City of Peoria, Arizona Annual Program Budget FY 2018 peoriaaz.gov City of Peoria Annual Program Budget Fiscal Year 2018 Total Fiscal Year 2018 Budget $590,000,000 Operations $277,356,023 General Funds Special Revenue Enterprise Fund $149,535,457 $23,895,899 $57,418,939 General Fund Streets Water $146,274,956 $10,477,468 $24,350,814 Half Cent Wastewater $2,934,297 Transp. Sales Tax Funds $188,820 Other Reserve $326,204 Contingency $54,550,000 Internal Service Funds $46,475,128 Debt, Trust & Agency Funds $30,600 Fleet Maintenance $5,421,912 Fireman’s Pension $30,600 General Funds $31,950,000 $11,368,949 Fleet Reserve $1,772,560 Capital Bonds $0 Special Revenue $6,950,000 Development Fees $5,567,000 Solid Waste Residential $10,594,829 Insurance Reserve $21,741,249 Enterprise Fund $8,800,000 Home & Housing Grants Solid Waste Commercial $2,376,002 Facilities Maintenance $6,280,454 Internal Service Funds $3,740,000 $2,825,328 Stadium Ops. & Maint. $5,284,247 IT Operations $10,509,022 Capital Projects $2,400,000 Attorney Grants $23,262 Enterprise Reserves $2,784,098 IT Reserve $561,731 Public Safety Grants $851,991 Enterprise Expansion $660,000 IT Project $188,200 $329,104 Transit Other Grants $3,134,991 Community Serv. Grants $497,935 i Debt Service Funds $710,000 Capital Projects $212,187,537 Long-Term Debt $45,906,440 $7,817,622 Special Revenue Funds $49,656,154 Enterprise Funds $58,418,101 Capital Project Funds $95,871,660 Internal Service Funds $424,000 Water GO Bonds IT Reserve $424,000 General Funds Half Cent Wastewater General Fund Streets $445,000 $7,208,880 $3,525,091 $11,084,850 $18,255,552 $44,260,048 Water Debt Service GO Bonds $17,505,824 Half Cent Sales Tax Fund Water Expansion $17,704,806 MDA Bonds $1,191,474 Transp. Sales Tax Funds $23,623,194 MDA Bonds $8,300,733 Other Reserve Funds $3,101,057 Development Fee Funds $14,240,101 Wastewater Streets/ED $11,081,708 $14,027,465 Transit $8,009 Wastewater Expansion $2,316,514 Outside Source Fund $12,334,147 Other Grants Water Bonds $700,000 $8,851,525 $10,149,177 Development Fee Funds $0 Improvement Districts $2,296,826 Sports Complex Ops/Maint. $0 Sports Complex Equip. Reserve $0 Residential Solid Waste $167,464 Commercial Solid Waste $40,532 ii $25,250,000 City of Peoria FY 2018 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 17 Distinguished Budget Presentation Award 22 Budget Message City Manager Budget Message 25 Long-Range Forecast Financial Policies 31 Long-Range Forecast 35 Budget Summary Budget Process Overview 41 Budget Objectives 42 Budget Review 42 Budget Adoption 42 State Law 43 Budget Amendment Policy 43 Budget Basis 44 Performance Management 44 iii City of Peoria FY 2018 Annual Program Budget Table of Contents Budget Summary 45 Financial Reserves 46 Fund Balance Analysis 47 Operating Budget 50 Grant Funds 53 Internal Service Funds 54 Debt Service 55 Debt Management 57 Debt Management Policy 59 Revenue Summary Revenue Summary 61 City Sales Tax Revenue 63 Property Tax Revenue 64 State-Shared Revenue 65 Highway User Revenue (HURF) 66 License and Permit Revenue 67 Water Utility Revenue 68 Wastewater Utility Revenue 69 Solid Waste Fund Revenue 70 Programs Why Measure Performance? 71 Strategic Approach 72 Council Policy Goals 73 Cascading Measures 74 City Attorney 75 City Clerk 79 Community Services 82 Development and Engineering 98 Economic Development Services 108 Finance Department 111 Fire-Medical Department 122 iv City of Peoria FY 2018 Annual Program Budget Table of Contents Human Resources 126 Information Technology 130 Leadership and Management 136 Management and Budget 140 Mayor and Council Office 143 Municipal Court 144 Office of Communications 147 Planning and Community Development 152 Police Department 159 Public Works-Utilities 170 Capital Projects Introduction 193 Financial Policies 194 CIP Development Process 195 Project Programming 197 Operating Budget Impact 200 Financing the CIP 201 CIP Summary by Funding Source 210 Drainage 212 Economic Development 224 Operational Facilities 231 Parks, Trails, Open Space, and Libraries 251 Public Safety 270 Streets and Traffic Control 276 Wastewater 310 Water 324 Schedules Schedule Descriptions 353 Schedule 1 – All Funds Summary 354 Schedule 2 – All Funds Revenue 356 Schedule 3 – All Funds Operating Expenditures 368 Schedule 4 – Transfers 379 v City of Peoria FY 2018 Annual Program Budget Table of Contents Schedule 5 – Tax Levy and Tax Rate Information 380 Schedule 6 – Personnel Summary by Department 381 Schedule 7 – Authorized Personnel by Department 382 Schedule 8 – Debt Service 403 Schedule 9 – Summary of Operating Capital 404 Schedule 10 – Capital Improvement Budget 409 Schedule 11 – Summary of Supplementals 428 Schedule 12 – Summary of Improvement District Revenues 436 Schedule 13 – Sources and Uses 437 Schedule 14 – State of AZ Auditor General Schedule A 438 Schedule 15 – State of AZ Auditor General Schedule B 439 Schedule 16 – State of AZ Auditor General Schedule C 440 Schedule 17 – State of AZ Auditor General Schedule D 445 Schedule 18 - State of AZ Auditor General Schedule E 446 Schedule 19 - State of AZ Auditor General Schedule F 448 Schedule 20 – State of AZ Auditor General Schedule G 450 Appendix Budget Adoption Resolution 451 Glossary of Terms 452 Acronyms 456 Acknowledgements 457 vi City of Peoria FY 2018 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 2017 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 2018 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 2018 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 2018 Annual Program Budget Introduction Introduction City of Peoria Principal Officials of the City Fiscal Year 2018 Cathy Carlat Mayor Jon Edwards Bridget Binsbacher Vicki Hunt Carlo Leone Vice Mayor Michael Finn Councilmember 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 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 Jon Edwards Willow District Mesquite Carefree Hwy 67th Ave. Councilmember Vicki Hunt Acacia District Pinnacle Peak Rd. Willow Councilmember Bill Patena Ironwood District Ironwood Bell Rd. Councilmember Carlo Leone Pine District Peoria Ave. 115th Ave. Councilmember Michael Finn Palo Verde District 3 Pine Palo Verde Acacia Northern Ave. 67th Ave. Councilmember Bridget Binsbacher Mesquite District City of Peoria Organizational Chart Carl Swenson City Manager Jeff Tyne Deputy City Manager Dawn Prince Assistant to the City Manager Tammy Shreeve Strategic Management Officer Brenda Urias Management Assistant to the City Manager Brianna Decker-Cortinas Senior Policy Advisor for the Mayor Susan Daluddung Deputy City Manager Julie Arendall Deputy City Manager Roy Minter Police Chief Bobby Ruiz Fire Chief John Sefton Community Services Director Andy Granger Engineering Director Brent Mattingly Finance Director Jennifer Stein Office of Communication Director Stuart Kent Public Works/UItilities Director Thomas Adkins Intergovernmental Affairs Director Chris Jacques Planning & Community Development Director Rhonda Germinisky City Clerk John Imig Information Technology Director Scott Whyte Economic Development Director Laura Krause Human Resources Director Lisa Estrada Economic Efficiency & Sustainability Manager Katie Gregory Management and Budget Director 4 UPDATED March 15, 2017 City of Peoria FY 2018 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 2018 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 access to railroad lines, these settlers developed a thriving agricultural community. Peoria consisted of just one square mile of land when it was incorporated in 1954. The community started to change in the 1960s after Del Webb began developing Sun City, a retirement community west of Peoria. A series of annexations during the 1980s and 1990s designed to preserve desert open space and manage quality growth resulted in expanding Peoria’s land area to the 179 square miles it covers today. Not 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. Peoria is a dynamic and innovative community in the Greater Phoenix region. Encompassing more then 179 square miles of beautifully varied landscapes, Peoria boasts an enviably quality of life that is enjoyed by tens of thousands of residents. Our citizens have strong housing housing choices, from traditional neighborhoods to large master-planned communities, from multi-family options to ranch homes nestled up against desert mountains and rich vegetation. Peoria is also an emerging employment center for innovative, high value companies. These companies are attracted by a skilled workforce and one of the top public school districts in the state. Peoria is a well-run city for people who love having options. A Glimpse of History Early Peoria Pioneers The first settlers in what is now known as the City of Peoria were farmers from Peoria, Illinois, who migrated to this area during the late 19th and early 20th centuries and named this new community after their hometown. With the Arizona Canal providing irrigation for the area’s arid but fertile lands, and with Snow-capped mountains surrounding Lake Pleasant provide a rare but beautiful sight. 5 City of Peoria FY 2018 Annual Program Budget Introduction Local Demographics Climate Peoria has been a top choice of families for many years. The combination of safe, well-planned neighborhoods and multiple 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. Affordable, high quality housing choices are another factor in Peoria’s growth, with a median price of a new home around $246,000. Peoria has one of the lowest unemployment rates in the Phoenix metropolitan area, representing a young, highly-skilled workforce that enjoys the high quality of life they find in Peoria. 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. 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 2017 has grown to 173,208. Peoria’s Quality of Life 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. From its stunning northern topography to its diverse workforce, excellent climate, widely varied amenities, and educational opportunities, Peoria is an increasingly popular place to live and work. To strengthen Peoria as a community, the city continues to invest in quality of life initiatives. These include new parks, trails, and open spaces. Wildflowers create a beautiful 6border along a mountain hiking trail. City of Peoria FY 2018 Annual Program Budget Introduction Amenities 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. 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. 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. 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. Rio Vista Park has a lake for urban fishing. The urban fishing lake at Rio Vista Community Park 7 City of Peoria FY 2018 Annual Program Budget Introduction Outdoor Opportunities 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. 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. 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/P83 Entertainment District, 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. Water sports can be enjoyed year-round at beautiful Lake Pleasant. Both trails are designed to accommodate all nonvehicular users, including walkers, joggers, strollers, bicyclists, roller blades, and equestrians. 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. Hikers enjoy one of Peoria’s beautiful desert trails. 8 City of Peoria FY 2018 Annual Program Budget Introduction For the baseball fan, Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994, becoming the Spring Training home of the Seattle Mariners and San Diego Padres, the first two-team facility. In 2014, both teams re-signed to train in Peoria for another 20 years, causing the facility to undergo extensive renovations over a multiyear period. The team clubhouses were updated in 2014, and the stadium followed during 201516 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. The new Kids Cove at the Peoria Sports Complex provides a variety of fun for kids! Young baseball fans enjoy getting autographs from the players at a Spring Training game. Baseball fans enjoy this view from the stands. 9 City of Peoria FY 2018 Annual Program Budget Introduction Culture and the Arts Cultural activities, including symphonies, theatres, art galleries and museums can be found throughout the Valley of the Sun. Two theaters featuring quality plays and musicals 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 operates yearround, presenting plays, musicals, comedies, a music series, and more. The Center is also available to groups for rentals. TheaterWorks acts as the resident company and creates awardwinning theater and offers a variety of programs, including musicals and plays, summer camps for children, theater academy classes, puppetry performances, 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. 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. 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 the City of Peoria workforce; also represented are health care providers, general retail services and manufacturing. 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. Peoria Center for the Performing Arts 10 City of Peoria FY 2018 Annual Program Budget Introduction The Loop 303, connecting I-10 to I-17, provides unparalleled access to the northwest Phoenix metropolitan area. This freeway runs seven miles through Peoria’s northern region, opening up the pristine landscape for commercial development as well as high wage employment. 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. Shoppers enjoy the Saturday morning Farmer’s Market. Targeted Growth Industries The city sees its future growth in advanced business services, manufacturing, bioscience/ health care, and scientific and technical services. Retail Trade/Arts and Entertainment Peoria has created a community with a very high quality of life, and as a result, retail and service offerings are very strong. The P83 Entertainment District is becoming one of Phoenix metropolitans’ destination of choice for restaurants, sports and entertainment, including theaters and other amenities. In this area, 29% of household incomes are over $100,000 annually. There is a combination of factors that points toward the growth of these leading industries in Peoria. We have a large, technically-skilled orkforce currently employed in these industries elsewhere. Peoria is only 30% developed, and therefore has a lot of room to grow. Peoria’s Top 10 Major Employers* 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.  Peoria Unified School District  City of Peoria  Walmart/Sam’s Club (4 locations)  Younger Brothers Companies  The Antigua Group, Inc.  Immanuel Caring Ministries  Arizona Medical Clinic  OakCraft, Inc.  Freedom Plaza Peoria  West USA Realty *Source: Maricopa Association of Governments An entry monument in the P83 Entertainment District 2016 Employer Data, Feb 2017 11 City of Peoria FY 2018 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, emergency management services, and as of January 2017, emergency ambulance transportation. All services are delivered by the men and women of the Peoria Fire-Medical 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. Peoria Police Officers and canines 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. A firefighter pulls hose from an engine in a training exercise. 12 City of Peoria FY 2018 Annual Program Budget Introduction 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. 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. 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. 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. Greenway Water Treatment Plant 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. 13 City of Peoria FY 2018 Annual Program Budget Introduction Education "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. Peoria’s educational system is top-notch at all levels. Peoria Unified School District serves most of the city of Peoria. This open-enrollment district is the third largest school district in Arizona, serving more than 36,000 students. It also has an online high school and a “Transition Center” which provides alternative and adult education. PUSD consistently beats state and county test scores and boasts a 93% high school graduation rate. The class of 2016 received more than $65 million in scholarships. 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. 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. 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. West Wing Elementary is an A+ School of Excellence. 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 14 City of Peoria FY 2018 Annual Program Budget Introduction In addition to traditional schooling, Peoria offers other learning opportunities as well. At the Challenger Space Center Arizona, a Smithsonian Institute Affiliate, visitors can explore the mysteries and wonders of space, science and the universe. This non-profit education center offers a high-tech environment of space exploration through simulated flight missions, viewings, and multimedia presentations and has helped to establish our community as a viable learning center. Challenger Space Center It serves 50,000 visitors annually, including 30,000 students, Kindergarten through 8th grade. Interactive experiences promote child-led learning, and the Center encourages interest in science, technology, engineering and math subjects and careers and helps students develop the critical-thinking and problem-solving skills needed to survive in the 21st century. Full-day kindergarten is offered at no cost in the Peoria Unified School District. 15 City of Peoria FY 2018 Annual Program Budget Introduction The urban fishing lake is just one of the many amenities at Pioneer Community Park. The Balloon Glow is part of the city’s annual Halloween event held at the Peoria Sports Complex. 16 City of Peoria FY 2018 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) ............................5.28 Number of Incidents: Emergency Medical Support ......................... 20,342 Fire Calls .........................................................2,158 Miscellaneous ..................................................1,299 Number of Schools Elementary Schools (grades K-8) ........................... 34 High Schools (grades 9-12) ...................................... 7 Non-Traditional High School ................................... 1 Number of Students Elementary ....................................................... 24,000 High School ..................................................... 12,000 Police Protection Number of Employees: Sworn.....................................................................199 Non-Sworn ............................................................107 Priority 1 Response Time (minutes) .....................5.22 Number of calls answered .............................. 228,967 Annexed Area in Peoria City Employees (as of July 1, 2017) Full-time ....................................................... 1,182.50 Part-time FTE’s ................................................. 21.10 Total authorized FTE’s ................................. 1,203.60 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 17 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2018 Annual Program Budget Introduction Streets and Utilities Utilities* Streets* Number of active customers Water…..………………………………………….55,558 Wastewater………………………..…………………56,235 Residential Solid Waste………… ………….……54,262 Water Data: Annual household consumption………..….5,264,052,000 Avg. gal/household/month…………….………….…9,020 Avg. gal/household/year………………..………...108,240 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………………………………….1,031 mil gal Jomax Plant………………………………...….…..215 mil gal Butler Plant……………………………………...2,554 mil gal Solid Waste: Residential tonnage processed………………..….52,593 Commercial tonnage processed………………….23,309 Recycle tonnage processed………………….……16,447 Total tonnage processed………………….…..…..92,349 Lane miles of streets maintained – 1,551 Arterial.……………….……………….….……436 Collectors……….….………………………….232 Residential………..………………………...…..881 Streetlights Maintained……..………………15,722 *Source - City of Peoria Streets Department *Source - City of Peoria FY 2016 Comprehensive Annual Financial Report Above, street maintenance crews at work repaving city streets. Right, the newly widened and paved Pinnacle Peak Road. 18 City of Peoria FY 2018 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 61,955 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% August 30, 2016 Primary (District/Charter Amendment) 94,990 27,308 28.75% November 8, 2016 General (Sales Tax) 99,020 75,904 76.66% Date Type of Election May 17, 2005 19 % of Registered Voters Voting City of Peoria FY 2018 Annual Program Budget Introduction Demographics Median Household Income Income* Population1 166,955 171,237 173,208 154,475 175,000 $80,000 141,941 150,000 125,000 108,364 100,000 74,565 75,000 50,618 25,000 $0 $0 12,351 $65,314 $63,025 $31,513 $20,000 $20,000 $20,000 $10,000 $10,000 3,802 4,792 $63,535 $31,513 $30,000 $30,000 50,000 0 Median Household Income $74,985 $80,000 $70,000 $70,000 $60,000 $60,417 $50,000 $60,000 $50,000 $50,000 $50,000 $40,000 $35,000 $35,000 $40,000 $14,000 1990 2000 1990 2005 2000 2010 2014 2010 2015 2012 Median Household Income Median Household Income Per Capita Income 1965 1970 1980 1990 1995 2000 2005 2010 2014 2017 2018 1 Source – U.S. Census Bureau and MAG estimates Housing Units* Family Households* 50,000 70,000 42,346 60,000 40,000 58,203 50,000 30,000 40,000 20,000 30,000 15,111 10,000 20,000 7,361 17,251 10,000 0 0 Vacant Total Family Households Labor Force Statistics* 2014 Labor Force: 80,409 Unemployment Rate: 7.6% 6,009 6,395 Production, Transport & Mat'l Moving Not in Labor Force Females 20 Mgmt., Business, Science & Arts 5,000 0 In Armed Forces 12,663 Construction, Extraction & Maint. Males 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 Sales & Office Renter Occupied Service Owner Occupied City of Peoria FY 2018 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 9 min. or less Other Means 35‐59 min. 0 10‐34 min. 4,180 Work at Home 532 Walk Drive Alone Carpool 0 385 Public Transportation 7,883 10,000 60 min. or more 60,000 *Source – U.S. Census Bureau Gross Sales*** Building Permits Issued** Single Family Residential $4,000,000,000 3,500 3,000 $3,000,000,000 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 FY 2012 FY 2014 $3,459,207,076 FY 2010 $3,228,296,020 FY 2008 Number of Permits Issued $2,961,356,284 $0 $2,742,233,038 - $2,929,884,576 $1,000,000,000 500 $3,313,302,079 1,000 $3,510,492,251 $2,000,000,000 1,500 $3,314,914,463 2,000 $2,818,223,271 2,500 FY 2016 The City of Peoria collects approximately 2% of the gross taxable sales. ***Source – City of Peoria Finance Department **Source – City of Economic Development Department A city crew is working on the bulk trash pickup. 21 City of Peoria FY 2018 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, 2016. 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. 22 City of Peoria FY 2018 Annual Program Budget Introduction A large crowd of baseball fans enjoy a Spring Training game on a beautiful day at the Peoria Sports Complex. Colorful wildflowers in the desert 23 City of Peoria FY 2018 Annual Program Budget Introduction 24 Budget Message Budget Message City of Peoria FY 2018 Annual Program Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2018 Mayor Carlat and Members of the Peoria City Council, I am pleased to provide you with the FY 2018 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. While the revenue picture is improving, expenditure growth continues to outpace expected revenues. Cost impacts of Proposition 206, coupled with updated Public Safety Retirement liabilities, have put a strain on the city’s long-term financial forecast. The FY 2018 proposed budget strikes a balance between available revenues and the needs of our fast-growing community. This budget allows us to continue to provide exceptional core services, and maintain the quality standards our residents have come to expect. A balanced and strategic approach has resulted 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. This past February, the Council reaffirmed their policy goals and identified key outcomes for the next two years. The following broad policy priorities are reflected throughout the recommended budget: Community Building Enhancing Current Services Preserving our Natural Environment Total Planning Economic Development Leadership and Image Over the past few months, staff has provided Council with information briefings regarding significant policy issues. This includes discussions on economic development initiatives, labor contracts, program and service recommendations and overall financial and economic conditions. Additionally, the FY 2018 budget includes appropriate funding to begin addressing demands associated with new growth in a thoughtful and deliberate manner, without disrupting our existing services. 25 City of Peoria FY 2018 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. This information is included in the Programs Section of the FY 2018 Annual Program Budget document. 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 for FY 2018 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 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, continues to grow slowly, taking longer than expected to return to prerecession levels. Steady job growth has reduced the unemployment rate to below pre-recession levels, yet wage growth has only recently begun to respond. Recent stock market levels reflect improved business confidence and anticipate favorable national economic policies. Consumer spending has improved, but business investment and housing construction remain subdued. Arizona’s economy has shown improvements in sales and income tax collections, gains in residential construction and improving outlook for tourism. The state took longer to return to pre-recession levels in employment than the rest of the nation, but has experienced stronger job creation over the past year. Locally improving consumer confidence has resulted in modest city sales tax growth during FY 2017. We expect sales tax revenues for this fiscal year to exceed FY 2016 actuals by 2.9 percent, with strong performance in retail (especially auto sales), restaurants and bars, and residential rental categories. For FY 2018, we are forecasting roughly a 2.7 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 development has begun to show expansion and stability. Existing home valuations have continued to increase, and the City’s primary assessed valuation in FY 2018 is estimated to increase slightly from the previous year’s valuation. This marks the fourth consecutive year of modest increases following the low collection point in FY 2014, yet is 30% below the high point in FY 2009. Future valuations should continue to increase, resulting in higher tax collections in subsequent years. 26 City of Peoria FY 2018 Annual Program Budget City Manager Budget Message TAXES, RATES AND USER FEES The budget as submitted limits the financial burden placed on our residents through rates and fees. The FY 2018 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. The FY 2018 budget includes modest utility rate adjustments for water, wastewater, reclaimed water and residential solid waste services. These rate increases are needed to address growing cost pressures and capital requirements. The FY 2018 budget includes a 2.25% utility rate adjustment and a 3.9% residential solid waste adjustment. While utility rates typically require small annual adjustments to keep pace with inflationary costs and growth in demand, the residential solid waste program has not had a rate increase in nine years. In fact, the rate was reduced significantly in FY 2012 based on better than expected recycling revenues and lower landfill costs. A small but necessary rate adjustment is necessary to reflect current waste management contracts and increased demand due to growth throughout the city. 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 2018, this analysis has resulted in adjustments to a small number of recreation fees and permitting 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 2018 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 2018 budget includes investments in a number of economic development initiatives and projects. One example is a new partnership with Arizona State University to continue support of the BioInspire Medical Device Incubator, assisting biotechnology companies and attracting new innovators to establish Peoria as an innovation and technology hub. Another example is the location of Huntington University within the city’s P83 Entertainment District. This new university offers 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. Additionally, the budget includes some one-time funding to implement a tourism plan and enhance marketing efforts to draw more visitors to Peoria and the west valley. 27 City of Peoria FY 2018 Annual Program Budget City Manager Budget Message Public safety is a critical component to our residents’ quality of life. This budget underscores the city’s ongoing commitment to this important local responsibility. The FY 2018 budget includes six new police positions: three Police Officers, two Police Service Officers and a Victims Advocate. Additionally, the new Pinnacle Peak Public Safety Facility will open its doors in FY 2018, providing a fully functioning northern command center for police operations. New equipment and technology will help the organization continue its emphasis on data driven and community-based policing. These efforts will be supplemented by several neighborhood-focused initiatives. Continued funding is provided 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 offers support to individual property owners. Lastly, some funding is designated to support the completion of a number of historic context reports to distinguish historic sites and landmarks for consideration on local or national registers. 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 2018 budget includes funding to continue these popular events throughout the community. Additionally, the budget supports a new Arts and Culture Coordinator tasked with expanding the arts offerings by developing new programs and partnerships that bring art to the community. Lastly, we have supported a number of one-time requests to repair and maintain key amenities at various parks and aquatic facilities throughout the city. In accordance with approved labor agreements and in line with our “employer of choice” goals, the recommended budget includes funding for modest wage increases for city employees in FY 2018. CAPITAL IMPROVEMENT PROGRAM Each year the staff reviews and 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. As the community grows, new projects and amenities are needed to serve a growing population and maintain service levels. This has become more challenging as funding sources that were traditionally used to offset these costs are no longer available or have been significantly restricted. As we updated the Capital Program, we took a hard look at the community needs and re-prioritized projects, timing and funding to create a more balanced set of amenities that will serve our community. The FY 2018 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 the expansion of the Pinnacle Peak Public Safety Facility, the Pyramid Peak Water Treatment Plant Expansion and Intersection Improvements at 75th Avenue and Cactus Road/Peoria Avenue. 28 City of Peoria FY 2018 Annual Program Budget City Manager Budget Message Funding for the construction of Peoria’s Northern Community Park is programmed in FY 2018, as is a new neighborhood park in the Meadows subdivision. Other parks and trails projects planned for the next few years include improvements at Country Meadows Park and a new trail segment along the east side of New River from Williams Road to Happy Valley Rd. 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 Innovation Center, Building Reuse Program and Washington Street Redevelopment. One major focus area of the city’s economic development efforts is the P83 Entertainment District surrounding the Peoria Sports Complex. The city recently completed final improvements to the Peoria Sports Complex, adding a KidZone and a new state-of-the-art scoreboard. Equally as important is the responsibility to maintain existing assets. As such, the city allocated $1.4 million in new funding in FY 2018 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 118 signalized intersections through a combination of maintenance programs in the capital program. CONCLUSION In summary, the FY 2018 budget totals $590 million, which represents an 18.71 percent increase over the prior year. The budget for the general fund, the city’s primary operating fund, is $146.3 million - a 4.98 percent increase. The $212.2 million capital budget for FY 2018 represents a 64.92 percent increase over the FY 2017 plan, while the 10-year capital improvement program totals $660.3 million, a 12.14 percent increase 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 Mayor and City Council for their guidance and support throughout the development of the FY 2018 budget. In addition, I wish to thank the Management 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 2018 budget a reality. Sincerely, Carl Swenson City Manager 29 City of Peoria FY 2018 Annual Program Budget City Manager Budget Message 30 Long-Range Forecast Long-Range Forecast City of Peoria FY 2018 Proposed Budget Long Range Forecast Financial Planning 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. 31 City of Peoria FY 2018 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 32 City of Peoria FY 2018 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 33 City of Peoria FY 2018 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. 34 City of Peoria FY 2018 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 2018 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 Management 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 2017. We expect sales tax revenues for this fiscal year to exceed FY 2016 actuals by 3.6 percent, with strong performance in the retail (especially auto sales), restaurants and bars, and construction categories. For FY 2018, we are forecasting 2.7 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 7.7 percent increase in the city’s assessed valuation in FY 2017.  How will the City respond to adverse economic or emergency conditions? 35 City of Peoria FY 2018 Annual Program Budget Long Range Forecast Sports Complex Fund. The Sports Complex fund includes monies to support the maintenance, operation, and debt requirements related to the Peoria Sports Complex. The City’s share of all ticket, rental, and concession revenue collected from the complex are deposited in this fund. Additional financial support is provided by the City’s Half Cent Sales Tax Fund. Home values are expected to increase in FY 2018, which will result in increasing property tax revenues in future years. Financial Projection Among the primary assumptions utilized in the forecast are economic growth rates, retail sales activity, state-shared revenues, census population, and residential development activity. Operational Impacts of Capital Plan The long-range financial forecast for FY 2018 includes a narrative discussion on the long-range models for each of the operating funds. Specifically, the Budget staff undertook extensive reviews of the following funds: The 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. General Fund. The General Fund supports most general government activities, including public safety, development services, parks and recreation and general government functions. The fund is supported by various revenue sources, including sales and property taxes, user fees and state-shared funding. Streets Fund. The Streets Fund provides for much of the City’s street and traffic operations. The fund is largely supported by the State’s Highway User Revenues (fuel taxes) as well as the City’s 3/10 of one cent transportation sales tax. 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. Transit Fund. The City’s Dial-a-Ride and fixed route transit systems are all funded out of the Transit Fund. This fund is supported by Transit related revenues, the City’s 3/10 of one cent transportation sales tax, and 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. 36 City of Peoria FY 2018 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 $25,000,000 Uses $15,294,596 Sources FY2021 $19,213,668 37 FY2020 $16,373,748 Uses FY2019 $18,703,552 Sources FY2018 $18,092,229 $0 FY2018 FY2019 FY2020 FY2021 FY2022 $16,634,099 $5,000,000 $17,881,051 $10,000,000 $16,642,441 $15,000,000 $19,064,399 $20,000,000 $21,052,136 $156,277,679 $156,576,987 $152,405,349 $152,202,981 $148,816,317 $148,499,775 $145,173,277 $144,896,861 $140,242,094 $142,018,291 $175,000,000 $150,000,000 $125,000,000 $100,000,000 $75,000,000 $50,000,000 $25,000,000 $0 Projected Sources & Uses FY2022 City of Peoria FY 2018 Annual Program Budget Long Range Forecast Water Fund. The City of Peoria provides water service to approximately 56,270 accounts within the city limits. All costs for water service are accounted for in the City’s Water Fund. The fund is responsible for capital facility needs, debt service payments, and operating costs for water service-related activities. Wastewater Fund. The city provides wastewater services to approximately 58,510 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. After a review of the water rate structure and system, the city will propose to increase rates in FY 2018. 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 the Water Fund will be financially self-sustaining into the future. After a review of the wastewater rate structure and system, the city will propose to increase rates in FY 2018. 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 next two years to meet the future operational and capital needs of the system. With these assumptions, the forecast indicates that the Wastewater Fund will be financially self-sustaining into the future. Water Fund Wastewater Fund Projected Revenues and Expenditures Projected Revenues and Expenditures $60,000,000 $30,000,000 $26,213,250 $28,123,424 $21,490,499 $25,512,942 $20,108,866 $0 $23,240,429 $10,000,000 $10,000,000 $21,458,736 $15,000,000 $23,020,724 $20,000,000 $24,739,462 $25,000,000 $24,030,159 $54,271,039 $56,687,116 $46,530,501 $53,658,023 $47,299,351 $50,742,295 $47,451,053 $20,000,000 $42,542,067 $30,000,000 $44,703,228 $40,000,000 $48,698,678 $50,000,000 $5,000,000 FY2018 FY2019 Revenues FY2020 FY2021 FY2022 $0 FY2018 FY2019 FY2020 FY2021 Expenditures Revenues 38 Expenditures FY2022 City of Peoria FY 2018 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 2018. Future increases are forecast beginning in FY 2019 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 56,535 residential accounts. The city’s residential solid waste operation is the sole provider of service for Peoria residents. After four years of no rate adjustments, the city plans to increase rates to residential service fees in FY 2018. 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 throughout the planning period because of the planned one-time capital projects. Future rate adjustments are included in the forecast between FY 2019 and FY 2022 to ensure that the fund will be financially self-sustaining into the future. Commercial Solid Waste Fund Residential Solid Waste Fund Projected Revenues and Expenditures Projected Revenues and Expenditures $3,000,000 $2,500,000 $2,000,000 $0 Revenues $13,586,774 FY2022 $13,801,720 FY2021 $12,678,005 FY2020 $13,144,432 FY2019 $11,869,238 $4,000,000 FY2018 $11,110,482 $0 $6,000,000 $10,392,190 $8,000,000 $500,000 $11,952,545 $10,000,000 $12,545,348 $12,000,000 $11,332,151 $2,422,882 $14,000,000 $2,531,582 $2,352,918 $2,455,484 $2,262,356 $2,572,149 $2,186,604 $2,307,622 $1,000,000 $2,154,963 $1,500,000 $2,376,315 $2,000,000 Expenditures FY2018 FY2019 Revenues 39 FY2020 FY2021 Expenditures FY2022 City of Peoria FY 2018 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. Beginning in the fall of 2017, the city will also offer a fixed route bus service along 83rd Avenue between Camelback Road and just north of Bell Road. This new bus route will be funded through the City’s 3/10 of one cent transportation sales tax. 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 $2,964,000 FY2021 $3,018,557 Uses $2,964,000 40 FY2020 $2,994,654 Sources $2,964,000 FY2019 $2,971,670 $2,364,000 FY2018 $2,949,570 $2,836,250 $2,509,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY2022 Budget Summary Budget Summary City of Peoria FY 2018 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 current economic conditions and a discussions on various programs, services, and activities within departments. In February, 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 2018 budget process. In January, 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. To respond to short-term business cycle needs without committing ongoing resources, a few positions continue to be funded with one-time resources. 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 2018. FY 2018 BUDGET CALENDAR Activity Date Department Review Sessions with Executive Team City Manager’s Recommended Budget February - March 2017 March 21, 2017 Adopt Tentative Budget May 2, 2017 Hold Public Hearing on Budget and Property Tax Levy May 16, 2017 Adopt Final Budget May 16, 2017 Adopt Property Tax Levy June 13, 2017 41 City of Peoria FY 2018 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 2018, 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 2017. 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 on March 29 and March 30. 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 Consistent with Title 42, Chapter 17, Article 3, Arizona Revised Statutes, the proposed budget was presented to Council for tentative adoption on May 2, 2017 after the initial study sessions. 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 pursuant to the City Charter and Arizona Revised Statutes. As shown in the calendar on a previous page, the FY 2018 final budget was adopted on May 16, 2017 and the property tax levy on June 13, 2017. 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 42 City of Peoria FY 2018 Annual Program Budget Budget Summary State Law All funds within the city have been set up with expenditure appropriation in the budget. Section 4217101, Arizona Revised Statutes, requires the adoption of a tentative budget on or before the third Monday in July. The tentative budget sets the maximum spending appropriation for the city. Once this amount is set, the city cannot spend over that amount for the fiscal year. approval of a permanent adjustment eliminated the need for voter approval every four years. Budget staff does not envision another base adjustment within the current 10-year forecast. The maximum legal expenditure limit is $855,005,604 in Fiscal Year 2018. This compares to the total appropriation of $590,000,000 in the final budget adopted by Council. However, the city estimates that $218,324,661 would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming year. Article IX, Section 20 of the Arizona Constitution imposes an expenditure limitation for the annual budget appropriation in municipal governments. The limitation requirements also appear in section 41-563, 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 43 City of Peoria FY 2018 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 2018 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 2018 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. 44 City of Peoria FY 2018 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY 2018 budget appropriation totals $590 million. The operating budget totals an estimated $277 million, an increase of 3 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 $590 million budget is comprised of four major segments. The operating budget totals $277 million (47 percent), with debt service at $46 million (8 percent). Approximately $55 million (9 percent) is set aside for contingency accounts. Capital improvements total $212 million - 36 percent of the total FY 2018 budget. Revenues Summary of Expenditures Total FY18 Expenditures $590 Million The FY 2018 estimated revenues total $432 million. Projected revenues are realized from a variety of sources, including sales tax collections, water billings and user fees. In FY 2018, the city estimates revenue from service charges at $174 million (40 percent), taxes at $109 million (25 percent), inter-governmental revenues at $63 million (15 percent), and bond proceeds at $66 million (15 percent). The remaining categories represent $20 million (5 percent). Contingency 9% Summary of Revenues Total FY18 Revenues $432 Million Debt Service 8% Capital Outlay 36% Service Charges 40% Inter Gov't 15% Taxes 25% Bond Proceeds 15% Operating 47% Misc., Fines, Rents, & Licenses 5% 45 City of Peoria FY 2018 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY14 FY15 Fines, Licenses, Permits & Rents $6.7 $7.5 $7.5 $8.0 $8.5 6% Bond Proceeds $7.3 $41.6 $60.5 $19.3 $65.7 240% $143.4 $152.9 $153.5 $165.1 $174.7 6% Intergovernmental Revenue $51.0 $52.9 $55.3 $58.8 $62.7 7% Taxes $84.6 $90.3 $94.3 $102.4 $108.9 6% Miscellaneous Revenue $2.7 $5.3 $6.4 $10.9 $10.2 -6% Interest Income $1.1 $1.5 $1.1 $1.3 $1.8 38% $296.9 $352.0 $378.6 $365.9 $432.5 18% Charges for Services Total Revenues FY16 FY17 FY18 % Change TOTAL BUDGETED USES (In Millions) Description FY14 FY15 FY16 FY17 FY18 Operations $231.4 $237.4 $256.4 $269.1 $277.3 3% Capital $151.9 $145.2 $169.3 $128.7 $212.2 65% Debt Service $42.2 $45.0 $39.4 $43.7 $45.9 5% Contingencies $42.5 $42.4 $45.9 $55.5 $54.6 -2% $468.0 $470.0 $511.0 $497.0 $590.0 19% Total Revenues % Change 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 $188 million, not including contingency appropriation. The following chart outlines the financial plan for FY 2018. The total sources are estimated at $432 million and total uses are estimated at $613 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 46 City of Peoria FY 2018 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY (In millions) Estimated Balance 7/1/2017 Total Sources Total Uses Estimated Balance 6/30/2018 General $71.3 $165.5 $202.6 $34.2 Special Revenue $82.7 $48.1 $87.2 $43.5 Enterprise $90.7 $106.8 $145.8 $51.7 Internal Service $30.1 $47.2 $50.6 $26.7 Capital Project $39.4 $63.8 $98.3 $ 4.9 Debt Service $31.0 $24.5 $28.8 $26.7 Total All Funds $345.1 $455.9 $613.3 $187.6 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 $30.0 $44.3 $49.6 $54.6 $53.7 $49.2 $45.0 $15.0 $0.0 2014 2015 2016 Actual Actual Actual 47 2017 Est. 2018 Proj. City of Peoria FY 2018 Annual Program Budget Budget Summary Street Fund Unreserved Fund Balance. For the street operating fund, a 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 $30.0 $20.5 $10.0 (Millions) $21.1 $26.6 $25.9 $27.0 $20.0 Street Fund Unreserved Fund Balance 2017 Est. 2018 Proj. $0.0 $20.0 2014 2015 2016 Actual Actual Actual $18.6 $18.6 $12.4 $15.2 $15.8 $15.0 $10.0 (Millions) $40.0 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 2014 2015 2016 Actual Actual Actual 2017 Est. 2018 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 $24.7 $26.8 $25.4 $15.0 $25.9 $20.0 $13.5 $10.0 $5.0 $0.0 2014 2015 2016 2017 Actual Actual Actual Est. 48 2018 Proj. City of Peoria FY 2018 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) $8 $6.9 $7.7 $7.5 $8.7 $8.4 $6 $8.1 $12.3 $8.6 $9.0 $7.8 $12 $10 $8 $6 $4 $2 $0 (Millions) 2014 2015 2016 2017 Actual Actual Actual Est. 2018 Proj. $4 $2 2014 2015 2016 2017 Actual Actual Actual Est. $0 2018 Proj. 49 City of Peoria FY 2018 Annual Program Budget Budget Summary Staffing Summary Operating Budget Every year, City of Peoria departments assess their organizational units to ensure we meet the needs of the community while continuing to provide efficient service. By seeking efficiencies, identifying cost savings, and evaluating departments’ base budgets, staff continues to respond to the limitations on city resources. As the economy continues to recover and demands for services increase, additional new positions are necessary to meet the needs of a growing city. The budget also includes modest increases in wages and benefits to help attract and retain a quality work force. The FY 2018 operating budget of $277.4 million is an increase of $8.3 million, a 3.1 percent gain from last year’s $269.1 million operating budget amount. Based on the city’s projected revenue estimates, the FY 2018 operating budget can be balanced without any increase to city taxes. Operating Budget By Fund Type Enterprise 21% General Fund 54% In total, the FY 2018 budget contains 12 more FTE positions than in FY 2017. Positions were added with a focus on public safety and ensuring the well being of all citizens and visitors. New public safety positions include three Police Officers and two Police Service Officers to more effectively deploy police services to the community. The budget also adds a victim advocate position to provide crisis intervention, support and referrals for crime victims. In addition, the budget includes three new residential solid waste equipment operators, a storekeeper, a safety administrator, and an arts and culture coordinator. Internal Services 17% Special Revenue 8% Total staffing authorization for benefitted positions is 1,203.6 FTEs. A summary and detail of the city’s full-time benefitted positions can be found under the “Schedules” section of this book in Schedule 6 and Schedule 7. The general fund makes up 54 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 (17 percent), and special revenue funds (8 percent). As stated in the City Manager’s Budget Message, the FY 2018 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. 50 City of Peoria FY 2018 Annual Program Budget Budget Summary Department Summary The fiscal impact of Proposition 206 on the city was mostly related to Community Services. Accordingly, the FY 2018 budget provides additional funding to address the minimum wage and benefit increase for part-time staff and contracted services. In order to support the acquisition, maintenance and conservation of public art, the budget funds an arts and culture coordinator. The budget also includes funding to continue to meet the demands of 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 facilities. The Economic Development Services Department continues to work to achieve the goals of the Counciladopted Economic Development Implementation Strategy (EDIS II). The FY 2018 budget allocates one-time funding to support this effort, including advertising and marketing, community promotions and events, and retail market analysis. Given the increased level of development activity, the Planning and Community Development Department is experiencing higher workloads. 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. In addition, the budget contains $20,000 for historic preservation. In addition to the three new residential solid waste operators proposed in the FY 2018 budget, the Public Works-Utilities budget funds a water preservation project and the increased cost of CAP water, which represents 60 percent of the city’s annual water supply. The department is also supplementing its funding to address routine maintenance of new infrastructure and the one-time cost of an additional Blue Stake position. Similar to the Planning and Community Development Department, the Development and Engineering budget funds the continuation of one-time funding for a few contract employees. The budget also adds onetime funding for an update of infrastructure design guidelines as well as a contract customer service representative. Operating Budget Change For FY 2018, the city’s operating budget is $277 million, representing a 3 percent increase from the operating budget of $269 million of the prior year. The operating budget contains $12.6 million in onetime expenditures. This includes $6.9 million in new one-time requests, $3.0 million for replacement of existing vehicles, and $2.7 million in carryovers from the FY 2017 budget. The Human Resources budget includes a new safety administrator position. The safety administrator’s responsibilities will include OSHA compliance, documentation, training, and citywide safety initiatives. The Police Department received funding for three new Police Officers, two Police Service Officers, and a victim advocate. Funding for the victim advocate is from the federal Victims of Crime Act grant. The budget also includes funding for officer support, such as enhanced officer training and recruitment, additional vehicles, and equipment upgrades. In addition, the budget includes resources for code enforcement and communications support. The Fire-Medical budget funds new vehicles for the public information officer and emergency medical services captain. 51 City of Peoria FY 2018 Annual Program Budget Budget Summary Operating Budget History FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $676,888 $705,276 $663,050 $686,642 $734,412 City Leadership & Management $2,586,472 $2,510,130 $2,654,357 $3,181,726 $3,395,012 Office of Communications $1,295,781 $1,450,008 $1,505,039 $1,604,463 $1,486,494 Development & Engineering $3,731,934 $3,782,645 $7,027,231 $7,867,085 $7,836,108 Economic Development Services $4,145,129 $4,416,353 $1,620,347 $2,035,195 $2,075,271 Human Resources $2,679,726 $2,514,788 $2,716,901 $2,536,747 $3,392,258 GENERAL FUND Mayor & Council City Clerk $819,344 $971,151 $905,386 $1,194,130 $918,624 City Attorney $3,155,905 $3,264,380 $3,204,841 $3,349,167 $3,376,223 Municipal Court $1,906,941 $1,870,388 $1,944,394 $1,972,926 $2,052,320 Non‐Departmental Finance Planning & Community Dev. $1,314,175 $1,778,614 $3,918,851 $1,626,256 $1,553,263 $10,152,449 $10,215,330 $10,597,188 $9,999,914 $10,029,066 $2,526,009 $2,542,177 $2,851,681 $3,271,258 $3,386,708 Police $38,995,559 $40,223,216 $41,926,694 $44,648,274 $47,089,555 Fire $23,000,939 $23,957,261 $26,908,354 $30,015,194 $32,390,086 Community Services $21,942,086 $22,311,291 $22,757,158 $23,918,437 $24,954,301 $583,228 $673,750 $691,272 $709,285 $626,009 $1,689,116 $1,988,949 $2,471,673 $3,037,917 $3,260,501 ‐ ‐ ‐ $716,699 $979,246 $9,672,000 $9,902,760 $10,042,631 $10,184,149 $10,477,468 $999,418 $361,808 $331,959 $434,116 $329,104 Transit $1,104,216 $1,313,050 $1,077,848 $1,091,924 $2,825,328 Grants & Miscellaneous $4,345,882 $5,123,440 $8,022,436 $10,343,301 $10,263,999 Water Fund $20,778,797 $22,081,670 $22,288,976 $23,412,402 $24,350,814 Wastewater Fund $10,421,199 $10,886,748 $11,077,614 $11,278,621 $11,368,949 Public Works Half‐Cent Sales Tax and Other Management and Budget SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. ENTERPRISE FUNDS Enterprise Reserves $3,705,709 $1,355,097 $3,114,818 $2,231,100 $1,816,798 Solid Waste Funds $10,847,089 $11,696,116 $13,672,482 $14,507,957 $14,598,131 $4,598,905 $4,707,494 $4,688,874 $4,895,041 $5,284,247 $5,239,641 $5,330,744 $5,297,614 $5,337,188 $5,421,912 Sports Complex INTERNAL SERVICE FUNDS Fleet Maintenance Fleet Reserve Insurance Reserve $2,117,096 $4,040,968 $4,720,114 $3,861,538 $1,392,660 $18,624,677 $18,879,716 $20,263,385 $20,823,028 $22,121,149 Facilities Maintenance $5,869,887 $6,026,810 $5,944,297 $5,950,564 $6,280,454 IT Operations $8,437,813 $9,102,318 $9,562,203 $10,167,291 $10,509,022 IT Reserve $426,015 $331,600 $871,685 $976,010 $561,731 IT Projects $824,819 $1,099,060 $1,033,320 $1,247,810 $188,200 $30,600 $30,600 $54,426 $30,600 $30,600 $229,245,444 $237,445,706 $256,429,099 $269,143,955 $277,356,023 Trust, Agency & Debt Svc TOTAL 52 City of Peoria FY 2018 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 2018 major grants are summarized below. The Planning and Community Development’s Neighborhood Revitalization Program continues to expend funding on a grant of $1.5 million from the U.S. Department of Housing and Urban Development’s Neighborhood Stabilization 3 Program. The funds will continue to be used to revitalize targeted communities by assisting with the purchase, rehabilitation and resale of foreclosed properties. For FY 2018, the city has budgeted expenditures of $330,773. U.S. Department of Justice Community Development Block Grant The Police Department was awarded a Community-Oriented Policing Services (COPS) Hiring Program Grant. 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 2018, the grant will fund $41,667 annually for three years of one new officer’s salary and benefits ($125,000 over the life of the grant). The city’s annual match for the grant is $60,333. The Community Development Block Grant Program (CDBG) is federally funded through the United States Department of Housing and Urban Development. The FY 2018 CDBG budget totals $1.35 million. These monies will be used for various housing rehabilitation projects, as well as housing assistance and social service programs. The city partners with many non-profit agencies to provide critical programs to its residents with funding from this program. Developmental Disabilities Grant - State of Arizona Department of Economic Security HOME Grant The HOME grant is also federally funded by the United States Department of Housing and Urban Development. This program is designated specifically for carrying out income-eligible housing strategies through acquisition, rehabilitation, and new construction. The FY 2018 budget for the HOME grant is $329,104. 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 2018, the city has budgeted expenditures of $497,935. State Forfeiture These monies or other assets are confiscated through criminal prosecution under the State Asset Forfeiture Statutes. The monies are held by the County Attorney's Office until disbursed for authorized expenditures. For FY 2018, the city has budgeted expenditures of $425,614. These funds are used by the Police Department and the City Attorney’s Office for training, supplies, and equipment. 53 City of Peoria FY 2018 Annual Program Budget Budget Summary Internal Service Funds reserve funds anticipate revenues from service charges and transfers of $4,206,396. Expenditures are budgeted at $3,971,410. These reserve funds have a healthy fund balance that can accommodate the budgeted expenditures. 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, facilities maintenance, insurance reserve, 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. 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 2018 appropriation totals $6,280,454. Insurance Reserve 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 2018 budget for this fund is $21,741,249. Fleet Maintenance Insurance Reserve 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 2018 operating budget is $5,421,912. $25,000,000 $21,741,249 $21,715,598 $21,393,585 $20,823,028 $18,279,716 $5,000,000 $19,654,038 $10,000,000 $18,624,677 $18,742,368 $15,000,000 $20,263,385 $20,134,546 $20,000,000 $0 2014 2015 2016 2017 2018 Revenues Expenditures 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 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 2018, the fleet 54 City of Peoria FY 2018 Annual Program Budget Budget Summary 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. judicial networks, as well as specialized applications and data warehousing for the city. The total budget for IT operations in Fiscal Year 2018 is $10,509,022 and $188,200 for IT projects. Debt Service Bond financing is a primary source used to finance long-term capital projects, especially capital infrastructure. The city's debt plan is an integral tool for one of the main financing sources of the Capital Improvement Plan. Outstanding debt, capacity limitations and cash flow analysis 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 2018 may be found in Schedule 8 of the “Schedules” section of this document. 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. The FY 2018 total outstanding debt for general obligation bonds is $148,240,000, with another $31,877,045 in proposed bonds. FY 2018 Debt Requirements By Type MDA Bonds 18% Principle 2026 2025 2024 2023 2022 2021 2020 Revenue Bonds 38% 2019 IDs & Assessments 6% $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 2018 G.O. Bonds 38% G.O. Bonds Debt Service Interest General Obligation Bonds G.O. Bond Ratings 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 Moody’s Standard & Poor’s Fitch 55 Aa1 AA+ AA+ City of Peoria FY 2018 Annual Program Budget Budget Summary Municipal Development Authority Bonds Revenue Bonds Municipal Development Authority (MDA) bonds do not require voter authorization. These bonds are backed by a long-term lease agreement that is supported by a pledge of the city's sales taxes (or other revenue sources such as franchise taxes and state-shared revenues). The amount of MDA bonds that may be issued is limited only by the market's perception of the city's ability to repay the bonds. These bonds often have restrictive covenants requiring a reserve of pledged revenues equal to some multiple of the maximum debt service payment on the bonds. Revenue bonds are generally used to finance projects that have an identifiable revenue source. Revenue bonds are often used to finance utility projects, backed by the user fees of the utility. Like G.O. bonds, revenue bonds require voter approval. Unlike G.O. bonds, however, revenue bonds are limited only by the ability of the revenue source to support the debt service. The FY 2018 total outstanding debt for Revenue bonds is $145,194,560. 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 Principal 2026 2025 2024 2023 2022 $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 2021 2018 MDA Bonds Debt Service 2020 The FY 2018 total outstanding debt for Municipal Development Authority bonds is $92,605,000. 2019 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- Interest Principal Moody’s Standard & Poor’s Fitch 2026 2025 2024 2023 2022 2021 2020 2019 2018 Revenue Bond Ratings Interest MDA Bond Ratings Moody’s Standard & Poor’s Fitch Aa2 AA+ AA+ 56 Aa3 AA AA City of Peoria FY 2018 Annual Program Budget Budget Summary Improvement District Bonds 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. 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. 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. The FY 2018 total outstanding debt for Improvement District Bonds is $2,130,000. Financial Indicators I.D. Bonds Debt Service The city uses a number of measures to assess its long-term ability to support existing debt. Two of these measures are discussed here. $600,000 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 few years the city’s assessed values are gradually increasing. The city maintains its debt level well below the levels mandated by the Arizona Constitution. $500,000 $400,000 $300,000 $200,000 $100,000 Principle 2026 2025 2024 2023 2022 2021 2020 2019 2018 $0 Interest I.D. Bond Ratings Moody’s Standard & Poor’s Fitch Aa3 A+ AA 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. Debt Management Proper debt management provides for the protection and eventual enhancement of bond ratings; the maintenance of adequate debt service reserves; and compliance with debt instrument provisions and required disclosures to investors, underwriters and rating agencies. These policy guidelines, as outlined in the Principals of Sound 57 City of Peoria FY 2018 Annual Program Budget Budget Summary Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description Population Secondary Assessed Value (Millions) Net Bonded Debt (Millions) 1/ Pct. of Net Bonded Debt to Assessed Value Net Bonded Debt Per Capita 2012 2013 2014 2015 2016 2017 2018 155,068 156,074 157,628 160,435 164,173 168,343 173,208 $1,276 $1,137 $1,057 $1,156 $1,178 $1,245 $1,340 $140 $132 $124 $119 $144 $160 $148 11% 12% 12% 10% 12% 13% 12% $902 $846 $787 $742 $877 $950 $854 1/ From 2012 to 2016, figures are based on the comprehensive annual financial report, adjusted for mid‐decade census estimates. The remaining years are budget estimates, which exclude debt service reserves. 58 City of Peoria FY 2018 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 2018 Secondary Assessed Valuation $1,340,187,710 Allowable 20% Bonds Outstanding $268,037,542 Less 20% Bonds Outstanding $163,903,780 Unused 20% Debt Capacity $104,133,762 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 59 FY 2018 Secondary Assessed Valuation $1,340,187,710 Allowable 6% Bonds Outstanding $80,411,263 Less 6% Bonds Outstanding $5,053,265 Unused 6% Debt Capacity $75,357,998 City of Peoria FY 2018 Annual Program Budget Budget Summary 60 Revenues Revenues City of Peoria FY 2018 Proposed Budget Revenue Summary Revenue Summary Total revenues for Fiscal Year 2018 are estimated at $432.5 million, an increase of 22% over the prior year’s estimate of $354.7 million. Estimated FY 2018 bond proceeds increase revenues by $46 million, causing the out-sized increase. Bond proceeds can fluctuate from year to year with the timing of major projects and/or the actual receipt of proceeds. When this source is excluded, the City’s FY 2018 revenue sources are forecasted to increase by a more modest 4.4% over the FY 2017 estimated total. FY 2018’s budgeted revenues reflect a continuingly improving outlook for growth in the state and local economies. Forecasters anticipate that while migration to the state may be slower than historical averages, Arizona will remain a destination state and income growth will begin to return to moderate levels over the next few years. The Phoenix metro area continues to outperform the state in population and employment growth. The national economy has shown steady improvement, but at a slow pace. Steady job growth has reduced the unemployment rate to below prerecession levels, yet wage growth has only recently begun to respond. Recent stock market levels reflect improved business confidence and anticipate favorable national economic policies. Consumer spending has improved, but business investment and housing construction remain subdued. Arizona’s economy has shown improvements in sales and income tax collections, gains in residential construction and an improving outlook for tourism. The state took longer to return to pre-recession levels in employment than the nation, but has experienced stronger job creation over the past year. The City’s revenue forecasts are based on historical data and trends, assumptions on population changes, and economic projections. Staff review revenue trends, economic conditions, and the pertinent driving factors behind revenue activity. All major revenue sources and fund types are identified and reviewed for activity and variances to budgeted levels. City revenue estimates are continually updated based on this discussion and analysis, which results in more accurate revenue forecasting. The local real estate market reflects strengthening demand but limited inventory, resulting in increasing prices. New residential construction in Peoria is growing, while commercial has begun to show expansion and stability. City revenues can be categorized into eight major sources, as depicted in the graph below. Charges for Service account for the largest percentage of revenue by source, at an estimated $174.7 million, or 40% of City of Peoria Total Revenue Sources Inter‐Governmental 15% Rents 1% Taxes 25% Bond Proceeds 15% Fines, Interest & Other 1% Charges for Service 40% Licenses & Permits 1% FY 2018 Total Revenues ‐ $432,547,057 61 Miscellaneous 2% City of Peoria FY 2018 Proposed Budget Revenue Summary Tax revenues account for 25% of total City revenue. The estimated tax revenue for FY 2018 is $108.9 million, which includes collections from local sales, franchise, and property taxes. Sales tax collections are estimated at $83.9 million, or 77% of total tax revenue. The City’s major remaining revenue sources are described in more detail in the following sections. total revenues. Revenue in this category comes from sources both internal and external to the City. Of the total amount, $88.2 million is projected from external enterprise activity, or 51% of the category. Enterprise activity is primarily from user rates and fees for city services provided to residents such as water, wastewater and solid waste services. The second largest portion of Charges for Services revenue is projected from internal service charges to City departments, which represent $45.7 million. The remaining portion of the City’s Charges for Services revenue is primarily from City-provided services such as recreation programs, development services and the collection of impact fees for development activity. TOTAL REVENUES BY FUND Fund General Bond Water Wastewater Insurance Reserve Half‐Cent Sales Tax Debt Service Streets Impact Fees Transportation Sales Tax Other Residential Sanitation Information Technology Grant Facilities Fleet Maintenance Sports Complex Fleet Reserve Commercial Sanitation Sanitation Equipment Reserve Transit Information Technology Reserve Economic Development Reserve Improvement District Grand Total FY 2014 Actual $ 113,095,717 $ 280,083 $ 35,801,266 $ 19,478,584 $ 19,064,244 $ 17,841,415 $ 13,631,124 $ 12,717,237 $ 12,304,854 $ 10,825,681 $ 4,534,992 $ 8,986,696 $ 7,577,460 $ 3,444,963 $ 5,893,358 $ 5,016,218 $ 3,182,427 $ 1,726,350 $ 2,367,338 FY 2015 Actual $118,473,731 $ 2,137 $ 33,929,422 $ 20,238,142 $ 20,530,417 $ 18,496,560 $ 14,590,663 $ 13,611,481 $ 10,788,635 $ 11,280,538 $ 5,104,686 $ 9,305,535 $ 7,866,185 $ 2,590,795 $ 5,945,327 $ 4,803,497 $ 2,722,581 $ 2,004,174 $ 2,428,833 FY 2016 Actual $124,197,846 $ 30,380,394 $ 45,510,706 $ 25,698,978 $ 19,508,311 $ 19,881,513 $ 14,945,515 $ 14,022,127 $ 15,000,857 $ 12,172,028 $ 14,971,641 $ 9,582,484 $ 8,479,555 $ 3,794,100 $ 5,862,542 $ 4,480,490 $ 3,839,022 $ 2,092,277 $ 2,467,004 FY 2017 Estimate $131,136,237 $ 4,520,882 $ 42,494,034 $ 22,103,648 $ 21,513,245 $ 20,368,305 $ 15,845,236 $ 14,080,074 $ 13,635,775 $ 12,343,183 $ 10,965,094 $ 9,334,334 $ 9,085,500 $ 2,685,705 $ 5,975,395 $ 4,765,999 $ 3,539,305 $ 2,396,926 $ 2,232,313 FY 2018 Approved $137,028,985 $ 65,725,561 $ 44,608,192 $ 22,790,413 $ 21,715,598 $ 20,908,765 $ 16,922,346 $ 14,641,732 $ 14,109,103 $ 12,659,677 $ 12,611,340 $ 10,150,506 $ 9,423,285 $ 6,332,081 $ 6,310,598 $ 5,421,912 $ 3,610,004 $ 2,331,831 $ 2,096,550 $ $ 955,952 814,097 $ 1,003,700 $ 919,524 $ $ 1,110,896 1,138,475 $ 1,328,571 $ 656,000 $ 1,358,747 $ 1,009,000 $ 705,198 $ $ 668,047 $ $ $ 17,572 $ 221,217 $300,484,043 711,551 $ 26,444 $ 384,333 $307,758,891 62 $ 37,752 $ 385,797 $380,228,355 768,894 $ 731,084 $ 2,171,681 $354,677,418 760,831 $ 20,000 $ ‐ $432,547,057 City of Peoria FY 2018 Proposed 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 2018 Total - $83.9 million Transpor‐ tation 15% Projection The City is projecting $83.9 million in sales tax revenue for FY 2018. This is a 2.7% increase over the FY 2017 estimate of $81.7 million. The moderate increase reflects a conservative outlook for improvements in consumer spending and population growth. General 55% Streets 5% Half Cent Sales Tax 25% 63 City of Peoria FY 2018 Proposed Budget Revenue Summary Property Tax Revenue Sources The City’s Property Tax is collected based on the assessed valuation of residential and commercial property within the City of Peoria. In FY 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 2018. In FY 2018, 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. Projection According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2018 is estimated to increase slightly from the previous year’s valuation. FY 2018’s stabilizing valuation makes the fourth consecutive year of modest increases following the low collection point in FY 2014, yet still 30% below the high point in FY 2009. The primary tax levy revenue for FY 2018 is estimated at $2.5 million. The secondary tax rate remains stable at $1.2500 per $100 of assessed valuation. With secondary valuations increasing from the previous year, the resulting secondary levy is projected to be $16.8 million, a 7.7% increase over FY 2017. Uses The City Property Tax has two components: the primary property tax can be used for general government operations and maintenance, while the secondary property tax is used to repay the principal and interest on general obligation bonds. There is a limit on the primary property tax; the primary may only increase 2% above the city’s “annual maximum allowable levy” for the prior year. Property Tax Rate and Levy Property Tax Rates (per $100 of assessed valuation) Primary Secondary Total FY13 Actual $ 0.19 $ 1.25 FY14 Actual $ 0.19 $ 1.25 FY15 Actual $ 0.19 $ 1.25 FY16 Actual $ 0.19 $ 1.25 FY17 Est. $ 0.19 $ 1.25 FY18 Appr. $ 0.19 $ 1.25 $ $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 2.0 $ 13.3 $ 15.3 $ 2.1 $ 14.3 $ 16.4 $ 2.2 $ 14.5 $ 16.7 $ 2.4 $ 15.5 $ 17.9 $ 2.5 $ 16.8 $ 19.3 1.44 Property Tax Revenues ($ in millions) Primary Tax Levy $ 2.2 Secondary Tax Levy $ 14.2 Total $ 16.4 64 City of Peoria FY 2018 Proposed Budget Revenue Summary State Shared Revenue Sources Uses State shared revenues from four sources 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 2016, 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 2016. The revised estimate increased Peoria’s share of shared revenues by approximately 1.5% over what the share would have been without the mid-decade census. The first 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 2018, the budgeted State Shared revenues applied to the General Fund are $44.6 million, representing a 3.2% increase over the $43.2 million estimate for FY 2017. The FY 2018 estimates reflect known growth in previous statewide income tax receipts and forecasted improvements in sales tax and vehicle license revenue sources. The largest of the four 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. The fourth source, Highway User Revenues are discussed in the next section. General Fund State Shared Revenues $ in Millions 50.0 45.0 40.0 35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0 FY14 Act FY15 Act FY16 Act FY17 Est FY18 Appr Auto Lieu Tax State Shared Sales Tax Urban Revenue Sharing 65 City of Peoria FY 2018 Proposed 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 2018 projection for HURF revenues is $10.3 million, a 6.2% increase over the prior year’s estimate of $9.7 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 $ in Millions 10.0 8.0 6.0 4.0 2.0 0.0 FY14 Act FY15 Act FY16 Act FY17 Est FY18 Appr Highway User Revenue 66 City of Peoria FY 2018 Annual Program Budget Revenue Summary License and Permit Revenue Projection Sources Licenses and Permits are projected to generate $4.0 million in FY 2018. Building permit revenues are anticipated to contribute $3.0 million, or 75% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute almost $891,000, representing 22% of the total. Growth in permit-based revenues reflects a continued optimistic outlook for construction activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year to year. License and Permit revenue includes collections received by the city for the cost of providing services to specific users. Revenues include collections for building permits, sales tax licenses, engineering services and inspections. Uses The majority of license and permit revenue is collected by the Economic Development and Finance Departments, and is placed in the City’s General Fund. License & Permit Revenues ($ in Millions) $4.50 $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $‐ FY14 ActFY15 ActFY16 Act FY17 Est FY18 App Bldg Permits 67 Business Licenses Other City of Peoria FY 2018 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, debt payments and a portion of the fund’s annual capital improvement program. Projection Rate adjustments are proposed for FY 2018. Adjustments and modest residential account growth are projected to increase water revenues to $44.4 million in FY 2018. Water Operating Revenue (Millions) Account Description FY14 Actual FY15 Actual FY16 Actual FY17 Estimate FY18 Approved Water Fees $ 33.0 $ 31.2 $ 36.1 $ 39.2 $ 41.3 Reclaimed Water Fees $ 0.8 $ 0.6 $ 0.7 $ 0.7 $ 0.8 New Service Fees $ 0.3 $ 0.3 $ 0.5 $ 0.6 $ 0.6 Water Meter Charges $ 0.3 $ 0.3 $ 0.4 $ 0.5 $ 0.5 Disconnect/Reconnect Fees $ 0.3 $ 0.3 $ 0.2 $ 0.2 $ 0.2 Quintero WTP Fees $ 0.3 $ 0.4 $ 0.3 $ 0.3 $ 0.3 Non Potable Water Fees $ 0.2 $ 0.2 $ 0.2 $ 0.2 $ 0.3 Interest Income $ 0.1 $ 0.1 $ 0.2 $ 0.1 $ 0.1 Other $ 0.4 $ 0.5 $ 0.4 $ 0.6 $ 0.5 Total Water Utility $ 35.7 $ 33.8 $ 39.1 $ 42.3 $ 44.4 68 City of Peoria FY 2018 Annual Program Budget Revenue Summary Wastewater Utility Revenue Sources Uses Wastewater utility revenues are mainly generated from user fees for wastewater collection and treatment services. 