Fiscal Year 2019-2020 Annual Budget Book

Introduction

INTRODUCTION

ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
Table of Contents

CITY OF GLENDALE, ARIZONA
FISCAL YEAR 2019-2020
ANNUAL BUDGET
TABLE OF CONTENTS
Introduction
Table of Contents
City of Glendale Mission, Vision and Values
City of Glendale Balanced Scorecard
Glendale City Officials
City Council District Map
City Organizational Chart
Map of Glendale and Neighboring Communities
Community Profile
Financial Organizational Chart
Budget Presentation Award
How to Make the Most of this Document
Budget Calendar
Budget Process
Accomplishments

Page
i
1
2
3
4
5
6
7
14
16
17
19
21
25

Budget Message
City Manager’s Budget Message

27

Financial Guidelines
Five-Year Financial Forecast
Financial Policies

31
49

Budget Summaries
Budget Summary
Revenues
Expenditures
Debt Services

59
70
83
97

Operating Budget
Operating Budget Table of Contents

111

________________________________________________________________________________
i

ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
Table of Contents

Capital Improvement Plan (2020-2029)
CIP Table of Contents
CIP Preparation
CIP Ten-Year Plan

237
238
248

Schedules
Why Include Schedules
Schedule 1: Fund Balance (Analysis by Fund)
Schedule 2: Revenue by Fund
Schedule 3: Operating Budget (Analysis by Dept; by Fund)
Schedule 4: Transfers Between Funds
Schedule 5: Property Tax
Schedule 6: Authorized Staffing
Schedule 7: Long Term Debt Service
Schedule 8: Internal Service Premiums

481
482
484
492
504
505
506
530
531

State of Arizona Auditor General Budget Schedules
State of Arizona Auditor General Budget Schedules – Table of Contents
Schedule A: Summary Schedule of Estimated Revenues and
Expenditures/Expenses
Schedule B: Tax Levy and Tax Rate Information
Schedule C: Revenues Other Than Property Taxes
Schedule D: Other Financing Sources/<Uses> and Interfund Transfers
Schedule E: Expenditures/Expenses by Fund
Schedule F: Expenditures/Expenses by Department
Schedule G: Full-Time Employees and Personnel Compensation

538
539
540
541
546
547
549
554

Appendix
Budget Adoption Resolution
Miscellaneous Statistics
Glossary of Terms
Acronyms
Frequently Asked Questions

557
559
561
566
568

________________________________________________________________________________
ii

MISSION. VISION. VALUES.

Mission
Vision
Values

We improve the lives of the people we
serve every day.
We are the community of choice for residents,
businesses, and employees.

Community We are driven to improve the
community experience.

Integrity

We provide open and honest
governance.

Excellence We make excellence a habit,
not a goal.

Innovation

We deliver better service through
creativity and ingenuity.

Learning

We view learning as essential
to improvement.
1

BALANCED SCORECARD
We improve the lives of the people we serve every day.

Our
Community

Improve
Community
Experience

Our
Finances

Improve
Asset
Management

Improve
Resource
Alignment

Our
Processes

Increase
Innovation
Solutions

Optimize
Processes &
Services

Improve
Stakeholder
Engagement

Strengthen
Workforce
Culture

Strengthen
Workforce
Development

Improve
Purposeful
Communication

Our
Organization

Improve
Tools &
Technology

2

GLENDALE CITY OFFICIALS

Jerry Weiers
Mayor

Joyce Clark

Bart Turner

Vice Mayor/Councilmember
Yucca District

Councilmember
Barrel District

Lauren Tolmachoff

Jamie Aldama

Councilmember
Cholla District

Councilmember
Ocotillo District

3

Ian Hugh

Councilmember
Cactus District

Ray Malnar

Councilmember
Sahuaro District

GLENDALE COUNCIL DISTRICT BOUNDARIES

4

CITIZENS OF GLENDALE
City Council
Audit Committee

City Attorney
Michael D. Bailey

Boards &
Commissions

Office of
Economic
Development
Brian Friedman
Director

Arts

City Manager
Kevin R. Phelps

City Clerk
Julie Bower

Deputy City Manager
Brent Stoddard

Public Affairs

Presiding City
Judge
Elizabeth Finn

Deputy City Manager
Vacant

Assistant City
Manager
Chris Anaradian

Assistant City
Manager
Vicki Rios

Department of
Organizational
Performance
Jean Moreno
Director

Fire
Department
Terry Garrison
Fire Chief

Police
Department
Rick St. John
Police Chief

Community
Services
Department
Stephanie Small
Director

Human
Resources
Department
Jim Brown
Director

Innovation and
Technology
Department
Chuck Murphy
Director

Public Facilities,
Recreation &
Special Events
Department
Jim Burke
Director

Human Services

Human Resources

Information
Technology

Civic Center

Audit Program
Manager
Vacant

Performance
Management and
Data Analytics

5

Special Projects

Development
Services
Department
Eric Fitzer
Director

Water
Services
Department
Craig Johnson
Director

Field Operations
Department
Michelle Woytenko
Director

Transportation
Department
Trevor Ebersole
Director

Engineering
Department
Vacant

Building Safety

Environmental
Resources

Facilities
Management

Airport

Engineering

Code Compliance

Water Field
Operations

Fleet Management

Street
Maintenance

Volunteer Services

Water Plant
Operations

Landfill

Traffic
Engineering

Library

Solid Waste

Transit

Planning

Risk Management

Convention and
Visitor’s Bureau/
Tourism

Parks and
Recreation

Special Events

Budget and
Finance
Department
Lisette Camacho
Interim Director

Budget

Finance

Procurement

MAP OF GLENDALE AND NEIGHBORING COMMUNITIES

6

COMMUNITY PROFILE
2019-2020 Annual Budget

HISTORY
In 1880, the land that is now Glendale was nothing more than empty desert.
But in 1882, William J. Murphy joined three Arizona builders, M.W. Kales,
William A. Hancock and Clark Churchill, to lead the Arizona Canal Co. project,
which would bring water to the desert land by 1885.

58th & Grand Ave.

In 1888, Murphy, with the help of others, constructed the diagonal Grand
Avenue. And on February 27, 1892, the first residential area of the city began
to take shape. The Glendale town site began to take shape soon after, and the
first school, the Glendale Grammar School, was built in 1895. Its opening
drew people from all over the Valley. In the mid-1890s, Glendale became the
pathway for a line of the Santa Fe Railroad, linking the Valley to Prescott and
northern Arizona. The railroad allowed Glendale settlers to transport goods
to the north and easily receive building materials.
More and more families began to settle in Glendale after the turn of the century.
Over the years, Glendale grew to become one of the most culturally diverse cities in the Valley. The city owes much of its heritage to early Hispanic settlers as
well as Japanese and Russians who moved to Glendale from
California.

Beet Sugar Factory

Glendale’s Beet Sugar Factory, whose structure still stands today just southeast
of Glendale’s downtown, was instrumental in the city’s early economic success.
Farms and orchards, like the 640-acre Sahuaro Ranch, continued to take off
through the early 1900s.
Then World War I brought a new surge of energy into Glendale, with cotton
prices reaching $2 a pound and a high demand for food, which kept farmers
busy. There was soon a need for more housing, and today’s Catlin Court was
born from 1915 to about 1930. Most of these homes are still standing and on
the National Register of Historic Places.

Thunderbird Field

World War II brought the birth of Thunderbird Field to train civilian pilots for
the Army and in 1941, the Army began working on a larger base 10 miles west
of Glendale. Built for $4.5 million, Luke Field (now Luke Air Force Base) was
named for the first pilot to receive a Medal of Honor, Lt. Frank Luke Jr.
Thunderbird Field would later become the Thunderbird American Graduate
School for International Management.
The military and college presence sparked a need for utilities, parks, schools
and streets. City officials in the 1960s began to play catch up with the
population, and over the next 40 years, the city added an operations center,
landfill, water treatment plant, sewage plants, libraries, parks, public safety
facilities, an airport, a city hall and a civic center.

7

COMMUNITY PROFILE
2019-2020 Annual Budget

GOVERNMENT/ORGANIZATION
The City of Glendale operates under a Council-Manager form of government with
a mayor elected at large and six council members elected based upon a system
of geographic districts. Council members serve a term of four years
on a staggered basis and the Mayor is elected for a four-year term.
The City Manager is appointed by the Mayor and Council.

City Hall

CITY SERVICES
The city of Glendale provides residents with essential municipal services that
include public safety, water, sewer and sanitation services.
The Glendale Police Department’s objectives include crime prevention, crime
control, community involvement and fair and equitable treatment for residents.
The department has three police stations, 429 sworn officers and 141 civilian
employees.

Glendale Fire

Glendale Police

Glendale Recycling

The Glendale Fire Department provides a variety of emergency services
including fire suppression, emergency medical, hazardous materials and
specialized rescue response. The department is comprised of 250 sworn
members and 34 civilian employees with nine fire stations, responding to
approximately 40,000 calls a year.
Glendale’s Water Services Department is committed to providing safe, reliable,
high quality water and wastewater services to ensure public health and the
vitality of the community. The department operates four water and two wastewater treatment plants, maintains 994 miles of water mains and 707 miles of
sewer lines, operates a water quality lab certified by the Arizona Department
of Health Services, ensures that storm water pollution prevention best practices
are conducted, and provides customer services such as meter reading, billing
support, high water use/leak consultations, and a variety of water conservation
programs. It operates 24 hours a day, 7 days a week, all year long to ensure
that water and sewer services are safe and available to meet customers’ needs.
The city’s Solid Waste Division provides a variety of residential and commercial
services. Garbage and recycling is collected weekly and bulk trash is collected
monthly. In addition, the city operates the municipal landfill and materials
recovery facility, where recyclable materials are sorted and prepared for sale.

8

COMMUNITY PROFILE
2019-2020 Annual Budget

TRANSPORTATION
Major transportation corridors that connect Glendale to the entire metropolitan region include historic Grand Avenue, Loop 303 in the far west,
the Loop 101 in the western and northern parts of the city, and the Northern
Parkway, which is under construction connecting several West Valley cities.

Loop 101/63rd Ave. Pedestrian-Bike
Bridge

Glendale Urban Shuttle (GUS)

Glendale is a member of the Regional Public Transportation Authority (RPTA).
Glendale Transit provides a wide range of convenient, low-cost transportation
alternatives for Glendale citizens and visitors, including fixed-route bus service,
Dial-A-Ride, Glendale Urban Shuttle (GUS) bus service, Regional ADA service
and a taxi-subsidy program.
In compliance with federal regulations, the city offers an Americans with
Disabilities Act (ADA) service to eligible persons who, because of a disability,
cannot use fixed-route bus service. The ADA service covers the same routes
and operates the same hours as fixed-route bus service in Glendale. Glendale
Urban Shuttle (GUS) provides a great way to bring location destinations closer
with three convenient routes. This service is offered free of cost to all riders.
GUS 1 operates between 7 a.m. and 6:30 p.m. on Mondays through Saturdays,
and between 8 a.m. and 6 p.m. on Sundays. GUS 2 operates Monday through
Friday, 9 a.m. to 6 p.m. GUS 3 operates Monday through Friday, 8 a.m. to 5
p.m. In addition, the city provides a taxi-subsidy for persons with special transportation needs. The program is designed to assist people making repetitive trips
for medical treatments and therapies.
The city also operates the Glendale Municipal Airport. Located just five miles
west of downtown Glendale, five miles east of Luke Air Force Base, and 30
minutes northwest of downtown Phoenix, this 477-acre modern airport features
a beautifully designed two-story, 18,000 square-foot terminal, a tower, and
complete airport services for general aviation and corporate jet traffic.

Glendale Municipal Airport

9

COMMUNITY PROFILE
2019-2020 Annual Budget

QUALITY OF LIFE
Glendale has so much to offer residents, businesses and visitors with wonderful
amenities and an exceptional quality of life, including:
• Housing opportunities ranging from historic properties to master-planned
communities to affordable living

Sports & Entertainment District

• Gila River Arena, the home of the NHL Arizona Coyotes, and a host to
a variety of national and international concerts and shows
• State Farm Stadium is home to the NFL’s Arizona Cardinals and hosts the
annual Fiesta Bowl, hosted the 2015 Super Bowl and 2016 College Football
Playoff Championship, and the 2017 NCAA Men’s Final Four. Upcoming
events include the 2023 Super Bowl and the 2024 NCAA Men’s Final Four.
• Camelback Ranch-Glendale, the spring training home of the Los Angeles
Dodgers and Chicago White Sox

Special Events

• Myriad shopping experiences that include Arrowhead Towne Center,
Cabela’s, Tanger Outlets, Westgate Entertainment District and unique
downtown boutiques
• Award-winning special events, cultural and performing arts, galleries
and concert venues
• Red Bull North America breaks ground in 2019
• More than 180 area golf courses

Parks & Trails

• Four libraries, 70 parks totaling more than 2,188 acres, two aquatics centers,
six community centers, a racquet center, four sports complexes, more than
44 miles of hiking and equestrian trails and more than 500 programs and
classes offered yearly
• A short distance, 15 to 25 minutes, from other Valley of the Sun amenities
including downtown Phoenix, Phoenix Sky Harbor International Airport,
Phoenix International Raceway and high-end resorts and spas

10

COMMUNITY PROFILE
2019-2020 Annual Budget

TOURISM
Tourism continues to be an integral part of Glendale’s economy. Recently,
the Convention & Visitors Bureau relocated from downtown Glendale to
the Westgate Sports and Entertainment District. This strategic move puts
visitor services and staff in close proximity to State Farm Stadium,
Gila River Arena, and the core of Glendale hotels.

Westgate Entertainment District

The Convention & Visitors Bureau promotes Glendale as a premier travel
destination both nationally and internationally through marketing, advertising,
and various sales missions. The Midwest continues to be the target market
for the Glendale CVB. However, New York has recently been identified as a
new emerging market by the Arizona Office of Tourism. Internationally, Canada
continues to be a target market for the CVB.
The Convention & Visitors Bureau has created a new advisory committee
to foster the CVB’s mission to increase convention business in Glendale.
This committee includes business professionals representing Glendale hotels,
Westgate, Arrowhead Towne Center, State Farm Stadium and the Gila
River Arena.

Gila River Arena

The CVB also operates an official designated state of Arizona Visitor Center.
Housed within the new Convention & Visitors Bureau office at Westgate, the
Visitor Center is a hub for visitor information for the entire state of Arizona.

Renaissance Hotel & Spa

11

COMMUNITY PROFILE
2019-2020 Annual Budget

GLENDALE AT A GLANCE

14.7%

Financial
Activities

20 to 29 years
30 to 44 years

Trade,
Transportation
& Utilities

8.4%

15.2%

Professional
& Business
Services

19.6%

10.2%

$57,613

21.8%

-

33.8 years

Manufacturing
6%

11.5%

Me dia

6,900

Glendale’s Major Employers / # of Employees

7,000
6,000

3,000

5,000

325

400

1,000

450

467

830

879

2,000

1,010

1,065

3,000

940

4,000

or

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19.5%

Leisure &
Hospitality

Median
Household
Income

8.4%

Lo

45 to 59 years

20.9%

Construction

10 to 19 years

Median Age

Education &
Health Services

12.8%

29
, 67
5

13.5%

12.4%

Other
Services

$2

0 to 9 years

117, 553

l
Va
me

u

e

4.9%

po

60 to 74
years

ce
r
fo
rk

Tot
al
W
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(201
n
io
75+
at
ul
years

Ba

Estima
ted
Po
p

Glendale is located about nine miles northwest of Phoenix, at an elevation of 1,187 feet, with an average annual
temperature of 72 degrees. The average annual high is 85 degrees. The average high in winter is 67 degrees,
and highs frequently flirt with 80 in the spring and fall. The area receives an annual rainfall of 8.4 inches,
with 294 average days of sunshine each year.

nH

o

COMMUNITY PROFILE
2019-2020 Annual Budget

PRIMARY EDUCATION
• Glendale is served by twelve elementary, secondary and unified
school districts. The majority of the city’s public schools fall under the
following districts: Glendale Elementary School District, Glendale Union
High School District, Deer Valley Unified School District and
Peoria Unified School District
• There are more than 47,458 school aged children (5-17) in Glendale,
19.3% of the population
Arizona State University
at the West campus

HIGHER EDUCATION
• Arizona State University at the West campus
• DeVry University Westgate
• Glendale Community College, the area’s largest community college
• Midwestern University
• Arizona Christian University
Glendale Community College

OTHER QUICK FACTS ABOUT GLENDALE
• High School Diploma or Higher
84.2%
• Persons Per Household
2.89
• Non-English Language at Home
32.6%
Arizona Christian University

• Number of Businesses
15,000+
• Land in Square Miles
60

13

ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
Financial Organization Chart

TOTAL FY19-20 BUDGET
$736,000,000

OPERATING
$429,887,638

CONTINGENCY
$38,118,323

General Funds
$221,981,616

Enterprise Funds
$96,512,990

Internal Service
Funds
$61,058,112

Special Revenue
Funds
$50,334,920

1000
General
$218,476,090

6020+
Water and Sewer
$56,085,509

7010
Risk Management
Self Insurance
$4,053,491

2010
Home Grant
$1,678,454

2110
Arts Commission
$264,148

General Funds
$1,849,773

1020
Vehicle
Replacement
$3,505,526

6110+
Landfill
$9,656,403

7020
Workers Comp.
Self Insurance
$2,968,471

2020
Neighborhood
Stabilization
$227,472

2120
Court Security
Bonds
$574,709

Internal Service
Funds
$2,917,730

6120
Solid Waste
$16,068,001

7030
Benefits Trust Fund
$31,438,324

2030
N'hood Stabilization
Pgm III
$227,300

2130
Airport Special
Revenue
$854,916

Special Revenue
Funds
$9,239,527

6130
Housing Public
Activities
$14,703,077

7040
Fleet Services
$9,551,394

2040
CDBG
$4,172,013

2140
CAP Grant
$1,403,507

Permanent Funds
$5,814,676

2591
Technology
$8,136,262

2050
Highway User Gas
Tax
$12,993,829

2150
Emergency Shelter
Grant
$258,992

2592
Technology
Projects
$4,910,170

2060
Transportation
Grants
$2,700,000

2160
Other Grants
$6,777,306

2070
Transportation
Sales Tax
$13,864,517

2170
Rico Funds
$1,725,143

2100
Utility Bill Donation
$200,000

2180
Park and Rec
Designated
$62,900

Enterprise Funds
$3,100,000

Capital Funds
$15,196,617

2200
Training Facility
Revenue
$2,349,714

__________________________________________________________________________________
14

ANNUAL BUDGET
INTRODUCTION
__________________________________________________________________________________
Fiscal Year 2019-2020
Financial Organization Chart

CAPITAL
OUTLAY
$181,116,314

Capital Project
Funds
$48,380,476

1080
General Gov
Capital Projects
$6,206,649

4040
Public Safety
Construction
$1,752,753

4010
Streets
Construction
$12,811,382

4050
Parks Construction
$337,078

4020
Hurf Streets
Construction
$6,670,395

4060
Government
Facilities
$202,000

4030
Transportation
Capital Projects
$11,909,739

4080
Cultural Facility
$45,530

4090
Open Space/Trail
Construction
$26,932

4230+
DIF Citywide Parks
$213,360

4300+
DIF Parks Dev
Zone 1
$1,502,400

4110
Flood Control
Construction
$1,473,912

4250+
DIF Citywide
Recreation Fac
$225,437

4370+
DIF Parks Dev
Zone 3
$167,803

4120
DIF Library Building
sb1525
$63,480

4270+
DIF Libraries
$175,020

4390+
DIF Roadway
Improvements
$4,310,165

4130+
DIF Fire Protection
Facilities
$515

4290
DIF Citywide Open
Space
$268,789

4440
DIF General
Government
$17,137

DEBT SERVICE
$86,877,725

Enterprise Funds
$129,451,619

Special Revenue
Funds
$2,704,514

Debt Service
$61,782,242

6020+
Water and Sewer
$119,433,387

2060
Transportation
Grants
$325,000

3010
G.O. Bond Debt
Service
$20,848,833

6110+
Landfill
$7,244,186

2110
Arts Commission
$988,993

3030
M.P.C. Debt
Service
$16,974,794

6120
Solid Waste
$2,774,046

2160
Other Grants
$40,521

3040
Transportation Debt
Service
$7,043,044

2190
Airport Capital
Grant
$1,350,000

3050
Excise Tax Debt
Service
$16,915,571

Internal Service
Funds
$579,705

7070
Citywide ERP
Solution
$579,705

Enterprise Funds
$25,095,483

6020+
Water and Sewer
$25,095,483

__________________________________________________________________________________
15

16

ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
How to Make the Most of this Document

HOW TO MAKE THE MOST OF THIS DOCUMENT
This budget document serves two important but distinct purposes. One purpose is to present
the City Council and the public with a clear picture of the services the City provides and of the
policy alternatives that are available. The other purpose is to provide city management with a
financial and operating plan that adheres to the City’s financial policies. It also communicates
the vision of the City Council and executive leadership team for the City of Glendale and
presents the financial and organizational operations for each department. In an effort to assist
users in navigating through this document, the following guide is provided.
The document begins with a financial organization chart and provides a high level look at the
operating, capital, debt service and contingency budgets. The budget calendar and a
description of the budget process will help the user understand the time and effort that the City
puts into developing a balanced budget and a glossary of terms will help the reader understand
the acronyms used throughout the budget book.

Budget Message
The City Manager’s Budget Message articulates the balancing strategy used to develop the
annual budget as well as policy issues and priorities for the fiscal year. It describes significant
changes from the prior year budget and the factors that led to those changes. It also outlines
key components of the upcoming budget and discusses underlying administrative practices that
support the City’s organizational goals.

Financial Guidelines
This section offers an overview of the City’s financial planning practices including the following:
• The Five-Year Financial Forecast provides the long-range financial outlook for city
operations with details on how the revenue and expenditure projections are established
for major funds,
• The Financial Policies form the framework and guidelines for overall fiscal planning and
management.

Budget Summaries
The Budget Summaries section offers an overview of the City’s finances and examines the
budget components, process and amendment policy. It also covers the financial and operational
summaries for all major funds and provides historical trends for revenues, expenditures,
staffing, and debt service.

Operating Budget
This section provides a closer look at the various functions of each department. Each
department has provided a description of its core job functions, goals and objectives for the
upcoming year, as well as recent accomplishments and performance measures for the last two
fiscal years and other relevant statistics. The budget summaries include both historical and
current year financial data for programs and services offered by the department. They also
include a summary of the type of expenditures incurred by the department as well as trends on
authorized staffing.

__________________________________________________________________________________
17

ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
How to Make the Most of this Document

The Capital Improvement Plan (CIP)
The CIP section outlines all infrastructure improvements and additions and their respective
funding sources, along with estimates for the associated operating impacts of each capital
project. It starts with a narrative summary and is followed by detailed information such as
funding source, project number and project description for both capital and operating costs by
year for the first five years of the plan. In addition, the CIP includes five additional “out years” for
future planning and discussion purposes.

Schedules
This is the heart of the budget document as an operating and financial plan. These schedules
summarize the City’s financial activities in various comprehensive, financial formats. For
example, all revenue inflows and outflows are summarized on Schedule One, but from here you
can delve into the details for any of those higher-level components by reviewing a schedule
dedicated to revenues, operating expenditures or debt service payments. The schedules
summarize information by account categories, operational departments (i.e. public safety,
utilities, sanitation, etc.) and bond issuances. This section also includes the official budget forms
required by the State of Arizona’s Auditor General’s Office.

Appendix
This section includes some key city statistics regarding population, occupational distribution,
household income, school enrollment and much, much more. Information on the number of
parks, libraries, fire and police stations, as well as a “frequently asked questions” section, which
helps address many of the most important aspects regarding the budget, is also included.

__________________________________________________________________________________
18

ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget Calendar

BUDGET CALENDAR
July 2018 – February 2019
Budget staff analyzed revenue and expenditure data to assess the budget and economic
outlook for FY19-20. Discussions with the City Manager’s Office and other executive
management staff occurred during this time regarding numerous balancing options for
the FY19-20 revenue, operating, and debt service budgets.
Preparation of FY19-20 operating budget items such as premiums for workers’
compensation insurance, risk management insurance, phone services and indirect cost
allocation were undertaken. Analysis of revenue trends was also prepared during this
time, with periodic updates to the City Manager’s Office.

November 2018 – February 2019
The Capital Improvement Plan (CIP) budget preparation process involved input by
departments; the review of project budgets and operating and maintenance budgets by
engineering, budget and facilities management staff; the prioritization of projects based
on City Council’s strategic priorities and financial capacity; a discussion of various
financing options by the CIP finance team; and preparation of the Preliminary FY 20202029 CIP document for City Council review.

December 2018
A Five-Year Financial Forecast of the General Fund and all major operating funds was
presented to Council December 11, 2018, at a Council W orkshop. This discussion
primarily focused on the General Fund and opportunities to strengthen the city’s financial
position.
The FY19-20 operating budget kickoff meeting with department directors and staff to
commence budget input was held on December 17, 2018. Input continued through
January 2019.

January 2019
Department’s base budget and supplemental request submissions were due midJanuary 2019. Review meetings with department and budget office staff to discuss base
budget submissions in late January and continuing into February 2019.

February 2019
Staff presented City Council with information on the upcoming FY19-20 Budget
calendar, budget process and discussion on policy guidance and input, including
information on long-term and short-term options, including items identified in the General
Fund five-year forecast for consideration in the FY19-20 budget process. Key revenue
projections were presented, as well as discussion on Water and Sewer rates. Council
began discussion on the prioritization of G. O. Bond projects to be included in the 20202029 Capital Improvement Plan.

March 2019
Council discussion continues on the prioritization of G. O. Bond projects to be included
in the 2020-2029 Capital Improvement Plan. Council discussion on upcoming financial

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ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget Calendar

strategies, and the city’s Financial Policies. The city’s proposed Ten-year Capital
Improvement Plan was also presented.

April 2019
City Council held two all-day budget workshops for presentations of the Draft FY19-20
operating budget by department. An overview of the draft FY19-20 budget for the
General Fund was presented and discussed in detail as this is the city’s largest
operating fund. The report also provided Council an opportunity to review the proposed
cost of all city services provided by city departments based on the draft FY19-20 budget.
Council held a follow-up budget workshop on budget requests and items for policy
consideration, as well as the 2020-2029 Capital Improvement Plan.

May 2019
City Council adopted a resolution approving the FY19-20 tentative budget, directing
publication of the tentative budget, giving notice of the June 11th date for the public
hearing on the FY19-20 final budget and conducted a separate public hearing on the
FY19-20 property tax levy. Notice was also given of the June 25th date for the adoption
of the FY19-20 property tax levy.

June 2019
City Council conducted a separate public hearing on the FY19-20 budget and convened
a special meeting to adopt a resolution approving the FY19-20 budget. Final adoption of
the FY19-20 Property Tax Levy was approved.

July 2019
Start of fiscal year 2019-2020.

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ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget Process

BUDGET PROCESS
Overview
The goal of the FY19-20 budget is to ensure resources are aligned with City Council’s strategic
objectives, as outlined on the Balanced Scorecard Strategy Map below and discussed in detail
in the City Manager’s Budget Message:

OUR COMMUNITY
OUR FINANCES
OUR PROCESSES
OUR ORGANIZATION
Over the course of several months, various balancing options and fiscal strategies for both the
FY19-20 operating budget and the FY 2019-2028 capital improvement plans were evaluated. A
series of budget workshops were held from February to April 2019. A final balanced plan was
established in May 2019 and resulted in the recommended budget.
At the conclusion of these budget workshops, the proposed budget was presented to Council for
tentative adoption on May 14, 2019. The budget was transmitted to the general public in the
form of public hearing notices. These notices included summary budget information as required
by Arizona State law. After completing the public hearing for the final FY19-20 budget, the
Council adopted the budget on June 11, 2019, thereby setting the expenditure limitation for
FY19-20. The chart on the following page provides a broad outline of the budget development
process.

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ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget Process

Analyze revenue
collections, develop
tentative operating
budget, prepare
capital budget
requests

Budget staff
compilation and
analysis

City Manager and
Executive Leadership
Team Review

Council Budget
Workshop Sessions

Adoption of Tentative
Budget

Setting Date for
Budget Adoption and
Property Tax Levy
Public Hearings

Public Hearing Adopt Final Budget

Public Hearing
Property Tax Levy
and
Adoption of Levy

Budget Basis of Accounting
The City prepares its annual budget on a basis which differs from the GAAP basis. A budgetary
comparison schedule for the general fund is included in the City’s Comprehensive Annual
Financial Report (CAFR) as required supplementary information to provide a meaningful
comparison of actual results to budget on a budget basis. Budgetary comparison schedules for
all other funds are presented as other supplemental information after the combining statements.
In all cases, the budgetary schedules include a reconciliation of the adjustments required to
convert the budgetary revenues and expenditures or changes in net position on a budgetary
basis, to revenues and expenditures/expenses or changes in net position on a GAAP basis.
Examples of major reconciling items between Budget Basis and GAAP basis revenues and
expenditures are:
a. Compensated absences liabilities that are expected to be liquidated with expendable
available financial resources are accrued as earned by employees on a GAAP basis
as opposed to being expended when paid on a budget basis.

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_________________________________________________________________________________
Fiscal Year 2019-2020
Budget Process

b. Principal payments on long-term debt within the enterprise funds are applied to the
outstanding liability on a GAAP basis as opposed to being expended when paid on a
budget basis.
c. Capital outlays within the enterprise funds are recorded as assets on a GAAP basis
and expended on a budget basis.
d. Proceeds from sale of assets is not recognized as revenue on a GAAP basis.
e. Inventory expenditures are recorded at the time they are used for both GAAP
reporting and budgetary purposes.
f.

Depreciation expense is not budgeted as an expense.

g. Beginning fund balance is not recognized as a revenue on a GAAP basis.
h. Indirect cost allocation of expenditures is not recorded as a GAAP expense and
revenue.
The City-wide and proprietary fund financial statements are reported in the City’s
Comprehensive Annual Financial Report (CAFR) using the economic resources measurement
focus and the accrual basis of accounting. Revenues are recorded when earned, and expenses
are recorded when a liability is incurred, regardless of the timing of related cash flows. Property
taxes are recognized as revenues in the year for which they are levied. Grants and similar items
are recognized as revenue as soon as all eligibility requirements imposed by the provider have
been met.
Governmental fund financial statements are reported using the current financial resources
measurement focus and the modified accrual basis of accounting. Revenues are recognized as
soon as they are both measurable and available except as described below in relation to grants.
Revenues are considered available when they are collected within the current period or soon
enough thereafter to pay liabilities of the current period. For this purpose, the City considers
revenues to be available if they are collected within 60 days of the end of the current fiscal
period. Expenditures generally are recorded when a liability is incurred, as under accrual
accounting. However, principal and interest on general long-term debt are recorded as fund
liabilities when due or when amounts have been accumulated in the related debt service fund
for payments to be made shortly after fiscal year-end.
Revenues susceptible to accrual because of their availability include property tax, sales tax,
highway user’s tax, state shared sales tax, vehicle license tax, and interest earned on
investments. Licenses and permits, charges for services, fines and forfeitures, and
miscellaneous revenues are recorded as revenues when received in cash because they are
generally not measurable until actually received. In applying the susceptible to accrual concept
to intergovernmental revenues, the decision to accrue depends on the terms of the arrangement
or agreement. Generally, these resources are reflected as revenue at the time of receipt or
earlier if they meet the available criterion. Certain grant revenues are recognized based on
expenditures recorded.

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ANNUAL BUDGET
INTRODUCTION
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget Process

Accounting Changes
For FY16-17, a number of accounts were eliminated or reclassified for a range consolidation by
account type.
For FY19-20, the implemented a new financial system which included development of a new
chart of accounts.

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24

Improving Lives 2018

We improve the lives of the people we serve every day.

25

ANNUAL BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020

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26

BUDGET MESSAGE

Budget Message

Fiscal Year 2019-2020 Annual Budget Book

ANNUAL BUDGET
BUDGET MESSAGE
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Budget Message

FY19-20 City Manager’s Budget Message
To the Citizens of Glendale and the Mayor and Council:
I am pleased to provide you with the city of Glendale’s final FY1920 annual budget and ten-year Capital Improvement Plan. The
FY19-20 budget request totals $736 million, which is a 6.8%
increase over the prior year’s budget. The increase is mainly
attributable to the capital plan which includes a major expansion of
the Pyramid Peak Water Treatment Plant being paid for by the
neighboring City of Peoria.
Overall, the goal of the FY19-20 budget is to align the city’s budget
with its strategic plan to ensure service delivery and resource
allocation is aligned with City Council policy throughout the entire
organization. The budget includes the following initiatives in each
of the city’s four scorecard perspectives:
Our Community
• Increased Parks Maintenance
• Centerline District Arts and Cultural Initiative
• Glendale Works Program
• Heroes Regional Park Library
• 2020 Census Outreach
Our Finances
• Asset Management Programs
• Real Estate Asset Evaluations
• Targeted Capital Improvements
• Alignment of Arts and Culture
• Business Development and Attraction
Our Processes
• Customer Relationship Management Software
• Electronic Plan Review/Permitting
• Independent Internal Audit Program
• Development Services Improvements
Our Organization
• Department of Organizational Performance
• Chief Data and Analytics Officer
• Technology Software and Resources
• Facilities Assessments
• Organizational Changes

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ANNUAL BUDGET
BUDGET MESSAGE
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Budget Message

Budget Approach
The city’s financial policies were the guiding principles in developing the FY19-20 financial
forecast and ultimately the recommended budget to the City Council. The overall goals
underlying the city’s financial policies include fiscal conservatism, flexibility, and
adherence to the highest management practices.

Strategic Planning
To perform effectively on a long-term basis and to be accountable to the residents of
Glendale, the city is committed to advancing organizational performance by focusing on
ten specific strategic objectives that were adopted by the City Council as part of the
Balanced Scorecard Strategy Map. These strategic objectives are structured to drive
progress in the four perspectives mentioned above – Our Organization, Our Processes,
Our Finance, and Our Community. Each of the objectives is designed to advance the
city’s mission of improving the lives of the people we serve every day; and, fulfilling the
vision of being the community of choice for residents, businesses, and employees. The
priority areas that the objectives are built around include stakeholder engagement,
community livability, financial stewardship, and superior service delivery.
Our strategic management system is intended to systematically coordinate and align
resources and actions to improve overall performance and includes establishing citywide
key performance indicators as well as department level key performance indicators. This
past year our work was focused on the development of performance measures,
developing an action plan for collecting the data necessary to monitor performance, and
scoping initiatives to improve performance. A few of the specific initiatives to advance
performance in FY19-20 include advancing the use of data and analytics; ensuring
employee skills and competencies match organizational needs; improving speed, quality,
and accuracy of service delivery; improving tracking and replacement of assets to direct
long-range financial planning; and implementing a comprehensive program designed to
gather resident sentiment and feedback about city services.

Revenues
Total revenues for FY19-20 are projected at $631 million. The General Fund revenues
are the largest source at $236 million. These revenues are primarily used for general
government operations. Key General Fund revenues are sales taxes ($118 million),
primary property taxes ($5.9 million), and State Shared Revenues ($69.8 million). Staff
continues to track the national, state, and local economies, and closely monitors
economic trends and their potential impacts on the city.
Enterprise Funds revenues are the next largest revenue source at $209 million. These
revenues are mainly from user fees and charges for services such as water and sewer,
solid waste and landfill and includes the capital project reimbursement from the City of
Peoria ($38 million). Staff continues to monitor the finances of these enterprise funds to
ensure adequate fund balances are maintained.

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ANNUAL BUDGET
BUDGET MESSAGE
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Budget Message

Operating Budget Highlights
The total FY19-20 Operating Budget request is $430 million which is a 5% increase over
the FY18-19 Operating Budget of $410 million. A few of the highlights of the proposed
budget include:
•
•

•

•

Balanced budget with no increase to the Primary Property Tax Levy
o Revenues remain strong
Meets regulatory and contractual obligations
o Minimum wage increases
o Ballistic vests
o Safety programs
Addresses inflationary cost increases
o Chemical costs
o Court Interpreters
Improves and enhances productivity
o Customer Relationship Management
o Right of Way Enhancements

A net total of 15.75 new full-time equivalent positions (FTE’s) have been requested in the
FY19-20 budget to address key priorities:
General Fund Depts.

# of
positions
City Auditor
-1.0
City Court
0.25
City Manager’s Office 3.0
Council Office
1.0
Development Services 1.0
Total General Fund
6.75

General Fund Depts.

# of
positions
Econ. Development
1.0
Mayor & Council Office
-1.0
Police Department
3.0
Public Affairs
-1.0
Public Facilities & Events .5

Internal Service
Depts.
Field Operations
Total Internal
Service Funds

# of
positions
1.0
2.0

Internal Service Depts.

Enterprise Fund
Dept.
Field Operations
Total Enterprise
Funds

# of
positions
4.0
7.0

Enterprise Fund
Dept
Water Services

Innovation & Technology

# of
positions
1.0

# of positions
3.0

The total FY19-20 General Fund operating budget request is $218.5 million, and public
safety remains a top priority. Police and Fire Departments represent the largest operating
budgets within the General Fund, with expenditures totaling $144.6 million, or 66%. The
next largest share of General Fund expenses is Public Facilities, Parks, Recreation and
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ANNUAL BUDGET
BUDGET MESSAGE
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Budget Message
Special Events at $14 million. Total General Fund appropriations also include $1.8 million
in contingency, which can be used for unforeseen expenditures or unexpected revenue
shortfalls which may occur during the budget year.

Capital Improvement Program (CIP)
The city’s investment in infrastructure and capital planning continues to enhance
economic development and quality of life for our citizens. Significant streets and
pavement maintenance projects are a top priority for the City Council. The 2020-2029
Capital Improvement Plan (CIP) totals $1.1 billion. The first five years of the ten-year plan
are considered funded with available or anticipated revenues. The last five years of the
plan will be evaluated and funded as sources become available. The capital improvement
plan is re-evaluated and updated each fiscal year. Only the first year of the plan will
appropriated by the City Council when the FY19-20 budget is adopted. The FY19-20 CIP
totals $181 million. Notable projects in the first year of the CIP include:
•
•
•
•

Pavement Management of $6.2 million ($3.45 million in HURF funding, $2.75
million in Transportation funding)
Landfill North Cell Construction of $4.6 million
West Area Water Reclamation Facility Improvements of $8.3 million
Streetlight Pole Program $1.4 million

Conclusion
Development of the FY19-20 operating budgets continued to follow the financial plan and
policies as outlined by the City Council. Prudent financial decisions, coupled with
conservative forecasting methods, have successfully strengthened the city’s financial
position.
For FY19-20, the city will be positioned to meet the service level requirements of our
citizens and customers, while striving to provide more efficient and effective services
using a strategic management framework. This is an exciting time for the Glendale
community as the city rebounds financially, is viewed by the business community as a
valued partner, continues to serve its citizens through quality amenities and service
delivery, and matures from a leadership and organizational development perspective to
be the community of choice for our residents, businesses, and employees.
I would like to offer my appreciation to the department staff and City Council for the
countless hours of preparation and deliberation in the development the proposed FY1920 budget.
Sincerely,

Kevin R. Phelps
City Manager

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FINANCIAL GUIDELINES

Financial Guidelines

Fiscal Year 2019-2020 Annual Budget Book

ANNUAL BUDGET
FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

FIVE-YEAR FINANCIAL FORECAST
Overview
Glendale’s annual and long-range budgeting process is guided by two key foundation
documents contained within the Annual Budget: the Five-Year Financial Forecast and Financial
Policies. Together these documents help the City Council ensure financial stability beyond the
immediate budget year and adequate economic resources to provide essential services and
maintain Glendale’s quality of life in future years.
The Five-Year Financial Forecast is guided by City Council’s continued vision and supports the
City’s strategic goals and key objectives. Best practice recommends financial forecasts be
updated each year to adjust for changes in national and local economic conditions and trends,
changes in Council priorities and policies, and other variables that might affect the City’s ability
to provide needed services and maintain its financial integrity in future years. Consequently, the
forecast identifies the direction in which the City is headed based on information known at the
time it is updated for the annual budget document.
The Five-Year Financial Forecast is prepared for each of the City’s major operating funds at the
beginning of the annual budget process. Five-year forecasts are prepared for the General Fund;
the Highway User Revenue Fund (HURF), Transportation Sales Tax, Police Sales Tax, and Fire
Sales Tax Special Revenue Funds; and the Solid Waste, Landfill, and Water & Wastewater
Enterprise Funds.
The FY19-20 forecasts were used to examine the revenue and expenditure structures for the
five-year period of FY19-20 through FY23-24. These models include forecasted fund balance
information. The context of this year’s forecast centered on balancing the General Fund sources
and uses, while continuing to maintain adequate fund balances. The overall financial goal was
to maintain or improve service levels, where necessary, while increasing or preserving the level
of fund reserves.

Long-Range Forecasting Models
Forecasting used in this report refers to estimating future values of revenue and expenditures. It
provides an estimate of how much revenue will be available and the resources required to meet
current service levels over the forecast period, along with an understanding of how the total
financial program will be affected by economic factors. The value of forecasting lies in
estimating and determining whether, given assumptions about local financial policies and
economic trends, the City will have sufficient resources to meet the requirements of ongoing,
planned, or mandated programs. Forecasting provides an estimate of the financial flexibility of
the City, as well as insight into tax, revenue, and service options the Council must address.
The forecasting methodology reflects a combination of internal analysis covering such factors as
development activity, retail sales, state and local economies, and inflation. Specifically, for
revenue forecasts, past revenues are analyzed and used to model future revenues based on
the prior year patterns and anticipated trends. External sources such as the State Finance
Advisory Committee (FAC), the Economic & Business Research Program at the University of
Arizona, JP Morgan Chase Economy Outlook Center, and the L. William Seidman Research
Institute at Arizona State University, have been used to provide forecast assumptions of major

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FINANCIAL GUIDELINES
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Fiscal Year 2019-2020
Five-Year Financial Forecast

state revenue sources. Typically, these forecasts cover the State as a whole. Therefore,
adjustments, to reflect unique conditions in Glendale, are sometimes necessary.
Expenditure growth is most
closely linked to three major
factors in the models: 1) growth in
the components of personnel
costs; 2) inflation in non-personnel
costs (including general inflation,
fuel and utility inflation); and, 3)
City financial policies related to
new programs and/or the
expansion of existing programs,
and 4) new operational and debt
service funding associated with
Capital Improvements Program
projects.
Glendale’s forecasting models enable staff to provide the City Council and management with
the results of “what-if” scenarios. These revenue and cost scenarios help generate estimates
with likely short-term and long-term financial consequences and a calculation of overall fund
balances.

Balanced Budget
Arizona State law and City of Glendale financial policies require that each annual City budget be
a balanced budget. A balanced budget means total financial resources available cannot exceed
the budgeted period’s expenditures. The adopted FY19-20 budget complies with the balanced
budget requirement in all City funds.
It is important to note that projected operating reserves and contingency appropriations can be
adjusted during the budget process due to the financial situation in each of the funds.

Expenditure Assumptions
In order to develop a comprehensive Five-Year Financial Forecast, assumptions must be made
about several complex and often uncontrollable cost and revenue variables. These assumptions
include, but are not limited to, the present and future condition of the economy, population
growth rates and changes in federal, state and local policies that may affect municipal
operations. In addition, the ongoing costs of prior commitments to provide services, and the
ongoing costs for new capital facilities under construction, must be considered.
The quality and reliability of the long-range forecast are largely dependent upon the accuracy of
the cost and revenue assumptions used in the forecast. This section and the following section
provide explanations of the key assumptions employed in the current forecasting model, as well
as the key issues that underlie the forecast.

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FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Inflation Rates
Inflation has a major impact on all City revenues and expenditures. Salaries, supplies,
equipment and contracted services are all subject to inflationary pressures. Therefore, the
cumulative effects of general inflation are considered in the forecasting process.
Because good historical data is available, and the Western Region Consumer Price Index for
Urban Users (CPI-U) is adjusted for regional influences, the forecast model relies on this source
of inflation data. The CPI-U assesses consumer patterns by judging the cost of a theoretical
“market basket” of goods using a specific base year and comparing it with future years. In terms
of real purchasing power, $110.50 in goods purchased in 1986 would cost approximately
$268.40 in 2019. The following table shows the historical percentage change in the CPI-U since
1987 as reported by the U. S. Department of Labor, Bureau of Labor Statistics.

CPI - Urban Users (Western Region)
Year
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998

Index
110.5
114.3
119.0
124.6
131.5
137.3
142.0
146.2
149.6
153.5
157.6
161.4
164.4

% Change
Baseline
3.44%
4.11%
4.71%
5.54%
4.41%
3.42%
2.96%
2.33%
2.61%
2.67%
2.41%
1.86%

Year
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011

Index
168.9
174.8
181.2
184.7
188.6
193.0
198.9
205.7
212.2
219.6
218.8
218.1
221.2

% Change
2.74%
3.49%
3.66%
1.93%
2.11%
2.33%
3.06%
3.42%
3.16%
3.51%
-0.38%
-0.35%
1.44%

Year
Index % Change
2012
232.4
5.05%
2013
235.8
1.48%
2014
240.2
1.86%
2015
243.0
1.17%
2016
247.7
1.93%
2017
254.7
2.84%
2018
263.3
3.35%
2019*
268.4
1.96%
1986 - 2019 Avg
2.65%
2010 - 2019 Avg
2.07%
2015 - 2019 Avg
2.25%
*2019 = Jan to June Average

The annual inflation rate has averaged 2.65% since 1986. The ten-year period inflation rate
averaged 2.07% and the five-year inflation rate averaged 2.25%. Inflationary assumptions used
in the Five-Year Financial Forecasts for non-personnel costs averaged approximately 2.0%.

Population Changes
Glendale’s population growth leveled off from the high growth experienced in the 1990s and the
early 2000s. The most current population figure is 250,784. The following table shows the
historical and projected population growth and percentage increases for years 1984 through
2022, measured as of the beginning of the fiscal year.

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_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

City of Glendale Population at Start of Fiscal Year

a

b

c

d

Year
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002

Population
117,348
122,392
127,486
132,581
137,675
142,769
148,134
151,558
155,916
161,688
168,874
182,615
186,500
191,612
196,820
208,095
219,705
223,748
225,206

% Increase
4.49%
4.30%
4.16%
4.00%
3.84%
3.70%
3.76%
2.31%
2.88%
3.70%
4.44%
8.14%
2.13%
2.74%
2.72%
5.73%
5.58%
1.84%
0.65%

e

f

g
g
g
g
g
g

Year
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020*
2021*
2022*

Population
227,712
229,501
231,126
230,455
230,643
230,658
229,241
226,721
227,416
229,008
232,035
234,632
237,517
240,126
245,895
246,709
250,702
253,209
255,741
258,298

% Increase
1.11%
0.79%
0.71%
-0.29%
0.08%
0.01%
-0.61%
-1.10%
0.31%
0.70%
1.32%
1.12%
1.23%
1.10%
2.40%
0.33%
1.62%
1.00%
1.00%
1.00%

Notes:
a 1985 Special Census

e 2005 Special Census (September 1)

b 1990 Census

f 2010 Census

c 1995 Special Census - includes Luke AFB

g US Census Bureau - American FactFinder - Annual
Population Estimate (as of July 1 of prior year)

d 2000 Census
* Projected Population Figures

All population counts and estimates from 1995 forward include Luke AFB

Salaries, Wages and Benefits
The largest component of cost in the major operating funds which provide services to the public
is personnel costs. These costs primarily consist of the cost of salaries and wages, health
insurance, and retirement contributions.
The forecasting models are programmed to include pay range adjustments for City employees.
However, Council must specifically approve merit and/or pay range adjustments for non-step
plan employees for the upcoming fiscal year as part of the budget development process.
Increases are also based on the City’s ability to pay in any given year. The FY19-20 five-year
forecasted salary projections for non-represented employees assumed an annual increase of
2.5% in order for staffing to remain competitive with other comparable cities. Salary and benefit
projections for represented police and fire personnel are consistent with the current memoranda
of understanding. Salary increases for represented employees are based on a step plan and the
forecast assumes normal progression of represented employees through the steps.

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Fiscal Year 2019-2020
Five-Year Financial Forecast

Employee benefit costs consist mainly of health insurance and other employer-related payroll
taxes and employer-paid benefit costs. The forecast takes in account moderate increases to
health insurance costs and an anticipated increase to Risk Management and Workers’
Compensation premiums. The City’s medical, dental, and vision insurance costs were
forecasted to increase in excess of inflation estimates throughout the forecast period. The
significant cost of health insurance to the total operating budget and the potential for significant
cost increases require the City to monitor this item closely. This forecast assumed the City’s
cost of all employee benefits, including health insurance, would increase by an average of 3%
annually over the five-year period.

Retirement Contributions
City of Glendale employees contribute to two public retirement plans: the Arizona State
Retirement System (ASRS) and the Public Safety Personnel Retirement System (PSPRS)
which includes covered police, fire, and elected officials. The annual employer’s portion of the
contribution rates differ by retirement system. Due to the financial conditions of the retirement
plans, especially the PSPRS plan, contributions to the plans are expected to increase through
the forecast period. The rates, as a percentage of earnings, used in the forecast for FY19-20
through FY23-24 are estimated below.

Arizona State Retirement System
Public Safety Retirement - Police
Public Safety Retirement - Fire
Elected Officials Retirement System

FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
12.11% 12.12% 12.13% 12.15% 12.16%
50.85% 51.10% 51.36% 51.62% 51.87%
46.35% 46.58% 46.81% 47.05% 47.28%
61.50% 61.50% 61.50% 61.50% 61.50%

Vehicle, Equipment and Technology Replacement Funds
These replacement funds were designed to allow the City to replace outdated or worn out
equipment at regular intervals. The Field Operations, Budget and Finance, and Innovation and
Technology departments administer the vehicle, equipment, and technology replacement
programs, respectively. Items such as annual replacement of Police in-vehicle computers;
required upgrade of Hexagon software for Police, and ongoing maintenance of CAD/RMS
software for Police were included in the forecast.
Ongoing contributions to the technology fund are assumed throughout the five-year forecast
period. The Fleet Replacement Fund recently implemented a City-wide motor pool which
requires departments to return those vehicles which have low mileage or low utilization for Citywide use on a first come, first served, sign-in and sign-out basis.

Debt Service Obligations
The forecast assumes no additional debt-financed projects will be supported solely by the
General Fund. The current Municipal Property Corporation (MPC) debt service supports the
previously financed regional public safety training facility, infrastructure improvements for the
Zanjero development, Camelback Ranch, Gila River Arena, and the convention center/media
center/parking garage facilities at the Westgate development. The total General Fund financed
debt service ranges from $33.1 million to $35.2 million throughout the five-year forecast period.

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FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

GF Revenue Forecast
From a historical
perspective, a
significant
economic
recession began
to impact sales
tax and other
City revenues
beginning in
FY08-09.
National
conditions
deteriorated
rapidly during
the summer and
fall of 2008 and
continued into
2009 . Credit
markets froze for consumers and businesses resulting in a decline in business investment and
consumer spending and growth in unemployment. Although the economy started showing signs
of recovery in 2012, economists predicted slow recovery for the foreseeable future. To maintain
service levels and address the financial challenges, the City Council increased the City’s sales
tax rate by .7% beginning in August 2012 (FY2012-2013).
Approximately 80% of the General Fund’s total revenue is comprised of City Sales Tax and
State Shared Revenue. The “Summary of Major Revenue Sources” graph illustrates the relative
importance of these revenues in comparison to the overall General Fund revenue base. Other
General Fund revenue sources include various fees such as municipal court fees, user fees and
charges for City services like building inspections, plan reviews, and recreation classes, interest
income, City property rental income, staff/admin charge-backs, and other miscellaneous
revenue. Primary Property Tax revenue represents approximately 2.5% of total General Fund
Revenue.

City Sales Tax
City sales tax revenue is
highly elastic and varies
directly with the economic
conditions. During times of
economic expansion, tax
revenues increase,
primarily due to higher
levels of consumer
spending. During an
economic downturn, the
opposite is true and tax
revenue levels decline. City
sales tax receipts comprise
approximately 50% of the
City’s General Fund
revenue through FY23-24.

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FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Taxable sales estimates assume growth of 3.50% in FY19-20 and average approximately 2.4%
thereafter. This expectation is based on the continued expansion of Glendale’s sports, retail,
office, hotel, and entertainment sectors, continued attraction of diverse job growth industries to
the city, and modest but sustainable economic recovery.

State-Shared Revenue
Cities and towns in Arizona are beneficiaries of a state-shared revenue program that distributes
state sales, income, and vehicle license taxes (commonly referred to as “State Shared
Revenues”). This category represents 30%, or $69.8 million of estimated operating revenue in
FY19-20. State-shared income taxes and sales taxes are anticipated to increase by an average
of 3% per year.

The forecast for each State-Shared revenue source is developed separately and compared to
the state’s forecast for these revenue sources. The forecast assumes continued state sales tax
revenue growth consistent with projections from the State Finance Advisory Committee. StateShared revenue is also dependent upon state law. The average annual growth rate for StateShared Revenue is projected to be between 2% and 4% during the five-year forecast period.
The forecast also includes an anticipated reimbursement from the Arizona Sports and Tourism
Authority (AZSTA) for Camelback Ranch Spring Training Facility estimated at $3.0 million per
year beginning in FY20-21.

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FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Property Tax
Arizona’s property tax
levy consists of two tiers.
The primary property tax
levy has state-mandated
maximum limits, but it
can be used by a city for
any lawful purpose. The
primary property tax
revenue is included in
the City’s General Fund.
The secondary property
tax is an unlimited levy
but it can be used only to
pay the principal, interest
and redemption charges
on bonded indebtedness
or other lawful long-term
obligations that are
issued or incurred for a specific capital purpose.
Primary property tax is a relatively small revenue source for the General Fund as it is only 2.5%
of the total General Fund revenue, or approximately $5.9 million forecasted for FY19-20. The
City’s property tax revenue projection is based on the state-mandated levy limits and increases
are estimated at 2% per year. The City’s financial policies indicate the primary property tax levy
will be evaluated each year to determine where it should be set.

Other Revenue
This category covers a variety of City fees and charges for City services such as building
permits, right-of-way permits, construction plan check reviews, business and sales tax licenses,
liquor licenses, fire inspection fees, park and recreation fees, court fees and fines, library fees
and fines, and fees related to planning and zoning issues. This category also includes revenues
from cable, gas and electric franchise fees, income from the rental of City facilities, cemetery
services, interest income, and other miscellaneous revenues.
This revenue also includes general staff and administrative service charges. Departments
whose operations are supported by the General Fund, such as the Budget and Finance
Department, Human Resources Department, City Attorney and Facilities Management Division
of the Field Operations Department, provide services to the City’s Water/Wastewater, Solid
Waste and Landfill enterprise funds as well as the self-supporting Transportation Fund
(supported by the transportation sales tax). These are services that the other funds’ operations
would have to pay outside contractors to provide if City departments did not provide them.
Consequently, each of the identified operations is required to pay its fair share of the cost for
these services.
The Budget and Finance Department established these charges based on an indirect cost
allocation model that uses various accepted allocation methods. The charges are applied to the
other fund’s operating budgets throughout the year (i. e. 1/12) each month. The total general
staff and administrative service charges for FY19-20 were forecasted at $10 million or about
61% of the Other Revenue category which is projected to total $16.3 million in FY19-20. The

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FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Other Revenue category is forecasted to grow by less than 1% each year through the remainder
of the forecast period.

General Fund Revenues & Expenditures
The final step in completing the
Five-Year Financial Forecast is
the comparison of the net effects
of the projected revenues and
expenses on General Fund
balances. The Five-Year
Financial Forecast demonstrated
that the estimated annual
ongoing operating revenues were
sufficient to cover ongoing
expenditures in all five years of
the forecast period. The ongoing
operating expenditures assumed
continuation of all major services,
continuation of current
obligations, moderate revenue
growth, and controlling operating
costs. The forecast also assumed absorbing significant cost increases in employee benefits
such as health care and mandatory retirement contributions. The detailed General Fund FiveYear Financial Forecast, as presented to the City Council on December 11, 2018, is outlined on
the following page.

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_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

General Fund - Five-Year Financial Forecast
FY19-20 Through FY23-24 with FY18-19 Comparative Data
Operating Revenue

Budget

FY18-19
Revised

FY19-20

FY20-21

Forecast
FY21-22

FY22-23

FY23-24

Local Taxes

City Sales Tax
Primary Property Tax
Total Local Taxes

111,206,620
5,759,711
116,966,331

113,224,727
5,708,484
118,933,211

117,470,654
5,714,192
123,184,846

121,288,450
5,719,906
127,008,356

124,320,661
5,725,626
130,046,287

126,807,074
5,731,352
132,538,426

129,343,215
5,737,083
135,080,298

66,320,105
2,038,225
68,358,330

65,330,224
2,038,225
67,368,449

68,017,148
2,067,939
70,085,087

70,423,376
3,000,000
2,098,247
75,521,623

72,854,688
3,000,000
2,129,161
77,983,849

74,311,782
3,000,000
2,160,694
79,472,476

75,798,018
3,000,000
2,192,857
80,990,875

22,468,702
2,748,893
25,217,595

21,138,501
2,242,863
23,381,364

21,138,501
2,242,863
23,381,364

21,138,501
2,242,863
23,381,364

21,138,501
2,242,863
23,381,364

21,138,501
2,242,863
23,381,364

21,138,501
2,242,863
23,381,364

Other Revenues
Staff Admin. Chargeback Revenue
Interest Income
Total Other & Miscellaneous

3,283,517
10,000,000
446,538
13,730,055

5,784,200
10,000,000
548,293
16,332,493

5,784,200
10,000,000
553,776
16,337,976

5,784,200
10,000,000
559,314
16,343,514

5,784,200
10,000,000
564,907
16,349,107

5,784,200
10,000,000
570,556
16,354,756

5,784,200
10,000,000
576,262
16,360,462

Total Operating Revenue

224,272,311

226,015,517

232,989,273

242,254,857

247,760,607

251,747,022

255,812,999

Intergovernmental

State Shared Revenue
AZSTA Reimbursement for CBR
Other Intergovernmental
Total Intergovernmental
Fees, Licenses, Permits, & Arena Fees

Fees, Licenses, & Permits
Arena Fees
Total Fees, Licenses & Permits
Other & Miscellaneous

Expenditures & Other Financing Sources/Uses

Expenditures
Wages and Salaries
Overtime
Benefits
Supplies and Contracts
Utilities
Vehicle Maintenance & Fuel
Risk Mgt., Workers' Comp. & Tech Premium
Technology Projects
Arena Management Fee
Stadium Settlement Agreement
Total Expenditures

(97,276,070) (97,276,070)
(4,436,477)
(4,436,477)
(55,562,047) (55,562,047)
(23,881,840) (24,119,040)
(5,035,265)
(5,035,265)
(2,855,658)
(2,855,658)
(9,412,848)
(9,412,848)
(1,154,406)
(1,154,406)
(5,600,000)
(5,600,000)
(3,000,000)
(3,000,000)
(208,214,611) (208,451,811)

(102,852,600) (105,570,373) (108,185,755) (108,862,302) (111,485,329)
(4,436,477)
(4,436,477)
(4,436,477)
(4,436,477)
(4,436,477)
(57,784,529) (61,905,314) (65,608,065) (68,802,729) (70,178,784)
(23,202,103) (23,578,013) (23,936,926) (24,557,033) (24,935,527)
(5,135,970)
(5,238,690)
(5,343,464)
(5,450,333)
(5,559,339)
(2,912,771)
(4,971,027)
(3,030,447)
(3,091,056)
(3,152,877)
(9,970,535) (10,169,946) (10,360,315) (10,554,492) (10,752,552)
(2,312,027)
(1,957,238)
(1,724,122)
(1,871,216)
(1,917,650)
(5,600,000)
(5,600,000)
(5,600,000)
(5,600,000)
(5,600,000)
(2,100,000)
(216,307,012) (223,427,076) (228,225,571) (233,225,638) (238,018,535)

Other Financing Sources/Uses

Transfers In
Special Revenue - PSST Police
Special Revenue - PSST Fire
Total Transfers In

18,668,712
8,861,053
27,529,765

18,668,712
8,861,053
27,529,765

19,321,164
9,189,592
28,510,756

19,637,827
9,485,004
29,122,831

19,873,773
9,719,629
29,593,402

19,485,848
9,812,022
29,297,870

19,875,565
10,008,262
29,883,827

Transfers Out
Special Revenue - Vehicle Replacement
Special Revenue - Transportation
Special Revenue - Other
Training Fac Rev Fund
Maint. of Effort Enterprise Funds
General Govermental CIP
Debt Service - MPC & Excise Tax
Total Transfers Out

(2,000,000)
(597,909)
(1,499,604)
(1,242,226)
(4,136,351)
(31,989,631)
(41,465,721)

(2,000,000)
(597,909)
(1,499,604)
(1,242,226)
(5,746,351)
(30,379,631)
(41,465,721)

(3,000,000)
(597,909)
(1,544,592)
(1,174,311)
(3,173,504)
(33,090,364)
(42,580,680)

(2,000,000)
(597,909)
(1,590,930)
(1,230,962)
(6,173,504)
(34,736,163)
(46,329,468)

(2,000,000)
(597,909)
(1,638,658)
(1,714,298)
(6,173,504)
(35,213,777)
(47,338,145)

(2,000,000)
(597,909)
(1,687,817)
(2,128,768)
(5,173,504)
(35,176,356)
(46,764,354)

(2,000,000)
(597,909)
(1,738,452)
(2,179,218)
(5,173,504)
(35,174,435)
(46,863,518)

Total Expenditures & Other Financing Sources/Uses

(222,150,567) (222,387,767)

(230,376,936) (240,633,712) (245,970,314) (250,692,122) (254,998,225)

Total Surplus/(Deficit) Before Contingency

2,121,744

3,627,750

2,612,337

1,621,145

1,790,293

1,054,900

814,774

Contingency

(2,000,000)

(1,762,800)

(2,000,000)

(2,000,000)

(3,000,000)

(3,000,000)

(3,000,000)

Total Surplus/(Deficit) After Contingency

121,744

1,864,950

612,337

(378,855)

(1,209,707)

(1,945,100)

(2,185,226)

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

45,474,000
45,595,744

45,474,000
47,338,950

47,338,950
47,951,287

47,951,287
47,572,432

47,572,432
46,362,724

46,362,724
44,417,624

44,417,624
42,232,398

Beginning Fund Balance - Without Contingency
Ending Fund Balance - Without Contingency

45,474,000
47,595,744

45,474,000
49,101,750

49,101,750
51,714,087

51,714,087
53,335,232

53,335,232
55,125,524

55,125,524
56,180,424

56,180,424
56,995,198

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_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Other Major Funds
Five-year forecasts for the other major funds were also presented to the City Council on
December 11, 2018, and used as a basis to set the FY19-20 budget for the respective funds.
The five-year forecasts include the following funds: Highway User Revenue Fund (HURF),
Transportation Sales Tax, Police and Fire Sales Tax Special Revenue Funds; and the Solid
Waste, Landfill and Water & Wastewater Enterprise Funds. These forecasts were prepared
using the same tools and methods described in detail in the preceding General Fund five-year
forecast section. Therefore, this section will only include a brief overview of each major fund
with the five-year forecast pictured in the same format as was used in the preceding General
Fund section.

Highway User Revenue Fund (HURF)
These funds are used to track HURF monies that the State of Arizona distributes to cities, towns
and counties. This revenue source is commonly referred to as the gasoline tax, although there
are several additional transportation-related fees that comprise this revenue, including a portion
of vehicle license taxes. Overall, much of this revenue source is based on the volume of fuel
sold rather than the price of fuel. When fuel prices are lower, HURF revenues tend to grow as
consumers use more fuel. There is a State constitutional restriction on the use of HURF
revenues. They must be used solely for street and highway purposes such as maintenance,
repair, reconstruction, and roadside development. In Glendale, the fund supports street
maintenance, traffic signs and signals, street lighting, and other street-related activities. The
anticipated rate of revenue growth is estimated at approximately 1% annually. Revenue
estimates are provided by the League of Arizona Cities and Towns each March. Substantial
expenditures forecasted over the next five years include major street improvements totaling
$21.1 million.
Highway User Revenue Funds - Five-Year Financial Forecast
FY19-20 Through FY23-24 with FY18-19 Comparative Data
FY18-19

Forecast

Budget

Rev. Est

FY19-20

FY20-21

FY21-22

FY22-23

FY23-24

Revenue & Other Financing Sources
HURF Revenue
Other Revenue

15,767,655
-

15,767,655
-

15,925,332
-

16,084,585
-

16,245,431
-

16,407,885
-

16,571,964
-

Total Revenue & Other Financing Sources

15,767,655

15,767,655

15,925,332

16,084,585

16,245,431

16,407,885

16,571,964

Expenditures & Other Financing Uses
Wages and Salaries
Overtime
Benefits
Supplies and Contracts
Utilities
Savings from LED Conversion
Vehicle Maintenance & Fuel
Technology, Risk Mgt., Workers' Comp.
Capital Outlay

(3,015,475)
(72,640)
(1,109,411)
(2,572,284)
(2,429,961)
(383,929)
(935,113)
(13,749,522)

(3,015,475)
(72,640)
(1,109,411)
(2,572,284)
(2,429,961)
(383,929)
(935,113)
(8,458,130)

(3,090,862)
(74,093)
(1,153,787)
(2,623,730)
(2,478,560)
500,000
(391,608)
(1,178,866)
(4,495,373)

(3,168,133)
(75,575)
(1,199,939)
(2,676,204)
(2,528,131)
500,000
(399,440)
(1,427,496)
(3,626,523)

(3,247,337)
(77,086)
(1,247,936)
(2,729,728)
(2,578,694)
500,000
(407,429)
(1,681,096)
(3,626,523)

(3,328,520)
(78,628)
(1,297,854)
(2,784,323)
(2,630,268)
500,000
(415,577)
(1,939,770)
(3,710,175)

(3,411,733)
(80,594)
(1,330,300)
(2,853,931)
(2,696,025)
500,000
(425,967)
(1,978,566)
(5,690,861)

Total Expenditures & Other Financing Uses

(24,268,335) (18,976,943)

Total Income (Loss)

(8,500,680)

Contingency

(720,000)

(3,209,288)
-

(14,986,879) (14,601,441) (15,095,830) (15,685,115) (17,967,976)
938,453

1,483,144

1,149,601

722,770

-

(500,000)

(500,000)

(500,000)

(1,396,012)
(500,000)

Total Income/(Loss) w/ Contingency

(9,220,680)

(3,209,288)

938,453

983,144

649,601

222,770

(1,896,012)

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

9,659,322
438,642

9,659,322
6,450,034

6,450,034
7,388,487

7,388,487
8,371,631

8,371,631
9,021,232

9,021,232
9,244,002

9,244,002
7,347,990

FB Policy 15% of Op Revenue

$ 2,388,800 $ 2,412,688 $ 2,436,815 $ 2,461,183 $ 2,485,795

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Fiscal Year 2019-2020
Five-Year Financial Forecast

Transportation Sales Tax
The Transportation Sales Tax Funds
support transportation services in
Glendale. The fund is primarily
supported by designated sales tax
revenue received from Proposition 402
(0.5%). In 2001 Glendale voters
approved a one-half cent adjustment to
the City sales tax rate to fund a
comprehensive package of
transportation projects including
expansion of public transit service,
intersection improvements to reduce
congestion, and other street-related
services. Transportation sales tax
revenues are expected to grow at the
same pace as the General Fund sales tax
increases over the five-year forecast period
(approximately 2.7% annually). Capital projects for the five-year period total $29.7 million. Debt
service obligations of approximately $7 million annually have been incorporated into the fiveyear forecast as well as nominal inflation for operational expenses.
Transportation Sales Tax Fund - Five-Year Financial Forecast
FY19-20 Through FY23-24 with FY18-19 Comparative Data
FY 18-19

Forecast

Budget

Rev. Est.

FY19-20

FY20-21

FY21-22

FY22-23

FY23-24

27,097,175
124,000
200,000
-

29,143,214
124,000
200,000
-

30,163,227
124,000
160,000
-

31,143,532
124,000
140,000
-

31,922,120
124,000
140,000
-

32,560,562
124,000
140,000
-

33,211,773
124,000
140,000
-

27,421,175

29,467,214

30,447,227

31,407,532

32,186,120

32,824,562

33,475,773

Wages and Salaries
Overtime
Benefits
Supplies and Contracts
Utilities
Vehicle Maintenance & Fuel
Technology, Risk Mgt., Workers' Comp.
Capital Outlay
Debt Service - Principal and Interest

(3,161,028)
(53,040)
(1,192,042)
(6,424,625)
(299,500)
(532,692)
(1,653,742)
(15,759,520)
(7,150,000)

(3,161,028)
(53,040)
(1,192,042)
(6,424,625)
(299,500)
(532,692)
(1,653,742)
(16,567,124)
(7,033,761)

(3,240,054)
(54,101)
(1,239,724)
(6,553,118)
(305,490)
(543,346)
(1,729,655)
(5,583,811)
(7,033,044)

(3,321,055)
(55,183)
(1,289,313)
(6,684,180)
(311,600)
(554,213)
(1,764,248)
(3,290,732)
(6,699,576)

(3,404,081)
(56,286)
(1,340,885)
(6,817,863)
(317,832)
(565,297)
(1,799,533)
(4,815,621)
(6,699,183)

(3,489,183)
(57,412)
(1,394,521)
(6,954,221)
(324,188)
(576,603)
(1,835,524)
(4,460,933)
(6,694,040)

(3,576,413)
(58,560)
(1,450,301)
(7,093,305)
(330,672)
(588,135)
(1,872,234)
(11,510,202)
(6,698,897)
(33,178,720)

Revenue & Other Financing Sources
City Sales Tax
Transit Revenue
Interest
Transfers In
Total Revenue & Other Financing Sources

Expenditures & Other Financing Uses

Total Expenditures & Other Financing Uses

(36,226,189)

(36,226,189)

(26,282,341)

(23,970,099)

(25,816,582)

(25,786,625)

Total Income (Loss)

(8,805,014)

(6,758,975)

4,164,886

7,437,433

6,369,538

7,037,937

297,053

Contingency

(2,100,000)

(2,100,000)

(2,100,000)

(2,100,000)

(2,100,000)

Total Income/(Loss) w/ Contingency

(10,905,014)

(6,758,975)

4,164,886

5,337,433

4,269,538

4,937,937

(1,802,947)

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

45,942,648
35,037,634

45,942,648
35,037,634

35,037,634
39,202,520

39,202,520
44,539,953

44,539,953
48,809,491

48,809,491
53,747,428

53,747,428
51,944,481

FB Policy 10% of Op Revenue

-

-

$ 3,044,723 $ 3,140,753 $ 3,218,612 $ 3,282,456 $ 3,347,577

__________________________________________________________________________________
42

ANNUAL BUDGET
FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Public Safety Sales Tax (Police & Fire)
In 1994, Glendale voters passed a citizens’
initiative that increased the local sales tax rate
by 0.1% to enhance police and fire personnel
and related equipment. In September 2007,
Glendale voters passed a separate initiative
that increased the local sales tax rate by
another 0.4%, bringing the total public safety
sales tax rate to 0.5%, effective November 1,
2007. Both taxes specified that two-thirds of
the revenue would go to police operations
(Police Special Revenue Fund) and one-third
to fire operations (Fire Special Revenue Fund).
The original tax (0.1%) included all grocery
related food sales but the second tax (0.4%)
excludes all grocery-related food sales. Both
taxes specifically prohibit supplanting existing
General Fund budgets with the Public Safety
Sales Tax revenue. The two funds are presented separately.
Prior to FY14-15, all expenditures related to enhanced public safety services, as defined
through the previous ballot initiatives, were tracked within specific Police and Fire dedicated
sales tax funds. In FY14-15, a new costing methodology was implemented to simplify the
annual budget process and ensure accounting for public safety sales tax related expenditures is
consistent with the initiative. An annual transfer from the Public Safety Sales Tax (PSST) funds
to the general fund now provides direct reimbursement for the cost of the enhanced levels of
service as approved by the voter initiatives.
The Police Special Revenue Fund assumes sales tax revenue growth at the same pace as the
General Fund sales tax increases over the five-year forecast period (approximately 2.7%
annually). Transfer amounts to the General Fund are based on planned fund balance reductions
of $1.3 million in FY19-20, $1 million in FY 20-21, and $770k in FY 21-22.

PSST - Police Sales Tax Fund - Five-Year Financial Forecast
FY19-20 Through FY23-24 with FY18-19 Comparative Data
FY18-19
Budget
Rev Est

FY19-20

FY20-21

Forecast
FY21-22

FY22-23

FY23-24

17,398,712

17,398,712

18,094,660

18,727,973

19,196,172

19,580,095

19,971,697

17,398,712

17,398,712

18,094,660

18,727,973

19,196,172

19,580,095

19,971,697

Revenue & Other Financing Sources
City Sales Tax
Total Revenue & Other Financing Sources

Expenditures & Other Financing Uses
Transfers Out

(18,668,712) (18,668,712)

(19,364,660) (19,727,973) (19,966,172) (19,580,095) (19,971,697)

Total Expenditures & Other Financing Uses

(18,668,712) (18,668,712)

(19,364,660) (19,727,973) (19,966,172) (19,580,095) (19,971,697)

Total Income (Loss)

(1,270,000)

(1,270,000)

Contingency

-

(1,270,000)
-

-

(1,000,000)
-

(770,000)

-

-

-

-

-

Total Income/(Loss) w/ Contingency

(1,270,000)

(1,270,000)

(1,270,000)

(1,000,000)

(770,000)

-

-

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

5,273,208
4,003,208

5,273,208
4,003,208

4,003,208
2,733,208

2,733,208
1,733,208

1,733,208
963,208

963,208
963,208

963,208
963,208

979,005 $

998,585

FB Policy 5% of Op Revenue

$

904,733 $

936,399 $

959,809 $

__________________________________________________________________________________
43

ANNUAL BUDGET
FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

The Fire Special Revenue Fund assumes sales tax revenue growth at the same pace as the
General Fund sales tax increases over the five-year forecast period (approximately 2.7%
annually). Transfer amounts to the General Fund are based on planned fund balance reductions
of $100,000 per year through FY 21-22.

PSST - Fire Sales Tax Fund - Five-Year Financial Forecast
FY19-20 Through FY23-24 with FY18-19 Comparative Data
FY18-19

Forecast

Budget

Revised

FY19-20

FY20-21

FY21-22

FY22-23

FY23-24

8,761,053

8,761,053

9,111,495

9,430,397

9,666,157

9,859,480

10,056,670

8,761,053

8,761,053

9,111,495

9,430,397

9,666,157

9,859,480

10,056,670

Revenue & Other Financing Sources
City Sales Tax
Total Revenue & Other Financing Sources

Expenditures & Other Financing Uses
Transfers Out

(8,861,053)

(8,861,053)

(9,211,495)

(9,530,397)

(9,766,157)

(9,859,480)

(10,056,670)

(8,861,053)

(8,861,053)

(9,211,495)

(9,530,397)

(9,766,157)

(9,859,480)

(10,056,670)

(100,000)

(100,000)

(100,000)

(100,000)

(100,000)

-

-

-

-

-

-

-

-

-

Total Income/(Loss) w/ Contingency

(100,000)

(100,000)

(100,000)

(100,000)

(100,000)

-

-

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

878,016
778,016

878,016
778,016

778,016
678,016

678,016
578,016

578,016
478,016

478,016
478,016

478,016
478,016

455,575 $

471,520 $

483,308 $

492,974 $

502,834

Total Expenditures & Other Financing Uses
Total Income (Loss)

Contingency

FB Policy 5% of Op Revenue

$

__________________________________________________________________________________
44

ANNUAL BUDGET
FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Solid Waste Enterprise Fund
This fund supports refuse collection and disposal services to homes and businesses in the city.
Recent Council-approved rate adjustments provide for a stable financial condition over the fiveyear forecast period. It is important to note that timing of capital outlay projects and actual fund
performance may drive the need for a future rate study within the forecast period. Annual cash
funding of capital purchases, primarily for the replacement of vehicles, have been included
within the planned expenditures for the enterprise fund. Staff will continue to monitor and update
the financial plan for potential changes in capital projects or potential rate adjustments.

Solid Waste Fund - Five-Year Financial Forecast
FY19-20 Through FY23-24 with FY18-19 Comparative Data
FY18-19
Budget
Rev Est

FY19-20

FY20-21

Forecast
FY21-22

FY22-23

FY23-24

3,143,428
697,410
13,733,071
71,041
179,224
3,015
120,719
130,824
18,078,732

3,143,428
697,410
13,733,071
71,041
179,224
3,015
120,719
130,824
18,078,732

3,179,867
736,347
14,783,000
86,315
166,030
3,015
71,039
138,900
19,164,513

3,259,364
754,756
15,226,490
86,315
170,181
3,015
71,039
140,289
19,711,449

3,340,848
773,625
15,683,285
86,315
174,436
3,015
71,039
141,692
20,274,254

3,424,369
792,966
16,153,783
86,315
178,796
3,015
71,039
143,109
20,853,392

3,509,979
812,790
16,315,321
86,315
183,266
3,015
71,039
144,540
21,126,264

(3,564,230)
(568,839)
(1,513,512)
(986,539)
(2,795,015)
(3,429,197)
(2,627,467)
(2,634,266)
(346,289)

(3,564,230)
(568,839)
(1,513,512)
(986,539)
(2,795,015)
(3,429,197)
(2,627,467)
(3,064,946)
(346,289)

(3,653,336)
(568,839)
(1,574,052)
(1,006,270)
(2,850,915)
(3,497,781)
(2,680,016)
(2,524,993)
-

(3,744,669)
(568,839)
(1,637,015)
(1,026,395)
(2,907,934)
(3,567,737)
(2,783,909)
(3,132,455)
-

(3,838,286)
(568,839)
(1,702,495)
(1,046,923)
(2,966,092)
(3,639,091)
(2,839,587)
(3,911,016)
-

(3,934,243)
(568,839)
(1,770,595)
(1,067,862)
(3,025,414)
(3,711,873)
(2,896,379)
(3,624,970)
-

(4,032,599)
(568,839)
(1,841,419)
(1,089,219)
(3,085,922)
(3,786,111)
(2,954,306)
(3,697,469)
-

Revenue & Other Financing Sources
Commercial Sanitation Revenue
Commercial Sanitation Rolloff
Residential Sanitation
Miscellaneous Bin Service
Internal Charges
Interest
Other Revenue
Transfers In
Total Revenue & Other Financing Sources

Expenses & Other Financing Uses
Wages and Salaries
Overtime
Benefits
Supplies and Contracts
Utilities/Landfill
Vehicle Maintenance & Fuel
Technology, Risk Mgt., Workers' Comp.
Capital Outlay
Transfers Out
Total Expenses & Other Financing Uses

(18,465,354) (18,896,034)

(18,356,203) (19,368,952) (20,512,330) (20,600,174) (21,055,884)

Total Income (Loss)

(386,622)

(817,302)

808,311

342,497

(238,075)

253,218

70,380

Contingency

(200,000)

(200,000)

(200,000)

(200,000)

(200,000)

(200,000)

(200,000)

Total Income/(Loss) w/ Contingency

(586,622)

(1,017,302)

608,311

142,497

(438,075)

53,218

(129,620)

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

2,711,778
2,125,156

2,711,778
1,694,476

1,694,476
2,302,787

2,302,787
2,445,284

2,445,284
2,007,208

2,007,208
2,060,426

2,060,426
1,930,807

FB Policy 10% of Op Revenue

$ 1,902,561 $ 1,957,116 $ 2,013,256 $ 2,071,028 $ 2,098,172

__________________________________________________________________________________
45

ANNUAL BUDGET
FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Landfill Enterprise Fund
This fund supports the activities at the Glendale Landfill including waste disposal, recycling and
the materials recovery facility. Over the five-year forecast period, revenues are expected to
remain stable with currently contracted rate increases. It is important to note that depending on
the timing of capital outlay projects and fund performance, future rate adjustments may be
necessary. It is anticipated that a bond sale may be necessary in FY19-20 to fund the
preparation of the north cell. Staff will continue to monitor the performance of the fund for future
financing options.

Landfill Fund - Five-Year Financial Forecast
FY19-20 Through FY23-24 with FY18-19 Comparative Data
FY18-19
Budget
Rev Est

FY19-20

FY20-21

Forecast
FY21-22

FY22-23

FY23-24

1,596,967
5,960,622
431,000
2,773,327
45,905
215,000
686,826
-

1,596,967
5,960,622
431,000
2,773,327
45,905
215,000
686,826
-

1,000,000
6,297,749
431,000
2,936,246
24,900
147,153
779,117
2,400,000

1,000,000
6,477,716
431,000
3,208,879
11,584
147,153
788,743
-

1,000,000
6,665,228
431,000
3,208,879
147,153
1,155,134
10,900,000

1,000,000
6,854,331
431,000
3,345,196
149,843
1,180,292
3,715,000

1,000,000
6,962,238
431,001
3,345,196
152,534
1,204,921
3,600,000

11,709,647

11,709,647

14,016,165

12,065,075

23,507,394

16,675,663

16,695,890

(2,548,571)
(84,157)
(944,345)
(3,517,666)
(589,940)
(495,474)
(1,529,455)
(6,510,543)
-

(2,548,571)
(84,157)
(944,345)
(3,517,666)
(589,940)
(495,474)
(1,529,455)
(4,213,786)
-

(2,612,285)
(85,840)
(982,119)
(3,591,537)
(601,739)
(505,383)
(1,591,256)
(6,763,711)
-

(2,677,592) (2,744,532)
(87,557)
(89,308)
(1,021,404) (1,062,260)
(3,251,255) (3,319,531)
(613,774)
(626,049)
(515,491)
(525,800)
(1,623,081) (1,655,543)
(2,268,711) (12,000,700)
(65,243)
(69,157)
(144,000)
(140,086)

(2,813,146)
(91,094)
(1,104,750)
(3,389,241)
(638,570)
(536,316)
(1,688,654)
(4,715,000)
(369,618)
(789,937)

(2,883,474)
(92,916)
(1,148,940)
(3,460,415)
(651,342)
(547,043)
(1,722,427)
(4,235,000)
(492,785)
(990,660)

Revenue & Other Financing Sources
Recycling Sales
Tipping Fees
Staff & Adm Chargebacks
Internal Charges
Interest
Other Revenue
Transfers In
Bond Proceeds
Total Revenue & Other Financing Sources

Expenses & Other Financing Uses
Wages and Salaries
Overtime
Benefits
Supplies and Contracts
Utilities
Vehicle Maintenance & Fuel
Technology, Risk Mgt., Workers' Comp.
Capital Outlay
Debt Service - Principal
Debt Service - Interest & Fiscal Agent Fees
Total Expenses & Other Financing Uses

(16,220,151) (13,923,394)

(16,733,870) (12,268,107) (22,232,967) (16,136,326) (16,225,002)

Total Income (Loss)

(4,510,504)

(2,213,747)

(2,717,705)

(203,032)

1,274,427

539,337

470,888

(500,000)

(500,000)

(500,000)

(500,000)

(500,000)

(500,000)

(500,000)

Total Income/(Loss) w/ Contingency

(5,010,504)

(2,713,747)

(3,217,705)

(703,032)

774,427

39,337

(29,112)

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

7,609,595
2,599,091

7,609,595
4,895,848

4,895,848
1,678,143

1,678,143
975,111

975,111
1,749,538

1,749,538
1,788,875

1,788,875
1,759,763

Contingency

FB Policy 15% of Op Revenue

$ 1,625,557 $ 1,691,450 $ 1,717,839 $ 1,767,056 $ 1,783,645

__________________________________________________________________________________
46

ANNUAL BUDGET
FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Water & Wastewater Enterprise Funds
These funds support the delivery of water and wastewater treatment services to Glendale
residents and businesses. Activities are completely self-supported through water sales, sewer
user fees, and other related
charges. The forecast indicates that
without taking one or more
additional financial measures, the
fund balance is projected to fall
below the minimum level
established by Council policy
beginning in FY19-20. In addition,
the debt service coverage ratio (Net
Annual Operating Income/Annual
Debt Service) which is established
in the bond covenants is projected
to fall below the required minimum
during the forecasted period.
Council approved two years of
water and wastewater rate
increases, one beginning in January
2018 and another in January of
2019, to meet the financial
obligations of the water and
wastewater utility.
The forecast incorporates all
estimated operational costs, with
nominal inflation. The expense
category includes all costs related to
personnel services, contractual and
commodities. Also included are the
current debt service obligations,
averaging $24.8 million per year,
not including the additional anticipated
bond financing to support the capital plan
starting in FY19-20. Capital Outlay included in the plan totals $118.4 million for the next five
years, which does not include the expansion of Pyramid Peak Water Treatment Plant which will
be paid for by the City of Peoria. Staff will continue to monitor and update the financial plan for
potential changes in capital projects, bond funding or potential rate adjustments.

__________________________________________________________________________________
47

ANNUAL BUDGET
FINANCIAL GUIDELINES
_________________________________________________________________________________
Fiscal Year 2019-2020
Five-Year Financial Forecast

Water & Wastewater Funds - Five-Year Financial Forecast
FY19-20 Through FY23-24 with FY18-19 Comparative Data
Budget

FY18-19

Rev Est

FY19-20

FY20-21

52,178,234
33,976,000
1,300,000
82,000
400,000
175,000
2,478,000
424,575
91,013,809

52,178,234
33,976,000
1,300,000
82,000
400,000
175,000
2,478,000
5,075,000
424,575
96,088,809

54,410,000
34,550,000
1,700,000
82,000
400,000
110,000
2,778,000
28,000,000
38,898,000
433,013
161,361,013

54,682,050
34,636,375
1,700,000
82,000
200,000
110,000
2,500,200
20,000,000
12,190,000
437,588
126,538,213

Total Expenses & Other Financing Uses

(14,822,253)
(526,482)
(5,834,277)
(21,388,509)
(4,182,000)
(748,000)
(7,348,759)
(55,131,928)
(5,075,000)
(25,462,783)
(140,519,991)

(14,525,808)
(515,952)
(5,717,591)
(20,960,739)
(4,182,000)
(748,000)
(7,348,759)
(57,230,279)
(5,075,000)
(25,462,783)
(141,766,912)

(15,192,809)
(526,482)
(6,067,648)
(21,816,279)
(4,265,640)
(762,960)
(7,494,108)
(47,623,721)
(38,898,000)
(25,080,483)
(167,728,130)

(15,572,630)
(526,482)
(6,310,354)
(22,252,605)
(4,350,953)
(778,219)
(7,471,020)
(33,727,556)
(12,190,000)
(24,408,733)
(2,152,532)
(129,741,083)

Forecast
FY21-22

FY22-23

FY23-24

54,955,460
34,722,966
900,000
82,000
100,000
110,000
2,250,180
445,838
93,566,444

55,230,238
34,809,773
900,000
82,000
100,000
110,000
2,025,162
825,225
94,082,398

55,506,389
34,896,798
900,000
82,000
100,000
110,000
1,822,646
840,788
94,258,620

(15,961,945)
(526,482)
(6,562,768)
(22,697,657)
(4,437,972)
(793,784)
(7,447,471)
(9,423,064)
(24,079,483)
(3,690,055)
(95,620,680)

(16,360,994)
(526,482)
(6,825,279)
(23,151,610)
(4,526,731)
(809,659)
(7,423,450)
(13,825,000)
(25,290,233)
(3,690,055)
(102,429,493)

(16,770,019)
(526,482)
(7,098,290)
(23,614,642)
(4,617,266)
(825,852)
(7,571,919)
(13,825,000)
(25,288,108)
(3,690,055)
(103,827,633)

Revenue & Other Financing Sources
Water Revenue
Sewer Revenue
Development Permits/Fees/Impact
Staff & Adm Chargebacks
Interest
Rental Income
Miscellaneous
Bond Proceeds
Reimb. outside sources (IGA)
Transfers In M.O.E.
Total Revenue & Other Financing Sources

Expenses & Other Financing Uses
Wages and Salaries
Overtime
Benefits
Supplies and Contracts
Utilities
Vehicle Maintenance & Fuel
Vehicles, Technology, Risk Mgt., Workers' Comp.
Capital Outlay
Pyramid Peak- Peoria Reimb.(IGA)
Debt Service
Debt Service on New Bonds
Total Income (Loss)

(49,506,182)

(45,678,103)

(6,367,117)

(3,202,870)

(2,054,236)

(8,347,095)

(9,569,013)

Contingency

(2,200,000)

(1,200,000)

(2,400,000)

(2,400,000)

(2,000,000)

(2,000,000)

(2,000,000)

Total Income/(Loss) w/ Contingency

(51,706,182)

(46,878,103)

(8,767,117)

(5,602,870)

(4,054,236)

(10,347,095)

(11,569,013)

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

79,173,575
27,467,393

79,173,575
32,295,472

32,295,472
23,528,355

23,528,355
17,925,485

17,925,485
13,871,249

13,871,249
3,524,154

3,524,154
(8,044,859)

Beginning Fund Balance - Without Contingency
Ending Fund Balance - Without Contingency

79,173,575
29,667,393

79,173,575
33,495,472

33,495,472
27,128,355

27,128,355
23,925,485

23,925,485
21,871,249

21,871,249
13,524,154

13,524,154
3,955,141

28,062,963 $

28,631,131 $

29,214,039 $

29,812,103 $

30,512,235

FB Policy 50% of Op Budget

$

Conclusion
Long-range forecasting and modeling are powerful management and decision-making tools.
The City Council’s ability to make sound financial decisions and provide guidance on long-range
planning are key factors in ensuring the City’s fiscal health.
The current Five-Year Financial Forecast highlights the need to exercise fiscal discretion and
restraint, examine carefully any projects that entail ongoing expenses, practice prudent fiscal
management, and remain conservative in our financial and strategic planning.

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FINANCIAL POLICIES
Overview
A key component of the FY19-20 budget is the adoption of the Council’s financial policies. This
budget document includes the Council’s amended financial policies to be considered for
approval as part of the in the FY19-20 budget adoption process.
Council’s financial policies serve as the foundation for establishing a strong, sustainable
financial plan. The policies provide broad policy guidance related to Fiscal Planning and
Budgeting, Cash and Budget Appropriation Transfers, Expenditure Control, Capital Asset
and Debt Management, and Fund Reserves and Structure.
These five key financial policy areas are discussed on the following pages. For the purpose of
these policies, a department is defined as a separate departmental unit presented in the City’s
most recent organizational chart. A fund is defined as a balanced set of accounts which appears
as a column for reporting purposes in either the “Basic Financial Statements” or the “Combining
Financial Statements” section of the City’s Comprehensive Annual Financial Report (CAFR).

Fiscal Planning and Budgeting
Fiscal planning is the process of identifying resources and allocating them among numerous
and complex competing purposes. The primary vehicle for this planning is the preparation,
monitoring and analysis of the budget. It is essential to incorporate a long‐term perspective and
to monitor the performance of the programs that are competing to receive funding.
The City Manager will submit to the Council a proposed annual budget, based on Council’s
established goals, and will execute the budget as finally adopted, pursuant to Title 42, Chapter
17, Article 3, Section 17105 of the Arizona Revised Statutes, as amended.
1. Revenue and expenditure forecasts will be prepared annually and will include a Five-Year
Forecast for each major operating fund (General Fund, Enterprise Funds, and certain
Special Revenue Funds). These Five-Year Forecasts will be prepared at the beginning of
the operating budget process and 1) provide a long-term view of current year budget
decisions affecting the City; and, 2) provide an estimate of the fund balance and sensitivity
to revenue and expenditures changes over the forecast period.
a. The budget will be balanced, by fund, when all projected ongoing revenue sources
exceed all ongoing expenses proposed for the current fiscal year and for the upcoming
fiscal year. Use of the unassigned fund balance will occur only as authorized by Council
and to address one‐time costs, not ongoing costs or planned utilization of fund balance.
b. Revenues will not be dedicated for specific purposes unless approved by Council or
required by law. All non‐restricted revenues will be deposited in the General Fund and
appropriated through the annual budget process.

2. To ensure ongoing General Fund stability, the primary property tax levy will be evaluated
each year to determine where it should be set.

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3. Any proposed new service or program initiative will be developed to reflect current Council
policy directives and shall be considered in the context of balancing ongoing anticipated
revenues against ongoing anticipated expenses. Proposals will follow all related Council
Financial Policies.

4. To ensure compliance with existing policy, all grant programs and any programs
supplemented by outside funding will include a sunset provision consistent with the
projected end of funding. Personnel paid with these funds will be considered temporary with
no certainty of continued employment beyond the life of the funding unless otherwise
approved by Council. Equipment and technology purchases with these kinds of funds are
subject to the policies for the replacement funds.
5. The City Manager’s recommended budget presented to Council will contain, at a minimum,
the following elements:
a. Revenue projections by major category, by fund;
b. Expenditure projections by program levels and major expenditure category, by fund,
including support provided to or received from other funds;
c. Debt service principal and interest amounts;
d. Proposed inter-fund transfers;
e. Projected fund balance by fund;
f. Proposed personnel staffing levels;
g. Detailed schedule of capital projects;
h. Any additional information, data, or analysis requested by Council.
6. The operating budget will be based on the principle that current ongoing operating
expenditures, including debt service and support for other funds, will be funded with current
ongoing revenues. The enterprise funds (water/sewer, solid waste and landfill) and the
transportation sales tax fund will pay the indirect cost charges for services provided by other
funds. Additional funds may be added upon Council approval.
7. The budget will not use one‐time (non‐recurring) sources to fund continuing (recurring)
expenditures.

8. Addition of personnel will be requested only to meet existing program initiatives and policy
directives after service needs have been thoroughly examined and only if increased net
ongoing revenue is substantiated.
9. The Budget and Finance Department and Human Resources Department will work together
to manage position control. The number of full‐time and regular part‐time employees on the
payroll will not exceed the total number of full‐time equivalent positions that Council
authorizes and adopts with the annual budget.

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10. Benefits and compensation will be administered in accordance with Council policy direction.
a. Total compensation will be evaluated periodically for competitiveness.
b. A cost containment strategy means total costs for health insurance premiums will be
shared between the employer, employees and retirees. Total premiums will be evaluated
on an annual basis to ensure they are reasonable, competitive and expected to address
anticipated claims plus the maintenance of an adequate reserve for the Employee
Benefits Fund. Funding will be based on an annual actuarial report and its 75%
confidence funding level recommendation.
c. A policy will be developed regarding the continuation of retiree health insurance after the
completion of a comprehensive evaluation of the impact of GASB 67 and the
presentation of results to Council.
11. Ideas for improving the efficiency and effectiveness of the City's programs and the
productivity of its employees will be considered during the budget process.
12.

Carryover of unspent appropriation from one fiscal year to the next is not automatic. The
Budget and Finance Department staff will evaluate carryover requests and make
recommendations to the City Manager. Recommended requests will be included in the City
Manager’s budget presented to Council.

13. Salary savings will be retained to the greatest extent possible to build fund balance. Salary
savings may be used for expenses upon the City Manager or their designee’s, approval if
within the same fund/department. Salary savings may be used for expenses between
funds/departments upon Council approval within the last three months of the fiscal year.
14. Total fund appropriation changes must be approved by the Council. These changes must
also comply with the city's Alternative Expenditure Limitation in accordance with Article IX,
Section 20, Constitution of Arizona and A.R.S. § 41‐563 where final budget adoption sets
the maximum allowable appropriation for the upcoming fiscal year.
15.

The replacement of General Fund capital equipment and related support for technology,
vehicles and telephonic equipment [except cell phones] will be accomplished through the
use of a “rental rate structure” that is revised annually as part of the annual budget process.
a. Any equipment purchased with grant funding will be considered for ongoing replacement
and ongoing replacement premium funding only if specifically authorized by the City
Manager and noted in the budget submittal.
b. The ongoing replacement costs for new technology and new vehicle purchases will be
incorporated into the upcoming fiscal year’s rental rate structure regardless of whether
they are initially purchased through a lease or pay‐as‐you‐go funding.
c. Replacements will be based on equipment lifecycle analyses by the Public Works
Department for City vehicles, or the Budget and Finance Department for technology and
telephonic systems.

16.

The City Council supports economic development objectives that support the creation
and retention of quality jobs (25% greater than the median average wage in Maricopa
County), add revenue, and enhance the quality of life in Glendale. City Council will consider

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incentives when the circumstances of the economic development opportunity warrant them
necessary and appropriate for the opportunity and in the best interest of the City.

Cash and Budget Appropriation Transfers
1. Purpose & Restrictions
The following policy is established to implement an effective and efficient process by which
the adopted City budget may be amended.
Throughout the course of the fiscal year, amendments to the budget are necessary to
address new issues, increased prices, changes in scope of existing projects, and
unforeseen issues affecting City operations. This policy applies to all cash and budget
appropriation transfers initiated by the Mayor and City Council, the City Manager's Office,
and/or departments. The City's Budget and Finance Department will process budget
amendments in the financial management system, following appropriate authorization by the
Mayor and City Council, the City Manager, and a Department Director.
For non-departmental operations, it may be necessary to transfer certain unanticipated
amounts during the course of a fiscal year for unforeseen expenditures. These contingency
appropriation transfers are not specific to any particular department and are established
each fiscal year to cover unforeseen operation expenses, revenue shortages, or capital
project acceleration as approved by Council. These funds can only be directed by Council
during the fiscal year. Similar to contingency, the Council approves appropriations for
Miscellaneous Grants which are not specific to any particular department and are
established to cover unanticipated grants received during the fiscal year. The policy
covering these types of transfers is covered in the Contingency & Miscellaneous Grant
Appropriation Transfers section below.
Article VI, Section 11 of the City Charter establishes the legal restriction for budget
appropriation transfers and reads as follows:
The city manager may at any time transfer any unencumbered appropriation
balance or portion thereof between general classifications of expenditures within
an office, department or agency. At the request of the city manager and within
the last three months of the fiscal year, the council may by ordinance transfer any
unencumbered appropriation balance or portion thereof from one office,
department or agency to another.
2. Policy
Based on the purpose and restrictions surrounding cash and budget transfers, the following
policy sets forth the restrictions surrounding cash and budgetary appropriation transfers.
a. Cash Transfers - Cash transfers between funds can only be authorized by Council in the
last three months of the fiscal year.
b. Cash & Appropriation Transfers Between Funds - Cash and associated budget
appropriation transfers between funds can only be authorized by Council in the last three
months of the fiscal year.

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c. Appropriation Transfers
i. Between Funds - Budget appropriation transfers between funds can only be
authorized by Council approval in the last three months of the fiscal year.
ii. Between Departments - Budget appropriation transfers between departments can
only be authorized by Council approval in the last three months of the fiscal year.
iii. Within the Same Fund, Within the Same Department - Budget appropriation transfers
within the same fund and within the same department can be authorized by City
Manager approval throughout the fiscal year.
iv.

Between Capital/Improvement Projects
(1) Between Departments - Capital improvement project budget appropriation
transfers for projects managed between departments can be only authorized by
Council approval in the last three months of the fiscal year.
(2) Within Departments - Capital improvement project budget appropriation
transfers within the same department, and the same fund, can be authorized by
City Manager approval throughout the fiscal year.

d. Restricted Fund Transfers - Cash and/or appropriation transfers into, and out of,
restricted funds can only be authorized by Council approval. Only transfers within the
intent of the restricted funds will be approved by Council. For restricted fund transfers,
the Council shall be provided with
i. justification that such transfers are consistent with restricted fund purposes,
ii. assurance that the transfer has been legally reviewed by the City Attorney, and
iii. assurance that the transfer meets the restrictions set out in this transfer policy.
e. Contingency & Miscellaneous Grant Appropriation Transfers - These types of transfers
are not specific to any particular department:
i. Contingency - Contingency budget appropriation transfers can be authorized by
Council throughout the fiscal year.
ii. Miscellaneous Grants - Miscellaneous Grant appropriation transfers can be
authorized by the City Manager throughout the fiscal year.
f.

Approval of Expenditures in Excess of Budget Appropriations - There may be
emergency situations where a transfer is required before it is possible to obtain formal
Council approval. In such cases, the Budget and Finance Department will advise the
City Manager of the emergency condition and request approval. Upon approval, the
Budget and Finance Department will seek Council ratification at the first possible Council
meeting.

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Cash and/or Appropriation Transfers Between Funds

•Authorization Level - Council

Appropriation Transfers Between Funds/Same and/or •Authorization Level - Council
Different Departments
Appropriation Transfers Between Capital Improvement •Authorization Level - Council
Projects/Different Departments
Contingency Appropriation

•Authorization Level - Council

Appropriation Transfers Between Same Fund/Same
Department

•Authorization Level - City Manager

Miscellaneous Grants

•Authorization Level - City Manager

Appropriation Transfers Between Capital Improvement •Authorization Level - City Manager
Projects/Same Department

Expenditure Control
Management will ensure compliance with the City Council adopted budget.
1. Expenditures will be controlled by an annual appropriated budget. Council will establish
appropriations through the budget process. Council may transfer these appropriations as
necessary through the budget amendment process as previously described.
2. The purchasing system will provide commodities and services in a timely manner to avoid
interruptions in the delivery of services. All purchases will be made in accordance with the
procurement code, purchasing policies, guidelines and procedures and applicable state and
federal laws. The city may join various cooperative purchasing agreements to obtain
supplies, equipment and services at the best value.
3. A system of internal controls and procedures using best practices will be maintained for the
procurement and payment processes.
4. The State of Arizona sets a limit on the expenditures of local jurisdictions. Compliance with
these expenditure limitations is required. The city will submit an audited expenditure
limitation report as defined by the Uniform Expenditure Reporting System (A.R.S. Section
41‐1279.07) along with audited financial statements to the State Auditor General within the
required timeframe.

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Capital Asset and Debt Management
Long term debt is used to finance capital projects with long useful lives. Financing capital
projects with debt provides for an “intergenerational equity” because the actual users of the
capital asset pay for its cost over time, rather than one group of users paying in advance for the
costs of the asset.
The City will not give or loan
its credit in aid of, nor make
any donation, grant, or
payment of any public funds,
by subsidy or otherwise, to
any individual, association,
or corporation, except where
there is a clearly identified
public purpose and the city
either receives direct
consideration substantially
equal to its expenditure or
provides direct assistance to
those in need. Long-term
debt will not be used to fund
current operations or smaller
projects that can be financed
from current revenues or
resources.
1. A 10-year Capital Improvement Plan (CIP) will be updated annually as part of the budget
process. It will include projected life cycle costing. Only the first year of the plan will be
appropriated. The remainder will be projections to be addressed in subsequent years.
a. Life cycle costing is a method of calculating the total cost of a physical asset throughout
its life. It is concerned with all costs of ownership and takes into account all of the costs
incurred by an asset from its acquisition to its disposal, including design, installation,
operating, and maintenance costs.
2. The 10-year CIP will address capital needs in the following order:
a. to improve existing assets;
b. to replace existing assets;
c. to construct new assets.
3. All projects will be evaluated annually by a multi-departmental team regarding
a.
b.
c.
d.
e.

accuracy of the projected costs;
consistency with the General Plan and Council policy goals;
long-range master plans;
ability to finance initial capital costs;
ability to finance life cycle costs;

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f.

ability to cover the associated additional ongoing operating costs.

4. All projects funded with general obligation bonds will be undertaken only with voter approval
as required through a bond election.
a. General Obligation debt is supported by secondary property tax revenues. The
secondary property tax revenues assessed are based upon the ability to finance the
City’s debt service obligations and the rate is dependent upon the revenue requirements
and the assessed valuation of taxable property. At a minimum, the general obligation
debt service fund balance will be at least 10% of the next fiscal year's property tax
supported debt service.
5. Non-voter approved debt supported by General Fund revenues such as Municipal Property
Corporation (MPC) bonds, excise tax bonds, and lease obligations will be used only when a
dedicated ongoing revenue source is identified to pay the associated debt service
obligations. This type of debt service will not exceed 10% of the 5-year average of the
General Fund’s operating revenue available to support the debt service obligations.

a. For FY19-20, debt service is 14.6% of the General Fund operating revenue as defined
above.
6. For non-voter approved debt, the following considerations will be made prior to the pledging
of projected revenues for the ongoing payment of associated ongoing debt service
obligations:
a. The project requires ongoing revenue not available from other sources.
b. Matching monies are available that may be lost if not applied for in a timely manner.
c. Catastrophic conditions.
7. Short-term borrowing or lease/purchase contracts should be considered for financing major
operating capital equipment only when:
a. The repayment term does not exceed the expected useful life of the equipment to be
purchased;
b. An ongoing revenue source is identified to pay the annual debt service; and
c. The Budget and Finance Director, along with the city's financial advisors, determine that
this is in the city's best financial interest.
8. These policies are in addition to the policies incorporated in the Debt Management Plan.

Fund Reserves and Structure
Fund balance is an important indicator of the City’s financial position. Adequate fund balances
are maintained to allow the City to continue to providing services to the community in case of
economic downturns and/or unexpected emergencies or requirements. To ensure the
continuance of sound financial management of public resources, committed, assigned, or
unassigned General Fund, fund balance will be maintained to provide resources to address
emergencies, sudden loss of revenue, or unexpected downturns in the economy. Use of fund
balances will be limited to address unanticipated, non-recurring needs and planned future one-

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time or non-recurring obligations. Unassigned balances may, however, be used to allow time to
restructure operations and must be approved by the City Council.
1. The minimum fund balance in the General Fund, which is defined as the unassigned
amount, shall total 25% of the total annual ongoing revenues.
a. Inclusive in the 25% General Fund unassigned fund balance, a Budget Stabilization
Reserve will be maintained at 10% of the General Fund operating revenues to be used
in the event of unexpected revenue shortfalls if needed, and to be adjusted at year end.
b. Inclusive in the 25% General Fund unassigned fund balance, an Operating Reserve
(established in FY14-15) for amounts over the General Fund Budget Stabilization
Reserve and which will increase incrementally each year until it reaches at least 15% of
the General Fund operating revenues by FY19-20. Any usage of this reserve must be
approved by the majority of the City Council, and the City shall strive to replenish the
Operating Reserve the following fiscal year. Examples of potential usage would be to
provide funding to deal with fluctuations in fiscal cycles and Council approved operating
requirements.
2. For the Water and Sewer Enterprise Fund:
a. the target for Working Capital will be 50% of operating expenses;
b. the Senior Lien Debt Service Coverage Ratio target will be 1.85; and,
c. the target for Days Cash on Hand will be 250 days.
3. For the Solid Waste Enterprise Fund, working capital will be maintained at 10% of operating
revenues.
4. For the Landfill Enterprise Fund, working capital will be maintained at 15% of operating
revenues.
5. For the other major governmental operating funds, the total minimum unassigned fund
balance shall be as follows:
a. PSST: 5% of operating revenue
b. HURF: 15% of operating revenue
c. Others: 10% of operating revenue
6. If a situation arises where fund balance at the end of the current fiscal year is less than the
Council approved fund balance level, the deficiency should be replenished in the coming
fiscal years, not to exceed a total of five consecutive years.
7. The City Manager may establish additional assigned fund balance reserves for certain
anticipated obligations or other purposes.
8. Any balance in excess of the fund balance reserves may be used to support one-time
expenditures. Council approval is required to use these funds to supplement "pay as you go”
capital outlay, one-time operating expenditures, or to prepay existing debt.
9. The fund balance for the various Trust Funds will be based on annual actuarial reports and
the target funding level must be at the 75% confidence funding level.

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10.

Separate fund balance operating reserves may be required by bond issuance
documents for those funds with outstanding bonded debt. These requirements will not be
viewed as additional fund balance needs unless they are greater than those established by
these goals.

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Budget Summaries

BUDGET SUMMARIES

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BUDGET SUMMARY
The annual budget for the City of Glendale is divided into four major components that include all
appropriations for the City and are explained below. The total budget, including all four
components, is $736 million for Fiscal Year 2019-2020 (FY19-20). This represents a 6.8%
increase over the prior year total budget of $689 million. Significant budget changes include:
increased operating expenses (5%), a decrease in debt service requirements (5%), and an
increase in overall capital spending (22%). The details of these pertinent changes in budget
appropriation are discuss in the following section.
•
•
•

•

The operating budget finances the day-to-day provisions of City services and totals
$430 million.
The capital improvement budget funds the construction of City facilities, such as
police/fire stations, libraries, roads, public amenities and other infrastructure
throughout the city. This year, the capital improvement budget totals $181 million.
The debt service budget is used to repay money borrowed by the City, primarily for
capital improvements, and totals $86.9 million.
The final component of the budget is the contingency appropriation at $38.1 million.
This appropriation is made up of fund reserves and is available to cover emergency
expenses, revenue shortages, or capital project acceleration which may arise during
the fiscal year.

As the pie chart below illustrates, the operating (58%) and capital (25%) appropriations are the
largest components of the FY19-20 budget and account for 83% of the total appropriations.
Both are discussed on the following pages.

The following chart outlines the financial plan for FY19-20. The City’s total sources are
estimated at $749.8 million and total uses are projected at $854.4 million (including inter-fund
transfers). A summary of the City’s major revenues and expenditures, including other financing
sources and uses, provides an overview of the total resources budgeted by the organization.
This summary is located in the Schedules section of this book and is titled Schedule One.

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As shown in the table below, fund balance drawdowns are planned for some capital-intensive
funds. This is a result of large project carryover in the Special Revenue Fund (Transportation),
Capital Projects Fund (Streets and Transportation), Enterprise Funds (Water and Sewer,
Landfill and Solid Waste). The Internal Service Funds also have planned reductions for one-time
projects.

