Fiscal Years 2019 – 2026 Capital Improvements Plan Table of Contents Community Profile .......................................................................................................................... 1 Factors Affecting Economic Condition........................................................................................... 5 List of Elected Officials................................................................................................................... 9 List of Appointed Officials ............................................................................................................ 12 Evaluation Criteria ....................................................................................................................... 13 Capital Project Definition............................................................................................................. 14 Needs Assessment.......................................................................................................................... 15 Financial Analysis ........................................................................................................................ 15 Funding Options ........................................................................................................................... 16 Current Revenue Trends ............................................................................................................... 17 Bonding Capacity.......................................................................................................................... 18 Plan Implementation ..................................................................................................................... 19 Summary and Detail Sheets .......................................................................................................... 19 Plan Financial Assumptions ......................................................................................................... 20 Revenue Estimates and Fund Balance Summary .......................................................................... 21 Citywide Totals ............................................................................................................................. 24 Capital Improvements Plan Summary .......................................................................................... 26 Capital Improvements Plan Detail ............................................................................................... 30 Glossary ........................................................................................................................................ 95 Team Members Lana Mook Bob Jones Roy Delgado Anita Norton Jack Palladino Lynn Selby David Shapera Mayor Vice Mayor Councilmember Councilmember Councilmember Councilmember Councilmember J. Crystal Dyches City Manager Robert A. Nilles Deputy City Manager/ Finance Director Assistant Finance Director Christy Eusebio Department Heads Resolution R-18-06-10 submitted for Council approval June 5th, 2018 El Mirage Community Profile Background, Population, and Business. Considered the gateway to the Northwest Valley of the Greater Phoenix Metro Area, El Mirage is situated on approximately 10 square miles. The Hohokam, an ancient Native American culture, were the earliest inhabitants of what is known today as El Mirage. The Hohokam occupied a wide area of south-central Arizona from roughly Flagstaff south to the Mexican border. They are thought to have originally migrated north out of Mexico around 300 BC to become the most skillful irrigation farmers in the Southwest. The ingenious Hohokam developed an elaborate irrigation network using only stone instruments and organized labor. They were commonly known as the “Canal Builders.” In 1867, most of the Hohokam canals were retrenched and used for farming. Federal irrigation projects constructed in the 20th century provided a more consistent and assured water supply throughout the Phoenix valley for agriculture. During the early 1930’s, migrant farm workers came to El Mirage to help build the canals and harvest the acres of roses, cotton, and other crops that would come to define the City’s agricultural heritage. They settled on the west bank of the Agua Fria River and founded El Mirage in 1937 to provide stability and education for future generations. El Mirage was incorporated in 1951. At the time of incorporation, the City was primarily a compact residential community. Since its incorporation, the City has transcended its agricultural beginnings to become a vibrant, diverse community with a current population of 35,216 according to the 2017 census estimates. El Mirage has active residents keen on providing schools and amenities and attracting businesses while retaining a community spirit. The City’s affordable housing, small town feel, and proximity to Phoenix have attracted young working families seeking their first homes, retirees looking for community cohesion and a less hurried pace, and entrepreneurs seeking expansion into new markets. The City’s mission is to offer exemplary service to all who live, work, and visit El Mirage. We take great pride in treating each citizen equally and professionally, in a manner that fosters continued confidence in the City’s leadership. The City’s logo symbolizes the Agua Fria River, as well as the rich soil and distant mountains that drew so many here long ago. Its words are simple, alluding to the “Grand Heritage” rooted in humble migrant beginnings, and the promise of a “Bright Future” that is the foundation on which El Mirage continues to distinguish itself as a livable, affordable city for all ages. 1 Location El Mirage is located in the heart of the rapidly growing West Valley, approximately 19 miles northwest of downtown Phoenix. The City is minutes away from Luke Air Force Base, the USAF’s largest fighter pilot training facility in the world and the City of El Mirage proudly supports the men and women of Luke Air Force Base and their mission. U.S. Highway 60 (Grand Avenue) and a BNSF rail line border the City’s northern edge, supporting economic development and easy access to Loop 101 and 303, two of the areas busiest regional highways. El Mirage is part of a collaborative effort to build the Northern Parkway transportation corridor. This project will provide access to the Loop 303, connecting to Interstate 10 and Interstate 17. Economy El Mirage has adopted initiatives to attract new commercial and industrial businesses to the City. Impact fees normally charged for infrastructure expansion have been eliminated and El Mirage is part of a multi-jurisdictional effort in the West Valley known as the Greater Maricopa Foreign Trade Zone (FTZ). The FTZ is a government designated, 400-acre site at the City’s southern end where foreign and domestic goods may be stored, assembled, or exhibited for sale exempted from U.S. Customs duties and excise taxes. The FTZ is an integral part of future business development. Retail expansion in El Mirage is also a significant economic driver due to its potential for generating tax revenues, creating jobs, and drawing new visitors and residents. In recent years, several companies have expanded or located in El Mirage including, Look Trailer, EPCOR, Interstate Steel, Southwest Steel, Phoenix Door, and Sunbelt Rentals. Public safety and recreation have been the focus of voter-approved bonds in recent years. As a result, a new fire station, new police station, Northwest Valley Family YMCA facility, and a new City Hall, are among the City’s most ambitious projects to address the significant community needs spurred by the influx of new residents and businesses. In fact, the City’s population grew from 5,001 residents in 1990 to 31,767 residents in 2010 according to the U.S. Census Bureau. It is anticipated the City will continue to experience growth in the next decade, and City leaders are committed to keeping pace with such growth through fiscal stewardship and sound financial management. 2 The City of El Mirage is home to a variety of employers. Burlington Northern Santa Fe Railroad operates an 82-acre vehicle distribution center in El Mirage. Vulcan Materials Group, Look Trailers, Sutter Masonry, Cemex, and Contech Engineered Solutions provide the City with a sound industrial base. Luke Air Force Base, located one mile west of El Mirage, is the largest jet fighter training base in the world and employs over 1,500 civilians, many of whom are El Mirage residents. A recent survey of local businesses revealed the following list as the top 20 employers in the City of El Mirage. Employer Name Walmart City of El Mirage DVC Construction Company Inc Dysart High School Parks Sons Of Sun City Inc BNSF Railway Co Somerset Landscape Sutter Masonry Inc Look Trailers El Mirage Elementary School Top Line Construction Inc Dysart Unified School District Riverview Elementary Dysart Elementary Thompson Ranch Elementary Surprise Elementary Food City Sun City Awning Kevens Landscaping Co Vinco Inc Employees 242 193 160 141 134 121 110 100 95 90 90 79 75 74 73 70 65 54 50 50 History The City of El Mirage offers a range of community facilities including a senior center, library, and YMCA. Thirteen-acre Gateway Park is the center for sports and family gatherings in El Mirage, with an amphitheater, picnic armadas, shaded playgrounds, lighted sports fields, and a skate plaza that was the first of its kind in Arizona. El Mirage is also home to Bill Gentry Park, including a renovated little league field that draws teams from throughout the Valley for regular play, as well as regional tournaments. Basin Park is a 24-acre park and retention basin that boasts grassy areas, trees, and a paved walking path for passive recreational activities. 