund Sports Complex Equipment Reserve Wastewater Fund Water Equipment Reserve Water Fund Water Resources Fund Storm Water Drainage System Fund Commercial Solid Waste Fund Residential Solid Waste Fund Total Enterprise Funds $ 7,600,000 7,600,000 INTERNAL SERVICE FUNDS Fleet Services $ Fleet Reserve Streets/Transit Equipment Reserve Insurance Reserve Fund Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund Facilities Maintenance Fund Total Internal Service Funds $ TOTAL ALL FUNDS $ 27,964,176 435 $ $ $ $ 2,000,000 39,500 2,581,175 158,100 4,778,775 184,058 29,000 500,000 958,082 786,010 586,400 $ 45,475 186,549 $ 3,118,229 800,860 1,896 1,354 6,501 4,160,864 $ 69,875 501,083 750,000 $ $ 3,043,550 $ 14,897 1,335,855 $ $ 25,127,535 $ 25,127,535 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2017 FUND/DEPARTMENT GENERAL FUND City Attorney $ City Clerk Community Services Development and Engineering Economic Development Services Finance and 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 Economic Development Services - Half Cent Non-Departmental - Other Reserves Total General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 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 $ SPECIAL REVENUE FUNDS Streets-Development and Engineering $ Streets-Public Works Transportation Sales Tax Fund-Non-Departmental Development Fee Funds-Non-Departmental Home and Housing Grants-Planning and Community Dev Transit-Public Works Attorney Grants-City Attorney Attorney Grants-Police Public Safety Grants-Fire-Medical Public Safety Grants-Police Other Grants-Community Services Other Grants-Human Resources Other Grants-Municipal Court Other Grants-Non-Departmental Other Grants-Planning and Community Development Other Grants-Public Works Community Service Grants-Community Services Total Special Revenue Funds $ 479,259 68,347,856 DEBT SERVICE FUNDS General Obligation Bonds-Non-Departmental $ MDA Bonds-Non-Departmental Improvement Districts-Non-Departmental Total Debt Service Funds $ CAPITAL PROJECTS FUNDS General Obligation Bonds-Non-Departmental $ MDA Bonds-Non-Departmental Capital Projects - Streets/Economic Development-Non-Departme Outside Source Fund-Non-Departmental Total Capital Projects Funds $ ACTUAL EXPENDITURES/ EXPENSES* 2016 $ 335,118 555,947 282,607 (65,000) 79,591 303,945 32,895 175,000 6,000 (2,720,382) 25,000 49,949 $ 842,453 (2,276,702) 34,807 (2,338,772) $ 107,486 (2,086,933) 576,025 66,934 143,000 $ 10,097 82,980 771,522 86,529 2,000 626,331 1,005,205 12,837 248,446 3,000,000 1,878,439 32,782 (1,197,442) (15,573) 231,215 BUDGETED EXPENDITURES/ EXPENSES 2017 3,203,434 905,386 23,010,950 7,475,527 1,902,954 5,535,916 5,044,066 27,212,299 2,744,119 2,694,357 669,050 1,944,394 7,716,093 1,470,012 2,567,821 41,826,977 691,272 4,715,670 2,070,241 234,807 143,635,345 $ 1,241,137 12,588,278 11,512,334 6,178,707 153,881 1,220,848 24,268 10,097 84,980 1,255,592 106,934 12,837 235,655 $ $ 1,197,587 $ (1,191,378) $ 16,433,963 8,752,030 476,738 25,662,731 $ $ $ 20,197,625 30,300,000 8,751,500 10,208,264 69,457,389 $ $ Total Permanent Funds $ 475,414 36,298,549 $ 3,349,167 1,194,130 23,918,437 7,867,085 2,035,195 5,604,626 5,111,987 30,015,194 2,536,747 3,181,726 686,642 1,972,926 24,598,205 1,604,463 3,271,258 44,648,274 709,285 14,711,159 4,737,646 550,000 182,304,152 1,263,494 14,933,616 20,975,760 22,440,666 434,116 1,116,924 20,260 5,000 2,000 574,062 1,677,505 12,970 237,603 3,000,000 1,580,646 490,741 68,765,363 $ $ 16,433,963 7,602,030 476,738 24,512,731 7,440,665 1,994 4,829,669 6,576,682 18,849,010 $ $ (1,278,671) $ 135,742 1,830,711 (288,244) 399,538 $ $ 24,722,762 6,303,031 8,664,176 39,689,969 30,600 30,600 $ $ $ $ 30,600 30,600 $ $ 30,600 