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 are proposed for FY 2018. Projected revenues for FY 2018 are $22.6 million, an increase of $0.7 million from the previous year’s estimate. Wastewater Operating Revenue (Millions) FY14 Actual Account. Description FY15 Actual FY16 Actual FY17 Estimate FY18 Approved Wastewater Fees $ 17.4 $ 18.2 $ 19.6 $ 20.1 $ 20.8 EPA Mandate Fees $ 0.9 $ 0.9 $ 0.9 $ 0.9 $ 0.9 Allocated Interdept. Svc. Chrgs. $ 0.9 $ 0.9 $ 0.7 $ 0.7 $ 0.7 Utility Late Fees $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.0 $ 0.0 $ 0.1 $ 0.1 $ 0.1 Total Wastewater Utility $ 19.3 $ 20.1 $ 21.4 $ 21.9 $ 22.6 69 City of Peoria FY 2018 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 their respective operating funds. 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 2018 revenues for combined Solid Waste operations are estimated at $12.2 million, about 5% higher than the projected 11.6 million for FY 2017. Rate adjustments are proposed in FY 2018 for residential services, while commercial rates will remain unchanged. The majority of revenue - 84% - is generated from residential user fees, with $10.2 million expected in FY 2018. Commercial user fees are estimated to contribute 18%, or about $2.1 million in projected revenues for FY 2018. Uses The revenues collected from the Residential Solid Waste and Commercial Solid Waste activities are used to recover the costs of each service’s operations. Solid Waste Operating Revenue (Millions) FY14 Actual Fund FY15 Actual FY16 Actual FY17 Estimate FY18 Approved Commercial Solid Waste Fund $ 2.4 $ 2.4 $ 2.5 $ 2.2 $ 2.1 Residential Solid Waste Fund Totals $ 9.0 $ 9.3 $ 9.6 $ 9.3 $ 10.2 $ 11.4 $ 11.7 $ 12.1 $ 11.5 $ 12.3 70 Programs – Performance Management Programs – Performance Management City of Peoria FY 2018 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 strategies 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. 71 City of Peoria FY 2018 Annual Program Budget Programs – Performance Management Continuous Service Improvement Strategic Approach 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. Peoria is one of 11 cities that have been working together since 2011 with the Alliance for Innovation and Arizona State University to improve local government performance. The Valley Benchmark Cities is a collaborative of designated representatives from the largest cities in the Phoenix metropolitan area to identify common demographic, financial and performance information, to provide and discuss that information to better understand similarities and differences between our complex and diverse operations and to share information, resources and best practices with one another. These proactive measures help us to quickly respond and adapt to changes in our community. Performance measurement is most effective when integrated as part of an overall strategic approach to operations. As such, the FY 2018 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. The Government Finance Officers Association (GFOA) recognized Peoria’s efforts with Special Recognition in the area of Performance Management in the 2017 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 management program. For the past seven years, we have received the Certificate of Excellence, the highest award bestowed by ICMA CPA. 72 City of Peoria FY 2018 Annual Program Budget Programs – Performance Management Organizational Priorities Total Planning 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.  Expand water reclamation system  Human capital strategic plan  Circulator/Transit analysis Economic Development 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 achieving these goals. The Council Policy Goals for the FY 2018 budget year are:  Job creation  Technical and vocational training  Land banking: shovel-ready sites  Market intervention  Strategic and focused planning Leadership and Image  Visibility – Increased communication, media and marketing  Strategic representation o Community Building: Preserve Expand Our Quality of Life  Balanced amenities  Sustainability  Access to trail system  Historic preservation  Long-term infrastructure needs Local, State and National level and 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. The tenets provide 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: Enhance Our Current Services  Increase public safety resources  Expand ambulance service   Provide Excellent Customer Service Expand Human Services program  Add a “green waste” program  Enhance Organizational Development   Increase Information Sharing Increased technology   Promote Sustainability Cityscape improvements  Promote Civic Engagement Preserve Our Natural Environment   Each department is responsible for creating strategies and performance measures that support these tenets. Land acquisition o Old Town redevelopment o Open Space preservation Historic preservation (archeology) 73 City of Peoria FY 2018 Annual Program Budget Programs – Performance Management Department Plans 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. To assist the city leadership in making informed budget recommendations, departments develop Department Operational Outcomes. These outcomes translate the organizational priorities into various policies, programs, services, and activities. Each department develops a longer-term plan, with a 2-3 year horizon. However, departments reassess their plans annually as part of the budget process. 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. A major theme in the FY 2018 budget development was to explore creative ways to maintain service levels on core services and to implement cost-saving efficiences wherever possible. Departments aligned 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. 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. Aligning departmental goals, objectives and performance measures with the City’s broader strategic direction fosters more data-driven decision making. 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. 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. 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. The citizen surveys are undertaken periodically at the direction of the City Council. 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. 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. 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 74 City of Peoria FY 2018 Annual Program Budget City Attorney’s Office Department Spotlight CITY ATTORNEY’S OFFICE MISSION To provide high quality legal services to our clients and to achieve the interests of justice. DEPARTMENT OVERVIEW The City Attorney's Office is the 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’s interests in all court cases and prosecutes all cases tried in the 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, manages the City’s self-insurance program, and handles a variety of legal insurance loss events and claims. Key Outcome Measures City Attorney’s Office • • • • 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 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, Victim Assistance Services and Deferred Prosecution/ Probation. Cost of Service Breakdown - City Attorney’s Office - Criminal Division Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Criminal Prosecution 6.50 $647,659 $18,487 $148,479 $814,625 Victim Assistance Program 2.00 $168,635 $3,960 $63,773 $236,368 Deferred Prosecution/Probation 0.50 $49,799 $1,421 $11,417 $62,637 TOTAL 9.00 $866,093 $23,868 $223,669 $1,113,6302 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 ($20,260) 75 City of Peoria FY 2018 Annual Program Budget City Attorney’s Office Civil Division The Civil Division provides civil legal services to the Mayor, City Council, Departments and the City at large in all non-criminal areas of law. 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 Claims Management services. Legal civil practice groups share personnel who provide various types of legal services. Civil practice groups: • • • • • Development and Finance Land Use and Government Operations Environment and Utilities Government Compliance and Labor & Employment Litigation and Creditor Rights Cost of Service Breakdown - City Attorney’s Office – Civil & Risk Division Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Municipal Legal Governance Law Services 1.30 $ 163,700 $ 10,430 $ 19,470 $ 193,600 Development Legal Services 2.00 $ 251,830 $ 16,310 $ 29,960 $ 298,100 Administrative Legal Services 2.00 $ 251,830 $ 16,310 $ 29,960 $ 298,100 Transaction Legal Services 1.20 $ 151,100 $ 9,770 $ 17,980 $ 178,850 Litigation Legal Services 4.50 $ 566,200 $ 37,150 $ 67,450 $ 670,800 Operation of City's Self-Insurance Program 0.00 0 $ 2,251,601 $ 149,862 $2,401,4631 Claims Management Services 2.00 $ 163,225 $ 10,318 $ 35,627 $ 209,170 General Legal Operations Management Services .90 $ 113,320 $ 7,340 $ 13,490 $ 134,150 Legal Office Human Resources Services .80 $ 100,610 $ 6,633 $ 11,977 $ 119,220 Legal Office Financial Services 1.10 $ 138,400 $ 9,025 $ 16,480 $ 163,905 Legal Office Technology Services 1.20 $ 150,215 $ 10,607 $ 17,980 $ 178,802 17.00 $ 2,050,430 $ 2,385,494 $ 410,236 $4,846,160 TOTAL $ The budget amounts listed above include all costs for that service or program for FY 2017. Cost may include staff, 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. 76 City of Peoria FY 2018 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: $5,959,790 77 City of Peoria FY 2018 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. Council Goal Expected Outcome Enhance Current Services 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 Assure that city operations comply with all federal, state and local laws. FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target % of cases resulting in conviction 78% 85% 78% 80% % of deferred prosecution cases that are successfully completed 67% 76% 91% 90% -59% 390% 25% 15% -29% 325% 15% 10% N/A 43 32 30 N/A 40 26 20 16 59 46 30 N/A 67% 34% 35% N/A 61% 21% 15% N/A 94% 76% 50% Performance Measure % Increase in All Types of Public Records Requests for Legal Review and Redaction % Increase in Non-BWC Public Records Requests for Legal Review and Redaction Time it Takes to Respond to All Types of Public Records Requests in Business Days Time it Takes to Respond to Non-BWC Public Records Requests in Business Days Time it Takes to Respond to BWC Public Records Request in Business Days % of All Types of Public Records Requests Taking over 30 Days to Respond % of Non-BWC Public Records Requests Taking over 30 days to respond % of BWC Recording Public Records Requests Taking over 30 Days to Respond 78 City of Peoria FY 2018 Annual Program Budget City Clerk’s Office Department Spotlight CITY CLERK’S OFFICE MISSION Connecting citizens with City government by providing transparency and public access 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 provides support to the City Council by administering City Council meetings through preparation of the agendas, packets and minutes. Services encompass 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 • • • Provide Transparency and Public Access to City Government Administer Records Management Conduct Municipal Elections Chief Records Management Officer The City Clerk is the official keeper of all city documents. Services include administering city records through an electronic data management process, administering public records requests, and providing records management training and consultation to City departments. Chief Elections Officer The City Clerk is the Chief Elections Officer for the City and is responsible for municipal elections. Services include conducting primary, general, recall and other special elections, campaign finance related filings and the preparation and distribution of publicity pamphlets. 79 City of Peoria FY 2018 Annual Program Budget City Clerk’s Office Cost of Service Breakdown - City Clerk’s Office Allocated FTE’s Personnel Costs NonPersonnel Costs Supplemental Costs Internal Services Charges Total Cost of Service Clerk to the City 4.06 $ 377,855 $ 36,450 $ 100,000 $ 90,370 $ 604,675 Records Management 1.99 $ 185,205 $ 17,866 $ 0.00 $ 44,295 $ 247,366 Municipal Elections .95 $ 88,414 $ 8,529 $ 224,000 $ 21,146 $ 342,089 7.00 $ 651,474 $ 62,845 $ 324,000 $ 155,811 $1,194,130 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2017. 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 29% Clerk to the City 51% 21% Total Budget: $1,194,130 80 Records Management Municipal Elections City of Peoria FY 2018 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. Leadership and Image Council Goal Expected Outcome Provide transparency and public access to city government Support the City’s customer service goals Performance Measure % compliance with open meeting law: Average number of days to complete public information requests without redactions Average number of days to complete public information requests with redactions 81 FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target 98.8% 99.8% 99.8% 100% 5.3 3.8 2.6 2 24.4 31.9 18.6 15 City of Peoria FY 2018 Annual Program Budget Community Services Department Department 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 directly responsible for the overall management, financial administration, human resources, employee recruitment guidance and support, technology administration, and strategic direction for the Parks, Recreation, Library, Arts and Cultural Services and Sports Facilities divisions, through the Business Services Division. 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 • • • 82 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 2018 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 $170,875 $ 8,878 $ 39,503 $219,256 High quality customer services 5.78 $470,225 $ 24,432 $108,708 $603,366 Administrative functions 2.40 $213,911 $ 11,115 $ 49,453 $274,478 Financial functions 3.11 $282,788 $ 14,693 $ 65,376 $362,858 Department technological support 0.90 $100,302 $ 5,212 $ 23,188 $128,702 Boards and Commission liaison 0.19 $ 18,324 $ 952 $ 4,236 $ 23,512 Grant/sponsorship opportunities 0.16 $ 17,300 $ 899 $ 3,999 $ 22,198 Support organizational development 0.08 $ 9,241 $ 480 $ 2,136 $ 11,857 13.40 $1,282,966 $296,600 $1,646,227 Activity Description TOTAL $ 66,661 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 8% Management of department 13% High quality customer service Administrative functions Financial functions 22% Department tech support 37% Boards and Commissions liaison Grant/sponsorship opportunities 17% Support organizational development Total Budget: $1,646,227 83 City of Peoria FY 2018 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 17.78 29.52 6.62 6.91 10.67 1.49 5.37 4.32 $ 745,882 $1,103,293 $ 258,965 $ 254,465 $ 425,417 $ 135,495 $ 311,510 $ 198,247 NonPersonnel Costs $ 298,121 $ 443,247 $ 67,657 $ 156,228 $ 244,008 $ 73,299 $ 349,085 $ 86,702 TOTAL 82.67 $3,433,274 $1,718,347 Activity Description Internal Service Charges $ $ $ $ $ $ $ $ 87,926 74,395 43,635 100 44,906 15,529 50,721 17,661 $334,873 Total Cost of Service $1,131,929 $1,620,935 $ 370,257 $ 410,793 $ 714,331 $ 224,323 $ 711,316 $ 302,610 $5,486,494 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Youth Programs Budget Allocation Aquatics AM/PM 6% 21% 13% 4% Little Learners Summer Rec Summer Camp 13% 7% 30% 7% SIC - Youth Youth Sports Teens Total Budget: $5,486,494 84 City of Peoria FY 2018 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 Special Interest Classes - Adult 0.32 $ 33,936 Adult Sports 8.25 Active Adult Programs Activity Description TOTAL Internal Service Charges Total Cost of Service $ 12,446 $ $ $ 374,429 $ 126,581 $ 14,089 $ 515,099 1.72 $ 144,589 $ 66,766 $ $ 215,037 10.29 $552,954 $205,793 $18,631 860 3,682 47,242 $777,378 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Adult Programs Budget Allocation 6% SIC - Adult 28% Adult Sports Active Adults 66% Total Budget: $777,378 85 City of Peoria FY 2018 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 $ 43,819 $ 130,510 $ 435,722 NonPersonnel Costs $ 6,200 $ 36,607 $ 50,192 12.52 $610,051 $92,999 Outdoor Recreation Adaptive Recreation Adult Day Program TOTAL Internal Service Charges Total Cost of Service $ 1,623 $ 10,684 $ 18,138 $ 51,642 $ 177,801 $ 504,052 $30,445 $733,495 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 24% 69% Total Budget: $733,495 86 Adaptive Recreation Adult Day Program City of Peoria FY 2018 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 15.19 $ 297,526 $ 975,566 NonPersonnel Costs $ 100,241 $ 210,642 TOTAL 18.13 $1,273,092 $310,883 Activity Description Internal Service Charges $ 477,285 $ 281,625 $758,910 Total Cost of Service $ 875,052 $ 1,467,833 $2,342,885 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 37% 63% Total Budget: $2,342,885 87 Community Center Recreation Center City of Peoria FY 2018 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 2.04 $ 113,713 $ 280,349 $ 4,583 $ 398,645 Plan and manage signature City special events 2.47 $ 195,076 $ 143,963 $ 2,354 $ 341,393 Assist outside organizations with events 0.40 $ 39,626 $ 166,694 $ 2,725 $ 209,045 Assist other departments with coordination and planning of events 0.16 $ 15,541 $ 83,347 $ 1,363 $ 100,251 Collaborate to develop and execute marketing strategies 0.16 $ 15,541 $ 83,347 $ 1,363 $ 100,251 Manage Boards and Commissions Dinner 0.25 $ 25,514 $ 14,759 $ $ 40,514 TOTAL 5.48 $405,011 $772,459 $12,629 Activity Description 241 $1,190,099 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 8% Plan and manage community special events 3% Plan and manage signature City special events 8% 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 29% Total Budget: $1,190,099 88 City of Peoria FY 2018 Annual Program Budget Community Services Department Neighborhood Park Maintenance Neighborhood Park Maintenance is responsible for maintaining the city's 34 neighborhood parks, and graffiti abatement program. Key activities within this function include booking of sports user groups, 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. In addition to everyday parks maintenance activities this division also carries out Community Works and CIP-R projects specific to Neighborhood Parks. 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 programs such as the community garden. Trails Trails Maintenance is responsible for maintaining the city's 27 miles of shared use pathways & mountain trails, trailheads, city-owned retention basins and landscaping at Library facilities. Key activities within the function of this area include continual maintenance of trails, including daily clearing, trimming, pruning, trash removal, surface repair. This division currently operates within the Neighborhood Parks Maintenance Budget. In FY18 the Trails division will operate under its own Division number. Cost of Service Breakdown – Parks, R-O-W and Trails Divisions Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Neighborhood Park Maintenance 23 $1,590,185 $1,431,022 $471,809 $3,493,016 Right-of-Way 1.0 $113,079 $1,339,548 $29,749 $1,482,376 3 $256,664 $75,362 27 $1,959,928 $2,845,932 Activity Description Trails TOTAL $332,026 $501,558 $5,307,418 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 89 City of Peoria FY 2018 Annual Program Budget Community Services Department Trails, Parks, and Right-of-Way Divisions Budget Allocation 6% 28% Trails Parks ROW 66% Total Budget: $5,307,418 90 City of Peoria FY 2018 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. Sports Complex Maintenance and Operations The Sports Complex Operations and Maintenance is responsible for the maintenance and scheduling of the sport and non-sporting user groups on the complex grounds. Key activities within this function include the continual maintenance of the full sized major league fields, grounds landscaping, stadium seating, building maintenance, stadium technology, revenue collection and management, contract oversight with non-profit and concessions provider, contractual relationships with user groups, promoters and full time tenants, management of energy management systems, building automation systems, ticketing systems, facility cleaning, event security, customer service staffing, parking operations, and utility payments for facility. Community Parks Maintenance & Operations Community Park Maintenance & Operations is responsible for the maintenance and scheduling of the sports user groups for Rio Vista and Pioneer Community Parks. Key activities within this function include continual maintenance of sports fields/ramadas/splash pads/playgrounds/skatepark, managing the community fish program with AZGF, building/sustaining relationships with user groups, preparation for tournaments, management of lake operations/water quality, trimming, pruning, trash removal, restroom cleaning, playground inspections, graffiti abatement, and utility payments for each park. Cost of Service Breakdown – Sports Facilities $ 506,307 $ 601,298 $ 901,160 $ 769,781 NonPersonnel Costs $ 332,887 $ 484,030 $1,452,592 $1,267,820 Internal Service Charges $ 149,729 $ 106,006 $ 464,438 $ 369,727 $2,778,546 $3,537,329 $1,089,900 Activity Description Allocated FTEs Personnel Costs Rio Vista Community Park Pioneer Community Park Sports Complex - Year Round Activities Sports Complex - Spring Training 12.65 13.24 12.65 12.92 TOTAL 51.46 Total Cost of Service $ 988,923 $1,191,334 $2,818,190 $2,407,328 $7,405,775 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 91 City of Peoria FY 2018 Annual Program Budget Community Services Department Sports Facilities Division Budget Allocation 13% Rio Vista 33% Pioneer Park 16% Sports Complex Spring Training 38% Total Budget: $7,405,775 92 City of Peoria FY 2018 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 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 the first point of contact for individuals using the library and includes registering new users and introducing library services that are offered both in house and online. Library staff offer directional assistance, updates account information, place holds, manage accounts, and assist the public answering all general inquiries both in person and on the phone. Patron services manage the adult and teen summer volunteer programs. This area is also responsible for managing all circulating materials including check in, sorting and shelving. Library – Technical Services Technical Services is responsible for tasks related to acquisition and cataloging, for working with materials vendors to place orders, verifying accuracy of the orders, cataloging new materials, processing these materials, and running reports related to these functions. They are also responsible for maintaining the integrity of the library database. The technical services department creates and maintains the MARC records for the Library’s online catalog. They are also responsible for ordering, receiving and preparing materials for the library’s collection. Further they monitoring the materials budget for the library system. 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 oversee the Technology Librarian who provides direct and administrative support for all library software and related applications and automated systems. This includes, but not limited to, ILS system administration, web space development, hardware and software support, IT liaison and communication, and e-resource management. 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 the financial management of the Library division. 93 City of Peoria FY 2018 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 6.76 $602,945 $191,213 $422,475 $1,216,633 Library – Youth Services 6.28 $598,909 $194,533 $422,446 $1,215,888 Library – Patron Services 15.75 $855,866 $66,481 $194,950 $1,111,297 Library – Technical Services 4.06 $348,214 $97,199 $136,223 $581,636 Library – Administration 1.75 $228,457 $5,164 $115,611 $353,916 34.06 $2,634,392 $554,590 $1,290,389 $4,479,371 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Libraries Budget Allocation 8% 13% 27% Adult Services Children's Services Patron Services Technical Services 25% Admin 27% Total Budget: $4,479,371 94 City of Peoria FY 2018 Annual Program Budget Community Services Department Arts and Culture The Public 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. Peoria Center for the Performing Arts (PCPA) Administers the city’s theater programming and related facility, acts as a liaison with the resident theater company and establishes short and long-term strategic plans. Percent for the Arts Is supported through the city’s capital improvement program with a 1% contribution of the cost and is used to provide public art and support arts programming throughout the city. Cost of Service Breakdown – Arts and Culture Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Public Art .5 $65,554 $38,973 $8,699 $113,226 Peoria Center for the Performing Arts (PCPA) 1 $124,196 $234,000 $358,196 $1,384,800 $1,384,800 Activity Description Percent for the Arts TOTAL 1.5 $189,750 $1,657,773 $8,699 $1,856,222 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 and Culture Budget Allocations 6% 19% Public Arts PCPA Percent for the Arts 75% Total Budget: $1,856,222 95 City of Peoria FY 2018 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 Performance Measure FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target Participant approval rating for Recreation Programs as above average to excellent 91% 89% 91% 95% # of recreation participants 118,081 104,544 110,000 120,500 Annual Physical Library Visits 570,055 590,781 581,000 590,000 To provide Peoria citizens with arts, and cultural opportunities and library experiences that educate, inform, enrich, inspire and entertain Total annual circulation per capita 8.77 8.99 10.07 10.26 Total attendance at Peoria Center for Performing Arts 49,214 63,489 65,000 70,000 Expand the Public Art Collection through a collaborative public art process Public Art Collection 16 16 19 24 96 City of Peoria FY 2018 Annual Program Budget Community Building: Preserve and Expand our Quality of Life Council Goal Expected Outcome To exemplify excellence & contribute to economic conditions by operating & maintaining the Sports Complex and Rio Vista and Pioneer Community Parks with professionalism and foresight, by being customer friendly and safe, sustainable and cost effective Community Services Department Performance Measure FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target % of survey responses rating overall experience at the Sports Complex as good or excellent 98% 98% 98% 100% 238,847 240,111 247,000 250,000 # of Community Events held at the Peoria Sports Complex 132 112 90 135 % of responses on Rio Vista Community Park patron survey rating experience as good to excellent 99% 97% 98% 100% # of Spring Training attendees 97 City of Peoria FY 2018 Annual Program Budget Development and Engineering Department Department 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. 98 City of Peoria FY 2018 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 $76,544 $20,606 $15,766 $112,916 Coordinate with Outside Agencies .15 $20,876 $5,620 $4,300 $30,796 Ensure High-Quality Customer Service .15 $20,876 $5,620 $4,300 $30,796 Oversee Department Financial Functions .80 $111,336 $29,972 $22,933 $164,241 Manage Department Communications .15 $20,876 $5,620 $4,300 $30,796 Coordinate Property Acquisition 1.10 $153,086 $41,210 $31,533 $225,829 Respond to Citizen Inquiries .35 $48,710 $13,113 $10,033 $71,856 Review and Catalogue Civil Plans .30 $41,751 $ 11,240 $8,600 $61,591 Provide Technical Support to the Dept .45 $62,627 $16,859 $12,900 $92,386 4.00 $556,682 $149,860 $114,665 $821,207 TOTAL The budget amounts listed above include all costs for that service or program for FY2017 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% 7% Leadership and Direction 4% Coordinate with Outside Agencies 4% High-Quality Customer Service Financial Administration 9% Department Communications 20% Property Acquisition Citizen Inquiries 27% Total Budget: $821,207 Review and Catalogue Civil Plans 4% Technical Support 99 City of Peoria FY 2018 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 72 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 $973,618 $27,052 $64,866 $1,065,536 Capital Project Estimating .53 $80,436 $2,235 $5,359 $88,030 Administration / Payment Processing 1.11 $34,309 $953 $2,286 $37,548 Flood Plain Management .87 $131,900 $3,665 $8,788 $144,353 Respond to Citizen Inquiries .23 $35,072 $974 $2,337 $38,383 Assist Site Development Division .28 $40,790 $1,133 $2,718 $44,641 TOTAL 9.5 $1,296,125 $36,012 $86,354 $1,418,491 The budget amounts listed above include all costs for that service or program for FY2017 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: $1,418,491 100 City of Peoria FY 2018 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 Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 3.35 $426,410 $11,438 $38,122 $475,970 Capital Project Estimating .05 $6,364 $171 $569 $7,104 Coordinate with Outside Agencies .20 $25,457 $683 $2,276 $28,416 1.10 $140,015 $3,757 $12,518 $156,290 Sustainability Objectives .25 $31,822 $854 $2,845 $35,521 Technical Registrant Project Oversight .05 $6,364 $171 $569 $7,104 5.00 $636,432 $17,074 $56,899 $710,405 Capital Project Management Administration / Payment Processing TOTAL The budget amounts listed above include all costs for that service or program for FY2017 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: $710,406 101 City of Peoria FY 2018 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 17 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 $227,716 $17,050 $24,644 $269,410 Development Project Inspection 2.60 $281,933 $21,108 $30,512 $333,553 Dry Utility Project Inspection .70 $75,905 $5,683 $8,215 $ 89,803 Custom Homes .35 $37,953 $2,842 $4,107 $44,902 Assist Other Departments .50 $54,218 $4,060 $5,868 $64,146 Traffic Control Permits 1.05 $113,858 $8,525 $12,322 $134,705 Respond to Citizen Inquiries .70 $75,905 $5,683 $8,215 $89,803 8.00 $867,488 $64,951 $93,883 $1,026,322 TOTAL The budget amounts listed above include all costs for that service or program for FY2017 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: $1,026,322 102 City of Peoria FY 2018 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 5 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 $253,528 $39,906 $100,357 $393,791 Transportation Planning 1.40 $189,807 $29,875 $75,133 $294,815 Neighborhood Traffic Management .65 $88,125 $13,870 $34,883 $136,878 Traffic and School Safety 1.28 $173,538 $27,314 $68,693 $269,545 Pedestrian and Bicycle Programs .65 $88,125 $13,870 $34,883 $136,878 Capital Project Management .15 $20,336 $3,201 $8,050 $31,587 6.00 $813,459 $128,036 $321,999 $1,263,494 TOTAL The budget amounts listed above include all costs for that service or program for FY2017 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: $1,263,494 103 City of Peoria FY 2018 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 Inspection Services Personnel Costs 14.50 Non-Personnel Costs Internal Services Charges Total Cost of Service $1,298,146 $218,679 $141,890 $1,658,715 Plan Review 5.8 $519,079 $87,441 $56,736 $663,256 Permitting 3.35 $299,366 $50,429 $32,721 $382,516 Administrative .85 $76,072 $12,815 $8,315 $97,202 $2,192,663 $369,364 $239,662 $2,801,689 TOTAL 24.50 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% Building Development Budget Allocation 14% Inspection Services Plan Review 24% 59% Permitting Administrative Total Budget: $2,801,689 104 City of Peoria FY 2018 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 Inspection Services Personnel Costs Non-Personnel Costs Internal Services Charges Total Cost of Service .53 $62,610 $3,868 $7,028 $73,506 Plan Review 3.53 $409,865 $25,319 $46,005 $481,189 Permitting 2.37 $275,368 $17,011 $30,909 $323,288 Administrative 1.57 $179,714 $11,102 $20,172 $210,988 TOTAL 8.00 $927,557 $57,300 $104,114 $1,088,971 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 19% 7% Site Development Budget Allocation Inspection Services Plan Review 44% Permitting 30% Administrative Total Budget: $1,088,971 105 City of Peoria FY 2018 Annual Program Budget Development and Engineering Department Performance Report DEVELOPMENT AND ENGINEERING DEPARTMENT Expected Outcome Provide quality infrastructure and facilities to the citizens of Peoria through effective implementation of the City's Capital Improvement Program % budget variance on completed capital projects Perform building plan reviews within stated turnaround timeframes. Average number of business days* to review the following plan types: • Residential Standard Plans • Residential Plot Plans • Custom Homes • New Commercial • Tenant Improvement • Solar Perform building inspections on the scheduled date % of building inspections performed on the scheduled date Perform civil plan reviews within stated turnaround timeframes. Average number of calendar days to review civil plans Excellent Customer Service Council Goal Total Planning 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. Performance Measure *Based on a 4-day workweek # Target plan review turnaround times are less than those advertised to the public 106 FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target# +2% -7% -2% +/- 5% 9 4 11 12 11 3 10 4 11 15 10 4 9 1.3 11 11 11 2 8 1 10 10 10 4 92% 86% 97% 98% 11 13 9 14 City of Peoria FY 2018 Annual Program Budget Economic Development Services Department Performance Report ECONOMIC DEVELOPMENT SERVICES DEPARTMENT The Economic Development Services Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together along with the Economic Development Implementation Strategy (EDIS), provides an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals. Council Goal FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target Amount of new commercial office space created (in sq. ft.) NA 0 84,500 75,000 Amount of new industrial space created (in sq. ft.) NA 0 0 50,000 Creating an entrepreneurial ecosystem Number of start-up technology companies served at BioInspire by ASU NA NA NA 0* Assist existing small businesses to promote growth and retention Number of existing businesses visited through the Business Retention & Expansion Program 100 125** 75** 100 Assist small business development to promote growth and expansion Number of businesses served by Small Business Development Center NA NA NA 200 Expected Outcome Economic Development Creating industry appropriate space for business attraction Performance Measure *Projections begin in FY19 & FY20 with an estimated 7-10 medtech companies **Based on 50% of an FTE 107 City of Peoria FY 2018 Annual Program Budget Economic Development Services Department Department Spotlight ECONOMIC DEVELOPMENT SERVICES DEPARTMENT MISSION To build a diversified local economy that will create a strong and sustainable community in which residents are able to work, shop, and be entertained. DEPARTMENT OVERVIEW Economic Development Administration The Economic Development Administration Division is responsible for the overall leadership and management of the Economic Development Services Department. In addition, the Administration Division is responsible for managing the department’s overall budget and providing oversight in the execution of the Economic Development Implementation Strategy (EDIS). Key Outcome Measures Economic Development Services • • • • Quality of universities attracted Quality of business attraction locates Investment generated in targeted investment zones Quality of companies located in BioInspire Cost of Service Breakdown - Economic Development Services Administration Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service EDIS .86 $179,109 $1,375 $27,372 $207,856 Administrative Support 1.34 $116,761 $2,143 $42,649 $161,553 Manage Dept’s Budget .80 $68,226 $1,279 $25,462 $94,967 TOTAL 3.0 $364,096 $4,797 $95,483 $464,376 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 108 City of Peoria FY 2018 Annual Program Budget Economic Development Services Department Administration Division Budget Allocation 20% 45% Economic Development Implementation Strategy Administrative Support Manage Department's Budget 35% Total Budget: $464,376 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 and Expansion 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 109 City of Peoria FY 2018 Annual Program Budget Economic Development Services Department Cost of Service Breakdown - Business and Real Estate Development (BRED) Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Business Attraction 2 $297,567 $378,708 $26,439 $702,714 Business Retention/Workforce Development 1 $102,000 $129,814 $13,219 $245,033 Redevelopment/Real Estate Development 2 $262,524 $334,110 $26,438 $623,072 5.00 $662,091 $842,632 $66,096 $1,570,819 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 Business Attraction 40% 44% Business Retention/Workforce Development Redevelopment/Real Estate Development 16% Total Budget: $1,570,819 110 City of Peoria FY 2018 Annual Program Budget Finance Department Department Spotlight FINANCE DEPARTMENT MISSION To provide responsible fiscal stewardship and professional financial management with integrity, accountability, and exceptional customer service. DEPARTMENT OVERVIEW The City of Peoria’s Finance Department provides city wide support to executive management in support of the council’s goals, provides professional support to all city departments, and provides exemplary service to the customers and citizens of the city. The Department consists of eight areas that provide a variety of key functions and service activities. Key Outcome Measures Finance Department • Financial Services • • • Sales Tax Audit and Collections • Administration Materials Management 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 Inventory Control 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”. 111 City of Peoria FY 2018 Annual Program Budget Finance Department Finance Department Budget Allocation 4% 17% Finance Administration 19% Financial Services Sales Tax, Audit & Collections Materials Management Inventory Control 14% 28% Revenue Administration Customer Service Meter Services 7% 7% 4% Total Budget: $9,999,914 Finance Administration The Finance Administration Division is responsible for the overall leadership and management of the Finance Department by coordinating operations, facilitating financial planning, managing the city’s debt, 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 0.60 $92,164 $2,349 $18,596 $113,109 Leadership and management of the Finance Department 1.00 $153,606 $3,915 $30,994 $188,515 Maintain City’s financial stability and fiscal health 0.40 $61,442 $1,566 $12,398 $75,406 TOTAL 2.00 $307,212 $7,830 $61,988 $377,030 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 112 City of Peoria FY 2018 Annual Program Budget Finance Department Finance Administration Budget Allocation 20% 30% Provide quality service and support to the City Council, mgmt, citizens, and customers Provide leadership, coordination, and oversight to each division of the Dept Maintain the financial stability and long term financial health of the City 50% Total Budget: $377,030 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. 113 City of Peoria FY 2018 Annual Program Budget Finance 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 7.55 $841,840 $181,857 $116,021 $1,139,718 Accounts payable 3.20 $229,056 $9,727 $27,129 $265,912 Payroll 2.50 $202,101 $13,941 $24,511 $240,553 Maintain accounting information systems 1.75 $189,832 $955 $21,555 $212,342 $1,462,829 $206,480 $189,216 $1,858,525 TOTAL 15.00 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 12% Accounting and Financial Reporting 13% Accounts Payable 14% 61% Payroll Maintain Accounting Information Systems Total Budget: $1,858,525 114 City of Peoria FY 2018 Annual Program Budget Finance Department Sales Tax Audit & Collections The Sales Tax Audit & Collections Division provides support to the Arizona Department of Revenue in their responsibilities in administering the sales tax code, collecting sales taxes, conducting audits of businesses, providing customer service to the taxpayers, and collecting delinquent monies owed the city. In addition, the Division issues city business licenses, coordinates and processes specialty licenses such as liquor licenses, and works to insure proper licensing of businesses. 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 4.15 $387,848 $85,886 $42,504 $516,238 Audit businesses 2.00 $196,377 $470,861 $59,882 $727,120 Process specialty licenses 0.50 $47,000 $10,699 $5,155 $62,854 Canvass and inspect licenses 0.35 $33,061 $3,840 $3,297 $40,198 TOTAL 7.00 $664,286 $571,286 $110,838 $1,346,410 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 5% Budget Allocation 3% Administer the tax code 38% Audit businesses Process specialty licenses - liquor, bingo, off-track betting 54% Canvas and inspect business licenses Total Budget: $1,346,410 115 City of Peoria FY 2018 Annual Program Budget Finance Department Materials Management The Materials Management Division serves as the city’s purchasing and contracting agent and acquires and stocks needed supplies, equipment and services for all city departments. Operations are based out of 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. 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 4.20 $404,126 $15,082 $49,177 $468,385 Contract management 1.55 $170,173 $14,433 $21,656 $206,262 Manage financial information systems 0.25 $29,689 $1,310 $3,636 $34,635 TOTAL 6.00 $603,988 $30,825 $74,469 $709,282 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 29% Procure goods and services (RFP's, solicitations, contracts) Manage contracts to meet all terms and conditions. 66% Manage PeopleSoft for Purchasing and Inventory modules Total Budget: $709,282 116 City of Peoria FY 2018 Annual Program Budget Finance 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 Control 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 Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Warehouse operations 1.95 $129,574 $21,485 $55,740 $206,799 Fleet parts room service 1.10 $77,281 $10,523 $32,400 $120,204 Warehouse & fleet information systems 0.30 $24,190 $582 $9,141 $33,913 Distribution of mail & materials to locations 0.65 $32,022 $5,600 $13,883 $51,505 TOTAL 4.00 $263,067 $38,190 $111,164 $412,421 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 13% Manage the City's warehouse operations 8% Manage Fleet Services parts services and equipment procurement 50% Manage the functional application of PeopleSoft and Faster inventory modules Manage distribution of City's mail & materials to non City Hall campus sites 29% Total Budget: $412,421 117 City of Peoria FY 2018 Annual Program Budget Finance 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, Tax & License, 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 $185,818 $3,677 $18,451 $207,946 Insure data integrity and maintain information systems 3.25 $347,715 $81,964 $41,838 $471,517 TOTAL 5.00 $533,533 $85,641 $60,289 $679,463 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 31% Provide management and administrative support services to the Revenue Division Maintain the integrity of the Revenue Division computer systems 69% Total Budget: $679,463 118 City of Peoria FY 2018 Annual Program Budget Finance Department Customer Service The Customer Service Section is responsible for generating and distributing billing statements, collecting water, wastewater and solid waste user fees, processing business license applications, 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. Payments from other departments 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 NonPersonnel Costs Personnel Costs Internal Service Charges Total Cost of Service Process customer financial transactions 7.30 $481,326 $669,672 $165,389 $1,316,387 Respond to customer inquiries 14.55 $943,119 $260,834 $172,999 $1,376,952 Collect on delinquent accounts 1.15 $74,971 $0 $10,773 $85,744 $1,499,416 $930,506 $349,161 $2,779,083 TOTAL 23.00 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 3% Budget Allocation Accurately process financial transactions (payments, adjustments, deposits) 47% Respond to customer account inquiries by telephone and in-person 50% Collect on delinquent active and finaled accounts Total Budget: $2,779,083 119 City of Peoria FY 2018 Annual Program Budget Finance 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 Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Service Charges Total Cost of Service Meter reading 1.45 $107,790 $18,034 $13,922 $139,746 Service work orders 9.00 $648,954 $102,190 $83,114 $834,258 Meter replacement program 0.55 $46,634 $565,114 $67,689 $679,437 $803,378 $685,338 $164,725 $1,653,441 TOTAL 11.00 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 Budget Allocation 8% Meter reading- Provide accurate information for billing water services 41% Perform service work orders (disconnects, field investigations, turn-on/off, move in/out) 51% Maintain the integrity of the metering system (maintenance, meter changeout program) Total Budget: $1,653,441 120 City of Peoria FY 2018 Annual Program Budget Finance Department Performance Report FINANCE DEPARTMENT The Finance 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 various department outcome measures. Council Goal Expected Outcome FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target AA+ Aa1 AA+ Aa1 AA+ Aa1 AA+ Aa1 AA+ AA+ AA+ AA+ AA Aa3 AA Aa3 AA Aa3 AA Aa3 AA AA AA AA Yes Yes Yes Yes Yes Yes Yes Yes Compliance with Investment Policy Yes Yes Yes Yes Percent of vendor invoices paid within 30 days of invoice date 83% 82% 82% 85% Percent of A/P payments made electronically 47% 52% 57% 60% Number of vendor protests filed and number upheld 1/0 0/0 0/0 0/0 Average time for CSRs to answer incoming calls (minutes) 3:21 3:49 3:30 2:30 Performance Measure Bond ratings for general obligation bonds: - Enhance Customer Service Leadership and Image - Prudent fiscal stewardship. Employ strong fiscal management practices that encourage sustainable fiscal decision-making. Provide accurate and timely payment to our vendors. Perform all procurement acquisition functions effectively, accurately and timely. Customer Service – Provide professional, efficient, and responsive service to all customers. Standard & Poor's Moody's Investor Services Fitch Ratings Bond ratings for revenue bonds: - Standard & Poor's Moody's Investor Services Fitch Ratings Compliance with the Principles of Sound Financial Management Receive "clean" audit opinion from independent CPA firm 121 City of Peoria FY 2018 Annual Program Budget Fire-Medical Department Department 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 Administration The Administration Division 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 The Fire Prevention Division provides inspection services, plan review, issuance of permits, fire code enforcement, fire cause investigations, internal safety investigations and citizen safety awareness programs. Support Services Key Outcome Measures Fire-Medical Department • Emergency response time from dispatch to arrival for: Fire Suppression, Emergency Medical Services (ALS & BLS), Rescue, Hazmat. • Inspections, both new construction and annual, to help prevent in fire loss. • Number of citizens and individuals receiving services from the Public Educator. • Percent of citizens rating Peoria’s Fire – Medical Department as good or excellent. The Support Services Division 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 The Emergency Medical Services and Ambulance Operations Divisions manages the; emergency medical supply acquisition, emergency medical services training, maintaining certification requirements, emergency ambulance transportation coordination, the deployment of city operated emergency ambulance services, and emergency ambulance transportation contracts with outside vendors. They also coordinate the response activities for the Low Acuity Response Unit, and the Community Paramedicine 122 City of Peoria FY 2018 Annual Program Budget Fire-Medical Department Program. Additionally, the public fire education, public information services, and all community relations events are coordinated through this division. Training The Training Division 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 The Emergency Management Division 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. Operations The Operations Division 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. Ambulance Operations The Ambulance Operations Division is responsible for the operation of two full-time emergency response ambulances capable of transporting patients. They are also responsible for the medical billing for all patients transported to area medical facilities. Cost of Service Breakdown – Fire-Medical Department Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administration 3.00 $400,782 $36,607 $117,445 $554,834 Fire Prevention 9.00 $992,997 $37,386 $263,304 $1,293,687 Support Services 5.00 $451,450 $148,106 $126,535 $726,091 Emergency Medical Services 4.00 $517,407 $69,971 $168,914 $756,292 Training 2.00 $397,895 $152,051 $45,432 $595,378 Emergency Management 0.50 $59,833 $34,991 $92,836 $187,660 Operations 155.00 $20,073,489 $1,996,572 $1,427,081 $23,497,142 Ambulance Operations 16.00 $1,500,543 $787,670 $115,897 $2,404,110 194.50 $24,394,396 $3,263,354 $2,357,444 $30,015,194 Division Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 123 City of Peoria FY 2018 Annual Program Budget Fire-Medical Department Fire-Medical Department 2% 8% Budget Allocation 2% 4% 3% 2% 1% Administration Fire Prevention Support Services Emergency Medical Services Training Emergency Management Operations Ambulance Operations 78% Total Budget: $30,015,194 Fire-Medical Department Administration, Management & Support Budget Allocation 5% 15% Administration 13% Fire Prevention Support Services 18% 31% Emergency Medical Services Training Emergency Management 18% Total Budget: $4,113,942 124 City of Peoria FY 2018 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. Council Goal Expected Outcome Community Building Provide a safeguard for the community through proactive fire prevention, public education programs and community awareness through social media outreach Provide the citizens of Peoria with effective and efficient all hazards response to ensure long-term sustainment of all services FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target Inspect 100% of occupied businesses annually 44% 72% 83% 100% Fire plan review average turnaround time (days) 7 11.7 10 9 N/A 3,267 19,345 25,000 62.5% 80% 76% 90% 72.4% 71.7% 74% 90% 70.6% 69% 75% 90% N/A N/A N/A 90% 98% 98.3% 96% >98% Performance Measure Increase user of Fire’s Social Media, e.g. Facebook, Twitter & Instagram Total response time of 1st arriving unit for ALS incident is 7:00 minutes or less from time of call 90% of the time Total response time of 1st arriving unit for BLS incident is 7:00 minutes or less from time of call 90% of the time Total response time of 1st arriving unit for fire suppression incident is 7:00 minutes or less from time of call 90% of the time Total response time of a ambulance is less than 10:00 minutes from time of call 90% of the time Ensure operations fleet is in service 98% of total service hours annually 125 City of Peoria FY 2018 Annual Program Budget Human Resources Department Department Spotlight HUMAN RESOURCES DEPARTMENT MISSION To establish the optimal work environment for obtaining sustained high productivity, continuous improvement, organizational renewal, and exceptional customer service. FOCUS AREAS Within the five-year Strategic Plan for Human Resources, four focus areas are identified. Ultimately, all focus areas and related goals continue to enhance and support the City of Peoria as an employer of choice. Key Outcome Measures Human Resources Department Talent Acquisition Talent Acquisition is recruiting and hiring the right people at the right time for the right job. It also includes recruitment of volunteers, interns, and apprentices to meet the diverse needs of the City of Peoria. • Talent Development • Once employees are hired, Human Resources provides development opportunities to help employees grow within the City. Included are the City of Peoria’s Leadership Excellence programs, succession planning, and providing robust professional development opportunities. • Talent Engagement 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 In addition to providing development opportunities to employees, Human Resources focuses on engaging that talent. A critical function of engagement is effective communication to all employees, but also includes the City’s onboarding process, employee appreciation and recognition, and involvement in projects and committees. Talent Retention Because the City of Peoria is positioned as an employer of choice, this focus area reflects the actions and activities that retain a high performing, diverse workforce. Retention includes compensation, benefits, employee wellness, and work-life balance. 126 City of Peoria FY 2018 Annual Program Budget Human Resources Department DEPARTMENT FUNCTIONS Human Resources consists of seven main departmental functions that support the four focus areas. Benefits and Wellness Programs The Benefits and Wellness activities include designing and managing employee benefit programs, insurance, leave, workers compensation, cost-containment strategies, administering the program budget and related policies and procedures, addressing current work-life issues, determining needed changes and assuring full compliance with all applicable laws. Classification and Compensation Classification and Compensation activities include identifying 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. It also includes developing and maintaining job descriptions, 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. 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 pertaining to employees and handling of business operations that support the employer and operational needs. Recruitment Recruitment activities include hiring applicants for various employment opportunities, offering employment services to operating departments to ensure they have a diverse employees in the positions they need, coordinating 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, monitoring safety compliance, developing and maintaining a written safety program, hazard analysis, conducting OSHA reviews, and conducting accident review to mitigate exposure to the City. Training and Organizational Development Training and Organizational Development includes developing, administering, and evaluating organizational training programs to enhance the skills of the City’s workforce to retain highly qualified employees, overseeing the education assistance program, overseeing the City’s Learning Management System, developing and maintaining the Leadership Development programs, and the Mentorship program. 127 City of Peoria FY 2018 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 2.62 $247,823 $64,044 $37,938 $349,804 Classification and Compensation 2.05 $193,907 $50,111 $29,684 $273,702 Employee Relations/Labor Relations 4.01 $379,301 $98,021 $58,065 $535,387 Human Capital Management/Business Operations 4.94 $467,273 $120,755 $71,532 $659,561 Recruitment and Retention 2.52 $238,364 $61,599 $36,490 $336,453 Safety Management 1.04 $98,372 $25,422 $15,059 $138,854 Training and Organizational Development 1.82 $172,152 $44,488 $26,354 $242,994 19.00 $1,797,192 $464,440 $275,122 $2,536,754 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 14% 5% Classification and Compensation 11% 13% 21% 26% Employee Relations/Labor Relations Human Capital Management/Business Operations Recruitment and Retention Safety Management Total Budget: $2,536,754 128 City of Peoria FY 2018 Annual Program Budget Human Resources Department Performance Report HUMAN RESOURCES DEPARTMENT 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. Enhance Current Services Council Goal Expected Outcome Performance Measure FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target Provide responsive, professional Human Resources services that will allow us to attract and retain the highest quality of employee. Percentage of new hires and competitively selected probationary employees that pass probation 93% 95.75% 93% 93% Percent of employees that voluntarily leave and would recommend the City as a place of employment for others 99% 100% 100% 100% Entry of employee job record and benefit transactions with an error rate of less than 5% 98.66 99.26% 95% 95% Appropriate management of Human Resources transactions, processes, and procedures. 129 City of Peoria FY 2018 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 130 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 2018 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 131 City of Peoria FY 2018 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 132 City of Peoria FY 2018 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 $735,174 $20,215 $0 $130,603 $885,992 Application Systems Support 11.0 $1,269,637 $284,681 $1,240,472 $261,206 $3,055,996 Desktop Support 6.0 $663,054 $24,896 $310,411 $159,500 $1,157,861 Geographic Information Systems (GIS) Support 5.0 $450,406 $35,798 $160,832 $131,334 $778,370 Network Support 7.0 $829,162 $208,585 $644,408 $211,449 $1,893,604 Project Management 3.0 $396,021 $5,834 $12,064 $77,924 $491,843 Radio Support Services 2.0 $224,730 $661,273 $24,000 $96,835 $1,006,838 Security Administration 1.0 $134,138 $3,438 $9,651 $25,975 $173,202 Special Systems 2.0 $232,400 $3,765 $435,471 $51,949 $723,585 42.0 $4,934,722 $1,248,485 $2,837,309 $1,146,775 $10,167,291 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 133 City of Peoria FY 2018 Annual Program Budget Information Technology Department Information Technology 2% Budget Allocation 7% Administration 9% Applications 10% Desktop GIS 5% 30% Network Project Mgmt 19% Radio Security 8% 11% Special Systems Total Budget: $10,167,291 134 City of Peoria FY 2018 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. Enhance Current Services Council Goal Expected Outcome Enhance customer satisfaction by providing quality customer service Ensure major systems availability, uptime, and maintenance 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) 135 FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target 97% 98% 97% 98% 98% 99% 98% 99% 100% 99.93% 99.95% 100% 99.9% 99.9% 99.9% 100% City of Peoria FY 2018 Annual Program Budget Leadership and Management Department 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 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. Key Outcome Measures 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. 136 City of Peoria FY 2018 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 $267,807 $36,069 $17,982 $321,858 Inter-Departmental Management 1.92 $465,703 $42,226 $21,053 $528,982 Council Support 2.20 $255,453 $48,384 $24,123 $327,960 Council Collaboration 2.43 $388,903 $53,442 $26,645 $468,990 Regional Planning Activities 2.08 $261,406 $45,745 $22,807 $329,958 Administrative Support 4.92 $425,688 $108,204 $53,947 $587,839 Communication .89 $184,216 $19,574 $9,759 $213,549 Grant Coordination .25 $37,213 $5,498 $2,741 $45,452 External Leadership .67 $152,467 $14,735 $7,346 $174,548 Economic Efficiency & Sustainability 1.0 $149,632 $21,993 $10,965 $182,590 18.00 $2,588,488 $395,870 $197,368 $3,181,726 Activity Description TOTAL The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 137 City of Peoria FY 2018 Annual Program Budget Leadership and Management City Manager's Office % of Budget Allocation 6% 1% 6% Strategic Management & Policy Development 10% Inter-Departmental Management Council Support 7% 17% Council Collaboration Regional Planning Activities Administrative Support 18% 10% Communication Grant Coordination (Grants) 10% External Leadership 15% Economic Efficiency & Sustainability Total Budget: $3,181,726 138 City of Peoria FY 2018 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 Credentialed departments FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target 4 4 4 4 Executive staff provides leadership in professional and regional organizations Percent of employees active in leadership roles 75% 80% 80% 85% Recognition of budget excellence by Government Finance Officers Association Receive GFOA Distinguished Budget Award Yes Yes Yes Yes Become a leader in sustainable practices and environmental stewardship Community participation in programs, activities and events the support sustainability efforts 413 874 1,574 2,200 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% 100% 139 City of Peoria FY 2018 Annual Program Budget Management and Budget Department Department Spotlight MANAGEMENT AND BUDGET DEPARTMENT MISSION Develop an annual, balanced fiscal plan which incorporates Council policy, while maintaining a strong financial position. Provide timely, thoughtful and accurate information to stakeholders, while maximizing the use of organizational resources. DEPARTMENT OVERVIEW Management and Budget The Management and Budget Department is made up of a resourceful and effective workgroup that helps develop and implement major city initiatives, ensures spending priorities are addressed in an efficient and effective manner, offers policy and financial analysis on important operational issues, and positions the organization toward longterm financial viability. Key Outcome Measures Management & Budget Department • • • % Variance in Budget Forecast % Variance in Key Forecast Assumptions GFOA Distinguished Budget Presentation Award 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. 140 City of Peoria FY 2018 Annual Program Budget Management and Budget Department 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 0.56 $74,608 $2,015 $7,252 $83,875 Developing, Analyzing, Monitoring and Reporting on Financial Resources 3.56 $474,293 $12,809 $46,104 $533,207 Communication and Outreach 0.51 $67,947 $1,835 $6,605 $76,386 Management of the City’s Performance Management Program 0.23 $30,643 $828 $2,979 $34,449 Operational and Policy Analysis 0.80 $106,583 $2,879 $10,360 $119,822 Development Administration 0.16 $21,317 $576 $2,072 $23,964 Rate and Revenue Analysis 0.18 $23,981 $648 $2,331 $29,960 TOTAL 6.00 $799,371 $21,589 $77,703 $898,663 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Management and Budget Department Budget Allocation Financial Forecasting 3% 3% Budget Development, Monitoring and Reporting Communication & Outreach 9% 13% 4% Manage the City's Performance Management program Operational & Policy analysis 9% Development Administration 59% Rate & Revenue Analysis Total Budget: $898,663 141 City of Peoria FY 2018 Annual Program Budget Management and Budget Department Performance Report MANAGEMENT AND BUDGET DEPARTMENT The Management 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. Enhance Customer Service Total Planning Council Goal Expected Outcome Effectively manage the City’s planned resources to ensure organizational priorities are met Provide responsive, effective and efficient service to all customers Performance Measure 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) Percent of customers rating customer service as Good or Excellent *Survey not completed in FY2016 142 FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target +0.68% +0.36% +1.71% <3% +0.30% +0.07 +0.90% <3% 73.6% N/A* 85% 90% City of Peoria FY 2018 Annual Program Budget Mayor and City Council Office Department 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 $686,642 that covers salaries, contractual services such as travel/training, membership dues, internal service charges, general supplies and commodities. In addition, each member of Council receives $30,000 per year in Council District Funds to use at their discretion for projects, programs, services or events that accomplish a public purpose. 143 City of Peoria FY 2018 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 are 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. 144 City of Peoria FY 2018 Annual Program Budget Municipal Court Cost of Service Breakdown - Municipal Court Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Court Administration and Support Services 2.13 $304,955 $32,342 $60,598 $397,895 Court Security 4.00 $254,129 $26,951 $50,499 $331,579 Case Management 13.44 $1,033,460 $109,602 $205,361 $1,348,423 Protective Orders 0.97 $84,710 $8,984 $16,833 $110,527 Community Outreach 0.36 $16,942 $1,797 $3,367 $22,105 TOTAL 20.9 $1,694,196 $179,676 $336,657 $2,210,529 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 1% 5% 18% Court Administration and Support Services Court Security 15% Case Management Protective Orders Community Outreach 61% Total Budget: $2,210,529 145 City of Peoria FY 2018 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 Performance Measure % of cases with customer service complaints % of cases adjudicated (Cases closed/Cases opened) % of cases referred to judicial commission Provide legal counsel for criminal matters as required by due process Provide court interpreters services for court matters as mandated Prompt disbursement of moneys, including those held in trust, enforcement of court restitution orders, fees to other government agencies and payment for services rendered % of qualified cases receiving court appointed counsel % of qualified cases receiving interpreter services for foreign languages and sign language % of timely disbursements for bond refunds, restitution orders, fees to other government agencies and payment for services to vendors and jurors FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target <1% <1% <1% 0% 118%* 133%* 118%* 105%* 0% 0% 0% 0% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% *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. 146 City of Peoria FY 2018 Annual Program Budget Office of Communications Department Spotlight OFFICE OF COMMUNICATIONS MISSION The Office of Communications (OC) 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. The department’s key target audiences include city departments, elected officials, and members of the media, general public, business owners and visitors. DEPARTMENT OVERVIEW The Office of Communications is a dynamic Key Outcome Measures department of communicators providing digital and Office of Communications traditional communications to effectively inform and engage the residents, businesses and visitors of Peoria, national audiences and city staff. In addition, the office provides communications expertise and production • % increase in social media usage resources for all City of Peoria departments to achieve • Increase in media placement and their communication goals. The department’s signature media value function is media relations, which is conveyed in • % increase in website usage traditional and digital platforms. The goal is to develop • Graphic design completions and implement marketing and public relations programs, resident communications and visitor publicity that promote Peoria and ensure the city’s key messages are delivered to target audiences in an accurate, timely and cost-effective manner. Media Relations 361 Media relations is the art of proactive and responsive communication with local and national professional news media including print, television and online bloggers. The OC works closely with city departments to determine and implement communication goals. With this understanding the OC will research, develop and distribute news News Releases 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. The well-established relationships with the media also result in meaningful, positive placement that helps garner attention, which is directly tied to increased attendance, revenue, participation and exposure. A new initiative for the OC is to be a content generator of its own channels, generating content for Peoria’s primary channels of communication and Local TV showcases repurposing for mainstream media. 208 147 City of Peoria FY 2018 Annual Program Budget Office of Communications 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! The OC oversees all of the city’s (OC and City Departments) social media platforms and tracks and archives the interactions. Staff utilizes social media to provide content, share information, encourage event participation and drive traffic to the city’s websites and social media pages. This year the OC presented to council a social media policy which was the first of its kind to be adopted in Peoria and sets the framework for the successful use of social media within the city. +40% Social media engagement (Likes, shares, etc.) 2,500 Daily average impressions through social media pages +57% Social media followers Graphic Design Services Graphic design services allow 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 2016, the city saved approximately $250,000 in graphic design fees on 567 completed projects. (Based off an average rate of $120/hr for graphic design services) External Communications The OC 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. In addition, the OC is responsible for creating legally mandated communications, such as the Water Quality Report, Redistricting and other legal requirements. We also are responsible for coordinating and organizing media messaging related to media public records requests. 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 AllUser emails, to keep employees informed. 148 City of Peoria FY 2018 Annual Program Budget Office of Communications Digital Media Services Digital Media Specialists effectively use digital media channels to promote special events, educate, share urgent information, build awareness of causes and initiatives, market programs and services, and highlight achievements of the city. Digital media services also include the broadcasting and recording of city council and other city meetings and events. In addition, DMS produce 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 and Online Communications Web services and 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 80 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 OC works with each department to provide upto-date content for the websites. The city is about to launch a new website powered by Vision Internet. This cloud-based web service will host all city websites along with the intranet. These new sites are sure to make things easier for both the internal and external customers alike. Tourism The OC is growing relationships with national tourism and business media outlets. Through media missions, 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. Additionally, the OC has identified three aspects of tourism that fall within the Economic Development Implementation Strategy II (EDIS II) – tourism development, tourism attraction, and event attraction. By focusing on these target areas, the aim is to generate awareness and exposure of Peoria and position it as a year-round destination. This in turn will generate more bed, retail, and restaurant sales tax revenue, benefiting everyone from the city to local business owners in Peoria. The OC also produces tourism collateral such as the visitor’s guide and website as well as the content for P83 information kiosks. 