Financial Plan Summary
Estimated
Balance
Total
7/1/2019
Sources
Fund Type
Total Uses
General*
46.1
267.5
267.7
Special Revenue
52.4
107.9
111.7
Debt Service
6.5
60.8
61.8
Capital Projects
44.3
19.3
63.6
Enterprise
75.0
235.6
279.3
Internal Svcs/Other**
22.7
58.8
70.4
Total
247.0
749.8
854.4
*General Fund Includes Vehicle Replacement Fund
**Other includes Permanent Funds

Estimated
Balance
6/30/2020
45.9
48.7
5.5
0.0
31.3
11.1
142.5

Operating Budget
The development of Glendale’s FY19-20 budget was an open process designed to reflect the
needs and desires of the community. Throughout the year, the Mayor, Council and City staff
obtained input from the community through neighborhood meetings, citizen boards and
commissions, and other contacts with individuals and groups. In addition, citizen feedback about
the proposed FY19-20
budget was sought at the
public hearing on June
11, 2019.
In December 2018, staff
presented the City’s FiveYear Financial Forecast.
The forecast allows
various budget scenarios
to be tested for their
effect on the City’s
financial condition on a
long-range basis. At the
same time, the City’s CIP
Management Team
began the process of
updating the Ten-Year
Capital Improvement Plan.
The Council reviewed the City Manager’s proposed balanced budget at the workshop sessions
beginning in February, and concluding in April 2019, where pertinent issues surrounding the
upcoming fiscal year operating, capital and debt service budgets were discussed. The draft

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budget, as revised by Council, became the tentative FY19-20 budget. It was published and
made available for further public review prior to the public hearing and formal adoption of the
final budget on June 11, 2019. See the Budget Calendar for more details about the timing of
various steps in the budget development and adoption process.

Capital Improvement Plan Budget
The City updates the TenYear Capital Improvement
Plan (CIP) annually. The
total plan for FY 2020-2029
totals $1.1 Billion. The first
year of the plan is the only
year appropriated by
Council. For FY19-20, $181
million in capital investments
is planned. This includes
$52.3 million in prior year
unspent carryover funds. A
summary of funding by type
is illustrated in the CIP
Projects by Funding Source
graph. The remaining nine
years are for planning
purposes and funding is not guaranteed to occur in the year planned.
The final decision to fund a project is made by
the Council. Projects include renovations to
City buildings, street improvements including
pavement preservation, police/fire department
communications enhancements and upgrades
to water treatment and wastewater collection
facilities.
The CIP Management Team includes staff
from the Engineering, Transportation, Field
Operations, Water Services and Budget and
Finance departments. This team reviewed all
CIP projects for their construction costs and
their projected impact on the operating budget.
Projects with high operating costs are analyzed
along with the Five-Year Forecast and may be
deferred to ensure the City can absorb the
operating impacts once the facility opens.
Refer to the Capital Improvement Plan section
for more detailed information regarding the
projects included in these categories, as well as the funding sources available for each.

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Amending the Budget
Once the Council adopts the annual budget, total expenditures cannot exceed the final
appropriation of $736 million for FY19-20. However, with Council’s formal approval, the City can
adjust the total appropriations within the funds provided that the budget does not exceed final
appropriation for the fiscal year. This means that if one fund’s total appropriation is increased,
appropriations from another fund or funds must be reduced by an equal amount. Council could
also choose to amend the budget to a figure lower than the final appropriation for the fiscal year.
Throughout the course of the fiscal year, amendments to the budget are necessary to address
new issues, increased prices, changes in scope of existing projects, and unforeseen issues
affecting City operations. All budget transfers follow the City’s budget transfer policy, which is
referenced in the Budget Summary section on Page 52.
During the last three months of the fiscal year, Council may approve the transfer of
unencumbered appropriation among funds and departments. The Budget and Finance
Department processes all budget amendments in the financial management system, following
appropriate authorization by the Mayor and Council, the City Manager or designee.

Fund Descriptions
The City of Glendale uses fund accounting to track revenues and expenditures. Some funds,
such as the Streets Fund, are required by state legislation. Other funds were adopted by the
City to track and document revenues and expenditures related to specific operations. The City
has seven main categories of funds: general, special revenue, debt service, permanent, capital
projects, enterprise and internal service. These categories are used to track the activity of over
100 separate funds. For example, enterprise funds are expected to be self-supporting through
revenue for the services provided. For these funds, the City charges a fee for a specific service,
such as sanitation collection, just like any other business would do. A brief description of some
of the more significant funds within each fund category is provided on the pages that follow.

General Fund Group
General (Fund 1000): The General Fund includes all sources of revenue the City receives that
are not designated for a specific purpose. General Fund revenue may be used by the Council
for any legal public purpose.
Vehicle Replacement (Fund 1020): This replacement fund was designed to allow the City to
accumulate the money needed to replace, at regular intervals, the City’s fleet of cars, trucks and
other rolling stock. A transfer from the General Fund into the Vehicle Replacement Fund is done
annually, based on anticipated need and availability of funding. Equipment is purchased
according to the established replacement schedule and fund balance is utilized to make such
purchases.

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Special Revenue Fund Group
Arts Commission (Fund 2110): One percent
(1%) of eligible construction projects funds
included in the City’s Capital Improvement
Program are deposited into the municipal arts
fund. The funds are used to administer the City’s
public art and performing arts program.
Expenditures from the fund are recommended by
the Glendale Arts Commission through its annual
art projects plan and are subject to approval by
the Council.
Court (Fund 2120): The Court Fund revenue is
derived from two primary sources: a security
surcharge paid by persons convicted of traffic or
misdemeanor offenses in City Court; and, time
payment fees charged to persons who choose to
pay their fines in installments. The security
surcharge revenue must be used for security
services and facility improvements at the City
Court. The time payment fee revenue may be
used for activities or costs associated with
collecting fines. These revenues and any
associated expenditures are tracked in this fund.
HURF (Fund 2050): This fund is used to track Highway User Revenue Fund (HURF) monies
that the State of Arizona distributes to cities, towns and counties. This revenue source is
commonly referred to as the gasoline tax although there are several additional transportationrelated fees that comprise this revenue, including a portion of vehicle license taxes. Overall,
much of this revenue source is based on the volume of fuel sold rather than the price of fuel.
There is a State constitutional restriction on the use of HURF revenues; they must be used
solely for street and highway purposes such as maintenance, repair, reconstruction and
roadside development. In Glendale, the fund supports street repair and maintenance, traffic
signs and signals, street lighting and other street-related activities.
Transportation Sales Tax (Fund 2070): The Transportation Sales Tax Fund supports
transportation services in Glendale. The fund is primarily supported by designated sales tax
revenue received from Proposition 402 (0.5%). In 2001, Glendale voters approved a one-half
cent adjustment to the City sales tax rate to fund a comprehensive package of transportation
projects including expansion of public transit service, intersection improvements to reduce
congestion, and other street-related services. One hundred percent of the revenues and
operating expenditures are accounted for in this fund. A separate Transportation Capital
Projects Fund exists to track transportation related capital expenditures that are paid for by the
designated sales tax.
Typically, the City will issue revenue bonds to fund transportation capital projects and deposit
the bond proceeds into the Transportation Construction Fund. Debt service payments are then
funded with the revenues collected in the Transportation Sales Tax Fund. Each year the
Transportation Sales Tax Fund transfers cash into the Transportation Debt Service Fund to

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cover debt payments on bonds backed by the transportation sales tax revenue. Transfers also
can be made from the Transportation Sales Tax Fund to the Transportation Construction Fund
to fund capital project construction on a cash basis.
Police Special Revenue (Fund 2080) and Fire Special Revenue (Fund 2090): In 1994,
Glendale voters passed a citizens’ initiative that increased the local sales tax by 0.1% to add
police and fire personnel and related equipment. In September 2007, Glendale voters passed a
separate initiative that increased the local sales tax by another 0.4%, bringing the total public
safety tax rate to 0.5%, effective November 1, 2007. Both taxes specified that two-thirds of the
revenue would go to police operations and one-third to fire operations.
Starting in FY14-15 all expenses related to “enhanced” public safety services, as defined
through the previous ballot initiatives, are tracked within the Public Safety (Fire and Police)
General Fund operating budgets. A new costing methodology was developed to simplify the
annual budget process and accounting for public safety sales tax-related expenditures. The
basis for the new costing was developed by establishing a baseline service level per capita
calculation at the time of the original initiatives (1994 and 2007) and then updating that
calculation for today’s service level and identifying the “enhanced services” per capita and
applying a standard cost to those services. An annual transfer from the Public Safety Sales Tax
(PSST) funds to the general fund provides direct reimbursement for the enhanced levels of
service costs. This new methodology was developed as a result of an internal audit.
Training Facility Revenue (Fund 2200): All revenues and expenditures associated with the
Glendale Regional Public Safety Training Center are tracked in this fund. The facility was built
with capital contributions from the City of Glendale (74.8%), Maricopa County Community
College District (8.2%),
City of Surprise (6.6%),
City of Peoria (6.5%),
City of Avondale
(3.9%) and the federal
government. The
training center
provides Fire and
Police departments
with the tools required
to train new firefighters
and conduct continuing
education and training
for fire and police
personnel. Facility
management operating
costs are shared
proportionately with the
police and fire partners based upon the initial capital contribution. In addition, direct operating
costs incurred at the facility by the Glendale Police and Fire departments are shared with the
partners of those respective disciplines/departments.

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Airport Special Revenue (Fund 2130): This fund was established to track the operating
revenues and expenses of the Glendale Municipal Airport. The long-range goal for the airport is
to become a self-sustaining
operation, at which time the
Airport Special Revenue
Fund will become an
enterprise fund. The airport
has already attracted more
commercial business traffic
with the development of
Westgate, the Gila River
Arena, State Farm Stadium
and Camelback Ranch
(spring training baseball
facility). The Airport Special
Revenue Fund is projected
to receive a General Fund
transfer of $147,047 to
augment projected revenue
collections of $707,869 in
FY19-20.
Grant Funds: The City created several individual funds to track grants received from various
federal, state and county sources. Individual funds allow the City to comply with the specific
financial and reporting requirements of each grantor agency. Separate funds are used to track
revenues received from the federal government and any associated expenditures with the
HOME Grant (Fund 2010), Neighborhood Stabilization Program (Fund 2020), Neighborhood
Stabilization Program III (Fund 2030), Community Development Block Grant (Fund 2040) and
Emergency Shelter Grant (Fund 2150).
The Community Action Program (Fund 2140) tracks grant funds received from Maricopa
County. A Transportation Grant (Fund 2060) fund is used to track grant activity for projects
covered by the Glendale Onboard transportation program and a fund titled Airport Capital
Grants (Fund 2190) is used for any grant-related project involving the city airport.
Most other grants are tracked through the Other State and Local Grants Fund (Fund 2160).
These grant funds come in on a reimbursement basis, so these funds typically do not carry a
fund balance from year to year unless a specified grant award is expended over multiple fiscal
years.
RICO (Fund 2170): Federal anti-racketeering laws permit law enforcement agencies to seize
and sell property and proceeds acquired by individuals as a result of their involvement in certain
types of criminal activities, such as the sale of illegal drugs. The City’s RICO Fund tracks the
revenue generated from such seizures as governed by the Racketeer Influenced and Corrupt
Organizations Act. Expenditures backed by this revenue source must be made for purposes that
improve public safety or crime prevention programs and cannot be used to supplant existing
funding for law enforcement purposes. The Police Department manages all expenditures from
this fund in accordance with federal requirements.
Parks & Recreation Designated (Fund 2180): The Public Facilities, Recreation & Special
Events Department has agreements with several local school districts to cover the maintenance

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of City pools located on school property and jointly owned City/school district parks. The school
districts and the City make payments into the fund to cover major maintenance and restoration
costs. The fund balance is projected to decrease from $200,456 to $144,036 in FY19-20 as a
result of planned expenditures related to designated facilities. This fund also includes a
separate division used to track the costs associated with the maintenance of the Elsie McCarthy
Park in accordance with a generous donation made by a private party and designated for this
purpose only.

Debt Service Fund Group
Bond financing is the primary financing mechanism for long-term capital projects and
infrastructure. The City’s debt management plan is an important tool and addresses debt issues
for this and other financing mechanisms that the City is allowed to use. Outstanding debt, debt
limitations, voter authorization and cash flow projections are reviewed as part of the capital
budgeting process, while the annual debt service payments are incorporated into the debt
service budget. Depending on the need and the type of project being financed, several different
types of bonds are available to the City. Separate funds are used to track payments made on
the City’s outstanding debt obligations. Each type of debt (General Obligation, Revenue Bonds,
Excise Tax and Municipal Property Corporation) is tracked separately. Fund balances fluctuate
according to established debt payment schedules.
The City’s debt policies and long-range debt management plans are described in detail in the
Capital Improvement Plan, Debt Service section of this document and the associated debt
schedules which show the principal and interest payments by year are included in the
Schedules section.
General Obligation (G.O.) Bond Debt (Fund 3010): G.O. bonds require voter authorization
and are backed by the taxing authority of the City. These bonds finance projects that Council
selects as part of the annual budget process. Arizona law limits the amount of G.O. bonds the
City can have outstanding based on the limited property value of both commercial and
residential property located within the City limits. More information about G.O. bonds can be
found in the Capital Improvement Plan section of this document. Secondary property tax
revenue is recorded directly into this fund and used to pay G.O. bond debt.
The FY19-20 secondary property tax rate will decrease from $1.5357 to $1.4441. Council will
continue to perform annual reviews of the property tax rates to ensure future tax rates are set in
accordance with required debt service obligations.
Municipal Property Corp (MPC) Bond Debt (Fund 3030): The MPC is a non-profit corporation
organized under the laws of the State of Arizona to assist the City in the acquisition and
financing of municipal projects and facilities. MPC bonds require Council approval but do not
require voter authorization. These bonds are backed by the City’s excise taxes. The amount of
MPC bonds that can be issued is limited by the City’s ability to repay the bonds. These bonds
often have restrictive covenants requiring a reserve of pledged revenues. More information
about MPC bonds is found in the Capital Improvement Plan section of this document.
Excise Tax Bonds (Fund 3050): Excise Tax bonds require Council approval but do not require
voter authorization. These bonds are backed by the City’s excise taxes. This fund was created
in FY17-18 as a result of bond issue/refinancing. All debt service is paid for through sales taxes
collected in the General Fund and then transferred to this debt service fund.

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HURF Debt Service (Fund 3020) and Transportation Debt Service (Fund 3040): Highway
User Revenue Fund (HURF) or “Street” bonds were used for street projects that are backed by
a pledge of the HURF monies the City receives from the State. Street capital projects financed
with HURF monies require voter authorization. Given the legislative uncertainty regarding how
future HURF revenue will be distributed, these contributions will be monitored closely going
forward. The debt service for this fund was paid off in FY15-16, however due to anticipated
future bond issues the fund will remain active.
The Transportation Debt Service Fund is used for the payment of debt service on revenue
bonds used to finance projects that are backed by the designated city sales tax for
transportation. This type of revenue bond does not require voter authorization.

Capital Projects Fund Group
Construction funds account for financial resources used for the acquisition or construction of
major capital facilities and equipment. They are based on the type of general obligation bonds
and other types of long-term financing the City issues. Considerable detail on planned capital
projects, their potential operating impacts on the General Fund, Enterprise Funds, debt policies
and tax implications are included in the Capital Improvement Plan section of this document. Any
remaining fund balances in the capital construction funds are appropriated to contingency to
cover unanticipated project costs or the unanticipated acceleration of key projects.
Development impact fees have been another source of funds used for constructing major city
infrastructure. These are based on the type of development impact fees the City collects from
developers to address the City’s capital costs associated with accommodating growth. Separate
funds are used to track the collection of fees associated with the construction of libraries, fire
and police facilities, parks, roadway improvements, etc. Further information about these types of
funds is included in the Capital Improvement Plan section of this document.

Trust (Permanent) Fund Group
Cemetery Perpetual (Fund 8010): The purpose of this fund is to provide future monies
sufficient to pay all or a portion of the operational and maintenance expenses of the Glendale
Memorial Park Cemetery when operations no longer produce revenue. All revenues from sales
of lots, headstones, domes, appurtenances and services provided through the operation of the
cemetery are deposited to the City’s General Fund.
Cash is invested pursuant to the City’s investment policy and related investment earnings
accumulate in the perpetual care fund. Although monies may be withdrawn from the fund for
cemetery expansion and improvements, none are budgeted in FY19-20. Interest income of
$26,000 results in a projected FY19-20 ending fund balance to $5.8 million, of which the entire
amount is appropriated as contingency and can only be used pursuant to the perpetual care
fund ordinance.

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Enterprise Fund Group
Water/Sewer (Funds 6020, 6030, and 6040): The Water/Sewer Enterprise Fund supports the
provision of water and sewer service to Glendale residents and businesses. It is completely selfsupported through water sales, sewer user fees and other related user fees. The fund receives
no tax revenue and pays an annual contribution to the General Fund for administrative support
services such as personnel, finance and legal services that General Fund departments provide.
If the General Fund departments did not provide these services, the enterprise fund would have
to contract with outside vendors to receive the services.
All revenues and expenditures associated with providing water services to citizens and
businesses in Glendale are captured in Fund 6020 (Water). All activity associated with providing
wastewater services is recorded in Fund 6030 (Sewer). Fund 6040 (Water & Sewer bond Debt
Service) is used to track activity related to revenue bond financings covering capital
improvement projects. Fund 6020 is also used to capture expenditures that are incurred on
behalf of both water and sewer operations. For example, administration costs associated with
providing oversight to both operations, as well as the expenses associated with the customer
service division of the Budget and Finance Department, which handles the billing accounts for
both water and sewer operations, are recorded in Fund 6020.
The Water/Sewer Enterprise fund balance is expected to decrease from $63.8 million to $22.1
million in FY19-20 due to significant planned capital expenditures totaling $119.4 million.
Examples of FY19-20 capital projects include groundwater treatment plant improvements, water
reclamation facility improvements, as well as planned line replacements and extensions. A
revenue budget of $160.9 million offsets the operating and debt service expenditures. The
annual operating budget includes estimated expenses for salaries, electricity, chemical
treatments, supplies, and equipment totaling $56.1 million.
Landfill (Fund 6110): The Landfill Enterprise Fund supports the operation of the Glendale
Landfill. Customers, including City departments and private haulers, pay tipping fees (based on
tonnage disposed) to use the City’s landfill. City Code requires that any excess of budgeted
revenues over budgeted expenditures be reserved each year for major landfill improvements,
major equipment purchases and the eventual closure costs.
The Landfill fund balance is expected to decrease from about $6.3 million to about $2.8 million
in FY19-20, primarily due to anticipated large capital expenditures. The FY19-20 operating
budget totals $9.6 million and planned capital expenditures related to a landfill soil excavation,
scale-house/road relocation project, gas system modifications and heavy equipment purchases
total $7.2 million. The FY19-20 projected revenues total $13.2 million.
Solid Waste (Fund 6120): This fund supports refuse collection and disposal services to homes
and businesses in the city. It is supported through monthly charges paid by solid waste
customers. The divisions in the Solid Waste Enterprise Fund pay the Landfill Fund to dispose of
solid waste at the landfill. The fund balance is expected to increase from $1.7 million to $1.9
million in FY19-20. Projected revenues of $19.2 million exceed capital expenditures of $2.7
million and operating expenditures of $16.1 million.
Housing Public Activities (Fund 6130): The Housing Fund supports Glendale’s public housing
program that is part of the Community Services Department. The fund has a $15.5 million
operating budget that is primarily funded through federal grant revenues. In addition to the
federal grant revenue from the Department of Housing and Urban Development (H.U.D), the

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City’s General Fund contributes annual funding to offset the cost of personnel administrative
expenses. FY19-20 projected revenues total $15.5 million, and the scheduled General Fund
transfer is $386,563.

Internal Service Fund Group
Risk Management (Fund 7010) and Workers’ Compensation (Fund 7020): The Risk
Management and Workers’ Compensation Trust Funds support the activities of liability
insurance and workers’ compensation coverage for the City. Income to the funds comes from
premiums charged to each City department based upon a number of factors including the
number of employees, job classifications, size of operating budget, actual claims history, etc.
The funds are used to pay claims against the City and to cover premiums for certain types of
outside insurance coverage.
The Risk Management Fund is projected to end FY19-20 with approximately a $4.5 million fund
balance. The Workers’ Compensation Fund ending fund balance is projected to be
approximately $6.6 million in FY19-20. This is based on Council’s direction to maintain
adequate reserves for this fund in accordance with the Industrial Commission of Arizona’s
guidelines and requirements.
Benefits Trust (Fund 7030): The Benefits Trust Fund was created in FY00-01. An actuarial
study of health insurance funding recommended the creation of a separate fund as the best way
to develop reserves to meet future cost increases for health-related insurance. During the
course of a year, employer and employee contributions for medical, dental and vision insurance
are deposited into this fund. Income to the fund comes from premiums charged to each City
department based upon employee coverage elections made each year during open enrollment
(employer portion). The fund also receives contributions from employees, both current and
retired. Premium payments to insurance carriers and related claims expenses are made directly
from the fund. The ending fund balance and any contingency appropriation serves as a reserve
to cover incurred but not reported claims, as well as a stabilizer against rising health care costs.
Fleet Services (Fund 7040): The Fleet Services Fund is used to track income and expenses of
the internal services provided to City departments. The Fleet Services Fund specifically covers
vehicle maintenance needs and fuel purchased for City vehicles.
Technology and Technology Projects (Fund 7050 and 7060): The Technology and
Technology Projects Funds are used to track income and expenses of the internal services
provided to City departments for telephone services, information technology services, and
support. The Technology Fund specifically supports all the City’s computers and hardware and
software. This includes both the everyday operations and the replacement of equipment. City
departments pay for these services on an allocation base. The funds are designed to balance,
with the rates (revenues) set to recover the actual expenses each year. An exception to this
general practice occurs with the Technology Projects Fund for which a fund balance may accrue
in anticipation of future upgrades and potential carryover of project funding.

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REVENUES
Total revenues available to the City in FY19-20 from all sources are estimated at $631.4 million,
of which $235.7 million or 37.3% goes into the General Fund (GF) group. Other revenues
include Enterprise Funds at 33.0% or $208 million, mainly generated through user fees. Special
Revenue Fund
sources at 16.8% or
$105 million are
restricted for the
special purpose of
each fund’s activity.
The two largest of
this type are the
Transportation
Sales Tax Fund at
$30.6 million, and
the Public Safety
Sales Tax Fund at
$27.2 million. A
number of Federal
and State grants
are also included in
this revenue type.

General Fund Group
General Fund (Fund 1000)
For FY19-20, total general fund revenue is expected to grow in line with the economic forecast
from local and state experts. The City expects to collect $235.7 million in total General Fund
(GF) revenue in FY19-20.

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The City’s General Fund revenue projection is based on many factors such as the following:
•
•
•
•
•

historical trend data;
projected changes in state and local population, disposable personal income, retail sales
and inflation;
economic forecasts of state and local economic activity provided by experts on the
Arizona economy;
economic forecasts of overall national economic activity; and
statistical analyses.

The two major sources of revenue for the General Fund continue to be city sales taxes and
state-shared revenues. They have comprised between two-thirds and three-fourths of the GF
revenue since FY01-02. For FY19-20, city sales tax, state sales tax, state income tax and motor
vehicle in-lieu revenues are expected to comprise 79% of all GF revenue, or $187.6 million of
the $235.7 million.

City Sales Tax
Sales tax represents the largest category at $117.8 million. In June 2012, the City Council
approved an increase of 7/10ths of one cent in city sales tax across all categories (such as retail,
restaurants and bars), except for residential rental as State law restricts increases to residential
rental sales taxes. The 7/10ths of one cent increase does not apply to single item purchases over
$5,000, such as automobiles.
The sales tax rate increase became effective on August 1, 2012, with a 5-year sunset provision.
The “sunset” provision was rescinded by Council action and adoption of a new ordinance at the
June 24, 2014, Council meeting. The new ordinance states that the sales tax rates will be
reviewed each year during the budget process. Prior to August 2012, the last time the City
increased its general sales tax rate was in July of 1993 (excluding the designated sales tax
rates for transportation and public safety, both of which were implemented after the voters
approved the related propositions). With the rate increase, the general fund receives 1.9% of
the City’s 2.9% sales tax rate, with the remaining 1.0% designated for public safety (0.5%) and
transportation (0.5%).
This revenue represents 50% of General Fund revenue and is the Fund’s largest source. The
GF portion of city sales tax pays for general government operations. It also is the one significant
revenue source over which the Council has authority, unlike the state sales tax, state income
tax, gas tax or vehicle license fees. For FY19-20, the revenue budget is $117.8 million, which is
a 5.9% increase over the FY18-19 budget.

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State-shared Revenues
State-shared revenues include state income tax, state sales tax and motor vehicle in-lieu tax.
These three revenue sources are shared with all cities and towns throughout the state. In FY0809, revenues began declining, resulting in four consecutive years of reductions.

In FY12-13, these revenues began recovering and now state-shared revenue is expected to
grow to $69.8 million by the end of FY19-20, 5.3% more than the FY18-19 budget of $66.3
million.

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The distribution of state sales and income tax revenue is based upon the relation of the city’s
population to the total state population while the distribution of motor vehicle in-lieu revenue is
based on the city’s population in relation to the total incorporated population of Maricopa
County.
Prior to the 2010 Census, Glendale was just under 5% of the state’s total population; with the
2010 Census, Glendale is now about 3.5% of the state’s population. While the distribution
method is proportional on a per person basis, more mature cities like Glendale typically
experience a decrease in their portion of state-shared tax revenues as growing cities tend to
receive a greater share of
the revenue distribution.
The most significant
component of state-shared
revenue is income tax and it
is primarily driven by
personal income rather than
business income. Personal
income tax receipts
comprise about two-thirds of
all Arizona income tax
receipts. Income tax revenue
distribution to the cities lags
by two years. This means
the state income tax
distribution for FY19-20 will
reflect the income tax the
state collected in FY17-18.
The state’s 2018 income tax receipts were slightly higher than the 2017 receipts. As a result,
Glendale’s share of state income tax revenue is expected to increase by $2.46 million from
$30.19 million in FY18-19 to $32.65 million in FY19-20.
State sales tax revenues are distributed to cities and towns based on current year collections.
State sales tax distribution is based on a formula by which varying percentages of different
types of sales taxes – such as retail – are used to calculate the distribution amount. The
projection for FY19-20 is $25.9 million. The FY19-20 motor vehicle in-lieu tax projection is
$11.2 million, which is the highest amount during the past ten-year period.

Primary Property Tax
Arizona’s property tax system consists of two tiers. The primary property tax levy has statemandated maximum limits, and a city can adopt a rate anywhere between $0.00 and the rate
that yields the maximum limit under State law. Primary property tax revenue can be used by a
city for any purpose. The primary property tax revenue is included in the GF operating budget.
For FY19-20, the primary property tax rate will not increase. As a result, the increase in primary
property taxes received from FY18-19 to FY19-20, or $96,813, is attributed to new properties
only.
The secondary property tax levy is the second tier of the Arizona property tax system.
Secondary property tax is restricted to the payment of principal and interest on general
obligation (G. O.) bonds and is discussed in more detail in the Budget Summary - Expenditures
section on page 103 of this document.

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Salt River Project (SRP) in-lieu revenue represents the quasi-governmental agency’s payment
in-lieu of a property tax, which it is exempt from paying. This revenue source is projected at
$322,104 for FY19-20.

Franchise Fees
Franchise fees are paid to the City by the electric, gas and cable companies operating within the
city. These fees increase when the various utilities increase their rates and, to a lesser extent,
when their customer base within the city grows. In all cases, the fees due to the City are based
on gross receipts for the franchised organization. The FY19-2020 projection of $4.6 million is
only slightly higher when compared to FY18-19. Collections have been relatively level since
FY09-10 due to minimal customer growth and competition from alternate service providers.

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Development Fees
Development-related fees include building permits, right-of-way permits, plan check fees,
planning and zoning fees, engineering and traffic engineering plan check fees, fire service
related development fees and miscellaneous development related fees. These sources
essentially reflect a range of activities related to commercial and residential development and
construction. The estimated revenue in FY19-20 is $5.2 million.

License and Fee Revenues
This revenue category includes business and professional licenses, sales tax licenses, liquor
licenses, recreation revenues, fire department fees not related to construction development,
library fines and fees, cemetery fees, and rental income from the use of City facilities. As a
group these sources are expected to generate $6.7 million in FY19-20.

Miscellaneous Revenues
This revenue category includes staff and administrative chargebacks, miscellaneous revenues
(e-billboard rental income, police department impound administrative fee, police department
false alarm fee, application fee for pawn shop/resale store, etc.), lease revenue (capital lease
and wireless cell site rental), interest revenue, court revenue and City property rental (Bank of
America and Promenade buildings). The main revenue source for this category is staff and
administration chargebacks of $10 million, followed by miscellaneous revenue estimated at $7.0
million and court revenue estimated at $2.9 million. This category also includes Arena fees
which are estimated at $2.3 million.

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The Glendale City Court collects fines for parking and traffic violations, and civil and
misdemeanor criminal cases. Traffic fines represent the largest portion of court revenues. The
revenue generated from fines is subject to statutory changes made by the Arizona State
legislature and can be affected by changes in traffic enforcement practices.
The City collected $37.2 million in total revenue for this category in FY10-11 when $12.6 million
in one-time revenue was received as a result of the Council-approved the amended parking
agreement for the mixed-use development in the sports and entertainment district and $11.8
million in lease proceeds.

Special Revenue Fund Group
Police and Fire Sales Tax (Funds 2080 & 2090)
The source of revenue for these funds is the 0.5% dedicated sales tax levied within the city
boundaries, which include all special districts (Arena/Westgate, Stadium and Zanjero). The
revenue is deposited in the Police (Fund 2080) and Fire (Fund 2090) special revenue funds to
pay for police and fire services. A sales tax rate of 0.1% was originally adopted by voters on
March 15, 1994, under Proposition 200 to fund police and fire personnel and related equipment.
On September 11, 2007, Glendale voters approved Proposition 401 to increase the designated
sales tax rate to 0.5%, with an effective date of November 1, 2007, to enhance public safety
funding.
The original one-tenth rate includes food for home consumption (e.g., groceries) while the
additional four-tenths rate excludes food for home consumption. Two-thirds of the total revenue
is allocated to police and one-third to fire. This revenue is subject to the same fluctuations as

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the general sales tax although may vary slightly due to the exclusion of the rate on food for
home consumption.
The FY19-20
revenue
projection is
$18.1 million
for Police and
$9.1 million for
Fire. Changes
to the
accounting
methodology
for these two
special
revenue funds
now track the
entire cost of
Police and Fire
operations
within the
General Fund.
Dedicated
sales tax revenues are used based on a cost of service formula that is calculated annually to
determine the estimated costs to provide “enhanced” public safety services based on the ballot
language and City ordinances restricting use of the special revenue to the enhancement of
public safety services. The costing methodology is calculated taking the base year of service,
prior to each election year and analyzing the cost of service on a per capita (cost per 1,000
residents) amount. The increases in population along with the increased cost and types of
services provided are considered each year to come up with a new cost of service and
allowable sales tax use.

Transportation Sales Tax (Fund 2070)
The primary source of
revenue for this fund is the
0.5% sales tax levied
within the city’s
boundaries, which include
all special districts
(Arena/Westgate, Stadium
and Zanjero). The revenue
is deposited in the
Transportation Sales Tax
Fund (Fund 2070).
Proposition 402 was
approved by Glendale
voters on November 6,
2001. This proposition
called for a designated
sales tax rate of .05% to

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Fiscal Year 2019-2020
Revenues

pay for the costs of creating and implementing a comprehensive transportation plan to improve
traffic flow, relieve traffic congestion, increase transportation choices, reduce air pollution,
promote economic vitality and provide for regional transit connections. It is expected to generate
an estimated $30.3 million in FY19-20 compared to the $27.1 million estimated for FY18-19.
Other sources of FY19-20 revenue within the Transportation Sales Tax Fund include $124,000
in transit revenues and $160,000 in interest revenue. In total, transportation sales tax fund
revenues are projected to be $30.6 million in FY19-20.

Highway User Revenue Fund (HURF) (Fund 2050)
The source of this fund’s revenue is the State’s
Highway User Revenue Fund (HURF). HURF is
commonly called the gasoline tax although there are
several additional transportation-related fees that
comprise this revenue source, including a portion of
vehicle license taxes. Overall, much of this revenue
source is based on the volume of fuel sold rather than
the price of fuel.
The State distributes the revenue based on a complex
distribution formula that spreads a portion of the
money across the state solely based on population
while the remaining money flows to those areas with
the highest gasoline and other fuel sales. This
revenue must be accounted for separately and used
only for eligible street and highway purposes.
HURF collections are affected by the general health of
the economy, as well as the vigor of specific industries
such as tourism and trucking. The Arizona State
legislature has made formula modifications from time
to time that have
affected
Glendale’s share
of HURF dollars.
Formula
modifications that
reduced the
distribution of
revenue to cities
and towns
occurred during
the recession.
These
modifications,
along with the
decline in the
volume of fuel
sales, explain the
steady reduction

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Fiscal Year 2019-2020
Revenues

of HURF revenues distributed to Glendale for FY07-08 through FY11-12. With continued
improvement in the economy, HURF collections in FY19-20 are expected to be $16.9 million,
which is an increase over the FY18-19 projection of $15.7 million.

Airport (Fund 2130)
Airport revenues consist of user fees, lease proceeds, commercial activities and other fees, and
are projected to generate $707,869 FY19-20.
This fund is supplemented with $147,047 from the General Fund to support the cost of airport
operations. Airport
user fee revenue
comes from
activities such as
transient tie down
fees and tenant
fees. The strategic
goal for airport is to
become a selfsustaining
operation. Glendale
is aggressively
pursuing additional
airport facility users
with the goal of
airport selfsufficiency. Sporting
events as well as
concerts that are
being held at Gila River Arena and State Farm Stadium continue to attract corporate jet
customers and both are expected to provide additional business opportunities for the airport.

Enterprise Fund Group
Water/Sewer (Funds 6020, 6030,
6040, 6050, 6060, 6080, 6090, &
6500)
Water and Sewer User Fees budgeted
at $131.2 million represent nearly 98%
of all utility fees for FY19-20. Most of
this revenue is derived from user fees
for delivery of water and sewer services.
The significant increase in water
revenues in FY19-20 is primarily due to
a $38.9 million reimbursement from an
intergovernmental agreement (IGA) with
the City of Peoria for expansion of the
Pyramid Peak Water Treatment Plant.

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Fiscal Year 2019-2020
Revenues

Total water and sewer revenues are budgeted at $132.9 million and include other sources such
as Development Impact Fees (DIF), projected at $1.7 million. FY19-20 also includes $28 million
in bond proceeds, for an overall revenue projection of $160.9 million.
Staff prepares water and sewer revenue projections by applying several factors such as
historical trend data, statistical analyses, economic and legal considerations as well as

consulting with an independent consulting firm. In FY16-17 the City hired an independent
consultant to conduct a Utility Rate Study. A Utility Advisory Committee, comprised of citizens,
was established to help the City throughout the rate study process. The rate increase was
approved and went into effect in January 2018.

Landfill (Fund 6110 & 6600)
The City annually reviews the five-year financial plan for the Landfill Enterprise Fund. This
annual evaluation considers operating and capital costs, equipment replacement, rate structures
and service demands. Budget decisions are largely based on this long-range plan.

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Fiscal Year 2019-2020
Revenues

Various rates are charged to the
landfill customers based on
activity and location of the
customer. Internal customers (City
Departments) and residents pay a
reduced tipping fee. External
customers, outside of the city,
usually pay a higher rate to help
offset the rising cost of using
future landfill spaces. The internal
and residential tipping fees are
projected to generate $9.1 million
in revenue for the Landfill. The
tipping fees paid by private
haulers, as well as businesses
and individuals not located in
Glendale, will continue to be a higher rate per ton in FY19-20.
Staff prepares landfill revenue projections by applying several factors such as historical trend
data, statistical analyses, economic and legal considerations, as well as consulting with an
independent consulting firm. In FY19-20, the recycling sales program is projected to bring in
$1.0 million. Additional miscellaneous revenue comes from interest earnings, impact fees,
chargebacks and other fees, accounting for $727,775. FY19-20 also includes $2.4 million in
bond proceeds for total projected revenues of $13.2 million.

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Fiscal Year 2019-2020
Revenues

Solid Waste (Fund 6120)
The City annually reviews the five-year financial plan for the Solid Waste Enterprise Fund. This
annual evaluation considers operating and capital costs, equipment replacement, rate structures
and service demands. Budget decisions are largely based on this long-range plan as well as
other factors such as historical trend data, statistical analyses, and economic and legal
considerations. Landfill fees for the disposal of the solid waste collected from residences and
businesses represent a significant part of the expenses incurred by the solid waste enterprise
operation. Consequently, adjustments to landfill rates have a major impact on solid waste rates.
During FY16-17, the City underwent a comprehensive rate analysis for Solid Waste services. A
Utility Advisory Committee, comprised of citizens, was established to help the City throughout
the rate study process. The rate increase was approved and went into effect in January 2018.
The FY19-20 total revenue of $19.2 million comes primarily from two sources: residential
collection fees, projected at $14.7 million; and commercial collection fees, projected at $4.1
million. The residential and commercial collection programs account for 98% of solid waste
revenue.

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Fiscal Year 2019-2020
Expenditures

EXPENDITURES
The FY19-20 operating budget totals $430 million, which is a 5% increase over the FY18-19
budget of $410 million. The budget continues to focus on Mayor and Council key priorities and
reflects economic conditions that continue to challenge local government. This graph shows five
years of historical operating budgets. The FY19-20 operating budget includes costs for all
salary- and personnel-related increases, as well as one-time costs for technology and
equipment.

Table 1, on the following page, shows the year-over-year changes in the operating budgets for
some of the City’s largest operating funds within the general, special revenue, capital, enterprise
and internal service fund groups. It also calculates the percentage change for the fund from the
FY19-20 operating base budget. The operating summary that follows Table 1 describes each of
these main fund groupings and provides explanations for significant changes year-over-year.

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Fiscal Year 2019-2020
Expenditures

Table 1
Comparison of Operating Budgets
Fund Name

FY 2019

FY 2020

% Change

General (1000)
Vehicle Replacement (1020)
Sub-Total General Fund Group

208,214,611
2,292,190
210,506,801

218,476,090
3,505,526
221,981,616

4.9%
52.9%
5.5%

Transportation Sales Tax (2070)
Highway User Gas Tax (2050)
Other Federal & State Grants (2160)
RICO Funds (2170)
C.D.B.G. (2040)
Home Grant (2010)
N'hood Stabilization Pgm III (2030)
Neighborhood Stabilization Pgm (2020)
All Other Funds
Sub-Total Special Rev Fund Group
Water/Sewer (6020, 6030, 6040, 6050,
6060, 6080, 6090)

13,316,669
10,518,813
6,630,101
2,880,975
4,248,215
1,678,454
227,349
227,368
6,625,954
46,353,898
54,850,280

13,864,516
12,993,829
6,777,306
1,725,143
4,172,013
1,678,454
227,300
227,472
8,668,886
50,334,919
56,085,509

4.1%
23.5%
2.2%
-40.1%
-1.8%
0.0%
0.0%
0.0%
30.8%
8.6%
2.3%

Landfill (6110)
Community Housing Services (6130)
Solid Waste (6120)
Sub-Total Enterprise Fund Group
Benefits Trust Fund (7030)
Risk Management Self Insurance (7010)
Workers Comp. Self Insurance (7020)
Fleet Services (7040)
Technology (7050/7060/7070)
Sub-Total Internal Svc Fund Group
Grand Total: Operating Budget

9,709,608
15,433,635
15,484,799
95,478,322
30,955,871
2,959,242
2,290,825
9,400,610
12,052,586
57,659,134
$409,998,155

9,656,404
14,703,077
16,068,000
96,512,990
31,438,324
4,053,491
2,968,471
9,551,394
13,046,432
61,058,112
$429,887,637

-0.5%
-4.7%
3.8%
1.1%
1.6%
37.0%
29.6%
1.6%
8.2%
5.9%
4.9%

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Fiscal Year 2019-2020
Expenditures

Operating Budget Summary
Budgeted operating expenditures include services and programs for the community such as
public safety, community services, economic development, general government and
administration, parks and
recreation, street
maintenance, and water,
sewer, landfill and solid
waste services. While
most operating costs are
accounted for in the
general fund group, some
costs are funded by
special revenue funds,
such as the State’s
Highway User Revenues
Fund for street and traffic
maintenance and the
dedicated Transportation
Sales Tax fund, for
transportation related
programs and projects.
Enterprise funds account
for water, sewer, landfill
and solid waste services,
and the internal services
group includes employer related benefit and equipment and technology funds.
The General Fund has the largest operating budget, totaling $218.5 million for FY19-20. This is
an increase of 4.9% over the FY18-20 General Fund amount of $208.2 million. This increase is
due to salary and benefit increases, as well as increases to the City’s contribution to the Public
Safety Personnel Retirement System (PSPRS). A total of 12 positions were added in General
Fund departments.
The next group is the Special Revenue Fund group with an increase of 8.6% in budgeted
expenditures for FY19-20. Significant changes within the individual funds include an increase of
$2.47 million in the operating budget for the Highway User Gas Tax, or 23.5%, and a decrease
in the RICO Funds operating budget of $1.15 million, or 40.1%. Budget appropriation to
accommodate grant opportunities that may arise during the fiscal year, or those that have
already been awarded to the City, is also included within the special revenue fund group. These
grant funds include Neighborhood Stabilization Program III, Community Action Grant and the
Emergency Shelter Grant and Transportation Grants that are included in Table 2. It is important
to note that the City only pursues grant opportunities that are in line with Council goals and
objectives and that make strong financial business sense. Grant appropriation cannot be spent
unless the City applies for, and actually receives, the corresponding grant monies.
The Enterprise Fund Group did not incur significant changes year-over-year in terms of total
operating budget dollars. The total 1.1% increase in budget for the Enterprise Fund Group can
be mainly attributed to Solid Waste operations.

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Fiscal Year 2019-2020
Expenditures

The Internal Service Fund Group budget increase is attributable to increases in Workers’
Compensation premiums and Risk Management Self Insurance. Table 2 includes a tabular
comparison of the departmental operating base budgets over the prior fiscal year budget and
calculates the percentage change for the department from the prior year operating base budget.

Table 2
Operating Budgets by Department (All Funds)
Department Name

FY 2019

FY 2020

Police Services
Water Services
Fire Services
Field Operations
HR & Risk Mgt
Community Services
Transportation
Non-Departmental
Pub Fac, Rec & Events
Innovation & Technology
Budget and Finance
Engineering
Development Services
City Court
City Attorney
Public Affairs
Economic Development
Council Office
City Manager
Grants
City Clerk
Mayor's Office
Audit Department
Total Operating Budget

98,347,265
51,705,344
49,003,168
42,723,975
38,127,934
30,239,614
23,670,015
13,142,682
13,896,605
12,052,586
8,015,003
5,445,769
6,292,825
5,532,066
3,750,234
2,398,963
1,150,444
1,071,191
976,774
750,000
844,982
464,475
396,173
409,998,087

100,922,311
52,851,870
52,127,595
45,937,524
40,662,906
30,188,874
28,428,186
12,041,250
14,237,301
13,046,432
8,465,249
5,255,860
6,759,146
5,760,494
3,791,124
2,507,099
1,614,867
1,213,390
1,673,591
750,000
769,898
472,631
410,043
429,887,638

% Change
2.6%
2.2%
6.4%
7.5%
6.6%
-0.2%
20.1%
-8.4%
2.5%
8.2%
5.6%
-3.5%
7.4%
4.1%
1.1%
4.5%
40.4%
13.3%
71.3%
0.0%
-8.9%
1.8%
3.5%
4.9%

The largest operating budget is the Police Services Department, which accounts for $100.9
million or 24% of the total operating budget. This department provides police services and
related support services such as 911 dispatch, short-term detention and records management,
and community education. The Police Department is accredited through the independent
Commission on Accreditation for Law Enforcement.
The next largest department in terms of funding is Water Services at $52.8 million, which
makes up 12% of the total operating budget. This department is responsible for the enterprise
funds that cover treating and distributing potable water that meets all federal and state
standards, collecting and treating wastewater in compliance with all regulatory requirements,
implementing odor control measures, and all meter reading. The Environmental Services

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BUDGET SUMMARY
_________________________________________________________________________________
Fiscal Year 2019-2020
Expenditures

division within Water Services provides water conservation programs including the treatment of
wastewater for water reclamation purposes, water quality testing services for the City’s drinking
water and reclaimed water, and long-term water resource planning.
Fire Services accounts for $52.1 million or 12% of the total operating budget. This department
provides fire protection, emergency medical services and natural disaster planning. It also
provides core life safety services involving fire suppression, property preservation, basic and
advanced life support (paramedics), hazardous and technical response teams, fire code
enforcement, and fire investigations.
Field Operations at $45.9 million, which makes up 11% of the total operating budget. Among
the many services this department provides are the following:
•
•
•
•

The enterprise funds encompassing solid waste collection, disposal services, including
landfill and processing of recyclable products;
Building maintenance services for City facilities;
Fuel and equipment management services, including administration of the vehicle
replacement fund; and,
Custodial services

Human Resources & Risk Management totals $40.6 million or 9% of the total operating
budget. The department provides proactive customer service and consultation in the areas of
total compensation, organizational development, employee relations and staffing. This
department also administers the self-insured employee health benefits, risk management and
workers’ compensation programs.
The Community Services Department provides the library and social services to the citizenry.
This department accounts for $30.2 million or 7% of the total operating budget. The libraries
serve Glendale citizens by providing books, programming, audio-visual materials and electronic

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_________________________________________________________________________________
Fiscal Year 2019-2020
Expenditures

resources that inform, educate and entertain residents. Human service programs provide direct
City services that maintain the quality of life and build stronger neighborhoods for all residents.
Some of the services provided include:
•
•
•

Addressing the housing needs of over 4,400 Glendale residents by operating three
public housing complexes and a Section 8 voucher program;
Providing affordable housing, housing rehabilitation assistance and emergency home
repair for eligible Glendale residents; and
Administration of the federal Community Development Block Grant (CDBG), the
Community Action Program (CAP) and other related federal programs.

The Non-Departmental budget includes various City-wide expenditures that are not specific to
one department or activity. Public Facilities, Recreation and Special Events accounts for
$14.2 million, or 3%, of the total operating budget and includes parks and recreation and the
Civic Center.
Development Services,
which includes building
safety, code compliance
and planning, accounts for
2% of the total operating
budget at $6.7 million.
The remaining departments
in the "Other” category
include: Public Affairs,
Economic Development,
City Court, City Attorney,
Mayor and Council, City
Manager, City Clerk,
Grants, and the City’s
internal audit function.
These departments make
up the remaining $18.9
million or 4% of the total operating budget.

Staffing and Personnel
As with any service organization, personnel costs are a significant part of the total operating
budget of the City. In fact, 52% or $224.5 million of the $430 million FY19-20 operating budget
is attributable to wages, salaries and benefits, as shown in Table 3. Approximately 75% of the
General Fund $218.5 million operating budget is allocated to salaries and related benefits costs.

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_________________________________________________________________________________
Fiscal Year 2019-2020
Expenditures

Table 3
Salaries and Benefit Related Costs by Fund
Fund

Other
Benefit
Costs
9,342,146

Total
Estimated
Personnel
Compensation
165,470,087

1,839,951

850,695

19,125,163

4,588,594

1,770,485

32,965,767

613,377

815,472

389,557

6,988,545

$39,220,161

$23,694,063

$12,352,883

$224,549,562

Wages &
Salaries

Retirement
Costs

Healthcare
Costs

General Fund

105,523,484

34,154,411

16,450,046

Special Revenue

14,761,118

1,673,399

Enterprise

23,827,714

2,778,974

Other

5,170,139

Total

$149,282,455

For FY19-20, a total of 15.75 Full-Time Equivalent (FTE) positions were added. The bar chart
below shows the FY19-20 ratio of 7.29 FTEs per 1,000 in population is less than the 9.6 FTEs
per 1,000 in FY09-10. Schedule 6, found in the Schedules section of this document, provides
detail on the City’s authorized staffing by position.

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Fiscal Year 2019-2020
Expenditures

Table 4 provides a comparison of staffing levels in recent years for all funds, which accounts for
changes in authorized staffing City-wide.

Table 4
Staffing Levels by Fund (Full-Time Equivalents)
Fund

2015-16

2016-17

2017-18

2018-19

2019-20

General-1000

1,143.75

1,168.75

1,199.00

1,224.50*

1,236.50

Water and Sewer-6020/6030

235.00

235.00

235.00

239.25

239.25

Solid Waste-6120

70.00

70.00

70.00

72.00

74.50

Transportation Sales Tax-2070

50.25

51.25

51.25

51.25

51.25

Landfill-6110

44.00

44.00

43.00

43.00

44.50

Highway User Gas Tax-2050

42.00

44.00

46.00

46.00

47.00

Housing Public Activities-6130

24.00

24.00

21.00

20.00

19.00

Training Facility Revenue-2200

9.00

9.00

9.00

9.00

9.00

C.D.B.G.-2040

8.75

8.75

8.75

8.00

8.00

CAP Grant-2140

5.50

5.50

5.50

5.50

6.50

Parks & Recreation Self Sust

5.00

0.00

0.00

0.00

0.00

Airport Special Revenue-2130

6.00

6.00

6.00

6.00

6.00

Risk Management-7010

2.00

2.00

2.00

2.00

2.00

Court Security Bonds-2120

2.00

3.75

3.75

2.75

2.50

Other Grants-2160

34.00

34.00

19.00

16.00

13.00

Arts Commission-2110

1.00

1.00

1.00

1.00

1.00

RICO Funds-2170

1.00

1.00

1.00

1.00

1.00

Workers Compensation-7020

1.00

1.00

2.00

2.00

2.00

Technology-7050

27.00

30.00

30.00

30.00

31.00

Fleet Services-7040

31.00

32.00

32.00

33.00

34.00

1,742.25

1,771.00

1,785.25

1,812.25

1,828.00

Total

*Number reflects correction to FY19 FTE Total for GF

Fund Summary
Table 5, on the following page, outlines the impact of budget decisions on the City’s financial
position highlighting the estimated fund balances for all fund types for FY19-20. Beginning
balances for all funds are estimated at $247.0 million and the ending fund balances are
estimated at $142.4 million. As outlined in the financial forecast, planned use of fund balance
drawdowns will continue to fund significant capital projects and one-time expenditures.
Significant changes to fund balances are discussed in the specific fund sections below.

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Fiscal Year 2019-2020
Expenditures

Table 5
Fund Summary
Fund

Est. Beg.
Fund
Balance

Revenue

Expenditures

Adj.
Financial
Resources

Transfers In

Transfers Out

Est. Ending
Fund
Balance

General Funds

46,078,197

235,952,261

223,831,389

58,199,069

31,576,155

(43,900,865)

45,874,359

Special
Revenue
Debt Service

52,449,622

105,820,770

62,278,961

95,991,432

2,112,626

(49,387,094)

48,716,964

6,464,973

20,645,713

61,782,242

(34,671,556)

40,133,409

0

5,461,853

Permanent
Funds
Capital Projects

5,809,643

26,000

5,814,676

20,967

0

0

20,967

44,300,453

1,371,745

63,577,093

(17,904,895)

17,904,895

0

0

Enterprise

75,009,751

208,903,222

254,160,092

29,752,881

26,656,357

(25,095,483)

31,313,755

Internal Service

16,909,247

58,726,892

64,555,547

11,080,592

0

0

11,080,592

$247,021,886

$631,446,603

$736,000,000

$142,468,490

$118,383,442

($118,383,442)

$142,468,490

Total

General Fund (Fund 1000) Operating Expenditures
The total General Fund operating budget for FY19-20 is $221.9 million (including the Vehicle
Replacement Fund). This budget accounts for the majority of day-to-day City operations
including public safety, development and building services, public facilities, recreation and
special events, and general administration of the City.
Police Services, at 43% or $96.1
million, is the largest component of
the General Fund budget. It is
followed by Fire Services at
approximately 22%, or $48.1 million.
Public Facilities, Recreation, and
Special Events represent 6%, or
$14.1 million. These departments
represent 71% of the General Fund
operating budget. The remaining
29% is represented by all other
departments detailed below.
The Other category includes City
Attorney, Human Resources, Mayor
and Council, City Manager, NonDepartmental, Economic
Development, Field Operations, Engineering, Transportation, City Clerk, Development Services,
Public Affairs, Community Services, and Budget and Finance departments, and, the City’s
internal audit function. The accompanying graph displays the General Fund budget by
department as a percentage of the whole.
Table 6, on the following page, compares the FY18-19 General Fund operating budgets by
department to FY19-20.

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Fiscal Year 2019-2020
Expenditures

Table 6
General Fund Operating Budget by Dept
Department
Police Services
Fire Services
Non-Departmental
Pub Fac, Rec & Evt
Field Operations
Community Services
Development Services
Budget and Finance
City Court
City Attorney
Public Affairs
Engineering
HR & Risk Mgt
Mayor & Council
Transportation
Economic Development
City Manager
City Clerk
Audit Department
Total

FY 2019 Budget
92,526,966
45,015,802
12,942,682
13,808,715
7,498,894
6,347,528
6,292,825
4,870,067
4,941,221
3,750,234
2,398,963
2,160,537
1,921,996
1,535,666
1,126,332
1,150,444
976,774
844,982
396,173
$210,506,801

FY 2020 Budget
96,096,734
48,105,904
11,841,250
14,149,400
9,706,831
7,243,059
6,759,146
5,231,609
5,185,785
3,791,124
2,507,099
2,128,325
2,202,620
1,686,022
1,142,459
1,350,719
1,673,591
769,898
410,043
$221,981,618

% Change
3.9%
6.9%
-8.5%
2.5%
29.4%
14.1%
7.4%
7.4%
4.9%
1.1%
4.5%
-1.5%
14.6%
9.8%
1.4%
17.4%
71.3%
-8.9%
3.5%
5.5%

General Fund Transfers to Other Funds
The General Fund supports several other funds within the City and transfers to those funds
compete with operating budget needs for General Fund resources. The amount of support can
vary from year to year based on projected revenues and expenditures for the supported funds,
as well as debt service requirements. A transfer out amount of $43.9 million is projected in
FY19-20. Included within the transfer is $16.9 million to the Municipal Property Corporation debt
service fund and another $16.9 million to the Excise Tax Debt Service Fund which are both
used to cover principal and interest payments related to the Glendale Media Center and Expo
Hall, Convention Center and Parking Garage in the west area, infrastructure for the Zanjero
development, the Gila River Arena, a portion of the Glendale Regional Public Safety Training
Center and the Camelback Ranch spring training ballpark. Other transfers help to offset
operations of the Airport ($147,047), and CAP and Housing Grant Funds ($64,299).
Transfers between funds are detailed in Schedule 4 of the Schedules section of this document.

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Transportation Fund Expenditures
The Transportation Fund
includes operating, capital and
debt service expenses related to
providing a range of
transportation services in
accordance with the ballot
initiative that Glendale voters
approved in a 2001 election.
Total FY19-20 expenses are
budgeted at $13.8 million for
operations. This includes
services for transit such as diala-ride and fixed route bus lines.
$11.9 million is planned for
capital improvements.

Airport Fund Expenditures
The Airport Fund operating budget is $854,916. It is funded by airport revenues of $707,869
with the remaining $147,047 covered through a transfer from the General Fund. Much of these
appropriations fund daily operations at the airport, including fulfilling FAA safety regulations.
Continuing efforts to develop more revenue sources, coupled with prudent cost control
measures, have brought the airport much closer to self-sufficiency when comparing revenue
and expenditures. Once runway and facility improvements are completed, and the economy
fully recovers, staff believes the Glendale Airport will attract more corporate jet customers. As
these improvements are coupled with uses from professional football, hockey and baseball
spring training, as well as other major national events occurring in Glendale, the City’s airport is
expected to be a fully self-sustaining transportation hub for the West Valley.

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Water/Sewer Fund Expenditures
In Arizona’s desert environment,
water treatment and delivery are
some of the most essential services
the City provides. Glendale is
fortunate to have reliable, long-term
sources of water from the Salt River
Project, the Central Arizona Project
(Colorado River water), and
groundwater. Although water from
these sources is becoming more
expensive to obtain and treat,
Glendale water rates are reasonable
when compared to both local and
national standards.
The operating budget for this fund is
$56.1 million for FY19-20. Customer
and Environmental Services are budgeted at $4.0 million and service both water and
wastewater customers. $12.4 million is budgeted for wastewater/reclamation operations and
maintenance. This includes
operating two treatment plants and
participation in the regional sewer
treatment facility that the City of
Phoenix operates through the SubRegional Operating Group (SROG).
Water operations are budgeted at
$22.3 million and include Pyramid
Peak, Cholla, and Oasis Water
Treatment facilities. This budget
also maintains the City’s irrigation
system and purchase of raw water
for treatment; administration;
pretreatment; storm water; and
security account for the remaining
budget.
Significant capital projects are
planned for FY19-20 and they
account for the $119.4 million in
capital expenditures. Debt service, which is budgeted at $25.1 million, is for capital projects
completed in past fiscal years. The Capital Improvement Plan of this book includes project
descriptions and detailed cost estimates for all planned water and sewer capital projects.
Contingency appropriation, which is budgeted at $2.4 million, is supported by fund balance and
will be used at the direction of City Council for any unplanned emergencies or if any capital
construction projects get ahead of schedule.

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Landfill Fund Expenditures
The total FY19-20 operating budget for the Landfill Fund is $9.7 million. Landfill operations total
$4.3 million, the materials recovery facility accounts for $2.1 million and other recycling is $1.6
million, which combine to account for nearly 82% of the operating budget. The remaining $1.4
million is for solid waste administration and landfill gas management.
The FY19-20 capital budget totals $7.2 million and includes funding for modifications to the
landfill gas system, soil excavation and the phased construction of the north cell, and some
equipment replacement. The fund also has a $500,000 contingency appropriation to be used at
City Council discretion for emergencies. The recycling program has been in operation for over a
decade and includes the recycling education and inspection programs and the full cost of the
materials recycling processing facility.

Solid Waste Fund Expenditures
The total operating budget for FY19-20 is $16.1 million, up $600k from FY18-19. Residential
curb service includes trash,
recycling and loose trash
collection and accounts for
$12.0 million or 75% of the
operating budget. The
commercial front-load and
roll-off divisions account for
another $4.0 million.
The FY19-20 capital budget
includes $2.7 million, mainly
for the purchase of
replacement equipment.
There is no Solid Waste
Fund debt service budget as
all capital items have been
financed with cash or an
operating lease rather than long-term bond debt.

Benefits Trust Fund Expenditures
The Benefits Trust Fund is used to track City and employee health care contribution payments
and to pay health insurance policy premiums and claims for employees and retirees. This fund
currently administers the medical, dental, life insurance and vision plans and coverage for both
premiums and claims related expenses. The fund has an operating budget of $31.4 million for
FY19-20.

Capital Improvement Plan Expenditures
The total capital budget for FY19-20 is $181 million. Of this, $52.3 million is carryover funding
from the prior year. The annual budget appropriation for FY19-20 represents the first year of
funding of the ten- year Capital Improvement Plan (CIP). Transportation and Street projects total
$36.0 million, representing 20% of the Capital Improvement budget. Water and Sewer projects

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total $119.4 million and account for 66% of the CIP budget. For more details, please refer to the
Capital Improvement Plan section of this document.
The carryover funding of $52.3 million represents projects that have been budgeted in prior
years, but are not yet completed. New project funding for the FY19-20 CIP totals $128.8 million.
The majority of the CIP is pay-as-you-go and funded with fund balance or current revenues.
Significant projects include pavement management, which targets street segments in need of
pavement treatments, landfill north cell construction, West Area Water Reclamation Facility
improvements, and replacing streetlight poles.

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Debt Service Expenditures
The City of Glendale has a formal Debt Management Plan (DMP) that is produced as a
separate document from the annual budget book. The purpose of the City’s DMP is to manage
the issuance of the City’s debt obligations within the City’s financial policies, the legal framework
governing municipal debt and the bond covenants established for prior issuances. This plan
also includes an assessment of the City’s ability to incur new debt and other long-term
obligations within the same limits at favorable interest rates.

General Obligation Bonds
• Fitch
• Moody's
• Standard & Poor's

AAA
A1
AA-

Senior Lien Excise Tax Revenue Bonds
• Moody's
• Standard & Poor's

A1
AA+

Subordinate Lien Excise Tax Revenue Bonds
• Moody's
• Standard & Poor's

A1
AA

Water and Sewer Revenue Obligations
• Moody's
• Standard & Poor's

A1
AA

Transportation Excise Tax Revenue Bonds
• Moody's
• Standard & Poor's

A2
AA

Analysis of the City’s debt position is essential as planned future capital projects could result in
the need for additional capital financing. Decisions regarding the use of debt will be based in
part on the long-term needs of the City, the limitations mentioned above and discussed in more
detail in the material following this section, and the amount of cash that can be dedicated in a
given fiscal year to capital outlay. Glendale’s belief in a disciplined, systematic approach to debt
management has produced stable credit ratings. During the last fiscal year, the City’s Standard
& Poor’s GO bond rating increased to AA- with a stable outlook.

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The City has instituted a conservative plan of finance for capital projects. The main objectives of
that plan are:
•
•
•
•
•

Evaluate all possible funding mechanisms to ensure the City will receive the best
possible terms/conditions on transactions;
Utilize debt structures which match the useful lives of the projects being financed or fall
within accepted maturity guidelines;
Utilize revenue-based bond issues, where feasible, e.g. water and sewer, and street and
highway user bonds;
Utilize excise tax secured bond issues when appropriate; and,
Finance, on a general obligation basis, the majority of the remaining projects.

The DMP states that the City’s direct net tax-supported debt should be maintained at a level
considered manageable by the rating agencies given current economic conditions. Measures of
economic conditions include per capita income for Glendale residents and the assessed
valuation of property within the city’s corporate limits.

Budgeted Debt Service for FY19-20 totals $86.9 million. The largest type of debt service is
Water and Sewer Bond debt totaling $25.1 million, or 29% of the total debt service.. The second
largest type of debt service is General Obligation (G.O.) Bond debt which is serviced through
secondary property tax levies. G.O. debt for FY19-20 is $20.9 million, or 24% of the total debt
service. Other debt includes Municipal Property Corporation Debt (MPC) debt service totaling
$17.0 million, Excise Tax Debt Service totaling $16.9 million, and Transportation Debt Service
totaling $8.0 million. The MPC and Excise Tax debt is serviced directly from General Fund
revenues. Table 1 on the next page represents the 5-Year Debt Payment Schedule.

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Table 1
5-Year Debt Payment Schedule
Bond Description

Payments**
FY19-20

Payments**
FY20-21

Payments**
FY21-22

Payments**
FY22-23

Final
Payments**
Payment
FY23-24
Date

M PC Tax Funded Debt (Fund 3030)
Existing
MPC Bonds - Series 2003B - Taxable

82,584

82,584

82,584

82,584

82,584

2033

MPC Bonds - Series 2008B - Taxable

4,290,460

4,293,808

4,290,472

4,300,452

4,302,531

2033

MPC Bonds - Series 2012A*

1,104,750

1,359,750

MPC Bonds - Series 2012B*

1,981,000

4,196,000

5,190,250

3,854,250

3,836,750

2033

MPC Bonds - Series 2012C*

4,912,250

4,912,250

4,912,250

4,912,250

4,912,250

2038

MPC Bonds - Series 2012D* - Taxable

4,578,750

M PC Tax Funded Debt Total

-

-

-

-

-

-

-

16,949,794

14,844,392

14,475,556

13,149,536

13,134,115

2021

2020

Excise Tax Funded Debt (Fund 3050)
Existing
Excise Tax Debt Bonds - Series 2015A*

10,246,500

10,319,500

10,375,000

11,768,000

12,435,750

2031

Excise Tax Debt Bonds - Series 2015B*

544,271

544,271

544,271

544,271

544,271

2033

Excise Tax Debt Bonds - Series 2016*

2,864,300

2,867,500

2,864,200

2,859,550

2,851,550

2033

Refund Excise Tax Debt Bonds - Series 2017*

3,245,500

6,560,500

6,874,750

6,815,000

6,168,750

2032

16,900,571

20,291,771

20,658,221

21,986,821

22,000,321

Excise Tax Funded Debt Total
Property Tax Funded Debt (Fund 3010)
Existing
General Obligation Bonds - Series 2009B

721,638

-

-

2020

General Obligation Bonds - Series 2010*

4,442,800

3,505,300

3,504,800

-

-

2022

General Obligation Bond - Series 2015*

10,052,150

10,990,350

7,701,750

-

-

2022

General Obligation Bond - Series 2016A*

548,625

548,625

548,625

548,625

548,625

2036

General Obligation Bond - Series 2016B*

621,839

629,606

1,601,322

1,604,128

1,603,321

2027

2,434,171

2,889,728

2,892,957

2,898,977

2,897,629

2030

General Obligation Bond - Series 2018

551,000

551,000

1,016,000

1,017,750

1,013,250

2037

General Obligation Bond - Series 2019B

1,272,462

673,100

1,258,100

1,259,700

1,269,200

2038

20,644,684

19,787,709

18,523,555

7,329,179

7,332,025

Subordinate Lien W&S Rev Bonds - Series 2010

1,638,858

1,638,858

1,638,858

1,638,858

1,638,858

Senior Lien W&S Bonds - Series 2012*

7,481,000

6,813,500

6,482,250

7,686,500

7,689,750

2028

Senior Lien W&S Bonds - Series 2015*

15,960,625

15,956,375

15,958,375

15,964,875

15,959,500

2028

25,080,483

24,408,733

24,079,483

25,290,233

25,288,108

Transp Sales Tax Obligations Bond - Series 2015*

2,595,150

6,495,150

6,495,150

6,490,400

6,495,650

2031

Transp Sales Tax Obligations Bond - Series 2017*

4,437,894

204,426

204,033

203,640

203,247

2032

7,033,044

6,699,576

6,699,183

6,694,040

6,698,897

$86,608,575

$86,032,180

$84,435,997 $ 74,449,808

$74,453,465

General Obligation Bond - Series 2017 (Refund 2009B)

Property Tax Funded Debt Total

-

-

Water & Sewer Revenue Funded Debt (Fund 6040)
Existing

Water & Sewer Revenue Funded Debt Total

2030

Transp. Sales Tax Rev Funded Debt (Fund 3040)
Existing

Transportation Sales Tax Funded Debt Total

Total Debt Service Payments (All Funds)
* Refunding
** Does not include fees ($269,149)

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Secondary Property Tax Funded Debt
Secondary property tax revenue is restricted solely to paying General Obligation (G.O.) debt
service. There are three components that need to be measured before additional G.O. bonds
can be issued. First, sufficient voter authorization is needed for each project category in which
bonds will be issued. Second, G.O. bond issuance must be compliant with the Arizona
Constitutional debt limitation for the 6% and 20% categories. Last, City policy states that the
G.O. debt service fund balance will be at least 10% of the next fiscal year's property tax
supported debt service. This policy applies to each of the first five years of the G.O. funded
capital plan.

Voter Authorization
Under Arizona State law, cities
can obtain long-term financing
through the use of G.O. bonds
only with the approval of voters.
On November 2, 1999, the City
Council placed on the ballot a
variety of proposed capital
improvements recommended by
the Citizen Bond Election
Committee resulting in voters
approving $411.5 million of
bonds requested. In 2006, City
Council established an Ad-Hoc
Citizens Bond Election
Committee to consider whether
additional authorization was
needed to support the Council
approved FY 2007-16 ten year
CIP. On May 15, 2007, voters
approved $218 million of the
$270 million bond request
recommended by the 2006 AdHoc Citizen Bond Election
Committee.

Remaining G.O. Bond Voter Authorization
July 2019
Public Safety

$98,060,000

Landfill

$15,540,000

Library

$17,096,000

Streets/Parking1,2

$25,465,000

Cultural/Historical1

$13,435,000

Transit1

$6,750,000

Econ. Development

$22,047,000

Govt. Facilities1

$23,745,000

Open Space/Trails

$50,459,000

Parks

$14,332,000

Flood Control

$9,707,000

Water and Sewer
$10,000,000
The time between bond
elections depends on how much
1
Bonds can be issued as G. O. Bonds, Revenue Bonds or both.
2
the voters approve in a given
Streets/Parking voter authorization can be used for Street Revenue Bonds
that are repaid with HURF.
election and how many capital
projects are initiated. Bond sale
proceeds must be used for the
purposes specified in the bond authorization election. Remaining bond funds in one bond
category may not be used to fund projects in another bond category.
The remaining authorization numbers reflect unused authorization from the 1981,1987, 1999
and 2007 bond elections. However, according to the current CIP plan, a bond election will be

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needed before bonds can be sold to complete the list of projects in the plan for the Parks and
Flood Control G.O. funds.

General Obligation Debt Limitations and Assessed Valuation
Arizona’s State Constitution limits G.O. bonded indebtedness to 6% or 20% of the City's total
limited property value of the taxable property in that city. The City has retired all of the 6%
category G.O. bonds.

G.O. Projects - 20% Category
Water, sewer, storm sewers (flood control facilities),
and artifical light when controlled by the municipality;
open space preserves, parks, playgrounds, and
recreational facilities; public safety, law enforcement,
fire and emergency services facilities; and, streets and
transportation facilities

G.O. Projects - 6% Category
Economic development; historic preservation and
cultural facilities; general government facilities; and
libraries

Table 2 reflects the City’s G.O. bond debt limitation as of July 1, 2019:

Table 2
Constitutional Debt Limitation
(All Dollars in Thousands)

Water, Sewer, Flood
Control, Streets, Traffic,
Light, Parks and Open Space

General Municipal
Purpose Bonds
6% Limitation1
Less Direct Bonded Debt
to be Outstanding
Unused 6% Borrowing
Capacity
1

$84,795
$0
$84,795

20% Limitation1,2
Less Direct Bonded Debt to
be Outstanding
Unused 20% Borrowing
Capacity

$282,651
$100,715
$181,936

Based on 2020 limited assessed value of $1,413,253,839

2

Public safety, streets, parking and transportation facilities debt prior to Prop. 104 is included in the 20%
category

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A G.O. bond sale (Series 2019) in the amount of $15.6 million was approved by City Council
and issued. It is anticipated that the City will issue more bonds to pay for capital improvements
within the next two years. Those bond sale amounts are still undetermined and will be known
once the project scopes and their costs are established. Table 3 below shows the remaining
capacity in the 6% and 20% G.O. Bond categories. The City currently has no outstanding debt
in the 6% category.

Table 3
Projected G.O. Debt Capacity
(All Dollar in Thousands)

Fiscal
Year
2019
2020
2021
2022
2023
2024
1

Projected Limited
Property Value
$1,306,946
$1,413,254
$1,455,651
$1,499,321
$1,544,301
$1,590,630

Limitation2
(A)
6%
$78,417
$84,795
$87,339
$89,959
$92,658
$95,438

20%
$261,389
$282,651
$291,130
$299,864
$308,860
$318,126

Outstanding Debt 1
(B)
6%

$0
$0
$0
$0
$0
$0

20%
$119,625
$99,750
$84,505
$68,590
$53,880
$53,880

Projected
1
Remaining
Capacity (A-B)
6%
20%
$78,417 $141,764
$84,795 $182,901
$87,339 $206,625
$89,959 $231,274
$92,658 $254,980
$95,438 $264,246

Outstanding debt refers to the debt on the principal balance only.

This chart
provides a
graphical view
of historical
assessed
valuation
changes
between FY0304 and FY1920 as well as
future
valuations,
projected to
grow 3% per
year for FY2021 through
FY24-25.

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Secondary Property Tax Rate
For the FY19-20 budget, the total property rate was decreased to $1.8585 from the prior year
rate of $1.9764. The FY19-20 City’s primary property tax rate is $.4144 per $100 of assessed
valuation and the secondary property tax rate is $1.4441 per $100 of assessed valuation.
The Council voted not to increase the secondary property tax rate in FY19-20. The secondary
property tax rate will continue to be reviewed annually with Council to ensure a five-year
balanced capital plan and may vary annually depending on secondary debt service needs.
Prior to FY16-17, the secondary property tax levy was based upon the net secondary assessed
value of Glendale properties. Due to the passage of Proposition 117, FY19-20 is the fourth fiscal
year in which the secondary property tax levy is based on limited property value of Glendale
properties which is the basis for the primary property tax levy. The increase in the total property
tax levy, from $20,070,771 to $20,408,799, is based on the approximate value of new
construction.
The chart below represents all outstanding G.O. Bond principal and interest by year. As noted,
considerable portions of debt are paid off in the earlier years of the forecast, freeing up debt
capacity for future bond issues and new capital improvements.

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Table 4 summarizes annual debt service requirements for existing outstanding bonds.

Table 4
Assessed Valuation & Tax Rate, Resources and Debt
(All Dollars in Thousands with Exception of Tax Rate)

2020
2021
2022

Estimated Estimated
Primary s
Secondary Secondary
Assessed t
Property Property
Valuation i
Tax Rate Tax Rev.
m
$1,413,254
$1.4441
$20,409
$1,455,651
$1.4902
$21,692
$1,499,321
$1.4468
$21,692

2023
2024

$1,544,301
$1,590,630

Fiscal
Year

$1.4047
$1.4047

$21,693
$22,344

Build
America
Bond
Subsidy

Total
Resources

Total
Debt
Service

$237
$0
$0

$20,646
$21,692
$21,692

$20,645
$19,788
$18,524

$0
$0

$21,693
$22,344

$7,329
$7,332

Excise Tax Funded Debt
Council’s Capital Assets and Debt Management financial policies for excise funded debt states
that debt service will not exceed 10% of the 5-year average of the General Fund operating
revenue. Excise tax funded bonds under this category include Municipal Property Corporation
(MPC) bonds. The chart represents all outstanding MPC and Excise Bond principal and interest.

Excise Tax and Municipal Property Corporation Bonds
The City of Glendale currently has six MPC issuances, four of which are senior lien obligations
and two subordinate MPC bonds.
In addition to the City’s financial policies on debt management, the bond covenants restrict the
amount of additional bonds that may be issued based on the ratio of unrestricted excise tax

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revenue to maximum annual debt service on excise tax bonds. The City’s bond covenant for
senior lien excise tax debt is unrestricted excise tax revenue of at least three times the
maximum annual debt service. The covenant is revenues of two times the maximum annual
debt service on combined senior and subordinate liens.
Unrestricted excise tax is defined as all excise, transaction privilege, franchise and income
taxes that the City collects or may collect in the future, and which are allocated or apportioned to
the City by the State. Exceptions are any excise, transaction privilege, franchise and income
taxes that Arizona law restricts for other purposes such as the motor vehicle fuel tax, or taxes
that have been approved at an election within the City and are restricted to certain uses such as
the City’s existing public safety tax and transportation sales tax. This means General Fund
revenues normally used for operating budget purposes must be allocated for excise tax debt
service. Currently, and in past fiscal years, the General Fund operating budget contribution,
backed by unrestricted excise taxes, is reflected as a transfer from the General Fund to the
excise tax debt service fund in Schedule 4. For FY19-20, the General Fund transfer to the
excise tax debt service fund is budgeted at $16.9 million. While the table below indicates the
City has potential excise tax bond capacity given coverage ratios in excess of the minimum
required, additional issuances of excise tax bonds that increase outstanding debt service would
further strain the overall General Fund operating budget.

Table 5
Excise Tax Debt Service
Unrestricted
Fiscal Excise Tax
(A)1
Year
2020 181,045,907
2021 184,891,216
2022 190,013,341
2023 193,722,422
2024 197,505,684
1

Senior
Lien Debt
Service
(B)
13,655,071
13,731,271
13,783,471
15,171,821
15,831,571

Subordinate
Lien Debt
Service
(C)
3,245,500
6,560,500
6,874,750
6,815,000
6,168,750

Total Excise
Debt Service
(B+C)
16,900,571
20,291,771
20,658,221
21,986,821
22,000,321

Senior
Subordinate
Covenant
Covenant
(A/B)
(A/(B+C))
13.26
10.71
13.46
9.11
13.79
9.20
12.77
8.81
12.48
8.98

Current yea r i s budgeted, future yea rs a re from the 5-yea r foreca s t

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BUDGET SUMMARY
_________________________________________________________________________________
Fiscal Year 2019-2020
Expenditures

Inter-Fund Transfer
Appropriated inter-fund
Table 6
transfer requests are a
necessary mechanism for
Maintenance of Effort Transfers
one fund to appropriately
support the operations of
6020
6110
6120
other funds. For example, a
Landfill
Solid Waste
Fiscal Year Water/Sewer
Total
budgeted transfer from the
2017
229,388
658,308
125,392
1,013,088
Transportation Sales Tax
2018
419,813
674,772
128,528
1,223,113
Operating Fund to the
2019
424,576
686,826
130,824
1,242,226
Transportation Capital
2020
396,479
653,379
124,453
1,174,311
Projects Fund is necessary to
fund related capital outlay. As
requested by council, the FY19-20 budget also includes maintenance of effort transfers of
$1,174,311 from the General Fund to the Enterprise Funds to support their operations. Table 6
shows the four years of maintenance of effort transfers. Inter-Fund Transfers for the FY19-20
budget total $118.4 million (reference Schedule 4 in the Schedules section).

Table 7

Excise Tax Debt Service to Ongoing Revenue

Fiscal Year
2020
2021
2022
2023
2024

Ongoing GF
Revenue
(A)
235,682,261
242,254,857
247,760,607
251,747,022
255,812,999

MPC & Excise
Tax Debt
Debt Service
Service
to Revenue
(B)
(B/A)
33,890,365
14.4%
35,176,163
14.5%
35,173,777
14.2%
35,176,357
14.0%
35,174,436
13.8%

Table 8 shows the percentage of unrestricted
excise tax revenues versus the MPC and Excise
Debt and the percent of those obligations. In
FY19-20, 18.7% of the collected sales taxes,
state shared taxes, and franchise fees is used to
pay debt.

Table 7 shows the debt service on excise
tax funded debt obligations for FY19-20
through FY23-24 compared to ongoing
general fund revenue.

Table 8
Excise Tax Debt Service to Unrestricted
Revenue

Unrestricted
Excise Tax
(A)
Fiscal Year
2020
181,045,907
2021
184,891,216
2022
190,013,341
2023
193,722,422
2024
197,505,684

MPC & Excise Debt Service
Tax Debt
to Revenue
Service
(B/A)
33,890,365
18.7%
35,176,163
19.0%
35,173,777
18.5%
35,176,357
18.2%
35,174,436
17.8%

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106

ANNUAL BUDGET
BUDGET SUMMARY
_________________________________________________________________________________
Fiscal Year 2019-2020
Expenditures

Water & Sewer Revenue Funded Debt
The City may sell bonds that pledge water/sewer utility revenues as payment for debt service.
Water/sewer revenue bond sales are limited by Ordinance 1323 New Series (adopted in 1984)
and Ordinance 1784 New Series (adopted in 1993). Glendale’s bond covenant states that net
utility revenue (i.e. revenues less operating costs) will be at least 1.2 times the maximum debt
service due in any succeeding fiscal year; this is known as the bond debt service coverage ratio.
Adjustments in net revenue may be made in some circumstances; restatement of debt service
on variable rate and certain other types of debt is permitted; and refunding and compound
interest bonds may be issued under different tests.
There is also $10 million remaining in water/sewer voter authorization that could be used for
new water/sewer revenue or G.O. bonds.
The chart below represents all outstanding Water and Sewer Bond principal and interest.

Table 9 includes water and sewer operating revenue, operating and maintenance expenses,
existing debt service and the resulting coverage ratio of operating net revenue to debt service.
Due to the deferral of non-essential growth related projects, prepayment and/or restructuring of
water and sewer debt, and optimization processing efforts that have resulted in cost savings, a
1.51 coverage ratio is projected for FY19-20. This projection will be revisited annually to account
for any significant changes in assumptions about costs and revenues. Water/sewer enterprise
fund rate adjustments will be evaluated periodically for updated revenue requirements and
capital planning.

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107

ANNUAL BUDGET
BUDGET SUMMARY
_________________________________________________________________________________
Fiscal Year 2019-2020
Expenditures

Table 9
Water & Sewer Revenue Funded Debt
Fiscal
Year
2020
2021
2022
2023
2024

Revenue
94,030,000
94,348,213
93,566,444
94,082,398
94,258,620

O and M
Expenses
56,125,926
57,262,263
58,428,079
59,624,205
61,024,470

Revenue to
Debt Service
Ratio
Net Revenue Debt Service
37,904,074
25,095,483
1.51
37,085,950
26,561,265
1.40
35,138,365
27,769,538
1.27
34,458,193
28,980,288
1.19
33,234,150
28,978,163
1.15

In FY17-18, the Citizen’s Utilities Advisory Commission recommended a rate increase for both
water and sewer services. Overall, this rate recommendation was the result of:

•
•
•
•
•

Planned future debt issuances for capital improvements to the systems;
Expansions of services for growth;
Continuation of critical repair, maintenance and replacement of existing capital assets
such as underground pipes;
Continuation of capital projects that ensure compliance with applicable federal, state and
county regulations; and,
Ongoing improvements in operational efficiencies to minimize cost increases related to
fuel, equipment and electricity.

Transportation Sales Tax Funded Debt
Transportation Sales Tax
revenue currently supports
the debt service for a
FY07-08 revenue bond
obligation. A minimum
debt coverage ratio of 2.0
was established at the
time of the FY07-08
issuance. Voter
authorization is not
required for Transportation
Sales Tax Revenue
Obligations. The chart
represents all outstanding
Transportation Bond
principal and interest.

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108

ANNUAL BUDGET
BUDGET SUMMARY
_________________________________________________________________________________
Fiscal Year 2019-2020
Expenditures

Table 10
Transportation Revenue Bonds
Fiscal
Year
2020
2021
2022
2023
2024

Transportation
Sales Tax
Total
Annual
Revenue
Debt Service Coverage
30,447,227
7,033,044
4.33
31,407,532
6,699,576
4.69
32,186,120
6,699,183
4.80
32,824,562
6,694,040
4.90
33,475,773
6,698,897
5.00

Table 10 summarizes the annual revenue
expected from the designated sales tax,
the total existing debt service, and the
resulting coverage ratio. The table shows
that the transportation sales tax revenue
to debt service ratio meets the 2.0
coverage requirement established in
FY07-08.

Please see the Glendale Onboard Annual Report for more information. For a summary of all
FY19-20 debt service obligations please see Schedule 8: Debt Service.

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109

ANNUAL BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020

__________________________________________________________________________________
110

OPERATING BUDGET

Operating Budget

Fiscal Year 2019-2020 Annual Budget Book

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Mayor and Council

Page
Mayor & Council ..................................................................................... 112
Budget and Finance ................................................................................ 117
City Attorney ........................................................................................... 123
Audit Department .................................................................................... 128
City Clerk ................................................................................................ 132
City Court ................................................................................................ 137
City Manager’s Office.............................................................................. 144
Community Services ............................................................................... 151
Development Services ............................................................................ 157
Economic Development .......................................................................... 163
Fire Services ........................................................................................... 171
Human Resources .................................................................................. 177
Innovation and Technology ..................................................................... 185
Non-Departmental .................................................................................. 190
Police Services ....................................................................................... 193
Public Affairs ........................................................................................... 199
Public Facilities, Recreation, and Special Events .................................... 205
Water Services ....................................................................................... 212
Field Operations ..................................................................................... 219
Transportation......................................................................................... 224
Engineering ............................................................................................ 231

__________________________________________________________________________________
111

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Mayor and Council

Performance Report

Mayor’s Office
$472,631
3 FTEs

Council Office
$1,213,391 12 FTEs

The Mayor and City Council constitute the elected legislative and policy making body of the city.
The Mayor is elected at-large every four years. Councilmembers also are elected to four-year
terms from one of six electoral districts in Glendale. One of the highest priorities of the Mayor
and Council is to involve the public in their decision making process through public participation.
They regularly appoint citizens to 17 advisory boards and commissions and often form public
committees to address specific citywide issues.
The Mayor and Council each become involved in the support and economic development of
Glendale’s six districts. Councilmembers host meetings in their districts or meet with small
groups of citizens throughout the year to resolve local issues. These meetings ensure citizens
are informed on projects in and around their neighborhoods and businesses and give the
Council input from their constituents. The Mayor and Council also communicate with citizens
through electronic media such as websites, electronic bulletins and programming on Glendale
11, the city’s cable station.
The Mayor and Council represent Glendale as members and leaders on numerous city,
regional, and national organizations and committees. City staff that support the Mayor and
Council work closely with constituents to resolve any issues or questions they have about city
programs and services.

__________________________________________________________________________________
112

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Mayor and Council

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

__________________________________________________________________________________
113

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Mayor and Council

MISSION. VISION. VALUES.

Mission
Vision
Values

We improve the lives of the people we
serve everyday.
We are the community of choice for residents,
businesses, and employees.

Community We are driven to improve the
community experience.

Integrity

We provide open and honest
governance.

Excellence We make excellence a habit,
not a goal.

Innovation

We deliver better service through
creativity and ingenuity.

Learning

We view learning as essential
to improvement.

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114

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Mayor and Council

Mayor&Counc
i
lOffic
e(
10)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

1,
109,
619

1,
184,
089

1,
184,
089

1,
198,
717

142,
481

12.
03%

Ser
vi
c
esandSuppl
i
es

223,
829

258,
056

269,
056

385,
909

0

0.
00%

I
nt
er
nalChar
ges

86,
003

93,
521

93,
521

101,
396

7,
875

8.
42%

1,
419,
451

1,
535,
666

1,
546,
666

1,
686,
022

150,
356

9.
79%

$Changei
n
Budget

% Changei
n
Budget

Gr
andTot
al

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001010)Mayor
'
sOffic
e

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

427,
108

464,
475

464,
475

472,
631

8,
156

1.
76%

(
100010001011)Counc
i
lOffic
eAdmi
ni
st
r
at
i
on

458,
241

432,
277

432,
277

555,
454

123,
177

28.
49%

(
100010001012)Chol
l
aDi
st
r
i
c
t

92,
635

104,
848

104,
848

109,
318

4,
470

4.
26%

(
100010001013)Bar
r
elDi
st
r
i
c
t

89,
228

101,
139

101,
139

105,
428

4,
289

4.
24%

(
100010001014)Sahuar
oDi
st
r
i
c
t

89,
356

111,
885

111,
885

117,
147

5,
262

4.
70%

(
100010001015)Cac
t
usDi
st
r
i
c
t

93,
277

110,
187

110,
187

107,
249

2,
938

2.
67%

(
100010001016)Yuc
c
aDi
st
r
i
c
t

76,
640

104,
848

104,
848

105,
944

1,
096

1.
05%

(
100010001017)Oc
ot
i
l
l
oDi
st
r
i
c
t

85,
268

106,
007

106,
007

112,
851

6,
844

6.
46%

(
216021605259)Ot
herDepar
t
mentDonat
i
onAc
c
t

7,
697

0

11,
000

0

0

0.
00%

1,
419,
451

1,
535,
666

1,
546,
666

1,
686,
022

150,
356

9.
79%

Gr
andTot
al

__________________________________________________________________________________
115

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Mayor and Council

Mayor&Counc
i
lOffic
e
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001010)Mayor
'
sOffic
e
(
100010001011)Counc
i
lOffic
eAdmi
ni
st
r
at
i
on
(
100010001012)Chol
l
aDi
st
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i
c
t
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r
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st
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t
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100010001014)Sahuar
oDi
st
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100010001015)Cac
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usDi
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i
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aDi
st
r
i
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t
(
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ot
i
l
l
oDi
st
r
i
c
t
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

4.
00
6.
00
1.
00
1.
00
1.
00
1.
00
1.
00
1.
00
16.
00

4.
00
5.
00
1.
00
1.
00
1.
00
1.
00
1.
00
1.
00
15.
00

3.
00
6.
00
1.
00
1.
00
1.
00
1.
00
1.
00
1.
00
15.
00

1.
00
1.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00

__________________________________________________________________________________
116

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget and Finance

Performance Report
Budget and Finance
$8,465,249

Budget and Finance

64.5 FTEs

Lease Payments/Other
Fees

Mission Statement
The Budget and Finance Department provides financial management services with integrity and
accountability while improving service levels, managing costs, and leveraging information
across City departments.

Department Description
The Budget and Finance Department provides a range of services that help ensure prudent
fiscal management of city resources. Specifically, five divisions of the department provide the
following services:
• The Management and Budget Division conducts independent, objective analyses and
forecasts of expenditures and revenues, monitoring of the budget for the current fiscal
year, and development of the budget for the next fiscal year.
• The Finance Division’s main responsibilities are accounting, debt management, banking
services, investment management, financial analysis, and financial reporting to the public,
state agencies, bond holders, grantors, auditors, city management, and the City Council.
• The Customer Service Division assists customers with their utility accounts including
billing and payment processing and operation of the call center for customer inquiries and
service requests.
• The Tax and License Division assists city business owner’s by educating them regarding
the city’s sales tax code and processing business licenses, sales tax returns and
payments.
• The Procurement Division works with departments to ensure the procurement of goods
and services is completed in a manner that is compliant with city policies and state
statutes.
• The Grants Administration Division is responsible for coordinating the city’s efforts to
identify and obtain alternative funding for priority projects that advance the mission, goals
and objectives established by the City Council and executive management

__________________________________________________________________________________
117

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget and Finance

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•
•
•
•
•

Project SimpliCity – the city’s new ERP System
o Implemented Financials on 7/1/18
o Implemented HR/Payroll on 1/1/19
S&P General Obligation (GO) Bond Ratings Upgrade from A+ to AAIssued new General Obligation Bonds in the amount of $15,385,000
Received the 2017 GFOA Certificate of Achievement for Excellence in Financial Reporting
Received the 2018 GFOA Distinguished Budget Presentation Award

__________________________________________________________________________________
118

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget and Finance

Goal, Objectives, and Performance Measures
Strategic Objective Improve Resource Alignment
Employ strong fiscal management practices that
Department Strategic Initiative
encourage sustainable fiscal decision-making.
Intended Result Prudent fiscal stewardship
Performance Measures
Bond ratings for general obligation bonds
Standard & Poor's:
Moody's Investor Services:
Fitch Ratings:
Bond ratings for Water and Sewer revenue bonds
Standard & Poor's:
Moody's Investor Services:
Annualized amortized cost basis return on
portfolio (net of fees)
Number of grants received through Grants
Administration
Compliance with Council adopted Financial
Policies (# complied with/# of policies)

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

A+
A1
N/A

A+
A1
AAA

AA
Aa1
AAA

AA
Aa1
AAA

AA
A1

AA
A1

AA+
Aa1

AA+
Aa1

1.3%

2.0%

2.5%

2.5%

19

25

25

31

5/7*

6/7

6/7

7/7

* Noncompliance - Non-voter approved General Fund debt service exceeds 10% of the 5-year average of the
General Fund’s operating revenue; General Fund minimum unrestricted fund balance is not 25% of projected annual
ongoing revenue

Strategic Objective Improve Resource Alignment
Provide accurate and timely financial analysis,
Department Strategic Initiative
forecasting, and reporting.
Intended Result Prudent fiscal stewardship
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Maintain a +/- 5% variance in general fund
revenue forecasts from the final actual revenue to
+5%
+5%
+5%
+5%
the adopted budget
% of month-end reports completed within 10
75%
75%
100%
100%
business days
Obtain the GFOA Certificate of Achievement for
Yes
Yes
Yes
Yes
Excellence in Financial Reporting
Obtain the GFOA Distinguished Budget
Yes
Yes
Yes
Yes
Presentation Award

__________________________________________________________________________________
119

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget and Finance

Strategic Objective Optimize Processes & Services
Perform customer service and procurement
Department Strategic Initiative
activities effectively, accurately and timely.
Intended Result Improved levels of service
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
% of vendor invoices paid within 30 days of
75%
85%
85%
90%
invoice date
% of employees receiving electronic W-2’s
50%
80%
83%
100%
Number of vendor protests upheld

0

0

0

0

Number of RFP’s and IFB’s issued

40
95%

52
66%

55
90%

55
100%

70%

81%

90%

100%

63%

80%

80%

100%

5%
110

5%
110

5%
120

<=2.5%
120

% of contract renewals completed on-time
% of sole source/special procurements processed
within 10 days
% of call center calls answered within 1 minute
% of call center calls abandoned
Number of sales tax audits/reviews completed

__________________________________________________________________________________
120

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget and Finance

BudgetandFi
nanc
e(
11)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

5,
373,
443

5,
767,
577

5,
817,
577

5,
961,
989

194,
412

3.
37%

Ser
vi
c
esandSuppl
i
es

1,
287,
126

1,
800,
666

1,
805,
866

1,
792,
586

8,
080

0.
45%

I
nt
er
nalChar
ges
Gr
andTot
al

% Changei
n
Budget

302,
685

446,
760

446,
760

710,
674

263,
914

59.
07%

6,
963,
255

8,
015,
003

8,
070,
203

8,
465,
249

450,
246

5.
62%

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget
47.
67%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001110)Budget
&Fi
nanc
eAdmi
ni
st
r
at
i
on

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

637,
652

533,
826

533,
826

788,
313

254,
487

(
100010001111)Ac
c
ount
i
ngSer
vi
c
es

1,
487,
090

1,
548,
109

1,
548,
109

1,
635,
619

87,
510

5.
65%

(
100010001112)Li
c
ense/
Col
l
ec
t
i
on

1,
119,
074

1,
286,
594

1,
286,
594

1,
250,
661

35,
933

2.
79%

(
100010001113)Pr
oc
ur
ement

444,
312

505,
631

510,
831

535,
395

29,
764

5.
89%

(
100010001114)Ot
herFees

50,
109

330,
899

330,
899

330,
899

0

0.
00%

(
100010001115)BudgetandResear
c
h

448,
085

521,
980

521,
980

494,
079

27,
901

5.
35%

(
100010001116)Gr
ant
sAdmi
ni
st
r
at
i
on

144,
700

143,
028

143,
028

148,
143

5,
115

3.
58%

0

0

0

48,
500

48,
500

0.
00%

2,
632,
234

3,
144,
936

3,
144,
936

3,
233,
639

88,
703

2.
82%

0

0

50,
000

0

0

0.
00%

6,
963,
255

8,
015,
003

8,
070,
203

8,
465,
249

450,
246

5.
62%

(
100010001119)Col
l
ec
t
i
ons
(
602060201117)Cust
omerSer
vi
c
e
(
707070704511)CI
P_BudgetandFi
nanc
e
Gr
andTot
al

__________________________________________________________________________________
121

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget and Finance

BudgetandFi
nanc
e
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001110)Budget
&Fi
nanc
eAdmi
ni
st
r
at
i
on
(
100010001111)Ac
c
ount
i
ngSer
vi
c
es
(
100010001112)Li
c
ense/
Col
l
ec
t
i
on
(
100010001113)Pr
oc
ur
ement
(
100010001115)BudgetandResear
c
h
(
100010001116)Gr
ant
sAdmi
ni
st
r
at
i
on
(
602060201117)Cust
omerSer
vi
c
e
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

4.
00
15.
00
10.
00
5.
00
4.
00
1.
00
26.
50
65.
50

3.
00
15.
00
10.
00
5.
00
4.
00
1.
00
26.
50
64.
50

3.
00
15.
00
10.
00
5.
00
4.
00
1.
00
26.
50
64.
50

0.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00

__________________________________________________________________________________
122

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Attorney

Performance Report
At
City Attorney
$3,791,124

City Attorney

29 FTEs

Outside Legal Fees

FTE’s

Mission Statement
Provide the highest level of legal services to the city and its officials by adhering to professional
standards, garnering strong understanding of city operations and incorporating all relevant
information into the legal advice and guidance provided.
To serve the people of Arizona by prosecuting violations of Glendale City Code and misdemeanor
violations of state law in an ethical manner in order to assure that justice is served.

Department Description
The City Attorney is appointed by the City Council and acts as legal adviser to the city, its officials,
departments, as well as boards and commissions on matters that affect the conduct of city
business. The City Attorney’s Office represents the city in all legal proceedings and directs the
legal services provided by outside counsel. The office also prepares resolutions, ordinances and
related legal documents for City Council consideration in order to implement adopted city policy;
drafts and reviews all contracts considered by the city; and issues opinions on a variety of
municipal matters.
The City Attorney’s Office works closely with the Police Department to provide ongoing training
of its officers relating to state and city laws. The Office is also responsible for prosecuting any
misdemeanor violation that occurs within the city limits including violations of Glendale City Code,
DUI and domestic violence cases. The Office also handles conflict cases for other cities as well
as the Maricopa County Attorney’s Office.

__________________________________________________________________________________
123

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Attorney

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•

The Prosecutor’s Office received a $7,002 grant from the AZ Attorney General’s Office of
Victim Services, Victim Rights Program to assist in operating costs for victim rights notices.

•

The Prosecutor’s Office and IT Steering Committee have begun the initial stages of the
Hexagon/Justware software project. Our department requested this supplemental in the
FY18 budget.

__________________________________________________________________________________
124

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Attorney

Goals, Objectives, and Performance Measures
Strategic Objective Optimize Processes & Services
Attend meetings and hearings as needed or
Department Strategic Initiative
requested to provide legal advice.
The Mayor, City Council and City staff receive highIntended Result
quality, professional and timely legal services.
Performance Measures
% of the meetings/hearings attended (as
needed or requested)

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target/
Projected

100%

100%

100%

100%

Strategic Objective Optimize Processes & Services
Department Strategic Initiative Proactively pursue the adjudication of criminal cases.
The City provides consistent and ethical application
Intended Result
of criminal justice for the community.
FY2020
FY2017
FY2018
FY2019
Performance Measures
Target/
Actual
Actual
Estimate
Projected
Number of cases adjudicated
6200
9016
9046
9000

__________________________________________________________________________________
125

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Attorney

Ci
t
yAt
t
or
ney'
sOffic
e(
12)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

2,
896,
363

3,
200,
237

3,
200,
237

3,
312,
235

111,
998

3.
50%

Ser
vi
c
esandSuppl
i
es

267,
410

312,
226

312,
226

312,
226

0

0.
00%

I
nt
er
nalChar
ges

150,
362

237,
771

237,
771

166,
663

71,
108

29.
91%

3,
314,
135

3,
750,
234

3,
750,
234

3,
791,
124

40,
890

1.
09%

Gr
andTot
al

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001210)LegalSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

3,
314,
135

3,
750,
234

3,
750,
234

3,
791,
124

40,
890

1.
09%

Gr
andTot
al

3,
314,
135

3,
750,
234

3,
750,
234

3,
791,
124

40,
890

1.
09%

__________________________________________________________________________________
126

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Attorney

Ci
t
yAt
t
or
ney'
sOffic
e
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001210)LegalSer
vi
c
es
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

27.
00
27.
00

29.
00
29.
00

29.
00
29.
00

0.
00
0.
00

__________________________________________________________________________________
127

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Audit Department

Performance Report
Audit Department
$410,043 1.0 FTEs

Mission Statement
To provide internal audit services that strengthen controls, reduce risk, maximize efficiency and
enhance government transparency.

Department Description
The Audit Department conducts internal audits of departments, programs and contracts citywide
and reports the results to management, City Council and the public.

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
 Operating = operating and contractual costs
 Salary = salary and related costs

__________________________________________________________________________________
128

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Audit Department

Accomplishments, Enhancements, and Efficiencies





Completed 18 audit reports and 90% of the annual audit plan
Provided over 180 recommendations to management to strengthen internal controls,
enhance accountability, increase efficiencies and safeguard city assets
Identified over $500,000 in estimated efficiencies and funds due to or from the city
Maintained the city’s Ethics Hotline for employees to report potential fraud, waste or abuse

Goals, Objectives, and Performance Measures
Strategic Objective Improve Resource Alignment
Develop a risk-based audit plan that strengthens
Department Strategic Initiative
internal controls and reduces organizational risk.
Audit resources are allocated to the areas that pose
Intended Result
the greatest risk to the city.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Number of Audits Completed
17
18
18
18
% Audit Recommendations Accepted by
98%
98%
98%
98%
Management
% Annual Audit Plan Completed
85%
90%
90%
90%

__________________________________________________________________________________
129

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Audit Department

Audi
tDepar
t
ment(
13)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

318,
982

328,
594

328,
594

136,
335

192,
259

58.
51%

Ser
vi
c
esandSuppl
i
es

50,
896

56,
314

56,
314

261,
516

205,
202

364.
39%

I
nt
er
nalChar
ges

11,
710

11,
265

11,
265

12,
192

927

8.
23%

Gr
andTot
al

381,
588

396,
173

396,
173

410,
043

13,
870

3.
50%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001310)Ci
t
yAudi
t
orAdmi
ni
st
r
at
i
on

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

381,
588

396,
173

396,
173

410,
043

13,
870

3.
50%

Gr
andTot
al

381,
588

396,
173

396,
173

410,
043

13,
870

3.
50%

__________________________________________________________________________________
130

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Audit Department

Ci
t
yAudi
t
or
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001310)Ci
t
yAudi
t
orAdmi
ni
st
r
at
i
on
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

2.
000
2.
000

2.
000
2.
000

1.
000
1.
000

1.
000
1.
000

__________________________________________________________________________________
131

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Clerk

Performance Report
City Clerk

$769,898

Records
Management

7 FTEs

Elections

Mission Statement
To fairly and impartially provide exceptional customer service and information to the citizens,
customers and employees of the City of Glendale.

Department Description
The Glendale City Clerk's Office prepares and maintains the minutes of City Council meetings;
oversees the timely and accurate accumulation, preservation, and accessibility of public
records; conducts fair and open municipal elections and maintains the Glendale City Charter
and City Code Book. The City Clerk’s Office also maintains City ordinances and resolutions and
ensures legal compliance of all legal postings and public notices. Services provided by the City
Clerk’s Office include:
 Preparing and distributing Council agendas and minutes
 Conducting City elections
 Processing public records requests
 Coordinating the records management program
 Codifying the Glendale City Code
 Recording City documents
 Circulating contracts for signatures and retention
 Managing the City’s 20 boards and commissions
 Posting/publishing public notices
 Providing notary services

__________________________________________________________________________________
132

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Clerk

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:




Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies




Implemented a new public records request system that provides:
o Improved customer service and support – system immediately confirms receipt of
request and requestor able to check request status
o Greater transparency – public able to view previous records requests and the
documents provided
o Improved internal tracking of requests
Improved public transparency:
o Expanded public access to City records by adding two new record types that are
available to the public through the online portal – building permits and property
records
o Added the weekly Upcoming Agenda Items Report to the Agendas and Minutes
webpage

__________________________________________________________________________________
133

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Clerk

Upgraded the City’s video streaming service to make it easier for the public to
access and search videos
Management of boards and commissions:
o Coordinated the first annual board and commission member satisfaction survey
o Coordinated the board & commission member appreciation dinner
o



Goals, Objectives, and Performance Measures
Strategic Objective Optimize Processes & Services
Post all City Council regularly scheduled voting
meeting and workshop agendas and packets online 6
Department Strategic Initiative
days prior to the meeting exceeding the statutory
requirement of 24 hours.
Intended Result

The public receives timely notice and access to official
meetings of the Glendale City Council.

Performance Measures

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

Agendas/Packets posted 6 days prior to
regular meetings

47/100%

55/98%

52/100%

52/100%

Strategic Objective Optimize Processes & Services
All public record requests are initiated within 24 hours
of receipt.
Department Strategic Initiatives
All campaign finance reports are posted within 24 hours
of receipt.
Intended Result The public has timely access to City records.
Performance Measures
Public record requests/% Compliance
Campaign Finance Reports posted within
24 hours

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

1,200/100%
100%

1,194/100%
100%

1,300/100%
100%

1,300/100%
100%

__________________________________________________________________________________
134

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Clerk

Ci
t
yCl
er
k(
14)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

604,
964

619,
495

619,
495

667,
010

47,
515

7.
67%

Ser
vi
c
esandSuppl
i
es

39,
699

183,
540

183,
540

57,
790

125,
750

68.
51%

I
nt
er
nalChar
ges

43,
235

41,
947

41,
947

45,
098

3,
151

7.
51%

Gr
andTot
al

687,
899

844,
982

844,
982

769,
898

75,
084

8.
89%

$Changei
n
Budget

% Changei
n
Budget

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001410)Ci
t
yCl
er
kAdmi
ni
st
r
at
i
on
(
100010001411)El
ec
t
i
ons
Gr
andTot
al

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

687,
691

717,
232

744,
732

767,
898

50,
666

7.
06%

208

127,
750

100,
250

2,
000

125,
750

98.
43%

687,
899

844,
982

844,
982

769,
898

75,
084

8.
89%

__________________________________________________________________________________
135

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Clerk

Ci
t
yCl
er
k
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001410)Ci
t
yCl
er
kAdmi
ni
st
r
at
i
on
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

7.
000
7.
000

7.
000
7.
000

7.
000
7.
000

0.
000
0.
000

__________________________________________________________________________________
136

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Court

Performance Report

City Court
$5,760,494

46.5 FTEs

Mission Statement
To provide a forum for prompt, fair and just resolution of cases in a professional, efficient and
courteous manner.

Department Description
Glendale City Court adjudicates criminal misdemeanors, city code violations, traffic violations,
and certain juvenile offenses committed in the city of Glendale. In cases of domestic violence
and harassment, the Court issues protective orders. The Court has the authority to issue search
warrants for misdemeanors and felonies. Glendale City Court collaborates with numerous
internal and external justice and community agencies to develop and implement programs to
reduce recidivism and promote safe communities. Nearly 100,000 customers enter the Court
each year to conduct business.

__________________________________________________________________________________
137

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Court

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•

FY19 Supplement allowed for the funding of the Clerk position to be moved from the
Court JCEF account to general fund. This move allowed the JCEF funding source to
remain solvent thru the end of fiscal year 2019.

•

FY19 Supplement for Court Management Support increased a half time (.5) position to a
FTE to address the addition of increased workflow created by the implementation of the
new court case management system AJACS. The new FTE allowed for two Court
Operations Clerks to process court case management in heavier dockets. Two Court
Clerks allowed for faster processing of cases caused by delays related to AJACS.

•

FY19 Supplement funded the purchase of 16 mini computers that allowed Court and City
IT to hardwire (data drop) digital docket displays and digital check in system monitors
and to free up the City Wi-Fi network. The project initially was designed to use Wi-Fi,
but the demands caused the Wi-Fi to become unstable and unreliable. The mini

__________________________________________________________________________________
138

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Court

•

computers along with hardwired data drops allows for stable internet connection while
also bolstering the security of the network.
FY19 Supplemental allowed the Court to upgrade MyTel call centers for better customer
service support in the areas Fines Enforcement and the main customer service lines.
This project is currently in process with an installation date by April 2019.

•

The Court partnering with the Glendale Police Department enhanced the electronic
warrant system implemented last year. The application provides seamless transmission
of data between the Court and the Police Criminal Records Department. Glendale staff
provided a demonstration to the Supreme Court’s Administrative Office of the Court who
has identified it as a potential model solution statewide.

•

The Court coordinated all judicial, MVD and legal services for military veterans
participating in Glendale’s 2018 “Stand Up for Veterans” community outreach event.

•

Progress was made on upgrading the courthouse facility. Security deficiencies were
addressed with the installation of door locking mechanisms ensuring the separation of
the public and secure staff areas of the courthouse. Several site evaluations of the
building were completed to address the Court’s current and long-term facility needs.

•

The Court continued to take advantage of the Court IT staff who provided needed
support for the significant law changes at the State effective in January 2019 focused on
case financial mitigation. The IT Programmer provided analysis tools in support of the
Court’s successful CAP Program providing litigants a means to satisfying their Court
ordered fines and costs. In all, 25 new reports were created and numerous upgrades to
applications used in the daily operation of the Court.

•

Presiding Judge Elizabeth Finn was awarded Arizona Supreme Court’s 2018 Judicial
Branch Distinguished Service Award in the Chief Justice’s Outstanding Contribution to
the Courts category as well as the Maricopa Association of Governments (MAG) Desert
Peaks Award for Professional Service.