30,600 ENTERPRISE FUNDS Water-Public Works $ Water Replacement & Reserves-Public Works Water Expansion-Public Works Water Bonds-Public Works Wastewater-Public Works Wastewater Replacement & Reserves-Public Works Wastewater Expansion-Public Works Residential Solid Waste-Public Works Commercial Solid Waste-Public Works Solid Waste Reserves-Public Works Solid Waste Expansion-Public Works Sports Complex Operations/Maintenance-Community Services Sports Complex Equipment Reserves-Community Services Total Enterprise Funds $ 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 $ (10,492,828) $ 50,000 229,238 10,000,045 3,874,115 35,694,340 1,327,534 6,162,856 10,024,603 26,263,550 485,669 1,957,864 10,005,368 2,481,626 2,216,900 475,263 4,838,874 212,891 102,147,338 $ 52,845,496 1,678,907 9,825,701 7,543,838 25,369,047 262,000 3,718,865 10,347,373 2,684,607 1,859,000 1,777,170 5,445,041 1,189,174 124,546,219 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 Information Technology Reserve-Information Technology Information Technology Projects-Information Technology Total Internal Service Funds $ TOTAL ALL FUNDS $ 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 $ PERMANENT FUNDS Fireman's Pension-Fire-Medical (1,443,283) (135,587) 10,000 $ $ $ 620,000 150,000 161,547 3,023,247 (114,215) 50,000 96,658 43,457 31,465 107,365 $ $ $ $ 4,819,657 4,333,499 2,545,868 15,978,507 5,944,297 9,439,469 1,625,142 403,375 45,089,814 370,563,388 $ $ $ $ $ 21,472,010 7,736,708 576,550 29,785,268 5,337,188 4,211,538 3,460,633 19,712,395 6,000,564 10,217,291 1,641,010 1,297,810 51,878,429 497,000,000 * 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. 436 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2017 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2016 2016 2016 2017 $ $ Department Total $ 3,204,841 24,268 3,295,868 6,524,977 $ $ Department Total $ 905,386 905,386 $ $ Community Services General Fund $ Other Grants Community Service Grants Sports Complex Operations/Maintenance Sports Complex Equipment Reserves Department Total $ 22,757,158 1,005,205 479,259 4,738,874 300,518 29,281,014 $ Development and Engineering General Fund $ Streets Department Total $ Economic Development Services General Fund $ Other Reserve Funds Department Total $ City Clerk General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 335,118 86,529 $ $ 3,203,434 24,268 2,545,868 5,773,570 $ 3,349,167 20,260 3,460,633 6,830,060 $ $ 905,386 905,386 $ $ 1,194,130 1,194,130 $ 23,010,950 106,934 475,414 4,838,874 212,891 28,645,063 $ 23,918,437 1,677,505 490,741 5,445,041 1,189,174 32,720,898 $ $ $ 150,000 161,547 733,194 $ 7,027,231 1,244,702 8,271,933 $ 555,947 $ $ 555,947 $ 7,475,527 1,241,137 8,716,664 1,620,347 7,739,452 9,359,799 $ $ 282,607 $ (2,276,702) (1,994,095) $ 1,902,954 2,070,241 3,973,195 $ 2,035,195 4,737,646 6,772,841 $ Department Total $ 10,597,188 10,597,188 $ $ 14,591 14,591 $ $ 10,579,982 10,579,982 $ $ 10,716,613 10,716,613 Fire-Medical General Fund $ Public Safety Grants Volunteer Firefighter's Pension Department Total $ 26,908,354 2,000 30,600 26,940,954 $ $ 27,212,299 84,980 30,600 27,327,879 $ $ 303,945 82,980 386,925 30,015,194 2,000 30,600 30,047,794 $ 32,895 $ $ 32,895 $ 2,744,119 12,837 15,978,507 18,735,464 $ Department Total $ 2,716,901 12,837 18,717,517 21,447,255 Information Technology Information Technology $ Information Technology Reserve Information Technology Projects Department Total $ 9,562,203 1,681,685 1,033,320 12,277,208 $ $ $ 9,439,469 1,625,142 403,375 11,467,986 $ $ 96,658 43,457 31,465 171,580 $ 10,217,291 1,641,010 1,297,810 13,156,111 Leadership and Management General Fund $ Department Total $ 2,654,357 2,654,357 $ $ 175,000 