3 The nationally renowned Pueblo El Mirage Golf Resort, situated on 310 acres, boasts an 18-hole professional golf course and a variety of housing choices, as well as a host of indoor and outdoor activities for active seniors. The City Council has been a strong proponent of community special events such as holiday festivals, car shows, and carnivals. By all accounts, residents and others attending the various events are very appreciative of these opportunities to spend fun, quality time with their families and neighbors. El Mirage special events also offer strong support for education, sports, and human services partnerships essential to new business attraction and population growth. Governing Structure. Like most Arizona cities and towns, El Mirage operates under a council-manager form of government. Under this system, the City Council hires a City Manager to implement policy, as well as oversee the daily administration and management of all city departments. The City Manager is responsible for developing a balanced budget and a capital improvement plan for Council review and approval each year. The City Manager also keeps the Council advised of the City’s financial condition and future needs. As City Manager, Crystal Dyches is responsible for the activities of seven city departments and more than 190 employees. She also oversees a $70 million budget to provide services for the City’s residents. Policymaking and legislative authority are vested in a governing council consisting of the Mayor and six councilors (One is selected as Vice-Mayor.). All seven members of the Council are elected at large and on a non-partisan basis to serve a four-year term. Elections are staggered so three councilors are elected every two years and the Mayor is elected every four years. The Council is responsible for passing ordinances, adopting the budget, appointing committees, and selecting the City Clerk, City Attorney, and Judge in addition to the City Manager. Types and Levels of Services. The City of El Mirage provides a full range of services including police and fire protection, roadway maintenance and construction, recreational and cultural activities, health and social services, as well as general administrative services. The City provides sewer and water services to its residents, along with water services to residents in a portion of the City of Surprise. El Mirage contracts with a local sanitation company for sanitary services. Enterprise funds were established for the accounting and financial reporting of water, sewer, and sanitation services. Budget Process and Legal Level of Control. The annual expenditure budget serves as the foundation for city financial planning and control. The objective of these budgetary controls is to ensure compliance with legal provisions embodied in the annual expenditure budget approved by the City Council. All City departments are required to submit requests for appropriations during the budget process. The City Manager and Finance Department use these requests plus the prior year’s operating budget as the starting point for assembling a proposed budget for Council consideration. The Council holds a workshop to discuss the proposed budget where presentations are made to the Council on revenues, expenditures, capital, staffing, and taxes. Public hearings are then held on both the budget and proposed property levies. Both the budget 4 and the tax levy are approved by the Council in June or July each year. Maricopa County is required to set the appropriate tax rate to collect the levy that the Council sets. The county sets the rate on the third Monday in August. The budget schedules provided by the state are adopted at both the fund and department levels, which are the legal levels of control for the state. Factors Affecting Economic Conditions Local Economy. The economic goal is to create a community that provides our residents the opportunity to purchase any good or service they desire without having to leave our City limits. El Mirage is approaching residential build out and subsequently has turned its focus toward retail and industrial growth resulting in the opening and expansion of a number of businesses within the City in recent years. In addition, the number of companies operating in El Mirage currently stands at 1671 according to the 2012 Survey of Business Owners. The historic recession and weaker than expected recovery have made significant commercial growth challenging, resulting in an overreliance on state shared revenues. State shared revenues are distributions of sales, income, vehicle, and gasoline taxes based on a statewide formula that was implemented as a result of limitations placed on the ability of cities and towns to collect local revenues. Long-term Water Solution. City leaders’ decisions made decades ago to forego applying for Central Arizona Project water allocations resulted in unavoidable water rate increases. Beginning in 2014- 2015, however, water rates began stabilizing and are expected to remain stable for the next few years. A series of historic steps are responsible for the City’s resolution of water supply issues. The Arizona Department of Water Resources (ADWR) recommended El Mirage for a CAP allocation in January 2014, and in the fall of 2014 the City was able to purchase groundwater rights given up or “extinguished” by previous owners, which offsets the City’s groundwater use and assures its water supply for decades. 5 Long-term Financial Planning. In 2011, the Council adopted the City’s first-ever, five-year Capital Improvements Plan (CIP). The CIP was based in part on a series of goals adopted by the Council. The Council goals and the CIP are intended to make the City more attractive to commercial development. As part of the CIP, the City developed a fiveyear financial projection. The CIP is revised each year, based on Council goals and expansion or reduction of the City’s commercial base. The presence of Luke Air Force Base provides a significant employment and economic engine for the community. However, Luke’s presence has placed significant land use restrictions on large tracks of City property. Although such property is primarily zoned ‘agricultural’ at present, the City and the primary property owner have plans to convert this property for commercial and industrial uses. Conceivably, the development of the approximately 1,400 acre rail served property known as Center Point Logistics Park may take years to complete because of the sheer size of the project. In addition to Center Point Logistics Park, the City will concentrate on a number of infill properties ranging in size from a few acres to more than 80 acres for continued business growth. Given economic fluctuations at the local, state, and national levels, the City Council and administration recognize the need to assure reserves are available for future revenue shortfalls. Therefore, the budget reflects a minimum General Fund reserve of $6 million. The Council approved a utility rate study in 2011 that recommended reserves for each of the three utilities ranging from one to three months. The reserves are not budgeted. The reserves are only intended to offset shortfalls in revenue collections, not as an opportunity to increase expenditures. By resolution, the Council also directed that all primary property taxes would be restricted to uses in support of police and fire operations. Through a similar resolution, the Council directed that excess funds collected from photo enforcement must be dedicated to public safety and Northern Parkway construction. Relevant Financial Policies. In June 2012, the Council adopted a series of annually updated comprehensive financial management policies designed to maintain a financially viable city government that provides an adequate level of services, programs, and activities that add value and contribute to the City’s mission, while providing financial flexibility to adapt to local, regional, and national economic changes. Policies directly related to the construction of the annual Capital Improvements Plan are provided below. • • The Finance Director will annually coordinate with the City Engineer and Public Works Director to submit a Capital