__________________________________________________________________________________
139

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Court

Goals, Objectives, and Performance Measures
Improve Tools & Technology
Optimize Processes & Services
Create and implement an electronic process to transmit
Department Strategic Initiative
warrant information, eliminating manual processes.
The Police Department has accurate and timely
Intended Result Information about warrants issued and quashed by the
Court.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Number of warrants issued.
N/A
2137
5200
5500
Number of warrants quashed.
N/A
2201
6600
7000
Estimated cost avoidance.
N/A
$5,350
$13,000
$13,750
Number of warrants returned.
N/A
N/A
N/A
TBD
Strategic Objectives

Improve Community Experience
Strategic Objectives Improve Resource Alignment
Improve Purposeful Communication
Increase participation and retention rates in the Court
Department Strategic Initiative Assistance Program (CAP); a Supreme Court Fair
Justice Initiative.
More litigants are current on delinquent court ordered
Intended Result fines and costs allowing for the reinstatement of their
suspended driver license.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Total cases entered into the program.
N/A
591
1450
1525
Total fines paid
N/A
$417,528
$620,000
$650,000
Retention rate
N/A
73%
74%
75%
Strategic Objective Optimize Processes & Services
Identify and implement process improvements to
Department Strategic Initiative
decrease turnaround time on Rule 11 cases.
Rule 11 competency cases are resolved in an
Intended Result expeditious manner to attain resolution on criminal
cases.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Number of processing days from filing to
52
43
38
36
disposition

__________________________________________________________________________________
140

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Court

Increase Innovation Solutions
Strategic Objectives Optimize Processes & Services
Improve Resource Alignment
Remind litigants of upcoming court and payment dates
Department Strategic Initiative
with text and autodial phone messages.
Improve Court appearance and compliance rates,
Intended Result increase litigants’ likelihood of attaining successful case
resolution, improve collection rates.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Total text messages sent.
52,002
14,986
23,500
24,700
Total phone calls made.
16,100
28,774
15,000
15,750
Cost
$1,290
$1,000
$750
$750
Error Rate
35%
27%
10%
9%

__________________________________________________________________________________
141

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Court

Ci
t
yCour
t(
15)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

4,
224,
952

4,
468,
279

4,
468,
279

4,
659,
802

191,
523

4.
29%

Ser
vi
c
esandSuppl
i
es

651,
098

714,
492

705,
179

742,
492

28,
000

3.
92%

I
nt
er
nalChar
ges

317,
984

349,
295

349,
295

358,
200

8,
905

2.
55%

5,
194,
034

5,
532,
066

5,
522,
753

5,
760,
494

228,
428

4.
13%

Gr
andTot
al

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001510)Cour
tAdmi
ni
st
r
at
i
on

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget
4.
95%

4,
712,
448

4,
941,
221

4,
927,
762

5,
185,
785

244,
564

(
212021205001)Cour
tSec
ur
i
t
y

372,
168

451,
361

492,
896

453,
243

1,
882

0.
42%

(
212021205002)Cour
tTi
mePayment
s

85,
603

82,
220

68,
827

64,
321

17,
899

21.
77%

(
212021205003)Fi
l
lt
heGap
Gr
andTot
al

23,
816

57,
264

33,
268

57,
145

119

0.
21%

5,
194,
034

5,
532,
066

5,
522,
753

5,
760,
494

228,
428

4.
13%

__________________________________________________________________________________
142

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Court

Ci
t
yCour
t
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001510)Cour
tAdmi
ni
st
r
at
i
on
(
212021205001)Cour
tSec
ur
i
t
y
(
212021205002)Cour
tTi
mePayment
s
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

42.
00
2.
00
1.
75
45.
75

43.
50
2.
00
0.
75
46.
25

44.
00
2.
00
0.
50
46.
50

0.
50
0.
00
0.
25
0.
25

__________________________________________________________________________________
143

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Office

Performance Report
City Manager’s Office
$1,673,591

Administration

9 FTEs

Strategic Initiatives and
Special Projects

Mission Statement
To create organizational strategies for success.

Vision Statement
The organization and community knows where we are going and how we are going to get there.

Department Description
The City Manager's Office provides the organizational leadership necessary to successfully
implement the policy direction of the City Council; communicates that direction to the
organization; ensures the efficient, effective, and economical delivery of city services to
Glendale's citizens; appropriately allocates the resources and support to achieve strategic
objectives; uses data and evidence to analyze and improve organizational performance; and
maintains a highly responsive, effective, and inclusive workforce.

__________________________________________________________________________________
144

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Office

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•
•
•
•

•

Launched the SimpliCity Human Resources and Payroll implementation process and
facilitated the citywide employee communication plan.
Increased Standard & Poor’s (S&P) bond rating to AA- with a stable outlook.
2nd Annual All-staff Meeting at the Gila River Arena with over 800 employees in attendance,
survey results indicated 84% satisfaction with the meeting and 96% net promoter rating.
General employee training and development accomplishments this fiscal year included:
o 2,144 attendees at various workforce development training/education events
o 4,504 safety training courses completed which is directly correlated to Workers’
Compensation claims ratio of 4.6% (2.3% below the state average for city/county
employers)
o 100% compliance with Cybersecurity training designed to reduce phishing attacks
o 2,552 hours of learning dedicated to the advanced use of data analytics and
visualizations has led to in 17 divisions creating over 100 business intelligence
workbooks being used to monitor and improve operations
Employee engagement activities included:
o Wild Life World Zoo
o Cardinals Game
o GCU Game
o Women Leading Government Conference
o City Hall Selfie Day
o Innovation Academy – Centralized Customer Service Project
o Servant Leadership Workshop

__________________________________________________________________________________
145

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Office

•

o SimpliCity Go Live Events
o Water Services/Solid Waste Retreat
o Glendale Employee Night – Coyotes Game
Provided project leadership or sponsorship for the following projects:
o Centralized Customer Service Phase I (integration of Solid Waste calls)
o New city website development
o Citywide branding initiative
o What Works Cities Phase II – pursuing certification
o Customer Relationship Management (formerly known as Request for Service)
software selection
o Comprehensive Special Events application process improvement
o Sports & Entertainment District Stakeholder event communication plans
o Council annexation policy and strategy
o Council infill and adaptive reuse policy
o ASU Project Cities program
o Draft Tier 1 Balanced Scorecard performance measures
o Development Impact Fee study
o Westgate Entertainment District ownership transition

Goals, Objectives, and Performance Measures
Strengthen Workforce Development
Optimize Processes & Services
Provide leadership support for projects and
programs that advance strategic objectives
Department Strategic Initiative
in the organization and processes
Balanced Scorecard perspectives.
The organization is equipped with the
knowledge, skills, abilities, and resources
Intended Result to achieve successful outcomes that fulfill
the City Council’s mission and vision for the
organization.
Strategic Objective

Performance Measures

Process Improvement
# Employees Trained
# Process Improvement Projects Completed
Leadership Development Activities
Book Club Events/Participants
Alliance for Innovation Events/Participants

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

0
0

70
1

0*
10

-

6/175
4/101

3/200
5/100

4/200
5/100

-

* Specific process improvement training was not deployed this fiscal year due to a variety of factors including the
implementation of several enterprise technology projects, the need to establish a structure of core competencies, and
the need to establish citywide performance measures. These activities will be captured in the new citywide draft
measures.

__________________________________________________________________________________
146

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Office

Strategic Objective Strengthen Workforce Culture

Fiscal Sustainability, Economic
Development
To establish strategic direction for the
organization that ensures alignment
Intended Result
amongst all departments and services with
the needs of the community.

Department Strategic Initiative

Performance Measures

Balanced Scorecard
# Employees Trained
# Scorecards Implemented

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

60
1

100
0

0*
0*

5

* The focus this fiscal year has been the development of draft citywide performance measures, identifying collection
methods for the data needed to evaluate those measures, and structuring actions needed to report on the
performance in each of the strategic objectives. Several departments have begun the process of developing a
departmental scorecard, work will continue with departments to cascade the citywide scorecard and measures to the
department level over the next fiscal year. More importantly, the implementation of the new citywide draft measures.

Strategic Objective Improve Community Experience

Pursue quality economic development and
ensure long-term financial stability, while
Department Strategic Initiative
safeguarding current economic
investments.
Expand the tax base and job market in the
Intended Result
community.
Performance Measures

New businesses recruited or existing
companies expanding
Jobs generated by new or expanding
companies

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

12

10

12

10

2081

1000

820

1000

__________________________________________________________________________________
147

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Office

Strategic Objective Accountability
Department Strategic Initiative Transparency, Fiscal Sustainability

Establish systems and tools that assess
and report on organizational performance,
Intended Result identify target areas for improvement, and
publicly report results to the citizens of
Glendale.
Performance Measures

# Surveys conducted and integrated into the
strategic planning efforts
Publicly Posted Data sets
Produce a balanced budget that complies with
the city’s adopted financial polices
* The budget will be balanced, by fund,
when all projected ongoing revenue sources
do not exceed all ongoing expenses
proposed for the current FY and for the
upcoming FY. Use of the unassigned fund
balance will occur only as authorized by
Council and to address one-time costs, not
ongoing costs or planned utilization of fund
balance.
Produce a Five-Year Forecast for each
major operating fund, in compliance with the
city's adopted financial policies
Prepare City Manager’s recommended
budget in accordance with the city’s adopted
financial policies

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

0

3

2

-

0

0

0*

-

Yes

Yes

Yes

-

Yes

Yes

Yes

-

Yes

Yes

Yes

-

* Due to technology resources consumed by the significant projects nearing completion or underway (SimpliCity,
CivicLive, SmartGov, Lucity, QScend, ESRI upgrade) the open data launch was delayed, but will be revisited this
year. Although new datasets from enterprise systems have not been publicly posted, the implementation of
LaserFische and the public portal for public documents has improved accessibility to public information and data.

__________________________________________________________________________________
148

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Office

Ci
t
yManager
'
sOffic
e(
16)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

823,
928

882,
091

882,
091

1,
562,
171

680,
080

77.
10%

Ser
vi
c
esandSuppl
i
es

53,
414

51,
870

143,
870

57,
370

5,
500

10.
60%

I
nt
er
nalChar
ges

46,
754

42,
813

42,
813

54,
050

11,
237

26.
25%

Gr
andTot
al

924,
096

976,
774

1,
068,
774

1,
673,
591

696,
817

71.
34%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001610)Ci
t
yManagerAdmi
ni
st
r
at
i
on

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

924,
096

976,
774

1,
068,
774

1,
673,
591

696,
817

71.
34%

Gr
andTot
al

924,
096

976,
774

1,
068,
774

1,
673,
591

696,
817

71.
34%

__________________________________________________________________________________
149

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
City Manager's Office

Ci
t
yManager
'
sOffic
e
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001610)Ci
t
yManagerAdmi
ni
st
r
at
i
on
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

5.
000
5.
000

6.
000
6.
000

9.
000
9.
000

3.
000
3.
000

__________________________________________________________________________________
150

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Community Services

Performance Report
Community
Services
$30,188,874 91 FTEs

Library

Revitalization

Housing

Community
Action
Program

Community
Engagement

Mission Statement
Connecting people through the power of library and arts, human services, and community
engagement initiatives, to enhance and preserve the health, safety and living environment in our
community.

Department Description
The Library Division serves the needs of Glendale citizens by providing life-long learning
opportunities, books, audio/visual materials and electronic resources that inform, educate and
entertain residents.
The Human Services Group is comprised of the Community Revitalization Division,
Community Housing Division and the Community Action Program Division. Each of these
sections provides direct community services that ensure residents receive access to resources
and community programs that support self-sufficiency and build strong neighborhoods.
The Community Engagement Division offers opportunities to enhance the social, physical,
mental and economic health of our community through a variety of diverse programs. The
Division oversees neighborhood services, community education and community volunteerism.

__________________________________________________________________________________
151

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Community Services

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related cost

Accomplishments, Enhancements, and Efficiencies
•
•
•
•

•

Provided services and programs to approximately 550,000 patrons at Library facilities
Community Engagement partnered with 3,677 individuals for 9,002.5 hours of volunteer
service valued at $220,651.
The Library partnered with 328 individuals for 13,947 hours of volunteer service valued at
$324,824.
Community Action Program provided $779,111 in grant funds for emergency services
(eviction prevention; utility assistance; homeless services) to assist residents that meet
poverty level guidelines. 21.5% (52,867) of Glendale’s population live in poverty.
The Housing Division received Housing and Urban Development “High Performer” rating for
the Section 8 Housing Choice Voucher and Conventional Public Housing programs.

__________________________________________________________________________________
152

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Community Services

Goals, Objectives, and Performance Measures
Optimize Processes & Services
Improve Community Experience
Key department managers will continue to enhance
the programs and services offered to Glendale
Department Strategic Initiative residents through a variety of diverse activities which
preserve the health, safety and livability of the
community.
All patrons of the Community Services Department
Intended Result
receive excellent customer service.
Strategic Objectives

Performance Measures
Annual Percent of leased units in the
Public Housing Program
Section 8 (Housing Choice Voucher)
assessment rating from Department of
Housing and Urban Development
(HUD)
Number of activities/projects for
Community Engagement volunteer
program
Number of households receiving
housing assistance from housing
rehabilitation and new home ownership
grants
Number of households served through
Community Action Program
(state/federal funds)
Number of households provided Energy
Conservation educational materials to
reduce monthly utility bills which
promotes self-sufficiency

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

96.26%

97.98%

98%

98%

100%

100%

100%

100%

223

219

200

200

239

217

220

180

2,357

1013

1500

1500

1018

1103

1201

1103

__________________________________________________________________________________
153

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Community Services

Strategic Objective Improve Resource Alignment
Key department managers recruit new
partnerships and/or sustain existing partnerships.
Programs and services for Glendale residents are
Intended Result
maximized by leveraging community partnerships.

Department Strategic Initiative

Performance Measures
Number of CAP agency partners
providing social services to low-tomoderate income residents
Leverage of funding for CDBG Public
Service Programs to amplify value for
our residents

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

67

55

77

55

1:26

1:32

1:32

1:32

Optimize Processes & Services
Improve Community Experience
Key department managers will continue to enhance
the programs and services offered to Glendale
Department Strategic Initiative residents through a variety of diverse activities
which preserve the health, safety and livability of
the community.
All patrons of the Community Services Department
Intended Result
receive excellent customer service.
Strategic Objectives

Performance Measures
Number of households assisted through
the Section 8 Housing Choice Voucher
(Voucher and Port-Ins) and Public
Housing Programs.
Number of community volunteer hours
leveraged by the department.
Number of electronic library materials
(e-books, e-music, e-movies) check out
per resident
Number of physical library materials
(books, DVD's, CD's) checked out per
resident
Number of partners providing library
programming to Glendale residents

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

1,209

1,385

1,400

1,500

21,500

22,400

22,500

15,000

.8

.8

.8

.8

5.9

5.5

5.7

6.0

17

39

42

45

__________________________________________________________________________________
154

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Community Services

Communi
t
ySer
vi
c
es(
17)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

Gr
oup
Per
sonnelSer
vi
c
es

7,
419,
390

8,
321,
087

8,
384,
837

8,
769,
059

561,
789

6.
75%

Ser
vi
c
esandSuppl
i
es

3,
772,
688

21,
175,
968

18,
536,
794

20,
706,
139

323,
829

1.
53%

I
nt
er
nalChar
ges
Gr
andTot
al

708,
013

742,
559

742,
559

713,
676

24,
552

3.
31%

11,
900,
091

30,
239,
614

27,
664,
190

30,
188,
874

213,
408

0.
71%

$Changei
n
Budget

% Changei
n
Budget

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001710)Communi
t
ySer
vi
c
esAdmi
n

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

287,
115

395,
859

395,
859

434,
397

38,
538

9.
74%

4,
918,
372

5,
497,
286

5,
497,
286

6,
278,
603

781,
317

14.
21%

(
100010001712)Communi
t
yEngagement

141,
958

145,
445

145,
445

150,
524

5,
079

3.
49%

(
100010001715)CAPL
oc
alMat
c
h

18,
169

17,
382

17,
382

17,
582

200

1.
15%

(
100010001716)Communi
t
yRevi
t
al
i
z
at
i
on

288,
127

291,
556

291,
556

361,
952

70,
396

24.
15%

(
201020104017)Gr
ant
sCommuni
t
ySer
vi
c
e

25,
554

900,
747

370,
401

900,
747

0

0.
00%

(
201020105140)HOMEAdmi
ni
st
r
at
i
on

21,
585

27,
707

24,
023

27,
707

0

0.
00%

(
201020105141)HOMERepl
ac
eHousi
ngPr
ogr
am

172,
054

375,
000

200,
000

375,
000

0

0.
00%

(
201020105142)HOMEAffor
dabl
eHousi
ng

196,
167

0

0

0

0

0.
00%

(
201020105143)HOMESi
ngl
eFami
l
yResi
dRehab

95,
771

375,
000

80,
000

375,
000

0

0.
00%

337

227,
349

25,
049

227,
472

123

0.
05%

(
203020304017)Gr
ant
sNei
ghSt
abPgm3

0

0

0

0

0

0.
00%

(
203020305150)NSP3Admi
ni
st
r
at
i
on

0

227,
300

25,
000

227,
300

0

0.
00%

(
203020305151)NSP3Demo

0

0

0

0

0

0.
00%

(
204020404017)CDBG

704,
208

3,
017,
985

2,
014,
780

2,
941,
783

76,
202

2.
52%

(
204020405100)CDBGAdmi
ni
st
r
at
i
on

385,
620

94,
730

55,
759

94,
730

0

0.
00%

(
204020405101)CDBGSi
ngl
eFami
l
yResi
dRehab

113,
784

835,
000

246,
880

835,
000

0

0.
00%

(
204020405102)CDBGLeadBasedPai
nt

3,
357

40,
000

9,
622

40,
000

0

0.
00%

(
204020405103)CDBGTempor
ar
yRel
oc
at
i
on

21,
130

34,
000

23,
215

34,
000

0

0.
00%

(
204020405104)CDBGRehab/
Del
i
ver
y

118,
233

8,
500

10,
848

8,
500

0

0.
00%

(
204020405105)CDBGDemol
i
t
i
onLow/
Mod

0

43,
000

15,
000

43,
000

0

0.
00%

(
204020405106)CDBGDemol
i
t
i
onSl
um Bl
i
ght

843

75,
000

35,
422

75,
000

0

0.
00%

(
204020405107)CDBGPubl
i
cSer
vi
c
es

276,
747

0

0

0

0

0.
00%

(
204020405108)CDBGHousi
ngSer
vi
c
esCi
t
yPr
j

82,
410

0

0

0

0

0.
00%

(
204020405109)CDBGHousi
ngSer
vi
c
esExt
er
nal

288,
775

0

0

0

0

0.
00%

(
204020405110)CDBGPubl
i
cFac
l
t
/
I
nf
r
aCt
yPr
j

178,
433

0

0

0

0

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00%

(
204020405111)CDBGPubl
i
cFc
l
t
y/
I
nf
r
aExt
er
n

64,
167

0

0

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00%

(
204020405112)CDBGRoofRepl
ac
ementPr
ogr
am

48,
338

100,
000

83,
529

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000

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00%

(
211021101712)Ar
t
sPr
ogr
am

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00%

(
211021101714)Ar
t
sPr
ogr
am

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855

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404

260,
404

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3,
744

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44%

0

68,
611

68,
611

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611

0

0.
00%

(
214021405261)Communi
t
yAc
t
i
onPr
ogr
am DHHS

1,
198,
218

1,
217,
269

1,
217,
269

1,
288,
039

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770

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81%

(
214021405262)Communi
t
yAc
t
i
onPr
ogr
am ACAA

47,
963

46,
857

46,
857

46,
857

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0.
00%

(
214021405263)Communi
t
yAc
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i
onPr
ogr
am ADOH

0

0

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250

0

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00%

(
215021504017)Emer
genc
yShel
t
erGr
ant

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662

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00%

(
215021505130)ESGAdmi
ni
st
r
at
i
on

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191

208,
992

229,
502

258,
992

50,
000

23.
92%

(
215021505131)ESGRapi
dRehousi
ng

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501

0

0

0

0

0.
00%

(
215021505133)ESGEmer
genc
yShel
t
erSer
vi
c
es

43,
323

0

0

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00%

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275,
000

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000

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000

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00%

(
216021605241)L
i
br
ar
yGr
antAc
c
ount
s

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171

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606

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00%

(
216021605249)Li
br
ar
yDonat
i
onAc
c
ount
s

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929

0

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00%

(
216021605269)Communi
t
yAc
t
i
onPr
ogDonat
i
on

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087

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00%

(
613061301713)Housi
ngPubl
i
cAc
t
i
vi
t
i
es

1,
747,
042

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433,
635

15,
433,
635

14,
703,
077

730,
558

4.
73%

Gr
andTot
al

11,
900,
091

30,
239,
614

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664,
190

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188,
874

213,
408

0.
71%

(
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i
br
ar
y

(
202020204017)Nei
ghbor
hoodSt
abi
l
i
z
at
i
on

(
214021404017)CAPGr
ant

(
216021604017)Gr
ant
sCommuni
t
ySer
vi
c
e

__________________________________________________________________________________
155

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Community Services

Communi
t
ySer
vi
c
es
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001710)Communi
t
ySer
vi
c
esAdmi
n
(
100010001711)Li
br
ar
y
(
100010001712)Communi
t
yEngagement
(
100010001716)Communi
t
yRevi
t
al
i
z
at
i
on
(
204020404017)CDBG
(
211021101714)Ar
t
sPr
ogr
am
(
214021405261)Communi
t
yAc
t
i
onPr
ogr
am DHHS
(
613061301713)Housi
ngPubl
i
cAc
t
i
vi
t
i
es
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

1.
00
43.
00
1.
00
2.
00
8.
75
1.
00
5.
50
21.
00
83.
25

3.
00
50.
50
1.
00
2.
00
8.
00
1.
00
5.
50
20.
00
91.
00

3.
00
51.
50
1.
00
2.
00
8.
00

0.
00
1.
00
0.
00
0.
00
0.
00

6.
50
19.
00
91.
00

1.
00
1.
00
1.
00

__________________________________________________________________________________
156

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Development Services

Performance Report
Development Services
$6,759,146

Building Safety

57.00 FTEs

Planning

Code Compliance

Mission Statement
Development Services provides exceptional customer service to create a quality environment,
ensure safe development, and preserve our Glendale community.

Development Services Divisions and Functions
Building Safety
The Building Safety Division ensures that building code standards are met to safeguard life,
health, property, and public welfare by regulating and controlling the design, construction,
quality of materials, and occupancy of all buildings and structures in Glendale. The Division is
the central resource for development, construction and code information, plan review, permit
issuance and construction inspection.
Code Compliance
The Code Compliance Division is responsible for ensuring compliance with city codes and
ordinances. These regulations are local laws adopted by the Glendale City Council and
represent community standards. These community standards have been established to promote
health and safety, protect the community from blight and deterioration, and enhance the livability
of Glendale.
Planning
The Planning Division provides a multitude of services related to Long Range Planning and
Current Planning. We administer the General Plan and Zoning Ordinance regarding new
development projects and redevelopment projects. Planning aids the community in development
and the permit review process; carries out plans in strategic locations and provides professional
information to decision makers and the public to support quality growth and focused
development for the community. We also serve as the Historic Preservation Office for the city.

__________________________________________________________________________________
157

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Development Services

Mapping and Records is part of the Planning Division. Mapping and Records maintains the GIS
database which includes layers of information relative to City Council districts, water lines,
sewer lines, storm drains, streets, addresses, parcels, and subdivisions. These GIS layers are
the largest database in the City.

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprized of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•
•
•
•
•

Building Safety – Performed plan review and construction inspection of 2.9 million square
feet of building development having a construction value of 360 million dollars.
Building Safety - Reviewed an additional 292 million dollars’ worth of construction plans.
Code Compliance – Increased proactive case initiation from 43% to 50%.
Code Compliance – Two Code Inspectors began conducting inspections on Saturdays this
fiscal year. The Code Inspectors focus on investigating weekend activity violations such as
excessive yard sales and illegally parking in the front yard.
Code Compliance – All Code Inspectors completed certification from the Code Enforcement
League of Arizona this year. Staff completed the six-session training to achieve official
certification for code inspection.

__________________________________________________________________________________
158

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Development Services

•

Development Services reviewed plans for Westgate District Shops, TopGolf, ASPERA,
Arrowhead Hospital addition, Westgate Luxury Apartments, Credit Union West, Dutch Bros.,
Aloft Hotel, Arrowhead BMW, Zanjero Apartments and Westgate Village Independent Senior
Living.

Goals, Objectives, and Performance Measures
Optimize Processes & Services
Improve Community Experience
Address and resolve code compliance violations in
Department Strategic Initiative
an effective and efficient manner
Maintain compliance with City Codes that relate to
Intended Result nuisances, property maintenance, rental housing
and Zoning Ordinance requirements
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Code Compliance cases opened
6,910
7,045
10,000
10,000
Code compliance cases resolved
6,643
6,802
10,000
10,000
Number Code Compliance inspections performed
19,530
23,870
30,000
30,000
Initial response time (work days) to inspect a
2
2
2
2
reported Code Compliance violation
Code Compliance cases addressed through
97%
97%
97%
97%
voluntary compliance or with no violation
Strategic Objectives

Strategic Objective Optimize Processes & Services
Improve the level of Code Compliance cases
Department Strategic Initiative
generated proactively
Maintain compliance with City Codes that relate to
Intended Result nuisances, property maintenance, rental housing
and Zoning Ordinance requirements
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
% of Code Compliance cases opened proactively
43%
49%
55%
60%

__________________________________________________________________________________
159

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Development Services

Strategic Objective Optimize Processes & Services
Provide complete and timely review using our
Department Strategic Initiative newly published time frames to speed projects to
completion in an inclusive and open process
Glendale customers receive superior customer
Intended Result
service
Performance Measures
Number of service requests filed
Number of filed cases
Planning customers/visits assisted at the
Development Services Center counter

FY2017
Actual
264
268

FY2018
Actual
300
383

FY2019
Estimate
360
370

FY2020
Target
340
350

3,798

3,555

3,600

3,300

Strategic Objective Optimize Processes & Services
Provide complete and timely review using our
Department Strategic Initiative newly published time frames to speed projects to
completion in an inclusive and open process
Glendale customers receive superior customer
Intended Result
service
Performance Measures
Number of service requests filed
Number of filed cases
Planning customers/visits assisted at the
Development Services Center counter

FY2017
Actual
264
268

FY2018
Actual
300
383

FY2019
Estimate
360
370

FY2020
Target
340
350

3,798

3,555

3,600

3,300

Strategic Objective Optimize Processes & Services
Department Strategic Initiative

95% of all plan review submittals are completed
within two review cycles

Intended Result

Thorough and expedient review of construction
plans support the development of our community

Performance Measures
Number building permits issued
Number of plan reviews completed
Number of plan reviews completed electronically
% of submitted plans approved at first review
% of submitted plans approved at second review
% of submitted plans requiring 3 or more reviews

FY2017
Actual
6,867
4,822
340
67%
28%
5%

FY2018
Actual
5,804
4,625
420
78%
19%
3%

FY2019
Estimate
6,000
4,864
650
78%
19%
3%

FY2020
Target
6,000+
5,000+
1,200
79%
18%
3%

__________________________________________________________________________________
160

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Development Services

Devel
opmentSer
vi
c
es(
18)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

4,
640,
873

5,
221,
070

5,
171,
070

5,
614,
058

392,
988

7.
53%

Ser
vi
c
esandSuppl
i
es

428,
304

726,
232

746,
297

722,
568

3,
664

0.
50%

I
nt
er
nalChar
ges
Gr
andTot
al

% Changei
n
Budget

339,
252

345,
523

345,
523

422,
520

76,
997

22.
28%

5,
408,
429

6,
292,
825

6,
262,
890

6,
759,
146

466,
321

7.
41%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001810)Pl
anni
ng

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

1,
119,
918

1,
323,
541

1,
323,
541

1,
583,
867

260,
326

19.
67%

(
100010001811)Bui
l
di
ngSaf
et
y

2,
479,
743

3,
031,
653

3,
026,
718

3,
121,
333

89,
680

2.
96%

(
100010001812)CodeCompl
i
anc
e

1,
558,
223

1,
830,
897

1,
805,
897

1,
838,
993

8,
096

0.
44%

96,
750

106,
734

106,
734

214,
953

108,
219

101.
39%

(
100010005006)Mappi
ngandRec
or
ds
(
602060201813)Cr
ossConnec
t
i
onCont
r
ol
Gr
andTot
al

153,
794

0

0

0

0

0.
00%

5,
408,
429

6,
292,
825

6,
262,
890

6,
759,
146

466,
321

7.
41%

__________________________________________________________________________________
161

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Development Services

Devel
opmentSer
vi
c
es
St
affingbyPr
ogr
am
Fund/Or
g
(
100010001810)Pl
anni
ng
(
100010001811)Bui
l
di
ngSaf
et
y
(
100010001812)CodeCompl
i
anc
e
(
100010005006)Mappi
ngandRec
or
ds
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

9.
00
23.
00
16.
50
1.
00
49.
50

10.
00
26.
00
18.
00
1.
00
55.
00

11.
00
26.
00
18.
00
2.
00
57.
00

1.
00
0.
00
0.
00
1.
00
2.
00

__________________________________________________________________________________
162

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Economic Development

Performance Report
Economic
$

Development

Economic Development
$1,614,867
8 FTEs

Economic
Development

Business
Development

Public Art

1 6 FTE’s
Mission Statement
To promote economic development in the City of Glendale by serving as an important catalyst
for new business, a critical resource for existing business and consistently exploring new
industry opportunities to ensure a diverse, sustainable economy that improves the lives of the
people we serve every day.

Department Description
The Office of Economic Development is responsible for facilitating the creation of employment
and preserving jobs, promoting growth opportunities, demonstrating servant leadership and
enhancing the city’s revenue base. Creating a business-friendly climate requires coordinating
internally with affected stakeholder groups and externally with the city's business and
community partners. Supporting and growing a diverse, sustainable economy that provides
economic opportunity is essential to achieving the City’s mission to improve the lives of the
people we serve every day. Businesses, neighborhoods, individual residents and the entire
region all benefit from the improved quality of life that the City’s economic development efforts
create. It also administers the City’s Public Art and Performing Arts Partnership Program.

__________________________________________________________________________________
163

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Economic Development

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•

Red Bull, Rauch Fruit Juices and Ball Corporations have selected a 134-acre site in the
Woolf Logistics Industrial Campus in the City of Glendale’s New Frontier District as the
home of their newest 700,000+ square foot beverage filing and distribution facility. This site
is logistically ideal to serve the increasing demand of the US, Mexican, and Canadian
markets. The companies plan to commence construction in 2019 creating 600 construction
jobs, and more than 200 permanent jobs.

•

Holiday Inn and Marriott are constructing two new 100-room hotels in the Westgate Area.
The hotel buildings are 62,000 and 68,000 square feet respectively and will bring 140 new
hospitality jobs to the region.

•

Corning Optics is in the midst of adding additional lines to their broadband internet, and
microwave connectors high tech manufacturing center. The expansion is expected to create
200 highly skilled computer numerical control (CNC) machine positions.

__________________________________________________________________________________
164

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Economic Development

•

Connect Express, a North American transportation and logistics company, has located their
corporate office and logistics center in the Grand Avenue Industrial Corridor, bringing 47
new jobs to the City.

•

Academy of Math and Science broke ground on a new multi-story, 84,000 square foot class
A public charter school, which will employee more than 120 teachers with an average wage
of $45,000 per year. The school specializes in STEM education for K-8th grade students and
is located at 45th Ave and Glendale Ave, in the heart of the City Council designated
Redevelopment District.

•

Glendale’s unemployment rate has increased slightly from 4.7% in January 2018 to 5.3% in
January 2019; and year over year 5,405 people joined the labor force in Glendale and 4,421
more Glendale residents were employed as of January 2019.

•

Conducted numerous business outreach activities through trade shows, sales missions,
presentations and business retention visits to inform about the benefits of operating a
business in Glendale.

•

Held Economic Development office hours at the IDEA Center located at the main branch
library, and other locations. This collaboration with the library has provided a broader reach
into the community, allowing the economic development office to better support
entrepreneurs and small business owners, as well as mentor services for aspiring business
owners.

•

The Office of Economic Development in partnership with the Glendale Library invited 8
startups companies to “practice their pitch” at the Annual Chamber of Commerce Biz 2 Biz
Expo. The event attracted hundreds of attendees and businesses from across the entire
West Valley to showcase their products and services. The event was held at the Glendale
Civic Center which sponsored the event, providing significant exposure to the venue and
Downtown Glendale.

•

Taught ASU Start-Up School classes at the Glendale Main Library to promote economic
development opportunities for small businesses and participated in other entrepreneurship
programming being offered to the business community. The ASU curriculum is taught
throughout the year attracting dozens of small businesses and start-up ventures.

•

Assisted local tech entrepreneur in forming the West Valley Innovation Alliance (WVIA)
designed to promote local collaboration in the tech and innovation fields. Also assisted in
coordinating the first of its kind West Valley Innovation Forum and Speaker Series. The
inaugural event attracted more than 80 attendees including tech companies, angel
investors, judges, and other guests. The 3-hour forum was held at the Start@WestMec
Campus in the Glendale Corporate Center near the Loop 101 and Camelback Road.

•

Oversaw the council approved contract with the Glendale Chamber of Commerce for
Downtown Manager Services to provide targeted support to the downtown business
community as part of our downtown redevelopment efforts. Accomplishments have included
established monthly Merchant meetings; formation of downtown subcommittees focused on
beautification, marketing and events; and improved communication with the downtown
business community.

__________________________________________________________________________________
165

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Economic Development

•

Leveraged partnership with Canada Arizona Business Council (CABC) and other strategic
entities to attract Foreign Direct Investment (FDI) opportunities from abroad.

•

Lead the Adaptive Reuse and Infill special council workshops over a year long process in
multiple special workshop sessions with the assistance of Mr. Neil Calfee, subject matter
expert in the field.

•

Actively participated in the Annexation special council workshop topic over a year long
process in multiple special workshop sessions with the assistance of Ms. Sarah Murley,
Principal with Applied Economics, who performed the independent economic analysis for
the City.

•

Restructured the Economic Development Program Manager position to allow for the
configuration of a Communications Program Manager to develop and execute a
communication strategy that delivers internal and external messaging on behalf of the
Economic Development Department and elevates the perception and image of the city as
whole.

•

Engaged in a meaningful way as part of the Governance Committee to develop and launch
the city website.

•

Reconfigured Communications Program Manager position to commence social platforms
strategy and launched in November of 2018. The efforts have garnered over 15,000
impressions with 120+ posts across all three platforms (Facebook, Instagram and Twitter)

•

Working with ASU and Glendale Community College to help expand the cyber security
program through connecting educational partners with the business community, working
toward creating internship opportunities to benefit students and businesses. The ultimate
goal is to help extend the current cybersecurity program to create a consortium between
ASU, GCC, Grand Canyon University, Arizona Christian University, Embry-Riddle Luke
AFB, Midwestern University, and similar regional partners.

Goals, Objectives, and Performance Measures
Strategic Objective Improve Community Experience
Leverage industry resources to increase Glendale’s
Department Strategic Initiative visibility in the local, state, and national markets and
promote Glendale through recruitment initiatives
Increase the number of businesses and jobs in our
Intended Result
community to ensure long-term financial stability
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
New Businesses & Expansions
13
7
12
10
Jobs Generated
2,091
1,027
820
1,000
Participation in Recruitment Initiatives
5
3
11
8

__________________________________________________________________________________
166

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Economic Development

Strategic Objective Improve Community Experience
Provide direct assistance to small businesses by
Department Strategic Initiative connecting them with information, experts, and
programs for business development.
Entrepreneurial small business in Glendale is a
Intended Result
fundamental component of our economy.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
ASU Startup School Classes
6
18
12
12
Small Business/IDEA Center (Hours)
N/A
N/A
180
200

Strategic Objective Improve Purposeful Communication
Proactively share information about businesses
Department Strategic Initiative expansions, new locates, City programs, and economic
development efforts to relevant target audiences.
Increased public awareness about economic
Intended Result
opportunities in Glendale.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Social Media Posts
N/A
N/A
150
200
Press Releases/ Media Outreach
N/A
N/A
30
40
Followers: Instagram, Facebook, Twitter
N/A
N/A
130, 90, 80
200,
150,100
Improve Stakeholder Engagement
Improve Purposeful Communication
Improve visibility and outreach, link businesses to
Department Strategic Initiative resources, and support business assistance events
(job/procurement fairs, seminars, etc.).
Intended Result Businesses grow and thrive in our community.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Targeted Outreach Contacts
270
1,299
1050
1000
Business Assistance Events
16
11
10
10
Strategic Objectives

__________________________________________________________________________________
167

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Economic Development

Optimize Processes & Services
Improve Community Experience
Key department managers will continue to enhance the
programs and services offered to Glendale residents
Department Strategic Initiative
through a variety of diverse activities which preserve the
health, safety and livability of the community.
All patrons of the Community Services Department
Intended Result
receive excellent customer service.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Number of people attending public art
16,000
15,810
17,500
20,000
programs
Strategic Objectives

Number of partners providing arts
programming to Glendale residents

17

21

27

30

__________________________________________________________________________________
168

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Economic Development

Ec
onomi
cDevel
opment(
19)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

741,
483

773,
488

773,
488

1,
013,
872

126,
567

16.
36%

Ser
vi
c
esandSuppl
i
es

300,
515

342,
809

342,
809

561,
778

72,
969

21.
29%

I
nt
er
nalChar
ges

34,
679

34,
147

34,
147

39,
217

739

2.
17%

1,
076,
678

1,
150,
444

1,
150,
444

1,
614,
867

200,
275

17.
41%

Gr
andTot
al

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001910)Ec
onomi
cDevel
opment

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

839,
852

873,
417

873,
417

1,
000,
723

200,
275

22.
93%

(
100010005007)Busi
nessDevel
opment

236,
826

277,
027

277,
027

349,
996

0

0.
00%

0

0

0

264,
148

0

0.
00%

1,
076,
678

1,
150,
444

1,
150,
444

1,
614,
867

200,
275

17.
41%

(
211021101911)Ar
t
sPr
ogr
am
Gr
andTot
al

__________________________________________________________________________________
169

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Economic Development

Ec
onomi
cDevel
opment(
19)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

741,
483

773,
488

773,
488

900,
055

126,
567

16.
36%

Ser
vi
c
esandSuppl
i
es

300,
515

342,
809

342,
809

415,
778

72,
969

21.
29%

I
nt
er
nalChar
ges

34,
679

34,
147

34,
147

34,
886

739

2.
17%

1,
076,
678

1,
150,
444

1,
150,
444

1,
350,
719

200,
275

17.
41%

Gr
andTot
al

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010001910)Ec
onomi
cDevel
opment

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

839,
852

873,
417

873,
417

1,
000,
723

200,
275

22.
93%

(
100010005007)Busi
nessDevel
opment

236,
826

277,
027

277,
027

349,
996

0

0.
00%

0

0

0

264,
148

0

0.
00%

1,
076,
678

1,
150,
444

1,
150,
444

1,
614,
867

200,
275

17.
41%

(
211021101911)Ar
t
sPr
ogr
am
Gr
andTot
al

__________________________________________________________________________________
170

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Fire Services

Performance Report
Fire Services
$52,127,595 284 FTEs
Operations

EMS

Logistics

Admin

Fire
Prevention

Emergency
Mgmt

PIO
Education

Mission Statement
Be Safe, Be Nice & Be Accountable

Department Description
The Glendale Fire Department provides life and property safety to the citizens of Glendale
through the extension of:
•
•
•
•

Emergency Medical Services - Advanced Life Support (ALS) and Basic Life Support
(BLS)
Fire Suppression, including Hazardous Materials and Technical Rescue Response
Public Education, Public Information/Outreach and Crisis Response Support
Fire Prevention Services, including Inspection, Code Enforcement, Fire Investigations,
and Plans Reviews

The Glendale Fire Department utilizes an all-hazards response model and participates within
the Automatic-Aid System (AAS) intergovernmental agreement to provide for automatic
assistance for fires and other types of emergency incidents. The participants of the AAS seek to
provide the most efficient, safe, and effective fire-rescue-emergency medical services to their
respective communities.

__________________________________________________________________________________
171

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Fire Services

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•
•
•

•
•
•
•
•

Public Education was provided to a total of 18,531 participants at 581 classes and events,
including 3,067 people trained to provide life-saving “Hands-Only” CPR.
So far since the inception of the “Hands-Only” CPR Curriculum in late 2007, over 29,000
people have been trained in “Hands-Only” CPR and AED use in Glendale.
The Crisis Response (CR) Program Volunteers Contributed 16,076 hours of service at a
value of $396,916.44. The CR Unit was dispatched to 1490 Crisis/Traumatic incidents. 28
Bachelor and Master Level interns from ASU, NAU, and USC were provided excellent Field
Instructor Supervision by Crisis Response Staff. The Complex Case Management Unit
assisted 41 customers with over 280 hours of one on one case management. Implementing
long term solutions to customers that are repeat callers of 911.
Assisted approximately 250 GFD members with continuing education to maintain EMT-Basic
and Paramedic certifications.
GFD members participated in approximately 5300 hours of EMS related training.
Received the 2018: Mission Lifeline EMS Silver recognition from American Heart
Association in June 2018.
Staffed approximately 150 Special Events in 2018.
Arranged and deployed the Blue OX as a portable EOC on an Emergency Management
Assistance Compact (EMAC) request to operate as a command center for the re-entry into
the community of Blue Ridge following the Tinder Fire in Coconino County.

__________________________________________________________________________________
172

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Fire Services

•
•
•
•
•
•
•
•

Replaced or upgraded all antiquated equipment in EOC assuring a state of the art facility
that is capable of interoperability throughout the region.
We placed a new unit in service, LA157.
Electronic vehicle preemption (EVP) devices were placed in all responding vehicles,
designated units from Phoenix and Peoria that regularly respond into Glendale, and multiple
high-use intersections, to enhance response times.
New rapid intervention crew (RIC) bags were equipped and placed on each chief officer
vehicle.
After placing all the new MSA G1 SCBAs in service, personnel reconditioned all our old
SCBAs and provided them to GUHSD for use in the high school Fire Science classes.
The Mapping Division recently purchased new diagramming software for the creation of
multi-residency maps. Also, they are producing special request/high priority maps as
requested by sworn personnel.
The Division is moving forward with a plan to convert the entire Department to National
Standard thread couplings and nozzles to be more fiscally responsible with future purchases
and to increase compatibility with the majority of surrounding automatic aid municipalities.
The Division identified and removed excess landlines and cell phones from service in all
stations and apparatus, decreasing billing to the City by over $1000/month.

Goals, Objectives, and Performance Measures
Strategic Objective Optimize Processes & Services
Ensure proper support and deployment of staffing,
Department Strategic Initiative apparatus and equipment to provide fast, effective
emergency response.
Our community receives effective and efficient all hazards
Intended Result response and is assured of the long-term sustainability of
quality services.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
th

Response time at the 90
percentile of emergency calls.
(Turnout and Travel) Code 3.
Glendale fire suppression calls
Glendale ALS and BLS calls
Glendale other call types
Automatic Aid Received
Automatic Aid Given
Insurance Services Office (ISO)
rating

6:27

6:55

6:25

6:25

1,159
27,849
2,249
4,056
7,059

2307
29,219
1,167
4,919
7,968

1,200
29,000
2,300
4,100
7,100

1,700
30,000
1,700
5,000
8,000

2

2

1

1

__________________________________________________________________________________
173

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Fire Services

Strengthen Workforce Development
Strengthen Workforce Culture
Annual training of department personnel to maintain
Department Strategic Initiative
compliance with State and National standards.
We deliver superior customer service; and, have a culture of
Intended Result continuous assessment, progressive management, and
quality personnel practices.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Average number of training hours
216
216
216
216
per Firefighter
Firefighters certified at State
Firefighter I and Firefighter II
100%
100%
100%
100%
levels of proficiency
Training compliance; National Fire
100%
100%
100%
100%
Protection Association standards
Strategic Objectives

Optimize Processes & Services
Improve Community Experience
Provide fair, consistent, and comprehensive plans review
Department Strategic Initiative and inspections; Investigate structure fire cause and origin
to identify potential prevention measures.
Reduce the loss of lives and property by incorporating
Intended Result effective fire prevention measures in community
development.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Number of inspections completed
3,043
3,074
3,593
3560
Number of new construction
939
669
892
916
inspections
Number of plans reviewed
875
902
1,110
1059
Requests for services*
840
840
Structure Fire Investigations
97
93
84
91
Special Event Inspections
265
287
257
297
Strategic Objectives

*Tracking began in 2018- This includes meetings with customer for design review and pre construction; knox box
installations, citizen complaints, courtesy inspections and other miscellaneous services

Improve Purposeful Communication
Improve Stakeholder Engagement
Promote safety awareness in the community through
Department Strategic Initiative
proactive life safety and fire prevention education programs.
Strategic Objectives

Intended Result Reduction in loss of life and property within our community.
Performance Measures
Number of life safety classes and
events held annually
Customer contacts

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

500

581

550

550

16,000

18,531

16,750

16,800

__________________________________________________________________________________
174

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Fire Services

Fi
r
eSer
vi
c
es(
20)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

40,
754,
848

42,
379,
408

42,
487,
676

44,
718,
928

2,
339,
520

5.
52%

Ser
vi
c
esandSuppl
i
es

3,
666,
469

4,
370,
363

5,
193,
518

4,
608,
242

237,
879

5.
44%

I
nt
er
nalChar
ges

2,
051,
077

2,
253,
397

2,
253,
397

2,
800,
425

547,
028

24.
28%

Gr
andTot
al

46,
472,
394

49,
003,
168

49,
934,
591

52,
127,
595

3,
124,
427

6.
38%

$Changei
n
Budget

% Changei
n
Budget

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

Fund/Or
g
(
100010002010)Fi
r
eAdmi
ni
st
r
at
i
on

2,
331,
292

2,
647,
657

2,
403,
074

2,
368,
916

278,
741

10.
53%

(
100010002011)Fi
r
eOper
at
i
ons

34,
888,
633

34,
855,
306

34,
849,
076

37,
559,
249

2,
703,
943

7.
76%

36,
120

47,
625

35,
445

47,
625

0

0.
00%

3,
578,
456

3,
848,
850

3,
664,
799

3,
791,
772

57,
078

1.
48%

(
100010002012)Fi
r
eSpec
i
alOper
at
i
ons
(
100010002013)Fi
r
eResour
c
eManagement
(
100010002014)Fi
r
eTr
ai
ni
ng

22,
446

25,
500

36,
100

36,
100

10,
600

41.
57%

(
100010002015)Fi
r
eMedi
c
alSer
vi
c
es&Heal
t
h

228,
298

256,
563

260,
063

256,
563

0

0.
00%

(
100010002016)Fi
r
eEmer
genc
yManagement

533,
008

617,
166

620,
166

635,
332

18,
166

2.
94%

(
100010002017)Fi
r
eMar
shal
'
sOffic
e

967,
046

1,
083,
807

1,
091,
937

1,
139,
973

56,
166

5.
18%

(
100010002018)Fi
r
eCommuni
t
ySer
vi
c
es

21,
976

22,
250

22,
250

21,
298

952

4.
28%

(
100010002019)LASer
vi
c
es

819,
080

1,
126,
480

1,
110,
480

1,
162,
051

35,
571

3.
16%

(
100010002020)Logi
st
i
c
sOps

176,
953

153,
999

153,
999

159,
663

5,
664

3.
68%

(
100010002021)Gl
endal
eHeal
t
hCent
er

19,
427

58,
053

58,
053

60,
956

2,
903

5.
00%

(
100010002023)PSTr
ai
ni
ngFac-Fi
r
e

0

0

0

0

0

0.
00%

(
100010005008)FD-NCAAFi
nalFour

0

0

0

0

0

0.
00%

13,
177

62,
748

48,
048

59,
794

2,
954

4.
71%

(
100010005009)Fi
r
e-Fi
est
aBowlEvent
(
100010005010)St
adi
um -Fi
r
eEventSt
affing

0

0

0

17,
674

17,
674

0.
00%

(
100010005011)Ar
ena-Fi
r
eEventSt
affing

182,
728

149,
799

162,
499

267,
311

117,
512

78.
45%

(
100010005012)CBRanc
h-Fi
r
eEventSt
affing

71,
202

59,
999

59,
999

92,
993

32,
994

54.
99%

(
100010005013)Fi
r
e-Col
l
egeFBPl
ayoffs

0

0

0

0

0

0.
00%

(
100010005076)Fi
r
eCr
i
si
sResponse

0

0

9,
999

10,
000

10,
000

0.
00%

(
100010005077)Fi
r
eHeal
t
h&Saf
et
y

0

0

234,
583

234,
583

234,
583

0.
00%

(
100010005078)Fi
r
eTur
noutPr
ogr
am

0

0

184,
051

184,
051

184,
051

0.
00%

(
216021604020)Gr
ant
sFi
r
eSer
vi
c
es

0

3,
028,
831

1,
445,
581

3,
028,
831

0

0.
00%

(
216021605201)Fi
r
eAZDOHSGr
ant
s

119,
243

0

624,
587

0

0

0.
00%

0

0

0

0

0

0.
00%

1,
661,
587

0

1,
887,
173

0

0

0.
00%

(
216021605208)Fi
r
eMi
sc
el
l
aneousGr
ant
s

6,
953

0

14,
093

0

0

0.
00%

(
216021605209)Fi
r
eDonat
i
onAc
c
ount
s

4,
030

0

0

0

0

0.
00%

(
220022002023)PSTr
ai
ni
ngOps-Fi
r
e

790,
739

958,
535

958,
535

992,
859

34,
324

3.
58%

46,
472,
394

49,
003,
168

49,
934,
591

52,
127,
595

3,
124,
427

6.
38%

(
216021605202)Fi
r
eFEMAGr
ant
s
(
216021605203)Fi
r
eAZFor
est
r
yGr
ant
s

Gr
andTot
al

__________________________________________________________________________________
175

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Fire Services

Fi
r
eSer
vi
c
es
St
affingbyPr
ogr
am
Fund/Or
g
(
100010002010)Fi
r
eAdmi
ni
st
r
at
i
on
(
100010002011)Fi
r
eOper
at
i
ons
(
100010002013)Fi
r
eResour
c
eManagement
(
100010002016)Fi
r
eEmer
genc
yManagement
(
100010002017)Fi
r
eMar
shal
'
sOffic
e
(
100010002019)LASer
vi
c
es
(
100010002020)Logi
st
i
c
sOps
(
220022002023)PSTr
ai
ni
ngOps-Fi
r
e
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

17.
0
237.
0
6.
0
3.
0
10.
0
6.
0
1.
0
5.
0
285.
0

17.
0
236.
0
6.
0
3.
0
10.
0
6.
0
1.
0
5.
0
284.
0

16.
0
236.
0
7.
0
3.
0
10.
0
6.
0
1.
0
5.
0
284.
0

1.
0
0.
0
1.
0
0.
0
0.
0
0.
0
0.
0
0.
0
0.
0

__________________________________________________________________________________
176

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Human Resources

Performance Report
Human Resources
$40,662,906

Organizational
Development

Employee
Relations

21 FTEs

Employment
Services

Compensation
and Benefits

Risk/Worker’s
Compensation

Mission Statement
We improve the lives of the people we serve every day.

Department Description
The Glendale Human Resources and Risk Management Department provides proactive,
innovative and quality customer service and consultation in the areas of total compensation,
organizational development, employee relations, staffing, and risk management/safety.

Programs and Functions
Employee Relations – Manages the progressive discipline process and internal investigations
as well as conflict mediation and resolution. Provides consultation to management on strategies
to improve employee performance as well as the overall work environment to enhance
employee and department productivity. Staffs and supports the Personnel Board.
Recruitment – Manages Recruitment Process to ensure the organization attracts and retains
highly qualified and diverse workforce.
Benefits – Continuously works with management and employees to ensure the organization is
providing quality, affordable health benefits. Provides wellness resources to assist employees
in improving and maintaining a healthy lifestyle. Consults with employees as they prepare for
retirement to ensure they understand fully what benefits are available to them.
Classification & Compensation - Implements and maintains the classification and
compensation structure, policies and practices which include the following:
•

Conducting job studies and reclassifications as necessary to ensure duties and
responsibilities meet the service needs of the departments

•

Conducting market studies to ensure pay structure is competitive with the City’s
benchmark cities

•

Working with City management as a resource during the union negotiation processes

__________________________________________________________________________________
177

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Human Resources

•

Ensuring compliance with all applicable federal and state laws such as the Fair Labor
Standards Act, the Equal Pay Act and Proposition 206

Employee Development - Provides employee development, engagement and performance
management services to the organization.
Risk Management - Responsible for managing the risk management, worker’s compensation,
safety, and drug-free workplace programs for the organization.

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.

• Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•

The Human Resources & Risk Management department worked diligently the entire 2018
calendar year and successfully implemented SimpliCity HR/Payroll Phase 2 on December
22, 2018.

•

As part of our Good Life Wellness Program the City was awarded the Healthy Arizona
Worksite Gold Award this year. We launched Walker Tracker a tool that tracks steps and
activities to help employees stay active. We held four challenges throughout the year and

__________________________________________________________________________________
178

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Human Resources

had 500+ participants. Also held our first Mental Health Wellbeing Panel Discussion and
provided a series of mental wellbeing workshops for employees.
•

Employee Relations takes a leadership role in serving both employees and managers while
addressing workplace concerns and providing guidance and resources to mitigate issues of
conflict with a timely and positive resolution. Employee Relations works to assist managers
in their efforts to improve employee job performance and to correct unacceptable personal
conduct and performance deficiencies. This year the Employee Relations Division
addressed approximately 270 cases including personnel issues and investigations in an
effort to create a positive work environment and reduce liability to the City of Glendale.

•

A total of 2,977 classes were completed by City employee’s through Risk Management’s online training portal. The top 10 courses were slips, trips and falls, back injury prevention, fire
protection and prevention, office ergonomics, disaster readiness, workplace violence
prevention, GHS Compliance and Hazard Communication (Safety Data Sheets), Bloodborne
Pathogens and Decision Driving.

•

Risk Management launched a new Beazley cyber security training for all employees. A total
of 7,397 courses were completed. Courses taken were Smarter, Better Identity Theft
Prevention, Smarter, Better Phishing Prevention, Smarter, Better Span Prevention and
Smarter, Better Malware Protection. Since the training, IT has not had a successful
phishing campaign affect the City.

•

Risk Management completed 11 ergonomic evaluations, 16 safety assessments and held 3
Safety Security and Alliance meetings. A total of 146 employee’s hearing was tested to
comply with OSHA’s Hearing Conservation Program.

•

Maintained 100% return to duty program for employees when they are released back to
work from a work-place injury.

•

Fund balance for the Workers’ Compensation Trust Fund remained above the statutory
minimum set by the Industrial Commission of Arizona and the Risk Management Trust Fund
remained above the minimum 55% confidence level set by GASB #10.

__________________________________________________________________________________
179

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Human Resources

Goals, Objectives, and Performance Measures
Strengthen Workforce Culture
Strengthen Workforce Development
1. Obtain top level management support for diversity
initiatives.
Department Strategic Initiatives
2. Form a Diversity Committee to develop, communicate
and implement a diversity strategy.
Foster and influence a climate of mutual respect and
Intended Result
inclusiveness that is open, creative and people centered.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Number of organizational diversity
7
7
8
10
events held
Number of diversity training
32
34
36
38
opportunities held
Number of employees attending
1152
1161
1300
1500
diversity training/events
Employee
Employee
demographics demographics
reflect the
Increase diversity ratio of new hires
*See below
*See below reflect the
Glendale
Glendale
Community
Community
Increase our diversity ratio to better
Same as
Same as
**See below **See below
reflect the Glendale community
above
above
Strategic Objectives

*New Hires FY16/17 Actual – White 59%, Black/AA 8%, Hispanic/Latino 27%, Asian 1.7%, American Indian .05%,
Native Hawaiian and Other Pacific Islander 0%, 2 or More Races 0%, Not Specified 3%
*New Hires FY17/18 Actual - White 51%, Black/AA 6%, Hispanic/Latino 32%, Asian 2%, Native Hawaiian and Other
Pacific Islander 1%, 2 or More Races 4%, Not Specified 3%
**Community and Employee Ratios FY16/17 and FY17/18 Actual – White 48.6% Community (65.0%EE),
Black/AA 6.2% Community (5.1%EE), Hispanic/Latino 37.3% Community (22.7%EE), Asian 4.3% Community
(2.4%EE), American Indian 1.6% Community (.9%EE), Native Hawaiian and Other Pacific Islander 0.2% Community
(.05%EE), 2 Or More Races 4.2% Community (.05%EE), Not Specified (3.7%EE)

__________________________________________________________________________________
180

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Human Resources

Strategic Objective Improve Resource Alignment
1. Collaborate with employees, stakeholders and
healthcare organizations to review options for
implementing a fiscally sustainable health plan.
Department Strategic Initiatives
2. Develop a plan to promote greater participation in the
wellness program.
Maintain a fiscally sustainable employee benefits program
Intended Result that provides high quality healthcare which promotes and
enhances the well-being of employees.
Performance Measures
Cost increases remain at or below the
medical trend.

Increase enrollment in the wellness
program.

Reduction of overall health insurance
costs.

FY2017
Actual
7-1-16
2% above
medical
trend
565
participants
21%
increase
over prior
year

FY2018
Actual
7-1-17
.16% above
medical
trend
744
participants
24%
increase
over prior
year

FY2019
Estimate
7-1-18
1% below
medical
trend
645
21%
decrease
due to
calculation
change

n/a

n/a

1%

FY2020
Target
7-1-19
1.3% below
medical
trend
709
10%
increase in
participation
1%

Improve Resource Alignment
Improve Asset Management
1. Monitor external market on regular basis to ensure
competitiveness.
2. Complete job studies as appropriate in a timely manner
to ensure classifications are current.
Department Strategic Initiative
3. Comply with appropriate federal and state laws.
4. Complete classification and compensation study to
determine critical areas requiring attention.
Implement and maintain a competitive non-represented
Intended Result compensation structure, policy, practices and philosophy to
attract, motivate and retain highly skilled employees.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Reduce turnover for non-represented
6.8%
13.1%
8.6%
7.0%
employees
Salary ranges are within +/- 5% of the
At +/-5%
At +/-5%
At +/- 5%
Remain at
average midpoint for comparative
7/1/16
7-1-18
7-1-19
+/-5%
organizations
Strategic Objectives

__________________________________________________________________________________
181

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Human Resources

Improve Resource Alignment
Improve Asset Management
1. Utilize risk avoidance, risk reduction, risk transfer and
risk retention strategies to protect against losses that
would negatively impact City assets and its ability to
Department Strategic Initiatives
provide ongoing services.
2. Manage property and liability claims to minimize costs.
3. Promote employee safety awareness programs.
Provide and maintain a low risk, safe environment for City
Intended Result
of Glendale employees and its citizens.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Utilize in-house counsel (when
Cost of legal Cost of legal
Assign no
practical) to reduce legal fees.
fees
fees
more than
50% of
$217,205
$445,097
lawsuits filed
FY18-19 Estimate (New measures)
6%
22
to outside
Open (filled/served)
reduction
12
counsel
Closed (settled, prevailed or
dismissed)
10
Internal counsel assigned
12
Outside counsel assigned
*Experience Modification Rate for
As of
As of
As of
Workers’ Compensation Claims at 1.0
12/31/16
12/31/17
12/31/18
.88
or less. The average for city and
.89
.86
.90
county employers is 1.04%
Maintain total operating cost of risk at
1%
1%
1%
1%
< 2%
Strategic Objectives

*The Experience Modification Rate is an indicator of how well a workers’ compensation program is performing as
compared to other similar business types within a State (in our case against other cities within Arizona)

__________________________________________________________________________________
182

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Human Resources

HumanResour
c
es(
21)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

Gr
oup
Per
sonnelSer
vi
c
es

2,
067,
462

2,
116,
192

2,
116,
192

Ser
vi
c
esandSuppl
i
es

33,
429,
558

35,
911,
613

36,
911,
613

105,
756

100,
129

100,
129

35,
602,
776

38,
127,
934

39,
127,
934

I
nt
er
nalChar
ges
Gr
andTot
al

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

2,
317,
661

201,
469

9.
52%

38,
131,
568

2,
219,
955

6.
18%

213,
677

113,
548

113.
40%

40,
662,
906

2,
534,
972

6.
65%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010002110)HumanResour
c
eAdmi
ni
st
r
at
i
on

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

420,
747

450,
813

450,
813

675,
737

224,
924

49.
89%

(
100010002112)Or
gani
z
at
i
onalDevel
opment

121,
848

128,
374

128,
374

132,
203

3,
829

2.
98%

(
100010005014)Empl
oymentSer
vi
c
es

368,
220

365,
484

365,
484

389,
819

24,
335

6.
66%

(
100010005015)Empl
oyeeRel
at
i
ons

296,
443

305,
188

305,
188

315,
748

10,
560

3.
46%

(
100010005016)Compensat
i
on

184,
854

187,
191

187,
191

194,
966

7,
775

4.
15%

(
100010005017)Empl
oyeePr
ogr
ams

38,
436

60,
000

60,
000

60,
000

0

0.
00%

(
100010005018)Benefit
s

420,
378

424,
946

424,
946

434,
146

9,
200

2.
16%

3,
379,
061

2,
959,
242

3,
959,
242

4,
053,
491

1,
094,
249

36.
98%

(
701070102113)Ri
skManagement
(
702070202114)Wor
ker
s'Compensat
i
on

2,
162,
383

2,
290,
825

2,
290,
825

2,
968,
471

677,
646

29.
58%

(
703070305019)BenefitPr
ogr
ams

28,
210,
407

30,
955,
871

30,
955,
871

31,
438,
324

482,
453

1.
56%

Gr
andTot
al

35,
602,
776

38,
127,
934

39,
127,
934

40,
662,
906

2,
534,
972

6.
65%

__________________________________________________________________________________
183

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Human Resources

HumanResour
c
es
St
affingbyPr
ogr
am
Fund/Or
g
(
100010002110)HumanResour
c
eAdmi
ni
st
r
at
i
on
(
100010002112)Or
gani
z
at
i
onalDevel
opment
(
100010005014)Empl
oymentSer
vi
c
es
(
100010005015)Empl
oyeeRel
at
i
ons
(
100010005016)Compensat
i
on
(
100010005018)Benefit
s
(
701070102113)Ri
skManagement
(
702070202114)Wor
ker
s'Compensat
i
on
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

3.
00
1.
00
3.
00
3.
00
2.
00
4.
00
2.
00
2.
00
20.
00

3.
00
1.
00
3.
00
3.
00
2.
00
4.
00
2.
00
2.
00
20.
00

4.
00
1.
00
3.
00
3.
00
2.
00
4.
00
2.
00
2.
00
21.
00

1.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00
1.
00

__________________________________________________________________________________
184

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Innovation and Technology

Performance Report
Innovation and
Technology
$13,046,432

Telephones

Technology
Maintenance

31 FTEs

Technology
Operations

Technology
Projects

Mission Statement
The mission of Innovation and Technology is to create a customer focused, team-oriented
organization that supports a culture of continuous improvement through the use of technology
and process enhancements.

Department Description
Innovation Technology (IT) supports the city’s technology infrastructure such as applications,
networks, data services, email, and telephony. IT also supports the enhancement of business
processes through the use of the LEAN methodology blended with the appropriate application of
technology.

__________________________________________________________________________________
185

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Innovation and Technology

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•
•
•
•
•
•
•

Completed citywide telephone upgrade 1 year early.
Implemented SimpliCity Financials and HR including technical support, training and report
development.
Implemented new version of Follow Your Money using Tableau and SimpliCity Financials
data.
Implemented Laserfiche document imaging and management system including public
document portal.
Implemented Phase 2 of eWarrants eliminating 12K paper warrants.
Completed implementation of WebRMS (Records Management System) and FBR (Field
Based Reporting) for Police.
Implemented Field Based Reporting with data analysis for Parks Maintenance, Right of
Way, Park Rangers.

__________________________________________________________________________________
186

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Innovation and Technology

Goals, Objectives, and Performance Measures
Improve Tools & Technology
Optimize Processes & Services
Increase level of service to provide effective
Department Strategic Initiative
and efficient information technology support.
Technologies are highly available, recoverable,
Intended Result
and the integrity of data is maintained.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
City external website uptime
99.72%
99.92%
99.90%
99.90%
Service Level Agreement (SLA) Compliance
92.18%
90.18%
95.00%
97.00%
Tickets Not Re-opened
97.45%
97.23%
98.00%
98.50%
Customer Satisfaction Rating
89.96%
93.83%
95.00%
98.00%
Number of Computers Replaced per Year **
253
365
248
350
Strategic Objectives

**Note: PC shipments were delayed 4.5 months due to shortage of microprocessors.

__________________________________________________________________________________
187

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Innovation and Technology

I
nnovat
i
onandTec
hnol
ogy(
22)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

3,
186,
974

3,
455,
133

3,
455,
133

3,
665,
752

210,
619

6.
10%

Ser
vi
c
esandSuppl
i
es

5,
496,
492

8,
554,
808

8,
560,
808

9,
321,
784

766,
976

8.
97%

47,
135

42,
645

42,
645

58,
895

16,
250

38.
11%

8,
730,
601

12,
052,
586

12,
058,
586

13,
046,
432

993,
846

8.
25%

$Changei
n
Budget

% Changei
n
Budget

I
nt
er
nalChar
ges
Gr
andTot
al

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
705070502210)I
nnovat
i
on&Tec
hOper
at
i
ons

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

5,
223,
498

5,
714,
504

5,
714,
504

5,
734,
967

20,
463

0.
36%

(
705070502211)Tel
ephones

1,
092,
648

1,
155,
634

1,
161,
634

937,
951

217,
683

18.
84%

(
705070502212)I
nnovat
i
on&Tec
hMai
nt
enanc
e

1,
339,
032

1,
463,
344

1,
463,
344

1,
463,
344

0

0.
00%

(
706070602213)Tec
hnol
ogyPr
oj
ec
t
s

1,
064,
895

3,
719,
104

3,
719,
104

4,
910,
170

1,
191,
066

32.
03%

(
707070704522)CI
P_I
nnovat
i
onandTec
hnol
ogy
Gr
andTot
al

10,
529

0

0

0

0

0.
00%

8,
730,
601

12,
052,
586

12,
058,
586

13,
046,
432

993,
846

8.
25%

__________________________________________________________________________________
188

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Innovation and Technology

I
nnovat
i
onandTec
hnol
o
St
affingbyPr
ogr
am
Fund/Or
g
(
705070502210)I
nnovat
i
on&Tec
hOper
at
i
ons
(
705070502211)Tel
ephones
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

29.
00
1.
00
30.
00

29.
00
1.
00
30.
00

30.
00
1.
00
31.
00

1.
00
0.
00
1.
00

__________________________________________________________________________________
189

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Non-Departmental

NonDepar
t
ment
al(
23)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
FY2018
Ac
t
ual
s

Gr
oup
Per
sonnelSer
vi
c
es
Ser
vi
c
esandSuppl
i
es

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

198,
040

215,
000

215,
000

215,
000

0

0.
00%

11,
115,
111

12,
627,
682

19,
577,
682

11,
546,
250

1,
081,
432

8.
56%

I
nt
er
nalChar
ges

1,
604,
764

100,
000

100,
000

80,
000

20,
000

20.
00%

Gr
andTot
al

12,
917,
915

12,
942,
682

19,
892,
682

11,
841,
250

1,
101,
432

8.
51%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010002310)NonDepar
t
ment
al

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

12,
917,
915

12,
942,
682

19,
892,
682

11,
841,
250

1,
101,
432

8.
51%

Gr
andTot
al

12,
917,
915

12,
942,
682

19,
892,
682

11,
841,
250

1,
101,
432

8.
51%

__________________________________________________________________________________
190

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Non-Departmental

Gr
antNonDepar
t
ment
al(
33)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Ser
vi
c
esandSuppl
i
es
Gr
andTot
al

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

97,
500

200,
000

200,
000

200,
000

0

0.
00%

97,
500

200,
000

200,
000

200,
000

0

0.
00%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
210021004033)Ut
i
l
i
t
yBi
l
lDonFr
mt
heHear
t
(
216021604033)Gr
ant
s-Ot
herDepar
t
ment
al
Gr
andTot
al

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

97,
500

200,
000

200,
000

200,
000

0

0.
00%

0

0

0

0

0

0.
00%

97,
500

200,
000

200,
000

200,
000

0

0.
00%

__________________________________________________________________________________
191

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Non-Departmental

UndefinedDepar
t
ment(
00)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es
Gr
andTot
al

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

0

750,
000

750,
000

750,
000

0

0.
00%

0

750,
000

750,
000

750,
000

0

0.
00%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
216021602311)NonDepar
t
ment
alFund2160
Gr
andTot
al

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

0

750,
000

750,
000

750,
000

0

0.
00%

0

750,
000

750,
000

750,
000

0

0.
00%

__________________________________________________________________________________
192

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Police Services

Performance Report
Police Services
$100,922,311

Operations Bureau

570 FTEs
Investigative and Administrative
Services Bureau

Foothills Patrol
Division

Administrative
Services Division

Gateway Patrol
Division

Criminal
Investigations
Division

Support Services
Division

Special Operations
Division

Mission Statement
The mission of the Glendale Police Department is to protect the lives and property of the people
we serve.

Department Description
The Glendale Police Department is committed to serving the people of Glendale with the
highest quality services in preventing crime, maintaining order, and providing support to
numerous events held within the city. The organization continues to emphasize the
development of professional knowledge and leadership skills for exemplary men and women
and the utilization of progressive, innovative techniques and emerging technologies. A
partnership with our citizens and consistent engagement of our community allow us to formulate
policing strategies that are critical to our mission. The Glendale Police Department provides the
most effective possible response to law enforcement emergencies, neighborhood problems and
the enforcement of traffic laws, ensuring that Glendale continues to be a desirable place to live,
raise a family, educate, recreate and do business. Everything done, collectively or individually,
is done in accordance with department values and objectives.
The Department is made up of two major functional units; the Operations Bureau and the
Investigative and Administrative Services Bureau; each headed by an Assistant Chief.

__________________________________________________________________________________
193

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OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Police Services

•

The Operations Bureau encompasses the Patrol Divisions and the Support Services
Division. Patrol is made up of two divisions, the Foothills Division and the Gateway
Division, each serving a geographic portion of the City. Patrol provides primary patrol
and response services to their respective areas of the City with a large contingent of
uniformed police officers and other specialized support staff. The Support Services
Division provides auxiliary functions in furtherance of department operations including
Communications, Detention and Records, and Technology

•

The Investigative and Administrative Services Bureau includes three Divisions; the
Criminal Investigations Division, the Special Operations Division and the Administrative
Services Division. Criminal Investigations is primarily responsible for the investigation of
crime and the prosecution of offenders. The Special Operations Division includes three
units; the Emergency Response Unit, the Special Events Planning & Operations Unit,
and the Traffic Unit. The Administrative Services Division is responsible for the
departments Training Unit, Personnel Management, Budget, and Planning and
Research.

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

__________________________________________________________________________________
194

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Police Services

Accomplishments, Enhancements, and Efficiencies
•
•
•
•

Implementing/Developing new technologies – Completing the Records management
implementation, full deployment of body worn cameras to officers in enforcement roles,
replacement of in car cameras and implementation of intelligence lead policing.
Following 21st Century Policing directives to include initiating open data such as response to
resistance within our Public Safety Crime Viewer.
Intelligence Led Policing Center functional and active
New contractual relationships with All Animal Rescue and Transport, and AZ Humane
Society to handle stray and neglected/abuse related calls for service.

Goals, Objectives, and Performance Measures
Strategic Objective Optimize Processes & Services
Respond to calls for service in a timely manner
Department Strategic Initiatives Increase proactive patrol
Judiciously enforce traffic laws to promote traffic safety
Promote a sense of community through safe and healthy
Intended Result neighborhoods, effective response to requests, maintain high
visibility, and enforce traffic safety laws throughout the city.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Calls for Service
187,063
192,877
201,925
210,197
% responses meet desired
standard time*:
Priority 1 Calls
Priority 2 Calls
Traffic collisions with Injuries**
DUI Arrests
Officer initiated call volume (25%
not coded)
Traffic Stops
Communications
% calls answered in 10 secs. (est.)
% calls dispatched in 60 secs.

76.3%
55.2%
1,376
466

83.5%
55.4%
1,225
524

85.7%
55.5%
1,074
533

80%
80%
N/A
N/A

82,327
35,821

72,703
27,086

77,067
27,386

79,440
26,400

84%
Prt. 1: 77.5%
Prt. 2: 73%

80%
Prt. 1: 81.2%
Prt. 2: 70.7%

90%
Prt. 1: 80%
Prt. 2: 72%

90%
Prt. 1: 80%
Prt. 2: 72%

*Standard response time is 5 minutes for Priority 1 & 2
**Data based on CY data from ADOT

__________________________________________________________________________________
195

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Police Services

Strategic Objective Improve Community Experience
Department Strategic Initiatives

Decrease the level of crime
Increase satisfaction of police services.

Intended Result Reduced violent and property crime
Performance Measures*
UCR Part I - % change:
Violent Crimes % change
Property Crimes % change
UCR Part 1 Crimes
Violent Crime
Property Crime
% of UCR Part I Crimes Cleared
Violent Crimes
Property Crimes
Cleared by Arrest or Submitted to
Prosecutor**
Violent Crimes [#/total]
Property Crimes [#/total]

CY2017
Actual

CY2018
Actual

CY2019
Estimate

CY2020
Target

+1.3%
-11.7%
12,522
1,220
11,302

-3.0%
-9.8%
11,404
1,168
10,236

-0.9%
-13.3%
10,036
1,158
8,878

-1.30%
-14.9%
8,698
1,143
7,555

19%
30%
16%
21%
[466/1,220]
38%
[2,228/11,302]
19%

19%
33%
17%
18%
[390/1,168]
33%
[1,747/10,236]
17%

19%
36%
18%
16%
409/1,158
35%
1,420/8,878
16%

19%
39%
19%
17%
415/1,143
36%
1,071/7,555
14%

*Based on CY data submitted to Uniform Crime Reporting Program
** Data for ‘Submission to Prosecutor’ not available for FY2018 due to new RMS implementation. Data will be made
available in the future.

Strengthen Workforce Development
Strengthen Workforce Culture
Develop and maintain a high-quality work force by applying and
Department Strategic Initiative
maintaining professional standards for service.
A high-quality workforce that is dedicated to enhancing safety
Intended Result and security in the City and providing high quality services to the
community.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Revised policies
25
10
54
50
Training:
E-Learning sessions
20
20
20
20
AOT Session conducted
21
21
21
21
$100,000
$100,000
$100,000
$100,000
Professional Development
Expenditure
Total Investigations Completed
119
108
N/A
N/A
Internal Complaints Sustained
30
24
Accidents Sustained
33 of 52
27 of 52
Response to Resistance
3 of 11
1 of 11*
Investigations Sustained
66
52
Strategic Objectives

__________________________________________________________________________________
196

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Police Services

Pol
i
c
eSer
vi
c
es(
24)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

79,
309,
590

83,
002,
542

83,
869,
445

86,
103,
964

3,
101,
422

3.
74%

Ser
vi
c
esandSuppl
i
es

7,
994,
199

10,
076,
997

11,
135,
565

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757

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240

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01%

I
nt
er
nalChar
ges

4,
527,
576

5,
267,
726

5,
267,
726

5,
749,
590

481,
864

9.
15%

Gr
andTot
al

91,
831,
365

98,
347,
265

100,
272,
736

100,
922,
311

2,
575,
046

2.
62%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010002410)Pol
i
c
eAdmi
ni
st
r
at
i
on

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
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FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

3,
729,
438

4,
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177

4,
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120

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499,
346

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169

12.
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(
100010002411)Tr
ai
ni
ng

2,
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851

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676

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841,
820

4,
133,
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295,
451

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(
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i
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at
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ons

9,
168,
333

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302

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044

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733,
795

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493

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100010002416)Cr
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14,
162,
368

14,
943,
037

14,
998,
320

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531,
389

588,
352

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94%

(
100010002417)Pol
i
c
eSuppor
tSer
vi
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es

3,
360,
416

3,
381,
415

3,
385,
285

3,
139,
118

242,
297

7.
17%

(
100010002418)Det
ent
i
on

3,
099,
212

3,
029,
042

2,
871,
973

3,
170,
727

141,
685

4.
68%

(
100010002419)Communi
c
at
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ons

3,
927,
881

3,
704,
879

3,
704,
879

3,
924,
551

219,
672

5.
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(
100010002420)Towi
ngAdmi
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st
r
at
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on

73,
240

77,
496

77,
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81,
281

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88%

(
100010002421)Gat
ewayPat
r
olDi
vi
si
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21,
624,
927

21,
186,
544

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255,
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110,
861

924,
317

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(
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si
on

20,
933,
298

22,
341,
917

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508,
519

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578,
868

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951

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939,
855

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102

967,
206

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559

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543

16.
89%

(
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ni
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(
100010005020)Pol
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(
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sc
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3,
528,
907

4,
615,
392

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645,
992

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887,
981

272,
589

5.
91%

(
100010005022)PD-St
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um EventSt
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806,
305

784,
065

784,
065

845,
944

61,
879

7.
89%

(
100010005023)PD-Fi
est
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57,
169

70,
274

70,
274

70,
336

62

0.
09%

(
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enaEventSt
affing

523,
335

579,
113

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113

586,
288

7,
175

1.
24%

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7,
725

32,
535

32,
535

32,
562

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(
100010005027)PD-NCAAFi
nal4

0

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00%

(
100010005080)SWATMedi
c
s

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00%

(
216021604024)Gr
ant
sPol
i
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es

26,
041

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000

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00%

(
216021605211)Pol
i
c
eAZDOHSGr
ant
s

77,
543

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168,
948

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00%

(
216021605212)Pol
i
c
eAZDPSGr
ant
s

318,
817

111,
638

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581

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247

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609

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s

139,
164

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200

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00%

(
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DTAGr
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145,
092

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075

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00%

(
216021605215)Pol
i
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eUSDOJGr
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s

331,
772

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739

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865

358,
451

88,
712

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216021605216)Pol
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500

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(
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(
216021605218)Pol
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311,
042

93,
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93,
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132,
293

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42.
23%

(
100010005025)PD-Col
l
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ayoffs
(
100010005026)PD-CBRanc
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affing

(
216021605219)Pol
i
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esGr
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s

64,
999

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111,
564

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00%

(
216021605228)Pol
i
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sc
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l
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s

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879

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380

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484

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60%

(
216021605229)Pol
i
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c
ount
s

22,
784

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622,
656

2,
655,
975

2,
655,
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143

1,
155,
832

43.
52%

(
217021702423)Feder
alRI
CO
(
217021702424)St
at
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CO
(
217021704024)Gr
ant
sPol
i
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vi
c
es

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487

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00%

(
220022002413)PSTr
ai
ni
ngOps-Pol
i
c
e

360,
134

388,
054

388,
054

401,
959

13,
905

3.
58%

91,
831,
365

98,
347,
265

100,
272,
736

100,
922,
311

2,
575,
046

2.
62%

Gr
andTot
al

__________________________________________________________________________________
197

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Police Services

Pol
i
c
eSer
vi
c
es
St
affingbyPr
ogr
am
Fund/Or
g
(
100010002410)Pol
i
c
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ni
st
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at
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(
100010002411)Tr
ai
ni
ng
(
100010002414)Spec
i
alOper
at
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ons
(
100010002416)Cr
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nvest
i
gat
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(
100010002417)Pol
i
c
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tSer
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es
(
100010002418)Det
ent
i
on
(
100010002419)Communi
c
at
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ons
(
100010002420)Towi
ngAdmi
ni
st
r
at
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on
(
100010002421)Gat
ewayPat
r
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100010005020)Pol
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sonnelManagement
(
100010005022)PD-St
adi
um EventSt
affing
(
100010005024)PD-Ar
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(
216021605212)Pol
i
c
eAZDPSGr
ant
s
(
216021605215)Pol
i
c
eUSDOJGr
ant
s
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216021605218)Pol
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over
yGr
ant
s
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216021605228)Pol
i
c
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sc
el
l
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ant
s
(
217021702424)St
at
eRI
CO
(
220022002413)PSTr
ai
ni
ngOps-Pol
i
c
e
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

23.
0
9.
0
51.
0
89.
0
33.
5
19.
0
36.
5
1.
0
135.
0
137.
0
5.
0
2.
0
1.
0
1.
0
10.
0
7.
0
1.
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0

23.
0
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0
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0
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0
29.
5
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0
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5
1.
0
139.
0
143.
0
5.
0
2.
0
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0
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0
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0
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0

23.
0
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0
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5
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5
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0
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1.
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0
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0

0.
0
9.
0
5.
0
0.
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0.
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0
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0
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8.
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1.
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0.
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0.
0
0.
0
3.
0
0.
0
0.
0
0.
0
3.
0

__________________________________________________________________________________
198

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Affairs

Performance Report
Public Affairs
$2,507,099

Public Affairs
Administration

14.5 FTEs

Cable
Communications

Mission Statement
The mission of the Public Affairs Department is to develop and implement comprehensive
strategies and programs that effectively and accurately communicate the city’s key messages to
their targeted audiences.

Department Description
The Public Affairs Administration Division coordinates the legislative and external activities and
programs of the city of Glendale. We carry out the state and federal legislative agenda adopted
by the City Council. We research and review state and federal legislation impacting the city. We
protect the city’s interests in various stakeholder processes and work to resolve City issues with
external partners. We develop reports and policy recommendations to City Management and
City Council. We staff the Mayor and Council on the various federal, state and regional policy
committees they hold positions on including, the Maricopa Association of Governments (MAG),
the Regional Public Transit Authority (RPTA), Metro Light Rail, the Arizona Municipal Water
Users Association (AMWUA), the Arizona League of Cities and Towns, the National League of
Cities (NLC), Westmarc and others. We also supervise the Council Office staff.
We develop and implement the comprehensive and strategically planned public information
program for the city. We develop plans to deliver strategic and timely information to residents,
employees, elected officials and key stakeholders with messaging consistent with the city’s
mission, vision and values. We originate, plan, and compose news releases, produce videos,
write articles, statements and talking points and plan communications materials for events. We
do media relations, coordinating incoming media requests with the right person, as well as doing
proactive pitching of important content to journalists. We plan for any ways to address emerging
issues to avert crisis communication situations. In addition, we maintain the city website and
digital/social media accounts and provide the creative design services for city departments.

__________________________________________________________________________________
199

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Affairs

The Cable Communications division includes Glendale 11 & the Media Center. This division
serves as the city’s government television channel. Also, the TV station team is focused on
using innovative tactics and integrating new technology to produce its increasingly popular
videos and digital content for the city. This includes planning and producing numerous
Facebook live reports that are now done each year as well as videos for the city’s web and
social media platforms including Vimeo, Facebook, Instagram, Twitter and YouTube. The media
center is also available for rent by outside agencies.

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•
•
•
•

Increased communications and coordination for all communications inside and outside the
city.
Increased customer service to all city departments.
Strategic messaging centered on the vision and strategic goals of the City Council.
Stakeholders from business, government and community partners have a single point of
contact for information from the City.

__________________________________________________________________________________
200

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Affairs

Goals, Objectives, and Performance Measures
Strategic Objective Improve Purposeful Communication
Successfully advocate the city’s position on issues at
Department Strategic Initiative the Arizona Legislature, United States Congress, and
other governmental bodies.
Intended Result Legislative awareness and impact.
Performance Measures
Total number of bills posted
Number of bills tracked that have a direct
impact to City and have received staff input
Number of new laws being enacted

FY2017
Actual
1180

FY2018
Actual
1328

FY2019
Estimate
1350

FY2020
Target
1300

526

775

387

450

342

346

350

350

Improve Purposeful Communication
Strategic Objectives Improve Stakeholder Engagement
Increase Innovation Solutions
Increase outreach and provide city news and
information about the City’s programs, services, and
amenities with the use of creative outreach methods.
Department Strategic Initiatives
Implement new web content management system to
better serve our digital audience and increase
visitors to City websites.
Improved communications and transparency with
Intended Result residents, stakeholders, community partners,
businesses and visitors.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Social media presence - the number of
people who see our posts on all digital
467,748
613,560
700,000
725,000
channels including Vimeo, Facebook,
Instagram, Twitter and YouTube
Number of Facebook Live reports “look live”
videos or social media broadcasts of city
n/a
91
150
175
events
Number of website visits

5,702,768

4,400,000

5,000,000

6,500,000

__________________________________________________________________________________
201

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Affairs

Improve Purposeful Communication
Strategic Objectives Improve Stakeholder Engagement
Increase Innovation Solutions
Proactively engage residents and council through
Department Strategic Initiative targeted communication strategies and the use of
creative outreach methods.
The public and the Council are informed of the City’s
legislative agenda and bills being considered by the
Intended Result
Legislature that would have a direct impact on the
city or neighborhoods.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Number of Legislative Link subscribers
85
90
153
200
Number of legislative reports posted to the
17
14
15
14
website
Episodes of “Your Legislative Link” show
N/A
10
10
7
produced and aired
Improve Purposeful Communication
Improve Stakeholder Engagement
Proactively pursue an enhanced presence on
regional and national committees, work cooperatively
Department Strategic Initiative with local and regional partners/agencies, and
strategically position Glendale’s projects for regional
funding and support.
Glendale projects are funded and completed in the
Intended Result
appropriate times.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Total number of regional and national
committees on which Glendale elected
18
21
21
21
officials are serving
Strategic Objectives

__________________________________________________________________________________
202

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Affairs

Publ
i
cAffai
r
s(
25)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

1,
602,
911

1,
696,
366

1,
696,
366

1,
783,
287

86,
921

5.
12%

Ser
vi
c
esandSuppl
i
es

310,
233

389,
311

389,
311

389,
311

0

0.
00%

I
nt
er
nalChar
ges

335,
042

313,
286

313,
286

334,
501

21,
215

6.
77%

2,
248,
186

2,
398,
963

2,
398,
963

2,
507,
099

108,
136

4.
51%

Gr
andTot
al

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010002510)Publ
i
cAffai
r
sAdmi
ni
st
r
at
i
on
(
100010002511)Cabl
eCommuni
c
at
i
ons
Gr
andTot
al

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

1,
373,
126

1,
484,
429

1,
484,
429

1,
680,
518

196,
089

13.
21%

875,
060

914,
534

914,
534

826,
581

87,
953

9.
62%

2,
248,
186

2,
398,
963

2,
398,
963

2,
507,
099

108,
136

4.
51%

__________________________________________________________________________________
203

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Affairs

Publ
i
cAffai
r
s
St
affingbyPr
ogr
am
Fund/Or
g
(
100010002510)Publ
i
cAffai
r
sAdmi
ni
st
r
at
i
on
(
100010002511)Cabl
eCommuni
c
at
i
ons
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

11.
00
4.
50
15.
50

11.
00
4.
50
15.
50

11.
00
3.
50
14.
50

0.
00
1.
00
1.
00

__________________________________________________________________________________
204

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Facilities, Recreation, and Special Events

Performance Report
Public Facilities, Recreation
& Special Events

Parks and
Recreation

$14,237,301

63.5 FTEs

Special
Events

Tourism and
GCVB

Public
Facilities

Mission Statement
A partnership of employees and community working together to create a better quality of life for
Glendale through the provision of excellent parks, recreational programing, special events,
tourism, and neighborhood and community facilities.

Department Description
The Parks Division manages and maintains all public parks, open spaces, trails, storm water
retention basins, landscaping at municipal facilities and Thunderbird Conservation Park. The
Division is also responsible for monitoring and ensuring the safety and security of park and
facility use.
The Recreation Division offers opportunities to enhance the social, physical, mental and
economic health of our community through a variety of diverse recreation programs and
facilities. Recreation programs and events are held at the Foothills Recreation and Aquatics
Center, the Glendale Adult Center, Historic Sahuaro Ranch, the five community centers and at
basketball, tennis, skate courts and other recreation facilities throughout the city.
The Special Events Division is responsible for initiating and planning City-wide signature
events in collaboration with community partners to better connect residents and visitors with
Glendale, to foster a greater sense of community pride. The Special Events Division plays an
important role in attracting tourism and potential shoppers.
The Glendale Convention & Visitors Bureau positions and brands Glendale as a preferred
year-round destination for visitors, conventions, meetings and major events that produce
positive economic impact and increase leisure, business and group travel in Glendale. In
addition, the bureau manages the Glendale Visitor Center, a state-designated local visitor
information center.

__________________________________________________________________________________
205

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Facilities, Recreation, and Special Events

The Glendale Civic Center offers hospitality and customer service with the rental of highquality ballrooms and gardens for corporate meetings, banquets, conferences, trade shows,
private parties, and social event gatherings. The Civic Center is a full-service venue that
includes the provision of catering (food and beverage) services by a professional food and
beverage company.

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related cost

Accomplishments, Enhancements, and Efficiencies
Parks
• Parks staff worked with the Engineering Department to clear the Skunk Creek Wash by
removing brush, shrubs, weeds and trash and lifted tree canopies to reduce illegal
activity, homeless camps, and provide better water flow through the wash.
• Parks used DIF funds to enhance park amenities and increase usage at Orangewood
Vista, Discovery and Pasadena Parks.

__________________________________________________________________________________
206

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Facilities, Recreation, and Special Events

Recreation
• Foothills Recreation and Aquatic Center upgraded six pieces of cardio fitness equipment
and added two strength training pieces to keep the fitness center relevant and
competitive with the current market demand.
• Foothills Recreation and Aquatic Center upgraded the multi-purpose room flooring and
expanded programming use to include group fitness classes.
• Foothills Recreation and Aquatic Center added security cameras to monitor the entrance
and parking lot areas.
• Staff continued the design process for rebuilding the Sahuaro Ranch Historic buildings
damaged by fires in September of 2017.
• A donation by the Los Angeles Dodgers to provide two free tickets to youth baseball
registrants encouraged early registration by participants.
Special Events
•
•
•
•

Coordinated the installation and removal of the 1.6 million LED lights throughout the
Downtown area.
Received and reviewed 42 Special Event permit applications, and when applicable
worked with the promoter on processing and approvals.
Implemented four free, festival events that brought an estimated 227,000 visitors and
residents to the Downtown area.
Coordinated and implemented the Glendale Folk & Heritage Festival at Historic Sahuaro
Ranch, Touch-A-Truck event at Westgate, the Glendale Summer Band Concert Series
at the E. Lowell Rogers Amphitheatre, and the Movies by Moonlight Series at various
parks throughout Glendale.

Glendale Convention & Visitors Bureau
• Hotel occupancy in Glendale increased by 6.1%. The “average daily rate” increased by
1.3% over the previous year. The demand for hotel rooms increased by 6.8% which
generated gross hotel room sales of $52,112,183. This revenue reflects an increase of
8.2% over the year prior.
• The CVB continued their Facebook digital advertising campaign that targeted 86,000
travelers to Arizona per day. The Facebook page allows users to interact with staff by
posting comments and questions. The travelers reached totaled approximately 975,000.
Glendale Civic Center
• The Civic Center hosted 219 event days in FY19 welcoming over 63,500 people to the
facility. This reflects an increase in patronage of 8% over the year prior. Digital
marketing and advertising initiatives were implemented to generate leads and attract
new business, thus contributing to the overall revenues.

__________________________________________________________________________________
207

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Facilities, Recreation, and Special Events

Goals, Objectives, and Performance Measures
Optimize Processes & Services
Improve Resource Alignment
Key department managers will work to identify
existing and potentially new revenue streams to
enhance the General Fund and self-sustaining
Department Strategic Initiative
funds to improve program/service delivery and
enhance efficiency in the ongoing maintenance of
our facilities.
All patrons of the Public Facilities, Recreation and
Intended Result Special Events Department receive superior
customer service.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Number of community
programs/events/services funded through
8
10
10
10
partnerships and/or outside revenue
sources
Number of community volunteer hours
13,820*
12,554
12,800
13,100
leveraged by the department
Cost per acre of park maintenance
$2,516
$2,607
$2,642
$2,880
Silver Sneaker Visits at Recreation
59,715
56,462
52,688
50,000
Facilities
Number of Recreational Outreach Events
45
48
28
30
Strategic Objectives

*Neighborhood Services and Library volunteers no longer included in this total. Total includes Glendale Adult Center,
Foothills Recreation and Aquatics Center, Parks, CVB, and Special Events.

Strategic Objectives

Optimize Processes & Services
Improve Resource Alignment

Enhance marketing strategies to foster a positive image
Department Strategic Initiative of Glendale; and, increase advertising placements and
enhancements to monthly shopping promotions.
Visitation to the area is increased by marketing
Intended Result conference, travel and trade bookings creating an
increased economic impact.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Increase in Gross Hotel Room Sales
$44,107,268 $48,177,054 $52,112,183 $56,385,382
(CY)
Increase in Hotel Occupancy (CY)
2.3%
-0.8%
6.1%
3.1%
Increase in digital advertising
8,336,000
14,536,000
17,069,625
18,776,588
impressions*
*In FY17 new measurements were calculated due to a new digital and print marketing and ad campaign.

__________________________________________________________________________________
208

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Facilities, Recreation, and Special Events

Optimize Processes & Services
Strategic Objectives Improve Purposeful Communication
Improve Resource Alignment
Streamline and create a customer friendly Special
Department Strategic Initiative Event permit process and add community-based
programming to existing festivals/events.
Residents are connected to their community and
visitors from across the valley and state are
Intended Result
attracted to Glendale which enhances the overall
economic impact and positive image of Glendale.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Increase in festival attendance annually by
350,000
367,500
227,000
227,000
5%
Increase social media
154,212
160,000
134,000
170,000
responses/interactions annually by 10%
Increase sponsorship revenue for festivals
$86,200
$95,000
$52,500
$65,000
annually by 10%
Estimated economic impact of special
$4.5 mil.
$4.75 mil.
$4.85 mil.
$4.85 mil.
events

Optimize Processes & Services
Improve Community Experience
Engage other departments and agencies to foster and
develop relationships that promote safe, updated and
Department Strategic Initiative
inclusive facilities while providing highly diverse programs
and events.
All patrons of the Public Facilities, Recreation and Special
Intended Result
Events Department receive superior customer service.
Strategic Objectives

Performance Measures
Number of ramada reservation hours
made for public use
Number of ballfield reservation hours
Community Center program hours
available to the community
Number of people who attended
Glendale Adult Center events and
programs
Number of people who attended
Foothills Recreation and Aquatic
Center events and programs
Number of people who attend Civic
Center events and programs

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

8,862

9,160

9,000

9,000

32,892*

15,694**

15,500

15,500

7,722

4,194

3,274

4,410

151,890

135,196

137,000

138,000

363,221

280,545

283,000

285,000

51,525

58,600

63,500

65,000

*Includes all hours of use including those for maintenance.
**Does not include maintenance hours, only true reservation hours.

__________________________________________________________________________________
209

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Facilities, Recreation, and Special Events

Publ
i
cFac
l
i
tRec
r
&SpecEvent
s(
26)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

6,
921,
726

6,
982,
701

6,
902,
136

7,
164,
731

182,
030

2.
61%

Ser
vi
c
esandSuppl
i
es

6,
535,
088

6,
436,
279

7,
754,
930

6,
366,
674

69,
605

1.
08%

I
nt
er
nalChar
ges
Gr
andTot
al

% Changei
n
Budget

475,
232

477,
625

477,
625

705,
896

228,
271

47.
79%

13,
932,
046

13,
896,
605

15,
134,
690

14,
237,
301

340,
696

2.
45%

$Changei
n
Budget

% Changei
n
Budget

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010002610)Publ
i
cFac
i
l
,
Rec
&Spec
i
alEvent

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

1,
652,
948

1,
646,
160

1,
600,
821

1,
579,
745

66,
415

4.
03%

(
100010002611)Par
ksMai
nt
enanc
e

6,
186,
364

6,
166,
606

5,
986,
506

6,
332,
834

166,
228

2.
70%

346,
338

295,
484

295,
411

303,
221

7,
737

2.
62%

1,
346,
514

1,
367,
741

1,
435,
790

1,
249,
374

118,
367

8.
65%

(
100010002617)Ci
vi
cCent
er

626,
759

730,
016

676,
334

609,
132

120,
884

16.
56%

(
100010002618)Adul
tCent
er

406,
706

412,
708

418,
681

452,
289

39,
581

9.
59%

0

0

0

0

0

0.
00%

(
100010005036)Yout
handTeen

147,
698

199,
602

203,
602

49,
562

150,
040

75.
17%

(
100010005037)Aquat
i
c
sRoseLn&Spl
ashPads

347,
184

419,
818

429,
718

451,
395

31,
577

7.
52%

(
100010005038)Audi
o/
Vi
sual
/
Suppor
tSer
vi
c
es

198,
446

182,
674

110,
882

109,
700

72,
974

39.
95%

(
100010002615)Par
kRanger
s
(
100010002616)Foot
hi
l
l
sRec
r
eat
i
onCent
er

(
100010005035)Ci
t
yWi
deAquat
i
c
s

(
100010005039)Spor
t
s

0

0

0

0

0

0.
00%

(
100010005040)SRPHASahuar
oRanc
hHi
st

84,
393

80,
182

80,
682

170,
203

90,
021

112.
27%

(
100010005041)Spor
t
sandHeal
t
h

253,
941

309,
268

309,
410

315,
460

6,
192

2.
00%

(
100010005042)Gl
i
t
t
erSpec
t
ac
ul
ar

111,
057

124,
904

114,
904

124,
914

10

0.
01%

(
100010005043)Dec
emberWeekends

113,
947

97,
337

90,
435

78,
516

18,
821

19.
34%
6.
27%

(
100010005044)Gl
i
t
t
erandGl
ow

76,
140

95,
783

101,
462

101,
791

6,
008

(
100010005045)Choc
ol
at
eAffai
r
e

108,
982

102,
695

106,
285

107,
499

4,
804

4.
68%

(
100010005046)Gl
i
t
t
er
sLi
ght

214,
096

154,
182

161,
084

188,
013

33,
831

21.
94%

(
100010005047)Ot
herSpec
i
alEvent
s

65,
410

109,
835

157,
796

84,
035

25,
800

23.
49%

(
100010005048)Ci
t
yWi
deSpec
i
alEvent
s

370,
303

397,
219

397,
219

423,
083

25,
864

6.
51%

(
100010005049)SummerBand

6,
010

8,
435

8,
435

8,
695

260

3.
08%

(
100010005050)Spec
i
alEvent
sPer
mi
t
t
i
ng

17,
577

71,
518

71,
518

71,
612

94

0.
13%

(
100010005051)Ci
t
ySal
esTax-BedTax

367,
171

444,
097

386,
867

475,
971

31,
874

7.
18%

1,
662

30,
000

132,
000

30,
000

0

0.
00%

0

5,
000

5,
000

5,
000

0

0.
00%

324,
952

357,
451

326,
807

457,
538

100,
087

28.
00%

(
100010005301)Gl
enLakesGol
fCour
se

0

0

612,
334

220,
797

220,
797

0.
00%

(
100010005302)PFR&SETohonoO'
odham Fundi
ng

0

0

0

104,
040

104,
040

0.
00%

(
100010005303)PFR&SEMar
ket
i
ng

0

0

44,
982

44,
982

44,
982

0.
00%

(
216021604026)Gr
ant
sPubl
i
cFc
l
t
,Rec
&SE

0

25,
000

25,
000

25,
000

0

0.
00%

(
216021605231)Par
ks&RecGr
antAc
c
ount
s

2,
708

0

0

0

0

0.
00%

(
216021605239)Par
ks&RecDonat
i
onAc
c
ount
s

15,
440

0

82,
000

0

0

0.
00%

(
216021605251)Ot
herDepar
t
ment
sGr
antAc
c
nt
s

528,
557

0

720,
102

0

0

0.
00%

(
218021805028)Dedi
c
at
eaTr
ee

177

2,
000

1,
000

2,
000

0

0.
00%

(
218021805029)Deser
tVal
l
eyPar
k

0

6,
000

6,
000

6,
000

0

0.
00%

(
218021805030)Deser
tMi
r
agePar
k

0

5,
000

5,
000

5,
000

0

0.
00%

(
218021805031)Deser
tGar
densPar
k

0

8,
000

8,
000

8,
000

0

0.
00%

(
218021805032)Di
sc
over
yPar
k

0

4,
000

4,
000

4,
000

0

0.
00%

10,
567

12,
890

10,
624

12,
900

10

0.
08%

0

25,
000

8,
000

25,
000

0

0.
00%

13,
932,
046

13,
896,
605

15,
134,
691

14,
237,
301

340,
696

2.
45%

(
100010005052)Gl
endal
eCVB-Member
shi
ps
(
100010005053)Tour
i
sm -Souveni
rPr
ogr
am
(
100010005054)BedTax/Tour
i
sm

(
218021805033)El
si
eMc
Car
t
hyPk.Mai
nt
(
218021805034)PaseoRac
quetCent
er
Gr
andTot
al

__________________________________________________________________________________
210

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Public Facilities, Recreation, and Special Events

Publ
i
cFac
l
i
t
,
Rec
r
&Spec
St
affingbyPr
ogr
am
Fund/Or
g
(
100010002610)Publ
i
cFac
i
l
,
Rec
&Spec
i
alEvent
(
100010002611)Par
ksMai
nt
enanc
e
(
100010002615)Par
kRanger
s
(
100010002616)Foot
hi
l
l
sRec
r
eat
i
onCent
er
(
100010002617)Ci
vi
cCent
er
(
100010002618)Adul
tCent
er
(
100010005036)Yout
handTeen
(
100010005037)Aquat
i
c
sRoseLn&Spl
ashPads
(
100010005038)Audi
o/
Vi
sual
/
Suppor
tSer
vi
c
es
(
100010005040)SRPHASahuar
oRanc
hHi
st
(
100010005041)Spor
t
sandHeal
t
h
(
100010005048)Ci
t
yWi
deSpec
i
alEvent
s
(
100010005051)Ci
t
ySal
esTax-BedTax
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

13.
00
21.
00
2.
00
4.
00
3.
00
2.
00
2.
00
3.
00
4.
00

15.
00
22.
00
2.
00
3.
00
3.
00
3.
00
2.
00
3.
00
2.
00

15.
00
22.
00
2.
00
3.
00
4.
00
3.
00

0.
00
0.
00
0.
00
0.
00
1.
00
0.
00
0.
00
1.
00

4.
00
4.
00
62.
00

1.
00
4.
00
4.
00
64.
00

3.
00
1.
00
1.
00
1.
00
4.
00
4.
50
63.
50

0.
00
0.
00
0.
50
0.
50

__________________________________________________________________________________
211

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Water Services

Performance Report
Water Services
$ 52,851,870 212.75 FTEs

Administration
Support

Environmental
Programs

Plant
Operations

System
Operations

Mission Statement
The Water Services Department provides customers with safe, reliable, high quality water,
wastewater, and storm water services to ensure the health, vitality and sustainability of our
community.

Department Description
The Water Services Department delivers over 13 billion gallons of drinking water annually to
over 62,000 residential and commercial accounts, and an additional three billion gallons serving
the City of Peoria. The Department is also responsible for 58,000 sewer accounts, collecting
and treating wastewater to an A+ effluent standard, the highest quality recognized in Arizona,
for recharge or reuse. Water, wastewater, and storm water services are accomplished through
the redundant networks of: four water treatment plants; two water reclamation facilities; a
partnership in the regional reclamation facility; three sources for raw water supply; an extensive
network of water distribution service mains, boosters, and valves; a wastewater collection
system of pipelines and lift stations; and a storm water collection and transport system.
In addition to water and wastewater services, the Department administrates the department and
citywide Environmental Programs, and the Material Control Warehouse (MCW). The
Environmental Programs include: water resources and sustainability, water quality testing,
wastewater pre-treatment, storm water quality management, hazardous material management
and air quality compliance. The MCW inventories over 1,100 items for quick access by citydepartments.
The Department operates on revenues received from rates, service charges and fees. No
revenue is received from sales or property taxes. In accordance with city policy, these services
are administered as an enterprise fund.