175,000 $ $ 2,694,357 2,694,357 $ $ 3,181,726 3,181,726 $ Department Total $ 663,050 663,050 $ $ 6,000 6,000 $ $ 669,050 669,050 $ $ 686,642 686,642 $ 1,944,394 248,446 2,192,840 $ $ 1,944,394 235,655 2,180,049 $ 1,972,926 237,603 2,210,529 Finance and Budget General Fund Human Resources General Fund Other Grants Insurance Reserve Mayor and Council General Fund Municipal Court General Fund Other Grants $ Department Total $ Non-Departmental 437 $ 32,782 32,782 $ $ $ $ $ $ $ 7,867,085 1,263,494 9,130,579 2,536,747 12,970 19,712,395 22,262,112 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2017 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2016 2016 2016 2017 DEPARTMENT/FUND 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 Dev Outside Source Fund General Obligation Bonds MDA Bonds Improvement Districts Department Total $ 25,606,859 6,896,117 350,000 27,996,168 16,538,431 3,000,000 20,197,625 30,300,000 8,751,500 10,208,264 16,433,963 8,752,030 476,738 175,507,695 $ $ Office of Communications General Fund $ Department Total $ 1,505,039 1,505,039 Planning and Community Development General Fund $ Home and Housing Grants Other Grants Department Total $ Police General Fund Attorney Grants Public Safety Grants (2,720,382) $ 842,453 34,807 (2,086,933) 576,025 (1,197,442) (1,278,671) 135,742 1,830,711 (288,244) 7,716,093 4,715,670 234,807 11,512,334 6,178,707 $ 24,598,205 14,711,159 550,000 20,975,760 22,440,666 3,000,000 24,722,762 (4,151,934) $ 7,440,665 1,994 4,829,669 6,576,682 16,433,963 7,602,030 476,738 73,719,352 $ 6,303,031 8,664,176 21,472,010 7,736,708 576,550 155,751,027 $ $ $ $ 1,470,012 1,470,012 $ $ 1,604,463 1,604,463 2,851,681 331,959 1,878,439 5,062,079 $ 25,000 $ 66,934 (15,573) 76,361 $ 2,567,821 153,881 1,197,587 3,919,289 $ 3,271,258 434,116 1,580,646 5,286,020 $ 41,926,694 $ $ Department Total $ 626,331 42,553,025 $ 41,826,977 10,097 1,255,592 43,092,666 691,272 12,588,278 1,220,848 $ 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 $ 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 TOTAL ALL DEPARTMENT/FUND $ 511,000,000 691,272 13,881,963 1,077,848 $ $ 49,949 10,097 771,522 831,568 107,486 143,000 231,215 (10,492,828) 50,000 229,238 10,000,045 3,874,115 $ $ $ $ $ 44,648,274 5,000 574,062 45,227,336 709,285 14,933,616 1,116,924 $ (114,215) 50,000 3,129,186 $ 35,694,340 1,327,534 6,162,856 10,024,603 26,263,550 485,669 1,957,864 10,005,368 2,481,626 2,216,900 475,263 4,819,657 4,333,499 5,944,297 126,693,424 $ 52,845,496 1,678,907 9,825,701 7,543,838 25,369,047 262,000 3,718,865 10,347,373 2,684,607 1,859,000 1,777,170 5,337,188 4,211,538 6,000,564 150,221,119 $ $ 370,563,388 $ 497,000,000 (1,443,283) (135,587) 10,000 620,000 * 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. 438 439 $ $ 11.50 2.00 38.75 42.00 94.25 1,191.87 INTERNAL SERVICE FUND Fleet Maintenance Insurance Reserve Public Works-Facilities Information Technology Total Internal Service Fund TOTAL ALL FUNDS $ $ $ $ $ $ $ $ $ $ $ 18.50 58.50 32.50 7.95 45.30 4.20 166.95 44.80 0.92 7.50 6.25 0.90 60.37 89,331,542 671,391 115,904 2,083,384 3,682,223 6,552,902 1,352,681 3,945,027 2,050,035 412,327 2,328,622 227,462 10,316,154 2,827,152 64,415 381,419 303,930 123,351 3,700,267 68,762,219 $ 870.30 ENTERPRISE FUNDS Sports Complex Water Utility Wastewater Utility Commercial Solid Waste Residential Solid Waste Storm Water Drainage System Total Enterprise Funds Total Permanent Funds PERMANENT FUNDS Total Capital Projects Funds CAPITAL PROJECTS FUNDS Total Debt Service Funds DEBT SERVICE FUNDS SPECIAL REVENUE FUNDS Streets Community Development Block Grant Transit Adult Day Program Municipal Court Enhancement Fd Total Special Revenue Funds GENERAL FUND