Improvements Plan for review by the City Manager, then Council. The Capital Improvements Plan shall include the following: o A statement of the objectives of the Capital Improvements Plan 6 o o o o o An estimate of each project’s/acquisition’s useful life An estimate of each project’s/acquisition’s capital costs An estimate of each project’s/acquisition’s annual operating costs An evaluation of potential funding sources for each project/acquisition A schedule for each project/acquisition. • The current year of the Capital Improvements Plan will provide the basis for the capital budget. • When current revenues or resources are available for projects/acquisitions, the City will first consider those projects/acquisitions with the shortest useful life and/or those projects/acquisitions which are difficult to finance with debt. • The City may not proceed with construction or acquisition until funding sources have been identified to finance a project. • At the end of the fiscal year in which a project is completed or acquired, any remaining funds will revert to the fund balance of the funding source. • The City may rely on grants to leverage City funds. The City shall avoid inconsistent and/or fluctuating grants to fund ongoing activities. In the event of reduced grant funding, the City may substitute City resources only after all other priorities and alternatives are considered. Therefore, employees shall apply for grants that are consistent with the mission and priorities of the City. o When employees apply for, accept, and/or administer a grant, the City assumes responsibility for complying with the grant obligations. The City Manager shall establish policies for grant related projects. • Whenever possible, the City shall consider grant funded projects which require City matching or operating funds as part of the budget process. Any grant funded expenditure should include a five year analysis of the amount of City funds required to subsidize its operation. In addition to adopted policies, the City has a number of administrative procedures that may help users better understand the financial framework of the CIP. The relevant procedures are identified in the following bullets: • • • • The City shall maintain a prudent level of financial resources to protect against reducing service levels, incurring debt, or raising taxes and fees because of unexpected revenue shortfalls, unanticipated expenditures, and similar circumstances. The Finance Director shall annually prepare five-year revenue and expenditure forecasts to examine the City’s ability to absorb operating costs due to changes in the economy, service demands, service levels, and capital improvements. The City shall fund current year capital projects with bonds, grants, or funds accumulated (fund balances) prior to incurring capital expenditures. The City shall practice conservatism in budgeting for both revenues and expenditures to ensure the City can meet its ongoing obligations. The City shall not budget excess funds collected (fund balance) for ongoing expenditures. Major Initiatives. The City has two major capital initiatives either started or planned that will have significant future impact on the quality of life for its citizens, while expanding infrastructure and increasing the resources available for economic development. 7 Dysart Road Expansion The City is partnering with the Maricopa Association of Governments (MAG) to widen and reconstruct Dysart Road from Northern Avenue to Peoria Avenue to four lanes. The City previously issued bonds to pay for El Mirage Road improvements. The City will use reimbursements from that project to cash flow this expansion rather than repaying the total amount borrowed early. MAG will provide 70% funding up to approximately $7.8 million. Northern Parkway – Northern Avenue is to be widened into an expressway/parkway configuration. The reconfigured Northern Parkway is designed to be a road of regional significance. Sections of the Northern Parkway project are either currently under construction or are already completed. The El Mirage portion of this regional project is slated to begin in 2018. Costs including a design concept report, design, right-of-way acquisition, and construction will be shared among project partners El Mirage, Glendale, Peoria, Maricopa County and Maricopa Association of Governments. 8 List of Elected City Officials Mayor Lana Mook Mayor Lana Mook has called Arizona home for more than 30 years. After retiring from approximately three decades in management, training and patient relations in the health care industry, Mook devoted much of her time to volunteering in El Mirage. With a number of other community volunteers, she cofounded the People of El Mirage (POEM), a civic-based community organization focused on helping those in need, as well as informing the public on local issues. In 2010, Mook was elected Mayor of the City of El Mirage. She currently serves on the Boards of both Greater Phoenix Economic Council (GPEC) and Western Maricopa Coalition (Westmarc). She also serves on the Executive Committee of the Arizona League of Cities and Towns and as Chair of the League Resolution Subcommittee on General Administration, Human Resources and Elections Policy Committee. Mayor Mook is also Treasurer on the Executive Committee of the Maricopa Association of Governments (MAG) and was nominated to serve as the Vice Chair of MAG for FY 2018-2019. Confirmation of the MAG Vice Chair appointment is anticipated at the June 27, 2018, MAG Regional Council meeting. Mayor Mook has provided many years of service to a number of organizations including the Phoenix Suns Charities, the Girl Scouts of America, the U.S. Forest Service (Smokey Bear and Woodsy Owl Fire Prevention Programs), and is a past Vice-President of the Greater Phoenix American Bowling Association. Vice Mayor Bob Jones Vice Mayor Robert (Bob) Jones has called Arizona home for over 50 years, and has been a proud El Mirage resident since 2002. Councilman Jones has a diverse business background which includes years of experience in retail management, sales and distribution, and customer service in both large corporate environments, and as a small business entrepreneur. Later in his career, he followed his heart and entered the world of education, spending years as an elementary school teacher until he retired in 2005. Since that time, Jones has focused his time and energy in the El Mirage community. Jones acted as an advocate for children in El Mirage, working on the task force to add Riverview Elementary School as an El Mirage addition to the Dysart Unified School District. He acquired a charter and introduced a Cub Scout program to El Mirage, serving as a Cub Master. He has 9 also served as a member of the Dysart Community Center’s Board of Directors. Jones is a member of the Cactus Park Homeowners’ Association, and has served as HOA President since 2010. As president, he collaborated with other HOA’s and El Mirage City leaders on community affairs. In 2010, he received the Resident of the Year – El Mirage award from the Surprise Regional Chamber of Commerce. He was appointed to the El Mirage Planning and Zoning Committee in 2007 and again in 2012, and has served as a committee chairman. He left the P & Z Committee to complete a successful run for City Council in 2014. Bob has six children and nine grandchildren. He has been married to his wife, Cathy for over 19 years. Councilman Roy Delgado Roy Delgado was raised in New Mexico by a single Mom who taught him the importance of hard work and helping others. He is the oldest of 6 children. Roy joined the Military (US Army) and served his country for 21 years. He is the proud father of 1 son, 4 grandchildren and 3 great grandchildren. As a young man with a family, he moved to Northern California where he worked in the oil industry for Union Oil. That job brought him to Arizona where he eventually met and married his wife Suzie. Roy's first experience with politics was in the late 1970's when he became involved with Labor Leader and Farm Worker Advocate Cesar Chavez's fight to improve the treatment of farm workers. The Delgado's moved to El Mirage in 1997. They were looking for property with acreage in order to have their horse on site. Shortly after settling in, Roy was approached about serving his community by running for El Mirage City Council. Roy was selected to serve as El Mirage's Mayor for a short time. He has had the pleasure to sit on the El Mirage City Council for 16 years. Roy has served on several civic boards/committees, including the CDAC committee, which has brought in millions of Federal dollars for City improvements. Councilman Anita Norton Council member Anita Norton has resided in Arizona most of her life and has a background in sales management and law enforcement. Council member Norton was appointed to the City Council in November of 2017 to fill a vacancy. Council member Norton serves on the Council’s Public Safety Committee, the Employee Relations