__________________________________________________________________________________
212

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Water Services

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
Administration Support
• Upgraded outdated Backflow Program software. The new software, Sams XConnection™,
provides better management and geospatial tracking of equipment history and activities. It
also tracks device status, violation/enforcement histories, and follow-up resolutions. The
enhanced software allows for streamlined navigation, better workflow, and timesaving and
efficient enforcement
• Materials Control Warehouse received $452,558 in revenue from auctioning surplus
property. Revenue collected goes to the General Fund
Environmental Programs
• Water Services’ Conservation and Sustainable Living Group won Arizona Forward’s top
Environmental Excellence award for the Desert Food Forest at the Main Library. The
landscape showcases desert-edible shrubs, perennials, and succulents that serve as a local
food source, habitat for local wildlife, and improvements for air and storm water quality
• The City’s Municipal Separate Storm Sewer System (MS4) Program received recognition
during the fourth annual Water Environment Federation National Municipal Stormwater and
Green Infrastructure Awards Program. The stormwater management program was

__________________________________________________________________________________
213

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Water Services

recognized for finding new and innovative ways to meet and exceed regulatory requirements
in technically effective and financially efficient ways. The MS4 program was categorized as
a “Gold Level in Program Management” and “Silver Level in Innovation”
Plant Operations
• The Oasis Water Treatment Campus implemented strategies to maximize Total Organic
Compounds (TOCs) removal which extends the life of the filter media and resulted in an
improvement in water quality and a 12% reduction in chemical usage
• Upgraded Programable Logic Controllers (PLCs) at Cholla Water Treatment Plant. The
upgrade provides a more robust automated communication for staff. The new PLCs
enhance accuracy and require less energy
• Contracted with Lucity, a turn-key asset management software suite, to replace the current
outdated work order system. Lucity will provide functional asset management solutions for
work and asset management; GIS mobile solutions; specialized reporting and internal
dashboard reporting. The enhanced software will increase overall operational reliability and
reduce long-term maintenance costs associated with the City’s water and wastewater
systems
• The chlorine system at Pyramid Peak Water Treatment Plant was replaced. The new
Chlorine Dioxide (CIO2) generation system provides the flexibility to make the water cleaner
using less chemicals. The ClO2 technology has a lower capital expense and has the
treatment benefits that other technologies are not able to achieve
• Awarded a check for $23,625 from the Arizona Public Service Peak Solution program for
reducing electricity use during high demand periods
System Operations
• Achieved savings of over $200,000 by using Central Systems Maintenance staff to install
the chlorination, communication, and pump control system at the well site at 67th Avenue
and Corrine Drive
• Proactively rehabilitated and replaced fire hydrants and water line valves throughout our
aging distribution system to minimize maintenance, emergency disruptions and assist with
preserving the integrity of the water distribution system
• Rehabilitated ten sites that contain sanitary sewer lines and manholes in need of repair,
within the City’s wastewater collection system, to ensure continued compliance with existing
regulations, decrease maintenance issues, and extend the life of the system

__________________________________________________________________________________
214

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Water Services

Goals, Objectives, and Performance Measures
Improve Resource Alignment
Strategic Objectives Increase Purposeful Communication
Improve Community Experience
Recharge 2,000 acre feet of Central Arizona Project and
all available effluent. Reduce consumption per capita.
Department Strategic Initiatives Convert grass landscape to xeriscape landscape.
Educate users about conservation and sustainability
programs.
Intended Result Sustain today’s resources for future availability.
FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

CAP water recharged (acre foot)

2,800

2,032

2,000

2,000

Effluent recharged (acre foot)

7,135

6,620

7,000

7,000

Gallons per capita per day usage

156

156

154

154

Square footage of converted landscape

147,926

210,610

110,000

150,000

# of students in Youth Education Program

2,811

2,980

3,000

3,250

# of participants in Green-Living Classes

761

737

750

750

Performance Measures

Improve Asset Management
Improve Resource Alignment
Department Strategic Initiatives Deliver water to meet demand. Maintain O&M cost.
Customers receive 24/7 water and wastewater services
Intended Result
efficiently and economically.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Strategic Objectives

Amount of water delivered in billion gallons

13.67

13.76

12.82

13.80

Water O&M cost per 1,000 gallons

$0.84

$0.88

$1.04

$0.96

Amount of sewage treated in billion gallons

6.29

6.04

5.70

6.20

Wastewater O&M cost per 1,000 gallons

$1.25

$1.31

$1.60

$1.49

__________________________________________________________________________________
215

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Water Services

Improve Asset Management
Improve Resource Alignment
Maintain O&M costs. Replace and rehabilitate lines.
Exercise main valves. Clean 235 (1/3 of 707 total) miles
Department Strategic Initiative
of sewer lines. Maintain a rate of <1.0 for Sanitary
Sewer Overflow per 100 miles of line.
Water distribution and wastewater collection systems are
Intended Result
operated efficiently and economically.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
Strategic Objectives

Distribution O&M cost per 1,000 gallons

$0.51

$0.54

$0.58

$0.54

# of water line miles replaced of total 1,094

2.4

1.5

1.5

1.5

# of valves exercised of total 25,000

17,875

17,178

18,000

18,000

# of fire hydrants flushed of total 8,500

11,044

8,691

8,500

8,500

Collection O&M cost per 1,000 gallons

$0.59

$0.57

$0.62

$0.59

# of sewer line miles replaced of total 707

0.7

1.6

1.0

1.4

% of 235 miles of sewer line cleaned

117%

108%

100%

100%

# of Sanitary Sewer Overflow per 100 miles

0.57

0.28

<1.00

<1.00

Optimize Processes & Services
Improve Community Experience
Submit all federal, state, and local regulatory reports by
required dates. Perform 100% of required pretreatment
Department Strategic Initiatives inspections. Inspect 100% of required industrial and
commercial facilities for storm water compliance.
Perform laboratory tests.
All treatment results meet all government environmental
Intended Result
and health regulations
Strategic Objectives

Performance Measures
% of 296 water, sewer and storm water
regulatory reports submitted on time
% of 1,123 pretreatment permits inspections
performed
*FY2020 Target 1,450
% of 100 industrial/commercial facilities
inspected for storm water compliance
# of water/wastewater samples analyzed by
Water Quality Laboratory (WQL)
# of analytical results reviewed by WQL

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

100%

98%

100%

100%

100%

100%

100%

100%*

100%

98%

100%

100%

13,291

12,909

14,000

12,000

26,451

33,867

26,000

28,000

__________________________________________________________________________________
216

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Water Services

Wat
erSer
vi
c
es(
27)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

17,
161,
055

19,
245,
285

18,
685,
285

19,
705,
189

459,
904

2.
39%

Ser
vi
c
esandSuppl
i
es

17,
499,
976

25,
269,
489

25,
193,
077

25,
798,
989

529,
500

2.
10%

I
nt
er
nalChar
ges

8,
801,
998

7,
190,
570

7,
190,
570

7,
347,
691

157,
121

2.
19%

Gr
andTot
al

43,
463,
030

51,
705,
344

51,
068,
932

52,
851,
870

1,
146,
526

2.
22%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

0

0

0

0

0

0.
00%

0

0

0

0

0

0.
00%

721,
493

873,
419

854,
419

801,
419

72,
000

8.
24%

4,
098,
533

8,
148,
744

8,
157,
845

7,
989,
990

158,
754

1.
95%

784,
503

840,
222

840,
222

873,
405

33,
183

3.
95%

1,
251,
332

1,
669,
559

1,
669,
559

1,
694,
970

25,
411

1.
52%

(
602060202714)Publ
i
cSer
vi
c
eRepr
esent
at
i
ve

790,
992

911,
792

871,
792

934,
189

22,
397

2.
46%

(
602060202715)Syst
em Sec
ur
i
t
y

500,
476

621,
302

615,
672

649,
264

27,
962

4.
50%

(
602060202716)Pr
oper
t
yManagement

45,
244

101

0

0

101

100.
00%

Fund/Or
g
(
216021604027)Gr
ant
sWat
erSer
vi
c
es
(
216021605291)Wat
erGr
ant
(
602060202710)Envi
r
onment
alResour
c
es
(
602060202711)Wat
erSer
vi
c
esAdmi
ni
st
r
at
i
on
(
602060202712)Saf
et
yAdmi
ni
st
r
at
i
on
(
602060202713)I
nf
or
mat
i
onManagement

(
602060202717)Wat
erConser
vat
i
on

449,
730

499,
012

499,
012

508,
353

9,
341

1.
87%

1,
275,
952

1,
431,
080

1,
412,
080

1,
474,
112

43,
032

3.
01%

195,
914

210,
742

211,
354

215,
324

4,
582

2.
17%

1,
004,
682

1,
168,
550

1,
154,
550

1,
231,
409

62,
859

5.
38%

(
602060202721)I
r
r
i
gat
i
on

221,
953

0

0

0

0

0.
00%

(
602060202722)Raw Wat
erUsage

662,
058

4,
864,
536

4,
677,
536

4,
869,
361

4,
825

0.
10%

(
602060202723)Cent
r
alSyst
em Cont
r
ol

1,
137,
139

1,
411,
358

1,
391,
358

1,
413,
276

1,
918

0.
14%

(
602060202724)Pyr
ami
dPeakWTP

1,
939,
816

2,
239,
929

2,
210,
929

2,
339,
451

99,
522

4.
44%

(
602060202725)Chol
l
aTr
eat
mentPl
ant

3,
269,
927

3,
246,
932

3,
376,
932

3,
447,
959

201,
027

6.
19%

(
602060202726)Cent
r
alSyst
em Mai
nt
enanc
e

1,
566,
154

1,
896,
497

1,
946,
497

1,
928,
323

31,
826

1.
68%

(
602060202727)Wat
erDi
st
r
i
but
i
on

3,
610,
710

5,
078,
571

5,
028,
341

5,
249,
743

171,
172

3.
37%

(
602060202728)Met
erMai
nt
enanc
e

50,
456

2,
164

0

234

1,
930

89.
20%

(
602060202729)Oasi
sSur
f
ac
eWTP

2,
518,
012

2,
975,
586

2,
831,
183

3,
077,
846

102,
260

3.
44%

87,
150

597

0

0

597

100.
00%

(
602060202732)Ar
r
owheadWRF

1,
812,
009

0

0

0

0

0.
00%

(
602060202733)WestAr
eaWRF

2,
848,
791

0

0

0

0

0.
00%

(
602060204527)CI
P_Wat
erSer
vi
c
es

6,
878,
844

0

0

0

0

0.
00%

(
603060302731)Pr
et
r
eat
mentPr
ogr
am

461,
647

530,
999

530,
999

547,
715

16,
716

3.
15%

(
603060302734)St
or
m Wat
er

524,
284

692,
033

686,
033

882,
478

190,
445

27.
52%

3,
113,
273

3,
723,
373

3,
573,
373

3,
727,
949

4,
576

0.
12%

61,
267

135

0

0

135

100.
00%

(
602060202718)Wat
erQual
i
t
y
(
602060202719)Mat
er
i
al
sCont
r
olWar
ehouse
(
602060202720)Cust
omerSer
vi
c
e-Fi
el
d

(
602060202730)Oasi
sGr
oundwat
erWTP

(
603060302735)SROG-91stAveWWTP
(
603060302736)99t
hAvenueI
nt
er
c
ept
or
(
603060302737)Wast
ewat
erCol
l
ec
t
i
on

2,
723,
929

2,
894,
843

2,
794,
978

3,
011,
597

116,
754

4.
03%

(
603060302738)Ar
r
owheadWRF

0

2,
155,
306

2,
011,
306

2,
186,
039

30,
733

1.
43%

(
603060302739)WestAr
eaWRF

0

3,
322,
429

3,
287,
429

3,
512,
574

190,
145

5.
72%

(
603060302740)I
r
r
i
gat
i
on

0

295,
533

435,
533

284,
890

10,
643

3.
60%

(
603060304527)CI
P_Sewer
Gr
andTot
al

180,
874

0

0

0

0

0.
00%

43,
463,
030

51,
705,
344

51,
068,
932

52,
851,
870

1,
146,
526

2.
22%

__________________________________________________________________________________
217

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Water Services

Wat
erSer
vi
c
es
St
affingbyPr
ogr
am
Fund/Or
g
(
602060202710)Envi
r
onment
alResour
c
es
(
602060202711)Wat
erSer
vi
c
esAdmi
ni
st
r
at
i
on
(
602060202712)Saf
et
yAdmi
ni
st
r
at
i
on
(
602060202713)I
nf
or
mat
i
onManagement
(
602060202714)Publ
i
cSer
vi
c
eRepr
esent
at
i
ve
(
602060202715)Syst
em Sec
ur
i
t
y
(
602060202717)Wat
erConser
vat
i
on
(
602060202718)Wat
erQual
i
t
y
(
602060202719)Mat
er
i
al
sCont
r
olWar
ehouse
(
602060202720)Cust
omerSer
vi
c
e-Fi
el
d
(
602060202723)Cent
r
alSyst
em Cont
r
ol
(
602060202724)Pyr
ami
dPeakWTP
(
602060202725)Chol
l
aTr
eat
mentPl
ant
(
602060202726)Cent
r
alSyst
em Mai
nt
enanc
e
(
602060202727)Wat
erDi
st
r
i
but
i
on
(
602060202729)Oasi
sSur
f
ac
eWTP
(
603060302731)Pr
et
r
eat
mentPr
ogr
am
(
603060302734)St
or
m Wat
er
(
603060302737)Wast
ewat
erCol
l
ec
t
i
on
(
603060302738)Ar
r
owheadWRF
(
603060302739)WestAr
eaWRF
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

6.
0
15.
8
6.
0
10.
0
7.
0
6.
0
3.
0
11.
0
1.
8
13.
0
7.
0
8.
0
10.
0
17.
0
35.
0
8.
0
5.
0
5.
0
15.
0
9.
0
10.
0
208.
5

6.
0
16.
0
6.
0
10.
0
7.
0
7.
0
3.
0
11.
0
2.
8
14.
0
7.
0
8.
0
10.
0
18.
0
35.
0
8.
0
5.
0
5.
0
15.
0
9.
0
10.
0
212.
8

6.
0
15.
0
6.
0
10.
0
7.
0
7.
0
3.
0
11.
0
2.
8
14.
0
7.
0
8.
0
11.
0
18.
0
34.
0
7.
0
5.
0
6.
0
15.
0
9.
0
11.
0
212.
8

0.
0
1.
0
0.
0
0.
0
0.
0
0.
0
0.
0
0.
0
0.
0
0.
0
0.
0
0.
0
1.
0
0.
0
1.
0
1.
0
0.
0
1.
0
0.
0
0.
0
1.
0
0.
0

__________________________________________________________________________________
218

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Field Operations

Performance Report
Field Operations

Facilities

$45,937,524

173 FTEs

Landfill

Solid Waste

Fleet

Mission Statement
We improve the lives of the people we serve every day through environmentally sound
collection and disposal of solid waste, and fiscally prudent management of the city’s assets.

Department Description
Field Operations provides essential services that directly impact the community and provides
support to other departments within the organization. Field Operations includes four separate,
yet interdependent divisions that provide essential services to the city: Solid Waste
Management, Equipment Management, Facilities Management, and Landfill.
In addition, Field Operations Administrative Services provides the development of agreements
for goods and services, budget coordination and monitoring, operational efficiency and
innovative business solution programs, strategic and long-range planning, accounts payable
and personnel support services.
The Field Operations Department includes six (6) primary functions:
• Solid waste collection, including residential and commercial refuse, recycling, household
hazardous waste, bulk trash, and street sweeping.
• Solid waste disposal, recycle material sorting and marketing, including the Glendale
Municipal Landfill and Materials Recovery Facility (MRF) operations.
• Solid waste education, providing information on solid waste and recycling programs at
community and group events, as well as through inspection services and public
outreach.
• Customer service, assisting residential and commercial customers with their service
needs, from new account set-up to container replacement and billing services.
• Fleet Management for the maintenance and repair of approximately 1,300 city vehicles
and other associated equipment, fuel management and procurement, and the purchase
of new vehicles per the vehicle replacement schedule, as funded.

__________________________________________________________________________________
219

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Field Operations

•

Facilities management for the oversight, planning, management, maintenance and
cleaning of over 2.5 million square feet of facility space (150 city buildings and 80 city
parks), as well as managing the city’s facilities reserve fund that provides funding for
facility upgrades, reconstruction and replacement.

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprized of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•
•

•

Solid Waste Collection serviced 54,153 residential and 1,030 commercial accounts. The
division recently upgrade technology systems which increase vehicle safety efficiency and
performance that enhance service to residents.
The Glendale Municipal Landfill and Materials Recycling Facility (MRF) serve approximately
55,000 Glendale households and many surrounding communities. The landfill receives
355,000 tons of refuse and the MRF processes approximately 15,000 tons of recyclables
annually. The landfill has Intergovernmental Agreements (IGA’s) in place with multiple cities,
which include Avondale, Phoenix, and Peoria.
Facilities Management completed over 1,000 preventive and 2,500 corrective maintenance
work orders and managed $1.5 million dollars in capital repairs to city buildings and facilities
to extend the useful life of city’s assets. Some examples of CIP projects completed include:

__________________________________________________________________________________
220

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Field Operations

•

Fleet Management roof & HVAC, Advocacy Center roof, Sine Bldg. HVAC, and Rose Lane
Aquatics Center HVAC.
Fleet Management maintains and services the current city fleet of 1,281 vehicles and
equipment. This fiscal year-to-date, staff have prepared 31 new vehicles for service,
processed 86 vehicles for auction, performed 17,467 repairs, and completed 2,906
preventative maintenance services. In total, Vehicle Technicians clocked 19,727 labor hours
as the city fleet drove 4,825,821 miles while providing service to the community.

Goals, Objectives, and Performance Measures
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Collect and dispose of all Solid Waste as scheduled
Provide excellent service to all customers by effectively
and efficiently managing solid waste collected; reduce
Intended Result
missed collections; and increase efficient disposal and
processing services.
FY2020
FY2017
FY2018
FY2019
Performance Measures
Target
Actual
Actual
Estimate
Residential containers missed pickup
725
903
624
593
– reduce by 5%
Increase compaction of garbage at
Changing
Landfill by 1% - Measured in pounds
1,825
1,860
1,860
Reporting
per cubic yard compaction
Parameters
Decrease residuals at Material
33%
31%
33%
31%
Recovery Facility by 1%
Strategic Objective Optimize Processes & Services
To manage fleet operations and vehicle assets in the
most cost effective and efficient manner possible
Department Strategic Initiative optimizing resources and minimizing downtime while
providing safe and reliable transportation to all City
departments.
Maintain a consistent level of achieving/surpassing key
Intended Result performance indicator targets to reach a maximum
efficiency with available resources.
Performance Measures
Fleet Vehicle and Equipment
Preventative Maintenance (PM)
Compliance
Fleet Direct Labor Rate
Fleet Downtime Rate

FY2017
Actual

FY2018
Actual

FY2019
Estimate

76%

77%

60%

71.3%
4.2%

80%

79%

FY2020
Target
Changing
Reporting
Parameters
80%

<5%

<5%

<5%

__________________________________________________________________________________
221

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Field Operations

Fi
el
dOper
at
i
ons(
28)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

12,
637,
762

13,
508,
883

13,
283,
883

Ser
vi
c
esandSuppl
i
es

25,
843,
660

24,
660,
023

26,
358,
643

14,
378,
862

869,
979

6.
44%

26,
688,
754

2,
028,
731

I
nt
er
nalChar
ges

4,
711,
732

4,
555,
069

8.
23%

4,
555,
069

4,
869,
908

314,
839

Gr
andTot
al

43,
193,
154

42,
723,
975

6.
91%

44,
197,
595

45,
937,
524

3,
213,
549

7.
52%

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010002810)Fi
el
dOper
at
i
onsAdmi
n
(
100010002812)Fac
i
l
i
t
i
es
(
100010005060)Cust
odi
alSer
vi
c
es
(
102010202842)Equi
pmentRepl
ac
ement

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

206,
403

92,
335

92,
335

216,
888

124,
553

134.
89%

5,
833,
961

3,
933,
193

4,
670,
209

4,
854,
684

921,
491

23.
43%

41,
688

1,
181,
176

1,
463,
673

1,
129,
733

51,
443

4.
36%

3,
321,
726

2,
292,
190

2,
292,
190

3,
505,
526

1,
213,
336

52.
93%

0

0

0

0

0

0.
00%

602,
718

630,
064

658,
030

954,
895

324,
831

51.
56%

(
611061102834)Landfil
l

3,
795,
229

4,
422,
694

4,
399,
273

4,
342,
961

79,
733

1.
80%

(
611061102835)Sol
i
dWast
eAdmi
n

1,
028,
866

1,
407,
661

1,
398,
661

1,
479,
622

71,
961

5.
11%

(
611061102836)Rec
yc
l
i
ng

1,
010,
644

1,
595,
417

1,
595,
417

1,
571,
811

23,
606

1.
48%

(
611061102837)MRFOper
at
i
ons

1,
513,
227

2,
116,
444

2,
108,
273

2,
094,
616

21,
828

1.
03%

(
611061104528)CI
P_Fi
el
dOper
at
i
ons

1,
275,
947

0

0

0

0

0.
00%

48,
000

167,
392

167,
392

167,
393

1

0.
00%

(
612061202835)Sol
i
dWast
eAdmi
n

0

0

0

60,
000

60,
000

0.
00%

(
612061202838)Sol
i
dWast
eRol
l
off

549,
011

745,
245

745,
245

821,
998

76,
753

10.
30%

(
612061202839)Commer
c
i
alFr
ont
l
oad

2,
630,
579

3,
157,
996

3,
162,
212

3,
177,
375

19,
379

0.
61%

(
612061202840)Cur
bSer
vi
c
e

6,
607,
835

7,
950,
683

7,
927,
949

8,
165,
276

214,
593

2.
70%

(
612061202841)Resi
dent
i
al
LooseTr
ashCol
l
ec

2,
973,
778

3,
630,
875

3,
630,
962

3,
843,
353

212,
478

5.
85%

(
612061204528)CI
P_Fi
el
dOper
at
i
ons

2,
507,
334

0

0

0

0

0.
00%

(
704070402843)Fl
eetManagement

4,
435,
382

4,
489,
856

4,
464,
436

4,
625,
014

135,
158

3.
01%

(
704070402844)FuelSer
vi
c
es

2,
719,
653

2,
822,
218

3,
332,
802

2,
834,
866

12,
648

0.
45%

(
704070402845)Par
t
sSt
or
eOper
at
i
ons

2,
091,
174

2,
088,
536

2,
088,
536

2,
091,
514

2,
978

0.
14%

Gr
andTot
al

43,
193,
154

42,
723,
975

44,
197,
595

45,
937,
524

3,
213,
549

7.
52%

(
102010205305)VRFVehi
c
l
es1t
i
mesuppl
ement
(
220022002846)PSTr
ai
ni
ngOps-Fac
.Mgmt

(
611061105073)GasManagementSyst
em

__________________________________________________________________________________
222

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Field Operations

Fi
el
dOper
at
i
ons
St
affingbyPr
ogr
am
Fund/Or
g
(
100010002810)Fi
el
dOper
at
i
onsAdmi
n
(
100010002812)Fac
i
l
i
t
i
es
(
100010005060)Cust
odi
alSer
vi
c
es
(
220022002846)PSTr
ai
ni
ngOps-Fac
.Mgmt
(
611061102834)Landfil
l
(
611061102835)Sol
i
dWast
eAdmi
n
(
611061102836)Rec
yc
l
i
ng
(
611061102837)MRFOper
at
i
ons
(
612061202838)Sol
i
dWast
eRol
l
off
(
612061202839)Commer
c
i
alFr
ont
l
oad
(
612061202840)Cur
bSer
vi
c
e
(
612061202841)Resi
dent
i
al
L
ooseTr
ashCol
l
ec
(
704070402843)Fl
eetManagement
(
704070402845)Par
t
sSt
or
eOper
at
i
ons
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

1.
0
10.
0
6.
0
2.
0
18.
0
11.
0
6.
0
8.
0
1.
0
11.
0
38.
0
20.
0
31.
0
1.
0
164.
0

1.
0
10.
0
6.
0
2.
0
18.
0
11.
0
7.
0
7.
0
1.
0
11.
0
37.
0
23.
0
32.
0
1.
0
167.
0

1.
0
12.
0
5.
0
2.
0
19.
0
11.
5
7.
0
7.
0
1.
0
11.
0
38.
5
24.
0
33.
0
1.
0
173.
0

0.
0
2.
0
1.
0
0.
0
1.
0
0.
5
0.
0
0.
0
0.
0
0.
0
1.
5
1.
0
1.
0
0.
0
6.
0

__________________________________________________________________________________
223

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Transportation

Performance Report
Transportation
$28,428,186

Transit

Traffic
Engineering &
Operations

96.25 FTEs

Airport

Street
Management

Mission Statement
Transportation’s mission is to ensure the safety and efficiency of travel for the residents,
businesses and visitors of Glendale, Arizona.

Department Description
The Transportation Department plans, designs, constructs, manages and maintains
programs and projects for all modes of travel including aviation, streets and highways,
pedestrians, bicycles and transit services.
The Transportation Department includes six (6) primary functions:
• Management of city-operated Dial-A-Ride and GUS programs, the coordination of
fixed route bus service and taxi voucher programs and the regional ADA
paratransit service.
•

Participation in regional planning and coordination of projects such as Northern
Parkway and Loop 101.

•

Traffic engineering and operations services, including working with the public on
traffic concerns, coordination, review and approval of new development traffic
improvements. Management, operations and maintenance of traffic signals and
intelligent transportation systems, traffic signs, pavement markings, work zone
traffic control and large event traffic management.

•

Planning and design of city capital improvements to the transportation system for
pedestrian, bicycle and vehicular traffic.

•

Operation and management of the Glendale Municipal Airport.

__________________________________________________________________________________
224

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Transportation

•

Street management, including pothole patching, concrete repair, rights-of-way
(ROW) landscaping (both developed and undeveloped), graffiti removal, operation
of the Glendale Memorial Park Cemetery, and oversight of the city’s Pavement
Management Program funded at $84.3 million over the next ten years.

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprised of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’
compensation, indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•

Airport Safety Award – Staff at Glendale Municipal Airport received the annual Airport
Safety Award presented by the Aviation Safety Advisory Group of Arizona.

__________________________________________________________________________________
225

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Transportation

•

2018 Clean Air Campaign Award Winner for Outstanding Transportation Coordinator
for a public employer with over 500 employees.

•

Secured approximately $2.8 million in federal Highway Safety Improvement Program
funding for Flashing Yellow Arrow Phase III construction for Fiscal Year 2022 and
additional $1 Million in close out funding for federal funded projects.

•

Secured $1.6 million in Federal Transit Administration funding for bus purchases and
operating assistance.

•

Flashing yellow arrows were installed at four additional intersections in 2018, bringing
the total to thirteen completed intersections.

•

Work began in January 2019 to complete safety improvements at 12 intersections.
Enhancements include modifications to median bull noses, flashing yellow arrows,
and reflective tape on the traffic signal backplates.

•

Capacity improvements for the 59th Avenue and Olive Avenue intersection were
completed October 2018.

•

Improvements to neighborhoods connection to pathways along Thunderbird Paseo
and Skunk Creek were completed in January 2019.

•

Addition of 28 Lane Control Signs and 1 Dynamic Message Sign along Maryland Ave.

•

At the Glendale Municipal Airport in 2018, a total of 91,305 operations (landings and
takeoffs) occurred, and 332 aircraft were based.

•

The Graffiti Removal Division eradicated over 5,900 graffiti tags, removed over 1,500
graffiti tags for other city departments, repainted 15,334 linear feet of bridge barrier
wall and repainted 742 linear feet of bridge railing.

•

The Right-of-Way Division responded to 515 incidents and worked over 662.5 hours
of overtime due to monsoon storm damage. Planted 175 new trees throughout the
city and pruned 15,600 trees. Installed 200 tons of landscape rock within the Rightsof-Way and refreshed the landscape rock in Catlin Court.

•

Street Maintenance staff repaired 12,878 square feet of concrete sidewalk, 25,581
square feet of asphalt, 14,991 potholes and performed 74,300 square feet of grade
restoration.

•

Signs and Markings staff restriped 34 signalized crosswalks and 20 mid-block
crosswalks with 23,227 linear feet of white thermoplastic. 825 roadway street name
signs were replaced, of which 565 signs were fabricated as part of the blanket sign
replacement program.

__________________________________________________________________________________
226

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Transportation

Goals, Objectives, and Performance Measures
Strategic Objectives

Optimize Processes & Services
Improve Community Experience

Expend $10.7 million per year to implement the City’s
Department Strategic Initiative Pavement Management Plan using in-house design,
construction administration, and inspection services.
The $45 million 5-year Pavement Management Plan to
address the complete street network through Mill &
Intended Result
Overlay, Slurry Seal, and other surface applications is
completed on-time and on-budget.
Performance Measures
Reconstructions
Rehabilitation (Mill & Overlay)
Preservation (Slurry Seal, Crack Seal,
etc.)
Total
Oversight of Pavement Management
Program

FY2017
Actual
n/a
$7.5M

FY2018
Actual
n/a
$7.5M

FY2019
Estimate
$0.2M
$0

FY2020
Target
$4.0M
n/a

$3.2M

$3.2M

$12M

$5.2M

$10.7M

$10.7M

$12.2M

$9.2M

80 miles

80 miles

113 miles

148 miles

Improve Asset Management
Improve Community Experience
Develop a system-wide holistic transportation master
Department Strategic Initiative plan and advance regional and local priorities identified,
while encouraging economic development opportunities.
Strategic Objectives

Intended Result
Performance Measures
Development of Transportation Plan
Update
Finalize Airport Layout Plan Update

Glendale has a proactive plan for the future
transportation network.
FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

50%

70%

100%

100%

95%

100%

n/a

n/a

__________________________________________________________________________________
227

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Transportation

Optimize Processes & Services
Strategic Objectives Improve Asset Management
Improve Community Experience
Complete improvement projects on schedule and on
budget by leveraging federal funding.
The transport of people and goods within and through
Intended Result
the City of Glendale is safe and efficient.

Department Strategic Initiative

Performance Measures
% signalized intersections connected to
the central signal system (204 total
signalized intersections, including four
HAWK pedestrian crosswalks)
Flashing Yellow Arrow Study – Number
of intersections studied – 45 locations
Flashing Yellow Arrow Installation
Program – Number of intersections
updated – 45 locations
Complete two school zone designs
each year (total of 13)
Complete two school zone construction
projects each year (total of 13)
Complete conversion of illuminated
street name signs at two intersections
per year to LED technology (total of 84
intersections)
Install enhanced detection at 5
signalized intersections per year (199
total)

FY2017
Actual

FY2018
Actual

FY2019
Estimate

FY2020
Target

84%

86%

88%

88%

45

n/a

n/a

n/a

6

9

14

26

n/a

4

0

2

n/a

n/a

2

2

n/a

n/a

6

2

n/a

n/a

n/a

5

__________________________________________________________________________________
228

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Transportation

Tr
anspor
t
at
i
on(
29)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

Gr
oup
Per
sonnelSer
vi
c
es

7,
869,
331

8,
473,
694

7,
996,
935

8,
692,
702

219,
008

2.
58%

Ser
vi
c
esandSuppl
i
es

14,
153,
628

12,
540,
239

13,
737,
687

16,
744,
821

4,
204,
582

33.
53%

I
nt
er
nalChar
ges

2,
869,
192

2,
656,
082

2,
656,
082

2,
990,
663

334,
581

12.
60%

Gr
andTot
al

24,
892,
152

23,
670,
015

24,
390,
704

28,
428,
186

4,
758,
171

20.
10%

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
Fund/Or
g
(
100010002934)Cemet
er
y

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

$Changei
n
Budget

% Changei
n
Budget

281,
342

220,
816

219,
016

236,
258

15,
442

6.
99%

(
100010005055)St
adi
um -Tr
anspor
t
at
i
onOps

698,
543

756,
224

756,
224

799,
670

43,
446

5.
75%

(
100010005056)Tr
ansp-Fi
est
aBowlEvent

26,
257

65,
083

65,
083

32,
248

32,
835

50.
45%

(
100010005057)Ar
ena-Tr
anspor
t
at
i
onOps.

38,
296

51,
035

51,
035

41,
073

9,
962

19.
52%

(
100010005058)Gr
affit
iRemoval

18,
317

17,
094

16,
856

17,
130

36

0.
21%

(
100010005059)CBRanc
h-ROW Mai
nt
enanc
e

12,
961

16,
080

16,
150

16,
080

0

0.
00%

(
205020502919)Tr
anspor
t
at
i
onAdmi
ni
st
r
at
i
on

525,
488

115,
766

116,
660

120,
390

4,
624

3.
99%

(
205020502920)Ri
ghtofWay

3,
215,
549

3,
280,
494

3,
280,
494

5,
813,
823

2,
533,
329

77.
22%

(
205020502921)St
r
eetMai
nt
enanc
e

1,
477,
324

1,
573,
207

1,
740,
447

1,
649,
365

76,
158

4.
84%

(
205020502923)Tr
afficSi
gnal
s

1,
183,
863

1,
259,
162

1,
259,
162

1,
284,
561

25,
399

2.
02%

(
205020502924)Si
gns&Mar
ki
ngs

689,
592

694,
231

694,
231

728,
784

34,
553

4.
98%

0

0

0

213,
099

213,
099

0.
00%

(
205020505063)Tr
afficSt
udi
es

13,
158

167,
240

0

0

167,
240

100.
00%

(
205020505064)Tr
afficDesi
gnandDevel
opment

20,
750

301,
037

301,
037

190,
776

110,
261

36.
63%

(
205020505065)Gr
affit
iRemoval-ROW

5,
729

172,
444

172,
444

170,
497

1,
947

1.
13%

(
206020604029)Gr
ant
sTr
anspor
t
at
i
on

0

552,
821

0

2,
000,
000

1,
447,
179

261.
78%

716,
802

665,
234

1,
955,
079

700,
000

34,
766

5.
23%

0

0

30,
696

0

0

0.
00%

(
207020702312)NonDepar
t
ment
alFund2070

294,
964

0

0

0

0

0.
00%

(
207020702926)Tr
anspor
t
at
i
onPr
ogr
am Mgmt

2,
615,
751

2,
294,
575

2,
176,
575

2,
365,
602

71,
027

3.
10%

(
207020702927)Fi
xedRout
e

4,
221,
909

4,
913,
079

4,
894,
623

4,
901,
822

11,
257

0.
23%

(
207020702928)Di
al
ARi
de

(
205020502925)Bar
r
i
c
adeManagement

(
206020605271)Tr
anspor
t
at
i
onTr
ansi
tGr
ant
s
(
206020605272)Tr
anspor
t
at
i
onTr
anspor
tGr
ant

2,
806,
274

2,
940,
879

2,
734,
379

3,
429,
943

489,
064

16.
63%

(
207020702929)Tr
ansi
tPr
ogr
am Admi
ni
st
r
at
i
on

532,
335

482,
336

481,
934

495,
545

13,
209

2.
74%

(
207020702930)I
nt
el
l
i
gentTr
anspor
tSyst
ems

611,
383

681,
219

681,
219

730,
226

49,
007

7.
19%

(
207020702931)Tr
afficMi
t
i
gat
i
on

497,
634

527,
756

617,
756

532,
722

4,
966

0.
94%

(
207020705066)Tr
anspor
t
at
i
onEduc
at
i
on

22,
332

203,
230

193,
520

210,
063

6,
833

3.
36%

(
207020705067)DemandManagement

2,
871

28,
505

18,
900

28,
505

0

0.
00%

0

50,
000

50,
000

0

50,
000

100.
00%

(
207020705069)CI
PO&M

688,
814

813,
000

1,
047,
500

813,
000

0

0.
00%

(
207020705070)Tr
afficSi
gnal
s

10,
443

10,
050

10,
050

10,
050

0

0.
00%

(
207020705071)Si
gns&Mar
ki
ngs

26,
881

42,
040

30,
040

42,
040

0

0.
00%

(
213021302933)Ai
r
por
tOper
at
i
ons

722,
452

775,
378

779,
595

854,
916

79,
538

10.
26%

(
207020705068)Rai
lTr
ansi
t

(
219021905281)Ai
r
por
tGr
ant
s

2,
914,
136

0

0

0

0

0.
00%

Gr
andTot
al

24,
892,
152

23,
670,
015

24,
390,
704

28,
428,
186

4,
758,
171

20.
10%

__________________________________________________________________________________
229

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Transportation

Tr
anspor
t
at
i
on
St
affingbyPr
ogr
am
Fund/Or
g
(
100010002934)Cemet
er
y
(
205020502919)Tr
anspor
t
at
i
onAdmi
ni
st
r
at
i
on
(
205020502920)Ri
ghtofWay
(
205020502921)St
r
eetMai
nt
enanc
e
(
205020502923)Tr
afficSi
gnal
s
(
205020502924)Si
gns&Mar
ki
ngs
(
205020502925)Bar
r
i
c
adeManagement
(
205020505063)Tr
afficSt
udi
es
(
205020505064)Tr
afficDesi
gnandDevel
opment
(
205020505065)Gr
affit
iRemoval-ROW
(
207020702926)Tr
anspor
t
at
i
onPr
ogr
am Mgmt
(
207020702928)Di
al
ARi
de
(
207020702929)Tr
ansi
tPr
ogr
am Admi
ni
st
r
at
i
on
(
207020702930)I
nt
el
l
i
gentTr
anspor
tSyst
ems
(
207020702931)Tr
afficMi
t
i
gat
i
on
(
207020705066)Tr
anspor
t
at
i
onEduc
at
i
on
(
213021302933)Ai
r
por
tOper
at
i
ons
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

1.
00
1.
00
12.
00
8.
00
6.
00
5.
00

1.
00
1.
00
12.
00
8.
00
6.
00
5.
00

1.
00
1.
00
12.
00
9.
00
6.
00
5.
00
1.
00

0.
00
0.
00
0.
00
1.
00
0.
00
0.
00

1.
00
3.
00
2.
00
8.
00
32.
25
4.
00
4.
00
2.
00
1.
00
6.
00
96.
25

1.
00
3.
00
2.
00
8.
00
32.
25
4.
00
4.
00
2.
00
1.
00
6.
00
96.
25

2.
00
2.
00
8.
00
32.
25
4.
00
4.
00
2.
00
1.
00
6.
00
96.
25

1.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00
0.
00

__________________________________________________________________________________
230

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Engineering

Performance Report
Engineering
$5,255,860

CIP Administration

34 FTEs

Street Light
Management

Right-of-Way &
Real Estate

Mission Statement
To develop and implement the Capital Improvement Plan (CIP), review and inspect
public/private infrastructure to successfully meet the needs of the community and maintain a
reliable streetlighting system.

Department Description
Engineering manages the design and construction of CIP projects which includes public
buildings and infrastructure; and, also provides varied private development related services
such as engineering plan review, construction inspection, and flood plain ordinance
administration. In addition, Engineering is responsible for the oversight and management of the
street lighting system, cell tower licensing, and city real estate program.
The Engineering department includes six (6) primary functions:
• Provide properly designed, constructed and inspected public facilities and infrastructure
within the public right-of-way.
• Implement the city’s Capital Improvement Plan (CIP).
• Manage the licensing program for cell tower equipment in the public rights-of-way and
on city-owned facilities.
• Oversee the city’s street lighting system and downtown pedestrian lights.
• Develop the city’s real estate portfolio and assist with property acquisition and
disposition, procuring easements, and processing license agreements.
• Administer the city’s floodplain management program and city-adopted National Flood
Insurance Program.

__________________________________________________________________________________
231

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Engineering

Operating Budget

The total City Operating Budget is $430 million. The departmental operating budget is
comprized of three categories:
•
•
•

Internal services = internal charges for technology, insurance, workers’ compensation,
indirect charges, etc.
Operating = operating and contractual costs
Salary = salary and related costs

Accomplishments, Enhancements, and Efficiencies
•
•

•

Provided project management services for a total of 119 Capital Improvement Projects with
an estimated total project value of $369M (66 projects projected to be complete by end of
FY2018-19).
Managed the design and construction of the Black Lot Improvements (formerly known as PS
Parking Lot). The new parking lot contains 4,017 spaces and is located at the southeast
corner of 95th Avenue and Cardinals Way (formerly Bethany Home Road). The project had
an aggressive schedule and was completed on-time at a cost of $8.1M.
Managed the design and construction of 95th Avenue between Cardinals Way and Georgia
Avenue. This portion of 95th Avenue will connect Cardinals Way and Camelback Road and
provide ingress/egress to the new Black Lot. The project had an aggresive schedule and
was completed on-time at a cost of $4.5M.

__________________________________________________________________________________
232

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Engineering

•

•
•

•

•
•

•

Managed the design and construction of the Public Infrastructure Improvements (PII) project
in coordination with the Cardinals football organization. The PII project is located along
Cardinals Way east of 95th Avenue. The project included a pedestrian tunnel under
Cardinals Way and two pedestrian bridges over the SRP Canal and Bethany Home Outfall
Channel. The tunnel and two bridges provide pedestrian access from the new Black Lot to
the events at the State Farm Stadium. The project had an aggressive schedule and was
completed in time for the first pre-season football game at a cost of $3.6M.
Construction Management of the Pavement Management Program consisting of 8 different
contracts with a total value of $13.8M (FY19). Pavement treatments covered over 92 miles
of roadway within the city.
Managed the Light Emitting Diode (LED) conversion of approximately 18,500 streetlights
which was completed in June 2018. The project generated a total rebate of $504,951 from
Arizona Public Service (APS). Since completion, the city’s energy costs for streetlight
electricity has dropped from $1.89 million to a projected $1.34 million for FY2019, an
anticipated savings of $550,000 annually.
The Street Light Program staff completed a detailed data analysis of over 20,000 streetlights
and 800 downtown pedestrian light locations to develop a GIS database of these city assets,
replaced 115 rusted streetlight poles, treated 700 streetlight poles affected by unsightly
surface rust, completed 33 plan reviews proposing 363 new streetlight installations
throughout the city, and created and completed 1,599 work orders for outages.
Land Development staff performed over 120 plan reviews for city and private development
projects, processed 13 Minor Land Divisions/Lot Splits, and processed over 20 subdivisions
including the Stonehaven Master Planned Community.
Real Estate staff managed the Palmaire Parking Garage and Retail Promenade and the
Bank of America Building, which generate on average over $1 million in revenue annually.
The Palmaire Retail is 100% occupied and the Bank of America Building is 90% occupied.
Staff has been preparing the Bank of America office building for sale since the beginning of
the fiscal year, managing surveying, appraisal and broker services and ensuring proper
separation of the Promenade and Bank of America building’s utilities, landscaping amenities
and other features before sale.
Real Estate staff has also acquired 20 land rights, including easements, licenses and owned
property related to Capital Improvement Projects. In addition, disposition of city real estate
assets have generated over $21M in revenue for the city.

Goals, Objectives, and Performance Measures
Strategic Objective Optimize Processes & Services
Design, procure and manage Engineering and
Department Strategic Initiative Construction Consultant Services to all City
departments for Capital and Operating projects.
Deliver a capital improvement program that provides
Intended Result accurate information, optimizes available resources,
and provides needed projects for our community.
FY2017
FY2018
FY2019
FY2020
Performance Measures
Actual
Actual
Estimate
Target
% of projected cash flow expended in the
85%
90%
88%
66%
fiscal year (not including carryover)

__________________________________________________________________________________
233

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Engineering

Engi
neer
i
ng(
30)
BudgetbyCat
egor
i
esofExpendi
t
ur
es
Gr
oup
Per
sonnelSer
vi
c
es

FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

1,
736,
344

2,
084,
208

2,
084,
208

2,
158,
240

74,
032

3.
55%

Ser
vi
c
esandSuppl
i
es

2,
843,
199

3,
122,
912

3,
122,
912

2,
828,
377

294,
535

9.
43%

I
nt
er
nalChar
ges
Gr
andTot
al

$Changei
n
Budget

% Changei
n
Budget

186,
271

238,
649

238,
649

269,
243

30,
594

12.
82%

4,
765,
814

5,
445,
769

5,
445,
769

5,
255,
860

189,
909

3.
49%

$Changei
n
Budget

% Changei
n
Budget

Fund&Depar
t
mentNumberBudgetbyPr
ogr
am
FY2018
Ac
t
ual
s

FY2019
Budget

FY2019
Est
i
mat
e

FY2020
Request

Fund/Or
g
(
100010003014)Engi
neer
i
ngAdmi
ni
st
r
at
i
on

668,
637

815,
515

818,
190

892,
665

77,
150

9.
46%

(
100010003016)CI
PAdmi
ni
st
r
at
i
on

538,
195

287,
850

290,
211

395,
626

107,
776

37.
44%

(
100010003017)LandDevel
opment

132,
929

134,
980

134,
980

143,
059

8,
079

5.
99%

(
100010003018)Const
r
uc
t
i
onI
nspec
t
i
on

933,
516

908,
717

908,
403

899,
052

9,
665

1.
06%

(
100010005061)Bof
ABui
l
di
ng

472,
023

528,
863

483,
863

449,
175

79,
688

15.
07%

(
100010005062)Pr
omenadeatPal
mai
r
e

144,
890

60,
312

105,
312

60,
000

312

0.
52%

0

0

0

80,
000

80,
000

0.
00%

749,
828

812,
185

812,
185

835,
780

23,
595

2.
91%

1,
930,
814

2,
143,
047

2,
143,
047

1,
986,
754

156,
293

7.
29%

(
100010005304)Downt
ownPar
ki
ngGar
age
(
205020503019)PavementManagement
(
205020503020)St
r
eetLi
ght
i
ng
(
207020705072)St
r
eetLi
ghtManagemnet
Gr
andTot
al

271,
372

330,
000

330,
000

305,
000

25,
000

7.
58%

4,
765,
814

5,
445,
769

5,
445,
769

5,
255,
860

189,
909

3.
49%

__________________________________________________________________________________
234

ANNUAL BUDGET
OPERATING BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020
Engineering

Engi
neer
i
ng
St
affingbyPr
ogr
am
Fund/Or
g
(
100010003014)Engi
neer
i
ngAdmi
ni
st
r
at
i
on
(
100010003016)CI
PAdmi
ni
st
r
at
i
on
(
100010003017)LandDevel
opment
(
100010003018)Const
r
uc
t
i
onI
nspec
t
i
on
(
205020503019)PavementManagement
(
205020503020)St
r
eetLi
ght
i
ng
Gr
andTot
al

FY2018Ac
t
ual

FY2019Budget

FY2020Budget

Changei
nBudget

7.
00
9.
00
1.
00
8.
00
7.
00
1.
00
33.
00

7.
00
9.
00
1.
00
9.
00
7.
00
1.
00
34.
00

7.
00
8.
00
1.
00
9.
00
7.
00
2.
00
34.
00

0.
00
1.
00
0.
00
0.
00
0.
00
1.
00
0.
00

__________________________________________________________________________________
235

ANNUAL BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020

__________________________________________________________________________________
236

CAPITAL IMPROVEMENT
PLAN

Capital Improvement Plan

Fiscal Year 2019-2020 Annual Budget Book

ANNUAL BUDGET
FY2020-2029 Capital Improvement Program
_________________________________________________________________________________
Fiscal Year 2019-2020
Table of Contents

Page

Capital Improvements Plan Table of Contents

237

Capital Improvements Plan Preparation

238

Summary by Project Type

248

Summary by Funding Source

249

Project Detail

252

Airport

252

Arts

264

Drainage

267

Facility Maintenance

274

Landfill

291

Library

315

Parking Lots

322

Parks

325

Public Safety

363

Solid Waste

386

Streets

396

Technology

423

Transit

426

Wastewater

432

Water

451

__________________________________________________________________________________
237

ANNUAL BUDGET
FY2020-2029 Capital Improvement Program
_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

What are Capital Improvements?
The Capital Improvement Plan (CIP) is a ten-year roadmap for creating, maintaining and paying
for Glendale’s present and future infrastructure needs. The CIP outlines project costs, funding
sources and estimated future operating costs associated with each capital improvement. The
plan is designed to ensure that capital improvements will be made when and where they are
needed, and that the city will have the funds to pay for and maintain them.
Capital improvement projects are non-routine capital expenditures that generally cost more than
$50,000 and result in the purchase of equipment, acquisition of land, design and construction of
new assets, or the renovation, rehabilitation or expansion of existing capital assets. Capital
projects usually have an expected useful life of at least five years.
Capital improvements infrastructure is what all cities must have in place to provide essential and
quality of life services to current and future residents, businesses and visitors. They also are
designed to prevent the deterioration of the city’s existing infrastructure and respond to and
anticipate the future growth of the city. A wide range of projects comprise capital improvements
as illustrated by the examples below:
• fire and police stations;
• libraries, court facilities and City
office buildings;
• parks, trails, open space, pools,
recreation centers and other related
facilities;
• water and wastewater treatment
plants, transmission pipes, storage
facilities, odor control facilities and
pump stations;
• roads, bridges, traffic signals and
other traffic control devices including
fiber optic infrastructure needed for
the operation of intelligent
transportation systems;
• landscape beautification projects;
• computer software and hardware systems other than personal computers and printers;
• flood control drainage channels, storm drains and retention basins;
• major equipment purchases such as landfill compactors, street sweepers and solid
waste trucks.
Glendale, like many cities in the Phoenix metropolitan area, faces a special set of complex
problems because much of the city is built out except for scattered areas requiring infill
development and the far western edge of the city. These cities need to build new roads, add
necessary services such as water, sewer, trash services and provide public amenities such as
parks and expand public safety services to accommodate new residential and non-residential
development. They also must simultaneously maintain, replace, rehabilitate and/or upgrade
existing capital assets such as roads, parks, City buildings and underground pipes for the water
and sewer system.

__________________________________________________________________________________
238

ANNUAL BUDGET
FY2020-2029 Capital Improvement Program
_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

Paying for Capital Improvements
In many respects, the city planning process for selecting, scheduling and financing capital
improvements parallels the way an individual might plan for buying a new house or car. This
process entails an assessment of many valid competing needs, a determination of priorities, an
evaluation of operating costs as well as financing options for the capital costs, and an
establishment of realistic completion timeframes. The analysis process involves many familiar
questions.

• Can I wait another year or two?
• Are there other alternatives such as remodeling, using public transit or carpooling?
• What other purchases will I need to forego?
• What can I afford and how can I pay for it?
• Do I need outside financing and what will it cost?
• Will there be additional monthly costs associated with the purchase?
If the purchase plan moves forward, a decision must be made about the down payment. A good
planner might have started a replacement fund a few years ago in anticipation of the need.
Other cash sources might include a savings account or a rainy-day emergency fund. The city,
just like most families, needs to find longer-term financing to cover certain costs for capital
improvements. Repayment of the loan might require cutting other expenses like eating at
restaurants or increasing income by taking a second part-time job. An unanticipated inheritance
may speed up the timetable; a negative event, such as a flood or unanticipated medical
expense, might delay the plan.
Similarly, most large capital improvements cannot be financed solely from a single year’s
revenue stream or by simply increasing income or decreasing expenses.

Guidelines and Policies Used in Developing the CIP
City Council’s strategic goals and financial policies provide the broad parameters for
development of the annual capital plan. For example, Council’s financial policies on Capital
Asset and Debt Management state that the 10-year capital plan will address capital needs in the
following order:
A. Improve existing assets
B. Replace existing assets
C. Construct new assets
These financial policies further state that projected life cycle costing will be evaluated for
projects considered for funding in the near future. Life cycle costing is a method of calculating
the total cost of a physical asset throughout its life. It is concerned with all costs of ownership
and takes into account the costs incurred by an asset from its acquisition to its disposal,
including design, installation, operating and maintenance costs.
Additional considerations include the following:
•

Does a project qualify as a capital project, i.e., cost more than $50,000 and have an
expected useful life of at least five years?

__________________________________________________________________________________
239

ANNUAL BUDGET
FY2020-2029 Capital Improvement Program
_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

•
•
•
•
•
•
•
•
•
•

Does a project satisfactorily address all federal, state and city legal and financial
requirements?
Does a project support the city's favorable investment ratings and financial integrity?
Does a project support the city’s goal of ensuring all geographic areas of the city have
comparable quality in the types of services that are defined in the Public Facilities
section of the General Plan?
Does a project prevent the deterioration of the city’s existing infrastructure?
Does a project respond to and, if possible, anticipate future growth in the city?
Does a project encourage and sustain quality economic development?
Can a project be financed through growth in the tax base or development fees, when
possible, if constructed in response to residential or commercial development?
Is a project responsive to the needs of residents and businesses within the constraints of
reasonable taxes and fees?
Does a project leverage funds provided by other units of government (e.g., Maricopa
County Flood Control District, Arizona Department of Transportation, etc.) where
appropriate?
Are the projects part of an overall and updated Master Plan for the particular
infrastructure?

Master plans also help determine which projects should be included in the CIP and the
timeframes in which the projects should be completed. For example, the Parks and Recreation
Master Plan’s guidelines for neighborhood parks include 3.3 acres of park land per 1,000
residents. When population growth causes an area to exceed this threshold, that neighborhood
will rise on the capital plan’s priority list for park development. The Water and Sewer Master
Plan, Parks Master Plan, Storm Water Master Plan, GO Transportation Plan and five-year plans
for landfill and solid waste collection services also provide valuable guidance in the preparation
of the CIP.
Economic forecasts also are a critical source of information and guidance throughout the capital
planning process. The forecasts assess external factors such as whether the local economy is
growing or contracting, population growth, inflation for construction materials, the value of land,
and other variables that may affect the city’s ability to finance needed services and capital
projects.

Glendale’s Annual CIP Development Process
In conjunction with the annual budgeting process, the Budget and Finance Department
manages the citywide process of revising and updating the city’s capital plan. City staff
members from all departments participate in an extensive review of projects in the existing plan
and the identification of new projects for inclusion in the CIP. The City Council’s commitment to
the needs and desires of Glendale’s citizens is a critical factor considered during the capital
planning process, as well as compliance with legal limits and financial resources.
Once projects are selected for inclusion in the capital plan, decisions must be made about which
projects should be recommended for inclusion in the first five years of the plan. Determining
how and when to schedule projects is a complicated process. It must take into account City
Council’s strategic goals as well as all of the variables that affect the city’s ability to generate the
funds to pay for these projects without jeopardizing its ability to provide routine, ongoing
services and one-time or emergency services when needed.

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_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

The financial projections used to develop the CIP are based on staff’s best prediction of
construction and design costs, and other relevant variables. These financial projections are
jointly developed by the Budget and Finance Department, the Engineering Department, and the
respective departments submitting the CIP projects in conjunction with the City Manager’s
Office. They are updated annually to reflect changes in the economic environment.
Although only the first year of the plan is appropriated, the first five years of the plan are
financially balanced. This means the first five years of the plan
•
•
•
•

Comply with the state’s constitutional debt limits;
Comply with the available unissued voter authorization for municipal bonds or maybe
classified as high priority from City Council but not enough current available bond
authorization;
Balance the use of incoming revenue streams with the use of fund balance, while
maintaining a fund balance in compliance with bond covenants and policies regarding
debt management and;
Identify the source of revenue to finance various projects.

Financial and legal constraints make it impossible for the city to fund every project on its priority
list. For example, it is not possible for the city to fund concurrently several large-scale projects
that have significant operating budget impacts. Also, revenues used to pay the debt service are
not limitless. Therefore, implementation timetables are established to stagger projects over time
based on Council’s strategic goals and the estimated financial resources expected for the
future.
A critical element of financing capital projects is the ability to manage within available resources,
including the overall debt incurred for past projects and any new debt for future projects. Limited
staff resources to undertake new capital projects also must be considered. Capital projects often
require significant time to manage effectively, and project managers in the departments typically
manage several capital projects concurrently.
The city also must coordinate the timing of many of its capital projects with federal, state,
county, other municipal governments and non-City utilities. For example, a street improvement
project will be planned with any other infrastructure “underneath the street” that may undergo
moving or replacement in order to minimize the amount of new street surface that may be cut or
disturbed. Also, flood control capital improvements are coordinated with the Maricopa County
Flood Control District to maximize matching funds that the district makes available for eligible
projects.
The availability of unanticipated financing, such as federal or state transportation grants may
cause the city to accelerate a particular project. In addition, a scheduled project may be delayed
in order to take advantage of an unusual one-time opportunity such as the receipt of nongovernmental grant monies.
The City Council reviews the recommended CIP during the spring budget workshops. Council
also considers citizen requests and considers the recommendations of staff before making the
final decision about which projects should be included in which years of the CIP.

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_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

CIP Project Prioritization Process
The role of a project prioritization process is to objectively rank the order of projects based upon
a defined set of criteria where the criteria reflect values of the organization. At Council direction,
city staff developed and implemented a new CIP project prioritization process. This process was
implemented during the development of the FY19-28 CIP, for projects expected to be funded
with G.O. Bonds. As with any other capital funding source, G.O. Bond funding has limitations on
available financial capacity to complete projects that fall within this category. In a planned CIP
program, typically there are more projects that are submitted than there is financial capacity to
complete.
A project ranking matrix was developed and approved by City Council to apply to proposed G.O.
Bond projects in the 10-Year CIP Plan. It is an evaluating tool for capital projects to be ranked
according to criteria that is distinctively important to the City. The following weighted ranking
criteria were used to evaluate projects, and representing themes and objectives in the City’s
overall strategic plan, as follows:
1) Mandated Projects – These are capital projects that are required by law or contract and
would likely result in sanctions or penalties to the City if not completed. These are
automatically ranked with the maximum points allowable.
2) Assessing Operational Costs – These costs most likely will have an impact on the
General Fund. It is important to consider those impacts and apply a scoring methodology
that aligns with Council expectations for minimizing the potential risks of those impacts
to the long-term financial health of the City.
3) Aligning with Strategy – A key focus of the work that Council has been engaged in over
the last year is creating organizational alignment around Council-adopted strategic
objectives; inclusion of this category in the project ranking matrix model reinforces
Council’s vision and is also a best practice.
4) Protecting the Public – Creates an emphasis on projects that would mitigate a public
health, welfare, and safety impact.
5) Leveraging External Funding –The ability to leverage outside funding sources (revenue,
grants, IGA cost share, Developer Agreement) mitigates the City’s financial impact to
fund a capital project. This criteria measures and scores how much external funding and
proposed timeframe of the City receiving those funds.
6) Quality of Life – Provides capital infrastructure and the project’s ability to improve the
overall quality of life for Glendale’s citizens and visitors.
7) Planning for the Future – Highlights the importance of long-range planning by using
Council-approved master plans. These are master plans that are generally developed
through a public input process and formally adopted by City Council. This criterion
ensures the ability to capture the voice of the community as future funding decisions are
made.
8) Generating Revenue – Creates a focus on projects that either increase or help maintain
existing revenue streams.
Once the G.O. Bond projects were ranked, their estimated project costs and ranking were
applied to the available G.O. Bond capacity starting in FY21-22. The current FY20-29 CIP
program reflects the G.O. Bond projects that have made the highest priority out of all G.O. Bond
projects submitted for the FY20-29 CIP program. Some projects may not have available bond
authorization but have been deemed as a high priority by City Council based on the priority
ranking criteria.

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242

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FY2020-2029 Capital Improvement Program
_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

Citizen Involvement in the CIP Process
The CIP is an important financial, planning and public communication tool. It gives residents and
businesses a clear and concrete view of the city's long-term direction for capital improvements
and a better understanding of the city’s ongoing needs for stable revenue sources to fund large
or multi-year capital projects.
Input into the annual CIP updating process is obtained from citizens who serve on many
different city boards and commissions, as well from individual citizens through the public hearing
and comment process. City boards and commissions are comprised of residents and business
owners and their meetings are open to the public. A few examples include the Parks and
Recreation Advisory Committee, the Library Advisory Board, the Arts Commission, and the
Citizens Utilities Advisory Commission. The public also can provide comments to the Mayor and
Council through public meetings of the Council, Council District meetings and through other
interactions with them. It is through this public input that residents and businesses have the
opportunity to inform Council and staff about infrastructure development and renovation needs,
important quality-of-life enhancements, and environmental and historic preservation issues that
should be addressed in the capital plan.

Types of CIP Projects and Funding Sources
The ten-year CIP is developed with identified funding sources for each CIP project. For
example, a street project might be funded through one or more of the following financing
sources: Highway User Revenue Fund (HURF) bonds, general obligation (G.O.) bonds, federal
or state grants, development impact fees (DIFs), Glendale’s dedicated transportation sales tax
or Glendale’s general fund excise taxes. In many cases, a large or multi-year project will be
financed using a mix of these funding sources.
General Obligation (G.O.) Bond Funded Projects
The City uses G.O. Bonds to fund facility, infrastructure and equipment capital improvements for
capital programs such as Transportation, Parks and Recreation, Cultural Facilities, Flood
Control, Government Facilities, Libraries, Public Safety, and City Court. G.O. bonds are backed
by "the full faith and credit" of the city and the debt service (principal and interest) on the bonds
is repaid from secondary property taxes levied each fiscal year during the budget process.
Arizona State law mandates the separation of city property taxes into two components, the
primary tax levy and the secondary tax levy. A municipality’s secondary property tax revenue
can be used only to pay the principal, interest and redemption charges on bonded indebtedness
or other lawful long-term obligations that are issued or incurred for a specific capital purpose. In
contrast, primary property tax revenue may be used for any lawful purpose. Ongoing
maintenance and operating costs are generally paid out of the General Fund.
There are two separate categories of G.O. bond funded projects. These categories correspond
to the 6% and 20% Arizona State Constitutional limits for G.O. bonded indebtedness. Funds
that have been established for the 6% category include the Economic Development, Cultural
Facility, Government Facilities and Library Bond Funds. Active funds for the 20% category
include the Flood Control, Open Space & Trails, Parks, Public Safety and Street/Parking Bond
Funds. Water and Sewer bonds are also included in the 20% category. Secondary property tax
revenue can be used to pay water/sewer debt, but it is preferable for water/sewer capital debt
service to be paid with water and sewer revenue.
Development Impact Fee Funded Projects

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243

ANNUAL BUDGET
FY2020-2029 Capital Improvement Program
_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

Impact fees are one-time charges to developers that are used to offset a city’s capital costs
resulting from new development. Developers pay Development Impact Fees (DIF) when they
construct new residential and commercial developments. These fees are designed to cover a
city’s increased costs for providing new or expanded infrastructure in the following categories:
streets, parks, libraries, police, fire, and water/sewer.
Planning and zoning information, such as anticipated population growth and expected density of
residential and commercial development, is the foundation for impact fee revenue estimates.
Given this information, the city then estimates the amount of impact fee revenue available to
pay for growth-related capital projects.
In a growing economic condition, a number of DIF funded projects would more likely be included
in the capital plan to supplement the growth-related portion of projects funded with other
resources such as G.O. bonds. DIF revenue alone rarely is sufficient to fund 100% of the cost of
growth-related projects. Therefore, given these circumstances, the current capital plan reflects
very little spending of impact fees.
Enterprise and Other Projects
Water and Sewer Revenue Funded Projects: Water/Sewer capital projects can be funded with a
number of options including, G.O. bonds, revenue bonds, revenue obligations or cash financing.
Bonds or obligations are typically used to fund larger water/sewer projects. The principal and
interest for bonds and obligations will be paid from future water/sewer user fee revenue. Smaller
water/sewer projects are typically cash financed. Two separate funds have been established for
water/sewer projects: one fund is for water capital projects, another fund addresses sewer
projects.
Landfill Revenue Funded Projects: Landfill user fee revenues fund environmental improvements
required by federal and state law as well as improvements related to constructing, extending,
improving and repairing the Glendale Municipal Landfill. Landfill equipment is also included in
the landfill capital fund. Users of the Glendale Municipal Landfill include private haulers, other
cities that are under contract with the city’s landfill and the city’s residential and commercial
solid waste operations.
Solid Waste Revenue Funded Projects: Unlike Water/Sewer and Landfill, the capital plan for
Solid waste is not usually funded with revenue bonds. Instead solid waste projects are funded
with user revenues and cash balances. However, inter-funds loans and capital leases have
been used as a funding option in the past.
Transportation Sales Tax Funded Projects: On November 6, 2001, Glendale held a special
election where voters passed a new half-cent sales tax to fund the transportation plan. The
transportation plan was created to improve service for all modes of transportation including
public transit, motorized vehicle, bicycle, pedestrian and aviation. Of the 13,019 ballots cast for
this proposition, 64% were in favor and 36% were in opposition. By their votes, Glendale
residents indicated that having transportation choices and being connected to regional activities
and employment centers were important to maintaining Glendale’s high quality of life.
Everyone who shops in Glendale pays the half-cent sales tax that became effective January 1,
2002. The revenues are dedicated to funding the implementation of the Glendale Onboard! (GO
Transportation Plan). The sales tax has no termination date. The transportation capital and
operating budgets are balanced yearly. Transportation projects can either be funded with
Transportation Revenue Obligations or cash financed. The principal and interest on revenue
obligations will be covered with future transportation sales tax revenue.

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244

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_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

Street (HURF) Revenue Funded Projects: The State of Arizona shares with cities a portion of
the revenues it collects from highway user fees. This revenue is tracked by the State of Arizona
and is known as Highway User Revenue Fund (HURF). The Arizona State Constitution restricts
the use of HURF revenue to street and highway purposes such as right-of-way acquisition,
construction, reconstruction, maintenance, repair and the payment of the interest and principal
on HURF bonds.
HURF often is called the gas tax even though there are several other transportation-related
fees, including a portion of the vehicle license tax, that comprise this revenue source. Much of
this revenue source is based on the volume of fuel sold rather than the price of fuel.
In the past, the Arizona Legislature has altered (1) the type and/or rate of taxes, fees and
charges to be deposited into the Arizona Highway Revenue Fund and (2) the allocation of such
monies among the Arizona Department of Transportation, Arizona cities and counties and other
purposes. The Arizona Legislature reduced the amount of funds allocated to cities in FY 2009
through FY 2012. Future legislative alterations to HURF revenue sources and/or the HURF
distribution formula may occur.
Municipal Property Corporation Bond Funded Projects: A city may form a Municipal Property
Corporation (MPC) to finance a large capital project. An MPC is a non-profit organization over
which the city exercises oversight authority, including the appointment of its governing board.
This mechanism allows the city to finance a needed capital improvement and then purchase the
improvement from the corporation over a period of years.
In order for the MPC
to market the bonds, a
city will typically
pledge unrestricted
excise taxes.
Unrestricted excise
taxes are generally all
excise, transaction
privilege, franchise
and income taxes
within the city’s
General Fund. This
means MPC debt
service is paid with
General Fund
operating dollars.
The city has formed and entered into agreements to sell MPC bonds to fund several
construction projects, including the following:

•
•
•
•
•

Glendale Municipal Office Complex (debt is retired),
Gila River Arena,
Glendale Media Center and Expo Hall, Convention Center and Parking Garage adjacent
to the Westgate development in west Glendale,
a portion of the Glendale Regional Public Safety Training Facility and infrastructure for
the Zanjero development, and
the Camelback Ranch development

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245

ANNUAL BUDGET
FY2020-2029 Capital Improvement Program
_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

Grant Funded Projects: The majority of Glendale’s grants for capital projects come from the
federal or state government. There are two major types of grants. Open, competitive grant
programs usually offer a great deal of latitude in developing a proposal and grants are awarded
through a competitive review process. The existing Arizona Heritage Fund grants for parks and
historic preservation capital projects are an example of competitive grants.
Entitlement or categorical grants are allocated to qualified governmental entities based on a
formula basis (e.g., by population, income levels, etc.). Entitlement funds must be used for a
specific grantor-defined purpose. Community Development Block Grants are considered
entitlement grants and typically must benefit low-moderate income residents.
Most federal and state grant programs, with the exception of some public housing programs,
require the applicant to contribute to the cost of the project. The required contribution, referred
to as local match, can vary from 5% to 75%. Federal Transportation Administration grants for
public transit improvements and Federal Aviation Administration grants for airport projects are
examples of capital improvement grants for which local matching requirements will come from
the city’s operating budget and/or the city’s transportation sales tax.
Many federal and state grant programs specifically prohibit the applicant from using other
government grants as match, and require that the match be cash rather than donated services.
Therefore, matching funds usually come from General Fund department operating budgets,
G.O. bonds or development impact fees.
There is always a possibility that some of the grant-funded projects will be delayed or not
completed if government grants fail to materialize. CIP projects adversely affected by changes
in the availability of grants may be postponed until the needed grant funds are acquired, the
project is modified to reduce costs, or the project is funded using alternative means.
Pay-As-You-Go (PAYGO) Capital and Operating
Budget Projects: Some
capital improvements are
paid for on a cash basis
and are either included in
the capital budget and/or as
part of the departments
operating budgets on a payas-you-go basis. PAYGO is
used in order to avoid the
interest costs that may be
incurred when using other
financing instruments. The
city’s operating budget also
provides for the
maintenance of capital
assets and expenses
associated with the depreciation of city facilities and equipment.
Lease Financing Projects: Lease financing provides long-term financing for the purchase of
equipment or other capital improvements and does not affect the city’s G.O. bond capacity or
require voter approval. In a lease transaction, the asset being financed can include new capital
needs, assets under existing lease agreements or, in some cases, equipment purchased in the

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246

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FY2020-2029 Capital Improvement Program
_________________________________________________________________________________
Fiscal Year 2019-2020
CIP Preparation

past for which the government or municipal unit would prefer to be reimbursed and paid over
time. Title to the asset is transferred to the city at the end of the lease term.
Local Improvement District Bond Projects: Local improvement districts (LIDs) are legally
designated geographic areas in which a majority of the affected property owners agree to pay
for one or more capital improvements through a supplemental assessment. This financing
approach ties the repayment of debt to those property owners who most directly benefit from the
improvements financed.

Impact of the CIP on the Operating Budget
Glendale’s operating budget is directly affected by the CIP. Almost every new capital
improvement will require additional ongoing expenses for routine operation, repair, and
maintenance upon project completion. Some CIP projects may require additional staff to
operate and maintain the new asset (new fire station, new firefighters). Existing city facilities and
equipment that were once considered state-of-the-art will require rehabilitation, renovation or
upgrades to accommodate new uses and/or address safety and structural improvements.
PAYGO capital projects, grant-matching funds and lease/purchase capital expenses also come
directly from the operating budget.
Operating costs are evaluated and are part of the project prioritization matrix scoring criteria. All
projects are carefully considered when prioritizing CIP projects, due to the city’s inability to
concurrently fund several large-scale projects with significant operating budget impacts. In
addition, realistic timelines and accurate cashflows of projects have to be considered based on
available manpower and forecasted revenue streams.
Many improvements make a positive contribution to the fiscal well-being of the City. Capital
projects such as redevelopment of under-performing or under-used areas of the city, and the
infrastructure expansion needed to support new development, promote the economic
development and growth that can lead to the generation of additional operating revenues.
These new revenue sources provide the funding needed to maintain, improve and expand the
city’s infrastructure.

__________________________________________________________________________________
247

Pr
oj
ec
tType

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$0

$1,
500,
000

$3,
650,
000

$2,
450,
000

$2,
600,
000

$2,
150,
000

$750,
000

$13,
100,
000

$846,
050

$142,
943

$0

$0

$0

$0

$0

$988,
993

Dr
ai
nage

$1,
159,
212

$314,
700

$314,
700

$14,
352,
430

$0

$0

$5,
672,
745

$21,
813,
787

Fac
i
l
i
t
yMai
nt
enanc
e

$1,
669,
566

$3,
673,
000

$4,
239,
700

$14,
673,
000

$16,
890,
480

$12,
890,
480

$120,
698,
490

$174,
734,
716

Landfil
l

$1,
398,
527

$5,
845,
659

$3,
020,
396

$11,
415,
000

$4,
895,
000

$4,
175,
000

$17,
006,
000

$47,
755,
582

Li
br
ar
y

$369,
267

$0

$0

$0

$1,
059,
078

$4,
914,
116

$7,
456,
900

$13,
799,
361

$0

$0

$0

$0

$0

$0

$4,
648,
689

$4,
648,
689

Par
ks

$1,
548,
857

$1,
354,
413

$176,
795

$17,
383,
410

$13,
382,
049

$14,
789,
957

$23,
748,
533

$72,
384,
014

Publ
i
cSaf
et
y

$1,
304,
301

$1,
264,
000

$8,
027,
000

$2,
870,
000

$23,
503,
490

$24,
365,
790

$70,
770,
286

$132,
104,
867

Sol
i
dWast
e

$0

$2,
774,
046

$3,
132,
455

$3,
392,
674

$3,
479,
747

$2,
121,
961

$11,
713,
501

$26,
614,
384

$12,
538,
863

$25,
212,
239

$19,
690,
824

$16,
180,
071

$11,
925,
295

$9,
595,
000

$31,
845,
000

$126,
987,
292

Tec
hnol
ogy

$579,
705

$0

$0

$0

$0

$0

$0

$579,
705

Tr
ansi
t

$256,
011

$652,
500

$265,
000

$270,
000

$270,
000

$275,
000

$1,
045,
000

$3,
033,
511

Wast
ewat
er

$7,
210,
357

$22,
127,
762

$18,
971,
000

$17,
252,
000

$10,
300,
000

$14,
375,
950

$43,
150,
000

$133,
387,
069

Wat
er

$23,
449,
406

$63,
924,
930

$36,
522,
105

$16,
791,
163

$12,
600,
000

$16,
000,
000

$131,
973,
225

$301,
260,
829

Gr
andTot
al

$52,
330,
122

$128,
786,
192

$98,
009,
975

$117,
029,
748

$100,
905,
139

$105,
653,
254

$470,
478,
369

$1,
073,
192,
799

Ai
r
por
t
Ar
t
s

248

Par
ki
ngLot
s

St
r
eet
s

FY2020-2029 Capital Improvement Program
Summary by Project Type

CARRYOVER

ANNUAL BUDGET
Fiscal Year 2019-2020

CI
PSummar
ybyPr
oj
ec
tType

Summar
yf
orAl
lFundSour
c
es

ANNUAL BUDGET
Fiscal Year 2019-2020

ALLPr
oj
ec
tTypes
CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

1080Gener
alGover
nmentCapi
t
alPr
j

$2,
069,
649

$4,
137,
000

$4,
168,
000

$5,
773,
000

$5,
878,
000

$8,
323,
000

$104,
565,
589

$134,
914,
238

$0

$325,
000

$0

$0

$0

$0

$0

$325,
000

2110Ar
t
sCommi
ssi
on

$846,
050

$142,
943

$0

$0

$0

$0

$0

$988,
993

2160Ot
herGr
ant
s

$40,
521

$0

$0

$0

$0

$0

$0

$40,
521

2190Ai
r
por
tCapi
t
alGr
ant

$0

$1,
350,
000

$3,
500,
000

$2,
300,
000

$2,
450,
000

$2,
000,
000

$0

$11,
600,
000

4010St
r
eet
sConst
r
uc
t
i
on

$7,
435,
932

$5,
375,
450

$5,
225,
450

$0

$0

$0

$0

$18,
036,
832

4020Hur
fSt
r
eet
sConst
r
uc
t
i
on

$780,
000

$5,
890,
395

$5,
340,
395

$3,
525,
000

$3,
525,
000

$3,
525,
000

$16,
375,
000

$38,
960,
790

4030Tr
anspor
t
at
i
onCapi
t
alPr
oj

$4,
032,
239

$7,
877,
500

$9,
539,
979

$14,
575,
071

$10,
320,
295

$7,
995,
000

$18,
765,
000

$73,
105,
084

4040Publ
i
cSaf
et
yConst
r
uc
t
i
on

$952,
753

$800,
000

$7,
532,
000

$1,
270,
000

$21,
798,
490

$20,
700,
136

$70,
704,
294

$123,
757,
673

4050Par
ksConst
r
uc
t
i
on

$14,
802

$322,
276

$0

$17,
383,
410

$13,
180,
049

$12,
119,
333

$12,
119,
333

$55,
139,
203

4060Gover
nmentFac
i
l
i
t
i
es

$202,
000

$0

$366,
700

$4,
500,
000

$8,
419,
480

$6,
388,
104

$25,
238,
490

$45,
114,
774

4080Cul
t
ur
alFac
i
l
i
t
y

$45,
530

$0

$0

$0

$0

$0

$0

$45,
530

4090OpenSpac
e/
Tr
ai
lConst
r
uc
t
i
on

$26,
932

$0

$176,
795

$0

$0

$0

$11,
629,
200

$11,
832,
927

$0

$0

$0

$0

$1,
059,
078

$4,
914,
116

$0

$5,
973,
194

2060Tr
anspor
t
at
i
onGr
ant
s

249

4100Li
br
ar
yConst
r
uc
t
i
on

FY2020-2029 Capital Improvement Program
Summary by Funding Source

Fundi
ngSour
c
e

$800,
000

$7,
532,
000

$1,
270,
000

$21,
798,
490

$20,
700,
136

$70,
704,
294

$123,
757,
673

$14,
802

$322,
276

$0

$17,
383,
410

$13,
180,
049

$12,
119,
333

$12,
119,
333

$55,
139,
203

$202,
000

$0

$366,
700

$4,
500,
000

$8,
419,
480

$6,
388,
104

$25,
238,
490

$45,
114,
774

$45,
530

$0

ALLPr
oj
ec
tType$s
$0
0

$0

$0

$0

$45,
530

Summar
yf
orAl
lFundSour
c
es

ANNUAL BUDGET
Fiscal Year 2019-2020

$952,
753

$0
FY2020

$176,
795
FY2021

$0
FY2022

$0
FY2023

$0
FY2024

$11,
629,
200
FY20252029

$11,
832,
927
Gr
andTot
al

$0

$0

$0

$0

$1,
059,
078

$4,
914,
116

$0

$5,
973,
194

4110Fl
oodCont
r
olConst
r
uc
t
i
on

$1,
159,
212

$314,
700

$314,
700

$14,
352,
430

$0

$0

$5,
672,
745

$21,
813,
787

4120DI
Fl
i
br
ar
yBui
l
di
ngsb1525

$63,
480

$0

$0

$0

$0

$0

$0

$63,
480

4130DI
FFi
r
ePr
otFac
i
l
i
tsb1525

$515

$0

$0

$0

$0

$15,
654

$0

$16,
169

4230DI
FCi
t
ywi
dePar
kssb1525

$1,
526

$0

$0

$0

$0

$0

$0

$1,
526

4240DI
FCi
t
ywi
dePar
ks

$105,
917

$105,
917

$0

$0

$0

$0

$0

$211,
834

4250DI
FCi
t
ywi
deREC/
FACsb1525

$142,
354

$83,
083

$0

$0

$0

$0

$3,
469

$228,
906

4270DI
FLi
br
ar
i
essb1525

$175,
020

$0

$0

$0

$0

$0

$17,
563

$192,
583

4290DI
FCi
t
ywi
deOpenSpac
e

$83,
845

$184,
944

$0

$0

$0

$0

$0

$268,
789

4300DI
FPar
ksDevZone1sb1525

$59,
156

$0

$0

$0

$0

$0

$6,
938

$66,
094

4310DI
FPar
ksDevZone1

$52,
303

$52,
303

$0

$0

$0

$0

$0

$104,
606

4320DI
FPar
ksandRecZone1East

$312,
578

$140,
000

$0

$0

$0

$0

$0

$452,
578

4330DI
FPar
ks&RecZone2west101

$358,
170

$527,
890

$0

$0

$0

$0

$0

$886,
060

$167,
803

$0

$0

$0

$0

$0

$3,
469

$171,
272

4100Li
br
ar
yConst
r
uc
t
i
on

250

4370DI
FPar
ksDevZone3sb1525

FY2020-2029 Capital Improvement Program
Summary by Funding Source

$26,
932
CARRYOVER

Fu
n
g
ou
r
c
e
4
0n
9d
0i
O
pS
en
S
p
a
c
e/
Tr
ai
lConst
r
uc
t
i
on

$184,
944

$0

$0

$0

$0

$0

$268,
789

$59,
156

$0

$0

$0

$0

$0

$6,
938

$66,
094

$52,
303

$52,
303

$0

$0

$0

$0

$0

$104,
606

$312,
578

$140,
000

ALLPr
oj
ec
tType$s
$0
0

$0

$0

$0

$452,
578

Summar
yf
orAl
lFundSour
c
es

ANNUAL BUDGET
Fiscal Year 2019-2020

$83,
845

$527,
890
FY2020

$0
FY2021

$0
FY2022

$0
FY2023

$0
FY2024

$0
FY20252029

$886,
060
Gr
andTot
al

4370DI
FPar
ksDevZone3sb1525

$167,
803

$0

$0

$0

$0

$0

$3,
469

$171,
272

4390DI
FRoadwayI
mpr
ovesb1525

$0

$0

$0

$0

$0

$0

$34,
553

$34,
553

4420DI
FSt
r
eet
sZone2West101

$546,
703

$3,
763,
462

$0

$0

$0

$0

$0

$4,
310,
165

4440DI
FGener
alGover
nment

$17,
137

$0

$0

$0

$0

$0

$0

$17,
137

6020Wat
er

$23,
449,
406

$63,
924,
930

$36,
522,
105

$18,
291,
163

$14,
100,
000

$17,
500,
000

$133,
473,
225

$307,
260,
829

6030Sewer

$7,
210,
357

$22,
127,
762

$18,
971,
000

$17,
252,
000

$10,
300,
000

$14,
375,
950

$43,
150,
000

$133,
387,
069

6060Wat
erDI
FZone2West101

$0

$1,
678,
195

$0

$0

$0

$0

$0

$1,
678,
195

6090SewerDI
FZone2West101

$0

$1,
042,
737

$0

$0

$0

$0

$0

$1,
042,
737

$1,
398,
527

$5,
845,
659

$3,
020,
396

$11,
415,
000

$4,
895,
000

$4,
175,
000

$17,
006,
000

$47,
755,
582

$0

$2,
774,
046

$3,
332,
455

$6,
392,
674

$4,
979,
747

$3,
621,
961

$11,
713,
501

$32,
814,
384

$579,
705

$0

$0

$0

$0

$0

$0

$579,
705

$52,
330,
122

$128,
786,
192

$98,
009,
975

$117,
029,
748

$100,
905,
139

$105,
653,
254

251

6110Landfil
l

6120Sol
i
dWast
e

7070Ci
t
ywi
deERPSol
ut
i
on

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Summary by Funding Source

$358,
170
CARRYOVER

F
n
g
S
oa
u
r
c
e&RecZone2west101
4u
3n
3d
0i
D
I
F
P
r
k
s

$470,
478,
369 $1,
073,
192,
799

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

252

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

CI
PAP19075 AI
RPORTEAFORCHANNELI
ZATI
ON

$0

$0

$300,
000

$0

$0

$0

$300,
000

CI
PAP19076 SOUTHAPRONR&RPHASE1

$0

$3,
500,
000

$0

$0

$0

$0

$3,
500,
000

CI
PAP20001 SOUTHAPRONR&RPHASE2

$0

$0

$2,
000,
000

$0

$0

$0

$2,
000,
000

CI
PAP20002 RUNWAYREHABI
LI
TATI
ON

$0

$0

$0

$1,
750,
000

$0

$0

$1,
750,
000

CI
PAP20003 AWOSEQUI
PMENT

$0

$0

$0

$350,
000

$0

$0

$350,
000

CI
PAP20004 AI
RPORTPLANNI
NGSTUDY

$0

$0

$0

$350,
000

$0

$0

$350,
000

CI
PAP20005 AI
RFI
EL
DLI
GHTI
NGPRESERVATI
ON

$0

$0

$0

$0

$2,
000,
000

$0

$2,
000,
000

WI
LDL
I
FEHAZARDMANAGEMENT
PL
AN

$350,
000

$0

$0

$0

$0

$0

$350,
000

CI
PAP20018 TAXI
WAYREHABPRESERVATI
ON

$1,
000,
000

$0

$0

$0

$0

$0

$1,
000,
000

$150,
000

$150,
000

$150,
000

$150,
000

$150,
000

$750,
000

$1,
500,
000

$1,
500,
000

$3,
650,
000

$2,
450,
000

$2,
600,
000

$2,
150,
000

$750,
000

$13,
100,
000

CI
PAP65078 AI
RPORTMATCHI
NGFUNDS

Gr
andTot
al

CARRYOVER

FY2020-2029 Capital Improvement Program
Project Detail

FY2020

CI
PAP20017

Pr
oj
ec
tTi
t
l
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Ai
r
por
t

Summar
ybyFundi
ngSour
c
e
Fundi
ngSour
c
e
2190Ai
r
por
tCapi
t
alGr
ant

4030Tr
anspor
t
at
i
onCapi
t
alPr
oj

Gr
andTot
al

CARRYOVER

ANNUAL BUDGET
Fiscal Year 2019-2020

Ai
r
por
t
FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$1,
350,
000

$3,
500,
000

$2,
300,
000

$2,
450,
000

$2,
000,
000

$0

$11,
600,
000

$150,
000

$150,
000

$150,
000

$150,
000

$150,
000

$750,
000

$1,
500,
000

$1,
500,
000

$3,
650,
000

$2,
450,
000

$2,
600,
000

$2,
150,
000

$750,
000

$13,
100,
000

253
FY2020-2029 Capital Improvement Program
Project Detail

AI
RPORTEAFORCHANNELI
ZATI
ON

Pr
oj
ec
tType
Ai
r
por
t

Pr
oj
ec
tNumber
CI
PAP19075

Pr
oj
ec
tNumber
: CI
PAP19075

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
ti
st
oc
onduc
tanEnvi
r
onment
alAssessmentf
orChannel
i
z
at
i
onofNew Ri
ver
.

J
ust
i
fic
at
i
on
Thi
spr
oj
ec
twi
l
lal
l
ow t
heai
r
por
tt
oobt
ai
nt
headdi
t
i
onall
andadj
ac
enc
yneededt
omeetFeder
alAvi
at
i
onAdmi
ni
st
r
at
i
ondesi
gnst
andar
ds.Nof
or
eseenoper
at
i
onalandmai
nt
enanc
e
c
ost
sar
eassoc
i
at
edf
ort
hi
spr
oj
ec
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.Out
si
def
undi
ngi
st
obel
ever
agedf
ort
hi
spr
oj
ec
t
.

254

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

DESI
GN

2190Ai
r
por
tCapi
t
alGr
ant

FY2021

$300,
000

Gr
andTot
al
$300,
000

$300,
000

$300,
000

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

SOUTHAPRONR&RPHASE1

Pr
oj
ec
tType
Ai
r
por
t

Pr
oj
ec
tNumber
CI
PAP19076

Pr
oj
ec
tNumber
: CI
PAP19076

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Ful
lr
ec
onst
r
uc
t
i
onofpavementi
nSout
hApr
oni
nc
l
udi
ngI
nt
er
sec
t
i
onsA4andA6t
ot
al
i
ngappr
oxi
mat
el
y38,
000squar
eyar
ds.

J
ust
i
fic
at
i
on
TheAi
r
por
t
’
sPavementMai
nt
enanc
eandManagementPr
ogr
am i
ndi
c
at
esmaj
orr
ehabi
l
i
t
at
i
oni
sneededi
nt
heexi
st
i
ngSout
hApr
on.I
n2017,t
hePavementCondi
t
i
onI
ndex(
PCI
)was
i
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i
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ti
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i
mat
edt
obe23i
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ndi
c
at
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ypoorpavementc
ondi
t
i
on.TheA4andA6I
nt
er
sec
t
i
onswi
l
lal
sober
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onfigur
edt
omeetc
ur
r
entFAAdesi
gn
st
andar
ds.Out
si
def
undi
ngi
st
obel
ever
agedf
ort
hi
spr
oj
ec
t
.

255

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

2190Ai
r
por
tCapi
t
alGr
ant

$3,
500,
000

Gr
andTot
al
$3,
500,
000

$3,
500,
000

$3,
500,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

SOUTHAPRONR&RPHASE2

Pr
oj
ec
tType
Ai
r
por
t

Pr
oj
ec
tNumber
CI
PAP20001

Pr
oj
ec
tNumber
: CI
PAP20001

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thesout
hapr
onpr
oj
ec
ti
nc
l
udesr
ec
onst
r
uc
t
i
on(
38,
000squar
eyar
ds)i
nFY2019andr
ehabi
l
i
t
at
i
on(
93,
000squar
e
yar
ds)i
nFY2020.Thepor
t
i
onoft
hesout
hapr
ont
hati
sbeyondr
ehabi
l
i
t
at
i
oni
st
ober
ec
onst
r
uc
t
edi
nFY2019.

J
ust
i
fic
at
i
on
TheAi
r
por
t
’
sPavementMai
nt
enanc
eandManagementPr
ogr
am i
ndi
c
at
esmaj
orr
ehabi
l
i
t
at
i
oni
sneededi
nt
heexi
st
i
ngSout
hApr
on.I
n2017,t
hePavementCondi
t
i
onI
ndex(
PCI
)was
i
dent
i
fiedas31andi
ti
sest
i
mat
edt
obe23i
n2021.APCIof23i
ndi
c
at
esaver
ypoorpavementc
ondi
t
i
on.TheA4andA6I
nt
er
sec
t
i
onswi
l
lal
sober
ec
onfigur
edt
omeetc
ur
r
entFAAdesi
gn
st
andar
ds.Out
si
def
undi
ngi
st
obel
ever
agedf
ort
hi
spr
oj
ec
t
.

256

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

2190Ai
r
por
tCapi
t
alGr
ant

FY2021

$2,
000,
000

Gr
andTot
al
$2,
000,
000

$2,
000,
000

$2,
000,
000

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

RUNWAYREHABI
LI
TATI
ON

Pr
oj
ec
tType
Ai
r
por
t

Pr
oj
ec
tNumber
CI
PAP20002

Pr
oj
ec
tNumber
: CI
PAP20002

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
ti
st
or
ehabi
l
i
t
at
et
her
unwaybyaddi
ngaMi
l
landOver
l
ayt
r
eat
mentt
ot
hepavement
.

J
ust
i
fic
at
i
on
TheAi
r
por
t
’
sPavementMai
nt
enanc
eManagementPr
ogr
am i
ndi
c
at
esr
ehabi
l
i
t
at
i
oni
snec
essar
yi
nt
heexi
st
i
ngr
unway.I
n2017,t
hePavementCondi
t
i
onI
ndex(
PCI
)i
nt
hi
sl
oc
at
i
onwas
76andi
ti
sest
i
mat
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ndi
c
at
espavementi
nf
ai
rc
ondi
t
i
ons.AMi
l
landOver
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ayt
r
eat
mentwi
l
li
mpr
oveandext
endt
hel
i
f
ec
yc
l
eoft
hepavement
.Out
si
de
f
undi
ngi
st
obel
ever
agedf
ort
hi
spr
oj
ec
t
.

257

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

2190Ai
r
por
tCapi
t
alGr
ant

FY2021

FY2022

$1,
750,
000

Gr
andTot
al
$1,
750,
000

$1,
750,
000

$1,
750,
000

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

AWOSEQUI
PMENT

Pr
oj
ec
tType
Ai
r
por
t

Pr
oj
ec
tNumber
CI
PAP20003

Pr
oj
ec
tNumber
: CI
PAP20003

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Repl
ac
eAut
omat
edWeat
herObser
vi
ngSyst
em (
AWOS)andWi
ndsoc
k

J
ust
i
fic
at
i
on
Thi
spr
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ec
ti
st
or
epl
ac
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st
i
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f
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t
hAut
omat
edWeat
herObser
vi
ngSyst
em t
oi
nc
l
udewi
ndi
nf
or
mat
i
on.Theexi
st
i
ngequi
pmenti
sout
dat
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Gr
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262

Capi
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000

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000

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000

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000

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000

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000

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Cat
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CONSTRUCT

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PAT20035 MUNI
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943

$988,
993

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$846,
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943

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264
FY2020-2029 Capital Improvement Program
Project Detail

Summar
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FY2022

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$846,
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943

$988,
993

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$846,
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$142,
943

$988,
993

265
FY2020-2029 Capital Improvement Program
Project Detail

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Pr
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Pr
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Pac
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266

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943

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943

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993

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993

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FY2021

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Cat
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012

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267

FY2020-2029 Capital Improvement Program
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Summar
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212

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700

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700

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700

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FY2024

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Dr
ai
nage
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andTot
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$14,
352,
430

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672,
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787

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352,
430

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672,
745

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813,
787

268
FY2020-2029 Capital Improvement Program
Project Detail

BETHANYHOMESD,58t
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Pr
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Pac
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269

Capi
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FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

CAMELBACKROAD,51stt
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Pr
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Dr
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Pr
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CI
PDR19040

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PDR19040

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ANNUAL BUDGET
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Pac
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205,
000

$3,
205,
000

$3,
205,
000

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

83RDAVE,BETHANYHM t
oCAMELBACK

Pr
oj
ec
tType
Dr
ai
nage

Pr
oj
ec
tNumber
CI
PDR19078

Pr
oj
ec
tNumber
: CI
PDR19078

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

I
nst
al
l
at
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onofst
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m dr
ai
ni
n83r
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mwat
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SMP)c
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edt
ot
hec
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t
yandFl
oodCont
r
olDi
st
r
i
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yi
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ul
y2011.Amount
sand
desc
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Psubmi
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271

Capi
t
alCost
s
Cat
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y

Fundi
ngSour
c
e

CONSTRUCT

4110Fl
oodCont
r
olConst
r
u.
.

$2,
500,
000

Gr
andTot
al
$2,
500,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4110Fl
oodCont
r
olConst
r
u.
.

$500,
000

$500,
000

4110Fl
oodCont
r
olConst
r
u.
.

$55,
000

$55,
000

PUBLI
CART

4110Fl
oodCont
r
olConst
r
u.
.

$25,
000

$25,
000

$3,
080,
000

$3,
080,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
I
NTRNLCHG

59t
hAVE&THUNDERBI
RDRDSD

Pr
oj
ec
tType
Dr
ai
nage

Pr
oj
ec
tNumber
CI
PDR19079

Pr
oj
ec
tNumber
: CI
PDR19079

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
twi
l
lc
onst
r
uc
tast
or
m dr
ai
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n59t
hAvenuebet
weent
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bi
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dRoadi
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er
sec
t
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onandt
heAr
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onaCanalDr
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nageChannel
.

J
ust
i
fic
at
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Thi
spr
oj
ec
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si
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SMP)c
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edt
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t
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oodCont
r
olDi
st
r
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yi
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ul
y2011.Amount
sand
desc
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heFY19CI
Psubmi
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on.

272

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4110Fl
oodCont
r
olConst
r
u.
.

$1,
700,
000

Gr
andTot
al
$1,
700,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4110Fl
oodCont
r
olConst
r
u.
.

$116,
000

$116,
000

4110Fl
oodCont
r
olConst
r
u.
.

$58,
000

$58,
000

I
NTRNLCHG

4110Fl
oodCont
r
olConst
r
u.
.

$48,
345

$48,
345

L
AND

4110Fl
oodCont
r
olConst
r
u.
.

$24,
000

$24,
000

PUBLI
CART

4110Fl
oodCont
r
olConst
r
u.
.

$17,
000

$17,
000

$1,
963,
345

$1,
963,
345

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

LOCALDRAI
NAGEPROBLEMS

Pr
oj
ec
tType
Dr
ai
nage

Pr
oj
ec
tNumber
CI
PDR79004

Pr
oj
ec
tNumber
: CI
PDR79004

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Const
r
uc
tl
oc
al
i
z
edst
or
m dr
ai
nagei
mpr
ovement
st
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gat
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orfloodi
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obl
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J
ust
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fic
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on
Thi
si
sanongoi
ngpr
ogr
am t
hatt
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al
l
yaddr
essesdr
ai
nagepr
obl
emsi
nol
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ghbor
hoods,r
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dent
i
alar
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endsexi
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or
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nsyst
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ei
snoc
hangef
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FYappr
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equest
.

273

Capi
t
alCost
s
Fundi
ngSour
c
e
4110Fl
oodCont
r
olConst
r
u.
.

$1,
159,
212

$0

$0

Gr
andTot
al
$1,
159,
212

CONSTRUCT

4110Fl
oodCont
r
olConst
r
u.
.

$300,
000

$300,
000

$600,
000

$1,
200,
000

I
NTRNLCHG

4110Fl
oodCont
r
olConst
r
u.
.

$14,
700

$14,
700

$29,
400

$58,
800

$1,
473,
912

$314,
700

$629,
400

$2,
418,
012

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$253,
831

$0

$0

$0

$0

$0

$0

$253,
831

CI
PFC19016 FI
EL
DOPSCAMPUSRENOVATI
ON

$0

$0

$200,
000

$10,
500,
000

$9,
000,
000

$4,
500,
000

$3,
000,
000

$27,
200,
000

CI
PFC19038 CI
TYHALLBLDGREMODEL

$0

$0

$366,
700

$0

$3,
717,
480

$3,
717,
480

$7,
118,
490

$14,
920,
150

CI
PFC19061 EL
ECTRI
CALSYSTEM RENEWAL

$0

$0

$0

$0

$0

$0

$5,
600,
000

$5,
600,
000

CI
PFC19062 EL
EVATORSYSTEM RENEWAL

$0

$0

$0

$0

$0

$0

$2,
700,
000

$2,
700,
000

CI
PFC19063 FI
REPROTECTI
ONRENEWAL

$0

$0

$0

$0

$0

$0

$3,
050,
000

$3,
050,
000

$0

$0

$0

$0

$0

$0

$3,
195,
000

$3,
195,
000

CI
PFC19065 PL
UMBI
NGSYSTEM RENEWAL

$0

$0

$0

$0

$0

$0

$3,
100,
000

$3,
100,
000

REPAI
ROFCAR/
TRUCKWASH
BUI
LDI
NG

$0

$0

$0

$0

$0

$0

$1,
650,
000

$1,
650,
000

CI
PFC19068 ROOFI
NGSYSTEM RENEWAL

$0

$0

$0

$0

$0

$0

$10,
800,
000

$10,
800,
000

CI
PFC19071 HVACREPAI
R/
REPLACEMENTS

$0

$0

$0

$0

$0

$0

$13,
000,
000

$13,
000,
000

$0

$0

$0

$0

$0

$0

$19,
810,
000

$19,
810,
000

$0

$0

$0

$0

$0

$0

$6,
190,
000

$6,
190,
000

274

CI
PFC19064

CI
PFC19067

CI
PFC19072

FLEETBLDGHVAC/
ROOF
I
MPROVEMENTS

SECURI
TYCAMERA
I
MPROVEMENTS

SPACEPLANNI
NGI
NTERI
OR
UPDATES

CI
PFC19073 BUI
L
DI
NGEXT.SEALI
NG/
RENEWAL
CI
PFC19074 COMMUNI
TYSVCS.RESOURCE
CENTER

FY2020-2029 Capital Improvement Program
Project Detail

CARRYOVER

CI
PFC19015

Pr
oj
ec
tTi
t
l
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Fac
i
l
i
t
yMai
nt
enanc
e

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
NI
C
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P
mb
FC1
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9
r073 B
Pr
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XT.SEALI
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RENEWAL

ANNUAL BUDGET
Fiscal Year 2019-2020

Fac
i
l
i
t
yMai
nt
enanc
e

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$0

$0

$0

$0

$0

$0

$16,
950,
000

$16,
950,
000

CI
PFC20023 ADUL
TCENTERRENOVATI
ON

$0

$0

$0

$0

$0

$0

$1,
170,
000

$1,
170,
000

CI
PFC70800 BUI
L
DI
NGMAI
NT.RESERVE

$732,
744

$1,
500,
000

$1,
500,
000

$2,
000,
000

$2,
000,
000

$2,
500,
000

$12,
500,
000

$22,
732,
744

CAMEL
BACKRANCHMAI
NT.
RESERVE

$386,
479

$1,
673,
000

$1,
673,
000

$1,
673,
000

$1,
673,
000

$1,
673,
000

$8,
365,
000

$17,
116,
479

$296,
512

$500,
000

$500,
000

$500,
000

$500,
000

$500,
000

$2,
500,
000

$5,
296,
512

$1,
669,
566

$3,
673,
000

$4,
239,
700

$14,
673,
000

$16,
890,
480

$12,
890,
480

$120,
698,
490

$174,
734,
716

CI
PFC19074

CI
PFC70801

COMMUNI
TYSVCS.RESOURCE
CENTER

275

CI
PPK70803 CAPI
TALREPAI
RARENA

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

Summar
ybyFundi
ngSour
c
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Fac
i
l
i
t
yMai
nt
enanc
e

276

Fundi
ngSour
c
e

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

1080Gener
alGover
nmentCapi
t
alPr
j

$1,
669,
566

$3,
673,
000

$3,
673,
000

$4,
173,
000

$4,
173,
000

$4,
673,
000

$92,
460,
000

$114,
494,
566

4030Tr
anspor
t
at
i
onCapi
t
alPr
oj

$0

$0

$0

$1,
500,
000

$1,
500,
000

$1,
500,
000

$1,
500,
000

$6,
000,
000

4060Gover
nmentFac
i
l
i
t
i
es

$0

$0

$366,
700

$4,
500,
000

$8,
217,
480

$3,
717,
480

$25,
238,
490

$42,
040,
150

6020Wat
er

$0

$0

$0

$1,
500,
000

$1,
500,
000

$1,
500,
000

$1,
500,
000

$6,
000,
000

6120Sol
i
dWast
e

$0

$0

$200,
000

$3,
000,
000

$1,
500,
000

$1,
500,
000

$0

$6,
200,
000

$1,
669,
566

$3,
673,
000

$4,
239,
700

$14,
673,
000

$16,
890,
480

$12,
890,
480

$120,
698,
490

$174,
734,
716

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

FLEETBLDGHVAC/
ROOFI
MPROVEMENTS

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
enanc
e

Pr
oj
ec
tNumber
CI
PFC19015

Pr
oj
ec
tNumber
: CI
PFC19015

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

J
ust
i
fic
at
i
on

277

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

1080Gener
alGover
nmentC.
.

Gr
andTot
al
$253,
831

$253,
831

$253,
831

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$253,
831

FY2020

FI
ELDOPSCAMPUSRENOVATI
ON

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
enanc
e

Pr
oj
ec
tNumber
CI
PFC19016

Pr
oj
ec
tNumber
: CI
PFC19016

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tent
r
i
eswi
l
lber
efinedatc
ounc
i
lwor
kshops.Mul
t
i
pl
ephasepr
oj
ec
tandmast
erpl
an.Phase1,t
empor
ar
yst
or
agespac
ef
orPol
i
c
eEvi
denc
eandbui
l
di
ngdemol
i
t
i
on.Phase2,
desi
gn&c
onst
r
uc
t
i
onofnew shar
edf
ac
i
l
i
t
yf
orFi
el
dOper
at
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ons,Tr
anspor
t
at
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on,Par
ks,andWat
er
.Fac
i
l
i
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ovi
desswi
ngspac
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orf
ut
ur
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t
yHal
lr
enovat
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ons.Phase3,desi
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c
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uc
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onofnew st
or
agef
ac
i
l
i
t
y.Phase4,finaloc
c
upanc
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J
ust
i
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Fi
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susef
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eandmustber
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ac
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r
uc
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ur
esi
npoorc
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onanddonotser
vet
hebusi
nessneedsoft
heCi
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y.Agi
ngi
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r
ast
r
uc
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sec
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at
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nsmustbeaddr
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nor
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ommuni
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278

Capi
t
alCost
s
Gr
andTot
al
$6,
000,
000

$0

$0

$9,
000,
000

$1,
500,
000

$1,
500,
000

$6,
000,
000

$0

$6,
000,
000

Fundi
ngSour
c
e
4030Tr
anspor
t
at
i
onCapi
t
a.
.

$0

$1,
500,
000

$1,
500,
000

4060Gover
nmentFac
i
l
i
t
i
es

$0

$4,
500,
000

$4,
500,
000

6020Wat
er

$0

$1,
500,
000

$1,
500,
000

6120Sol
i
dWast
e

$0

$3,
000,
000

$1,
500,
000

$1,
500,
000

DESI
GN

Gr
andTot
al

6120Sol
i
dWast
e

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

$1,
500,
000

$200,
000

$0

$0

$0

$0

$200,
000

$200,
000

$10,
500,
000

$9,
000,
000

$4,
500,
000

$3,
000,
000

$27,
200,
000

FY2020-2029 Capital Improvement Program
Project Detail

$1,
500,
000

Cat
egor
y
CONSTRUCT

CI
TYHALLBLDGREMODEL

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
enanc
e

Pr
oj
ec
tNumber
CI
PFC19038

Pr
oj
ec
tNumber
: CI
PFC19038

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tr
est
or
esCi
t
yHal
li
nf
r
ast
r
uc
t
ur
eandr
ebui
l
dst
hei
nt
er
i
or
;floorbyfloor
.Pr
oj
ec
ti
mpl
ementfindi
ngsofCi
t
yHal
lSpac
eNeedsst
udy.Desi
gnwi
l
lbegi
ni
nFY2021,t
oc
oi
nc
i
dewi
t
h
c
onst
r
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at
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onsCampus.Uponc
ompl
et
i
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sc
ampuswi
l
lpr
ovi
despac
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orCi
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yHal
loc
c
upant
swhi
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lbui
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di
ngi
sr
emodel
ed.Cost
si
nc
l
udeest
i
mat
esf
or
f
ur
ni
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J
ust
i
fic
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Theexi
st
i
ngCi
t
yHal
lbui
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di
nghasout
l
i
vedi
t
susef
ull
i
f
eandnol
ongereffec
t
i
vel
yser
vest
heneedsoft
heor
gani
z
at
i
onandt
hec
ommuni
t
y.Agi
ngi
nf
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r
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ei
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l
udi
ngpl
umbi
ng,HVAC,
r
oofing,andel
ec
t
r
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c
alar
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ai
l
i
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nneedofr
epl
ac
ementbef
or
ec
at
ast
r
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cf
ai
l
ur
e

279

Capi
t
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s
Cat
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y

Fundi
ngSour
c
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CONSTRUCT

4060Gover
nmentFac
i
l
i
t
i
es

$0

$2,
877,
000

$2,
877,
000

$5,
437,
530

Gr
andTot
al
$11,
191,
530

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4060Gover
nmentFac
i
l
i
t
i
es

$0

$316,
470

$316,
470

$632,
940

$1,
265,
880

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nmentFac
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l
i
t
i
es

$0

$287,
700

$287,
700

$575,
400

$1,
150,
800

EQUI
PMENT

4060Gover
nmentFac
i
l
i
t
i
es

$0

$150,
000

$150,
000

$300,
000

$600,
000
$345,
240

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4060Gover
nmentFac
i
l
i
t
i
es

$0

$86,
310

$86,
310

$172,
620

STUDY

4060Gover
nmentFac
i
l
i
t
i
es

$366,
700

$0

$0

$0

$366,
700

$366,
700

$3,
717,
480

$3,
717,
480

$7,
118,
490

$14,
920,
150

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

ELECTRI
CALSYSTEM RENEWAL

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
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enanc
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Pr
oj
ec
tNumber
CI
PFC19061

Pr
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ec
tNumber
: CI
PFC19061

Desc
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pt
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
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P

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1080Gener
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Gr
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FY2021

FY2022

FY2023

FY2024

FY20252029
$4,
750,
000

Gr
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$4,
750,
000

$850,
000

$850,
000

$5,
600,
000

$5,
600,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

ELEVATORSYSTEM RENEWAL

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
enanc
e

Pr
oj
ec
tNumber
CI
PFC19062

Pr
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ec
tNumber
: CI
PFC19062

Desc
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pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
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tf
undsr
enewalofexi
st
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ngel
evat
orsyst
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nFY2020t
odefinet
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281

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$2,
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1080Gener
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$600,
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$600,
000

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NTRNLCHG

1080Gener
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.

$100,
000

$100,
000

$2,
700,
000

$2,
700,
000

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

FI
REPROTECTI
ONRENEWAL

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
enanc
e

Pr
oj
ec
tNumber
CI
PFC19063

Pr
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ec
tNumber
: CI
PFC19063

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Fundst
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enew &r
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heCi
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sfir
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onsyst
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or
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i
mat
edc
ost
s,c
ompl
ywi
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ndust
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andar
ds.Luc
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yAssetManagementSyst
em wi
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basedonel
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alsyst
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ommendat
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ons.Ani
nvent
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yandassessmenteffor
twi
l
lbec
ompl
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edi
nFY2020t
odefinet
hefir
epr
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i
onsyst
em r
enewal
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J
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ol
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282

Capi
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Cat
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CONSTRUCT

1080Gener
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.

$2,
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$2,
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FY2021

FY2022

FY2023

FY2024

FY20252029

1080Gener
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nmentC.
.

$250,
000

$250,
000

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.

$650,
000

$650,
000

I
NTRNLCHG

1080Gener
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nmentC.
.

$150,
000

$150,
000

$3,
050,
000

$3,
050,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

SECURI
TYCAMERAI
MPROVEMENTS

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
enanc
e

Pr
oj
ec
tNumber
CI
PFC19064

Pr
oj
ec
tNumber
: CI
PFC19064

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tf
undsdesi
gnandc
onst
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ovement
sf
orCi
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yHal
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,Publ
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ng,Advoc
ac
yCent
er
,Ci
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yCour
t
,andt
hei
rr
espec
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i
vegar
ages.I
nFY2018,an
assessmentwasc
ompl
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edf
ort
hesear
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oi
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ygapsi
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2019t
odefinegoal
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war
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283

Capi
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s
Cat
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Fundi
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c
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CONSTRUCT

1080Gener
alGover
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.

$2,
710,
000

Gr
andTot
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$2,
710,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

1080Gener
alGover
nmentC.
.

$110,
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$110,
000

1080Gener
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.

$325,
000

$325,
000

I
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.

$50,
000

$50,
000

$3,
195,
000

$3,
195,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

PLUMBI
NGSYSTEM RENEWAL

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
enanc
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Pr
oj
ec
tNumber
CI
PFC19065

Pr
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ec
tNumber
: CI
PFC19065

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Fundsr
enewalandr
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spl
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hatexc
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,andest
i
mat
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Syst
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nFY2020
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odefinet
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hei
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284

Capi
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alCost
s
Fundi
ngSour
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1080Gener
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$2,
370,
000

Gr
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$2,
370,
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GN

1080Gener
alGover
nmentC.
.

$625,
000

$625,
000

I
NTRNLCHG

1080Gener
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.

$105,
000

$105,
000

$3,
100,
000

$3,
100,
000

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

REPAI
ROFCAR/
TRUCKWASHBUI
LDI
NG

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
enanc
e

Pr
oj
ec
tNumber
CI
PFC19067

Pr
oj
ec
tNumber
: CI
PFC19067

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

TheCar
/
Tr
uc
kWashst
r
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t
ur
eandequi
pmentr
equi
r
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gni
fic
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r
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lhasdet
er
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ks,andhaswi
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Thi
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285

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Fundi
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1080Gener
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$1,
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$1,
000,
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1080Gener
alGover
nmentC.
.

$500,
000

$500,
000

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GN

1080Gener
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.

$150,
000

$150,
000

$1,
650,
000

$1,
650,
000

Gr
andTot
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FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

ROOFI
NGSYSTEM RENEWAL

Pr
oj
ec
tType
Fac
i
l
i
t
yMai
nt
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Pr
oj
ec
tNumber
CI
PFC19068

Pr
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ec
tNumber
: CI
PFC19068

Desc
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i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

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st
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mpl
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Fundi
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1080Gener
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$9,
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$9,
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1080Gener
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$1,
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$200,
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$10,
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FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
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CONSTRUCT

HVACREPAI
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REPLACEMENTS

Pr
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ec
tType
Fac
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Pr
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ec
tNumber
CI
PFC19071

Pr
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ec
tNumber
: CI
PFC19071

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Fundst
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Fundi
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1080Gener
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$11,
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1080Gener
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$1,
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$650,
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$13,
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$13,
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FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
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y
CONSTRUCT

SPACEPLANNI
NGI
NTERI
ORUPDATES

Pr
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ec
tType
Fac
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Pr
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ec
tNumber
CI
PFC19072

Pr
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tNumber
: CI
PFC19072

Desc
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ANNUAL BUDGET
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Pac
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FY2029CI
P

Fundst
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ManagementSyst
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288

Capi
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Fundi
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1080Gener
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$13,
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1080Gener
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$5,
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1080Gener
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$635,
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$635,
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$19,
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$19,
810,
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FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
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CONSTRUCT

BUI
LDI
NGEXT.SEALI
NG/
RENEWAL

Pr
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ec
tType
Fac
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nt
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Pr
oj
ec
tNumber
CI
PFC19073

Pr
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ec
tNumber
: CI
PFC19073

Desc
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ANNUAL BUDGET
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Pac
kageNumber
FY2029CI
P

Thec
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289

Capi
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Fundi
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1080Gener
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$5,
550,
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$5,
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DESI
GN

1080Gener
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nmentC.
.

$550,
000

$550,
000

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1080Gener
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.

$90,
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$90,
000

$6,
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$6,
190,
000

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
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y
CONSTRUCT

COMMUNI
TYSVCS.RESOURCECENTER

Pr
oj
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tType
Fac
i
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i
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Pr
oj
ec
tNumber
CI
PFC19074

Pr
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tNumber
: CI
PFC19074

Desc
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ANNUAL BUDGET
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Pac
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P

TheCommuni
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290

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Fundi
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4060Gover
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$15,
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$15,
000,
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GN

4060Gover
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$1,
700,
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4060Gover
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$250,
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$16,
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FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
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CONSTRUCT

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Pr
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tType
Fac
i
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Pr
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ec
tNumber
CI
PFC20023

Pr
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tNumber
: CI
PFC20023

Desc
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ANNUAL BUDGET
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Pac
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Thi
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291

Capi
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s
Cat
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Fundi
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CONSTRUCT

4060Gover
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i
l
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$900,
000

Gr
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$900,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4060Gover
nmentFac
i
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$105,
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$105,
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4060Gover
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$125,
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$125,
000

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4060Gover
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$40,
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$40,
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$1,
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$1,
170,
000

FY20252029
$480,
000

Gr
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$480,
000
$480,
000

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Cat
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CI
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Gr
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O&M Fundi
ngSour
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FY2020

FY2021

FY2022

FY2023

FY2024

$480,
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FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
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Pr
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Pr
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CI
PFC70800

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PFC70800

Desc
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Pac
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Thi
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292

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CARRYOVER

1080Gener
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MI
SCCI
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1080Gener
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$732,
744

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FY2022
$0

FY2023
$0

FY2024
$0

$0

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$732,
744

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$0

$1,
500,
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$1,
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$2,
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$2,
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$2,
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$12,
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$22,
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$2,
232,
744

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$2,
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$2,
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$2,
500,
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$12,
500,
000

$22,
732,
744

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Project Detail

Gr
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FY2020

CAMELBACKRANCHMAI
NT.RESERVE

Pr
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Pr
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CI
PFC70801

Pr
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PFC70801

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Fundi
ngSour
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1080Gener
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CONTGNCY

1080Gener
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.