149 City of Peoria FY 2018 Annual Program Budget Office of Communications Cost of Service Breakdown - Office of Communications Activity Description Allocated FTE’s External Communications 3.25 Media Relations 1.31 Digital Video Services 2.07 Web Communications 1.86 Internal Communications and Support 0.46 Graphic Design TOTAL Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service $345,445 $139,241 $220,022 $128,230 $ 51,686 $ 81,673 $105,715 $ 42,611 $ 67,332 $ $ $ 579,389 233,539 369,026 .05 $197,701 $ 48,894 $ 5,315 $ 73,387 $ 18,149 $ 1,973 $ 60,501 $ 14,963 $ 1,626 $ $ $ 331,589 82,006 8,914 9.00 $956,617 $355,098 $292,748 $1,604,463 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 5% Budget Allocation 21% 36% External Communications Media Relations Video Production Services Web Communications Internal Communications and Support Graphic Design 23% 15% Total Budget: $1,604,463 150 City of Peoria FY 2018 Annual Program Budget Office of Communications Performance Report OFFICE OF COMMUNICATIONS The Office of Communications uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Leadership and Image Council Goal Expected Outcome Provide timely and accurate information to Peoria's external stake-holders FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target 93% 95% 95% 95% 28,141 56,963 92,500 100,000 920 397* 400* 420 14,606 YT 3,754 PAZ 18,760 YT 4,608 PAZ 19,000 YT 3,750 PAZ 19,500 YT 4,000 PAZ 155 172 180 185 Increase www.PeoriaAZ.GOV user visits 984,147 934,389 950,000 1,000,000 Increase use of CityNet , the employee intranet website 577,327 548,250 550,000 600,000 Performance Measure Peoria Leadership Institute graduates rate the overall quality and depth of information as excellent Generate users of city's social media pages (total followers) City-generated news items (New measurements) Increase viewers of Channel 11 programming via YouTube and Peoriaaz.gov (views) Increase Peoria Centric video productions Create and distribute information to keep city employees informed and engaged *These numbers were evaluated under a different measurement system. 151 City of Peoria FY 2018 Annual Program Budget Planning and Community Development Department Department Spotlight THE PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT MISSION To promote and enhance the quality of the natural and built environment through sustainable planning and the implementation of programs which provide human services and strengthen Peoria’s neighborhoods. • DEPARTMENT FUNCTIONS • Planning & Community Development Administration The Administration Division provides overall management, direction, and support for the 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 our various planning and neighborhood initiatives. Key Outcome Measures Planning and Community Development • • • • • • • • • % of Neighborhood Pride funding leveraged % reduction in code violations two years after Neighborhood Pride project HOA Academy satisfaction Human services delivered Planning Applications turnaround time Acres of open space per entitled residential acre* Number of properties surveyed for historic resources* Percentage of staff’s cost of service recovered by fees* Maintain review times for all application types* Value of in kind labor from volunteers* Value of pro-bono educational opportunites provided* *New metrics to be tracked through FY 18 152 City of Peoria FY 2018 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 $96,412 $10,665 $6,181 $107,077 Administrative Support 1.74 $222,403 $24,672 $14,422 $247,075 Manage the Department's Budget 0.40 $51,644 $5,688 $3,297 $57,332 Permitting System Support 0.60 $77,224 $8,745 $4,945 $85,969 TOTAL 3.5* $447,683 $49,770 $28,845 $497,453 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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) Total Budget: $497,453 153 City of Peoria FY 2018 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 nine (9) full-time equivalent positions in this division (two of which are contract) 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 citywide Open Space       Rezoning (entitlements) Use Permits Zoning Ordinance Administration General Plan Administration Implement adopted plans (e.g. P83) Coordinate citywide Historic Preservation Functionally, the two highest cost drivers are Zoning Administration (58%) and Strategic Planning (24%). 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 rose out of the downturn and 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. Commercial site plan cases have risen significantly since FY15 following the addition of new rooftops. 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. Other major efforts within the department include: • • • • • • • • Development and implementation of a new Sign Ordinance Initiate comprehensive update to General Plan (“Plan PeoriaAZ 2040”) Formulation of an Old Town Block Strategy Design and construction of trails and interpretive signage for the Palo Verde Ruin, Varney Tract Historic Resource Report and Old Main National Register Nomination Land acquisition for open space preservation at Sunrise Mountain Completion of amended PCD and Development Agreement for Lake Pleasant Heights Implementation of an online submittal option for three (3) planning application types The Sonoran Preservation Program won an Award of Merit from Arizona Forward and the Best Master Plan from the AZ Chapter of the American Planning Association (APA) 154 City of Peoria FY 2018 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 5.81 $544,298 $468,696 $120,841 $1,012,994 Strategic Planning 1.38 $129,282 $311,325 $28,702 $440,608 Development Codes/Standards 1.43 $133,967 $115,359 $29,742 $249,325 Historic Preservation 0.38 $35,599 $30,655 $7,904 $66,254 $843,146 926,035 187,189 1,769,181 TOTAL 9.00* The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 full time contract Planning Technician and Contract Planner (2FTE). Total Budget: $1,769,181 155 City of Peoria FY 2018 Annual Program Budget Planning and Community Development Department Community Assistance Division The purpose of this Division and its six (6) full time equivalent positions is to provide programs and services to residents, neighborhood associations, and non-profit partners to enhance the quality of life in Peoria. Functions include:      Federal Grant Administration (CDBG, HOME, NSP3) General Fund & Neighborhood Grant Administration Educational and Peoria SUPPORT Seminars Fair Housing Outreach Human Services  Neighborhood Pride Program  HOA Academy  Emergency Home Repair Program  Outreach / Partnership Development  Water Payment Assistance Program Functionally, the two highest cost drivers of the Division are Grant Administration (43%) and Human Services Administration (26%). The Division administers both federal and local grants. Federal funding comes from the U.S. Department of Housing and Urban Development (HUD) and is used to further efforts in affordable housing and public services. These grants include the Community Development Block Grant (CDBG), the HOME Investment Partnerships Program (HOME) and the Neighborhood Stabilization Program (NSP). The 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 direct 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 Neighborhood Pride Program celebrated 20 years of operation during the year and remains the City’s longest running stand-alone program. The Division continued to expand the City’s Human Services coordination capacity through the addition of a Human Services Coordinator which was approved in the FY17 budget. This position continues the work of partnering with both for-profit and non-profit service providers to help residents with issues affecting their quality of life. Additionally, this additional position provided critical capacity for the Division to represent the City on larger Valley-wide projects related to Human Services including those initiated by the West Valley Human Services Alliance and the Maricopa Association of Governments (MAG). The Division’s educational series “Peoria SUPPORT,” which stands for Services Uniting to Provide People with Opportunities, Resources, and Training, provides monthly awareness seminars and targeted outreach on specific topics of concern such as financial awareness, grandparents raising grandchildren and understanding mental health issues. The Division received the City Manager’s Excellence Award in the Community Involvement category for efforts in running the programs listed above. Other notable recognition came from the non-profit organizations, St. Mary’s Food Bank Alliance (Hunger Heroes Award) and the Homeless Youth Connection (Changing the Lives of Homeless Youth). The Peoria SUPPORT program was also a finalist in this year’s Maricopa Association of Governments Desert Peaks Awards in the category of Public Partnership. 156 City of Peoria FY 2018 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 1.74 $208,544 $219,116 $20,748 $427,660 Neighborhood Programs Administration .95 $114,095 $119,879 $11,351 $233,974 Community Outreach & Partnerships 0.35 $41,641 $43,752 $4,143 $85,393 Human Services Administration 1.05 $125,218 $132,379 $12,535 $257,597 TOTAL 4.08 $489,498 $515,126 $48,777 1,004,624 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 $97,079 paid by administrative funding from the U.S. Department of Housing and Urban Development (HUD). Total Budget: $1,004,624 157 City of Peoria FY 2018 Annual Program Budget Planning and Community Development Department Performance Report PLANNING AND COMMUNITY DEVELOPMENT DEPARTMENT The Planning and Community Development Department uses performance measures as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Community Building Improve Peoria neighborhoods Improve Peoria neighborhoods Improve Peoria neighborhoods Enhance Current Services Enhance Human Services through volunteers Provide thorough and timely review of development cases to the development community a b Performance Measure % decrease in code violations two years after Neighborhood Pride project Achieve ‘above average’ or higher satisfaction rating on HOA Academy Survey % of Neighborhood Pride funding leveraged Value of in-kind labor from volunteers providing services to residents through external agencies or programs Average turnaround time (in days) for: • Site Plan Reviews • Preliminary Plats • Rezonings FY2015 FY2016 FY2017 FY2018 Actual Actual Estimate Target 30% 100% 91% 90% 100% 97% 100% 100% 115% 170% 125% 100% N/A $5.57M $6.25M $4.90Ma 16 16 19 17 15 14 15 17 15 15b 15b 15b Service expectation is 21 days per review General Fund, CDBG and HOME grant recipients provide information documenting number of volunteers and hours donated assisting Peoria citizens. Target rates are lower than the published level of service. 158 City of Peoria FY 2018 Annual Program Budget Police Department Department 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 OVERVIEW 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 and strategic planning. 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. Key Outcome Measures Police Department 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. • • • • 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 School Resource Officer Program, traffic enforcement, accident investigation and reconstruction, special investigations related to gang and drug concerns and the Tactical Enforcement Unit (SWAT). 159 City of Peoria FY 2018 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. 160 City of Peoria FY 2018 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Administration Activity Description Administrative Functions Professional Standards Functions Public Information/Media Relations Management of Police Department Operations Accreditation Administration TOTAL Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.00 $149,957 $16,029 $9,804 $175,791 3.00 $557,892 $59,634 $36,476 $654,002 1.00 $135,394 $14,473 $8,852 $158,719 5.00 $1,188,247 $127,014 $77,690 $1,392,951 1.00 $96,974 $10,366 $6,340 $113,680 12.00 $2,128,464 $227,516 $139,163 $2,495,143 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Police Administration Budget Allocation Administrative Functions 8% 17% Professional Standards Functions Public Information/Media Relations 25% 42% Management of Police Department Operations Accreditation Administration 8% Total Budget: $2,495,143 161 City of Peoria FY 2018 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 $11,787,408 $2,179,223 $808,528 $14,775,160 43.50 $6,006,120 $1,110,395 $411,975 $7,528,489 2.00 $134,715 $24,906 $9,240 $168,861 2.00 $202,727 $37,480 $13,906 $254,112 4.00 $533,968 $98,719 $36,626 $669,313 142.00 $18,664,938 $3,450,722 $1,280,275 $23,395,935 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Patrol Services Budget Allocation 1% 1% Operations 3% Management Administrative Support 31% Provide Strategic Planning Information 64% School Resource Officer Program Total Budget: $23,395,935 162 City of Peoria FY 2018 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Criminal Investigations Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Investigations 14.73 $2,015,766 $253,154 $149,822 $2,418,742 Courts 2.85 $347,849 $43,685 $25,854 $417,388 Administrative Duties 11.05 $1,533,743 $192,619 $113,996 $1,840,358 AFIS and Photo Systems 2.10 $167,584 $21,046 $12,456 $201,086 Public Relations 2.27 $283,542 $35,609 $21,074 $340,225 Pawn Functions 1.00 $77,787 $9,769 $5,782 $93,338 TOTAL 34.00 $4,426,271 $555,883 $328,983 $5,311,137 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 7% Investigations 3% Courts 6% 43% Administrative Duties AFIS and Photo Systems Public Relations 33% Pawn Functions 8% Total Budget: $5,311,137 163 City of Peoria FY 2018 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 6.08 $589,915 $140,715 $25,844 $756,474 13.82 $1,161,970 $277,169 $50,905 $1,490,044 1.60 $137,059 $32,693 $6,004 $175,756 21.50 $1,888,944 $450,577 $82,753 $2,422,274 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 28% Field Operations (City Code/Animal Control) Community Relations 64% Total Budget: $2,422,274 164 City of Peoria FY 2018 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 Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 10.39 $1,409,963 $241,492 $63,219 $1,714,674 1.35 $175,022 $29,977 $7,847 $212,846 4.01 $523,601 $89,680 $23,477 $636,758 0.10 $9,066 $1,553 $406 $11,025 1.75 $341,157 $58,432 $15,297 $414,886 0.20 $28,321 $4,851 $1,270 $34,442 1.20 $169,928 $29,105 $7,619 $206,652 6.20 $875,644 $149,976 $39,261 $1,064,881 0.80 $103,393 $17,709 $4,636 $125,738 4.40 $651,271 $111,547 $29,201 $792,019 0.60 $85,806 $14,696 $3,847 $104,349 31.00 $4,373,172 $749,018 $196,080 $5,318,270 Management of Operations Education Other Investigations Courts Administration Public Relations TOTAL The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% Traffic Safety Programs Administration Office and administrative duties 14% 3% Enforcement of State Traffic Laws Maintains readiness of traffic equipment 33% Management of Operations Education Other 20% 4% 6% 13% 1% 0.01% Total Budget: $5,318,270 Investigations 4% Courts Administration Public Relations 165 City of Peoria FY 2018 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Personnel and Training Services Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 1.80 $224,760 $90,326 $29,058 $344,144 Firearms / Armory 1.10 $164,623 $66,158 $21,283 $252,064 Training 1.10 $159,519 $64,107 $20,623 $244,249 Administration & Management 1.00 $114,924 $46,186 $14,858 $175,968 TOTAL 5.00 $663,826 $266,777 $85,822 $1,016,425 Activity Description Recruitment / Background Investigations The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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: $1,016,425 166 City of Peoria FY 2018 Annual Program Budget Police Department Cost of Service Breakdown – Police Department Communications/911 Call Center Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 9.70 $789,437 $128,042 $78,867 $996,346 9.40 $759,706 $123,220 $75,896 $958,822 1.75 $144,154 $23,381 $14,401 $181,936 2.70 $248,241 $40,263 $24,800 $313,304 0.83 $91,383 $14,822 $9,129 $115,334 5.55 $470,830 $76,366 $47,037 $594,233 2.10 $215,938 $35,024 $21,573 $272,535 Enter Code compliance calls 1.47 $119,555 $19,391 $11,944 $150,890 TOTAL 33.50 $2,839,244 $460,509 $283,647 $3,583,400 Activity Description Answer and process all calls Dispatch and coordinate radio activity Process warrants Trouble shoot/coordinate equipment Coordinate police technical projects Perform clerical support activities Management of the Communications Center The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% Dispatch and coordinate radio activity 4% Process warrants 29% Trouble shoot/coordinate equipment 17% Coordinate police technical projects 3% Perform clerical support activities 8% 5% Management of the Communications Center 28% Enter Code compliance calls Total Budget: $3,583,400 167 City of Peoria FY 2018 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 $322,964 $62,104 $30,259 $415,327 1.00 $90,736 $17,448 $8,501 $116,685 1.15 $130,480 $25,091 $12,225 $167,796 7.25 $509,804 $98,032 $47,764 $655,600 2.75 $226,340 $43,524 $21,206 $291,070 4.00 $335,907 $64,593 $31,472 $431,972 1.00 $74,239 $14,276 $6,956 $95,471 20.00 $1,690,470 $325,068 $158,383 $2,173,921 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 FY2017. Cost may include staff, 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 5% Maintain readiness of vehicles & equipment Strategic Planning 14% 20% Maintain fiscal responsibility 5% Records Management 6% Customer Service 14% Property & Evidence Management 36% Administrative Support Total Budget: $2,173,921 168 City of Peoria FY 2018 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 Decrease the level of crime, perceived crime and resulting fear, while increasing satisfaction with police services Performance Measure % of code violation cases resolved through (CY): -Voluntary compliance - Induced compliance % of citizens rating the service received from Peoria Police Officers as “excellent” or “satisfactory” (CY) Average response time to priority one calls (CY) -Call to Dispatch (CY) -Dispatch to Arrival (CY) UCR Part I crimes per 1,000 residents (CY) - Violent Crimes (CY) - Property Crimes (CY) % of UCR Part I crimes cleared (CY) 169 FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target 71% 3% 74% 1% 75% 2% 78% 1% 97% 95% 100% 100% 1:47 5:02 1:49 5:27 1:48 5:25 1:46 5:23 1.74 20.63 2.05 21.73 1.95 20.75 1.85 20.5 24.2% 22.8% 23.5% 24.0% City of Peoria FY 2018 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, solid waste 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 residents’ 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 • • • • • • 170 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 2018 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 $235,565 $29,566 $251,932 $517,063 Develop/Monitor Operating & CIP Budget 1.85 $241,397 $14,239 $259,651 $515,287 External Customer Service 1.47 $186,432 $12,646 $205,966 $405,044 Staff Development 1.38 $190,951 $19,072 $193,686 $403,709 Develop/Implement Policy & Procedures 1.13 $166,124 $15,203 $158,247 $339,574 Business & Technology Support to Divisions 0.87 $103,507 $9,547 $123,509 $236,563 Totals 8.50 $1,123,976 $100,273 $1,192,991 $2,417,240 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Public Works-Utilities Administration Budget Allocation Internal Customer Service 10% Develop/Monitor Operating & CIP Budget 21% External Customer Service 14% Staff Development 17% 21% Develop/Implement Policy & Procedures Business & Technology Support to Divisions 17% Total Budget: $2,417,240 171 City of Peoria FY 2018 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 $1,341,583 $546,843 $414,753 $2,303,179 Technical Operations 9.00 $828,933 $365,056 $290,294 $1,484,283 Utility Management 0.00 $0 $978,743 $73,429 $1,052,172 Operating Project Management 5.00 $537,853 $58,230 $113,816 $709,899 Facilities Administration 3.00 $287,119 $7,260 $106,652 $401,031 38.75 $2,995,488 $1,956,132 $998,944 $5,950,564 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 39% Building Maintenance/ Custodial Technical Operations 17% Utility Management Operating Project Management Facilities Administration 25% Total Budget: $5,950,564 172 City of Peoria FY 2018 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 778 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 $62,620 $2,097,128 $41,698 $2,201,446 Vehicle and Equipment Repair 9.13 $710,046 $146,224 $604,274 $1,460,544 Parts 0.37 $42,696 $1,028,996 $24,488 $1,096,180 Sublet (vendor) 0.60 $60,665 $296,707 $39,711 $397,083 Asset Acquisition, Management, Reporting 0.70 $75,970 $19,196 $46,330 $141,496 Vehicle Wash 0.07 $5,200 $30,606 $4,633 $40,439 11.50 $957,197 $3,618,857 $761,134 $5,337,188 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Fleet Maintenance Budget Allocation 3% 1% Fuel Management 7% Vehicle and Equipment Repair 41% 21% Parts Sublet (vendor) Asset Acquisition, Management, Reporting Vehicle Wash 27% Total Budget: $5,337,188 173 City of Peoria FY 2018 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 $219,966 $92,700 $184,052 $496,718 Budget Management 0.55 $57,487 $16,446 $32,655 $106,588 Personnel Management 0.35 $41,395 $10,466 $20,780 $72,641 Totals 4.0 $318,848 $119,612 $237,487 $675,947 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 16% Program Management Budget Management 73% Total Budget: $675,947 174 Personnel Management City of Peoria FY 2018 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 54,900 households. Residential service also includes twice 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 30.74 $2,321,445 $2,879,485 $1,979,977 $7,180,907 Loose Trash Collection 2.15 $177,335 $212,365 $139,149 $528,849 Container Repair and Delivery 1.68 $136,459 $277,394 $108,227 $522,080 Program Management/Administration 1.90 $145,664 $177,932 $122,239 $445,835 Special Hauls/Christmas Tree Disposal 1.83 $142,430 $171,214 $117,729 $431,373 38.30 $2,923,333 $3,718,390 $2,467,321 $9,109,044 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 5% Automated Trash/Recycling Collection 5% Loose Trash Collection 6% Container Repair and Delivery 79% Program Management/Administration Special Hauls/Christmas Tree Disposal 175 City of Peoria FY 2018 Annual Program Budget Public Works-Utilities Department Solid Waste Division – Commercial Collection The Commercial operation provides trash collection service to approximately 387 accounts citywide, 221 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 5.26 $402,084 $685,442 $478,129 $1,565,655 Roll-Off 2.09 $173,605 $271,898 $189,661 $635,164 Program Management/Administration 0.60 $51,123 $78,152 $54,513 $183,788 Totals 7.95 $626,812 $1,035,492 $722,303 $2,384,607 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 176 Program Management/Administration City of Peoria FY 2018 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 $1,339,771 $1,122,085 $647,662 $3,109,518 Street Lights & Traffic Signals 6.00 $484,426 $2,039,576 $384,734 $2,908,736 Street Signs & Striping 7.00 $557,365 $276,641 $312,884 $1,146,890 Administration 5.80 $607,091 $53,437 $258,295 $918,823 Street Sweeping 4.00 $307,900 $307,411 $221,377 $836,688 38.80 $3,296,553 $3,799,150 $1,824,952 $8,920,655 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 35% Street Maintenance Street Lights and Traffic Signals 13% Street Signs and Striping Administration 33% Total Budget: $8,920,655 177 Street Sweeping City of Peoria FY 2018 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 $156,646 $112,685 $107,811 $377,142 Grounds/Landscape 0.64 $56,004 $161,835 $91,304 $309,143 Project Management 1.08 $70,222 $60,875 $97,357 $228,454 Inspections/Inventory 0.64 $56,003 $36,761 $91,304 $184,068 Totals 4.20 $338,875 $372,156 $387,776 $1,098,807 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 34% Operations & Maintenance Grounds/Landscape 21% Project Management Inspections/Inventory 28% Total Budget: $1,098,807 178 City of Peoria FY 2018 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. Starting in FY2018, Peoria will fund new bus service on 83rd Avenue extending the current service all the way to Bell Road from Camelback. This new extension will connect three cities and will provide connections to ten different east/west routes from Van Buren to Bell Road. 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 $286,722 $261,494 $31,906 $580,122 Non-ADA Call Center Support-Staff Operations 1.38 $76,726 $30,761 $29,008 $136,495 Transit Management Administrative Support 0.80 $72,106 $30,802 $28,360 $131,268 ADA Service-Field Operations 0.87 $61,538 $25,853 $28,440 $115,831 ADA Call Center Support-Staff Operations 0.37 $21,887 $10,570 $27,881 $60,338 ADA and Non-ADA Customer Service 0.05 $5,410 $999 $27,526 $33,935 Trip Reduction Program Administration 0.05 $5,410 $999 $27,526 $33,935 Totals 7.50 $529,799 $361,478 $200,647 $1,091,924 Activity Description Transit Division Budget Allocation 4% 3% Non-ADA Service-Field Operations Non-ADA Call Center Support-Staff Operations Transit Management Administrative Support ADA Service-Field Operations 6% 11% 12% 53% 12% ADA Call Center Support-Staff Operations ADA and Non-ADA Customer Service Trip Reduction Program Administration Total Budget: $1,091,924 179 City of Peoria FY 2018 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 4.07 $373,794 $1,190,468 $296,096 $1,860,358 Maintain Treatment Process Equipment 4.16 $413,534 $526,325 $302,019 $1,241,878 Regulatory Compliance & Customer Service 3.16 $335,657 $12,594 $295,913 $644,164 Maintain & Monitor SCADA 2.38 $230,240 $29,108 $294,692 $554,040 Maintain Building & Grounds 0.23 $16,472 $107,014 $290,790 $414,276 14.00 $1,369,697 $1,865,509 $1,479,510 $4,714,716 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Treatment Plants Budget Allocation Operate Treatment Plant 9% 12% 39% Maintain Treatment Process Equipment Regulatory Compliance & Customer Service 14% Maintain & Monitor SCADA 26% Maintain Building & Grounds Total Budget: $4,714,716 180 City of Peoria FY 2018 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 $524,900 $2,651,618 $429,787 $3,606,305 Maintain Process Equipment 8.30 $782,348 $968,315 $437,815 $2,188,478 Dispose of Biosolid Waste 0.60 $44,266 $965,129 $237,190 $1,246,585 Regulatory Compliance & Customer Service 3.75 $423,492 $13,578 $426,797 $863,867 Maintain & Monitor SCADA 2.60 $263,236 $33,125 $424,415 $720,776 Maintain Building & Grounds 0.45 $40,872 $122,869 $418,339 $582,080 21.00 $2,079,114 $4,754,634 $2,374,343 $9,208,091 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 8% 6% Maintain Process Equipment 39% 9% Dispose of Biosolid Waste Regulatory Compliance & Customer Service Maintain & Monitor SCADA 14% 24% Maintain Building & Grounds Total Budget: $9,208,091 181 City of Peoria FY 2018 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 $357,384 $2,353,187 $267,272 $2,977,843 Chlorine Maintenance Program Regulatory Compliance & Customer Service 2.50 $217,064 $162,894 $260,413 $640,371 0.98 $97,271 $6,877 $254,281 $358,429 Reservoir Maintenance 0.52 $54,203 $4,495 $252,426 $311,124 Totals 8.20 $725,922 $2,527,453 $1,034,392 $4,287,767 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 8% 7% Maintain Wells & Boosters Chlorine Maintenance Program 15% 70% Total Budget: $4,287,767 182 Regulatory Compliance & Customer Service Reservoir Maintenance City of Peoria FY 2018 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 4.05 $334,346 $70,978 $236,520 $641,844 Fire Hydrant Maintenance Program 3.15 $249,617 $63,609 $228,250 $541,476 Valve Maintenance Program 3.35 $264,088 $64,676 $230,088 $558,852 Regulatory Compliance & Customer Service 1.18 $117,068 $10,605 $210,142 $337,815 Water Distribution System Flush 0.82 $72,381 $41,950 $206,898 $321,229 12.55 $1,037,500 $251,818 $1,111,898 $2,401,216 Totals The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 13% 27% 14% Water Service and Maintenance Repairs Fire Hydrant Maintenance Program Valve Maintenance Program 23% 23% Total Budget: $2,401,216 183 Regulatory Compliance & Customer Service Water Distribution System Flush City of Peoria FY 2018 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 $285,473 $179,233 $122,251 $586,957 Sewer Main Line Cleaning 2.33 $170,364 $57,987 $106,209 $334,560 Manhole Treatment (Roach Control) 0.48 $43,626 $153,970 $86,424 $284,020 Regulatory Compliance & Customer Service 1.52 $136,844 $24,141 $97,547 $258,532 Close Circuit Television (CCTV) Sewer Line Inspection 1.03 $83,601 $39,375 $92,306 $215,282 Rehabilitate Sewer Manholes 0.48 $45,084 $72,503 $86,424 $204,011 Sanitary Sewer Overflows (SSO) 0.58 $47,888 $37,694 $87,493 $173,075 10.25 $812,880 $564,903 $678,654 $2,056,437 Activity Description Totals The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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% 14% Manhole Treatment (Roach Control) Regulatory Compliance & Customer Service Close Circuit Television (CCTV) Sewer Line Inspection Rehabilitate Sewer Manholes Sanitary Sewer Overflows (SSO) Total Budget: $2,056,437 184 City of Peoria FY 2018 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 $123,738 $33,209 $42,402 $199,349 Emergency Blue Stake Requests 0.20 $17,677 $4,627 $37,220 $59,524 Respond to Blue Stake Requests Timely 0.20 $17,677 $4,627 $37,220 $59,524 Customer Service 0.20 $17,677 $2,671 $37,220 $57,568 Totals 2.00 $176,769 $45,134 $154,062 $375,965 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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: $375,965 185 City of Peoria FY 2018 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 $181,164 $168,851 $82,422 $432,437 Manage Water Portfolio & Develop Supplies 1.42 $151,570 $176,146 $81,797 $409,513 Prepare Monthly/Annual Reports 1.00 $94,879 $4,292 $81,239 $180,410 Analyze Water Supply & Demand 0.68 $68,790 $3,122 $80,812 $152,724 Review Plans 0.50 $50,586 $2,372 $80,581 $133,539 Totals 5.50 $546,989 $354,783 $406,851 $1,308,623 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 10% Manage Water Portfolio & Develop Supplies 33% 12% Prepare Monthly/Annual Reports 14% Analyze Water Supply & Demand 31% Review Plans Total Budget: $1,308,623 186 City of Peoria FY 2018 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 2.89 $288,816 $85,317 $89,432 $463,565 Perform Compliance & Operational Laboratory Testing 1.81 $135,182 $102,759 $87,885 $325,826 Prevent Backflow & Cross Connection 1.55 $138,285 $52,806 $87,513 $278,604 Review Plans 0.52 $50,184 $8,054 $86,036 $144,274 Customer Service 0.48 $44,762 $7,550 $85,983 $138,295 Totals 7.25 $657,229 $256,486 $436,849 $1,350,564 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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 10% 11% Perform Compliance & Operational Laboratory Testing 34% Prevent Backflow & Cross Connection 21% Review Plans 24% Customer Service Total Budget: $1,350,564 187 City of Peoria FY 2018 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 $184,636 $71,970 $54,478 $311,084 Wastewater Regulations 1.08 $100,787 $127,902 $52,085 $280,774 Biosolids Regulations 0.74 $69,047 $31,286 $51,153 $151,486 Customer Service 0.78 $72,837 $9,144 $51,287 $133,268 Air Quality Regulations 0.46 $41,675 $16,472 $50,422 $108,569 Review Plans 0.21 $22,738 $2,432 $49,757 $74,927 Totals 5.25 $491,720 $259,206 $309,182 $1,060,108 Activity Description The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, 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: $1,060,108 188 City of Peoria FY 2018 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 1.60 $125,158 $14,921 $16,726 $156,805 Household Hazardous Waste Events 0.30 $24,926 $108,894 $14,016 $147,836 Compliance with Maricopa County and ADEQ 0.65 $59,450 $7,074 $14,746 $81,270 Recycling Outreach & Education 0.20 $17,394 $7,848 $13,807 $39,049 Identify, Evaluate & Implement Sustainable Recycling Initiatives 0.25 $22,327 $1,183 $13,912 $37,422 Totals 3.00 $249,255 $139,920 $73,207 $462,382 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Environmental Services Budget Allocation Reduce Recycling Contamination Levels & Increase Diversion Rate 8% 8% 34% Household Hazardous Waste Events Compliance with Maricopa County and ADEQ 18% Recycling Outreach & Education Identify, Evaluate & Implement Sustainable Recycling Initiatives 32% Total Budget: $462,382 189 City of Peoria FY 2018 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 24month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services/Total Planning Enhance Current Services/Total Planning Council Goal FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target Total million gallons of potable water delivered to customers 8,472 9,421 10,020 10,400 Total million gallons of wastewater treated 3,741 3,801 3,830 3,868 Water Treatment Plants cost/1000 gallons Wastewater Reclamation Facilities cost/1000 gallons $0.70 $1.53 $0.66 $1.61 $0.68 $1.56 <$0.70 <$1.65 Operate Water and Wastewater Treatment Plants efficiently and effectively Total Electrical Cost/1000 gallons of water treated Total Electrical Cost/1000 gallons of wastewater treated $0.38 $0.51 $0.37 $0.51 $0.37 $0.51 <$0.45 <$0.60 Maintain and operate the water distribution system to ensure efficient delivery of potable water Exercise all water valves on a 5 year cycle 1% 9.5% 20% 20% Maintain and operate the wastewater collection systems to ensure system integrity Clean all wastewater mains on a 5 year cycle 6.67% 9.27% 18.92% 20% 23% 23% 24% 25% Expected Outcome Provide Water and Wastewater Treatment Services Provide quality residential solid waste services which maximize recycling Performance Measure Recycling diversion rate 190 City of Peoria FY 2018 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 FY2015 Actual FY2016 Actual FY2017 Estimate FY2018 Target Maintain City's fleet "inservice" at 90% or better each month 95.5% 94.7% 94.3% >90% % of PM Inspections performed on schedule 93.7% 94.4% 90.0% >92% Customer Service Satisfaction 95.0% 94.5% 95.0% >90% 9 12 9 10 5 5 4 4 4 4 5 10 Performance Measure Average number of weeks to complete residential street sweeping cycle Average number of weeks to complete arterial and collector street sweeping cycle Average number of days to repair street light outage 191 City of Peoria FY 2018 Annual Program Budget Programs – Performance Management 192 Capital Projects Capital Projects City of Peoria FY 2018 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 2018 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 193 City of Peoria FY 2018 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 $660,251,970. For FY 2018 alone, budgeted capital projects total $212,187,537. 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). 194 City of Peoria FY 2018 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 2018‐2027 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 Pct. of Total G.O. Bonds $105,842,009 16% Impact Fees $ 92,647,344 14% Operating $213,079,426 32% Outside Sources $ 24,299,368 4% Revenue Bonds $130,696,540 20% RTP-ALCP $ 20,349,433 3% Transportation Sales Tax $ 72,787,850 11% Total $659,701,970 100% 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 195 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program The following is an overview of the CIP process: 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. 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. November – December. Capital project requests are submitted to the Budget Division. Division staff use revenue forecasts and financial models to prepare a preliminary CIP. January – March. The CIP Management Committee meets to review the proposed plan, making adjustments as needed. Budget finalizes the recommended CIP for the consideration of the City Council. The City Council receives the CIP and offers its recommendations during study sessions. April. The City Council approves the Capital Improvement Program at one of its regular meetings, usually on the same day as the adoption of the Tentative Budget. The new scoreboard is a great addition at the Peoria Sports Complex. The San Diego Padres’ newly renovated clubhouse 196 City of Peoria FY 2018 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 2018‐2027 CIP BY PROJECT TYPE Project Type 10‐Year Total Pct. of Total Drainage $37,596,326 6% Economic Development $30,499,940 5% Operational Facilities $32,375,348 5% Parks $62,131,656 9% Public Safety $16,157,074 2% $178,276,470 27% $92,924,243 14% Water $209,740,913 32% Total $659,701,970 100% Streets & Traffic Control Wastewater 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 2018 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 197 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program ongoing and construction programmed in fiscal years 2018 thru 2021. 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. Landscaping improvements in the P83 Entertainment District Peoria’s next generation workforce volunteers at a Community Works project. 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 final design and construction of the final phase of P83 Improvements including way finding signage, monument 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. 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. Country Meadows Park Improvements. This project entails the addition of one or more new park amenities that will be determined through a public input process. A design professional will be chosen to assist the City in facilitating public meeting(s) and preparing visuals of amenity alternatives. Artist rendering of improvements to Pinnacle Peak Public Safety Facility 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. Development of a third community park is underway in the northern portion of the City with site selection and preliminary design work 198 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. 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 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. 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. New River Trail - Northern Avenue to Olive Avenue Replacement and/or upgrades to critical Communication and Information Technology Infrastructure are all addressed in this plan. Reconstruction of the west half-street improvements on 103rd Avenue between Northern and Olive Avenues. These improvements will provide additional traffic capacity and pedestrian facilities, improve drainage, repair failing roadway sections, and secure the old City of Glendale Landfill. 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 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. 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. 199 City of Peoria FY 2018 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 Centennial Plaza, nestled in the center of the City Hall Complex. OPERATING IMPACTS BY PROJECT TYPE Project Type FY2018 FY2019 FY2020 Operational Facilities $ 2,000 $ 0 $ 37,300 $ 0 $ 37,300 $ 0 $ 67,300 $ 0 $ 70,800 $ 0 Parks $ 45,000 $1,671,287 $1,770,925 $1,826,939 $1,849,789 Public Safety $128,074 $ 128,074 $ 153,434 $ 178,434 $ 178,434 Streets & Traffic Control $ 58,387 $ 120,387 $ 343,787 $ 364,867 $ 367,067 Water & Wastewater $ $ $ $ $ Total $233,461 Drainage 0 33,312 $1,990,360 200 53,412 $2,358,858 FY2021 53,412 $2,490,952 FY2022 53,412 $2,519,502 City of Peoria FY 2018 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 2018-2027 is a $660 million investment in 207 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 201 City of Peoria FY 2018 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 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 2018, Peoria’s secondary assessed valuation is $1.34 billion and the secondary levy is $16.8 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 202 City of Peoria FY 2018 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 8 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 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) 3,000 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, 2017. 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 $93.9 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. FY04 FY06 FY08 FY10 FY12 FY14 FY16 FY18 FY20 FY22 FY24 FY26 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 $105 million, or 16 percent, of the $660 million FY 2018-2027 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 67 percent since FY 2009. Forecasts show available capacity in both categories increasing in FY 2018, and rising steadily thereafter. This can be attributed to the aforementioned increases in assessed valuation beginning in FY 2018 combined with the fact that the city does not plan to issue large amounts General Obligation Debt Limitations. The Arizona Constitution limits a city’s bonded 203 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program 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. 204 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program 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 2018 shows the original issue amount, outstanding principal amount, and debt service requirements for the city’s general obligation bonds. Bond sale proceeds must be used for the purposes specified in the bond election publicity pamphlet and ballot. Unspent bond proceeds in CONSTITUTIONAL DEBT LIMITATION As of June 30, 2017 20% Bonds 6% Bonds $1,340,187,710 Secondary Assessed Valuation Secondary Assessed Valuation $1,340,187,710 Allowable 20% Debt Capacity $268,037,542 Allowable 6% Debt Capacity $80,411,263 Less 20% Bonds Outstanding ($163,903,780) Less 6% Bonds Outstanding $5,053,265) Unused 6% Debt Capacity $75,357,998 Unused 20% Debt Capacity $104,133,762 PLANNED BOND USES VERSUS PROJECTED CONSTITUTIONAL CAPACITY (All Dollars in Thousands) Fiscal Year Available Before Use 20% 6% Projected Constitutional Capacity Remaining Projected Usage Total 20% 6% Total 20% 6% 2018 $112,692 $75,597 $188,289 $39,749 $4,311 $44,060 $72,943 $71,285 2019 $91,706 $81,225 $172,931 $7,701 $269 $7,969 $84,005 $76,645 2020 $104,081 $87,248 $191,329 $14,468 $81 $14,549 $89,613 $82,587 2021 $111,095 $93,693 $204,787 $7,727 $3,182 $10,909 $103,367 $85,850 2022 $126,352 $100,588 $226,940 $3,538 $657 $4,195 $122,814 $92,089 205 City of Peoria FY 2018 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, 206 City of Peoria FY 2018 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. 207 City of Peoria FY 2018 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 208 City of Peoria FY 2018 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 Parkway and the Agua Fria; the widening of Happy Valley Parkway between Lake Pleasant Parkway and the Agua Fria River; the west halfstreet improvements to 103rd Avenue between Northern and Olive Avenues; and extension of Jomax Rd from the L303 to Vistancia Blvd. Peoria has one project in the arterial component of the RTP, known as the Arterial Life Cycle Program, or ALCP; Happy Valley Road: Lake Pleasant Parkway to the Agua Fria. 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) 209 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2018-2027 Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 1000 - General $3,525,091 $1,765,000 $265,790 $505,000 $0 $31,790 $6,092,671 1111 - Percent for the Arts $700,000 $0 $0 $0 $0 $0 $700,000 1210 - Half Cent Sales Tax $1,191,474 $65,516 $65,516 $65,516 $65,517 $327,585 $1,781,124 1900 - Economic Development $2,680,035 $425,000 $0 $73,760 $73,760 $368,800 $3,621,355 $421,022 $75,000 $75,000 $0 $0 $0 $571,022 2000 - Sports Complex $0 $0 $0 $0 $0 $0 $0 2001 - Sports Complex Capital Reserve $0 $0 $0 $0 $0 $0 $0 2002 - Sports Complex Imp Reserve $0 $0 $0 $0 $0 $0 $0 2003 - Sports Complex GA Surcharge $0 $0 $0 $0 $0 $0 $0 $18,255,552 $13,226,836 $9,927,471 $7,516,424 $14,693,708 $18,608,425 $82,228,416 2161 - Water Expansion $2,907,646 $0 $0 $0 $0 $0 $2,907,646 2162 - Water Expansion Post 1/1/12 1970 - Municipal Office Complex Rsv 2050 - Water Total $5,288,926 $544,419 $0 $0 $81,044 $64,080 $5,978,469 2163 - Water Exp. S. of Bell $690,118 $938,850 $651,544 $925,350 $18,000 $37,000 $3,260,862 2164 - Water Exp. N. of Bell $7,627,830 $3,320,550 $3,545,317 $2,405,494 $9,960,319 $8,225,050 $35,084,560 2167 - Water Resource Fee 2014 $1,190,286 $457,395 $431,505 $0 $0 $0 $2,079,186 2270 - WIFA Bonds 2400 - Wastewater 2452 - WIFA Bonds 2006 Clean Water 2506 - Wastewater Exp. E. of Agua Fria 2507 - Wastewater Exp. W. of Agua Fria $8,851,525 $26,687,983 $21,713,897 $2,474,859 $0 $31,694,078 $91,422,342 $11,081,708 $6,764,747 $2,874,886 $2,961,811 $9,649,030 $19,445,088 $52,777,270 $0 $0 $0 $14,024,198 $0 $0 $14,024,198 $240,294 $2,527,650 $244,939 $308,450 $93,810 $269,040 $3,684,183 $279,520 $508,228 $2,186,051 $2,528,229 $2,214,571 $186,960 $7,903,559 $1,796,700 $0 $0 $0 $0 $0 $1,796,700 2590 - Commercial Solid Waste $40,532 $0 $0 $0 $0 $250,000 $290,532 2600 - Residential Solid Waste $167,464 $0 $14,340 $0 $0 $614,340 $796,144 2650 - Solid Waste Expansion $0 $0 $0 $0 $0 $250,000 $250,000 3400 - IT Reserve $424,000 $0 $0 $0 $0 $0 $424,000 4150 - Capital Projects $228,643 $0 $0 $0 $0 $0 $228,643 2509 - Wastewater Expansion Post 1/1/12 $25,250,000 $0 $0 $0 $0 $0 $25,250,000 4240 - GO Bonds 2010 4233 - Proposed MDA Bonds $0 $0 $0 $0 $0 $0 $0 4250 - GO Bonds 2012 $0 $0 $0 $0 $0 $0 $0 4251 - GO Bonds 2015 $14,533,577 $710,258 $161,121 $0 $0 $0 $15,404,956 4252 - Proposed GO Bonds $29,726,471 $7,259,211 $14,387,602 $10,908,806 $4,194,644 $23,960,319 $90,437,053 4550 - CIP Capital Projects Fund $13,798,822 $3,419,396 $3,131,215 $0 $0 $0 $20,349,433 4810 - Outside Sources $12,334,147 $2,328,050 $7,070,000 $0 $0 $2,567,171 $24,299,368 7000 - Highway User $11,084,850 $7,792,880 $8,180,390 $5,257,880 $4,572,090 $28,072,150 $64,960,240 7003 - Streets Zone 3 Dev Fee $2,142,132 $5,050,000 $55,000 $0 $0 $110,000 $7,357,132 7007 - Street Impact Fees Z1 Post 010112 $1,218,300 $0 $0 $0 $0 $0 $1,218,300 $23,623,194 $14,984,310 $9,383,318 $3,368,060 $4,619,500 $16,809,468 $72,787,850 7010 - Transportation Sales Tax 210 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2018-2027 Summary by Funding Source Fund Number and Name 7150 - Public Transit 7904 - Neighborhood Park Dev Zone 2 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $8,009 $0 $0 $0 $0 $0 Total $8,009 $222,002 $42,000 $0 $0 $0 $0 $264,002 $1,222,100 $0 $0 $0 $0 $0 $1,222,100 $762,550 $0 $0 $0 $0 $0 $762,550 7910 - Citywide Park/Rec Facility Dev $1,349,361 $0 $0 $0 $0 $0 $1,349,361 7911 - Community Park Dev Fee - Post $959,956 $0 $0 $0 $0 $0 $959,956 $0 $0 $0 $0 $0 $0 $0 7915 - Open Space Dev 7920 - River Corridors & Trails Dev $252,500 $21,000 $24,000 $0 $0 $0 $297,500 $1,713,052 $0 $0 $0 $0 $0 $1,713,052 $0 $0 $0 $0 $0 $0 $0 $135,148 $0 $9,000 $0 $0 $18,000 $162,148 7935 - Fire & Emergency Svc Dev $0 $0 $191,095 $0 $0 $1,562,362 $1,753,457 7936 - Fire & Emergency Svc Dev Post $0 $0 $0 $0 $0 $1,500,001 $1,500,001 $9,000 $0 $9,000 $0 $0 $5,855,620 $5,873,620 $0 $0 $0 $0 $0 $0 $0 7930 - Law Enforcement Dev 7931 - Law Enforcement Dev - Post 1/1/12 7932 - Law Enfrcmnt IF 2014 7937 - Fire/EmergSvs Imp Fees 2014 7940 - General Government Dev $9,000 $42,000 $9,000 $0 $0 $18,000 $78,000 7942 - Parks Zone 2-Post 8/1/14 7941 - Park Imp Fee 2014 Bell to P.Peak $1,509,000 $0 $9,000 $0 $0 $18,000 $1,536,000 7943 - Park Imp Fee 2014 W of Agua Fria $2,736,000 $42,000 $9,000 $0 $0 $18,000 $2,805,000 $212,187,537 $98,998,279 $84,624,997 $53,323,837 $50,235,993 $160,881,327 $660,251,970 Total 211 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage Storm water flows through the City of Peoria typically from the northeast to the southwest. As development occurs, the additional impervious surface area impacts the effective drainage of these flows, driving the need for drainage infrastructure. The city partners with the development community to ensure that onsite drainage issues are addressed during the development process. The city’s Capital Improvement Program addresses regional drainage issues through the drainage projects contained herein. provided by such outside sources as the Flood Control District of Maricopa County. The city has partnered with the Flood Control District on several large projects in recent years, including the drainage improvements along Pinnacle Peak Road and Rose Garden Lane and at 83rd Avenue and Pinnacle Peak Road. Drainage projects in the 10-year program include a project to mitigate the impact of storm water on Union Hills Drive, particularly at the intersection with 107th Avenue, and continuation of funding for the Neighborhood Drainage program to identify areas with minor drainage issues and provide for the investigation, evaluation and, where appropriate, implementation of drainage solutions. Drainage projects in the Capital Improvement Program are typically funded from General Obligation Bonds, with additional funding Drainage Total $37,596,326 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY18 FY19 FY20 FY21 FY22 212 FY23 FY24 FY25 FY26 FY27 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 1000 - General $0 $0 $0 $0 $0 $0 $0 4240 - GO Bonds 2010 $0 $0 $0 $0 $0 $0 $0 4251 - GO Bonds 2015 $5,580,869 $0 $0 $0 $0 $0 $5,580,869 4252 - Proposed GO Bonds $3,603,790 $2,860,630 $6,209,737 $2,520,165 $1,730,221 $8,020,914 $24,945,457 4550 - CIP Capital Projects Fund $0 $0 $0 $0 $0 $0 $0 4810 - Outside Sources $0 $0 $7,070,000 $0 $0 $0 $7,070,000 $9,184,659 $2,860,630 $13,279,737 $2,520,165 $1,730,221 $8,020,914 $37,596,326 Total - Drainage 213 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $244,932 $0 $0 $0 $0 $0 $244,932 85th Ave Storm Drain; Peoria Av to Grand Av $0 $0 $0 $0 $0 $1,410,120 $1,410,120 87th Ave Storm Drain; Hatcher Rd to Monroe St $0 $0 $0 $0 $407,721 $2,085,394 $2,493,115 Beardsley Rd Channel Improvements $2,508,377 $0 $0 $0 $0 $0 $2,508,377 $49,500 $0 $0 $635,932 $0 $0 $685,432 Lake Pleasant Basin Access Ramp $0 $0 $0 $510,495 $0 $0 $510,495 Mountain View Rd Drainage; 91st Av to 89th Av $0 $0 $0 $0 $173,500 $1,109,550 $1,283,050 $600,000 $0 $0 $0 $0 $0 $600,000 $17,000 $0 $0 $88,000 $435,000 $2,814,350 $3,354,350 New River Trail - BLM $175,529 $0 $0 $0 $0 $0 $175,529 Peoria Storm Drain Master Plan - Land Preservation $697,115 $0 $601,500 $0 $0 $601,500 $1,900,115 Pinnacle Peak Drainage; 87th Ave to 91st Ave $320,000 $0 $1,512,800 $0 $0 $0 $1,832,800 Pinnacle Peak Rd & 67th Av Channel to New River $3,496,476 $2,355,630 $10,660,437 $0 $0 $0 $16,512,543 Union Hills Channel $1,075,730 $505,000 $505,000 $1,145,792 $0 $0 $3,231,522 $0 $0 $0 $139,946 $714,000 $0 $853,946 $9,184,659 $2,860,630 $13,279,737 $2,520,165 $1,730,221 $8,020,914 $37,596,326 81st Ave / Varney Park Drainage Solution Desert Harbor/91st Ave Channel Improvements Neighborhood Drainage Program New River & Jomax Rd Concrete Box Culvert Williams Road Channel Improvements Total - Drainage 214 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage 81st Ave / Varney Park Drainage Solution Project Number: EN00482 Council District: Acacia Project Location: 81st Av; 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, materials testing, 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 and to make upgrades to the park. The improvements will include: construction of a large retention basin on the Varney Park, a spillway to allow the run-off to flow from 81st Ave to the park basin, park improvements including turf replacement, landscape repairs/restoration, pressurized irrigation systems, decomposed granite areas, and hardscape 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 Carryover / Base FY 2018 Carryover $194,932 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000 $194,932 $0 $0 $0 $0 $0 $194,932 CO-Construc GO Bonds 2015 CO-Construc Proposed GO Bonds Total Budget FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $194,932 85th Ave Storm Drain; Peoria Av to Grand Av Project Number: EN00182 Council District: Acacia Project Location: 85th Av from Peoria Av to Grand Av This project is for public involvement, design, land acquisition, utility coordination, utility relocation, materials testing, Description: construction and construction administration for a storm drainage project to capture the drainage along 85th Avenue north of Peoria Avenue. This project will reduce the impact of the storm water reaching and overwhelming the 85th Avenue and Peoria Avenue 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 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total LA-Land Acq Proposed GO Bonds DS-Design Proposed GO Bonds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,100,000 $212,000 $1,100,000 $212,000 CB-Chargeba Proposed GO Bonds $0 $0 $0 $0 $0 $96,000 $96,000 AT-Arts $0 $0 $0 $0 $0 $2,120 $2,120 $0 $0 $0 $0 $0 $1,100,000 $1,100,000 FY 23-27 Total Proposed GO Bonds Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Non-Pers OPS $0 $0 $0 $0 $0 $600 $600 Total Operating Impacts $0 $0 $0 $0 $0 $600 $600 215 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage 87th Ave Storm Drain; Hatcher Rd to Monroe St Project Number: EN00257 Council District: Pine Project Location: 87th Av from Hatcher Rd to Monroe St & Mtn View Rd from 87th Av to 85th Av This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, Description: utility coordination, utility relocation and extensions, materials testing, construction, and construction administration for the storm drain on 87th Avenue from Hatcher Road to Monroe Street and along Mountain View Road from 87th Avenue to 85th Avenue. The improvements will consist of storm drains, laterals and catch basins, which are an extension of the overall drainage system and mill and overlay of the existing pavement from curb to curb throughout the project limits. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $403,684 $0 $0 $2,004,152 $403,684 $2,004,152 $61,200 DS-Design Proposed GO Bonds CO-Construc Proposed GO Bonds $0 $0 $0 $0 $0 $0 $0 $0 CB-Chargeba Proposed GO Bonds $0 $0 $0 $0 $0 $61,200 AT-Arts $0 $0 $0 $0 $4,037 $20,042 $24,079 $0 $0 $0 $0 $0 $0 $403,684 Proposed GO Bonds Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $0 $0 $0 $0 $22,800 $22,800 Total Operating Impacts $0 $0 $0 $0 $0 $22,800 $22,800 Beardsley Rd Channel Improvements Project Number: PW00112 Council District: Willow Project Location: Beardsley Rd drainage ditch from Lake Pleasant Rd to 107th Av Lining 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 2018 CO-Construc Proposed GO Bonds Carryover $1,008,377 $0 $0 $0 $0 $0 CO-Construc GO Bonds 2015 Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Total Budget $1,008,377 $0 $0 $0 $0 $0 $1,008,377 Category Funding Source Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total $1,008,377 Total $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 $20,000 $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 $20,000 216 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage Desert Harbor/91st Ave Channel Improvements 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, materials testing, construction and construction administration for designing and constructing a lining and maintenance access for the 91st Avenue Channel between Thunderbird Road and New River. The improvements will include clearing and grubbing, removing overgrown trees and vegetation from the channel, reshaping of the channel, concrete channel lining, rip-rap inlet and outlet, pipe railing, a maintenance road 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 CO-Construc Proposed GO Bonds DS-Design Proposed GO Bonds Carryover / Base Carryover FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $49,500 $0 $0 $0 $0 $0 $0 $65,000 $0 $0 $0 $0 $49,500 $65,000 CO-Construc Proposed GO Bonds $0 $0 $0 $550,258 $0 $0 $550,258 CB-Chargeba Proposed GO Bonds AT-Arts Proposed GO Bonds $0 $0 $0 $0 $0 $0 $14,521 $6,153 $0 $0 $0 $0 $14,521 $6,153 $49,500 $0 $0 $0 $0 $0 $49,500 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-foot 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. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Proposed GO Bonds $0 $0 $0 $49,500 $0 $0 $49,500 CO-Construc Proposed GO Bonds $0 $0 $0 $450,000 $0 $0 $450,000 CB-Chargeba Proposed GO Bonds $0 $0 $0 $6,000 $0 $0 $6,000 AT-Arts $0 $0 $0 $4,995 $0 $0 $4,995 $0 $0 $0 $49,500 $0 $0 $49,500 Proposed GO Bonds Total Budget 217 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage Mountain View Rd Drainage; 91st Av to 89th Av Project Number: EN00130 Council District: Pine Project Location: Mtn View Rd from 91st Av to 89th Av This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, Description: utility coordination, utility relocation and extensions, materials testing, construction and construction administration for a storm drainage project to capture the drainage along Mountain View Road, east of 91st Avenue, to reduce the impact of the storm water reaching and overwhelming the 91st Avenue and Mountain View Road intersection. The improvements will consist of storm drains, laterals and catch basins, which are an extension of the overall drainage system, and the mill and overlay of the existing roadway from curb to curb throughout the project limits. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Proposed GO Bonds $0 $0 $0 $0 $150,000 $0 $150,000 CO-Construc Proposed GO Bonds $0 $0 $0 $0 $0 $1,055,000 $1,055,000 CB-Chargeba Proposed GO Bonds AT-Arts Proposed GO Bonds $0 $0 $0 $0 $0 $0 $0 $0 $22,000 $1,500 $44,000 $10,550 $66,000 $12,050 $0 $0 $0 $0 $0 $0 $150,000 Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $0 $0 $0 $3,500 $17,500 $21,000 Total Operating Impacts $0 $0 $0 $0 $3,500 $17,500 $21,000 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 FY 2018 CO-Construc Proposed GO Bonds Carryover $200,000 $0 $0 $0 $0 $0 CO-Construc GO Bonds 2015 Carryover $50,000 $0 $0 $0 $0 $0 $50,000 $350,000 $0 $0 $0 $0 $0 $350,000 $200,000 $0 $0 $0 $0 $0 $200,000 Category Funding Source CO-Construc Proposed GO Bonds Total Budget FY 2019 218 FY 2020 FY 2021 FY 2022 FY 23-27 Total $200,000 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage New River & Jomax Rd 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, materials testing, construction and construction administration for an additional box culvert crossing for New River at Jomax Road. The roadway will be resurfaced in the immediate vicinity of the area disturbed for constructing the crossing. Earthwork, to direct drainage into the crossing, will be necessary both up and down stream of the crossing. The landscaping, sidewalks and streetlights will be restored. Permits for work in the Floodplain, 404 and off-site will be applied for and obtained. FEMA floodplain approvals and map changes will also be necessary. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) for design and construction, and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source Carryover / Base CO-Construc GO Bonds 2015 Carryover FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $17,000 $0 $0 $0 $0 $0 $17,000 SY-Study Proposed GO Bonds LA-Land Acq Proposed GO Bonds $0 $0 $0 $0 $0 $0 $80,000 $0 $0 $420,000 $0 $0 $80,000 $420,000 DS-Design Proposed GO Bonds $0 $0 $0 $0 $0 $2,735,000 $2,735,000 CB-Chargeba Proposed GO Bonds $0 $0 $0 $8,000 $15,000 $52,000 $75,000 AT-Arts $0 $0 $0 $0 $0 $27,350 $27,350 $17,000 $0 $0 $0 $0 $0 $17,000 Proposed GO Bonds Total Budget Operating Impacts FY 2018 Total Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $0 $0 $9,000 $9,000 $0 $0 $0 $0 $0 $9,000 $9,000 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 SY-Study Proposed GO Bonds LA-Land Acq Proposed GO Bonds Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover Carryover $96,000 $79,529 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $96,000 $79,529 Total Budget $96,000 $0 $0 $0 $0 $0 $96,000 219 City of Peoria FY 2018 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 Carryover / Base FY 2018 LA-Land Acq Proposed GO Bonds Carryover $363,851 $0 $0 $0 $0 $0 LA-Land Acq GO Bonds 2015 Carryover $333,264 $0 $0 $0 $0 $0 $333,264 $0 $0 $0 $0 $600,000 $1,500 $0 $0 $0 $0 $600,000 $1,500 $1,200,000 $3,000 $363,851 $0 $0 $0 $0 $0 $363,851 Category Funding Source LA-Land Acq Proposed GO Bonds CB-Chargeba Proposed GO Bonds Total Budget FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $363,851 Pinnacle Peak Drainage; 87th Ave to 91st Ave 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, materials testing, construction and construction administration for the storm drainage improvements for Pinnacle Peak Road from 87th Avenue to 91st Avenue 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 of Maricopa County. Budget by Fiscal Year Category Funding Source Carryover / Base CO-Construc Proposed GO Bonds CO-Construc Proposed GO Bonds Carryover FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $320,000 $0 $0 $0 $0 $1,480,000 $0 $0 $0 $0 $0 $0 $320,000 $1,480,000 CB-Chargeba Proposed GO Bonds $0 $0 $18,000 $0 $0 $0 $18,000 AT-Arts $0 $0 $14,800 $0 $0 $0 $14,800 $320,000 $0 $0 $0 $0 $0 $320,000 Proposed GO Bonds Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $13,000 $13,000 $13,000 $13,000 $65,000 Non-Pers OPS $0 $9,000 $9,000 $9,000 $9,000 $45,000 $81,000 Total Operating Impacts $0 $13,000 $13,000 $13,000 $13,000 $65,000 $117,000 220 $117,000 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage Pinnacle Peak Rd & 67th Av 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 acquisition, and construction of local drainage facilities in the Description: area bounded by 67th Avenue, New River, Pinnacle Peak Road, and Hatfield Road, 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, materials testing, construction and construction administration for the recommended alternative. Project 2 - The regional drainage project includes study or pre-design, coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility coordination, utility relocation and extensions, materials testing, construction and construction administration for a storm drainage project to capture the drainage along 67th Avenue from Hatfield Road to Pinnacle Peak Road and along Pinnacle Peak Road from 67th Avenue 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 SY-Study GO Bonds 2015 Carryover $600,000 $0 $0 $0 $0 $0 $600,000 Carryover $1,583,476 $0 $0 $37,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,583,476 $37,000 $586,533 $2,263,000 $390,000 $0 $0 $0 $3,239,533 $726,467 $0 $0 $0 $0 $7,000,000 $0 $0 $0 $0 $0 $0 $726,467 $7,000,000 CO-Construc GO Bonds 2015 LA-Land Acq Proposed GO Bonds DS-Design Proposed GO Bonds DS-Design GO Bonds 2015 CO-Construc Outside Sources FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Proposed GO Bonds $0 $0 $3,164,888 $0 $0 $0 $3,164,888 CB-Chargeba Proposed GO Bonds $0 $33,000 $0 $0 $0 $0 $33,000 AT-Arts AT-Arts $0 $0 $0 $22,630 $70,000 $35,549 $0 $0 $0 $0 $0 $0 $70,000 $58,179 $600,000 $0 $0 $0 $0 $0 $600,000 Outside Sources Proposed GO Bonds Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $30,000 $30,000 $150,000 $210,000 $0 $0 $0 $30,000 $30,000 $150,000 $210,000 221 City of Peoria FY 2018 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 acquisition, design, Description: utility coordination, utility relocation and extension, materials testing, 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 Avenue and Union Hills Drive. The improvements will reduce the impact of the storm water reaching and overwhelming the roadway, particularly the intersection at 107th Avenue and Union Hills Drive. The improvements will consist of channel improvements, box culverts, storm drains, laterals and catch basins that are extension of the overall drainage system. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. The design has been completed and ROW acquisition is in progress. Construction is scheduled for January 2017 to June 2018. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 Carryover $575,730 $500,000 $0 $500,000 $0 $500,000 $0 $1,134,448 $0 $0 $0 $0 $0 $5,000 $5,000 $11,344 $0 $0 $21,344 Total Budget $575,730 $0 $0 $0 $0 $0 $575,730 CO-Construc GO Bonds 2015 CO-Construc Proposed GO Bonds AT-Arts Proposed GO Bonds Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total $575,730 $2,634,448 Total $0 $3,300 $3,300 $3,300 $3,300 $16,500 $29,700 $0 $10,000 $10,000 $10,000 $10,000 $50,000 $90,000 $0 $3,300 $3,300 $3,300 $3,300 $16,500 $29,700 222 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Drainage Williams Road Channel Improvements 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 Road drainage channel improvements. The improvements will include clearing and grubbing vegetation, regrading and concrete lining of the channel and constructing a 12-foot wide combination multi-use trail and maintenance road. The plan is to fit the channel and multiuse trail within the existing 40-foot 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. It is anticipated that the design and construction improvements will be cost shared with the developer of the Hidden Paradise Estates subdivision. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Proposed GO Bonds $0 $0 $0 $132,505 $0 $0 $132,505 CO-Construc Proposed GO Bonds $0 $0 $0 $0 $697,071 $0 $697,071 CB-Chargeba Proposed GO Bonds AT-Arts Proposed GO Bonds $0 $0 $0 $0 $0 $0 $6,116 $1,325 $9,958 $6,971 $0 $0 $16,074 $8,296 $0 $0 $0 $132,505 $0 $0 $132,505 Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $0 $0 $20,140 $20,140 $0 $0 $0 $0 $0 $20,140 $20,140 223 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Economic Development Economic development is one of the City Council’s six policy goals. Economic development projects in the capital plan are meant to further the Economic Development Department’s mission “to build a diversified local economy that will create a strong and sustainable community in which residents are able to work, shop, and be entertained.” Key priorities include creating employment corridors and jobs, securing direct investment in the city, attracting institutions of higher education and health care campuses, and building community in Old Town and the entertainment district. 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 final design and construction of the final phase of P83 Improvements including way finding signage, monument signage, bridge aesthetics, lighting, and landscaping on 83rd Avenue, Arrowhead Fountain Center, and Paradise Lane from 83rd to 75th. A related project in the capital plan is the re-development of the 17-acre parking lot at the Peoria Sports Complex into a mixeduse development with a parking structure to accommodate the parking displaced by the development. Economic development projects are supported by the general fund, half-cent sales tax fund, general Economic Development Total ‐ $31,049,940 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY18 FY19 FY20 FY21 FY22 224 FY23 FY24 FY25 FY26 FY27 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Economic Development Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $11,043 $0 $0 $0 $0 $0 $11,043 1210 - Half Cent Sales Tax $1,065,517 $65,516 $65,516 $65,516 $65,517 $327,585 $1,655,167 1900 - Economic Development $2,680,035 $425,000 $0 $73,760 $73,760 $368,800 $3,621,355 2050 - Water $0 $0 $0 $0 $0 $0 $0 2400 - Wastewater $0 $0 $0 $0 $0 $0 $0 $226,556 $0 $0 $0 $0 $0 $226,556 $25,000,000 $0 $0 $0 $0 $0 $25,000,000 $535,819 $0 $0 $0 $0 $0 $535,819 7010 - Transportation Sales Tax $0 $0 $0 $0 $0 $0 $0 Total - Economic Development $29,518,970 $490,516 $65,516 $139,276 $139,277 $696,385 $31,049,940 1000 - General 4150 - Capital Projects 4233 - Proposed MDA Bonds 4550 - CIP Capital Projects Fund 225 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Economic Development Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $0 $0 $0 $73,760 $73,760 $368,800 $516,320 Commercial Abatement $500,000 $0 $0 $0 $0 $0 $500,000 Denaro Medical Plaza $175,000 $0 $0 $0 $0 $0 $175,000 GE Avionics (Aviage Systems) $673,000 $0 $0 $0 $0 $0 $673,000 Huntington University $550,000 $425,000 $0 $0 $0 $0 $975,000 Maxwell Technologies $1,109,000 $0 $0 $0 $0 $0 $1,109,000 $65,517 $65,516 $65,516 $65,516 $65,517 $327,585 $655,167 $773,418 $0 $0 $0 $0 $0 $773,418 $25,000,000 $0 $0 $0 $0 $0 $25,000,000 $673,035 $0 $0 $0 $0 $0 $673,035 $29,518,970 $490,516 $65,516 $139,276 $139,277 $696,385 $31,049,940 Arrowhead Equities (Huntington Univ. Building) Modern Round P83 Entertainment District Improvements P83 Innovation Center Project Parking Structure Washington Street Redevelopment Total - Economic Development 226 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Economic Development Arrowhead Equities (Huntington Univ. Building) Project Number: ED00023 Council District: Willow Project Location: 83rd Avenue, south of Bell Road AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS) I/II, this project qualifies for assistance under the city's P83 Building Reuse Program, an economic development tool used to encourage a more diverse use of existing vacant buildings in the P83 area (a key investment zone), to include professional office, entertainment and retail tenants. Arrowhead Equities made substantial capital investment by purchasing a vacant building and completing interior tenant improvements in order to attract a targeted industry to the area. As a result, Huntington University executed a long-term lease with Arrowhead Equities and opened the Arizona Center for Digital Media Arts. Huntington University will have a significant fiscal/economic impact for Peoria through job creation and increased foot traffic in the area. Budget by Fiscal Year Category Funding Source OT-Other Economic Development Carryover / Base FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Carryover $0 $0 $0 $73,760 $73,760 $368,800 $516,320 Total Budget $0 $0 $0 $73,760 $73,760 $368,800 $516,320 Commercial Abatement Project Number: ED00025 Council District: Project Location: Citywide Commercial structures that are not properly maintained fall into disrepair and could become hazardous to the public. The Description: abatement program utilizes code enforcement activities to identify the hazards and resolve through demolition if the structure cannot be repaired in a cost effective fashion. The City has budgeted $500,000 to abate any commercial structures where owners are not compliant. Budget by Fiscal Year Category Funding Source OT-Other Half Cent Sales Tax Carryover / Base Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $500,000 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $500,000 Denaro Medical Plaza Project Number: ED00021 Council District: Mesquite Project Location: NWC of Happy Valley Road & Lake Pleasant Parkway The city of Peoria has an EDA with Denaro Ventures, LLC to build a 24,500 medical office building at Denaro Medical Plaza in Description: 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 OT-Other Economic Development Carryover / Base FY 2018 Carryover $175,000 $0 $0 $0 $0 $0 $175,000 Total Budget $175,000 $0 $0 $0 $0 $0 $175,000 FY 2019 227 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Economic Development 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 OT-Other Economic Development Carryover / Base FY 2018 Carryover $673,000 $0 $0 $0 $0 $0 $673,000 Total Budget $673,000 $0 $0 $0 $0 $0 $673,000 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Huntington University Project Number: ED00018 Council District: Willow Project Location: 8385 W. Mariners Way, 83rd Ave., South of Bell Rd 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 OT-Other Economic Development Carryover / Base Total Budget FY 2021 FY 2018 FY 2019 FY 2020 FY 2022 FY 23-27 Total $550,000 $425,000 $0 $0 $0 $0 $975,000 $550,000 $425,000 $0 $0 $0 $0 $975,000 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 OT-Other Economic Development Carryover / Base FY 2018 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 2019 228 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Economic Development Modern Round Project Number: ED00022 Council District: Willow Project Location: 83rd Avenue, south of Bell Road AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS) I/II, this project qualifies for assistance under the city's P83 Building Reuse Program, an economic development tool used to encourage a more diverse use of existing vacant buildings in the P83 area to include professional office, entertainment and retail tenants. Modern Round made substantial capital investment and tenant improvements to a vacant building in order to open/operate an entertainment-based business in the P83 area. Modern Round will have a significant fiscal and economic impact for Peoria through job creation, gross taxable sales and attracting people to the area. Budget by Fiscal Year Category Funding Source OT-Other OT-Other Half Cent Sales Tax Half Cent Sales Tax Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover $65,517 $0 $0 $65,516 $0 $65,516 $0 $65,516 $0 $65,517 $0 $327,585 $65,517 $589,650 Total Budget $65,517 $0 $0 $0 $0 $0 $65,517 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 Improvements 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 Category Funding Source Carryover / Base SY-Study Capital Projects Carryover $17,845 $0 $0 $0 $0 $0 $17,845 EQ-Equipme CIP Capital Projects Fun Carryover $407,890 $0 $0 $0 $0 $0 $407,890 CO-Construc CIP Capital Projects Fun Carryover $127,929 $0 $0 $0 $0 $0 $127,929 CO-Construc Capital Projects CO-Construc General Carryover Carryover $208,711 $11,043 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $208,711 $11,043 Total Budget $17,845 $0 $0 $0 $0 $0 $17,845 FY 2018 FY 2019 229 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Economic Development P83 Innovation Center Project Parking Structure Project Number: ED00020 Council District: Willow Project Location: 83rd Avenue, south of Bell Road AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS) II, this project addresses the city's need for class A office space to attract desired advanced industries to Peoria. P83 is a key investment zone for the city. The project involves a parking structure on the 17-acre city-owned property next to the Peoria Sports Complex. Business attraction efforts will be focused on EDIS II identified targeted industries, including advanced business services, corporate headquarters and software engineering companies. Budget by Fiscal Year Category Funding Source Carryover / Base CO-Construc Proposed MDA Bonds Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $25,000,000 $0 $0 $0 $0 $0 $25,000,000 $25,000,000 $0 $0 $0 $0 $0 $25,000,000 Washington Street Redevelopment Project Number: ED00024 Council District: Acacia Project Location: 83rd Ave. & Washington St., Old Town Peoria This project entails land acquisition, hazardous materials testing, abatement, structural forensics, historic documentation and Description: salvage, and demolition related expenses related to the commercial properties in Old Town Peoria between 83rd Ave and 84th Drive, Washington Street to Jefferson St. The City purchased the former Kosier Hardware property in 2016 and in partnership with ADEQ, is conducting due-diligence testing of the Peoria Dry Cleaners prior to property acquisition. Consistent with prior property acquisitions in the block, the City will stabilize the properties for dust control compliance and to provide additional offstreet area for Old Town events. This project will be undertaken in phases which best align with the timing of property acquisitions. Project savings from the initial phase will be rolled forward to successive phases. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total LA-Land Acq Economic Development Carryover $3,378 $0 $0 $0 $0 $0 $3,378 LA-Land Acq Economic Development Carryover $169,657 $0 $0 $0 $0 $0 $169,657 $500,000 $0 $0 $0 $0 $0 $500,000 $3,378 $0 $0 $0 $0 $0 $3,378 OT-Other Half Cent Sales Tax Total Budget 230 City of Peoria FY 2018 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 as well as the addition of a heavy duty vehicle lift 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 ‐ $32,375,348 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY18 FY19 FY20 FY21 FY22 231 FY23 FY24 FY25 FY26 FY27 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 1000 - General $1,655,662 $0 $31,790 $0 $0 $31,790 $1,719,242 $0 $0 $0 $0 $0 $0 $0 1970 - Municipal Office Complex Rsv $421,022 $75,000 $75,000 $0 $0 $0 $571,022 2050 - Water $252,603 $113,900 $60,900 $0 $0 $238,800 $666,203 2161 - Water Expansion $193,660 $0 $0 $0 $0 $0 $193,660 $47,392 $0 $0 $0 $0 $0 $47,392 2163 - Water Exp. S. of Bell $5,578 $0 $0 $0 $0 $0 $5,578 2164 - Water Exp. N. of Bell $140,762 $0 $0 $0 $0 $0 $140,762 $7,000 $0 $0 $0 $0 $0 $7,000 $25,000 $0 $0 $0 $0 $0 $25,000 $108,716 $60,300 $122,850 $0 $0 $183,150 $475,016 2506 - Wastewater Exp. E. of Agua Fria $1,679 $0 $0 $0 $0 $0 $1,679 2507 - Wastewater Exp. W. of Agua Fria $2,245 $0 $0 $0 $0 $0 $2,245 2509 - Wastewater Expansion Post 1/1/12 $17,700 $0 $0 $0 $0 $0 $17,700 2590 - Commercial Solid Waste $40,532 $0 $0 $0 $0 $0 $40,532 2600 - Residential Solid Waste $167,464 $0 $14,340 $0 $0 $14,340 $196,144 3400 - IT Reserve $424,000 $0 $0 $0 $0 $0 $424,000 $2,087 $0 $0 $0 $0 $0 $2,087 $250,000 $0 $0 $0 $0 $0 $250,000 4251 - GO Bonds 2015 $2,383,939 $0 $0 $0 $0 $0 $2,383,939 4252 - Proposed GO Bonds $2,076,837 $2,818,195 $630,335 $3,181,500 $656,500 $1,158,470 $10,521,837 4550 - CIP Capital Projects Fund $1,466,579 $0 $0 $0 $0 $0 $1,466,579 4810 - Outside Sources $7,835,067 $0 $0 $0 $0 $2,567,171 $10,402,238 7000 - Highway User $1,155,212 $0 $29,923 $0 $0 $29,923 $1,215,058 7003 - Streets Zone 3 Dev Fee $175,086 $0 $55,000 $0 $0 $110,000 $340,086 7007 - Street Impact Fees Z1 Post 010112 $188,300 $0 $0 $0 $0 $0 $188,300 7010 - Transportation Sales Tax $795,028 $0 $0 $0 $0 $0 $795,028 7150 - Public Transit $8,009 $0 $0 $0 $0 $0 $8,009 7904 - Neighborhood Park Dev Zone 2 $2,002 $0 $0 $0 $0 $0 $2,002 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $12,100 $0 $0 $0 $0 $0 $12,100 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 $7,550 $0 $0 $0 $0 $0 $7,550 $13,360 $0 $0 $0 $0 $0 $13,360 1210 - Half Cent Sales Tax 2162 - Water Expansion Post 1/1/12 2167 - Water Resource Fee 2014 2270 - WIFA Bonds 2400 - Wastewater 4150 - Capital Projects 4233 - Proposed MDA Bonds 7910 - Citywide Park/Rec Facility Dev 232 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 7911 - Community Park Dev Fee - Post $9,500 $0 $0 $0 $0 $0 $9,500 7920 - River Corridors & Trails Dev $2,500 $0 $0 $0 $0 $0 $2,500 7930 - Law Enforcement Dev $15,000 $0 $0 $0 $0 $0 $15,000 7932 - Law Enfrcmnt IF 2014 $9,000 $0 $9,000 $0 $0 $18,000 $36,000 7937 - Fire/EmergSvs Imp Fees 2014 $9,000 $0 $9,000 $0 $0 $18,000 $36,000 $0 $0 $0 $0 $0 $0 $0 7941 - Park Imp Fee 2014 Bell to P.Peak $9,000 $0 $9,000 $0 $0 $18,000 $36,000 7942 - Parks Zone 2-Post 8/1/14 $9,000 $0 $9,000 $0 $0 $18,000 $36,000 $36,000 $0 $9,000 $0 $0 $18,000 $63,000 $19,981,171 $3,067,395 $1,065,138 $3,181,500 $656,500 $4,423,644 $32,375,348 7940 - General Government Dev 7943 - Park Imp Fee 2014 W of Agua Fria Total - Operational Facilities 233 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Arts Distribution FY2018 $1,758,127 $0 $0 $0 $0 $0 $1,758,127 Asphalt Repair and Replacement-MOC $1,621,406 $0 $0 $0 $0 $0 $1,621,406 Building Equipment Renovation and Replacement $240,717 $75,000 $75,000 $0 $0 $0 $390,717 Building Fixture and Finish Renovation $153,867 $0 $0 $0 $0 $0 $153,867 $1,811,700 $0 $0 $0 $0 $0 $1,811,700 City Hall Roof Replacement $0 $0 $0 $0 $505,000 $0 $505,000 City Parks Parking Lots - Asphalt Replacement $0 $268,660 $0 $151,500 $0 $703,970 $1,124,130 $246,557 $0 $0 $0 $0 $0 $246,557 $1,619,700 $0 $0 $0 $0 $0 $1,619,700 $0 $0 $80,800 $0 $151,500 $454,500 $686,800 Fire Department Building Needs $303,526 $0 $0 $0 $0 $0 $303,526 Fleet Heavy Duty Vehicle Lift $158,600 $0 $0 $0 $0 $0 $158,600 $94,800 $0 $0 $0 $0 $0 $94,800 Impact Fee Study $100,000 $0 $100,000 $0 $0 $200,000 $400,000 MOC Fuel Island $86,487 $0 $0 $0 $0 $0 $86,487 $380,000 $0 $0 $0 $0 $0 $380,000 Network Infrastructure Replacement Beardsley WRF $0 $80,400 $0 $0 $0 $80,400 $160,800 Network Infrastructure Replacement Butler WRF $0 $0 $93,800 $0 $0 $93,800 $187,600 Network Infrastructure Replacement City Hall $174,000 $0 $0 $0 $0 $0 $174,000 Network Infrastructure Replacement Greenway WTF $0 $93,800 $0 $0 $0 $93,800 $187,600 Network Infrastructure Replacement Jomax WTF $0 $0 $70,000 $0 $0 $70,000 $140,000 Network Infrastructure Replacement Microwave WAN $60,000 $0 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement MOC $0 $0 $96,003 $0 $0 $96,003 $192,006 Network Infrastructure Replacement Quintero WTF $64,000 $0 $0 $0 $0 $64,000 $128,000 Network Infrastructure Replacement Remote Access $100,000 $0 $0 $0 $0 $0 $100,000 Network Infrastructure ReplacementMunicipal Court $90,000 $0 $0 $0 $0 $0 $90,000 $126,152 $0 $0 $0 $0 $0 $126,152 Chargeback Distribution FY2018 Citywide Security Program Community Works Program Council Chambers Building Repair Program Historic Buildings Equipment and Finish Renovation MOC Site Lighting Improvements Parking Lot Maintenance for City Buildings 234 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $49,955 $0 $0 $0 $0 $0 $49,955 Peoria Transit Center $989,616 $0 $0 $0 $0 $2,567,171 $3,556,787 Pyramid Peak Radio Site $975,704 $0 $0 $0 $0 $0 $975,704 Radio Subscriber Replacements $549,535 $549,535 $549,535 $0 $0 $0 $1,648,605 Renovate Main Library $1,485,000 $0 $0 $3,030,000 $0 $0 $4,515,000 Transit Park and Ride Lot $6,741,722 $0 $0 $0 $0 $0 $6,741,722 $0 $2,000,000 $0 $0 $0 $0 $2,000,000 $19,981,171 $3,067,395 $1,065,138 $3,181,500 $656,500 $4,423,644 $32,375,348 Peoria Center for Performing Arts Vistancia Radio Site Total - Operational Facilities 235 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2018 Project Number: AT02018 Council District: Project Location: Section 2-129 of the City Code requires that all "capital projects submitted for inclusion in the City's capital improvement Description: program … shall include an amount equal to 1 percent of the project cost of such capital improvement for public art." This project, whose purpose is purely administrative, holds appropriation for all arts charges. Projects are charged the percent for the arts as qualifying capital expenditures are made throughout the fiscal year. Budget by Fiscal Year Carryover / Base FY 2018 FY 2019 Funding Source AT-Arts Water Resource Fee 201 Carryover $7,000 $0 $0 $0 $0 $0 $7,000 AT-Arts General Carryover $27,312 $0 $0 $0 $0 $0 $27,312 AT-Arts AT-Arts Residential Solid Waste Commercial Solid Waste Carryover Carryover $1,658 $385 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,658 $385 AT-Arts Wastewater Expansion P Carryover $17,700 $0 $0 $0 $0 $0 $17,700 AT-Arts AT-Arts Wastewater Exp. W. of Wastewater Exp. E. of A Carryover Carryover $2,245 $1,679 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,245 $1,679 AT-Arts Proposed MDA Bonds Carryover $250,000 $0 $0 $0 $0 $0 $250,000 AT-Arts WIFA Bonds Carryover $25,000 $0 $0 $0 $0 $0 $25,000 AT-Arts AT-Arts GO Bonds 2015 Water Exp. N. of Bell Carryover Carryover $122,998 $65,562 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $122,998 $65,562 AT-Arts Water Exp. S. of Bell Carryover $5,578 $0 $0 $0 $0 $0 $5,578 AT-Arts AT-Arts Water Expansion Post 1/ Water Expansion Carryover Carryover $22,384 $57,878 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,384 $57,878 AT-Arts Water Carryover $130,276 $0 $0 $0 $0 $0 $130,276 AT-Arts Municipal Office Compl Carryover $1,050 $0 $0 $0 $0 $0 $1,050 AT-Arts AT-Arts Wastewater Transportation Sales Tax Carryover Carryover $86,616 $225,264 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $86,616 $225,264 AT-Arts Law Enforcement Dev Carryover $15,000 $0 $0 $0 $0 $0 $15,000 AT-Arts AT-Arts River Corridors & Trails Community Park Dev Fe Carryover Carryover $2,500 $9,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,500 $9,500 AT-Arts Citywide Park/Rec Facil Carryover $13,360 $0 $0 $0 $0 $0 $13,360 AT-Arts NeighPkDevl Fees - Z3 Carryover $7,550 $0 $0 $0 $0 $0 $7,550 AT-Arts AT-Arts NeighPkDevl Fees - Z2 Capital Projects Carryover Carryover $12,100 $2,087 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,100 $2,087 AT-Arts Public Transit Carryover $79 $0 $0 $0 $0 $0 $79 AT-Arts AT-Arts Park Imp Fee 2014 W of Street Impact Fees Z1 Po Carryover Carryover $27,000 $10,300 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $27,000 $10,300 AT-Arts Streets Zone 3 Dev Fee Carryover $16,847 $0 $0 $0 $0 $0 $16,847 AT-Arts Highway User Carryover $111,457 $0 $0 $0 $0 $0 $111,457 AT-Arts AT-Arts Outside Sources CIP Capital Projects Fun Carryover Carryover $97,382 $110,875 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $97,382 $110,875 AT-Arts Proposed GO Bonds Carryover $269,503 $0 $0 $0 $0 $0 $269,503 AT-Arts Neighborhood Park Dev Carryover $2,002 $0 $0 $0 $0 $0 $2,002 Total Budget $7,000 $0 $0 $0 $0 $0 $7,000 236 FY 2020 FY 2021 Category FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities 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. Heavy equipment traffic has deteriorated the asphalt. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc GO Bonds 2015 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $1,621,406 $0 $0 $0 $0 $0 $1,621,406 $1,621,406 $0 $0 $0 $0 $0 $1,621,406 Building Equipment Renovation and Replacement Project Number: PW00050 Council District: All Project Location: City Wide In Description: 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; replacement of the City Hall Fire panel $30,000; and replacement of the sump pumps in the east and west City Hall Parking structures $20,000. $75,000 is being added each year in FY18-FY20 to have a building assessment study conducted. The first year of the study will be for the all Public Safety facilities, second year is General Government facilities and the third year is for Community Services (not including Sports Complex) and Utilities facilities. Budget by Fiscal Year Carryover / Base Category Funding Source EQ-Equipme SY-Study Municipal Office Compl Municipal Office Compl EQ-Equipme Municipal Office Compl Carryover Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $70,717 $75,000 $0 $75,000 $0 $75,000 $0 $0 $0 $0 $0 $0 $70,717 $225,000 $95,000 $0 $0 $0 $0 $0 $95,000 $70,717 $0 $0 $0 $0 $0 $70,717 Building Fixture and Finish Renovation Project Number: PW00060 Council District: City Wide Project Location: City Wide FY18 planned projects include interior painting in the Technology Center ($15,000), City Hall Complex water feature concrete Description: repairs ($50,000) and interior painting of high use areas in the Main Library ($10,000). Budget by Fiscal Year Category Carryover / Base Funding Source EQ-Equipme Municipal Office Compl CO-Construc General Carryover Carryover CO-Construc Municipal Office Compl Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $74,255 $4,612 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $0 $75,000 $74,255 $0 $0 $0 $0 $0 $74,255 237 $74,255 $4,612 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2018 Project Number: CB02018 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 2018 CB-Chargeba Transportation Sales Tax Carryover $569,764 $0 $0 $0 $0 $0 $569,764 CB-Chargeba Street Impact Fees Z1 Po Carryover $160,000 $0 $0 $0 $0 $0 $160,000 CB-Chargeba Streets Zone 3 Dev Fee Carryover $121,239 $0 $0 $0 $0 $0 $121,239 CB-Chargeba Highway User CB-Chargeba Outside Sources Carryover Carryover $37,653 $6,347 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $37,653 $6,347 CB-Chargeba Proposed GO Bonds Carryover $322,334 $0 $0 $0 $0 $0 $322,334 CB-Chargeba GO Bonds 2015 CB-Chargeba Wastewater Carryover Carryover $90,000 $22,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $90,000 $22,100 CB-Chargeba Water Exp. N. of Bell Carryover $75,200 $0 $0 $0 $0 $0 $75,200 CB-Chargeba Water Expansion Post 1/ Carryover $25,008 $0 $0 $0 $0 $0 $25,008 CB-Chargeba Water Expansion CB-Chargeba Water Carryover Carryover $135,782 $58,327 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $135,782 $58,327 Carryover $187,946 $0 $0 $0 $0 $0 $187,946 Total Budget $569,764 $0 $0 $0 $0 $0 $569,764 Category Funding Source CB-Chargeba General FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 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 replacement 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 Category Funding Source Carryover / Base CO-Construc Proposed GO Bonds AT-Arts Proposed GO Bonds Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $5,000 $0 $0 $500,000 $5,000 $0 $0 $0 $0 $0 $0 $500,000 238 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities City Parks Parking Lots - Asphalt Replacement Project Number: PW00995 Council District: Various Project Location: Various locations The goal of this capital program is to establish a recurring pattern of asphalt surface maintenance to ensure the longevity of these Description: parking lots. The Streets Division acts as consultant to the Community Services Department to program, plan and prioritize projects in alternating years. In FY18, the team will select and plan FY19 projects. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $1,113,000 CO-Construc Proposed GO Bonds $0 $266,000 $0 $150,000 $0 $697,000 AT-Arts $0 $2,660 $0 $1,500 $0 $6,970 $11,130 $0 $266,000 $0 $150,000 $261,000 $697,000 $1,113,000 Proposed GO Bonds Total Budget Citywide Security Program Project Number: PW00506 Council District: Various Project Location: Citywide This project addresses security issues under the guidance of the Citywide Security Committee. The projects planned for FY18 are Description: replacement of equipment including video cameras, recorders and adding emergency phones at the Technology Center, Public Safety Administration Building and East Public Parking Garage. Budget by Fiscal Year Category Funding Source EQ-Equipme EQ-Equipme General General Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover $191,557 $55,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $191,557 $55,000 Total Budget $191,557 $0 $0 $0 $0 $0 $191,557 239 City of Peoria FY 2018 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 FY2018. Engineering: - Quick Response - $125,000 - Entry Monuments - $65,000 - Neighborhood Traffic Management - $35,000 - Pedestrian Safety, Bicycle Infrastructure, Misc Signing/Striping - $75,000 - Arterial/Collector Wall Painting - $50,000 - Streetlight Infill - $50,000 - Utility Undergrounding - $100,000 Community Services: -Weed Abatement Quick Response - $20,000 - Refurbish Landscape at PSAB - $7,000 - Ash Tree Replacement along the east Parking Garage - $10,000 - Quick Response/ROW Landscape Refurbishment - $30,000 - Shade at Desert Amethyst, Hayes 2-5 yr. Playground, Scotland Yard Dog Park, Calbrisa and Alta Vista Dog Park - $180,000 - Mountain Trails/Trails Signage Study - $50,000 - Sustainable Lighting Replacements at Rio Vista Park - $71,300 - Permanent Fencing and Restroom Fixtures at Pioneer Park – $55,000 - Retention Basin Improvements - $76,700 Budget by Fiscal Year Carryover / Base FY 2018 Carryover Carryover $500,000 $124,700 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $124,700 CO-Construc Highway User $495,000 $0 $0 $0 $0 $0 $495,000 CO-Construc General $500,000 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $500,000 Category Funding Source CO-Construc Highway User CO-Construc General Total Budget FY 2019 240 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Council Chambers Building Repair Program Project Number: PW00510 Council District: Acacia Project Location: Municipal Office Complex The Council Chambers building is reaching an age where architectural, mechanical, electrical, lighting, and security systems are Description: reaching the end of their serviceable life. The funding in this program will provide for the planned repair, replacement, and upgrade of building systems. The current planned improvements are: a) Refurbishment of the building envelope to include replacement of sealants at exterior joints, utility penetrations, windows, and doors $80,000 in FY2020; b) Replacement of the tile roof $150,000 in FY2022; c) Upgrade of mechanical systems to achieve improved operating efficiencies $250,000 in FY2024 and d) Upgrade and improvements to the building electrical and lighting systems $200,000 in FY2026. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Proposed GO Bonds AT-Arts Proposed GO Bonds Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $0 $80,000 $800 $0 $0 $150,000 $1,500 $450,000 $4,500 $680,000 $6,800 $0 $0 $80,000 $0 $0 $450,000 $680,000 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. 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. ($50,000) Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Municipal Office Compl Carryover $30,000 $0 $0 $0 $0 $0 $30,000 CO-Construc General CO-Construc General Carryover $223,526 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $223,526 $50,000 Total Budget $30,000 $0 $0 $0 $0 $0 $30,000 241 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Fleet Heavy Duty Vehicle Lift Project Number: PW13010 Council District: Project Location: MOC Fleet building This project will fill in the vehicle service pit at Fleet and replace it with a heavy duty truck lift. The project will involve the Description: demolition of utilities within the pit. Filling the pit with compacted 6 inch concrete slab and back fill. Install electric service and compressed air for the lift. Purchase of and installation of the new heavy duty vehicle lift. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total CO-Construc Public Transit $7,930 $0 $0 $0 $0 $0 $7,930 CO-Construc Highway User $11,102 $0 $0 $0 $0 $0 $11,102 CO-Construc Residential Solid Waste $112,606 $0 $0 $0 $0 $0 $112,606 CO-Construc Commercial Solid Waste $26,962 $0 $0 $0 $0 $0 $26,962 $7,930 $0 $0 $0 $0 $0 $7,930 Total Budget 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 FY18 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 Category Funding Source EQ-Equipme General Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover $94,800 $0 $0 $0 $0 $0 $94,800 Total Budget $94,800 $0 $0 $0 $0 $0 $94,800 242 City of Peoria FY 2018 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 SY-Study SY-Study Park Imp Fee 2014 W of Parks Zone 2-Post 8/1/1 Carryover Carryover $9,000 $9,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,000 $9,000 SY-Study Park Imp Fee 2014 Bell t Carryover $9,000 $0 $0 $0 $0 $0 $9,000 SY-Study Fire/EmergSvs Imp Fees Carryover $9,000 $0 $0 $0 $0 $0 $9,000 SY-Study SY-Study Law Enfrcmnt IF 2014 Street Impact Fees Z1 Po Carryover Carryover $9,000 $18,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,000 $18,000 SY-Study Streets Zone 3 Dev Fee Carryover $37,000 $0 $0 $0 $0 $0 $37,000 SY-Study SY-Study Park Imp Fee 2014 W of Parks Zone 2-Post 8/1/1 $0 $0 $0 $0 $9,000 $9,000 $0 $0 $0 $0 $18,000 $18,000 $27,000 $27,000 SY-Study Park Imp Fee 2014 Bell t $0 $0 $9,000 $0 $0 $18,000 $27,000 SY-Study Fire/EmergSvs Imp Fees $0 $0 $9,000 $0 $0 $18,000 $27,000 SY-Study SY-Study Law Enfrcmnt IF 2014 Streets Zone 3 Dev Fee $0 $0 $0 $0 $9,000 $55,000 $0 $0 $0 $0 $18,000 $110,000 $27,000 $165,000 $9,000 $0 $0 $0 $0 $0 $9,000 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total MOC Fuel Island Project Number: PW00305 Council District: Acacia Project Location: MOC Install a central delivery system at the MOC fuel island for pumping of Diesel Exhaust Fluid (DEF) into vehicles running diesel Description: fuel. Provide engineering services as need to support the installation. Install an above ground storage tank, underground piping, and two dispensers. Associated electrical and connection to the TRAK fuel management system is included. This central delivery system will replace two temporary low volume pumping systems currently in use. Budget by Fiscal Year Carryover / Base Funding Source EQ-Equipme Commercial Solid Waste Carryover $1,650 $0 $0 $0 $0 $0 EQ-Equipme General Carryover $62 $0 $0 $0 $0 $0 $62 EQ-Equipme General Carryover $6,775 $0 $0 $0 $0 $0 $6,775 CO-Construc Residential Solid Waste CO-Construc Commercial Solid Waste $53,200 $11,535 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $53,200 $11,535 CO-Construc General $13,265 $0 $0 $0 $0 $0 $13,265 $1,650 $0 $0 $0 $0 $0 $1,650 Total Budget FY 2018 FY 2019 243 FY 2020 FY 2021 Category FY 2022 FY 23-27 Total $1,650 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities MOC Site Lighting Improvements Project Number: PW00402 Council District: Project Location: Municipal Operations Center A Description: study of the current lighting at the MOC was completed in October 2016. This CIP in FY18 will provide improvements to the exterior lighting systems and reduce energy costs. The project will include engineering services, replacement of lighting fixtures with current technology LED lighting, and adding or replacing light poles to achieve a more uniformly lighted MOC yard. Budget by Fiscal Year Carryover / Base FY 2018 Funding Source DS-Design CIP Capital Projects Fun $12,000 $0 $0 $0 $0 $0 $12,000 CO-Construc CIP Capital Projects Fun $368,000 $0 $0 $0 $0 $0 $368,000 $12,000 $0 $0 $0 $0 $0 $12,000 Total Budget FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total Network Infrastructure Replacement - Beardsley WRF Project Number: IT00011 Council District: Willow Project Location: Beardsley Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Beardsley Treatment Facility will require replacement in FY19 and FY24. Budget by Fiscal Year Carryover / Base Funding Source EQ-Equipme Wastewater $0 $60,300 $0 $0 $0 $60,300 EQ-Equipme Water $0 $20,100 $0 $0 $0 $20,100 $40,200 $0 $60,300 $0 $0 $0 $60,300 $120,600 Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total $120,600 Network Infrastructure Replacement - Butler WRF Project Number: IT00013 Council District: Acacia Project Location: Butler Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Butler Treatment Facility will require replacement in FY20 and FY25. Budget by Fiscal Year Category Funding Source EQ-Equipme EQ-Equipme Wastewater Water Carryover / Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $0 $70,350 $23,450 $0 $0 $0 $0 $70,350 $23,450 $140,700 $46,900 $0 $0 $70,350 $0 $0 $70,350 $140,700 244 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - City Hall Project Number: IT00027 Council District: Acacia Project Location: City Hall Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Network infrastructure equipment at City Hall will require replacement in FY18 and FY23. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $174,000 $0 $0 $0 $0 $0 $174,000 $174,000 $0 $0 $0 $0 $0 $174,000 Network Infrastructure Replacement - Greenway WTF Project Number: IT00010 Council District: Palo Verde Project Location: Greenway Water Treatment Plant Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Greenway Water Treatment Plant will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source EQ-Equipme Water Carryover / Base FY 2018 Total Budget FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $93,800 $0 $0 $0 $93,800 $187,600 $0 $93,800 $0 $0 $0 $93,800 $187,600 Network Infrastructure Replacement - Jomax WTF Project Number: IT00012 Council District: Mesquite Project Location: Jomax Water Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the Jomax Water Treatment Facility will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source EQ-Equipme EQ-Equipme Wastewater Water Carryover / Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $0 $52,500 $17,500 $0 $0 $0 $0 $52,500 $17,500 $105,000 $35,000 $0 $0 $52,500 $0 $0 $52,500 $105,000 245 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Microwave WAN Project Number: IT00026 Council District: Various Project Location: Citywide Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Microwave WAN infrastructure equipment at various city locations will require replacement in FY18, FY21, FY24, and FY27. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement - MOC Project Number: IT00014 Council District: Acacia Project Location: MOC Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Municipal Operations Center (MOC) will require replacement in FY20 and FY25. Budget by Fiscal Year Carryover / Base Category Funding Source EQ-Equipme EQ-Equipme Highway User Residential Solid Waste $0 $0 $0 $0 $29,923 $14,340 $0 $0 $0 $0 $29,923 $14,340 $59,846 $28,680 EQ-Equipme Water $0 $0 $19,950 $0 $0 $19,950 $39,900 EQ-Equipme General $0 $0 $31,790 $0 $0 $31,790 $63,580 $0 $0 $29,923 $0 $0 $29,923 $59,846 Total Budget FY 2018 FY 2019 246 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Quintero WTF Project Number: IT00017 Council District: Mesquite Project Location: Quintero Water Treatment Facility Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Quintero Water Treatment Facility will require replacement in FY18 and FY23. Budget by Fiscal Year Category Funding Source EQ-Equipme Water Carryover / Base Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $64,000 $0 $0 $0 $0 $64,000 $128,000 $64,000 $0 $0 $0 $64,000 $64,000 $128,000 Network Infrastructure Replacement - Remote Access Project Number: IT00032 Council District: Project Location: Citywide Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment and Description: systems would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Network infrastructure equipment allowing remote access to Citywide systems will require replacement in FY18 and FY23. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 Network Infrastructure Replacement-Municipal Court Project Number: IT00020 Council District: Acacia Project Location: Municipal Court Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Municipal Court will require replacement in FY18 and FY23. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $90,000 $0 $0 $0 $0 $0 $90,000 $90,000 $0 $0 $0 $0 $0 $90,000 247 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities 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. This request is to repair, Description: slurry coat and restripe the Greenway Water Treatment Plant asphalt. Budget by Fiscal Year Category Funding Source EQ-Equipme General CO-Construc General Carryover / Base Carryover Carryover CO-Construc General Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $29,700 $1,452 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $29,700 $1,452 $95,000 $0 $0 $0 $0 $0 $95,000 $29,700 $0 $0 $0 $0 $0 $29,700 Peoria Center for Performing Arts Project Number: PW00080 Council District: Acacia Project Location: 8355 W. Peoria Avenue The Peoria Center for Performing Arts is over nine years old. It now requires refurbishment and enhancements to maintain a high Description: quality level of performance and improvement of operational efficiencies. Work in FY18 will include replacement of flooring, replacement of sound attenuation wall coverings, and interior painting. Budget by Fiscal Year Category Funding Source SY-Study General Carryover / Base FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Carryover $49,955 $0 $0 $0 $0 $0 $49,955 Total Budget $49,955 $0 $0 $0 $0 $0 $49,955 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 SY-Study Outside Sources Carryover $50,165 $0 $0 $0 $0 $0 $50,165 LA-Land Acq Outside Sources CO-Construc Outside Sources Carryover Carryover $782,876 $156,575 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $782,876 $156,575 DS-Design FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Outside Sources $0 $0 $0 $0 $0 $156,575 $156,575 CO-Construc Outside Sources $0 $0 $0 $0 $0 $2,342,381 $2,342,381 CB-Chargeba Outside Sources AT-Arts Outside Sources $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $43,225 $24,990 $43,225 $24,990 $50,165 $0 $0 $0 $0 $0 $50,165 Total Budget 248 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Pyramid Peak Radio Site Project Number: IT00035 Council District: Mesquite Project Location: Pyramid Peak Plant This project will provide a new communications site to provide enhanced radio coverage primarily in the northeast part of Peoria. Description: Due to the mountainous terrain, the existing radio system does not provide adequate ocverage for this area. The site plans include a lattice-style tower and moving an existing shelter to house the site radio equipment. Budget by Fiscal Year Carryover / Base FY 2018 Carryover $975,704 $0 $0 $0 $0 $0 $975,704 Total Budget $975,704 $0 $0 $0 $0 $0 $975,704 Category Funding Source EQ-Equipme CIP Capital Projects Fun FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 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 FY20. Budget by Fiscal Year Category Funding Source EQ-Equipme Proposed GO Bonds EQ-Equipme GO Bonds 2015 Carryover / Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $549,535 $549,535 $0 $0 $0 $549,535 $0 $0 $0 $0 $0 $1,099,070 $549,535 $0 $549,535 $549,535 $0 $0 $0 $1,099,070 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. 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 2018 Proposed GO Bonds Carryover $260,000 $0 $0 $0 $0 $0 $260,000 Proposed GO Bonds Carryover $250,000 $0 $0 $0 $0 $0 $250,000 EQ-Equipme Proposed GO Bonds CO-Construc Proposed GO Bonds Carryover $975,000 $0 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $0 $975,000 $3,000,000 $0 $0 $0 $30,000 $0 $0 $30,000 $260,000 $0 $0 $0 $0 $0 $260,000 Category Funding Source SY-Study EQ-Equipme AT-Arts Proposed GO Bonds Total Budget FY 2019 249 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Operational Facilities Transit Park and Ride Lot Project Number: PW00335 Council District: Acacia Project Location: TBD The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a 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 Carryover / Base FY 2018 LA-Land Acq Outside Sources Carryover $2,138,675 $0 $0 $0 $0 $0 $2,138,675 CO-Construc Outside Sources Carryover $502,247 $0 $0 $0 $0 $0 $502,247 Outside Sources $386,400 $0 $0 $0 $0 $0 $386,400 CO-Construc Outside Sources $3,714,400 $0 $0 $0 $0 $0 $3,714,400 $2,138,675 $0 $0 $0 $0 $0 $2,138,675 Category DS-Design Funding Source Total Budget FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Vistancia Radio Site Project Number: IT00034 Council District: Mesquite Project Location: Vistancia Due to current radio system coverage that is less than sufficient in the northern area, an additional radio site is being requested in Description: the Vistancia area. Site development, including environmental studies will be conducted. The new site will include a shelter, tower, generator, radio equipment, and microwave backhaul equipment. Budget by Fiscal Year Category Funding Source EQ-Equipme Proposed GO Bonds Carryover / Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $2,000,000 $0 $0 $0 $0 $2,000,000 $0 $2,000,000 $0 $0 $0 $0 $2,000,000 250 City of Peoria FY 2018 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, roller- bladers, and equestrians. Funding for parks, libraries, open space, and trails projects is primarily from general obligation bonds and development impact fees. Projects in the 10-year program include development of a new community park in the northern portion of Peoria, and design and construction of a southern access point to the New River Trail system near the south side of Olive in the vicinity of 99th Avenue. Parks Total ‐ $62,131,656 $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY18 FY19 FY20 FY21 FY22 251 FY23 FY24 FY25 FY26 FY27 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Community Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $0 $0 $0 $505,000 $0 $0 $505,000 4252 - Proposed GO Bonds $20,613,876 $0 $0 $48,141 $0 $0 $20,662,017 4550 - CIP Capital Projects Fund $10,000,000 $0 $2,020,000 $0 $0 $0 $12,020,000 $220,000 $0 $0 $0 $0 $0 $220,000 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $1,210,000 $0 $0 $0 $0 $0 $1,210,000 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 $755,000 $0 $0 $0 $0 $0 $755,000 7910 - Citywide Park/Rec Facility Dev $1,336,001 $0 $0 $0 $0 $0 $1,336,001 7911 - Community Park Dev Fee - Post $950,456 $0 $0 $0 $0 $0 $950,456 7942 - Parks Zone 2-Post 8/1/14 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 7943 - Park Imp Fee 2014 W of Agua Fria $2,700,000 $0 $0 $0 $0 $0 $2,700,000 $39,285,333 $0 $2,020,000 $553,141 $0 $0 $41,858,474 1000 - General 7904 - Neighborhood Park Dev Zone 2 Total - Parks - Community 252 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Community Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Northern Community Park $39,285,333 $0 $2,020,000 $553,141 $0 $0 $41,858,474 Total - Parks - Community $39,285,333 $0 $2,020,000 $553,141 $0 $0 $41,858,474 253 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Neighborhood Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 4240 - GO Bonds 2010 $0 $0 $0 $0 $0 $0 $0 4251 - GO Bonds 2015 $0 $710,258 $161,121 $0 $0 $0 $871,379 $200,000 $348,631 $4,051,119 $0 $0 $0 $4,599,750 4550 - CIP Capital Projects Fund $0 $0 $1,111,215 $0 $0 $0 $1,111,215 4810 - Outside Sources $0 $0 $0 $0 $0 $0 $0 $200,000 $1,058,889 $5,323,455 $0 $0 $0 $6,582,344 4252 - Proposed GO Bonds Total - Parks - Neighborhood 254 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Neighborhood Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Camino a Lago Park#2 (The Meadows) $0 $710,258 $3,772,086 $0 $0 $0 $4,482,344 Country Meadows Park Improvements $0 $265,982 $1,234,018 $0 $0 $0 $1,500,000 Sonoran Mountain Ranch Park Improvements $0 $82,649 $317,351 $0 $0 $0 $400,000 Varney Park Improvements $200,000 $0 $0 $0 $0 $0 $200,000 Total - Parks - Neighborhood $200,000 $1,058,889 $5,323,455 $0 $0 $0 $6,582,344 255 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Other Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 1000 - General $1,858,386 $0 $0 $0 $0 $0 $1,858,386 1111 - Percent for the Arts $700,000 $0 $0 $0 $0 $0 $700,000 1210 - Half Cent Sales Tax $50,000 $0 $0 $0 $0 $0 $50,000 1970 - Municipal Office Complex Rsv $0 $0 $0 $0 $0 $0 $0 2000 - Sports Complex $0 $0 $0 $0 $0 $0 $0 2001 - Sports Complex Capital Reserve $0 $0 $0 $0 $0 $0 $0 2002 - Sports Complex Imp Reserve $0 $0 $0 $0 $0 $0 $0 2003 - Sports Complex GA Surcharge $0 $0 $0 $0 $0 $0 $0 4250 - GO Bonds 2012 $0 $0 $0 $0 $0 $0 $0 4251 - GO Bonds 2015 $400,000 $0 $0 $0 $0 $0 $400,000 4252 - Proposed GO Bonds $200,000 $174,000 $0 $0 $0 $0 $374,000 4550 - CIP Capital Projects Fund $0 $0 $0 $0 $0 $0 $0 4810 - Outside Sources $0 $0 $0 $0 $0 $0 $0 7904 - Neighborhood Park Dev Zone 2 $0 $42,000 $0 $0 $0 $0 $42,000 7941 - Park Imp Fee 2014 Bell to P.Peak $0 $42,000 $0 $0 $0 $0 $42,000 7943 - Park Imp Fee 2014 W of Agua Fria $0 $42,000 $0 $0 $0 $0 $42,000 $3,208,386 $300,000 $0 $0 $0 $0 $3,508,386 Total - Parks - Other 256 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Other Summary by Project Project Name Community Services ADA Compliance Community Services Master Plan Palo Verde Ruin - Interpretive Plan Park and Recreation Facility Refurbishment Sports Complex Asphalt Remediation Veterans Memorial Improvements Total - Parks - Other FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $273,300 $0 $0 $0 $0 $0 $273,300 $0 $300,000 $0 $0 $0 $0 $300,000 $750,786 $0 $0 $0 $0 $0 $750,786 $1,434,300 $0 $0 $0 $0 $0 $1,434,300 $50,000 $0 $0 $0 $0 $0 $50,000 $700,000 $0 $0 $0 $0 $0 $700,000 $3,208,386 $300,000 $0 $0 $0 $0 $3,508,386 257 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 4251 - GO Bonds 2015 $2,053,571 $0 $0 $0 $0 $0 $2,053,571 4252 - Proposed GO Bonds $1,260,383 $152,110 $171,655 $0 $787,923 $1,951,810 $4,323,881 4550 - CIP Capital Projects Fund $1,170,000 $2,340,000 $0 $0 $0 $0 $3,510,000 $0 $0 $0 $0 $0 $0 $0 7920 - River Corridors & Trails Dev $250,000 $21,000 $24,000 $0 $0 $0 $295,000 Total - Parks - Trails & Open Space $4,733,954 $2,513,110 $195,655 $0 $787,923 $1,951,810 $10,182,452 7915 - Open Space Dev 258 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 75th Avenue and Deer Valley Trailhead $400,000 $0 $0 $0 $0 $0 $400,000 83rd Avenue and Village Parkway Trailhead $532,783 $0 $0 $0 $0 $0 $532,783 $1,985,908 $0 $0 $0 $0 $0 $1,985,908 $645,263 $173,110 $195,655 $0 $0 $0 $1,014,028 $1,170,000 $2,340,000 $0 $0 $0 $0 $3,510,000 $0 $0 $0 $0 $787,923 $1,951,810 $2,739,733 $4,733,954 $2,513,110 $195,655 $0 $787,923 $1,951,810 $10,182,452 99th Ave and Olive Trailhead New River Trail - Williams Rd to Happy Valley Rd Sonoran Preservation Program (Open Space) Trailhead at Vistancia Total - Parks - Trails & Open Space 259 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Community Northern Community Park Project Number: CS00059 Council District: Mesquite Project Location: Lake Pleasant Parkway at Dixileta Dr. 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 will be used for expenses related to, 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 Funding Source OT-Other Community Park Dev Fe Carryover $456 $0 $0 $0 $0 $0 $456 CO-Construc Community Park Dev Fe EQ-Equipme Parks Zone 2-Post 8/1/1 Carryover $950,000 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $950,000 $1,500,000 CO-Construc Park Imp Fee 2014 W of $2,700,000 $0 $0 $0 $0 $0 $2,700,000 CO-Construc Citywide Park/Rec Facil $1,336,001 $0 $0 $0 $0 $0 $1,336,001 CO-Construc NeighPkDevl Fees - Z3 CO-Construc NeighPkDevl Fees - Z2 $755,000 $1,210,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $755,000 $1,210,000 CO-Construc Neighborhood Park Dev $220,000 $0 $0 $0 $0 $0 $220,000 CO-Construc CIP Capital Projects Fun CO-Construc Proposed GO Bonds $10,000,000 $20,613,876 $0 $0 $2,000,000 $0 $0 $47,664 $0 $0 $0 $0 $12,000,000 $20,661,540 CO-Construc General $0 $0 $0 $500,000 $0 $0 $500,000 AT-Arts CIP Capital Projects Fun $0 $0 $20,000 $0 $0 $0 $20,000 AT-Arts AT-Arts Proposed GO Bonds General $0 $0 $0 $0 $0 $0 $477 $5,000 $0 $0 $0 $0 $477 $5,000 $456 $0 $0 $0 $0 $0 $456 Total Budget Operating Impacts FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021 Category FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 Total FY 23-27 Total Personal OPS $0 $776,121 $776,121 $776,121 $776,121 $3,880,605 $6,985,089 Non-Pers OPS $0 $976,166 $976,166 $976,166 $976,166 $4,880,830 $8,785,494 Total Operating Impacts $0 $776,121 $776,121 $776,121 $776,121 $3,880,605 $6,985,089 260 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Neighborhood Camino a Lago Park#2 (The Meadows) Project Number: CS00086 Council District: Ironwood Project Location: Northern Camino a Lago Area (south of Pinnacle Peak Rd.) This project involves development of a neighborhood park in the North section of the Camino a Lago site (The Meadows). This Description: project includes land acquisition, design and construction of a 10 - acre neighborhood park with typical amenities such as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, lighted multi-use fields, etc. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total CO-Construc CIP Capital Projects Fun $0 $0 $1,100,213 $0 $0 $0 $1,100,213 CO-Construc Proposed GO Bonds $0 $0 $2,475,000 $0 $0 $0 $2,475,000 CO-Construc GO Bonds 2015 $0 $703,700 $160,000 $0 $0 $0 $863,700 AT-Arts AT-Arts CIP Capital Projects Fun Proposed GO Bonds $0 $0 $0 $0 $11,002 $24,750 $0 $0 $0 $0 $0 $0 $11,002 $24,750 AT-Arts GO Bonds 2015 $0 $6,558 $1,121 $0 $0 $0 $7,679 $0 $0 $1,100,213 $0 $0 $0 $1,100,213 Total Budget Operating Impacts FY 2018 FY 2019 $0 $0 FY 2020 FY 2021 $46,914 $102,724 FY 2022 $46,914 $102,724 $46,914 $102,724 FY 23-27 $234,570 $513,620 Total Personal OPS Non-Pers OPS $0 $0 $375,312 $821,792 Capital OPS $0 $0 $28,500 $0 $0 $0 $28,500 Total Operating Impacts $0 $0 $46,914 $46,914 $46,914 $234,570 $375,312 Country Meadows Park Improvements Project Number: CS00203 Council District: Pine Project Location: W. Butler Dr. & N. 111th Ave. This project entails the addition of one or more new park amenities that will be determined through a public input process. A Description: design professional will be chosen to assist the City in facilitating public meeting(s) and preparing visuals of amenity alternatives. The City will utilize its contracted Parks Job Order Contractor(s) to advise on project costs and for project construction in the subsequent year. Amenities at Country Meadows Park could include an airnasium, dog park, or skate plaza. Minor enhancements of existing playgrounds, fall surfacing, lighting repairs, and/or a restroom refresh would be undertaken concurrently. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Proposed GO Bonds $0 $239,613 $1,198,064 $0 $0 $0 $1,437,677 CB-Chargeba Proposed GO Bonds AT-Arts Proposed GO Bonds $0 $0 $23,973 $2,396 $23,973 $11,981 $0 $0 $0 $0 $0 $0 $47,946 $14,377 $0 $239,613 $1,198,064 $0 $0 $0 $1,437,677 Total Budget 261 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Neighborhood Sonoran Mountain Ranch Park Improvements Project Number: CS00204 Council District: Mesquite Project Location: N. Chaffen Blvd & W. Miner Trail This project entails the addition of one or more new park amenities that will be determined through a public input process. A Description: design professional will be chosen to assist the City in facilitating public meeting(s) and preparing visuals of amenity alternatives. The City will utilize its contracted Parks Job Order Contractor(s) to advise on project costs and for project construction in the subsequent year. Amenities at Sonoran Mountain Ranch Park could include a hard court shade structure, enhanced playground shade, skate pad, misting pad, or fenced dog run. Minor enhancements of existing playground fall surfacing, lighting repairs, and/or a restroom refresh would be undertaken concurrently. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Proposed GO Bonds CB-Chargeba Proposed GO Bonds AT-Arts FY 2018 $0 $0 Proposed GO Bonds Total Budget FY 2019 $58,095 $23,973 FY 2020 FY 2021 FY 2022 FY 23-27 $290,473 $23,973 $0 $0 $0 $0 $0 $0 Total $348,568 $47,946 $0 $581 $2,905 $0 $0 $0 $3,486 $0 $58,095 $290,473 $0 $0 $0 $348,568 Varney Park Improvements Project Number: CS00201 Council District: Acacia Project Location: Varney Park This project is to replace and upgrade the entire irrigation system, install turf instead of hydro-seed, add additional landscaping, Description: repair parking lot drainage and lighting. Budget by Fiscal Year Category Funding Source Carryover / Base CO-Construc Proposed GO Bonds Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $200,000 $0 $0 $0 $0 $0 $200,000 $200,000 $0 $0 $0 $0 $0 $200,000 262 City of Peoria FY 2018 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 Category Funding Source CO-Construc General Carryover / Base FY 2018 Carryover $173,300 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 $173,300 $0 $0 $0 $0 $0 $173,300 CO-Construc General Total Budget FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $173,300 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 SY-Study SY-Study Park Imp Fee 2014 W of Park Imp Fee 2014 Bell t $0 $0 SY-Study Neighborhood Park Dev SY-Study Proposed GO Bonds Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $42,000 $42,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $42,000 $0 $0 $0 $0 $42,000 $0 $174,000 $0 $0 $0 $0 $174,000 $0 $42,000 $0 $0 $0 $0 $42,000 263 $42,000 $42,000 City of Peoria FY 2018 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 2018 EQ-Equipme GO Bonds 2015 Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Carryover Carryover $150,786 $200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150,786 $200,000 Total Budget $400,000 $0 $0 $0 $0 $0 $400,000 EQ-Equipme General CO-Construc Proposed GO Bonds Operating Impacts FY 2018 Total Operating Impacts FY 2019 FY 2019 FY 2021 FY 2020 FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 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/replace items at the following locations: Sunrise Family Center, Murphy, Wacker, Hayes, Rio Vista, Description: Fletcher Heights, Westgreen, Country Meadows, Windrose, Monroe and other various parks, various trails, outdoor recreation, Centennial, Sunrise and Peoria Pools, Rio Vista Recreation Center, the Sports Complex, the Community Center and both libraries. Budget by Fiscal Year Category Funding Source CO-Construc General Carryover / Base Carryover CO-Construc General Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $34,300 $0 $0 $0 $0 $0 $34,300 $1,400,000 $0 $0 $0 $0 $0 $1,400,000 $34,300 $0 $0 $0 $0 $0 $34,300 264 City of Peoria FY 2018 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 Category Funding Source EQ-Equipme Half Cent Sales Tax Carryover / Base FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total Budget $50,000 $0 $0 $0 $0 $0 $50,000 Veterans Memorial Improvements Project Number: CS00187 Council District: Ironwood Project Location: Rio Vista Community Park This project entails the design and construction of architectural and landscape enhancements to the Veterans Memorial at Rio Description: Vista Park. The Veterans Memorial was constructed concurrent with the Recreation Center and opened for citizen viewing in 2007. This popular memorial in etched black granite honors our men and women who have served our country during times of both peace and conflict across all branches of the military. The proposed improvements include shade parasols and flagpoles standing at attention along the length of the memorial to create a shaded reflection deck. The addition of vegetation will help to provide additional respite from the sun. Budget by Fiscal Year Category Funding Source Carryover / Base CO-Construc Percent for the Arts Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $700,000 $0 $0 $0 $0 $0 $700,000 $700,000 $0 $0 $0 $0 $0 $700,000 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 Total Operating Impacts $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 265 City of Peoria FY 2018 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 Carryover / Base FY 2018 Carryover $400,000 $0 $0 $0 $0 $0 $400,000 Total Budget $400,000 $0 $0 $0 $0 $0 $400,000 CO-Construc GO Bonds 2015 Operating Impacts FY 2018 Total Operating Impacts FY 2019 FY 2019 FY 2021 FY 2020 FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 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: design and construction off-street parking, Description: drinking fountain, resting area and landscaping. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2018 Carryover $100,000 $0 $0 $0 $0 $0 $100,000 $432,783 $0 $0 $0 $0 $0 $432,783 $100,000 $0 $0 $0 $0 $0 $100,000 CO-Construc Proposed GO Bonds CO-Construc Proposed GO Bonds Total Budget Operating Impacts FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 266 City of Peoria FY 2018 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. Budget by Fiscal Year Carryover / Base FY 2018 CO-Construc Proposed GO Bonds Carryover $455,000 $0 $0 $0 $0 $0 $455,000 CO-Construc GO Bonds 2015 CO-Construc GO Bonds 2015 Carryover Carryover $235,908 $1,295,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $235,908 $1,295,000 Total Budget $455,000 $0 $0 $0 $0 $0 $455,000 Category Funding Source Operating Impacts FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 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 $150,000 267 City of Peoria FY 2018 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 remaining sections of the 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, obtaining new easements, construction of a concrete trail. This project may also require processing of design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc GO Bonds 2015 Carryover $99,035 $0 $0 $0 $0 $0 $99,035 CO-Construc River Corridors & Trails Carryover $250,000 $0 $0 $0 $0 $0 $250,000 CO-Construc GO Bonds 2015 LA-Land Acq River Corridors & Trails Carryover $23,628 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $23,628 $10,000 LA-Land Acq Proposed GO Bonds $0 $152,110 $0 $0 $0 $0 $152,110 DS-Design Proposed GO Bonds CO-Construc Proposed GO Bonds $272,600 $0 $0 $0 $0 $159,064 $0 $0 $0 $0 $0 $0 $272,600 $159,064 CB-Chargeba River Corridors & Trails $0 $11,000 $24,000 $0 $0 $0 $35,000 CB-Chargeba Proposed GO Bonds $0 $0 $11,000 $0 $0 $0 $11,000 AT-Arts $0 $0 $1,591 $0 $0 $0 $1,591 $99,035 $0 $0 $0 $0 $0 $99,035 Proposed GO Bonds Total Budget Operating Impacts FY 2018 Personal OPS $0 Non-Pers OPS Capital OPS Total Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $46,914 $46,914 $234,570 $328,398 $0 $0 $0 $37,600 $37,600 $188,000 $263,200 $0 $78,500 $0 $0 $0 $0 $78,500 $0 $0 $0 $46,914 $46,914 $234,570 $328,398 268 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Sonoran Preservation Program (Open Space) Project Number: CS00089 Council District: Project Location: Citywide In Description: concert with Peoria’s goal to “preserve our natural environment”, and supporting policy directives in the city’s General Plan, staff is creating a dynamic Sonoran Desert Preservation Program. The program identifies areas that merit special consideration and then outlines how the city can strategically assemble them over time into a meaningful network of connected open spaces. The project funds are needed to complete studies on specific properties, including cultural surveys, along with the direct land acquisition of areas threatened by development. Budget by Fiscal Year Category Carryover / Base Funding Source LA-Land Acq CIP Capital Projects Fun Total Budget FY 2021 FY 2018 FY 2019 FY 2020 FY 2022 FY 23-27 Total $1,170,000 $2,340,000 $0 $0 $0 $0 $3,510,000 $1,170,000 $2,340,000 $0 $0 $0 $0 $3,510,000 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 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total LA-Land Acq Proposed GO Bonds $0 $0 $0 $0 $404,000 $0 DS-Design Proposed GO Bonds $0 $0 $0 $0 $332,649 $0 $332,649 CO-Construc Proposed GO Bonds CB-Chargeba Proposed GO Bonds $0 $0 $0 $0 $0 $0 $0 $0 $0 $47,948 $1,885,012 $47,948 $1,885,012 $95,896 $0 $0 $0 $0 $3,326 $18,850 $22,176 $0 $0 $0 $0 $0 $0 $404,000 AT-Arts Proposed GO Bonds Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $404,000 Total Non-Pers OPS $0 $0 $0 $0 $22,850 $114,250 $137,100 Total Operating Impacts $0 $0 $0 $0 $22,850 $114,250 $137,100 269 City of Peoria FY 2018 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 ‐ $16,157,074 $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 FY18 FY19 FY20 FY21 FY22 270 FY23 FY24 FY25 FY26 FY27 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Public Safety Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $0 $1,765,000 $0 $0 $0 $0 $1,765,000 $30,000 $0 $0 $0 $0 $0 $30,000 $0 $0 $2,000,000 $0 $0 $0 $2,000,000 $367,400 $1,079,396 $0 $0 $0 $0 $1,446,796 $1,698,052 $0 $0 $0 $0 $0 $1,698,052 $0 $0 $0 $0 $0 $0 $0 $126,148 $0 $0 $0 $0 $0 $126,148 7935 - Fire & Emergency Svc Dev $0 $0 $191,095 $0 $0 $1,562,362 $1,753,457 7936 - Fire & Emergency Svc Dev Post $0 $0 $0 $0 $0 $1,500,001 $1,500,001 7937 - Fire/EmergSvs Imp Fees 2014 $0 $0 $0 $0 $0 $5,837,620 $5,837,620 7940 - General Government Dev $0 $0 $0 $0 $0 $0 $0 $2,221,600 $2,844,396 $2,191,095 $0 $0 $8,899,983 $16,157,074 1000 - General 4251 - GO Bonds 2015 4252 - Proposed GO Bonds 4550 - CIP Capital Projects Fund 7930 - Law Enforcement Dev 7931 - Law Enforcement Dev - Post 1/1/12 7932 - Law Enfrcmnt IF 2014 Total - Public Safety 271 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Public Safety Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 800 MHz Mobile and Portable Radios $0 $0 $2,000,000 $0 $0 $0 $2,000,000 Fire Station #8 $0 $0 $0 $0 $0 $8,899,983 $8,899,983 $367,400 $1,079,396 $0 $0 $0 $0 $1,446,796 $0 $0 $191,095 $0 $0 $0 $191,095 Pinnacle Peak Public Safety Facility Expansion $1,854,200 $0 $0 $0 $0 $0 $1,854,200 Self Contained Breathing Apparatus $0 $1,765,000 $0 $0 $0 $0 $1,765,000 $2,221,600 $2,844,396 $2,191,095 $0 $0 $8,899,983 $16,157,074 Fire Station No. 3 Apparatus Bay Expansion Jomax Fire Station #7 Emergency Traffic Signal Total - Public Safety 272 Total City of Peoria FY 2018 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. Our 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 EQ-Equipme Proposed GO Bonds Carryover / Base Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $2,000,000 $0 $0 $0 $2,000,000 $0 $0 $2,000,000 $0 $0 $0 $2,000,000 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $0 $0 $25,000 $25,000 $125,000 $175,000 Total Operating Impacts $0 $0 $0 $25,000 $25,000 $125,000 $175,000 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 mimic the City's Description: district fire station prototype and be programmed at approximately 14,150 square feet. Total building and site capital cost is estimated at $8.9 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 LEED silver level certification consistent with city sustainability objectives. Budget by Fiscal Year Carryover / Base Funding Source OT-Other Fire/EmergSvs Imp Fees $0 $0 $0 $0 $0 $55,674 $55,674 OT-Other Fire & Emergency Svc D $0 $0 $0 $0 $0 $14,306 $14,306 OT-Other Fire & Emergency Svc D LA-Land Acq Fire & Emergency Svc D $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $69,998 $620,000 $69,998 $620,000 EQ-Equipme Fire/EmergSvs Imp Fees $0 $0 $0 $0 $0 $160,365 $160,365 EQ-Equipme Fire & Emergency Svc D $0 $0 $0 $0 $0 $41,207 $41,207 DS-Design Fire & Emergency Svc D CO-Construc Fire/EmergSvs Imp Fees $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $863,727 $5,565,922 $863,727 $5,565,922 CO-Construc Fire & Emergency Svc D $0 $0 $0 $0 $0 $1,430,186 $1,430,186 AT-Arts AT-Arts Fire/EmergSvs Imp Fees Fire & Emergency Svc D $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $55,659 $14,302 $55,659 $14,302 AT-Arts Fire & Emergency Svc D $0 $0 $0 $0 $0 $8,637 $8,637 $0 $0 $0 $0 $0 $55,674 $55,674 Total Budget Operating Impacts FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021 Category FY 2021 FY 23-27 Total FY 23-27 Total Personal OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,750,000 $1,000,000 $6,750,000 $1,000,000 Total Operating Impacts $0 $0 $0 $0 $0 $6,750,000 $6,750,000 273 FY 2020 FY 2022 FY 2022 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 3 Apparatus Bay Expansion Project Number: FD13400 Council District: Palo Verde Project Location: 8330 W. Emile Zola Ave This project entails the expansion of Peoria Fire Station No. 3 to include an additional 1800 sf apparatus bay and related storage Description: functions on the east side of the existing station. The expansion of the station will also entail modifications to existing driveway aprons, motorized security gates, site retention and landscaping. Additional City project expenses include the re-roofing of the apparatus bay, energy management system tie-ins, expanded IT infrastructure, and storage room fixtures. Budget by Fiscal Year Carryover / Base Funding Source OT-Other CIP Capital Projects Fun $46,868 $46,868 $0 $0 $0 $0 EQ-Equipme CIP Capital Projects Fun $0 $13,242 $0 $0 $0 $0 $13,242 DS-Design CIP Capital Projects Fun CO-Construc CIP Capital Projects Fun $320,532 $0 $0 $1,009,194 $0 $0 $0 $0 $0 $0 $0 $0 $320,532 $1,009,194 $0 $10,092 $0 $0 $0 $0 $10,092 $46,868 $46,868 $0 $0 $0 $0 $93,736 AT-Arts CIP Capital Projects Fun Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total $93,736 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 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total LA-Land Acq Fire & Emergency Svc D $0 $0 $15,000 $0 $0 $0 $15,000 DS-Design Fire & Emergency Svc D CO-Construc Fire & Emergency Svc D $0 $0 $0 $0 $20,000 $139,500 $0 $0 $0 $0 $0 $0 $20,000 $139,500 CB-Chargeba Fire & Emergency Svc D $0 $0 $15,000 $0 $0 $0 $15,000 AT-Arts $0 $0 $1,595 $0 $0 $0 $1,595 $0 $0 $15,000 $0 $0 $0 $15,000 Fire & Emergency Svc D Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $360 $360 $360 $1,800 $2,880 $0 $0 $360 $360 $360 $1,800 $2,880 274 City of Peoria FY 2018 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 2018 Law Enfrcmnt IF 2014 Carryover $126,148 $0 $0 $0 $0 $0 $126,148 EQ-Equipme Law Enforcement Dev CO-Construc Law Enforcement Dev Carryover Carryover $198,052 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $198,052 $1,500,000 Carryover $30,000 $0 $0 $0 $0 $0 $30,000 Total Budget $126,148 $0 $0 $0 $0 $0 $126,148 Category Funding Source EQ-Equipme CO-Construc GO Bonds 2015 Operating Impacts FY 2018 Total Operating Impacts FY 2019 FY 2019 FY 2021 FY 2020 FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total Total $128,074 $128,074 $128,074 $128,074 $128,074 $640,370 $1,280,740 $128,074 $128,074 $128,074 $128,074 $128,074 $640,370 $1,280,740 Self Contained Breathing Apparatus Project Number: FD00017 Council District: All Project Location: City-Wide Self Contained Breathing Apparatus have a safe usable lifespan of approximately ten years. Our current SCBA's were purchased Description: in 2009. With new technology comes increased safety and reliability, in addition to an improved external communication component for the end user (the firefighter). Budget by Fiscal Year Category Funding Source EQ-Equipme General Carryover / Base Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $1,765,000 $0 $0 $0 $0 $1,765,000 $0 $1,765,000 $0 $0 $0 $0 $1,765,000 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $0 $25,000 $25,000 $25,000 $125,000 $200,000 Total Operating Impacts $0 $0 $25,000 $25,000 $25,000 $125,000 $200,000 275 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets and Traffic Control Transportation-related issues are a high priority for the City of Peoria. The Capital Improvement Program addresses traffic congestion by constructing new roadways, adding lanes to existing roadways, widening intersections, and enhancing traffic management systems. The maintenance and preservation of roadways is an important component of the program, which provides the necessary resources for scheduled pavement maintenance applications throughout the city. Transportation projects in the city’s 10-year plan are funded from operating revenues, general obligation bonds, development impact fees, the city’s three-tenths of a cent transportation sales tax, and reimbursements from Maricopa County’s half-cent transportation sales tax. Major projects in the plan include the widening of 67th Ave from Pinnacle Peak to Happy Valley, 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. Streets & Traffic Control Total ‐ $178,276,470 $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY18 FY19 FY20 FY21 FY22 276 FY23 FY24 FY25 FY26 FY27 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $0 $0 $234,000 $0 $0 $0 $234,000 $75,957 $0 $0 $0 $0 $0 $75,957 2050 - Water $0 $0 $0 $0 $0 $0 $0 2162 - Water Expansion Post 1/1/12 $0 $0 $0 $0 $0 $0 $0 4240 - GO Bonds 2010 $0 $0 $0 $0 $0 $0 $0 4251 - GO Bonds 2015 $4,085,198 $0 $0 $0 $0 $0 $4,085,198 4252 - Proposed GO Bonds $1,771,585 $905,645 $1,324,756 $5,159,000 $1,020,000 $12,829,125 $23,010,111 $259,024 $0 $0 $0 $0 $0 $259,024 4810 - Outside Sources $4,499,080 $2,328,050 $0 $0 $0 $0 $6,827,130 7000 - Highway User $9,929,638 $7,792,880 $8,150,467 $5,257,880 $4,572,090 $28,042,227 $63,745,182 7003 - Streets Zone 3 Dev Fee $1,967,046 $5,050,000 $0 $0 $0 $0 $7,017,046 7007 - Street Impact Fees Z1 Post 010112 $1,030,000 $0 $0 $0 $0 $0 $1,030,000 7010 - Transportation Sales Tax $21,797,476 $14,283,310 $8,475,318 $2,667,060 $3,711,500 $13,395,468 $64,330,132 Total - Streets $45,415,004 $30,359,885 $18,184,541 $13,083,940 $9,303,590 $54,266,820 $170,613,780 1000 - General 1210 - Half Cent Sales Tax 4550 - CIP Capital Projects Fund 277 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 103rd Av; Northern Ave to Olive Ave Full Street $4,801,531 $0 $0 $0 $0 $0 $4,801,531 $75,000 $601,000 $0 $0 $0 $0 $676,000 67th Ave Widening; Pinnacle Peak to Happy Valley $160,000 $905,645 $1,324,756 $5,159,000 $0 $0 $7,549,401 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt $150,000 $937,000 $0 $0 $0 $0 $1,087,000 75th Ave & Cactus Rd Intersection Improvements $2,314,480 $0 $0 $0 $0 $0 $2,314,480 75th Ave & Peoria Ave Intersection Improvements $1,153,204 $0 $0 $0 $0 $0 $1,153,204 83rd Ave Bus Shelters $981,875 $0 $0 $0 $0 $0 $981,875 83rd Ave Sidewalks and Bike Lanes $405,926 $0 $0 $0 $0 $0 $405,926 87th Ave & Peoria Ave Intersection Alignment $49,325 $0 $0 $0 $0 $0 $49,325 89th Ave; Golden Ln to Olive Av $916,198 $0 $0 $0 $0 $0 $916,198 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn $75,000 $361,900 $0 $0 $0 $0 $436,900 91st Ave; Deer Valley Rd to Pinnacle Pk Rd $259,024 $0 $0 $0 $0 $0 $259,024 99th Ave Reconstruction; Butler Dr to Olive Av $600,000 $0 $0 $0 $0 $0 $600,000 ADA Accessibility $853,538 $159,550 $578,700 $159,550 $578,700 $1,636,050 $3,966,088 Arterial Road Pavement Preservation & Restoration $0 $4,545,000 $0 $1,515,000 $0 $4,999,500 $11,059,500 Bell Rd and 83rd Ave Right Turn Lane $0 $253,700 $908,000 $0 $0 $0 $1,161,700 $502,941 $227,000 $227,000 $227,000 $227,000 $1,135,000 $2,545,941 $83,329 $0 $0 $0 $0 $0 $83,329 $374,000 $0 $0 $0 $0 $0 $374,000 $0 $0 $423,695 $0 $0 $423,695 $847,390 Deer Valley Rd & 87th Av Intesection Improvements $627,000 $0 $0 $0 $0 $0 $627,000 Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy $150,000 $1,047,590 $0 $0 $0 $0 $1,197,590 $0 $202,000 $0 $202,000 $0 $606,000 $1,010,000 $80,000 $0 $0 $0 $0 $0 $80,000 Happy Valley Pkwy Widening; LPP to Agua Fria $3,752,725 $15,231,810 $0 $0 $0 $0 $18,984,535 Jomax Rd Improvements; 73rd Av to 75th Av $1,367,906 $0 $0 $0 $0 $0 $1,367,906 67th Av; Olive Av to Redfield Rd Landscape Enhance Bridge Maintenance and Management Program Bus Stop Improvements Cactus Rd & 69th Av Sidewalk, North Side Chip Seal Dirt Roads Dirt Shoulders, Dust Abatement PM-10 Program Guardrail Program 278 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Jomax Rd; L303 to Vistancia Blvd $833,000 $0 $2,963,000 $0 $0 $0 $3,796,000 Lake Pleasant Parkway Pavement Maintenance $500,000 $0 $0 $0 $0 $505,000 $1,005,000 Lake Pleasant Parkway Sidewalk $1,883,332 $0 $0 $0 $0 $0 $1,883,332 Lake Pleasant Pkwy & Dixileta Dr Intersection Mods $1,945,000 $0 $0 $0 $0 $0 $1,945,000 Lone Mountain ROW Acquistion $600,000 $0 $0 $0 $0 $0 $600,000 Major Street Repairs $150,000 $151,500 $151,500 $151,500 $151,500 $757,500 $1,513,500 Monroe St; 83rd Av to 85th Av Roadway Improvements $200,000 $0 $0 $0 $0 $0 $200,000 $1,600,000 $1,020,000 $1,020,000 $1,020,000 $1,020,000 $10,304,125 $15,984,125 $160,000 $561,300 $0 $0 $0 $0 $721,300 $75,957 $0 $0 $0 $0 $0 $75,957 $591,000 $0 $0 $0 $0 $0 $591,000 Pinnacle Peak Road; 91st Ave-Lake Pleasant Pkwy $3,562,000 $0 $0 $0 $0 $0 $3,562,000 Residential Roads Rehabilitation and Preservation $5,700,000 $303,000 $5,757,000 $303,000 $2,727,000 $6,363,000 $21,153,000 $0 $0 $234,000 $0 $0 $0 $234,000 $1,400,000 $0 $0 $0 $0 $1,515,000 $2,915,000 Sidewalks Annual Program $190,000 $105,900 $105,900 $105,900 $105,900 $529,500 $1,143,100 Street Light Infill and Replacement Program $790,000 $898,900 $393,900 $393,900 $393,900 $1,969,500 $4,840,100 $2,254,950 $2,535,000 $3,535,000 $3,535,000 $3,787,500 $18,937,500 $34,584,950 $368,000 $0 $0 $0 $0 $0 $368,000 $0 $0 $250,000 $0 $0 $500,000 $750,000 $1,842,763 $0 $0 $0 $0 $0 $1,842,763 $309,000 $312,090 $312,090 $312,090 $312,090 $1,560,450 $3,117,810 $0 $0 $0 $0 $0 $2,525,000 $2,525,000 $727,000 $0 $0 $0 $0 $0 $727,000 $45,415,004 $30,359,885 $18,184,541 $13,083,940 $9,303,590 $54,266,820 $170,613,780 Northern Parkway Paradise Lane Widening; Skunk Creek Bridge to 75th Peoria Auto District Peoria Homes Alley Improvements Resurvey Benchmarks Rural-Standard Roads Program Street Maintenance Program Sunrise Mtn HS Traffic Solutions Technical Pavement Condition Survey & Support Thunderbird Road Corridor Improvements Traffic Signal Renovation and Replacement Utility Undergrounding Program Vistancia Blvd & Happy Valley Rd Intersection Mods Total - Streets 279 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Traffic Control Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $0 $0 $0 $0 $0 $0 $0 7010 - Transportation Sales Tax $1,030,690 $701,000 $908,000 $701,000 $908,000 $3,414,000 $7,662,690 Total - Traffic Control $1,030,690 $701,000 $908,000 $701,000 $908,000 $3,414,000 $7,662,690 4810 - Outside Sources 280 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Traffic Control Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Traffic Management Center Equipment Replacement $111,093 $101,000 $101,000 $101,000 $101,000 $0 $515,093 Traffic Signal Interconnect Project (TSIP) $254,086 $0 $207,000 $0 $207,000 $414,000 $1,082,086 Traffic Signal Program $628,053 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,028,053 $37,458 $0 $0 $0 $0 $0 $37,458 $1,030,690 $701,000 $908,000 $701,000 $908,000 $3,414,000 $7,662,690 Traffic Signal System Software Replacement Total - Traffic Control 281 Total City of Peoria FY 2018 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 Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total LA-Land Acq Transportation Sales Tax Carryover $400,000 $0 $0 $0 $0 $0 $400,000 CO-Construc Transportation Sales Tax Carryover $3,511,531 $0 $0 $0 $0 $0 $3,511,531 CO-Construc Proposed GO Bonds CO-Construc GO Bonds 2015 Carryover Carryover $390,000 $500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $390,000 $500,000 Total Budget $400,000 $0 $0 $0 $0 $0 $400,000 67th Av; Olive Av to Redfield Rd Landscape Enhance Project Number: EN00593 Council District: Palo Verde, Acacia Project Location: West side 67th Av; Olive Av to Redfield Rd This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction Description: and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along the west side of 67th Avenue between Olive Avenue and Redfield Road. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Transportation Sales Tax $75,000 $525,000 $0 $0 $0 $0 $600,000 CB-Chargeba Transportation Sales Tax $0 $70,000 $0 $0 $0 $0 $70,000 AT-Arts $0 $6,000 $0 $0 $0 $0 $6,000 $75,000 $525,000 $0 $0 $0 $0 $600,000 Transportation Sales Tax Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $7,500 $7,500 $7,500 $7,500 $37,500 $67,500 $0 $7,500 $7,500 $7,500 $7,500 $37,500 $67,500 282 City of Peoria FY 2018 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 Road and Happy Valley Road and transitions to BL:2:M:2:BL from Pinnacle Pk Road to Hatfield Road. 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 SY-Study Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Proposed GO Bonds $160,000 $0 $0 $0 $0 $0 $160,000 LA-Land Acq Proposed GO Bonds $0 $0 $582,484 $0 $0 $0 $582,484 DS-Design Proposed GO Bonds $0 $774,512 $0 $0 $0 $0 $774,512 CO-Construc Proposed GO Bonds CB-Chargeba Proposed GO Bonds $0 $0 $0 $123,388 $576,722 $159,783 $4,900,000 $210,000 $0 $0 $0 $0 $5,476,722 $493,171 $0 $7,745 $5,767 $49,000 $0 $0 $62,512 $160,000 $0 $0 $0 $0 $0 $160,000 AT-Arts Proposed GO Bonds Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $0 $4,000 $20,000 $24,000 $0 $0 $0 $0 $4,000 $20,000 $24,000 283 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt Project Number: EN00592 Council District: Acacia, Palo Verde Project Location: E & W Sides; 75th Av; Grand Av to Tbird Rd This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction Description: and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along the east and west sides of 75th Avenue between Olive Avenue and Thunderbird Rd and refreshing the 3 basins maintained by the city along the east side of 75th Av at Eva St and Sanna St. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Transportation Sales Tax CB-Chargeba Transportation Sales Tax AT-Arts Transportation Sales Tax Total Budget Operating Impacts FY 2018 FY 2019 $150,000 $0 $850,000 $77,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $10,000 $150,000 $850,000 $0 $0 $0 $0 $1,000,000 FY 2018 Total Operating Impacts FY 2019 FY 2020 FY 2021 FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total $1,000,000 $77,000 Total $0 $0 $4,700 $4,700 $4,700 $23,500 $37,600 $0 $0 $4,700 $4,700 $4,700 $23,500 $37,600 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. Budget by Fiscal Year Category Carryover / Base FY 2018 Carryover $2,314,480 $0 $0 $0 $0 $0 $2,314,480 Total Budget $2,314,480 $0 $0 $0 $0 $0 $2,314,480 Funding Source CO-Construc Transportation Sales Tax FY 2019 284 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets 75th Ave & Peoria Ave Intersection Improvements Project Number: EN00081 Council District: Acacia Project Location: 75th Av & Peoria Av This project provides for the coordination with adjacent property owners, public involvement, pre-design services, design, ROW Description: acquisition, utility coordination, utility relocations, utility extensions, burying overhead facilities as determined, materials testing, construction, construction administration, for constructing intersection widening improvements. This project will likely include processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) for design and construction, as well as development and intergovernmental agreements. The improvements include: additional turn lanes (both right and left), additional through lanes determined through an analysis and projection of traffic data, installation of raised medians for access control, paving, curb, gutter, driveways, pavement marking, signing and striping, street lighting, traffic signal modifications/upgrades, interconnect conduit and ITS facilities, sidewalks, pedestrian access ramps, landscaping and landscaping and irrigation. Budget by Fiscal Year Category Carryover / Base FY 2018 Carryover $1,153,204 $0 $0 $0 $0 $0 $1,153,204 Total Budget $1,153,204 $0 $0 $0 $0 $0 $1,153,204 Funding Source CO-Construc Transportation Sales Tax FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total 83rd Ave Bus Shelters Project Number: EN00582 Council District: City Wide Project Location: 83rd Av; Northern Av to Bell Rd This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, materials testing, construction and construction administration for construction of 47 bus shelters along the 83rd avenue bus route. This new bus route will extend from Camelback Road to Bell Road. The enhanced bus shelters will be installed between Northern Avenue and Bell Road. The improvements will include: clearing and grubbing, construction of concrete pads, enhanced bus shelters and lighting. 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 LA-Land Acq Outside Sources DS-Design Outside Sources CO-Construc Outside Sources Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $2,875 $82,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,875 $82,000 $897,000 $0 $0 $0 $0 $0 $897,000 $2,875 $0 $0 $0 $0 $0 $2,875 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $34,000 $34,000 $34,000 $34,000 $170,000 $306,000 $0 $34,000 $34,000 $34,000 $34,000 $170,000 $306,000 285 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets 83rd Ave Sidewalks and Bike Lanes 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-foot bike lanes on both sides (with curb on the west side and without curb on the east side) and one lane in each direction. The project will also include construction of 5-8 foot (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 Category Carryover / Base Funding Source CO-Construc Transportation Sales Tax Carryover CO-Construc Transportation Sales Tax Total Budget Operating Impacts FY 2018 FY 2021 FY 2020 FY 2022 FY 23-27 Total $6,422 $0 $0 $0 $0 $0 $6,422 $399,504 $0 $0 $0 $0 $0 $399,504 $6,422 $0 $0 $0 $0 $0 $6,422 FY 2018 Total Operating Impacts FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $6,300 $6,300 $6,300 $6,300 $31,500 $56,700 $0 $6,300 $6,300 $6,300 $6,300 $31,500 $56,700 87th Ave & Peoria Ave Intersection Alignment Project Number: PW00109 Council District: Acacia Project Location: 87th Av and Peoria 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 re-alignment and construction of the street improvements for the south leg of the 87th Avenue and Peoria Avenue intersection to Jefferson Street and updating all ADA ramps. Improvements will consist of 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 LA-Land Acq Transportation Sales Tax FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover $49,325 $0 $0 $0 $0 $0 $49,325 Total Budget $49,325 $0 $0 $0 $0 $0 $49,325 Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS Non-Pers OPS $0 $0 $0 $0 $0 $0 $280 $100 $280 $100 $1,400 $500 $1,960 $700 Total Operating Impacts $0 $0 $0 $280 $280 $1,400 $1,960 286 City of Peoria FY 2018 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 2018 LA-Land Acq GO Bonds 2015 Carryover $138,000 $0 $0 $0 $0 $0 CO-Construc GO Bonds 2015 Carryover $778,198 $0 $0 $0 $0 $0 $778,198 Total Budget $138,000 $0 $0 $0 $0 $0 $138,000 Category Funding Source Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2019 FY 2021 FY 2020 FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total $138,000 Total $3,300 $3,300 $3,300 $3,300 $3,300 $16,500 $33,000 $3,300 $3,300 $3,300 $3,300 $3,300 $16,500 $33,000 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn Project Number: EN00594 Council District: Pine, Acacia Project Location: E & W Side of 91st Av; Mtn Vw Rd to Grand Av This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction Description: and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along the east and west sides of 91st Avenue between Mountain View Road and Grand Avenue. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Transportation Sales Tax $75,000 $315,000 $0 $0 $0 $0 $390,000 CB-Chargeba Transportation Sales Tax $0 $43,000 $0 $0 $0 $0 $43,000 AT-Arts $0 $3,900 $0 $0 $0 $0 $3,900 $75,000 $315,000 $0 $0 $0 $0 $390,000 Transportation Sales Tax Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $4,900 $4,900 $24,500 $34,300 $0 $0 $0 $4,900 $4,900 $24,500 $34,300 287 City of Peoria FY 2018 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 Category Carryover / Base FY 2018 Carryover $259,024 $0 $0 $0 $0 $0 $259,024 Total Budget $259,024 $0 $0 $0 $0 $0 $259,024 Funding Source CO-Construc CIP Capital Projects Fun FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 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 Category Carryover / Base FY 2018 Carryover $600,000 $0 $0 $0 $0 $0 $600,000 Total Budget $600,000 $0 $0 $0 $0 $0 $600,000 Funding Source CO-Construc Transportation Sales Tax FY 2019 288 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets ADA Accessibility Project Number: PW00025 Council District: Various Project Location: Citywide 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 address 3 projects; 1) 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 (ADA Transition Plan); 2) respond to individual ADA requests and as ADA deficiencies are identified, the program funding will be used to design and construct the improvements and; 3) the ADA regulations identify that specific asphalt and concrete repair treatments that are considered to be alterations require installation of curb ramps within the scope of the project. Budget by Fiscal Year Carryover / Base FY 2018 Highway User Carryover $110,045 $0 $0 $0 $0 $0 CO-Construc Highway User Carryover $173,493 $0 $0 $0 $0 $0 $173,493 SY-Study Highway User CO-Construc Highway User $100,000 $470,000 $100,000 $55,000 $100,000 $470,000 $100,000 $55,000 $100,000 $470,000 $500,000 $1,105,000 $1,000,000 $2,625,000 CB-Chargeba Highway User $0 $4,000 $4,000 $4,000 $4,000 $20,000 $36,000 AT-Arts $0 $550 $4,700 $550 $4,700 $11,050 $21,550 $110,045 $0 $0 $0 $0 $0 $110,045 Category Funding Source SY-Study Highway User Total Budget FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $110,045 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 100 miles of Description: arterial roadways in Peoria. Through this program approximately 1 mile is treated in every funded 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. Scheduled for FY19: 91st Avenue from Peoria Avenue to Grand Avenue; 75th Avenue from Northern Avenue to Olive Avenue; 75th Avenue from Olive Avenue to Peoria Avenue; 107th Avenue from Beardsley Road to Deer Valley Road; 107th Avenue from Deer Valley Road 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 Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Transportation Sales Tax $0 $606,000 $0 $606,000 $0 $1,515,000 $2,727,000 CO-Construc Highway User $0 $3,894,000 $0 $894,000 $0 $3,435,000 $8,223,000 AT-Arts AT-Arts $0 $0 $6,060 $38,940 $0 $0 $6,060 $8,940 $0 $0 $15,150 $34,350 $27,270 $82,230 $0 $606,000 $0 $606,000 $757,500 $1,515,000 $2,727,000 Transportation Sales Tax Highway User Total Budget 289 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Bell Rd and 83rd Ave Right Turn Lane Project Number: EN00562 Council District: Palo Verde Project Location: Eastbound Bell Rd to southbound 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 an eastbound to southbound right turn lane at the intersection of Bell Road 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, street lights, landscape and catch basins, traffic signal equipment modifications, and re-striping the intersection. Since the signal facilities are in the City of Glendale, an agreement is required. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total LA-Land Acq Transportation Sales Tax $0 $103,000 $0 $0 $0 $0 $103,000 DS-Design Transportation Sales Tax CO-Construc Transportation Sales Tax $0 $0 $70,000 $0 $0 $800,000 $0 $0 $0 $0 $0 $0 $70,000 $800,000 CB-Chargeba Transportation Sales Tax $0 $80,000 $100,000 $0 $0 $0 $180,000 AT-Arts $0 $700 $8,000 $0 $0 $0 $8,700 $0 $103,000 $0 $0 $0 $0 $103,000 Transportation Sales Tax Total Budget Operating Impacts FY 2018 Total Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $2,000 $200 $1,000 $3,200 $0 $0 $0 $2,000 $200 $1,000 $3,200 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 Category Funding Source CO-Construc Transportation Sales Tax Carryover / Base FY 2018 Carryover $302,941 $0 $0 $0 $0 $0 $302,941 $200,000 $0 $200,000 $25,000 $200,000 $25,000 $200,000 $25,000 $200,000 $25,000 $1,000,000 $125,000 $2,000,000 $225,000 $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $302,941 $0 $0 $0 $0 $0 $302,941 CO-Construc Transportation Sales Tax CB-Chargeba Transportation Sales Tax AT-Arts Transportation Sales Tax Total Budget FY 2019 290 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Bus Stop Improvements Project Number: PW11190 Council District: Acacia, Palo Verde, Pine Project Location: Peoria Av; 67th Av to 99th Av The city’s Multi-Modal Master Plan created new standards for bus stops in Peoria. These standards outline a hierarchy of different Description: stops to account for different purposes and passenger volumes, and define different amenities to be provided at each type of stop. In addition, the master plan outlines a process for incorporating art into bus stops to make them more attractive, improve the character of the surrounding areas, and help the city create unique identities for specific areas. This funding request will help to implement the short-term recommendations identified in the city’s Multi-Modal Master Plan. The recommendation is to fund improvements to the existing Peoria Av Route 106 bus stops to meet the new standards and potentially incorporate public art at key stops. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Transportation Sales Tax FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Carryover $83,329 $0 $0 $0 $0 $0 $83,329 Total Budget $83,329 $0 $0 $0 $0 $0 $83,329 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 Category Carryover / Base FY 2018 Carryover $374,000 $0 $0 $0 $0 $0 $374,000 Total Budget $374,000 $0 $0 $0 $0 $0 $374,000 Funding Source CO-Construc Transportation Sales Tax Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total Total $87 $87 $87 $87 $87 $435 $870 $87 $87 $87 $87 $87 $435 $870 291 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets 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 Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total CO-Construc Transportation Sales Tax $0 $0 $124,077 $0 $0 $124,077 $248,154 CO-Construc Highway User $0 $0 $295,423 $0 $0 $295,423 $590,846 AT-Arts AT-Arts $0 $0 $0 $0 $1,241 $2,954 $0 $0 $0 $0 $1,241 $2,954 $2,482 $5,908 $0 $0 $124,077 $0 $0 $124,077 $248,154 Transportation Sales Tax Highway User Total Budget Deer Valley Rd & 87th Av Intesection Improvements Project Number: EN00590 Council District: Willow Project Location: Deer Valley Rd & 87th Av This project provides for the coordination with adjacent property owners and Maricopa County , public involvement, design, Description: ROW acquisition, utility coordination, utility relocation, annexation, construction and construction administration for the construction of the traffic signal and incidental intersection improvements at Deer Valley Rd and 87th Av. The improvements will include: purchase and annexation of ROW, restore property, construction of a traffic signal, restriping the intersection as needed. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total LA-Land Acq Transportation Sales Tax $12,000 $0 $0 $0 $0 $0 $12,000 DS-Design Transportation Sales Tax CO-Construc Transportation Sales Tax $45,000 $570,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $45,000 $570,000 $12,000 $0 $0 $0 $0 $0 $12,000 Total Budget 292 City of Peoria FY 2018 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, acquisition of right-ofDescription: way, utility coordination, utility relocation, design, materials testing, construction, construction administration for the construction of a roundabout at 109th Avenue and Deer Valley Road and raising of the existing privacy walls where necessary on Deer Valley Road between 109th Avenue and Lake Pleasant Parkway. The City will also install an entry monument just west of the intersection of 109th Avenue and Deer Valley Road. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total LA-Land Acq Transportation Sales Tax Carryover $50,000 $0 $0 $0 $0 $0 $50,000 CO-Construc Transportation Sales Tax CO-Construc Transportation Sales Tax Carryover $100,000 $0 $0 $1,009,000 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $1,009,000 CB-Chargeba Transportation Sales Tax $0 $28,500 $0 $0 $0 $0 $28,500 AT-Arts $0 $10,090 $0 $0 $0 $0 $10,090 $50,000 $0 $0 $0 $0 $0 $50,000 Transportation Sales Tax Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $4,000 $4,000 $20,000 $28,000 $0 $0 $0 $4,800 $4,800 $24,000 $33,600 $0 $0 $0 $4,000 $4,000 $20,000 $28,000 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 Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $1,000,000 CO-Construc Highway User $0 $200,000 $0 $200,000 $0 $600,000 AT-Arts $0 $2,000 $0 $2,000 $0 $6,000 $10,000 $0 $200,000 $0 $200,000 $200,000 $600,000 $1,000,000 Highway User Total Budget 293 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Guardrail Program Project Number: EN00555 Council District: Various Project Location: Citywide 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 SY-Study Highway User Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover $80,000 $0 $0 $0 $0 $0 $80,000 Total Budget $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; LPP to Agua Fria River This project provides for the coordination with MCDOT, the State Land Department, and adjacent property owners, public Description: involvement, design, ROW 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 Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Streets Zone 3 Dev Fee Carryover $599,140 $0 $0 $0 $0 $0 $599,140 CO-Construc Proposed GO Bonds Carryover $1,021,585 $0 $0 $0 $0 $0 $1,021,585 $0 $0 $7,776,000 $5,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $7,776,000 $5,000,000 CO-Construc Outside Sources $263,000 $2,305,000 $0 $0 $0 $0 $2,568,000 CO-Construc GO Bonds 2015 $1,869,000 $0 $0 $0 $0 $0 $1,869,000 $0 $0 $77,760 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $77,760 $50,000 $0 $23,050 $0 $0 $0 $0 $23,050 $599,140 $0 $0 $0 $0 $0 $599,140 CO-Construc Transportation Sales Tax CO-Construc Streets Zone 3 Dev Fee AT-Arts AT-Arts Transportation Sales Tax Streets Zone 3 Dev Fee AT-Arts Outside Sources Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $46,000 $46,000 $46,000 $230,000 $368,000 $0 $0 $46,000 $46,000 $46,000 $230,000 $368,000 294 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Jomax Rd Improvements; 73rd Av to 75th Av Project Number: EN00591 Council District: Mesquite Project Location: Jomax Rd; 73rd Av Alignment to 75th Av 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 south 1/2 street improvements on Jomax Road between the 73rd Avenue alignment and 75th Avenue. The improvements will include clearing and grubbing, saw cut along existing pavement, and construction of approximately 1,400 lineal feet of roadway improvements to accommodate a cross section consisting of 2-1-2 with bike lanes. Other improvements include, connecting to the existing curb and gutter at the east end and transitioning back to two lanes west of 75th Avenue, curb, gutter, 8-foot wide sidewalk, extend storm drain culverts, install conduit at the intersection of 75th Avenue for a future traffic signal, street lights, landscape and irrigation and extension of an 8-inch water lateral south along the 74th Drive alignment. 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 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total LA-Land Acq Streets Zone 3 Dev Fee $282,336 $0 $0 $0 $0 $0 $282,336 DS-Design Streets Zone 3 Dev Fee $104,014 $0 $0 $0 $0 $0 $104,014 CO-Construc Streets Zone 3 Dev Fee $981,556 $0 $0 $0 $0 $0 $981,556 $282,336 $0 $0 $0 $0 $0 $282,336 Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Personal OPS Non-Pers OPS $0 $0 $200 $9,000 $200 $9,000 $200 $9,000 $200 $9,000 $1,000 $45,000 $1,800 $81,000 Total Operating Impacts $0 $200 $200 $200 $200 $1,000 $1,800 295 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Jomax Rd; L303 to Vistancia Blvd Project Number: EN00585 Council District: Mesquite Project Location: Jomax Rd; L303 to Vistancia Blvd This project provides for the coordination with adjacent property owners, public involvement, study, design, ROW acquisition, Description: utility coordination, utility relocation, materials testing, construction and construction administration for the complete street improvements along Jomax Road between L303 and Vistancia Blvd. This project will include two phases; 1) Alignment study for Jomax Rd between L303 and El Mirage Rd and 2) design, ROW acquisition and construction of Jomax Rd between L303 and Vistancia Blvd. Phase 2 will also include: confirming the area has been annexed by the City; water, wastewater, and drainage improvements; and constructing new street improvements to accommodate a cross section consisting of BL:2:M:2:BL. This project may also require processing of utility company (APS, Cox, Qwest, SRP, EPNG, SWG, EPCOR, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source SY-Study Carryover / Base FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Transportation Sales Tax $200,000 $0 $0 $0 $0 $0 $200,000 LA-Land Acq Transportation Sales Tax DS-Design Transportation Sales Tax $403,000 $230,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $403,000 $230,000 CO-Construc Transportation Sales Tax $0 $0 $2,900,000 $0 $0 $0 $2,900,000 CB-Chargeba Transportation Sales Tax $0 $0 $34,000 $0 $0 $0 $34,000 AT-Arts $0 $0 $29,000 $0 $0 $0 $29,000 $200,000 $0 $0 $0 $0 $0 $200,000 Transportation Sales Tax Total Budget Operating Impacts FY 2018 Total Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $0 $0 $0 $34,000 $34,000 $0 $0 $0 $0 $0 $34,000 $34,000 Lake Pleasant Parkway Pavement Maintenance Project Number: PW13005 Council District: Mesquite Project Location: LPP from Cibola Vista to SR-74 Our pavement management program calls for interim maintenance of new pavement to preserve conditions and manage Description: lifecycles. In an ideal program, surfaces are treated early in their lifecycles to preserve good conditions. LPP was constructed approximately 4 years ago and due to the heavy daily traffic and other wear factors, it is already beginning to show signs of premature degradation including edge raveling and loss of fine aggregate. A microseal treatment is needed to preserve and prevent further degradation that is very expensive to repair. $500,000 in every 5th year will allow the Streets Division to microseal LPP from Cibola Vista to SR74 and maintain the Parkway in good condition considering its heavy traffic volumes. Budget by Fiscal Year Category Funding Source Carryover / Base CO-Construc Highway User AT-Arts Highway User Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $1,000,000 $500,000 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $5,000 $5,000 $500,000 $0 $0 $0 $500,000 $500,000 $1,000,000 296 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Lake Pleasant Parkway Sidewalk Project Number: EN00480 Council District: Willow and Mesquite Project Location: LPP; Williams Rd to Jomax Rd This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, materials testing, construction, construction administration for the construction of a concrete sidewalk ranging in width from 5 feet to 8 feet, along the east side of Lake Pleasant Parkway between Deer Valley Road and Jomax Road. The improvements will include re-grading the existing drainage channel, constructing a new concrete sidewalk, upgrading ramps, installing decomposed granite, restoring some landscaping, and traffic signal modifications at Yearling Road and Hatfield Road. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total LA-Land Acq Transportation Sales Tax Carryover $60,000 $0 $0 $0 $0 $0 $60,000 CO-Construc Transportation Sales Tax Carryover $308,977 $0 $0 $0 $0 $0 $308,977 CO-Construc Outside Sources CO-Construc Transportation Sales Tax Carryover $14,355 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $14,355 $1,500,000 Total Budget $60,000 $0 $0 $0 $0 $0 $60,000 Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $1,500 $1,500 $1,500 $1,500 $7,500 $13,500 $0 $1,500 $1,500 $1,500 $1,500 $7,500 $13,500 Lake Pleasant Pkwy & Dixileta Dr Intersection Mods Project Number: EN00588 Council District: Mesquite Project Location: Dixileta Dr; LPP to Park Access Road This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, materials testing, construction and construction administration for the design and construction of intersection modifications and a traffic signal at Lake Pleasant Parkway and Dixileta Drive, a northbound to eastbound deceleration lane, and an access road extending from the intersection approximately 500 feet to the east, and interconnect conduit duct bank and fiber optics cable between Westwing Parkway and Dixileta Drive. The improvements will include trench and install duct bank and inner duct, vaults, pull fiber optics and splicing as needed, install traffic signal, modify the intersection for ADA, intersection deceleration lane, and roadway 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 Carryover / Base Funding Source DS-Design Transportation Sales Tax $145,000 $0 $0 $0 $0 $0 $145,000 CO-Construc Transportation Sales Tax $1,800,000 $0 $0 $0 $0 $0 $1,800,000 $145,000 $0 $0 $0 $0 $0 $145,000 Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021 Category FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total Total $0 $1,100 $1,100 $1,100 $1,100 $5,500 $9,900 $0 $1,100 $1,100 $1,100 $1,100 $5,500 $9,900 297 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets 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 2018 Carryover $600,000 $0 $0 $0 $0 $0 $600,000 Total Budget $600,000 $0 $0 $0 $0 $0 $600,000 Funding Source LA-Land Acq Transportation Sales Tax FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 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 Category Funding Source Carryover / Base CO-Construc Highway User AT-Arts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $150,000 $150,000 $150,000 $150,000 $0 $1,500 $1,500 $1,500 $150,000 $150,000 $150,000 $150,000 Highway User Total Budget FY 23-27 Total $150,000 $750,000 $1,500,000 $1,500 $7,500 $13,500 $150,000 $750,000 $1,500,000 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 Category Funding Source Carryover / Base FY 2018 Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 CO-Construc Proposed GO Bonds Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2019 FY 2020 FY 2020 FY 2021 FY 2021 FY 2022 FY 2022 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 298 FY 23-27 FY 23-27 Total Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Northern Parkway Project Number: EN00142 Council District: Acacia/Pine Project Location: Northern Av From 71st Av to 115th Av This project provides for the City's contribution toward land acquisition and construction to convert the existing Northern Avenue Description: to an 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 Carryover / Base Funding Source CO-Construc GO Bonds 2015 Carryover FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $600,000 $0 $0 $0 $0 $0 $600,000 CO-Construc Transportation Sales Tax $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0 $4,000,000 CO-Construc Proposed GO Bonds CB-Chargeba Transportation Sales Tax $0 $0 $0 $10,000 $0 $10,000 $0 $10,000 $1,000,000 $0 $10,162,500 $0 $11,162,500 $30,000 CB-Chargeba Proposed GO Bonds $0 $0 $0 $0 $10,000 $40,000 $50,000 AT-Arts Transportation Sales Tax $0 $10,000 $10,000 $10,000 $0 $0 $30,000 AT-Arts Proposed GO Bonds $0 $0 $0 $0 $10,000 $101,625 $111,625 $600,000 $0 $0 $0 $0 $0 $600,000 Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $5,000 $5,000 $20,000 $20,000 $20,000 $100,000 $170,000 Non-Pers OPS $25,000 $25,000 $80,000 $80,000 $80,000 $400,000 $690,000 $5,000 $5,000 $20,000 $20,000 $20,000 $100,000 $170,000 Total Operating Impacts 299 City of Peoria FY 2018 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, ROW acquisition, materials testing, construction, and construction administration for the completion of the widening of the south side of Paradise Lane between the Skunk Creek Bridge and 75th Avenue to accommodate an eastbound to northbound left turn lane, one future through lane and one eastbound to southbound right turn lane. The proposed improvements include clearing, grubbing, and grading of the work area; removal of existing pavement and installing new pavement; curb, gutter, and sidewalk; a Skunk Creek Bridge deck sealant; micro-seal Paradise Lane from 75th Avenue to west of the Skunk Creek Bridge; signing and 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 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total LA-Land Acq Transportation Sales Tax DS-Design Transportation Sales Tax $30,000 $130,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,000 $130,000 CO-Construc Transportation Sales Tax $0 $530,000 $0 $0 $0 $0 $530,000 CB-Chargeba Transportation Sales Tax $0 $26,000 $0 $0 $0 $0 $26,000 AT-Arts $0 $5,300 $0 $0 $0 $0 $5,300 $30,000 $0 $0 $0 $0 $0 $30,000 Transportation Sales Tax Total Budget Operating Impacts FY 2018 Total Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $700 $700 $700 $3,500 $5,600 $0 $0 $700 $700 $700 $3,500 $5,600 Peoria Auto District Project Number: EN00556 Council District: Ironwood, Willow Project Location: Bell Rd; L101 to West City Limits This project is for final design and construction of way finding signage, monument signage, gateway features, lighting, and Description: landscaping on Bell Rd from L101 to the West City Limits. This project will be phased over time. The phases of the project will expand the theme and elements to various areas within the Auto District to make this a regional destination with a vibrant streetscape. The various phases of the project will include paving, concrete, landscaping, lighting, signage, aesthetics, utility relocations, right-of-way acquisition, public involvement, and drainage. Budget by Fiscal Year Category Funding Source SY-Study Half Cent Sales Tax Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover $75,957 $0 $0 $0 $0 $0 $75,957 Total Budget $75,957 $0 $0 $0 $0 $0 $75,957 Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $0 $12,000 $12,000 $12,000 $60,000 $96,000 Non-Pers OPS $0 $0 $40,000 $40,000 $40,000 $310,000 $430,000 Total Operating Impacts $0 $0 $12,000 $12,000 $12,000 $60,000 $96,000 300 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Peoria Homes Alley Improvements Project Number: EN00580 Council District: Acacia Project Location: Peoria Homes Subdivision This project provides for the coordination with adjacent property owners, public involvement, design, utility coordination, Description: construction and construction administration for reconstruction of the Peoria Homes alleys. The improvements will include: Remove the existing pavement and chip seal, weeds, trash, debris, over excavate and construction a new 18' wide pavement section with a ribbon curb on each side. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements. Budget by Fiscal Year Carryover / Base Funding Source DS-Design Transportation Sales Tax $71,000 $0 $0 $0 $0 $0 $71,000 CO-Construc Transportation Sales Tax $520,000 $0 $0 $0 $0 $0 $520,000 $71,000 $0 $0 $0 $0 $0 $71,000 Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total Pinnacle Peak Road; 91st Ave-Lake Pleasant Pkwy Project Number: EN00015 Council District: Mesquite Project Location: Pinnacle Pk Rd; 91st Av to Lake Pleasant Pkwy This project provides for the coordination with adjacent property owners, developer of The Meadows, and the Maricopa County Description: Department of Transportation (MCDOT), public involvement, design, ROW acquisition, annexation, utility coordination, burying overhead utilities, utility relocation, materials testing, construction and construction administration for roadway improvements to Pinnacle Peak Road from 91st Avenue to Lake Pleasant Parkway to City standards. The improvements will include clearing and grubbing, saw cut along existing pavement, installing drainage facilities, new pavement, curb, gutter, valley gutter and apron, sidewalk, ramps, streetlights, traffic signal modifications, and landscaping and irrigation system. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source LA-Land Acq Transportation Sales Tax DS-Design Transportation Sales Tax CO-Construc Transportation Sales Tax CO-Construc Outside Sources Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $150,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $150,000 $100,000 $315,000 $0 $0 $0 $0 $0 $315,000 $2,997,000 $0 $0 $0 $0 $0 $2,997,000 $150,000 $0 $0 $0 $0 $0 $150,000 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $50,000 $50,000 $50,000 $250,000 $400,000 $0 $0 $50,000 $50,000 $50,000 $250,000 $400,000 301 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Residential Roads Rehabilitation and Preservation Project Number: PW13000 Council District: Various Project Location: Citywide This Program provides for comprehensive, large-scale rehabilitation projects in residential neighborhoods. This work may Description: include a variety of work as necessary to restore neighborhood roads to good condition including patching and surface treatments, mill and overlay up to full-depth removal of damaged asphalt and replacement with new. At the FY17 rate of funding, we can rehabilitate approximately 5 miles of residential roads every other year. There are 630 miles of residential roads in Peoria and approximately 42% of those roads are 20 years old or more so it is important to accelerate this Program to catch up to our aging infrastructure. Budget by Fiscal Year Carryover / Base Funding Source DS-Design Transportation Sales Tax $0 $300,000 $0 $300,000 DS-Design Highway User $0 $0 $0 $0 $2,700,000 $3,000,000 $0 $0 $2,700,000 $3,000,000 CO-Construc Transportation Sales Tax CO-Construc Highway User FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total $0 $600,000 $1,200,000 $0 $300,000 $300,000 $0 $0 $2,700,000 $0 $5,400,000 $0 $13,500,000 $6,000,000 $120,000 AT-Arts Transportation Sales Tax $0 $3,000 $27,000 $3,000 $27,000 $60,000 AT-Arts Highway User $0 $0 $30,000 $0 $0 $3,000 $33,000 $0 $300,000 $0 $300,000 $300,000 $600,000 $1,200,000 Total Budget Resurvey Benchmarks Project Number: PW00137 Council District: Various Project Location: Citywide This project will establish horizontal controls and vertical benchmarks for section and quarter corners within the City of Peoria. Description: The city must establish a grid of monuments completed with second order survey accuracy. Additionally, reference to other datum found within the city, namely, FEMA, City of Glendale, City of Phoenix, MCDOT and ADOT datum, shall be corresponded, coordinated and compared with City of Peoria "Inertial System Benchmark Survey." Budget by Fiscal Year Category Funding Source SY-Study General Carryover / Base Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $234,000 $0 $0 $0 $234,000 $0 $0 $234,000 $0 $0 $0 $234,000 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $0 $0 $5,000 $5,000 $25,000 $35,000 Total Operating Impacts $0 $0 $0 $5,000 $5,000 $25,000 $35,000 302 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Rural-Standard Roads Program Project Number: PW01003 Council District: Mesquite Project Location: Various Locations This program provides for resurfacing non-residential roads built to rural standards with no curb and gutter. Currently, there are Description: approximately 10 miles of non-residential, rural standard roads in the city. Through this program, these roads are chip sealed approximately every 5 years. They are inspected for appropriate treatments and prioritized in accordance with our pavement management program. Roads in this category include north Peoria/Lake Pleasant area roads: Christian Camp Road from SR 74 north to end of maintenance; Castle Hot Springs from SR 74 to the end of maintenance; 87th Avenue from SR 74 to end of maintenance; New River Road from SR 74 to end of maintenance. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Transportation Sales Tax CO-Construc Highway User AT-Arts Transportation Sales Tax Total Budget Operating Impacts FY 2018 FY 2020 FY 2021 FY 2022 Total $1,500,000 $0 $1,500,000 $1,400,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,000 $15,000 $0 $0 $0 $0 $1,500,000 $1,500,000 $1,500,000 FY 2022 FY 23-27 FY 2019 FY 2020 FY 2021 $0 $0 FY 23-27 $0 $1,400,000 FY 2018 Total Operating Impacts FY 2019 Total $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 Sidewalks Annual Program Project Number: PW00046 Council District: Various Project Location: Citywide 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, repair or replacement of landscape and irrigation system improvements, applying pre-emergent and decomposed granite, along with incidental work to accomplish connectivity. The project will likely include processing of utility agreements for design and construction, as well as development agreements and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construc Highway User Carryover / Base FY 2018 Carryover FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $100,000 $0 $0 $0 $0 $0 $100,000 CO-Construc Highway User $90,000 $90,000 $90,000 $90,000 $90,000 $450,000 $900,000 CB-Chargeba Highway User AT-Arts Highway User $0 $0 $15,000 $900 $15,000 $900 $15,000 $900 $15,000 $900 $75,000 $4,500 $135,000 $8,100 $100,000 $0 $0 $0 $0 $0 $100,000 Total Budget 303 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Street Light Infill and Replacement Program Project Number: PW11160 Council District: Various Project Location: Various Locations This program provides for the replacement of old street lights and allows the city to respond to citizen requests for additional Description: street lights in residential areas. Staff evaluates the condition of existing street lights which may be 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 Category Carryover / Base Funding Source CO-Construc Highway User AT-Arts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $790,000 $890,000 $390,000 $390,000 $0 $8,900 $3,900 $3,900 $790,000 $890,000 $390,000 $390,000 Highway User Total Budget FY 23-27 Total $390,000 $1,950,000 $4,800,000 $3,900 $19,500 $40,100 $390,000 $1,950,000 $4,800,000 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 629 Description: centerline miles of arterial, collector and residential streets in the city. The Streets Division evaluates the condition of the existing streets and prioritizes the required maintenance which may include crack seal and repairs, surface treatments, pavement replacement and small-scale restorations as needed. In FY18 some planned maintenance activities include: Arterial & Collector Roads: Beardsley Road from 81st Avenue to Lake Pleasant Road. 91st Avenue from Union Hills Drive to Beardsley Road. Deer Valley Road from 83rd Avenue to 95th Avenue. 85th Avenue from Grand Avenue to Peoria Avenue. Terramar Boulevard from Happy Valley Parkway to Jomax Road. Desert Moon Way from 67th Avenue to Terramar Boulevard Residential: Terramar, New River Ranch, Pioneer Village, Windwood, Braemar unit 7, Suntown, Suntown 2,3 & 4. Ventana Lakes Subdivisions: Landings, Moonlight Bay, South Bay, South Bay Unit 2, Bay Point, Bay Point Unit 2, Greystone Heritage Unit 2 Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Transportation Sales Tax CO-Construc Highway User AT-Arts AT-Arts Transportation Sales Tax Highway User Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $250,000 $500,000 $500,000 $500,000 $750,000 $3,000,000 $5,500,000 $2,004,950 $2,004,950 $3,004,950 $3,004,950 $3,000,000 $15,750,000 $28,769,800 $0 $0 $5,000 $25,050 $5,000 $25,050 $5,000 $25,050 $7,500 $30,000 $30,000 $157,500 $52,500 $262,650 $250,000 $500,000 $500,000 $500,000 $750,000 $3,000,000 $5,500,000 304 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Sunrise Mtn HS Traffic Solutions Project Number: EN00589 Council District: Willow Project Location: Lone Cactus Dr; 83rd Av to 87th Av & Driveway Modications This project provides for the coordination with adjacent property owners, public involvement, design, utility coordination, Description: construction and construction administration for the resurfacing, restriping and construction of a pedestrian area for a school crosswalk. The improvements will include: micro sealing Lone Cactus Dr from 83rd Av to 87th Av, providing a new parking lane, installing a new pedestrian refuse area, retrofitting existing ramps, and restriping the roadway. The project will also provide improved access and visibility at the southern driveway near the Challenger Space Center through the construction of an acceleration and/or deceleration lane on 83rd Avenue. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements. Budget by Fiscal Year Carryover / Base Funding Source DS-Design Highway User $18,000 $0 $0 $0 $0 $0 $18,000 CO-Construc Highway User $350,000 $0 $0 $0 $0 $0 $350,000 $18,000 $0 $0 $0 $0 $0 $18,000 Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total 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 Description: pavements where the greatest cost benefit will be realized in extended lifecycles and enhanced fiscal management through pavement lifecycle management. In FY17, the Streets Division employed the first electronic survey of its entire pavement network. This survey provided multiple levels of data reporting on the conditions of our pavement surfaces as well as structure and sub-structure. Based upon data collected and allocated budgets, the electronic survey data allows the streets division to prioritize maintenance projects based upon the objective data which is all gathered at once. The electronic survey results are transmitted to the city’s Hansen work order system and the Streets Division’s Lucity Pavement Management software which is then used to run various reports and scenarios to plan future maintenance projects. The technical survey should be repeated every three (3) years to capture changed conditions. Budget by Fiscal Year Category Funding Source OT-Other Highway User Carryover / Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $0 $250,000 $0 $0 $500,000 $750,000 $0 $0 $250,000 $0 $250,000 $500,000 $750,000 305 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Thunderbird Road Corridor Improvements Project Number: EN00086 Council District: Palo Verde Project Location: Thunderbird Rd; 83rd Av to Loop 101 This project provides for two projects; 1) a conceptual design (15%) for widening the south side of Thunderbird Rd between 83rd Description: Av to 75th Av to accommodate the third lane and 2) the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, materials testing, construction and construction administration for the construction of the ultimate corridor capacity improvements between L101 and 83rd Av. The improvements may include: dual eastbound to northbound left turn lanes, westbound to southbound left turn lanes, restriping of lanes to other purposes, and installing or extending turn lanes throughout the corridor from 83rd Avenue west to the Loop 101 on Thunderbird Road. 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 Category Carryover / Base Funding Source CO-Construc Transportation Sales Tax Carryover CO-Construc Street Impact Fees Z1 Po Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $812,763 $0 $0 $0 $0 $0 $812,763 $1,030,000 $0 $0 $0 $0 $0 $1,030,000 $812,763 $0 $0 $0 $0 $0 $812,763 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $0 $1,800 $1,800 $1,800 $1,800 $9,000 $16,200 $0 $1,800 $1,800 $1,800 $1,800 $9,000 $16,200 Traffic Signal Renovation and Replacement Project Number: PW00993 Council District: All Project Location: Various Locations There are currently 120 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 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 CO-Construc Highway User $109,000 $309,000 $309,000 $309,000 CO-Construc GO Bonds 2015 $200,000 $0 $0 $0 $0 $3,090 $3,090 $109,000 $309,000 $309,000 Category AT-Arts Funding Source Highway User Total Budget 306 FY 23-27 Total $309,000 $1,545,000 $2,890,000 $0 $0 $200,000 $3,090 $3,090 $15,450 $27,810 $309,000 $309,000 $1,545,000 $2,890,000 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Streets Utility Undergrounding Program Project Number: EN00563 Council District: Various Project Location: Citywide 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 a utility undergrounding program. The improvements will include trenching; installing conduit, cabinets, pedestals, etc.; pulling new wire; removing existing overhead facilities; and installing a new streetlight system. 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. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design Proposed GO Bonds CO-Construc Proposed GO Bonds AT-Arts Proposed GO Bonds Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $500,000 $2,000,000 $500,000 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $25,000 $0 $0 $0 $0 $0 $500,000 $500,000 Vistancia Blvd & Happy Valley Rd Intersection Mods Project Number: EN00586 Council District: Mesquite Project Location: Vistancia Blvd & Happy Valley Rd This project provides for the coordination with adjacent property owners and MCDOT, public involvement, design, ROW Description: acquisition, utility coordination, utility relocation, materials testing, construction and construction administration for the design and construction of ramps, crosswalks, and a traffic signal at the intersection of Vistancia Boulevard and Happy Valley Road. The improvements will include removal of ramps, construction of new ramps, median modifications, swale modifications, striping a crosswalk on Happy Valley Road, no crosswalks on Vistancia Boulevard, and construction of a new traffic signal. 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 Funding Source DS-Design Highway User $54,608 $0 $0 $0 $0 $0 DS-Design Outside Sources $27,392 $0 $0 $0 $0 $0 $27,392 CO-Construc Highway User CO-Construc Outside Sources $429,542 $215,458 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $429,542 $215,458 $54,608 $0 $0 $0 $0 $0 $54,608 Total Budget Operating Impacts Total Operating Impacts FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021 Category FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total $54,608 Total $0 $600 $600 $600 $600 $3,000 $5,400 $0 $600 $600 $600 $600 $3,000 $5,400 307 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Traffic Control Traffic Management Center Equipment Replacement Project Number: EN00433 Council District: Acacia Project Location: DCSB 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 was awarded federal CMAQ funds to offset the costs of the first equipment replacement. Budget by Fiscal Year Category Funding Source CO-Construc Transportation Sales Tax Carryover / Base FY 2018 Carryover FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $111,093 $0 $0 $0 $0 $0 $111,093 CO-Construc Transportation Sales Tax $0 $100,000 $100,000 $100,000 $100,000 $0 $400,000 AT-Arts $0 $1,000 $1,000 $1,000 $1,000 $0 $4,000 $111,093 $0 $0 $0 $0 $0 $111,093 Transportation Sales Tax Total Budget 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. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Transportation Sales Tax DS-Design Transportation Sales Tax Carryover FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $54,086 $25,000 $0 $0 $0 $25,000 $0 $0 $0 $25,000 $0 $50,000 $54,086 $125,000 CO-Construc Transportation Sales Tax $175,000 $0 $175,000 $0 $175,000 $350,000 $875,000 CB-Chargeba Transportation Sales Tax $0 $0 $5,000 $0 $5,000 $10,000 $20,000 AT-Arts $0 $0 $2,000 $0 $2,000 $4,000 $8,000 $54,086 $0 $0 $0 $0 $0 $54,086 Transportation Sales Tax Total Budget 308 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Program Project Number: EN00170 Council District: Citywide Project Location: Various Locations The Traffic Signal Program provides funding for traffic studies, coordination with adjacent property owners, public involvement, Description: design, materials testing, construction and construction administration for various traffic control improvements/enhancements. These improvements may include, but are not limited to, new signals, modification of existing signals and handicap ramps, the purchase and installation of miscellaneous traffic signal equipment, intelligent transportation system equipment, speed display signs, CCTV, etc. Budget by Fiscal Year Category Carryover / Base Funding Source CO-Construc Transportation Sales Tax Carryover CO-Construc Transportation Sales Tax CB-Chargeba Transportation Sales Tax AT-Arts Transportation Sales Tax Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $78,053 $0 $0 $0 $0 $0 $78,053 $550,000 $0 $550,000 $44,500 $550,000 $44,500 $550,000 $44,500 $550,000 $44,500 $2,750,000 $222,500 $5,500,000 $400,500 $0 $5,500 $5,500 $5,500 $5,500 $27,500 $49,500 $78,053 $0 $0 $0 $0 $0 $78,053 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 EQ-Equipme Transportation Sales Tax FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover $37,458 $0 $0 $0 $0 $0 $37,458 Total Budget $37,458 $0 $0 $0 $0 $0 $37,458 309 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Wastewater The measure of success when collecting and treating wastewater is when no one so much as wonders how it is done. It takes a complex network of infrastructure to make this operation seamless. In addition to building and operating large water treatment and reclamation facilities, the City of Peoria ensures that infrastructure is in place from an individual residence or commercial establishment, along roadway alignments, to the treatment facility. Facilities within Peoria also can reuse a portion of flows, providing a new, non-potable water resource opportunity. Wastewater infrastructure is funded primarily through operating revenues from rate payers, as well as revenue bonds and development impact fees. The 10-year program includes funding for the oversizing of selected wastewater trunk sewers to provide collection system capacity for new development in northern areas of the City, acquisition of land at the influent pump stations where the City recharges the water table and additional treatment capacity be added to meet the needs of continuing development in the north and northwest portions of the City. Wastewater Total ‐ $92,924,243 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY18 FY19 FY20 FY21 FY22 310 FY23 FY24 FY25 FY26 FY27 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Wastewater Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 2050 - Water $1,724,155 $217,324 $102,188 $108,500 $37,625 $188,125 $2,377,917 $0 $47,825 $0 $0 $52,424 $0 $100,249 2163 - Water Exp. S. of Bell $681,540 $925,350 $264,188 $925,350 $0 $0 $2,796,428 2164 - Water Exp. N. of Bell $897,095 $2,005,350 $750,908 $925,350 $5,330,602 $2,207,285 $12,116,590 $0 $0 $0 $2,474,859 $0 $0 $2,474,859 $9,646,627 $6,304,447 $2,592,083 $2,341,811 $9,065,030 $16,690,938 $46,640,936 $0 $0 $0 $14,024,198 $0 $0 $14,024,198 2506 - Wastewater Exp. E. of Agua Fria $209,115 $2,527,650 $88,063 $308,450 $0 $0 $3,133,278 2507 - Wastewater Exp. W. of Agua Fria $265,775 $508,228 $2,038,175 $2,528,229 $2,149,381 $0 $7,489,788 $1,770,000 $0 $0 $0 $0 $0 $1,770,000 $15,194,307 $12,536,174 $5,835,605 $23,636,747 $16,635,062 $19,086,348 $92,924,243 2162 - Water Expansion Post 1/1/12 2270 - WIFA Bonds 2400 - Wastewater 2452 - WIFA Bonds 2006 Clean Water 2509 - Wastewater Expansion Post 1/1/12 Total - Wastewater 311 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Wastewater Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 101st Ave and Northern Lift Station Pretreatment $242,401 $489,451 $0 $0 $0 $0 $731,852 Agua Fria Lift Station-Wastewater Campus Land $200,000 $4,000,000 $0 $0 $0 $0 $4,200,000 $1,772,516 $153,000 $153,000 $153,000 $9,369,751 $8,829,786 $20,431,053 Beardsley WRF Solids Pipeline Rehabilitation $534,310 $1,879,025 $0 $0 $0 $0 $2,413,335 Butler IPS Equipment Upgrade/Replacement $148,500 $150,995 $150,995 $101,000 $101,000 $505,000 $1,157,490 Butler Recharge Wells (ASR) $2,075,452 $2,467,600 $704,502 $2,467,600 $0 $0 $7,715,154 Butler WRF Aeration System Upgrades $1,176,946 $0 $0 $0 $0 $0 $1,176,946 Butler WRF Headworks Rehabilitation $420,000 $404,000 $0 $0 $0 $0 $824,000 Butler WRF Plant Equipment Upgrade and Replacement $607,073 $180,000 $180,000 $180,000 $100,000 $500,000 $1,747,073 $1,000,000 $0 $0 $0 $0 $0 $1,000,000 El Mirage Road Sewer Infrastructure Upsizing $0 $0 $0 $1,970,056 $0 $0 $1,970,056 Jomax WRF Expansion $0 $191,300 $1,946,881 $16,664,048 $5,210,939 $0 $24,013,168 Jomax WRF Operational Improvement/Upgrade/Replace $132,027 $50,500 $75,751 $101,000 $50,500 $252,500 $662,278 Lift Station Reconditioning $736,941 $383,800 $383,800 $383,800 $383,800 $1,919,000 $4,191,141 Manhole Rehabilitation $365,153 $277,725 $277,725 $277,725 $277,725 $1,388,625 $2,864,678 Miscellaneous Local Wastewater Line Improvements $200,000 $204,000 $204,000 $204,000 $204,000 $1,020,000 $2,036,000 Reclaimed Water Booster Land Purchase at IPS $643,830 $0 $0 $0 $0 $0 $643,830 SROG Line Assessment& Repair $920,888 $0 $0 $170,795 $223,347 $501,437 $1,816,467 Trunk Sewer Line Inspection $700,000 $0 $0 $0 $0 $600,000 $1,300,000 $2,363,745 $1,505,000 $555,000 $0 $0 $0 $4,423,745 $0 $0 $714,000 $714,000 $714,000 $3,570,000 $5,712,000 $954,525 $199,778 $489,951 $249,723 $0 $0 $1,893,977 $15,194,307 $12,536,174 $5,835,605 $23,636,747 $16,635,062 $19,086,348 $92,924,243 Beardsley Plant Equipment Upgrade and Expansion Dixileta 21 inch Sewer Extension Trunk Sewer Rehabilitation Wastewater System Additional R & M Expense West Agua Fria Wastewater Lines Total - Wastewater 312 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Wastewater 101st Ave and Northern Lift Station Pretreatment Project Number: UT00398 Council District: Pine Project Location: 101st Ave and Northern This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for realigning the existing 18" influent sewer lines, the installation of an in-line channel grinder and replacing the electrical and instrumentation equipment. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source DS-Design Wastewater CO-Construc Wastewater AT-Arts FY 2018 FY 2019 $65,524 $176,877 $0 $484,605 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,846 $0 $0 $0 $0 $4,846 $65,524 $0 $0 $0 $0 $0 $65,524 Wastewater Total Budget FY 2020 FY 2021 FY 2022 FY 23-27 Total $65,524 $661,482 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 is identified in the Description: Integrated Water Utilities Master Plan and will initially be used for a regional wastewater lift station that will provide service for the portion of the city located north of the Central Arizona Project (CAP) canal and east of the Agua Fria River. Budget by Fiscal Year Category Funding Source SY-Study Wastewater Carryover / Base FY 2018 Carryover FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $200,000 $0 $0 $0 $0 $0 LA-Land Acq Wastewater 700800 $0 $700,800 $0 $0 $0 $0 $700,800 LA-Land Acq Wastewater Exp. E. of A 2219200 $0 $2,219,200 $0 $0 $0 $0 $2,219,200 LA-Land Acq Water Exp. N. of Bell 1080000 $0 $1,080,000 $0 $0 $0 $0 $1,080,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 313 $200,000 City of Peoria FY 2018 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 Category Carryover / Base Funding Source EQ-Equipme Water CO-Construc Wastewater Exp. E. of A Carryover Carryover FY 2018 FY 2019 FY 2020 FY 2021 $9,651 $27,865 $0 $0 $0 $0 $0 $0 FY 2022 FY 23-27 $0 $0 Total $0 $0 $9,651 $27,865 CB-Chargeba Water Exp. N. of Bell 750 $0 $0 $0 $0 $0 $750 $750 CO-Construc Water Exp. N. of Bell AT-Arts Water Exp. N. of Bell 4509528 39445 $0 $0 $0 $0 $0 $0 $0 $0 $2,325,000 $17,438 $2,184,528 $22,007 $4,509,528 $39,445 $187,500 $112,500 $112,500 $112,500 $0 $0 $525,000 $62,500 $37,500 $37,500 $37,500 $0 $0 $175,000 CO-Construc Wastewater CO-Construc Water $1,113,750 $371,250 $0 $0 $0 $0 $0 $0 $6,975,000 $0 $6,554,223 $0 $14,642,973 $371,250 CB-Chargeba Wastewater $0 $2,250 $2,250 $2,250 $0 $2,250 $9,000 CB-Chargeba Water AT-Arts Wastewater $0 $0 $750 $0 $750 $0 $750 $0 $0 $52,313 $0 $66,028 $2,250 $118,341 $9,651 $0 $0 $0 $0 $0 $9,651 EQ-Equipme Wastewater EQ-Equipme Water Total Budget 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 Funding Source AT-Arts Water $0 $20,449 $0 $0 $0 $0 $20,449 DS-Design Wastewater $312,709 $0 $0 $0 $0 $0 $312,709 CO-Construc Wastewater CB-Chargeba Wastewater $221,601 $0 $1,821,098 $37,478 $0 $0 $0 $0 $0 $0 $0 $0 $2,042,699 $37,478 $0 $20,449 $0 $0 $0 $0 $20,449 20449 Total Budget FY 2018 FY 2019 314 FY 2020 FY 2021 Category FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Wastewater Butler IPS Equipment Upgrade/Replacement Project Number: UT00422 Council District: Pine Project Location: Butler Water Reclamation Facility 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 replacing odor control pumps, piping and appurtenances, coating warranty inspection, barscreen rehabilitation, and a study to determine the lifespan and capacity of the existing odor control scrubber. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design Wastewater CO-Construc Wastewater AT-Arts Wastewater Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $28,344 $120,156 $0 $149,500 $0 $149,500 $0 $100,000 $0 $1,495 $1,495 $28,344 $0 $0 315 FY 23-27 Total $0 $100,000 $0 $500,000 $28,344 $1,119,156 $1,000 $1,000 $5,000 $9,990 $0 $0 $0 $28,344 City of Peoria FY 2018 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 2018 CO-Construc Water Exp. N. of Bell Carryover $653,345 $0 $0 $0 $0 $0 $653,345 CO-Construc Water Exp. S. of Bell Carryover $437,790 $0 $0 $0 $0 $0 $437,790 CO-Construc Water CO-Construc Wastewater Exp. E. of A Carryover Carryover $234,317 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $234,317 $100,000 Category Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total SY-Study Wastewater Exp. E. of A $9,375 $0 $9,375 $0 $0 $0 $18,750 SY-Study Wastewater Exp. W. of $9,375 $0 $9,375 $0 $0 $0 $18,750 SY-Study SY-Study Water Exp. N. of Bell Water Exp. S. of Bell $28,125 $28,125 $0 $0 $28,125 $28,125 $0 $0 $0 $0 $0 $0 $56,250 $56,250 DS-Design Wastewater Exp. W. of $21,875 $31,250 $21,875 $31,250 $0 $0 $106,250 DS-Design DS-Design Water Exp. S. of Bell Wastewater Exp. E. of A $65,625 $21,875 $93,750 $31,250 $65,625 $21,875 $93,750 $31,250 $0 $0 $0 $0 $318,750 $106,250 DS-Design Water Exp. N. of Bell $65,625 $93,750 $65,625 $93,750 $0 $0 $318,750 CO-Construc Water Exp. S. of Bell $150,000 $825,000 $168,750 $825,000 $0 $0 $1,968,750 CO-Construc Water Exp. N. of Bell CO-Construc Wastewater Exp. E. of A $150,000 $50,000 $825,000 $275,000 $168,750 $56,250 $825,000 $275,000 $0 $0 $0 $0 $1,968,750 $656,250 CO-Construc Wastewater Exp. W. of $50,000 $275,000 $56,250 $275,000 $0 $0 $656,250 AT-Arts AT-Arts Water Exp. N. of Bell Wastewater Exp. W. of $0 $0 $6,600 $2,200 $1,688 $563 $6,600 $2,200 $0 $0 $0 $0 $14,888 $4,963 AT-Arts Water Exp. S. of Bell $0 $6,600 $1,688 $6,600 $0 $0 $14,888 AT-Arts Wastewater Exp. E. of A $0 $2,200 $563 $2,200 $0 $0 $4,963 $653,345 $0 $0 $0 $0 $0 $653,345 Total Budget 316 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Wastewater Butler WRF Aeration System Upgrades Project Number: UT00420 Council District: Acacia Project Location: Butler Water Reclamation Facility 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 new aeration system blowers at the Butler Water Reclamation Facility. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Funding Source DS-Design Wastewater $70,273 $0 $0 $0 $0 $0 $70,273 DS-Design Water CO-Construc Wastewater $23,424 $813,442 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $23,424 $813,442 $269,807 $0 $0 $0 $0 $0 $269,807 $70,273 $0 $0 $0 $0 $0 $70,273 CO-Construc Water Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total Butler WRF Headworks Rehabilitation Project Number: UT00100 Council District: Acacia Project Location: Butler Water Reclamation Facility 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 rehabilitation of the concrete influent screening channels inside of the Butler WRF Headworks Building including coffer dam installation, concrete repairs, and coating installation. 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 SY-Study SY-Study Wastewater Water $37,500 $12,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $37,500 $12,500 CO-Construc Wastewater $285,000 $300,000 $0 $0 $0 $0 $585,000 CO-Construc Water AT-Arts Wastewater $85,000 $0 $100,000 $3,000 $0 $0 $0 $0 $0 $0 $0 $0 $185,000 $3,000 $0 $1,000 $0 $0 $0 $0 $1,000 $37,500 $0 $0 $0 $0 $0 $37,500 AT-Arts Water Total Budget FY 2018 FY 2019 317 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 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 Funding Source EQ-Equipme Wastewater Carryover $30,218 $0 $0 $0 $0 $0 EQ-Equipme Water Carryover $37,500 $0 $0 $0 $0 $0 $37,500 Carryover $124,355 $311,250 $0 $135,000 $0 $135,000 $0 $135,000 $0 $75,000 $0 $375,000 $124,355 $1,166,250 $103,750 $45,000 $45,000 $45,000 $25,000 $125,000 $388,750 $30,218 $0 $0 $0 $0 $0 $30,218 CO-Construc Wastewater EQ-Equipme Wastewater EQ-Equipme Water Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total $30,218 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 Category Carryover / Base FY 2018 Carryover $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Total Budget $1,000,000 $0 $0 $0 $0 $0 $1,000,000 Funding Source CO-Construc Wastewater Expansion P FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total El Mirage Road Sewer Infrastructure Upsizing Project Number: UT00432 Council District: Project Location: El Mirage Rd from Westland Rd to Jomax 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 the installation of a new trunk sewer main primarily along El Mirage Road from Westland Road to Jomax Road. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source AT-Arts Wastewater Exp. W. of CO-Construc Wastewater Exp. W. of Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 19506 1950550 $0 $0 $0 $0 $0 $0 $19,506 $1,950,550 $0 $0 $0 $0 $19,506 $1,950,550 Total Budget $0 $0 $0 $19,506 $0 $0 $19,506 318 City of Peoria FY 2018 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 Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total CO-Construc Water Expansion Post 1/ 51905 $0 $0 $0 $0 $51,905 $0 $51,905 AT-Arts DS-Design Water Expansion Post 1/ Water Exp. N. of Bell 519 481853 $0 $0 $0 $0 $0 $481,853 $0 $0 $519 $0 $0 $0 $519 $481,853 SY-Study Water Expansion Post 1/ 47825 $0 $47,825 $0 $0 $0 $0 $47,825 AT-Arts AT-Arts Wastewater Exp. W. of Water Exp. N. of Bell 35883 34453 $0 $0 $0 $0 $14,602 $4,867 $0 $0 $21,281 $29,586 $0 $0 $35,883 $34,453 2958578 $0 $0 $0 $0 $2,958,578 $0 $2,958,578 24504 $0 $0 $0 $24,504 $0 $0 $24,504 2450355 2128100 $0 $0 $0 $0 $0 $0 $2,450,355 $0 $0 $2,128,100 $0 $0 $2,450,355 $2,128,100 CO-Construc Water Exp. N. of Bell AT-Arts WIFA Bonds CO-Construc WIFA Bonds CO-Construc Wastewater Exp. W. of AT-Arts 1842 $0 $0 $0 $1,634 $208 $0 $1,842 CO-Construc Wastewater DS-Design Wastewater Exp. W. of Wastewater 184119 1445559 $0 $0 $0 $0 $0 $1,445,559 $163,357 $0 $20,762 $0 $0 $0 $184,119 $1,445,559 SY-Study Wastewater 143475 $0 $143,475 $0 $0 $0 $0 $143,475 AT-Arts WIFA Bonds 2006 Clea 138854 $0 $0 $0 $138,854 $0 $0 $138,854 13885344 $0 $0 $0 $13,885,344 $0 $0 $13,885,344 Total Budget $0 $0 $0 $0 $0 $0 $51,905 CO-Construc WIFA Bonds 2006 Clea 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 Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Wastewater Carryover $5,151 $0 $0 $0 $0 $0 CO-Construc Water Carryover $1,876 $0 $0 $0 $0 $0 $1,876 CO-Construc Wastewater $93,750 $37,500 $56,250 $75,000 $37,500 $187,500 $487,500 CO-Construc Water AT-Arts Wastewater $31,250 $0 $12,500 $375 $18,750 $563 $25,000 $750 $12,500 $375 $62,500 $1,875 $162,500 $3,938 $0 $125 $188 $250 $125 $625 $1,313 $5,151 $0 $0 $0 $0 $0 $5,151 AT-Arts Water Total Budget 319 $5,151 City of Peoria FY 2018 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 Category Funding Source CO-Construc Wastewater Carryover / Base FY 2018 Carryover $356,941 $0 $0 $0 $0 $0 $356,941 $380,000 $380,000 $380,000 $380,000 $380,000 $1,900,000 $3,800,000 $0 $3,800 $3,800 $3,800 $3,800 $19,000 $34,200 $356,941 $0 $0 $0 $0 $0 $356,941 CO-Construc Wastewater AT-Arts Wastewater Total Budget FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total 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 Category Funding Source CO-Construc Wastewater Carryover / Base Carryover FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $92,653 $0 $0 $0 $0 $0 $92,653 CO-Construc Wastewater $272,500 $272,500 $272,500 $272,500 $272,500 $1,362,500 $2,725,000 CB-Chargeba Wastewater AT-Arts Wastewater $0 $0 $2,500 $2,725 $2,500 $2,725 $2,500 $2,725 $2,500 $2,725 $12,500 $13,625 $22,500 $24,525 $92,653 $0 $0 $0 $0 $0 $92,653 Total Budget 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 and efficient operation. Examples, though not limited to, include sewer extensions in coordination with street improvement projects, realignment/rehabilitation of downtown alley sewer mains, and immediate need sewer repairs. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 CO-Construc Wastewater $200,000 $200,000 $200,000 $200,000 CB-Chargeba Wastewater AT-Arts Wastewater $0 $0 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $200,000 $200,000 $200,000 $200,000 Total Budget 320 FY 23-27 Total $200,000 $1,000,000 $2,000,000 $2,000 $2,000 $10,000 $10,000 $18,000 $18,000 $200,000 $1,000,000 $2,000,000 City of Peoria FY 2018 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 Category Funding Source LA-Land Acq Wastewater LA-Land Acq Water Carryover / Base FY 2018 Carryover Carryover $162,500 $481,330 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $162,500 $481,330 Total Budget $162,500 $0 $0 $0 $0 $0 $162,500 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 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 rehabilitation effort to be done to the 99th Avenue West Sub Regional Description: Operating Group (SROG) interceptor. Under the SROG agreement, the City of Peoria is responsible for 21.68 percent of all capital costs associated with this line. In addition, the agreement details a 56 percent cost share of assessment and rehabilitation of a flow meter vault (GL02). The rehabilitation of GL02 will be included in this project. Budget by Fiscal Year Category Funding Source SY-Study Wastewater CO-Construc Wastewater Carryover / Base FY 2018 Carryover Carryover $103,481 $517,407 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $103,481 $517,407 $300,000 $0 $0 $169,104 $221,136 $496,472 $1,186,712 $0 $0 $0 $1,691 $2,211 $4,965 $8,867 $103,481 $0 $0 $0 $0 $0 $103,481 CO-Construc Wastewater AT-Arts Wastewater Total Budget FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Trunk Sewer Line Inspection Project Number: UT00322 Council District: All Project Location: Citywide This project will perform an inspection and assessment of all sanitary sewer mains 15 inches and larger within the wastewater Description: collection system on a five-year basis to ensure the structural and operational viability of these large sewer mains. In addition, this project will perform an assessment of the City's existing sanitary sewer force mains. These assessments will identify any existing or potential structural and operational issues. Budget by Fiscal Year Category Funding Source SY-Study Wastewater SY-Study Wastewater Carryover / Base FY 2018 Carryover $550,000 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $600,000 $750,000 $550,000 $0 $0 $0 $0 $0 $550,000 Total Budget FY 2019 321 FY 2020 FY 2021 FY 2022 FY 23-27 Total $550,000 City of Peoria FY 2018 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 Category Funding Source CO-Construc Wastewater Carryover / Base FY 2018 Carryover FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $2,363,745 $0 $0 $0 $0 $0 $2,363,745 DS-Design Wastewater 250000 $0 $202,100 $47,900 $0 $0 $0 $250,000 AT-Arts Wastewater 17922 $0 $12,900 $5,022 $0 $0 $0 $17,922 1792078 $0 $1,290,000 $502,078 $0 $0 $0 $1,792,078 Total Budget $2,363,745 $0 $0 $0 $0 $0 $2,363,745 CO-Construc Wastewater Wastewater System Additional R & M Expense Project Number: UT00436 Council District: Various Project Location: Citywide This project will provide for major repair, maintenance, and rehabilitation of our wastewater infrastructure, inluding the Description: Beardsley, Butler, Jomax and Quintero Water Reclamation Facilities, lift stations, mains and manholes. Budget by Fiscal Year Category Funding Source CO-Construc Wastewater AT-Arts Wastewater AT-Arts Wastewater Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 5600000 $0 $0 $700,000 $700,000 $700,000 $3,500,000 $5,600,000 56000 $0 $0 $7,000 $7,000 $7,000 $35,000 $56,000 $0 $0 $7,000 $7,000 $7,000 $35,000 $56,000 $0 $0 $700,000 $700,000 $700,000 $3,500,000 $5,600,000 Total Budget 322 City of Peoria FY 2018 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 2018 CO-Construc Wastewater Expansion P Carryover $770,000 $0 $0 $0 $0 $0 $770,000 CO-Construc Wastewater Exp. W. of Carryover $152,025 $0 $0 $0 $0 $0 $152,025 $32,500 $0 $197,800 $1,978 $485,100 $4,851 $247,250 $2,473 $0 $0 $0 $0 $962,650 $9,302 $770,000 $0 $0 $0 $0 $0 $770,000 Category Funding Source CO-Construc Wastewater Exp. W. of AT-Arts Wastewater Exp. W. of Total Budget FY 2019 323 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Water operations are considerably more complex than one might imagine. Acquisition of the water itself is only the first step, whether it comes from renewable sources like the Colorado River or the city’s own well sites. A successful water operation depends upon large treatment facilities, as well as a network of infrastructure to distribute water to the facilities for treatment and then ultimately to the users. impact fees. The 10-year program includes 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. Like wastewater projects, water infrastructure is funded primarily through operating revenues from user fees, revenue bonds, and development Water Total ‐ $209,740,913 $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 FY18 FY19 FY20 FY21 FY22 324 FY23 FY24 FY25 FY26 FY27 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Fund Number and Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 2050 - Water $16,278,794 $12,895,612 $9,764,383 $7,407,924 $14,656,083 $18,181,500 $79,184,296 2161 - Water Expansion $2,713,986 $0 $0 $0 $0 $0 $2,713,986 2162 - Water Expansion Post 1/1/12 $5,241,534 $496,594 $0 $0 $28,620 $64,080 $5,830,828 2163 - Water Exp. S. of Bell $3,000 $13,500 $387,356 $0 $18,000 $37,000 $458,856 2164 - Water Exp. N. of Bell $6,589,973 $1,315,200 $2,794,409 $1,480,144 $4,629,717 $6,017,765 $22,827,208 2167 - Water Resource Fee 2014 $1,183,286 $457,395 $431,505 $0 $0 $0 $2,072,186 2270 - WIFA Bonds $8,826,525 $26,687,983 $21,713,897 $0 $0 $31,694,078 $88,922,483 2400 - Wastewater $1,326,365 $400,000 $159,953 $620,000 $584,000 $2,571,000 $5,661,318 2506 - Wastewater Exp. E. of Agua Fria $29,500 $0 $156,876 $0 $93,810 $269,040 $549,226 2507 - Wastewater Exp. W. of Agua Fria $11,500 $0 $147,876 $0 $65,190 $186,960 $411,526 2509 - Wastewater Expansion Post 1/1/12 $9,000 $0 $0 $0 $0 $0 $9,000 2590 - Commercial Solid Waste $0 $0 $0 $0 $0 $250,000 $250,000 2600 - Residential Solid Waste $0 $0 $0 $0 $0 $600,000 $600,000 2650 - Solid Waste Expansion $0 $0 $0 $0 $0 $250,000 $250,000 $42,213,463 $42,266,284 $35,556,255 $9,508,068 $20,075,420 $60,121,423 $209,740,913 Total - Water 325 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 $701,442 $0 $0 $0 $0 $0 $701,442 $1,552,831 $0 $0 $0 $0 $0 $1,552,831 75th Ave 16" Waterline Cholla St to Thunderbird Rd $0 $0 $0 $910,429 $1,508,533 $0 $2,418,962 75th Avenue and Grand PRV Upgrade $0 $227,683 $371,973 $0 $0 $0 $599,656 85th Avenue Reclaimed Waterline-Mtn View to Grand $0 $0 $1,359,276 $0 $0 $0 $1,359,276 ADOT Well-Sports Complex Well Connection $0 $2,574,962 $0 $0 $0 $0 $2,574,962 Agua Fria Booster/PRV $3,970,000 $0 $0 $0 $0 $0 $3,970,000 Butler Well Site Rehabilitation $1,317,265 $0 $0 $0 $0 $0 $1,317,265 Central Arizona Project Curtailment Study $50,000 $0 $0 $0 $0 $0 $50,000 Condition Assessment of Remote Sites $80,966 $300,000 $0 $0 $0 $0 $380,966 Desert Harbor-Arrowhead Shores Well Mixing $2,126,112 $1,000,000 $0 $0 $0 $0 $3,126,112 El Mirage Road Waterline Upsizing $0 $0 $0 $1,695,790 $0 $0 $1,695,790 Fire Hydrant Infill and Replacement $331,598 $161,600 $161,600 $161,600 $161,600 $808,000 $1,785,998 Greenway Plant Equipment Upgrade/Replacement $251,789 $102,000 $102,000 $102,000 $102,000 $510,000 $1,169,789 $0 $0 $0 $0 $0 $31,694,078 $31,694,078 $588,583 $0 $0 $0 $0 $0 $588,583 Integrated Utility Master Plan $0 $0 $0 $0 $336,000 $224,000 $560,000 Jomax In-Line Booster Station Upgrades $0 $2,607,146 $0 $0 $0 $0 $2,607,146 Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP $0 $0 $0 $0 $1,685,749 $4,796,265 $6,482,014 $3,236,382 $0 $0 $0 $0 $0 $3,236,382 $386,658 $308,000 $308,000 $207,000 $207,000 $1,035,000 $2,451,658 $4,000,000 $0 $0 $0 $425,000 $2,125,000 $6,550,000 $655,017 $1,322,354 $0 $0 $0 $0 $1,977,371 $0 $0 $0 $484,166 $5,594,841 $0 $6,079,007 Pyramid Peak Water Treatment Plant Upgrades $1,153,000 $2,232,642 $1,742,723 $297,500 $297,500 $1,487,500 $7,210,865 Pyramid Peak Water Treatment Plant Expansion $7,885,266 $24,176,436 $21,713,897 $1,200,000 $0 $0 $54,975,599 $267,458 $245,785 $0 $0 $0 $0 $513,243 103rd Ave 12" Waterline Northern to Olive 75 Ave 16-inch Waterline, Cactus and Peoria Greenway WTP 8 MGD Expansion Hillcrest 8 inch Waterline Lone Mtn Pkwy 36-inch Waterline; LPP to L303 Miscellaneous Local Waterline Improvements New River Utility Co. Acquisition & Improvements Northern Community Park Well Patterson Well-W209, W210 Well Mixing Quintero Plant Equipment Upgrade/Replacement 326 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $410,522 $150,000 $150,000 $150,000 $150,000 $750,000 $1,760,522 Technology and Security Master Plan $0 $300,000 $0 $0 $0 $0 $300,000 Terramar Booster Pump Station Rehabilitation $0 $1,018,213 $1,018,214 $0 $0 $0 $2,036,427 Thunderbird Rd 16" Watermain Replacement $500,000 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $2,800,000 $2,800,000 Ventana Well, Booster Rehabilitation $2,000,000 $0 $0 $0 $0 $0 $2,000,000 W108 Bailey Well Site Improvements $0 $0 $0 $500,439 $0 $0 $500,439 $90,000 $0 $0 $90,000 $0 $180,000 $360,000 $891,533 $813,000 $813,000 $813,000 $813,000 $4,065,000 $8,208,533 $0 $1,010,000 $1,010,000 $0 $0 $0 $2,020,000 $1,274,092 $0 $0 $1,500,000 $1,500,000 $4,500,000 $8,774,092 $0 $0 $816,000 $816,000 $816,000 $4,080,000 $6,528,000 Water/Wastewater Hydraulic Model Update $200,000 $200,000 $0 $0 $0 $0 $400,000 Water/Wastewater/Expansion Fee Update $100,000 $0 $100,000 $0 $0 $200,000 $400,000 $3,702,820 $0 $0 $0 $0 $0 $3,702,820 $0 $959,370 $2,039,055 $0 $0 $0 $2,998,425 $792,987 $184,830 $327,998 $580,144 $551,460 $866,580 $3,303,999 $0 $400,773 $3,091,014 $0 $0 $0 $3,491,787 Westland Rd. Reservoir and Booster Station $1,487,836 $0 $0 $0 $0 $0 $1,487,836 White Mountain Apache Tribe Water Rights Purchase $2,209,306 $457,395 $431,505 $0 $0 $0 $3,098,206 Zone 1/2 PRV Upgrades (91st and Cactus) $0 $1,514,095 $0 $0 $0 $0 $1,514,095 Zone 5E/6E PRV Station $0 $0 $0 $0 $5,926,737 $0 $5,926,737 $42,213,463 $42,266,284 $35,556,255 $9,508,068 $20,075,420 $60,121,423 $209,740,913 SCADA Equipment Replacement Utility Billing System Water & Wastewater Rate Study Water Facility Reconditioning Water Line Assessment and Replacement Water Meter Replacement Program Water System Additional R & M Expense Wellhead Water Quality Mitigation Wells - New Construction West Agua Fria Water Lines Western Area CAP Pump Station Total - Water 327 FY 23-27 Total City of Peoria FY 2018 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 CO-Construc Water Carryover / Base FY 2018 Carryover $701,442 $0 $0 $0 $0 $0 $701,442 Total Budget $701,442 $0 $0 $0 $0 $0 $701,442 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 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 Category Funding Source CO-Construc Water Carryover / Base FY 2018 Carryover $1,552,831 $0 $0 $0 $0 $0 $1,552,831 Total Budget $1,552,831 $0 $0 $0 $0 $0 $1,552,831 FY 2019 328 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 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 Category Funding Source AT-Arts Water CO-Construc Water DS-Design Water Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 23951 2238735 $0 $0 $0 $0 $0 $0 $7,983 $746,170 $15,968 $1,492,565 $0 $0 $23,951 $2,238,735 156276 $0 $0 $0 $156,276 $0 $0 $156,276 $0 $0 $0 $7,983 $0 $0 $23,951 Total Budget 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 Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 $3,708 $342,976 $0 $0 $0 $0 $0 $0 $5,562 $514,439 FY 2021 FY 2022 FY 23-27 Total AT-Arts Water CO-Construc Water 5562 514439 $0 $0 $1,854 $171,463 DS-Design Water 41724 $0 $41,724 $0 $0 $0 $0 $41,724 CB-Chargeba Water 37931 $0 $12,642 $25,289 $0 $0 $0 $37,931 $0 $1,854 $3,708 $0 $0 $0 $5,562 Total Budget 329 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water 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 Category Funding Source AT-Arts DS-Design Wastewater Water Exp. N. of Bell DS-Design Water Exp. S. of Bell Carryover / Base FY 2018 FY 2019 876 8362 $0 $0 $0 $0 FY 2020 FY 2021 FY 2022 FY 23-27 $876 $8,362 $0 $0 $0 $0 $0 $0 Total $876 $8,362 8362 $0 $0 $8,362 $0 $0 $0 $8,362 CO-Construc Wastewater CB-Chargeba Water 79864 7065 $0 $0 $0 $0 $79,864 $7,065 $0 $0 $0 $0 $0 $0 $79,864 $7,065 DS-Design Water 5574 $0 $0 $5,574 $0 $0 $0 $5,574 AT-Arts Water Exp. N. of Bell 3940 $0 $0 $3,940 $0 $0 $0 $3,940 AT-Arts Water Exp. S. of Bell CO-Construc Water Exp. N. of Bell 3940 359454 $0 $0 $0 $0 $3,940 $359,454 $0 $0 $0 $0 $0 $0 $3,940 $359,454 CO-Construc Water Exp. S. of Bell 359454 $0 $0 $359,454 $0 $0 $0 $359,454 CB-Chargeba Wastewater Exp. E. of A CB-Chargeba Wastewater Exp. W. of 3531 3531 $0 $0 $0 $0 $3,531 $3,531 $0 $0 $0 $0 $0 $0 $3,531 $3,531 DS-Design Wastewater Exp. W. of 2786 $0 $0 $2,786 $0 $0 $0 $2,786 DS-Design Wastewater Exp. E. of A 2786 $0 $0 $2,786 $0 $0 $0 $2,786 2627 239593 $0 $0 $0 $0 $2,627 $239,593 $0 $0 $0 $0 $0 $0 $2,627 $239,593 CB-Chargeba Wastewater 2355 $0 $0 $2,355 $0 $0 $0 $2,355 DS-Design AT-Arts Wastewater Wastewater Exp. W. of 1858 1313 $0 $0 $0 $0 $1,858 $1,313 $0 $0 $0 $0 $0 $0 $1,858 $1,313 AT-Arts Wastewater Exp. E. of A AT-Arts Water CO-Construc Water 1313 $0 $0 $1,313 $0 $0 $0 $1,313 CO-Construc Wastewater Exp. W. of 119746 $0 $0 $119,746 $0 $0 $0 $119,746 CO-Construc Wastewater Exp. E. of A CB-Chargeba Water Exp. S. of Bell 119746 10600 $0 $0 $0 $0 $119,746 $10,600 $0 $0 $0 $0 $0 $0 $119,746 $10,600 CB-Chargeba Water Exp. N. of Bell 10600 $0 $0 $10,600 $0 $0 $0 $10,600 $0 $0 $876 $0 $0 $0 $876 Total Budget 330 City of Peoria FY 2018 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 FY 2018 FY 2019 FY 2021 Category Funding Source FY 2020 FY 2022 FY 23-27 Total DS-Design Water Expansion Post 1/ 75412 $0 $75,412 $0 $0 $0 $0 SY-Study Water Expansion Post 1/ 7541 $0 $7,541 $0 $0 $0 $0 $7,541 SY-Study DS-Design Water Water 46325 463246 $0 $0 $46,325 $463,246 $0 $0 $0 $0 $0 $0 $0 $0 $46,325 $463,246 AT-Arts Water Expansion Post 1/ $75,412 3495 $0 $3,495 $0 $0 $0 $0 $3,495 CO-Construc Water Expansion Post 1/ 274047 $0 $274,047 $0 $0 $0 $0 $274,047 AT-Arts Water CO-Construc Water 21467 1683429 $0 $0 $21,467 $1,683,429 $0 $0 $0 $0 $0 $0 $0 $0 $21,467 $1,683,429 Total Budget $0 $75,412 $0 $0 $0 $0 $75,412 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 Category Funding Source Carryover / Base CO-Construc Water Exp. N. of Bell CO-Construc Water Exp. N. of Bell FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Carryover $200,000 $3,770,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $3,770,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $27,600 $27,600 $27,600 $27,600 $138,000 $248,400 Total Operating Impacts $0 $27,600 $27,600 $27,600 $27,600 $138,000 $248,400 331 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water 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 Category Funding Source CO-Construc Water Carryover / Base FY 2018 Carryover $1,317,265 $0 $0 $0 $0 $0 $1,317,265 Total Budget $1,317,265 $0 $0 $0 $0 $0 $1,317,265 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total Central Arizona Project Curtailment Study Project Number: UT00434 Council District: Project Location: Citywide This study addresses future shortage of renewable water resources due to projected reductions in deliveries of Colorado River Description: water via the CAP Canal. The results of the study will identify the impacts of a declared shortage on Peoria's largest single surface water source, including infrastructure, operational and other water rights' needs. Budget by Fiscal Year Category Funding Source SY-Study Water Carryover / Base Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $50,000 $0 $0 $0 $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $50,000 Condition Assessment of Remote Sites Project Number: UT00256 Council District: Various Project Location: Citywide This project will assess the condition of all water, wastewater, and reuse water sites (excluding treatment plants). The information Description: gathered will be used to assess the overall funding needs for utility sites. In addition, this information may be used to increase the accuracy of some master plan elements. Budget by Fiscal Year Carryover / Base Funding Source SY-Study Wastewater Carryover $28,066 $0 $0 $0 $0 $0 SY-Study Water Carryover $52,900 $0 $0 $0 $0 $0 $52,900 SY-Study SY-Study Wastewater Water $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $150,000 $150,000 $28,066 $0 $0 $0 $0 $0 $28,066 150000 150000 Total Budget FY 2018 FY 2019 332 FY 2020 FY 2021 Category FY 2022 FY 23-27 Total $28,066 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Desert Harbor-Arrowhead Shores Well Mixing Project Number: UT00312 Council District: Ironwood Project Location: 91st Av and Greenway Rd to Arrowhead Shores Well This project will recommission the waterline from the Desert Harbor well to the Arrowhead Shores reservoir in order to facilitate Description: mixing of the water sources. In addition, this project will evaluate the need for arsenic treatment and will implement the needed technologies and site improvements to meet water quality standards. Budget by Fiscal Year Category Funding Source CO-Construc Water Exp. N. of Bell AT-Arts Water CO-Construc Water CB-Chargeba Water DS-Design Water Expansion Post 1/ Carryover / Base FY 2018 Carryover FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $200,000 $0 $0 $0 $0 $0 9920 $0 $9,920 $0 $0 $0 $0 $9,920 982048 $0 $982,048 $0 $0 $0 $0 $982,048 $0 $437,148 $8,032 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,032 $437,148 $1,488,964 $0 $0 $0 $0 $0 $1,488,964 $200,000 $0 $0 $0 $0 $0 $200,000 8032 CO-Construc Water Expansion Post 1/ Total Budget $200,000 El Mirage Road Waterline Upsizing Project Number: UT00430 Council District: Project Location: El Mirage Rd from Lone Mntn to Westland Reservoir 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 new ductile iron waterline along El Mirage Road from Lone Mountain Road to the Westland Reservoir Facility. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construc Water AT-Arts Water Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 1679000 $0 $0 $0 $1,679,000 $0 $0 16790 $0 $0 $0 $16,790 $0 $0 $16,790 $0 $0 $0 $1,679,000 $0 $0 $1,679,000 Total Budget 333 $1,679,000 City of Peoria FY 2018 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 Category Funding Source CO-Construc Water Carryover / Base FY 2018 Carryover $171,598 $0 $0 $0 $0 $0 $171,598 $160,000 $160,000 $160,000 $160,000 $160,000 $800,000 $1,600,000 $0 $1,600 $1,600 $1,600 $1,600 $8,000 $14,400 $171,598 $0 $0 $0 $0 $0 $171,598 CO-Construc Water AT-Arts Water Total Budget FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total 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 FY 2018 Carryover Carryover $1,789 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,789 $150,000 Water $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 CB-Chargeba Water $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $1,789 $0 $0 $0 $0 $0 $1,789 Category Funding Source EQ-Equipme Water CO-Construc Water EQ-Equipme Total Budget FY 2019 334 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 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 Funding Source DS-Design WIFA Bonds 3521584 $0 $0 $0 $0 AT-Arts WIFA Bonds CO-Construc WIFA Bonds 312318 27710176 $0 $0 $0 $0 $0 $0 $0 $0 150000 $0 $0 $0 $0 $0 $150,000 $150,000 $0 $0 $0 $0 $0 $3,521,584 $3,521,584 CB-Chargeba WIFA Bonds Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total $0 $3,521,584 $3,521,584 $0 $0 $312,318 $27,710,176 $312,318 $27,710,176 Hillcrest 8 inch Waterline Project Number: UT00426 Council District: Willow Project Location: Hillcrest Blvd from 83rd Avenue to 78th Lane This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for the installation of approx. 2,700 linear feet of new 8-inch ductile iron waterline and appurtenances on Hillcrest Boulevard from 83rd Avenue to 78th Lane. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design Water CO-Construc Water Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $146,810 $441,773 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $146,810 $441,773 $146,810 $0 $0 $0 $0 $0 $146,810 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Non-Pers OPS $0 $1,512 $1,512 $1,512 $1,512 $7,560 $13,608 Total Operating Impacts $0 $1,512 $1,512 $1,512 $1,512 $7,560 $13,608 335 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Integrated Utility Master Plan Project Number: UT00271 Council District: Various Project Location: Citywide This project will update the 2015 Integrated Utility Master Plan, which addresses the city's water, wastewater, and reuse systems. Description: The Integrated Utility Master Plan will identify the water resources needed to support the City's adopted General Plan Land Use map. This will be accomplished by determining the amount of potable and reuse water required along with the amount of wastewater generated at build-out. These requirements must be identified to determine future water resource, production, distribution, collection, and treatment facility requirements. Because it is so broad in scope, this project will require 18 months to complete. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total SY-Study Wastewater Exp. W. of CB-Chargeba Water Expansion Post 1/ 98557 4431 $0 $0 $0 $0 $0 $0 $0 $0 $59,134 $2,659 $39,423 $1,772 $98,557 $4,431 SY-Study 43269 $0 $0 $0 $0 $25,961 $17,308 $43,269 2787 27213 $0 $0 $0 $0 $0 $0 $0 $0 $1,672 $16,328 $1,115 $10,885 $2,787 $27,213 CB-Chargeba Water Exp. N. of Bell 17399 $0 $0 $0 $0 $10,439 $6,960 $17,399 SY-Study 169901 $0 $0 $0 $0 $101,941 $67,960 $169,901 14524 141826 $0 $0 $0 $0 $0 $0 $0 $0 $8,714 $85,096 $5,810 $56,730 $14,524 $141,826 CB-Chargeba Wastewater 1393 $0 $0 $0 $0 $836 $557 $1,393 CB-Chargeba Water SY-Study Wastewater 1393 13607 $0 $0 $0 $0 $0 $0 $0 $0 $836 $8,164 $557 $5,443 $1,393 $13,607 SY-Study 13607 $0 $0 $0 $0 $8,164 $5,443 $13,607 10093 $0 $0 $0 $0 $6,056 $4,037 $10,093 $0 $0 $0 $0 $39,423 $39,423 $98,557 Water Expansion Post 1/ CB-Chargeba Water Exp. S. of Bell SY-Study Water Exp. S. of Bell Water Exp. N. of Bell CB-Chargeba Wastewater Exp. E. of A SY-Study Wastewater Exp. E. of A Water CB-Chargeba Wastewater Exp. W. of Total Budget 336 City of Peoria FY 2018 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 Funding Source OT-Other Water Expansion Post 1/ 893 $0 $893 $0 $0 $0 $0 $893 OT-Other Water Expansion Post 1/ 47353 $0 $47,353 $0 $0 $0 $0 $47,353 AT-Arts Water Expansion Post 1/ CO-Construc Water Expansion Post 1/ 446 41255 $0 $0 $446 $41,255 $0 $0 $0 $0 $0 $0 $0 $0 $446 $41,255 Water Expansion Post 1/ 3385 $0 $3,385 $0 $0 $0 $0 $3,385 AT-Arts WIFA Bonds CB-Chargeba Water Expansion Post 1/ 23677 2267 $0 $0 $23,677 $2,267 $0 $0 $0 $0 $0 $0 $0 $0 $23,677 $2,267 CO-Construc WIFA Bonds 2188108 $0 $2,188,108 $0 $0 $0 $0 $2,188,108 DS-Design WIFA Bonds 179537 $0 $179,537 $0 $0 $0 $0 $179,537 CB-Chargeba WIFA Bonds 120225 $0 $120,225 $0 $0 $0 $0 $120,225 $0 $893 $0 $0 $0 $0 $893 DS-Design Total Budget Operating Impacts FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 FY 2021 Category FY 2020 FY 2021 FY 2022 FY 2022 FY 23-27 FY 23-27 Total Total Non-Pers OPS $0 $0 $20,100 $20,100 $20,100 $100,500 $160,800 Total Operating Impacts $0 $0 $20,100 $20,100 $20,100 $100,500 $160,800 337 City of Peoria FY 2018 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 Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total CB-Chargeba Water Exp. N. of Bell 82853 $0 $0 $0 $0 $20,213 $62,640 AT-Arts 56629 $0 $0 $0 $0 $6,113 $50,516 $56,629 OT-Other Water CO-Construc Water 554984 535637 $0 $0 $0 $0 $0 $0 $0 $0 $554,984 $535,637 $0 $0 $554,984 $535,637 CO-Construc Water Exp. N. of Bell $4,934,968 Water Exp. N. of Bell $82,853 4934968 $0 $0 $0 $0 $251,859 $4,683,109 CB-Chargeba Water 42987 $0 $0 $0 $0 $42,987 $0 $42,987 OT-Other AT-Arts 260956 13000 $0 $0 $0 $0 $0 $0 $0 $0 $260,956 $13,000 $0 $0 $260,956 $13,000 $0 $0 $0 $0 $62,640 $62,640 $82,853 Water Exp. N. of Bell Water Total Budget Lone Mtn Pkwy 36-inch Waterline; LPP to L303 Project Number: UT00233 Council District: Mesquite Project Location: Lone Mountain Pkwy, El Mirage Rd to Loop 303 This project provides funding for the oversizing of waterline infrastructure, including the project coordination, public Description: involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 36-inch waterline and appurtenances in Lone Mountain Parkway from the crossing of the Loop 303 freeway to the existing waterline near Lake Pleasant Parkway in accordance with the Water Master Plan, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base FY 2018 Carryover Carryover $1,370,396 $1,865,986 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,370,396 $1,865,986 Total Budget $1,370,396 $0 $0 $0 $0 $0 $1,370,396 Funding Source CO-Construc Water Expansion Post 1/ CO-Construc Water Expansion FY 2019 338 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Miscellaneous Local Waterline Improvements Project Number: UT00203 Council District: Various Project Location: Citywide This project provides funding to upgrade the city's existing water distribution system to ensure its continued operation and to Description: replace water valves and ACP, HDPE, PVC, pipes and unlined ductile mains in streets and alleyways 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 Category Funding Source CO-Construc Water Carryover / Base Carryover CO-Construc Water CB-Chargeba Water AT-Arts Water Total Budget FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $86,658 $0 $0 $0 $0 $0 $86,658 $300,000 $0 $300,000 $5,000 $300,000 $5,000 $200,000 $5,000 $200,000 $5,000 $1,000,000 $25,000 $2,300,000 $45,000 $0 $3,000 $3,000 $2,000 $2,000 $10,000 $20,000 $86,658 $0 $0 $0 $0 $0 $86,658 New River Utility Co. Acquisition & Improvements Project Number: UT00390 Council District: Willow Project Location: Deer Valley Rd./Beardsley Rd. & 83rd Ave. and surrounding area This project entails preliminary costs associated with the purchase of the New River Utility Company water system such as water Description: resource acquisition costs, system improvement costs, meter replacement costs, and costs associated with the integration of the water system into the City's water production and distribution system. This project excludes the cost of the purchase of the utility. Budget by Fiscal Year Category Funding Source CO-Construc WIFA Bonds Carryover / Base FY 2018 Carryover $2,500,000 $0 $0 $0 $0 $0 $2,500,000 $1,500,000 $0 $0 $0 $420,792 $2,103,960 $4,024,752 $0 $0 $0 $0 $4,208 $21,040 $25,248 $2,500,000 $0 $0 $0 $0 $0 $2,500,000 CO-Construc Water AT-Arts Water Total Budget FY 2019 339 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Northern Community Park Well Project Number: UT00424 Council District: Mesquite Project Location: Northern Community Park 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 drilling and installation of a new irrigation well at the planned Northern Community Park. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Funding Source DS-Design Water $146,810 $0 $0 $0 $0 $0 $146,810 CO-Construc Water AT-Arts Water $508,207 $0 $1,310,231 $12,123 $0 $0 $0 $0 $0 $0 $0 $0 $1,818,438 $12,123 $146,810 $0 $0 $0 $0 $0 $146,810 Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 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 Category Funding Source AT-Arts Water CO-Construc Water DS-Design Water CB-Chargeba Water Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 59767 $0 $0 $0 $4,372 $55,395 $0 $59,767 5539446 437194 $0 $0 $0 $0 $0 $0 $0 $437,194 $5,539,446 $0 $0 $0 $5,539,446 $437,194 42600 $0 $0 $0 $42,600 $0 $0 $42,600 $0 $0 $0 $4,372 $0 $0 $59,767 Total Budget 340 City of Peoria FY 2018 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 Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total CO-Construc Water Expansion Carryover $23,000 $0 $0 $0 $0 $0 $23,000 CO-Construc Water CO-Construc Water Carryover $550,000 $580,000 $0 $2,232,642 $0 $1,742,723 $0 $297,500 $0 $297,500 $0 $1,487,500 $550,000 $6,637,865 Total Budget $23,000 $0 $0 $0 $0 $0 $23,000 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 FY 2018 CO-Construc WIFA Bonds Carryover $3,200,000 $0 $0 $0 $0 $0 $3,200,000 CO-Construc Water Exp. N. of Bell Carryover $769,125 $0 $0 $0 $0 $0 $769,125 CO-Construc Water Expansion Post 1/ Carryover $789,616 $0 $0 $0 $0 $0 $789,616 $0 $0 $0 $0 $0 $0 $900,000 $300,000 $0 $0 $0 $0 $900,000 $300,000 $3,126,525 $24,176,436 $21,713,897 $0 $0 $0 $49,016,858 $3,200,000 $0 $0 $0 $0 $0 $3,200,000 Category Funding Source CO-Construc Water Exp. N. of Bell CO-Construc Water 900000 300000 CO-Construc WIFA Bonds Total Budget FY 2019 341 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Quintero Plant Equipment Upgrade/Replacement Project Number: UT00418 Council District: Mesquite Project Location: Quintero Water Treatment Plant 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 painting the facility, rebuilding the potable water pumps, and performing a study to determine the best disinfection method suited for the remote location of the plant. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construc Water CO-Construc Water AT-Arts Carryover / Base FY 2018 FY 2019 Carryover $145,800 $121,658 $0 $243,352 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,433 $0 $0 $0 $0 $2,433 Total Budget $145,800 $0 $0 $0 $0 $0 $145,800 Water FY 2020 FY 2021 FY 2022 FY 23-27 Total $145,800 $365,010 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 Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CO-Construc Wastewater Carryover $43,645 $0 $0 $0 $0 $0 CO-Construc Water Carryover $66,877 $0 $0 $0 $0 $0 $66,877 $75,000 $225,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 $375,000 $750,000 $900,000 $43,645 $0 $0 $0 $0 $0 $43,645 EQ-Equipme EQ-Equipme Wastewater Water Total Budget 342 $43,645 City of Peoria FY 2018 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 SY-Study SY-Study Wastewater Water Expansion Post 1/ 75000 40500 $0 $0 $75,000 $40,500 $0 $0 $0 $0 $0 $0 $0 $0 $75,000 $40,500 SY-Study Water Exp. N. of Bell 171000 $0 $171,000 $0 $0 $0 $0 $171,000 SY-Study Water Exp. S. of Bell 13500 $0 $13,500 $0 $0 $0 $0 $13,500 $0 $75,000 $0 $0 $0 $0 $75,000 Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 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 Category Carryover / Base Funding Source FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total CB-Chargeba Water 95650 $0 $31,861 $63,789 $0 $0 $0 $95,650 OT-Other AT-Arts 37684 18842 $0 $0 $37,684 $6,280 $0 $12,562 $0 $0 $0 $0 $0 $0 $37,684 $18,842 CO-Construc Water 1741372 $0 $799,509 $941,863 $0 $0 $0 $1,741,372 DS-Design 142879 $0 $142,879 $0 $0 $0 $0 $142,879 $0 $31,861 $63,789 $0 $0 $0 $95,650 Water Water Water Total Budget 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 Category Funding Source CO-Construc Water Carryover / Base FY 2018 Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Total Budget $500,000 $0 $0 $0 $0 $0 $500,000 FY 2019 343 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 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 FY 2018 Funding Source EQ-Equipme Residential Solid Waste 600000 $0 $0 $0 $0 EQ-Equipme Wastewater 600000 $0 $0 $0 $0 EQ-Equipme EQ-Equipme Water Water Expansion Post 1/ 600000 45000 $0 $0 $0 $0 $0 $0 EQ-Equipme Solid Waste Expansion 250000 $0 $0 EQ-Equipme EQ-Equipme Commercial Solid Waste Water Exp. N. of Bell 250000 190000 $0 $0 $0 $0 EQ-Equipme Water Exp. S. of Bell 15000 $0 EQ-Equipme Wastewater Exp. E. of A 147500 $0 EQ-Equipme Wastewater Exp. W. of 102500 Total Budget FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total $0 $600,000 $600,000 $0 $600,000 $600,000 $0 $0 $0 $0 $600,000 $45,000 $600,000 $45,000 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $0 $250,000 $190,000 $250,000 $190,000 $0 $0 $0 $0 $15,000 $15,000 $0 $0 $0 $0 $147,500 $147,500 $0 $0 $0 $0 $0 $102,500 $102,500 $0 $0 $0 $0 $600,000 $600,000 $600,000 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 Category Funding Source CO-Construc Water Carryover / Base FY 2018 Carryover $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Total Budget $2,000,000 $0 $0 $0 $0 $0 $2,000,000 FY 2019 344 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 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 Category Funding Source OT-Other Water Carryover / Base FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total 9261 $0 $0 $0 $9,261 $0 $0 $9,261 AT-Arts Water CO-Construc Water 4630 427924 $0 $0 $0 $0 $0 $0 $4,630 $427,924 $0 $0 $0 $0 $4,630 $427,924 DS-Design Water 35112 $0 $0 $0 $35,112 $0 $0 $35,112 CB-Chargeba Water 23512 $0 $0 $0 $23,512 $0 $0 $23,512 $0 $0 $0 $9,261 $0 $0 $9,261 Total Budget Water & Wastewater Rate Study Project Number: UT00298 Council District: All Project Location: Citywide This study will update the city’s water and wastewater rates. Rates will be reviewed to ensure that they cover the costs of system Description: operations and maintenance, fund the systems’ capital program requirements, and support the financial strength of the enterprise funds. Studies are anticipated to be performed with the help of outside consultants and coordinated with staff from the Finance and Public Works-Utilities departments. During the interim years between full studies, staff anticipates a lower level of annual support to update information and findings. Budget by Fiscal Year Category Funding Source SY-Study SY-Study Wastewater Water Carryover / Base Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total $45,000 $45,000 $0 $0 $0 $0 $45,000 $45,000 $0 $0 $90,000 $90,000 $180,000 $180,000 $45,000 $0 $0 $45,000 $0 $90,000 $180,000 345 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Water Facility Reconditioning Project Number: UT00206 Council District: Various Project Location: Citywide This project will upgrade and recondition over 40 existing water distribution and production facilities. Utilities staff prioritizes Description: projects to be included in this program based on operational needs and facility conditions in the city's aging water conveyance system. 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 Category Funding Source CO-Construc Water Carryover / Base FY 2018 Carryover FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $394,608 $0 $0 $0 $0 $0 $394,608 CO-Construc Water $496,925 $800,000 $800,000 $800,000 $800,000 $4,000,000 $7,696,925 CB-Chargeba Water AT-Arts Water $0 $0 $5,000 $8,000 $5,000 $8,000 $5,000 $8,000 $5,000 $8,000 $25,000 $40,000 $45,000 $72,000 $394,608 $0 $0 $0 $0 $0 $394,608 Total Budget 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 Category Funding Source CO-Construc Water AT-Arts Water Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 2000000 $0 $1,000,000 $1,000,000 $0 $0 $0 20000 $0 $10,000 $10,000 $0 $0 $0 $20,000 $0 $1,000,000 $1,000,000 $0 $0 $0 $2,000,000 Total Budget 346 $2,000,000 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Water Meter Replacement Program Project Number: UT00326 Council District: Various Project Location: Citywide The city’s inventory of over 49,000 water meters includes approximately 37,000 water meters that are using transmission Description: technology and equipment that has reached its life expectancy and/or will not be supported with current technology within the next two to three years. A large portion of these meters have also reached, or will soon reach, the end of their useful lives during this timeframe. To ensure that the city’s water billing data meets accuracy standards going forward, the most cost-effective approach is to replace all of these meters over a six-year cycle. Staff will, however, continue to explore alternatives that might reduce the number of meters to be replaced. Replacement labor will be provided by contracted staff. The project includes $800,000 per year that was originally programmed in the Finance Utilities Meter Services operating budget. Budget by Fiscal Year Carryover / Base FY 2018 FY 2019 FY 2021 Category Funding Source FY 2020 FY 2022 FY 23-27 Total EQ-Equipme Wastewater Carryover $12,670 $0 $0 $0 $0 $0 EQ-Equipme Water Carryover $1,590 $0 $0 $0 $0 $0 $1,590 CO-Construc Wastewater CO-Construc Water Carryover Carryover $1,021,984 $237,848 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,021,984 $237,848 EQ-Equipme Water 5000000 $0 $0 $0 $1,000,000 $1,000,000 $3,000,000 $5,000,000 EQ-Equipme Wastewater 2500000 $0 $0 $0 $500,000 $500,000 $1,500,000 $2,500,000 Total Budget $12,670 $0 $0 $0 $0 $0 $12,670 $12,670 Water System Additional R & M Expense Project Number: UT00438 Council District: Various Project Location: Citywide This project will provide for major repair, maintenance, and rehabilitation of our water infrastructure, including the Greenway and Description: Quintero Water Treatment Plants, wells, booster stations, metering stations, PRV stations and reservoirs. Budget by Fiscal Year Category Funding Source CO-Construc Water AT-Arts Water AT-Arts Carryover / Base 6400000 64000 Water Total Budget FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $800,000 $8,000 $800,000 $8,000 $800,000 $8,000 FY 23-27 Total $4,000,000 $40,000 $6,400,000 $64,000 $0 $0 $0 $0 $0 $0 $8,000 $8,000 $8,000 $40,000 $64,000 $0 $0 $800,000 $800,000 $800,000 $4,000,000 $6,400,000 347 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Water/Wastewater Hydraulic Model Update Project Number: UT00428 Council District: Project Location: Citywide This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for the update and/or replacement of the existing water/wastewater hydraulic model. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source SY-Study SY-Study Carryover / Base FY 2021 FY 2018 FY 2019 Wastewater $100,000 $100,000 $0 $0 $0 $0 Water $100,000 $100,000 $0 $0 $0 $0 $200,000 $100,000 $100,000 $0 $0 $0 $0 $200,000 Total Budget FY 2020 FY 2022 FY 23-27 Total $200,000 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 Funding Source SY-Study Wastewater Expansion P Carryover $9,000 $0 $0 $0 $0 $0 $9,000 SY-Study SY-Study Wastewater Exp. W. of Wastewater Exp. E. of A Carryover Carryover $11,500 $29,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,500 $29,500 SY-Study Water Exp. N. of Bell Carryover $38,000 $0 $0 $0 $0 $0 $38,000 SY-Study Water Exp. S. of Bell Carryover $3,000 $0 $0 $0 $0 $0 $3,000 SY-Study SY-Study Water Expansion Post 1/ Wastewater Exp. E. of A Carryover 88500 $9,000 $0 $0 $0 $0 $29,500 $0 $0 $0 $0 $0 $59,000 $9,000 $88,500 SY-Study Wastewater Exp. W. of 61500 $0 $0 $20,500 $0 $0 $41,000 $61,500 SY-Study SY-Study Water Exp. S. of Bell Water Exp. N. of Bell 15000 135000 $0 $0 $0 $0 $5,000 $45,000 $0 $0 $0 $0 $10,000 $90,000 $15,000 $135,000 $9,000 $0 $0 $0 $0 $0 $9,000 Total Budget FY 2018 FY 2019 348 FY 2020 FY 2021 Category FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water 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 Funding Source OT-Other Water Expansion Post 1/ $78,435 $0 $0 $0 $0 $0 $78,435 CO-Construc Water Expansion Post 1/ $400,000 $0 $0 $0 $0 $0 $400,000 $825,000 $2,399,385 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $825,000 $2,399,385 $78,435 $0 $0 $0 $0 $0 $78,435 CO-Construc Water Expansion CO-Construc Water Total Budget FY 2018 FY 2019 FY 2021 Category FY 2020 FY 2022 FY 23-27 Total Wells - New Construction Project Number: UT00117 Council District: Various Project Location: Citywide The city uses surface water, a renewable water source, as its primary water supply. However, it is still necessary to drill and equip Description: new wells to meet system redundancy requirements as well as future water demand. The wells are expected to be located in the vicinity of the Loop 303 and Lake Pleasant Parkway and other suitable areas. These wells will be "recovery wells" that will recover water available to the city through credits for water reclaimed and recharged to the aquifer. This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation and equipping of the wells, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construc Water Exp. N. of Bell Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total 2998425 $0 $959,370 $2,039,055 $0 $0 $0 $2,998,425 Total Budget $0 $959,370 $2,039,055 $0 $0 $0 $2,998,425 349 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water West Agua Fria Water Lines Project Number: UT00170 Council District: Mesquite Project Location: Vistancia Development This project provides for additional transmission capacity in the water system throughout the Vistancia community. The Vistancia Description: Utilities Master Plan identifies the water transmission mains that are needed to supply the Vistancia community. The city is funding the oversizing of selected transmission mains to provide water distribution capacity for new development in surrounding areas. Budget by Fiscal Year Category Funding Source CO-Construc Water Exp. N. of Bell AT-Arts Water Exp. N. of Bell CO-Construc Water Exp. N. of Bell Carryover / Base FY 2018 Carryover FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $792,987 $0 $0 $0 $0 $0 24862 $0 $1,830 $3,248 $5,744 $5,460 $8,580 $792,987 $24,862 2486150 $0 $183,000 $324,750 $574,400 $546,000 $858,000 $2,486,150 Total Budget $792,987 $0 $0 $0 $0 $0 $792,987 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 Funding Source DS-Design Carryover / Base FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Water 52733 $0 $52,733 $0 $0 $0 $0 $52,733 LA-Land Acq Water AT-Arts Water 348040 32484 $0 $0 $348,040 $0 $0 $32,484 $0 $0 $0 $0 $0 $0 $348,040 $32,484 CO-Construc Water 2900330 $0 $0 $2,900,330 $0 $0 $0 $2,900,330 CB-Chargeba Water 158200 $0 $0 $158,200 $0 $0 $0 $158,200 $0 $52,733 $0 $0 $0 $0 $52,733 Total Budget 350 City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water Westland Rd. Reservoir and Booster Station Project Number: UT00336 Council District: Project Location: Westland Rd & CAP Canal The Westland Rd. Reservoir/Booster facility will serve as a regional storage and booster facility for a large geographical area Description: encompassing Lake Pleasant Heights, Saddleback Heights, Trilogy West, Vistancia, state land parcels, and city oversizing needs. The facility is located on Westland Rd. in proximity to the CAP canal. This project ensures that onsite piping and ancillary facilities are sized properly to provide the city oversizing capacity in future expansion phases of the facility. Budget by Fiscal Year Carryover / Base FY 2018 CO-Construc Water Exp. N. of Bell Carryover $819,861 $0 $0 $0 $0 $0 CO-Construc Water Expansion Post 1/ Carryover $667,975 $0 $0 $0 $0 $0 $667,975 Total Budget $819,861 $0 $0 $0 $0 $0 $819,861 Category Funding Source FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total $819,861 White Mountain Apache Tribe Water Rights Purchase Project Number: UT00234 Council District: All Project Location: Northern Peoria This project addresses a future shortage of renewable water resources as identified in the Water Resource Master Plan. This Description: project will purchase additional Central Arizona Project (CAP) water rights from the White Mountain Apache Tribe. Budget by Fiscal Year Category Funding Source CO-Construc Water Resource Fee 201 CO-Construc Water OT-Other Carryover / Base FY 2018 Carryover Carryover $700,000 $1,026,020 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $700,000 $1,026,020 $483,286 $457,395 $431,505 $0 $0 $0 $1,372,186 $700,000 $0 $0 $0 $0 $0 $700,000 Water Resource Fee 201 Total Budget FY 2019 351 FY 2020 FY 2021 FY 2022 FY 23-27 Total City of Peoria FY 2018 Annual Program Budget Capital Improvement Program Water 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 Category Funding Source Carryover / Base FY 2018 FY 2019 FY 2021 FY 2020 FY 2022 FY 23-27 Total CB-Chargeba Water 95759 $0 $95,759 $0 $0 $0 $0 $95,759 CO-Construc Water 1300000 $0 $1,300,000 $0 $0 $0 $0 $1,300,000 AT-Arts Water 13000 $0 $13,000 $0 $0 $0 $0 $13,000 DS-Design Water 105336 $0 $105,336 $0 $0 $0 $0 $105,336 $0 $95,759 $0 $0 $0 $0 $95,759 Total Budget Operating Impacts FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 23-27 Total Personal OPS $0 $1,800 $1,800 $1,800 $1,800 $9,000 Non-Pers OPS $0 $2,400 $2,400 $2,400 $2,400 $12,000 $16,200 $21,600 Total Operating Impacts $0 $1,800 $1,800 $1,800 $1,800 $9,000 $16,200 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 FY 2018 FY 2019 FY 2020 FY 2021 Category Funding Source FY 2022 FY 23-27 Total OT-Other Water Exp. N. of Bell 94686 $0 $0 $0 $0 $94,686 $0 $94,686 SY-Study Water Exp. N. of Bell 80242 $0 $0 $0 $0 $80,242 $0 $80,242 LA-Land Acq Water Exp. N. of Bell OT-Other Water 80242 69079 $0 $0 $0 $0 $0 $0 $0 $0 $80,242 $69,079 $0 $0 $80,242 $69,079 SY-Study $58,542 Water 58542 $0 $0 $0 $0 $58,542 $0 LA-Land Acq Water 58542 $0 $0 $0 $0 $58,542 $0 $58,542 DS-Design AT-Arts Water Exp. N. of Bell Water Exp. N. of Bell 320968 29957 $0 $0 $0 $0 $0 $0 $0 $0 $320,968 $29,957 $0 $0 $320,968 $29,957 CO-Construc Water Exp. N. of Bell 2674747 $0 $0 $0 $0 $2,674,747 $0 $2,674,747 DS-Design AT-Arts Water Water 234167 21856 $0 $0 $0 $0 $0 $0 $0 $0 $234,167 $21,856 $0 $0 $234,167 $21,856 CO-Construc Water 1951375 $0 $0 $0 $0 $1,951,375 $0 $1,951,375 CB-Chargeba Water Exp. N. of Bell 145894 $0 $0 $0 $0 $145,894 $0 $145,894 CB-Chargeba Water 106440 $0 $0 $0 $0 $106,440 $0 $106,440 $0 $0 $0 $0 $0 $0 $94,686 Total Budget 352 Schedules Schedules City of Peoria FY 2018 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. 353 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 1 - All Funds Summary FUND NAME 1 General Fund 2 Half Cent Sales Tax Fund 3 Other Reserve Funds Total General & Other 4 Streets 5 Streetlight Improvement Districts 6 Maintenance Improvement Districts 7 Transportation Sales Tax Fund 8 Development Fee Funds 9 Public Housing 10 Home and Housing Grants 11 Transit 12 Attorney Grants 13 Public Safety Grants 14 Other Grants 15 Community Service Grants Total Special Revenue Funds 16 Water 17 Water Replacement & Reserves 18 Water Expansion 19 Water Bonds 20 Water Improvement Districts 21 Wastewater 22 Wastewater Replacement & Reserves 23 Wastewater Expansion 24 Wastewater Bonds 25 Wastewater Improvement Districts 26 Residential Solid Waste 27 Commercial Solid Waste 28 Solid Waste Reserves 29 Solid Waste Expansion 30 Sports Complex Operations/Maintenance 31 Sports Complex Equipment Reserves Total Enterprise Funds 32 Fleet Maintenance 33 Fleet Reserve 34 Insurance Reserve 35 Facilities Maintenance 36 Information Technology 37 Information Technology Reserve 38 Information Technology Projects Total Internal Service Funds ESTIMATED BALANCE 7/1/17 $49,589,077 $13,793,191 $7,876,070 $137,028,985 $20,908,765 $35,000 $71,258,338 $157,972,750 $18,660,670 $151,039 $2,650 $30,398,812 $27,191,025 $1,062,361 $10,866 $135,503 $4,845,483 $216,362 $82,674,771 $24,709,037 $9,044,311 $14,866,192 ($1,837,565) $12,305,348 $8,789,975 $4,487,797 $7,546,229 $1,767,040 $1,814,641 $5,751,489 $631,368 $825,688 $90,701,550 $179,551 $7,261,902 $20,034,792 $234,858 $734,138 $1,411,786 $229,116 $30,086,143 39 Fireman's Pension 40 Agency Funds $100 - Total Trust & Agency Funds 41 General Obligation Bonds 42 MDA Bonds 43 HURF Bonds 44 Capital Projects - Streets/Economic Development 45 Improvement Districts 46 Facility Projects 47 Outside Source Fund Total Capital Projects Funds 48 General Obligation Bonds 49 MDA Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total PROJECTED REVENUES $100 $15,798,579 $19,889,083 $3,676,146 $39,363,808 $21,091,728 $7,619,596 $2,296,989 $14,641,732 $829,728 $115,553 $12,659,677 $8,156,903 $329,104 $1,009,000 $35,100 $726,373 $6,717,251 $501,211 $45,721,632 $44,437,135 $1,076,057 $4,642,000 $10,689,090 $22,608,752 $181,661 $1,269,400 $10,150,506 $2,096,550 $1,358,747 $40,800 $3,250,000 $360,004 $102,160,702 $5,421,912 $2,331,831 $21,715,598 $6,310,598 $9,423,285 $760,831 - $45,964,055 TRANSFERS IN TOTAL SOURCES $7,568,547 - $7,568,547 $30,700 $2,329,228 $16,907,346 $15,000 - $34,131,630 $980,767 $118,203 $43,058,489 $35,347,928 $329,104 $3,571,361 $45,966 $861,876 $11,562,734 $717,573 $130,725,631 $40,000 $2,580,237 $10,000 $2,000,000 - $4,630,237 $69,146,172 $10,160,368 $19,508,192 $8,851,525 $37,494,337 $8,971,636 $5,757,197 $17,696,735 $3,863,590 $3,183,388 $5,792,289 $5,881,368 $1,185,692 $197,492,489 $230,600 $958,574 $62,107 - $1,251,281 $5,601,463 $9,824,333 $41,750,390 $6,545,456 $11,115,997 $2,234,724 $229,116 $77,301,479 - - $29,786,471 $25,250,000 $80,400 $8,658,001 $63,774,872 $236,799,635 $829,228 $1,500,000 - $30,700 - $194,186,609 $34,701,956 $7,911,070 - $30,800 - $30,800 $45,585,050 $25,250,000 $19,969,483 $12,334,147 - $103,138,680 $7,560,658 - $37,999,074 $15,195,254 $2,296,989 $31,008,313 $16,922,346 $7,560,658 $55,491,317 $345,093,023 $432,547,057 $23,339,951 $800,980,031 354 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 1 - All Funds Summary OPERATIONS CAPITAL PROJECTS LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE $146,274,956 $2,934,297 $326,204 $3,525,091 $1,191,474 $3,101,057 $149,535,457 $7,817,622 $10,477,468 $188,820 $5,567,000 $329,104 $2,825,328 $23,262 $851,991 $3,134,991 $497,935 $23,895,899 $57,418,939 $46,475,128 $17,358,057 $424,000 - - $22,350,000 $7,450,000 $2,150,000 $172,150,047 $12,020,771 $5,577,261 $31,950,000 $189,748,079 $1,000,000 $1,500,000 $1,150,000 $100,000 $3,200,000 - $6,950,000 $80,502,053 $6,735,340 $202,572,754 $34,226,881 $22,650,418 $829,228 $115,553 $30,723,140 $20,957,101 $329,104 $2,933,337 $23,262 $851,991 $7,326,324 $497,935 $87,237,393 $2,923,843 $700,525 $145,568 $10,000 - $8,466,786 $8,903,068 $902,861 $6,439,232 $8,784,636 $2,890,683 $6,624,442 $1,347,056 $1,495,340 $4,832,289 $347,121 $683,942 $145,775,033 $51,717,456 - $5,471,912 $2,172,560 $24,741,249 $6,330,454 $10,559,022 $1,135,731 $228,200 $129,551 $7,651,773 $17,009,141 $215,002 $556,975 $1,098,993 $916 - $3,740,000 $50,639,128 - $50,639,128 $26,662,351 - - $400,000 $2,000,000 - $17,505,824 $8,300,733 $2,296,826 $2,400,000 $30,600 - $30,600 - - $44,660,048 $25,250,000 $16,027,465 $12,334,147 - $30,600 - $30,600 $44,660,048 $25,250,000 $16,027,465 $12,334,147 $200 - - $98,271,660 $4,867,020 $18,005,824 $8,510,733 $2,296,826 - $18,005,824 $8,510,733 $2,296,826 $19,993,250 $6,684,521 $163 $28,103,383 $710,000 $28,813,383 $45,906,440 $54,550,000 $590,000,000 355 $23,339,951 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 $200 $925,002 $3,942,018 - $98,271,660 $500,000 $210,000 - 1 2 3 $43,488,238 $5,471,912 $2,172,560 $24,741,249 $6,330,454 $10,559,022 $1,135,731 $228,200 - $3,779,936 $60,679,386 $1,257,300 $18,605,331 $8,851,525 $31,055,105 $187,000 $2,866,514 $11,072,293 $2,516,534 $1,688,048 $960,000 $5,534,247 $501,750 $11,481,212 $151,539 $2,650 $12,335,349 $14,390,827 $638,024 $22,704 $9,885 $4,236,410 $219,638 $141,995,097 - - $88,100 $829,228 $115,553 $5,411,126 $291,333 - $21,792,860 $10,100,212 $2,333,809 $50,000 $400,000 $3,000,000 $50,000 $50,000 $150,000 $40,000 - $212,187,537 $12,824,675 $172,393,749 $24,601,744 $5,577,261 $8,800,000 $44,260,048 $25,250,000 $14,027,465 $12,334,147 - $57,755,543 $1,257,300 $17,904,806 $8,851,525 $30,909,537 $187,000 $2,866,514 $11,062,293 $2,516,534 $1,688,048 $960,000 $5,534,247 $501,750 $243,702 $12,580,973 - - - $95,871,660 $22,562,318 $25,312,014 $20,957,101 $329,104 $2,933,337 $23,262 $851,991 $7,034,991 $497,935 $5,000,000 $250,000 $200,000 $1,250,000 $150,000 $550,000 $300,000 $100,000 $75,000 $300,000 $250,000 $375,000 - - - $10,149,177 $7,208,880 - $424,000 - $30,600 - $30,600 - - $18,255,552 $17,704,806 $8,851,525 $11,081,708 $2,316,514 $167,464 $40,532 - $58,418,101 $5,421,912 $1,772,560 $21,741,249 $6,280,454 $10,509,022 $561,731 $188,200 $277,356,023 $445,000 $11,084,850 $23,623,194 $14,240,101 $8,009 $700,000 - $49,656,154 $24,350,814 $1,007,300 $11,368,949 $37,000 $10,594,829 $2,376,002 $1,613,048 $660,000 $5,284,247 $126,750 $445,000 - TOTAL USES ESTIMATED BALANCE 6/30/18 $28,813,383 $26,677,934 $613,339,951 $187,640,080 41 42 43 44 45 46 47 48 49 50 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 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 $0 $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 $0 $47,637,615 $33,741 $4,107,386 $5,002 $75,975 $114 $7,024,364 $474,580 $1,702,690 $415,180 $826,491 $1,746,370 $173,961 $22,832,822 $739,271 $2,395,147 $4 $639,899 $211,295 $265,996 $411,199 $2,205,677 $7,406 $38,189 $3,072,909 $1,388,955 $0 $50,794,621 $32,000 $4,000,000 $5,000 $85,000 $0 $7,500,000 $480,000 $1,750,000 $450,000 $835,000 $1,800,000 $175,000 $23,600,000 $755,000 $2,490,000 $0 $620,000 $200,000 $200,000 $425,000 $2,365,156 $0 $30,000 $3,119,844 $1,400,000 $0 $52,317,000 $32,000 $4,000,000 $5,000 $85,000 $0 $7,772,356 $490,800 $1,789,375 $460,125 $853,788 $1,700,000 $178,938 $24,483,579 $765,430 $2,599,097 $0 $620,000 $150,000 $200,000 $425,000 $2,546,357 $0 $30,000 $3,306,537 $1,400,000 $25,000 $53,918,382 $13,431,637 $17,172,500 $219,821 $0 $29,236 $0 $8,008 $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 $0 $13,992,021 $18,650,521 $104,590 $0 $0 $129,986 $8,041 $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 $0 $14,760,029 $18,549,406 $234,909 $0 $626 $34,695 $8,117 $0 $6,385,294 $0 $101,124 $256,918 $53,787 $19,977 $909,376 $141,293 $155,431 $345,102 $123,929 $137,340 ($720) $15,600,000 $20,963,005 $175,076 $77,500 $0 $100,000 $0 $0 $6,665,000 $0 $110,000 $275,000 $50,000 $20,000 $900,000 $150,000 $150,000 $350,000 $120,000 $135,000 $0 $16,285,000 $21,639,691 $161,507 $77,500 $0 $0 $0 $500,000 $6,694,955 $0 $110,000 $278,562 $55,942 $21,981 $912,467 $166,031 $168,320 $390,076 $134,885 $150,846 $0 General 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 Property Tax Govt Prop Lease Excise Tax Rev SRP In-lieu Tax Utility Franchise Cablevision Franchise Small Cell Annual Fees Subtotal - Revenues 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 - 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-Offsite Imp 356 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Eng Plan Chk-Street Light Addressing Fee Water Review Fee-Eng Sewer Review Fee-Eng Street Review Fee-Eng Storm Drainage Report-Eng Traffic Impact Report-Eng Storm Water Mgmt Rpt-Eng Retaining Wall Inspection Retaining Wall Review Fee Traffic Plan Check Fee Concrete Inspection Fire-Plans Review Fee 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 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 Recreational Revenue 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 FY 2014 Actual $25,200 $43,425 $84,010 $97,350 $144,610 $43,018 $16,800 $19,250 $73,228 $17,500 $64,100 $280,637 $83,495 $33,425 $1,400 $0 $0 $0 $0 $4,320 $1,080 $50,025 $15,600 $18,690 $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 $0 $32,421 $151,289 $359,894 $389,715 $92,418 $74,732 $146,352 $87,259 $805,584 $161 $1,310 $10,811 357 FY 2015 Actual $18,720 $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 $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 $0 $29,519 $126,051 $376,103 $377,698 $90,681 $73,663 $187,052 $84,067 $775,903 $78 $1,205 $13,669 FY 2016 Actual $21,690 $28,175 $60,220 $63,360 $110,250 $22,658 $8,700 $15,250 $37,031 $20,500 $56,140 $178,178 $94,555 $33,611 $800 $0 $0 $0 $0 $3,600 $34,320 $17,700 $11,580 $16,695 $640 $611,529 $345,068 $126,786 $5,198 $199,430 $2,394 $292,239 $3,176 $6,197 $2,128,074 $408,426 $138,442 $2,319 $792,545 $9 $23,565 $124,845 $283,088 $343,752 $71,335 $75,683 $219,431 $77,317 $758,261 $44 $165 $14,739 FY 2017 Estimate $20,000 $25,000 $60,000 $60,000 $110,000 $20,000 $5,000 $15,000 $35,000 $20,000 $55,000 $175,000 $75,000 $25,000 $0 $275,000 $164,900 $66,800 $38,200 $3,000 $0 $17,000 $10,000 $10,000 $400 $500,000 $100,000 $125,000 $0 $310,000 $2,000 $351,115 $0 $7,489 $2,029,000 $388,865 $179,130 $0 $745,100 $0 $46,000 $140,000 $674,867 $399,370 $90,000 $79,220 $107,000 $99,000 $808,132 $5,800 $20,000 $11,000 FY 2018 Budget $22,641 $28,301 $66,602 $67,263 $122,545 $22,641 $5,000 $16,981 $39,580 $22,641 $55,000 $195,610 $76,187 $25,595 $0 $1,100,000 $660,000 $268,000 $153,000 $3,000 $0 $17,000 $10,660 $11,980 $0 $500,000 $200,000 $125,000 $0 $310,000 $2,000 $381,115 $0 $7,489 $2,077,714 $398,365 $199,130 $0 $745,100 $0 $46,000 $140,000 $674,867 $434,525 $90,000 $79,220 $145,000 $99,000 $808,132 $5,800 $20,000 $11,000 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Library Copy/Print Fees - Branch 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 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 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate $6,669 $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 $40,776 $61,317 $34,817 $66,805 $49,403 $24,546 $10,572 $103,823 $15,057 $45,617 $32,258 $175,813 $7,014 $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 $54,475 $61,503 $42,319 $121,137 $131,910 $16,737 $19,432 $121,471 $14,126 $35,737 $35,632 $174,879 $6,788 $1,629 $5,835 $13,773 $438,736 $43,302 $0 $954 $3,500 $13,820,305 $1,207,464 $59,835 $365,304 $2,615,603 $84,144 $15 $733,281 $50,130 $89,741 $59,887 $0 $35,643 $46,262 $200 $0 $664,463 $310,612 $429 $36,105 $81,234 $232 $105 $701 $84,599 $21,150 $14,290 $81,102 $88,350 $45,251 $172,393 $48,067 $59,655 $42,174 $97,471 $126,804 $27,610 $23,364 $159,424 $15,276 $38,521 $32,258 $164,788 $6,500 $0 $2,000 $0 $440,371 $40,000 $0 $0 $0 $14,749,191 $1,600,000 $60,000 $350,000 $2,500,000 $75,000 $0 $720,000 $45,000 $73,000 $60,000 $1,000 $28,000 $17,000 $1,000 $0 $650,000 $300,000 $41,500 $24,000 $65,000 $1,000 $0 $0 $80,000 $20,000 $20,000 $70,000 $90,000 $45,000 $147,000 $20,000 $65,000 $48,000 $110,000 $139,000 $20,000 $20,000 $107,790 $15,239 $52,374 $29,500 $125,000 358 FY 2018 Budget $6,500 $0 $2,000 $0 $442,573 $40,000 $0 $0 $15,000 $15,165,568 $1,633,944 $60,000 $363,343 $2,593,215 $77,100 $0 $739,900 $45,000 $73,000 $50,000 $1,000 $28,000 $20,000 $1,000 $0 $782,000 $283,000 $1,500 $20,000 $67,000 $1,000 $0 $0 $60,000 $15,000 $20,000 $42,000 $47,000 $45,000 $152,880 $20,000 $65,000 $48,000 $125,000 $154,000 $20,000 $20,000 $107,790 $15,239 $52,374 $29,500 $0 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2014 Actual Rent-AZ Broadway Theater(KLOS) $48,289 Rent Revenue - Arts Ctr Ticket Surchrg $22,808 Interest Income $126,603 Realized Gains/Losses-Invest $473 Misc Police Revenues $123,741 Reimb Revenue-General $9,762 State Fire Reimbursement $236,069 Reimbursement-Jury Duty $300 Reimbursement for O/T $6,311 Reimb-Comm Svcs $14 Reimb Rev-Empl Overpymt $178 Repymt Zone Revenues $0 Contributions - General $0 Contributions-Library $0 Cash Over/Short ($302) Cash Over/Short-Comm Svcs ($4) Misc A/R Penalties $8,845 Gain on Disp of FA-Genl Govt $8,317 Gain on Disp of FA-Rec $9,475 Sale of Land $0 Auction Proceeds $40,851 Other Revenue $40,340 Other Revenue-CD Dept. $0 Southwest Gas Capital Funds $0 Subtotal - Revenues $67,384,486 Total - General Fund FY 2015 Actual $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 $0 $10,642 $52,148 $0 $0 $70,836,116 FY 2016 Actual FY 2017 Estimate FY 2018 Budget $64,381 $16,052 $268,623 $12 $167,403 $86,577 $439,868 $535 $1,400 $37,468 $0 $31,997 $0 $200 ($2,457) $65 ($1,764) $0 $0 $23,776 $13,787 $29,449 $750 $0 $73,403,225 $70,000 $0 $250,000 $0 $100,000 $339,730 $90,000 $0 $7,500 $89,573 $0 $0 $0 $0 $0 $0 $5,000 $0 $0 $0 $15,000 $15,000 $0 $420,000 $78,819,237 $0 $0 $265,000 $0 $100,000 $339,730 $90,000 $0 $7,500 $65,500 $0 $0 $0 $0 $0 $0 $5,000 $0 $0 $0 $15,000 $15,000 $0 $420,000 $83,110,603 $113,095,717 $118,473,731 $124,197,846 $131,136,237 $137,028,985 $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 $16,873 $2,054,063 $2,501 $37,994 $57 $1,756,337 $237,333 $851,493 $207,627 $91,844 $873,389 $86,996 $11,400,923 $184,844 $1,197,574 $2 $320,008 $105,186 $120,226 $205,638 $19,750,909 $16,000 $2,000,000 $2,500 $42,500 $0 $1,875,000 $240,000 $875,000 $225,000 $92,777 $900,000 $87,500 $11,800,000 $188,750 $1,245,000 $0 $310,000 $100,000 $100,000 $212,500 $20,312,527 $16,000 $2,000,000 $2,500 $42,500 $0 $1,943,089 $245,400 $894,687 $230,062 $94,865 $850,000 $89,468 $12,241,789 $191,357 $1,299,548 $0 $310,000 $75,000 $100,000 $212,500 $20,838,765 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 359 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Budget Revenues Interest Income Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Other Revenue Subtotal - Revenues $37,064 $0 $27,392 $0 $64,456 $40,525 $0 $0 $0 $40,525 $74,207 $0 $43,122 $13,275 $130,604 $70,000 ($23,339) $9,116 $0 $55,778 $70,000 $0 $0 $0 $70,000 Total - Half-Cent Sales Tax Fund $17,841,415 $18,496,560 $19,881,513 $20,368,305 $20,908,765 $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 $10,125 $1,232,586 $1,501 $22,799 $34 $1,053,212 $142,417 $510,955 $124,591 $110,151 $524,099 $52,204 $6,983,036 $110,844 $718,544 $1 $192,028 $0 $72,101 $123,341 $11,984,570 $9,600 $1,200,000 $1,500 $25,500 $0 $1,125,000 $144,000 $525,000 $135,000 $111,333 $540,000 $52,500 $7,080,000 $113,250 $747,000 $0 $186,000 $60,000 $60,000 $127,500 $12,243,183 $9,600 $1,200,000 $1,500 $25,000 $0 $1,165,853 $147,240 $536,812 $138,037 $113,838 $510,000 $53,681 $7,345,073 $114,814 $779,729 $0 $186,000 $45,000 $60,000 $127,500 $12,559,677 Subtotal - Revenues $95,986 $80,000 $175,986 $109,130 $0 $109,130 $187,458 $0 $187,458 $100,000 $0 $100,000 $100,000 $0 $100,000 Total - Transportation Sales Tax Fund $10,825,681 $11,280,538 $12,172,028 $12,343,183 $12,659,677 Interdepartmental Svc Chg Interest Income Reimb Revenue-General Subtotal - Revenues $7,550,713 $3,976 $22,771 $7,577,460 $7,858,107 $5,892 $2,186 $7,866,185 $8,436,680 $11,251 $31,624 $8,479,555 $9,072,676 $10,000 $2,824 $9,085,500 $9,418,275 $5,010 $0 $9,423,285 Total - Information Technology Fund $7,577,460 $7,866,185 $8,479,555 $9,085,500 $9,423,285 $0 $17,572 $0 $26,444 $0 $37,752 $3,600 $25,000 $0 $20,000 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 Grant Revenue - Federal Interest Income 360 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Other Revenue FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Budget Subtotal - Revenues $0 $17,572 $0 $26,444 $0 $37,752 $702,484 $731,084 $0 $20,000 Total - Economic Development Reserve Fund $17,572 $26,444 $37,752 $731,084 $20,000 Interdepartmental Svc Chg Interest Income Auction Proceeds Subtotal - Revenues $699,315 $5,883 $0 $705,198 $700,045 $5,912 $5,594 $711,551 $651,359 $10,502 $6,186 $668,047 $762,355 $6,400 $139 $768,894 $753,831 $7,000 $0 $760,831 Total - Information Technology Reserve Fund $705,198 $711,551 $668,047 $768,894 $760,831 Recycling Program Revenue Interdepartmental Svc Chg Interest Income Reimb Revenue-General Auction Proceeds Subtotal - Revenues $322 $5,892,130 $906 $0 $0 $5,893,358 $0 $5,941,568 $1,666 $1,748 $344 $5,945,327 $0 $5,859,798 $2,744 $0 $0 $5,862,542 $0 $5,972,345 $3,050 $0 $0 $5,975,395 $0 $6,307,548 $3,050 $0 $0 $6,310,598 Total - Facilities Fund $5,893,358 $5,945,327 $5,862,542 $5,975,395 $6,310,598 Recycling Program Revenue Interdepartmental Svc Chg Interest Income Reimb Revenue-General Subtotal - Revenues $6,823 $5,009,338 $0 $57 $5,016,218 $3,917 $4,799,580 $0 $0 $4,803,497 $2,199 $4,476,555 $1,030 $705 $4,480,490 $1,000 $4,763,749 $250 $1,000 $4,765,999 $1,000 $5,420,412 $500 $0 $5,421,912 Total - Fleet Maintenance Fund $5,016,218 $4,803,497 $4,480,490 $4,765,999 $5,421,912 $1,692,703 $33,647 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,726,350 $1,796,247 $37,139 $0 $0 $0 $0 $0 $0 $0 $0 $0 $169,757 $1,031 $2,004,174 $1,967,601 $58,488 $1,100 $6,005 $4,431 $11,140 $163 $17,964 $11,612 $26,103 ($12,113) ($218) $0 $2,092,277 $2,294,385 $67,541 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,000 $0 $2,396,926 $2,238,831 $58,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,000 $0 $2,331,831 Information Technology Reserve Fund Revenues Facilities Fund Revenues Fleet Maintenance Fund Revenues Fleet Reserve Fund Revenues Interdepartmental Svc Chg Interest Income Reimb Revenue-General Gain on Disposal of F/A Gain on Disp of FA-Genl Govt Gain on Disp of FA-Rec Gain on Disp of FA-Police Gain on Disp of FA-Fire Gain on Disp of FA-Devl Svc Gain on Disp of FA-Streets Gain on Disp of FA-Pub Wrks Auction Proceeds Other Revenue Subtotal - Revenues 361 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Total - Fleet Reserve Fund FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Budget $1,726,350 $2,004,174 $2,092,277 $2,396,926 $2,331,831 $13,333,764 $206,784 $13,540,548 $14,258,866 $237,730 $14,496,596 $14,548,665 $251,244 $14,799,909 $15,560,236 $150,000 $15,710,236 $16,752,346 $30,000 $16,782,346 $90,576 $94,067 $145,606 $135,000 $140,000 Total - Debt Service Fund $13,631,124 $14,590,663 $14,945,515 $15,845,236 $16,922,346 Interest Income Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Subtotal - Revenues $23,025 $0 $257,058 $280,083 $2,137 $0 $0 $2,137 $55,394 $0 $0 $55,394 $118,120 ($10,448) $1,000,000 $1,107,672 $60,000 $0 $0 $60,000 Subtotal - Bond Proceeds $0 $0 $0 $0 $0 $0 $30,325,000 $0 $30,325,000 $2,347,132 $1,066,078 $3,413,210 $54,976,471 $10,689,090 $65,665,561 Total - Bond Fund $280,083 $2,137 $30,380,394 $4,520,882 $65,725,561 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 $1,580 $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 $1,500 $22,111 $14,171 $915,860 $638,779 $737,223 $123,143 $2,605 $11,611 $0 $2,467,004 $1,450 $25,000 $7,363 $850,000 $600,000 $630,000 $105,000 $3,000 $10,500 $0 $2,232,313 $1,450 $25,000 $8,000 $860,000 $585,000 $500,000 $105,000 $0 $12,100 $0 $2,096,550 Total - Commercial Sanitation Fund $2,367,338 $2,428,833 $2,467,004 $2,232,313 $2,096,550 $48,366 $355,195 $25,945 $148,960 $6,149,292 $2,080,039 $44,075 $47,191 $433,192 $33,100 $146,347 $6,308,243 $2,138,045 $43,817 $41,961 $383,202 $28,875 $146,463 $6,577,785 $2,181,862 $43,786 $48,000 $237,184 $23,150 $170,000 $8,650,000 $0 $47,500 $50,000 $255,000 $24,000 $150,000 $9,451,506 $0 $55,000 Debt Service Fund Revenues Property Tax SRP In-lieu Tax Subtotal - Revenues Revenues Interest Income Bond Fund Revenues Bond Proceeds Bond Proceeds Loan Proceeds Commercial Sanitation Fund Revenues Residential Sanitation Fund Revenues 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 362 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Budget Allocated Interdept Svc Chrgs Interest Income Contributions - General Subtotal - Revenues $109,251 $24,573 $1,000 $8,986,696 $126,921 $28,677 $0 $9,305,535 $127,000 $51,550 $0 $9,582,484 $111,000 $47,500 $0 $9,334,334 $111,000 $54,000 $0 $10,150,506 Total - Residential Sanitation Fund $8,986,696 $9,305,535 $9,582,484 $9,334,334 $10,150,506 Interdepartmental Svc Chg Interest Income Gain on Disposal of F/A Auction Proceeds Subtotal - Revenues $849,293 $11,613 $95,046 $0 $955,952 $944,400 $11,369 $0 $47,931 $1,003,700 $989,293 $18,558 $103,045 $0 $1,110,896 $1,181,571 $7,000 $0 $140,000 $1,328,571 $1,205,847 $12,900 $0 $140,000 $1,358,747 Total - Sanitation Equipment Reserve Fund $955,952 $1,003,700 $1,110,896 $1,328,571 $1,358,747 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 Gain on Disposal of F/A Auction Proceeds Other Revenue Subtotal - Revenues $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 $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 $0 $2,722,581 $52,093 $99 $18,000 $736,010 $204,246 $126,420 $0 $31,400 $11,831 $285,572 $999 $91,887 $56,150 $63,581 $35,205 $230,222 $133,071 $129,992 $50,006 $281,743 $857,868 $32,615 $269,267 $7,376 $93,459 $1,978 $28,702 $520 $8,712 $3,839,022 $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 $7,671 $0 $0 $0 $1,000 $0 $3,539,305 $35,000 $0 $26,000 $690,000 $190,000 $60,000 $10,000 $25,000 $10,000 $320,000 $1,000 $103,004 $45,000 $65,000 $35,000 $265,000 $120,000 $120,000 $55,000 $265,000 $808,000 $100,000 $250,000 $12,000 $0 $0 $0 $0 $0 $3,610,004 Total - Sports Complex Fund $3,182,427 $2,722,581 $3,839,022 $3,539,305 $3,610,004 Sanitation Equipment Reserve Fund Revenues Sports Complex Fund Revenues 363 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Budget Streets Fund Revenues Sales Tax-Utilities Sales Tax Recoveries Subtotal - Revenues $3,358,906 ($2,872) $3,356,034 $3,416,184 $0 $3,416,184 $3,593,400 $0 $3,593,400 $3,735,000 $0 $3,735,000 $3,898,646 $0 $3,898,646 Highway User Revenue Grant Revenue - Federal Recycling Program Revenue Street Sign Revenue Street Mnt Fees-Solid Waste Street Cut Surcharge Fog Seal Revenues Allocated Interdept Svc Chrgs CIP Engineering Charges Interest Income Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Reimbursement-Jury Duty Auction Proceeds Subtotal - Revenues $8,691,989 $0 $1,951 $31,710 $185,476 $17,435 $42,260 $295,000 $49,174 $46,110 $0 $98 $0 $0 $9,361,203 $9,465,880 $23,575 $2,702 $0 $56,176 $8,875 $49,920 $295,000 $43,395 $56,593 $0 $191,485 $48 $1,648 $10,195,297 $9,982,220 $0 $429 $0 ($6,248) $6,680 $16,711 $295,000 $34,187 $99,748 $0 $0 $0 $0 $10,428,727 $9,909,262 $0 $2,000 $10,000 ($13,543) $5,000 $10,000 $295,000 $60,000 $100,000 ($32,674) $30 $0 $0 $10,345,074 $10,256,086 $0 $2,000 $10,000 $0 $5,000 $10,000 $295,000 $60,000 $105,000 $0 $0 $0 $0 $10,743,086 Total - Streets Fund $12,717,237 $13,611,481 $14,022,127 $14,080,074 $14,641,732 Subtotal - Revenues $637,281 $55,474 $28,167 $17,613 $3,226 $72,336 $814,097 $660,620 $145,521 $29,489 $17,059 $4,335 $62,500 $919,524 $686,318 $356,488 $34,592 $18,057 $5,712 $37,308 $1,138,475 $400,000 $200,000 $25,000 $8,000 $3,000 $20,000 $656,000 $545,000 $200,000 $233,000 $8,000 $3,000 $20,000 $1,009,000 Total - Transit Fund $814,097 $919,524 $1,138,475 $656,000 $1,009,000 $0 $72,118 $19,578,155 $900,278 $0 $85,886 $746,208 $89,468 $44,286 $0 $0 $4,139,991 $42,587 $0 $74,000 $20,100,000 $912,000 $1,000 $106,733 $749,385 $125,500 $35,000 $30 $0 $0 $0 $0 $75,000 $20,800,000 $925,000 $1,500 $113,161 $707,252 $133,500 $35,000 $0 $0 $0 $0 Revenues Transit Fund Revenues Grant Revenue Grant Revenue - Federal Transit Collections Advertising-Bus Shelters Interest Income Reimb Revenue-General Wastewater Fund Revenues 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 Reimbursement-Jury Duty Reimb-Damage to City Prop. Donations of Capital Assets Gain on Disposal of F/A $35,000 $79,410 $17,439,798 $865,894 $31 $91,869 $895,390 $35,726 $35,466 $0 $0 $0 $0 364 $0 $80,461 $18,191,739 $886,420 $0 $83,309 $879,522 $46,880 $31,974 $0 ($227) $0 $0 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Auction Proceeds FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Budget Subtotal - Revenues $0 $19,478,584 $38,065 $20,238,142 $0 $25,698,978 $0 $22,103,648 $0 $22,790,413 Total - Wastewater Fund $19,478,584 $20,238,142 $25,698,978 $22,103,648 $22,790,413 $229,484 $784,608 $32,982,603 $102,170 $290,857 $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 $0 $0 $6,225 $0 $35,801,266 $172,515 $583,433 $31,176,979 $92,770 $286,580 $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 $0 $0 $26,680 $33,929,422 $239,219 $688,599 $36,091,192 $94,387 $512,196 $431,121 $210,320 $10,027 $53,794 $6,685 $14,026 ($13) $256,800 $68,545 $12,827 $660 $86,414 $12,235 $214,680 $188,358 $36 $6,284,540 $34,057 $0 $45,510,706 $225,000 $725,000 $39,200,000 $105,000 $550,000 $450,000 $210,000 $10,000 $55,000 $7,000 $16,000 $0 $256,800 $100,000 $20,000 $100 $96,399 $12,235 $193,500 $250,000 $0 $0 $0 $12,000 $42,494,034 $250,000 $780,000 $41,250,000 $105,000 $560,000 $470,000 $210,000 $10,000 $55,000 $7,000 $16,000 $0 $256,800 $40,000 $20,000 $100 $103,057 $12,235 $201,000 $250,000 $0 $0 $0 $12,000 $44,608,192 $35,801,266 $33,929,422 $45,510,706 $42,494,034 $44,608,192 $1,339,272 $984,594 $137 $195 $190,830 $510,073 $591,565 $3,709,179 $264,948 $567 $2,483,440 $558,701 $1,269,012 $182,404 $0 $941,103 $79,135 $0 $0 $13,121 $679,322 $549,694 $3,889,136 $17,650 $0 $2,655,035 $756,177 $1,007,354 $200,909 $0 Water Fund Revenues Non-Potable Water Fees Reclaimed Water Fees Water Fees Utility Late Fee Charges New Service Fee-Water Water Meter Charges Disconnect/Reconnect Fees Damaged Property Fees Utility Delinquent Letter Fee Utilities Tampering Fees Field Trip Svc Fee-Utilities ADWR Water Resource Fee Quintero WTP Fees Recycling Program Revenue Fees for General Services Lien Filing Fees Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Interest Income Reimb Revenue-General Reimbursement-Jury Duty Donations of Capital Assets Gain on Disposal of F/A Auction Proceeds Subtotal - Revenues Total - Water Fund Impact Fees Fund Revenues Neighborhood Park Dev Fees Citywide Park/Rec Fac Dev Fee Open Space Dev Fee River Corridors/Trails Dev Fee Library Dev Fees Law Enforcement Dev Fees Fire & Emergency Dev Fees Streets Dev Fee Intersection Dev Fee General Government Dev Fee Water Expansion Fees Water Resource Project Fee Wastewater Expansion Fees Interest Income Unrealized Gain/Loss-Invstmnt 365 $1,215,065 $0 $0 $0 $0 $842,539 $700,801 $6,769,445 ($4,390) ($12,547) $2,926,760 $1,026,582 $1,163,630 $372,971 $0 $1,141,165 $0 $0 $0 $0 $843,624 $669,665 $5,336,322 $0 $0 $3,140,000 $1,250,000 $1,161,000 $159,347 ($65,348) $1,763,972 $0 $0 $0 $0 $810,000 $650,000 $4,737,731 $0 $0 $3,200,000 $1,400,000 $1,250,000 $297,400 $0 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category Account Description Reimb Revenue-General FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Budget Subtotal - Revenues $219,937 $12,304,854 $0 $10,788,635 $0 $15,000,857 $0 $13,635,775 $0 $14,109,103 Total - Impact Fees Fund $12,304,854 $10,788,635 $15,000,857 $13,635,775 $14,109,103 Interest Income Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Revenues $1,072 $0 $214,201 $5,919 $25 $221,217 $2,571 $277,015 $104,746 $0 $0 $384,333 $3,847 $289,236 $92,713 $0 $0 $385,797 $362 $2,036,876 $117,039 $17,354 $50 $2,171,681 $0 $0 $0 $0 $0 $0 Total - Improvement District Fund $221,217 $384,333 $385,797 $2,171,681 $0 $2,489,731 $183,735 $9,926 $0 $2,583,129 $0 $12,124,154 $15,692 $1,297,719 $47,993 $0 $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 $0 $183,760 $7,256 $197,436 $32,018 $20,530,417 $2,342,050 $122,593 $316,774 $8,804 $2,378,404 $145,472 $11,727,354 $517,015 $1,452,515 $143,535 $0 $131,793 $0 $193,762 $28,240 $19,508,311 $2,556,438 $243,402 $366,662 $12,000 $2,545,517 $160,225 $12,840,609 $605,535 $1,760,528 $150,000 ($2,991) $24,175 $0 $157,241 $93,904 $21,513,245 $2,602,741 $100,000 $366,662 $2,500 $2,638,375 $175,090 $13,025,330 $631,364 $2,018,536 $145,000 $0 $5,000 $0 $0 $5,000 $21,715,598 $19,064,244 $20,530,417 $19,508,311 $21,513,245 $21,715,598 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 $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 $500,208 $2,254,257 $388,873 $437,359 $1,402 $212,000 $0 $3,794,100 $0 $698,228 $1,376,157 $62,053 $443,105 $161 $106,000 $0 $2,685,705 $3,000,000 $681,050 $2,110,845 $0 $539,986 $200 $0 $0 $6,332,081 Total - Grant Fund $3,444,963 $2,590,795 $3,794,100 $2,685,705 $6,332,081 Improvement District Fund Revenues Insurance Reserve Fund Revenues 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 Unrealized Gain/Loss-Invstmnt Reimb Revenue-General Reimb from Workers Comp Reimb-Damage to City Prop. Reimbursement-Claims Subtotal - Revenues Total - Insurance Reserve Fund Grant Fund Revenues 366 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 2 - All Funds Revenue Fund Category FY 2014 Actual Account Description FY 2015 Actual FY 2016 Actual FY 2017 Estimate FY 2018 Budget Other Fund Revenues Street Light ID Tax Maintenance ID Tax Subtotal - Revenues $579,808 $142,675 $722,483 $583,141 $144,665 $727,806 $677,272 $129,260 $806,533 $704,949 $132,611 $837,560 $829,228 $115,553 $944,781 State Ins Dept Rebate 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. Donations of Capital Assets Commissions Auction Proceeds Other Revenue Subtotal - Revenues $623 $17,363 $50,000 $1,191 $830,247 $575,997 $24,850 $170,298 $104,249 $1,968,385 $1,815 $25 $56,123 $0 $1,235 $0 $10,108 $3,812,509 $537 $10,815 $12,600 $1,416 $854,717 $306,035 $20,629 $136,194 $102,297 $2,882,492 $9,241 $0 $31,988 $0 $1,136 $0 $6,783 $4,376,879 $391 $8,892 $0 $970 $882,081 $250,329 $18,108 $128,406 $162,675 $10,698,516 $10,450 $0 $52,080 $1,948,714 $408 $0 $3,088 $14,165,109 $30,600 $3,000 $0 $1,200 $900,000 $300,000 $10,000 $150,000 $52,732 $8,669,176 $5,907 $0 $0 $0 $0 $2,128 $2,791 $10,127,534 $30,600 $3,000 $0 $1,500 $900,000 $1,765,825 $10,000 $150,000 $135,600 $8,658,601 $10,249 $0 $0 $0 $0 $0 $1,184 $11,666,559 Total - Other Fund $4,534,992 $5,104,686 $14,971,641 $10,965,094 $12,611,340 $300,484,043 $307,758,891 $380,228,355 $354,677,418 Revenues Total - All Funds Revenue 367 $432,547,057 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget Sub-total: $2,128,292 $227,945 $742,173 $3,098,410 $2,241,615 $231,331 $806,460 $3,279,406 $2,226,945 $246,372 $841,552 $3,314,868 $2,235,537 $236,368 $877,262 $3,349,167 $2,312,537 $236,368 $877,262 $3,426,167 $2,228,766 $246,818 $900,639 $3,376,223 Sub-total: $752,077 $752,077 $860,001 $860,001 $834,690 $834,690 $1,194,130 $1,194,130 $1,163,980 $1,163,980 $918,624 $918,624 Arts Commission $217,107 Peoria Center for Performing Arts $0 Community Services Administration $1,309,736 Swimming Pools $1,207,950 Am/Pm Program $1,422,587 Little Learners Program $373,739 Summer Recreation Program $365,468 Summer Camp Program $654,835 Outdoor Recreation Program $26,308 Special Interest Classes - Youth $245,667 Special Interest Classes - Adult $36,600 Sports Programs - Youth $504,320 Sports Programs - Adult $337,879 Active Adult Program $203,371 Adaptive Recreation Program $175,231 Special Events Program $761,988 Teen Program $299,528 Community Center $682,968 Rio Vista Community Park $842,694 Rio Vista Rec Center $1,448,222 Pioneer Community Park $589,600 Main Library $2,625,995 Branch Library $1,642,601 Parks North $1,989,500 Parks South $1,821,476 Contracted Landscape Maintenance $1,344,615 Trails Maintenance $0 Sub-total: $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 $0 $21,711,661 $100,193 $0 $1,349,431 $1,094,834 $1,526,502 $328,005 $275,882 $679,365 $29,047 $241,931 $39,185 $600,921 $397,362 $201,336 $157,671 $1,020,515 $289,904 $900,962 $856,475 $1,429,480 $947,840 $2,489,661 $1,727,551 $1,669,252 $1,563,891 $1,401,940 $0 $21,319,136 $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 $0 $23,918,437 $88,026 $358,196 $1,611,538 $1,093,880 $1,605,042 $387,682 $408,631 $746,866 $45,857 $222,457 $45,093 $659,158 $493,834 $220,999 $167,887 $1,160,652 $293,837 $891,089 $1,055,682 $1,483,469 $1,109,398 $2,699,795 $1,779,576 $2,070,405 $1,827,897 $1,558,772 $0 $24,085,718 $66,537 $482,689 $1,577,818 $1,121,819 $1,651,279 $371,537 $461,531 $711,016 $47,199 $222,640 $44,976 $706,078 $546,606 $199,756 $176,073 $1,235,314 $291,371 $947,408 $1,025,205 $1,474,404 $1,173,428 $2,716,721 $1,849,603 $1,914,104 $2,047,888 $1,531,671 $359,630 $24,954,301 $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 $2,257,493 $654,234 $1,043,310 $1,328,258 $696,633 $996,802 $6,976,729 $2,801,689 $821,207 $1,088,971 $1,418,491 $710,405 $1,026,322 $7,867,085 $2,650,774 $833,674 $1,057,470 $1,414,928 $707,780 $1,020,608 $7,685,235 $2,760,817 $753,223 $1,066,685 $1,475,256 $713,755 $1,066,372 $7,836,108 $343,716 $730,523 $379,149 $952,344 $404,044 $1,167,895 $464,376 $1,570,819 $464,376 $1,723,291 $465,755 $1,609,516 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 368 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget Sub-total: $1,074,239 $1,331,493 $1,571,938 $2,035,195 $2,187,667 $2,075,271 Sub-total: $326,874 $1,243,902 $1,006,189 $694,577 $279,275 $368,923 $3,919,740 $501,458 $1,676,424 $860,621 $675,989 $0 $370,678 $4,085,170 $541,098 $1,696,304 $1,319,200 $696,640 $0 $405,288 $4,658,530 $561,289 $1,858,525 $1,346,410 $709,282 $0 $412,421 $4,887,927 $377,030 $1,863,825 $1,346,410 $709,282 $0 $412,421 $4,708,968 $360,957 $1,912,689 $1,407,940 $762,358 $0 $488,987 $4,932,931 Sub-total: $1,744,026 $662,607 $1,540,044 $735,044 $4,681,721 $2,672,288 $637,537 $1,555,418 $0 $4,865,243 $2,745,673 $598,835 $1,506,362 $0 $4,850,871 $2,779,083 $679,463 $1,653,441 $0 $5,111,987 $2,779,083 $743,320 $1,653,441 $0 $5,175,844 $2,843,350 $567,017 $1,685,768 $0 $5,096,135 $454,850 $1,120,981 $678,349 $681,885 $490,072 $210,175 $18,968,213 $0 Sub-total: $22,604,525 $566,049 $1,134,080 $686,574 $623,953 $746,498 $206,531 $19,715,674 $0 $23,679,359 $547,548 $1,145,726 $675,742 $725,659 $867,881 $188,585 $22,024,279 $201,726 $26,377,146 $554,834 $1,293,687 $726,091 $756,292 $595,378 $187,660 $23,497,142 $2,404,110 $30,015,194 $547,571 $1,293,563 $726,042 $988,471 $593,654 $179,383 $23,659,461 $2,731,111 $30,719,256 $1,172,309 $1,165,137 $892,837 $737,793 $436,063 $195,106 $25,542,080 $2,248,761 $32,390,086 $2,094,227 $246,697 $2,340,924 $1,976,263 $366,036 $2,342,299 $1,973,103 $313,120 $2,286,223 $2,145,263 $391,484 $2,536,747 $2,137,263 $366,186 $2,503,449 $2,963,951 $428,307 $3,392,258 Sub-total: $1,234,686 $1,197,038 $0 $2,431,724 $1,309,648 $1,128,245 $0 $2,437,893 $2,178,478 $432,609 $179,950 $2,791,037 $2,465,539 $499,798 $216,389 $3,181,726 $2,493,039 $487,798 $216,389 $3,197,226 $2,644,385 $515,462 $235,165 $3,395,012 Sub-total: $848,083 $848,083 $695,804 $695,804 $639,844 $639,844 $716,699 $716,699 $905,671 $905,671 $979,246 $979,246 Sub-total: $607,104 $607,104 $638,319 $638,319 $602,376 $602,376 $686,642 $686,642 $686,642 $686,642 $734,412 $734,412 Sub-total: $1,769,809 $1,769,809 $1,855,184 $1,855,184 $1,799,848 $1,799,848 $1,972,926 $1,972,926 $1,972,926 $1,972,926 $2,052,320 $2,052,320 Sub-total: $1,287,478 $1,343,860 $2,631,338 $2,323,023 $1,585,384 $3,908,407 $2,737,293 $2,669,525 $5,406,818 $1,626,256 $1,971,949 $3,598,205 $1,764,207 $1,841,102 $3,605,309 $1,553,263 $3,525,091 $5,078,354 $881,179 $357,565 $954,090 $481,725 $1,068,534 $338,367 $1,235,920 $368,543 $1,045,522 $367,850 $1,076,188 $410,306 Economic Development Services Finance Finance Admin Financial Services Tax Audit & Collections Materials Management Treasury Management Inventory Control Finance Utilities Customer Service Revenue Administration Meter Services Utility Billing Fire-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 Management and Budget Management and Budget Mayor and Council Mayor & City Council Municipal Court Municipal Court Non-Departmental Non-Departmental Gen Fund Capital Projects Office of Communications Public Information Office Peoria Channel 11 369 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget $1,238,744 $1,435,815 $1,406,901 $1,604,463 $1,413,372 $1,486,494 $784,154 $324,311 $975,077 $2,083,542 $762,867 $436,775 $761,945 $1,961,587 $852,915 $472,727 $967,038 $2,292,680 $1,004,624 $497,453 $1,769,181 $3,271,258 $1,022,937 $497,453 $1,084,703 $2,605,093 $1,105,615 $473,394 $1,807,699 $3,386,708 $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 Sub-total: $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 $1,810,614 $2,429,345 $3,886,925 $11,055,368 $7,781,086 $5,008,227 $3,641,199 $936,405 $3,014,370 $696,518 $40,260,055 $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 $1,959,680 $2,685,821 $4,807,962 $12,152,661 $8,597,965 $5,237,735 $4,540,347 $977,546 $3,300,972 $731,337 $44,992,026 $1,985,368 $2,757,486 $5,459,218 $12,067,025 $9,350,917 $5,805,331 $4,635,750 $1,294,115 $3,102,493 $631,852 $47,089,555 $628,575 $628,575 $605,884 $605,884 $709,285 $709,285 $709,285 $709,285 $626,009 $626,009 Office of Communications Sub-total: Planning and Community Development Community Assistance Community Dev Administration Planning Sub-total: Police Neighborhood Services Police Administration Criminal Investigation Patrol Services - South Patrol Services - North Operations Support Pd Technical Support Staff Services Pd Communications Strategic Planning Public Works Public Works Administration Sub-total: $575,629 $575,629 General Fund Total: $114,733,124 $120,385,768 $127,995,575 $141,305,347 $141,743,834 $149,800,047 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax $4,412,828 $4,187,039 $3,380,512 $6,711,159 $9,664,115 $4,570,771 $4,412,828 $4,187,039 $3,380,512 $6,711,159 $9,664,115 $4,570,771 $1,107,016 $2,881,274 $2,029,478 $2,737,646 $782,916 $2,856,239 $1,388 $296,492 $210,590 $300,000 $153,983 $571,022 $1,108,404 $3,177,766 $2,240,068 $3,037,646 $936,899 $3,427,261 General & Other Total: $120,254,356 $127,750,573 $133,616,154 Half Cent Sales Tax Fund Total: Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Other Reserve Funds Total: $151,054,152 $152,344,848 $157,798,079 Special Revenue Funds Attorney Grants City Attorney St Anti-Racketeering-Cao $698 $20,270 $13,951 $20,260 $20,260 $18,261 $10,101 $10,098 $10,097 $5,000 $5,001 $5,001 $10,799 $30,368 $24,048 $25,260 $25,261 $23,262 Police Victims' Rights Imp Grant Attorney Grants Total: 370 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget Community Service Grants Community Services Adult Day Prg Grant Library Svc & Technology Grant Citizen Donations-Cs $506,855 $11,883 $0 $485,469 $16,690 $0 $420,957 $0 $0 $486,896 $0 $3,845 $486,896 $10,675 $3,845 $497,935 $0 $0 $518,738 $502,159 $420,957 $490,741 $501,416 $497,935 Streets Dev Zone 1 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 Neighborhood Park Dev Zone 2 - Po Neighborhood Park Dev Zone 3 - 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 $75,901 $0 $213,593 $0 $0 $1,468,600 $481,393 $283,284 $18,688 $5,780 $0 $0 $0 $5,780 $0 $33,375 $249,652 $38,598 $0 $0 $236,292 $0 $0 $0 $0 $0 $2,276,868 $0 $0 $1,030,734 $0 $1,816,703 $0 $753,671 $882 $0 $492,387 $0 $0 $0 $16,556 $0 $228,118 $498,271 $871,225 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,462,475 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $184,842 $1,969,847 $6,988 $106,817 $1,807 $2,304 $0 $0 $0 $0 $0 $0 $0 $1,213,001 $0 $5,789,950 $18,000 $0 $0 $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 $0 $576,861 $0 $5,789,950 $0 $0 $0 $0 $0 $0 $0 $0 $0 $206,855 $954,193 $0 $257 $5,627,427 $321,803 $442,684 $0 $0 $754,043 $0 $0 $0 $0 $2,142,132 $0 $5,000,000 $1,218,300 $0 $0 $0 $222,002 $0 $0 $1,222,100 $762,550 $1,349,361 $959,956 $0 $270,500 $1,713,052 $0 $135,148 $49,000 $9,000 $0 $509,000 $1,509,000 $2,736,000 Development Fee Funds Total: $3,110,936 $7,985,415 $4,735,080 $18,240,666 $14,674,073 $19,807,101 $349,297 $128,022 $194,083 $434,116 $263,706 $329,104 $349,297 $128,022 $194,083 $434,116 $263,706 $329,104 $88,057 $81,814 $109,384 $79,376 $44,985 $83,102 $1,384,800 $67,705 $257,698 $67,705 $1,857,399 $67,705 Community Service Grants Total: Development Fee Funds Non-Departmental Home and Housing Grants Planning and Community Development Home Grant Home and Housing Grants Total: Other Grants Community Services Percent For The Arts Prop 302 Grant Program 371 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget Human Resources Employee Event Fund Employee Wellness Prg $3,000 $30,237 $2,553 $6,763 $2,814 $8,488 $3,000 $9,970 $3,000 $16,966 $3,000 $9,969 $1,274 $0 $0 $0 $0 $0 $0 $305,797 $3,204 $196,218 $41,156 $186,246 $0 $237,603 $0 $241,603 $0 $214,081 $13,852 $15,748 $23,000 $0 $0 $0 $896,159 $112,000 $260,868 $739,610 $207,000 $28,233 $518,465 $0 $387,004 $1,232,880 $0 $347,766 $715,239 $0 $54,419 $1,352,064 $0 $330,773 $0 $0 $1,759 $0 $9,010 $231,215 $0 $0 $8,269 $0 $0 $0 $1,793,058 $1,389,848 $1,535,486 $3,283,724 $1,364,899 $3,834,991 $312,613 $0 $233,122 $0 $32,049 $4,900 $0 $2,000 $37,131 $2,000 $0 $2,000 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 Federal DEA IGA Tohono O'Odham Grant Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd $15,795 $286,062 $2,500 $21,809 $86,837 $100,000 $308 $50,056 $11,192 $194,322 $0 $17,913 $17,202 $60,000 $70,591 $444 $1,214 $0 $210,284 $37,632 $119,207 $82,918 $0 $0 $49,876 $22,989 $191,682 $0 $17,858 $17,374 $0 $93,443 $83 $5,074 $2,764 $412,468 $0 $69,658 $98,885 $106,000 $1,536 $66,779 $68,856 $123,724 $0 $28,358 $17,548 $106,635 $142,936 $191 $7,080 $0 $316,505 $96,600 $0 $101,260 $0 $5,956 $0 $5,382 $7,956 $0 $0 $20,903 $0 $8,000 $1,500 $10,000 $186 $260,084 $90,769 $32,074 $101,259 $106,000 $5,956 $116,221 $24,132 $122,756 $100 $0 $3,355 $17,165 $43,198 $254 $4,755 $0 $407,353 $225,000 $0 $101,277 $0 $5,957 $56,657 $5,383 $7,957 $0 $0 $20,907 $0 $8,000 $1,500 $10,000 Public Safety Grants Total: $1,248,858 $1,081,542 $1,290,369 $576,062 $967,395 $851,991 Mayor and Council Citizen Donations-Mayoral Municipal Court Jud Coll Enh Fund-Local 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 CMAQ-91/Olive Intersec Improv Other Grants Total: Public Safety Grants Fire-Medical Homeland Security Grant Citizen Donations-Fire Police 372 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget $1,221,418 $1,261,834 $1,272,471 $1,263,494 $1,254,409 $1,407,303 $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 $810,475 $1,074,478 $2,761,473 $2,754,209 $731,456 $3,231,801 $918,823 $1,146,890 $2,908,736 $3,109,518 $836,688 $5,512,961 $918,823 $1,146,890 $2,908,736 $3,109,518 $836,688 $5,465,340 $939,922 $1,121,368 $2,963,556 $3,203,969 $841,350 $11,084,850 Streets Total: $12,275,540 $14,570,329 $12,636,364 $15,697,110 $15,640,404 $21,562,318 $1,000,223 $1,143,749 $1,241,802 $1,091,924 $1,091,924 $2,833,337 $1,000,223 $1,143,749 $1,241,802 $1,091,924 $1,091,924 $2,833,337 Transportation Sales Tax $3,131,785 $10,904,138 $8,288,098 $19,975,760 $6,545,256 $23,812,014 Transportation Sales Tax Fund Total: $3,131,785 $10,904,138 $8,288,098 $19,975,760 $6,545,256 $23,812,014 Special Revenue Funds Total: $23,439,234 $37,735,570 $30,366,286 $59,815,363 $41,074,335 $73,552,053 $2,429,771 $0 $2,380,609 $75 $1,851,021 $412,736 $1,852,940 $531,667 $1,973,084 $531,667 $1,786,842 $629,692 $2,429,771 $2,380,684 $2,263,757 $2,384,607 $2,504,751 $2,416,534 $552,524 $5,396,909 $2,110,010 $389,883 $736,229 $5,704,265 $2,161,941 $413,292 $623,735 $5,969,767 $2,184,651 $414,964 $675,947 $6,469,924 $2,639,120 $462,382 $675,947 $6,733,670 $2,639,120 $462,382 $846,918 $6,906,716 $2,524,834 $483,825 $8,449,326 $9,015,727 $9,193,117 $10,247,373 $10,511,119 $10,762,293 $93,536 $122,098 $475,265 $777,170 $775,002 $660,000 $93,536 $122,098 $475,265 $777,170 $775,002 $660,000 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 Residential Solid Waste Total: Solid Waste Expansion Public Works Solid Waste Expansion Solid Waste Expansion Total: 373 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget Solid Waste Reserves Public Works Ww Expansion (Unz) Solid Waste Eqt Reserve $0 $2,467,934 $0 $489,139 $0 $2,085,753 $0 $1,759,000 $0 $1,759,000 $10,000 $1,603,048 $2,467,934 $489,139 $2,085,753 $1,759,000 $1,759,000 $1,613,048 Sports Complex Capital Reserve Sports Complex Improvement Reserv Sports Complex GA Surcharge Complex Eqt Reserve $161,868 $0 $0 $0 $1,649,873 $461,071 $142,287 $0 $27,142 $0 $50,462 $125,092 $189,174 $250,000 $70,000 $130,000 $168,097 $250,000 $101,160 $130,000 $0 $0 $0 $126,750 Sports Complex Equipment Reserves Total: $161,868 $2,253,231 $202,696 $639,174 $649,257 $126,750 Complex Operations/Maint Spring Training Soccer Club $3,856,085 $623,009 $0 $4,010,835 $857,505 $0 $4,246,978 $813,654 $5,305 $4,781,554 $563,487 $0 $4,785,423 $563,487 $0 $4,553,505 $730,742 $0 Sports Complex Operations/Maintenance Total: $4,479,094 $4,868,340 $5,065,937 $5,345,041 $5,348,910 $5,284,247 $1,694,664 $1,480,605 $856,595 $1,248,309 $4,777,008 $2,278,347 $7,382,839 $1,701,655 $1,724,190 $924,018 $1,304,135 $4,741,214 $3,425,731 $7,384,914 $1,746,501 $1,910,434 $925,296 $1,255,507 $5,013,409 $5,481,640 $7,370,747 $1,779,540 $2,056,437 $1,060,108 $1,309,260 $5,073,276 $5,878,376 $7,212,050 $1,779,540 $2,056,437 $1,060,108 $1,309,260 $5,073,276 $2,128,499 $7,211,935 $1,764,118 $2,119,723 $1,076,193 $1,306,601 $5,102,314 $11,081,708 $7,208,880 Wastewater Total: $19,718,367 $21,205,857 $23,703,534 $24,369,047 $20,619,055 $29,659,537 Solid Waste Reserves Total: Sports Complex Equipment Reserves Community Services Sports Complex Operations/Maintenance Community Services Wastewater Public Works Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Environmental Jomax Water Reclamation Facility Butler Water Reclamation Facility Ww Oper Capital Projects Ww Debt Service Wastewater Expansion Public Works Wastewater Impact Fees - East of Ag Wastewater Impact Fees - West of Ag Wastewater Impact Fees - Post 1-1-2 Ww Expansion (Unz) $0 $0 $0 $690,888 $97,197 $0 $20 $251,903 $621 $1,387 $632,402 $0 $546,312 $199,834 $2,272,719 $0 $414,972 $27,685 $345,356 $0 $240,294 $279,520 $1,796,700 $0 Wastewater Expansion Total: $690,888 $349,120 $634,410 $3,018,865 $788,013 $2,316,514 $46,883 $0 $36,370 $0 $462,813 $4,219 $62,000 $0 $35,000 $0 $37,000 $0 Wastewater Replacement & Reserves Public Works Ww Eqt Reserve Ww Reserve-Bonds 374 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget $46,883 $36,370 $467,032 $62,000 $35,000 $37,000 $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 $0 $112 $1,687,112 $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 $1,744,008 $1,835,227 $2,879,374 $368,557 $4,319,846 $2,342,206 $353,240 $1,138,536 $5,560,140 $1,238,809 $6,498,315 $5,258,331 $348 $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 $1,734,679 $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 $11,201,642 $6,670,170 $0 $0 $1,553,379 $2,107,291 $3,191,986 $455,949 $4,297,934 $2,446,111 $435,635 $1,356,230 $7,072,066 $1,434,233 $18,255,552 $10,149,177 $0 $0 Water Total: $31,002,296 $33,209,434 $33,536,936 $50,845,496 $41,310,938 $52,755,543 $0 $0 $11,046,752 $7,543,838 $1,849,514 $8,851,525 Water Bonds Total: $0 $0 $11,046,752 $7,543,838 $1,849,514 $8,851,525 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 $1,424,757 $0 $0 $0 $0 $0 $293,733 $1,043,706 $0 $0 $105,923 $109,269 $15,525 $0 $1,422,999 $1,806 $1,867 $53,560 $0 $0 $0 $1,290,789 $1,588,919 $302,400 $4,843,593 $700,000 $0 $0 $962,602 $132,756 $216,025 $2,031,583 $497,487 $0 $0 $2,907,646 $5,288,926 $690,118 $7,627,830 $1,190,286 $0 $0 Water Expansion Total: $1,718,490 $1,274,423 $1,480,231 $8,725,701 $3,840,453 $17,704,806 Water Reserve-Bonds Wtr Eqt Reserve Storm Drain - NPDES $0 $145,037 $824,335 $0 $178,040 $823,324 $4,005 $286,766 $976,611 $0 $280,100 $1,098,807 $0 $280,100 $1,198,757 $0 $40,000 $967,300 Water Replacement & Reserves Total: $969,372 $1,001,364 $1,267,382 $1,378,907 $1,478,857 $1,007,300 Enterprise Funds Total: $72,227,825 $76,205,787 $91,422,803 $117,096,219 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 WIFA Bonds New River Purchase Water Expansion Public Works Water Replacement & Reserves Public Works Internal Service Funds Facilities Maintenance 375 $91,469,868 $133,195,097 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget $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 $482,849 $1,442,100 $843,235 $982,330 $690,802 $1,615,785 $401,031 $1,451,530 $851,649 $1,052,172 $709,899 $1,484,283 $401,031 $1,451,530 $851,649 $1,052,172 $744,176 $1,484,283 $431,502 $1,759,953 $864,346 $1,050,743 $698,909 $1,475,001 $5,708,145 $5,977,567 $6,057,101 $5,950,564 $5,984,841 $6,280,454 $4,924,064 $4,673,993 $4,286,915 $5,337,188 $4,696,124 $5,421,912 $4,924,064 $4,673,993 $4,286,915 $5,337,188 $4,696,124 $5,421,912 $1,263,172 $836,332 $3,034,850 $461,812 $1,589,848 $1,225,998 $3,440,838 $420,700 $3,413,838 $420,700 $1,392,660 $379,900 $2,099,504 $3,496,662 $2,815,846 $3,861,538 $3,834,538 $1,772,560 $7,071,065 $830,752 $7,696,400 $853,625 $8,233,840 $859,048 $9,164,894 $1,002,397 $9,157,934 $900,024 $9,561,397 $947,625 $7,901,817 $8,550,025 $9,092,887 $10,167,291 $10,057,958 $10,509,022 $502,130 $449,753 $381,281 $1,247,810 $1,081,578 $188,200 $502,130 $449,753 $381,281 $1,247,810 $1,081,578 $188,200 $1,055,691 $253,803 $473,669 $252,376 $1,083,455 $332,376 $765,000 $776,010 $798,828 $810,147 $624,000 $361,731 $1,309,494 $726,045 $1,415,831 $1,541,010 $1,608,975 $985,731 $2,560,348 $204,613 $1,931,236 $202,286 $1,665,780 $199,596 $2,401,463 $209,170 $2,401,463 $209,170 $2,397,125 $216,757 Workers Compensation Self-Insuranc $933,648 Employee Benefits - Health $13,345,803 $1,097,428 $13,047,171 $1,172,392 $13,531,263 $1,669,000 $15,417,348 $1,600,876 $14,632,694 $1,921,319 $16,064,541 Public Works Facilities Admin Custodial Services Nighttime Facilities Services Utility Management Facilities Operating Projects Technical Operations Facilities Maintenance Total: Fleet Maintenance Public Works Fleet Maintenance Fleet Maintenance Total: Fleet Reserve Public Works Fleet Reserve Streets/Transit Equipment Reserve Fleet Reserve Total: Information Technology Information Technology IT Operations Radio System Operations Information Technology Total: Information Technology Projects Information Technology IT Projects Information Technology Projects Total: Information Technology Reserve Information Technology Res For System Comp Eqt Res For Personal Comp Eqt Information Technology Reserve Total: Insurance Reserve City Attorney Insurance Prem/Deduct Risk Management Human Resources 376 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget Human Resources Employee Benefits - Dental/Vision $0 $704,056 $1,052,343 $1,126,047 $1,123,989 $1,141,507 Insurance Reserve Total: $17,044,412 $16,982,177 $17,621,374 $20,823,028 $19,968,192 $21,741,249 Internal Service Funds Total: $39,489,566 $40,856,222 $41,671,235 $48,928,429 $47,232,206 $46,899,128 $20,400 $20,400 $20,400 $30,600 $30,600 $30,600 Fireman's Pension Total: $20,400 $20,400 $20,400 $30,600 $30,600 $30,600 Trust & Agency Funds Total: $20,400 $20,400 $20,400 $30,600 $30,600 $30,600 $0 $3,911,072 $2,406,270 $3,151,888 $165,091 $2,787,562 $0 $4,303,031 $41,157 $5,098,332 $228,643 $13,798,822 $3,911,072 $5,558,158 $2,952,654 $4,303,031 $5,139,488 $14,027,465 $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 $531,256 $633,295 $3,930,101 $133,409 $0 $0 $0 $0 $13,950,113 $8,272,649 $0 $0 $0 $0 $7,103,394 $2,233,491 $0 $0 $0 $0 $14,533,577 $29,726,471 $8,168,899 $5,228,060 $22,222,762 $9,336,885 $44,260,048 $23,054,882 $0 $6,356,754 $0 $1,062 $0 $0 $0 $0 $0 $0 $25,250,000 MDA Bonds Total: $23,054,882 $6,356,754 $1,062 $0 $0 $25,250,000 $838,415 $355,065 $139,353 $8,664,176 $5,582,160 $12,334,147 $838,415 $355,065 $139,353 $8,664,176 $5,582,160 $12,334,147 Capital Projects Funds Total: $46,361,910 $20,438,876 $8,321,129 $35,189,969 $20,058,533 $95,871,660 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 Projects - Streets/Economic Development Total: General Obligation Bonds Non-Departmental GO Bonds 2007 GO Bonds 2009 GO Bonds 2010 GO Bonds 2012 GO Bonds 2015 Proposed GO Bonds General Obligation Bonds Total: $18,557,541 MDA Bonds Non-Departmental MDA Bonds 2012 - Sports Complex Proposed MDA Bonds Outside Source Fund Non-Departmental Capital Prj-Outside Sources Outside Source Fund Total: Debt Service Funds 377 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Budget FY 2017 Estimate FY 2018 Budget $15,632,656 $15,641,607 $14,630,051 $21,322,010 $21,322,010 $17,505,824 General Obligation Bonds Total: $15,632,656 $15,641,607 $14,630,051 $21,322,010 $21,322,010 $17,505,824 $474,850 $476,338 $476,638 $476,550 $476,550 $2,296,826 $474,850 $476,338 $476,638 $476,550 $476,550 $2,296,826 $7,646,044 $7,608,906 $7,601,030 $7,586,708 $7,586,708 $8,300,733 $7,646,044 $7,608,906 $7,601,030 $7,586,708 $7,586,708 $8,300,733 Debt Service Funds Total: $23,753,550 $23,726,851 $22,707,719 $29,385,268 $29,385,268 $28,103,383 General Obligation Bonds Non-Departmental Go Bonds Debt Service Improvement Districts Non-Departmental Parks West I.D. #0601 Debt Svc Improvement Districts Total: MDA Bonds Non-Departmental Mda Debt Service MDA Bonds Total: City Total: $325,546,841 $326,734,279 $328,125,725 $441,500,000 $381,595,657 $535,450,000 378 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 4 - Transfers Transfers From Fund Transfers To General Fund Sports Complex Streets / Transit Funds Wastewater Op Fund Information Tech. Funds MDA Debt General - - - - $101,202 Percent for the Arts - - - - $2,405 $238,928 - - $909,014 $2,710,079 Half Cent Sales Tax Water $6,961,880 $295,546 Water Resource Fees - Post 8-1-2014 Wastewater $2,000,000 $145,568 $2,580,237 General Fleet Reserve - - - $8,060 - - - - - - - - - - - - Transportation Sales Tax - - - - - - - $115,553 $7,568,547 $2,000,000 $2,329,228 $2,580,237 379 $1,020,681 $40,000 $2,923,843 - - Maintenance Imprvmnt Districts $12,580,973 $145,568 - $829,228 - - Highway User - - - - - $241,333 - - Street Light Districts - $700,525 - - - - - - $243,702 - - $50,000 Total Transferred - - $700,525 - Municipal Court Enhancement Fd $142,500 - Residential Solid Waste $1,500,000 Enterprise Fleet Reserve $10,000 $88,100 $10,000 - $88,100 - - $5,411,126 - - - $50,000 - - - - $829,228 - - - - $115,553 $3,911,126 $7,560,658 $230,600 $50,000 $23,339,951 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 5 - Tax Levy and Tax Rate Information BUDGET FY 2014 DESCRIPTION BUDGET FY 2015 BUDGET FY 2016 BUDGET FY 2017 PROJECTED FY 2018 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $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 $590,000,000 $218,324,661 $371,675,339 $855,005,604 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $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 $1,340,187,710 $5,236,306 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 $1,057,558,348 $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 $1,340,187,710 $16,752,346 $2,546,357 $19,298,703 $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 $2,419,039 $127,318 $15,914,729 $837,617 $18,333,768 $964,935 $19,298,703 $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, public safety, 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 07/01/17 Principal Payments FY18 Proposed Debt FY18 Estimated Debt outstanding FY18 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/17 Principal Payments FY18 Proposed Debt FY18 Estimated Debt outstanding FY18 Remaining limitation available Truth in Taxation Calculation $1,340,187,710 $268,037,542 $144,090,273 ($10,010,000) $29,823,507 Previous year's primary levy Current net assessed valuation(AV) $2,365,156 $1,302,378,807 $163,903,780 $104,133,762 $1,340,187,710 $80,411,263 $4,149,727 ($1,150,000) 2,053,538 $5,053,265 $75,357,998 380 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 $0.1816 $1,302,378,807 $2,365,156 $0.1900 $0.1816 $37,808,903 $68,662 $112,539 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 6 - Personnel Summary By Department Department Budget FY 2015 Budget FY 2016 Budget FY 2017 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 7.00 133.47 136.72 139.97 -1.27 138.70 1.00 139.70 56.75 56.75 65.00 0.00 65.00 0.00 65.00 7.00 8.00 8.00 0.00 8.00 0.00 8.00 Finance 38.00 35.00 35.00 1.00 36.00 1.00 37.00 Finance Utilities 37.00 39.00 39.00 -2.00 37.00 0.00 37.00 168.50 175.50 194.50 0.00 194.50 0.00 194.50 Human Resources 17.50 19.00 19.00 0.00 19.00 1.00 20.00 Information Technology 40.00 41.00 42.00 0.00 42.00 0.00 42.00 Leadership and Management 16.00 16.00 18.00 0.00 18.00 0.00 18.00 5.00 5.00 5.00 1.00 6.00 0.00 6.00 20.90 20.90 20.90 0.00 20.90 0.00 20.90 8.00 9.00 9.00 0.00 9.00 0.00 9.00 14.00 15.00 16.00 0.00 16.00 0.00 16.00 Police 292.00 295.00 299.00 1.00 300.00 6.00 306.00 Public Works 234.75 240.75 248.50 0.00 248.50 3.00 251.50 1,121.87 1,145.62 1,191.87 -0.27 1,191.60 12.00 1,203.60 City Attorney City Clerk Community Services Development and Engineering Economic Development Services Fire-Medical Management and Budget Municipal Court Office of Communications Planning and Community Development City Totals: Base Change Footnote: This schedule includes all Full-time positions and only Part-time positions that receive benefits. 381 Revised FY 2017 Change in Position Budget FY 2018 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 4.00 1.00 1.00 1.00 0.00 2.00 3.00 2.00 1.00 4.00 1.00 1.00 1.00 0.00 2.00 3.00 2.00 1.00 4.00 1.00 1.00 1.00 0.00 2.00 3.00 2.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 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 0.00 0.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 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 2.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 0.50 0.50 0.50 0.00 0.50 0.00 0.50 0.50 0.50 0.50 0.00 0.50 0.00 0.50 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 Budget FY 2018 City Attorney General Fund 1000 - 0200 Civil Assistant City Attorney Business Systems Analyst Chief Asst. City Attorney City Attorney Legal Administrator Legal Assistant Legal Specialist Paralegal Law Office Administrator Full 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 City Clerk City Clerk Specialist I City Clerk Specialist II Deputy City Clerk Management Analyst Records Assistant Administrative Assistant II - Classified Executive Assistant Full Full Full Full Full Full Full Full City Clerk Totals: Community Services General Fund 1000 - 0042 Arts Commission Arts & Culture Coordinator Part 1000 - 0043 Peoria Center for Performing Arts Arts & Theater Manager Full 382 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 1.75 0.50 0.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 2.00 0.00 1.00 1.75 0.50 0.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 2.00 0.00 1.00 2.75 0.50 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 -1.00 3.75 0.50 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.75 0.50 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 12.25 12.25 13.25 0.00 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 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 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 3.09 3.09 0.00 3.09 0.00 3.09 1.40 0.00 0.70 1.50 0.00 1.80 0.00 0.00 1.50 0.70 1.60 0.60 0.60 1.50 0.00 1.00 0.00 0.00 -1.50 0.00 2.60 0.60 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.60 0.60 0.60 0.00 0.00 3.60 4.00 4.30 -0.50 3.80 0.00 3.80 0.20 0.00 2.00 1.00 0.10 0.10 0.00 2.00 1.00 0.00 0.10 0.00 2.00 1.00 0.00 0.00 1.00 -1.00 -1.00 0.00 0.10 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.10 1.00 1.00 0.00 0.00 3.30 3.10 3.10 -1.00 2.10 0.00 2.10 0.20 0.10 0.20 0.00 0.30 0.00 0.00 0.00 0.30 0.00 0.00 0.00 0.30 0.00 0.30 0.20 0.30 0.00 0.30 0.00 0.30 0.20 0.10 0.50 0.50 0.00 0.50 0.50 0.20 0.50 0.00 0.00 -0.50 0.50 0.20 0.00 0.00 0.00 0.00 0.50 0.20 0.00 0.80 1.00 1.20 -0.50 0.70 0.00 0.70 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 2018 1000 - 1400 Community Services Administration Administrative Assistant II - Classified Administrative Assistant II - Classified Business Services Manager Business Systems Supervisor Community Services Director Customer Services Rep I - Classified Customer Services Rep II Executive Assistant Management Analyst Recreation Manager Customer Services Rep I Recreation Programmer Sr Management Analyst Full Part Full 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 Superintendent Recreation Supervisor Recreation Programmer Sr Recreation Supervisor Full Full Full Full Full 1000 - 1430 Little Learners Program Recreation Coordinator Recreation Programmer Recreation Specialist I Recreation Specialist II Recreation Supervisor Full Full Full Full Full 1000 - 1440 Summer Recreation Program Recreation Coordinator Recreation Supervisor Full Full 1000 - 1450 Summer Camp Program Recreation Coordinator Recreation Supervisor Recreation Programmer 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 383 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 1.40 1.55 0.00 0.20 0.00 1.95 0.95 0.00 0.00 0.33 1.20 0.75 0.33 0.00 0.00 0.50 0.00 0.00 0.00 0.00 1.70 0.75 0.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.70 0.75 0.33 0.00 0.00 3.15 3.23 2.28 0.50 2.78 0.00 2.78 0.60 0.45 0.00 0.40 0.00 1.05 1.05 0.00 0.00 0.33 0.80 0.25 0.33 0.00 0.00 0.50 0.00 0.00 0.00 0.00 1.30 0.25 0.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.30 0.25 0.33 0.00 0.00 1.45 2.43 1.38 0.50 1.88 0.00 1.88 0.85 0.00 0.15 0.20 0.00 0.85 0.00 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 0.00 0.00 0.00 0.00 0.00 0.85 0.20 0.00 0.00 0.00 1.20 1.05 1.05 0.00 1.05 0.00 1.05 0.55 0.00 0.30 0.30 0.00 0.40 0.00 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 0.00 0.00 0.00 0.00 0.00 0.40 0.30 0.00 0.00 0.00 1.15 0.70 0.70 0.00 0.70 0.00 0.70 0.00 0.00 0.10 1.00 1.00 0.00 1.00 0.00 1.00 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 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 2.30 2.40 0.00 2.40 0.00 2.40 0.00 1.00 0.40 1.00 0.50 0.20 0.00 0.00 0.50 0.20 0.00 0.00 0.50 0.20 1.00 1.40 0.70 0.00 0.70 0.00 0.70 1.55 0.45 0.00 0.15 0.40 0.00 1.00 1.60 0.00 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 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 3.00 3.00 0.00 3.00 0.00 3.00 Budget FY 2018 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 384 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 0.50 0.00 0.00 0.50 0.00 0.00 0.50 1.00 1.00 0.00 0.30 1.00 0.00 0.50 0.00 0.00 0.50 0.00 0.00 0.50 1.00 1.00 0.00 0.00 1.00 0.00 0.50 0.00 0.00 0.50 0.00 0.25 0.50 1.00 1.00 0.25 0.00 0.00 1.00 0.00 1.00 0.25 0.00 1.00 0.00 1.00 -1.00 -1.00 -0.25 0.00 0.00 -1.00 0.50 1.00 0.25 0.50 1.00 0.25 1.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 0.25 0.50 1.00 0.25 1.50 0.00 0.00 0.00 0.00 0.00 0.00 4.80 4.50 5.00 0.00 5.00 0.00 5.00 3.00 0.00 0.50 0.00 1.75 0.00 0.45 2.00 1.00 0.00 3.00 0.00 0.50 0.00 1.75 0.00 0.45 2.00 0.00 1.00 3.00 2.00 0.50 0.00 1.75 1.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 1.00 -0.70 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.50 1.00 1.05 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 0.00 3.00 2.00 0.50 1.00 1.05 1.00 0.45 0.00 0.00 0.00 8.70 8.70 8.70 0.30 9.00 0.00 9.00 1.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 2.00 0.25 1.00 0.25 0.00 0.25 0.00 0.00 0.00 -0.25 1.00 0.25 2.00 0.25 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 2.00 0.25 1.00 0.00 4.00 4.00 4.50 0.00 4.50 0.00 4.50 3.00 1.50 2.00 0.00 1.35 1.35 2.00 1.00 3.00 1.00 1.00 1.00 3.00 1.50 2.00 0.00 1.35 1.35 2.00 1.00 3.00 1.00 1.00 1.00 3.00 1.50 2.00 0.00 1.35 1.35 2.00 1.00 3.00 1.00 1.00 1.00 2.00 -0.25 -1.00 1.00 0.15 0.15 0.00 0.00 0.00 -1.00 -1.00 -1.00 5.00 1.25 1.00 1.00 1.50 1.50 2.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 1.25 1.00 1.00 1.50 1.50 2.00 1.00 3.00 0.00 0.00 0.00 18.20 18.20 18.20 -0.95 17.25 0.00 17.25 2.00 1.00 1.00 0.00 3.25 0.00 1.00 2.00 1.00 0.75 2.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 0.00 0.00 2.00 1.25 1.00 1.00 3.00 1.00 1.00 2.00 0.00 0.00 0.00 0.25 0.00 0.00 0.13 0.00 0.00 0.00 0.00 0.00 2.00 1.50 1.00 1.00 3.13 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.50 1.00 1.00 3.13 1.00 1.00 2.00 0.00 0.00 12.00 12.00 12.25 0.38 12.63 0.00 12.63 Budget FY 2018 1000 - 1531 Rio Vista Community Park Irrigation Technician Management Analyst Neighborhood & Comm Parks Manager Parks & Sports Equip. Mechanic Parks & Sports Fac Worker I Recreation Coordinator Sports Facilities Maint Coor Parks & Sports Fac Crew Leader Parks & Sports Fac Worker III Parks Manager Recreation Supervisor Sports Complex Maint Supervisor Sports Facilities Superintendent Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 1532 Rio Vista Rec Center Custodian Customer Services Rep I - Classified Recreation Coordinator Recreation Programmer Recreation Programmer Recreation Superintendent Recreation Supervisor Customer Services Rep I Rio Vista Manager Sr Recreation Supervisor Full Full Part Full Part Full Full Full Full Full 1000 - 1533 Pioneer Community Park Irrigation Technician Neighborhood & Comm Parks Manager Parks & Sports Fac Crew Leader Recreation Coordinator Sports Facilities Maint Coor Parks Manager Full Full Full Full Full Full 1000 - 1540 Main Library Librarian Librarian Librarian II Library & Cultural Svcs Manager Library Assistant I Library Assistant II Library Assistant III Library Services Coordinator Library Specialist Library Assistant III Library Manager Library Technology Specialist Full Part Full Full Part Part Full Full Full Part Full Full 1000 - 1550 Branch Library Librarian Librarian Librarian II Librarian III Library Assistant I Library Assistant III Library Services Coordinator Library Specialist Branch Library Manager Library Assistant II Full Part Full Full Part Full Full Full Full Part 385 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 0.00 1.00 0.00 0.00 0.00 8.00 0.00 0.00 1.00 0.00 1.00 0.50 0.35 0.50 1.00 0.00 2.00 1.00 6.00 0.00 0.00 1.50 0.00 0.00 0.50 0.35 0.50 1.00 0.00 2.00 1.00 6.00 1.00 1.50 0.00 0.25 0.00 0.00 0.25 0.00 0.00 0.25 0.00 0.00 -1.00 0.00 -1.00 1.00 0.00 0.00 0.00 -0.25 0.50 1.00 0.25 2.00 1.00 5.00 1.00 0.50 1.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 0.25 2.00 1.00 5.00 1.00 0.50 1.00 0.25 0.00 0.00 0.00 11.85 12.85 13.50 -1.00 12.50 0.00 12.50 1.00 1.00 0.00 0.00 7.00 0.00 0.00 0.00 2.00 0.50 0.35 1.00 0.50 1.00 0.00 0.00 7.00 2.00 0.00 0.00 0.00 0.50 0.35 0.50 0.50 1.00 0.00 2.00 7.00 1.00 0.50 0.25 0.00 0.00 0.25 0.00 0.00 0.00 0.25 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 -0.25 0.00 0.50 1.00 0.25 2.00 6.00 1.00 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 0.00 0.00 0.50 1.00 0.25 2.00 6.00 1.00 0.50 0.25 0.00 0.00 0.00 0.00 12.85 11.85 12.50 -1.00 11.50 0.00 11.50 1.00 0.30 1.00 0.30 1.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.30 1.30 1.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 2.00 0.00 0.00 1.00 2.00 0.00 0.00 0.00 3.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Budget FY 2018 1000 - 1560 Parks North Graffiti Abatement Technician Irrigation Technician Neighborhood & Comm Parks Manager Parks & Sports Fac Worker I Parks & Sports Fac Worker II Parks & Sports Fac Worker III Parks Maintenance Coordinator Parks Superintendent Parks Supervisor Recreation Coordinator Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks Manager Full Full Full Full Full Full Full Full Full Full Full Part Full 1000 - 1570 Parks South Graffiti Abatement Technician Irrigation Technician Neighborhood & Comm Parks Manager Parks & Sports Fac Worker I Parks & Sports Fac Worker III Parks Maintenance Coordinator Parks Superintendent Recreation Coordinator Parks & Sports Fac Crew Leader Parks & Sports Fac Worker I Parks Manager Parks Supervisor Full Full Full Full Full Full Full Full Full Part Full Full 1000 - 1600 Contracted Landscape Maintenance Landscape Coordinator Parks Manager Full Full 1000 - 1610 Trails Maintenance Landscape Coordinator Parks & Sports Fac Worker III Full Full Percent for the Arts Fund 1111 - 0120 Percent For The Arts Arts & Culture Coordinator Full 386 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 0.00 1.00 0.00 0.00 1.00 0.50 0.50 3.00 2.00 1.00 0.00 0.00 0.00 0.00 0.50 0.00 1.00 2.00 0.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.50 0.50 3.00 3.00 0.00 1.00 1.00 0.00 0.00 0.50 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 0.50 0.50 3.00 3.00 0.00 1.00 1.00 2.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 2.00 3.00 1.00 1.00 1.00 2.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 2.00 3.00 1.00 1.00 1.00 2.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 17.50 17.50 18.50 0.00 18.50 0.00 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 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 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 6.25 6.25 0.00 6.25 0.00 6.25 133.47 136.72 139.97 -1.27 138.70 1.00 139.70 1.00 3.00 1.00 3.00 1.00 0.00 0.00 2.00 2.00 0.00 1.00 0.00 1.00 1.00 3.00 1.00 3.00 1.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 0.50 9.00 1.00 3.00 1.00 0.50 0.50 3.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.50 9.00 1.00 3.00 1.00 0.50 0.50 3.00 3.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 9.00 1.00 3.00 1.00 0.50 0.50 3.00 3.00 1.00 1.00 1.00 0.00 15.00 15.00 24.50 0.00 24.50 0.00 24.50 Budget FY 2018 Sports Complex Fund 2000 - 2000 Complex Operations/Maint Administrative Assistant I - Classified Administrative Assistant II - Classified Building Automation Technician Deputy Director of Community Services Facilities Technician II Irrigation Technician Parks & Sports Equip. Mechanic Parks & Sports Fac Crew Leader Parks & Sports Fac Worker II Parks & Sports Fac Worker III Sales & Sponsorship Coordinator Sports Complex Operations Coordinato Sports Complex Superintendent Sports Complex Ticket Ops Coordinato Sports Facilities Maint Coor Sports Facilities Superintendent Facilities Operations Tech Sales & Sponsorship Associate Sports Complex Maint Supervisor Sports Complex Manager Sports Complex Ops Coordinator Sports Complex Supervisor Sports Facilities Manager 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: 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 Plans Examiner I Plans Examiner II Plans Review Supervisor Residential Field Inspection Supervisor Development Technician II Full Full Full Full Full Full Full Full Full Full Full Full Full 387 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 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 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.75 4.75 4.00 0.00 4.00 0.00 4.00 0.00 0.00 0.50 1.00 1.00 0.00 1.00 0.00 1.00 0.00 2.00 1.00 0.00 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 0.00 1.00 0.50 0.00 0.50 0.50 1.00 1.00 0.50 0.00 1.00 1.00 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 0.00 -2.00 0.00 0.50 1.00 0.50 0.50 1.00 1.00 0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 0.50 0.50 1.00 1.00 0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 8.50 8.50 8.00 0.00 8.00 0.00 8.00 0.00 0.00 3.75 0.00 0.75 1.00 1.00 1.00 1.00 1.00 0.00 1.00 4.75 1.00 0.75 1.00 1.00 0.00 0.00 0.00 0.00 1.00 3.75 1.00 0.75 2.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 1.00 1.00 3.75 1.00 0.75 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.75 1.00 0.75 1.00 1.00 0.00 0.00 0.00 9.50 9.50 9.50 0.00 9.50 0.00 9.50 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 5.00 2.00 1.00 5.00 2.00 1.00 5.00 2.00 0.00 0.00 0.00 1.00 5.00 2.00 0.00 0.00 0.00 1.00 5.00 2.00 8.00 8.00 8.00 0.00 8.00 0.00 8.00 2.00 1.00 1.00 0.00 2.00 2.00 1.00 1.00 0.00 2.00 2.00 1.00 1.00 0.00 2.00 0.00 0.00 0.00 1.00 -1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 56.75 56.75 65.00 0.00 65.00 0.00 65.00 Budget FY 2018 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 Civil Engineer Deputy Engineering Director Development Plan Reviewer Development Project Specialist Development Services Supervisor Engineering Supervisor Engineering Technician II Plans Review Coordinator Associate Engineer Associate Planner Engineering Project Coordinator Plans Review Supervisor Full Full Part Full Full Full Full Full Full Full Full Full Full Full 1000 - 0812 Capital Engineering CIP Project Manager I 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 Full 1000 - 0813 Design and Construction Architect Architectural Services Manager CIP Project Manager I CIP Project Manager II Management Assistant Construction Projects Coordinator 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 Intelligent Transportation System Engin Transportation Planning Engineer Full Full Full Full Full Development and Engineering Totals: 388 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 3.00 4.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 -1.00 1.00 0.00 1.00 0.00 0.00 -1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.00 4.00 5.00 0.00 5.00 0.00 5.00 7.00 8.00 8.00 0.00 8.00 0.00 8.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 -1.00 -1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 3.00 3.00 3.00 -1.00 2.00 0.00 2.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 2.00 1.00 4.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 2.00 1.00 4.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 4.00 0.00 15.00 15.00 15.00 0.00 15.00 0.00 15.00 1.00 2.00 3.00 1.00 2.00 1.00 1.00 0.00 3.00 1.00 2.00 0.00 1.00 0.00 3.00 1.00 2.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 2.00 0.00 10.00 7.00 7.00 2.00 9.00 0.00 9.00 1.00 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 2.00 1.00 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 1.00 1.00 1.00 2.00 1.00 0.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 Budget FY 2018 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 Development Coordinator Chief Business Attraction Officer Economic Development Agreement Co Economic Development Project Manag Business Development Specialist Business Real Estate Coordinator Economic Development Coordinator Economic Development Manager Full Full Full Full Full Full Full Full Full Economic Development Services Totals: Finance General Fund 1000 - 0400 Finance Admin Chief Finance Officer Finance & Accounting Asst Deputy Director Finance & Budget Finance Director Full Full Full Full 1000 - 0410 Financial Services Accountant Accounting Supervisor Accounting Technician II Accounting Technician III Business Systems Supervisor Finance Coordinator 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 Customer Services Rep II Revenue Collection Specialist Sales Tax & Licensing Supervisor Sales Tax Auditor Customer Services Rep III Full Full Full Full Full Full 1000 - 0440 Materials Management Administrative Assistant II - Classified Buyer I Contract Administrator Contract Officer Materials Manager Buyer II Full Full Full Full Full Full 389 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 1.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 2.00 1.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 0.00 1.00 0.00 -1.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 4.00 4.00 4.00 0.00 4.00 1.00 5.00 38.00 35.00 35.00 1.00 36.00 1.00 37.00 0.00 2.00 1.00 13.00 19.00 3.00 1.00 0.00 19.00 3.00 1.00 0.00 -2.00 0.00 0.00 0.00 17.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 17.00 3.00 1.00 0.00 16.00 23.00 23.00 -2.00 21.00 0.00 21.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 -1.00 -1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 2.00 1.00 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 11.00 11.00 11.00 0.00 11.00 0.00 11.00 4.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 37.00 39.00 39.00 -2.00 37.00 0.00 37.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 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 3.00 3.00 3.00 4.00 7.00 0.00 7.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 8.00 9.00 9.00 -1.00 8.00 0.00 8.00 Budget FY 2018 1000 - 0500 Inventory Control Buyer I Inventory Control Supervisor Storekeeper Lead Inventory Control Specialist Storekeeper I Storekeeper II Full Full Full Full Full Full Finance 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 1000 - 0460 Revenue Administration Administrative Assistant II - Classified Business Systems Analyst Business Systems Supervisor Revenue Manager Finance Manager Management Analyst Full Full Full Full Full Full 1000 - 0470 Meter Services Dispatcher Lead Water Meter Technician Utility Services Supervisor Water Meter Technician I Water Meter Technician II Full Full Full Full Full 1000 - 0480 Utility Billing Customer Services Rep II Lead Customer Services Rep Full Full Finance Utilities Totals: Fire-Medical General Fund 1000 - 1200 Fire Admin Deputy Fire Chief Executive Assistant Fire and Life Safety Educ Coordinator Fire Chief Management Analyst Management Assistant Public Information Officer Full Full Full Full Full Full Full 1000 - 1210 Fire Prevention Administrative Assistant II - Classified Deputy Fire Chief Fire Prevention Inspector Fire Prevention Inspector Supervisor Plans Examiner II Fire and Life Safety Educ Coordinator Full Full Full Full Full Full 390 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 2.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 5.00 5.00 5.00 -1.00 4.00 0.00 4.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 3.00 3.00 4.00 -1.00 3.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 -1.00 1.00 0.00 0.00 0.00 1.00 0.00 2.00 2.00 2.00 -1.00 1.00 0.00 1.00 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 1.00 6.00 5.00 33.00 32.00 70.00 1.00 6.00 5.00 33.00 32.00 76.00 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 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 5.00 33.00 32.00 78.00 147.00 153.00 155.00 0.00 155.00 0.00 155.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 14.00 1.00 0.00 0.00 0.00 1.00 14.00 1.00 0.00 0.00 0.00 1.00 14.00 1.00 0.00 0.00 16.00 0.00 16.00 0.00 16.00 168.50 175.50 194.50 0.00 194.50 0.00 194.50 Budget FY 2018 1000 - 1220 Fire Support Services Automotive Technician II Fire Physical Resources Spvsr Lead Automotive Technician Administrative Assistant II - Classified Management Assistant Full Full Full Full Full 1000 - 1230 Emergency Medical Services Administrative Assistant I Deputy Fire Chief EMS Coordinator EMS Chief Public Information Officer Full Full Full Full Full 1000 - 1240 Fire Training Fire Captain Deputy Fire Chief Full Full 1000 - 1250 Emergency Management Emergency Management & Safety Coo Full 1000 - 1260 Fire Operations Deputy Fire Chief Fire Battalion Chief Fire Battalion Support Officer Fire Captain Fire Engineer Firefighter Full Full Full Full Full Full 1000 - 1270 Ambulance Operations Fire Captain Firefighter Medical Billing Specialist Full Full Full Fire-Medical Totals: 391 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 0.00 0.50 0.00 1.00 0.00 0.00 1.00 1.00 0.00 5.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 2.00 0.00 0.50 1.00 2.00 1.00 3.00 1.00 2.00 0.00 4.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.50 1.00 0.00 0.00 0.00 0.50 1.00 2.00 1.00 2.00 1.00 2.00 0.00 4.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.50 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 -0.50 0.00 -1.00 0.00 1.00 0.50 1.00 2.00 1.00 3.00 1.00 2.00 0.50 4.00 1.00 0.00 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 1.00 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 3.00 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 16.50 18.00 18.00 0.00 18.00 1.00 19.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 -1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 17.50 19.00 19.00 0.00 19.00 1.00 20.00 Budget FY 2018 Human Resources General Fund 1000 - 0070 Human Resources Business Systems 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 Specialist Human Resources Specialist Human Resources Technician Safety Administrator Sr Human Resources Analyst Administrative Assistant II - Classified Business Analyst Deputy Director of Human Resources Employment Supervisor Human Resources Safety Coordinator Human Resources Supervisor Sr Human Resources Consultant Total Compensation Administrator Full Full Full Full Full Full Full Full Part Full Full Full Full Full Full Full Full Part Full Full Full 1000 - 0080 Training Human Resources Manager Full Organizational Development Coordinat Full Human Resources Totals: 392 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 6.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 2.00 1.00 1.00 4.00 0.00 0.00 4.00 2.00 1.00 0.00 1.00 0.00 2.00 0.00 1.00 2.00 2.00 1.00 1.00 7.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 0.00 4.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 3.00 0.00 0.00 0.00 7.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 0.00 4.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 3.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 1.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00 -3.00 0.00 0.00 0.00 6.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 38.00 39.00 40.00 0.00 40.00 0.00 40.00 0.00 2.00 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 40.00 41.00 42.00 0.00 42.00 0.00 42.00 0.00 1.00 1.00 0.00 0.00 2.00 0.00 2.00 0.00 0.00 1.00 0.00 1.00 1.00 3.00 1.00 2.00 0.00 2.00 0.00 1.00 2.00 0.00 1.00 1.00 3.00 1.00 3.00 0.00 3.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 -1.00 0.00 0.00 -1.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 1.00 0.00 7.00 13.00 15.00 0.00 15.00 0.00 15.00 Budget FY 2018 Information Technology Information Technology Fund 3300 - 3750 IT Operations Application Systems Analyst Application Systems Supervisor Applications/GIS Manager Database Administrator Executive Assistant GIS Analyst GIS Coordinator GIS Technician 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 Management Analyst Network Administrator Network Engineer Network Supervisor Programmer Sr Application Systems Analyst Sr Management Analyst Systems Engineer GIS Programmer GIS Technician I GIS Technician II IT Application Systems Spvsr IT GIS 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 the Mayor Deputy City Manager Management Assistant to the CM Sr Executive Assistant Sr Policy Advisor to the Mayor Strategic Management Officer Administrative Assistant II - Classified Part Full Full Full Full Full Full Full Full Full Full 393 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 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 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 2.00 2.00 0.00 2.00 0.00 2.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 16.00 16.00 18.00 0.00 18.00 0.00 18.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 2.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 2.00 5.00 5.00 5.00 1.00 6.00 0.00 6.00 6.00 0.00 6.00 Budget FY 2018 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: Management and Budget General Fund 1000 - 0430 Management & Budget Budget Coordinator Budget Manager Management & Budget Assistant Management & Budget Director Sr Budget Analyst Full Full Full Full Full Management and Budget Totals: 5.00 5.00 5.00 1.00 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 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 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 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: 394 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 -1.00 -1.00 -1.00 -1.00 -1.00 -1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 7.00 7.00 -1.00 6.00 0.00 6.00 0.00 2.00 0.00 2.00 0.00 2.00 3.00 -2.00 3.00 0.00 0.00 0.00 3.00 0.00 2.00 2.00 2.00 1.00 3.00 0.00 3.00 8.00 9.00 9.00 0.00 9.00 0.00 9.00 0.00 0.00 0.00 0.00 0.53 1.00 1.00 0.00 0.75 0.80 0.00 0.75 0.00 0.00 0.53 1.00 1.00 0.00 0.00 0.80 0.00 0.75 0.00 0.00 0.53 1.00 1.00 1.00 0.00 0.80 0.80 0.00 1.00 1.00 0.00 0.00 -1.00 -1.00 0.00 -0.80 0.80 0.75 1.00 1.00 0.53 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.80 0.75 1.00 1.00 0.53 1.00 0.00 0.00 0.00 0.00 4.08 4.08 5.08 0.00 5.08 0.00 5.08 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 2.00 0.00 1.00 2.00 1.00 2.00 0.00 1.00 3.00 1.00 2.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 3.00 0.00 6.00 7.00 7.00 0.00 7.00 0.00 7.00 0.00 0.00 0.47 0.25 0.20 0.00 0.25 0.47 0.00 0.20 0.00 0.25 0.47 0.00 0.20 0.20 0.00 0.00 0.00 -0.20 0.20 0.25 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.20 0.25 0.47 0.00 0.00 0.92 0.92 0.92 0.00 0.92 0.00 0.92 14.00 15.00 16.00 0.00 16.00 0.00 16.00 Budget FY 2018 Office of Communications General Fund 1000 - 0040 Public Information Office Digital Media Manager Graphics Designer Management Assistant Marketing Communications Manager Office of Communications Director Web Administrator Administrative Assistant II - Classified Communications & Marketing Manager Public Information Director Public Information Officer Web Designer/Developer Webmaster Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0041 Peoria Channel 11 Digital Media Specialist Full Video Production & Operations Speciali Full Office of Communications Totals: Planning and Community Development General Fund 1000 - 0570 Neighborhood Coordination Community Assistance Manager Housing & Development Grants Coordi Human Services Coordinator I Human Services Coordinator II Neighborhood Imp. Specialist Neighborhood Programs Coordinator Human Services Coordinator Human Services Specialist Management Assistant Neighborhood & Revital. Manager Full Full Full Full Full Full Full Full Full Full 1000 - 0600 Community Dev Administration Development Administration Coordinat Full Executive Assistant Full Full Planning & Comm Dev Director 1000 - 0610 Planning Planner Planning Manager Principal Planner Sr Planner Engineering Planning Manager Full Full Full Full Full Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Community Assistance Manager Housing & Development Grants Coordi Neighborhood Imp. Specialist Management Assistant Neighborhood & Revital. Manager Full Full Full Full Full Planning and Community Development Totals: 395 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 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 1.00 4.00 7.00 1.00 1.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 7.00 1.00 1.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 7.00 1.00 1.00 1.00 5.00 1.00 0.00 0.00 22.00 21.00 21.00 0.00 21.00 0.00 21.00 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 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 -1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 11.00 11.00 13.00 -1.00 12.00 0.00 12.00 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 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 3.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 1.00 1.00 23.00 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 23.00 4.00 1.00 1.00 0.00 28.00 28.00 34.00 3.00 37.00 0.00 37.00 1.00 0.00 0.00 1.00 3.00 63.00 6.00 8.00 1.00 1.00 0.00 0.00 1.00 4.00 65.00 6.00 8.00 1.00 1.00 0.00 0.00 1.00 3.00 62.00 6.00 7.00 1.00 0.00 1.00 1.00 0.00 0.00 -8.00 0.00 2.00 -1.00 1.00 1.00 1.00 1.00 3.00 54.00 6.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 1.00 1.00 1.00 1.00 3.00 54.00 6.00 11.00 0.00 83.00 86.00 81.00 -5.00 76.00 2.00 78.00 0.00 0.00 1.00 3.00 42.00 8.00 1.00 1.00 0.00 0.00 1.00 2.00 43.00 8.00 1.00 1.00 1.00 0.00 1.00 3.00 45.00 6.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 -1.00 1.00 1.00 1.00 3.00 46.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 49.00 6.00 0.00 0.00 56.00 56.00 57.00 1.00 58.00 3.00 61.00 Budget FY 2018 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 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 Crime Analyst Lead Police Services Officer Police Commander Police Lieutenant Police Officer Police Sergeant Police Services Officer Police Analyst Full Full Full Full Full Full Full Full Full 1000 - 1021 Patrol Services - North Administrative Assistant II - Classified Crime Analyst Police Commander Police Lieutenant Police Officer Police Sergeant Customer Services Rep I Police Analyst Full Full Full Full Full Full Full Full 396 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 1.00 1.00 25.00 5.00 1.00 1.00 1.00 25.00 5.00 1.00 1.00 1.00 23.00 6.00 1.00 0.00 0.00 5.00 0.00 0.00 1.00 1.00 28.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 28.00 6.00 1.00 33.00 33.00 32.00 5.00 37.00 0.00 37.00 3.00 1.00 5.00 1.00 2.00 3.00 1.00 5.00 1.00 2.00 3.00 1.00 7.00 1.00 3.00 0.00 0.00 0.00 0.00 -3.00 3.00 1.00 7.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 7.00 1.00 0.00 12.00 12.00 15.00 -3.00 12.00 0.00 12.00 0.00 1.00 4.00 1.00 0.00 1.00 1.00 0.00 1.00 4.00 1.00 1.00 1.00 0.00 0.00 1.00 2.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 -1.00 0.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 8.00 8.00 5.00 2.00 7.00 0.00 7.00 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 34.00 34.00 34.00 0.00 34.00 0.00 34.00 0.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 5.00 6.00 7.00 -1.00 6.00 0.00 6.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 292.00 295.00 299.00 1.00 300.00 6.00 306.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 0.50 1.00 1.00 1.00 0.50 0.00 0.00 0.00 -0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 3.50 3.50 3.50 -0.50 3.00 0.00 3.00 Budget FY 2018 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 Support Assistant Property & Evidence Supervisor Police Services Officer Full Full Full Full Full 1000 - 1040 Staff Services Administrative Assistant II - Classified Police Lieutenant Police Officer Police Sergeant Police Training and Recruitment Super Administrative Assistant II Police Hiring Specialist Full 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 Systems Analyst Management Assistant Police Equipment Coordinator Police Services Manager Police Officer Full Full Full Full Full Full Victims of Crime Act (VOCA) Grant Fund 7460 - 7710 Victims Of Crime Act Grant Victim Advocate Full Police Totals: Public Works General Fund 1000 - 0900 Public Works Administration Dep Director PW - Utilities Executive Assistant Public Works & Utilities Dir Management Analyst Full Full Full Full 397 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 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 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 3.00 1.00 0.00 1.00 0.00 1.00 0.00 3.00 1.00 0.00 -3.00 -1.00 0.00 -1.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 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 9.60 0.00 9.60 0.00 9.60 0.40 0.40 0.40 0.00 0.40 0.00 0.40 0.40 0.40 0.40 0.00 0.40 0.00 0.40 1.00 0.20 1.00 2.00 4.00 1.00 0.20 1.00 2.00 4.00 1.00 0.20 1.00 2.00 4.00 0.00 0.00 0.00 0.00 0.00 1.00 0.20 1.00 2.00 4.00 0.00 0.00 0.00 0.00 0.00 1.00 0.20 1.00 2.00 4.00 8.20 8.20 8.20 0.00 8.20 0.00 8.20 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 5.00 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 5.00 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 5.00 10.55 10.55 12.55 0.00 12.55 0.00 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 1.00 1.00 0.50 1.00 0.50 1.00 1.00 1.00 1.00 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 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 1.00 0.50 1.00 1.00 1.00 1.00 0.00 5.50 5.50 5.50 0.00 5.50 0.00 5.50 Budget FY 2018 Water Utility Fund 2050 - 2050 Utilities-Water/Ww Admin Administrative Assistant II - Classified Business Systems 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 Lead SCADA Instrumentation Control S Management Assistant SCADA Instrument Control Spclst SCADA Supervisor Utilities Operations Manager Instrument Control Tech II Lead Instrument Control Tech Maintenance Management System Tec Utility Technology Supervisor Full Full 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 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 Water Resources and Environ Manager Full Full Full Full Full Full Full 398 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.25 1.00 0.00 1.00 0.00 0.00 1.00 0.25 0.00 0.00 2.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.25 1.00 0.00 2.00 0.00 0.00 0.00 1.00 0.00 2.00 0.00 0.00 0.00 -1.00 0.00 -2.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 0.00 0.00 0.00 5.25 5.25 7.25 0.00 7.25 0.00 7.25 1.00 1.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 1.00 0.25 1.00 2.00 3.00 1.00 1.00 0.25 1.00 2.00 5.00 1.00 1.00 0.25 1.00 2.00 5.00 1.00 0.00 0.00 0.00 0.00 1.00 -1.00 1.00 0.25 1.00 2.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 2.00 6.00 0.00 8.25 10.25 10.25 0.00 10.25 0.00 10.25 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 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 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 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 1.00 9.00 9.00 10.00 0.00 10.00 0.00 10.00 6.50 0.00 1.00 0.20 4.25 0.00 1.00 0.10 4.00 0.50 1.00 0.10 0.00 0.00 0.00 0.00 4.00 0.50 1.00 0.10 0.00 0.00 0.00 0.00 4.00 0.50 1.00 0.10 7.70 5.35 5.60 0.00 5.60 0.00 5.60 Budget FY 2018 2050 - 2135 Drinking Water Environmental Business Systems Analyst Cross Connection Inspector Cross Connection Specialist Environmental Chemist Environmental Compliance Inspector Environmental Quality Compliance Coo Environmental Resources Manager Cross Connection Assistant Environmental Quality Assurance Offic Laboratory Technician Management Assistant Water Resources and Environ Manager Full Full 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 Operator I Utility System Operator II Utility System Op Apprentice Full Full Full Full Full Full 2400 - 2490 Wastewater Environmental Environmental Compliance Inspector Environmental Compliance Supervisor Environmental Quality Compliance Coo Environmental Resources Manager Lead Environmental Compliance Inspe Environmental Quality Assurance Offic Lead Water Quality Inspector Water Quality Inspector Water Resources and Environ Manager 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 Full Part Full Full 399 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 0.00 0.00 0.00 0.00 2.25 0.10 0.25 2.00 0.10 0.00 0.00 0.00 0.25 2.00 0.10 0.00 0.00 0.00 0.25 2.00 0.10 0.00 2.35 2.35 0.00 2.35 0.00 2.35 1.00 1.00 1.00 1.00 2.00 1.00 1.00 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 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 16.00 1.00 3.00 0.80 1.00 18.00 1.00 3.00 1.80 1.00 19.00 1.50 3.00 1.80 1.00 0.00 0.00 0.00 0.00 0.00 19.00 1.50 3.00 1.80 1.00 3.00 0.00 0.00 0.00 0.00 22.00 1.50 3.00 1.80 1.00 21.80 24.80 26.30 0.00 26.30 3.00 29.30 8.00 1.00 1.00 9.00 1.00 1.00 10.00 1.00 1.00 0.00 0.00 0.00 10.00 1.00 1.00 0.00 0.00 0.00 10.00 1.00 1.00 10.00 11.00 12.00 0.00 12.00 0.00 12.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 2.00 0.00 2.00 -2.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 2.00 2.00 3.00 0.00 3.00 0.00 3.00 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 0.50 1.00 1.00 6.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 11.50 11.50 11.50 0.50 12.00 0.00 12.00 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 Budget FY 2018 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 Full Part Full Full Full 2600 - 2770 Residential Recycling Equipment Operator Lead Equipment Operator Solid Waste Supervisor Full Full Full 2600 - 2810 Solid Waste Environmental Environmental Coordinator Solid Waste Inspector Environmental Technician I Full Full Full Storm Water Drainage System Fund 2700 - 2900 Storm Drain - NPDES Administrative Assistant II - Classified Lead Transportation Technician Public Works Operations Manager Transportation Technician I Transportation Technician II 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 Systems Analyst Facilities Manager Full Full Full 400 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 Change in Position 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 0.25 0.00 0.00 0.00 0.00 1.00 5.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 3.00 1.00 10.75 10.75 10.75 0.25 11.00 0.00 11.00 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 5.00 1.00 1.00 1.00 1.00 1.00 -0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.75 5.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 5.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 11.00 -0.25 10.75 0.00 10.75 0.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 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 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 3.00 0.00 0.00 0.00 0.00 0.00 0.00 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 3.00 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 7.00 7.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 3.00 1.00 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 6.00 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 3.00 1.00 2.00 4.00 1.00 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 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 Budget FY 2018 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 Part Full Full Full Full Full Full 3250 - 3690 Facilities Operating Projects City Security Systems Coordinator Civil Engineer Construction Superintendent Public Works Project Coordinator City Security Coordinator Full Full Full Full Full 3250 - 3700 Technical Operations Facilities Operations Tech Facilities Technical Operations Supervi Facilities Technician II Lead Facilities Systems Operations Tec Full Full Full Full 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 401 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 7 – Authorized Personnel* Fund/Dept Budget FY 2015 Budget FY 2016 Budget FY 2017 Base Change Revised FY 2017 3.00 1.00 3.00 1.00 3.00 1.00 0.00 0.00 3.00 1.00 0.00 0.00 3.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 2.00 2.00 1.50 1.00 1.00 2.00 2.00 1.50 1.00 1.00 2.00 2.00 1.50 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.50 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.50 1.00 1.00 7.50 7.50 7.50 0.00 7.50 0.00 7.50 Public Works Totals: 234.75 240.75 248.50 0.00 248.50 3.00 251.50 City Totals: 1,121.87 1,145.62 1,191.87 -0.27 1,191.60 12.00 1,203.60 Full Part 1,096.75 25.12 1,119.75 25.87 1,170.50 21.37 0.00 -0.27 1,170.50 21.10 12.00 0.00 1,182.50 21.10 Division Change in Position Budget FY 2018 7000 - 7040 Sweeper Operations Equipment Operator Lead Equipment Operator Full Full Transit Fund 7150 - 7200 Transit Division Transit Dispatcher Transit Operator I Transit Operator I Transit Operator II Transit Supervisor Full Full Part Full Full *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. 402 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 8 - Debt Service ORIGINAL ISSUE GENERAL OBLIGATION BONDS Existing Debt: GO Series 2007A GO Series 2007B Refunding GO Series 2009 GO Series 2010 GO Series 2012A GO Series 2012B GO Series 2015A GO Series 2015B OUTSTANDING 7/1/2017 PRINCIPAL CONTRACT PAYMENTS TOTAL REQUIREMENTS $0 $0 $0 $0 $0 $0 $0 $0 $350 $350 $350 $350 $350 $350 $350 $250 $3,982,475 $1,113,850 $2,175,750 $1,932,887 $1,025,487 $1,539,800 $2,117,932 $2,701,844 $3,885,000 $4,195,000 $4,160,000 $19,965,000 $12,360,000 $8,635,000 $29,660,000 $65,380,000 $335,510,000 $148,240,000 $11,160,000 $5,427,325 $0 $2,700 $16,590,025 $31,877,045 $31,877,045 $0 $721,537 $191,262 $3,000 $915,799 $367,387,045 $180,117,045 $11,160,000 $6,148,862 $191,262 $5,700 $17,505,824 $6,675,000 $47,000,000 $7,920,000 $35,510,000 $3,590,000 $28,040,000 $5,740,000 $30,235,000 $335,000 $2,600,000 $485,000 $1,430,000 $141,556 $1,326,126 $212,800 $1,040,876 $0 $0 $0 $0 $2,750 $2,750 $2,750 $2,750 $479,306 $3,928,876 $700,550 $2,473,626 $97,105,000 $67,605,000 $4,850,000 $2,721,358 $0 $11,000 $7,582,358 $25,000,000 $25,000,000 $0 $565,875 $150,000 $2,500 $718,375 $122,105,000 $92,605,000 $4,850,000 $3,287,233 $150,000 $13,500 $8,300,733 $1,964,789 $27,183,342 $755,321 $16,895,775 $114,046 $1,469,489 $27,513 $495,174 $0 $0 $350 $350 $141,909 $1,965,013 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 2 $42,741,542 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 3 $8,575,253 2009 Sewer Revenue Bonds (WIFA) - Section A Sewer Rehab (CW-0 $727,612 2009 Water Revenue Bonds (WIFA) - Water Lines/Station Upgrades $8,030,340 2009 Sewer Revenue Bonds (WIFA) - Sewer Rehab & Operations Bld $3,733,794 2009 Sewer Revenue Bonds (WIFA) - Beardsley WRF Ph III (CW-01 $4,371,597 2009 Water Revenue Bonds (WIFA) Pin Pk Wtr Ln - UT00278 $757,624 2016 Water Revenue Bonds (WIFA) - New River $14,000,000 2010 Water & Sewer Revenue Bonds Refunding (Series 1998A and 20 $15,780,000 2012 Water & Sewer Revenue Bonds Refunding $23,280,000 2017 Water Revenue Bonds (WIFA) - Pyramid Peak $50,000,000 Sub-total Existing Water & Sewer Revenue Debt $201,145,893 $27,878,882 $6,040,866 $504,757 $5,484,592 $2,503,661 $3,100,565 $528,906 $13,466,235 $7,850,000 $10,185,000 $50,000,000 $145,194,560 $2,143,799 $414,175 $35,522 $375,260 $190,049 $206,105 $33,502 $567,039 $2,515,000 $2,920,000 $1,715,443 $12,699,429 $883,558 $203,015 $16,927 $106,426 $48,173 $98,078 $16,543 $315,510 $251,663 $349,000 $1,846,348 $4,657,928 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $700 $3,027,357 $617,190 $52,449 $481,686 $238,222 $304,183 $50,045 $882,549 $2,766,663 $3,269,000 $3,561,791 $17,358,057 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $201,145,893 $145,194,560 $12,699,429 $4,657,928 $0 $700 $17,358,057 $4,950,000 $2,130,000 $2,151,300 $90,526 $0 $55,000 $2,296,826 $4,950,000 $2,130,000 $2,151,300 $90,526 $0 $55,000 $2,296,826 $0 $0 $0 $0 $0 $0 $0 $4,950,000 $2,130,000 $2,151,300 $90,526 $0 $55,000 $2,296,826 $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 $695,587,938 $420,046,605 $31,305,729 $14,184,549 $341,262 $74,900 $45,906,440 Proposed Debt: Proposed GO Debt Total GO Debt MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Series 2006 Community Theater MDA Series 2008 Street Capital Projects - TST MDA Series 2011 GRIC Water Rights MDA Series 2012 Sub-Total Existing MDA Debt Proposed Debt: Proposed MDA Debt Total MDA Debt WATER & SEWER REVENUE BONDS Existing Debt: 2000 Water & Sewer Bonds (WIFA)-Phase III 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 1 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 $97,125 $148,500 $125,400 $807,537 $390,137 $189,450 $967,582 $2,701,594 ISSUANCE COSTS $94,380,000 $18,365,000 $68,440,000 $29,170,000 $14,715,000 $13,690,000 $30,325,000 $66,425,000 Sub-Total Existing GO Debt $3,885,000 $965,000 $2,050,000 $1,125,000 $635,000 $1,350,000 $1,150,000 $0 INTEREST DEVELOPMENT AGREEMENTS Existing Debt: DIB Investments (Berge Lexus) Phoenix Motor Co (Mercedes) Walmart GRAND TOTALS 403 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2018 Comment Federal Forfeiture Fund Police Federal Forfeiture 542006 $50,000 FY18 Supp: SAU Equipment - Other Equipment Total - Police $50,000 Total - Federal Forfeiture Fund $50,000 Fire & Emergency Svc Dev Fund Non-Departmental Fire & Emerg Svc Dev 542502 Fire & Emerg Svc Dev 542502 $16,000 FY18 Supp: New Vehicle- EMS Captain - Make Ready-Campershell, Decals, Lights, ETC. $33,000 FY18 Supp: New Vehicle- EMS Captain - Ford F-150 XLT Supercab 4x2 Total - Non-Departmental $49,000 Total - Fire & Emergency Svc Dev Fund $49,000 Fleet Reserve Fund Public Works Fleet Reserve Fleet Reserve Fleet Reserve 542501 542501 542501 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542501 542501 542502 542502 542502 542502 542502 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542502 542502 542502 542502 Fleet Reserve 542502 Fleet Reserve Fleet Reserve 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 542502 542502 542502 542502 542502 542502 $34,760 Estimated carryover for vehicles not purchased in prior year. $31,700 Replaces Veh#1428 2007 DODGE CHARGER $52,500 FY18 Supp: Additional Police Officers (3) - Vehicle w/radio and install costs $31,700 Replaces Veh#1301 2006 FORD Five Hundred $31,700 Replaces Veh#1347 2006 DODGE CHARGER $29,500 Replaces Veh#973 2002 DODGE DAKOTA $31,000 Replaces Veh#873 2001 FORD F150 $40,500 Replaces Veh#1418 2007 FORD F150 $29,500 Replaces Veh#1500 2008 FORD RANGER $27,000 FY18 Carryover:Full Size Compact P/U Replaces Veh #1163Trucks and Vans $28,000 Replaces Veh#1554 2008 Chevrolet Colorado $35,500 Replaces Veh#1398 2007 FORD F150 Super Cab $28,000 Replaces Veh#1120 2004 FORD F150 $35,000 FY18 Supp: New Vehicle for Fire-Medical PIO - F-150 XLT Super Cab 4x4 $25,000 FY18 Supp: New Vehicle for Fire-Medical PIO - Make ReadyCamper Shell, Bedliner, Decals, ETC. $30,000 FY18 Supp: Contract Engineering Inspector - Trucks and Vans $28,000 Replaces Veh#1551 2008 Chevrolet Colorado $44,500 Replaces Veh#1703 2012 FORD EXPEDITION XLT $45,500 Replaces Veh#1696 2011 FORD CROWN VIC $45,500 Replaces Veh#1674 2011 FORD CROWN VIC $52,000 Replaces Veh#1646 2009 Chevrolet TAHOE $45,500 Replaces Veh#1531 2008 FORD CROWN VIC $42,550 Replaces Veh#1172 2004 FORD E350 $43,100 Replaces Veh#1388 2007 FORD F250 $47,000 Replaces Veh#1734 2013 FORD EXPEDITION XLT $52,000 Replaces Veh#1462 2007 FORD EXPEDITION XLT $47,000 Replaces Veh#1733 2013 FORD EXPEDITION XLT 404 City of Peoria FY 2018 Annual Program Budget Schedules 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 Fleet Reserve Fleet Reserve 542502 542502 542504 542504 542504 542504 542504 542505 542505 542505 542505 542505 FY 2018 $35,500 $44,500 $31,350 $31,350 $31,350 $31,350 $31,350 $14,000 $66,500 $14,000 $38,200 $9,200 Total - Public Works $1,392,660 Total - Fleet Reserve Fund $1,392,660 Comment Replaces Veh#915 2002 FORD EXPLORER Replaces Veh#1704 2012 FORD EXPEDITION XLT Replaces Veh#1506 2009 BMW R12RTP Replaces Veh#1478 2009 BMW R12RTP Replaces Veh#1477 2006 BMW R12RTP Replaces Veh#1584 2009 BMW R12RTP Replaces Veh#1583 2009 BMW R12RTP Replaces Veh#1640 2009 Club Car Carryall 252 Replaces Veh#1559 2008 TORO 4100-D Replaces Veh#1638 2009 Club Car Carryall 252 Replaces Veh#1635 2009 TORO 3100D/03207 Replaces Veh#1407 2006 TORO GR1600 General Fund Community Services Peoria Center for Performing Arts 540500 Parks South 543005 Total - Community Services Finance Utilities Meter Services 543008 Total - Finance Utilities Police Pd Technical Support 542001 $85,000 FY18 Supp: Expenditure Authority - PCPA - Buildings & Improvements $394,000 FY18 Supp: CDBG Improvements & Sunnyslope and Sundance Parks - Park Improvements $479,000 $362,114 Meters for regular replacement program. $362,114 $111,793 FY18 Supp: Interview Room Upgrade - Electronic Equipment Total - Police $111,793 Total - General Fund $952,907 Highway User Fund Development and Engineering Traffic Engineering 542006 $85,000 FY18 Supp: ITS Software and Equipment Maintenance/Replacement - Other Equipment Total - Development and Engineering $85,000 Total - Highway User Fund $85,000 Information Technology Fund Information Technology IT Operations 542008 IT Operations 542008 IT Operations 542008 Total - Information Technology $97,000 FY18 Supp: Data Backup System Expansion - Data Domain Backup Units $63,531 FY18 Supp: Checkpoint Firewall Logger - Network Security Repl Checkpoint Firewall Logger Repl $10,800 FY18 Supp: Checkpoint Firewall Logger - Network Security Repl Checkpoint Firewall Logger Repl $171,331 405 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account Total - Information Technology Fund FY 2018 Comment $171,331 IT Project Fund Information Technology IT Projects 543007 IT Projects 543007 $33,730 FY18 Carryover:PerfectMind Comm Svcs Financial & Reg System Impl-Implementation Services - Comm Svcs System $135,000 FY18 Carryover:Office 365 Implementation Services-Office 365 Implementation Costs Total - Information Technology $168,730 Total - IT Project Fund $168,730 IT Reserve Fund Information Technology Res For System Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt 542008 542008 542008 543007 543007 Res For Personal Comp Eqt Res For Personal Comp Eqt 543007 543007 $200,000 $2,100 $185 $1,300 $325 FY17 Server Replacements FY18 Supp: Contract Utility Locator II - Vehicle Docking Station FY18 Supp: Contract Utility Locator II - PC Docking Station FY18 Supp: Volunteer Computers - Data Drop (4) FY18 Supp: Special Events Coordinator (Fixed Term, One Year) Data Drop $325 FY18 Supp: Arts & Culture Coordinator - Data Drop Person# 01 $325 FY18 Supp: Contract Utility Locator II - Toughbook Data Drop Total - Information Technology $204,560 Total - IT Reserve Fund $204,560 Percent for the Arts Fund Community Services Percent For The Arts 541003 Percent For The Arts Percent For The Arts 541003 541003 $50,000 FY18 Supp: Public Art-Northern Community Park - Imp Other Than Land/Buildings $632,317 FY18 Carryover:Public Art-Imp Other Than Land/Buildings $50,000 FY18 Supp: Art Work - Imp Other Than Land/Buildings Total - Community Services $732,317 Total - Percent for the Arts Fund $732,317 River Corridors & Trails Dev Fund Non-Departmental River Corridors/Trails Dev 544001 $18,000 Total - Non-Departmental $18,000 Total - River Corridors & Trails Dev Fund $18,000 Solid Waste Equipment Reserve Fund Public Works Ww Expansion (Unz) Solid Waste Eqt Reserve 542505 542501 $10,000 FY18 Supp: Double Axle Trailer - Double Axle Trailer $30,000 Estimated carryover for vehicles not purchased in prior year. 406 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve 542502 542502 542502 542502 542502 542502 FY 2018 $331,387 $331,387 $331,387 $331,387 $215,000 $32,500 Total - Public Works $1,613,048 Total - Solid Waste Equipment Reserve Fund $1,613,048 Comment Replaces Veh#1683 2012 Peterbilt 320 Replaces Veh#1684 2012 Peterbilt 320 Replaces Veh#1664 2010 Peterbilt 320 Replaces Veh#1685 2012 Peterbilt 320 Replaces Veh#1666 2010 FREIGHTLINER M2112 Replaces Veh#1207 2005 Chevrolet Colorado Solid Waste Expansion Fund Public Works Solid Waste Expansion 542502 $660,000 FY18 Supp: Equipment Operators (3) - Automated Side Load (ASL) Vehicles (2) Total - Public Works $660,000 Total - Solid Waste Expansion Fund $660,000 Sports Complex Fund Community Services Complex Operations/Maint 542505 $3,950 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 Complex Eqt Reserve 542505 542505 542505 542505 542505 542505 $14,000 $14,000 $20,750 $30,000 $21,000 $27,000 Total - Community Services $126,750 Total - Sports Complex Eqt Reserve Fund $126,750 Replaces Veh#1639 2009 Club Car Carryall 252 Replaces Veh#1510 2008 Club Car Carryall 6 Replaces Veh#1633 2009 TORO 5040/08705 Replaces Veh#1632 2009 TORO RM2000-D Replaces Veh#1541 2008 TORO 5040 Replaces Veh#1629 2009 TORO HDX-D/07368 State Anti-Racketeering - PD Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd 542501 542501 $32,000 FY18 Supp: Additional Vehicles - Automobiles (Training) $31,385 FY18 Supp: Additional Vehicles - Automobiles (CIS) Total - Police $63,385 Total - State Anti-Racketeering - PD Fund $63,385 407 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2018 Comment Streets/Transit Equipment Reserve Fund Public Works Streets/Transit Equipment Reserve 542006 Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542501 542502 542502 542502 542502 542505 $88,100 FY18 Supp: Heavy Equipment Trailer - Heavy Duty Trailer Replacement $10,000 Estimated carryover for vehicles not purchased in prior year. $36,100 Replaces Veh#1010 2003 FORD EXPEDITION $36,100 Replaces Veh#1201 2005 Chevrolet Colorado $33,500 Replaces Veh#1408 2007 Chevrolet Colorado $31,100 Replaces Veh#1490 2007 FORD F150 $145,000 FY18 Supp: Transit Replacement Buses - Purchase two (2) replacement transit buses Total - Public Works $379,900 Total - Streets/Transit Equipment Reserve Fund $379,900 Wastewater Equipment Reserve Fund Public Works Ww Eqt Reserve Ww Eqt Reserve 542501 542502 $10,000 Estimated carryover for vehicles not purchased in prior year. $27,000 FY18 Carryover:Full Size P/U 1/2 Ton Replaces Veh #1418-Trucks and Vans Total - Public Works $37,000 Total - Wastewater Equipment Reserve Fund $37,000 Water Equipment Reserve Fund Public Works Wtr Eqt Reserve 542502 $40,000 FY18 Supp: Contract Utility Locator II - Truck Total - Public Works $40,000 Total - Water Equipment Reserve Fund $40,000 Total - Operating Capital $6,748,538 408 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Drainage 81st Ave / Varney Park Drainage Solution EN00482CO EN00482CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543004 4252-4252-543004 CIPDR CIPDR Project Total $194,932 $50,000 $244,932 Beardsley Rd Channel Improvements PW00112CO PW00112CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543004 4252-4252-543004 CIPDR CIPDR Project Total $1,500,000 $1,008,377 $2,508,377 Desert Harbor/91st Ave Channel Improvements EN00531CO 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 $50,000 $550,000 $600,000 New River & Jomax Rd Concrete Box Culvert EN00354CO GO Bonds 2015 4251-4251-543004 CIPDR Project Total $17,000 $17,000 Palo Verde Ruin - Interpretive Plan CS00178CO Proposed GO Bonds 4252-4252-543004 CIPDR Project Total $200,000 $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 $333,264 $363,851 $697,115 Pinnacle Peak Drainage; 87th Ave to 91st Ave EN00455CO Proposed GO Bonds 4252-4252-543004 CIPDR Project Total $320,000 $320,000 Pinnacle Peak Rd & 67th Av Channel to New River EN00119SY EN00119DS EN00119CO EN00119DS GO Bonds 2015 GO Bonds 2015 GO Bonds 2015 Proposed GO Bonds 4251-4251-520099 4251-4251-543004 4251-4251-543004 4252-4252-543004 CIPDR CIPDR CIPDR CIPDR Project Total $600,000 $726,467 $1,583,476 $586,533 $3,496,476 Union Hills Channel EN00137CO EN00137CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543004 4252-4252-543004 CIPDR CIPDR Project Total Total - Drainage 409 $575,730 $500,000 $1,075,730 $9,209,130 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Operational Facilities Asphalt Repair and Replacement-MOC PW01199CO GO Bonds 2015 4251-4251-541003 CIPOF Project Total $1,621,406 $1,621,406 Building Equipment Renovation and Replacement PW00050SY PW00050EQ Municipal Office Complex Rsv Municipal Office Complex Rsv 1970-1970-520099 1970-1970-542006 CIPOF CIPOF Project Total $75,000 $95,000 $170,000 Building Fixture and Finish Renovation PW00060CO PW00060CO General Municipal Office Complex Rsv 1000-0310-524002 1970-1970-540500 CIPOF CIPOF Project Total $4,612 $75,000 $79,612 Chargebacks Distribution CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB CB02018CB General Water Water Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Wastewater GO Bonds 2015 Proposed GO Bonds Capital Projects-Outside Srces Highway User Streets Dev Zone 2 - Post 8-1-2014 Street Impact Fees - Zone 1 - Post 1-1-2012 Transportation Sales Tax 1000-0310-544001 2050-2140-544001 2161-2221-544001 2162-2222-544001 2164-2224-544001 2400-2550-544001 4251-4251-544001 4252-4252-544001 4810-4810-544001 7000-7050-544001 7003-7053-544001 7007-7057-544001 7010-7075-544001 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $187,946 $58,327 $135,782 $25,008 $75,200 $22,100 $90,000 $322,334 $6,347 $37,653 $121,239 $160,000 $569,764 $1,811,700 Citywide Security Program PW00506EQ PW00506EQ General General 1000-0310-541003 1000-0310-542006 CIPOF CIPOF Project Total $191,557 $55,000 $246,557 Commercial Abatement ED00025OT Half Cent Sales Tax 1210-0350-541003 CIPOF Project Total $500,000 $500,000 Community Works Program COP0001CO COP0001CO General Highway User 1000-0310-542003 7000-7050-543001 CIPOF CIPOF Project Total $500,000 $495,000 $995,000 Denaro Medical Plaza ED00021OT Economic Development 1900-1900-522070 CIPOF Project Total 410 $175,000 $175,000 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Operational Facilities Fire Department Building Needs PW00090CO PW00090CO PW00090CO General General Municipal Office Complex Rsv 1000-0310-524002 1000-0310-540500 1970-1970-524002 CIPOF CIPOF CIPOF Project Total $223,526 $50,000 $30,000 $303,526 Fleet Heavy Duty Vehicle Lift PW13010CO PW13010CO PW13010CO PW13010CO Commercial Solid Waste Residential Solid Waste Highway User Public Transit 2590-2720-542004 2600-2750-542004 7000-7050-542004 7150-7200-542004 CIPOF CIPOF CIPOF CIPOF Project Total $26,962 $112,606 $11,102 $7,930 $158,600 GE Avionics (Aviage Systems) ED00015OT Economic Development 1900-1900-522070 CIPOF Project Total $673,000 $673,000 Historic Buildings Equipment and Finish Renovation PW10300EQ General 1000-0310-541003 CIPOF Project Total $94,800 $94,800 Huntington University ED00018OT Economic Development 1900-1900-522070 CIPOF Project Total $550,000 $550,000 Impact Fee Study FY18 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 Maxwell Technologies ED00008OT Economic Development 1900-1900-522070 CIPOF Project Total $1,109,000 $1,109,000 MOC Fuel Island PW00305EQ PW00305CO PW00305EQ PW00305EQ PW00305CO PW00305CO General General General Commercial Solid Waste Commercial Solid Waste Residential Solid Waste 1000-0310-541003 1000-0310-542004 1000-0310-542006 2590-2720-541003 2590-2720-542004 2600-2750-542004 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $6,775 $13,265 $62 $1,650 $11,535 $53,200 $86,487 MOC Site Lighting Improvements PW00402CO PW00402DS CIP Capital Projects Fund CIP Capital Projects Fund 4550-4550-541003 4550-4550-541003 CIPOF CIPOF Project Total 411 $368,000 $12,000 $380,000 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Operational Facilities Modern Round ED00022OT Half Cent Sales Tax 1210-0350-522070 CIPOF Project Total $65,517 $65,517 Network Infrastructure Replacement - City Hall IT00027EQ IT Reserve 3400-3800-542008 CIPOF Project Total $174,000 $174,000 Network Infrastructure Replacement - Microwave WAN IT00026EQ IT Reserve 3400-3800-542008 CIPOF Project Total $60,000 $60,000 Network Infrastructure Replacement - Quintero WTF IT00017EQ Water 2050-2140-542008 CIPOF Project Total $64,000 $64,000 Network Infrastructure Replacement - Remote Access IT00032EQ IT Reserve 3400-3800-542008 CIPOF Project Total $100,000 $100,000 Network Infrastructure Replacement-Municipal