Committee, the Chamber of Commerce Committee, and was recently recommended for appointment as an alternate to the Community Development Advisory Committee of Maricopa County Human Services Division. While serving with the Phoenix Police Department, Anita received recognition for her investigative ability and a commendation for composure in particularly high stress situations. Her confidence, fearlessness, and thoroughness resulted in a high number of solved cases, including one which culminated in several arrests after a non-stop 46 hour 10 investigation led solely by Anita. After leaving law enforcement, Anita later received a full honor’s scholarship to college majoring in communications. However, after attending for two years, life’s circumstances changed her path, wherein she went into retail sales management. For the last 15 years, Anita has had a positive impact on the lives of hundreds of students and their families as a certified therapeutic riding instructor for children and adults with special needs, as well as for riders learning western horsemanship. Anita first moved to El Mirage in 2004 and bought property in Dysart Ranchettes in 2014. In 2016, she built an energy efficient home acting as the builder/contractor. Anita also served on the Dysart Ranchettes Irrigation committee designated to work with the City to resolve irrigation issues. Councilman Jack Palladino Born and raised in Massachusetts, Councilman Jack Palladino’s commitment to community began over 50 years ago with his service as a medic in the United States Army. After he married his sweetheart, Michele, he went to work for the U.S. Post Office as a letter carrier. Over the course of more than 30 years, Palladino’s hard work and perseverance were recognized and he was promoted to management in a U.S.P.S. Boston facility. During this time, he also volunteered as a Little League coach and served with the Knights of Columbus. Shortly after retiring in 2003, and working as a realtor in Mass. and NH, Palladino and his wife moved to Arizona where he worked part time for Pueblo post office. The Palladino’s have one son, a 13 year-old grandson, and a 7 year-old granddaughter who also live in the West Valley. The couple has been married for 49 years. After attending numerous local City Council meetings and volunteering in the community, Palladino decided to run for El Mirage City Council and was elected in 2010. Councilman Lynn Selby Born and raised in Los Angeles, California, Councilman Lynn Selby has a business background spanning more than 30 years. He has managed cash flow and inventories, developed yearly budgets, and managed personnel. Selby and his wife, Danielle retired to El Mirage and began attending City Council meetings regularly and volunteering in the community. In attending the Council meetings, Selby became interested in the workings of the City and wanted to give something back to the community he loves and calls home. Selby was elected to the City Council in August 2010 and was reelected to another four year term in 2016. He served in the U.S. Navy and now volunteers his time as a representative of Operation Lifesaver throughout the State of Arizona, presenting railroad safety programs to government agencies and local organizations. He has also volunteered on several committees including past chairman of the City’s Community Uplift Program. He is a past chair of Valley Metro (Regional Public Transit 11 Agency) and a past board member of the Maricopa Association of Governments (MAG) Domestic Violence Committee. Councilman Selby also helps the El Mirage Fire Department distribute and install free smoke detectors. The Selbys have been married for 56 years and have three daughters and four grandchildren. Councilman David Shapera Councilman David M. Shapera, re-elected to a third four-year term on the El Mirage City Council in 2016, was also a past member and Chairman of the El Mirage Planning and Zoning Commission. He has over 45 years in elected and appointed positions in government. He and his wife, Linda, have been married for 42 years and have four adult children and eight grandchildren. The Shaperas moved to El Mirage in 2002. Shapera is a retired police officer and worked for the Clark County Coroner Medical Examiner in Las Vegas, Nevada. He recently retired from the Dysart Unified School District. He continues to guest teach at El Mirage schools and is a member of the Dysart Elementary PTO and Thompson Ranch PTSA. Shapera has also been a proud member of the Elks Lodge for 40 years. LIST OF APPOINTED CITY OFFICIALS City Manager – J. Crystal Dyches City Attorney – Pierce Coleman PLLC City Clerk – Sharon Antes City Magistrate – Monte Morgan 12 Evaluation Criteria In addition to considering basic safety issues such as public health and welfare, the City focused on six criteria for determining whether a capital request is to be included in the CIP. Items that were determined to be wants rather than needs that did not achieve the priorities of the Council were automatically eliminated from consideration. The six criteria utilized are identified below along with a brief explanation of each. • • • • • • Funding – Can the City fund this capital expenditure out of existing fund balance, future revenues, or bonding capacity? Council Priority – During the Council retreat, was this one of the major capital expenditures that the Council unanimously determined were essential elements of the City’s future development? Utility Rate Study – A utility rate study was performed on the City’s Water, Wastewater, and Sanitation enterprises. As part of the study major capital expenditures were included in the expenditure portion of the study. Current and future rates have been determined based in part on these capital expenditures. Was this one of the major capital expenditures that was identified in the utility rate study? City Manager Recommended – Certain capital expenditures are necessary to provide basic services. The City Manager reviews Department Head submissions of CIP requests and asks the question – will basic City services be severely impacted without this capital expenditure? Council Approved – These are items which were approved as part of the current year budget which may have multi-year funding requirements. If the future year expenditures are not approved the Capital project will not be completed and the capital item will not be as useful. Intergovernmental Agreement\Grant Match – Is the projected expenditure being leveraged to create something larger? Sometimes City projects are used to pay for a portion of a much larger project. City funds can be utilized as a match for grants, or City projects can be used as an in-kind payment to encourage other capital and infrastructure expenditures. 13 Capital Project Definition In order to distinguish between capital items and operating items, the following capital project definition was developed: Projects included in the El Mirage CIP are non-consumable items with a useful life of more than one year and an initial individual price exceeding $5,000 including expenditures for major capital projects and items such as city buildings, parks, acquisition of land, major street construction and reconstruction, water and sewer lines and any other project which adds to the capital assets or infrastructure of the City. All other projects shall be included in departmental operating budgets. The CIP is to be used as a guide in decision-making. The CIP is intentionally developed in the most a-political environment possible with the full knowledge that the final decisions will be made in the political arena. The CIP is an objective basis for making decisions in a very subjective environment. The process for the CIP’s development is divided into four key phases, culminating in the presentation of a Capital Improvements Plan to the City Council for approval. 1. Needs Assessment. Future needs were outlined by the Council and Department Heads. 2. Financial Analysis. Examined the City’s recent revenues, expenditures, current debt, and bonding capacity. 3. Capital Project Evaluation Criteria. CIP projects were evaluated and prioritized by Management using pre-defined evaluation criteria. 4. Capital Improvements Plan. All of the preceding steps culminated in the development of the plan document that is updated on an annual basis. 