$386,
479

FY2021

FY2022
$0

FY2023
$0

FY2024
$0

$0

Gr
andTot
al
$386,
479

FY20252029
$0

$1,
673,
000

$1,
673,
000

$1,
673,
000

$1,
673,
000

$1,
673,
000

$8,
365,
000

$16,
730,
000

$2,
059,
479

$1,
673,
000

$1,
673,
000

$1,
673,
000

$1,
673,
000

$8,
365,
000

$17,
116,
479

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

CAPI
TALREPAI
RARENA

Pr
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Fac
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Pr
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CI
PPK70803

Pr
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ec
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: CI
PPK70803

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
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$296,
512

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FY2022
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FY2023
$0

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$296,
512

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$0

$500,
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$500,
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$500,
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$500,
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$2,
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$5,
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000

$796,
512

$500,
000

$500,
000

$500,
000

$500,
000

$2,
500,
000

$5,
296,
512

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

Summar
ybyPr
oj
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Pr
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Number

Pr
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Fiscal Year 2019-2020

Landfil
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FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

L
ANDFI
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LCOMPACTOR
REPLACEMENT

$0

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$600,
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$1,
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$2,
100,
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$4,
100,
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PLF19024

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LDOZERREPLACEMENTSAND
REBUI
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$1,
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$1,
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$1,
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000

$4,
600,
000

$0

$0

$150,
000

$7,
400,
000

$150,
000

$0

$3,
000,
000

$10,
700,
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$475,
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$247,
725

$0

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725

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000

$350,
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$500,
000

$125,
000

$125,
000

$750,
000

$1,
975,
000

CI
PLF78505 L
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NORTH)

$0

$4,
600,
000

$100,
000

$100,
000

$2,
400,
000

$2,
800,
000

$4,
500,
000

$14,
500,
000

L
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L
L4x4REPLACEMENT
TRUCKS

$73,
958

$35,
000

$0

$35,
000

$0

$0

$150,
000

$293,
958

CI
PLF78512 FUELTANKERREPLACEMENT

$197,
600

$225,
000

$0

$0

$0

$0

$250,
000

$672,
600

CI
PLF78514 SOLI
DWASTEI
NSPECTI
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$28,
915

$23,
711

$23,
711

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$0

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000

$151,
337

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$0

$742,
000

$0

$0

$0

$316,
000

$1,
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000

CI
PLF19025 NORTHCELLLI
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CI
PLF19090

295

CI
PLF20010

CI
PLF78506

L
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REPLACEMENT

NORTHERNAVE.I
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MCDOT)

CI
PLF78522 L
ANDFI
LLWATERPULL/
TRUCK
CI
PLF78528 NORTHERNAVEI
MPROVEMENTS
(
MCDOT)

FY2020-2029 Capital Improvement Program
Project Detail

CI
PLF19019

Summar
ybyPr
oj
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Pr
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NI
C
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P
mb
LF7
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8
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ANNUAL BUDGET
Fiscal Year 2019-2020

Landfil
l

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$247,
725

$0

$0

$0

$0

$0

$0

$247,
725

CI
PLF78532 AUXI
L
I
ARYEQUI
PMENT

$54,
891

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$29,
685

$0

$30,
000

$0

$65,
000

$179,
576

CI
PLF78534 STORMWATERCONTROLS

$735,
438

$269,
223

$280,
000

$280,
000

$290,
000

$300,
000

$800,
000

$2,
954,
661

L
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L
LGASEXTRACTI
ON
SYSTEM

$60,
000

$220,
000

$270,
000

$400,
000

$500,
000

$300,
000

$1,
200,
000

$2,
950,
000

$1,
398,
527

$5,
845,
659

$3,
020,
396

$11,
415,
000

$4,
895,
000

$4,
175,
000

$17,
006,
000

$47,
755,
582

CI
PLF78528

CI
PLF78535

296

Gr
andTot
al

NORTHERNAVEI
MPROVEMENTS
(
MCDOT)

FY2020-2029 Capital Improvement Program
Project Detail

Summar
ybyFundi
ngSour
c
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Landfil
l
Fundi
ngSour
c
e

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

6110Landfil
l

$1,
398,
527

$5,
845,
659

$3,
020,
396

$11,
415,
000

$4,
895,
000

$4,
175,
000

$17,
006,
000

$47,
755,
582

Gr
andTot
al

$1,
398,
527

$5,
845,
659

$3,
020,
396

$11,
415,
000

$4,
895,
000

$4,
175,
000

$17,
006,
000

$47,
755,
582

297
FY2020-2029 Capital Improvement Program
Project Detail

LANDFI
LLCOMPACTORREPLACEMENT

Pr
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Pr
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PLF19019

Pr
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PLF19019

Desc
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Fiscal Year 2019-2020

Pac
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Thi
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298

Capi
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Cat
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EQUI
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$1,
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$2,
100,
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$4,
100,
000

$600,
000

$1,
400,
000

$2,
100,
000

$4,
100,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

BULLDOZERREPLACEMENTSANDREBUI
LDS

Pr
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tType
L
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l

Pr
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ec
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CI
PLF19024

Pr
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tNumber
: CI
PLF19024

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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Pr
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299

Capi
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Cat
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Fundi
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PMENT

6110Landfil
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$1,
400,
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$1,
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$4,
600,
000

$1,
300,
000

$1,
400,
000

$1,
900,
000

$4,
600,
000

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

NORTHCELLLI
NER

Pr
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tType
L
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Pr
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ec
tNumber
CI
PLF19025

Pr
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tNumber
: CI
PLF19025

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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CONSTRUCT

6110L
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DESI
GN

6110Landfil
l

FY2021

FY2022
$0

FY2023

$7,
400,
000

FY2024
$0

FY20252029
$3,
000,
000

Gr
andTot
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$10,
400,
000

$150,
000

$0

$150,
000

$0

$300,
000

$150,
000

$7,
400,
000

$150,
000

$3,
000,
000

$10,
700,
000

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
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FY2020

LANDFI
LLMOTORGRADERREPLACEMENT

Pr
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tType
L
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Pr
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CI
PLF19090

Pr
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PLF19090

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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301

Capi
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Cat
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EQUI
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FY2021

FY2022

FY2023

$650,
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Gr
andTot
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$650,
000

$650,
000

$650,
000

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
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FY2020

LANDFI
LLSCRAPEREQUI
PMENT

Pr
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Pr
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CI
PLF19091

Pr
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PLF19091

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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302

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Cat
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EQUI
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FY2021

FY2022

FY2023

FY2024

$1,
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$1,
900,
000

$1,
900,
000

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
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FY2020

CLOSEDLANDFI
LL

Pr
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L
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Pr
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ec
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CI
PLF20009

Pr
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tNumber
: CI
PLF20009

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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c
.
)
.Par
toft
hi
sf
undi
ngi
sf
or
wor
katt
hec
l
osedl
andfil
lsi
t
el
oc
at
edat103r
dAve.andt
heBut
l
erDr
.al
i
gnment
.Fundswi
l
lr
epl
ac
eexi
st
i
ngf
enc
i
ngont
hesout
hsi
deoft
hesi
t
eandpr
ovi
dedr
ai
nage,gr
adi
ng,
l
andsc
api
ngandac
c
essi
mpr
ovement
s.

J
ust
i
fic
at
i
on

Cl
osedl
andfil
l
smayr
equi
r
emai
nt
enanc
ef
r
om t
i
met
ot
i
me.I
mpr
ovement
sc
ani
nc
l
udegr
adi
ng,dr
ai
nage,f
enc
i
ng,l
andsc
api
ng,andflar
est
at
i
onmai
nt
enanc
ef
orexampl
e.

303

Capi
t
alCost
s
Fundi
ngSour
c
e
6110L
andfil
l

DESI
GN

6110Landfil
l

Gr
andTot
al

$475,
000

Gr
andTot
al
$475,
000

$100,
000

$0

$100,
000

$100,
000

$475,
000

$575,
000

FY2020

FY2021
$0

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

NORTHERNAVE.I
MPROVEMENTS(
MCDOT)

Pr
oj
ec
tType
L
andfil
l

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PLF20010

Pr
oj
ec
tNumber
: CI
PLF20010

Desc
r
i
pt
i
on
Thi
spr
oj
ec
tpr
ovi
desf
undi
ngf
orbl
oc
kwal
lt
hatwi
l
lext
endwestal
ongt
hel
andfil
lpr
oper
t
y 115t
hAve.&Nor
t
her
n.Ther
el
oc
at
i
onofappr
oxi
mat
el
y20exi
st
i
ngc
ac
t
it
hatar
et
obe
r
emovedduet
oNor
t
her
nAve.Par
kwaypr
oj
ec
t
.Ther
ear
ec
ur
r
ent
l
yf
or
t
yc
ac
t
ial
ongt
her
i
ght
of
wayt
hatwer
esol
dt
oMCDOT.20oft
hec
ac
t
iwi
l
lbedonat
edt
ot
heNor
t
her
nAve.
pr
oj
ec
t,20wi
l
lber
el
oc
at
edLandfil
lpr
oper
t
yatGl
endal
e'
sexpense.

J
ust
i
fic
at
i
on

Thi
si
spar
tofMDCOT'
sNor
t
her
nPar
kwayPr
oj
ec
t
.

304

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

6110L
andfil
l

$167,
493

Gr
andTot
al
$167,
493

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6110Landfil
l

$41,
400

$41,
400

6110L
andfil
l

$12,
012

$12,
012

MI
SCCI
P

6110Landfil
l

$25,
000

$25,
000

PUBLI
CART

6110Landfil
l

Gr
andTot
al

$1,
820

$1,
820

$247,
725

$247,
725

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
I
NTRNLCHG

LANDFI
LLCLOSURE(
SOUTH)

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78503

Pr
oj
ec
tNumber
: CI
PLF78503

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tpr
ovi
desf
orc
l
osur
eoft
hesout
har
eaoft
hel
andfil
lasi
t
sper
mi
t
t
edai
rspac
eappr
oac
hesc
apac
i
t
y.Al
andfil
lr
eac
hi
ngi
t
sper
mi
t
t
edc
apac
i
t
yi
sr
equi
r
edbyf
eder
alandst
at
el
aw
t
obec
l
osedwi
t
hafinalc
oversyst
em whi
c
hi
nc
l
udesaveget
at
i
vel
ayer
,ac
ompac
t
edsoi
ll
ayer
,addi
t
i
onalgassyst
em wel
l
s,er
osi
onc
ont
r
olandst
or
m wat
erc
ont
r
olmeasur
es.Annual
post
c
l
osur
emai
nt
enanc
e,moni
t
or
i
ngandr
epai
rac
t
i
vi
t
i
eswi
l
lbegi
nonc
ec
l
osur
eoft
hesout
har
eai
sc
ompl
et
ed.

J
ust
i
fic
at
i
on

Mandat
edperr
egul
at
or
yagenc
yr
equi
r
ement
sassout
hc
el
li
soper
at
edpr
i
ort
oc
l
osur
e.

305

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

6110L
andfil
l

$350,
000

$500,
000

$125,
000

$125,
000

$750,
000

Gr
andTot
al
$1,
975,
000

$125,
000

$350,
000

$500,
000

$125,
000

$125,
000

$750,
000

$1,
975,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$125,
000

FY2020

LFPHASECONSTRUCTI
ON(
NORTH)

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78505

Pr
oj
ec
tNumber
: CI
PLF78505

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Soi
lexc
avat
i
onf
ort
heNor
t
hCel
li
nc
l
udesst
oc
kpi
l
i
ngofdi
r
tasr
equi
r
edf
ort
hec
onst
r
uc
t
i
onoft
heNor
t
hCel
landc
ont
i
nuedoper
at
i
onandc
l
osur
eoft
heSout
hCel
l
,engi
neer
i
ngdesi
gn,
engi
neer
edfil
lc
ont
i
ngenc
y,andsoi
lexc
avat
i
onpr
ovi
dedbyi
nhouseper
sonnel
.Pr
oj
ec
ti
nc
l
udesphasedsoi
lpr
epar
at
i
on,l
i
neri
nst
al
l
at
i
on,al
eac
hat
eandgasc
ol
l
ec
t
i
onsyst
em
c
onst
r
uc
t
i
onandpl
ac
ementofsoi
lpr
ot
ec
t
i
vec
overovert
hebot
t
om l
i
nersyst
em.

J
ust
i
fic
at
i
on

Mandat
edperr
egul
at
or
yagenc
yr
equi
r
ement
sf
ort
hec
ont
i
nueddevel
opmentoft
heGl
endal
eMuni
c
i
palLandfil
l
.

306

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

6110L
andfil
l

DESI
GN

6110Landfil
l

$4,
500,
000

FY2021

FY2022
$0

FY2023
$0

$2,
300,
000

FY2024
$2,
700,
000

FY20252029
$4,
200,
000

Gr
andTot
al
$13,
700,
000

$100,
000

$100,
000

$100,
000

$100,
000

$100,
000

$300,
000

$800,
000

$4,
600,
000

$100,
000

$100,
000

$2,
400,
000

$2,
800,
000

$4,
500,
000

$14,
500,
000

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

LANDFI
LL4x4REPLACEMENTTRUCKS

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78506

Pr
oj
ec
tNumber
: CI
PLF78506

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Tr
uc
ksar
eusedbyt
hel
andfil
li
nspec
t
or
,mec
hani
c
,c
r
ew l
eader
,super
vi
sorandfiel
dempl
oyees.Twot
r
uc
kswi
l
lber
eac
hi
ngt
heendoft
hei
rser
vi
c
el
i
f
e(
onei
n2020andonei
n2022)
.
Fourt
r
uc
kswi
l
lneedr
epl
ac
ementbet
ween2025and2029.

J
ust
i
fic
at
i
on

Tr
uc
ksar
eneededt
ot
r
anspor
tl
andfil
lper
sonnelvar
i
ousl
oc
at
i
onst
hr
oughoutt
hel
andfil
lsi
t
easneeded.

307

Capi
t
alCost
s
Fundi
ngSour
c
e
6110L
andfil
l

EQUI
PMENT

6110Landfil
l

Gr
andTot
al

FY2020
$73,
958

FY2021

FY2022

FY2023
$0

FY2024

$0

Gr
andTot
al
$73,
958

FY20252029

$35,
000

$35,
000

$150,
000

$220,
000

$108,
958

$35,
000

$150,
000

$293,
958

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

FUELTANKERREPLACEMENT

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78512

Pr
oj
ec
tNumber
: CI
PLF78512

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Repl
ac
ementoff
uelt
anker
,whi
c
hwaspur
c
hased2008,i
sexpec
t
edt
or
eac
ht
heendofi
t
sser
vi
c
eabl
el
i
f
ei
n2020.Thef
uelt
ankert
r
uc
kt
r
anspor
t
sdi
eself
uelf
r
om t
heonsi
t
est
or
age
t
ankt
ot
hel
andfil
lheavyequi
pmentl
oc
at
edont
heac
t
i
vewast
edi
sposalar
eas.I
t
'
sessent
i
alpi
ec
eofsuppor
tequi
pmentatt
hel
andfil
lf
ormaxi
mi
z
i
ngoper
at
i
onaleffic
i
enc
i
esand
mi
ni
mi
z
i
ngequi
pmentdownt
i
me.

J
ust
i
fic
at
i
on

Fuelt
ankeri
sanessent
i
alpi
ec
eofequi
pmentt
hatmaxi
mi
z
esoper
at
i
onaleffic
i
enc
i
esandmi
ni
mi
z
esdownt
i
mebyhaveal
oc
alsour
c
ef
ordi
eselr
ef
uel
i
ng.

308

Capi
t
alCost
s
Fundi
ngSour
c
e
6110L
andfil
l

EQUI
PMENT

6110Landfil
l

Gr
andTot
al

$0

Gr
andTot
al
$197,
600

$225,
000

$250,
000

$475,
000

$422,
600

$250,
000

$672,
600

FY2020
$197,
600

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

SOLI
DWASTEI
NSPECTI
ONTRUCKS

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78514

Pr
oj
ec
tNumber
: CI
PLF78514

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
sf
undi
ngpr
ovi
desf
ort
her
epl
ac
ementoft
r
uc
ksi
nt
heRec
yc
l
i
ngDi
vi
si
on.Cur
r
ent
l
y,t
her
ear
e8hal
f
t
onext
endedc
abpi
c
kupt
r
uc
kswi
t
hl
i
f
tgat
esi
nt
heSol
i
dWast
eManagement
fleet
.Tr
uc
kswi
l
lber
epl
ac
edasf
ol
l
ows:1i
n2020,1i
n2021and3i
n2025t
hr
u2029.

J
ust
i
fic
at
i
on

Tr
uc
ksenabl
et
hei
nspec
t
or
st
opr
ovi
deeduc
at
i
onandi
nspec
t
i
onoft
her
ec
yc
l
ebar
r
el
sandt
oi
mpr
ovet
hequal
i
t
yofmat
er
i
al
ssentf
orr
ec
yc
l
i
ng.

309

Capi
t
alCost
s
Fundi
ngSour
c
e
6110L
andfil
l

EQUI
PMENT

6110Landfil
l

Gr
andTot
al

FY2020
$28,
915

FY2021

FY2022
$0

FY2023

FY2024

$0

Gr
andTot
al
$28,
915

FY20252029

$23,
711

$23,
711

$75,
000

$122,
422

$52,
626

$23,
711

$75,
000

$151,
337

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

LANDFI
LLWATERPULL/
TRUCK

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78522

Pr
oj
ec
tNumber
: CI
PLF78522

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Repl
ac
ementoft
hewat
erpul
lt
r
uc
ki
n2021whent
heexi
st
i
ngt
r
uc
ki
sexpec
t
edt
or
eac
ht
heendofi
t
sser
vi
c
eabl
el
i
f
e.Thewat
erpul
lt
r
uc
ki
sac
r
i
t
i
c
alpi
ec
eofsuppor
tequi
pmentf
or
r
educ
i
ngdustandmai
nt
ai
ni
ngc
ompl
i
anc
ewi
t
ht
heexi
st
i
ngai
rqual
i
t
yper
mi
t
.Landfil
lvehi
c
l
esandequi
pmentar
enoti
nc
l
udedi
nt
heVehi
c
l
eRepl
ac
ementFund.

J
ust
i
fic
at
i
on

Thewat
erpul
lt
r
uc
ki
sac
r
i
t
i
c
alpi
ec
eofsuppor
tequi
pmentf
orr
educ
i
ngdustandmai
nt
ai
ni
ngc
ompl
i
anc
ewi
t
ht
heexi
st
i
ngai
rqual
i
t
yper
mi
t
.

310

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

EQUI
PMENT

6110Landfil
l

$742,
000

$316,
000

Gr
andTot
al
$1,
058,
000

$742,
000

$316,
000

$1,
058,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

NORTHERNAVEI
MPROVEMENTS(
MCDOT)

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78528

Pr
oj
ec
tNumber
: CI
PLF78528

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
tpr
ovi
desf
undi
ngf
orbl
oc
kwal
lt
hatwi
l
lext
endwestal
ongt
hel
andfil
lpr
oper
t
yat115t
hAve.&Nor
t
her
n.Ther
el
oc
at
i
onofappr
oxi
mat
el
y20exi
st
i
ngc
ac
t
it
hatar
et
obe
r
emovedduet
oNor
t
her
nAve.Par
kwaypr
oj
ec
t
.Ther
ear
ec
ur
r
ent
l
yf
or
t
yc
ac
t
ial
ongt
her
i
ght
of
wayt
hatwer
esol
dt
oMCDOT.20oft
hec
ac
t
iwi
l
lbedonat
edt
ot
heNor
t
her
nAve.
pr
oj
ec
t,20wi
l
lber
el
oc
at
edLandfil
lpr
oper
t
yatGl
endal
e'
sexpense.

J
ust
i
fic
at
i
on

Thi
si
spar
tofMDCOT'
sNor
t
her
nPar
kwayPr
oj
ec
t
.

311

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6110Landfil
l

Gr
andTot
al
$247,
725

$247,
725

$247,
725

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$247,
725

FY2020

AUXI
LI
ARYEQUI
PMENT

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78532

Pr
oj
ec
tNumber
: CI
PLF78532

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Repl
ac
eauxi
l
i
ar
yequi
pmentneededbyt
hel
andfil
l
.Thesei
nc
l
udel
i
ghtt
ower
s,ai
rc
ompr
essor
s,ski
dst
eer
s,bobc
at
s,l
ubet
r
ai
l
er
,et
c
.

J
ust
i
fic
at
i
on

Repl
ac
esequi
pmentneededt
okeepl
andfil
loper
at
i
onalandmeet
i
ngi
t
sr
egul
at
or
yper
mi
tr
equi
r
ement
s

312

Capi
t
alCost
s
Fundi
ngSour
c
e
6110L
andfil
l

EQUI
PMENT

6110Landfil
l

Gr
andTot
al

FY2020

FY2021

$54,
891

FY2022
$0

FY2023

FY2024
$0

$0

Gr
andTot
al
$54,
891

FY20252029

$0

$29,
685

$30,
000

$65,
000

$124,
685

$54,
891

$29,
685

$30,
000

$65,
000

$179,
576

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

STORMWATERCONTROLS

Pr
oj
ec
tType
L
andfil
l

Pr
oj
ec
tNumber
CI
PLF78534

Pr
oj
ec
tNumber
: CI
PLF78534

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
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313

Capi
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$735,
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Fundi
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$735,
438

$0

$0

CONSTRUCT

6110Landfil
l

$219,
223

$230,
000

$230,
000

$0

$0

$0

$679,
223

DESI
GN

6110Landfil
l

$50,
000

$50,
000

$50,
000

$290,
000

$300,
000

$800,
000

$1,
540,
000

$1,
004,
661

$280,
000

$280,
000

$290,
000

$300,
000

$800,
000

$2,
954,
661

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024
$0

FY20252029
$0

$0

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

LANDFI
LLGASEXTRACTI
ONSYSTEM

Pr
oj
ec
tType
L
andfil
l

Pr
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tNumber
CI
PLF78535

Pr
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ec
tNumber
: CI
PLF78535

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
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Modi
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LGES)i
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headsandi
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orgasc
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314

Capi
t
alCost
s
Fundi
ngSour
c
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6110L
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l

$60,
000

$0

$0

$0

$0

$0

Gr
andTot
al
$60,
000

CONSTRUCT

6110Landfil
l

$200,
000

$240,
000

$350,
000

$450,
000

$260,
000

$1,
100,
000

$2,
600,
000

DESI
GN

6110Landfil
l

$20,
000

$30,
000

$50,
000

$50,
000

$40,
000

$100,
000

$290,
000

$280,
000

$270,
000

$400,
000

$500,
000

$300,
000

$1,
200,
000

$2,
950,
000

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

Summar
ybyPr
oj
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t
Pr
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ec
t
Number

Pr
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ec
tTi
t
l
e

CARRYOVER

CI
PLB19011 WESTERNAREALI
BRARY

FY2023

FY2024

FY20252029

Gr
andTot
al

$246,
036

$0

$0

$0

$246,
036

VELMATEAGUELI
BRARY
RENOVATI
ON

$0

$294,
603

$1,
366,
952

$0

$1,
661,
555

CI
PLB19046 MAI
NLI
BRARYRENOVATI
ON

$0

$764,
475

$3,
547,
164

$0

$4,
311,
639

CI
PLB19066 FOOTHI
LLSLI
BRARYRENOVATI
ON

$0

$0

$0

$7,
456,
900

$7,
456,
900

CI
PLB74751 LI
BRARYBOOKS-POP.GROWTH

$123,
231

$0

$0

$0

$123,
231

Gr
andTot
al

$369,
267

$1,
059,
078

$4,
914,
116

$7,
456,
900

$13,
799,
361

CI
PLB19045

FY2020

FY2021

FY2022

ANNUAL BUDGET
Fiscal Year 2019-2020

Li
br
ar
y

315

FY2020-2029 Capital Improvement Program
Project Detail

Summar
ybyFundi
ngSour
c
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FY2024

FY20252029

Gr
andTot
al

$0

$0

$0

$7,
456,
900

$7,
456,
900

$31,
212

$0

$0

$0

$31,
212

$0

$1,
059,
078

$4,
914,
116

$0

$5,
973,
194

4120DI
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di
ngsb1525

$63,
480

$0

$0

$0

$63,
480

4270DI
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i
br
ar
i
essb1525

$174,
443

$0

$0

$0

$174,
443

4330DI
FPar
ks&RecZone2west101

$69,
858

$0

$0

$0

$69,
858

4370DI
FPar
ksDevZone3sb1525

$13,
137

$0

$0

$0

$13,
137

4440DI
FGener
alGover
nment

$17,
137

$0

$0

$0

$17,
137

Gr
andTot
al

$369,
267

$1,
059,
078

$4,
914,
116

$7,
456,
900

$13,
799,
361

2160Ot
herGr
ant
s

4100Li
br
ar
yConst
r
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t
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on

FY2020

FY2021

FY2022

316

FY2020-2029 Capital Improvement Program
Project Detail

FY2023

1080Gener
alGover
nmentCapi
t
alPr
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CARRYOVER

ANNUAL BUDGET
Fiscal Year 2019-2020

Li
br
ar
y

WESTERNAREALI
BRARY

Pr
oj
ec
tType
L
i
br
ar
y

Pr
oj
ec
tNumber
CI
PLB19011

Pr
oj
ec
tNumber
: CI
PLB19011

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
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ec
twasr
evi
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heLi
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sor
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aff,andCounc
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l
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ovedbyCounc
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landdi
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ac
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i
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s7500-8000squar
ef
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nsi
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dpr
ovi
del
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br
ar
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esi
dent
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car
eaof
Gl
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J
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317

Capi
t
alCost
s
Fundi
ngSour
c
e
2160Ot
herGr
ant
s

$31,
212

Gr
andTot
al
$31,
212

4120DI
Fl
i
br
ar
yBui
l
di
ngsb.
.

$63,
480

$63,
480

4270DI
FL
i
br
ar
i
essb1525

$51,
212

$51,
212

4330DI
FPar
ks&RecZone2.
.

$69,
858

$69,
858

4370DI
FPar
ksDevZone3s.
.

$13,
137

$13,
137

4440DI
FGener
alGover
nme.
.

$17,
137

$17,
137

$246,
036

$246,
036

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

VELMATEAGUELI
BRARYRENOVATI
ON

Pr
oj
ec
tType
L
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br
ar
y

Pr
oj
ec
tNumber
CI
PLB19045

Pr
oj
ec
tNumber
: CI
PLB19045

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Renovat
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J
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Thi
spr
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uc
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ur
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ti
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1971andhasexc
eededi
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susef
ull
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e.Repl
ac
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udi
ng,HVAC,r
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nvest
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nnew t
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ogy,equi
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ser
vi
c
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snec
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yt
omeett
hemoder
nneedsoft
hec
ommuni
t
y.

318

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
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CONSTRUCT

4100L
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br
ar
yConst
r
uc
t
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on

FY2020

FY2021

FY2022

$0

$1,
110,
400

Gr
andTot
al
$1,
110,
400

FY2023

FY2024

FY20252029

4100Li
br
ar
yConst
r
uc
t
i
on

$0

$176,
761

$176,
761

4100Li
br
ar
yConst
r
uc
t
i
on

$235,
682

$0

$235,
682

EQUI
PMENT

4100Li
br
ar
yConst
r
uc
t
i
on

$0

$68,
006

$68,
006

I
NTRNLCHG

4100L
i
br
ar
yConst
r
uc
t
i
on

$58,
921

$0

$58,
921

PUBLI
CART

4100Li
br
ar
yConst
r
uc
t
i
on

$0

$11,
785

$11,
785

$294,
603

$1,
366,
952

$1,
661,
555

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

MAI
NLI
BRARYRENOVATI
ON

Pr
oj
ec
tType
L
i
br
ar
y

Pr
oj
ec
tNumber
CI
PLB19046

Pr
oj
ec
tNumber
: CI
PLB19046

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Renovat
i
onandupdat
i
ngoft
heMai
nLi
br
ar
yt
oupdat
emaj
orbui
l
di
ngsyst
emst
hathaver
eac
hedt
heendoft
hei
rusef
ull
i
f
eandmoder
ni
z
et
hef
unc
t
i
ons,t
ec
hnol
ogy,andequi
pmentof
t
hel
i
br
ar
yt
omeett
heneedsoft
hec
ommuni
t
y

J
ust
i
fic
at
i
on
Thi
spr
oj
ec
ti
snec
essar
yt
oext
endt
hel
i
f
eoft
hest
r
uc
t
ur
eandt
oi
mpr
ovel
i
br
ar
yser
vi
c
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ommuni
t
yexper
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enc
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mpr
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eweser
ve.Thi
sst
r
uc
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ur
ewasbui
l
ti
n
1987andhasexc
eededi
t
susef
ull
i
f
e.Repl
ac
ementofmaj
orsyst
emsi
nc
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oofing,el
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i
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alandpl
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enec
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y.I
nvest
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pment
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ser
vi
c
esi
snec
essar
yt
omeett
hemoder
nneedsoft
hec
ommuni
t
y.Cust
omerusageandr
evenuec
oul
di
nc
r
easeaswel
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319

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4100L
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br
ar
yConst
r
uc
t
i
on

FY2020

FY2021

FY2022

$0

$2,
678,
900

Gr
andTot
al
$2,
678,
900

FY2023

FY2024

FY20252029

4100Li
br
ar
yConst
r
uc
t
i
on

$0

$458,
685

$458,
685

4100Li
br
ar
yConst
r
uc
t
i
on

$611,
580

$0

$611,
580

EQUI
PMENT

4100Li
br
ar
yConst
r
uc
t
i
on

$0

$379,
000

$379,
000

I
NTRNLCHG

4100L
i
br
ar
yConst
r
uc
t
i
on

$152,
895

$0

$152,
895

PUBLI
CART

4100Li
br
ar
yConst
r
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t
i
on

$0

$30,
579

$30,
579

$764,
475

$3,
547,
164

$4,
311,
639

Gr
andTot
al

Oper
at
i
ngCost
s
Cat
egor
y
CI
PO&M

Gr
andTot
al

O&M Fundi
ngSour
c
e

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029
$25,
000

$25,
000

Gr
andTot
al
$25,
000
$25,
000

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

FOOTHI
LLSLI
BRARYRENOVATI
ON

Pr
oj
ec
tType
L
i
br
ar
y

Pr
oj
ec
tNumber
CI
PLB19066

Pr
oj
ec
tNumber
: CI
PLB19066

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Renovat
i
onandupdat
i
ngoft
heFoot
hi
l
l
sLi
br
ar
yt
oupdat
emaj
orbui
l
di
ngsyst
emst
hathaver
eac
hedt
heendoft
hei
rusef
ull
i
f
eandmoder
ni
z
et
hef
unc
t
i
ons,t
ec
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ogy,andequi
pment
oft
hel
i
br
ar
yt
omeett
heneedsoft
hec
ommuni
t
y.

J
ust
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fic
at
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Toext
endt
hel
i
f
eoft
hest
r
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eandt
oi
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br
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vi
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enc
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mpr
ovet
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ve.Thi
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eeded
i
t
susef
ull
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e.Repl
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ementofmaj
orsyst
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nc
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udi
ng,HVAC,r
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alandpl
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ngar
enec
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ec
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omeetc
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needs.Cust
omerusageandr
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oul
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nc
r
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l
.

320

Capi
t
alCost
s
Cat
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Fundi
ngSour
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CONSTRUCT

1080Gener
alGover
nmentC.
.

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029
$5,
412,
500

Gr
andTot
al
$5,
412,
500

1080Gener
alGover
nmentC.
.

$811,
875

$811,
875

1080Gener
alGover
nmentC.
.

$1,
082,
500

$1,
082,
500

EQUI
PMENT

1080Gener
alGover
nmentC.
.

$95,
900

$95,
900

PUBLI
CART

1080Gener
alGover
nmentC.
.

Gr
andTot
al

$54,
125

$54,
125

$7,
456,
900

$7,
456,
900

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

LI
BRARYBOOKS-POP.GROWTH

Pr
oj
ec
tType
L
i
br
ar
y

Pr
oj
ec
tNumber
CI
PLB74751

Pr
oj
ec
tNumber
: CI
PLB74751

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
tr
equest
st
heuseofc
ol
l
ec
t
edDI
Ft
oc
ont
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nuet
hephasedi
nappr
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hofi
nc
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ngt
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br
ar
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het
hr
eeGl
endal
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i
br
ar
i
es.

J
ust
i
fic
at
i
on

321

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4270DI
FLi
br
ar
i
essb1525

Gr
andTot
al
$123,
231

$123,
231

$123,
231

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$123,
231

FY2020

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

Pr
oj
ec
tTi
t
l
e

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

ANNUAL BUDGET
Fiscal Year 2019-2020

Par
ki
ngLot
s

FY20252029

Gr
andTot
al

CI
PPL
19059 RENEW PARKI
NGGARAGES/
LOTS

$4,
648,
689

$4,
648,
689

Gr
andTot
al

$4,
648,
689

$4,
648,
689

322
FY2020-2029 Capital Improvement Program
Project Detail

Summar
ybyFundi
ngSour
c
e
Fundi
ngSour
c
e

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

ANNUAL BUDGET
Fiscal Year 2019-2020

Par
ki
ngLot
s
FY20252029

Gr
andTot
al

1080Gener
alGover
nmentCapi
t
alPr
j

$4,
648,
689

$4,
648,
689

Gr
andTot
al

$4,
648,
689

$4,
648,
689

323
FY2020-2029 Capital Improvement Program
Project Detail

RENEW PARKI
NGGARAGES/
LOTS

Pr
oj
ec
tType
Par
ki
ngLot
s

Pr
oj
ec
tNumber
Al
l

Pr
oj
ec
tNumber
: CI
PPL19059

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Forr
enewaloft
heCi
t
y'
spar
ki
nggar
agesandl
ot
s,i
nc
l
udi
ngCi
t
yHal
l
,Mai
nL
i
br
ar
y,andMai
nPubl
i
cSaf
et
ybui
l
di
ngs.Pr
i
or
i
t
yl
i
st
,andest
i
mat
edc
ost
s,c
ompl
ywi
t
hi
ndust
r
yst
andar
ds.
Luc
i
t
yassetmanagementsyst
em wi
l
ldet
ai
lc
ondi
t
i
onsandpr
i
or
i
t
i
es.Thi
smanagementt
oolwi
l
lpr
ovi
det
i
mel
yi
nf
or
mat
i
on,andt
hei
nvent
or
yandassessmenteffor
twi
l
lbec
ompl
et
edi
n
FY2020.

J
ust
i
fic
at
i
on
TheCi
t
yhasappr
oxi
mat
el
y1,
600,
000sq.
f
t
.ofbui
l
di
ngspac
e,i
nc
l
udi
ngover500,
000dedi
c
at
edt
opubl
i
csaf
et
y.Manyoft
hesebui
l
di
ngshavepar
ki
ngl
ot
s/
gar
agesar
ebeyondt
hei
rusef
ul
l
i
f
e,andar
ei
nneedofseal
i
ng,r
epavi
ng,orot
hermai
nt
enanc
e.Renewi
ngt
heseasset
sal
i
gnswi
t
ht
heCi
t
y'
sst
r
at
egi
cpr
i
or
i
t
i
esi
nc
l
udi
ng:r
educ
i
ngl
ongt
er
ml
i
f
ec
yc
l
ec
ost
s,pr
ot
ec
t
i
ng
publ
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cheal
t
handsaf
et
y,andi
mpr
ovi
ngser
vi
c
edel
i
ver
yt
ot
hec
ommuni
t
y.

324

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

1080Gener
alGover
nmentC.
.

$3,
770,
000

Gr
andTot
al
$3,
770,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

1080Gener
alGover
nmentC.
.

$135,
689

$135,
689

1080Gener
alGover
nmentC.
.

$625,
000

$625,
000

I
NTRNLCHG

1080Gener
alGover
nmentC.
.

$105,
000

$105,
000

PUBLI
CART

1080Gener
alGover
nmentC.
.

Gr
andTot
al

$13,
000

$13,
000

$4,
648,
689

$4,
648,
689

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

CI
PPK19004 ORANGEWOODVI
STA

$60,
568

$0

$0

$0

$0

$0

$0

$60,
568

CI
PPK19005 PARKSMASTERPLANUPDATE

$235,
433

$0

$0

$0

$0

$0

$0

$235,
433

CI
PPK19007 PI
CNI
CRAMADAEXPANSI
ON

$229,
881

$0

$0

$0

$0

$0

$0

$229,
881

$54,
839

$0

$0

$0

$0

$0

$0

$54,
839

CI
PPK19009 TBI
RDPARKMASTERPLAN

$50,
000

$0

$0

$0

$0

$0

$0

$50,
000

CI
PPK19012 DI
STRI
CTI
MPROVEMENTS-YUCCA

$34,
000

$0

$0

$0

$0

$0

$0

$34,
000

CI
PPK19008

Pr
oj
ec
tTi
t
l
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Par
ks

SAHUARORANCHPARK
I
MPROVMENTS

325

FY2020-2029 Capital Improvement Program
Project Detail

CI
PPK19013

DI
STRI
CTI
MPROVEMENTSSAHUARO

$8,
383

$0

$0

$0

$0

$0

$0

$8,
383

CI
PPK19014

DI
STRI
CTI
MPROVEMENTSOCOTI
L
LO

$7,
700

$0

$0

$0

$0

$0

$0

$7,
700

CI
PPK19032 PARKGROUNDANDI
RRI
GATI
ON

$0

$0

$0

$1,
060,
716

$1,
060,
716

$0

$0

$2,
121,
432

CI
PPK19033 PARKL
I
GHTI
NG

$0

$0

$0

$820,
583

$820,
583

$820,
583

$820,
583

$3,
282,
332

CI
PPK19034 Par
kI
nf
r
ast
r
uc
t
ur
eI
mps.

$0

$0

$0

$10,
500,
000

$10,
500,
000

$10,
500,
000

$10,
500,
000

$42,
000,
000

CI
PPK19035 PL
AYPARKSTRUCTURES

$0

$0

$0

$798,
750

$798,
750

$798,
750

$798,
750

$3,
195,
000

CI
PPK19036 HEROESREGI
ONALPARKLAKE

$0

$232,
276

$0

$4,
203,
361

$0

$0

$0

$4,
435,
637

CI
PPK19077 THUNDERBI
RDCONSV.PARKI
MPS

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
NI
C
u
P
mb
PK1
er
9036 H
Pr
E
o
R
j
e
O
c
E
t
S
TR
i
t
E
l
e
GI
ONALPARKLAKE

ANNUAL BUDGET
Fiscal Year 2019-2020

Par
ks

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

CI
PPK19077 THUNDERBI
RDCONSV.PARKI
MPS

$0

$0

$0

$0

$0

$0

$11,
629,
200

$11,
629,
200

PARKSMASTERPLAN
REPLACEMENT

$0

$230,
000

$0

$0

$0

$0

$0

$230,
000

CI
PPK20025 PARKAMENI
TYUPGRADES

$0

$177,
578

$0

$0

$0

$0

$0

$177,
578

CI
PPK20026 PARKAMENI
TYUPGRADES4310

$0

$52,
303

$0

$0

$0

$0

$0

$52,
303

CI
PPK20027 THUNDERBI
RDMASTERPLAN

$0

$34,
944

$0

$0

$0

$0

$0

$34,
944

CI
PPK20028 THUNDERBI
RDPARKI
MPS.4250

$0

$83,
083

$0

$0

$0

$0

$0

$83,
083

CI
PPK20029 CI
TYWI
DEPARKI
MPS.

$0

$105,
917

$0

$0

$0

$0

$0

$105,
917

CI
PPK20031 O'
NEI
LPARKSPLASHPAD

$0

$90,
000

$0

$0

$0

$0

$0

$90,
000

CI
PPK70007 OPENSPACE/
TRAI
LSMASTERPLAN

$11,
876

$0

$0

$0

$0

$0

$0

$11,
876

CI
PPK70453 DI
SCOVERYPARK

$33,
627

$0

$0

$0

$0

$0

$0

$33,
627

CI
PPK70454 PASADENAPARK

$15,
274

$0

$0

$0

$0

$0

$0

$15,
274

CI
PPK20024

326

FY2020-2029 Capital Improvement Program
Project Detail

CARRYOVER

CI
PPK70546

SAHUARORANCHPARKMASTER
PL
AN

$14,
802

$0

$0

$0

$0

$0

$0

$14,
802

CI
PPK72806

GRANDCANALLI
NEARPRK
STAGI
NG

$3,
856

$0

$0

$0

$0

$0

$0

$3,
856

CI
PPK72808 THUNDERBI
RDPARKI
MPRVMT

Summar
ybyPr
oj
ec
t
GRANDCANALLI
NEARPRK
Pr
oj
ec
t
ST
A
G
I
N
NI
C
u
P
mb
PK7
er
2806 P
r
o
j
ec
tG
Ti
t
l
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Par
ks

327

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

CI
PPK72808 THUNDERBI
RDPARKI
MPRVMT

$83,
083

$150,
000

$176,
795

$0

$0

$0

$0

$409,
878

CI
PPK72812 HEROESREGI
ONALPARK

$49,
868

$0

$0

$0

$0

$0

$0

$49,
868

CI
PPK73404 PASEOL
I
NEARPARKADDI
TI
ONS

$154,
438

$0

$0

$0

$0

$0

$0

$154,
438

CI
PPK73475 CI
TYWI
DEPARKI
MPROV

$105,
917

$0

$0

$0

$0

$0

$0

$105,
917

CI
PPK73576 BI
KEPARKFOOTHI
LLSPARK

$135,
000

$140,
000

$0

$0

$0

$0

$0

$275,
000

CI
PPK73625 NEW RI
VERTRAI
LZN2W

$58,
312

$58,
312

$0

$0

$0

$0

$0

$116,
624

CI
PPK77516 AMPHI
THEATERRENOVATI
ONS

$202,
000

$0

$0

$0

$202,
000

$2,
670,
624

$0

$3,
074,
624

$1,
548,
857

$1,
354,
413

$176,
795

$17,
383,
410

$13,
382,
049

$14,
789,
957

$23,
748,
533

$72,
384,
014

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CARRYOVER

Summar
ybyFundi
ngSour
c
e
Fundi
ngSour
c
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Par
ks

328

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

1080Gener
alGover
nmentCapi
t
alPr
j

$50,
083

$0

$0

$0

$0

$0

$0

$50,
083

2160Ot
herGr
ant
s

$9,
309

$0

$0

$0

$0

$0

$0

$9,
309

4050Par
ksConst
r
uc
t
i
on

$14,
802

$322,
276

$0

$17,
383,
410

$13,
180,
049

$12,
119,
333

$12,
119,
333

$55,
139,
203

4060Gover
nmentFac
i
l
i
t
i
es

$202,
000

$0

$0

$0

$202,
000

$2,
670,
624

$0

$3,
074,
624

4080Cul
t
ur
alFac
i
l
i
t
y

$45,
530

$0

$0

$0

$0

$0

$0

$45,
530

4090OpenSpac
e/
Tr
ai
lConst
r
uc
t
i
on

$26,
932

$0

$176,
795

$0

$0

$0

$11,
629,
200

$11,
832,
927

4230DI
FCi
t
ywi
dePar
kssb1525

$1,
526

$0

$0

$0

$0

$0

$0

$1,
526

4240DI
FCi
t
ywi
dePar
ks

$105,
917

$105,
917

$0

$0

$0

$0

$0

$211,
834

4250DI
FCi
t
ywi
deREC/
FACsb1525

$142,
240

$83,
083

$0

$0

$0

$0

$0

$225,
323

4290DI
FCi
t
ywi
deOpenSpac
e

$83,
845

$184,
944

$0

$0

$0

$0

$0

$268,
789

4300DI
FPar
ksDevZone1sb1525

$59,
042

$0

$0

$0

$0

$0

$0

$59,
042

4310DI
FPar
ksDevZone1

$52,
303

$52,
303

$0

$0

$0

$0

$0

$104,
606

4320DI
FPar
ksandRecZone1East

$312,
578

$140,
000

$0

$0

$0

$0

$0

$452,
578

$288,
312

$465,
890

$0

$0

$0

$0

$0

$754,
202

$154,
438

$0

$0

$0

$0

$0

$0

$154,
438

4330DI
FPar
ks&RecZone2west101

FY2020-2029 Capital Improvement Program
Project Detail

CARRYOVER

Summar
ybyFundi
ngSour
c
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Par
ks
Fu
n
g
S
oa
u
r
c
eandRecZone1East
4
3n
2d
0i
D
I
F
P
r
k
s

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

4330DI
FPar
ks&RecZone2west101

$288,
312

$465,
890

$0

$0

$0

$0

$0

$754,
202

4370DI
FPar
ksDevZone3sb1525

$154,
438

$0

$0

$0

$0

$0

$0

$154,
438

$1,
548,
857

$1,
354,
413

$176,
795

$17,
383,
410

$13,
382,
049

$14,
789,
957

$23,
748,
533

$72,
384,
014

Gr
andTot
al

329
FY2020-2029 Capital Improvement Program
Project Detail

ORANGEWOODVI
STA

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19004

Pr
oj
ec
tNumber
: CI
PPK19004

Desc
r
i
pt
i
on
I
mpac
tf
eeswi
l
lbeusedt
oaddr
esspar
kameni
t
i
esandi
nf
r
ast
r
uc
t
ur
et
hatappear
edi
nt
heor
i
gi
nalpar
kdesi
gn,buthavenotbeenc
onst
r
uc
t
ed.Compl
et
i
onoft
henei
ghbor
hood/
sc
hool
j
oi
nt
usepar
kt
hatc
ur
r
ent
l
yser
vesaonemi
l
er
adi
usaspert
hec
ur
r
entst
andar
ds.Addi
t
i
onal
l
y,weneedt
oaddt
oexi
st
i
ngpl
ayst
r
uc
t
ur
est
oac
c
ommodat
et
heagec
at
egor
y6mont
hst
o
t
woyear
s.Cur
r
entpl
aygr
oundevent
sar
edesi
gnedf
orc
hi
l
dr
enages2-5and5-12.Rec
entASTM andCPSCst
andar
dshavei
ndi
c
at
edaneedt
opr
ovi
depl
ayevent
sf
ort
heyoungerage
gr
oup.Thi
spr
oj
ec
tmeet
st
he2011Par
ksandRec
r
eat
i
onMast
erPl
an'
spr
i
mar
yac
t
i
onpl
angoal
sof"Devel
opandi
mpr
oveshadest
r
uc
t
ur
esandameni
t
i
esi
npar
ks"and"Revi
t
al
i
z
ec
ond.
.

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

J
ust
i
fic
at
i
on

330

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4230DI
FCi
t
ywi
dePar
kssb.
.

Gr
andTot
al
$1,
526

$59,
042

$59,
042

$60,
568

$60,
568

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

4300DI
FPar
ksDevZone1s.
.

Gr
andTot
al

$1,
526

FY2020

PARKSMASTERPLANUPDATE

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19005

Pr
oj
ec
tNumber
: CI
PPK19005

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
tf
undi
ngsour
c
ei
sDevel
opmentI
mpac
tFees(
DI
F)whi
c
har
edesi
gnedt
oc
overac
i
t
y’
si
nc
r
easedc
ost
sf
orpr
ovi
di
ngnew orexpandedi
nf
r
ast
r
uc
t
ur
e.Thepr
oj
ec
ti
sf
ort
he
r
epl
ac
ementoft
heexi
st
i
ngPar
ksandRec
r
eat
i
onmast
erpl
ant
hati
s26year
sol
d.Thepl
an
updat
ewi
l
li
nc
or
por
at
eandupdat
et
heexi
st
i
ngThunder
bi
r
dConser
vat
i
onPar
kMast
erPl
anandt
heOpenSpac
eandTr
ai
l
smast
erpl
ans.

J
ust
i
fic
at
i
on

Thec
ur
r
entPar
ksandRec
r
eat
i
onMast
erPl
anwasor
i
gi
nal
l
yappr
ovedi
n2002andupdat
edi
n2011.

331

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4250DI
FCi
t
ywi
deREC/
FAC.
.

Gr
andTot
al
$5,
433

$230,
000

$230,
000

$235,
433

$235,
433

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

4330DI
FPar
ks&RecZone2.
.

Gr
andTot
al

$5,
433

FY2020

PI
CNI
CRAMADAEXPANSI
ON

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19007

Pr
oj
ec
tNumber
: CI
PPK19007

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

ThePar
ksandRec
r
eat
i
onDi
vi
si
on'
spi
c
ni
cr
amadasc
anbeusedf
orbot
hdr
opi
nuseaswel
lasr
ent
al
s.Ramadar
ent
al
sgener
at
eappr
oxi
mat
el
y$140,
000eac
hyearandst
affhave
i
dent
i
fiedsever
alpar
kst
hatdonotc
ur
r
ent
l
yhavepi
c
ni
cr
amadasandot
herpar
kst
hatar
eexper
i
enc
i
ngaddi
t
i
onaldemandf
orr
amadar
ent
al
s.Par
kssuc
hasChappar
al
,Hi
l
l
c
r
est
,Oasi
s,
Ut
opi
aHer
i
t
age,L
i
ons,DosLagos,Mondo,andSunsetbuthavei
nc
r
easedac
t
i
vi
t
yanddemandt
owar
r
antt
headdi
t
i
onofpi
c
ni
cr
amadas.

J
ust
i
fic
at
i
on

332

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4310DI
FPar
ksDevZone1

Gr
andTot
al
$52,
303

$177,
578

$177,
578

$229,
881

$229,
881

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

4320DI
FPar
ksandRecZon.
.

Gr
andTot
al

$52,
303

FY2020

SAHUARORANCHPARKI
MPROVMENTS

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19008

Pr
oj
ec
tNumber
: CI
PPK19008

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
twi
l
lc
ont
i
nuet
her
epl
ac
ementofagi
ngameni
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i
esi
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hehi
st
or
i
car
ea’
s13or
i
gi
nalbui
l
di
ngsandadj
ac
entar
eas.Asepar
at
eassessmentoft
hec
ur
r
enthi
st
or
i
ci
nf
r
ast
r
uc
t
ur
e
wi
l
lbec
ompl
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odet
er
mi
nec
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er
i
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orr
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ement
.St
affwi
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lc
ont
i
nuet
omakepot
ent
i
al
saf
et
yi
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emst
hehi
ghestpr
i
or
i
t
yandaddr
essasmuc
hoft
her
epl
ac
ementi
t
emsunt
i
lf
undi
ngi
sdepl
et
ed.

J
ust
i
fic
at
i
on

Repl
ac
ementandr
enovat
i
onofhi
st
or
i
ci
nf
r
ast
r
uc
t
ur
et
oaddr
esspr
i
or
i
t
yi
t
emsi
dent
i
fiedi
nt
heassessmentr
ec
ommendat
i
ons.

333

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

2160Ot
herGr
ant
s

Gr
andTot
al
$9,
309

$45,
530

$45,
530

$54,
839

$54,
839

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

4080Cul
t
ur
alFac
i
l
i
t
y

Gr
andTot
al

$9,
309

FY2020

TBI
RDPARKMASTERPLAN

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19009

Pr
oj
ec
tNumber
: CI
PPK19009

Desc
r
i
pt
i
on
Thi
spr
oj
ec
tf
undi
ngsour
c
ei
sDevel
opmentI
mpac
tFees(
DI
F)whi
c
har
edesi
gnedt
oc
overac
i
t
y’
si
nc
r
easedc
ost
sf
orpr
ovi
di
ngnew orexpandedi
nf
r
ast
r
uc
t
ur
e.Thi
spr
oj
ec
twi
l
lupdat
e
t
heexi
st
i
ngThunder
bi
r
dConser
vat
i
onPar
kmast
erpl
ant
hati
s22year
sol
d.Theupdat
ewi
l
lbe
i
nc
l
udedi
nt
hePar
ksandRec
r
eat
i
onDepar
t
mentMast
erPl
anRepl
ac
ementCI
Ppr
oj
ec
t
.Thi
si
spar
t
i
alf
undi
ng,t
hebal
anc
ei
sbei
ngr
equest
edi
nFund2140OpenSpac
eandTr
ai
l
si
nt
he
amountof$15,
056.

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
twi
l
lupdat
et
heexi
st
i
ngThunder
bi
r
dConser
vat
i
onPar
kmast
erpl
ant
hati
s22year
sol
d.

334

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4090OpenSpac
e/
Tr
ai
lCons.
.

Gr
andTot
al
$15,
056

$34,
944

$34,
944

$50,
000

$50,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

4290DI
FCi
t
ywi
deOpenSpa.
.

Gr
andTot
al

$15,
056

FY2020

DI
STRI
CTI
MPROVEMENTS-YUCCA

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19012

Pr
oj
ec
tNumber
: CI
PPK19012

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Var
i
ousc
api
t
ali
mpr
ovement
si
nYuc
c
aDi
st
r
i
c
t

J
ust
i
fic
at
i
on

335

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

1080Gener
alGover
nmentC.
.

Gr
andTot
al
$34,
000

$34,
000

$34,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$34,
000

FY2020

DI
STRI
CTI
MPROVEMENTS-SAHUARO

Pr
oj
ec
tType
Par
ks

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PPK19013

Pr
oj
ec
tNumber
: CI
PPK19013

Desc
r
i
pt
i
on

Var
i
ousc
api
t
ali
mpr
ovement
si
nSahuar
oDi
st
r
i
c
t

J
ust
i
fic
at
i
on

336

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

1080Gener
alGover
nmentC.
.

Gr
andTot
al
$8,
383

$8,
383

$8,
383

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$8,
383

FY2020

DI
STRI
CTI
MPROVEMENTS-OCOTI
LLO

Pr
oj
ec
tType
Par
ks

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PPK19014

Pr
oj
ec
tNumber
: CI
PPK19014

Desc
r
i
pt
i
on

Var
i
ousc
api
t
ali
mpr
ovement
si
nOc
ot
i
l
l
oDi
st
r
i
c
t

J
ust
i
fic
at
i
on

337

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

1080Gener
alGover
nmentC.
.

Gr
andTot
al
$7,
700

$7,
700

$7,
700

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$7,
700

FY2020

PARKGROUNDANDI
RRI
GATI
ON

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19032

Pr
oj
ec
tNumber
: CI
PPK19032

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
ti
sf
ort
her
epl
ac
ementofagi
ngt
ur
fi
r
r
i
gat
i
oni
nf
r
ast
r
uc
t
ur
et
hr
oughoutt
hec
i
t
y’
spar
ki
nvent
or
y.Asepar
at
eassessmentoft
hec
ur
r
enti
nf
r
ast
r
uc
t
ur
ewi
l
lbec
ompl
et
edt
o
det
er
mi
nec
r
i
t
er
i
af
orr
epl
ac
ement
.Thi
spr
oj
ec
tf
ol
l
owskeyel
ement
soft
hemast
erpl
ani
nc
l
udi
ng:Car
eofI
nf
r
ast
r
uc
t
ur
e;mai
nt
ai
nandi
mpr
ovewhatwe
have;mai
nt
ai
n,enhanc
epar
kf
ac
i
l
i
t
i
est
opr
omot
eheal
t
handsaf
et
y;andt
he4t
hmosti
mpor
t
anti
t
em t
oi
mpr
ovei
nt
hec
ur
r
entmast
erpl
anc
i
t
i
z
ensur
vey.

J
ust
i
fic
at
i
on

Repl
ac
ementofagi
ngpar
ki
r
r
i
gat
i
oni
nf
r
ast
r
uc
t
ur
epert
hec
ur
r
entmast
erpl
anandt
oaddr
essr
ec
ommendat
i
onsf
r
om t
hei
r
r
i
gat
i
onsyst
em assessment
.

338

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4050Par
ksConst
r
uc
t
i
on

$710,
680

$710,
680

Gr
andTot
al
$1,
421,
360

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4050Par
ksConst
r
uc
t
i
on

$106,
072

$106,
072

$212,
144

4050Par
ksConst
r
uc
t
i
on

$127,
286

$127,
286

$254,
572

I
NTRNLCHG

4050Par
ksConst
r
uc
t
i
on

$106,
072

$106,
072

$212,
144

PUBLI
CART

4050Par
ksConst
r
uc
t
i
on

Gr
andTot
al

$10,
606

$10,
606

$21,
212

$1,
060,
716

$1,
060,
716

$2,
121,
432

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

PARKLI
GHTI
NG

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19033

Pr
oj
ec
tNumber
: CI
PPK19033

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
ti
sf
ort
her
epl
ac
ementofagi
ngpar
kandspor
tc
our
tl
i
ght
i
ngt
hr
oughoutt
hec
i
t
y’
spar
ki
nvent
or
y.Asepar
at
eassessmentoft
hec
ur
r
enti
r
r
i
gat
i
oni
nf
r
ast
r
uc
t
ur
ewi
l
lbe
c
ompl
et
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odet
er
mi
nec
r
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t
er
i
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orr
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ement
.Thi
spr
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ol
l
owskeyel
ement
soft
hemast
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vi
c
eofCar
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ast
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uc
t
ur
e:mai
nt
ai
nandi
mpr
ovewhatwehave;
mai
nt
ai
n,enhanc
epar
kf
ac
i
l
i
t
i
est
opr
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eheal
t
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i
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est
yl
esandsaf
et
yandt
he4t
hmosti
mpor
t
antt
oi
mpr
ove.
"

J
ust
i
fic
at
i
on

Repl
ac
ementofagi
ngpar
kl
i
ght
i
ngi
nf
r
ast
r
uc
t
ur
epert
hec
ur
r
entmast
erpl
anandt
oaddr
essr
ec
ommendat
i
onsf
r
om t
hepar
kl
i
ght
i
ngassessment
.

339

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4050Par
ksConst
r
uc
t
i
on

$549,
791

$549,
791

$549,
791

$549,
791

Gr
andTot
al
$2,
199,
164

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4050Par
ksConst
r
uc
t
i
on

$82,
058

$82,
058

$82,
058

$82,
058

$328,
232

4050Par
ksConst
r
uc
t
i
on

$98,
470

$98,
470

$98,
470

$98,
470

$393,
880

I
NTRNLCHG

4050Par
ksConst
r
uc
t
i
on

$82,
058

$82,
058

$82,
058

$82,
058

$328,
232

PUBLI
CART

4050Par
ksConst
r
uc
t
i
on

Gr
andTot
al

$8,
206

$8,
206

$8,
206

$8,
206

$32,
824

$820,
583

$820,
583

$820,
583

$820,
583

$3,
282,
332

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

Par
kI
nf
r
ast
r
uc
t
ur
eI
mps.

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19034

Pr
oj
ec
tNumber
: CI
PPK19034

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
ti
sf
ort
her
epl
ac
ementofagi
ngi
nf
r
ast
r
uc
t
ur
eandameni
t
i
esi
nc
i
t
ypar
ks.Asepar
at
eassessmentoft
hec
ur
r
entpar
ksi
nf
r
ast
r
uc
t
ur
ewi
l
lbec
ompl
et
edt
odet
er
mi
nec
r
i
t
er
i
a
f
orr
epl
ac
ement
.Thi
spr
oj
ec
tf
ol
l
owskeyel
ement
soft
hemast
erpl
an:c
or
eser
vi
c
eofCar
eofI
nf
r
ast
r
uc
t
ur
e:mai
nt
ai
nandi
mpr
ovewhatwehave;mai
nt
ai
n,enhanc
epar
kf
ac
i
l
i
t
i
est
o
pr
omot
eheal
t
hyl
i
f
est
yl
esandsaf
et
yandt
he4t
hmosti
mpor
t
antt
oi
mpr
ovei
nc
i
t
i
z
ensur
vey.

J
ust
i
fic
at
i
on
Repl
ac
ementofagi
ngameni
t
i
esi
nc
i
t
ypar
kpert
hec
ur
r
entpar
ksandr
ec
r
eat
i
onmast
erpl
anandt
oaddr
essr
ec
ommendat
i
onsf
r
om t
heassessmentofc
ur
r
entc
ondi
t
i
onofpar
ks
i
nf
r
ast
r
uc
t
ur
eandameni
t
i
es.

340

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4050Par
ksConst
r
uc
t
i
on

$7,
035,
000

$7,
035,
000

$7,
035,
000

$7,
035,
000

Gr
andTot
al
$28,
140,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4050Par
ksConst
r
uc
t
i
on

$1,
050,
000

$1,
050,
000

$1,
050,
000

$1,
050,
000

$4,
200,
000

4050Par
ksConst
r
uc
t
i
on

$1,
260,
000

$1,
260,
000

$1,
260,
000

$1,
260,
000

$5,
040,
000

I
NTRNLCHG

4050Par
ksConst
r
uc
t
i
on

$1,
050,
000

$1,
050,
000

$1,
050,
000

$1,
050,
000

$4,
200,
000

PUBLI
CART

4050Par
ksConst
r
uc
t
i
on

Gr
andTot
al

$105,
000

$105,
000

$105,
000

$105,
000

$420,
000

$10,
500,
000

$10,
500,
000

$10,
500,
000

$10,
500,
000

$42,
000,
000

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

PLAYPARKSTRUCTURES

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19035

Pr
oj
ec
tNumber
: CI
PPK19035

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
ti
sf
ort
her
epl
ac
ementofagi
ngpar
kpl
ayst
r
uc
t
ur
est
hr
oughoutt
hec
i
t
y’
spar
ki
nvent
or
y.Asepar
at
eassessmentoft
hec
ur
r
enti
nf
r
ast
r
uc
t
ur
ewi
l
lbec
ompl
et
edt
odet
er
mi
ne
c
r
i
t
er
i
af
orr
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ement
.Thi
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oj
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tf
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l
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ement
soft
hemast
erpl
ani
nc
l
udi
ng:Car
eofI
nf
r
ast
r
uc
t
ur
e;mai
nt
ai
nandi
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ovewhatwe
have;mai
nt
ai
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epar
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ac
i
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i
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omot
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et
y;andt
he4t
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anti
t
em t
oi
mpr
ovei
nt
hec
ur
r
entmast
erpl
anc
i
t
i
z
ensur
vey.

J
ust
i
fic
at
i
on
Repl
ac
ementofagi
ngpar
kpl
ayst
r
uc
t
ur
esi
nc
i
t
ypar
kspert
hec
ur
r
entpar
ksandr
ec
r
eat
i
onmast
erpl
anandaddr
essr
ec
ommendat
i
onsf
r
om t
heassessmentofc
ur
r
entc
ondi
t
i
onsofpar
k
pl
ayst
r
uc
t
ur
es.

341

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONTGNCY

4050Par
ksConst
r
uc
t
i
on

FY2020

FY2021

FY2022
$79,
875

FY2023
$79,
875

FY2024
$79,
875

FY20252029
$79,
875

Gr
andTot
al
$319,
500

4050Par
ksConst
r
uc
t
i
on

$95,
850

$95,
850

$95,
850

$95,
850

$383,
400

4050Par
ksConst
r
uc
t
i
on

$615,
038

$615,
038

$615,
038

$615,
038

$2,
460,
152

PUBLI
CART

4050Par
ksConst
r
uc
t
i
on

$7,
987

$7,
987

$7,
987

$7,
987

$31,
948

$798,
750

$798,
750

$798,
750

$798,
750

$3,
195,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
EQUI
PMENT

HEROESREGI
ONALPARKLAKE

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19036

Pr
oj
ec
tNumber
: CI
PPK19036

Desc
r
i
pt
i
on
Thi
spr
oj
ec
ti
sf
ort
hec
onst
r
uc
t
i
onofanur
banl
akeatHer
oesRegi
onalPar
k.Theor
i
gi
nal
l
yappr
ovedc
onc
epti
sf
ora7.
6ac
r
el
akeandnec
essar
ypumpi
ng/
i
r
r
i
gat
i
onsyst
em,whi
c
hwi
l
l
c
overi
r
r
i
gat
i
onneedsf
ort
hepr
oposedt
ur
fandl
andsc
api
ngt
hr
oughoutt
hepar
kandpr
ovi
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upt
o30dayst
or
agec
apac
i
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y.Thel
akewoul
dbepar
toft
heUr
banFi
shi
ngPr
ogr
am.Asepar
at
eassessmentoft
hec
ur
r
entl
aker
equi
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ement
swi
l
lbec
ompl
et
edt
odet
er
mi
nephasi
ng
t
hedesi
gnandc
onst
r
uc
t
i
on.

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
ti
sf
ort
hephaseddesi
gnandc
onst
r
uc
t
i
onoft
heHer
oesRegi
onalPar
kLakepert
heor
i
gi
nal
l
yappr
oved2005Desi
gnConc
eptRepor
t
.

342

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4050Par
ksConst
r
uc
t
i
on

$0

$3,
271,
877

Gr
andTot
al
$3,
271,
877

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4050Par
ksConst
r
uc
t
i
on

$0

$443,
564

$443,
564

4050Par
ksConst
r
uc
t
i
on

$0

$443,
564

$443,
564

PUBLI
CART

4050Par
ksConst
r
uc
t
i
on

$0

$44,
356

$44,
356

STUDY

4050Par
ksConst
r
uc
t
i
on

Gr
andTot
al

$232,
276

$0

$232,
276

$232,
276

$4,
203,
361

$4,
435,
637

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
I
NTRNLCHG

THUNDERBI
RDCONSV.PARKI
MPS

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK19077

Pr
oj
ec
tNumber
: CI
PPK19077

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
taddr
esseskeyi
t
emsdevel
opedt
hr
oughpubl
i
ci
nputf
ort
he2011Gl
endal
ePar
ksandRec
r
eat
i
onMast
erPl
anUpdat
e.Thi
sr
equesti
sf
orr
epl
ac
ementofagi
ngi
nf
r
ast
r
uc
t
ur
e
atThunder
bi
r
dConser
vat
i
onPar
ki
nc
l
udi
ngr
epai
rofexi
st
i
ngt
r
ai
l
s.andr
epl
ac
ement
/
addi
t
i
onofr
est
r
ooms,r
amadas,par
ki
ngspac
es,andr
oadways.

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
tmeet
si
mpor
t
antel
ement
soft
hemast
erpl
ani
nc
l
udi
ngCar
eofI
nf
r
ast
r
uc
t
ur
e.

343

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4090OpenSpac
e/
Tr
ai
lCons.
.

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029
$8,
810,
000

Gr
andTot
al
$8,
810,
000

4090OpenSpac
e/
Tr
ai
lCons.
.

$969,
100

$969,
100

4090OpenSpac
e/
Tr
ai
lCons.
.

$1,
497,
700

$1,
497,
700

I
NTRNLCHG

4090OpenSpac
e/
Tr
ai
lCons.
.

$264,
300

$264,
300

PUBLI
CART

4090OpenSpac
e/
Tr
ai
lCons.
.

Gr
andTot
al

$88,
100

$88,
100

$11,
629,
200

$11,
629,
200

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

PARKSMASTERPLANREPLACEMENT

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK20024

Pr
oj
ec
tNumber
: CI
PPK20024

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
tf
undi
ngsour
c
ei
sDevel
opmentI
mpac
tFees(
DI
F)whi
c
har
edesi
gnedt
oc
overac
i
t
y’
si
nc
r
easedc
ost
sf
orpr
ovi
di
ngnew orexpandedi
nf
r
ast
r
uc
t
ur
e.Thepr
oj
ec
ti
sf
ort
he
r
epl
ac
ementoft
heexi
st
i
ngPar
ksandRec
r
eat
i
onmast
erpl
ant
hati
s26year
sol
d.Thepl
an
updat
ewi
l
li
nc
or
por
at
eandupdat
et
heexi
st
i
ngThunder
bi
r
dConser
vat
i
onPar
kMast
erPl
anandt
heOpenSpac
eandTr
ai
l
smast
erpl
ans.

J
ust
i
fic
at
i
on

Thec
ur
r
entPar
ksandRec
r
eat
i
onMast
erPl
anwasor
i
gi
nal
l
yappr
ovedi
n2002andupdat
edi
n2011.

344

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

STUDY

4330DI
FPar
ks&RecZone2.
.

Gr
andTot
al
$230,
000

$230,
000

$230,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$230,
000

FY2020

PARKAMENI
TYUPGRADES

Pr
oj
ec
tType
Par
ks

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PPK20025

Pr
oj
ec
tNumber
: CI
PPK20025

Desc
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i
pt
i
on
Thi
spr
oj
ec
tf
undi
ngsour
c
ei
sDevel
opmentI
mpac
tFees(
DI
F)whi
c
har
edesi
gnedt
oc
overac
i
t
y’
si
nc
r
easedc
ost
sf
orpr
ovi
di
ngnew orexpandedi
nf
r
ast
r
uc
t
ur
e.Thi
spr
oj
ec
ti
st
oadd
par
ksandr
ec
r
eat
i
onameni
t
i
est
oexi
st
i
ngpar
kswi
t
hi
nt
hear
easdefinedbyDI
Fr
egul
at
i
ons.St
affwi
l
l
uset
her
ec
ommendat
i
onsoft
hepar
ksi
nvent
or
yassessmentpr
oj
ec
tt
oc
ompl
et
eupgr
adesunt
i
lt
hef
undi
nghasbeendepl
et
ed.

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
twi
l
laddr
essedi
nc
r
easeddemandandusagei
nt
heappr
opr
i
at
eDI
Fel
i
gi
bl
ear
ea.

345

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4330DI
FPar
ks&RecZone2.
.

$136,
735

Gr
andTot
al
$136,
735

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4330DI
FPar
ks&RecZone2.
.

$17,
758

$17,
758

4330DI
FPar
ks&RecZone2.
.

$21,
309

$21,
309

PUBLI
CART

4330DI
FPar
ks&RecZone2.
.

$1,
776

$1,
776

$177,
578

$177,
578

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

PARKAMENI
TYUPGRADES4310

Pr
oj
ec
tType
Par
ks

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PPK20026

Pr
oj
ec
tNumber
: CI
PPK20026

Desc
r
i
pt
i
on
Thi
spr
oj
ec
tf
undi
ngsour
c
ei
sDevel
opmentI
mpac
tFees(
DI
F)whi
c
har
edesi
gnedt
oc
overac
i
t
y’
si
nc
r
easedc
ost
sf
orpr
ovi
di
ngnew orexpandedi
nf
r
ast
r
uc
t
ur
e.Thi
spr
oj
ec
ti
st
oadd
par
ksandr
ec
r
eat
i
onameni
t
i
est
oexi
st
i
ngpar
kswi
t
hi
nt
hear
easdefinedbyDI
Fr
egul
at
i
ons.St
affwi
l
l
uset
her
ec
ommendat
i
onsoft
hepar
ksi
nvent
or
yassessmentpr
oj
ec
tt
oc
ompl
et
eupgr
adesunt
i
lt
hef
undi
nghasbeendepl
et
ed.

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
twi
l
laddr
essedi
nc
r
easeddemandandusagei
nt
heappr
opr
i
at
eDI
Fel
i
gi
bl
ear
ea.

346

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4310DI
FPar
ksDevZone1

$40,
273

Gr
andTot
al
$40,
273

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4310DI
FPar
ksDevZone1

$5,
230

$5,
230

4310DI
FPar
ksDevZone1

$6,
276

$6,
276

PUBLI
CART

4310DI
FPar
ksDevZone1

$524

$524

$52,
303

$52,
303

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

THUNDERBI
RDMASTERPLAN

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK20027

Pr
oj
ec
tNumber
: CI
PPK20027

Desc
r
i
pt
i
on
Thi
spr
oj
ec
tf
undi
ngsour
c
ei
sDevel
opmentI
mpac
tFees(
DI
F)whi
c
har
edesi
gnedt
oc
overac
i
t
y’
si
nc
r
easedc
ost
sf
orpr
ovi
di
ngnew orexpandedi
nf
r
ast
r
uc
t
ur
e.Thi
spr
oj
ec
twi
l
lupdat
e
t
heexi
st
i
ngThunder
bi
r
dConser
vat
i
onPar
kmast
erpl
ant
hati
s22year
sol
d.Theupdat
ewi
l
lbe
i
nc
l
udedi
nt
hePar
ksandRec
r
eat
i
onDepar
t
mentMast
erPl
anRepl
ac
ementCI
Ppr
oj
ec
t
.Thi
si
spar
t
i
alf
undi
ng,t
hebal
anc
ei
sbei
ngr
equest
edi
nFund2140OpenSpac
eandTr
ai
l
si
nt
he
amountof$15,
056.

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
twi
l
lupdat
et
heexi
st
i
ngThunder
bi
r
dConser
vat
i
onPar
kmast
erpl
ant
hati
s22year
sol
d.

347

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

STUDY

4290DI
FCi
t
ywi
deOpenSpa.
.

Gr
andTot
al
$34,
944

$34,
944

$34,
944

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$34,
944

FY2020

THUNDERBI
RDPARKI
MPS.4250

Pr
oj
ec
tType
Par
ks

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PPK20028

Pr
oj
ec
tNumber
: CI
PPK20028

Desc
r
i
pt
i
on
Thi
spr
oj
ec
tf
undi
ngsour
c
ei
sDevel
opmentI
mpac
tFees(
DI
F)whi
c
har
edesi
gnedt
oc
overac
i
t
y’
si
nc
r
easedc
ost
sf
orpr
ovi
di
ngnew orexpandedi
nf
r
ast
r
uc
t
ur
e.Thi
spr
oj
ec
twi
l
lhel
p
addr
essongoi
ngneedsf
orc
onst
r
uc
t
i
on/
r
enovat
i
onofThunder
bi
r
dConser
vat
i
onPar
kt
r
ai
l
s
basedoni
nc
r
easedusageandr
ec
ommendat
i
onsf
r
om ar
ec
ent
l
yc
ompl
et
edt
r
ai
lassessment
.

J
ust
i
fic
at
i
on

Tr
ai
li
mpr
ovement
sduet
oi
nc
r
easedusageandr
ec
ommendat
i
onsf
r
om ar
ec
ent
l
yc
ompl
et
edt
r
ai
lassessmentst
udy.

348

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4250DI
FCi
t
ywi
deREC/
FAC.
.

$63,
974

Gr
andTot
al
$63,
974

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4250DI
FCi
t
ywi
deREC/
FAC.
.

$8,
308

$8,
308

4250DI
FCi
t
ywi
deREC/
FAC.
.

$9,
970

$9,
970

PUBLI
CART

4250DI
FCi
t
ywi
deREC/
FAC.
.

$831

$831

$83,
083

$83,
083

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

CI
TYWI
DEPARKI
MPS.

Pr
oj
ec
tType
Par
ks

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PPK20029

Pr
oj
ec
tNumber
: CI
PPK20029

Desc
r
i
pt
i
on
Thi
spr
oj
ec
tf
undi
ngsour
c
ei
sDevel
opmentI
mpac
tFees(
DI
F)whi
c
har
edesi
gnedt
oc
overac
i
t
y’
si
nc
r
easedc
ost
sf
orpr
ovi
di
ngnew orexpandedi
nf
r
ast
r
uc
t
ur
e.Thepr
oj
ec
twoul
di
nc
l
ude
t
hec
onst
r
uc
t
i
onofaddi
t
i
onalameni
t
i
esatDI
Fel
i
gi
bl
epar
ks.Thi
spr
oj
ec
tmeet
st
he2011Par
ks
andRec
r
eat
i
onMast
erPl
an'
spr
i
mar
yac
t
i
onpl
angoal
sof""Devel
opandi
mpr
oveshadest
r
uc
t
ur
esandameni
t
i
esi
npar
ks""and""Revi
t
al
i
z
ec
ondi
t
i
onsofnei
ghbor
hoodpar
ks"".

J
ust
i
fic
at
i
on

Const
r
uc
t
i
onofaddi
t
i
onameni
t
i
esduet
oi
nc
r
easeddemandandgr
owt
handasr
ec
ommendedi
nt
hec
ur
r
entPar
ksandRec
r
eat
i
onmast
erpl
an.

349

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4240DI
FCi
t
ywi
dePar
ks

$81,
556

Gr
andTot
al
$81,
556

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4240DI
FCi
t
ywi
dePar
ks

$10,
592

$10,
592

4240DI
FCi
t
ywi
dePar
ks

$12,
710

$12,
710

PUBLI
CART

4240DI
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$105,
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Gr
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FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

O'
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Pr
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Par
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Pr
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tNumber
CI
PPK20031

Pr
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: CI
PPK20031

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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P

Thi
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hedesi
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$90,
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$90,
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FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$90,
000

FY2020

OPENSPACE/
TRAI
LSMASTERPLAN

Pr
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Pr
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CI
PPK70007

Pr
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PPK70007

Desc
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Thi
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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J
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Thi
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$11,
876

$11,
876

$11,
876

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$11,
876

FY2020

DI
SCOVERYPARK

Pr
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Par
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Pr
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tNumber
CI
PPK70453

Pr
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PPK70453

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
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Thi
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4290DI
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$33,
627

$33,
627

$33,
627

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$33,
627

FY2020

PASADENAPARK

Pr
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Par
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Pr
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tNumber
CI
PPK70454

Pr
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PPK70454

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
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Thi
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J
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353

Capi
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Cat
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CARRYOVER

4290DI
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.

Gr
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al
$15,
274

$15,
274

$15,
274

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$15,
274

FY2020

SAHUARORANCHPARKMASTERPLAN

Pr
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tType
Par
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Pr
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tNumber
CI
PPK70546

Pr
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: CI
PPK70546

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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$14,
802

$14,
802

$14,
802

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$14,
802

FY2020

GRANDCANALLI
NEARPRKSTAGI
NG

Pr
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tType
Par
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Pr
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CI
PPK72806

Pr
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PPK72806

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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

J
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Cat
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4250DI
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FAC.
.

Gr
andTot
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$3,
856

$3,
856

$3,
856

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$3,
856

FY2020

THUNDERBI
RDPARKI
MPRVMT

Pr
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ec
tType
Par
ks

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PPK72808

Pr
oj
ec
tNumber
: CI
PPK72808

Desc
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Thi
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356

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$0

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$83,
083

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Tr
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000

$154,
000

4290DI
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.

$115,
500

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500

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Tr
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$9,
255

$9,
255

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ngSour
c
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ywi
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FAC.
.

CONSTRUCT
CONTGNCY

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4290DI
FCi
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.

$15,
000

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$15,
000

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FCi
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.

$18,
000

$0

$18,
000

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NTRNLCHG

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e/
Tr
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lCons.
.

$0

$12,
000

$12,
000

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CART

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Tr
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lCons.
.

$0

$1,
540

$1,
540

4290DI
FCi
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ywi
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.

$1,
500

$0

$1,
500

$233,
083

$176,
795

$409,
878

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

$83,
083

Cat
egor
y
CARRYOVER

HEROESREGI
ONALPARK

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK72812

Pr
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ec
tNumber
: CI
PPK72812

Desc
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on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
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sf
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hec
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J
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Capi
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4250DI
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ywi
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.

Gr
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al
$49,
868

$49,
868

$49,
868

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$49,
868

FY2020

PASEOLI
NEARPARKADDI
TI
ONS

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK73404

Pr
oj
ec
tNumber
: CI
PPK73404

Desc
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pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

I
nst
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l
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J
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fic
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358

Capi
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Cat
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Fundi
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CARRYOVER

4370DI
FPar
ksDevZone3s.
.

Gr
andTot
al
$154,
438

$154,
438

$154,
438

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$154,
438

FY2020

CI
TYWI
DEPARKI
MPROV

Pr
oj
ec
tType
Par
ks

Pr
oj
ec
tNumber
CI
PPK73475

Pr
oj
ec
tNumber
: CI
PPK73475

Desc
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on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

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Const
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onofaddi
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handasr
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359

Capi
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Cat
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Fundi
ngSour
c
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CARRYOVER

4240DI
FCi
t
ywi
dePar
ks

Gr
andTot
al
$105,
917

$105,
917

$105,
917

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$105,
917

FY2020

BI
KEPARKFOOTHI
LLSPARK

Pr
oj
ec
tType
Par
ks

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PPK73576

Pr
oj
ec
tNumber
: CI
PPK73576

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Project Detail

CONSTRUCT
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$584

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624

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624

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Project Detail

CONSTRUCT
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$202,
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194

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CI
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MAI
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Publ
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CI
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$7,
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CI
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$350,
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$3,
650,
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$8,
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$952,
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$23,
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$24,
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$70,
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$132,
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867

CI
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FY2020-2029 Capital Improvement Program
Project Detail

CARRYOVER

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Publ
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FY2021

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$464,
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4040Publ
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$1,
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$21,
798,
490

$20,
700,
136

$70,
704,
294

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673

4130DI
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$114

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469

$3,
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4300DI
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$114

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4370DI
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$228

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$23,
503,
490

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365,
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$70,
770,
286

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104,
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CARRYOVER

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Pr
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Cat
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Pr
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Pr
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FY2020

FY2021

FY2022

FY2023
$0

FY2024

$2,
700,
000

FY20252029

Gr
andTot
al
$2,
700,
000

$300,
000

$0

$300,
000

$300,
000

$2,
700,
000

$3,
000,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

REPL.
/
REM.FI
RESTATI
ON#153

Pr
oj
ec
tType
Publ
i
cSaf
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Pr
oj
ec
tNumber
CI
PPS19029

Pr
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ec
tNumber
: CI
PPS19029

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
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Gr
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FY2020

FY2021

FY2022

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$0

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$4,
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Gr
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$4,
720,
000

$470,
000

$0

$470,
000

$470,
000

$4,
720,
000

$5,
190,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

NEW POLI
CEEVI
DENCESTORAGE

Pr
oj
ec
tType
Publ
i
cSaf
et
y

Pr
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tNumber
CI
PPS19030

Pr
oj
ec
tNumber
: CI
PPS19030

Desc
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pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
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Thi
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gnandc
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000squar
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ac
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370

Capi
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Fundi
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FY2021

FY2022

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FY2024

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$9,
500,
000

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andTot
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$9,
500,
000

$100,
000

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$100,
000

$100,
000

$9,
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$9,
600,
000

FY2022
$300,
000

FY2023
$300,
000

FY2024
$300,
000

FY20252029
$1,
500,
000

$300,
000

$300,
000

$300,
000

$1,
500,
000

Oper
at
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Cat
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CI
PO&M

Gr
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al

O&M Fundi
ngSour
c
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FY2020

FY2021

Gr
andTot
al
$2,
400,
000
$2,
400,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

CI
TYCOURTREMODEL

Pr
oj
ec
tType
Publ
i
cSaf
et
y

Pr
oj
ec
tNumber
CI
PPS19031

Pr
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ec
tNumber
: CI
PPS19031

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

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371

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FY2020

FY2021

FY2022

FY2023
$0

FY2024

$3,
600,
000

FY20252029

Gr
andTot
al
$3,
600,
000

$400,
000

$0

$400,
000

$400,
000

$3,
600,
000

$4,
000,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

MAI
NPUBLI
CSAFETYBLDGREMODEL

Pr
oj
ec
tType
Publ
i
cSaf
et
y

Pr
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ec
tNumber
CI
PPS19041

Pr
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ec
tNumber
: CI
PPS19041

Desc
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i
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
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nFY2023andc
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372

Capi
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Cat
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Fundi
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CONSTRUCT

4040Publ
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yConst
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FY2021

FY2022

FY2023

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$0

FY20252029

$17,
025,
136

Gr
andTot
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$17,
025,
136

$878,
490

$0

$878,
490

$878,
490

$17,
025,
136

$17,
903,
626

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

FOOTHI
LLSPOLI
CESTATI
ONREMODEL

Pr
oj
ec
tType
Publ
i
cSaf
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y

Pr
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ec
tNumber
CI
PPS19042

Pr
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tNumber
: CI
PPS19042

Desc
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i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
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n2026.Thi
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373

Capi
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Fundi
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4040Publ
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yConst
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Gr
andTot
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FY2020

FY2021

FY2022

FY2023

FY2024
$0

FY20252029
$3,
615,
748

Gr
andTot
al
$3,
615,
748

$100,
000

$0

$100,
000

$100,
000

$3,
615,
748

$3,
715,
748

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

GATEWAYPOLI
CESTATI
ONREMODEL

Pr
oj
ec
tType
Publ
i
cSaf
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y

Pr
oj
ec
tNumber
CI
PPS19043

Pr
oj
ec
tNumber
: CI
PPS19043

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

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nFY2024.Ast
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gnwi
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ni
nFY2023,andc
onst
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uc
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i
onwi
l
lst
ar
ti
nFY2024.Ast
hedesi
gn
pl
ani
sc
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l
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374

Capi
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Fundi
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4040Publ
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yConst
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.

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4040Publ
i
cSaf
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yConst
r
u.
.

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024
$0

FY20252029

$330,
000

$4,
596,
328

Gr
andTot
al
$4,
926,
328

$100,
000

$0

$0

$100,
000

$100,
000

$330,
000

$4,
596,
328

$5,
026,
328

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

RENOVATEFI
RESTATI
ON#154

Pr
oj
ec
tType
Publ
i
cSaf
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y

Pr
oj
ec
tNumber
CI
PPS19044

Pr
oj
ec
tNumber
: CI
PPS19044

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
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nf
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i
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lst
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ani
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Gr
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al

FY2020

FY2021

FY2022

FY2023

FY2024
$0

FY20252029

$2,
425,
000

Gr
andTot
al
$2,
425,
000

$200,
000

$0

$200,
000

$200,
000

$2,
425,
000

$2,
625,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

FI
RESTATI
ON-WESTERNAREA

Pr
oj
ec
tType
Publ
i
cSaf
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y

Pr
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ec
tNumber
CI
PPS19049

Pr
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tNumber
: CI
PPS19049

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
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376

Capi
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Cat
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CONSTRUCT

4040Publ
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000

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andTot
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$5,
226,
000

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FY2021

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FY20252029

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$1,
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$92,
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$2,
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$52,
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Gr
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FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
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Fiscal Year 2019-2020

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000

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Project Detail

Cat
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CONSTRUCT

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625,
000

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Project Detail

Cat
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CONSTRUCT

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Pr
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Project Detail

Cat
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$310,
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$4,
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CONTGNCY
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Pr
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PPS19055

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Cat
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Cat
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CARRYOVER

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ngquar
t
er
s.Theappar
at
usbayswi
l
lnotbeaffec
t
eddur
i
ngt
he
r
enovat
i
onst
oensur
er
egul
arser
vi
c
edel
i
ver
y.St
affwoul
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el
oc
at
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ot
empor
ar
yquar
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er
sonsi
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edur
i
ngt
her
enovat
i
onst
omi
ni
mi
z
et
hei
mpac
tonoper
at
i
ons.

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

J
ust
i
fic
at
i
on

385

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4040Publ
i
cSaf
et
yConst
r
u.
.

Gr
andTot
al
$952,
753

$952,
753

$952,
753

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$952,
753

FY2020

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$0

$400,
000

$100,
000

$0

$0

$0

$500,
000

CI
PSW19027 REPL
ACESTREETSWEEPERS

$265,
009

$0

$0

$0

$291,
510

$597,
596

$1,
154,
115

REPLACEROLLOFFTRUCKSCOMMERCI
AL

$209,
012

$0

$227,
230

$0

$0

$471,
843

$908,
085

CI
PSW78002 FRONTLOADTRUCKSCOMMERCI
AL

$699,
839

$628,
128

$0

$329,
767

$0

$2,
077,
532

$3,
735,
266

CI
PSW78003 SI
DELOADTRUCKSRESI
DENTI
AL

$1,
213,
859

$1,
284,
000

$2,
315,
782

$1,
686,
255

$1,
037,
046

$6,
023,
509

$13,
560,
451

CI
PSW78004 BUL
KTRASHEQUI
P.
RESI
DENTI
AL

$201,
550

$633,
432

$649,
662

$1,
331,
808

$793,
405

$2,
408,
970

$6,
018,
827

$84,
777

$86,
895

$0

$31,
917

$0

$134,
051

$337,
640

$100,
000

$100,
000

$100,
000

$100,
000

$0

$0

$400,
000

$2,
774,
046

$3,
132,
455

$3,
392,
674

$3,
479,
747

$2,
121,
961

$11,
713,
501

$26,
614,
384

CI
PSW78001

386

CI
PSW78005

SOL
I
DWASTESOFTWAREPROCESS
I
MP.

REPLACEPI
CKUPS/SERVI
CE
TRUCKS

CI
PSW78009 ALL
EYGATI
NG

Gr
andTot
al

CARRYOVER

FY2020-2029 Capital Improvement Program
Project Detail

FY2020

CI
PSW19026

Pr
oj
ec
tTi
t
l
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Sol
i
dWast
e

Summar
ybyFundi
ngSour
c
e
Fundi
ngSour
c
e

CARRYOVER

ANNUAL BUDGET
Fiscal Year 2019-2020

Sol
i
dWast
e
FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

6120Sol
i
dWast
e

$2,
774,
046

$3,
132,
455

$3,
392,
674

$3,
479,
747

$2,
121,
961

$11,
713,
501

$26,
614,
384

Gr
andTot
al

$2,
774,
046

$3,
132,
455

$3,
392,
674

$3,
479,
747

$2,
121,
961

$11,
713,
501

$26,
614,
384

387
FY2020-2029 Capital Improvement Program
Project Detail

SOLI
DWASTESOFTWAREPROCESSI
MP.

Pr
oj
ec
tType
Sol
i
dWast
e

Pr
oj
ec
tNumber
CI
PSW19026

Pr
oj
ec
tNumber
: CI
PSW19026

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Fort
hei
mpl
ement
at
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onofaSol
i
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esof
t
war
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obeCi
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ssyst
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l
li
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over
out
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ovi
deac
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onver
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es,pr
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ni
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suppor
t
.Fundi
ngi
nFY2021i
sf
ori
mpl
ement
at
i
onoft
hesyst
em;FY2022wi
l
lbef
orupgr
ades.

J
ust
i
fic
at
i
on

Thi
ssof
t
war
epr
oj
ec
twi
l
lbet
hedr
i
verf
ori
nc
r
easi
ngoper
at
i
ngeffic
i
enc
i
esf
orar
evenuegener
at
i
ngent
er
pr
i
se.

388

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

MI
SCCI
P

6120Sol
i
dWast
e

$400,
000

$100,
000

Gr
andTot
al
$500,
000

$400,
000

$100,
000

$500,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

REPLACESTREETSWEEPERS

Pr
oj
ec
tType
Sol
i
dWast
e

Pr
oj
ec
tNumber
CI
PSW19027

Pr
oj
ec
tNumber
: CI
PSW19027

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Sol
i
dWast
ec
ur
r
ent
l
yhas5st
r
eetsweeper
s.5st
r
eetsweeper
swi
l
lr
equi
r
er
epl
ac
ementovert
henext10year
sast
hei
ri
ndi
vi
duall
i
f
ei
s7year
s.Thenumberoft
r
uc
kst
ober
epl
ac
edeac
h
yearar
et
hef
ol
l
owi
ng;FY2020-1t
r
uc
k,FY2024-1t
r
uc
kFY20252029-2t
r
uc
ks.Repl
ac
ementt
r
uc
kswi
l
lbefir
stsubmi
t
t
edf
orMAGgr
antf
undi
nganduponappr
ovalt
hepur
c
hasepr
i
c
e
wi
l
lber
educ
edt
ot
he5.
7% gr
antmat
c
hi
ngf
undi
ngr
equi
r
ement
.

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
tassi
st
si
nmai
nt
ai
ni
ngahi
ghqual
i
t
yofl
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f
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orr
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dent
sandvi
si
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st
ot
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ear
i
ngc
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t
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sofr
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ar
dsanddebr
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s.

389

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

EQUI
PMENT

6120Sol
i
dWast
e

$291,
510

$597,
596

Gr
andTot
al
$1,
154,
115

$265,
009

$291,
510

$597,
596

$1,
154,
115

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$265,
009

FY2020

REPLACEROLLOFFTRUCKS-COMMERCI
AL

Pr
oj
ec
tType
Sol
i
dWast
e

Pr
oj
ec
tNumber
CI
PSW78001

Pr
oj
ec
tNumber
: CI
PSW78001

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Sol
i
dWast
ehast
hr
eec
ommer
c
i
alr
ol
l
offt
r
uc
ksi
ni
t
sequi
pmentfleetf
ori
t
sc
ommer
c
i
alr
ol
l
offc
ont
ai
nerc
ol
l
ec
t
i
onser
vi
c
e.Thr
eer
ol
l
offt
r
uc
kswi
l
lr
equi
r
er
epl
ac
ementovert
henext
t
enyear
sast
heywi
l
lhaver
eac
hedt
hei
ri
ndi
vi
duall
i
f
espanof8year
s.Thenumberoft
r
uc
kst
ober
epl
ac
edeac
hyearar
et
hef
ol
l
owi
ng;FY2020-1t
r
uc
k,FY2022-1t
r
uc
k,FY202620292t
r
uc
ks.

J
ust
i
fic
at
i
on

Theequi
pmenti
dent
i
fiedi
nt
hi
spr
oj
ec
tar
emandat
edbySt
at
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t
yc
odeandar
eut
i
l
i
z
edf
ort
hesaf
ec
ol
l
ec
t
i
onanddi
sposalofsol
i
dwast
e.

390

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

EQUI
PMENT

6120Sol
i
dWast
e

$227,
230

$471,
843

Gr
andTot
al
$908,
085

$209,
012

$227,
230

$471,
843

$908,
085

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$209,
012

FY2020

FRONTLOADTRUCKSCOMMERCI
AL

Pr
oj
ec
tType
Sol
i
dWast
e

Pr
oj
ec
tNumber
CI
PSW78002

Pr
oj
ec
tNumber
: CI
PSW78002

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

7c
ommer
c
i
alf
r
ontl
oadt
r
uc
ksand1f
r
ontl
oadbi
ndel
i
ver
yt
r
uc
k/
t
r
ai
l
eri
nequi
pmentt
opr
ovi
dec
ont
ai
nerc
ol
l
ec
t
i
on.Cur
r
entr
epl
ac
ementsc
hedul
ei
s6year
sand10year
sf
orf
r
ontl
oad
bi
nser
vi
c
et
r
uc
k.Repl
ac
ementc
yc
l
ei
s11t
r
uc
ksover10year
s.Thenumberoft
r
uc
kst
ober
epl
ac
edeac
hyearar
et
hef
ol
l
owi
ng;FY2020-2t
r
uc
ks,1del
i
ver
yt
r
uc
k,and1bi
nt
r
ai
l
er
,
FY2021-2t
r
uc
ks,FY2023-1t
r
uc
k,FY2025-2029-6t
r
uc
ks.

J
ust
i
fic
at
i
on
Theequi
pmenti
dent
i
fiedi
nt
hi
spr
oj
ec
tar
emandat
edbySt
at
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t
yc
odeandar
eut
i
l
i
z
edf
ort
hesaf
ec
ol
l
ec
t
i
onanddi
sposalofsol
i
dwast
e.Thebi
ndel
i
ver
yt
r
uc
kandt
r
ai
l
erar
e
suppor
tuni
t
st
hatassi
sti
nmai
nt
ai
ni
ngasaf
eandeffic
i
entoper
at
i
onf
orar
evenuegener
at
i
ngent
er
pr
i
se.

391

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

EQUI
PMENT

6120Sol
i
dWast
e

$628,
128

$329,
767

$2,
077,
532

Gr
andTot
al
$3,
735,
266

$699,
839

$628,
128

$329,
767

$2,
077,
532

$3,
735,
266

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$699,
839

FY2020

SI
DELOADTRUCKSRESI
DENTI
AL

Pr
oj
ec
tType
Sol
i
dWast
e

Pr
oj
ec
tNumber
CI
PSW78003

Pr
oj
ec
tNumber
: CI
PSW78003

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Sol
i
dWast
ehas26si
del
oadt
r
uc
ksf
orr
esi
dent
i
alSW andRec
yc
l
i
ngc
ol
l
ec
t
i
onser
vi
c
e.Att
hec
ur
r
entr
epl
ac
ementsc
hedul
eof6year
sf
ornewl
ypur
c
hasedsi
del
oadt
r
uc
ks,34si
del
oad
t
r
uc
kswi
l
lr
equi
r
er
epl
ac
ementovert
henext10year
s.Thenumberoft
r
uc
kst
ober
epl
ac
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hyearar
et
hef
ol
l
owi
ng;FY2020-4t
r
uc
ks,FY2021-4t
r
uc
ks,FY2022-7t
r
uc
ks,FY20235t
r
uc
ks,FY2024-3t
r
uc
ks,FY2025-2029-17t
r
uc
ks.

J
ust
i
fic
at
i
on

Theequi
pmenti
dent
i
fiedi
nt
hi
spr
oj
ec
tar
emandat
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at
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t
yc
odeandar
eut
i
l
i
z
edf
ort
hesaf
ec
ol
l
ec
t
i
onanddi
sposalofsol
i
dwast
e.

392

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

EQUI
PMENT

6120Sol
i
dWast
e

Gr
andTot
al

$1,
213,
859

$1,
284,
000

$2,
315,
782

$1,
686,
255

$1,
037,
046

$6,
023,
509

Gr
andTot
al
$13,
560,
451

$1,
213,
859

$1,
284,
000

$2,
315,
782

$1,
686,
255

$1,
037,
046

$6,
023,
509

$13,
560,
451

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

BULKTRASHEQUI
P.
RESI
DENTI
AL

Pr
oj
ec
tType
Sol
i
dWast
e

Pr
oj
ec
tNumber
CI
PSW78004

Pr
oj
ec
tNumber
: CI
PSW78004

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Sol
i
dWast
ehas15r
earl
oadt
r
uc
ksand8t
r
ac
t
or
sf
orr
esi
dent
i
albul
kt
r
ashc
ol
l
ec
t
i
on.Overt
henext10year
s,r
epl
ac
ementpl
ani
nc
l
udes11r
earl
oader
sand7t
r
ac
t
or
s.Thesc
hedul
ef
or
bul
kt
r
ashequi
pmentr
epl
ac
ementi
s:FY2020-2t
r
ac
t
or
s,FY2021-2t
r
uc
ks,FY2022-2t
r
uc
ks,FY2023-4t
r
uc
ks,FY2024-2t
r
uc
ks1t
r
ac
t
or
,FY2025-2029-6t
r
uc
ksand3t
r
ac
t
or
s.
Duet
ot
onnagei
nc
r
eases,t
her
epl
ac
ementsc
hedul
ehasbeenac
c
el
er
at
ed.

J
ust
i
fic
at
i
on

Theequi
pmenti
dent
i
fiedi
nt
hi
spr
oj
ec
tar
emandat
edbySt
at
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t
yc
odeandar
eut
i
l
i
z
edf
ort
hesaf
ec
ol
l
ec
t
i
onanddi
sposalofsol
i
dwast
e.

393

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

EQUI
PMENT

6120Sol
i
dWast
e

$633,
432

$649,
662

$1,
331,
808

$793,
405

$2,
408,
970

Gr
andTot
al
$6,
018,
827

$201,
550

$633,
432

$649,
662

$1,
331,
808

$793,
405

$2,
408,
970

$6,
018,
827

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$201,
550

FY2020

REPLACEPI
CKUPS/SERVI
CETRUCKS

Pr
oj
ec
tType
Sol
i
dWast
e

Pr
oj
ec
tNumber
CI
PSW78005

Pr
oj
ec
tNumber
: CI
PSW78005

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

SW has8pi
c
kupt
r
uc
ksand2ser
vi
c
ebodyt
r
uc
ksf
orc
ol
l
ec
t
i
ons,i
nspec
t
i
ons,andfiel
dmec
hani
c
s.Att
hec
ur
r
entr
epl
ac
ementsc
hedul
e,7t
r
uc
kswi
l
lr
equi
r
er
epl
ac
ement
.Thenumber
s
bel
ow havebeenupdat
edt
or
eflec
tc
ur
r
entmar
ketpr
i
c
i
ngandquot
esr
ec
ei
vedt
hi
sFi
sc
alYear
.Thenumberoft
r
uc
kst
ober
epl
ac
edeac
hyearar
et
hef
ol
l
owi
ng;FY2020-3t
r
uc
ks,FY
2021-3t
r
uc
ks,FY2023-1t
r
uc
k,FY202520294t
r
uc
ks.

J
ust
i
fic
at
i
on

Theset
r
uc
ksar
esuppor
tuni
t
st
hatassi
sti
nmai
nt
ai
ni
ngt
hesaf
eandeffic
i
entoper
at
i
onf
orar
evenuegener
at
i
ngent
er
pr
i
se.

394

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

EQUI
PMENT

6120Sol
i
dWast
e

$86,
895

$31,
917

$134,
051

Gr
andTot
al
$337,
640

$84,
777

$86,
895

$31,
917

$134,
051

$337,
640

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$84,
777

FY2020

ALLEYGATI
NG

Pr
oj
ec
tType
Sol
i
dWast
e

Pr
oj
ec
tNumber
CI
PSW78009

Pr
oj
ec
tNumber
: CI
PSW78009

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
tmanagesheal
t
handsaf
et
yi
ssuesf
r
om mat
er
i
al
sbei
ngdumpedi
nal
l
ey,i
l
l
egal
l
ydumpedmat
er
i
albl
oc
ki
ngvehi
c
ul
arac
c
ess,andt
hedi
ffic
ul
t
yofenf
or
c
ementduet
ot
he
nat
ur
eofal
l
eysandmat
er
i
al
sdumped.Thi
spr
oj
ec
ti
nc
l
udesc
i
t
i
z
ennot
i
fic
at
i
on,pr
egat
edal
l
eyc
l
eanup,r
esi
dent
i
algar
bagec
ont
ai
nerr
el
oc
at
i
ons,bl
uest
akegat
el
oc
at
i
on,gat
e
i
nst
al
l
at
i
on,andkeyi
ssui
ng.Pr
oj
ec
teval
uat
i
onwi
l
loc
c
uri
nFY2023.

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
tpr
omot
esandenhanc
est
hequal
i
t
yofl
i
f
ef
orGl
endal
er
esi
dent
st
hatr
esi
denearoradj
ac
entt
oal
l
eywaysbypr
ovi
di
ngandsaf
erandc
l
eanerenvi
r
onment
.

395

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONTGNCY

6120Sol
i
dWast
e

$100,
000

$100,
000

$100,
000

Gr
andTot
al
$400,
000

$100,
000

$100,
000

$100,
000

$100,
000

$400,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$100,
000

FY2020

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

ANNUAL BUDGET
Fiscal Year 2019-2020

St
r
eet
s

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

CI
PST19006 PAVEMENTMANAGEMENT

$1,
000,
000

$5,
200,
000

$5,
200,
000

$5,
200,
000

$5,
200,
000

$5,
200,
000

$26,
000,
000

$53,
000,
000

CI
PST19010 BALL
PARKBOULEVARD

$2,
287,
860

$8,
454,
744

$0

$0

$0

$0

$0

$10,
742,
604

$0

$250,
000

$250,
000

$250,
000

$250,
000

$250,
000

$1,
250,
000

$2,
500,
000

$329,
000

$0

$0

$0

$0

$0

$0

$329,
000

$0

$150,
000

$1,
329,
130

$1,
100,
000

$0

$0

$0

$2,
579,
130

CI
PST20012 FL
ASHI
NGYELLOW ARROWS

$0

$0

$0

$471,
000

$0

$0

$0

$471,
000

CI
PST20013 VEHI
CLEREPLACEMENT

$0

$600,
000

$500,
000

$500,
000

$500,
000

$500,
000

$1,
250,
000

$3,
850,
000

CI
PST19048 CAPI
TALBRI
DGEREPAI
RPROGRAM

CI
PST19080 91stAvenueI
mpr
ov.Tur
nLane

396

CI
PST20008

STREETRECONSTRUCTI
ON
CAMEL
BACKROA

FY2020-2029 Capital Improvement Program
Project Detail

Pr
oj
ec
tTi
t
l
e

CI
PST20014

STREETRECONSTRUCTI
ON
BETHANYHOME

$0

$30,
000

$717,
288

$2,
233,
712

$0

$0

$0

$2,
981,
000

CI
PST20016

STREETRECONSTRUCTI
ON
GL
ENDALEAVEN

$0

$2,
851,
063

$7,
905,
276

$3,
110,
654

$0

$0

$0

$13,
866,
993

CI
PST20019

STREETRECONSTRUCTI
ON
CAMEL
BACKROA

$0

$0

$0

$0

$0

$2,
580,
000

$0

$2,
580,
000

CI
PST20020

STREETRECONSTRUCTI
ON
BETHANYHOME

$0

$194,
387

$306,
113

$2,
249,
705

$4,
910,
295

$0

$0

$7,
660,
500

CI
PST20021

STREETRECONSTRUCTI
ON
CAMEL
BACKROA

$0

$2,
000,
000

$602,
622

$0

$0

$0

$0

$2,
602,
622

CI
PST20022 BI
KEPROJ
ECTS(
MATCH)

$0

$130,
000

$130,
000

$130,
000

$130,
000

$130,
000

$680,
000

$1,
330,
000

CI
PST65005 I
TSUPGRADES

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
NI
C
u
P
mb
ST2
e0
r022 B
Pr
I
K
oE
j
e
P
c
t
RT
O
i
J
t
E
l
e
CTS(
MATCH)

ANNUAL BUDGET
Fiscal Year 2019-2020

St
r
eet
s

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$300,
000

$190,
000

$190,
000

$190,
000

$190,
000

$190,
000

$950,
000

$2,
200,
000

$0

$670,
000

$670,
000

$670,
000

$670,
000

$670,
000

$1,
340,
000

$4,
690,
000

CI
PST65062 GL
ENDALESPORTSFACI
LI
TI
ESSGN

$70,
000

$0

$0

$0

$0

$0

$0

$70,
000

CI
PST65063 NEW RI
VER-MULTI
USEPATHWAY

$716,
896

$0

$0

$0

$0

$0

$0

$716,
896

SI
DEWALKANDCURB
I
MPROVEMENTS

$151,
472

$160,
000

$0

$0

$0

$0

$0

$311,
472

CI
PST67930 BETHANYHM 83RD91ST

$546,
703

$2,
291,
650

$0

$0

$0

$0

$0

$2,
838,
353

STREETRECONSTRUCTI
ON
PROGRAM

$6,
810,
029

$0

$0

$0

$0

$0

$0

$6,
810,
029

CI
PST68129 WESTGATEAREASI
GNAGE

$296,
903

$150,
000

$0

$0

$0

$0

$0

$446,
903

CI
PST68918 I
NFI
L
LLI
GHTI
NGPROGRAM

$0

$530,
000

$530,
000

$0

$0

$0

$0

$1,
060,
000

CI
PST68922 STREETLI
GHTPOLEPROGRAM

$0

$1,
360,
395

$1,
360,
395

$75,
000

$75,
000

$75,
000

$375,
000

$3,
320,
790

$30,
000

$0

$0

$0

$0

$0

$0

$30,
000

$12,
538,
863

$25,
212,
239

$19,
690,
824

$16,
180,
071

$11,
925,
295

$9,
595,
000

$31,
845,
000

$126,
987,
292

CI
PST65005 I
TSUPGRADES

CI
PST65016 NORTHERNPARKWAY

397

CI
PST65101

CI
PST68125

CI
PST68923 EMERGENCYVEHI
CLEPREEMPTI
ON

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CARRYOVER

Summar
ybyFundi
ngSour
c
e

ANNUAL BUDGET
Fiscal Year 2019-2020

St
r
eet
s
CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

4010St
r
eet
sConst
r
uc
t
i
on

$7,
435,
932

$5,
375,
450

$5,
225,
450

$0

$0

$0

$0

$18,
036,
832

4020Hur
fSt
r
eet
sConst
r
uc
t
i
on

$780,
000

$5,
890,
395

$5,
340,
395

$3,
525,
000

$3,
525,
000

$3,
525,
000

$16,
375,
000

$38,
960,
790

4030Tr
anspor
t
at
i
onCapi
t
alPr
oj

$3,
776,
228

$7,
400,
000

$9,
124,
979

$12,
655,
071

$8,
400,
295

$6,
070,
000

$15,
470,
000

$62,
896,
573

$0

$62,
000

$0

$0

$0

$0

$0

$62,
000

4420DI
FSt
r
eet
sZone2West101

$546,
703

$3,
763,
462

$0

$0

$0

$0

$0

$4,
310,
165

6060Wat
erDI
FZone2West101

$0

$1,
678,
195

$0

$0

$0

$0

$0

$1,
678,
195

6090SewerDI
FZone2West101

$0

$1,
042,
737

$0

$0

$0

$0

$0

$1,
042,
737

$12,
538,
863

$25,
212,
239

$19,
690,
824

$16,
180,
071

$11,
925,
295

$9,
595,
000

$31,
845,
000

$126,
987,
292

4330DI
FPar
ks&RecZone2west101

398

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

Fundi
ngSour
c
e

PAVEMENTMANAGEMENT

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST19006

Pr
oj
ec
tNumber
: CI
PST19006

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tpr
ovi
desf
orst
r
eetpavementt
r
eat
ment
s.Spec
i
ficac
t
i
vi
t
i
esi
nc
l
udedi
nt
hi
spr
oj
ec
ti
nvol
vesur
f
ac
epr
epar
at
i
on,r
epai
r
s,andover
l
aysasneeded.

J
ust
i
fic
at
i
on
Thi
spr
oj
ec
tt
ar
get
sst
r
eetsegment
st
hatar
ei
nneedofpavementt
r
eat
ment
s.St
r
eetr
ehabi
l
i
t
at
i
oni
snec
essar
yt
omaxi
mi
z
et
hel
i
f
eoft
hec
i
t
y’
sr
esi
dent
i
al
,c
ol
l
ec
t
or
,andar
t
er
i
alst
r
eet
net
wor
k.Thi
spr
oj
ec
tpr
omot
esorenhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
sbypr
ovi
di
ngbet
t
erst
r
eet
s.

399

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4020Hur
fSt
r
eet
sConst
r
uc
.
.

FY2020
$250,
000

FY2021

FY2022
$0

FY2023
$0

FY2024
$0

FY20252029
$0

$0

Gr
andTot
al
$250,
000

$750,
000

$0

$0

$0

$0

$0

$750,
000

4020Hur
fSt
r
eet
sConst
r
uc
.
.

$3,
138,
000

$3,
138,
000

$3,
138,
000

$3,
138,
000

$3,
138,
000

$15,
690,
000

$31,
380,
000

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$1,
912,
046

$1,
912,
046

$1,
912,
046

$1,
912,
046

$1,
912,
046

$9,
560,
230

$19,
120,
460

CONTGNCY

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$51,
626

$51,
626

$51,
626

$51,
626

$51,
626

$258,
126

$516,
256

DESI
GN

4020Hur
fSt
r
eet
sConst
r
uc
.
.

$30,
000

$30,
000

$30,
000

$30,
000

$30,
000

$150,
000

$300,
000

I
NTRNLCHG

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$17,
208

$17,
208

$17,
208

$17,
208

$17,
208

$86,
042

$172,
082

PUBLI
CART

4020Hur
fSt
r
eet
sConst
r
uc
.
.

$32,
000

$32,
000

$32,
000

$32,
000

$32,
000

$160,
000

$320,
000

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$19,
120

$19,
120

$19,
120

$19,
120

$19,
120

$95,
602

$191,
202

$6,
200,
000

$5,
200,
000

$5,
200,
000

$5,
200,
000

$5,
200,
000

$26,
000,
000

$53,
000,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

4030Tr
anspor
t
at
i
onCapi
t
a.
.
CONSTRUCT

BALLPARKBOULEVARD

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST19010

Pr
oj
ec
tNumber
: CI
PST19010

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tt
odesi
gnandc
onst
r
uc
tBal
lPar
kBoul
evar
d.Thepr
oj
ec
twi
l
lc
onnec
tt
heexi
st
i
ngBal
lPar
kBoul
evar
dt
oMar
yl
andAvenueat99t
hAvenue.Ther
oadwaywi
l
lbe36-f
ootwi
deand
ac
c
ommodat
et
wot
r
avell
anes.

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
twasi
dent
i
fiedasnec
essar
yf
ornet
wor
kc
onnec
t
i
vi
t
yi
nt
her
egi
on.

400

Capi
t
alCost
s
Fundi
ngSour
c
e
4020Hur
fSt
r
eet
sConst
r
uc
.
.

$500,
000

Gr
andTot
al
$500,
000

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$1,
787,
860

$1,
787,
860

4020Hur
fSt
r
eet
sConst
r
uc
.
.