FUND Employee Salaries and Hourly Costs 2017 Full-Time Equivalent (FTE) 2017 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 15,612,856 82,959 14,085 256,195 454,555 807,794 151,864 481,786 250,042 50,125 285,723 28,462 1,248,002 431,049 349,030 8,495 45,196 28,328 13,126,011 Retirement Costs 2017 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 15,392,418 132,759 24,202 451,528 460,704 1,069,193 212,858 754,990 400,472 110,966 597,975 59,160 2,136,421 609,565 14,988 62,484 51,601 46,444 785,082 11,401,722 Healthcare Costs 2017 Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2017 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 8,599,557 70,088 8,941 204,381 291,628 575,038 123,061 385,707 216,580 53,394 279,116 23,791 1,081,649 324,265 5,171 40,700 26,080 9,563 405,779 6,537,091 Other Benefit Costs 2017 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 128,936,373 957,197 163,132 2,995,488 4,889,110 9,004,927 1,840,464 5,567,510 2,917,129 626,812 3,491,436 338,875 14,782,226 4,110,012 93,069 529,799 409,939 179,358 5,322,177 99,827,043 Total Estimated Personnel Compensation 2017 This page intentionally left blank 440 441 442 City of Peoria FY 2017 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: An official statement from a government about how much it plans to spend during a particular period of time and how it will pay for the expenses. 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 2017 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 2017 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 2017 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 2017 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 2017 Annual Program Budget Appendix Acknowledgements There are a series of milestones to pass before an annual budget is developed. Financial analysis and fund projections must be developed to ensure our long-term financial strength. A formal process must be developed which links our resources to the City’s organizational goals. Extensive review of operational performance must be undertaken. And finally, formal adoption and publication requirements must be met. The development of the FY 2017 budget was a considerable undertaking. Although we continue 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. The preparation of the budget is a year-long process, involving numerous stakeholders, operational insight, and financial expertise. I would like to personally thank particular individuals who helped to make this budget a reality. While many have a hand in the process, the brunt of this day-to-day work falls on the Budget staff. Katie Gregory, Deputy Finance and Budget Director, provided exceptional leadership in working with the Executive Team and department heads to tackle important budget-related policy issues and provided sound analysis on issues impacting the City’s overall finances. Barry Houg, Budget Manager, guided the budget process by managing assignments, maintaining complex systems, managing our master calendar, and spearheading the financial analysis and forecasting efforts. Howell Lindsay, Budget Coordinator, served as the budget lead on the utility impact fee study and 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 Julie Ayers, 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 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. Their continued support and thoughtful direction has resulted in a spending plan that continues to provide residents with an excellent quality of life and top notch City services. Brent D. Mattingly Chief Financial Officer 448 City of Peoria Produced by FINANCE AND BUDGET DEPARTMENT 8401 West Monroe Street, Peoria, Arizona 85345 www.peoriaaz.gov