14 Needs Assessment One of the key elements of the El Mirage Capital Improvements Plan is the Needs Assessment. It addresses the needs of the community within the definition of capital projects for the next five years. However, additional needs will be identified on a continual basis and will be included in the annual update process. Some unanticipated needs will occur during the budget year and will be weighed against those already identified in the annually adopted CIP. Attached at the end of this document is a document entitled “City of El Mirage, Capital Improvements Program.” Summarizing all of the projects approved for funding for the next five years along with costs to complete the project that may be incurred after the fifth year. Each project is listed by the responsible Fund/Department name and project expenditures are shown by fiscal year with a total by project for all years. In this plan is a document titled “Capital Project Detail”. It is categorized in Fund\Department order and details each CIP project by providing cost detail, description of the project, and recommended funding source(s). Financial Analysis When attempting to determine what resources are available to fund needed infrastructure improvements, it is important to carefully examine the current financial condition of the City as well as possible funding alternatives. Like most communities, the City of El Mirage will most likely always have more wants and needs than financial resources. In developing the CIP, a complete financial analysis is conducted. Funding options, municipal revenue trends, the community’s borrowing capacity and current debt are reviewed. 15 Funding Options The City of El Mirage has been funding capital improvement projects for many years. The key to implementing the CIP is consistent, systematic funding. The following options are considered when analyzing potential funding sources for CIP Projects. • Pay-As-You-Go Out of Current Revenues. The City currently receives the bulk of its revenues through local sales taxes, state sales tax, and state income tax. The City also receives funding from state fuel taxes which are restricted for transportation related expenditures. • Municipal Bonds. The City can issue bonds for capital projects. Municipal bonds are paid back over a period of time with interest. The City’s ability to bond is discussed in more detail in the bonding capacity section. The issuance of municipal bonds must be approved by the voters. • Certificates of Participation/Municipal Property Corporations. These are funding mechanisms used by many municipal governments that allow the municipality to borrow funds without voter approval. The debt is paid back much like a bond – over time with interest. The City does not currently qualify for this option. • Lease-Purchase Agreements. This is a method of financing capital projects that lessens the up-front costs to the municipality. While interest is paid, the payoff period is typically a shorter period than bonds and the municipality will own the project at the termination of the agreement. • Improvement Districts. This financing method is used to raise capital for projects in which the residents who benefit from the improvements pay for them over time. • Grants. Federal, state, and county grants are available to finance capital projects. Many of these grants require the municipality to participate either financially or through “in kind” matches. The City currently is aggressively attempting to obtain county, state, and federal grants. • User Fees. Fees paid by service users to maintain existing facilities and develop additional capacity. 16 Current Revenue Trends El Mirage currently has a 3% sales tax in addition to the state and county sales taxes. Local sales taxes collected have trended upward from $5.88 million in 2008-2009 to revenues of $7.59 million projected for 2018-2019. Sales tax revenue from construction was a substantial part of City sales tax revenue in past years but is no longer a dominant component of City sales tax as retail sales and other sources have created a more balanced tax base. The City has stabilized sales tax revenue and signs of growth resonate throughout the community. The City remains aggressive in its pursuit of retail and commercial development to develop a broad and sustainable sales tax base. Millions City Sales Tax Collections City Sales Tax Collections $9 $8 $7 $5.88 $6 $6.05 $5.36 $6.69 $6.99 $5 $4 $6.48 $7.48 $5.25 $7.59 $7.38 $5.46 $3 $2 $1 $0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 The City has both a primary and secondary property tax. The primary property tax is used to pay for a portion of public safety operating costs, while the secondary property tax is used to retire voter approved debt. As a result of changes to State law regarding property valuation and rates the City uses per capita information to compare its tax levies to other cities and itself historically. The City compares favorably both historically and to other cities on a per capita basis. The State of Arizona limits the increase in primary property tax to 2% of the prior year’s levy plus the value of new development. Unlike many other Arizona municipalities, the City has no Special Assessment Districts to pay for infrastructure, maintenance, and street light expenditures. 17 Bonding Capacity The most commonly utilized large project municipal financing method in the United States of America is the General Obligation Bond (G.O. Bond). This is the most inexpensive way to finance projects because the bond’s repayment is based on the full taxing authority of the municipality backed by real property. Voters have to approve any property taxes (secondary) instituted to support the issuance of G.O. Bonds. The State of Arizona places limits on this type of financing. Before planning to finance future capital improvement through this mechanism, it is important to know how much authority is available under State Statutes. Under Arizona Law, municipalities may issue G.O. Bonds for purposes of water, wastewater, artificial light, open space preserves, and parks and recreational facilities up to an amount not exceeding 20 percent of the assessed value. In addition, Arizona Law allows municipalities to issue G.O. Bonds for all other purposes not listed above up to an amount not exceeding six percent of assessed valuation. El Mirage has voter approved debt for water and sewer projects. This voter approved debt is secured and repaid from water and utility rates and fees. None of the water and sewer projects in this document are intended to be funded by bonds. 18 Plan Implementation The success of a plan or a planning process is measured by the degree of its implementation. Since resources are limited, it is crucial for the City of El Mirage to follow a consistent, objective path to allocate funding for future capital improvements needs. The following implementation program outlines the specific steps necessary to implement the CIP and perform the annual update. General Implementation Guidelines • The El Mirage CIP Five-Year Program is updated annually and reviewed and adopted by the City Council each year. • After City Council adoption, the CIP is published and widely distributed. • Department heads are responsible for preparing monthly reports on the status of current year capital projects. The reports are compiled by the City Engineer and provided to the City Council at each regularly scheduled Council Meeting. • Citizen input should be sought periodically to determine the desires of the public. Attitudes and circumstances change and informed decision making requires that the City have an up-to-date awareness of what the public’s attitudes are toward community facilities and services and how to pay for them. Summary and Detail Sheets Beginning on page 26 is a summary of the projects approved for funding in 2018-2019 and all projects adopted for the Capital Improvements Plan in the out years through 2025-2026. As indicated, every project is listed by responsible Fund/Department name and project expenditures are shown by fiscal year and totaled by project across all years. Detailed capital project pages follow the summary table. Detailed pages have been color coded by responsible department and are categorized by function detailing each CIP project including recommended funding source(s), description of the project, and cost detail by fiscal year. These are not in any prioritized order. 19 Plan Financial Assumptions The following assumptions have been made regarding the inflow and outflow of financial resources: 1. Beginning balances are based on the most recent audit and preliminary 2018-19 budget and bond fund balances. 2. Most revenues are projected to increase between 1% and 3% per year. a. Exceptions exist in: i. Water, Sewer, and Sanitation are based on the rate study. ii. CDBG, LTAF, Police Towing, and Special Projects are set equal to projected capital and expenditures. iii. Debt Service is based on actual expenditures less beginning balances and transfers. iv. Capital Streets are based on MAG and MCDOT revenue assumptions. b. Revenues not directly under City control are based on the 2017-18 budget. 3. Most expenditures are projected to increase 3% per year. a. Exceptions exist in: i. Salaries are based on a five year plan recommended by the Council. 1. One new position each year has been added to the General Fund 2. Benefits are projected to increase by 6% unless additional information was available. ii. Water, Sewer and Sanitation are based on the most recent rate study. iii. CDBG and Dial-A-Ride expenses match revenue estimates. iv. Photo Enforcement revenues exceed expenses by $40,000 annually. v. Debt Service is based on actual schedules for expenditures. vi. Capital Streets debt service is per bond schedules. vii. Special Project expenditures are flat. b. Expenditures are based on the 2017-18 budget less capital. 