$500,
000

$500,
000

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$3,
700,
000

$3,
700,
000

CONSTRUCT

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4330DI
FPar
ks&RecZone2.
.

$62,
000

$62,
000

4420DI
FSt
r
eet
sZone2We.
.

$1,
471,
812

$1,
471,
812

6060Wat
erDI
FZone2Wes.
.

$1,
678,
195

$1,
678,
195

6090SewerDI
FZone2Wes.
.

$1,
042,
737

$1,
042,
737

$10,
742,
604

$10,
742,
604

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

CAPI
TALBRI
DGEREPAI
RPROGRAM

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST19048

Pr
oj
ec
tNumber
: CI
PST19048

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
ogr
am i
sneededt
omai
nt
ai
nc
i
t
ybr
i
dgest
omeetFeder
alHi
ghwayAdmi
ni
st
r
at
i
on(
FHWA)st
andar
ds.Ther
ear
e43br
i
dgest
hatar
ei
nspec
t
edbyAr
i
z
onaDepar
t
mentof
Tr
anspor
t
at
i
on(
ADOT)semi
annual
l
y.

J
ust
i
fic
at
i
on

Undert
heNat
i
onalBr
i
dgeI
nspec
t
i
onPr
ogr
am,admi
ni
st
er
edbyADOT,t
hec
i
t
yi
sr
equi
r
edt
omai
nt
ai
ni
t
sbr
i
dgest
oasat
i
sf
ac
t
or
yst
andar
d.

401

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$250,
000

$250,
000

$250,
000

$250,
000

$1,
250,
000

Gr
andTot
al
$2,
500,
000

$250,
000

$250,
000

$250,
000

$250,
000

$250,
000

$1,
250,
000

$2,
500,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$250,
000

FY2020

91stAvenueI
mpr
ov.Tur
nLane

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST19080

Pr
oj
ec
tNumber
: CI
PST19080

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
twi
l
lc
onst
r
uc
tar
i
ght

J
ust
i
fic
at
i
on

402

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4010St
r
eet
sConst
r
uc
t
i
on

Gr
andTot
al
$329,
000

$329,
000

$329,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$329,
000

FY2020

STREETRECONSTRUCTI
ONCAMELBACKROA

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20008

Pr
oj
ec
tNumber
: CI
PST20008

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tt
or
ec
onst
r
uc
tst
r
eetsegmentbet
weenCamel
bac
kRoadLoop101t
o91stAvenueandr
el
at
edi
mpr
ovement
s.

J
ust
i
fic
at
i
on
Thi
sst
r
eetsegment(
appr
oxi
mat
el
y0.
8mi
l
e)hasbeeni
dent
i
fiedi
nt
hePavementManagementPl
ant
ober
ec
onst
r
uc
t
edduet
opoorpavementc
ondi
t
i
ons.Thi
spr
oj
ec
tpr
omot
esor
enhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
s.Nof
or
eseenaddi
t
i
onaloper
at
i
onalandmai
nt
enanc
ec
ost
sar
eassoc
i
at
edf
ort
hi
spr
oj
ec
t
.

403

Capi
t
alCost
s
Fundi
ngSour
c
e
4010St
r
eet
sConst
r
uc
t
i
on

DESI
GN

4010St
r
eet
sConst
r
uc
t
i
on

4030Tr
anspor
t
at
i
onCapi
t
a.
.

Gr
andTot
al

$0

$1,
329,
130

$0

Gr
andTot
al
$1,
329,
130
$1,
100,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

$0

$0

$1,
100,
000

$150,
000

$0

$0

$150,
000

$150,
000

$1,
329,
130

$1,
100,
000

$2,
579,
130

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

FLASHI
NGYELLOW ARROWS

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20012

Pr
oj
ec
tNumber
: CI
PST20012

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thepr
oj
ec
ti
st
oc
onver
tl
ef
t
t
ur
nmovement
satexi
st
i
ngsi
gnal
i
z
edi
nt
er
sec
t
i
onst
oflashi
ngyel
l
ow ar
r
ow oper
at
i
onwi
t
ht
hepur
poseofr
educ
i
ngl
ef
t
t
ur
nc
r
ashes.Thepr
oj
ec
ti
nvol
ves
medi
anmodi
fic
at
i
onst
opr
ovi
debet
t
eral
i
gnment
.Pur
sui
ngFeder
alf
undsf
ort
hi
spr
oj
ec
t
.

J
ust
i
fic
at
i
on
TheCi
t
y’
sCapi
t
alc
ostoft
hepr
oj
ec
t(
$3,
000,
000)i
si
nt
endedt
obemi
t
i
gat
edbyl
ever
agi
ngout
si
deagenc
yf
undi
ng.Ac
c
or
di
ngt
onat
i
onaldat
a,Fl
ashi
ngYel
l
ow Ar
r
owsc
anr
educ
e
l
ef
t
t
ur
nc
r
ashesasmuc
has20% andkeepst
r
afficmovi
ngbyoffer
i
ngmot
or
i
st
smor
eoppor
t
uni
t
i
est
omakel
ef
tt
ur
ns.

404

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4030Tr
anspor
t
at
i
onCapi
t
a.
.

FY2021

$471,
000

Gr
andTot
al
$471,
000

$471,
000

$471,
000

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

VEHI
CLEREPLACEMENT

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20013

Pr
oj
ec
tNumber
: CI
PST20013

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Repl
ac
ementofexi
st
i
ngvehi
c
l
es,pi
c
kupsandequi
pment
.

J
ust
i
fic
at
i
on
Repl
ac
i
ngexi
st
i
ngvehi
c
l
est
hatar
ei
nbadc
ondi
t
i
onwi
l
lenabl
emor
eeffic
i
enc
yandr
educ
emai
nt
enanc
ec
ost
s.Thi
spr
ogr
am i
nc
l
udesr
epl
ac
i
ngvehi
c
l
es,t
r
uc
kandequi
pmenti
nSt
r
eet
Mai
nt
enanc
e,Gr
affit
iRemoval
,Si
ngsandMar
ki
ngsandot
herdi
vi
si
ons.Noaddi
t
i
onalvehi
c
l
esar
er
equest
ed.

405

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

EQUI
PMENT

4020Hur
fSt
r
eet
sConst
r
uc
.
.

$300,
000

FY2021
$250,
000

FY2022
$250,
000

FY2023
$250,
000

FY2024
$250,
000

$0

Gr
andTot
al
$1,
300,
000

FY20252029

$300,
000

$250,
000

$250,
000

$250,
000

$250,
000

$1,
250,
000

$2,
550,
000

$600,
000

$500,
000

$500,
000

$500,
000

$500,
000

$1,
250,
000

$3,
850,
000

FY2020-2029 Capital Improvement Program
Project Detail

4030Tr
anspor
t
at
i
onCapi
t
a.
.

Gr
andTot
al

FY2020

STREETRECONSTRUCTI
ONBETHANYHOME

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20014

Pr
oj
ec
tNumber
: CI
PST20014

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tt
or
ec
onst
r
uc
tst
r
eetsegmentbet
weenBet
hanyHomeRoadf
r
om 51stAvenuet
o43r
dAvenueandr
el
at
edi
mpr
ovement
.

J
ust
i
fic
at
i
on
Thi
sst
r
eetsegment(
appr
oxi
mat
el
y1mi
l
e)hasbeeni
dent
i
fiedi
nt
hePavementManagementPl
ant
ober
ec
onst
r
uc
t
edduet
opoorpavementc
ondi
t
i
ons.Thi
spr
oj
ec
tpr
omot
esor
enhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
s.Nof
or
eseenaddi
t
i
onaloper
at
i
onalandmai
nt
enanc
ec
ost
sar
eassoc
i
at
edf
ort
hi
spr
oj
ec
t
.

406

Capi
t
alCost
s
Fundi
ngSour
c
e
4010St
r
eet
sConst
r
uc
t
i
on

DESI
GN

4010St
r
eet
sConst
r
uc
t
i
on

4030Tr
anspor
t
at
i
onCapi
t
a.
.

Gr
andTot
al

$0

$717,
288

$0

Gr
andTot
al
$717,
288
$2,
233,
712

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

$0

$0

$2,
233,
712

$30,
000

$0

$0

$30,
000

$30,
000

$717,
288

$2,
233,
712

$2,
981,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

STREETRECONSTRUCTI
ONGLENDALEAVEN

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20016

Pr
oj
ec
tNumber
: CI
PST20016

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tt
or
ec
onst
r
uc
tst
r
eetsegmentbet
weenGl
endal
eAvenuef
r
om Loop101t
oElMi
r
ageRoadandr
el
at
edi
mpr
ovement
s.

J
ust
i
fic
at
i
on
Thi
sst
r
eetsegment(
appr
oxi
mat
el
y3.
12mi
l
es)hasbeeni
dent
i
fiedi
nt
hePavementManagementPl
ant
ober
ec
onst
r
uc
t
edduet
opoorpavementc
ondi
t
i
ons.Thi
spr
oj
ec
tpr
omot
esor
enhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
s.Nof
or
eseenaddi
t
i
onaloper
at
i
onalandmai
nt
enanc
ec
ost
sar
eassoc
i
at
edf
ort
hi
spr
oj
ec
t
.

407

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4010St
r
eet
sConst
r
uc
t
i
on
4030Tr
anspor
t
at
i
onCapi
t
a.
.

FY2021

$2,
851,
063

$2,
270,
297

FY2022

FY2023
$0

FY2024

FY20252029

Gr
andTot
al
$5,
121,
360

$0

$5,
634,
979

$3,
110,
654

$8,
745,
633

$2,
851,
063

$7,
905,
276

$3,
110,
654

$13,
866,
993

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

STREETRECONSTRUCTI
ONCAMELBACKROA

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20019

Pr
oj
ec
tNumber
: CI
PST20019

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tt
or
ec
onst
r
uc
tst
r
eetsegmentbet
weenCamel
bac
kRoadf
r
om 59t
hAvenuet
o51stAvenueandr
el
at
edi
mpr
ovement
s

J
ust
i
fic
at
i
on
Thi
sst
r
eetsegment(
appr
oxi
mat
el
y1mi
l
e)hasbeeni
dent
i
fiedi
nt
hePavementManagementPl
ant
ober
ec
onst
r
uc
t
edduet
opoorpavementc
ondi
t
i
ons.Thi
spr
oj
ec
tpr
omot
esor
enhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
s.Nof
or
eseenaddi
t
i
onaloper
at
i
onalandmai
nt
enanc
ec
ost
sar
eassoc
i
at
edf
ort
hi
spr
oj
ec
t
.

408

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$2,
475,
000

Gr
andTot
al
$2,
475,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$25,
000

$25,
000

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$55,
000

$55,
000

PUBLI
CART

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$25,
000

$25,
000

$2,
580,
000

$2,
580,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
I
NTRNLCHG

STREETRECONSTRUCTI
ONBETHANYHOME

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20020

Pr
oj
ec
tNumber
: CI
PST20020

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tt
or
ec
onst
r
uc
tst
r
eetsegmentbet
weenBet
hanyRoadf
r
om 79t
hAvenuet
o59t
hAvenueandr
el
at
edi
mpr
ovement
s.

J
ust
i
fic
at
i
on
Thi
sst
r
eetsegment(
appr
oxi
mat
el
y2.
5mi
l
es)hasbeeni
dent
i
fiedi
nt
hePavementManagementPl
ant
ober
ec
onst
r
uc
t
edduet
opoorpavementc
ondi
t
i
ons.Thi
spr
oj
ec
tpr
omot
esor
enhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
s.Nof
or
eseenaddi
t
i
onaloper
at
i
onalandmai
nt
enanc
ec
ost
sar
eassoc
i
at
edf
ort
hi
spr
oj
ec
t
.

409

Capi
t
alCost
s
Fundi
ngSour
c
e
4030Tr
anspor
t
at
i
onCapi
t
a.
.

DESI
GN

4010St
r
eet
sConst
r
uc
t
i
on

Gr
andTot
al

FY2020

FY2021
$0

FY2022
$0

FY2023

$2,
249,
705

FY2024

$4,
910,
295

FY20252029

Gr
andTot
al
$7,
160,
000

$194,
387

$306,
113

$0

$0

$500,
500

$194,
387

$306,
113

$2,
249,
705

$4,
910,
295

$7,
660,
500

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CONSTRUCT

STREETRECONSTRUCTI
ONCAMELBACKROA

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20021

Pr
oj
ec
tNumber
: CI
PST20021

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tt
or
ec
onst
r
uc
tst
r
eetsegmentbet
weenCamel
bac
kRoadf
r
om 91stAvenuet
o83r
dRoadandr
el
at
edi
mpr
ovement
s.

J
ust
i
fic
at
i
on
Thi
sst
r
eetsegment(
appr
oxi
mat
el
y1mi
l
e)hasbeeni
dent
i
fiedi
nt
hePavementManagementPl
ant
ober
ec
onst
r
uc
t
edduet
opoorpavementc
ondi
t
i
ons.Thi
spr
oj
ec
tpr
omot
esor
enhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
s.Nof
or
eseenaddi
t
i
onaloper
at
i
onalandmai
nt
enanc
ec
ost
sar
eassoc
i
at
edf
ort
hi
spr
oj
ec
t
.

410

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4010St
r
eet
sConst
r
uc
t
i
on

$602,
622

Gr
andTot
al
$2,
602,
622

$2,
000,
000

$602,
622

$2,
602,
622

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$2,
000,
000

FY2020

BI
KEPROJ
ECTS(
MATCH)

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST20022

Pr
oj
ec
tNumber
: CI
PST20022

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
sf
undi
ngpr
ovi
desmat
c
hi
ngf
undsf
orbi
c
yc
l
eandpedest
r
i
anr
el
at
edpr
oj
ec
t
s.

J
ust
i
fic
at
i
on
Thi
spr
oj
ec
tpr
omot
esorenhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
sbypr
ovi
di
ngaddi
t
i
onalbi
c
yc
l
eandpedest
r
i
anf
ac
i
l
i
t
i
essuc
hasmul
t
i
usepat
hs,c
r
osswal
ks,bi
kel
anes,
si
dewal
ksamongot
her
s.Enhanc
i
ngbi
c
yc
l
eandpedest
r
i
anf
ac
i
l
i
t
i
esi
mpr
ovesac
c
essi
bi
l
i
t
y,pr
omot
esheal
t
hyc
ommuni
t
i
esandr
educ
esai
rpol
l
ut
i
on.TheCi
t
y’
sCapi
t
alc
ostofbi
c
yc
l
eand
pedest
r
i
anpr
oj
ec
t
sc
anbemi
t
i
gat
edbyl
ever
agi
ngout
si
deagenc
yf
undi
ng.

411

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$130,
000

$130,
000

$130,
000

$130,
000

$680,
000

Gr
andTot
al
$1,
330,
000

$130,
000

$130,
000

$130,
000

$130,
000

$130,
000

$680,
000

$1,
330,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$130,
000

FY2020

I
TSUPGRADES

Pr
oj
ec
tType
St
r
eet
s

Pr
oj
ec
tNumber
CI
PST65005

Pr
oj
ec
tNumber
: CI
PST65005

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tpr
ovi
desl
oc
almat
c
hf
undsf
ort
hr
eeappr
ovedFeder
al
l
yFundedI
nt
el
l
i
gentTr
anspor
t
at
i
onSyst
ems(
I
TS)pr
oj
ec
t
s.

J
ust
i
fic
at
i
on
Asmar
tt
r
afficsi
gnalsyst
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l
lbei
mpl
ement
edt
hati
nc
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udesc
ommuni
c
at
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onsi
nf
r
ast
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412

Capi
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Fundi
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4030Tr
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$300,
000

FY2021

FY2022
$0

FY2023
$0

FY2024
$0

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000

FY20252029
$0

$190,
000

$190,
000

$190,
000

$190,
000

$190,
000

$950,
000

$1,
900,
000

$490,
000

$190,
000

$190,
000

$190,
000

$190,
000

$950,
000

$2,
200,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

NORTHERNPARKWAY

Pr
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St
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Pr
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PST65016

Pr
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PST65016

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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413

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Cat
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$670,
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$670,
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$1,
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$670,
000

$670,
000

$670,
000

$670,
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$670,
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$1,
340,
000

$4,
690,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$670,
000

FY2020

GLENDALESPORTSFACI
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Pr
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St
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Pr
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PST65062

Pr
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PST65062

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Thi
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ANNUAL BUDGET
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414

Capi
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Cat
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Fundi
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CARRYOVER

4030Tr
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$70,
000

$70,
000

$70,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$70,
000

FY2020

NEW RI
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Pr
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St
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Pr
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PST65063

Pr
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PST65063

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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Thi
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415

Capi
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Cat
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Fundi
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CARRYOVER

4030Tr
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Gr
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$716,
896

$716,
896

$716,
896

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$716,
896

FY2020

SI
DEWALKANDCURBI
MPROVEMENTS

Pr
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St
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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Pr
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ec
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CI
PST65101

Pr
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ec
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PST65101

Desc
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Thepr
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angewoodAvenuebet
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Thi
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416

Capi
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Cat
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Fundi
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CARRYOVER

4030Tr
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$151,
472

Gr
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$151,
472

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

4030Tr
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t
at
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onCapi
t
a.
.

$151,
326

$151,
326

4030Tr
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t
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onCapi
t
a.
.

$7,
204

$7,
204

PUBLI
CART

4030Tr
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t
a.
.

$1,
470

$1,
470

$311,
472

$311,
472

Gr
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FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
I
NTRNLCHG

BETHANYHM 83RD91ST

Pr
oj
ec
tType
St
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s

Pr
oj
ec
tNumber
CI
PST67930

Pr
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: CI
PST67930

Desc
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i
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i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
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ti
sf
orROW Ac
qui
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hanyHomeNor
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J
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oneHavendevel
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spr
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.

417

Capi
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Fundi
ngSour
c
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4420DI
FSt
r
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sZone2We.
.

$546,
703

Gr
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$546,
703

CONSTRUCT

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FSt
r
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.

$1,
000,
000

$1,
000,
000

L
AND

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r
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.

$1,
291,
650

$1,
291,
650

$2,
838,
353

$2,
838,
353

Gr
andTot
al

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Oper
at
i
ngCost
s
Cat
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CI
PO&M

Gr
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al

O&M Fundi
ngSour
c
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FY2020

FY2021
$37,
000

FY2022
$37,
000

FY2023
$37,
000

FY2024
$37,
000

FY20252029
$185,
000

$37,
000

$37,
000

$37,
000

$37,
000

$185,
000

Gr
andTot
al
$333,
000
$333,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

STREETRECONSTRUCTI
ONPROGRAM

Pr
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tType
St
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s

Pr
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ec
tNumber
CI
PST68125

Pr
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tNumber
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PST68125

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
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St
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J
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418

Capi
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Cat
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Fundi
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CARRYOVER

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Gr
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$6,
810,
029

$6,
810,
029

$6,
810,
029

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$6,
810,
029

FY2020

WESTGATEAREASI
GNAGE

Pr
oj
ec
tType
St
r
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s

Pr
oj
ec
tNumber
CI
PST68129

Pr
oj
ec
tNumber
: CI
PST68129

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
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twi
l
ldesi
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lover
headandr
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heSpor
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.

419

Capi
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Fundi
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SCCI
P

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Gr
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$296,
903

Gr
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$296,
903

$150,
000

$150,
000

$446,
903

$446,
903

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
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y
CARRYOVER

I
NFI
LLLI
GHTI
NGPROGRAM

Pr
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ec
tType
St
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s

Pr
oj
ec
tNumber
CI
PST68918

Pr
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ec
tNumber
: CI
PST68918

Desc
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i
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
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Thi
spr
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saddi
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420

Capi
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Fundi
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CONSTRUCT

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$1,
060,
000

$530,
000

$530,
000

$1,
060,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$530,
000

FY2020

STREETLI
GHTPOLEPROGRAM

Pr
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ec
tType
St
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s

Pr
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ec
tNumber
CI
PST68922

Pr
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ec
tNumber
: CI
PST68922

Desc
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i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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FY2029CI
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Thi
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ec
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ac
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421

Capi
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Fundi
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395

$75,
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$75,
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$75,
000

$375,
000

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$3,
320,
790

$1,
360,
395

$1,
360,
395

$75,
000

$75,
000

$75,
000

$375,
000

$3,
320,
790

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$1,
360,
395

FY2020

EMERGENCYVEHI
CLEPREEMPTI
ON

Pr
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St
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Pr
oj
ec
tNumber
CI
PST68923

Pr
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PST68923

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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ssaf
epassaget
hr
ought
hei
nt
er
sec
t
i
on.

422

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4020Hur
fSt
r
eet
sConst
r
uc
.
.

Gr
andTot
al
$30,
000

$30,
000

$30,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$30,
000

FY2020

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

Pr
oj
ec
tTi
t
l
e

CI
PI
T72000

CI
TYWI
DEERPSOLUTI
ON

Gr
andTot
al

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

ANNUAL BUDGET
Fiscal Year 2019-2020

Tec
hnol
ogy

Gr
andTot
al

$579,
705

$579,
705

$579,
705

$579,
705

423
FY2020-2029 Capital Improvement Program
Project Detail

Summar
ybyFundi
ngSour
c
e
Fundi
ngSour
c
e

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

ANNUAL BUDGET
Fiscal Year 2019-2020

Tec
hnol
ogy

Gr
andTot
al

7070Ci
t
ywi
deERPSol
ut
i
on

$579,
705

$579,
705

Gr
andTot
al

$579,
705

$579,
705

424
FY2020-2029 Capital Improvement Program
Project Detail

CI
TYWI
DEERPSOLUTI
ON

Pr
oj
ec
tType
Tec
hnol
ogy

Pr
oj
ec
tNumber
Al
l

Pr
oj
ec
tNumber
: CI
PI
T72000

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thec
ur
r
entPeopl
esof
tsyst
em hasr
eac
hedi
t
'
sendofl
i
f
e.Repl
ac
ementoft
heCi
t
y'
sERPsyst
em t
oTyl
er
Muni
sal
soi
nc
l
udesmodul
esf
orfinanc
i
al
s,pr
oc
ur
ement
,budget
,andHR.Thi
s
yearwi
l
lbet
hel
astyearofi
mpl
ement
at
i
on.Thi
ssyst
em wi
l
lr
epl
ac
eal
lPSappl
i
c
at
i
ons.

J
ust
i
fic
at
i
on

425

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

7070Ci
t
ywi
deERPSol
ut
i
on

Gr
andTot
al
$579,
705

$579,
705

$579,
705

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$579,
705

FY2020

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

Pr
oj
ec
tTi
t
l
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Tr
ansi
t

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

426

CI
PTR20006

BUSSTOPENHANCEMENTS
(
MATCH)

$0

$137,
500

$0

$0

$0

$0

$0

$137,
500

CI
PTR20007

BUSSTOPACCESSENHANCEMENTS
(
MAG)

$0

$250,
000

$0

$0

$0

$0

$0

$250,
000

CI
PTR65022

TRANSP.PROG.ENGR.
CONSUL
TANT

$0

$265,
000

$265,
000

$270,
000

$270,
000

$275,
000

$1,
045,
000

$2,
390,
000

CI
PTR65069 GLENDALETRANSPORTATI
ONPLAN

$256,
011

$0

$0

$0

$0

$0

$0

$256,
011

Gr
andTot
al

$256,
011

$652,
500

$265,
000

$270,
000

$270,
000

$275,
000

$1,
045,
000

$3,
033,
511

FY2020-2029 Capital Improvement Program
Project Detail

Summar
ybyFundi
ngSour
c
e
Fundi
ngSour
c
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Tr
ansi
t
CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$0

$325,
000

$0

$0

$0

$0

$0

$325,
000

4030Tr
anspor
t
at
i
onCapi
t
alPr
oj

$256,
011

$327,
500

$265,
000

$270,
000

$270,
000

$275,
000

$1,
045,
000

$2,
708,
511

Gr
andTot
al

$256,
011

$652,
500

$265,
000

$270,
000

$270,
000

$275,
000

$1,
045,
000

$3,
033,
511

2060Tr
anspor
t
at
i
onGr
ant
s

427
FY2020-2029 Capital Improvement Program
Project Detail

BUSSTOPENHANCEMENTS(
MATCH)

Pr
oj
ec
tType
Tr
ansi
t

Pr
oj
ec
tNumber
CI
PTR20006

Pr
oj
ec
tNumber
: CI
PTR20006

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
twi
l
li
nc
l
udepour
i
ngpadsf
orboar
di
ngdeboar
di
ngatvar
i
ousbusst
ops,c
onnec
t
i
ngdet
ac
hedsi
dewal
kst
opads,andext
endi
ngsi
dewal
kst
of
r
om ac
r
osswal
kt
ot
hest
op,
al
l
owi
ngmobi
l
i
t
ydevi
c
esac
c
esst
ot
hepad.

J
ust
i
fic
at
i
on
Fundi
ngt
omat
c
hFTAf
unds.Thesef
undswi
l
lbeusedt
oenhanc
ei
dent
i
fiedst
opst
omaket
hem ac
c
essi
bl
e,t
her
ebybr
i
ngi
ngt
hem i
nt
oc
ompl
i
anc
ewi
t
hAmer
i
c
anwi
t
hDi
sabi
l
i
t
i
esAc
t
l
egi
sl
at
i
on.

428

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

2060Tr
anspor
t
at
i
onGr
ant
s

$125,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al
$125,
000

$12,
500

$12,
500

$137,
500

$137,
500

FY2020-2029 Capital Improvement Program
Project Detail

4030Tr
anspor
t
at
i
onCapi
t
a.
.

Gr
andTot
al

FY2020

BUSSTOPACCESSENHANCEMENTS(
MAG)

Pr
oj
ec
tType
Tr
ansi
t

Pr
oj
ec
tNumber
CI
PTR20007

Pr
oj
ec
tNumber
: CI
PTR20007

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

I
mpr
ovement
st
oexi
st
i
ngbusst
opsatvar
i
ousl
oc
at
i
onst
hr
oughoutt
hec
i
t
yt
oi
mpr
oveac
c
essi
bi
l
i
t
y,i
nc
l
udi
ngADAr
amps,busst
oppads(
f
orwheel
c
hai
r
)
.

J
ust
i
fic
at
i
on
Fundi
ngt
omat
c
hAc
hi
evi
ngTr
ansi
tAc
c
essi
bi
l
i
t
yNow (
ATAN)f
unds.Thesef
undswi
l
lbeusedt
oenhanc
ei
dent
i
fiedst
opst
omaket
hem ac
c
essi
bl
e,t
her
ebybr
i
ngi
ngt
hem i
nt
oc
ompl
i
anc
e
wi
t
hADAl
egi
sl
at
i
on.Thi
spr
oj
ec
tpr
omot
esorenhanc
est
hequal
i
t
yofl
i
f
ef
ort
her
esi
dent
sandvi
si
t
or
s.TheCi
t
y’
sCapi
t
alc
ostoft
hepr
oj
ec
tar
ei
nt
endedt
obemi
t
i
gat
edbyl
ever
agi
ng
out
si
deagenc
yf
undi
ng

429

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

MI
SCCI
P

2060Tr
anspor
t
at
i
onGr
ant
s

$200,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al
$200,
000

$50,
000

$50,
000

$250,
000

$250,
000

FY2020-2029 Capital Improvement Program
Project Detail

4030Tr
anspor
t
at
i
onCapi
t
a.
.

Gr
andTot
al

FY2020

TRANSP.PROG.ENGR.CONSULTANT

Pr
oj
ec
tType
Tr
ansi
t

Pr
oj
ec
tNumber
CI
PTR65022

Pr
oj
ec
tNumber
: CI
PTR65022

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
of
essi
onalengi
neer
i
ngf
orpr
epar
at
i
onofdesi
gnc
onc
ept
sandadmi
ni
st
r
at
i
onofr
i
ght
of
waypur
c
hasef
orr
oadway,bi
c
yc
l
e,pedest
r
i
anandt
r
ansi
tpr
oj
ec
t
s.Pr
ovi
di
ngpr
of
essi
onal
engi
neer
i
ngr
ec
ommendat
i
onsonc
api
t
alpr
oj
ec
t
sandoper
at
i
onsandmai
nt
enanc
eofc
ompl
et
edpr
oj
ec
t
s.

J
ust
i
fic
at
i
on

Consul
t
i
ngser
vi
c
esar
enec
essar
yf
orst
udi
esandot
hert
r
anspor
t
at
i
onr
el
at
edser
vi
c
es.

430

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

STUDY

4030Tr
anspor
t
at
i
onCapi
t
a.
.

$265,
000

$270,
000

$270,
000

$275,
000

$1,
045,
000

Gr
andTot
al
$2,
390,
000

$265,
000

$265,
000

$270,
000

$270,
000

$275,
000

$1,
045,
000

$2,
390,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$265,
000

FY2020

GLENDALETRANSPORTATI
ONPLAN

Pr
oj
ec
tType
Tr
ansi
t

Pr
oj
ec
tNumber
CI
PTR65069

Pr
oj
ec
tNumber
: CI
PTR65069

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Thi
spr
oj
ec
twi
l
lupdat
et
he2009Ci
t
yofGl
endal
eTr
anspor
t
at
i
onPl
an.Thepl
anwi
l
li
nc
l
udeel
ement
st
hataddr
ess
r
oadways,t
r
ansi
t
,bi
c
yc
l
e,pedest
r
i
an,Tr
anspor
t
at
i
onSyst
em Management
,andi
nc
l
udepubl
i
ci
nvol
vement
.

J
ust
i
fic
at
i
on

431

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

4030Tr
anspor
t
at
i
onCapi
t
a.
.

Gr
andTot
al
$256,
011

$256,
011

$256,
011

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$256,
011

FY2020

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

Pr
oj
ec
tTi
t
l
e

CI
PWW190.
. GLENDALEAVE93r
d99t
hAVE

ANNUAL BUDGET
Fiscal Year 2019-2020

Wast
ewat
er

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$0

$0

$0

$0

$0

$0

$3,
500,
000

$3,
500,
000

ARROWHEADSEWERLI
NES-PHASE
2

$0

$0

$0

$0

$380,
000

$500,
000

$3,
300,
000

$4,
180,
000

CI
PWW190.
.

ARROWHEADSEWERLI
NES-PHASE
3

$0

$0

$0

$0

$0

$350,
000

$3,
800,
000

$4,
150,
000

$0

$72,
000

$737,
000

$72,
000

$604,
000

$2,
175,
950

$2,
050,
000

$5,
710,
950

$0

$600,
000

$3,
620,
000

$980,
000

$0

$0

$0

$5,
200,
000

CI
PWW600.
. ARRWHDWTRRECLAM FACI
MPS

$1,
981,
512

$4,
619,
762

$0

$200,
000

$0

$2,
000,
000

$10,
000,
000

$18,
801,
274

CI
PWW600.
. WESTAREAWRFI
MPROVEMENTS

$264,
617

$8,
336,
000

$4,
914,
000

$8,
800,
000

$816,
000

$3,
100,
000

$6,
000,
000

$32,
230,
617

CI
PWW630.
. 99THAVEI
NTERCEPTORLI
NE

$252,
329

$0

$0

$0

$0

$0

$0

$252,
329

CI
PWW630.
. ARROWHEADSEWERLI
NES

$500,
000

$300,
000

$1,
000,
000

$1,
000,
000

$1,
000,
000

$0

$0

$3,
800,
000

CI
PWW630.
. 91STAVE.CONSTRUCTI
ON

$538,
787

$2,
300,
000

$2,
100,
000

$2,
800,
000

$2,
600,
000

$2,
500,
000

$10,
000,
000

$22,
838,
787

CI
PWW630.
. SEWERLI
NEREPLACEMENT

$1,
516,
245

$3,
500,
000

$2,
800,
000

$900,
000

$4,
650,
000

$3,
500,
000

$2,
000,
000

$18,
866,
245

CI
PWW630.
. SEWERLI
NEEXTENSI
ON

$506,
674

$0

$0

$0

$0

$0

$0

$506,
674

CI
PWW630.
. CI
TYWI
DEMANHOLEREHAB

$372,
112

$500,
000

$500,
000

$500,
000

$250,
000

$250,
000

$2,
500,
000

$4,
872,
112

CI
PWW200.
. 99THAVENUEI
NTERCEPTOR

432

CI
PWW200.
.

WASTEWATERSERVI
CESFORLUKE
AFB

CI
PWW630.
.L
I
FTSTATI
ONRECOND.PROGRAM

FY2020-2029 Capital Improvement Program
Project Detail

CI
PWW190.
.

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
NI
C
u
P
mb
WW6
er30.
.C
PI
r
T
o
Y
j
e
WI
c
t
D
TE
i
t
l
MA
e NHOLEREHAB
CI
PWW630.
.L
I
FTSTATI
ONRECOND.PROGRAM

CI
PWW630.
.

WASTEWATERCAPI
TAL
EQUI
PMENT

CI
PWW630.
. WASTEWATERCOLLECTI
MPRV

Gr
andTot
al

ANNUAL BUDGET
Fiscal Year 2019-2020

Wast
ewat
er

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$849,
225

$900,
000

$2,
300,
000

$1,
500,
000

$0

$0

$0

$5,
549,
225

$178,
856

$500,
000

$500,
000

$500,
000

$0

$0

$0

$1,
678,
856

$250,
000

$500,
000

$500,
000

$0

$0

$0

$0

$1,
250,
000

$7,
210,
357

$22,
127,
762

$18,
971,
000

$17,
252,
000

$10,
300,
000

$14,
375,
950

$43,
150,
000

$133,
387,
069

433
FY2020-2029 Capital Improvement Program
Project Detail

Summar
ybyFundi
ngSour
c
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Wast
ewat
er
Fundi
ngSour
c
e

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

6030Sewer

$7,
210,
357

$22,
127,
762

$18,
971,
000

$17,
252,
000

$10,
300,
000

$14,
375,
950

$43,
150,
000

$133,
387,
069

Gr
andTot
al

$7,
210,
357

$22,
127,
762

$18,
971,
000

$17,
252,
000

$10,
300,
000

$14,
375,
950

$43,
150,
000

$133,
387,
069

434
FY2020-2029 Capital Improvement Program
Project Detail

GLENDALEAVE93r
d99t
hAVE

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW19086

Pr
oj
ec
tNumber
: CI
PWW19086

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Desi
gnandc
onst
r
uc
t
i
onofpar
al
l
elseweronGl
endal
eAvenuef
r
om 93r
dt
o99t
hAvenue.

J
ust
i
fic
at
i
on

Thi
spr
oj
ec
twi
l
lpr
ovi
deaddi
t
i
onalsewerl
i
nec
apac
i
t
yi
nt
hear
eaal
ongGl
endal
eAvenuef
r
om 93r
dt
o99t
hAvenue.

435

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

6030Sewer

$2,
900,
000

Gr
andTot
al
$2,
900,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6030Sewer

$500,
000

$500,
000

6030Sewer

$71,
000

$71,
000

PUBLI
CART

6030Sewer

$29,
000

$29,
000

$3,
500,
000

$3,
500,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
I
NTRNLCHG

ARROWHEADSEWERLI
NES-PHASE2

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW19087

Pr
oj
ec
tNumber
: CI
PWW19087

Desc
r
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FY2021

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6030Sewer

$380,
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$30,
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$33,
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$380,
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$500,
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$3,
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$4,
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Project Detail

DESI
GN
I
NTRNLCHG

ARROWHEADSEWERLI
NES-PHASE3

Pr
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tType
Wast
ewat
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Pr
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ec
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CI
PWW19088

Pr
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ec
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PWW19088

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Pac
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FY2021

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6030Sewer

$350,
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$650,
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$167,
000

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000

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$33,
000

$33,
000

$350,
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$3,
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$4,
150,
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FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
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NTRNLCHG

99THAVENUEI
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Pr
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Pr
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CI
PWW20011

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PWW20011

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Fiscal Year 2019-2020

Pac
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P

99t
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$737,
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$5,
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710,
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FY2020-2029 Capital Improvement Program
Project Detail

Gr
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$72,
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FY2020

WASTEWATERSERVI
CESFORLUKEAFB

Pr
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Wast
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Pr
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CI
PWW20030

Pr
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PWW20030

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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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439

Capi
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Cat
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Fundi
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CONSTRUCT

6030Sewer

$0

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FY2021

$930,
000

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$4,
430,
000

FY2022

$3,
500,
000

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FY2024

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6030Sewer

$600,
000

$0

$0

$600,
000

6030Sewer

$0

$85,
000

$40,
000

$125,
000

PUBLI
CART

6030Sewer

$0

$35,
000

$10,
000

$45,
000

$600,
000

$3,
620,
000

$980,
000

$5,
200,
000

Gr
andTot
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FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
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NTRNLCHG

ARRWHDWTRRECLAM FACI
MPS

Pr
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ec
tType
Wast
ewat
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Pr
oj
ec
tNumber
CI
PWW60007

Pr
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ec
tNumber
: CI
PWW60007

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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P

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440

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Cat
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CARRYOVER

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$1,
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512

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$0

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Gr
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$1,
981,
512

FY2020

FY2021

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FY2024

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6030Sewer

$3,
696,
715

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$10,
000,
000

$13,
696,
715

6030Sewer

$886,
080

$0

$0

$0

$886,
080

EQUI
PMENT

6030Sewer

$0

$200,
000

$0

$0

$200,
000

PUBLI
CART

6030Sewer

$36,
967

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$36,
967

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6030Sewer

$0

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$2,
000,
000

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$2,
000,
000

$6,
601,
274

$200,
000

$2,
000,
000

$10,
000,
000

$18,
801,
274

Gr
andTot
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FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

WESTAREAWRFI
MPROVEMENTS

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW60016

Pr
oj
ec
tNumber
: CI
PWW60016

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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FY2029CI
P

St
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.

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441

Capi
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Cat
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Fundi
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c
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CARRYOVER

6030Sewer

$264,
617

$0

$0

FY2020

FY2021

FY2022

$0

$0

$0

Gr
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al
$264,
617

FY2023

FY2024

FY20252029

6030Sewer

$7,
066,
000

$3,
500,
000

$8,
000,
000

$0

$2,
500,
000

$5,
000,
000

$26,
066,
000

6030Sewer

$570,
000

$1,
030,
000

$520,
000

$600,
000

$200,
000

$1,
000,
000

$3,
920,
000

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NTRNLCHG

6030Sewer

$465,
000

$352,
000

$200,
000

$216,
000

$375,
000

$0

$1,
608,
000
$172,
000

PUBLI
CART

6030Sewer

$35,
000

$32,
000

$80,
000

$0

$25,
000

$0

STUDY

6030Sewer

$200,
000

$0

$0

$0

$0

$0

$200,
000

$8,
600,
617

$4,
914,
000

$8,
800,
000

$816,
000

$3,
100,
000

$6,
000,
000

$32,
230,
617

FY2022
$240,
000

FY2023
$328,
000

FY2024
$328,
000

FY20252029
$1,
640,
000

$240,
000

$328,
000

$328,
000

$1,
640,
000

Gr
andTot
al
$2,
536,
000
$2,
536,
000

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andTot
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Oper
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PO&M

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O&M Fundi
ngSour
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FY2020

FY2021

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

99THAVEI
NTERCEPTORLI
NE

Pr
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tType
Wast
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Pr
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ec
tNumber
CI
PWW63003

Pr
oj
ec
tNumber
: CI
PWW63003

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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FY2029CI
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99t
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442

Capi
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Cat
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CARRYOVER

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$252,
329

$252,
329

$252,
329

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
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$252,
329

FY2020

ARROWHEADSEWERLI
NES

Pr
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ec
tType
Wast
ewat
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Pr
oj
ec
tNumber
CI
PWW63006

Pr
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ec
tNumber
: CI
PWW63006

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

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443

Capi
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Cat
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CARRYOVER

6030Sewer

$500,
000

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$0

$0

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$500,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

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$0

$400,
000

$900,
000

$900,
000

$2,
200,
000

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$0

$500,
000

$0

$0

$500,
000

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NTRNLCHG

6030Sewer

$0

$60,
000

$91,
000

$91,
000

$242,
000

PUBLI
CART

6030Sewer

$0

$40,
000

$9,
000

$9,
000

$58,
000

STUDY

6030Sewer

$300,
000

$0

$0

$0

$300,
000

$800,
000

$1,
000,
000

$1,
000,
000

$1,
000,
000

$3,
800,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

91STAVE.CONSTRUCTI
ON

Pr
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ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW63010

Pr
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ec
tNumber
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PWW63010

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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mpr
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444

Capi
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Cat
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Fundi
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CARRYOVER

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EQUI
PMENT

6030Sewer

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787

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FY2022
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FY2023
$0

FY2024
$0

$0

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$538,
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FY20252029
$0

$2,
300,
000

$2,
100,
000

$2,
800,
000

$2,
600,
000

$2,
500,
000

$10,
000,
000

$22,
300,
000

$2,
838,
787

$2,
100,
000

$2,
800,
000

$2,
600,
000

$2,
500,
000

$10,
000,
000

$22,
838,
787

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

SEWERLI
NEREPLACEMENT

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW63016

Pr
oj
ec
tNumber
: CI
PWW63016

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Sewerl
i
ner
ehabi
l
i
t
at
i
onorr
epl
ac
ement
.Desi
gnandc
onst
r
uc
t
i
onper
f
or
medi
nphasesbasedonc
ondi
t
i
onassessment
s.

J
ust
i
fic
at
i
on
Segment
si
dent
i
fiedt
obei
npoorc
ondi
t
i
onwi
l
lber
epai
r
edorr
epl
ac
ed.I
ti
si
mpor
t
antt
hatsewagef
r
om r
esi
dent
i
alandbusi
nesswi
t
hi
nt
heCi
t
yber
el
i
abl
yandsaf
el
yc
onveyedt
hr
ough
t
hesewersyst
ems.Reduc
er
i
skofsewerl
i
nec
ol
l
apseandsewer
ageover
flows.I
nc
l
udesc
onst
r
uc
t
i
onofARWRFwast
eac
t
i
vat
edsl
udge(
WAS)l
i
nebypass.

445

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6030Sewer

$1,
516,
245

$0

$0

$0

$0

$0

Gr
andTot
al
$1,
516,
245

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6030Sewer

$2,
700,
000

$1,
900,
000

$800,
000

$3,
500,
000

$3,
000,
000

$2,
000,
000

$13,
900,
000

6030Sewer

$500,
000

$500,
000

$0

$500,
000

$400,
000

$0

$1,
900,
000

I
NTRNLCHG

6030Sewer

$273,
000

$181,
000

$92,
000

$315,
000

$70,
000

$0

$931,
000

PUBLI
CART

6030Sewer

$27,
000

$19,
000

$8,
000

$35,
000

$30,
000

$0

$119,
000

STUDY

6030Sewer

$0

$200,
000

$0

$300,
000

$0

$0

$500,
000

$5,
016,
245

$2,
800,
000

$900,
000

$4,
650,
000

$3,
500,
000

$2,
000,
000

$18,
866,
245

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

SEWERLI
NEEXTENSI
ON

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW63017

Pr
oj
ec
tNumber
: CI
PWW63017

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Sewerl
i
neext
ensi
onf
r
om 95t
hAvenuet
ot
hewest
.I
nc
l
udesover
si
z
i
ngofsewerl
i
neandl
i
f
tst
at
i
on.

J
ust
i
fic
at
i
on

Fundi
ngneededt
oi
nst
al
li
nf
r
ast
r
uc
t
ur
ef
ornew devel
opmentwi
t
hi
nt
heVi
si
on4ar
ea.

446

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6030Sewer

Gr
andTot
al
$506,
674

$506,
674

$506,
674

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$506,
674

FY2020

CI
TYWI
DEMANHOLEREHAB

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW63024

Pr
oj
ec
tNumber
: CI
PWW63024

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Manhol
er
ehabi
l
i
t
at
i
ont
hr
oughoutt
hec
i
t
y.Const
r
uc
t
i
onper
f
or
medi
nphases.

J
ust
i
fic
at
i
on
Manhol
esar
ei
naver
yc
or
r
osi
veenvi
r
onment
.I
ti
si
mpor
t
antt
hatsewagef
r
om r
esi
dent
i
alhomesandbusi
nessesc
anber
el
i
abl
yc
onveyedi
nsewerl
i
nest
hathavest
r
uc
t
ur
ali
nt
egr
i
t
y.
Rehabi
l
i
t
at
i
onr
educ
est
her
i
skofsewerl
i
nec
ol
l
apseandsewer
ageover
flows,t
hus,c
r
eat
i
nganenvi
r
onment
alhaz
ar
d.

447

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6030Sewer

$372,
112

$0

$0

$0

$0

$0

Gr
andTot
al
$372,
112

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6030Sewer

$450,
000

$450,
000

$450,
000

$180,
000

$220,
000

$2,
200,
000

$3,
950,
000

6030Sewer

$0

$0

$0

$0

$0

$200,
000

$200,
000

I
NTRNLCHG

6030Sewer

$45,
500

$45,
500

$45,
500

$18,
200

$27,
800

$78,
000

$260,
500

PUBLI
CART

6030Sewer

$4,
500

$4,
500

$4,
500

$1,
800

$2,
200

$22,
000

$39,
500

STUDY

6030Sewer

$0

$0

$0

$50,
000

$0

$0

$50,
000

$872,
112

$500,
000

$500,
000

$250,
000

$250,
000

$2,
500,
000

$4,
872,
112

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

LI
FTSTATI
ONRECOND.PROGRAM

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW63030

Pr
oj
ec
tNumber
: CI
PWW63030

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Assessc
ondi
t
i
onandr
ehabi
l
i
t
at
el
i
f
tst
at
i
onsandr
el
at
edf
or
c
emai
nsc
i
t
ywi
de.

J
ust
i
fic
at
i
on
SewerLi
f
tSt
at
i
onsar
ec
ont
i
nuousl
yi
noper
at
i
onandi
naver
yc
or
r
osi
veenvi
r
onment
.Condi
t
i
onassessmenti
sper
f
or
medt
odet
er
mi
newhati
mpr
ovement
sar
eneeded.I
ti
si
mpor
t
antt
o
ensur
et
hel
i
f
tst
at
i
onsar
ei
ngoodoper
at
i
onalc
ondi
t
i
onsandmeetsaf
et
yr
equi
r
ement
s.Pot
ent
i
alequi
pmentf
ai
l
ur
ewoul
dc
ausesewer
ageover
flows,t
hus,c
r
eat
i
nganenvi
r
onment
al
haz
ar
d.

448

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6030Sewer

$849,
225

$0

$0

Gr
andTot
al
$849,
225

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6030Sewer

$500,
000

$1,
600,
000

$1,
400,
000

$3,
500,
000

6030Sewer

$200,
000

$200,
000

$0

$400,
000

EQUI
PMENT

6030Sewer

$100,
000

$300,
000

$0

$400,
000

I
NTRNLCHG

6030Sewer

$0

$184,
000

$86,
000

$270,
000

I
TI
NFRAST

6030Sewer

$94,
000

$0

$0

$94,
000

PUBLI
CART

6030Sewer

$6,
000

$16,
000

$14,
000

$36,
000

$1,
749,
225

$2,
300,
000

$1,
500,
000

$5,
549,
225

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

WASTEWATERCAPI
TALEQUI
PMENT

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW63031

Pr
oj
ec
tNumber
: CI
PWW63031

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Repl
ac
ementofc
api
t
alequi
pmentatwast
ewat
erf
ac
i
l
i
t
i
es.I
nc
l
udesPLCandVFD.

J
ust
i
fic
at
i
on
Asequi
pmentatt
hewast
ewat
erc
ol
l
ec
t
i
onsyst
em r
eac
ht
heendofser
vi
c
el
i
f
e,i
ti
sr
epl
ac
ed.I
ti
sc
r
i
t
i
c
alt
oensur
eCi
t
y’
sc
ol
l
ec
t
i
onsyst
em i
si
ngoodoper
at
i
onalc
ondi
t
i
ont
omeetwat
er
demandsandr
egul
at
or
yr
equi
r
ement
s.I
tc
r
i
t
i
c
alt
omaket
heser
epl
ac
ement
si
nat
i
mel
ymannerbef
or
ef
ai
l
ur
esoc
c
ur
s.

449

Capi
t
alCost
s
Fundi
ngSour
c
e
6030Sewer

EQUI
PMENT

6030Sewer

Gr
andTot
al

FY2020
$178,
856

FY2021

$0

Gr
andTot
al
$178,
856

FY2022
$0

FY2023

FY2024

FY20252029

$500,
000

$500,
000

$500,
000

$1,
500,
000

$678,
856

$500,
000

$500,
000

$1,
678,
856

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

WASTEWATERCOLLECTI
MPRV

Pr
oj
ec
tType
Wast
ewat
er

Pr
oj
ec
tNumber
CI
PWW63032

Pr
oj
ec
tNumber
: CI
PWW63032

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

St
udy,desi
gnandc
onst
r
uc
ti
mpr
ovement
st
owast
ewat
erc
ol
l
ec
t
i
onsyst
em.I
nc
l
udesai
rr
el
i
efval
ves,odorc
ont
r
ol
,andf
or
c
emai
ns.

J
ust
i
fic
at
i
on
Asequi
pmentatt
hewast
ewat
erc
ol
l
ec
t
i
onsyst
em r
eac
ht
heendofser
vi
c
el
i
f
e,i
ti
sr
epl
ac
ed.I
ti
sc
r
i
t
i
c
alt
oensur
eCi
t
y’
sc
ol
l
ec
t
i
onsyst
em i
si
ngoodoper
at
i
onalc
ondi
t
i
ont
omeetwat
er
demandsandr
egul
at
or
yr
equi
r
ement
s.I
tc
r
i
t
i
c
alt
omaket
heser
epl
ac
ement
si
nat
i
mel
ymannerbef
or
ef
ai
l
ur
esoc
c
ur
s.

450

Capi
t
alCost
s
Fundi
ngSour
c
e
6030Sewer

EQUI
PMENT

6030Sewer

Gr
andTot
al

$0

Gr
andTot
al
$250,
000

$500,
000

$500,
000

$1,
000,
000

$750,
000

$500,
000

$1,
250,
000

FY2020
$250,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

Summar
ybyPr
oj
ec
t
Pr
oj
ec
t
Number

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$0

$0

$0

$0

$0

$3,
500,
000

$3,
500,
000

$7,
000,
000

CI
PWA19020 SCADASTUDY&REPLACEMENT

$0

$0

$0

$400,
000

$450,
000

$750,
000

$0

$1,
600,
000

CI
PWA19021 STORAGEANDRECOVERYWELL

$0

$0

$350,
000

$350,
000

$350,
000

$350,
000

$1,
500,
000

$2,
900,
000

CI
PWA19022 WATERSUPPLYREDUNDANCY

$0

$800,
000

$1,
500,
000

$2,
000,
000

$5,
000,
000

$3,
000,
000

$10,
000,
000

$22,
300,
000

L
OOP101WATERTREATMENT
PL
ANT

$0

$0

$0

$0

$0

$0

$43,
023,
225

$43,
023,
225

CI
PWA60015 ASSETMANGEMENTPROGRAM

$1,
153,
095

$1,
500,
000

$1,
000,
000

$0

$0

$0

$0

$3,
653,
095

CI
PWA60017 I
NTEGRATEDWATERMASTERPLAN

$1,
381,
078

$750,
000

$1,
250,
000

$0

$0

$0

$0

$3,
381,
078

CI
PWA60018 LABORATORYEQUI
PMENT

$225,
000

$350,
000

$150,
000

$250,
000

$0

$0

$0

$975,
000

CI
PWA60019 VEHI
CLEREPLACEMENT

$1,
150,
000

$600,
000

$750,
000

$600,
000

$1,
000,
000

$600,
000

$4,
000,
000

$8,
700,
000

CI
PWA61001 LARGEWATERVALVES

$620,
365

$529,
142

$650,
000

$650,
000

$650,
000

$650,
000

$3,
250,
000

$6,
999,
507

CI
PWA61013 WATERLI
NEREPLACEMENT

$1,
542,
065

$2,
500,
000

$1,
500,
000

$1,
500,
000

$0

$0

$7,
500,
000

$14,
542,
065

CI
PWA61023 WATERSYSTEM SECURI
TY

$150,
000

$150,
000

$150,
000

$150,
000

$150,
000

$150,
000

$350,
000

$1,
250,
000

$8,
225,
860

$5,
582,
610

$300,
000

$3,
400,
000

$2,
300,
000

$2,
000,
000

$20,
600,
000

$42,
408,
470

451

CI
PWA19085

CI
PWA61024

WHI
TEMTNAPACHEWATER
RI
GHTS

CHOL
LAWATERPLANTPROCESS
I
MP

CI
PWA61027 WATERLI
NEEXTENSI
ON

FY2020-2029 Capital Improvement Program
Project Detail

CARRYOVER

CI
PWA19018

Pr
oj
ec
tTi
t
l
e

ANNUAL BUDGET
Fiscal Year 2019-2020

Wat
er

Summar
ybyPr
oj
ec
t
CHOL
LAWATERPLANTPROCESS
Pr
oj
ec
t
I
MP
NI
C
u
P
mb
WA
e
6
r
1024 P
r
oj
ec
tTi
t
l
e
CI
PWA61027 WATERLI
NEEXTENSI
ON

CI
PWA61043 PYRAMI
DPEAKWTPPROCESSI
MP.

CI
PWA61045

THUNDERBI
RDRESERVOI
RMI
SC.
I
M

CI
PWA61047 CI
TYWI
DEMETERVAULTI
MP

ANNUAL BUDGET
Fiscal Year 2019-2020

Wat
er

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

$870,
832

$0

$0

$0

$0

$0

$0

$870,
832

$2,
318,
196

$10,
103,
591

$7,
066,
834

$2,
957,
317

$0

$2,
500,
000

$18,
100,
000

$43,
045,
938

$0

$200,
000

$500,
000

$0

$1,
500,
000

$0

$1,
250,
000

$3,
450,
000

$739,
049

$650,
000

$650,
000

$0

$0

$0

$1,
000,
000

$3,
039,
049

452

GROUNDWATERWELL
REHABI
LI
TATI
ON

$485,
829

$1,
000,
000

$2,
000,
000

$0

$200,
000

$200,
000

$4,
200,
000

$8,
085,
829

CI
PWA61049

ZONE2&3DI
STRI
BUTI
ON
I
MPROVEMENTS

$232,
652

$500,
000

$1,
000,
000

$0

$0

$0

$0

$1,
732,
652

CI
PWA61051

ACCRUALOFLTWTRSTORAGE
CREDI
TS

$500,
000

$500,
000

$500,
000

$500,
000

$0

$0

$0

$2,
000,
000

CI
PWA61052 RECHARGESTORAGEASSESSMENT

$216,
000

$0

$0

$0

$0

$300,
000

$1,
200,
000

$1,
716,
000

CI
PWA61054 DI
STRI
BSYSI
MPRV-CI
TYWI
DE

$853,
569

$500,
000

$500,
000

$0

$0

$0

$1,
500,
000

$3,
353,
569

CI
PWA61055 OASI
SWTPI
MPROVEMENTS

$655,
197

$2,
000,
000

$2,
250,
000

$0

$500,
000

$2,
000,
000

$11,
000,
000

$18,
405,
197

$1,
332,
726

$34,
709,
587

$13,
155,
271

$3,
533,
846

$0

$0

$0

$52,
731,
430

CI
PWA61061 WATERCAPI
TALEQUI
PMENT

$397,
893

$1,
000,
000

$1,
000,
000

$500,
000

$500,
000

$0

$0

$3,
397,
893

CI
PWA61062 67THAVEWATERLI
NEI
MPROV

$400,
000

$0

$300,
000

$0

$0

$0

$0

$700,
000

CI
PWA61058 PYRAMI
DPEAKWTP15MGDEXP.

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CI
PWA61048

Summar
ybyPr
oj
ec
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ANNUAL BUDGET
Fiscal Year 2019-2020

Wat
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Pr
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NI
C
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CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
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Gr
andTot
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$23,
449,
406

$63,
924,
930

$36,
522,
105

$16,
791,
163

$12,
600,
000

$16,
000,
000

$131,
973,
225

$301,
260,
829

453
FY2020-2029 Capital Improvement Program
Project Detail

Summar
ybyFundi
ngSour
c
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ANNUAL BUDGET
Fiscal Year 2019-2020

Wat
er
Fundi
ngSour
c
e

CARRYOVER

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

Gr
andTot
al

6020Wat
er

$23,
449,
406

$63,
924,
930

$36,
522,
105

$16,
791,
163

$12,
600,
000

$16,
000,
000

$131,
973,
225

$301,
260,
829

Gr
andTot
al

$23,
449,
406

$63,
924,
930

$36,
522,
105

$16,
791,
163

$12,
600,
000

$16,
000,
000

$131,
973,
225

$301,
260,
829

454
FY2020-2029 Capital Improvement Program
Project Detail

WHI
TEMTNAPACHEWATERRI
GHTS

Pr
oj
ec
tType
Wat
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Pr
oj
ec
tNumber
CI
PWA19018

Pr
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ec
tNumber
: CI
PWA19018

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

100yearl
easeofwat
err
i
ght
spur
suantt
ot
heWhi
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ai
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363ac
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of
ol
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nf
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at
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455

Capi
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Cat
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Fundi
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MI
SCCI
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6020Wat
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FY2021

FY2022

FY2023

$3,
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000

$3,
500,
000

Gr
andTot
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$7,
000,
000

$3,
500,
000

$3,
500,
000

$7,
000,
000

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

FY2020

SCADASTUDY&REPLACEMENT

Pr
oj
ec
tType
Wat
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Pr
oj
ec
tNumber
CI
PWA19020

Pr
oj
ec
tNumber
: CI
PWA19020

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

St
udyal
t
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nat
i
vei
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ommuni
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J
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Syst
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omponentar
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ommendat
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456

Capi
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Fundi
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6020Wat
er

STUDY

6020Wat
er

Gr
andTot
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FY2020

FY2021

FY2022
$200,
000

FY2023

$0

Gr
andTot
al
$200,
000

FY2024
$0

FY20252029

$200,
000

$450,
000

$750,
000

$1,
400,
000

$400,
000

$450,
000

$750,
000

$1,
600,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
DESI
GN

STORAGEANDRECOVERYWELL

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA19021

Pr
oj
ec
tNumber
: CI
PWA19021

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Rehabi
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i
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at
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oundwat
err
ec
har
geandr
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over
ywel
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owheadWat
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lever
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J
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Rec
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ehabi
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at
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onever
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enyear
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oeffic
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l
yr
ec
har
geeffluent
.

457

Capi
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Cat
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Fundi
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CONSTRUCT

6020Wat
er

FY2020

FY2021

FY2022

$300,
000

FY2023

$300,
000

FY2024

$300,
000

$200,
000

$1,
250,
000

Gr
andTot
al
$2,
350,
000

FY20252029

6020Wat
er

$0

$0

$0

$100,
000

$0

$100,
000

6020Wat
er

$47,
000

$47,
000

$47,
000

$47,
000

$235,
000

$423,
000

PUBLI
CART

6020Wat
er

$3,
000

$3,
000

$3,
000

$3,
000

$15,
000

$27,
000

$350,
000

$350,
000

$350,
000

$350,
000

$1,
500,
000

$2,
900,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
I
NTRNLCHG

WATERSUPPLYREDUNDANCY

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA19022

Pr
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ec
tNumber
: CI
PWA19022

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

St
udy,desi
gnandc
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swi
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hadj
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Pr
ovi
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om mul
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esour
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edsuppl
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has,dr
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,pl
antshut
down,ort
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ansmi
ssi
onout
age.

458

Capi
t
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Cat
egor
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Fundi
ngSour
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CONSTRUCT

6020Wat
er

FY2020

$0

$1,
500,
000

$4,
300,
000

$2,
700,
000

$9,
000,
000

Gr
andTot
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$17,
500,
000

FY2021
$0

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$0

$0

$500,
000

$457,
000

$173,
000

$710,
000

$1,
840,
000

6020Wat
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$800,
000

$1,
500,
000

$0

$0

$0

$0

$2,
300,
000

I
NTRNLCHG

6020Wat
er

$0

$0

$0

$200,
000

$100,
000

$200,
000

$500,
000

PUBLI
CART

6020Wat
er

Gr
andTot
al

$0

$0

$0

$43,
000

$27,
000

$90,
000

$160,
000

$800,
000

$1,
500,
000

$2,
000,
000

$5,
000,
000

$3,
000,
000

$10,
000,
000

$22,
300,
000

FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
EQUI
PMENT

LOOP101WATERTREATMENTPLANT

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA19085

Pr
oj
ec
tNumber
: CI
PWA19085

Desc
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i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Fut
ur
egr
oundwat
ert
r
eat
mentpl
ant
.Revi
seneedaf
t
erWat
erMast
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ani
supdat
ed.

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ort
hi
swat
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mentpl
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uat
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ompl
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i
onoft
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at
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anr
evi
ew.

459

Capi
t
alCost
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Cat
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Fundi
ngSour
c
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CONSTRUCT

6020Wat
er

$35,
000,
000

Gr
andTot
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$35,
000,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$4,
025,
000

$4,
025,
000

6020Wat
er

$3,
500,
000

$3,
500,
000

I
NTRNLCHG

6020Wat
er

$148,
225

$148,
225

PUBLI
CART

6020Wat
er

Gr
andTot
al

$350,
000

$350,
000

$43,
023,
225

$43,
023,
225

FY2020-2029 Capital Improvement Program
Project Detail

CONTGNCY
DESI
GN

ASSETMANGEMENTPROGRAM

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA60015

Pr
oj
ec
tNumber
: CI
PWA60015

Desc
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i
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i
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Eval
uat
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ac
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em sof
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at
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onf
oraddi
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i
onalf
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i
t
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esandeffic
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enc
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es.

J
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war
ei
soutofdat
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hnol
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eswi
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lpr
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deeffic
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enc
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i
onalf
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onsdet
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mi
nemai
nt
enanc
eand/
ofr
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ac
ementofasset
.

460

Capi
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alCost
s
Fundi
ngSour
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6020Wat
er

EQUI
PMENT

6020Wat
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Gr
andTot
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$0

Gr
andTot
al
$1,
153,
095

$1,
500,
000

$1,
000,
000

$2,
500,
000

$2,
653,
095

$1,
000,
000

$3,
653,
095

FY2020
$1,
153,
095

FY2021

FY2022

FY2023

FY2024

FY20252029

Oper
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ngCost
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Cat
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CI
PO&M

Gr
andTot
al

O&M Fundi
ngSour
c
e

FY2020

FY2021
$10,
000

FY2022
$10,
000

FY2023
$10,
000

FY2024
$50,
000

$10,
000

$10,
000

$10,
000

$50,
000

FY20252029

Gr
andTot
al
$80,
000
$80,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

I
NTEGRATEDWATERMASTERPLAN

Pr
oj
ec
tType
Wat
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Pr
oj
ec
tNumber
CI
PWA60017

Pr
oj
ec
tNumber
: CI
PWA60017

Desc
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i
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i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Updat
eI
nt
egr
at
edMast
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ant
oi
nc
l
udet
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ansf
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,sewer
,r
ec
l
ai
medwat
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,andst
or
m wat
ersyst
ems.

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at
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st
i
ngwat
ermast
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anwaspr
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n2003andwast
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ermast
erpl
anwaspr
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n2008.Thi
spr
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ec
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ovi
desneededpl
anni
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ool
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r
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ei
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err
esour
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omeetant
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ut
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edevel
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ermanagementpl
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ed.

461

Capi
t
alCost
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Fundi
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6020Wat
er

NONCAPI
TAL

6020Wat
er

Gr
andTot
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Gr
andTot
al
$1,
381,
078

$750,
000

$1,
250,
000

$2,
000,
000

$2,
131,
078

$1,
250,
000

$3,
381,
078

FY2020
$1,
381,
078

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

LABORATORYEQUI
PMENT

Pr
oj
ec
tType
Wat
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Pr
oj
ec
tNumber
CI
PWA60018

Pr
oj
ec
tNumber
: CI
PWA60018

Desc
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i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Upgr
adeorr
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ac
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abor
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yequi
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.I
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udeswat
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,i
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omat
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ourI
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eeyear
s.

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satendofser
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el
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f
e.Mai
nt
enanc
ei
sbec
omi
ngc
ost
l
yver
susr
epl
ac
ement
.

462

Capi
t
alCost
s
Fundi
ngSour
c
e
6020Wat
er

EQUI
PMENT

6020Wat
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Gr
andTot
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FY2020

FY2021

$225,
000

$0

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andTot
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$225,
000

FY2022
$0

FY2023

FY2024

FY20252029

$350,
000

$150,
000

$250,
000

$750,
000

$575,
000

$150,
000

$250,
000

$975,
000

Oper
at
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ngCost
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Cat
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CI
PO&M

Gr
andTot
al

O&M Fundi
ngSour
c
e

FY2020

FY2021

FY2022
$1,
000

FY2023
$1,
000

FY2024
$1,
500

FY20252029
$8,
000

$1,
000

$1,
000

$1,
500

$8,
000

Gr
andTot
al
$11,
500
$11,
500

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

VEHI
CLEREPLACEMENT

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA60019

Pr
oj
ec
tNumber
: CI
PWA60019

Desc
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on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Repl
ac
ementofvehi
c
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es,heavyt
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avat
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onequi
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.

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463

Capi
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alCost
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Fundi
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6020Wat
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EQUI
PMENT

6020Wat
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Gr
andTot
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FY2020
$1,
150,
000

FY2021

FY2022
$0

FY2023
$0

FY2024
$0

$0

Gr
andTot
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$1,
150,
000

FY20252029
$0

$600,
000

$750,
000

$600,
000

$1,
000,
000

$600,
000

$4,
000,
000

$7,
550,
000

$1,
750,
000

$750,
000

$600,
000

$1,
000,
000

$600,
000

$4,
000,
000

$8,
700,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

LARGEWATERVALVES

Pr
oj
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tType
Wat
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Pr
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tNumber
CI
PWA61001

Pr
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: CI
PWA61001

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
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Desi
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suppr
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Theagesofmai
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ur
eandl
ossofser
vi
c
e.

464

Capi
t
alCost
s
Fundi
ngSour
c
e
6020Wat
er

EQUI
PMENT

6020Wat
er

Gr
andTot
al

FY2020
$620,
365

FY2021

FY2022
$0

FY2023
$0

FY2024
$0

$0

Gr
andTot
al
$620,
365

FY20252029
$0

$529,
142

$650,
000

$650,
000

$650,
000

$650,
000

$3,
250,
000

$6,
379,
142

$1,
149,
507

$650,
000

$650,
000

$650,
000

$650,
000

$3,
250,
000

$6,
999,
507

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

WATERLI
NEREPLACEMENT

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61013

Pr
oj
ec
tNumber
: CI
PWA61013

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Wat
er
l
i
ner
epl
ac
ementdesi
gnandc
onst
r
uc
t
i
on.Wor
ki
sper
f
or
medi
nphasesbasedonc
ondi
t
i
onassessment
s.

J
ust
i
fic
at
i
on
Theaver
ageageoft
hewat
erdi
st
r
i
but
i
onsyst
em i
sover35year
sol
d.Addi
t
i
onal
l
y,duet
ot
hepi
pec
ondi
t
i
onsomeoft
hewat
erl
i
nesegment
shavef
ai
l
edmul
t
i
pl
et
i
meswhi
c
hr
equi
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ost
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yemer
genc
yr
epai
r
sandunpl
annedser
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upt
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yr
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em f
ai
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ur
eandl
ossofwat
erser
vi
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et
oc
i
t
i
z
ens.

465

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6020Wat
er

$1,
542,
065

$0

$0

$0

Gr
andTot
al
$1,
542,
065

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$2,
000,
000

$1,
000,
000

$1,
100,
000

$5,
000,
000

$9,
100,
000

6020Wat
er

$400,
000

$400,
000

$200,
000

$1,
950,
000

$2,
950,
000

I
NTRNLCHG

6020Wat
er

$90,
000

$90,
000

$189,
000

$500,
000

$869,
000

PUBLI
CART

6020Wat
er

Gr
andTot
al

$10,
000

$10,
000

$11,
000

$50,
000

$81,
000

$4,
042,
065

$1,
500,
000

$1,
500,
000

$7,
500,
000

$14,
542,
065

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

WATERSYSTEM SECURI
TY

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61023

Pr
oj
ec
tNumber
: CI
PWA61023

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

I
nst
al
l
at
i
onofequi
pmentc
i
t
ywi
det
of
ur
t
herenhanc
esec
ur
i
t
yofc
i
t
y'
swat
ersuppl
y,t
r
eat
mentpl
ant
sanddi
st
r
i
but
i
onsyst
ems.

J
ust
i
fic
at
i
on

Repl
ac
eandupdat
ec
amer
asandequi
pmentatWat
erSer
vi
c
esf
ac
i
l
i
t
i
est
of
ur
t
herenhanc
esec
ur
i
t
yofCi
t
y'
swat
ersuppl
y,t
r
eat
mentpl
ant
sanddi
st
r
i
but
i
onsyst
ems.

466

Capi
t
alCost
s
Fundi
ngSour
c
e
6020Wat
er

EQUI
PMENT

6020Wat
er

Gr
andTot
al

FY2020
$150,
000

FY2021

FY2022
$0

FY2023
$0

FY2024
$0

$0

Gr
andTot
al
$150,
000

FY20252029
$0

$150,
000

$150,
000

$150,
000

$150,
000

$150,
000

$350,
000

$1,
100,
000

$300,
000

$150,
000

$150,
000

$150,
000

$150,
000

$350,
000

$1,
250,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

CHOLLAWATERPLANTPROCESSI
MP

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61024

Pr
oj
ec
tNumber
: CI
PWA61024

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

St
udy,desi
gn,andc
onst
r
uc
ti
mpr
ovement
st
ost
or
ager
eser
voi
r
s,c
hemi
c
alf
eedsyst
em,si
t
el
i
ght
i
ng,el
ec
t
r
i
c
alf
eedsyst
em,SCADAc
ont
r
ol
s,boost
erst
at
i
onsandadmi
nbui
l
di
ng
i
mpr
ovement
s.

J
ust
i
fic
at
i
on
TheChol
l
aWTP,c
onst
r
uc
t
edi
n1978,i
soneoft
woc
r
i
t
i
c
alpl
ant
sser
vi
ngt
her
esi
dent
sandbusi
nessofGl
endal
e.Thi
spl
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desf
ourbi
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l
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ongal
l
onsofwat
erannual
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hec
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por
t
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onofGl
endal
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at
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educ
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skofequi
pmentf
ai
l
ur
eandl
ossofser
vi
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oc
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t
i
z
ens.

467

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6020Wat
er

$8,
225,
860

$0

$0

$0

$0

$0

Gr
andTot
al
$8,
225,
860

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$4,
861,
649

$0

$2,
400,
000

$2,
000,
000

$1,
800,
000

$17,
000,
000

$28,
061,
649

6020Wat
er

$520,
961

$0

$690,
000

$200,
000

$100,
000

$3,
000,
000

$4,
510,
961

I
NTRNLCHG

6020Wat
er

$152,
000

$300,
000

$286,
000

$80,
000

$82,
000

$430,
000

$1,
330,
000

PUBLI
CART

6020Wat
er

Gr
andTot
al

$48,
000

$0

$24,
000

$20,
000

$18,
000

$170,
000

$280,
000

$13,
808,
470

$300,
000

$3,
400,
000

$2,
300,
000

$2,
000,
000

$20,
600,
000

$42,
408,
470

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

WATERLI
NEEXTENSI
ON

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61027

Pr
oj
ec
tNumber
: CI
PWA61027

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Wat
er
l
i
neext
ensi
oni
nst
al
l
at
i
ont
oext
endt
heCi
t
y'
swat
ert
r
ansmi
ssi
onanddi
st
r
i
but
i
onsyst
em t
omeetpr
oj
ec
t
eddemandf
r
om f
ut
ur
edevel
opment
.

J
ust
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fic
at
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on

Fundi
ngneededt
oi
nst
al
li
nf
r
ast
r
uc
t
ur
ef
ornew devel
opmentwi
t
hi
nt
heVi
si
on4ar
ea.

468

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6020Wat
er

Gr
andTot
al
$870,
832

$870,
832

$870,
832

FY2021

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Gr
andTot
al

$870,
832

FY2020

PYRAMI
DPEAKWTPPROCESSI
MP.

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61043

Pr
oj
ec
tNumber
: CI
PWA61043

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

St
udy,desi
gn,andc
onst
r
uc
tpr
oc
essi
mpr
ovement
st
ot
hewat
ersuppl
ysyst
em,washwat
ersyst
em,c
hemi
c
alf
eedsyst
em,el
ec
t
r
i
c
alsyst
em,andHVACsyst
ems.Ci
t
yofPeor
i
ashar
esi
n
23% oft
hec
ost
s.Per
f
or
mc
ondi
t
i
onassessmentandr
ehabi
l
i
t
at
i
oni
nsec
ond5yearper
i
od.

J
ust
i
fic
at
i
on
ThePyr
ami
dPeakWTP,c
onst
r
uc
t
edi
n1987,i
soneoft
woc
r
i
t
i
c
alpl
ant
sser
vi
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her
esi
dent
sandbusi
nessesofGl
endal
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spl
antpr
ovi
dest
enbi
l
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i
ongal
l
onsofwat
ert
ot
henor
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her
n
andc
ent
r
alpor
t
i
onsofGl
endal
e,whi
c
hi
nc
l
udest
hr
eebi
l
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i
ongal
l
onsofwat
ert
oPeor
i
a.

469

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6020Wat
er

$2,
318,
196

$0

$0

$0

$0

Gr
andTot
al
$2,
318,
196
$33,
760,
095

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$8,
790,
434

$5,
012,
344

$957,
317

$2,
000,
000

$17,
000,
000

6020Wat
er

$100,
000

$614,
599

$0

$0

$0

$714,
599

DESI
GN

6020Wat
er

$723,
157

$929,
456

$0

$300,
000

$1,
000,
000

$2,
952,
613

EQUI
PMENT

6020Wat
er

$325,
000

$90,
000

$0

$0

$100,
000

$515,
000

I
NTRNLCHG

6020Wat
er

$100,
000

$100,
000

$100,
000

$0

$0

$300,
000

STUDY

6020Wat
er

$65,
000

$320,
435

$1,
900,
000

$200,
000

$0

$2,
485,
435

$12,
421,
787

$7,
066,
834

$2,
957,
317

$2,
500,
000

$18,
100,
000

$43,
045,
938

FY2021
$400,
000

FY2022
$500,
000

FY2023
$750,
000

FY2024
$750,
000

FY20252029
$5,
000,
000

$400,
000

$500,
000

$750,
000

$750,
000

$5,
000,
000

Gr
andTot
al
$7,
400,
000
$7,
400,
000

Gr
andTot
al

Oper
at
i
ngCost
s
Cat
egor
y
CI
PO&M

Gr
andTot
al

O&M Fundi
ngSour
c
e

FY2020

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
CONTGNCY

THUNDERBI
RDRESERVOI
RMI
SC.I
M

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61045

Pr
oj
ec
tNumber
: CI
PWA61045

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Desi
gnandc
onst
r
uc
ti
mpr
ovement
st
oi
nc
r
easewat
erqual
i
t
yandwat
erdel
i
ver
ydur
i
ngpeakdemand.Desi
gnandc
onst
r
uc
tr
oofr
epl
ac
ementi
noutyear
s.

J
ust
i
fic
at
i
on
TheThunder
bi
r
dr
eser
voi
ri
sa12mi
l
l
i
ongal
l
onr
eser
voi
randwasi
nst
al
l
edi
n1985.Thi
sr
eser
voi
rpl
aysani
mpor
t
antr
ol
ei
nmeet
i
ngpeakwat
erdemandwi
t
hi
nt
hec
ent
r
alpor
t
i
onof
Gl
endal
e.

470

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CONSTRUCT

6020Wat
er

$0

FY2020

$450,
000

$1,
100,
000

$1,
100,
000

Gr
andTot
al
$2,
650,
000

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$200,
000

$0

$300,
000

$50,
000

$550,
000

6020Wat
er

$0

$45,
500

$89,
000

$89,
000

$223,
500

PUBLI
CART

6020Wat
er

$0

$4,
500

$11,
000

$11,
000

$26,
500

$200,
000

$500,
000

$1,
500,
000

$1,
250,
000

$3,
450,
000

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

DESI
GN
I
NTRNLCHG

CI
TYWI
DEMETERVAULTI
MP

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61047

Pr
oj
ec
tNumber
: CI
PWA61047

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Lar
gemet
ervaul
tac
c
essi
mpr
ovement
st
omeetsaf
et
yr
equi
r
ement
s.Wor
ki
sc
ont
r
ac
t
edi
nphases.

J
ust
i
fic
at
i
on

Theagesofmet
ervaul
t
svar
y.Manyoft
hem ar
eover25year
sol
dandar
ei
nneedofr
epai
randupgr
adest
omeetsaf
et
yandmai
nt
enanc
est
andar
ds.

471

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6020Wat
er

$739,
049

$0

$0

Gr
andTot
al
$739,
049

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$600,
000

$600,
000

$800,
000

$2,
000,
000

6020Wat
er

$44,
000

$44,
000

$192,
000

$280,
000

PUBLI
CART

6020Wat
er

$6,
000

$6,
000

$8,
000

$20,
000

$1,
389,
049

$650,
000

$1,
000,
000

$3,
039,
049

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
I
NTRNLCHG

GROUNDWATERWELLREHABI
LI
TATI
ON

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61048

Pr
oj
ec
tNumber
: CI
PWA61048

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Assesswat
erpr
oduc
t
i
onandwat
erqual
i
t
yat14gr
oundwat
erwel
l
s.Rehabi
l
i
t
at
i
onofwel
l
,pumpandel
ec
t
r
i
c
alasneeded.

J
ust
i
fic
at
i
on

Wel
l
sneedr
ehabi
l
i
t
at
i
onever
y510year
st
omai
nt
ai
nhi
ghpr
oduc
t
i
onl
evel
s.Rehabi
l
i
t
at
i
onr
educ
esr
i
skofequi
pmentf
ai
l
ur
eandl
ossofser
vi
c
easwel
lasdec
r
easei
nwat
erqual
i
t
y.

472

Capi
t
alCost
s
Cat
egor
y

Fundi
ngSour
c
e

CARRYOVER

6020Wat
er

$485,
829

$0

$0

$0

$0

Gr
andTot
al
$485,
829

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$750,
000

$1,
500,
000

$0

$0

$4,
000,
000

$6,
250,
000

6020Wat
er

$42,
500

$85,
000

$0

$0

$160,
000

$287,
500

PUBLI
CART

6020Wat
er

$7,
500

$15,
000

$0

$0

$40,
000

$62,
500

STUDY

6020Wat
er

Gr
andTot
al

$200,
000

$400,
000

$200,
000

$200,
000

$0

$1,
000,
000

$1,
485,
829

$2,
000,
000

$200,
000

$200,
000

$4,
200,
000

$8,
085,
829

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
I
NTRNLCHG

ZONE2&3DI
STRI
BUTI
ONI
MPROVEMENTS

Pr
oj
ec
tType
Wat
er

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Pr
oj
ec
tNumber
CI
PWA61049

Pr
oj
ec
tNumber
: CI
PWA61049

Desc
r
i
pt
i
on

I
mpr
ovement
st
ot
hewat
ersuppl
yanddi
st
r
i
but
i
onsyst
em wi
t
hi
nZone2andZone3f
orwat
ersuppl
yr
edundanc
y.

J
ust
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fic
at
i
on

Thi
sboost
erst
at
i
onwasc
onst
r
uc
t
edi
n1992andi
sbei
ngupgr
adedt
opr
ovi
deemer
genc
ywat
ersuppl
yt
onor
t
her
npor
t
i
onofGl
endal
ewhenPyr
ami
dPeakWTPhasr
educ
edpr
oduc
t
i
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473

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Cat
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Fundi
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CARRYOVER

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$232,
652

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$232,
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FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
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$0

$800,
000

$800,
000

6020Wat
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$300,
000

$0

$300,
000

EQUI
PMENT

6020Wat
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$200,
000

$100,
000

$300,
000

I
NTRNLCHG

6020Wat
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$0

$92,
000

$92,
000

PUBLI
CART

6020Wat
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$0

$8,
000

$8,
000

$732,
652

$1,
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$1,
732,
652

Gr
andTot
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FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

ACCRUALOFLTWTRSTORAGECREDI
TS

Pr
oj
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Wat
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Pr
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ec
tNumber
CI
PWA61051

Pr
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ec
tNumber
: CI
PWA61051

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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Ut
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6020Wat
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6020Wat
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FY2020
$500,
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$500,
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$500,
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$1,
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$1,
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$500,
000

$500,
000

$2,
000,
000

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

RECHARGESTORAGEASSESSMENT

Pr
oj
ec
tType
Wat
er

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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FY2029CI
P

Pr
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CI
PWA61052

Pr
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: CI
PWA61052

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CARRYOVER

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$216,
000

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$216,
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FY2021

FY2022

FY2023

FY2024

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$0

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$700,
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$700,
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6020Wat
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$0

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$300,
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$300,
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6020Wat
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$0

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$193,
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$193,
000

PUBLI
CART

6020Wat
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$0

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$7,
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$7,
000

STUDY

6020Wat
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$0

$300,
000

$0

$300,
000

$216,
000

$300,
000

$1,
200,
000

$1,
716,
000

Gr
andTot
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FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

DI
STRI
BSYSI
MPRV-CI
TYWI
DE

Pr
oj
ec
tType
Wat
er

Pr
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ec
tNumber
CI
PWA61054

Pr
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: CI
PWA61054

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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FY2024

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$350,
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$100,
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$100,
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$300,
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$500,
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6020Wat
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$46,
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$46,
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$139,
500

$232,
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6020Wat
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$3,
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$10,
500

$17,
500

$1,
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569

$500,
000

$1,
500,
000

$3,
353,
569

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
DESI
GN

OASI
SWTPI
MPROVEMENTS

Pr
oj
ec
tType
Wat
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Pr
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ec
tNumber
CI
PWA61055

Pr
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: CI
PWA61055

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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Cat
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CARRYOVER

6020Wat
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$655,
197

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$0

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197
$13,
100,
000

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

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$200,
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000

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$1,
400,
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$10,
000,
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6020Wat
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$0

$0

$0

$500,
000

$0

$500,
000

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GN

6020Wat
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$250,
000

$400,
000

$0

$0

$400,
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$1,
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EQUI
PMENT

6020Wat
er

$1,
500,
000

$0

$0

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$1,
500,
000

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NTRNLCHG

6020Wat
er

$48,
000

$135,
000

$0

$86,
000

$500,
000

$769,
000

PUBLI
CART

6020Wat
er

$2,
000

$15,
000

$0

$14,
000

$100,
000

$131,
000

STUDY

6020Wat
er

$0

$200,
000

$500,
000

$0

$0

$700,
000

$2,
655,
197

$2,
250,
000

$500,
000

$2,
000,
000

$11,
000,
000

$18,
405,
197

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
CONTGNCY

PYRAMI
DPEAKWTP15MGDEXP.

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61058

Pr
oj
ec
tNumber
: CI
PWA61058

Desc
r
i
pt
i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Desi
gnandc
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i
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expansi
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Thi
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478

Capi
t
alCost
s
Cat
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Fundi
ngSour
c
e

CARRYOVER

6020Wat
er

$1,
332,
726

$0

$0

Gr
andTot
al
$1,
332,
726

FY2020

FY2021

FY2022

FY2023

FY2024

FY20252029

6020Wat
er

$31,
659,
457

$10,
283,
218

$1,
295,
290

$43,
237,
965

6020Wat
er

$1,
250,
000

$610,
622

$0

$1,
860,
622

DESI
GN

6020Wat
er

$1,
450,
130

$1,
887,
076

$1,
428,
556

$4,
765,
762

I
NTRNLCHG

6020Wat
er

$200,
000

$300,
000

$300,
000

$800,
000

STUDY

6020Wat
er

$150,
000

$74,
355

$510,
000

$734,
355

$36,
042,
313

$13,
155,
271

$3,
533,
846

$52,
731,
430

Gr
andTot
al

FY2020-2029 Capital Improvement Program
Project Detail

CONSTRUCT
CONTGNCY

WATERCAPI
TALEQUI
PMENT

Pr
oj
ec
tType
Wat
er

Pr
oj
ec
tNumber
CI
PWA61061

Pr
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ec
tNumber
: CI
PWA61061

Desc
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i
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i
on

ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
kageNumber
FY2029CI
P

Repl
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Fundi
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6020Wat
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PMENT

6020Wat
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893

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andTot
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$3,
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$1,
397,
893

$1,
000,
000

$500,
000

$500,
000

$3,
397,
893

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

67THAVEWATERLI
NEI
MPROV

Pr
oj
ec
tType
Wat
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Pr
oj
ec
tNumber
CI
PWA61062

Pr
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tNumber
: CI
PWA61062

Desc
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ANNUAL BUDGET
Fiscal Year 2019-2020

Pac
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FY2029CI
P

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Fundi
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$300,
000

$300,
000

$400,
000

$300,
000

$700,
000

FY2020

FY2021

$400,
000

FY2022

FY2023

FY2024

FY20252029

FY2020-2029 Capital Improvement Program
Project Detail

Cat
egor
y
CARRYOVER

Fiscal Year 2019-2020 Annual Budget Book

Schedules

SCHEDULES

ANNUAL BUDGET
SCHEDULES
_________________________________________________________________________________
Fiscal Year 2019-2020
Why Have Schedules?

WHY HAVE SCHEDULES?
The budget schedules summarize the City’s financial activities in a comprehensive, numeric
format. They are intended to give the reader a glance at the city's financial situation. Schedule
1 is the most comprehensive schedule, offering a summary of all pertinent financial information
for all the City’s funds. The reader can readily determine the starting and ending fund balances,
transfers in and out, revenues and operating, capital and debt service expenditures for each
fund.
The remaining schedules provide in-depth detail of budgetary information which is necessary for
the smooth operation of the city. All the schedules serve as handy reference materials to City of
Glendale employees and to the public.
This section includes detailed analyses and reports for the following areas:
 Schedule 1 is a summary of the inflows and outflows and the effect on fund balance
 Schedule 2 is a multi-year look at revenues by individual fund
 Schedule 3 is a multi-year look at operating expenditures
 Schedule 4 is a summary of scheduled inter-fund transfers
 Schedule 5 is a multi-year look at Glendale property tax rates and levies
 Schedule 6 is a multi-year listing of departmental authorized staffing by position
 Schedule 7 is current year debt service obligations
 Schedule 8 is a listing of internal services premiums by fund and department

Official Budget Forms per the State of Arizona Office of the Auditor General:
 Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses
 Schedule B - Tax Levy and Tax Rate Information
 Schedule C - Revenues Other Than Property Taxes
 Schedule D - Other Financing Sources/<Uses> and Inter-fund Transfers
 Schedule E - Expenditures/Expenses by Fund
 Schedule F - Expenditures/Expenses by Department
 Schedule G - Full-Time Employees and Personnel Compensation

__________________________________________________________________________________
481

Beginning Fund
Balance

Projected
Revenues

Transfer In

Transfer Out

Operations

Capital Outlay

Debt Service

Contingency

Total
Appropriation

Ending Fund
Balance

General Funds
1000
1020

General
Vehicle Replacement
Sub-Total General Fund

45,438,950
639,247
46,078,197

235,682,261
270,000
235,952,261

28,576,155
3,000,000
31,576,155

(43,900,865)
(43,900,865)

(218,476,090)
(3,505,526)
(221,981,616)

-

-

(1,849,773)
(1,849,773)

(220,325,863)
(3,505,526)
(223,831,389)

45,470,638
403,721
45,874,359

48,191
1,394,174
378,283
220,132
201,978
69,613
6,450,034
325,000
35,037,634
4,003,208
778,016
232,709
2,619,744
200,456
42,137
448,313
52,449,622

165,400
481,520
447,890
1,708,454
298,816
227,300
4,172,013
16,924,349
2,700,000
30,592,943
18,094,660
9,111,495
707,869
1,339,208
258,992
15,824,645
1,015,000
6,480
1,350,000
393,736
105,820,770

147,047
64,299
1,901,280
2,112,626

(5,890,395)
(14,920,544)
(19,364,660)
(9,211,495)
(49,387,094)

(200,000)
(264,148)
(574,709)
(1,678,454)
(227,472)
(227,300)
(4,172,013)
(12,993,829)
(2,700,000)
(13,864,516)
(854,916)
(1,403,507)
(258,992)
(6,777,306)
(1,725,143)
(62,900)
(2,349,714)
(50,334,919)

(988,993)
(325,000)
-

-

(9,239,528)
(9,239,528)

(200,000)
(1,253,141)
(574,709)
(1,678,454)
(227,472)
(227,300)
(4,172,013)
(12,993,829)
(3,025,000)
(13,864,516)
(854,916)
(1,403,507)
(258,992)
(16,057,355)
(1,725,143)
(62,900)
(1,350,000)
(2,349,714)
(62,278,961)

13,591
622,553
251,464
250,132
273,322
69,613
4,490,159
36,845,517
2,733,208
678,016
1,909,601
144,036
42,137
393,615
48,716,964

1,997,888
43,456
3,606,634
92,682
724,313
6,464,973

20,645,713
20,645,713

(20,848,833)
(16,974,794)
(16,915,571)
(7,043,044)
(61,782,242)

1,794,768
43,456
2,806,634
92,682
724,313
5,461,853

5,809,643
5,809,643

26,000
26,000

(5,814,676)
(5,814,676)

20,967
20,967

Special Revenue Funds
2100
2110
2120
2010
2020
2030
2040
2050
2060
2070
2080
2090
2130
2140
2150
2160
2170
2180
2190
2200

Utility Bill Donation
Arts Commission Fund
Court Security/Bonds
Home Grant
Neighborhood Stabilization Pgm
N'hood Stabilization Pgm III
C.D.B.G.
Highway User Gas Tax
Transportation Grants
Transportation Sales Tax
Police Special Revenue
Fire Special Revenue
Airport Special Revenue
CAP Grant
Emergency Shelter Grants
Grants
RICO Funds
Parks & Recreation Designated
Airport Capital Grants
Training Facility Revenue Fund
Sub-Total Special Revenue Fund

(40,521)
(1,350,000)
(2,704,514)

Debt Service Funds
3010
3020
3030
3050
3040

G.O. Bond Debt Service
HURF Debt Service
M.P.C. Debt Service
Excise Tax Deb Service
Transportation Debt Service
Sub-Total Debt Service Funds

16,174,794
16,915,571
7,043,044
40,133,409

-

-

-

(20,848,833)

-

-

-

-

(16,974,794)
(16,915,571)
(7,043,044)
(61,782,242)

-

-

-

-

Permanent Funds
8010

Cemetery Perpetual Care
Sub-Total Permanent Funds

-

-

(5,814,676)
(5,814,676)

ANNUAL BUDGET
SCHEDULE ONE
_________________________________________________________________________________
Fiscal Year 2019-2020
Fund Balance Analysis

_________________________________________________________________________________
482

City of Glendale
Schedule 1 ‐ Fund Balance Analysis

Beginning Fund
Balance

Projected
Revenues

Transfer In

Transfer Out

Operations

Capital Outlay

Debt Service

Contingency

Total
Appropriation

Ending Fund
Balance

Capital Project Funds
4100 Library Construction
4120 DIF Library Blds
4130+ DIF-Fire Protection Facilities
4180+ DIF-Police Facilities
4230+ DIF-Citywide Parks
4250+ DIF-Citywide Recreation Fac
4270+ DIF-Libraries
4290 DIF-Citywide Open Spaces
4330+ DIF-Parks Dev Zone 1
4350+ DIF-Parks Dev Zone 2
4370+ DIF-Parks Dev Zone 3
4390+ DIF-Roadway Improvements
4440 DIF-General Government
4010 Streets Constr. - 1999 Auth
4020 HURF Capital Projects
4040 Public Safety Construction
4050 Parks Construction
1080 General Gov Capital Projects
4060 Gov't Facilities - 1999 Auth
4070 Economc Dev. Constr-1999 Auth
4080 Cultural Facility Bond Fund
4090 Open Space/Trails Constr-99 Au
4110 Flood Control Construction
4030 Transportation Capital Project
Sub-Total Capital Fund

1,866,089
1,686,430
856,227
448,076
757,694
1,720,180
600,530
1,396,192
751,627
182,183
7,397,227
162,778
12,811,382
780,000
2,650,232
544,804
2,219,649
237,684
1,007,567
234,380
226,795
1,730,489
4,032,239
44,300,453

10,000
254,762
94,294
1,679
1,192
13,172
2,546
171,448
1,265
429
820,140
818
-

-

-

(63,480)
(515)
(213,360)
(225,437)
(175,020)
(268,789)
(1,502,400)
(167,803)
(4,310,165)
(17,137)
(12,811,382)
(6,670,395)
(1,752,753)
(337,078)
(6,206,649)
(202,000)

-

-

(45,530)
(26,932)
(1,473,912)
(11,909,739)
(48,380,476)

-

-

-

5,890,395
4,137,000
-

-

1,371,745

7,877,500
17,904,895

-

63,801,285
6,294,375
1,694,476
3,219,615
75,009,751

160,928,000
13,237,048
19,219,096
15,519,078
208,903,222

25,491,962
653,379
124,453
386,563
26,656,357

Risk Management Self Insurance
Workers Comp. Self Insurance
Benefits Trust Fund
Fleet Services
Technology
Technology Projects
Citywide ERP Solution
Sub-Total Internal Service Funds

5,148,302
7,827,251
3,353,988
579,705
16,909,247

4,401,585
2,725,415
31,438,324
9,551,394
9,053,992
1,556,182
58,726,892

TOTAL

247,021,886

631,446,603

-

(1,812,609)
(1,940,677)
(950,521)
(236,395)
(533,449)
(1,558,332)
(334,287)
(65,240)
(752,892)
(14,809)
(3,907,202)
(146,459)
(897,479)
(207,726)
(150,000)
(35,684)
(1,007,567)
(188,850)
(199,863)
(256,577)
(15,196,617)

(1,876,089)
(1,941,192)
(950,521)
(449,755)
(758,886)
(1,733,352)
(603,076)
(1,567,640)
(752,892)
(182,612)
(8,217,367)
(163,596)
(12,811,382)
(6,670,395)
(2,650,232)
(544,804)
(6,356,649)
(237,684)
(1,007,567)
(234,380)
(226,795)
(1,730,489)
(11,909,739)
(63,577,093)

-

(2,400,000)
(500,000)
(200,000)
(3,100,000)

(203,014,379)
(17,400,590)
(19,042,046)
(14,703,077)
(254,160,092)

22,111,385
2,784,212
1,995,979
4,422,179
31,313,755

(1,000,000)
(1,000,000)
(917,730)
(2,917,730)

(5,053,491)
(3,968,471)
(31,438,324)
(9,551,394)
(9,053,992)
(4,910,170)
(579,705)
(64,555,547)

4,496,396
6,584,195
11,080,592

(38,118,324)

(736,000,000)

142,468,490

-

Enterprise Funds
6020+ Water and Sewer
6110 Landfill
6120 Solid Waste
6130 Pub Housing Budget Activities
Sub-Total Enterprise Funds

(25,095,483)
(25,095,483)

(56,085,509)
(9,656,404)
(16,068,000)
(14,703,077)
(96,512,990)

(119,433,387)
(7,244,186)
(2,774,046)
(129,451,619)

(4,053,491)
(2,968,471)
(31,438,324)
(9,551,394)
(8,136,262)
(4,910,170)
(61,058,112)

(579,705)
(579,705)

(429,887,637)

(181,116,314)

(25,095,483)
(25,095,483)

Internal Service Funds
7010
7020
7030
7040
7050
7060
7070

118,383,442

(118,383,442)

(86,877,725)

ANNUAL BUDGET
SCHEDULE ONE
_________________________________________________________________________________
Fiscal Year 2019-2020
Fund Balance Analysis

_________________________________________________________________________________
483

City of Glendale
Schedule 1 ‐ Fund Balance Analysis

ANNUAL BUDGET
SCHEDULE TWO
_____________________________________________________________________________________________
Fiscal Year 2019-2020
Summary of Revenues

FUND - DESCRIPTION
General Funds
1000-General Fund

City Sales Tax
State Income Tax
State Shared Sales Tax
Motor Vehicle In-Lieu
Staff & Adm Chargebacks
Miscellaneous
Property Tax
Gas/Electric Franchise Fees
Court Revenue
Arena Fees
Facility Rental Income
Building Permits
Recreation Revenue
Cable Franchise Fees
Plan Check Fees
City Property Rental
Fire Department Other Fees
Sales Tax Licenses
Right-of-Way Permits
Lease Proceeds
Planning/Zoning
SRO Revenue
Fire Dept CD Fees
Interest
Bus./Prof. Licenses
SRP In-Lieu
Engineering Plan Check Revenue
Cemetery Revenue
Liquor Licenses
Camelback Ranch Rev-Fire
Business Licenses
Miscellaneous CD Fees
Traffic Engineering Plan Check
Security Revenue
Health Care Revenue
Library Fines/Fees
Equipment Rental
Airport Fees
Loss on Investment
Grants
Gain on Investment
1000-General Fund
Total

FY2018
ACTUAL

FY2019
BUDGET

$ 109,926,919 $ 111,206,621
$ 30,456,435 $ 30,186,283
$ 23,626,666 $ 25,267,422
$ 10,165,585 $ 10,866,400
$ 10,000,000 $ 10,000,000
$
6,728,807 $
4,764,470
$
5,702,781 $
5,759,711
$
3,008,265 $
2,913,691
$
2,848,872 $
3,089,871
$
2,242,863 $
2,748,893
$
2,101,490 $
2,038,915
$
1,834,839 $
1,557,458
$
1,711,124 $
2,487,920
$
1,551,050 $
1,572,061
$
1,333,947 $
1,212,967
$
1,323,899 $
1,349,538
$
855,573 $
1,938,660
$
57,722 $
784,827
$
669,933 $
565,605
$
556,137 $
567,091
$
459,164 $
373,466
$
$
433,504
$
421,235 $
364,451
$
542,864 $
446,538
$
1,171,676 $
116,516
$
315,788 $
278,315
$
305,855 $
278,811
$
198,069 $
194,596
$
189,251 $
192,177
$
63,299 $
60,350
$
76,394 $
83,323
$
261,820 $
119,753
$
64,184 $
50,425
$
15,411 $
$
31,020 $
69,742
$
23,153 $
303,473
$
18,295 $
28,467
$
$
$
$
$
32,470 $
$
$
$ 220,892,855 $ 224,272,311

FY2019
ESTIMATE

FY2020
BUDGET

$ 111,206,621 $ 117,815,424
$ 30,186,283 $ 32,653,840
$ 25,267,422 $ 25,926,142
$ 10,866,400 $ 11,265,111
$ 10,000,000 $ 10,000,000
$
4,764,470 $
7,083,817
$
5,759,711 $
5,856,524
$
2,913,691 $
3,068,430
$
3,089,871 $
2,920,454
$
2,748,893 $
2,357,263
$
2,038,915 $
2,117,957
$
1,557,458 $
1,878,841
$
2,487,920 $
1,694,171
$
1,572,061 $
1,582,071
$
1,212,967 $
1,364,491
$
1,349,538 $
1,323,899
$
1,938,660 $
1,147,326
$
784,827 $
923,570
$
565,605 $
683,332
$
567,091 $
556,137
$
373,466 $
468,466
$
433,504 $
433,504
$
364,451 $
432,372
$
446,538 $
353,776
$
116,516 $
330,415
$
278,315 $
322,104
$
278,811 $
312,192
$
194,596 $
202,030
$
192,177 $
193,036
$
60,350 $
96,249
$
83,323 $
77,922
$
119,753 $
69,911
$
50,425 $
65,468
$
$
33,085
$
69,742 $
31,020
$
303,473 $
23,616
$
28,467 $
18,295
$
$
$
$
$
$
$
$
$ 224,272,311 $ 235,682,261

_____________________________________________________________________________________________
484

ANNUAL BUDGET
SCHEDULE TWO
_____________________________________________________________________________________________
Fiscal Year 2019-2020
Summary of Revenues

FY2018
ACTUAL

FUND - DESCRIPTION
1020-Vehicle Replacement
Miscellaneous
Interest

FY2019
BUDGET

FY2019
ESTIMATE

FY2020
BUDGET

$
$

223,906 $
28,828 $

250,000 $
20,000 $

250,000 $
20,000 $

250,000
20,000

Total

$

252,734 $

270,000 $

270,000 $

270,000

Total

$
$

-

-

-

-

Total

$
$
$

403,503 $
79,425 $
482,928 $

1,708,454 $
$
1,708,454 $

1,708,454 $
$
1,708,454 $

1,708,454
1,708,454

Grants
Miscellaneous
2020-Neighborhood Stabilization

$
$
$

36,284 $
6,368 $
42,652 $

233,816 $
65,000 $
298,816 $

233,816 $
65,000 $
298,816 $

233,816
65,000
298,816

Grants
Miscellaneous
2030-Neighborhd Stabilization Pgm3 Total

$
$
$

-

$
$
$

227,300 $
$
227,300 $

227,300 $
$
227,300 $

227,300
227,300

Grants
Miscellaneous
2040-CDBG

$
$
$

1,597,413 $
128,546 $
1,725,960 $

4,228,004 $
20,211 $
4,248,215 $

4,228,004 $
20,211 $
4,248,215 $

4,151,802
20,211
4,172,013

Total

$
$
$
$

16,002,976
611,630
16,614,605

15,759,575
8,080
15,767,655

15,759,575
8,080
15,767,655

$
$
$
$

16,724,349
200,000
16,924,349

Total

$
$
$

1,000,000 $
218,055 $
1,218,055 $

1,000,000 $
218,055 $
1,218,055 $

2,700,000
2,700,000

Total

$
$
$
$
$
$

27,097,175
200,000
124,000
27,421,175

27,097,175
200,000
124,000
27,421,175

30,308,943
160,000
124,000
30,592,943

1020-Vehicle Replacement

General Funds Total

Special Revenue Funds
1050-Arena Special Revenue

City Sales Tax
1050-Arena Special Revenue

2010-Home Grant

Grants
Miscellaneous
2010-Home Grant

2020-Neighborhood Stabilization
Total

2030-Neighborhd Stabilization Pgm3

2040-CDBG

Total

2050-Highway User Gas Tax

Highway User Revenues
Miscellaneous CD Fees
Miscellaneous
2050-Highway User Gas Tax

2060-Transportation Grants

Grants
Miscellaneous
2060-Transportation Grants

2070-Transportation Sales Tax

City Sales Tax
Interest
Transit Revenue
Miscellaneous
Grants
2070-Transportation Sales Tax

$ 221,145,589 $ 224,542,311 $ 224,542,311 $ 235,952,261

$
$

$
$
$
$

890,997 $
$
890,997 $
27,600,279
507,404
135,804
95,122
661,844
29,000,453

$
$
$
$
$
$

$
$

$
$
$
$

$
$
$
$
$
$

$
$

$
$
$
$
$
$

_____________________________________________________________________________________________
485

ANNUAL BUDGET
SCHEDULE TWO
_____________________________________________________________________________________________
Fiscal Year 2019-2020
Summary of Revenues

FY2018
ACTUAL

FY2019
BUDGET

Total

$
$
$

16,793,113 $
52,579 $
16,845,691 $

13,569,330 $
3,829,382 $
17,398,712 $

13,569,330 $
3,829,382 $
17,398,712 $

14,112,103
3,982,557
18,094,660

Total

$
$
$

26,299 $
8,391,359 $
8,417,659 $

6,832,783 $
1,928,270 $
8,761,053 $

6,832,783 $
1,928,270 $
8,761,053 $

7,106,094
2,005,401
9,111,495

Total

$
$
$
$

94,184
1,249
95,433

90,000
75,000
400
165,400

90,000
75,000
400
165,400

$
$
$
$

90,000
75,000
400
165,400

Total

$
$
$

481,520 $
12,453 $
493,974 $

300,000 $
4,800 $
304,800 $

300,000 $
4,800 $
304,800 $

481,520
481,520

Total

$
$
$
$
$

371,839
29,752
5,535
407,125

$
$
$
$
$

416,700
30,000
1,190
447,890

$
$
$
$
$

416,700
30,000
1,190
447,890

$
$
$
$
$

416,700
30,000
1,190
447,890

Total

$
$
$
$
$

552,123
54,372
606,495

$
$
$
$
$

555,831
72,500
628,331

$
$
$
$
$

555,831
72,500
628,331

$
$
$
$
$

555,831
152,038
707,869

$
$

1,210,232 $
1,210,232 $

1,268,438 $
1,268,438 $

1,268,438 $
1,268,438 $

1,339,208
1,339,208

$
$

198,938 $
198,938 $

208,992 $
208,992 $

208,992 $
208,992 $

258,992
258,992

FUND - DESCRIPTION
2080-Police Special Revenue

City Sales Tax
City Sales Tax - PS .4
2080-Police Special Revenue

2090-Fire Special Revenue

City Sales Tax - PS .4
City Sales Tax
2090-Fire Special Revenue

2100-Utility Bill Donation

Other
Miscellaneous
Interest
2100-Utility Bill Donation

2110-Arts Commission

Miscellaneous
Interest
2110-Arts Commission

2120-Court Security Bonds

Court Revenue
Miscellaneous
Interest
Grants
2120-Court Security Bonds

2130-Airport Special Revenue

Airport Fees
Miscellaneous
City Sales Tax
Lease Proceeds
2130-Airport Special Revenue

2140-CAP Grant

Grants
2140-CAP Grant

Total

2150-Emergency Shelter Grant

Grants
2150-Emergency Shelter Grant

2160-Other Grants

Grants
Miscellaneous
Interest
Library Fines/Fees
Court Revenue
2160-Other Grants

Total

Total

$
$
$
$
$
$

3,621,070
738,164
4,242
2,708
4,366,184

$
$
$
$

$
$
$
$
$
$

15,416,760
407,885
15,824,645

FY2019
ESTIMATE

$
$
$
$

$
$
$
$
$
$

15,416,760
407,885
15,824,645

FY2020
BUDGET

$
$
$
$
$
$

15,416,760
407,885
15,824,645

_____________________________________________________________________________________________
486

ANNUAL BUDGET
SCHEDULE TWO
_____________________________________________________________________________________________
Fiscal Year 2019-2020
Summary of Revenues

FY2018
ACTUAL

FUND - DESCRIPTION
2170-Rico Funds

State Forfeitures
Federal Forfeitures
Interest
Miscellaneous
2170-Rico Funds

Total

2180-Park and Rec Designated

Recreation Revenue
Interest
2180-Park and Rec Designated

Total

2190-Airport Capital Grant

Grants
Interest
Miscellaneous
2190-Airport Capital Grant

Total

2200-Training Facility Revenue

Partner Revenue
Miscellaneous
2200-Training Facility Revenue

Special Revenue Funds Total

Total

Debt Service Funds
3010-General Obligation Debt Serv

FY2019
BUDGET

$
$
$
$
$

714,847
142,058
34,472
24,076
915,453

$
$
$

23,700 $
661 $
24,361 $

$
$
$
$
$
$
$

2,914,136
13
2,914,149

$
$
$
$
$

$
$
$
$

555,977 $
533 $
556,510 $

FY2019
ESTIMATE

1,000,000
15,000
1,015,000

$
$
$
$
$

6,000 $
480 $
6,480 $
6,821,236
6,821,236

$
$
$
$

393,736 $
$
393,736 $

1,000,000
15,000
1,015,000

FY2020
BUDGET
$
$
$
$
$

1,000,000
15,000
1,015,000

6,000 $
480 $
6,480 $

6,000
480
6,480

6,821,236
6,821,236

$
$
$
$

1,350,000
1,350,000

393,736 $
$
393,736 $

393,736
393,736

$ 85,809,799 $ 104,134,383 $ 104,134,383 $ 105,820,770

Property Tax
Miscellaneous
Interest
Bond Proceeds
3010-General Obligation Debt Serv Total

$
$
$
$
$

Interest
3030-MPC Debt Service

$
$

81,409 $
81,409 $

-

$
$

-

$
$

-

Interest
Miscellaneous
3040-Transportation Debt Service Total

$
$
$

5,390 $
7,180 $
12,570 $

-

$
$
$

-

$
$
$

-

Interest
Bond Proceeds
Miscellaneous
3050-Excise Tax Debt Service

$
$
$
$

28,757
8,997
37,754

-

$
$
$
$

-

$
$
$
$

-

3030-MPC Debt Service

Total

3040-Transportation Debt Service

3050-Excise Tax Debt Service

Debt Service Funds Total

Total

19,890,533
528,965
332
20,419,830

$
$
$
$
$

$
$
$
$

20,070,771
500,521
20,571,292

$
$
$
$
$

20,070,771
500,521
20,571,292

$
$
$
$
$

20,408,799
236,914
20,645,713

$ 20,551,564 $ 20,571,292 $ 20,571,292 $ 20,645,713

_____________________________________________________________________________________________
487

ANNUAL BUDGET
SCHEDULE TWO
_____________________________________________________________________________________________
Fiscal Year 2019-2020
Summary of Revenues