Court IT00020EQ IT Reserve 3400-3800-542008 CIPOF Project Total $90,000 $90,000 Northeast Peoria (Pyramid Peak) Communications Site IT00035EQ CIP Capital Projects Fund 4550-4550-541003 CIPOF Project Total $975,704 $975,704 P83 Entertainment District Improvements ED00002CO ED00002SY ED00002CO ED00002EQ ED00002CO General Streets Capital Projects Streets Capital Projects CIP Capital Projects Fund CIP Capital Projects Fund 1000-0310-543001 4150-4150-520099 4150-4150-543001 4550-4550-541003 4550-4550-543001 CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $11,043 $17,845 $208,711 $407,890 $127,929 $773,418 P83 Innovation Center Project Parking Structure ED00020CO Proposed MDA Bonds 4233-4233-541003 CIPOF Project Total $25,000,000 $25,000,000 Parking Lot Maintenance for City Buildings PW11150CO PW11150CO PW11150EQ General General General 1000-0310-540500 1000-0310-541003 1000-0310-541003 CIPOF CIPOF CIPOF Project Total $1,452 $95,000 $29,700 $126,152 Peoria Auto District EN00556SY Half Cent Sales Tax 1210-0350-520099 CIPOF Project Total $75,957 $75,957 Peoria Center for Performing Arts PW00080SY General 1000-0310-520099 CIPOF Project Total 412 $49,955 $49,955 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Operational Facilities 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 Subscriber Replacements IT00018EQ GO Bonds 2015 4251-4251-542008 CIPOF Project Total $549,535 $549,535 Renovate Main Library PW00509SY PW00509EQ PW00509EQ Proposed GO Bonds Proposed GO Bonds Proposed GO Bonds 4252-4252-520099 4252-4252-541003 4252-4252-541500 CIPOF CIPOF CIPOF Project Total $260,000 $975,000 $250,000 $1,485,000 Transit Park and Ride Lot PW00335LA PW00335DS PW00335CO 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 $386,400 $4,216,647 $6,741,722 Washington Street Redevelopment ED00024OT ED00024LA ED00024LA Half Cent Sales Tax Economic Development Economic Development 1210-0350-541003 1900-1900-520099 1900-1900-540000 CIPOF CIPOF CIPOF Project Total Total - Operational Facilities 413 $500,000 $169,657 $3,378 $673,035 $47,048,299 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Other Arts Distribution AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT AT02018AT General Municipal Office Complex Rsv Water Water Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Water Resource Fees - Post 8-1-2014 WIFA Loan 2015(New River Util) Wastewater Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 Commercial Solid Waste Residential Solid Waste Streets Capital Projects Proposed MDA Bonds GO Bonds 2015 Proposed GO Bonds CIP Capital Projects Fund Capital Projects-Outside Srces Highway User Streets Dev Zone 2 - Post 8-1-2014 Street Impact Fees - Zone 1 - Post 1-1-2012 Transportation Sales Tax Public Transit Neighborhood Park Dev Zone 2 Neighborhood Park Dev Zone 2 - Post 1-1-2012 Neighborhood Park Dev Zone 3 - Post 1-1-2012 Citywide Park/Rec Facility Dev Citywide Park/Rec Facility Dev - Post 1-1-2012 River Corridors & Trails Dev Law Enforcement Dev Parks Zone 3-Post 8/1/14 1000-0310-525515 1970-1970-525515 2050-2140-525515 2161-2221-525515 2162-2222-525515 2163-2223-525515 2164-2224-525515 2167-2227-525515 2270-2350-525515 2400-2550-525515 2506-2626-525515 2507-2627-525515 2509-2629-525515 2590-2720-525515 2600-2750-525515 4150-4150-525515 4233-4233-525515 4251-4251-525515 4252-4252-525515 4550-4550-525515 4810-4810-525515 7000-7050-525515 7003-7053-525515 7007-7057-525515 7010-7075-525515 7150-7200-525515 7904-7904-525515 7907-7907-525515 7908-7908-525515 7910-7910-525515 7911-7911-525515 7920-7920-525515 7930-7930-525515 7943-7943-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT Project Total $27,312 $1,050 $130,276 $57,878 $22,384 $5,578 $65,562 $7,000 $25,000 $86,616 $1,679 $2,245 $17,700 $385 $1,658 $2,087 $250,000 $122,998 $269,503 $110,875 $97,382 $111,457 $16,847 $10,300 $225,264 $79 $2,002 $12,100 $7,550 $13,360 $9,500 $2,500 $15,000 $27,000 $1,758,127 Building Equipment Renovation and Replacement PW00050EQ Municipal Office Complex Rsv 1970-1970-541003 CIPOT Project Total $70,717 $70,717 Building Fixture and Finish Renovation PW00060EQ Municipal Office Complex Rsv 1970-1970-541003 CIPOT Project Total Total - Other 414 $74,255 $74,255 $1,903,099 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Parks 75th Avenue and Deer Valley Trailhead CS00173CO GO Bonds 2015 4251-4251-543005 CIPPK Project Total $400,000 $400,000 83rd Avenue and Village Parkway Trailhead CS00156CO CS00156CO Proposed GO Bonds Proposed GO Bonds 4252-4252-542006 4252-4252-543005 CIPRT CIPRT Project Total $432,783 $100,000 $532,783 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 $235,908 $1,295,000 $455,000 $1,985,908 Community Services ADA Compliance CS00177CO CS00177CO General General 1000-0310-542006 1000-0310-543005 CIPPK CIPPK Project Total $100,000 $173,300 $273,300 Community Works Program COP0001CO General 1000-0310-543005 CIPPK Project Total $124,700 $124,700 New River Trail - BLM EN00371SY EN00371LA Proposed GO Bonds Proposed GO Bonds 4252-4252-520099 4252-4252-540000 CIPRT CIPRT Project Total $96,000 $79,529 $175,529 New River Trail - Williams Rd to Happy Valley Rd CS00128CO CS00128CO CS00128DS CS00128CO GO Bonds 2015 GO Bonds 2015 Proposed GO Bonds River Corridors & Trails Dev 4251-4251-543005 4251-4251-543005 4252-4252-542006 7920-7920-543005 CIPPK CIPRT CIPRT CIPPK Project Total $23,628 $99,035 $272,600 $250,000 $645,263 Northern Community Park CS00059CO CS00059CO CS00059CO CS00059CO CS00059CO CS00059CO CS00059OT CS00059CO CS00059EQ CS00059CO Proposed GO Bonds CIP Capital Projects Fund Neighborhood Park Dev Zone 2 Neighborhood Park Dev Zone 2 - Post 1-1-2012 Neighborhood Park Dev Zone 3 - Post 1-1-2012 Citywide Park/Rec Facility Dev Citywide Park/Rec Facility Dev - Post 1-1-2012 Citywide Park/Rec Facility Dev - Post 1-1-2012 Parks Zone 2-Post 8/1/14 Parks Zone 3-Post 8/1/14 4252-4252-542006 4550-4550-542006 7904-7904-542006 7907-7907-542006 7908-7908-542006 7910-7910-542006 7911-7911-520510 7911-7911-543005 7942-7942-542003 7943-7943-542006 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total 415 $20,613,876 $10,000,000 $220,000 $1,210,000 $755,000 $1,336,001 $456 $950,000 $1,500,000 $2,700,000 $39,285,333 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Parks Palo Verde Ruin - Interpretive Plan CS00178EQ CS00178EQ General GO Bonds 2015 1000-0310-541003 4251-4251-541003 CIPPK CIPPK Project Total $150,786 $400,000 $550,786 Park and Recreation Facility Refurbishment CS00185CO CS00185CO General General 1000-0310-542006 1000-0310-543005 CIPPK CIPPK Project Total $1,400,000 $34,300 $1,434,300 Sonoran Preservation Program (Open Space) CS00089LA CIP Capital Projects Fund 4550-4550-540000 CIPRT Project Total $1,170,000 $1,170,000 Sports Complex Asphalt Remediation CS00179EQ Half Cent Sales Tax 1210-0350-541003 CIPPK Project Total $50,000 $50,000 Varney Park Improvements CS00201CO Proposed GO Bonds 4252-4252-542006 CIPPK Project Total $200,000 $200,000 Veterans Memorial Improvements CS00187CO Percent for the Arts 1111-0120-542006 CIPPK Project Total Total - Parks $700,000 $700,000 $47,527,902 Project Type - Public Safety Fire Station No. 3 Apparatus Bay Expansion FD13400DS FD13400OT CIP Capital Projects Fund CIP Capital Projects Fund 4550-4550-540500 4550-4550-541003 CIPPS CIPPS Project Total $320,532 $46,868 $367,400 Pinnacle Peak Public Safety Facility Expansion PD00021CO PD00021CO PD00021EQ PD00021EQ GO Bonds 2015 Law Enforcement Dev Law Enforcement Dev Law Enforcement Dev - Post 8-1-2014 4251-4251-540500 7930-7930-540500 7930-7930-542006 7932-7932-542006 CIPPS CIPPS CIPPS CIPPS Project Total $30,000 $1,500,000 $198,052 $126,148 $1,854,200 Pyramid Peak Water Treatment Plant Expansion UT00334CO Water Impact Fees - Post 1-1-2012 2162-2222-543002 CIPPS Project Total Total - Public Safety 416 $789,616 $789,616 $3,011,216 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Streets 103rd Av; Northern Ave to Olive Ave -Full Street EN00422CO EN00422CO EN00422LA EN00422CO GO Bonds 2015 Proposed GO Bonds Transportation Sales Tax Transportation Sales Tax 4251-4251-543001 4252-4252-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $500,000 $390,000 $400,000 $3,511,531 $4,801,531 67th Av; Olive Av to Redfield Rd Landscape Enhancement EN00593CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $75,000 $75,000 67th Ave Widening; Pinnacle Peak to Happy Valley EN00100SY Proposed GO Bonds 4252-4252-520099 CIPST Project Total $160,000 $160,000 75th Av; Grand Av to Tbird Rd Landscape Enhancement EN00592CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $150,000 $150,000 75th Ave & Cactus Rd Intersection Improvements EN00088CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $2,314,480 $2,314,480 75th Ave & Peoria Ave Intersection Improvements EN00081CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $1,153,204 $1,153,204 83rd Ave Bus Shelters EN00582LA EN00582CO EN00582DS Capital Projects-Outside Srces Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-540000 4810-4810-543001 4810-4810-543001 CIPST CIPST CIPST Project Total $2,875 $897,000 $82,000 $981,875 83rd Ave Sidewalks and Bike Lanes EN00546CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $405,926 $405,926 87th Ave & Peoria Ave Intersection Alignment PW00109LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total $49,325 $49,325 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 $778,198 $916,198 91st Av; Mtn View Rd to Grand Av Landscape Enhancement EN00594CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $75,000 $75,000 91st Ave; Deer Valley Rd to Pinnacle Pk Rd EN00505CO CIP Capital Projects Fund 4550-4550-543001 CIPST Project Total 417 $259,024 $259,024 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Streets 99th Ave Reconstruction; Butler Dr to Olive Av EN00421CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $600,000 $600,000 ADA Accessibility PW00025SY PW00025CO Highway User Highway User 7000-7050-520099 7000-7050-543001 CIPST CIPST Project Total $210,045 $643,493 $853,538 Bridge Maintenance and Management Program EN00243CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $502,941 $502,941 Bus Stop Improvements PW11190CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $83,329 $83,329 Cactus Rd & 69th Av Sidewalk, North Side EN00550CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $374,000 $374,000 Community Works Program COP0001CO Highway User 7000-7050-543001 CIPST Project Total $500,000 $500,000 Deer Valley Rd & 87th Av Intesection Improvements EN00590LA EN00590DS EN00590CO Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST Project Total $12,000 $45,000 $570,000 $627,000 Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy EN00395LA EN00395CO Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $50,000 $100,000 $150,000 Guardrail Program EN00555SY Highway User 7000-7050-520099 CIPST Project Total $80,000 $80,000 Happy Valley Pkwy Widening; LPP to Agua Fria EN00463CO EN00463CO EN00463CO EN00463CO GO Bonds 2015 Proposed GO Bonds Capital Projects-Outside Srces Streets Dev Zone 2 - Post 8-1-2014 4251-4251-543001 4252-4252-543001 4810-4810-543001 7003-7053-543001 CIPST CIPST CIPST CIPST Project Total $1,869,000 $1,021,585 $263,000 $599,140 $3,752,725 Jomax Rd Improvements; 73rd Av to 75th Av EN00591LA EN00591DS EN00591CO Streets Dev Zone 2 - Post 8-1-2014 Streets Dev Zone 2 - Post 8-1-2014 Streets Dev Zone 2 - Post 8-1-2014 7003-7053-540000 7003-7053-543001 7003-7053-543001 CIPST CIPST CIPST Project Total 418 $282,336 $104,014 $981,556 $1,367,906 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Streets Jomax Rd; L303 to Vistancia Blvd EN00585SY EN00585LA EN00585DS Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-520099 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total $200,000 $403,000 $230,000 $833,000 Lake Pleasant Parkway Pavement Maintenance PW13005CO Highway User 7000-7050-543001 CIPST Project Total $500,000 $500,000 Lake Pleasant Parkway Sidewalk EN00480CO EN00480LA EN00480CO EN00480DS Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $14,355 $60,000 $308,977 $1,500,000 $1,883,332 Lake Pleasant Pkwy & Dixileta Dr Intersection Mods EN00588DS EN00588CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $145,000 $1,800,000 $1,945,000 Lone Mountain ROW Acquistion EN00479LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total $600,000 $600,000 Major Street Repairs PW00027CO Highway User 7000-7050-543001 CIPST Project Total $150,000 $150,000 Monroe St; 83rd Av to 85th Av Roadway Improvements EN00549CO Proposed GO Bonds 4252-4252-543001 CIPST Project Total $200,000 $200,000 Northern Parkway EN00142CO EN00142CO GO Bonds 2015 Transportation Sales Tax 4251-4251-543001 7010-7075-543001 CIPST CIPST Project Total $600,000 $1,000,000 $1,600,000 Paradise Lane Widening; Skunk Creek Bridge to 75th EN00373LA EN00373DS Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $30,000 $130,000 $160,000 Peoria Homes Alley Improvements EN00580DS EN00580CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total 419 $71,000 $520,000 $591,000 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Streets Pinnacle Peak Road; 91st Ave-Lake Pleasant Pkwy EN00015CO EN00015LA EN00015CO EN00015DS Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $2,997,000 $150,000 $315,000 $100,000 $3,562,000 Residential Roads Rehabilitation and Preservation PW13000CO PW13000CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $3,000,000 $2,700,000 $5,700,000 Rural-Standard Roads Program PW01003CO Highway User 7000-7050-543001 CIPST Project Total $1,400,000 $1,400,000 Sidewalks Annual Program PW00046CO Highway User 7000-7050-543001 CIPST Project Total $190,000 $190,000 Street Light Infill and Replacement Program PW11160CO Highway User 7000-7050-543001 CIPST Project Total $790,000 $790,000 Street Maintenance Program PW00138CO PW00138CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $2,004,950 $250,000 $2,254,950 Sunrise Mtn HS Traffic Solutions EN00589CO EN00589DS Highway User Highway User 7000-7050-543001 7000-7050-543001 CIPST CIPST Project Total $350,000 $18,000 $368,000 Thunderbird Road Corridor Improvements EN00086CO EN00086CO Street Impact Fees - Zone 1 - Post 1-1-2012 Transportation Sales Tax 7007-7057-543001 7010-7075-543001 CIPST CIPST Project Total $1,030,000 $812,763 $1,842,763 Traffic Signal Renovation and Replacement PW00993CO PW00993CO GO Bonds 2015 Highway User 4251-4251-543001 7000-7050-543001 CIPST CIPST Project Total $200,000 $109,000 $309,000 Vistancia Blvd & Happy Valley Rd Intersection Mods EN00586DS EN00586CO EN00586CO EN00586DS Capital Projects-Outside Srces Capital Projects-Outside Srces Highway User Highway User 4810-4810-543001 4810-4810-543001 7000-7050-543001 7000-7050-543001 CIPST CIPST CIPST CIPST Project Total Total - Streets 420 $27,392 $215,458 $429,542 $54,608 $727,000 $45,839,047 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Traffic Controls Traffic Management Center Equipment Replacement EN00433CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $111,093 $111,093 Traffic Signal Interconnect Project (TSIP) PW00133CO PW00133DS Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPTC CIPTC Project Total $229,086 $25,000 $254,086 Traffic Signal Program EN00170CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $628,053 $628,053 Traffic Signal System Software Replacement EN00430EQ Transportation Sales Tax 7010-7075-543007 CIPTC Project Total Total - Traffic Controls $37,458 $37,458 $1,030,690 Project Type - Wastewater 101st Ave and Northern Lift Station Pretreatment UT00398CO UT00398DS Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total $176,877 $65,524 $242,401 Agua Fria Lift Station-Wastewater Campus Land UT00284SY Wastewater 2400-2550-520099 CIPWW Project Total $200,000 $200,000 Beardsley Plant Equipment Upgrade and Expansion UT00314EQ UT00314CO UT00314EQ UT00314CO UT00314EQ UT00314CO Water Water Water Wastewater Wastewater Wastewater Impact Fees - East of Agua Fria 2050-2140-542006 2050-2140-543003 2050-2140-543003 2400-2550-543003 2400-2550-543003 2506-2626-543003 CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $9,651 $371,250 $62,500 $1,113,750 $187,500 $27,865 $1,772,516 Beardsley WRF Solids Pipeline Rehabilitation UT00308DS UT00308CO Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total $312,709 $221,601 $534,310 Butler IPS Equipment Upgrade/Replacement UT00422CO UT00422DS Wastewater Wastewater 2400-2550-543003 2400-2550-543003 CIPWW CIPWW Project Total 421 $120,156 $28,344 $148,500 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Wastewater Butler Recharge Wells (ASR) UT00309CO UT00309CO UT00309CO Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Impact Fees - East of Agua Fria 2163-2223-543003 2164-2224-543003 2506-2626-543003 CIPWW CIPWW CIPWW Project Total $437,790 $653,345 $100,000 $1,191,135 Butler WRF Aeration System Upgrades UT00420CO UT00420DS UT00420DS UT00420CO Water Water Wastewater Wastewater 2050-2140-543003 2050-2140-543003 2400-2550-543003 2400-2550-543003 CIPWW CIPWW CIPWW CIPWW Project Total $269,807 $23,424 $70,273 $813,442 $1,176,946 Butler WRF Headworks Rehabilitation UT00100SY UT00100CO UT00100SY UT00100CO Water Water Wastewater Wastewater 2050-2140-520099 2050-2140-543003 2400-2550-520099 2400-2550-543003 CIPWW CIPWW CIPWW CIPWW Project Total $12,500 $85,000 $37,500 $285,000 $420,000 Butler WRF Plant Equipment Upgrade and Replacement UT00333EQ UT00333EQ UT00333EQ UT00333EQ UT00333CO Water Water Wastewater Wastewater Wastewater 2050-2140-542006 2050-2140-543003 2400-2550-542006 2400-2550-543003 2400-2550-543003 CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $37,500 $103,750 $30,218 $311,250 $124,355 $607,073 Condition Assessment of Remote Sites UT00256SY Wastewater 2400-2550-520099 CIPWW Project Total $28,066 $28,066 Dixileta 21 inch Sewer Extension UT00404CO Wastewater Impact Fees - Post 1-1-2012 2509-2629-543003 CIPWW Project Total $1,000,000 $1,000,000 Jomax WRF Operational Improvement/Upgrade/Replace UT00323CO UT00323CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $31,250 $98,901 $130,151 Lift Station Reconditioning UT00116CO Wastewater 2400-2550-543003 CIPWW Project Total $736,941 $736,941 Manhole Rehabilitation UT00307CO Wastewater 2400-2550-543003 CIPWW Project Total $365,153 $365,153 Miscellaneous Local Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543003 CIPWW Project Total 422 $200,000 $200,000 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Wastewater Reclaimed Water Booster Land Purchase at IPS UT00329LA Wastewater 2400-2550-540000 CIPWW Project Total $162,500 $162,500 SCADA Equipment Replacement UT00266CO Wastewater 2400-2550-543003 CIPWW Project Total $43,645 $43,645 SROG Line Assessment& Repair UT00321SY UT00321CO Wastewater Wastewater 2400-2550-520099 2400-2550-543003 CIPWW CIPWW Project Total $103,481 $817,407 $920,888 Trunk Sewer Line Inspection UT00322SY Wastewater 2400-2550-520099 CIPWW Project Total $700,000 $700,000 Trunk Sewer Rehabilitation UT00296CO Wastewater 2400-2550-543003 CIPWW Project Total $2,363,745 $2,363,745 Water Meter Replacement Program UT00326CO Wastewater 2400-2550-543003 CIPWW Project Total $1,021,984 $1,021,984 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 $184,525 $770,000 $954,525 $14,920,479 Project Type - Water 103rd Ave 12" Waterline Northern to Olive UT00392CO Water 2050-2140-543002 CIPWR Project Total $701,442 $701,442 75 Ave 16-inch Waterline, Cactus and Peoria UT00143CO Water 2050-2140-543002 CIPWR Project Total $1,552,831 $1,552,831 Agua Fria Booster/PRV UT00245CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total 423 $3,970,000 $3,970,000 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Water Butler Recharge Wells (ASR) UT00309CO UT00309SY UT00309CO UT00309DS UT00309SY UT00309DS UT00309CO UT00309SY UT00309CO UT00309DS UT00309SY UT00309CO UT00309DS Water Water Impact Fees - South of Bell Rd Water Impact Fees - South of Bell Rd Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd 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 Wastewater Impact Fees - West of Agua Fria 2050-2140-543002 2163-2223-520099 2163-2223-543002 2163-2223-543002 2164-2224-520099 2164-2224-543002 2164-2224-543002 2506-2626-520099 2506-2626-543002 2506-2626-543002 2507-2627-520099 2507-2627-543002 2507-2627-543002 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $234,317 $28,125 $150,000 $65,625 $28,125 $65,625 $150,000 $9,375 $50,000 $21,875 $9,375 $50,000 $21,875 $884,317 Butler Well Site Rehabilitation UT00410CO Water 2050-2140-543002 CIPWR Project Total $1,317,265 $1,317,265 Central Arizona Project Curtailment Study UT00434SY Water 2050-2140-520099 CIPWR Project Total $50,000 $50,000 Condition Assessment of Remote Sites UT00256SY Water 2050-2140-520099 CIPWR Project Total $52,900 $52,900 Desert Harbor-Arrowhead Shores Well Mixing UT00312CO UT00312DS UT00312CO 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 $1,488,964 $437,148 $200,000 $2,126,112 Fire Hydrant Infill and Replacement UT00204CO Water 2050-2140-543002 CIPWR Project Total $331,598 $331,598 Greenway Plant Equipment Upgrade/Replacement UT00316EQ UT00316CO UT00316EQ Water Water Water 2050-2140-542006 2050-2140-543002 2050-2140-543002 CIPWR CIPWR CIPWR Project Total $1,789 $150,000 $100,000 $251,789 Hillcrest 8 inch Waterline UT00426DS UT00426CO Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $146,810 $441,773 $588,583 Jomax WRF Operational Improvement/Upgrade/Replace UT00323CO Water 2050-2140-543002 CIPWR Project Total 424 $1,876 $1,876 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Water Lone Mtn Pkwy 36-inch Waterline; LPP to L303 UT00233CO UT00233CO Water Expansion Water Impact Fees - Post 1-1-2012 2161-2221-543002 2162-2222-543002 CIPWR CIPWR Project Total $1,865,986 $1,370,396 $3,236,382 Miscellaneous Local Waterline Improvements UT00203CO Water 2050-2140-543002 CIPWR Project Total $386,658 $386,658 New River Utility Co. Acquisition & Improvements UT00390CO UT00390CO Water WIFA Loan 2015(New River Util) 2050-2140-543002 2270-2350-543002 CIPWR CIPWR Project Total $1,500,000 $2,500,000 $4,000,000 Northern Community Park Well UT00424CO UT00424DS Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $508,207 $146,810 $655,017 Pyramid Peak Water Treatment Plant - Upgrades UT00037CO UT00037CO Water Water Expansion 2050-2140-543002 2161-2221-543002 CIPWR CIPWR Project Total $1,130,000 $23,000 $1,153,000 Pyramid Peak Water Treatment Plant Expansion UT00334CO UT00334CO Water Impact Fees - North of Bell Rd WIFA Loan 2015(New River Util) 2164-2224-543002 2270-2350-543002 CIPWR CIPWR Project Total $769,125 $6,326,525 $7,095,650 Quintero Plant Equipment Upgrade/Replacement UT00418CO Water 2050-2140-543002 CIPWR Project Total $267,458 $267,458 Reclaimed Water Booster Land Purchase at IPS UT00329LA Water 2050-2140-540000 CIPWR Project Total $481,330 $481,330 SCADA Equipment Replacement UT00266CO UT00266EQ UT00266EQ Water Water Wastewater 2050-2140-543002 2050-2140-543002 2400-2550-543002 CIPWR CIPWR CIPWR Project Total $66,877 $225,000 $75,000 $366,877 Thunderbird Rd 16" Watermain Replacement UT00416CO Water 2050-2140-543002 CIPWR Project Total $500,000 $500,000 Ventana Well, Booster Rehabilitation UT00394CO Water 2050-2140-543002 CIPWR Project Total 425 $2,000,000 $2,000,000 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Water Water & Wastewater Rate Study UT00298SY UT00298SY Water Wastewater 2050-2140-520099 2400-2550-520099 CIPWR CIPWR Project Total $45,000 $45,000 $90,000 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $891,533 $891,533 Water Meter Replacement Program UT00326EQ UT00326CO UT00326EQ Water Water Wastewater 2050-2140-542006 2050-2140-543002 2400-2550-542006 CIPWR CIPWR CIPWR Project Total $1,590 $237,848 $12,670 $252,108 Water/Wastewater Hydraulic Model Update UT00428SY UT00428SY Water Wastewater 2050-2140-520099 2400-2550-520099 CIPWR CIPWR Project Total $100,000 $100,000 $200,000 Water/Wastewater/Expansion Fee Update UT00070SY UT00070SY UT00070SY UT00070SY UT00070SY UT00070SY Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2162-2222-520099 2163-2223-520099 2164-2224-520099 2506-2626-520099 2507-2627-520099 2509-2629-520099 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $9,000 $3,000 $38,000 $29,500 $11,500 $9,000 $100,000 Wellhead Water Quality Mitigation UT00272CO UT00272CO UT00272OT UT00272CO Water Water Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - Post 1-1-2012 2050-2140-543002 2161-2221-543002 2162-2222-543002 2162-2222-543002 CIPWR CIPWR CIPWR CIPWR Project Total $2,399,385 $825,000 $78,435 $400,000 $3,702,820 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 UT00336CO Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd 2162-2222-543002 2164-2224-543002 CIPWR CIPWR Project Total $667,975 $819,861 $1,487,836 White Mountain Apache Tribe Water Rights Purchase UT00234CO UT00234CO UT00234OT Water Water Resource Fees - Post 8-1-2014 Water Resource Fees - Post 8-1-2014 2050-2140-543002 2167-2227-543002 2167-2227-543002 CIPWR CIPWR CIPWR Project Total 426 $1,026,020 $700,000 $483,286 $2,209,306 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2018 Project Type - Water 427 Total - Water $41,697,675 Total FY 18 CIP $212,187,537 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division FY 2018 FY 2018 One-time Cost Ongoing Cost FY 2018 Total Cost Suppl. # Supplemental Description City Attorney Civil 0200-01 Digital War Room Software Upgrade to Cloud SaaS Total - City Attorney $0 $0 $17,000 $17,000 $17,000 $17,000 City Clerk City Clerk 0150-01 Overnight Travel $0 $0 $4,000 $4,000 $4,000 $4,000 $85,000 $20,000 $30,000 $0 $0 $1,500 $3,000 $65,000 $0 $0 $0 $83,581 $62,245 $19,632 $31,500 $123,500 $121,500 $105,642 $60,000 $21,500 $12,000 $30,000 $13,093 $394,000 $0 $0 $0 $0 $0 $0 $0 $0 $159,900 $167,593 $50,001 $9,000 $0 $9,500 $20,000 $24,627 $192 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $60,000 $10,000 $15,000 $8,000 $15,000 $85,000 $20,000 $30,000 $159,900 $167,593 $51,501 $12,000 $65,000 $9,500 $20,000 $24,627 $83,773 $62,245 $19,632 $31,500 $123,500 $121,500 $105,642 $60,000 $21,500 $12,000 $30,000 $13,093 $394,000 $60,000 $10,000 $15,000 $8,000 $15,000 General Fund Total - City Clerk Community Services Peoria Center for Performing Arts Community Services Administration Community Services Administration Community Services Administration Community Services Administration Swimming Pools Am/Pm Program Am/Pm Program Little Learners Program Summer Camp 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 Special Events Program Special Events Program Main Library Parks South Contracted Landscape Maintenance Trails Maintenance Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint 0043-01 1400-01 1400-02 1400-03 1400-04 1410-01 1420-02 1420-1 1430-01 1450-01 1500-01 1510-01 1510-02 1510-03 1510-05 1510-06 1510-07 1510-08 1510-09 1510-10 1510-13 1510-14 1540-01 1570-01 1600-03 1610-01 2000-01 2000-02 2000-03 Expenditure Authority - PCPA Department-wide Professional Development Program Recreation Software Maintenance Fees Utility Costs/Increases - Department Wide Minimum Wage Increases Part-time Non-Benefitted Training - Pool Staff Training and Tech Equipment 21st Century Grant Funded Partnership Food Supplies, Recreation Programs and Supplies Costs for Increased Participants Increased Programming Expenses - Community Center Special Events Coordinator (Fixed Term, One Year) ParkFest! Bravo Peoria/Explore the Library MLK Event P83 Party Fiesta Peoria Northern Peoria Event Affiliate Event Support Veterans Day Event Peoria Event Initiatives Special Event Facilitator Copier/Printer/Scanner - Library Services CDBG Improvements & Sunnyslope and Sundance Parks Landscaping-Retention Basins Contract Increases New Trailhead Maintenance Janitorial Services Increases PTNB Wages for New Spring Training Offerings Field Standards - Increased Costs 428 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2018 FY 2018 One-time Cost Ongoing Cost Supplemental Description FY 2018 Total Cost Total - Community Services $1,282,693 $548,813 $1,831,506 Development and Engineering Building Development Site Development Engineering Services Engineering Services Eng Inspection Svc 0650-01 0810-01 0812-01 0812-02 0820-01 Contract Customer Service Rep - Development Svcs Contract Development Technician I - Site Devlpmt Update Infrastructure Design Guidelines Engineering Supervisor - Temp. Increase Hours Contract Engineering Inspector Total - Development and Engineering $59,319 $66,024 $100,000 $33,944 $114,502 $373,789 $0 $0 $0 $0 $0 $0 $59,319 $66,024 $100,000 $33,944 $114,502 $373,789 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 0352-01 0352-02 0352-03 0352-04 0352-05 0352-06 0352-07 Project Technical Studies Sales & Marketing Sales & Marketing Overnight Travel Small Business Dev Center - Contract Extension Retail Strategy - Contract Extension Community Promotions and Investment Forum Event Legal Services Total - Economic Development Services $150,000 $50,000 $35,100 $93,200 $60,000 $55,000 $50,000 $493,300 $0 $0 $0 $0 $0 $0 $0 $0 $150,000 $50,000 $35,100 $93,200 $60,000 $55,000 $50,000 $493,300 Finance Tax Audit & Collections Tax Audit & Collections Materials Management Inventory Control 0420-01 0420-02 0440-01 0500-01 Temporary Assistance in Business & Tax Licensing Arizona Dept of Rev - Cost to Administer Sales Tax Temporary Part Time Staffing for Special Projects Warehouse/Fleet Services Storekeeper Position Total - Finance $55,000 $0 $40,000 $0 $95,000 $0 $30,000 $0 $55,071 $85,071 $55,000 $30,000 $40,000 $55,071 $180,071 Finance Utilities Customer Service 0450-02 Credit Card Banking Fees Total - Finance Utilities $0 $0 $155,000 $155,000 $155,000 $155,000 Total - Fire-Medical $60,000 $49,000 $109,000 $7,000 $6,715 $13,715 $67,000 $55,715 $122,715 Total - Human Resources $0 $21,000 $21,000 $117,832 $0 $117,832 $117,832 $21,000 $138,832 $30,000 $0 $0 $10,000 $30,000 $10,000 Fire-Medical Fire Admin Ambulance Operations Human Resources Human Resources Training Leadership and Management City Manager's Office City Manager's Office 1200-03 1270-04 0070-01 0080-01 0020-01 0020-02 New Vehicle for Fire-Medical PIO New Vehicle- EMS Captain Safety Administrator Graduate/Intern Program Audit Support Funding Department Training and Professional Development 429 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division City Manager's Office Governmental Affairs Governmental Affairs Governmental Affairs Governmental Affairs Office of Sustainability Management and Budget Management and Budget FY 2018 FY 2018 One-time Cost Ongoing Cost Suppl. # Supplemental Description 0020-03 0025-01 0025-02 0025-03 0025-04 0026-01 DCM on Special Assignment State and Federal Services Peoria's Share for Federal Representation Luke Fighter Country Partnership League of Cities and Towns Conference Event Employee Training and Sustainability Event Total - Leadership and Management 0430-01 Program Review FY 2018 Total Cost $75,000 $115,000 $21,818 $25,000 $0 $15,000 $281,818 $0 $0 $0 $0 $4,000 $0 $14,000 $75,000 $115,000 $21,818 $25,000 $4,000 $15,000 $295,818 Total - Management and Budget $50,000 $50,000 $0 $0 $50,000 $50,000 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 State of the City Event Travel Expenses Youth Delegation to Conference Overnight Travel - Youth Council Liaisons Future Leaders Town Hall Total - Mayor and Council $15,000 $16,000 $9,500 $3,500 $1,000 $45,000 $0 $0 $0 $0 $0 $0 $15,000 $16,000 $9,500 $3,500 $1,000 $45,000 Municipal Court Municipal Court 0250-01 Contract Judicial Assistant Total - Municipal Court $20,000 $20,000 $0 $0 $20,000 $20,000 Non-Departmental Non-Departmental Business and Real Estate Development 0300-01 0352-02 Police Workload and Deployment Study Plaza Lease - BioInspire Total - Non-Departmental $70,000 $90,000 $160,000 $0 $0 $0 $70,000 $90,000 $160,000 Office of Communications Public Information Office Public Information Office Public Information Office Public Information Office 0040-01 0040-02 0040-03 0040-04 Listserve Software Replacement Tourism Plan Implementation Ongoing Operating Costs Marketing Assistance - Part-time Total - Office of Communications $0 $20,000 $0 $30,000 $50,000 $4,560 $0 $10,000 $0 $14,560 $4,560 $20,000 $10,000 $30,000 $64,560 Planning and Community Development Community Assistance Community Assistance Planning Planning Planning 0570-01 0570-02 0610-01 0610-02 0610-03 FY18 Neighborhood Grant Funding Administrative Assistant II - Confidential Historic Preservation Contract Planner Contract Planning Technician Total - Planning and Community Development $150,000 $36,861 $20,000 $73,898 $60,280 $341,039 $0 $0 $0 $0 $0 $0 $150,000 $36,861 $20,000 $73,898 $60,280 $341,039 430 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department FY 2018 FY 2018 One-time Cost Ongoing Cost FY 2018 Total Cost Fund / Department / Division Suppl. # Supplemental Description Police Neighborhood Services Neighborhood Services Police Administration Police Administration Criminal Investigation Criminal Investigation Patrol Services - South Patrol Services - South Patrol Services - South Patrol Services - North Patrol Services - North Operations Support Operations Support Operations Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Pd Technical Support Staff Services Pd Communications 0550-01 0550-02 1000-01 1000-02 1010-02 1010-03 1020-01 1020-02 1020-05 1021-01 1021-02 1025-01 1025-02 1025-03 1030-02 1030-03 1030-04 1030-05 1030-06 1030-07 1040-01 1050-02 Enhanced Abatement Code Enforcement - Part-time Contract Legal Advisor Professional Development - COPPS MOU Additional Vehicles Victim Advocate Crime Prevention Program Additional Police Services Officers (2) Police Officer Recruitment Strategy Pinnacle Peak Public Safety Campus Expansion Additional Police Officers (3) Traffic Prevention Program Moving Radars-Replacement Motorcycles Radar Replacement Interview Room Upgrade Computers for Volunteers Taser/BWC Upgrade Communications Software Contract Personnel - Telephone Report Writing Unit Contract Labor - Programmer Range Cleaning Communications Support-Contract Personnel Total - Police $30,000 $50,000 $80,000 $25,000 $63,385 $0 $35,000 $20,631 $50,000 $0 $96,758 $35,000 $14,950 $21,075 $111,793 $9,822 $0 $22,000 $52,000 $45,000 $7,000 $50,000 $819,414 $0 $0 $0 $0 $5,400 $54,735 $0 $99,892 $0 $44,774 $313,274 $0 $0 $0 $18,449 $768 $30,960 $0 $0 $0 $0 $0 $568,252 $30,000 $50,000 $80,000 $25,000 $68,785 $54,735 $35,000 $120,523 $50,000 $44,774 $410,032 $35,000 $14,950 $21,075 $130,242 $10,590 $30,960 $22,000 $52,000 $45,000 $7,000 $50,000 $1,387,666 Total - General Fund $4,142,053 $1,538,243 $5,680,296 Public Art - Northern Community Park Art Work PCPA Facility Needs Performing Arts Programming Arts & Culture Coordinator Total - Community Services $50,000 $60,000 $250,000 $65,000 $2,405 $427,405 $0 $0 $0 $0 $79,279 $79,279 $50,000 $60,000 $250,000 $65,000 $81,684 $506,684 Total - Percent for the Arts Fund $427,405 $79,279 $506,684 Percent for the Arts Fund Community Services Percent For The Arts Percent For The Arts Percent For The Arts Percent For The Arts Percent For The Arts 0120-01 0120-02 0120-03 0120-04 0120-06 431 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division FY 2018 FY 2018 One-time Cost Ongoing Cost FY 2018 Total Cost Suppl. # Supplemental Description 0350-01 Greater Phoenix Economic Council (GPEC) Contract Total - Non-Departmental $0 $0 $3,000 $3,000 $3,000 $3,000 Total - Half Cent Sales Tax Fund $0 $3,000 $3,000 Janitorial Services Increases PTNB Wages for New Spring Training Offerings Field Standards - Increased Costs Total - Community Services $0 $0 $0 $0 $15,000 $8,000 $15,000 $38,000 $15,000 $8,000 $15,000 $38,000 Total - Sports Complex Fund $0 $38,000 $38,000 Total - Public Works $112,860 $30,000 $0 $142,860 $5,607 $0 $800,000 $805,607 $118,467 $30,000 $800,000 $948,467 Total - Water Fund $142,860 $805,607 $948,467 Total - Public Works $660,000 $10,000 $670,000 $237,873 $950 $238,823 $897,873 $10,950 $908,823 Total - Residential Solid Waste Fund $670,000 $238,823 $908,823 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Sports Complex Fund Community Services Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint 2000-01 2000-02 2000-03 Water Fund Public Works Blue Staking Water Resources/Conservation Water Supply 2090-01 2120-01 2125-01 Contract - Utility Locator II Northern Arizona Forest Fund CAP Water Delivery Fees Residential Solid Waste Fund Public Works Residential Collection Residential Collection 2760-01 2760-02 Equipment Operators (3) Double Axle Trailer 432 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2018 FY 2018 One-time Cost Ongoing Cost Supplemental Description FY 2018 Total Cost Storm Water Drainage System Fund Public Works Storm Drain - NPDES 2900-02 Grounds Detention R&M Total - Public Works $0 $0 $40,000 $40,000 $40,000 $40,000 Total - Storm Water Drainage System Fund $0 $40,000 $40,000 Facilities Increase For Building Repair and Maint Facilities Increase for Janitorial Service Country Diesel O&M Costs Total - Public Works $25,000 $15,000 $0 $40,000 $63,206 $172,173 $53,740 $289,119 $88,206 $187,173 $53,740 $329,119 Total - Facilities Maintenance Fund $40,000 $289,119 $329,119 ESRI GIS License Enterprise Agreement (EA) Contract Customer Service Representative II Additional Ongoing Software & Hardware Maintenance Checkpoint Firewall Logger - Network Security Repl Secondary/Redundant Internet Connection Data Backup System Expansion Total - Information Technology $0 $65,747 $0 $63,531 $0 $97,000 $226,278 $57,910 $0 $94,500 $10,800 $28,000 $0 $191,210 $57,910 $65,747 $94,500 $74,331 $28,000 $97,000 $417,488 Total - Information Technology Fund $226,278 $191,210 $417,488 $0 $0 $200,000 $200,000 $200,000 $200,000 $0 $88,100 $0 $20,000 $7,400 $65,000 $20,000 $95,500 $65,000 Facilities Maintenance Fund Public Works Custodial Services Custodial Services Custodial Services 3660-01 3660-02 3660-04 Information Technology Fund Information Technology IT Operations IT Operations IT Operations IT Operations IT Operations IT Operations 3750-01 3750-02 3750-03 3750-04 3750-05 3750-06 Highway User Fund Development and Engineering Traffic Engineering 7043-01 ITS Software and Equipment Maintenance/Replacement Total - Development and Engineering Public Works Traffic Signal Maintenance Street Maintenance Sweeper Operations 7020-01 7030-05 7040-01 Street Lighting Electricity Heavy Equipment Trailer Other Professional Services433 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division Suppl. # FY 2018 FY 2018 One-time Cost Ongoing Cost Supplemental Description FY 2018 Total Cost Total - Public Works $88,100 $92,400 $180,500 Total - Highway User Fund $88,100 $292,400 $380,500 FY18-CDBG Funding Total - Planning and Community Development $218,290 $218,290 $0 $0 $218,290 $218,290 Total - Community Dev Block Grant Fund $218,290 $0 $218,290 FY18-NSP3 Funding Total - Planning and Community Development $330,773 $330,773 $0 $0 $330,773 $330,773 Total - Neighborhood Stabilization Grant III Fund $330,773 $0 $330,773 Total - Public Works $145,000 $30,000 $0 $0 $175,000 $0 $0 $150,000 $1,550,000 $1,700,000 $145,000 $30,000 $150,000 $1,550,000 $1,875,000 Total - Public Transit Fund $175,000 $1,700,000 $1,875,000 $20,000 $5,700 $50,000 $21,060 $68,153 $5,000 $0 $0 $0 $0 $0 $0 $20,000 $5,700 $50,000 $21,060 $68,153 $5,000 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 Public Transit Fund Public Works Transit Division Transit Division Transit Division Transit Division 7200-01 7200-02 7200-03 7200-05 Transit Replacement Buses Contract - Transit Manager RDAR-Regional Dial-a-Ride Service Funding for 83rd Avenue Bus Route 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 7500-01 7500-02 7500-03 7500-04 7500-05 7500-06 Leadership Training Lexipol Maintenance Surveillance Van Modifications Body Worn Camera Expansion Armored Vehicle Lease/Purchase Electronic Forensics Equipment 434 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 11 - Summary of Additions/(Reductions) by Department Fund / Department / Division St Anti-Racketeering-Pd St Anti-Racketeering-Pd St Anti-Racketeering-Pd Suppl. # Supplemental Description 7500-07 7500-08 7500-09 Law Enforcement Technology Equipment Software Maintenance Property Room Modification FY 2018 FY 2018 One-time Cost Ongoing Cost FY 2018 Total Cost Total - Police $6,000 $23,425 $35,000 $234,338 $0 $0 $0 $0 $6,000 $23,425 $35,000 $234,338 Total - State Anti-Racketeering - PD Fund $234,338 $0 $234,338 Total - Police $16,500 $50,000 $12,000 $41,000 $15,500 $35,000 $170,000 $0 $0 $0 $0 $0 $0 $0 $16,500 $50,000 $12,000 $41,000 $15,500 $35,000 $170,000 Total - Federal Forfeiture Fund $170,000 $0 $170,000 Increase in cost for Court Computers and Printers Total - Municipal Court $0 $0 $4,000 $4,000 $4,000 $4,000 Total - Municipal Court Enhancement Fd Fund $0 $4,000 $4,000 $6,865,097 $5,219,681 $12,084,778 Federal Forfeiture Fund Police Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture 7520-01 7520-02 7520-03 7520-04 7520-05 7520-06 Honor Guard Uniforms SAU Equipment SAU Training Taser Replacement/Repair Furniture Replacement/Repair Conference Room Remodel Municipal Court Enhancement Fd Fund Municipal Court Municipal Court Enhancement Fd 8062-01 Total - Additions/(Reductions) 435 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 12 - Improvement Districts Revenues Description SLID 1 Westfield Gardens SLID 2 Autumn Point SLID 3 Vistas Avenida II SLID 4 Cypress Point Estates II @ WBV SLID 5 Shavano SLID 6 Bell Park Central SLID 7 Bell Park & Parcels 2B-8 SLID 8 Foxwood Unit Four SLID 9 Vista Crossing SLID 10 Vista Pinnacle SLID 11 North Shores @ Ventana Lakes SLID 12 Vistas @ Desert Harbor Phase I SLID 13 Village Terrace SLID 14 The Coves/Ventana Lakes SLID 15 Windwood SLID 16 Lakeside Unit 2 @ Ventana Lakes SLID 17 Arrowhead Shores I SLID 18 Arrowhead Shores II SLID 19 Westfield Gardens 2 SLID 20 Cactus Point Crossing SLID 21 Country Meadows Estates SLID 22 The Gardens @ V.L. includes North SLID 23 Brookside Village I & II SLID 24 Country Meadows Unit 11 SLID 25 Vista Point, Village Terrace II & III @ SLID 26 Calbrisa SLID 27 Torrey Pines I & II SLID 28 The Landings @ V.L. includes South SLID 29 Sweetwater Place SLID 30 Vistas @ Desert Harbor Unit II SLID 31 Westfield Gardens III SLID 32 83rd Ave & Thunderbird SLID 33 Crystal Cove SLID 34 Villas @ Desert Harbor SLID 36 Arrowhead Cove SLID 37 Vistas Fairways @ WBV SLID 39 Bridlewood SLID 40 The Shores @ V.L. SLID 41 Fairway Views @ WBV SLID 42 Sweetwater Place II SLID 43 Steeple Hill SLID 44 Paradise Shores SLID 45 Calle Lejos Estates SLID 46 Eagle Ridge @ WBV SLID 47 Olive Park SLID 48 Paseo Verde Estates SLID 49 The Boardwalk SLID 50 Parkridge I & II SLID 51 Scottland Hills @ WBV SLID 54 Wildflower Point I SLID 55 Crystal Bay @ Desert Harbor SLID 56 Diamond Cove @ Desert Harbor SLID 57 Alta Vista Estates SLID 58 Sweetwater Ridge SLID 59 Hunter Ridge SLID 60 Arrowhead Horizons SLID 61 Cactus Place SLID 62 Legacy Place SLID 63 Granite Run SLID 64 Willow Ridge @ WBV SLID 66 New River Shores SLID 70 Sweetwater Ridge Unit 3 SLID 71 Teresita SLID 72 Country Club Estates @ WBV SLID 73 Fletcher Heights Phase 1A SLID 76 Silverton SLID 77 Deer Village Unit 3 SLID 78 Deer Village Unit 1 SLID 79 Deer Village Unit 2 SLID 80 Deer Village Unit 4 SLID 82 Pivotal Peoria Center Tracts C & D SLID 83 Fairmont Unit 1 SLID 84 Fairmont Unit 2 SLID 93 Terramar Parcel 1 SLID 94 Terramar Parcel 2A SLID 95 Terramar Parcel 3 SLID 96 Terramar Parcel 4A SLID 97 Terramar Parcel 5 SLID 98 Terramar Parcel 6 SLID 99 Terramar Parcel 7B SLID 101 Terramar Parcel 9A SLID 102 Terramar Parcel 10A SLID 104 Dove Valley Ranch Parcel 2A3 SLID 107 Fletcher Heights Phase 1B SLID 108 Fletcher Heights Phase 1C SLID 110 South Bay @ Ventana Lakes SLID 114 Fletcher Heights Phase 2A SLID 116 Tierra Norte V SLID 117 Summersett Village SLID 119 Dove Valley Ranch Parcel 3A SLID 121 Dove Valley Ranch Parcels 3D & 3E Projected FY2018 $ 1,449 $ 1,569 $ 1,178 $ 1,902 $ 1,743 $ 2,808 $ 7,948 $ 1,743 $ 1,308 $ 2,937 $ 906 $ 1,630 $ 2,172 $ 4,051 $ 959 $ 2,609 $ 3,261 $ 2,989 $ 848 $ 1,894 $ 2,084 $ 4,439 $ 1,902 $ 246 $ 3,147 $ 2,239 $ 3,352 $ 3,352 $ 2,441 $ 1,812 $ 1,473 $ 4,272 $ 2,446 $ 725 $ 2,084 $ 2,903 $ 6,613 $ 815 $ 1,993 $ 784 $ 2,519 $ 1,540 $ 1,268 $ 2,718 $ 1,133 $ 2,959 $ 2,899 $ 13,226 $ 1,630 $ 2,174 $ 453 $ 2,403 $ 9,759 $ 5,780 $ 2,536 $ 1,902 $ 725 $ 1,831 $ 3,442 $ 3,986 $ 3,533 $ 506 $ 2,087 $ 1,087 $ 18,247 $ 6,613 $ 1,449 $ 2,174 $ 2,355 $ 1,721 $ 1,918 $ 5,254 $ 3,261 $ 5,408 $ 616 $ 3,022 $ 1,877 $ 1,721 $ 3,950 $ 2,181 $ 1,268 $ 725 $ 2,959 $ 9,879 $ 4,562 $ 2,096 $ 12,131 $ 3,080 $ 9,695 $ 2,219 $ 5,794 Description SLID 122 Clearview Estates SLID 123 Terramar Parcel 2B SLID 125 Terramar Parcel 12 SLID 126 Terramar Parcel 13 SLID 127 Terramar Parcel 14 SLID 128 Peoria Mountain Vistas SLID 129 Fletcher Heights Phase 2B SLID 131 Bay Pointe @ V.L. SLID 135 Sun Cliff IV SLID 136 Ironwood Phase 1A SLID 137 Ironwood Phase 1B SLID 138 Ironwood Phase 2A SLID 139 Ironwood Phase 2B SLID 140 Ironwood Phase 3A SLID 141 Ironwood Phase 3B SLID 142 Ironwood Phase 4A SLID 143 Ironwood Phase 4B SLID 144 Crosswinds SLID 145 Sun Cliff III SLID 146 Ryland @ Silvercreek SLID 147 Harbor Shores @ Desert Harbor SLID 148 Sun Aire Estates, UNIT 6 SLID 149 Silverton 2 SLID 150 Dove Valley Ranch Parcel 6 SLID 151 Dove Valley Ranch Parcel 3B SLID 152 Dove Valley Ranch Parcel 3C SLID 153 Dove Valley Ranch Parcel 3F SLID 154 Dove Valley Ranch Parcel 2B & 2C SLID 155 Dove Valley Ranch Parcel 2D SLID 156 Dove Valley Ranch Parcel 2E SLID 157 Dove Valley Ranch Parcel 2F SLID 159 Terramar Parcel 7A SLID 160 Terramar Parcel 11 SLID 161 Skyview Place SLID 162 Arrowhead Shadows SLID 163 Greystone Heritage @ V.L. SLID 164 Erin Groves SLID 166 Bay Pointe Unit Two @ V.L. SLID 167 Springer Ranch 2 SLID 171 Greystone II Heritage @ V.L. SLID 172 Erin Groves 2 SLID 174 Hunter Field Estates SLID 176 Twin Palms SLID 177 Desert Star Subdivision SLID 179 Westwing Mountain Parcel 1A SLID 183 Westwing Mountain Parcel 4 SLID 184 Westwing Mountain Parcel 5 SLID 185 Westwing Mountain Parcel 6 SLID 187 Westwing Mountain Parcel 8 SLID 188 Westwing Mountain Parcel 9 SLID 189 Westwing Mountain Parcel 10 SLID 190 Westwing Mountain Parcel 11 SLID 191 Westwing Mountain Parcel 12 SLID 195 South Bay Unit 2 @ Ventana Lakes SLID 197 Sun Cliff V SLID 198 Fletcher Heights 3A SLID 199 Fletcher Heights 3B SLID 201 Central Park Subdivision SLID 202 Starlight Canyon SLID 204 North Ranch SLID 205 Tuscany Shores - Desert Harbor Par SLID 206 West Valley Ranch SLID 207 Sunset Ranch SLID 208 Sonoran Mountain Ranch Parcel 1 SLID 209 Sonoran Mountain Ranch Parcel 2 SLID 210 Vistancia Village A Par A37 SLID 211 Vistancia Village A Par A36 SLID 212 Vistancia Village A Par A33 SLID 213 Vistancia Village Par A 32 SLID 214 Vistancia Village A Par A14 SLID 215 Vistancia Village A Par A13 SLID 216 Vistancia Village Par A12 SLID 218 Vistancia Village A Par A10B SLID 221 Cibola Vista 1B SLID 222 Cibola Vista 2 SLID 223 Cibola Vista 3 SLID 224 Cibola Vista 4 SLID 225 Cibola Vista 5 SLID 226 Sonoran Mountain Ranch Parcel 4.1 SLID 227 Sonoran Mountain Ranch Parcel 4.2 SLID 228 Sonoran Mountain Ranch Parcel 5 SLID 229 Sonoran Mountain Ranch Parcel 6 SLID 230 Sonoran Mountain Ranch Parcel 7 SLID 231 Sonoran Mountain Ranch Parcel 9A SLID 232 Sonoran Mountain Ranch Parcel 9A SLID 233 Westwing Ph 2 Par 18 SLID 234 Westwing Ph 2 Par 19 SLID 235 Westwing Ph 2 Par 29 SLID 236 Westwing Ph 2 Par 15 SLID 237 Sonoran Mtn Ranch 9b SLID 238 Casa Del Rey 436 Projected FY2018 $ 4,438 $ 3,787 $ 4,001 $ 2,667 $ 1,721 $ 4,315 $ 11,219 $ 5,681 $ 4,685 $ 2,342 $ 1,602 $ 1,233 $ 986 $ 616 $ 616 $ 616 $ 740 $ 2,170 $ 863 $ 3,945 $ 815 $ 1,307 $ 6,165 $ 6,781 $ 4,192 $ 3,822 $ 1,726 $ 1,479 $ 4,282 $ 2,589 $ 2,096 $ 1,812 $ 1,703 $ 2,634 $ 2,939 $ 1,449 $ 3,141 $ 3,243 $ 1,394 $ 2,657 $ 1,482 $ 1,889 $ 1,722 $ 8,433 $ 1,972 $ 370 $ 246 $ 493 $ 1,479 $ 1,726 $ 1,356 $ 1,726 $ 1,602 $ 2,466 $ 3,573 $ 12,856 $ 3,804 $ 3,822 $ 986 $ 3,547 $ 1,449 $ 1,307 $ 3,496 $ 2,808 $ 2,899 $ 996 $ 1,359 $ 1,268 $ 1,087 $ 906 $ 725 $ 1,178 $ 1,087 $ 1,337 $ 2,627 $ 5,913 $ 2,084 $ 3,623 $ 2,536 $ 1,902 $ 1,812 $ 2,899 $ 3,080 $ 1,902 $ 1,268 $ 2,207 $ 986 $ 3,205 $ 2,342 $ 2,651 $ 9,874 Description SLID 239 Westwing Ph 2 Par 21 SLID 240 Westwing Ph 2 Par 22 SLID 1000 Sonoran Mountain Ranch Parcel 10 SLID 1001 Vistancia Village A Parcel A9 SLID 1002 Fletcher Farms SLID 1004 Vistancia Village A Parcel G10 SLID 1005 Vistancia Phase 2 Parcel A-8 SLID 1006 Vistancia Phase 2 Parcel A-15 SLID 1007 Vistancia North Parcel G-11 SLID 1008 Riverstone Estates SLID 1009 Vistancia Village A Parcel G3 SLID 1010 Vistancia Parcel A-7 SLID 1011 Varney Village SLID 1012 Vistancia North Parcel G-4 SLID 1013 Vistancia A28 SLID 1014 Vistancia A29 SLID 1016 Sonoran Mountain Ranch Parcel 14 SLID 1017 Vistancia Parcel G2 SLID 1018 Park Rose SLID 1019 Vistancia North G-1 SLID 1020 Plaza Del Rio Phase I SLID 1021 Plaza Del Rio Phase 2 SLID 1022 Tierra del Rio Parcel 6 SLID 1023 Tierra Del Rio North - Parcel 28 SLID 1024 Plaza Del Rio Phase 3 SLID 1025 Rio Estates SLID 1029 Grand Manor SLID 1031 Tierra del Rio Parcel 9 SLID 1033 Camino a Lago South, Unit 8 SLID 1034 Camino a Lago South, Unit 7 SLID 1035 Tierra Del Rio Parcel 4a SLID 1038 Camino a Lago South, Unit 5 SLID 1039 Camino a Lago South, Unit 6 SLID 1045 Tierra Del Rio Parcel 4B SLID 1046 Terramar 9B SLID 1048 Tierra Del Rio Parcel 12 SLID 1049 Tierra Del Rio Parcel 11 SLID 1050 Sunset Ranch IIA SLID 1053 The Meadows Parcel 11 SLID 1054 The Meadows Parcel 12A SLID 1055 Sunset Ranch IIB SLID 1058 Vistancia Parcel F3 - Phase 1 SLID 1059 Vistancia Parcel F3 - Phase 2 SLID 1060 Vistancia Parcel F4 Phase 1 SLID 1061 Vistancia Parcel F4 Ph2 SLID 1063 Vistancia Parcel F5 SLID 1065 Vistancia Parcel F1 Phase 1 SLID 1066 Vistancia North Phase 3 Parcel F1 P SLID 1067 The Meadows Parcel 4A SLID 1068 Sunset Ranch IIC SLID 1069 Sunset Ranch IID SLID 1070 Sunset Ranch IIE SLID 1071 Umbria Estates SLID 1072 Tierra Del Rio Parcel 1 SLID 1074 Sunset Ranch IIF SLID 1075 Tierra Del Rio Parcel 10B SLID 1076 Tierra Del Rio Parcel 27 SLID 1077 Terramar Parcel 10B SLID 1078 The Meadows Parcel 4B SLID 1079 Tierra Buena SLID 1080 Tierra Del Rio Parcel 23 SLID 1081 Sunset Ranch IIG SLID 1082 Sunset Ranch IIH SLID 1083 Tierra Buena II SLID 1084 Tierra Del Rio Parcel 22 SLID 1085 Peoria Village SLID 1086 Vistancia Parcel A18 SLID 1087 Vistancia Parcel A21/A22 SLID 1088 Lizard Trails SLID 1089 Tierra Del Rio Parcel 20A & 21A SLID 1091 Sunrise Vista SLID 1096 Sierra Ridge Estates SLID 1101 Tierra Del Rio Parcel 2 SLID 1102 Tierra Del Rio Parcel 3A SLID 1109 Sunset Ranch Parcel IIJ TOTAL 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 Projected FY2018 $ 1,104 $ 1,471 $ 4,258 $ 1,268 $ 2,265 $ 725 $ 815 $ 1,178 $ 543 $ 1,902 $ 1,540 $ 543 $ 271 $ 725 $ 1,993 $ 3,141 $ 2,084 $ 7,024 $ 2,128 $ 3,443 $ 453 $ 1,087 $ 12,029 $ 7,961 $ 4,078 $ 697 $ 3,101 $ 5,097 $ 2,084 $ 1,540 $ 4,188 $ 2,265 $ 2,718 $ 3,278 $ 2,243 $ 15,543 $ 14,894 $ 2,832 $ 11,418 $ 21,540 $ 2,039 $ 1,427 $ 611 $ 1,631 $ 469 $ 815 $ 3,747 $ 1,073 $ 10,195 $ 395 $ 408 $ 3,278 $ 271 $ 2,856 $ 1,873 $ 1,835 $ 13,457 $ 5,438 $ 8,360 $ 3,832 $ 12,964 $ 1,873 $ 1,873 $ 802 $ 14,048 $ 3,750 $ 3,278 $ 4,683 $ 2,342 $ 7,609 $ 1,873 $ 3,109 $ 11,720 $ 8,601 $ 3,097 $ 829,228 $ 9,193 $ 8,411 $ 5,600 $ 6,629 $ 21,160 $ 8,221 $ 16,812 $ 21,550 $ 9,907 $ 3,830 $ 4,240 TOTAL $ 115,553 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 13 - Sources and Uses FUND NAME GENERAL AND OTHER FUNDS SPECIAL REVENUE ENTERPRISE INTERNAL FUNDS SERVICES TRUST AND AGENCY CAPITAL PROJECTS DEBT SERVICE TOTAL Fund Balance Fund Balance 71,258,338 82,674,771 90,701,550 30,086,143 100 39,363,808 31,008,313 345,093,023 Total Fund Balance 71,258,338 82,674,771 90,701,550 30,086,143 100 39,363,808 31,008,313 345,093,023 Taxes 74,757,147 17,403,104 - - - - 16,782,346 108,942,597 Charges for Service 30,244,379 10,350,528 - - - 174,670,814 Fines & Forfeitures 1,536,380 160,000 - - - 1,696,380 370,000 435,600 45,358,653 17,335,967 Sources Interest Income Intergovernmental Revenue Licenses & Permits Miscellaneous Income Rents Bond Proceeds 3,991,558 1,057,730 656,903 - 36,433 88,375,412 - 45,700,495 - 531,200 218,560 - - - - 437,000 45,000 100 30,600 - - 2,128,000 - - - 10,689,090 - - 144,800 140,000 1,840,260 - - 62,725,220 - - 3,991,558 - 10,229,764 - 2,784,903 - 65,665,561 8,653,601 54,976,471 7,568,547 2,329,228 4,630,237 1,251,281 - - 7,560,658 23,339,951 165,541,297 48,050,860 106,790,939 47,215,336 30,700 63,774,872 24,483,004 455,887,008 106,418,550 5,754,287 15,400,613 9,524,261 30,600 - - 137,128,311 41,327,782 17,294,311 38,376,945 30,627,008 - - 129,662,901 Commodities 4,065,804 893,059 3,234,041 4,006,678 - - 12,199,582 Capital Outlay 5,540,943 49,610,396 58,825,441 2,741,181 - - 210,552,766 Transfers In Total Sources Uses Personal Services Contractual Services 2,036,855 93,834,805 Debt Service 445,000 Contingency 31,950,000 6,950,000 8,800,000 Transfers Out 12,824,675 6,735,340 3,779,936 - - - - 23,339,951 202,572,754 87,237,393 145,775,033 50,639,128 30,600 98,271,660 28,813,383 613,339,951 34,226,881 43,488,238 51,717,456 26,662,351 200 4,867,020 26,677,934 187,640,080 Total Uses Estimated Balance 6/30/18 - 17,358,057 437 3,740,000 - 2,400,000 28,103,383 45,906,440 710,000 54,550,000 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: 2017 2018 2018 2018 2018 2018 2018 2018 2018 2018 438 E D D D D C B B E E 80,502,053 123,990,291 6,735,340 2,329,228 0 0 45,721,632 82,674,771 41,074,335 71,369,266 Special Revenue Fund 28,813,383 55,491,317 0 7,560,658 0 0 170,000 16,752,346 31,008,313 29,385,268 29,485,268 Debt Service Fund 98,271,660 103,138,680 0 0 0 63,634,472 140,400 39,363,808 20,058,533 39,568,836 30,600 30,800 0 0 0 0 30,700 100 30,600 30,600 $ $ $ 2017 497,000,000 497,000,000 163,702,476 333,297,524 850,064,200 $ $ $ 141,995,097 193,712,553 3,779,936 4,630,237 0 10,689,090 91,471,612 90,701,550 91,469,868 127,923,441 590,000,000 777,640,080 0 0 0 0 23,339,951 23,339,951 0 74,323,562 338,924,792 16,752,346 2,546,357 345,093,023 381,595,658 497,000,000 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). 590,000,000 218,324,661 371,675,339 855,005,604 2018 590,000,000 50,639,128 77,301,479 0 1,251,281 0 0 45,964,055 30,086,143 47,232,206 51,913,306 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 189,748,079 223,974,960 12,824,675 7,568,547 0 0 155,426,393 2,546,357 71,258,338 152,344,848 176,709,283 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. Budgeted Expenditures/Expenses 2018 * ** *** Total Financial Resources Available 2018 LESS: Amounts for Future Debt Retirement: Adopted/Adjusted Budgeted Expenditures/Expenses* 2017 Fiscal Year S c h Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2018 City of Peoria FY 2018 Annual Program Budget Schedules City of Peoria FY 2018 Annual Program Budget Schedules Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2018 2017 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2018 5,017,186 $ 5,236,306 2,365,156 15,560,236 17,925,392 $ 2,546,357 16,752,346 19,298,703 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 $ $ $ $ $ $ 2,246,898 118,258 2,365,156 14,782,224 778,012 15,560,236 17,925,392 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 two 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. 439 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 GENERAL FUND Local taxes General Half Cent Sales Tax $ 48,451,181 19,670,044 $ 49,951,844 20,312,527 $ 51,372,025 20,838,765 $ 3,334,410 $ 3,870,000 $ 3,991,558 Intergovernmental General Economic Development Reserve $ 42,667,400 $ 43,580,581 3,600 $ 45,358,653 Charges for services General Municipal Office Complex Reserve $ 29,481,002 15,000 $ 27,661,450 $ 30,244,379 $ 1,595,674 $ 1,553,500 $ 1,536,380 $ 175,000 35,000 25,000 15,000 $ 250,000 70,000 25,000 15,000 $ 265,000 70,000 20,000 15,000 $ 1,884,266 $ 1,903,706 9,116 702,484 $ 1,714,633 Total General Fund $ 147,348,977 $ 149,908,808 $ 155,426,393 Licenses and permits General 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 Economic Development Reserve * 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. 440 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 SPECIAL REVENUE FUNDS Streets Fund $ $ 13,821,642 13,821,642 $ $ 14,080,074 14,080,074 $ $ 14,641,732 14,641,732 Transit Fund $ $ 306,000 306,000 $ $ 656,000 656,000 $ $ 1,009,000 1,009,000 Street Light Improvement District Fund Maintenance Improvement District Fund $ $ $ 705,449 132,761 838,210 $ $ 704,949 132,611 837,560 $ 829,728 115,553 945,281 Development Fee Funds $ $ 6,213,100 6,213,100 $ $ 7,964,875 7,964,875 $ $ 8,156,903 8,156,903 Grant and Other Funds $ $ 6,893,635 6,893,635 $ $ 3,178,701 3,178,701 $ $ 8,309,039 8,309,039 Transportation Sales Tax Fund $ $ 11,953,148 11,953,148 $ $ 12,343,183 12,343,183 $ $ 12,659,677 12,659,677 Total Special Revenue Funds $ 40,025,085 $ 39,061,043 $ 45,721,632 * 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. 441 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 DEBT SERVICE FUNDS Muncipal District Authority Fund $ $ 15,000 15,000 $ $ 15,000 15,000 $ $ 15,000 15,000 General Obligation Bonds $ $ 150,000 150,000 $ $ 270,000 270,000 $ $ 155,000 155,000 Improvement Districts Funds $ $ 479,550 479,550 $ $ 2,171,681 2,171,681 $ $ Total Debt Service Funds $ 644,550 $ 2,456,681 $ 170,000 67,000 67,000 $ $ 107,672 107,672 $ $ 60,000 60,000 $ $ 328 328 $ $ 400 400 CAPITAL PROJECTS FUNDS General Obligation Bond Funds $ $ Streets Capital Projects Fund $ $ CIP Capital Projects Fund $ $ 60,000 60,000 $ $ 13,869 13,869 $ $ 80,000 80,000 Total Capital Projects Funds $ 127,000 $ 121,869 $ 140,400 * 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. 442 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 PERMANENT FUNDS Vol Firefighter Pension Trust $ $ 30,700 30,700 $ $ 30,700 30,700 $ $ 30,700 30,700 Total Permanent Funds $ 30,700 $ 30,700 $ 30,700 $ 41,878,535 149,899 4,750,750 $ $ 44,437,135 171,057 4,642,000 $ 46,779,184 $ 42,332,135 161,899 4,451,500 1,000,000 47,945,534 $ 49,250,192 $ $ $ 21,931,415 172,233 1,179,400 23,283,048 $ $ 21,804,385 178,733 1,343,000 23,326,118 $ 22,608,752 181,661 1,269,400 24,059,813 Storm Water Drainage System Fund $ $ 858,500 858,500 $ $ 905,200 905,200 $ $ 905,000 905,000 Residential Solid Waste Fund Commercial Solid Waste Fund Solid Waste Reserve Fund Solid Waste Expansion Fund $ 9,399,500 2,096,200 1,328,571 40,000 12,864,271 $ 9,334,334 2,232,313 1,328,571 40,000 12,935,218 $ 10,150,506 2,096,550 1,358,747 40,800 13,646,603 $ $ 3,176,300 363,005 3,539,305 $ $ 3,172,000 362,434 3,534,434 $ 3,250,000 360,004 3,610,004 Total Enterprise Funds $ 87,362,507 $ 88,608,305 $ 91,471,612 ENTERPRISE FUNDS Water Fund Water Replacement and Reserve Fund Water Expansion and Improvement Districts Water Infrastucture Finance Auth. Loan Wastewater Fund Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts $ Sports Complex Operations/Maintenance Fund Sports Complex Equipment Reserve Fund $ $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 443 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2018 ESTIMATED REVENUES 2017 SOURCE OF REVENUES ACTUAL REVENUES* 2017 ESTIMATED REVENUES 2018 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 5,407,063 1,965,188 404,197 7,776,448 $ 4,765,999 1,986,359 410,567 7,162,925 $ $ $ 2,575,517 1,774,528 16,543,540 20,893,585 $ $ 2,762,758 1,835,616 16,914,871 21,513,245 $ 2,698,375 2,048,536 16,968,687 21,715,598 Facilities Maintenance $ $ 5,974,845 5,974,845 $ $ 5,975,395 5,975,395 $ $ 6,310,598 6,310,598 Information Technology IT Reserve IT Project $ 9,076,676 768,755 $ $ 9,423,285 760,831 $ 9,845,431 $ 9,085,500 768,894 2,128 9,856,522 $ 10,184,116 Total Internal Service Funds $ 44,490,309 $ 44,508,087 $ 45,964,055 TOTAL ALL FUNDS $ 320,029,128 $ 324,695,493 $ 338,924,792 $ Insurance Reserve Workers Compensation Self-Insurance Employee Benefits - Self Insurance $ $ 5,421,912 1,945,125 386,706 7,753,743 $ * 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. 444 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 17 - Auditor General Schedule D Other Financing Sources/ and Interfund Transfers Fiscal Year 2018 FUND OTHER FINANCING 2018 SOURCES GENERAL FUND General Fund $ Half Cent Sales Tax Fund Total General Fund $ SPECIAL REVENUE FUNDS Streets Fund $ Transit Fund Maintenance Improvement Districts (MIDS) Street Light Districts (SLIDS) Municipal Court Allocation Fund Transportation Sales Tax Arts Commission Capital Total Special Revenue Funds $ DEBT SERVICE FUNDS MDA Debt Service $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS $ Proposed G.O. Bonds Future Issue Proposed MDA Bonds Future Issue Capital Projects - Outside Sources Total Capital Projects Funds $ 29,726,471 25,250,000 8,658,001 63,634,472 INTERFUND TRANSFERS 2018 IN $ $ 7,568,547 $ $ $ 7,568,547 $ 243,702 12,580,973 12,824,675 $ $ 829,228 1,500,000 $ 88,100 115,553 829,228 50,000 5,411,126 241,333 6,735,340 $ $ 2,329,228 $ $ $ $ $ 7,560,658 7,560,658 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS $ Water Infrastructure Financing Authority Solid Waste Equipment Reserve Sports Complex Residential Solid Waste Wastewater Fund Water Equipment Reserve Water Fund Water Resource Fees Total Enterprise Funds $ 10,689,090 10,000 145,568 2,580,237 40,000 10,689,090 INTERNAL SERVICE FUNDS Fleet Reserve Streets/Transit Equipment Reserve Information Technology Information Technology Reserve Total Internal Service Funds $ TOTAL ALL FUNDS $ $ 10,000 2,000,000 74,323,562 445 $ $ 4,630,237 $ $ $ $ 142,500 88,100 958,574 62,107 1,251,281 $ $ 23,339,951 $ 2,923,843 700,525 3,779,936 $ 23,339,951 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2018 FUND/DEPARTMENT GENERAL FUND City Attorney City Clerk Community Services Development and Engineering Economic Development Services Finance Finance Utilities Fire-Medical Human Resources Leadership and Management Management and Budget Mayor and Council Municipal Court Non-Departmental Office of Communications Planning and Community Development Police Public Works Non-Departmental - Half Cent Economic Development - Reserve Non-Departmental - Reserve $ Total General Fund $ SPECIAL REVENUE FUNDS Streets-Development and Engineering $ Streets-Public Works Transportation Sales Tax-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 $ 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 Dev-Non-Deptl Outside Source Fund-Non-Departmental Total Capital Projects Funds $ PERMANENT FUNDS Fireman's Pension-Fire-Medical EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 $ Total Permanent Funds $ 3,349,167 1,194,130 23,918,437 7,867,085 2,035,195 4,887,927 5,111,987 30,015,194 2,536,747 3,181,726 716,699 686,642 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 $ $ 10,500 152,378 20,000 152,472 (178,959) 63,857 789,727 14,702 15,500 189,664 (6,653,378) 18,313 186,289 $ (100,075) (249,859) (26,000) (5,594,869) $ $ $ (55,295) 3,056,580 112,788 (30,992) $ 109,431 558,940 (494,785) 6,996 25,000 (1,294,911) 79,786 519,690 10,675 2,603,903 $ 21,472,010 7,736,708 576,550 29,785,268 $ (150,000) $ (150,000) $ (300,000) $ 24,722,762 $ 1,041,912 3,426,167 1,163,980 24,085,718 7,685,235 2,187,667 4,708,968 5,175,844 30,719,256 2,503,449 3,197,226 905,671 686,642 1,972,926 3,605,309 1,413,372 2,605,093 44,992,026 709,285 9,664,115 782,916 153,983 152,344,848 $ 1,254,409 14,385,995 6,545,256 14,674,073 263,706 1,091,924 20,260 5,001 39,131 928,264 325,403 19,966 241,603 $ 769,658 8,269 501,416 41,074,335 $ $ 3,376,223 918,624 24,954,301 7,836,108 2,075,271 4,932,931 5,096,135 32,390,086 3,392,258 3,395,012 979,246 734,412 2,052,320 27,428,354 1,486,494 3,386,708 47,089,555 626,009 12,020,771 4,856,239 721,022 189,748,079 1,407,303 21,155,015 25,312,014 20,957,101 329,104 2,933,337 18,261 5,001 2,000 849,991 2,125,104 12,969 214,081 3,000,000 1,682,837 497,935 80,502,053 21,322,010 7,586,708 476,550 29,385,268 $ $ 9,336,885 $ 5,139,488 5,582,160 20,058,533 $ 44,660,048 25,250,000 16,027,465 12,334,147 98,271,660 30,600 30,600 $ $ 30,600 30,600 6,303,031 8,664,176 39,689,969 $ (1,725,922) 562,877 (121,133) $ 30,600 30,600 $ $ $ $ 446 BUDGETED EXPENDITURES/ EXPENSES 2018 ACTUAL EXPENDITURES/ EXPENSES* 2017 $ 18,005,824 8,510,733 2,296,826 28,813,383 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2018 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 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-Comm Services Sports Complex Equipment Reserves-Comm Services Total Enterprise Funds $ 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 $ $ 3,869 (18,605) 3,377,222 $ 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 $ 5,337,188 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 $ $ $ $ 34,277 60,667 (32,035) (28,032) 34,877 $ (0) $ 3,283 BUDGETED EXPENDITURES/ EXPENSES 2018 ACTUAL EXPENDITURES/ EXPENSES* 2017 $ 2,870,553 5,676 886,596 (544,984) 168,846 1,989 41,310,938 1,478,857 3,840,453 1,849,514 20,619,055 35,000 788,013 10,511,119 2,504,751 1,759,000 775,002 5,348,910 649,257 91,469,868 $ 4,696,124 3,834,538 2,610,633 17,357,559 5,984,841 10,057,958 1,608,975 1,081,578 47,232,206 381,595,658 $ $ $ $ 57,755,543 1,257,300 17,904,806 8,851,525 30,909,537 187,000 2,866,514 11,062,293 2,516,534 1,688,048 960,000 5,534,247 501,750 141,995,097 5,471,912 2,172,560 4,613,882 20,127,367 6,330,454 10,559,022 1,135,731 228,200 50,639,128 590,000,000 * 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. 447 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2018 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 $ $ Department Total $ 3,349,167 20,260 3,460,633 6,830,060 $ $ 3,426,167 20,260 2,610,633 6,057,060 $ 3,376,223 18,261 4,613,882 8,008,366 $ $ Department Total $ 1,194,130 1,194,130 $ $ $ $ 1,163,980 1,163,980 $ $ 918,624 918,624 Community Services General Fund $ Other Grants Community Service Grants Sports Complex Operations/Maintenance Sports Complex Equipment Reserves Department Total $ 23,918,437 1,677,505 490,741 5,445,041 1,189,174 32,720,898 $ 152,378 $ (494,785) 10,675 3,869 (18,605) (346,468) $ 24,085,718 325,403 501,416 5,348,910 649,257 30,910,704 $ 24,954,301 2,125,104 497,935 5,534,247 501,750 33,613,337 Development and Engineering General Fund $ Streets Fund Department Total $ 7,867,085 1,263,494 9,130,579 $ 20,000 $ $ $ 7,685,235 1,254,409 8,939,644 $ 20,000 Economic Development Services General Fund $ Other Reserve Funds Department Total $ 2,035,195 4,737,646 6,772,841 $ 2,187,667 782,916 2,970,583 $ $ 152,472 $ (249,859) (97,387) $ $ 2,075,271 4,856,239 6,931,510 $ Department Total $ 9,999,914 9,999,914 $ $ (115,102) $ (115,102) $ 9,884,812 9,884,812 $ $ 10,029,066 10,029,066 $ 30,015,194 2,000 30,600 30,047,794 $ 789,727 109,431 $ $ $ 899,158 $ 30,719,256 39,131 30,600 30,788,987 32,390,086 2,000 30,600 32,422,686 $ 14,702 6,996 $ $ 21,698 $ 2,503,449 19,966 17,357,559 19,880,974 $ Department Total $ 2,536,747 12,970 19,712,395 22,262,112 Information Technology Information Technology $ Information Technology Reserve Information Technology Projects Department Total $ 10,217,291 1,641,010 1,297,810 13,156,111 $ 60,667 $ (32,035) (28,032) 600 $ 10,057,958 1,608,975 1,081,578 12,748,511 $ $ 10,559,022 1,135,731 228,200 11,922,953 Leadership and Management General Fund $ Department Total $ 3,181,726 3,181,726 $ $ 15,500 15,500 $ $ 3,197,226 3,197,226 $ $ 3,395,012 3,395,012 Management and Budget General Fund $ Department Total $ 716,699 716,699 $ $ 189,664 189,664 $ $ 905,671 905,671 $ $ 979,246 979,246 686,642 686,642 $ $ $ $ 686,642 686,642 $ $ 734,412 734,412 City Clerk General Fund Finance General Fund Fire-Medical General Fund Other Grants Insurance Reserve $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES Department Total $ Human Resources General Fund Other Grants Insurance Reserve Mayor and Council General Fund $ $ Department Total $ $ $ 448 10,500 10,500 $ $ $ $ 7,836,108 1,407,303 9,243,411 3,392,258 12,969 20,127,367 23,532,594 City of Peoria FY 2018 Annual Program Budget Schedules Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2018 DEPARTMENT/FUND Municipal Court General Fund Other Grants EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2017 2017 2017 2018 $ Department Total $ 1,972,926 237,603 2,210,529 Non-Departmental General Fund $ Half Cent Sales Tax Fund Other Reserve Funds Transportation Sales Tax Fund Development Fee Funds Other Grants General Obligation Bonds MDA Bonds Capital Projects - Streets/Econ Dev Outside Source Fund Improvement Districts Department Total $ 24,598,205 14,711,159 550,000 20,975,760 22,440,666 3,000,000 46,194,772 7,736,708 6,303,031 8,664,176 576,550 155,751,027 $ $ Office of Communications General Fund $ Department Total $ 1,604,463 1,604,463 Planning and Community Development General Fund $ Home and Housing Grants Other Grants Department Total $ Police General Fund Attorney Grants Public Safety Grants $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES $ Department Total $ $ $ 25,000 25,000 $ (6,653,378) $ (100,075) (26,000) 3,056,580 112,788 (1,294,911) 891,912 (150,000) (1,725,923) 562,877 1,972,926 241,603 2,214,529 $ 3,605,309 9,664,115 153,983 6,545,256 14,674,073 $ $ 2,052,320 214,081 2,266,401 (5,326,128) $ 30,658,895 7,586,708 5,139,488 5,582,160 476,550 84,086,537 $ 27,428,354 12,020,771 721,022 25,312,014 20,957,101 3,000,000 62,665,872 33,760,733 16,027,465 12,334,147 2,296,826 216,524,305 $ $ $ $ 1,413,372 1,413,372 $ $ 1,486,494 1,486,494 3,271,258 434,116 1,580,646 5,286,020 $ 2,605,093 263,706 769,658 3,638,457 $ $ 18,313 $ (30,992) 79,786 67,107 $ 3,386,708 329,104 1,682,837 5,398,649 44,648,274 5,000 574,062 45,227,336 $ 186,289 $ $ $ 558,940 745,229 $ 44,992,026 5,001 928,264 45,925,291 709,285 14,933,616 1,116,924 $ $ $ 57,755,543 1,257,300 17,904,806 8,851,525 30,909,537 187,000 2,866,514 11,062,293 2,516,534 1,688,048 960,000 5,471,912 2,172,560 6,330,454 174,648,387 $ 590,000,000 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 $ 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 $ 34,277 3,890,630 $ 709,285 14,385,995 1,091,924 8,269 41,310,938 1,478,857 3,840,453 1,849,514 20,619,055 35,000 788,013 10,511,119 2,504,751 1,759,000 775,002 4,696,124 3,834,538 5,984,841 116,182,678 TOTAL ALL DEPARTMENT/FUND $ 497,000,000 $ 0 $ 381,595,658 $ (55,295) 519,690 3,283 2,870,553 5,676 886,596 (544,984) 168,846 1,989 $ $ 47,089,555 5,001 849,991 47,944,547 626,009 21,155,015 2,933,337 * 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. 449 450 $ $ 12.00 2.00 38.75 42.00 94.75 1,203.60 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 48.30 4.20 169.95 1.00 44.80 0.92 7.50 6.25 1.00 0.90 62.37 876.53 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 Percent for the Arts Streets Community Development Block Grant Transit Adult Day Program Victims of Crime Act (VOCA) Grant Municipal Court Enhancement Fd Total Special Revenue Funds GENERAL FUND FUND Full-Time Equivalent (FTE) 2018 92,482,030 745,137 120,645 2,172,281 3,804,379 6,842,442 1,426,760 4,013,749 2,126,991 417,532 2,481,494 235,745 10,702,271 41,698 2,897,781 67,993 384,596 332,212 35,867 93,981 3,854,128 71,083,189 Employee Salaries and Hourly Costs 2018 $ $ $ $ $ $ $ $ $ $ $ 18,924,669 94,688 14,654 275,924 473,312 858,578 162,398 504,798 269,208 53,372 317,822 30,661 1,338,259 469,458 5,185 371,176 9,172 47,568 31,602 4,755 16,258,374 Retirement Costs 2018 $ $ $ $ $ $ $ $ $ $ $ 15,423,361 135,543 24,347 444,471 500,861 1,105,222 210,368 737,678 400,404 125,167 617,434 63,041 2,154,092 11,709 601,976 15,075 57,096 61,483 11,687 46,562 805,588 11,358,459 Healthcare Costs 2018 Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2018 $ $ $ $ $ $ $ $ $ $ $ 9,037,974 77,065 9,308 215,204 300,695 602,272 129,616 398,469 229,394 56,088 302,476 25,148 1,141,191 3,225 341,071 5,480 41,982 28,619 4,348 7,314 432,039 6,862,472 Other Benefit Costs 2018 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 135,868,034 1,052,433 168,954 3,107,880 5,079,247 9,408,514 1,929,142 5,654,694 3,025,997 652,159 3,719,226 354,595 15,335,813 61,817 4,212,004 97,720 531,242 453,916 56,657 147,857 5,561,213 105,562,494 Total Estimated Personnel Compensation 2018 City of Peoria FY 2018 Annual Program Budget Schedules Appendix Appendix 451 City of Peoria FY 2018 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. 452 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 2018 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. 453 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 2018 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. 454 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 2018 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. 455 City of Peoria FY 2018 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 456 City of Peoria FY 2018 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 2018 budget was a considerable undertaking. Funding operational needs remains a challenge, and 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. Barry Houg, Budget Manager, provided exceptional leadership in working with the department heads to tackle important budget-related policy issues and provided sound analysis on issues impacting the City’s overall finances. Howell Lindsay, Budget Coordinator, served as the budget lead on the utility rate analysis and helped with financial analysis and forecasting efforts.. Alex Munro, Senior Budget Analyst, performed exceptionally well in managing the City’s substantial Capital Improvement Program. Ben Beutler, Senior Budget Analyst, provided departmental budget support and performed key research and analysis on policy issues and legislative review. Mindy Russell, Budget Assistant, has been the linchpin that keeps us all together, providing departmental budget support, 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 Arendall, 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. Katie Gregory Management and Budget Director 457 City of Peoria FY 2018 Annual Program Budget Appendix 458 City of Peoria Produced by MANAGEMENT AND BUDGET DEPARTMENT 8401 West Monroe Street, Peoria, Arizona 85345 www.peoriaaz.gov