4. Debt service is based on projected and actual outstanding debt. 5. Bond proceeds and repayments are identified in the Capital Streets Fund to keep the City on track with the construction of major roads. 6. Capital is from the summary sheets included in this document. 2018-19 capital does not reflect carryforward projects from the 2017-18 budget. 7. Transfers in/out are based on the following: a. The rate study for utilities b. Council adopted policies c. A $100,000 annual transfer from the General Fund to the Debt Service Fund d. The assumption that the General Fund will cover negative balances in all funds except the utility funds. 8. Reserves are based on Council adopted policies and the rate study. 20 Revenue Estimates and Fund Balance Summary Beginning Balance Revenues (1) Expenditures (2) Bond Proceeds Capital Transfers In/(Out) Subtotal 10 Reserve Ending Balance (EB) Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 21 Reserve Ending Balance Beginning Balance Revenues (1) Bond Proceeds Expenditures (2) Debt Service Capital Transfers In/(Out) Subtotal 53 Reserve Ending Balance Beginning Balance Revenues (1) Bond Proceeds Expenditures (2) Debt Service Capital Transfers In/(Out) Subtotal 54 Reserve Ending Balance Beginning Balance Revenues (1) Bond Proceeds Expenditures (2) Debt Service Capital Transfers In/(Out) Subtotal Reserve Ending Balance 52 General Fund FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 24,071,500 23,704,500 25,676,000 23,709,000 22,274,000 21,130,000 21,341,000 21,554,000 22,201,000 22,645,000 21,640,000 22,430,000 23,100,000 23,619,000 24,230,000 (157,500) (163,750) (170,000) (178,500) (187,500) 1,109,500 325,000 895,000 351,000 273,000 1,410,000 3,549,250 644,000 512,500 559,000 23,704,500 25,676,000 23,709,000 22,274,000 20,787,500 FY23-24 20,787,500 23,098,000 24,830,500 (197,500) 222,000 605,000 19,240,500 FY24-25 19,240,500 23,560,000 25,520,500 (207,500) 286,000 (222,000) 16,564,500 FY26+ 5 YR Summary FY 26+ Summary 16,564,500 24,071,500 24,071,500 24,031,000 108,871,000 179,560,000 26,210,000 115,019,000 191,580,000 (217,500) (857,250) (1,479,750) 230,000 2,953,500 3,691,500 (3,552,500) 6,674,750 3,505,250 10,385,500 20,787,500 10,385,500 6,000,000 6,000,000 6,000,000 6,000,000 17,704,500 19,676,000 17,709,000 16,274,000 6,000,000 14,787,500 6,000,000 13,240,500 6,000,000 10,564,500 6,000,000 4,385,500 HURF FY21-22 FY22-23 765,500 386,500 2,311,000 2,357,000 1,300,000 1,340,000 890,000 904,000 (500,000) (500,000) 386,500 (500) FY23-24 (500) 2,404,000 1,370,000 850,000 (500,000) (316,500) FY24-25 (316,500) 2,452,000 1,410,000 1,100,000 374,500 0 FY26+ 0 2,501,000 1,450,000 850,000 (201,000) 0 0 (316,500) 0 0 0 0 FY18-19 2,595,500 2,200,000 1,200,000 1,529,000 (500,000) 1,566,500 FY19-20 1,566,500 2,222,000 1,240,000 897,000 (500,000) 1,151,500 FY20-21 1,151,500 2,244,000 1,280,000 850,000 (500,000) 765,500 0 1,566,500 0 1,151,500 0 765,500 0 386,500 0 (500) 6,000,000 14,787,500 6,000,000 4,385,500 5 YR Summary FY 26+ Summary 2,595,500 2,595,500 11,334,000 18,691,000 6,360,000 10,590,000 5,070,000 7,870,000 (2,500,000) (2,826,500) (500) 0 0 (500) 0 0 Water FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 12,883,000 12,130,000 12,698,000 12,958,000 13,010,000 12,736,500 12,464,500 8,560,000 9,325,000 9,385,000 9,445,000 9,445,000 9,445,000 9,445,000 0 0 0 0 0 0 0 6,626,000 6,330,000 6,628,000 6,922,000 7,186,000 7,045,000 7,336,000 1,204,000 1,239,000 1,275,000 1,311,000 1,348,500 1,387,000 1,427,500 785,000 454,000 450,000 350,000 335,000 395,000 335,000 (698,000) (734,000) (772,000) (810,000) (849,000) (890,000) (931,000) 12,130,000 12,698,000 12,958,000 13,010,000 12,736,500 12,464,500 11,880,000 FY26+ 5 YR Summary FY 26+ Summary 11,880,000 12,883,000 12,883,000 9,445,000 46,160,000 74,495,000 0 0 0 7,641,000 33,692,000 55,714,000 1,468,000 6,377,500 10,660,000 335,000 2,374,000 3,439,000 (964,000) (3,863,000) (6,648,000) 10,917,000 12,736,500 10,917,000 3,920,000 8,210,000 4,490,000 8,208,000 5,065,000 7,893,000 5,643,000 7,367,000 5,725,000 7,011,500 5,811,000 6,653,500 5,902,000 5,978,000 5,997,000 4,920,000 FY18-19 3,661,500 3,250,000 0 1,954,000 23,000 440,000 (715,000) 3,779,500 FY19-20 3,779,500 3,156,000 0 1,966,000 23,500 680,000 (738,000) 3,528,000 FY20-21 3,528,000 3,172,000 0 2,064,000 24,000 580,000 (762,000) 3,270,000 Sewer FY21-22 FY22-23 3,270,000 3,297,000 3,187,000 3,187,000 0 0 2,168,000 2,275,000 25,000 26,000 180,000 180,000 (787,000) (812,000) 3,297,000 3,191,000 FY23-24 3,191,000 3,187,000 0 2,389,000 27,000 200,000 (838,000) 2,924,000 FY24-25 2,924,000 3,187,000 0 2,508,000 27,500 200,000 (865,000) 2,510,500 FY26+ 5 YR Summary FY 26+ Summary 2,510,500 3,661,500 3,661,500 3,187,000 15,952,000 25,513,000 0 0 0 2,633,000 10,427,000 17,957,000 28,500 121,500 204,500 200,000 2,060,000 2,660,000 (910,000) (3,814,000) (6,427,000) 1,926,000 3,191,000 1,926,000 2,812,000 967,500 3,328,000 200,000 3,844,000 4,361,000 4,379,000 4,398,000 4,418,000 (574,000) (1,064,000) (1,188,000) (1,474,000) (1,907,500) FY18-19 872,500 1,600,000 0 1,271,000 0 0 (297,000) 904,500 FY19-20 904,500 1,600,000 0 1,333,000 0 0 (297,000) 874,500 FY20-21 874,500 1,600,000 0 1,398,000 0 0 (297,000) 779,500 208,000 696,500 218,000 656,500 229,000 550,500 Sanitation FY21-22 FY22-23 779,500 615,500 1,600,000 1,600,000 0 0 1,467,000 1,539,000 0 0 0 0 (297,000) (297,000) 615,500 379,500 240,000 375,500 252,000 127,500 21 4,439,000 (2,513,000) 5,725,000 7,011,500 4,379,000 (1,188,000) 5,997,000 4,920,000 4,439,000 (2,513,000) FY23-24 379,500 1,600,000 0 1,615,000 0 0 (297,000) 67,500 FY24-25 67,500 1,600,000 0 1,694,000 0 0 (297,000) (323,500) FY26+ 5 YR Summary FY 26+ Summary (323,500) 872,500 872,500 1,600,000 8,000,000 12,800,000 0 0 0 1,778,000 7,008,000 12,095,000 0 0 0 0 0 0 (306,000) (1,485,000) (2,385,000) (807,500) 379,500 (807,500) 265,000 (197,500) 278,000 (601,500) 292,000 (1,099,500) 252,000 127,500 292,000 (1,099,500) Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 14 FY18-19 214,000 330,000 766,000 0 222,000 0 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 15 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 16 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 31 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal Reserve Ending Balance 41 FY19-20 0 333,000 787,000 0 454,000 0 FY20-21 0 336,000 811,000 0 475,000 0 Municipal Court FY21-22 FY22-23 0 0 346,000 353,000 835,000 860,000 0 0 489,000 507,000 0 0 0 0 0 0 0 0 FY18-19 980,000 170,000 196,000 0 0 954,000 FY19-20 954,000 172,000 202,000 0 0 924,000 FY20-21 924,000 174,000 207,000 0 0 891,000 0 954,000 0 924,000 0 891,000 0 861,000 0 831,000 FY18-19 495,000 431,000 391,000 0 (495,000) 40,000 FY19-20 40,000 435,000 395,000 0 (40,000) 40,000 FY20-21 40,000 438,000 398,000 0 (40,000) 40,000 Photo Enforcement FY21-22 FY22-23 40,000 40,000 437,000 438,000 397,000 398,000 0 0 (40,000) (40,000) 40,000 40,000 0 40,000 0 40,000 0 40,000 0 40,000 FY18-19 FY19-20 FY20-21 FY21-22 0 400,000 0 400,000 0 0 0 350,000 0 350,000 0 0 0 350,000 0 350,000 0 0 0 0 0 0 0 0 FY18-19 351,000 2,030,000 2,150,000 0 100,000 331,000 FY19-20 331,000 2,030,000 2,150,000 0 100,000 311,000 FY20-21 311,000 2,030,000 2,150,000 0 100,000 291,000 203,000 128,000 203,000 108,000 203,000 88,000 0 0 FY23-24 0 360,000 886,000 0 526,000 0 0 367,000 913,000 0 546,000 0 FY26+ 0 374,000 940,000 0 566,000 0 0 0 Municipal Court Enhancement FY21-22 FY22-23 FY23-24 891,000 861,000 831,000 179,000 183,000 187,000 209,000 213,000 217,000 0 0 0 0 0 0 861,000 831,000 801,000 FY24-25 801,000 191,000 220,000 0 0 772,000 FY26+ 5 YR Summary FY 26+ Summary 772,000 980,000 980,000 195,000 878,000 1,451,000 225,000 1,027,000 1,689,000 0 0 0 0 0 0 742,000 831,000 742,000 0 801,000 0 772,000 0 742,000 FY23-24 40,000 440,000 400,000 0 (40,000) 40,000 FY24-25 40,000 441,000 401,000 0 (40,000) 40,000 FY26+ 5 YR Summary FY 26+ Summary 40,000 495,000 495,000 443,000 2,179,000 3,503,000 403,000 1,979,000 3,183,000 0 0 0 (40,000) (655,000) (775,000) 40,000 40,000 40,000 0 40,000 0 40,000 0 40,000 CDBG FY22-23 FY23-24 FY24-25 0 350,000 0 350,000 0 0 0 0 0 350,000 0 350,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Debt Service FY21-22 FY22-23 291,000 271,000 2,030,000 2,030,000 2,150,000 2,150,000 0 0 100,000 100,000 271,000 251,000 FY23-24 251,000 2,030,000 2,150,000 0 100,000 231,000 FY24-25 231,000 2,030,000 2,150,000 0 100,000 211,000 203,000 28,000 203,000 8,000 203,000 68,000 203,000 48,000 22 0 0 5 YR Summary FY 26+ Summary 214,000 214,000 1,698,000 2,799,000 4,059,000 6,798,000 0 0 2,147,000 3,785,000 0 0 0 0 0 350,000 0 350,000 0 0 0 0 FY24-25 0 40,000 FY26+ 0 0 0 0 0 0 0 0 0 0 0 831,000 0 40,000 0 0 0 742,000 0 40,000 5 YR Summary FY 26+ Summary 0 0 1,800,000 2,150,000 