FUND - DESCRIPTION
Capital Projects Funds
1080-General Government Capital Prj

FY2018
ACTUAL

Bond Proceeds
Miscellaneous
1080-General Government Capital Prj Total

$
$
$

Grants
Bond Proceeds
Miscellaneous
4010-Streets Construction

$
$
$
$

4010-Streets Construction

Total

4020-Hurf Streets Construction

Interest
Miscellaneous
4020-Hurf Streets Construction

FY2019
BUDGET

15,769,895
15,769,895

$
$
$
$
$
$
$

FY2019
ESTIMATE

9,318,051
9,318,051

$
$
$
$
$
$
$

9,318,051
9,318,051

FY2020
BUDGET

$
$
$

-

$
$
$
$

-

Total

$
$
$

$
350,152 $
350,152 $

-

$
$
$

-

$
$
$

-

Grants
Miscellaneous
4030-Transportation Capital Proj Total

$
$
$

$
37,815 $
37,815 $

-

$
$
$

-

$
$
$

-

Bond Proceeds
Interest
4040-Public Safety Construction

$
$
$

1,458,488 $
$
1,458,488 $

4,702,500 $
$
4,702,500 $

4,702,500 $
$
4,702,500 $

-

Total

$
$

-

$
$

50,000 $
50,000 $

50,000 $
50,000 $

-

Total

$
$

-

$
$

202,000 $
202,000 $

202,000 $
202,000 $

-

$
$

-

$
$

-

-

$
$

-

$
$

-

$
$

284,550 $
284,550 $

284,550 $
284,550 $

-

Bond Proceeds
4090-Open Space/Trail Construction Total

$
$

-

$
$

65,056 $
65,056 $

65,056 $
65,056 $

-

Grants
Bond Proceeds
Interest
4110-Flood Control Construction

Total

$
$
$
$

-

$
$
$
$

Interest
4120-DIF library Building sb1525 Total

$
$

21,600 $
21,600 $

4030-Transportation Capital Proj

4040-Public Safety Construction

Total

4050-Parks Construction

Bond Proceeds
4050-Parks Construction

4060-Government Facilities

Bond Proceeds
4060-Government Facilities

4070-Economic Development

Bond Proceeds
4070-Economic Development

4080-Cultural Facility

Bond Proceeds
4080-Cultural Facility

Total

Total

4090-Open Space/Trail Construction
4110-Flood Control Construction

4120-DIF library Building sb1525

2,453,186
2,453,186

$
$

$
$
$
$

10,000 $
10,000 $

2,453,186
2,453,186

$
$
$
$

10,000 $
10,000 $

10,000
10,000

_____________________________________________________________________________________________
488

ANNUAL BUDGET
SCHEDULE TWO
_____________________________________________________________________________________________
Fiscal Year 2019-2020
Summary of Revenues

FUND - DESCRIPTION
4130+-DIF Fire Protection Facilites

FY2018
ACTUAL

FY2019
BUDGET

FY2019
ESTIMATE

FY2020
BUDGET

Development Impact Fees
Interest
4130+-DIF Fire Protection Facilites Total

$
$
$

504,634 $
19,584 $
524,218 $

249,587 $
5,175 $
254,762 $

249,587 $
5,175 $
254,762 $

249,587
5,175
254,762

Development Impact Fees
Interest
4180+-DIF Police Facilites Total

$
$
$

92,313 $
9,736 $
102,048 $

90,800 $
3,494 $
94,294 $

90,800 $
3,494 $
94,294 $

90,800
3,494
94,294

Interest
Development Impact Fees
4230+-DIF Citywide Parks Total

$
$
$

4,080 $
$
4,080 $

1,679 $
$
1,679 $

1,679 $
$
1,679 $

1,679
1,679

Interest
4250+-DIF Citywide Recreation Fac Total

$
$

9,287 $
9,287 $

1,192 $
1,192 $

1,192 $
1,192 $

1,192
1,192

Interest
4270+-DIF Libraries Total

$
$

21,774 $
21,774 $

13,172 $
13,172 $

13,172 $
13,172 $

13,172
13,172

Interest
4290-DIF Citywide Open Space

$
$

6,188 $
6,188 $

2,546 $
2,546 $

2,546 $
2,546 $

2,546
2,546

Development Impact Fees
Interest
4300+-DIF Parks Dev Zone 1 Total

$
$
$

204,837 $
12,935 $
217,772 $

167,500 $
3,948 $
171,448 $

167,500 $
3,948 $
171,448 $

167,500
3,948
171,448

Interest
Development Impact Fees
4350+-'DIF Parks Dev Zone 2 Total

$
$
$

2,185 $
$
2,185 $

1,265 $
$
1,265 $

1,265 $
$
1,265 $

1,265
1,265

Interest
4370+-DIF Parks Dev Zone 3 Total

$
$

170 $
170 $

429 $
429 $

429 $
429 $

429
429

Development Impact Fees
Interest
Miscellaneous
4390+-DIF Roadway Improvements Total

$
$
$
$

Interest
4440-DIF General Government

$
$

4180+-DIF Police Facilites

4230+-DIF Citywide Parks

4250+-DIF Citywide Recreation Fac
4270+-DIF Libraries

4290-DIF Citywide Open Space
4300+-DIF Parks Dev Zone 1

Total

4350+-'DIF Parks Dev Zone 2

4370+-DIF Parks Dev Zone 3

4390+-DIF Roadway Improvements

4440-DIF General Government
Capital Projects Funds Total

Total

1,463,098
83,121
550
1,546,768

$
$
$
$

1,984 $
1,984 $

796,054
24,086
820,140

$
$
$
$

818 $
818 $

796,054
24,086
820,140

$
$
$
$

796,054
24,086
820,140

818 $
818 $

818
818

$ 20,074,424 $ 18,447,088 $ 18,447,088 $

1,371,745

_____________________________________________________________________________________________
489

ANNUAL BUDGET
SCHEDULE TWO
_____________________________________________________________________________________________
Fiscal Year 2019-2020
Summary of Revenues

FY2018
ACTUAL

FUND - DESCRIPTION
Permanent Funds
8010-Cemetery

Interest
8010-Cemetery

FY2019
BUDGET

Total

Water Revenues
Intergovernmental Agreement
Sewer Revenue
Bond Proceeds
Miscellaneous
Water Development Impact Fees
Sewer Development Impact Fees
Interest
City Property Rental
Staff & Adm Chargebacks
Facility Rental Income
Lease Proceeds
6020+-Water & Sewer Total

$
$
$
$
$
$
$
$
$
$
$
$
$

50,249,093
1,650,124
33,025,362
7,896,655
979,342
578,917
1,264,444
50,224
82,000
5,851
23,934
95,805,947

$
$
$
$
$
$
$
$
$
$
$
$
$

50,584,553
35,204,410
3,695,271
553,846
346,154
68,000
50,352
82,000
4,648
90,589,234

$
$
$
$
$
$
$
$
$
$
$
$
$

50,584,553
35,204,410
3,695,271
553,846
346,154
68,000
50,352
82,000
4,648
90,589,234

$ 54,410,000
$ 38,898,000
$ 34,550,000
$ 28,000,000
$
2,778,000
$
1,046,154
$
653,846
$
400,000
$
100,704
$
82,000
$
9,296
$
$ 160,928,000

Tipping Fees
Internal Charges
Bond Proceeds
Recycling Sales
Staff & Adm Chargebacks
Miscellaneous
Interest
Residential Recycling Fees
6110+-Landfill Total

$
$
$
$
$
$
$
$
$

5,537,392
2,704,169
1,098,583
431,000
113,551
97,151
9,981,846

$
$
$
$
$
$
$
$
$

5,677,825
2,938,079
1,596,967
431,000
333,045
45,905
11,022,821

$
$
$
$
$
$
$
$
$

5,677,825
2,938,079
1,596,967
431,000
333,045
45,905
11,022,821

$
$
$
$
$
$
$
$
$

5,998,957
3,110,316
2,400,000
1,000,000
431,000
271,875
24,900
13,237,048

Residential Sanitiation
Commercial Sanitation Frontload
Commercial Sanitation Rolloff
Internal Charges
Miscellaneous
Miscellaneous Bin Service
Interest
Outside City Commercial
6120-Solid Waste
Total

$
$
$
$
$
$
$
$
$

11,957,937 $
3,011,951 $
700,866 $
158,030 $
71,554 $
85,800 $
(1,841) $
56,248 $
16,040,545 $

13,733,071
3,143,428
697,410
179,224
120,719
71,041
3,015
17,947,908

$
$
$
$
$
$
$
$
$

13,733,071
3,143,428
697,410
179,224
120,719
71,041
3,015
17,947,908

$
$
$
$
$
$
$
$
$

14,739,384
3,363,468
746,229
166,030
114,655
86,315
3,015
19,219,096

Grants
Miscellaneous
6130-Housing Public Activities

$
$
$

1,742,875 $
4,167 $
1,747,042 $

15,519,078 $
$
15,519,078 $

15,519,078 $
$
15,519,078 $

15,519,078
15,519,078

$

Enterprise Funds
6020+-Water & Sewer

6110+-Landfill

6120-Solid Waste

6130-Housing Public Activities

Enterprise Funds Total

Total

69,590 $

26,000 $
26,000 $

FY2020
BUDGET

$
$

Permanent Funds Total

69,590 $
69,590 $

FY2019
ESTIMATE

26,000 $

26,000 $
26,000 $

26,000 $

26,000
26,000

26,000

$ 123,575,380 $ 135,079,041 $ 135,079,041 $ 208,903,222

_____________________________________________________________________________________________
490

ANNUAL BUDGET
SCHEDULE TWO
_____________________________________________________________________________________________
Fiscal Year 2019-2020
Summary of Revenues

FUND - DESCRIPTION
Internal Service Funds
7010-Risk Management Self Insurance

FY2018
ACTUAL

FY2019
BUDGET

FY2019
ESTIMATE

FY2020
BUDGET

Internal Charges
Miscellaneous
Security Revenue
Interest
7010-Risk Management Self Insurance Total

$
$
$
$
$

3,845,219
176,850
57,086
4,079,155

$
$
$
$
$

3,056,466
100,000
30,000
20,000
3,206,466

$
$
$
$
$

3,056,466
100,000
30,000
20,000
3,206,466

$
$
$
$
$

4,251,585
100,000
30,000
20,000
4,401,585

Internal Charges
Security Revenue
Interest
Miscellaneous
7020-Workers Comp Self Insurance Total

$
$
$
$
$

1,277,848
101,432
1,723
1,381,003

$
$
$
$
$

1,299,278
30,000
26,000
1,355,278

$
$
$
$
$

1,299,278
30,000
26,000
1,355,278

$
$
$
$
$

2,669,415
30,000
26,000
2,725,415

City Contributions
Employee Contributions
Retiree Contributions
Miscellaneous
Right-of-Way Permits
Interest
Internal Charges
7030-Benefits Trust

Total

$
$
$
$
$
$
$
$

19,920,070 $
6,764,559 $
3,052,432 $
3,440 $
106 $
79,176 $
(20) $
29,819,764 $

19,660,167
6,362,915
4,825,836
104,553
1,620
780
30,955,871

$
$
$
$
$
$
$
$

19,660,167
6,362,915
4,825,836
104,553
1,620
780
30,955,871

$
$
$
$
$
$
$
$

19,966,575
6,462,081
4,901,048
106,182
1,645
792
31,438,323

Total

$
$
$

9,231,438 $
2,667 $
9,234,105 $

9,400,610 $
$
9,400,610 $

9,400,610 $
$
9,400,610 $

9,551,394
9,551,394

Total

$
$
$
$

8,702,826
25,907
20,680
8,749,413

8,752,070
8,752,070

8,752,070
8,752,070

$
$
$
$

9,053,992
9,053,992
1,556,182
1,556,182

7020-Workers Comp Self Insurance

7030-Benefits Trust

7040-Fleet Services

Internal Charges
Miscellaneous
7040-Fleet Services

7050-Technology

Internal Charges
Interest
Miscellaneous
7050-Technology

7060-Technology Projects

Internal Charges
7060-Technology Projects

7070-Citywide ERP Solution

Internal Charges
7070-Citywide ERP Solution

Internal Service Funds Total
TOTAL REVENUE - ALL FUNDS

$
$
$
$

$
$
$
$

Total

$
$

477,867 $
477,867 $

1,154,676 $
1,154,676 $

1,154,676 $
1,154,676 $

Total

$
$

2,939,693 $
2,939,693 $

-

-

$
$

$
$

-

$ 56,681,000 $ 54,824,971 $ 54,824,971 $ 58,726,891
$ 527,907,346 $ 557,625,086 $ 557,625,086 $ 631,446,602

_____________________________________________________________________________________________
491

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

General Funds
1000-General Fund
Budget and Finance

$

4,331,021 $

4,870,067 $

4,875,267 $

5,231,609

10001210 Legal Services

$

3,314,135 $

3,750,234 $

3,750,234 $

3,791,124

City Attorney's Office
City Auditor

Total

533,826
1,548,109
1,286,594
505,631
330,899
521,980
143,028
-

$
$
$
$
$
$
$
$

533,826
1,548,109
1,286,594
510,831
330,899
521,980
143,028
-

FY2020
BUDGET

$
$
$
$
$
$
$
$

Total

$
$
$
$
$
$
$
$

FY2019
ESTIMATE

10001110 Budget&Finance Administration
10001111 Accounting Services
10001112 License/Collection
10001113 Procurement
10001114 Other Fees
10001115 Budget and Research
10001116 Grants Administration
10001119 Collections

Budget and Finance
City Attorney's Office

637,652
1,487,090
1,119,074
444,312
50,109
448,085
144,700
-

FY2019
BUDGET

$
$
$
$
$
$
$
$

788,313
1,635,619
1,250,661
535,395
330,899
494,079
148,143
48,500

$

3,314,135 $

3,750,234 $

3,750,234 $

3,791,124

10001310 City Auditor Administration

$

$

381,588 $

381,588 $

396,173 $

396,173 $

396,173 $

396,173 $

410,043

410,043

10001410 City Clerk Administration
10001411 Elections

$
$

$

687,691 $
208 $

687,899 $

717,232 $
127,750 $

844,982 $

744,732 $
100,250 $

844,982 $

767,898
2,000

769,898

10001510 Court Administration

$

$

4,712,448 $

4,712,448 $

4,941,221 $

4,941,221 $

4,927,762 $

4,927,762 $

5,185,785

5,185,785

10001610 City Manager Administration

$

$

924,096 $

924,096 $

976,774 $

976,774 $

1,068,774 $

1,068,774 $

1,673,591

1,673,591

10001710 Community Services Admin
10001711 Library
10001712 Community Engagement
10001715 CAP Local Match
10001716 Community Revitalization

$
$
$
$
$

$

287,115
4,918,372
141,958
18,169
288,127

$
$
$
$
$

5,653,742 $

395,859
5,497,286
145,445
17,382
291,556

$
$
$
$
$

6,347,528 $

395,859
5,497,286
145,445
17,382
291,556

$
$
$
$
$

6,347,528 $

434,397
6,278,603
150,524
17,582
361,952

7,243,059

10001810 Planning
10001811 Building Safety
10001812 Code Compliance
10005006 Mapping and Records

$
$
$
$

$

1,119,918
2,479,743
1,558,223
96,750

$
$
$
$

5,254,634 $

1,323,541
3,031,653
1,830,897
106,734

$
$
$
$

6,292,825 $

1,323,541
3,026,718
1,805,897
106,734

$
$
$
$

6,262,890 $

1,583,867
3,121,333
1,838,993
214,953

6,759,146

10001910 Economic Development
10005007 Business Development

$
$

839,852 $
236,826 $

873,417 $
277,027 $

873,417 $
277,027 $

1,000,723
349,996

City Auditor
City Clerk

Total

City Clerk
City Court

Total

City Court
Total
City Manager's Office
City Manager's Office
Community Services

Total

Community Services
Development Services

Total

Development Services
Economic Development

Total

Economic Development

Total

$

1,076,678 $

1,150,444 $

1,150,444 $

1,350,719

____________________________________________________________________________________________________
492

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION
Engineering

FY2019
BUDGET

$
$
$
$
$
$
$

$

1,813,800 $

2,160,537 $

2,160,537 $

2,128,325

10002810 Field Operations Admin
10002812 Facilities
10005060 Custodial Services

$
$
$

$

206,403 $
5,833,961 $
41,688 $

6,082,051 $

92,335 $
3,933,193 $
1,181,176 $

5,206,704 $

92,335 $
4,670,209 $
1,463,673 $

6,226,217 $

216,888
4,854,684
1,129,733

6,201,305

10002010 Fire Administration
10002011 Fire Operations
10002012 Fire Special Operations
10002013 Fire Resource Management
10002014 Fire Training
10002015 Fire Medical Services & Health
10002016 Fire Emergency Management
10002017 Fire Marshal's Office
10002018 Fire Community Services
10002019 LA Services
10002020 Logistics Ops
10002021 Glendale Health Center
10002023 PS Training Fac - Fire
10002024 PS Training Fac-Fire
10005008 FD - NCAA Final Four
10005009 Fire - Fiesta Bowl Event
10005010 Stadium - Fire Event Staffing
10005011 Arena - Fire Event Staffing
10005012 CBRanch - Fire Event Staffing
10005013 Fire - College FB Playoffs
10005076 Fire-Crisis Response
10005077 Fire-Health & Safety
10005078 Fire-Turnout Program

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$

2,331,292
34,888,633
36,120
3,578,456
22,446
228,298
533,008
967,046
21,976
819,080
176,953
19,427
13,177
182,728
71,202
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

43,889,842 $

2,647,657
34,855,306
47,625
3,848,850
25,500
256,563
617,166
1,083,807
22,250
1,126,480
153,999
58,053
62,748
149,799
59,999
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

45,015,802 $

2,403,074
34,849,076
35,445
3,664,799
36,100
260,063
620,166
1,091,937
22,250
1,110,480
153,999
58,053
48,048
162,499
59,999
9,999
234,583
184,051

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

45,004,622 $

2,368,916
37,559,249
47,625
3,791,772
36,100
256,563
635,332
1,139,973
21,298
1,162,051
159,663
60,956
59,794
17,674
267,311
92,993
10,000
234,583
184,051

10002110 Human Resource Administration
10002112 Organizational Development
10005014 Employment Services
10005015 Employee Relations
10005016 Compensation
10005017 Employee Programs
10005018 Benefits

$
$
$
$
$
$
$

420,747
121,848
368,220
296,443
184,854
38,436
420,378

$
$
$
$
$
$
$

450,813
128,374
365,484
305,188
187,191
60,000
424,946

$
$
$
$
$
$
$

450,813
128,374
365,484
305,188
187,191
60,000
424,946

$
$
$
$
$
$
$

Field Operations
Fire Services

Fire Services
Human Resources

Human Resources

Total

Total

Total

Total

$

1,850,925 $

815,515 $
(287,850) $
134,980 $
908,717 $
528,863 $
60,312 $
$

FY2020
BUDGET

10003014 Engineering Administration
10003016 CIP Administration
10003017 Land Development
10003018 Construction Inspection
10005061 BofA Building
10005062 Promenade at Palmaire
10005304 Downtown Parking Garage

Engineering
Field Operations

668,637 $
(538,195) $
132,929 $
933,516 $
472,023 $
144,890 $
$

FY2019
ESTIMATE

1,921,996 $

818,190 $
(290,211) $
134,980 $
908,403 $
483,863 $
105,312 $
$

1,921,996 $

892,665
(395,626)
143,059
899,052
449,175
60,000
80,000

48,105,904

675,737
132,203
389,819
315,748
194,966
60,000
434,146

2,202,620

____________________________________________________________________________________________________
493

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

Mayor & Council Office

$

1,411,754 $

1,535,666 $

1,535,666 $

1,686,022

10002310 Non-Departmental

$

$

12,917,915 $

12,917,915 $

12,942,682 $

12,942,682 $

19,892,682 $

19,892,682 $

11,841,250

11,841,250

10002410 Police Administration
10002411 Training
10002412 PS Training Fac - Police
10002414 Special Operations
10002416 Crime Investigations
10002417 Police Support Services
10002418 Detention
10002419 Communications
10002420 Towing Administration
10002421 Gateway Patrol Division
10002422 Foothills Patrol Division
10005020 Police Personnel Management
10005021 Fiscal Management
10005022 PD - Stadium Event Staffing
10005023 PD - Fiesta Bowl Event
10005024 PD - Arena Event Staffing
10005025 PD - College FB Playoffs
10005026 PD - CBRanch Event Staffing
10005027 PD - NCAA Final 4
10005080 SWAT Medics

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$

3,729,438
2,916,851
9,168,333
14,162,368
3,360,416
3,099,212
3,927,881
73,240
21,624,927
20,933,298
939,855
3,528,907
806,305
57,169
523,335
7,725
-

88,859,262 $

4,015,177
3,837,676
9,001,302
14,943,037
3,381,415
3,029,042
3,704,879
77,496
21,186,544
22,341,917
927,102
4,615,392
784,065
70,274
579,113
32,535
-

92,526,966 $

4,018,120
3,841,820
9,169,044
14,998,320
3,385,285
2,871,973
3,704,879
77,496
21,255,939
22,508,519
967,206
4,645,992
784,065
70,274
579,113
32,535
-

92,910,580 $

4,499,346
4,133,127
9,733,795
15,531,389
3,139,118
3,170,727
3,924,551
81,281
22,110,861
22,578,868
770,559
4,887,981
845,944
70,336
586,288
32,562
-

96,096,734

10002510 Public Affairs Administration
10002511 Cable Communications

$
$

1,373,126 $
875,060 $

1,484,429 $
914,534 $

1,484,429 $
914,534 $

1,680,518
826,581

Non-Departmental
Police Services

Total

Police Services
Public Affairs

Total

Public Affairs

Total

$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

2,248,186 $

464,475
432,277
104,848
101,139
111,885
110,187
104,848
106,007

$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

2,398,963 $

464,475
432,277
104,848
101,139
111,885
110,187
104,848
106,007

FY2020
BUDGET

$
$
$
$
$
$
$
$

Total

$
$
$
$
$
$
$
$

FY2019
ESTIMATE

10001010 Mayor's Office
10001011 Council Office Administration
10001012 Cholla District
10001013 Barrel District
10001014 Sahuaro District
10001015 Cactus District
10001016 Yucca District
10001017 Ocotillo District

Mayor & Council Office
Non-Departmental

427,108
458,241
92,635
89,228
89,356
93,277
76,640
85,268

FY2019
BUDGET

$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

2,398,963 $

472,631
555,454
109,318
105,428
117,147
107,249
105,944
112,851

2,507,099

____________________________________________________________________________________________________
494

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

Public Faclit Recr&Spec Events

10002610 Public Facil,Rec&Special Event
10002611 Parks Maintenance
10002615 Park Rangers
10002616 Foothills Recreation Center
10002617 Civic Center
10002618 Adult Center
10005035 City-Wide Aquatics
10005036 Youth and Teen
10005037 Aquatics-Rose Ln & Splash Pads
10005038 Audio/Visual/Support Services
10005039 Sports
10005040 SRPHA Sahuaro Ranch Hist
10005041 Sports and Health
10005042 Glitter Spectacular
10005043 December Weekends
10005044 Glitter and Glow
10005045 Chocolate Affaire
10005046 Glitters Light
10005047 Other Special Events
10005048 City-Wide Special Events
10005049 Summer Band
10005050 Special Events Permitting
10005051 City Sales Tax - Bed Tax
10005052 Glendale CVB - Memberships
10005053 Tourism - Souvenir Program
10005054 Bed Tax / Tourism
10005301 Glen Lakes Golf Course
10005302 PFR&SE Tohono O'odham Funding
10005303 PFR&SE Marketing

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

10002934 Cemetery
10005055 Stadium - Transportation Ops
10005056 Transp - Fiesta Bowl Event
10005057 Arena - Transportation Ops.
10005058 Graffiti Removal
10005059 CBRanch - ROW Maintenance

Public Faclit Recr&Spec Events Total
Transportation

Transportation
1000-General Fund

Total
Total

1020-Vehicle Replacement
Field Operations

10202842 Equipment Replacement
10205305 VRF Vehicles 1 time supplement

Field Operations
Total
1020-Vehicle Replacement
Total

General Funds Total

FY2019
BUDGET

$

1,652,948
6,186,364
346,338
1,346,514
626,759
406,706
147,698
347,184
198,446
84,393
253,941
111,057
113,947
76,140
108,982
214,096
65,410
370,303
6,010
17,577
367,171
1,662
324,952
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$

FY2019
ESTIMATE

13,374,596 $

1,646,160
6,166,606
295,484
1,367,741
730,016
412,708
199,602
419,818
182,674
80,182
309,268
124,904
97,337
95,783
102,695
154,182
109,835
397,219
8,435
71,518
444,097
30,000
5,000
357,451
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$

281,342
698,543
26,257
38,296
18,317
12,961

$
$
$
$
$
$

$
$

3,321,726 $
$

$
1,075,716 $
$ 199,860,288 $

$
$

3,321,726 $
3,321,726 $

FY2020
BUDGET

13,808,715 $

1,600,821
5,986,506
295,411
1,435,790
676,334
418,681
203,602
429,718
110,882
80,682
309,410
114,904
90,435
101,462
106,285
161,084
157,796
397,219
8,435
71,518
386,867
132,000
5,000
326,807
612,334
44,982

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

14,264,965 $

220,816
756,224
65,083
51,035
17,094
16,080

219,016
756,224
65,083
51,035
16,856
16,150

$
$
$
$
$
$

1,579,745
6,332,834
303,221
1,249,374
609,132
452,289
49,562
451,395
109,700
170,203
315,460
124,914
78,516
101,791
107,499
188,013
84,035
423,083
8,695
71,612
475,971
30,000
5,000
457,538
220,797
104,040
44,982

14,149,400

236,258
799,670
32,248
41,073
17,130
16,080

1,126,332 $
208,214,611 $

1,124,364 $
217,064,645 $

1,142,459
218,476,090

2,292,190 $
$

2,292,190 $
$

3,505,526
-

2,292,190 $
2,292,190 $

2,292,190 $
2,292,190 $

3,505,526
3,505,526

$ 203,182,014 $ 210,506,801 $ 219,356,835 $ 221,981,616

____________________________________________________________________________________________________
495

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

FY2019
BUDGET

FY2019
ESTIMATE

FY2020
BUDGET

Special Revenue Funds
2010-Home Grant
Community Services

20104017 Grants-Community Service
20105140 HOME Administration
20105141 HOME Replace Housing Program
20105142 HOME Affordable Housing
20105143 HOME Single Family Resid Rehab

Community Services
2010-Home Grant

Total
Total

2020-Neighborhood Stabilization
Community Services

20204017 Neighborhood Stabilization

Community Services
Total
2020-Neighborhood Stabilization Total

2030-Neighborhd Stabilization Pgm3
Community Services

20304017 Grants Neigh Stab Pgm3
20305150 NSP3 Administration
20305151 NSP3 Demo

Community Services
Total
2030-Neighborhd Stabilization Pgm3 Total

2040-CDBG

Community Services

20404017 CDBG
20405100 CDBG Administration
20405101 CDBG Single Family Resid Rehab
20405102 CDBG Lead Based Paint
20405103 CDBG Temporary Relocation
20405104 CDBG Rehab/Delivery
20405105 CDBG Demolition Low/Mod
20405106 CDBG Demolition Slum Blight
20405107 CDBG Public Services
20405108 CDBG Housing Services-City Prj
20405109 CDBG Housing Services-External
20405110 CDBG Public Faclt/Infra-CtyPrj
20405111 CDBG Public Fclty/Infra-Extern
20405112 CDBG Roof Replacement Program

Community Services
2040-CDBG

Total
Total

$
$
$
$
$

(25,554) $
21,585 $
172,054 $
196,167 $
95,771 $

900,747
27,707
375,000
375,000

$
$
$
$
$

370,401
24,023
200,000
80,000

$
$
$
$
$

900,747
27,707
375,000
375,000

$
$

460,024 $
460,024 $

1,678,454 $
1,678,454 $

674,424 $
674,424 $

1,678,454
1,678,454

$

337 $

227,349 $

25,049 $

227,472

$
$

337 $
337 $

227,349 $
227,349 $

25,049 $
25,049 $

227,472
227,472

$
$
$

$
$

-

-

$
$
$

$
$

$
227,300 $
$

227,300 $
227,300 $

$
25,000 $
$

227,300
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$

704,208
385,620
113,784
3,357
21,130
118,233
843
276,747
82,410
288,775
178,433
64,167
48,338

$
$
$
$
$
$
$
$
$
$
$
$
$
$

3,017,985
94,730
835,000
40,000
34,000
8,500
43,000
75,000
100,000

$
$

2,286,046 $
2,286,046 $

$
$
$
$
$
$
$
$
$
$
$
$
$
$

4,248,215 $
4,248,215 $

25,000 $
25,000 $

2,014,780
55,759
246,880
9,622
23,215
10,848
15,000
35,422
83,529

$
$
$
$
$
$
$
$
$
$
$
$
$
$

2,495,055 $
2,495,055 $

227,300
227,300

2,941,783
94,730
835,000
40,000
34,000
8,500
43,000
75,000
100,000

4,172,013
4,172,013

____________________________________________________________________________________________________
496

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

2050-Highway User Gas Tax
Engineering

FY2019
BUDGET

$
$

$

2,680,642 $

2,955,232 $

2,955,232 $

2,822,535

20502919 Transportation Administration
20502920 Right of Way
20502921 Street Maintenance
20502923 Traffic Signals
20502924 Signs & Markings
20502925 Barricade Management
20505063 Traffic Studies
20505064 Traffic Design and Development
20505065 Graffiti Removal - ROW

$
$
$
$
$
$
$
$
$

525,488
3,215,549
1,477,324
1,183,863
689,592
13,158
20,750
5,729

115,766
3,280,494
1,573,207
1,259,162
694,231
167,240
301,037
172,444

116,660
3,280,494
1,740,447
1,259,162
694,231
301,037
172,444

120,390
5,813,823
1,649,365
1,284,561
728,784
213,099
190,776
170,497

Total

Transportation
Total
2050-Highway User Gas Tax
Total

2060-Transportation Grants
Transportation

20604029 Grants-Transportation
20605271 Transportation Transit Grants
20605272 Transportation Transport Grant

Transportation
Total
2060-Transportation Grants
Total

$
$
$
$
$
$
$
$
$

812,185 $
2,143,047 $

FY2020
BUDGET

20503019 Pavement Management
20503020 Street Lighting

Engineering
Transportation

749,828 $
1,930,814 $

FY2019
ESTIMATE

$
$
$
$
$
$
$
$
$

812,185 $
2,143,047 $

$
$
$
$
$
$
$
$
$

835,780
1,986,754

$
$

7,131,454 $
9,812,096 $

7,563,581 $
10,518,813 $

7,564,475 $
10,519,707 $

10,171,294
12,993,829

$
$
$

$
716,802 $
$

552,821 $
665,234 $
$

$
1,955,079 $
30,696 $

2,000,000
700,000
-

$
$

716,802 $
716,802 $

1,218,055 $
1,218,055 $

1,985,775 $
1,985,775 $

2,700,000
2,700,000

20705072 Street Light Managemnet

$

$

271,372 $

271,372 $

330,000 $

330,000 $

330,000 $

330,000 $

305,000

305,000

20702312 Non-Departmental Fund 2070
20702926 Transportation Program Mgmt
20702927 Fixed Route
20702928 Dial-A-Ride
20702929 Transit Program Administration
20702930 Intelligent Transport Systems
20702931 Traffic Mitigation
20705066 Transportation Education
20705067 Demand Management
20705068 Rail Transit
20705069 CIP O&M
20705070 Traffic Signals
20705071 Signs & Markings

$
$
$
$
$
$
$
$
$
$
$
$
$

294,964
2,615,751
4,221,909
2,806,274
532,335
611,383
497,634
22,332
2,871
688,814
10,443
26,881

2,294,575
4,913,079
2,940,879
482,336
681,219
527,756
203,230
28,505
50,000
813,000
10,050
42,040

2,176,575
4,894,623
2,734,379
481,934
681,219
617,756
193,520
18,900
50,000
1,047,500
10,050
30,040

2,365,602
4,901,822
3,429,943
495,545
730,226
532,722
210,063
28,505
813,000
10,050
42,040

2070-Transportation Sales Tax
Engineering

Engineering
Transportation

Total

Transportation
Total
2070-Transportation Sales Tax
Total

$
$

$
$
$
$
$
$
$
$
$
$
$
$
$

12,331,592 $
12,602,964 $

$
$
$
$
$
$
$
$
$
$
$
$
$

12,986,669 $
13,316,669 $

$
$
$
$
$
$
$
$
$
$
$
$
$

12,936,496 $
13,266,496 $

13,559,517
13,864,517

____________________________________________________________________________________________________
497

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

2100-Utility Bill Donation
Grant Non-Departmental

21004033 Utility Bill Don-FrmtheHeart

Grant Non-Departmental
2100-Utility Bill Donation

Total
Total

2110-Arts Commission
Community Services

21101712 Arts Program
21101714 Arts Program

Community Services
Economic Development

Total

21101911 Arts Program

Economic Development
2110-Arts Commission

Total
Total

2120-Court Security Bonds
City Court

21205001 Court Security
21205002 Court Time Payments
21205003 Fill the Gap

City Court
Total
2120-Court Security Bonds

Total

2130-Airport Special Revenue
Transportation

21302933 Airport Operations

Transportation
Total
2130-Airport Special Revenue
Total

2140-CAP Grant

Community Services

21404017 CAP Grant
21405261 Community Action Program DHHS
21405262 Community Action Program ACAA
21405263 Community Action Program ADOH

Community Services
2140-CAP Grant

Total
Total

2150-Emergency Shelter Grant
Community Services

21504017 Emergency Shelter Grant
21505130 ESG Administration
21505131 ESG Rapid Rehousing
21505133 ESG Emergency Shelter Services

Community Services
Total
2150-Emergency Shelter Grant
Total

$

FY2019
BUDGET

97,500 $

FY2019
ESTIMATE

200,000 $

FY2020
BUDGET

200,000 $

200,000

$
$

97,500 $
97,500 $

200,000 $
200,000 $

200,000 $
200,000 $

200,000
200,000

$
$

$
243,855 $

$
260,404 $

$
260,404 $

-

$

243,855 $

260,404 $

260,404 $

-

$

-

-

-

264,148

$

$

$

$
$

$
243,855 $

$
260,404 $

$
260,404 $

264,148
264,148

$
$
$

372,168 $
85,603 $
23,816 $

451,361 $
82,220 $
57,264 $

492,896 $
68,827 $
33,268 $

453,243
64,321
57,145

$
$

481,586 $
481,586 $

590,845 $
590,845 $

594,991 $
594,991 $

574,709
574,709

$

722,452 $

775,378 $

779,595 $

854,916

$
$

722,452 $
722,452 $

775,378 $
775,378 $

779,595 $
779,595 $

854,916
854,916

$
$
$
$

$
$

1,198,426
47,963
-

$
$
$
$

1,246,389 $
1,246,389 $

68,611
1,217,269
46,857
-

$
$
$
$

1,332,737 $
1,332,737 $

68,611
1,217,269
46,857
464,250

$
$
$
$

1,796,987 $
1,796,987 $

68,611
1,288,039
46,857
-

1,403,507
1,403,507

$
$
$
$

15,662
8,191
131,501
43,323

$
$
$
$

208,992
-

$
$
$
$

229,502
-

$
$
$
$

258,992
-

$
$

198,677 $
198,677 $

208,992 $
208,992 $

229,502 $
229,502 $

258,992
258,992

____________________________________________________________________________________________________
498

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

2160-Other Grants

Community Services

21604017 Grants-Community Service
21605241 Library Grant Accounts
21605249 Library Donation Accounts
21605269 Community Action Prog Donation

$
$
$
$

FY2019
BUDGET

FY2019
ESTIMATE

$

56,171
1,929
6,087

$
$
$
$

21603214 Other Grants Contingency

$

$

21604020 Grants-Fire Services
21605201 Fire AZDOHS Grants
21605202 Fire FEMA Grants
21605203 Fire AZ Forestry Grants
21605208 Fire Miscellaneous Grants
21605209 Fire Donation Accounts

$
$
$
$
$
$

$

1,791,813 $

3,028,831 $

3,971,434 $

21604033 Grants- Other Departmental
21605251 Other Departments Grant Accnts
21605259 Other Department Donation Acct

$
$
$

$

$
528,557 $
7,697 $

536,254 $

-

$
720,102 $
11,000 $

21604024 Grants-Police Services
21605211 Police AZDOHS Grants
21605212 Police AZDPS Grants
21605213 Police GOHS Grants
21605214 Police HIDTA Grants
21605215 Police USDOJ Grants
21605216 Police USMS Grants
21605217 Police DUIAC Grants
21605218 Police SRO Recovery Grants
21605219 Police Task Forces Grants
21605228 Police Miscellaneous Grants
21605229 Police Donation Accounts

$
$
$
$
$
$
$
$
$
$
$
$

$

26,041
77,543
318,817
139,164
145,092
331,772
73,762
87,035
311,042
64,999
361,936
22,784

1,959,987 $

2,551,270 $

4,093,127 $

2,698,475

21604026 Grants-Public Fclt, Rec&SE
21605231 Parks & Rec Grant Accounts
21605239 Parks & Rec Donation Accounts

$
$
$

$

$
2,708 $
15,440 $

18,148 $

25,000 $
$
$

25,000 $

25,000 $
$
82,000 $

107,000 $

25,000
-

25,000

21602311 Non-Departmental Fund 2160

$

$

-

-

$

$

750,000 $

750,000 $

750,000 $

750,000 $

750,000

750,000

21604027 Grants-Water Services
21605291 Water Grant

$
$

-

$
$

-

-

-

Community Services
Contingency
Contingency
Fire Services

Total

Total

Fire Services
Total
Grant Non-Departmental

Grant Non-Departmental
Police Services

Total

Police Services
Total
Public Faclit Recr&Spec Events

Public Faclit Recr&Spec Events Total
Undefined Department
Undefined Department
Water Services
Water Services
2160-Other Grants

Total

Total
Total

$

$
$

64,186 $

275,000
-

$
$
$
$

-

$

FY2020
BUDGET

-

119,243
1,661,587
6,953
4,030

$

$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$

$
4,370,389 $

275,000 $

275,000
101,606
-

$
$
$
$

376,606 $

275,000

-

-

$

-

-

3,028,831
-

-

2,000,000
111,638
269,739
93,014
76,879
-

$

$
$
$
$
$
$

$
$
$

-

1,445,581
624,587
1,887,173
14,093
-

$

$
$
$
$
$
$

$

731,102 $

$
$
$
$
$
$
$
$
$
$
$
$

2,000,000
168,948
715,581
175,200
176,075
445,865
22,500
50,000
93,014
111,564
134,380
-

$
$

$
6,630,101 $

$
$
$
$
$
$
$
$
$
$
$
$

$
$

$
10,029,269 $

275,000
-

-

3,028,831
-

3,028,831
-

-

2,000,000
114,247
358,451
132,293
93,484
-

6,777,306

____________________________________________________________________________________________________
499

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

2170-Rico Funds
Police Services

21702423 Federal RICO
21702424 State RICO
21704024 Grants-Police Services

Police Services
2170-Rico Funds

Total
Total

2180-Park and Rec Designated
Public Faclit Recr&Spec Events

21805028 Parks Maintenance
21805029 Desert Valley Park
21805030 Desert Mirage Park
21805031 Desert Gardens Park
21805032 Discovery Park
21805033 Elsie McCarthy Pk. Maint
21805034 Paseo Racquet Center

Public Faclit Recr&Spec Events Total
2180-Park and Rec Designated
Total

2190-Airport Capital Grant
Transportation

21905281 Airport Grants

Transportation
Total
2190-Airport Capital Grant
Total

$
$
$

FY2019
BUDGET

839 $
622,656 $
28,487 $

FY2019
ESTIMATE

225,000 $
2,655,975 $
$

FY2020
BUDGET

225,000 $
2,655,975 $
$

$
$

651,982 $
651,982 $

2,880,975 $
2,880,975 $

2,880,975 $
2,880,975 $

$
$
$
$
$
$
$

177
10,567
-

2,000
6,000
5,000
8,000
4,000
12,890
25,000

$
$
$
$
$
$
$

1,000
6,000
5,000
8,000
4,000
10,624
8,000

$
$
$
$
$
$
$

$

$

$
$
$
$
$
$
$

225,000
1,500,143
-

1,725,143
1,725,143

2,000
6,000
5,000
8,000
4,000
12,900
25,000

$
$

10,745 $
10,745 $

62,890 $
62,890 $

42,624 $
42,624 $

62,900
62,900

$

2,914,136 $

-

-

-

$
$

2,914,136 $
2,914,136 $

-

22002846 PS Training Ops - Fac. Mgmt

$

$

602,718 $

602,718 $

630,064 $

630,064 $

658,030 $

954,895

22002023 PS Training Ops - Fire

$

790,739 $

958,535 $

958,535 $

992,859

22002413 PS Training Ops - Police

$

2200-Training Facility Revenue
Field Operations

Field Operations
Fire Services
Fire Services
Police Services

Total

Total

Police Services
Total
2200-Training Facility Revenue

Special Revenue Funds Total

$

Total

$
$

790,739 $
360,134 $

360,134 $
1,753,591 $

$ 38,569,571 $

$
$

958,535 $
388,054 $

388,054 $
1,976,653 $

46,353,830 $

-

$
$

658,030 $

958,535 $
388,054 $

388,054 $
2,004,619 $

47,810,471 $

-

954,895

992,859

401,959

401,959
2,349,714

50,334,920

____________________________________________________________________________________________________
500

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

FY2019
BUDGET

FY2019
ESTIMATE

FY2020
BUDGET

Enterprise Funds
6020+-Water & Sewer
Budget and Finance

60201117 Customer Service

$

$

2,632,234 $

3,144,936 $

3,144,936 $

60201813 Cross Connection Control

$

$

153,794 $

153,794 $

-

-

60202710 Environmental Resources
60202711 Water Services Administration
60202712 Safety Administration
60202713 Information Management
60202714 Public Service Representative
60202715 System Security
60202716 Property Management
60202717 Water Conservation
60202718 Water Quality
60202719 Materials Control Warehouse
60202720 Customer Service - Field
60202721 Irrigation
60202722 Raw Water Usage
60202723 Central System Control
60202724 Pyramid Peak WTP
60202725 Cholla Treatment Plant
60202726 Central System Maintenance
60202727 Water Distribution
60202728 Meter Maintenance
60202729 Oasis Surface WTP
60202730 Oasis Groundwater WTP
60202732 Arrowhead WRF
60202733 West Area WRF
60204527 CIP_Water Services
60302731 Pretreatment Program
60302734 Storm Water
60302735 SROG - 91st Ave WWTP
60302736 99th Avenue Interceptor
60302737 Wastewater Collection
60302738 Arrowhead WRF
60302739 West Area WRF
60302740 Irrigation
60304527 CIP_ Sewer

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

721,493 $
4,098,533 $
784,503 $
1,251,332 $
790,992 $
500,476 $
45,244 $
449,730 $
1,275,952 $
195,914 $
1,004,682 $
221,953 $
(662,058) $
1,137,139 $
1,939,816 $
3,269,927 $
1,566,154 $
3,610,710 $
50,456 $
2,518,012 $
87,150 $
1,812,009 $
2,848,791 $
6,878,844 $
461,647 $
524,284 $
3,113,273 $
61,267 $
2,723,929 $
$
$
$
180,874 $

Budget and Finance
Development Services

Total

Development Services
Water Services

Total

Water Services
Total
6020+-Water & Sewer Total

$
$

2,632,234 $

43,463,030 $
46,249,057 $

3,144,936 $

-

873,419
8,148,744
840,222
1,669,559
911,792
621,302
101
499,012
1,431,080
210,742
1,168,550
4,864,536
1,411,358
2,239,929
3,246,932
1,896,497
5,078,571
2,164
2,975,586
597
530,999
692,033
3,723,373
135
2,894,843
2,155,306
3,322,429
295,533
-

$

$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

51,705,344 $
54,850,280 $

3,144,936 $

-

854,419
8,157,845
840,222
1,669,559
871,792
615,672
499,012
1,412,080
211,354
1,154,550
4,677,536
1,391,358
2,210,929
3,376,932
1,946,497
5,028,341
2,831,183
530,999
686,033
3,573,373
2,794,978
2,011,306
3,287,429
435,533
-

$

$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

51,068,932 $
54,213,868 $

3,233,639

3,233,639
-

-

801,419
7,989,990
873,405
1,694,970
934,189
649,264
508,353
1,474,112
215,324
1,231,409
4,869,361
1,413,276
2,339,451
3,447,959
1,928,323
5,249,743
234
3,077,846
547,715
882,478
3,727,949
3,011,597
2,186,039
3,512,574
284,890
-

52,851,870
56,085,509

____________________________________________________________________________________________________
501

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

6110+-Landfill

Field Operations

61102834 Landfill
61102835 Solid Waste Admin
61102836 Recycling
61102837 MRF Operations
61104528 CIP_Field Operations
61105073 Gas Management System

Field Operations
6110+-Landfill Total

Total

6120-Solid Waste
Field Operations

61202835 Solid Waste Admin
61202838 Solid Waste Roll-off
61202839 Commercial Frontload
61202840 Curb Service
61202841 Residential-Loose Trash Collec
61204528 CIP_Field Operations

Field Operations
6120-Solid Waste

Total
Total

6130-Housing Public Activities
Community Services

61301713 Housing Public Activities

Community Services
Total
6130-Housing Public Activities Total

Enterprise Funds Total

$
$
$
$
$
$

FY2019
BUDGET

$
$

3,795,229
1,028,866
1,010,644
1,513,227
1,275,947
48,000

$
$
$
$
$
$

$
$
$
$
$
$

$
$
$
$
$
$

FY2019
ESTIMATE

8,671,912 $
8,671,912 $

4,422,694
1,407,661
1,595,417
2,116,444
167,392

$
$
$
$
$
$

549,011
2,630,579
6,607,835
2,973,778
2,507,334

$
$
$
$
$
$

FY2020
BUDGET

9,709,608 $
9,709,608 $

4,399,273
1,398,661
1,595,417
2,108,273
167,392

$
$
$
$
$
$

4,342,961
1,479,622
1,571,811
2,094,616
167,393

9,669,016 $
9,669,016 $

9,656,403
9,656,403

745,245
3,157,996
7,950,683
3,630,875
-

745,245
3,162,212
7,927,949
3,630,962
-

$
$
$
$
$
$

60,000
821,998
3,177,375
8,165,276
3,843,353
-

$
$

15,268,537 $
15,268,537 $

15,484,799 $
15,484,799 $

15,466,368 $
15,466,368 $

16,068,001
16,068,001

$

1,747,042 $

15,433,635 $

15,433,635 $

14,703,077

$
$

1,747,042 $
1,747,042 $

$ 71,936,548 $

15,433,635 $
15,433,635 $

95,478,322 $

15,433,635 $
15,433,635 $

94,782,887 $

14,703,077
14,703,077

96,512,990

____________________________________________________________________________________________________
502

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________________________
Fiscal Year 2019-2020
Operating Expenditures by Program and Fund

FY2018
ACTUAL

FUND - DESCRIPTION

FY2019
BUDGET

FY2019
ESTIMATE

FY2020
BUDGET

Internal Service Funds
7010-Risk Management Self Insurance
Human Resources

70102113 Risk Management

Human Resources
Total
7010-Risk Management Self Insurance Total

7020-Workers Comp Self Insurance
Human Resources

70202114 Workers' Compensation

Human Resources
Total
7020-Workers Comp Self Insurance Total

7030-Benefits Trust
Human Resources

70305019 Benefit Programs

Human Resources
7030-Benefits Trust

7040-Fleet Services

Total
Total

Field Operations

70402843 Fleet Management
70402844 Fuel Services
70402845 Parts Store Operations

Field Operations
7040-Fleet Services

7050-Technology

Total
Total

Innovation and Technology

70502210 Innovation & Tech Operations
70502211 Telephones
70502212 Innovation & Tech Maintenance

Innovation and Technology Total
7050-Technology
Total

7060-Technology Projects
Innovation and Technology

70602213 Technology Projects

Innovation and Technology Total
7060-Technology Projects
Total

$

3,379,061 $

2,959,242 $

3,959,242 $

4,053,491

$
$

3,379,061 $
3,379,061 $

2,959,242 $
2,959,242 $

3,959,242 $
3,959,242 $

4,053,491
4,053,491

$

2,162,383 $

2,290,825 $

2,290,825 $

2,968,471

$
$

2,162,383 $
2,162,383 $

2,290,825 $
2,290,825 $

2,290,825 $
2,290,825 $

2,968,471
2,968,471

$

28,210,407 $

30,955,871 $

30,955,871 $

31,438,324

$
$

28,210,407 $
28,210,407 $

30,955,871 $
30,955,871 $

30,955,871 $
30,955,871 $

31,438,324
31,438,324

$
$
$

4,435,382 $
2,719,653 $
2,091,174 $

4,489,856 $
2,822,218 $
2,088,536 $

4,464,436 $
3,332,802 $
2,088,536 $

4,625,014
2,834,866
2,091,514

$
$

9,246,209 $
9,246,209 $

9,400,610 $
9,400,610 $

9,885,774 $
9,885,774 $

9,551,394
9,551,394

$
$
$

5,223,498 $
1,092,648 $
1,339,032 $

5,714,504 $
1,155,634 $
1,463,344 $

5,714,504 $
1,161,634 $
1,463,344 $

5,734,967
937,951
1,463,344

$
$

7,655,177 $
7,655,177 $

8,333,482 $
8,333,482 $

8,339,482 $
8,339,482 $

8,136,262
8,136,262

$

1,064,895 $

3,719,104 $

3,719,104 $

4,910,170

3,719,104 $
3,719,104 $

$
$

1,064,895 $
1,064,895 $

3,719,104 $
3,719,104 $

70704511 CIP_Budget and Finance

$

$

-

-

$

-

-

$

$

50,000 $

-

70704522 CIP_Innovation and Technology

$

10,529 $

-

$

-

-

7070-Citywide ERP Solution
Budget and Finance

Budget and Finance
Total
Innovation and Technology
Innovation and Technology
7070-Citywide ERP Solution

Internal Service Funds Total
Grand Total

Total
Total

$
$

$

10,529 $
10,529 $

$ 51,728,661 $

-

$
$

57,659,134 $

50,000 $

$

$
50,000 $

59,200,298 $

4,910,170
4,910,170

-

-

61,058,112

$ 365,416,794 $ 409,998,087 $ 421,150,491 $ 429,887,638

____________________________________________________________________________________________________
503

ANNUAL BUDGET
SCHEDULE FOUR
__________________________________________________________________________________
Fiscal Year 2019-2020
Inter-Fund Transfers

Transfer From
Transfers To

1000 General

2050 Highway
User Gas
Tax

6020 Water/
Sewer

2070 Transportation Sales
Tax

2080 Police
Special
Revenue

2090 Fire Special
Revenue

9,211,495

28,576,155

-

-

3,000,000

-

-

-

-

-

-

-

-

147,047

-

-

-

-

-

64,299

-

-

-

-

-

-

-

-

-

- 19,364,660

3,000,000

-

-

-

-

-

-

2130 - Airport Special Revenue

147,047

-

2140 - CAP Grant

64,299

1000 - General
1020-Vehicle Repl
2070 - Transp. Sales Tax

3010 - G.O. Bond Debt Service

Total
Transfer-In

3030 - M.P.C. Debt Service

16,174,794

-

-

-

-

-

16,174,794

3050 - Excise Tax Deb Service

16,915,571

-

-

-

-

-

16,915,571

3040 - Transp. Debt Service

-

-

-

7,043,044

-

-

7,043,044

2000 - Hurf Street Bonds

-

-

5,890,395

-

-

-

5,890,395

4,137,000

-

-

-

-

-

4,137,000

4030 - Transp. Capital Project

-

-

-

7,877,500

-

-

7,877,500

6040 - Water/Sewer Debt Service

- 25,095,483

-

-

-

-

25,095,483

1080 - Gen Gov Capital Projects

6020 - Water/Sewer

396,479

-

-

-

-

-

396,479

6110 - Landfill

653,379

-

-

-

-

-

653,379

6140 - Solid Waste

124,453

-

-

-

-

-

124,453

6130 - Pub Housing Budget

386,563

-

-

-

-

-

386,563

2200 - Training Fac Rev Fund

1,901,280

Total Transfer Out

43,900,865 25,095,483

1,901,280
5,890,395 14,920,544 19,364,660

9,211,495

118,383,442

* Actual transfer amounts will vary based on actual revenues, expenses, grant opportunities, etc.

__________________________________________________________________________________
504

ANNUAL BUDGET
SCHEDULE FIVE
_________________________________________________________________________________
Fiscal Year 2019-2020
Tax Levy and Tax Rate Information

DESCRIPTION

BUDGET
FY 2016

BUDGET
FY 2017

BUDGET
FY 2018

BUDGET
FY 2019

PROJECTED
FY 2020

Fiscal Year Budget Amount
Qualifiable Exclusions (estimated)
Total Estimated Expenditures
Expenditure Limitation

$632,000,000
$203,261,649
$428,738,351
$542,088,977

$693,000,000
$220,089,427
$472,910,573
$554,464,628

$672,000,000
$249,924,142
$422,075,858
$568,852,831

$689,000,000
$247,578,915
$441,421,085
$584,109,698

$736,000,000
$283,246,263
$452,753,737
$603,062,288

$1,129,008,207
$5,529,882

$1,173,091,035
$5,732,896

$1,227,220,727
$5,912,749

$1,306,946,089
$6,111,280

$1,413,253,839
$6,338,443

N/A

N/A

N/A

N/A

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

$1,129,008,207
$19,268,783
$5,529,882
$24,798,665

$1,173,091,035
$19,587,858
$5,621,452
$25,209,310

$1,227,220,727
$19,807,342
$5,684,486
$25,491,828

$1,306,946,089
$20,070,771
$5,759,711
$25,830,482

$1,413,253,839
$20,408,799
$5,856,524
$26,265,323

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

$5,486,383
$43,499
$19,095,187
$173,596
$24,581,570
$217,095
$24,798,665

$5,687,694
$45,202
$19,094,786
$173,997
$24,782,480
$219,199
$25,001,679

$5,684,486
$39,323
$19,807,342
$152,281
$25,491,828
$191,604
$25,683,432

$5,759,711
$46,234
$20,070,771
$153,579
$25,830,482
$199,813
$26,030,295

$5,856,524
$48,833
$20,408,799
$161,285
$26,265,323
$210,118
$26,475,441

$0.4898
$1.7067
$2.1965

$0.4792
$1.6698
$2.1490

$0.4632
$1.6140
$2.0772

$0.4407
$1.5357
$1.9764

$0.4144
$1.4441
$1.8585

b1. Maximum Allowable Primary Property
Tax Levy (ARS 42-17051)
Primary Assessed Valuation
Maximum Allowable Primary Tax
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]

City of Glendale Tax Rate
A. Primary Property Tax Rate
B. Secondary Property Tax Rate
Total Property Tax Rate

Arizona law limits the amount of tax supported debt that a city may issue. This limitation for bonds to finance water, wastewater, storm drain, streets, parks and
recreation projects is 20% of the municipality's assessed valuation. The limit for bonds to finance all other projects is 6% of the municipality's assessed valuation.
The current debt limits and indebtedness are shown below.

Calculation of legal limitations
20% Bonds
Secondary Property Value
Bond Indebtedness Limitation

Truth in Taxation Calculation

$1,413,253,839
$282,650,768

Debt Outstanding as of 07/01/19
Principal Payments FY20
Proposed Debt FY20
Estimated Debt outstanding FY20
Remaining limitation available

$116,100,000
$15,655,000
$0
$100,445,000
$182,205,768

6% Bonds
Secondary Property Value
Bond Indebtedness Limitation
Debt Outstanding as of 07/01/19
Principal Payments FY20
Proposed Debt FY20
Estimated Debt outstanding FY20
Remaining limitation available

$1,413,253,839
$84,795,230
$0
$0
$0
$0
$84,795,230

Previous year's primary levy
Current net assessed valuation(AV)

=

Tax Rate

$5,759,711
=
$1,389,848,207
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

$0.4144
$1,389,848,207
$5,759,711
$0.4407
$0.4144
$23,405,632
$96,993
$0

__________________________________________________________________________________
505

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
DEPT FUND/ORG POSITION TITLE
Budget and Finance
10001110
ADMINISTRATOR, REVENUE
ASSISTANT DIRECTOR, FINANCE
CONTRACTS PROGRAM MANAGER
DIRECTOR, BUDGET AND FINANCE
FINANCE & TECHNOLOGY DIRECTOR
MANAGEMENT ASSISTANT
OFFICE SUPPORT SUPV
REVENUE ADMIN
10001110 Total
10001111
ACCOUNT SPECIALIST
ACCOUNT SPECIALIST II
ACCOUNTANT
ACCOUNTANT I
ACCOUNTANT II
ACCOUNTANT MGR
ACCOUNTANT, SR.
ACCOUNTING PROJECT MANAGER
ACCOUNTS PAYABLE SPECIALIST
CONTROLLER
FINANCIAL SRVCS SUPV
PAYROLL SPECIALIST
SUPERVISOR, PAYROLL
10001111 Total
10001112
ACCOUNT SPECIALIST
APPLICATIONS ANALYST, SR.
CONTRACTS PROGRAM MANAGER
CUSTOMER SERVICE REP
LICENSING & TAXPAYER ANALYST
LICENSING SPECIALIST
MANAGER, TAX & LICENSE
SR BILLING & COMPLIANCE SPEC
SUPERVISOR, TAX AND LICENSING
SYSTEMS ANALYST, SR
TAX AUDITOR
10001112 Total
10001113
ADMINISTRATIVE SUPPORT SPEC
ADMINISTRATOR, PROCUREMENT
CONTRACT ANALYST
MANAGEMENT ASSISTANT
MGMT AIDE
PURCH & MATERIALS MGR
10001113 Total
10001115
ADMINISTRATOR, BUDGET
BUDGET AND FINANCE ANALYST
SR BUDGET ANALYST
10001115 Total
10001116
GRANTS ADMIN
GRANTS PROGRAM MANAGER
10001116 Total

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

1
1
1
1

1
1
1

1

1

1

1

1

1

1

1

5

4

3

3

3

4

4

4

3
1
2
1

4
1
2
1

4
1
2
1

4
1
2
1

2
1
13

2
1
15

2
1
15

2
1
15

1
1
1
2
1
1

2
2
1

2
2
1

1
2
1

3
10

3
10

1
1
3
10

1
1
3
10

1
1
4
10

3

1
1
3

1
1
5

1
3
1

1
3
1

1
3
1

5

5

5

5

1
1

1
3

1
3

1
3

2

4

4

4

1
1

1
1

1
1

1
1

1

1
1
1
4
2
2
3
3
1

1
1

13
1
1

3
1
1

1
1
2
1
1

__________________________________________________________________________________
506

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
60201117

ACCOUNT SPECIALIST II
ACCOUNTANT
ACCOUNTANT I
ADMINISTRATIVE SUPPORT ASST
ADMINISTRATIVE SUPPORT SPEC
BILLING & COMPLIANCE SPEC
CASHIER
COLLECTIONS REPRESENTATIVE
CUSTOMER SERVICE MANAGER
CUSTOMER SVC REPRESENTATIVE
CUSTOMER SVC REPRESENTATIVE SR
FINANCIAL SRVCS SUPV
MANAGEMENT ANALYST
MANAGER, CUSTOMER SERVICE
MGMT ASST
OFFICE ASST
SR CUSTOMER ASSISTANCE REP
SR SECRETARY
SUPERVISOR, CUSTOMER SERVICE
SUPERVISOR, REVENUE RECOVERY
60201117 Total
Budget and Finance Total
City Attorney's Office
10001210
ADMINISTRATIVE SUPPORT ASST
ADMINISTRATIVE SUPPORT SPEC
ASSISTANT CITY ATTORNEY
ASSISTANT CITY PROSECUTOR
ASSISTANT CITY PROSECUTOR, SR.
CHIEF DEPUTY CITY ATTORNEY
CITY ATTORNEY
CITY PROSECUTOR
CONTRACTS PROGRAM MANAGER
DEPUTY CITY ATTORNEY
EXEC LEGAL ASST
LEGAL ASSISTANT
LEGAL ASSISTANT, SR.
MGMT ASST TO THE CITY ATTORNEY
RECORDS COORDINATOR
SECRETARY
SR SECRETARY
VICTIM ASSISTANCE CASEWORKER
10001210 Total
City Attorney's Office Total
City Auditor
10001310
ASSISTANT CITY AUDITOR
CITY AUDITOR
INTERNAL AUDIT PROGRAM MANAGER
SR SECRETARY
10001310 Total
City Auditor Total
City Clerk
10001410
ADMINISTRATIVE SUPPORT SPEC
CITY CLERK
COUNCIL AGENDA PROCESS MANAGER

3
1

1

2

1
1

1
1

1
1

1
1

1

1

2

15.5
3

14.5
3

14.5
3

13.5
3

1
1

1
1

1
1

1
1

4

4

4

29.5
65.5

26.5
65.5

26.5
64.5

3
1
26.5
64.5

1
5
3
5
1
1
1
1

1
5
3
6
1
1
1
1

1
5
4
6
1
1
1
1

2

2

2

3
1
1

3
1
1

3
1

1
5
1
25
25

2
1
1
1

1
26
26

1
27
27

2
29
29

2
29
29

1
1

1
1

1
1

1
1

0.5
2.5
2.5

2
2

2
2

2
2

1
1

1
1
1

1
1
1

1
1
1

1
1
1

15
1
1
1

4

1
1
0.5
1

29.5
64.5

3
6
1
1
1
2
1
2
1

1

1
5
4
6
1
1
1
1
1
2

1

__________________________________________________________________________________
507

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
DEPUTY CITY CLERK
MANAGEMENT ASSISTANT
MGMT AIDE
RECORDS COORDINATOR
RECORDS MGMT ASST
RECORDS PROGRAM MANAGER
RECORDS SUPV
SR SECRETARY
10001410 Total
City Clerk Total
City Court
10001510
ACCOUNT SPECIALIST
ACCOUNTANT
ACCOUNTANT, SR.
ADMINISTRATIVE SUPPORT SPEC
ADMINISTRATOR, COURT
CITY JUDGE
COURT ACCOUNTING SUPV
COURT ADMIN
COURT CLERK
COURT CLERK II
COURT CLERK III
COURT CLERK, SR.
COURT HEARING OFFICER
COURT INTERPRETER
COURT PROGRAM COORDINATOR
COURT SUPV
DEPUTY COURT ADMINISTRATOR
JUDICIAL ASST
JUDICIAL PROJECTS COORDINATOR
MGMT ASST
PRESIDING CITY JUDGE
SR SECRETARY
SUPERVISOR, COURT
SYSTEMS ANALYST
10001510 Total
21205001
COURT PROGRAM COORDINATOR
MGMT ASST
POLICE OFFICER
21205001 Total
21205002
COURT CLERK
21205002 Total
City Court Total
City Manager's Office
10001610
ASSISTANT CITY MANAGER
CHIEF DATA & ANALYTICS OFFICER
CITY MANAGER
DEPUTY CITY MANAGER
DEPUTY CITY MANAGER - PUBLIC SAFETY
DIRECTOR ORGANIZATIONAL PERFORMANCE
EXEC ASST TO CITY MGR
MANAGEMENT ASSISTANT
MGMT ASST TO THE CITY MGR
SR MGMT ASST

1

1
1

1
1

1
1

1
1

1

1

1

1

1

1

1

1

7
7

7
7

7
7

7
7

1

1

1
1
1
2

1
1
1
2

1
1
1
1
2

1
1
1
1
2

23.25

23.5

23

23.5

2
1
1.5
1

2
1
1.5
1

4
1
1.5
1

4
1
1.5
1

1

1

1

1

1

1

1

3
2
41.75

3
2
42

3
2
43.5

3
2
44

1

1

1

1

1
2

1
2

1
2

1
2

41.75

1.75
1.75
45.5

1.75
1.75
45.75

0.75
0.75
46.25

0.5
0.5
46.5

2

1

1

2

1

1

1

1

1
1

1
1

1
1

2
1
1
1
1
1
1
1

1
1
1
1
6
6

0

2
1
1
23.25
2
1
1.5
3
1
1
1
1
1
39.75

1
1
2

1
1

1

__________________________________________________________________________________
508

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
STRAT INIT&SPEC PROJ EXEC OFF
10001610 Total
City Manager's Office Total
Community Services
10001710
ACCOUNT SPECIALIST
ADMINISTRATIVE SUPPORT SPEC
ASSISTANT DIRECTOR, COMMUNITY SVCS
COMMUNITY SVCS PROGRAM MANAGER
DIRECTOR, COMMUNITY SERVICES
MANAGEMENT ANALYST
MANAGEMENT ASSISTANT
MGMT AIDE
MGMT ASST
MKTNG & COMMUNICATION PROG MGR
SUPERVISOR, ADMIN SUPPORT
10001710 Total
10001711
ADMINISTRATIVE LIBRARIAN
ADMINISTRATOR, LIBRARY
CHIEF LIBRARIAN
LIBRARIAN
LIBRARY ASSISTANT
LIBRARY ASSISTANT, LEAD
LIBRARY ASSISTANT, SR.
LIBRARY ASST I
LIBRARY ASST II
LIBRARY ASST III
LIBRARY MGR
LIBRARY OPERATIONS COORDINATOR
LIBRARY TECHNOLOGY SPECIALIST
PUBLIC SERVICE ASSISTANT
SERVICE WORKER
SERVICE WORKER (PARKS)
SUPERVISOR, LIBRARY OPERATIONS
10001711 Total
10001712
NEIGHBORHOOD SRVCS COORD
NEIGHBORHOOD SVCS PROG MGR
10001712 Total
10001716
ADMINISTRATOR, REVITALIZATION
HUMAN SRVS ADMINISTRATOR
REVITALIZATION MGR
SUPV, REVITALIZATION GRANTS
10001716 Total
20404017
ACCOUNT SPECIALIST
ACCOUNT SPECIALIST II
ADMINISTRATIVE SUPPORT ASST
ADMINISTRATIVE SUPPORT SPEC
MANAGEMENT ASSISTANT
MGMT ASST
REVITALIZATION COORDINATOR
SECRETARY
SR SECRETARY
SUPERVISOR, REVITALIZATION
20404017 Total

1
5
5

1
5
5

1
6
6

9
9

1
1
1
1
1

1

1
1
1

1
1
1

1
1
7

1

3

3

5
1
1
12
3.5
4
6

5
1
1
12
3.5
4
6

6
1
1
13.5
3.5
4
6

6
1
1
13.5
3.5
4
6

5.5

1
1
5.5

1
1
5.5

1
1
9
0.5

4
42.5

3
43

3
43

4
50.5

1
1
9
0.5
1
4
51.5

1

1

1

1

1
1

1
1

1
1

1

1

1

1

1
2

1
2

1
2

1
2

1

1

1

1

1
1
0.75

1
1
0.75

1
1

1
1

4

4

4

4

1
8.75

1
8.75

1
8

1
8

5
5

1
1

2
1

5
5
1
11.75

2
1.5
10.75
1

1
1
1
3

1

0.75
4
1
1
1
8.75

__________________________________________________________________________________
509

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
21101714

ARTS & CULTURE PROGRAM MANAGER
ARTS COORDINATOR
21101714 Total
21405261
ADMIN, COMMUNITY ACTION PRGM
COMMUNITY ACTION PROGRAM MGR
COMMUNITY ELIGIBILITY REP
COMMUNITY ELIGIBILITY SPEC
COMMUNITY SERICES REP, SR.
COMMUNITY SERVICES REP
MANAGEMENT ASSISTANT
MGMT AIDE
21405261 Total
61301713
ACCOUNT SPECIALIST
ACCOUNT SPECIALIST II
ACCOUNTANT
ADMINISTRATIVE SUPPORT ASST
ADMINISTRATIVE SUPPORT SPEC
ADMINISTRATOR, HOUSING SERVICE
BLDG MAINT LEADER
BLDG MAINT SUPV
BUILDING MAINT WORKER, LEAD
BUILDING MAINTENANCE WORKER
COMMUNITY SERICES REP, SR.
COMMUNITY SERVICES REP
HOUSING ASSISTANCE REP
HOUSING PROGRAM INSPECTOR
HOUSING PROGRAM MANAGER
MGMT ASST
NEIGHBORHOOD SRVCS COORD
SECRETARY
SERVICE WORKER (BLDG MAINT)
SR MGMT ASST
SR SECRETARY
SRVC WORKER I (BLDG MAINT)
SUPERVISOR, HOUSING
SUPV BUILDING MAINTENANCE
61301713 Total
Community Services Total
Development Services
10001810
ADMINISTRATIVE SUPPORT ASST
ADMINISTRATOR, PLANNING
DIRECTOR, PLANNING
MANAGEMENT ASSISTANT
PLANNER
PLANNER, SR.
PLANNING TECHNICIAN
SPECIAL PROJECTS EXEC OFFICER
SR SECRETARY
10001810 Total
10001811
ADMINISTRATIVE SUPPORT SPEC
ADMINISTRATOR, BUILDING SAFETY
BLDG SAFETY MGR
BUILDING INSPECTOR

1

1

1

1

1

1

1

1

1

1

1
2.5
1

1
2.5
1

1
2.5
1

1
3.5
1

5.5

5.5

5.5

6.5

1

1

1

1

1
1
2
1

1

1

1

2
1

2
1

2
1

1
2
1
8

1
2
1
7

1
1
1
7

1
1
1
6

1
1

1
1

1
1

1
1

1

1

1

1

1
1
24
92.25

1
1
21
83.25

1
1
20
91

1
1
19
91

1
1
1
1
2
2
1

1
7

1
0
1
1
3
2
1
1

1
1

1
2
1

1
1
1
1
2
2
1

9

9

10

11

1
2

1
2

1
2

1
2

2

2

2

2

1
1

1
2.5
1

1
5.5

1

1
1
2

10
1
1
1
2
1
1
1
1
24
90.75

1
1

3
3

1

1
3
3
1
1

__________________________________________________________________________________
510

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
BUILDING INSPECTOR SPECIALIST
BUILDING SAFETY OFFICIAL
DEVELOPMENT PLANS TECH
DEVELOPMENT SVCS REP
PLANS EXAMINER
PLANS EXAMINER, SR.
SECRETARY
SR BLDG INSP
STRUCTURAL PLANS EXAMINER
SUPV, BUILDING INSPECTION
SUPV, DEVELOPMENT SERVICES
10001811 Total
10001812
ADMINISTRATIVE SUPPORT ASST
ADMINISTRATIVE SUPPORT SPEC
ADMINISTRATOR, CODE COMPLIANCE
CODE COMPLIANCE OFFICIAL
CODE INSP I
CODE INSP II
CODE INSP III
CODE INSPECTOR
CODE INSPECTOR, SR.
DIRECTOR, DEVELOPMENT SERVICES
SECRETARY
SR SECRETARY
SUPERVISOR, CODE COMPLIANCE
10001812 Total
10005006
GIS COORDINATOR
GIS TECHNICIAN
SR ENGINEERING TECH
10005006 Total
Development Services Total
Economic Development
10001910
ASST DIRECTOR, ECONOMIC DEV
DIRECTOR, ECONOMIC DEVELOPMENT
ECON DEVELOPMENT ADMIN ASST
ECONOMIC DEV PROGRAM MGR
ECONOMIC DEVELOPMENT ADMIN
ECONOMIC DEVELOPMENT OFFICER
ECONOMIC DEVELOPMENT SPEC
MANAGEMENT ASSISTANT
PROGRAMS ADMIN
10001910 Total
21101911
ARTS & CULTURE PROGRAM MANAGER
21101911 Total
Economic Development Total
Engineering
10003014
ADMINISTRATIVE SUPPORT COORD
ADMINISTRATIVE SUPPORT SPEC
CELL SITE PROGRAM COORDINATOR
CIP PROJECT MANAGER
CITY ENGINEER
ENGINEERING PROJECT MGR
MGMT ASST

4
1
2
1
1

5
1
2
2
1
1

5
1
2
2
1
1

6
1
2
3
2
1

6
1
2
3
2
1

1
21

1
4
1
23

1
4
1
23

1
4
1
26

1
4
1
26

1

1
1
1

1
1
1

1
1
2
1

1
1
2
1

6
2
1

8.5
2
1

9
3
1

9
3
1

2
14

2
16.5

0
18

18

1

1

1

1
1

1
47

1
49.5

1
55

2
57

1
1

1

1
1

1
1

1

1

1

1

1
1
1

2
1
1

1
1
1

1
2
1

6

6

6

7

6

6

1
1
8

1
1
1
1
1

1
1
1
1
1

1
1
1
1
1

1
3
1

4
2
2

1
1
1
2
14

1
1
43

1
1
1
1
1
1
6

6

6

1
2

1
1
1

1
1
1

__________________________________________________________________________________
511

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
PROGRAMS ADMIN
REAL ESTATE PROGRAM MANAGER
SR SECRETARY
SUPERVISOR, ENGINEERING SUPPT
10003014 Total
10003016
CIVIL ENGINEER, SR.
ENGINEERING PROJECT MGR
PRINCIPAL ENGINEER
10003016 Total
10003017
CIVIL ENGINEER, SR.
10003017 Total
10003018
ADMINISTRATOR, CIVIL ENGINEER
ENGINEERING INSP II
ENGINEERING INSPECTOR
ENGINEERING INSPECTOR, SR.
ENGINEERING PROJECT MGR
MATERIALS TECH
SR MATERIALS TECH
10003018 Total
20503019
CIVIL ENGINEER, SR.
ENGINEERING INSPECTOR
ENGINEERING INSPECTOR, SR.
ENGINEERING PROJECT MGR
PRINCIPAL ENGINEER
TRAFFIC ENGINEERING TECHNICIAN
20503019 Total
20503020
ADMINISTRATIVE SUPPORT SPEC
PROGRAMS ADMIN
STREETLIGHT PROGRAM MANAGER
20503020 Total
Engineering Total
Field Operations
10002810
DEPUTY DIRECTOR, PUBLIC WORKS
DIRECTOR, FIELD OPERATIONS
10002810 Total
10002812
BLDG MAINT LEADER
BUILDING MAINTENANCE WORKER
SUPERVISOR, FACILITIES MAINT
TRADES WORKER
TRADES WORKER,LEAD
10002812 Total
10005060
CUSTODIAN
CUSTODIAN, LEAD
PLANNER-SCHEDULER
SUPERINTENDENT, FACILITIES MGT
SUPERVISOR, FACILITIES MAINT
10005060 Total
22002846
BUILDING MAINTENANCE WORKER
TRADES WORKER

1
1

1

1

1

1
7

1
7

1
7

3
3
3
9

2
3
3
8

5

6

1
2

1
2

3

3

3
3
3
9

1
1

1
1

1
1

1
1

1
1

1

1

1

1

5
2

5
2

6
2

6
2

8

8

9

9

1

1

2
1
1

2
1
1

1
2
2
1

1
2
2
1

1
2
2
1

5

5

1
7

1
7

1
7

3
1
1
2
1
8

1

1

1
23

1
1
24

1
1
33

1
1
34

1
2
34

1

1

1

1

1

1

0
1
1

1
1

10

1
7
2
10

1
7
2
10

1
7
2
10

2
8
2
12

4
2

3
2

3
2

1

1

1
2
1
1

6

6

6

1
2
1
1
1
6

1
1

1
1

1
1

1
1

1
1

2
7
1

5

__________________________________________________________________________________
512

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
22002846 Total
61102834
ACCOUNT SPECIALIST, LEAD
BUSINESS ANALYST
CASHIER
CREWLEADER (LANDFILL)
EQUIPMENT MECHANIC SPEC SR
LANDFILL INSPECTOR
LANDFILL OPERATOR
MGMT ASST
SERVICE WORKER (LANDFILL)
SRVC WORKER I (LANDFILL)
SRVC WORKER II (LANDFILL)
SUPERINTENDENT, LANDFILL
SUPERVISOR, LANDFILL
61102834 Total
61102835
ACCOUNT SPECIALIST
ACCOUNT SPECIALIST II
ACCOUNT SPECIALIST, LEAD
ACCOUNTANT II
ACCOUNTANT, SR.
ADMIN, DEPT SUPPORT SVCS
ADMINISTRATIVE SUPPORT COORD
BUDGET AND FINANCE ANALYST
CONTRACT MONITOR
DIRECTOR, PUBLIC WORKS
EQUIPMENT OPERATOR (STREETS)
FIELD OPS ADMIN SUPV
MANAGEMENT ANALYST
PRINCIPAL ENGINEER
PUBLIC WORKS PROGRAM MANAGER
SAFETY PROGRAM MANAGER
SANITATION SUPT
SR BUDGET ANALYST
SR MGMT ASST
SRVC WORKER II (STREETS)
SUPT, SOLID WASTE MGMT
61102835 Total
61102836
RECYCLING COORD
SANITATION INSP
SOLID WASTE MGMT INSPECTOR
SR SANITATION INSP
SUPERVISOR, RECYCLING
SWM INSPECTOR, LEAD
61102836 Total
61102837
ACCOUNT SPECIALIST
ACCOUNT SPECIALIST II
CREWLEADER (SANITATION)
CREWLEADER (SOL WST MGMT)
EQUIPMENT MECHANIC SPEC SR
PRINCIPAL ENGINEER
SANITATION SUPV
SERVICE WORKER
SERVICE WORKER (LANDFILL)
SRVC WORKER II

2

3
1
1
1
5
1
1
2
1
1
17

5
1

2

2

2

2

1
3
1
1
1
5

1
1
3
1
1
1
5

1
1
3
1
1
1
5

1
1
4
1
1
1
5

3

3

3

3

1
1
17

1
1
18

1
1
18

1
1
19

5

4

4

4

1

0

0

1
1

1
1

1
1

1

1
1

1
0

1

1
1

1
1

1
1
1

1
1
1
0.5

1
13

1
11

1
11

1
11.5

4

4

5

5

1
1
6

1
1
6

1
1
7

1
1
7

1

1

1

1

1
2

1
1
1

1
1
0

1
1

1
2

1
2

1
2

1
2

1
1
1

1
1
1

1
1
1
1
13
1
4
1

6

1
1
2
1

2

__________________________________________________________________________________
513

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
SRVC WORKER II (LANDFILL)
SUPERVISOR, MRF OPERATIONS
61102837 Total
61202838
EQUIP OPERATOR (SANITATION)
EQUIPMENT OPERATOR (SWM)
61202838 Total
61202839
COMMERCIAL SANITATION INSP
CREWLEADER (SOL WST MGMT)
EQUIPMENT OPERATOR (SWM)
SERVICE WORKER, SR (SWM)
SOLID WASTE MGMT INSPECTOR
SOLID WASTE SERVICES REP
SRVC WORKER III (SANITATION)
61202839 Total
61202840
CREWLEADER (SANITATION)
CREWLEADER (SOL WST MGMT)
EQUIP MECHANIC I
EQUIP OPERATOR (SANITATION)
EQUIPMENT MECHANIC SPEC
EQUIPMENT OPERATOR (SWM)
SAFETY PROGRAM MANAGER
SANITATION SUPV
SERVICE WORKER
SERVICE WORKER (SWM)
SOLID WASTE ROUTING SPECIALIST
SRVC WORKER II (SANITATION)
SUPERVISOR, SOLID WASTE MGMT
61202840 Total
61202841
CREWLEADER (SANITATION)
CREWLEADER (SOL WST MGMT)
EQUIP OPERATOR (SANITATION)
EQUIPMENT OPERATOR (STREETS)
EQUIPMENT OPERATOR (SWM)
SANITATION INSP
SANITATION SUPV
SOLID WASTE MGMT INSPECTOR
SUPERVISOR, SOLID WASTE MGMT
61202841 Total
70402843
BUYER
BUYER I
EQUIP MECHANIC I
EQUIP MECHANIC II
EQUIP MGMT SUPT
EQUIPMENT MECHANIC
EQUIPMENT MECHANIC SPEC
EQUIPMENT MECHANIC, SR.
FLEET MAINTENANCE COORDINATOR
FLEET TIRE SPECIALIST
SERVICE WORKER
SERVICE WRITER
SHOP MAINT COORD
SHOP SUPV
SRVC WORKER I

1
8
1
1
1
1
9

1
12
2
2
30

1
8

1
8

1
7

1
7

1
1

1
1

1
1

1
1

1
9
1
1

1
8
1

1
8
1

1
8
1

1

1

1

12

11

11

11

2

2

2

2

2
30

2
30

2
29

2
29
0.5

2

2
1

2
1

1
2
1

1
37

1
38

1
37

1
38.5

1

1

1

1

1
16

1
16

1
19

2
19

1
1
20

1
1
20

1
1
23

1
1
24

1

1

1

1

4
14
5
2

3
14
6
2

3
15
5
2

1

1

1
1

3
15
5
2
1
1
1

1

2
37
1
16
1
1
1

20

1
3
6
1
14

2
2
1

__________________________________________________________________________________
514

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
SUPERINTENDENT, EQUIPMENT MGT
SUPERVISOR, FLEET
SUPV, FLEET ACQUISITION & BILL
70402843 Total
70402845
BUYER II
MANAGEMENT ASSISTANT
70402845 Total
Field Operations Total
Fire Services
10002010
ACCOUNT SPECIALIST
ADMINISTRATIVE SUPPORT SPEC
ASSISTANT FIRE CHIEF
CRISIS INTERVENTION SPECIALIST
CUSTOMER ASSISTANCE REP
DEP FIRE CHIEF (40 HRS)
DEPUTY FIRE CHIEF (52 HRS)
FIRE CHIEF
FIRE COMM OUTREACH COORD
FIRE DATA PROJECT MANAGER
FIRE DEPT STAFF COUNSELOR
FIRE ED & COMM OUTREACH COORD
FIRE EMS COORDINATOR
FIRE MGMT ANALYST
FIRE PERSONNEL ANALYST
MANAGEMENT ASSISTANT
MGMT AIDE
SR MGMT ASST
10002010 Total
10002011
ADMIN, FIRE HUMAN SERVICES
DEP FIRE CHIEF (40 HRS)
DEPUTY FIRE CHIEF (52 HRS)
FIRE BATTALION CHIEF (40 HRS)
FIRE BATTALION CHIEF (52 HRS)
FIRE CAPTAIN (40 HRS)
FIRE CAPTAIN (52 HRS)
FIRE COMM OUTREACH COORD
FIRE ENGINEER (40 HRS)
FIRE ENGINEER (52 HRS)
FIRE FIGHTER (40 HRS)
FIRE FIGHTER (52 HRS)
10002011 Total
10002013
ADMIN, FIRE PHYSICAL RESOURCES
BUSINESS ANALYST
FIRE CAPTAIN (52 HRS)
FLEET MAINTENANCE COORDINATOR
MGMT ANALYST
PUBLIC SAFETY TECH SRVCS ADMIN
SERVICE WORKER
SERVICE WORKER, SR.
SRVC WORKER II
SRVC WORKER III
10002013 Total
10002016
EMERGENCY MANAGEMENT ANALYST

30
1
1
164

2
2
1
2
1
1
1
1
1

3
1
16

1
3
2
5
9
44
1
2
47
12
94
220

1
1
1
1

1
1
6

1
2
1
31

1
2
1
31

1
2
1
32

1
2
1
33

1
1
165

1
1
164

1
1
167

1
1
173

1
1
2
2

2
1
2
2

2
1
2
2

2
1
2
2

2
1

2
1

2
1

2
1

1
1
1
1

1
1
1
1

1
1
1
1

1
1
1

1
2

1
2

1
2

1
2

16

17

17

16

1
1
3
2
5
15
38

1

1

1

4

4

4

7

7

7

53

52

53

4
45
13
94
221

49

49

49

123
237

123
236

122
236

1
1
1
1

1
1
1
1

1
1
1
1

1
1
1

1
1

1
1

1
1

1
3

6

6

6

7

1

1

1

1

__________________________________________________________________________________
515

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
EMERGENCY SVCS COORD
FIRE BATTALION CHIEF (52 HRS)
SYS ADMIN
10002016 Total
10002017
ASSISTANT FIRE MARSHAL
FIRE INSP I
FIRE INSP II
FIRE INSPECTOR
FIRE INSPECTOR, SR.
FIRE MARSHAL
PLANS EXAMINER
10002017 Total
10002019
ADMINISTRATIVE SUPPORT SPEC
FIRE CAPTAIN (40 HRS)
FIRE CAPTAIN (52 HRS)
FIRE FIGHTER (52 HRS)
SR SECRETARY
10002019 Total
10002020
ACCOUNT SPECIALIST
FIRE ENGINEER (40 HRS)
FIRE ENGINEER (52 HRS)
FIRE FIGHTER (52 HRS)
MGMT AIDE
10002020 Total
21605202
FIRE FIGHTER (52 HRS)
21605202 Total
22002023
ADMINISTRATIVE SUPPORT COORD
ADMINISTRATIVE SUPPORT SPEC
DEP FIRE CHIEF (40 HRS)
DEPUTY FIRE CHIEF (52 HRS)
FIRE CAPTAIN (40 HRS)
FIRE CAPTAIN (52 HRS)
MGMT AIDE
MGMT ASST
SECRETARY
SUPERVISOR, ADMIN SUPPORT
22002023 Total
Fire Services Total
Human Resources
10002110
BUSINESS ANALYST
DIRECTOR, HR & RISK MGMT
HR BUSINESS PARTNER
MANAGEMENT ASSISTANT
MGMT ANALYST
10002110 Total
10002112
EMPLOYEE DEVEL COORD
HR PROGRAM MANAGER
10002112 Total
10005014
ASSISTANT DIRECTOR, HR
HR BUSINESS PARTNER

1
1
1
3

1
1

1
1

1
1

1
1

3

3

3

3

1
1
6

1

1

1

1

2
5
1
1
10

3
4
1
1
10

3
4
1
1
10

3
4
1
1
10

1

1
1
2
2

1

3
2

1
1
2
2

6

6

6

6

1
1

1

1

1

3

1

1

1

1
1

1
1

1
1

1
1

1

1

1

1

1

1

1

1

5
281

1
5
285

1
5
285

1
5
284

1
5
284

1

1
1

1
1

1
1

1

1

1

1
1
1
1

3

3

3

4

1
1

1
1

1
1

1
1

1
2

1
2

1
2

1
2

1
1
10

1
1
2

1
2
1
4
15
15

1
1
1
1
1

1
1
3
1
1
1

3
2

1

15
15

__________________________________________________________________________________
516

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
HR GENERALIST
10005014 Total
10005015
ADMINISTRATOR, HUMAN RESOURCES
CUSTOMER ASSISTANCE REP
HR ADMIN
HR BUSINESS PARTNER
HR GENERALIST
HUMAN RESOURCES ASSISTANT
10005015 Total
10005016
HR PROGRAM MANAGER
HR SPECIALIST
SR HR ANALYST
SR HR TECH
10005016 Total
10005018
ADMINISTRATOR, HUMAN RESOURCES
BENEFITS & WELLNES ANALYST
HR ADMIN
HR BUSINESS PARTNER
HR GENERALIST
HR TECHNICIAN
10005018 Total
70102113
RISK & SAFETY ANALYST
RISK MANAGER
70102113 Total
70202114
HR PROGRAM MANAGER
HR TECHNICIAN
RISK & SAFETY ANALYST
RISK MANAGEMENT SPECIALIST
70202114 Total
Human Resources Total
Innovation and Technolo
70502210
ADMINISTRATOR, INFO TECHNOLOGY
APPLICATIONS ANALYST
CHIEF INFORMATION OFFICER
DATA ANALYST
DATA ARCHITECT
DATABASE ADMINISTRATOR
DATABASE ADMINISTRATOR, SR.
DEPUTY CHIEF INFO OFFICER
GIS ANALYST
GIS ANALYST, SR.
HELP DESK SUPPORT SPEC
HELP DESK SUPV
INFO TECHNOLOGY MGR
INFO TECHNOLOGY PROJECT MGR
MANAGEMENT ASSISTANT
NETWORK ENGINEER
NETWORK ENGINEER, SR.
PC SUPPORT SPECIALIST II
SERVICE DESK SPECIALIST
SUPERVISOR, SERVICE DESK
SYSTEM ADMINISTRATOR

2
3

3

3

3

3

1

1

1

1

1

1

1

1

1
3

1
3

1
3

1
3

1
1

1
1

1
1

1
1

2

2

2

2

1
1

1
1

1
1

1
1

1

1

1

1

2
5

1
4

1
4

1
4

1
1
2

1
1
2

1
1
2

1
1
2

1

1
1

1

1

1
19

1
20

2
20

1
2
20

1
2
21

1
1

3
1
1

3
1
1

1
1
1
1
1
1

1
1
1
1
1
1

3
1
1
1
1
1
1
1
1
1

2
1
1
1
1
1
1
1
1
1

2
1
1
1

2
1
1
1

1
1
1
1

2
1
1
1

4
1
3

4
1
3

4
1
3

4
1
4

1
1
1
3

1
1
2

1
1
2
4
1
1
2

1

1
1
1
1
1
2
1
3

1
1
2

3

__________________________________________________________________________________
517

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
SYSTEMS ADMINISTRATOR, SR
SYSTEMS ANALYST
SYSTEMS ANALYST, SR
70502210 Total
70502211
TELECOMMUNICATIONS ANALYST
VOICE COMMS ADMIN
70502211 Total
70502212
MGMT AIDE
70502212 Total
Innovation and Technolo Total
Mayor & Council Office
10001010
ASSISTANT TO THE MAYOR
COMMUNICATIONS PROJECT MANAGER
MANAGEMENT ASSISTANT
MAYOR
MGMT AIDE
SR MGMT ASST
10001010 Total
10001011
COUNCIL ASST
EXEC ADMINISTRATIVE ASST
EXECUTIVE ASSISTANT
10001011 Total
10001012
COUNCIL MEMBER
10001012 Total
10001013
COUNCIL MEMBER
10001013 Total
10001014
COUNCIL MEMBER
10001014 Total
10001015
COUNCIL MEMBER
10001015 Total
10001016
COUNCIL MEMBER
10001016 Total
10001017
COUNCIL MEMBER
10001017 Total
Mayor & Council Office Total
Police Services
10002410
ACCOUNT SPECIALIST
ADMINISTRATIVE SUPPORT COORD
ASSISTANT POLICE CHIEF
MANAGEMENT ANALYST
MANAGEMENT ASSISTANT
MGMT AIDE
POLICE CHIEF
POLICE CRIME/STATS ANALYST
POLICE LIEUTENANT
POLICE OFFICER
POLICE PLAN & RESEARCH ANALYST

1
3
1
25

1
3
1
29

1
3
1
29

2
3
0
29

30

1

1

1

1

1

1

1

1

30

30

30

31

1
1
1
1

1
1
1
1

1
1
1
1

1
1
1

4

4

4

3

3

4

4

6

5

2
5

2
6

1
5

6

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1
15

1
1
15

1
1
16

1
1
15

1
1
15

1
2
1
4

1
2
2
3

1
2
2
3

1
1
2
2
3

1

1

1

1

4
2

2
4
2

2
4
2

1
4
2

1
1
1
1
27

1

1
1
1
4
3
2

2
3
2
1
1
1
4
1

2
3

__________________________________________________________________________________
518

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
POLICE SERGEANT
POLICE VOLUNTEER COORDINATOR
SR MGMT ASST
10002410 Total
10002411
POLICE COMMANDER
POLICE LIEUTENANT
POLICE OFFICER
POLICE SERGEANT
10002411 Total
10002414
POLICE AIDE
POLICE COMMANDER
POLICE COMMUNITY SVCS OFFICER
POLICE LIEUTENANT
POLICE OFFICER
POLICE SERGEANT
POLICE VOLUNTEER COORDINATOR
SECURITY OFFICER
SUPERVISOR, SUPPORT SERVICES
10002414 Total
10002416
ADMINISTRATIVE SUPPORT SPEC
FORENSICS SCIENTIST
MGMT AIDE
POLICE CASE SUPPORT SPECIALIST
POLICE COMMANDER
POLICE COMMUNITY SVCS OFFICER
POLICE IDENTIFICATION SUPV
POLICE IDENTIFICATION TECH
POLICE LIEUTENANT
POLICE OFFICER
POLICE RECORDS TECHNICIAN
POLICE SERGEANT
SECRETARY
SUPERVISOR, FORENSICS
SUPERVISOR, VICTIM ASSISTANCE
VICTIM ASSISTANCE CASEWORKER
10002416 Total
10002417
ACCOUNT SPECIALIST
ADMIN, POLICE TECHNICAL SVCS
BUSINESS ANALYST
MANAGER, POLICE SUPPORT SVCS
MGMT ANALYST
MGMT ASST
POLICE COMM SYSTEM TECH
POLICE COMMUNICATION SYS SPEC
POLICE COMMUNITY SVCS OFFICER
POLICE OFFICER
POLICE PROPERTY/EVID CUSTODIAN
POLICE PROPERTY/EVID SPEC
POLICE RECORDS TECHNICIAN
POLICE SUPPORT SRVCS SUPV
POLICE TECH SRVCS MGR
PROPERTY ROOM SUPV
PUBLIC SAFETY TECH SRVCS ADMIN
SUPERVISOR, PROPERTY EVIDENCE

4

4

5
1

6

1
20

5
1

19

23

23

23

1
1
12
3
17

1
1
12
3
17

1

1

1

5
3
9

8
3
12

16
4
21

1
1

1
1

3
30
9
1
5
1
51

3
30
9
1
5
1
51

1
1
3
30
9

1
4
3
28
8

5
2
51

5
2
51

1
6
3
30
8
1
5
2
56

1
4

1
5

1
6

1
6

3
2
1

3
1

3
1

3
1

3
66

3
61

3
58

11

10

3
57
1
9

1
1
3
96

1
1
3
89

1
1
3
86

1
1
3
86

1
1
1
1

1
1
1

1
1
1

1
2
1

1
1
5

1
1
5

1
1
2

1
1

4
14.5

4
14.5

4
13.5

4
14.5

1

1

1

1

3
1
1
1
4
3
64
9
1

4
91

1
1
1
1
1
4
14.5
1
1
1
1

9

__________________________________________________________________________________
519

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
SUPERVISOR, SUPPORT SERVICES
SYSTEMS ANALYST
10002417 Total
10002418
MANAGER, DETENTION & FLEET SVC
POLICE DETENTION OFFICER
POLICE TECH SRVCS MGR
SUPERVISOR, SUPPORT SERVICES
10002418 Total
10002419
MANAGER, POLICE COMMUNICATIONS
POLICE COMM SPECIALIST
POLICE CRIME/STATS ANALYST
POLICE OPS MGR
SUPV, POLICE COMMUNICATIONS
10002419 Total
10002420
ACCOUNT SPECIALIST
MGMT AIDE
10002420 Total
10002421
ADMINISTRATIVE SUPPORT SPEC
POLICE COMMANDER
POLICE CRIME PREVENTION SPEC
POLICE LIEUTENANT
POLICE OFFICER
POLICE SERGEANT
SECRETARY
10002421 Total
10002422
ADMINISTRATIVE SUPPORT SPEC
MGMT AIDE
POLICE CASE SUPPORT SPECIALIST
POLICE COMMANDER
POLICE CRIME PREVENTION SPEC
POLICE LIEUTENANT
POLICE OFFICER
POLICE SERGEANT
SECRETARY
10002422 Total
10005020
MANAGER, POLICE PERSONNEL
POLICE HIRING COORD
POLICE OFFICER
POLICE PERSONNEL SPECIALIST
POLICE SERGEANT
POLICE TECH SRVCS MGR
10005020 Total
10005022
ACCOUNT SPECIALIST
MGMT AIDE
PUBLIC SAFETY EVENTS SCHEDULER
10005022 Total
10005024
PUBLIC SAFETY EVENTS SCHEDULER
10005024 Total
21605212
VICTIM ASSISTANCE CASEWORKER

2
2
34.5

2
2
33.5

2
2
29.5

2
2
29.5

1
14

1
14

1
14

1
14

4
19

4
19

4
19

4
19

1
30.5

1
30.5

1
30.5

1
32.5

5
36.5

5
36.5

5
36.5

5
38.5

1

1

1

1

1

1

1

1

1
1
2
6
105
14

1
1
2
6
111
14

1
1
2
5
115
15

1
1
2
5
114
16

129

135

139

139

1

1

1

1

1
2
4
108
15

1
1
2
3
114
15

1
1
2
4
118
16

1
1
2
5
111
14

131

137

143

135

1

1

1

1

2
1
1

2
1
1

2
1
1

2
1

5

5

5

4

1

1

1

1

1
2

1
2

1
2

1

1
1

1
1

1
1

1
1

1
1

1

1

1

1

1

1
28.5

14
1
4
19

29.5
1
1
5
36.5

1
1

1
2
4
108
15
1
131

1
1
2
5
106
15
1
131

1
2
1
1
5

1
1
2

__________________________________________________________________________________
520

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
21605212 Total
21605215
POLICE OFFICER
21605215 Total
21605218
POLICE OFFICER
21605218 Total
21605228
VICTIM ASSISTANCE CASEWORKER
21605228 Total
21702424
ACCOUNT SPECIALIST
SECRETARY
21702424 Total
22002413
POLICE LIEUTENANT
SECURITY OFFICER
22002413 Total
Police Services Total
Public Affairs
10002510
ADMIN, PUB INFO & COMM
ADMINISTRATIVE SUPPORT SPEC
ASSISTANT DIRECTOR, COMMUNICATIONS
ASSISTANT DIRECTOR, INTERGOV
CREATIVE DESIGNER
CREATIVE SERVICES PROGRAM MGR.
DIGITAL COMMUNICATIONS PGM MGR
DIGITAL CONTENT PRGM MANAGER
DIRECTOR, PUBLIC AFFAIRS
INTERGOV PROGRAMS ADMIN
INTERGOV PROGRAMS DIR
INTERGOVERNMENTAL COORDINATOR
MANAGEMENT ASSISTANT
MARKETING & COMM PRGM MGR, SR
MKTNG & COMMUNICATION PROG MGR
10002510 Total
10002511
CHIEF BROADCAST ENGINEER
MEDIA PRODUCTION SPECIALIST
10002511 Total
10810*
COMMUNICATIONS DIRECTOR
CREATIVE DESIGNER
CREATIVE SERVICES MGR
DEP COMM DIR
MGMT AIDE
MGMT ASST
MKTNG & COMMUNICATION PROG MGR
SR MARKETING & COMM MGR
WEB CONTENT PROGRAM MGR
10810* Total
10891*
CHIEF BROADCAST ENGINEER
10891* Total
14120*
MEDIA PRODUCTION SPECIALIST
14120* Total

1

1

1

1

1

10
10

10
10

10
10

10
10

10
10

7
7

7
7

7
7

4
4

1
1

1
1

1
1

1
1

1
1

1
1

1

1

1

1

1

1

1

1

1
1
2
564

1
1
2
564

1
1
2
567

1
1
2
570

1

1

1

1
1
1

1
1
1

1
1

1
1

1
1
1
1
1

1
1
1
1
2
556

1
1
1
1
1

1
1
1

3

1
1

2
1
1
11

1
2

1
2

1
2

2
11

2
11

2
11

1
3.5
4.5

1
3.5
4.5

1
3.5
4.5

1
2.5
3.5

1
1
1
1
1
1
2
1
1
10
1
1
3.5
3.5

__________________________________________________________________________________
521

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
Public Affairs Total
Public Faclit,Recr&Spec
10002610
ACCOUNT SPECIALIST
ADMIN, RECREATION
ADMINISTRATIVE SUPPORT ASST
ADMINISTRATIVE SUPPORT COORD
ADMINISTRATIVE SUPPORT SPEC
ASST DIRECTOR, PF, REC & SP EV
CSG OPERATIONS MGR
DEPUTY DIRECTOR, PFRSE
DIR, PUB FAC, REC & SP EVENTS
MKTNG & COMMUNICATION PROG MGR
OFFICE SUPPORT SUPV
PUB FAC REC & SE PRGRM MGR
REC MGR
RECREATION COORDINATOR
RECREATION COORDINATOR, SR.
RECREATION PROGRAMMER
SECRETARY
SUPERINTENDENT, PARKS
SUPERVISOR, ADMIN SUPPORT
10002610 Total
10002611
ADMINISTRATIVE SUPPORT SPEC
CREWLEADER (PARKS)
DEPUTY DIRECTOR, PFRSE
LANDSCAPE GARD/HORTICULTURIST
PARK MANAGER
PARKS & REC ADMIN
PLAYGROUND EQUIP SVCS WORKER
RECREATION COORDINATOR
SERVICE WORKER (PARKS)
SERVICE WORKER, SR. (PARKS)
SR SECRETARY
SRVC WORKER II (PARKS)
SRVC WORKER III (PARKS)
SUPERINTENDENT, PARKS
SUPERVISOR, PARKS
SUPPORT SRVC SUPV
10002611 Total
10002615
PARK MGR
PARK RANGER
SUPERVISOR, PARK RANGERS
10002615 Total
10002616
ADMINISTRATIVE SUPPORT COORD
OFFICE SUPPORT SUPV
REC PROGRAMMER
RECREATION COORDINATOR
RECREATION COORDINATOR, SR.
RECREATION PROGRAMMER
SERVICE WORKER (PARKS)
10002616 Total
10002617
ADMINISTRATOR, CIVIC CENTER
ADMINISTRATOR, COMMUNITY SERVICES

17.5

15.5

15.5

15.5

14.5

1
1
2
1
1
1

1
1
3
2
1
1

1
1
3
2
1
1

1

1
1
1

1
1
1

1

1

1

1
1

1
1

1
0
0

1

1

1
1
13

0
1
15
1
1
0
1
3

1
1

1
3

1
1
1
1
3

2
1
9
2

2
1
9
2

2
0
9
4

2

1

1
3

1
2
1

1

1
1
1
2

6

7
1
2

1
2
1
2
1

1
9
2

1
15

1
2

7
4

1
20

21

21

22

22

1
2

2

3

2

1
1
2

1
1
2

1
1
2

1

1

0

1

2
1

2
1

1
1

3

4

4

1
3

1

1

1
1

1

1
1
1
3
1

__________________________________________________________________________________
522

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
CIVIC CENTER EVENT COORD
2
CSG OPERATIONS MGR
1
OPERATIONS COORDINATOR
10002617 Total
3
10002618
ADMINISTRATIVE SUPPORT ASST
RECREATION COORDINATOR
1
RECREATION COORDINATOR, SR.
SECRETARY
1
SERVICE WORKER (PARKS)
10002618 Total
2
10005036
RECREATION COORDINATOR
RECREATION PROGRAMMER
10005036 Total
10005037
RECREATION COORDINATOR
1
SERVICE WORKER, SR. (PARKS)
SRVC WORKER III (PARKS)
2
10005037 Total
3
10005038
SERVICE WORKER (PARKS)
SPECIAL EVENTS PROD SPEC
1
SRVC WORKER II (PARKS)
2
SRVC WORKER III (BLDG MAINT)
1
10005038 Total
4
10005040
RECREATION COORDINATOR, SR.
10005040 Total
10005041
RECREATION COORDINATOR
10005041 Total
10005048
ADMINISTRATOR, SPECIAL EVENTS
DIR, PUBLIC FACILITIES & EVENT
RECREATION COORDINATOR
SPECIAL EVENTS COORDINATOR
1
SPECIAL EVENTS DIVISION MGR
1
SPECIAL EVENTS PROGRAM MANAGER
2
10005048 Total
4
10005051
ADMINISTRATIVE SUPPORT SPEC
ADMINISTRATOR, CONVENTION AND VISITORS BUREAU
CUSTOMER ASSISTANCE REP
0.5
CVB MGR
1
CVB REPRESENTATIVE
DIGITAL CONTENT SPECIALIST
NATIONAL SALES MANAGER
TOURISM COORDINATOR
1
10005051 Total
2.5
14830*
REC COORD
1
14830* Total
1
14850*
REC PROGRAMMER
4
14850* Total
4
Public Faclit,Recr&Spec Total
55.5
Transportation

2

2

2

2

3

3

3

1
4

1
1

1
1

0
1
1

1
1

2

2

1
3

1
3

1
1
2

1
1
2

1
1
2

1
2

1
2

1
2

1
2

3

3

3

3

3
1

3
1

1
1

1

4

4

2

1
1
1

1
1

1
1
1

1
1

1
1

1

1

1
0
1
1

1
4

1
4

1
4

1
4

1

0.5
1

0.5
1

1

0.5

0.5

0.5

1
2.5

1
1
4

1
1
4

4.5

54.5

62

64

63.5

1
1

0.5
1
2

__________________________________________________________________________________
523

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
10002934

CREWLEADER (PARKS)
10002934 Total
20502919
SR MGMT ASST
SUPERVISOR, ADMIN SUPPORT
20502919 Total
20502920
CONTRACT MONITOR
CREWLEADER (STREETS)
ENGINEERING INSP II
PARKS & REC PROJECTS COORD
SERVICE WORKER (STREETS)
SERVICE WORKER III (STREETS)
SERVICE WORKER, SR. (STREETS)
SRVC WORKER II (STREETS)
SUPERVISOR, RIGHT OF WAY
20502920 Total
20502921
CREWLEADER (STREETS)
PRINCIPAL ENGINEER
SERVICE WORKER (STREETS)
SERVICE WORKER III (STREETS)
SERVICE WORKER, SR. (STREETS)
SUPERINTENDENT, STREETS
SUPERVISOR, STREETS
20502921 Total
20502923
SUPERVISOR, TRAFFIC SIGNAL
TRAFFIC OPS ELECTRONIC TECH
TRAFFIC SIGNAL TECH I
TRAFFIC SIGNAL TECH II
TRAFFIC SIGNAL TECH III
TRAFFIC SIGNAL TECH, SR
TRAFFIC SIGNAL TECHNICIAN
20502923 Total
20502924
CREWLEADER (STREETS)
SERVICE WORKER (STREETS)
SRVC WORKER II (STREETS)
SUPERVISOR, TRAFFIC ENGR
20502924 Total
20502925
SUPERVISOR, TRAFFIC ENGR
20502925 Total
20505063
CITY TRAFFIC ENGINEER
SR TRAFFIC ENGINEERING SPEC
TRAFFIC ENGINEERING TECHNICIAN
TRANSPORTATION ENGINEER
20505063 Total
20505064
SUPERVISOR, TRAFFIC ENGR
TRAFFIC ENGINEERING SPEC, SR
TRAFFIC ENGINEERING TECHNICIAN
20505064 Total
20505065
SERVICE WORKER (STREETS)

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

1
1

6

4

4

4

5

5

5

5

11

1
14

1
12

1
12

1
12

2

2

2

2

2

2

2
1
2

2
1
1
6

2
1
1
8

2
1
1
8

2
1
1
9

1
1

1
1

1
1

1
1

3
1
6

3
1
6

3
1
6

3
1
6

1
3

1
3

1
3

1
3

4

1
5

1
5

1
5

1
1

1
1
5
4

2
1
1
6
1
1
1
2
1

6
2
3
5

1
1

1
1
1
3

1
1
2

1

1

1

2

1

1

1
1
1
3

1
1
1
3

1
1
1
3

1
1
2

2

2

2

2

1

__________________________________________________________________________________
524

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
SRVC WORKER II (STREETS)
20505065 Total
20702926
ADMIN, TRANSPORTATION PLANNING
ADMINISTRATIVE SUPPORT SPEC
CITY TRAFFIC ENGINEER
DEP PUBLIC WORKS DIR
DEPUTY DIRECTOR, TRANSPORTATIO
DIRECTOR, TRANSPORTATION
MANAGEMENT ASSISTANT
PLANNING MGR
PRINCIPAL ENGINEER
SR SECRETARY
SR. TRANS ANALYST
TRANS ENGINEER
TRANSPORTATION ANALYST
TRANSPORTATION PLANNER
TRANSPORTATION PROGRAM MANAGER
20702926 Total
20702928
ADMINISTRATIVE SUPPORT SPEC
DISPATCHER/ROUTER
SUPERVISOR, TRANSIT
TRANSIT COORDINATOR
TRANSIT OPER
TRANSIT REPRESENTATIVE, LEAD
20702928 Total
20702929
ADMINISTRATOR, TRANSIT
MANAGEMENT ASSISTANT
SR MGMT ASST
SUPT, TRANSIT OPERATIONS
TRANSIT MGR
TRANSPORTATION PROGRAM MANAGER
20702929 Total
20702930
ADMIN,TRANSPORTATION SYSTEMS
INTELLIGENT TRANS SYS ANALYST
ITS TECHNICIAN
SUPV, INTELLIGENT TRANSP SYS
TRANS SYS MGR
TRANSPORTATION ENGINEER
20702930 Total
20702931
PRINCIPAL ENGINEER
TRAFFIC ENGINEER I
TRANSPORTATION ENGINEER
20702931 Total
20705066
TRAFFIC EDUCATION PROGRAM MGR
20705066 Total
21302933
ADMINISTRATOR, AIRPORT
CREWLEADER (AIRPORT)
MANAGEMENT ASSISTANT
SERVICE WORKER (AIRPORT)
SRVC WORKER II (AIRPORT)
SUPERVISOR, AIRPORT OPERATIONS

2
2

2

2

2

2

1
1

1
1

1
1

1
1
1

1

1

1

1

1
1

1
1

1

1

1

1
2

1
2

1
2

7

1
2
1
9

8

8

8

5.5
1
2
16
7.75
32.25

1
5.5
2
1
16
6.75
32.25

1
5.5
2
1
16
6.75
32.25

1
5.5
2
1
16
6.75
32.25

1
5.5
2
1
16
6.75
32.25

1
1

1
1

1
1

1
1

1

1

1

1

3

1
4

1
4

1
4

1

1

1

1

2
1

2
1

2
1

2
1

4

4

4

4

1

1

1

1

1

1
2

1
2

1
2

1
2

1
1

1
1

1
1

1
1

1
1

1
1
1

1

1

1

1

1
3

1
3

1
3

1
3

1

1

1

1

1

1
1
1
1
1
1

1
1
2
4

1
2
1
1
5

1

3

__________________________________________________________________________________
525

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
21302933 Total
Transportation Total
Water Services
60202710
CIVIL ENGINEER
DEP WATER SRVCS DIR
ENVIRONMENTAL PROGRAM MGR
PRINCIPAL ENGINEER
SAFETY PROGRAM MANAGER
60202710 Total
60202711
ADMIN, DEPT SUPPORT SVCS
ADMIN, FINANCIAL PROGRAMS
ADMINISTRATIVE SUPPORT ASST
ADMINISTRATIVE SUPPORT COORD
ADMINISTRATIVE SUPPORT SPEC
DEPUTY DIRECTOR, WATER SERVICE
DIRECTOR, WATER SERVICES
FINANCIAL ANALYST
HR BUSINESS PARTNER
HR GENERALIST
MANAGEMENT ANALYST
MANAGEMENT ASSISTANT
MGMT AIDE
SECRETARY
SR MGMT ASST
SR SECRETARY
SUPERVISOR, WATER SVCS ADMIN
WATER SRVCS ADMIN
60202711 Total
60202712
SAFETY PROGRAM MANAGER
SUPT, WATER SVCS OPS/MAINT
WATER SRVCS SAFETY/SECURITY COOR
WATER SVCS PROCESS OPS MGR
60202712 Total
60202713
ADMINISTRATOR, INFO TECHNOLOGY
APPLICATIONS ANALYST, SR.
GIS COORDINATOR
NETWORK ENGINEER
PC OPERATOR
PC SUPPORT SPECIALIST II
SUPV, ENTERPRISE ASSET MGMT
SYSTEM ADMINISTRATOR
SYSTEMS ADMINISTRATOR, SR
WATER SRVCS NETWORK ENGINEER
WATER SRVCS PROCESS OPS MGR
WATER SRVCS TECHNOLOGY MGR
WATER SVCS DATA COORDINATOR
60202713 Total
60202714
PUBLIC SERVICE REPRESENTATIVE
PUBLIC SVC REPRESENTATIVE LEAD
SR. WATER SRVCS SYST TECH
SUPERVISOR, WATER SERVICES
UTILITY LOCATOR
60202714 Total

6
93.25

6
96.25

6
96.25

6
96.25

6
96.25

1
1
3
1

1

1

1

1

3
1

6

5

3
1
1
6

3
1
1
6

3
1
1
6

1
1
1
1
1
3
1
1
1

1
1
1.75
1
1
4
1
1
1

1
1
2
0
1
4
1
1
1

1
1
2

1
1

1
1

1
2

1
2

1

1

1

1

14

15.75

16

15

5

5

5

1

1
6

1
6

1
6

1
1
1

1
1
1
1
2

1
1
1
1
2

1
1

1
1

1
1
1

1
1
1

1
2
1

2
8

1
10

1
10

1
10

3
1

3
1

3
1

3
1

1
2
7

1
2
7

1
2
7

1
2
7

2
1

1
2
1
1
1
2
2
13

1
1
1

1

1
1
1
1
1
2
8
3
1
1
2
7

1
4
1
1

1
2

1

__________________________________________________________________________________
526

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
60202715

SECURITY OFFICER
SECURITY SYSTEMS TECH
SUPERVISOR, SUPPORT SERVICES
SUPT, WATER SVCS OPS/MAINT
WATER SRVCS SAFETY/SECURITY COOR
WATER SRVCS SECUR SUPT
60202715 Total
60202717
ADMIN, ENVT PROGRAMS
ENVIRONMENTAL PROGRAM MGR
WATER CONSERVATION SPEC
60202717 Total
60202718
ADMIN, WATER QUALITY LAB
CHEMIST
CHEMIST, LEAD
LABORATORY TECHNICIAN
LABORATORY TECHNICIAN, LEAD
WATER QUALITY ASSURANCE COORD
WATER QUALITY DATA COORD
WATER QUALITY LAB MGR
WATER SVCS DATA COORDINATOR
60202718 Total
60202719
BUYER
MATERIALS CONTROL SPEC
60202719 Total
60202720
APPLICATIONS ANALYST, SR.
SUPERVISOR, WATER SERVICES
WATER SERVICES REPRESENTATIVE
WATER SRVCS OPS SUPT
WATER SVC REPRESENTATIVE, LEAD
60202720 Total
60202723
SUPERVISOR, WATER FACILITIES
WATER CONTROL ROOM OPERATOR
WATER CONTROL ROOM OPERATOR, LEAD
WATER/WASTEWATER OPS SUPV
60202723 Total
60202724
SUPERVISOR, WATER FACILITIES
WATER PLANT OPERATOR II
WATER PLANT OPERATOR, LEAD
WATER PLANT OPERATOR, SR
WATER/WASTEWATER OPS SUPV
60202724 Total
60202725
SUPERVISOR, WATER FACILITIES
WATER PLANT OPERATOR II
WATER PLANT OPERATOR, LEAD
WATER PLANT OPERATOR, SR
WATER SERVICES PLANT OPERATOR
60202725 Total
60202726
IND MAINT PLANNER SCHEDULER
INDUSTRIAL MAINT ELECTRICIAN

5

1
1
7

1
2
3

5
3
1
1
1
11

1.75
1.75

5

5
1

5
1
1

5
1
1

1
1

7

6

7

7

1

1

1

1

2
3

2
3

2
3

2
3

1
4
1
3
1

1
4
1
2
1
1

1
4
1
2
1
1

1
4
1
2
1
1

1
11

1
11

1
11

1
11

1.75

1.75

1.75

1.75

1.75
1
2.75

1.75
1
2.75

1
1
10
1
2
15

1
1
10

1
10

1
11

1
11

2
14

2
13

2
14

2
14

6

1
6

1
6

1
6

1
7

1
5
1

7

7

7

7

1

1

1

1

1
7

1
6

1
6

1
6

9

8

8

8

1

1

1

1

1

1
5

7

7

1
7
1
10

1
7
1
10

1
7
2
11

1
1

1
1

7
1
1
9

6

__________________________________________________________________________________
527

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
INDUSTRIAL MAINT MECHANIC
INDUSTRIAL MAINTENANCE MECH SR
INSTRUMENTATION TECHNICIAN
INSTRUMENTATION TECHNICIAN, SR
PLANT INSTRUMENT TECH II
PLANT MAINT MECHANIC II
SR PLANT INSTRUMENT TECH
SR PLANT MAINT MECHANIC
SUPERVISOR, WATER SERVICES
WATER/WASTEWATER OPS SUPV
60202726 Total
60202727
ADMINISTRATIVE SUPPORT SPEC
BLDG INSP
BUILDING INSPECTOR SPECIALIST
SECRETARY
SR. WATER SRVCS SYST TECH
SRVC WORKER II (WATER)
SUPERVISOR, WATER SERVICES
SUPT, WATER SVCS OPS/MAINT
WATER SRVCS SYS TECH I
WATER SRVCS SYS TECH II
WATER SRVCS SYS TECH, SR
WATER SVCS SYS TECH, LEAD
WATER SVCS SYS TECH, SR
WATER SVCS SYS TECHNICIAN
60202727 Total
60202729
BUILDING MAINTENANCE WORKER
INDUSTRIAL MAINT MECHANIC
SRVC WORKER II (WATER)
SUPERVISOR, WATER FACILITIES
SUPT, WATER SVCS OPS/MAINT
TRADES WORKER
WATER PLANT OPERATOR II
WATER PLANT OPERATOR, LEAD
WATER PLANT OPERATOR, SR
WATER SRVCS OPS SUPT
WATER/WASTEWATER OPS SUPV
60202729 Total
60302731
ADMIN, PRETREATMENT PRGM
PRETREATMENT INSPECTOR
PRETREATMENT INSPECTOR, SR.
PRETREATMENT PROGRAM MGR
60302731 Total
60302734
SUPERVISOR, WATER SERVICES
WATER SRVCS SYS TECH I
WATER SRVCS SYS TECH II
WATER SVCS SYS TECH, LEAD
WATER SVCS SYS TECH, SR
WATER SVCS SYS TECHNICIAN
60302734 Total
60302737
PC OPERATOR
SUPERVISOR, WATER SERVICES
SUPT, WATER SVCS OPS/MAINT

3
3
5
4
1
1
17

1
0.75
3
1
3
14
13

35.75
1
1

5
1
1
1
10

3
1
1
5

2
1
1
4
1
1

3
4
3
5

4
4
3
5

4
4
3
4

4
5
3
3

1

1

1

1

16

17

18

18

1

1

1

1

3
1

5

5

4

3
3
9
15
35.75

2
3
9
15
35

0
3
11
15
35

3
11
15
34

1
1
1

1

1

1

1

1

1
6

1
5

1
5

1
5

11

8

8

7

1
3
1

1
3
1

1
3
1

1
3
1

5

5

5

5

1

1

1

2

1
1
2
5

1
1
2
5

1
1
2
5

1
1
2
6

1
1
1

1

1

1

0.75

1

__________________________________________________________________________________
528

ANNUAL BUDGET
SCHEDULE SIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Authorized Staffing
WATER SRVCS OPS SUPT
WATER SRVCS SYS TECH I
WATER SRVCS SYS TECH II
WATER SVCS SYS TECH, LEAD
WATER SVCS SYS TECH, SR
WATER SVCS SYS TECHNICIAN
60302737 Total
60302738
SUPERVISOR, WATER FACILITIES
WATER RECLAM FAC OPER, LEAD
WATER RECLAM FAC OPER, SR
WATER RECLAM FACILITY OPER II
WATER/WASTEWATER OPS SUPV
60302738 Total
60302739
PC OPERATOR
SUPERVISOR, WATER FACILITIES
SUPT, WATER SVCS OPS/MAINT
WATER RECLAM FAC OPER, LEAD
WATER RECLAM FAC OPER, SR
WATER RECLAM FACILITY OPER II
WATER SERVICES PLANT OPERATOR
WATER SRVCS OPS SUPT
WATER/WASTEWATER OPS SUPV
60302739 Total
Water Services Total
Grand Total

1
8
4
2
17

1
7
1
9
1

1
8

2
4
8
17

2
4
8
15

2
4
8
15

2
4
8
15

1
1
6

1
1
7

1
1
7

1
1
7

8

9

9

9

1

1

1

1
8

1
8

1
8

1
1
1
1
9

1

1
1
12
205.5

13
205.5

10
208.5

10
212.75

11
212.75

1741.25

1771

1785.25

1812.25

1828

* Divisions that are no longer in use and not assigned new system numbers

__________________________________________________________________________________
529

ANNUAL BUDGET
SCHEDULE SEVEN
_________________________________________________________________________________
Fiscal Year 2019-2020
Debt Service

Original
Issue

Bond Description

Outstanding
Principal
7/1/2019

FY19-20
Principal

FY19-20
Interest

FY19-20
Fees

Total Requirements

MPC Tax Funded Debt (Fund 3030)
Existing
MPC Bonds - Series 2003B - Taxable

97,040,000

1,480,000

MPC Bonds - Series 2008B - Taxable

52,780,000

41,340,000

1,755,000

1,000,000

82,584

5,000

87,584

2,535,460

5,000

4,295,460

MPC Bonds - Series 2012A*

8,665,000

2,295,000

104,750

5,000

1,109,750

MPC Bonds - Series 2012B*

39,620,000

39,620,000

-

1,981,000

5,000

1,986,000

MPC Bonds - Series 2012C*

183,405,000

108,245,000

-

4,912,250

2,500

4,914,750

MPC Bonds - Series 2012D* - Taxable

16,850,000

4,440,000

4,440,000

138,750

2,500

4,581,250

398,360,000

197,420,000

7,195,000

9,754,794

25,000

16,974,794

5,540,000

4,706,500

5,000

10,251,500

544,271

5,000

549,271

1,304,300

-

2,864,300

MPC Tax Funded Debt Total
Excise Tax Funded Debt (Fund 3050)
Existing
Excise Tax Debt Bonds - Series 2015A*

114,130,000

94,130,000

Excise Tax Debt Bonds - Series 2015B

13,700,000

13,700,000

Excise Tax Debt Bonds - Series 2016*

33,830,000

32,315,000

Excise Tax Debt Bonds - Series 2017*
Excise Tax Funded Debt Total

64,910,000

64,910,000

226,570,000

205,055,000

1,560,000
7,100,000

3,245,500

5,000

3,250,500

9,800,571

15,000

16,915,571

Property Tax Funded Debt (Fund 3010)
Existing
General Obligation Bonds - Series 2009B

41,650,000

General Obligation Bonds - Series 2010

38,300,000

721,638

39,509

761,147

10,530,000

-

3,950,000

-

492,800

36,331

4,479,131

8,920,000

General Obligation Bond - Series 2015

39,490,000

26,470,000

1,132,150

37,460

10,089,610

General Obligation Bond - Series 2016A

25,687,939

16,705,000

-

548,625

24,368

572,993

General Obligation Bond - Series 2016B
General Obligation Bond - Series 2017 (Refund
2009B)*

12,903,178

9,435,000

360,000

261,839

12,240

634,078

26,555,000

26,555,000

2,015,000

419,171

25,190

2,459,361

General Obligation Bond - Series 2018A

15,240,000

11,020,000

-

551,000

14,457

565,457

General Obligation Bond - Series 2019B

15,385,000

15,385,000

410,000

862,462

14,594

1,287,056

342,611,117

116,100,000

15,655,000

4,989,684

204,149

20,848,833

Subordinate Lien W&S Rev Bonds - Series 2010

25,685,000

25,685,000

1,638,858

5,000

1,643,858

Senior Lien W&S Bonds - Series 2012*

77,635,000

52,620,000

4,850,000

2,631,000

5,000

7,486,000

Property Tax Funded Debt Total
Water & Sewer Revenue Funded Debt (Fund 6040)
Existing

Senior Lien W&S Bonds - Series 2015*

-

121,245,000

105,380,000

11,585,000

4,375,625

5,000

15,965,625

224,565,000

183,685,000

16,435,000

8,645,483

15,000

25,095,483

Transp Sales Tax Obligations Bond - Series 2015*

55,340,000

55,340,000

2,595,150

5,000

2,600,150

Transp Sales Tax Obligations Bond - Series 2017*

19,330,000

11,370,000

4,140,000

297,894

5,000

4,442,894

74,670,000

66,710,000

4,140,000

2,893,044

10,000

7,043,044

$ 1,266,776,117

$ 768,970,000

$ 50,525,000

36,083,575

$ 269,149

Water & Sewer Revenue Funded Debt Total
Transp. Sales Tax Rev Funded Debt (Fund 3040)
Existing

Transportation Sales Tax Funded Debt Total

-

-

Total Debt Service Payments (All Funds)

$

86,877,724

* Refunding

__________________________________________________________________________________
530

ANNUAL BUDGET
SCHEDULE EIGHT
_____________________________________________________________________________________________________________________
Fiscal Year 2019-2020
Internal Service Premiums

Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, technology replacement programs
and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged
against departmental operating budgets by the Finance Division during the fiscal year.