0 0 1,800,000 2,150,000 0 0 0 0 0 0 0 0 FY26+ 5 YR Summary FY 26+ Summary 211,000 351,000 351,000 2,030,000 10,150,000 16,240,000 2,150,000 10,750,000 17,200,000 0 0 0 100,000 500,000 800,000 191,000 251,000 191,000 203,000 (12,000) 203,000 48,000 203,000 (12,000) Beginning Balance Revenues (1) Bond Proceeds Expenditures (2) Debt Service Capital Transfers In/(Out) Subtotal Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 56 FY18-19 5,878,000 FY19-20 5,316,000 7,630,000 (472,500) (491,250) 0 0 360,500 341,500 1,312,000 10,688,000 1,583,000 (1,425,250) 5,316,000 0 5,316,000 0 23 FY18-19 170,000 95,000 265,000 0 0 0 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 28 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal Reserve Ending Balance Citywide Total Beginning Balance Revenues (1) Expenditures (2) Debt Service Bond Proceeds Capital Transfers In/(Out) Subtotal Reserve Ending Balance 73 FY19-20 0 96,000 96,000 0 0 0 FY20-21 0 0 (510,000) 0 322,500 500,000 1,332,500 0 0 FY20-21 0 97,000 97,000 0 0 0 0 0 0 0 0 0 FY18-19 129,000 60,000 80,000 0 0 109,000 FY19-20 109,000 61,000 80,000 0 0 90,000 FY20-21 90,000 62,000 80,000 0 0 72,000 0 109,000 0 90,000 0 72,000 Capital Streets FY21-22 FY22-23 0 0 0 0 (536,000) (562,500) 0 0 296,500 269,500 500,000 500,000 1,332,500 1,332,000 0 0 0 0 Dial-A-Ride (LTAF) FY21-22 FY22-23 0 0 100,000 102,000 100,000 102,000 0 0 0 0 0 0 0 0 FY19-20 0 0 0 0 0 0 (622,500) 0 212,000 500,000 1,334,500 0 0 FY26+ 0 0 (652,500) 0 180,500 4,474,500 5,307,500 0 0 5 YR Summary FY 26+ Summary 5,878,000 5,878,000 7,630,000 7,630,000 (2,572,250) (4,439,750) 0 0 1,590,500 2,224,500 13,500,000 18,974,500 4,154,750 12,130,750 0 0 0 0 FY23-24 FY24-25 FY26+ 5 YR Summary FY 26+ Summary 170,000 170,000 490,000 808,000 660,000 978,000 0 0 0 0 0 0 0 104,000 104,000 0 0 0 FY24-25 0 106,000 106,000 0 0 0 0 0 0 0 Police Towing FY21-22 FY22-23 72,000 56,000 64,000 65,000 80,000 80,000 0 0 0 0 56,000 41,000 FY23-24 41,000 66,000 80,000 0 0 27,000 FY24-25 27,000 67,000 90,000 0 0 4,000 0 27,000 0 4,000 FY23-24 FY24-25 0 56,000 0 41,000 FY20-21 0 0 0 0 (592,500) 0 241,500 500,000 1,334,000 0 0 0 0 Special Projects FY21-22 FY22-23 0 0 0 0 0 10,610,000 10,369,000 10,180,500 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 0 0 0 0 0 (610,000) (369,000) (180,500) 0 0 0 0 0 0 0 FY18-19 FY23-24 0 0 0 0 0 0 0 0 0 0 FY26+ 5 YR Summary FY 26+ Summary 4,000 129,000 129,000 68,000 312,000 513,000 90,000 400,000 660,000 0 0 0 0 0 0 (18,000) 41,000 (18,000) 0 (18,000) FY26+ 0 10,000,000 10,000,000 0 0 0 0 10,000,000 10,000,000 0 0 0 0 10,000,000 10,000,000 0 0 0 0 0 0 0 0 0 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 52,301,000 48,835,000 45,293,000 42,776,000 40,811,000 38,257,000 35,479,000 50,866,000 59,120,000 51,622,500 52,250,000 52,755,000 53,271,000 53,446,000 46,539,000 47,009,000 48,213,000 49,247,000 50,373,000 51,086,500 52,348,500 1,587,500 1,604,000 1,621,500 1,632,500 1,644,000 1,655,500 1,667,000 (630,000) (655,000) (680,000) (714,500) (750,000) (790,000) (830,000) 5,575,500 13,394,000 3,625,000 2,621,000 2,542,000 2,517,000 2,421,000 0 0 0 0 (0) 0 0 48,835,000 45,293,000 42,776,000 40,811,000 38,257,000 35,479,000 31,658,500 13,143,000 14,239,000 15,341,000 16,447,000 16,559,000 16,677,000 16,801,000 35,692,000 31,054,000 27,435,000 24,364,000 21,698,000 18,802,000 14,857,500 23 0 108,000 108,000 0 0 0 0 41,000 0 (18,000) 5 YR Summary FY 26+ Summary 0 0 51,159,500 81,159,500 50,000,000 80,000,000 0 0 (1,159,500) (1,159,500) 0 0 0 0 0 0 FY26+ 5 YR Summary FY 26+ Summary 31,658,500 52,301,000 52,301,000 53,982,000 266,613,500 427,312,500 53,628,000 241,381,000 398,444,000 1,677,000 8,089,500 13,089,000 (870,000) (3,429,500) (5,919,500) 6,089,500 27,757,500 38,785,000 0 (0) (0) 23,376,000 38,257,000 23,376,000 16,931,000 16,559,000 16,931,000 6,445,000 21,698,000 6,445,000 Capital Totals By Funding Source FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY26+ Five Year Total Balance to Complete Project Project Total Bonds $- $- $- $- $- $- $- $- $- $- Fees 1,225,000 1,134,000 1,030,000 530,000 595,000 535,000 535,000 4,434,000 1,665,000 6,099,000 Taxes/ Grants 1,224,000 10,188,000 675,000 17,000 - - - 12,134,000 - 12,134,000 CDBG 400,000 350,000 350,000 350,000 350,000 - - 1,800,000 350,000 2,150,000 Grants - - - - - 250,000 - - 250,000 250,000 HURF 1,490,000 897,000 850,000 890,000 850,000 850,000 850,000 5,031,000 2,550,000 7,581,000 HURF/ Grants Taxes 39,000 - - - - - - 39,000 - 39,000 1,197,500 825,000 720,000 834,000 722,000 786,000 4,704,500 4,319,500 6,212,500 10,532,000 Total $5,575,500 $13,394,000 $3,625,000 $2,621,000 $2,517,000 $2,421,000 $6,089,500 $27,757,500 $11,027,500 $38,785,000 24 THIS PAGE INTENTIONALLY LEFT BLANK 25 EL MIRAGE CAPITAL IMPROVEMENTS PLAN SUMMARY Fund # 10 10 10 10 21 21 31 31 54 56 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 Dept ComDev ComDev Parks Bldg Safety HURF HURF Engineering Engineering Sewer Streets Fire Fire Fire Fire Fire Fire Fire Fire Fire IT IT IT Police Police Police Code Enforcement Code Enforcement Parks Parks Parks Parks Parks Facilities Funding Taxes Taxes/Grants Taxes Taxes HURF HURF CDBG CDBG Fees Taxes/Grants Taxes Taxes Taxes Taxes/Grants Taxes Taxes Taxes/Grants Taxes/Grants Taxes/Grants Taxes Taxes Taxes Taxes Taxes Taxes/Grants Taxes Taxes Taxes Taxes Taxes Taxes/Grants Taxes/Grants Taxes Project Hockey Rink and Basketball Courts Lighting Senior Center Improvements Billboard at Gentry Park Staff Vehicle Thunderbird Rd Access Modifications at Casa Mirage Crosswalk Warning Lights Downtown Street Reconstruction Sidewalk Ramp ADA Retrofit Drainage Improvements-125th Ave North of Peoria Ave Dysart Road from Northern Avenue to Peoria Avenue Battalion Chief/Fire Chief truck (replacement) Fire Chief Vehicle Staff Vehicle Replacement Vehicle - Fire Engine PPE Drying Cabinet Washer/Extractor 2 Thermal Imaging Cameras - Replacement BC Mobile Radio Fit Tester for Self Contained Breathing Apparatus (SCBA) Replacement of Core Network Switch - City Hall Replacement of Core Network Switch - Police Dept Security Information and Event Mgmt Solution Vehicles Property & Evidence Covered Storage Addition of 6th Squad - Vehicles with radios & MDTs Vehicle Replacement - Pickup Truck Mobile Data Computers (MDC) (4) Vehicle Replacement Program - Parks Park Utility Vehicle Replacement Parks Equipment Replacement Basketball Court Resurfacing Splash Pad Update HVAC Replacement Program 26 FY18-19 80,000 40,000 125,000 FY19-20 27,000 90,000 40,000 350,000 400,000 25,000 812,000 66,000 43,000 43,000 10,188,000 7,000 12,500 9,000 16,000 172,000 60,000 292,000 30,000 26,000 10,000 30,000 176,000 45,000 10,000 55,000 30,000 30,000 FY20-21 350,000 FY21-22 350,000 FY22-23 350,000 FY23-24 FY24-25 FY26+ 350,000 675,000 17,000 30,000 25,000 180,000 184,000 188,000 90,000 - 192,000 196,000 200,000 30,000 30,000 30,000 10,000 30,000 30,000 30,000 30,000 27 Five Year Total 80,000 40,000 125,000 27,000 90,000 40,000 1,400,000 400,000 25,000 11,000,000 66,000 43,000 43,000 675,000 7,000 12,500 17,000 9,000 16,000 30,000 25,000 30,000 900,000 60,000 292,000 30,000 26,000 135,000 10,000 20,000 30,000 55,000 150,000 Balance to Complete Project 350,000 588,000 90,000 Project Total 80,000 40,000 125,000 27,000 90,000 40,000 1,750,000 400,000 25,000 11,000,000 66,000 43,000 43,000 675,000 7,000 12,500 17,000 9,000 16,000 30,000 25,000 30,000 1,488,000 60,000 292,000 30,000 26,000 135,000 10,000 20,000 30,000 55,000 240,000 Fund # 21 21 21 21 21 21 21 53 53 53 53 53 53 53 53 53 53 53 53 53 53 53 53 54 54 54 54 54 54 54 56 10 10 21 53 Dept HURF HURF HURF HURF HURF HURF HURF Water Water Water Water Water Water Water Water Water Water Water Water Water - Irrigation Water - Irrigation Water - Irrigation Water - Irrigation Sewer Sewer Sewer Sewer Sewer Sewer Sewer Streets IT IT HURF Engineering Funding HURF HURF HURF HURF HURF HURF HURF/Grants Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Taxes Taxes Taxes Grants Fees Project Vehicle Replacement Program - HURF Right of Way Maintenance Equipment Streets BeautifIcation Program Trailer Replacement Skid Steer Loader + Attachments A Street Reconstruction Pavement Management Program Battery Backup for Traffic Signals Vehicle Replacement Program - Water Leak Detection System Mobile Pressure Washer Trimble GPS Data Collector Well Site Compressor Replacement Cottonwood/Sunnyvale Cathodic Protection System Disinfection System Upgrade Grand Ave Booster Station Improvement Water Storage Tank Maintenance Program Well Site AC Unit Replacement Well Site Building Repairs Well Site PLC Upgrade (Phase II) Distribution System Backup Supply Irrigation Well Site Security Improvements Miscellaneous Capital Well Discharge Piping System Forklift Replacement Vactor Truck Replacement Wastewater Process Equipment Improvements(modified) Main Line Replacement - W. Sahuaro Dr. Brisas Lift Station Controls Upgrade Odor Scrubbers Media Replacement Water Reclamation Facility Design Northern Parkway Improvements