Insurance

FUND - DESCRIPTION

General Funds
1000-General Fund
Budget and Finance

10001110 Budget&Finance Administration
10001111 Accounting Services
10001112 License/Collection
10001113 Procurement
10001115 Budget and Research
10001116 Grants Administration

$
$
$
$
$
$

$

293,689 $

10001210 Legal Services

$

19,730 $

Budget and Finance
City Attorney's Office

Total

City Attorney's Office
City Auditor

Total

269,414
9,637
7,492
3,170
3,236
740

Workers'
Compensation

$
$
$
$
$
$

274
1,155
939
584
467
117

Technology
Projects

$
$
$
$
$
$

Technology

25,434
50,150
90,101
20,017
16,674
3,893

Telephone

3,535 $

-

-

$
$
$
$
$
$

$
$
$
$
$
$

16,116
14,101
3,357
2,014
671

$

206,270 $

36,260

3,060 $

-

$

$

121,714 $

121,714 $

22,159

22,159

8,338 $

2,014

$

19,730 $

3,060 $

-

10001310 City Auditor Administration

$

$

1,759 $

1,759 $

81 $

81 $

-

-

$

$

8,338 $

2,014

10001410 City Clerk Administration

$

$

4,446 $

4,446 $

817 $

817 $

-

-

$

$

31,105 $

31,105 $

8,729

8,729

10001510 Court Administration

$

$

30,581 $

30,581 $

4,815 $

4,815 $

23,250 $

23,250 $

245,004 $

245,004 $

39,618

39,618

10001610 City Manager Administration

$

$

4,715 $

4,715 $

700 $

-

$

$

24,461 $

24,461 $

24,174

24,174

10001710 Community Services Admin
10001711 Library
10001712 Community Engagement
10001715 CAP Local Match
10001716 Community Revitalization

$
$
$
$
$

$

2,160
48,005
742
1,460

$
$
$
$
$

39,751
-

$
$
$
$
$

11,681
329,520
4,443
6,602
16,589

$
$
$
$
$

671
79,236
2,686
8,729
8,058

10001810 Planning
10001811 Building Safety
10001812 Code Compliance
10005006 Mapping and Records

$
$
$
$

$

$
$
$
$

60,263 $

$
$
$
$

10001910 Economic Development

$

$

4,474 $

4,474 $

10003014 Engineering Administration
10003016 CIP Administration
10003017 Land Development
10003018 Construction Inspection

$
$
$
$

$

7,673
2,632
722
15,527

26,554 $

46,862 $

10002810 Field Operations Admin
10002812 Facilities
10005060 Custodial Services

$
$
$

562 $
58,957 $
10,484 $

117 $
23,495 $
11,068 $

City Auditor
City Clerk

Total

City Clerk
City Court

Total

City Court
Total
City Manager's Office
City Manager's Office
Community Services

Total

Community Services
Development Services

Total

Development Services
Economic Development

Total

Economic Development
Engineering

Total

Engineering
Field Operations

Field Operations

Total

Total

$

700 $

-

52,368 $

400
11,117
315
157

$
$
$
$
$

11,989 $

39,751 $

368,834 $

99,380

7,132
28,323
24,163
646

1,167
29,829
3,372
117

$
$
$
$

34,485 $

-

-

$
$
$
$

$

46,087
154,532
75,584
3,893

280,096 $

9,401
24,174
14,101
-

47,676

700 $

-

$

$

25,012 $

25,012 $

4,700

4,700

-

$
$
$
$

34,406
30,091
3,343
35,042

20,145
-

$
$
$
$

70,003 $

700 $
881
1,050
117
44,814

$
$
$
$

34,680 $

-

-

$
$
$
$

$

102,882 $

20,145

$
40,000 $
$

4,443 $
39,485 $
23,911 $

6,715
6,715
-

40,000 $

67,839 $

13,430

_____________________________________________________________________________________________________________________
531

ANNUAL BUDGET
SCHEDULE EIGHT
_____________________________________________________________________________________________________________________
Fiscal Year 2019-2020
Internal Service Premiums

Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, technology replacement programs
and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged
against departmental operating budgets by the Finance Division during the fiscal year.

Insurance

FUND - DESCRIPTION
Fire Services

10002010 Fire Administration
10002011 Fire Operations
10002013 Fire Resource Management
10002016 Fire Emergency Management
10002017 Fire Marshal's Office
10002019 LA Services
10002020 Logistics Ops
10002021 Glendale Health Center
10005009 Fire - Fiesta Bowl Event
10005011 Arena - Fire Event Staffing
10005012 CBRanch - Fire Event Staffing

$
$
$
$
$
$
$
$
$
$
$

Workers'
Compensation

$

13,392
496,047
81,713
2,592
6,520
8,025
765
117
159
381
152

$
$
$
$
$
$
$
$
$
$
$

10002110 Human Resource Administration
10002112 Organizational Development
10005014 Employment Services
10005015 Employee Relations
10005016 Compensation
10005018 Benefits

$
$
$
$
$
$

Technology
Projects

609,864 $

17,112
683,950
7,323
3,131
19,030
14,605
2,898
-

$
$
$
$
$
$
$
$
$
$
$

$

2,099
706
2,069
1,916
1,236
2,600

$
$
$
$
$
$

10001010 Mayor's Office
10001011 Council Office Administration
10001012 Cholla District
10001013 Barrel District
10001014 Sahuaro District
10001015 Cactus District
10001016 Yucca District
10001017 Ocotillo District

$
$
$
$
$
$
$
$

Technology

748,048 $

-

-

$
$
$
$
$
$
$
$
$
$
$

10,627 $

321
117
350
350
233
467

$
$
$
$
$
$

$

3,249
3,333
647
637
664
660
647
650

$
$
$
$
$
$
$
$

10002310 Non-Departmental

$

10002410 Police Administration
10002411 Training
10002414 Special Operations
10002416 Crime Investigations
10002417 Police Support Services
10002418 Detention
10002419 Communications
10002420 Towing Administration
10002421 Gateway Patrol Division
10002422 Foothills Patrol Division
10005020 Police Personnel Management
10005021 Fiscal Management
10005022 PD - Stadium Event Staffing
10005023 PD - Fiesta Bowl Event
10005024 PD - Arena Event Staffing
10005026 PD - CBRanch Event Staffing

Fire Services
Human Resources

Total

Human Resources
Mayor & Council Office

Total

Mayor & Council Office
Non-Departmental

Total

Non-Departmental
Police Services

Total

Police Services

Total

Telephone

$

56,837
792,377
145,494
54,591
33,434
20,060
3,343
-

$
$
$
$
$
$
$
$
$
$
$

1,106,135 $

175,259

1,838 $

-

-

$
$
$
$
$
$

$

29,549
3,343
10,030
10,030
6,687
13,373

$
$
$
$
$
$

73,011 $

20,816
-

20,816

10,487 $

467
700
117
117
117
117
117
117

$
$
$
$
$
$
$
$

1,867 $

-

$
$
$
$
$
$
$
$

17,774
31,063
3,343
3,343
3,343
3,343
3,343
3,343

$
$
$
$
$
$
$
$

68,897 $

12,087
8,058
-

20,145

$

-

-

$

$

-

-

$

-

$

$

-

-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

471,958
21,891
108,660
135,667
25,825
17,207
23,287
577
279,997
420,108
5,000
22,891
22,316
178
5,840
83

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

23,972
29,321
82,317
117,523
3,582
19,339
4,930
117
220,492
213,859
3,491
1,047
50
117
12

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

80,241
60,180
180,542
290,873
91,943
63,524
122,032
3,343
468,070
451,354
13,373
275,619
3,343
3,343
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

6,043
16,116
10,072
14,101
671
48,347
7,386
1,343
-

$

1,561,485 $

$

720,168 $

-

$

80,000 $

80,000 $
1,146,461
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

1,146,461 $

-

2,107,780 $

28,203
132,283
14,773
-

104,081

_____________________________________________________________________________________________________________________
532

ANNUAL BUDGET
SCHEDULE EIGHT
_____________________________________________________________________________________________________________________
Fiscal Year 2019-2020
Internal Service Premiums

Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, technology replacement programs
and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged
against departmental operating budgets by the Finance Division during the fiscal year.

Insurance

FUND - DESCRIPTION
Public Affairs

Workers'
Compensation

10002510 Public Affairs Administration
10002511 Cable Communications

$
$

$

13,094 $

3,056 $

10002610 Public Facil,Rec&Special Event
10002611 Parks Maintenance
10002615 Park Rangers
10002616 Foothills Recreation Center
10002617 Civic Center
10002618 Adult Center
10005036 Youth and Teen
10005037 Aquatics-Rose Ln & Splash Pads
10005038 Audio/Visual/Support Services
10005040 SRPHA Sahuaro Ranch Hist
10005041 Sports and Health
10005042 Glitter Spectacular
10005043 December Weekends
10005044 Glitter and Glow
10005045 Chocolate Affaire
10005048 City-Wide Special Events
10005050 Special Events Permitting
10005051 City Sales Tax - Bed Tax
10005054 Bed Tax / Tourism

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$

12,255
228,829
3,262
4,124
3,935
2,122
1,163
3,783
1,411
1,161
14,484
2,624
908

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

280,061 $

3,446
37,907
4,468
8,136
3,885
5,945
3,341
6,485
157
405
2,592
49
48
40
23
2,131
475
2,913
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

10002934 Cemetery
10005055 Stadium - Transportation Ops
10005056 Transp - Fiesta Bowl Event
10005057 Arena - Transportation Ops.
10005058 Graffiti Removal

$
$
$
$
$

6,160
1,921
165
130
54

$
$
$
$
$

$
$
$
$
$

Public Affairs
Total
Public Faclit Recr&Spec Events

Public Faclit Recr&Spec Events Total
Transportation

Transportation
1000-General Fund

General Funds Total

Total
Total

$
$

7,941 $
5,152 $

Technology
Projects

8,430 $
3,062,630 $

$

3,062,630 $

$

172 $

1,284 $
1,772 $

Technology

Telephone

-

$
$

$

289,477 $

28,874

82,445 $

2,400
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

2,400 $

57,301
84,006
6,687
21,541
17,774
24,334
5,851
12,231
3,343
3,343
16,124
17,224
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

269,760 $

10,744
6,715
18,130
8,729
18,802
3,357
4,700
-

71,178

2,068
-

-

$
$
$
$
$

3,893
-

$
$
$
$
$

1,343
-

2,068 $
1,701,213 $

-

$
1,331,862 $

43,928 $
245,549 $

3,893 $
5,400,507 $

1,701,213 $

1,331,862 $

5,400,507 $

-

-

$

-

-

$

10,744
18,130

1,343
739,982

739,982

Special Revenue Funds
2020-Neighborhood Stabilization
Community Services

20204017 Neighborhood Stabilization

Community Services
Total
2020-Neighborhood Stabilization Total

2040-CDBG

Community Services
20404017 CDBG

Community Services
2040-CDBG

Total
Total

$
$

$

$
$

172 $
172 $

10,699 $

10,699 $
10,699 $

-

$

$
$

934 $

934 $
934 $

-

-

$
$

$
$

-

$

$
$

24,890 $

24,890 $
24,890 $

-

-

-

-

_____________________________________________________________________________________________________________________
533

ANNUAL BUDGET
SCHEDULE EIGHT
_____________________________________________________________________________________________________________________
Fiscal Year 2019-2020
Internal Service Premiums

Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, technology replacement programs
and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged
against departmental operating budgets by the Finance Division during the fiscal year.

Insurance

FUND - DESCRIPTION

2050-Highway User Gas Tax
Engineering

Workers'
Compensation

20503019 Pavement Management
20503020 Street Lighting

$
$

$

21,362 $

20502919 Transportation Administration
20502920 Right of Way
20502921 Street Maintenance
20502923 Traffic Signals
20502924 Signs & Markings
20502925 Barricade Management
20505064 Traffic Design and Development
20505065 Graffiti Removal - ROW

$
$
$
$
$
$
$
$

$
$

652
49,566
92,664
22,978
25,465
957
4,218
2,920

$
$
$
$
$
$
$
$

$
$
$
$
$
$
$

$
$
$
$
$
$
$

Engineering
Transportation

Total

Transportation
Total
2050-Highway User Gas Tax
Total

2070-Transportation Sales Tax
Transportation

20702926 Transportation Program Mgmt
20702927 Fixed Route
20702928 Dial-A-Ride
20702929 Transit Program Administration
20702930 Intelligent Transport Systems
20702931 Traffic Mitigation
20705066 Transportation Education

Transportation
Total
2070-Transportation Sales Tax
Total

2110-Arts Commission
Economic Development
21101911 Arts Program

Economic Development
2110-Arts Commission

Total
Total

2120-Court Security Bonds
City Court

21205001 Court Security
21205002 Court Time Payments
21205003 Fill the Gap

City Court
Total
2120-Court Security Bonds

Total

2130-Airport Special Revenue
Transportation

21302933 Airport Operations

Transportation
Total
2130-Airport Special Revenue
Total

2140-CAP Grant

Community Services

21405261 Community Action Program DHHS

Community Services
2140-CAP Grant

Total
Total

5,837 $
15,526 $

Technology
Projects

22,699 $
$

Technology

Telephone

22,699 $

-

-

$
$

$

28,740 $

-

199,419 $
220,782 $

117
57,534
44,814
33,840
22,703
180
5,821
11,174

$
$
$
$
$
$
$
$

176,182 $
198,881 $

-

-

$
$
$
$
$
$
$
$

$
$

4,761
41,736
36,254
21,418
19,407
10,985
6,222

$
$
$
$
$
$
$
$

140,783 $
169,523 $

14,101
-

14,101
14,101

5,685
18,290
100,039
2,746
8,091
2,100
1,473

934
656
38,894
467
11,408
233
344

$
$
$
$
$
$
$

30,000
-

$
$
$
$
$
$
$

30,000 $
30,000 $

119,994
111,340
12,445
16,846
7,873
4,761

$
$
$
$
$
$
$

273,259 $
273,259 $

15,444
3,357
-

18,802
18,802

-

$

$
$

3,111 $

3,111 $
3,111 $

-

-

6,222 $
2,334 $
$

2,014
-

$
$

138,423 $
138,423 $

52,936 $
52,936 $

$

1,042 $

178 $

25,629 $
3,111 $

-

$
$

1,042 $
1,042 $

178 $
178 $

-

$
$
$

1,900 $
483 $
145 $

1,746 $
88 $
$

-

$
$
$

$
$

8,556 $
8,556 $

2,014
2,014

21,968 $

4,700

$
$

2,528 $
2,528 $

1,833 $
1,833 $

-

$

14,686 $

12,331 $

-

$

$
$

21,968 $
21,968 $

4,700
4,700

$

18,589 $

-

$
$

14,686 $
14,686 $

12,331 $
12,331 $

-

$

3,609 $

643 $

-

$
$

3,609 $
3,609 $

643 $
643 $

-

$
$

18,589 $
18,589 $

-

_____________________________________________________________________________________________________________________
534

ANNUAL BUDGET
SCHEDULE EIGHT
_____________________________________________________________________________________________________________________
Fiscal Year 2019-2020
Internal Service Premiums

Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, technology replacement programs
and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged
against departmental operating budgets by the Finance Division during the fiscal year.

Insurance

FUND - DESCRIPTION

2160-Other Grants
Police Services

21605212 Police AZDPS Grants
21605215 Police USDOJ Grants
21605218 Police SRO Recovery Grants
21605228 Police Miscellaneous Grants

Police Services
2160-Other Grants

2170-Rico Funds

Total
Total

Police Services

21702424 State RICO

Police Services
2170-Rico Funds

Total
Total

2180-Park and Rec Designated
Public Faclit Recr&Spec Events

21805033 Elsie McCarthy Pk. Maint

Public Faclit Recr&Spec Events Total
2180-Park and Rec Designated
Total

2200-Training Facility Revenue
Field Operations

$
$
$
$

663
4,457
1,742
575

Workers'
Compensation

$
$
$
$

464
16,289
6,516
117

Technology
Projects

$
$
$
$

Technology

3,111
31,113
12,445
3,111

Telephone

-

$
$
$
$

$
$
$
$

-

$
$

49,780 $
49,780 $

-

3,111 $

-

$
$

7,438 $
7,438 $

23,386 $
23,386 $

-

$

590 $

117 $

117 $
117 $

-

-

$

$
$

3,111 $
3,111 $

-

51 $

-

$

-

-

$
$

590 $
590 $

$

-

$
$

-

$

$
$

-

$

$
$

51 $
51 $

-

$
$

5,179 $

4,699 $

-

$

$

6,222 $

18,130

112,379 $

32,232

22002846 PS Training Ops - Fac. Mgmt

$

$

5,179 $

4,699 $

-

22002023 PS Training Ops - Fire

$

$

10,364 $

10,364 $

6,145 $

6,145 $

-

-

$

$

112,379 $

32,232

22002413 PS Training Ops - Police

$

8,616 $

2,969 $

-

$

6,222 $

7,386

Field Operations
Fire Services
Fire Services
Police Services

Total

Total

Police Services
Total
2200-Training Facility Revenue

Special Revenue Funds Total

Total

$
$

8,616 $
24,159 $

2,969 $
13,813 $

$

424,128 $

305,103 $

$

27,905 $

3,093 $

-

$
$

6,222 $

-

6,222 $
124,824 $

18,130

7,386
57,748

30,000 $

697,611 $

97,366

-

105,003 $

34,917

Enterprise Funds
6020+-Water & Sewer
Budget and Finance

60201117 Customer Service

Budget and Finance

Total

$

27,905 $

3,093 $

-

$

$

105,003 $

34,917

_____________________________________________________________________________________________________________________
535

ANNUAL BUDGET
SCHEDULE EIGHT
_____________________________________________________________________________________________________________________
Fiscal Year 2019-2020
Internal Service Premiums

Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, technology replacement programs
and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged
against departmental operating budgets by the Finance Division during the fiscal year.

Insurance

FUND - DESCRIPTION
Water Services

60202710 Environmental Resources
60202711 Water Services Administration
60202712 Safety Administration
60202713 Information Management
60202714 Public Service Representative
60202715 System Security
60202717 Water Conservation
60202718 Water Quality
60202719 Materials Control Warehouse
60202720 Customer Service - Field
60202722 Raw Water Usage
60202723 Central System Control
60202724 Pyramid Peak WTP
60202725 Cholla Treatment Plant
60202726 Central System Maintenance
60202727 Water Distribution
60202728 Meter Maintenance
60202729 Oasis Surface WTP
60302731 Pretreatment Program
60302734 Storm Water
60302735 SROG - 91st Ave WWTP
60302737 Wastewater Collection
60302738 Arrowhead WRF
60302739 West Area WRF
60302740 Irrigation

Water Services
Total
6020+-Water & Sewer Total

6110+-Landfill

Field Operations

61102834 Landfill
61102835 Solid Waste Admin
61102836 Recycling
61102837 MRF Operations

Field Operations
6110+-Landfill Total

Total

6120-Solid Waste
Field Operations

61202835 Solid Waste Admin
61202838 Solid Waste Roll-off
61202839 Commercial Frontload
61202840 Curb Service
61202841 Residential-Loose Trash Collec

Field Operations
6120-Solid Waste

Total
Total

6130-Housing Public Activities
Community Services

61301713 Housing Public Activities

Community Services
Total
6130-Housing Public Activities Total

Enterprise Funds Total

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

Workers'
Compensation

$
$

4,465
17,012
4,415
8,120
9,603
5,399
2,979
10,119
3,910
19,713
12,361
6,220
12,738
16,608
19,541
149,116
234
14,640
6,717
9,448
9,460
40,777
13,492
17,378
4,742

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$

Technology
Projects

419,204 $
447,109 $

700
1,538
700
1,415
11,083
6,932
796
12,534
321
22,364
11,083
12,666
15,833
32,330
61,030
13,432
7,916
7,916
23,749
9,500
15,833
149

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$

76,437
7,864
15,374
10,578

$
$
$
$

110,253 $
110,253 $

$
$
$
$
$

6,740
35,623
73,206
37,038

$
$
$
$
$

Technology

269,821 $
272,914 $

30,000
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

40,008
5,283
24,652
13,818

$
$
$
$

3,522
37,628
120,659
81,955

$
$
$
$
$

83,762 $
83,762 $

Telephone

30,000 $
30,000 $

19,218
218,563
18,667
201,653
21,778
21,778
13,185
34,224
10,206
43,557
21,778
24,890
31,113
56,552
111,227
25,990
15,556
16,106
46,669
29,652
32,213
-

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

1,014,575 $
1,119,579 $

165,186
200,104

-

$
$
$
$

$
$

97,117
89,466
30,030
25,079

$
$
$
$

241,693 $
241,693 $

18,802
15,444
8,058
2,686

44,990
44,990

60,000
-

$
$
$
$
$

3,111
36,424
120,068
75,960

$
$
$
$
$

-

$

-

15,444
49,019
671
29,546
19,473
3,357
2,686
4,029
12,087
28,874
-

$
$

152,608 $
152,608 $

243,764 $
243,764 $

60,000 $
60,000 $

235,563 $
235,563 $

-

$

(19,034) $

11,751 $

-

74,328 $

14,773

$
$

$

(19,034) $
(19,034) $

690,936 $

11,751 $
11,751 $

612,190 $

-

$
$

90,000 $

74,328 $
74,328 $

1,671,162 $

14,773
14,773

259,867

_____________________________________________________________________________________________________________________
536

ANNUAL BUDGET
SCHEDULE EIGHT
_____________________________________________________________________________________________________________________
Fiscal Year 2019-2020
Internal Service Premiums

Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, technology replacement programs
and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged
against departmental operating budgets by the Finance Division during the fiscal year.

Insurance

FUND - DESCRIPTION

Workers'
Compensation

Technology
Projects

Technology

Telephone

Internal Service Funds
7010-Risk Management Self Insurance
Human Resources

70102113 Risk Management

Human Resources
Total
7010-Risk Management Self Insurance Total

7020-Workers Comp Self Insurance
Human Resources

70202114 Workers' Compensation

Human Resources
Total
7020-Workers Comp Self Insurance Total

7040-Fleet Services
Field Operations

70402843 Fleet Management
70402844 Fuel Services
70402845 Parts Store Operations

Field Operations
7040-Fleet Services

7050-Technology

Total
Total

Innovation and Technology

70502210 Innovation & Tech Operations
70502211 Telephones

Innovation and Technology Total
7050-Technology
Total

Internal Service Funds Total
Grand Total

$

$
$

$

1,348 $

1,348 $
1,348 $

1,250 $

233 $

233 $
233 $

233 $

52,160 $

52,160 $
52,160 $

52,160 $

-

$

-

$

-

$
$

-

$
$

1,250 $
1,250 $

233 $
233 $

52,160 $
52,160 $

-

$
$
$

32,393 $
7,750 $
602 $

46,823 $
$
117 $

-

$
$
$

$
$

125,966 $
$
3,111 $

129,077 $
129,077 $

33,574
33,574

$
$

-

24,845
-

$
$

40,745 $
40,745 $

46,940 $
46,940 $

-

$
$

29,914 $
635 $

3,385 $
117 $

-

$
$

30,549 $
30,549 $

3,501 $
3,501 $

-

$
$

-

$
$

-

-

$
$

$
$

-

33,574
-

24,845
24,845

$

73,892 $

50,908 $

104,320 $

129,077 $

58,420

$

4,251,585 $

2,669,415 $

1,556,182 $

7,898,358 $

1,155,634

_____________________________________________________________________________________________________________________
537

ANNUAL BUDGET
STATE SCHEDULES
_________________________________________________________________________________
Fiscal Year 2019-2020
Table of Contents

Page
Schedule A –
Summary of Estimated Revenues and Expenditures/Expenses

539

Schedule B –
Tax Levy and Tax Rate Information

540

Schedule C –
Revenue Other Than Property Taxes

541

Schedule D –
Other Financing Sources/<Uses> and Interfund Transfers

546

Schedule E –
Expenditures/Expended by Fund

547

Schedule F –
Expenditures/Expended by Department

549

Schedule G –
Full-Time Employee and Personnel Compensation

554

__________________________________________________________________________________
538

City of Glendale
Summary Schedule of Estimated Revenues and Expenditures/Expenses
Fiscal Year 2020

Fiscal
Year
2019

Adopted/Adjusted Budgeted Expenditures/Expenses*

2019

Actual Expenditures/Expenses**

2020

Fund Balance/Net Position at July 1***

2020
2020
2020
2020
2020
2020

FUNDS

S
c
h

Primary Property Tax Levy
Secondary Property Tax Levy
Estimated Revenues Other than Property Taxes
Other Financing Sources
Other Financing (Uses)
Interfund Transfers In

2020

Interfund Transfers (Out)

2020

Reduction for Amounts Not Available:

E
E

1
2
3

B
B
C
D
D
D
D

Special Revenue
Fund

Debt Service Fund

218,796,801

67,629,872

65,747,563

72,347,697

5,814,676

195,958,815

62,704,576

689,000,000

220,192,501

60,277,695

65,747,563

72,349,697

5,814,676

195,263,677

63,195,740

682,841,550

46,078,197

52,449,622

6,464,973

44,300,453

5,809,643

75,009,751

16,909,246

247,021,885

General Fund

4

5,856,524

7
8
9
10

Total All Funds

5,856,524

5
6

Capital Projects
Enterprise Funds Internal Service
Fund
Permanent Fund
Available
Funds

20,408,799

20,408,799

230,095,737

105,820,770

236,914

1,371,745

26,000

208,903,222

58,726,891

605,181,279

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

31,576,155

2,112,626

40,133,409

17,904,895

0

26,656,357

0

118,383,442

43,900,865

49,387,094

0

0

0

25,095,483

0

118,383,442

11

539

LESS: Amounts for Future Debt Retirement:

0

Future Capital Projects

0

Maintained Fund Balance for Financial Stability

0
0
0

2020
2020

12

Total Financial Resources Available
Budgeted Expenditures/Expenses

E

13

269,705,748

110,995,924

67,244,095

63,577,093

5,835,643

285,473,847

75,636,137

878,468,487

223,831,389

62,278,961

61,782,242

63,577,093

5,814,676

254,160,092

64,555,547

736,000,000

$

2019
689,000,000 $

2020
736,000,000

$
$

689,000,000
247,578,915
441,421,085 $
584,109,698 $

736,000,000
283,246,263
452,753,737
603,062,288

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

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.

Schedule A

*
**
***

Includes Expenditure/Expense Adjustments Approved in thecurrent 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).

City of Glendale
Tax Levy and Tax Rate Information
Fiscal Year 2020
1. Maximum allowable primary property tax levy.
A.R.S. §42-17051(A)

2019

$

2020

6,111,280

$

6,338,443

5,759,711
20,070,771
25,830,482

$

5,856,524
20,408,799
26,265,323

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

$
$
$
$
$

$

3,824,961
19,974
3,844,936
13,273,200
53,895
13,327,096
17,172,031

5. Property tax rates
A. City/Town tax rate
(1) Primary property tax rate
0.4407
0.4144
(2) Secondary property tax rate
1.5357
1.4441
(3) Total city/town tax rate
1.9764
1.8585
B. Special assessment district tax rates
Secondary property tax rates - As of the date the proposed budget was prepared, the
city/town was operating
special assessment districts for which secondary
property taxes are levied. For information pertaining to these special assessment districts
and their tax rates, please contact the city/town.
* Includes actual property taxes collected as of the date the proposed budget was prepared, plus
estimated property tax collections for the remainder of the fiscal year.

540

Schedule B

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2020
ESTIMATED
REVENUES
2019

SOURCE OF REVENUES

ACTUAL
REVENUES*
2019

ESTIMATED
REVENUES
2020

GENERAL FUND
Local taxes

GENGENLo City Sales Tax
GENGENLo Arena Fees

$

111,206,621
1,262,114

Licenses and permits

GENGENLicGas/Electric Franchise Fees
GENGENLicBuilding Permits

GENGENLicCable Franchise Fees
GENGENLicSales Tax Licenses

GENGENLicFire Department Other Fees
GENGENLicPlanning/Zoning

GENGENLicFire Dept CD Fees

GENGENLicRight-of-Way Permits
GENGENLicBus./Prof. Licenses
GENGENLicLiquor Licenses
GENGENLicArena Fees

GENGENLicBusiness Licenses

GENGENLicMiscellaneous CD Fees

GENGENLicEngineering Plan Check Revenue
GENGENLicPlan Check Fees

Intergovernmental

GENGENInt State Income Tax

GENGENInt State Shared Sales Tax
GENGENInt Motor Vehicle In-Lieu
GENGENInt Partner Revenue
GENGENInt Arena Fees

GENGENInt SRO Revenue
GENGENInt Miscellaneous

Charges for services

GENGENChStaff & Adm Chargebacks
GENGENChFacility Rental Income
GENGENChRecreation Revenue
GENGENChPlan Check Fees
GENGENChArena Fees

GENGENChMiscellaneous

GENGENChRight-of-Way Permits
GENGENChCity Property Rental

GENGENChFire Department Other Fees

GENGENChEngineering Plan Check Revenue
GENGENChCamelback Ranch Rev-Fire

GENGENChTraffic Engineering Plan Check
GENGENChCourt Revenue

GENGENChSecurity Revenue

GENGENChHealth Care Revenue
GENGENChEquipment Rental

541

$

111,206,621
1,262,114

$

117,815,424
1,058,959

2,913,691
1,557,458
1,572,061
784,827
1,143,640
373,466
364,451
290,053
116,516
192,177
204,079
83,323
119,753
17,637
7,443

2,913,691
1,557,458
1,572,061
784,827
1,143,640
373,466
364,451
290,053
116,516
192,177
204,079
83,323
119,753
17,637
7,443

3,068,430
1,878,841
1,582,071
923,570
676,822
468,466
432,372
350,426
330,415
193,036
171,230
77,922
69,911
19,749
8,373

30,186,283
25,267,422
10,866,400
353,500
433,504
105,091

30,186,283
25,267,422
10,866,400
353,500
433,504
105,091

32,653,840
25,926,142
11,265,111
347,442
433,504
123,204

10,000,000
2,038,915
2,487,920
1,205,524
929,200
530,848
275,552
336,150
556,894
261,174
60,350
50,425
64,012
69,742
28,467

10,000,000
2,038,915
2,487,920
1,205,524
929,200
530,848
275,552
336,150
556,894
261,174
60,350
50,425
64,012
69,742
28,467

10,000,000
2,117,957
1,694,171
1,356,118
779,632
622,342
332,906
329,764
329,578
292,443
96,249
65,468
60,502
33,085
31,020
18,295

Schedule C

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2020
ESTIMATED
REVENUES
2019

SOURCE OF REVENUES
Fines and forfeits

GENGENFinCourt Revenue
GENGENFinMiscellaneous

GENGENFinLibrary Fines/Fees

Interest on investments

GENGENInt Interest

ACTUAL
REVENUES*
2019

ESTIMATED
REVENUES
2020

3,025,859
284,951
150,707

3,025,859
284,951
150,707

2,859,952
334,064
11,728

466,538

466,538

373,776

4,093,580
1,013,388
567,091
194,596
238,126
152,766

4,093,580
1,013,388
567,091
194,596
238,126
152,766

6,254,208
994,135
556,137
202,030
140,926
11,888

Contributions
Voluntary contributions
Miscellaneous

GENGENMisMiscellaneous

GENGENMisCity Property Rental
GENGENMisLease Proceeds

GENGENMisCemetery Revenue

GENGENMisFire Department Other Fees
GENGENMisLibrary Fines/Fees

Total General Fund $

218,782,600

$

218,782,600

$

230,095,737

6,000
480
6,480

$

6,000
480
6,480

$

6,000
480
6,480

7,875,004
85,211
7,960,215

$

SPECIAL REVENUE FUNDS
Public Facilities and Events Funds

SPEPu Int Recreation Revenue
SPEPu Int Interest

Community Services Grants

SPECoInt Grants

SPEComMisMiscellaneous

Other Grants

SPEOt Int Grants

SPEOt MisMiscellaneous

Public Safety Funds

SPEPu Lo City Sales Tax

SPEPu Lo City Sales Tax - PS .4

$
$
$
$
$
$
$

SPEPu Int State Forfeitures

SPEPu Int Federal Forfeitures
SPEPu MisMiscellaneous
SPEPu Int Interest

$

542

$

$

15,416,760
407,885
15,824,645

$

15,497,600
10,662,165
1,000,000
15,000
27,174,765

$

$

$

7,875,004
85,211
7,960,215
15,416,760
407,885
15,824,645
15,497,600
10,662,165
1,000,000
15,000
27,174,765

$
$
$
$
$
$

$

7,919,572
85,211
8,004,783
15,416,760
407,885
15,824,645
16,117,504
11,088,651
1,000,000
15,000
28,221,155

Schedule C

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2020
ESTIMATED
REVENUES
2019

SOURCE OF REVENUES
Transportation/HURF Funds

SPETraLo City Sales Tax

SPETraInt Highway User Revenues

$

27,097,175
15,759,575
7,821,236
555,831
200,000
279,635
124,000
19,000
51,856,452

$

$

$

393,736
30,000
423,736

$
$

SPETraInt Grants

SPETraMisAirport Fees

SPETraTraLTAF - Lottery

SPETraLicMiscellaneous CD Fees
SPETraInt Interest

SPETraMisMiscellaneous

SPETraChTransit Revenue
SPETraChMiscellaneous

$

Intergovernmental

SPESPEInt Partner Revenue

ACTUAL
REVENUES*
2019

$

$

27,097,175
15,759,575
7,821,236
555,831
200,000
279,635
124,000
19,000
51,856,452

ESTIMATED
REVENUES
2020
$

$

$

393,736
30,000
423,736

$

393,736
30,000
423,736

416,700
416,700

$
$

416,700
416,700

$
$

416,700
416,700

$
$

6,390
6,390

$
$

6,390
6,390

$
$

1,590
1,590

$

$
$

375,000
90,000
465,000

$

$

375,000
90,000
465,000

$

556,520
90,000
646,520

Total Special Revenue Funds $

104,134,383

$

104,134,383

$

105,820,770

$
$

500,521
500,521

$
$

500,521
500,521

$
$

236,914
236,914

Total Debt Service Funds $

500,521

$

500,521

$

236,914

$
$

1,303,941
67,804
1,371,745

$

$

1,303,941
67,804
1,371,745

$

1,303,941
67,804
1,371,745

$
$

17,075,343
17,075,343

$
$

17,075,343
17,075,343

$
$

-

Total Capital Projects Funds $

18,447,088

$

18,447,088

$

1,371,745

SPESPEInt Miscellaneous

Fines and forfeits

SPESPEFinCourt Revenue

Interest on investments

SPESPEInt Interest

Miscellaneous

SPESPEMisMiscellaneous
SPESPEMisOther

$

30,308,943
16,724,349
4,050,000
555,831
200,000
160,000
133,038
124,000
19,000
52,275,161

DEBT SERVICE FUNDS
DEBDEBIn

Miscellaneous

CAPITAL PROJECTS FUNDS
Development Impact Fee Funds
CAPDev LicDevelopment Impact Fees
CAPDev Int Interest
G.O. Bond Funds

CAPG.O Ot Bond Proceeds

$

543

Schedule C

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2020
ESTIMATED
REVENUES
2019

SOURCE OF REVENUES
PERMANENT FUNDS
Cemetery Perpetual Care
PERCemInt Interest

ESTIMATED
REVENUES
2020

$
$

26,000
26,000

$
$

26,000
26,000

$
$

26,000
26,000

Total Permanent Funds $

26,000

$

26,000

$

26,000

49,842,690
35,117,289
445
82,000
4,648
68,000
88,994
118,925
622,938
87,121
3,605,832
553,846
346,154
50,352
90,589,234

$

49,842,690
35,117,289
445
82,000
4,648
68,000
88,994
118,925
622,938
87,121
3,605,832
553,846
346,154
50,352
90,589,234

$

53,612,033
34,464,498
38,898,000
28,000,000
342
82,000
9,296
400,000
127,919
670,048
85,502
2,777,658
1,046,154
653,846
100,704
160,928,000

5,677,825
2,938,079
1,596,967
431,000
215,000
118,045
45,905
11,022,821

$

ENTERPRISE FUNDS
Water/Sewer Funds
ENTWat ChWater Revenues
ENTWat ChSewer Revenue
ENTWat MisIntergovernmental Agreement
ENTWat Ot Bond Proceeds
ENTWat ChMiscellaneous
ENTWat ChStaff & Adm Chargebacks
ENTWat ChFacility Rental Income
ENTWat Int Interest
ENTWat Int Miscellaneous
ENTWat LicWater Revenues
ENTWat MisWater Revenues
ENTWat MisSewer Revenue
ENTWat MisMiscellaneous
ENTWat MisWater Development Impact Fees
ENTWat MisSewer Development Impact Fees
ENTWat MisCity Property Rental
Landfill

ENTLan ChTipping Fees

$

$
$

ENTLan ChInternal Charges
ENTLan Ot Bond Proceeds

ENTLan ChRecycling Sales

ENTLan ChStaff & Adm Chargebacks
ENTLan MisMiscellaneous
ENTLan ChMiscellaneous
ENTLan Int Interest

$

Solid Waste

ENTSoli ChResidential Sanitiation

$

$

$
$

$

13,733,071
3,143,428
697,410
179,224
120,719
71,041
3,015
17,947,908

$
$

Total Enterprise Funds $

ENTSoli ChCommercial Sanitation Frontload
ENTSoli ChCommercial Sanitation Rolloff
ENTSoli ChInternal Charges
ENTSoli MisMiscellaneous

ENTSoli ChMiscellaneous Bin Service
ENTSoli Int Interest

Pub Housing Budget Activities

ENTPub Int Grants

ACTUAL
REVENUES*
2019

544

5,677,825
2,938,079
1,596,967
431,000
215,000
118,045
45,905
11,022,821

$
$

$
$

5,998,957
3,110,316
2,400,000
1,000,000
431,000
147,153
124,722
24,900
13,237,048

$

13,733,071
3,143,428
697,410
179,224
120,719
71,041
3,015
17,947,908

$

14,739,384
3,363,468
746,229
166,030
114,655
86,315
3,015
19,219,096

15,519,078
15,519,078

$
$

15,519,078
15,519,078

$
$

15,519,078
15,519,078

135,079,041

$

135,079,041

$

208,903,222

Schedule C

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2020
ESTIMATED
REVENUES
2019

SOURCE OF REVENUES
INTERNAL SERVICE FUNDS
Risk Management Self Insurance
INT RiskSe Internal Charges
INT RiskMisSecurity Revenue
INT RiskInt Interest
INT RiskMisMiscellaneous
Workers Comp. Self Insurance

INT Wo Se Internal Charges

INT Wo MisSecurity Revenue
INT Wo Int Interest

$

3,056,466
30,000
20,000
100,000
3,206,466

$
$

1,299,278
30,000
26,000
1,355,278

$

Benefits Trust Fund

INT Ben Se City Contributions

INT Ben Se Employee Contributions

$

$

$

$
$
$

$
$

$

3,056,466
30,000
20,000
100,000
3,206,466
1,299,278
30,000
26,000
1,355,278
19,660,167
6,362,915
4,825,836
104,553
1,620
780
30,955,871

ESTIMATED
REVENUES
2020

$

$
$
$
$

$

2,669,415
30,000
26,000
2,725,415
19,966,575
6,462,081
4,901,048
106,182
1,645
792
31,438,323

$

$

9,551,394
9,551,394

8,752,070
8,752,070

$
$

8,752,070
8,752,070

$
$

9,053,992
9,053,992

$
$

1,154,676
1,154,676

$
$

1,154,676
1,154,676

$
$

1,556,182
1,556,182

Total Internal Service Funds $

54,824,971

$

54,824,971

$

58,726,891

TOTAL ALL FUNDS $

531,794,604

$

531,794,604

$

605,181,279

Technology

Technology Projects

$

4,251,585
30,000
20,000
100,000
4,401,585

9,400,610
9,400,610

INT Tec ChInternal Charges

INT Tec ChInternal Charges

$

9,400,610
9,400,610

INT Ben LicRight-of-Way Permits

Fleet Services

$

$

INT Ben FinMiscellaneous

INT FleeChInternal Charges

$

19,660,167
6,362,915
4,825,836
104,553
1,620
780
30,955,871

INT Ben Se Retiree Contributions

INT Ben Int Interest

ACTUAL
REVENUES*
2019

* 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.

545

Schedule C

City of Glendale
Other Financing Sources/(Uses) and Interfund Transfers
Fiscal Year 2020
FUND

OTHER FINANCING
2020
SOURCES
(USES)

GENERAL FUND
1000-General Fund
$
1020-Vehicle Replacement
Total General Fund $
SPECIAL REVENUE FUNDS
2050-Highway User Gas Tax
$
2070-Transportation Sales Tax
2080-Police Special Revenue
2090-Fire Special Revenue
2130-Airport Special Revenue
2140-CAP Grant
2200-Training Facility Revenue
Total Special Revenue Funds $
DEBT SERVICE FUNDS
3010-General Obligation Debt Serv
$
3020-HURF Debt Service
3030-MPC Debt Service
3040-Transportation Debt Service
3050-Excise Tax Debt Service
Total Debt Service Funds $
CAPITAL PROJECTS FUNDS
1080-General Government Capital Prj
$
4010-Streets Construction
4020-Hurf Streets Construction
4030-Transportation Capital Proj
4250-DIF Citywide REC/FAC sb 1525
Total Capital Projects Funds $

INTERFUND TRANSFERS
2020
IN
(OUT)

$

$

$

$

$

$

$

$

$

$

28,576,155
3,000,000
31,576,155

147,047
64,299
1,901,280
2,112,626

$

43,900,865

$

43,900,865

$

5,890,395
14,920,544
19,364,660
9,211,495

$

49,387,094

$

$

$

16,174,794
7,043,044
16,915,571
40,133,409

$

$

4,137,000

$
$

5,890,395
7,877,500
$

$

$
$

$
$

$

$

$

$

Total Internal Service Funds $

$

$

TOTAL ALL FUNDS $

$

$

PERMANENT FUNDS

$
Total Permanent Funds $

ENTERPRISE FUNDS
6020-Water
$
6040-Water and Sewer Bond Debt Svc
6110-Landfill
6120-Solid Waste
6130-Housing Public Activities
Total Enterprise Funds $

17,904,895

$
$
$

396,479
25,095,483
653,379
124,453
386,563
26,656,357

$

25,095,483

$

25,095,483

INTERNAL SERVICE FUNDS

546

$
118,383,442

$

118,383,442

Schedule D

City of Glendale
Expenditures/Expenses by Fund
Fiscal Year 2020
ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES
2019

FUND/DEPARTMENT
GENERAL FUND
GEBudget and Finance
GECity Attorney's Office
GECity Auditor
GECity Clerk
GECity Court
GECity Manager's Office
GECommunity Services
GEDevelopment Services
GEEconomic Development
GEEngineering
GEField Operations
GEFire Services
GEHuman Resources
GEMayor & Council Office
GENon-Departmental
GEPolice Services
GEPublic Affairs
GEPublic Faclit Recr&Spec Events
GETransportation
GEContingency

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED
2019

ACTUAL
EXPENDITURES/
EXPENSES*
2019

BUDGETED
EXPENDITURES/
EXPENSES
2020

$

4,870,067
3,750,234
396,173
844,982
4,941,221
976,774
6,347,528
6,292,825
1,150,444
2,160,537
7,498,894
45,015,802
1,921,996
1,535,666
12,942,682
92,526,966
2,398,963
13,808,715
1,126,332
2,000,000

$

- $
92,000
(0)
6,950,000
412,334
(1,164,334)

4,875,267
3,750,234
396,173
844,982
4,927,762
1,068,774
6,347,528
6,262,890
1,150,444
2,160,537
8,518,407
45,004,622
1,921,996
1,535,666
19,892,682
92,910,580
2,398,963
14,264,965
1,124,364
835,666

$

5,231,609
3,791,124
410,043
769,898
5,185,785
1,673,591
7,243,059
6,759,146
1,350,719
2,128,325
9,706,831
48,105,904
2,202,620
1,686,022
11,841,250
96,096,734
2,507,099
14,149,400
1,142,459
1,849,773

Total General Fund $

212,506,801

$

6,290,000

$

220,192,501

$

223,831,389

$

590,845
9,744,501
3,285,232
630,064
5,987,366
200,000
8,320,299
336,042
27,842,308
5,280,315
2,820,000

$

- $
464,250
301,616
731,102
41,412
(323,160)
4,177,680
(2,800,000)

594,991
7,067,471
3,285,232
658,030
6,288,982
931,102
8,361,711
315,776
27,474,085
5,280,315
20,000

$

574,709
8,492,738
1,253,141
3,127,535
954,895
6,021,690
200,000
7,325,577
278,421
28,960,727
5,089,527
-

Total Special Revenue Funds $

65,036,972

$

2,592,900

$

60,277,695

$

62,278,961

$

16,820,271
25,914,169
15,969,362
7,043,761

$

-

$

16,820,271
25,914,169
15,969,362
7,043,761

$

16,915,571
20,848,833
16,974,794
7,043,044

Total Debt Service Funds $

65,747,563

$

$

65,747,563

$

61,782,242

SPECIAL REVENUE FUNDS
SPCity Court
SPCommunity Services
SPEconomic Development
SPEngineering
SPField Operations
SPFire Services
SPGrant Non-Departmental
SPPolice Services
SPPublic Faclit Recr&Spec Events
SPTransportation
SPUndefined Department
SPWater Services
SPContingency

DEBT SERVICE FUNDS
DEExcise Tax Debt Service
DEGeneral Obligation Debt Serv
DEHURF Debt Service
DEMPC Debt Service
DETransportation Debt Service

547

Schedule E

City of Glendale
Expenditures/Expenses by Fund
Fiscal Year 2020
ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES
2019

FUND/DEPARTMENT
CAPITAL PROJECTS FUNDS
CABudget and Finance
CACity Attorney's Office
CACity Auditor
CACity Clerk
CACity Court
CACity Manager's Office
CACommunity Services
CADevelopment Services
CAEconomic Development
CAEngineering
CAField Operations
CAFire Services
CAHuman Resources
CAInnovation and Technology
CAMayor & Council Office
CANon-Departmental
CAPolice Services
CAPublic Affairs
CAPublic Faclit Recr&Spec Events
CATransportation
CAContingency

$

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED
2019

635,124
446,643
3,213,784
4,484,685
519,425
262,847
3,789,250
6,248,137
52,995,216
10,097,611
82,692,722

$

$

5,814,676

$

Total Permanent Funds $

5,814,676

$

$

3,144,936
15,433,635
25,462,783
34,339,216
111,912,272
2,900,000

$

Total Enterprise Funds $

193,192,842

$

Total Internal Service Funds $
TOTAL ALL FUNDS $

Total Capital Projects Funds $
PERMANENT FUNDS
PEContingency

ENTERPRISE FUNDS
ENBudget and Finance
ENCommunity Services
ENDebt Service
ENDevelopment Services
ENField Operations
ENWater Services
ENContingency

INTERNAL SERVICE FUNDS
INTHuman Resources
INTInnovation and Technology
INTField Operations
INTBudget and Finance
INTContingency

ACTUAL
EXPENDITURES/
EXPENSES*
2019
603,436
440,028
2,936,081
5,849,291
1,957,425
262,847
31,688
2,627,810
5,743,062
41,800,418
10,097,611
72,349,697

$

$

150,000
123,808
2,738,056
6,956,566
953,268
188,850
50,083
3,390,607
36,001,365
13,024,490
63,577,093

$

5,814,676

$

5,814,676

$

5,814,676

$

5,814,676

667,622
2,098,351
-

$

3,144,936
15,433,635
25,462,783
34,947,815
113,374,508
2,900,000

$

3,233,639
14,703,077
25,095,483
35,742,636
172,285,257
3,100,000

$

2,765,973

$

195,263,677

$

254,160,092

36,205,938
12,789,567
9,400,610
3,612,309
2,000,000

$

1,000,000 $
(1,303,848)
(1,000,000)

37,205,938
12,795,567
9,885,774
2,308,461
1,000,000

$

38,460,286
13,964,162
9,551,394
579,705
2,000,000

64,008,424
689,000,000

$
$

(1,303,848) $
$

63,195,740
682,841,550

$
$

64,555,547
736,000,000

$

(31,688) $
(6,615)
(277,703)
1,364,606
1,438,000
31,688
(1,161,440)
(507,075)
(11,194,798)
(10,345,025) $

BUDGETED
EXPENDITURES/
EXPENSES
2020

-

* 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.

548

Schedule E

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2020

DEPARTMENT/FUND
City Attorney
Cit 1000-General Fund

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2019

2019

2019

2020

$

3,750,234

$

City Attorney Total $

3,750,234

$

$

3,750,234

$

3,791,124

$

3,750,234

$

3,791,124

$

396,173

$

$

396,173

$

410,043

City Auditor Total $

396,173

$

$

396,173

$

410,043

$

844,982

$

$

844,982

$

769,898

City Clerk Total $

844,982

$

$

844,982

$

769,898

City Court
Cit 1000-General Fund
$
Cit 2120-Court Security Bonds
City Court Total $

4,941,221
590,845
5,532,066

$

-

$

$

$

4,927,762
594,991
5,522,753

$

5,185,785
574,709
5,760,494

$

976,774

$

92,000

$

1,068,774

$

1,673,591

City Manager Total $

976,774

$

92,000

$

1,068,774

$

1,673,591

$

6,347,528
1,678,454
227,349
227,300
4,248,215
1,296,454
1,332,737
208,992
525,000
446,643
15,433,635

$

- $
464,250
(6,615)
-

6,347,528
674,424
25,049
25,000
2,495,055
1,296,454
1,796,987
229,502
525,000
440,028
15,433,635

$

7,243,059
1,678,454
227,472
227,300
4,172,013
1,403,507
258,992
525,000
123,808
14,703,077

Community Services Total $

31,972,307

$

457,635

29,288,662

$

30,562,682

City Auditor
Cit 1000-General Fund

City Clerk
Cit 1000-General Fund

City Manager
Cit 1000-General Fund

Community Services
Co1000-General Fund
Co1080-General Government Capital Prj
Co2010-Home Grant
Co2020-Neighborhood Stabilization
Co2030-Neighborhd Stabilization Pgm3
Co2040-CDBG
Co2110-Arts Commission
Co2140-CAP Grant
Co2150-Emergency Shelter Grant
Co2160-Other Grants
Co4100-Library Construction
Co4120-DIF library Building sb1525
Co4270-DIF Libraries sb 1525
Co6130-Housing Public Activities

$

549

-

-

-

$

Schedule F

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2020

DEPARTMENT/FUND
Contingency
Co1000-General Fund
Co2050-Highway User Gas Tax
Co2070-Transportation Sales Tax
Co2160-Other Grants
Co4040-Public Safety Construction
Co4050-Parks Construction
Co4090-Open Space/Trail Construction
Co4120-DIF library Building sb1525
Co4130-DIF Fire Prot Facilit sb1525
Co4180-DIF Police Facilities sb 1525
Co4230-DIF Citywide Parks sb 1525
Co4270-DIF Libraries sb 1525
Co4290-DIF Citywide Open Space
Co4300-DIF Parks Dev Zone 1 sb 1525
Co4340-DIF-Parks & Rec Zone 3 West303
Co4350-DIF Parks & Rec Zone 2 sb 1525
Co4370-DIF Parks Dev Zone 3 sb1525
Co4390-DIF Roadway Improve sb1525
Co4440-DIF General Government
Co6020-Water
Co6110-Landfill
Co6120-Solid Waste
Co7010-Risk Management Self Insurance
Co7020-Workers Comp Self Insurance
Co8010-Cemetery

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2019

2019

2019

2020

$

2,000,000
720,000
2,100,000
259,479
226,795
56,105
2,123,794
950,251
3,181
93,277
154,482
201,472
11,350
2,175
5,865,872
149,378
2,200,000
500,000
200,000
1,000,000
1,000,000
5,814,676

$

(1,164,334) $
(700,000)
(2,100,000)
(1,000,000)
-

835,666
20,000
259,479
226,795
56,105
2,123,794
950,251
3,181
93,277
154,482
201,472
11,350
2,175
5,865,872
149,378
2,200,000
500,000
200,000
1,000,000
5,814,676

$

1,849,773
897,479
207,726
199,863
1,812,609
1,940,676
950,521
236,395
1,558,332
334,287
65,240
752,892
14,809
3,907,202
146,459
2,400,000
500,000
200,000
1,000,000
1,000,000
5,814,676

Contingency Total $

25,632,287

$

(4,964,334) $

20,667,953

$

25,788,939

Mayor & Council Office
Ma1000-General Fund
$
Ma1080-General Government Capital Prj
Mayor & Council Office
Total $

1,535,666
1,535,666

$

$
$

1,535,666
31,688
1,567,354

$

$

31,688
31,688

$

1,686,022
50,083
1,736,105

Development Services
De1000-General Fund

$

6,292,825

$

-

$

6,262,890

$

6,759,146

Development Services Total $

6,292,825

$

$

6,262,890

$

6,759,146

Economic Development
Ec 1000-General Fund
$
Ec 2110-Arts Commission
Economic Development Total $

1,150,444
1,150,444

$

$

$

$

1,150,444
1,150,444

1,350,719
1,253,141
2,603,860

Budget and Finance
Bu 1000-General Fund
Bu 1080-General Government Capital Prj
Bu 6020-Water
Bu 7070-Citywide ERP Solution
De3010-General Obligation Debt Serv
De3030-MPC Debt Service
De3050-Excise Tax Debt Service

$

4,870,067
635,124
3,144,936
3,612,309
25,914,169
15,969,362
16,820,271

$

- $
(31,688)
(1,303,848)
-

4,875,267
603,436
3,144,936
2,308,461
25,914,169
15,969,362
16,820,271

$

5,231,609
150,000
3,233,639
579,705
20,848,833
16,974,794
16,915,571

Budget and Finance Total $

70,966,238

$

(1,335,536) $

69,635,902

$

63,934,152

$

550

-

$

Schedule F

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2020

DEPARTMENT/FUND
Engineering
En 1000-General Fund
En 1080-General Government Capital Prj
En 2050-Highway User Gas Tax
En 2070-Transportation Sales Tax
En 4070-Economic Development
En 4110-Flood Control Construction

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2019

2019

2019

2020

$

2,160,537
2,955,232
330,000
3,213,784

$

- $
(277,703)

2,160,537
2,955,232
330,000
2,936,081

$

2,128,325
2,822,535
305,000
1,007,567
1,730,489

Engineering Total $

8,659,553

$

(277,703) $

8,381,850

$

7,993,916

$

5,206,704
2,292,190
4,484,685
630,064
16,220,151
18,119,065
9,400,610

$

- $
1,364,606
(154,315)
821,937
-

6,226,217
2,292,190
5,849,291
658,030
16,025,244
18,922,571
9,885,774

$

6,201,305
3,505,526
6,156,566
954,895
800,000
16,900,589
18,842,047
9,551,394

Field Operations Total $

56,353,469

$

2,032,228

$

59,859,317

$

62,912,322

$

45,015,802
503,771
5,028,831
958,535
15,654

$

(0) $
301,616
1,438,000
-

45,004,622
503,771
5,330,447
958,535
1,438,000
15,654

$

48,105,904
5,028,831
992,859
952,753
515

Fire Services Total $

51,522,593

$

1,739,616

$

53,251,029

$

55,080,863

$

1,921,996
2,959,242
2,290,825
30,955,871

$

1,000,000
-

$

1,921,996
3,959,242
2,290,825
30,955,871

$

2,202,620
4,053,491
2,968,471
31,438,324

HR & Risk Mgt Total $

38,127,934

$

1,000,000

$

39,127,934

$

40,662,906

$

262,847
9,070,463
3,719,104

$

-

$

262,847
9,076,463
3,719,104

$

188,850
9,053,992
4,910,170

Innovation & Technology Total $

13,052,414

$

$

13,058,414

$

14,153,012

$

2,398,963

$

$

2,398,963

$

2,507,099

Public Affairs Total $

2,398,963

$

$

2,398,963

$

2,507,099

Field Operations
Fie1000-General Fund
Fie1020-Vehicle Replacement
Fie1080-General Government Capital Prj
Fie2200-Training Facility Revenue
Fie4040-Public Safety Construction
Fie6110-Landfill
Fie6120-Solid Waste
Fie7040-Fleet Services

Fire Services
Fir 1000-General Fund
Fir 1080-General Government Capital Prj
Fir 2160-Other Grants
Fir 2200-Training Facility Revenue
Fir 4040-Public Safety Construction
Fir 4130-DIF Fire Prot Facilit sb1525

HR & Risk Mgt
Hu1000-General Fund
Hu1080-General Government Capital Prj
Hu7010-Risk Management Self Insurance
Hu7020-Workers Comp Self Insurance
Hu7030-Benefits Trust

Innovation & Technology
Inn4080-Cultural Facility
Inn7050-Technology
Inn7060-Technology Projects

Public Affairs
Pu 1000-General Fund

551

-

Schedule F

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2020

DEPARTMENT/FUND
Misc. Grants & Misc Capital Grants
Un2160-Other Grants

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2019

2019

2019

2020

$

5,280,315

$

4,177,680

$

5,280,315

$

5,089,527

Misc. Grants & Misc Capital Grants Total $

5,280,315

$

4,177,680

$

5,280,315

$

5,089,527

Non-Departmental
No1000-General Fund
$
Gr 2100-Utility Bill Donation
Gr 2160-Other Grants
Non-Departmental Total $

12,942,682
200,000
13,142,682

$

6,950,000
731,102
7,681,102

$

$

$

19,892,682
200,000
731,102
20,823,784

11,841,250
200,000
12,041,250

Police Services
Po 1000-General Fund
Po 1080-General Government Capital Prj
Po 2160-Other Grants
Po 2170-Rico Funds
Po 2200-Training Facility Revenue
Po 4040-Public Safety Construction

$

92,526,966
5,051,270
2,880,975
388,054
3,789,250

$

- $
276,560
41,412
(1,438,000)

92,910,580
276,560
5,092,682
2,880,975
388,054
2,351,250

$

96,096,734
5,198,475
1,725,143
401,959
-

Police Services Total $

104,636,515

$

(1,120,028) $

103,900,101

$

103,422,311

$

13,808,715
273,152
62,890
170,795
263,019
65,056
1,755,029
230,896
107,957
753,642
1,194,393
364,325
127,554
52,303
317,578
642,940
185,513
17,137

$

412,334 $
(6,245)
(151,708)
(134,719)
(214,403)
-

14,264,965
273,152
42,624
164,550
113,311
65,056
1,755,029
230,896
107,957
618,923
979,990
364,325
127,554
52,303
317,578
642,940
185,513
17,137

$

14,149,400
215,521
62,900
337,078
45,530
26,932
63,480
1,526
211,834
758,886
51,212
268,789
59,156
104,606
452,578
824,060
167,803
17,137

Public Facilities & Events Total $

20,392,894

$

(94,741) $

20,323,803

$

17,818,429

Public Facilities & Events
Pu 1000-General Fund
Pu 1080-General Government Capital Prj
Pu 2160-Other Grants
Pu 2180-Park and Rec Designated
Pu 4040-Public Safety Construction
Pu 4050-Parks Construction
Pu 4080-Cultural Facility
Pu 4090-Open Space/Trail Construction
Pu 4120-DIF library Building sb1525
Pu 4230-DIF Citywide Parks sb 1525
Pu 4240-DIF Citywide Parks
Pu 4250-DIF Citywide REC/FAC sb 1525
Pu 4270-DIF Libraries sb 1525
Pu 4290-DIF Citywide Open Space
Pu 4300-DIF Parks Dev Zone 1 sb 1525
Pu 4310-DIF Parks Dev Zone 1
Pu 4320-DIF Parks and Rec Zone 1 East
Pu 4330-DIF Parks &Rec Zone 2 west 101
Pu 4350-DIF Parks & Rec Zone 2 sb 1525
Pu 4370-DIF Parks Dev Zone 3 sb1525
Pu 4380-DIF Parks Dev Zone 3
Pu 4440-DIF General Government

$

552

$

Schedule F

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2020

DEPARTMENT/FUND
Transportation
Tra1000-General Fund
Tra1080-General Government Capital Prj
Tra2050-Highway User Gas Tax
Tra2060-Transportation Grants
Tra2070-Transportation Sales Tax
Tra2130-Airport Special Revenue
Tra2140-CAP Grant
Tra2190-Airport Capital Grant
Tra4010-Streets Construction
Tra4020-Hurf Streets Construction
Tra4030-Transportation Capital Proj
Tra4060-Government Facilities
Tra4330-DIF Parks &Rec Zone 2 west 101
Tra4390-DIF Roadway Improve sb1525
Tra4400-DIF Roadway Improve
Tra4410-DIF Streets Zone 1 East
Tra4420-DIF Streets Zone 2 West 101
De3040-Transportation Debt Service

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2019

2019

2019

2020

$

1,126,332
7,563,581
1,218,055
12,986,669
775,378
5,298,625
20,917,850
13,749,522
15,759,520
237,684
49,553
1,521,076
110,011
650,000
7,043,761

$

- $
767,720
(1,090,880)
(8,346,353)
(5,379,840)
2,769,478
(238,083)
-

1,124,364
7,564,475
1,985,775
12,936,496
779,595
4,207,745
12,571,497
8,369,682
18,528,998
237,684
49,553
1,282,993
110,011
650,000
7,043,761

$

1,142,459
10,171,294
3,025,000
13,559,517
854,916
1,350,000
12,811,382
6,670,395
11,909,739
237,684
62,000
4,310,165
7,043,044

Transportation Total $

89,007,617

$

(11,517,958) $

77,442,629

$

73,147,595

$

76,358,621
35,553,651
25,462,783

$

2,509,655 $
(411,304)
-

78,527,161
34,847,347
25,462,783

$

126,072,964
43,491,361
1,678,195
1,042,737
25,095,483

Water Services Total $

137,375,055

$

2,098,351

$

138,837,291

$

197,380,740

TOTAL ALL DEPARTMENTS $

689,000,000

$

$

682,841,550

$

736,000,000

Water Services
Wa6020-Water
Wa6030-Sewer
Wa6060-Water DIF Zone 2 West 101
Wa6090-Sewer DIF Zone 2 West 101
De6040-Water and Sewer Bond Debt Svc

* 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.

553

Schedule F

City of Glendale
Full-Time Employees and Personnel Compensation
Fiscal Year 2020

FUND
GENERAL FUND
GE1000-General Fund
Total General Fund

554

SPECIAL REVENUE FUNDS
SP2010-Home Grant
SP2020-Neighborhood Stabilization
SP2030-Neighborhd Stabilization Pgm3
SP2040-CDBG
SP2050-Highway User Gas Tax
SP2060-Transportation Grants
SP2070-Transportation Sales Tax
SP2110-Arts Commission
SP2120-Court Security Bonds
SP2130-Airport Special Revenue
SP2140-CAP Grant
SP2150-Emergency Shelter Grant
SP2160-Other Grants
SP2170-Rico Funds
SP2180-Park and Rec Designated
SP2200-Training Facility Revenue
Total Special Revenue Funds

Full-Time
Equivalent (FTE)

Employee Salaries
and Hourly Costs

Retirement Costs

2020

2020

2020

1,237.25
1,237.25

$
$

105,523,484
105,523,484

$

$
$

34,154,411
34,154,411

$

$
$

Healthcare Costs

Other Benefit
Costs

Total Estimated
Personnel
Compensation

2020

2020

2020

16,450,046
16,450,046

$

8.00
46.00

477,466
3,200,483

57,821
364,460

100,041
614,168

51.25
1.00
2.75
6.00
6.50

3,253,842
89,928
266,008
387,055
415,034

391,782
10,198
64,682
46,982
50,065

586,941
6,870
34,964
59,608
105,921

13.00
1.00

5,917,140
52,000
5,200
696,961
14,761,118

466,673
6,297

194,757
18,894

9.00
144.50

$

$

214,440
1,673,399

$

117,788
1,839,951

$
$

9,342,146
9,342,146

$
$

165,470,087
165,470,087

$

32,019
25,000
25,000
35,932
220,771

$

32,019
25,000
25,000
671,260
4,399,881

$

246,160
6,821
21,354
29,914
29,185
17,183
86,538
28,473
383
45,964
850,695

$

DEBT SERVICE FUNDS
Total Debt Service Funds

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

CAPITAL PROJECTS FUNDS
Total Capital Projects Funds
PERMANENT FUNDS

Schedule G

Total Permanent Funds

4,478,726
113,817
387,008
523,558
600,204
17,183
6,665,107
105,664
5,583
1,075,153
19,125,163

City of Glendale
Full-Time Employees and Personnel Compensation
Fiscal Year 2020

FUND
ENTERPRISE FUNDS
EN6020-Water
EN6030-Sewer
EN6110-Landfill
EN6120-Solid Waste
EN6130-Housing Public Activities
Total Enterprise Funds

555

INTERNAL SERVICE FUND
INT7010-Risk Management Self Insuran
INT7020-Workers Comp Self Insurance
INT7040-Fleet Services
INT7050-Technology
INT7070-Citywide ERP Solution
Total Internal Service Fund
TOTAL ALL FUNDS

Full-Time
Equivalent (FTE)

Employee Salaries
and Hourly Costs

Retirement Costs

2020

2020

2020

193.25
46.00
44.50
74.50
19.00
377.25

$

$

12,822,852
2,843,921
2,711,322
4,237,960
1,211,659
23,827,714

$

$

1,528,458
333,255
315,618
458,760
142,884
2,778,974

$

$

Healthcare Costs

Other Benefit
Costs

Total Estimated
Personnel
Compensation

2020

2020

2020

2,420,638
564,532
432,194
911,272
259,958
4,588,594

$

$

999,135
206,098
203,266
274,978
87,007
1,770,485

$

$

17,771,084
3,947,806
3,662,399
5,882,970
1,701,508
32,965,768

2.00
2.00
34.00
31.00

$

188,133
139,233
2,057,670
2,785,103

$

22,834
16,920
248,786
324,838

$

19,103
25,917
418,063
352,389

$

14,872
10,583
160,681
203,421

$

244,941
192,652
2,885,200
3,665,752

69.00

$

5,170,139

$

613,377

$

815,472

$

389,557

$

6,988,545

1,828.00

$

149,282,455

$

39,220,162

$

23,694,063

$

12,352,883

$

224,549,563

Schedule G

ANNUAL BUDGET
_________________________________________________________________________________
Fiscal Year 2019-2020

__________________________________________________________________________________
556

APPENDIX

Appendix

Fiscal Year 2019-2020 Annual Budget Book

ANNUAL BUDGET
APPENDIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget Resolution

RESOLUTION NO. R19- 67

A RESOLUTION

OF THE COUNCIL OF THE CITY OF

GLENDALE, MARICOPA COUNTY, ARIZONA, ADOPTING

THE FINAL BUDGET OF THE AMOUNTS REQUIRED FOR

THE PUBLIC EXPENSE FOR THE CITY OF GLENDALE FOR
THE FISCAL YEAR 2019- 2020, SETTING FORTH THE
REVENUE AND THE AMOUNT TO BE RAISED BY DIRECT
PROPERTY TAXATION, ADOPTING THE CITY COUNCIL' S
FINANCIAL POLICIES, AND DESIGNATING THE CITY' S
CHIEF
FINANCIAL
OFFICER
AS
THE
INDIVIDUAL
DESIGNATED

TO

SUBMIT

THE

CITY' S

EXPENDITURE

LIMITATION REPORT.

WHEREAS, pursuant to the provisions of the laws of the United States, the State of

Arizona and the charter and ordinances of the City of Glendale, the Glendale City Council must
adopt a final budget for the fiscal year beginning July 1, 2019, and ending June 30, 2020; and
WHEREAS, the tentative budget has been advertised in the City' s newspaper of record;
and

WHEREAS, the tentative budget was approved by the Glendale City Council on May 14,
2019, by Resolution No. R19- 55; and
WHEREAS, it appears that the sums to be raised by taxation, as specified in the tentative

budget, do not in the aggregate exceed that amount for primary property taxes as computed in
A. R. S. § 42- 17051( A); and
WHEREAS, Arizona Revised Statutes §

41- 1279.07( E) requires the City to officially

designate the individual authorized to submit the current year' s annual expenditure limitation
report to the state and any other necessary parties; and, therefore,
BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE as follows:

SECTION 1. That the schedules contained in Exhibit A to this resolution are adopted for

the purpose as set forth in the final budget for the City of Glendale for the fiscal year 2019- 2020.
SECTION 2. That the Council will set the property tax levy on June 25, 2019.
SECTION 3. That upon the recommendation by the City Manager and with the approval

of the City Council, expenditures may be made from the appropriation for contingencies.
That money from any fund may be used for any and all of these
appropriations, except monies specifically restricted by federal and state law, or the Glendale
City Charter and ordinances.
SECTION 4.

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APPENDIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Budget Resolution

SECTION 5.

That all sums contained in the final budget estimated expenditures are

considered as specific appropriation and authority for the expenditures, as provided in the final
budget, the laws of the United States Government, the State of Arizona, and the charter and

ordinances of the City of Glendale.
SECTION 6.

That the City' s Chief Financial Officer Vicki Rios is authorized and

designated to submit the current year' s annual ex. endi

-

limitation report to the state and any

other necessary parties.
PASSED, ADOPTED AND APPROVED 1\

Glendale, Maricopa County, Arizona, this

11th

day

of Ju

i- Ma or and Council of the Ci
• 019.

Mai -

ATTES

I-

As

Tower, City Clerk

Julie '

SEAL)

Weiers

16

APPROVED AS TO FORM:

Michael

y, City Atto ey

REVIEWED BY:

Ke

n

R. Phelps, City Manager

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ANNUAL BUDGET
APPENDIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Miscellaneous Statistics

Year Founded:
• 1892
Date Incorporated
• June 18, 1910
Form of Government
• Council/City Manager
County
• Maricopa
Elevation:
• 1,152 Ft.
Top Glendale Employers
Luke Air Force Base
Banner Thunderbird Medical Center
CSAA/AAA
Abrazo Arrowhead Campus
Humana Healthcare
Honeywell Aerospace
Midwestern University
Topgolf
Conair Corporation
Lockheed Martin
Bechtel Corporation
Annexed Area in Sq. Miles
Year
1910
1910-1969
1970-1979
1980-1989
1990-2003
2004
2005
2006-2009
2010-2017
2018

City Authorized Staffing (FY 2020)
Full-Time & Part-Time, Permanent

1,828

Building Permits (FY)
Fiscal Year
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018

6,900
3,000
1,065
1,010
940
830
879
467
450
400
325

Total
1
15
39
49
54
56
57
58
60
62

Population
1970
36,228
1980
97,172
1990 (Census)
148,134
2000 (Census)
218,812
2018 (Estimate)
250,388
* All population numbers 1995 and after
include the population of Luke AFB.
Elections
Number of votes cast:
August 2018 Primary Elec. (3 Districts)
14,530
Percentage of registered voters voting in:
August 2018 Primary Elec. (3 Districts)
27%
August 2016 Primary Elec.
25.37%
August 2014 Primary Elec.
23.21%
November 2014 General Elec.
40.53%

Number
6,185
6,883
5,289
5,181
5,594
5,278
6,383
4,107
4,622
6,295
6,234
5,804

Value of
Buildings
$582,249,673
$452,658,952
$324,754,646
$158,806,092
$115,544,634
$172,102,612
$271,481,707
$211,043,961
$309,334,480
$207,203,096
$359,690,425
$321,246,786

Fire Protection (CY 2018)
Number of Stations
9
Number of Incidents (includes Automatic Aid):
EMS
34,934
Fire
3,475
Miscellaneous
1,249
Special Operations
993
Total Calls
40,651
Fire FTE’s (FY 2020)
284
Police Protection (CY 2018)
Number of Stations
3
Calls Processed*
408,686
Text to 911**
27
Vehicular Patrol Units***
135
Number of Reserves
7
*Includes incoming, outgoing and 911 calls
**New service implemented 4/4/18
***Marked by lights/sirens & uniformed patrol
officers
Police FTE’s (FY 2019)
571
Court Offenses Processed (FY 2018)
DUI
Other Criminal Traffic
Failure to Appear
Civil Traffic
Parking
Non-Traffic Misdemeanor
Protective Orders
Total Case Filings

432
995
500
10,958
3,572
3,907
2,580
22,944

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APPENDIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Miscellaneous Statistics

Parks and Recreation (FY 2018)
Number of:
Conservation Park
Regional Parks
Neighborhood Parks
Community Parks
Sports Complexes
Total Park Acreage
Disc. Golf
Amphitheater
Sensory Garden
Bird Blind
Playgrounds
Ramadas
Tennis Courts
Racquetball Courts
Basketball Courts
Volleyball Courts
Soccer/Football Fields
Softball Fields
Swimming Pools
Splash Pads
Dog Parks
Skate Parks
Reservable Ramadas
Area Lights
Park Benches
Drinking Fountains
Barbeques
Picnic Tables
Miles of Trails
Linear Feet of Multiuse Walkways

1
6
55
9
4
2,188.5
1
1
1
1
97
146
38
46
56
47
54
54
2
2
3
2
48
1,493
542
139
252
703
46
92,892

Landfill & MRF (FY 2018)
Number of Customer Transactions
Tonnage Processed
Residential
Commercial
Recycle
Tonnage Processed Total

204,434
156,164
8,494
369,092

Sanitation (FY 2018)
Number of Customers

54,610

Transportation (FY 2018)
Taxi Program
4,967
Fixed Route
2,304,129
Avg. Monthly Aircraft Based at Airport
324
Miles of Streets Maintained
Arterial
108.5
Residential
488.5
Collector Major
81.5
Collector Minor
70.5
Alleys
25
Water Services (FY 2018)
Number of Customers
62,724
Miles of Distribution lines
994
Storage Capacity
67 MG
Treatment Plant Capacities
Cholla WTP
30.0 MGD
Pyramid Peak WTP
37.0 MGD
Oasis WTP
22.5 MGD
Groundwater Wells
14.6 MGD
Total Capacity
104.1 MGD
Annual Consumption
13.76 BG
Average Daily Water Treated
37.7 MGD
Avg consumption per customer
219 KG
Wastewater Services (FY 2018)
Number of Customers
Miles of Collection Lines
Treatment Plant Capacities
West Area WRF
Arrowhead WRF
91st Ave WWTP
Total Capacity
Annual Wastewater Treated
Average Daily Water Treated

58,152
707
11.5 MGD
4.5 MGD
13.2 MGD
29.2 MGD
6.04 BG
16.6 MGD

166,953
K = thousand
M = million
B = billion
G = gallon
MGD = million gallons per day
Sources:
Various City of Glendale Department Records
U.S. Census

Transportation Services (FY 2018)
Number of:
Streetlights
20,200
Signalized Intersections
198
High-Intensity Activated Crosswalks
4
Total Bus Stops
544
Bus Stops w/ Shelters
173
Bus Stops w/ Benches Only
58
Total Glendale Transit Ridership
2,486,883
Dial-a-Ride Total/ADA
71,912/14,010
Glendale Urban Shuttle (GUS)
84,440

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APPENDIX
_________________________________________________________________________________
Fiscal Year 2019-2020
Glossary

GLOSSARY OF TERMS
The City of Glendale designed the Annual Budget to offer citizens and staff an
understandable and meaningful budget document. This glossary provides assistance to
those unfamiliar with budgeting terms and specific terms related to the Glendale
financial planning process.

A
ACCRUAL BASIS OF ACCOUNTING:
The most commonly used accounting
method, which reports income when
earned and expenses when incurred, as
opposed to cash basis accounting,
which reports income when received
and expenses when paid.
APPROPRIATION: An authorization
made by the City Council which permits
the city to incur obligations and expend
resources.
ASSESSED VALUATION: A valuation
placed upon real estate or other
property by the county assessor and the
state as a basis for levying taxes.

B
BALANCED BUDGET: Arizona law
(Title 42 Arizona Revised Statutes)
requires the City Council to annually
adopt a balanced budget by purpose of
public expense. The city charter also
requires an annual balanced budget.
The charter specifically states that “the
total amounts in the budget proposed for
expenditure shall not exceed the total
amounts proposed for expenditure in the
published estimates.
BASE BUDGET: Ongoing expenses for
personnel, contractual services,
supplies and replacement of equipment
to maintain service levels for each
program as authorized by the City
Council.

BUDGET ADOPTION: A formal action
taken by the City Council which sets the
expenditure spending limits for the fiscal
year.
BOND: A municipality will issue this
debt instrument and agree to repay the
face amount of the bond on the
designated maturity date. Bonds are
primarily used to finance capital
projects.
General Obligation (GO) Bond:
This type of bond is secured by the
full faith, credit, and taxing power of
the municipality.
Revenue Bond: This type of bond
is secured by the revenues
generated from providing a specific
service such as water/sewer or
landfill operations.

C
CAPITAL BUDGET: The appropriation
of bond funds or operating revenues
used to fund improvements to city
facilities including buildings, streets,
water/sewer lines and parks.
CAPITAL IMPROVEMENT PROJECT:
Non-routine capital expenditures that
generally cost more than
$50,000 resulting in the construction,
renovation or acquisition of land,
infrastructure, buildings and/or the
purchase of equipment, with an
expected useful life of at least five
years. Capital improvement projects are
designed to prevent the deterioration of

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Fiscal Year 2019-2020
Glossary

the city's existing infrastructure and
respond to the future growth needs of
the city.
CARRYOVER: Projected year-end
savings that can be carried forward to
cover any one-time expenses such as
supplies, equipment, or special
contracts when approved by Council.

D
DEBT RATIO: Total debt divided by
total assets. Used by finance and
budget staff to assess fiscal health,
internal controls, etc.
DEBT SERVICE: Principal and interest
payments on outstanding bonds.
DEPRECIATION: The decline in the
value of an asset due to general wear
and tear or obsolescence.
DEVELOPMENT IMPACT FEE: Fees
requiring new development to cover the
increased cost to the city of providing
new infrastructure when they construct
new residential and commercial
developments.

E
ENCUMBRANCE: The formal
accounting recognition of commitments
to expend resources in the future.
ENTERPRISE FUND: Funds that are
accounted for in a manner similar to a
private business. Enterprise funds are
intended to be self-sufficient with all
costs supported primarily by user fees.
The city maintains three enterprise
funds: water/sewer, landfill and
sanitation.

EXPENDITURE: Represents a
decrease in fund resources.
EXPENDITURE LIMITATION: An
amendment to the Arizona State
Constitution which limits annual
expenditures of all municipalities. The
Economic Estimates Commission uses
actual payments of local revenues for
FY 1980 as the base limit and adjusts
annually for population growth and
inflation. All municipalities have the
option of Home Rule that requires voters
to approve a four-year expenditure limit
based on revenues received. Glendale
citizens have approved the Home Rule
Option since the inception of the
expenditure limitation.

F
FISCAL YEAR (FY): The period
designated by the city for the beginning
and ending of financial transactions.
The fiscal year for the City of Glendale
begins July 1 and ends June 30.
FULL-TIME EQUIVALENT (FTE): A
position converted to the decimal
equivalent of a full-time position based
on 2,080 hours per year. For example,
a part-time employee working 20 hours
per week would be equivalent to a 0.5
FTE (20 hours times 52 weeks divided
by 2,080 hours).
FUND: A fiscal and accounting entity
with a self-balancing set of accounts
recording cash and other financial
resources.
FUND BALANCE: A balance or carry
over that occurs when actual revenues
exceed budgeted revenues and/or when
actual expenditures are less than
budgeted expenditures.

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Fiscal Year 2019-2020
Glossary

G
GENERAL FUND: Primary operating
fund of the city. It exists to account for
the resources devoted to finance the
services traditionally associated with
local government. Included in these
services are police and fire protection,
street and right of way maintenance,
parks and recreation, planning and
economic development, general
administration of the city, and any other
activity for which a special fund has not
been created.
GOAL: A general and timeless
statement created with a purpose based
on the needs of the community.

I
INFRASTRUCTURE: Facilities that
support the continuance and growth of a
community. Examples include roads,
water lines, sewers, public buildings,
parks and airports.

L
LOCAL IMPROVEMENT DISTRICT
(LID): LID’s are legally designated
geographic areas in which a majority of
the affected property owners agree to
pay for one or more capital
improvements through a special
assessment.

O
OBJECTIVE: A measurable output that
an organization strives to achieve within
a designated time frame. The
achievement of the objective advances
an organization toward a corresponding
goal.

OPERATING AND MAINENANCE
(O & M) COSTS: The day-to-day costs
of a municipality including personnel,
gas, electric and utility bills, telephone
expenses, reproduction costs, postage
and vehicle maintenance.
OPERATING BUDGET: The day-today costs of delivering city services.

P
PAY-AS-YOU-GO (PAYGO) CAPITAL
PROJECTS: Capital projects funded by
General Fund operating revenues.
PERFORMANCE MEASURES:
Measurement of service performance
indicators that reflect the amount of
money spent on services and the
resulting outcomes at a specific level of
services provided.
PERMANENT BASE ADJUSTMENT:
An adjustment to the expenditure
limitation base established by the
Economics Estimate Commission (see
expenditure limitation) which requires
voter approval. The Glendale voters
approved a permanent base adjust in
the spring of 2000 which became
effective with the FY 2003 budget year.
PRODUCTIVITY: A measurement of
the increase/decrease of city services
output compared to the per unit input
cost invested.
PROGRAM: A group of related
activities performed by one or more
organizational units for the purpose of
accomplishing a city responsibility.
PROPERTY TAX: The total property
tax levied by a municipality. Arizona’s
municipal property tax system is divided
into a primary and secondary tax rate.

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Fiscal Year 2019-2020
Glossary

Primary Tax: Arizona statute limits
the primary property tax levy
amount and municipalities may use
this tax for any purpose.
Secondary Rate: Arizona statute
does not limit the secondary tax levy
amount and municipalities may only
use this levy to retire the principal
and interest or redemption charges
on bond debt.

R
RESOURCES: Total amounts available
for appropriation including fund
balances, estimated revenues and fund
transfers.
REVENUE: Financial resources
received from taxes, user charges and
other levels of government.
Actual vs. Budget: Difference
between the amount projected
(budgeted) in revenues or
expenditures at the beginning of the
fiscal year and the actual receipts or
expenses which are incurred
through the end of the fiscal year.

S
SALARY SAVINGS TRANSFER: A
transfer of savings from salary & benefit
accounts to non-salary, operational
accounts like office supplies, equipment
maintenance, etc. Normal employee
turnover, retirements and terminations
can create salary savings situations.
This action requires Council approval.
SECONDARY PROPERTY TAX: A tax
levy restricted to the payment of
principal and interest on general
obligation bonds.

SERVICE LEASE: A lessor maintains
and services an asset under a service
lease.
SPECIAL REVENUE FUND: A
separate fund that accounts for receipts
from revenue sources that have been
earmarked for specific activities and
related expenditures.
STATE-SHARED REVENUE: Includes
the city’s portion of state sales tax
revenues, state income tax receipts and
Motor Vehicle In-Lieu taxes.
SUPPLEMENTAL BUDGET
ALLOWANCE: This allowance
provides additional personnel,
equipment and related expenses which
enhance the service level of a program.
Supplemental increases are directed at
attaining council goals or meeting
increased service needs and must be
approved by Council.

T
TAX LEVY: The total amount of the
general property taxes collected for
purposes specified in the Tax Levy
Ordinance.
TAX RATE: The amount of tax levied
for each $100 of assessed valuation.
TRANSFER: Movement of resources
between two funds. Example: An interfund transfer could include the transfer
of operating resources from the General
Fund to the Civic Center or Housing
Fund.

U
USER CHARGES: The payment of a
fee in direct receipt of a public service
by the party who benefits from the
service.

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_________________________________________________________________________________
Fiscal Year 2019-2020
Glossary

W
WORKLOAD INDICATORS: Statistical
information that indicates the demands
for services within a given department or
division. Workload indicators are a type
of performance measure utilized by
some departments or divisions to help
assess its level of service being
provided.

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_________________________________________________________________________________
Fiscal Year 2019-2020
Acronyms

ADA
ADOT
AFB
ARRA
AMFP
A/V
AWRF
AZSTA
BofA
CAFR
CAP
CD
CDBG
CIP
CPI
CPI-U
CVB
CY
DIF
DMP
EMS
EOC
ERP
FAA
FAQ
FT
FTA
FTE
FY
GAAP
GASB
GF
GFOA
GIS
G.O.
GO
GUS

A
Americans with Disabilities Act
Arizona Department of Transportation
Air Force Base
American Recovery and Reinvestment Act
Arizona Municipal Financing Program
Audio/Visual
Arrowhead Water Reclamation Facility
Arizona Sports and Tourism Authority
B
Bank of America
C
Comprehensive Annual Financial Report
Community Action Program
Community Development
Community Development Block Grant
Capital Improvement Plan
Consumer Price Index
Consumer Price Index for Urban Users
Convention & Visitors Bureau
Calendar Year
D
Development Impact Fees
Debt Management Plan
E
Emergency Medical Services
Emergency Operations Center
Enterprise Resource Program
F
Federal Aviation Administration
Frequently Asked Questions
Full Time
Federal Transit Administration
Full Time Equivalent
Fiscal Year
G
Generally Accepted Accounting Principles
Governmental Accounting Standards Board
General Fund
Government Finance Officers Association
Geographic Information System
General Obligation
Glendale Onboard
Glendale Urban Shuttle

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Fiscal Year 2019-2020
Acronyms

HALO
HR
HUD
HURF
IGA
IT
JAG
JARC
LID
LTAF
MGD
MPC
MRF
NHL
O and M
PAYGO
PC
PFC
RICO
ROW
SROG
SRP
VOCA
WAWRF
WIFA
WTP

H
Helicopter Air-medical and Logistical Operations
Human Resources
Department of Housing and Urban Development
Highway User Revenue Fund
I
Intergovernmental Agreement
Innovation & Technology
J
Juvenile Alternatives of Glendale
Job Access and Reverse Commute
L
Local Improvement Districts
Local Transportation Assistance Fund
M
Million Gallons per Day
Municipal Property Corporation
Material Recovery Facility
N
National Hockey League
O
Operational and Maintenance
P
Pay-As-You-Go Capital
Personal Computer
Public Facilities Corporation
R
Racketeer Influenced and Corrupt Organizations
Right-of-Way
S
Sub-Regional Operating Group
Salt River Project
V
Victims of Crime Act
W
Western Area Water Reclamation Facility
Water Infrastructure Finance Authority
Water Treatment Plant

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_________________________________________________________________________________
Fiscal Year 2019-2020
Frequently Asked Questions

FREQUENTLY ASKED QUESTIONS
The City of Glendale Annual Budget document is designed to offer citizens and staff an
understandable and meaningful financial plan. This user guide to frequently asked questions
(FAQ) provides assistance to those unfamiliar with Glendale's budgeting and financial planning
processes.
What is a “Fiscal Year (FY)” and when does it begin and end? The City of Glendale and
State of Arizona follow a Fiscal Year (FY) that starts July 1 and ends June 30. A Fiscal Year is
the period designated by the City for the beginning and ending of financial transactions or a
budget cycle.
What does it mean to, “adopt the budget?” Budget adoption is a formal action taken by the
City Council that sets the City’s priorities and spending limits for the upcoming fiscal year. The
FY budget will be formally adopted by the City Council at a public meeting in June, though city
staff has been preparing the budget for months in advance.
How do I get involved or learn about the budget before it’s adopted? At any time of the
year citizens can view Glendale’s budget on the City’s website, in city libraries or at City Hall.
Residents can discuss it with neighbors, city staff or Council Members. In addition, the City
Council has several special Budget Workshops every March and/or April that citizens can
attend, watch on KGLN cable channel 11 or borrow on videotape from Glendale’s libraries.
What is meant by “budget appropriation?” Budget appropriation refers to authorizations
made by the City Council that permit the city to incur obligations and expend resources. When
the City Council appropriates funds, they are saying the community should, for example, spend
its money on public safety, or make investments that improve the quality of life in Glendale. The
City cannot spend money unless it is appropriated, and this ensures the public’s money is spent
according to the public’s needs as expressed by the democratically elected City Council.
What are municipal bonds? A municipality, such as the City of Glendale, will sell (issue)
bonds primarily to finance capital projects. This is similar to a family taking out a mortgage in
order to finance a house. Just like a family, the City has basic necessities (infrastructure) like
roads and office buildings, but usually does not have cash available for such major purchases.
Municipal bonds are like loans that help make large, important purchases affordable. Bonds
also effectively spread out the costs of major projects across their useful life, so all those
citizens who utilize them can help pay for them.
What is the difference between the capital budget and the operating budget? The capital
budget, or Capital Improvement Plan, is an appropriation of bonds or operating revenue for
improvements to City facilities that may include buildings, parks, streets and water/sewer lines.
The operating budget covers the costs of the City’s day-to-day operations, such as employee
salaries, supplies and contracts.

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Fiscal Year 2019-2020
Frequently Asked Questions

What is carryover? Carryover refers to year-end savings that can be carried forward into the
next fiscal year to cover any equipment or special contracts that were budgeted for but not
purchased (or paid for) in the previous fiscal year (typically Capital projects). For example, if a
piece of equipment was ordered in June (the last month in a fiscal year) but not received until
July (the start of the next fiscal year), then the “savings” from the previous budget year could be
used to purchase the equipment in the next budget year using carryover appropriation.
What is a debt ratio? The debt ratio is total debt divided by total assets. This is one
measurement of fiscal health. If the city, or a family, owes substantially more money than the
value of the things it owns or its ability to generate revenue, a dangerous financial situation
exists. The lower the debt ratio, the better interest rates the city can receive when it wants to sell
more bonds to finance additional capital improvements for Glendale.
What is debt service? A family’s debt service is the payments they make on loans, such as a
mortgage and credit cards. Principal and interest payments on outstanding bonds are referred
to as debt service. Just like a family cannot skip on mortgage or credit card payments, the City
must always keep up on its debt service, so this will always be a part of the City’s budget.
What is an encumbrance? An encumbrance refers to the formal accounting recognition of
commitments to expend resources in the future. For example, when a purchase order is issued
for equipment, that funding is encumbered until delivery. Once the equipment is received, the
invoice is paid and the encumbrance becomes an expense.
What is an expenditure? Expenditures represent a decrease in fund resources or, stated
simply, a recorded expense.
What is an expenditure limitation or permanent base adjustment? Any city or town can
permanently adjust its state-imposed expenditure limitation base if a majority of the electors
voting on the issue at a regular city election vote in favor of the adjustment. In the spring of
2000, Glendale voters approved a permanent base adjustment.
What is a full-time equivalent (FTE) position? An FTE (1.0 FTE) refers to one or more
employees working 40 hours per week, or 2,080 hours per year. For example, a part-time
employee working 20 hours per week would be considered a 0.5 FTE. Two part-time employees
each working 20 hours per week would be considered 1.0 FTE.
What is the definition of a budget fund? Glendale currently has over 100 budget funds to
help keep track of and focus resources. These include the General Fund, Transportation Fund,
Sanitation Fund and Water/Sewer Fund, to name just a few. A family might use several funds,
too, in order to help manage their finances and determine how close they are to reaching certain
goals. For instance, a family might have a children’s college fund, a retirement fund, vacation
fund and household expenses fund (such as an IRA, savings and checking account). A budget
fund, then, is a fiscal and accounting entity with a self-balancing set of accounts recording cash
and other financial resources. Glendale uses separate funds in order to correctly and legally
track revenues and expenditures associated with that particular fund to aid with various financial
reporting requirements.
What is a fund balance? Fund balance refers to the remainder or carryover that occurs when
actual revenues exceed budgeted revenues and/or when actual expenditures are less than
budgeted expenditures at the end of the fiscal year (June 30). If the city budgets (plans to

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Fiscal Year 2019-2020
Frequently Asked Questions

spend) $15.0 million on roads next year, but only spends $14.0 million, the leftover $1.0 million
would essentially become fund balance.
What does the word "group" in Glendale's budget mean? Every department belongs to an
administrative group led by a Department Director, City Manager or Assistant City Manager.
These groups include Appointed & Elected Officials, City Auditor, City Manager, Community
Services, Development Services, Economic Development, Budget & Finance, Human
Resources & Risk Management, Public Affairs, Police Services, Fire Services, Public Facilities,
Recreation & Special Events, Public Works, and Water Services.
What are infrastructure and capital improvements? Infrastructure and capital improvements
refer to facilities that need to be in place in order to support the basic needs of residents and
businesses in the community. Examples include roads, water lines, sewers, public buildings,
parks and airports.
What are strategic priorities and benchmarks? Why does Glendale use them?
Strategic Priorities, developed by the City Council, are statements of community values that
direct the City's operations and help demonstrate progress towards a shared vision. City staff
uses these priorities to assist in program development, creating annual budget requests and
building department business plans.
Benchmarks are established for each activity listed in business plans and represent a desired
level of performance that demonstrates the efficient use of city resources to do the most good.
City staff measures actual performance throughout the year, makes comparisons to established
benchmarks, determines the causes for deviation and evaluates alternative courses of action.
What exactly is a “program” in the City budget? A program is a group of related activities
performed by one or more organizational units for the purpose of accomplishing a city
responsibility. For example, one program in the Field Operations Department is Street Cleaning.
Based on staff’s assessment of costs and needs, the desires of citizens and the priorities of the
City Council, the Field Operations Department is budgeted a set amount of money to
accomplish street cleaning.
What is “assessed valuation” and how does it relate to my taxes and the city’s budget?
Each year the Maricopa County Assessor’s Office determines the value of all property within the
county, including city buildings and individual homes. These assessment values are then used
as a basis for levying property taxes. The City of Glendale charges the City Council approved
primary and secondary rate in property tax per $100 of assessed valuation.

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Frequently Asked Questions

How much does the City receive from my property tax bill and how is it used? The City of
Glendale is one of several entities that receive a portion of the property taxes residents pay,
with school districts typically receiving the majority. Each year the Glendale City Council levies
the property tax one week after final budget adoption.
Primary Tax: Arizona law limits the primary property tax levy amount and municipalities
may use revenue from this tax for any lawful purpose. Glendale’s Primary Property tax
revenue represents <4% of the city’s General Fund revenue and is used for General
Fund operations.
Secondary Tax: Arizona does not limit the secondary tax levy amount and
municipalities may only use this levy to retire the principal and interest or redemption
charges on bond debt. Secondary Property Tax is used to pay off General Obligation
bonds.
Where does the City’s revenue come from? Glendale's revenue comes from a variety of
sources, including sales tax, property tax, user charges and other levels of government.
What is state-shared revenue? The state of Arizona shares a portion of its tax revenues (from
sales, income and motor vehicle in-lieu taxes) with Arizona cities and towns. This funding is
divided among the cities and towns using population formulas supplied by state law. These
state-shared revenues comprise a large portion of most city and town budgets.
State-shared revenue enables local governments to continue providing basic services, such as
police and fire protection, without burdening the residents with additional local taxes. Since
cities and towns are not equally wealthy, state shared revenue is of great assistance, especially
to cities with lesser wealth or greater service needs. Because state-shared revenue distribution
is a specified percentage of state revenue collections, as state revenue declines, city revenue
declines. Consequently, in difficult economic times, cities 'feel the pinch' just as the State does.
What is a budget transfer? A budget transfer moves budget appropriation between City
offices, departments, or agencies.
What are user charges? User charges are fees paid in direct receipt of a public service by the
party who benefits from the service. Fees paid for recreation classes or leagues that citizens
elect to sign up for and participate are examples of user charges.

City of Glendale
Budget and Finance Department
5850 West Glendale Avenue, 3rd Floor
Glendale, Arizona 85301
Phone: (623) 930-2480

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