Replacement of Firewalls (6) Replacement of Servers (4) MAG Funded Street Sweeper Vehicle Replacement - (2) Grand Total FY18-19 15,000 500,000 850,000 39,000 32,000 30,000 16,000 10,000 850,000 45,000 15,000 30,000 10,000 29,000 300,000 25,000 15,000 10,000 300,000 25,000 40,000 230,000 35,000 27,000 15,000 50,000 180,000 90,000 65,000 30,000 180,000 500,000 500,000 500,000 $ 28 FY19-20 32,000 10,000 5,575,500 $ 13,394,000 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 FY26+ 40,000 54,000 850,000 850,000 - - 15,000 15,000 10,000 10,000 300,000 25,000 850,000 850,000 850,000 850,000 - - - 10,000 10,000 10,000 10,000 300,000 25,000 300,000 25,000 300,000 25,000 300,000 25,000 300,000 25,000 400,000 180,000 180,000 180,000 200,000 200,000 200,000 500,000 500,000 500,000 500,000 500,000 30,000 30,000 250,000 4,474,500 100,000 60,000 $ 3,625,000 $ 2,621,000 $ 2,542,000 $ 2,517,000 $ 2,421,000 29 $ 6,089,500 Five Year Total 32,000 50,000 15,000 54,000 500,000 4,250,000 39,000 77,000 30,000 16,000 10,000 45,000 45,000 50,000 29,000 1,500,000 125,000 40,000 230,000 35,000 27,000 100,000 15,000 50,000 400,000 900,000 90,000 65,000 30,000 500,000 2,500,000 - Balance to Complete Project 2,550,000 30,000 900,000 75,000 600,000 5,474,500 30,000 30,000 250,000 60,000 Project Total 32,000 50,000 15,000 54,000 500,000 6,800,000 39,000 77,000 30,000 16,000 10,000 45,000 45,000 80,000 29,000 2,400,000 200,000 40,000 230,000 35,000 27,000 100,000 15,000 50,000 400,000 1,500,000 90,000 65,000 30,000 500,000 7,974,500 30,000 30,000 250,000 60,000 $ 27,757,500 $ 11,027,500 $ 38,785,000 The project will provide four light poles w/LED stadium light fixtures to the Hockey Rink, six light poles w/eight LED light fixtures to the basketball courts, trenching, conduit, power supply and concrete access to both areas. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Fund Funding Source: FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL Design Land Equipment Buildings Improvements 10- Taxes $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 GENERAL Total 30 Proposed improvements to the Senior Center are necessary for a safe, efficient and functional center. The improvements include cabinet, flooring and door replacement, and other minor remodeling. These improvements will make the Senior Center a more efficient and enjoyable facility. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Fund Funding Source: 10- Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 GENERAL Total 31 The Billboard will be located at the Gentry Park at the northwest corner of El Mirage and Thunderbird Roads and will be used to advertise community events. The billboard may also be used for selling advertising. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: 10- Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $125,000 $125,000 $125,000 $125,000 $125,000 $125,000 GENERAL Buildings Improvements Total 32 FY 19/20 request is for the purchase of a new Staff Vehicle. The needs of Building Life safety have exceeded the current fleet of 2 Ford Rangers. We are currently requesting a 2019 Chevrolet Colorado work truck priced at approximately $26,000 with an additional $1,000 for applying the city logo identification. This will be an addition to the current inventory. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: 10- Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $27,000 $27,000 $27,000 $27,000 $27,000 $27,000 GENERAL Buildings Improvements Total 33 To provide expanded access for the Casa Mirage Apartments at Thunderbird Road. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 21HURF HURF FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 34 This project is to install crosswalk warning lights at the intersections of El Mirage Rd and Soledad St. and Cactus Rd and 127th Ave. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 21HURF HURF FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 35 Street improvements in downtown CDBG eligible area; the project will entail complete reconstruction of roadway surface, curb and gutter, sidewalk, and other ancillary items. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund FundingY 18/19 Source: 31CDBG CDBG FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $350,000 $350,000 $350,000 $350,000 $1,400,000 $1,750,000 $350,000 $350,000 $350,000 $350,000 $1,400,000 $1,750,000 36 This project will retrofit existing curb ramps in the downtown area that either do not meet Americans with Disabilities Act (ADA) standards or are missing completely. Deficient pavement adjacent to the ramps, which are tripping hazards and/or a hindrance to disabled travelers, will be removed and replaced as well. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Fund Funding Source: FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Design Land Equipment Buildings Improvements 31CDBG $400,000 CDBG Total $400,000 37 5 YEAR PROJECT TOTAL TOTAL $400,000 $400,000 $400,000 $400,000 This project will construct a catch basin on the west side of 125th Ave just north of Peoria Ave to reduce drainage concerns. The project will also include concrete pipe under 125th Ave, riprap, traffic control, and the replacement of the existing concrete curb and pavement. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 54Sewer Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 38 Dysart Road was identified as a “Road of Regional Significance” back in the 1999 Maricopa Associations of Governments (MAG) study and currently has one lane in each direction between Northern and Peoria Avenues. The City proposes to widen this corridor to two 12 foot through lanes, a 14 foot median, bike lanes and curb and gutter. This project will include the design, land acquisition and construction. The total project cost is currently estimated at $11.1 million. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 56- Bonds/ Capital Grants Streets 56Capital Streets Bonds/ Grants FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $812,000 $812,000 $10,188,000 $10,188,000 $10,188,000 $812,000 $10,188,000 $11,000,000 $11,000,000 $812,000 39 Replace the 2002 Ford Expedition that is our current Battalion Chief vehicle. This vehicle has many mechanical, electrical, and paint issues. Estimated costs: Truck - $35,585.92 Communication Equip- $3,314.70 Equipment - $15,883.91 Radio - $8,098.46 Striping - $2,300 Total = $65,182.90 CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 21/22 5 YEAR TOTAL PROJECT TOTAL $66,000 $66,000 $66,000 $66,000 $66,000 $66,000 40 Staff vehicles will have a service life of 8 years or 100,000 miles. C121 Primarily assigned as Fire Chief vehicle. 2003 Ford Expedition. 116k miles/19 years old. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 18/19 FY 19/20 FY 20/21 5 YEAR TOTAL PROJECT TOTAL $43,000 $43,000 $43,000 $43,000 $43,000 $43,000 41 FY 21/22 FY 21/22 The request is for the purchase of a new Fire Chief SUV. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 18/19 FY 19/20 FY 20/21 5 YEAR TOTAL PROJECT TOTAL $43,000 $43,000 $43,000 $43,000 $43,000 $43,000 42 FY 21/22 FY 21/22 Fire Engines/Pumpers would be frontline for 10 years or 100,000 miles, whatever comes first. Vehicles should be in reserve status for no more than 2 years. Current Fire Engine/Pumpers: • 12 years old (1006) reserve due to its mileage and age • 7 years old (1008) approaching its frontline expectancy. • 1 year old (1013) New pumper would be purchased in FY 20/21; possibly with CDBG funds. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes/ Grants FY 18/19 FY 19/20 FY 20/21 5 YEAR TOTAL PROJECT TOTAL $675,000 $675,000 $675,000 $675,000 $675,000 $675,000 43 FY 21/22 FY 22/23 This cabinet will allow for proper safe drying of personal protective equipment (PPE). This cabinet will allow for proper drying of turnout gear after washing and will extend the life of the gear. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 10General Funding Source: Taxes FY 18/19 FY 19/20 5 YEAR TOTAL PROJECT TOTAL $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 44 FY 20/21 FY 21/22 FY 22/23 This commercial washer/extractor will allow the firefighters to properly clean their contaminated firefighting gear as recommended by NFPA 1851. Currently this is being done by third party vendor. Annual cost average is approximately $2,500 yearly. The fire station would need some modifications to complete the installation. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 10General Funding Source: FY 18/19 FY 19/20 Taxes 5 YEAR TOTAL PROJECT TOTAL $12,500 $12,500 $12,500 $12,500 $12,500 $12,500 45 FY 20/21 FY 21/22 FY 22/23 The FY 21/22 request is for replacement of 2 thermal imaging cameras. The age of the cameras is consistent with the normal replacement based on manufacturer recommendation. Thermal Imager serial number K1K-2411 EV was placed into service 01/01/2007. Thermal Imager serial number 200156-07 was placed into 01/01/2009. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: 10General Taxes/ Grants FY 18/19 FY 19/20 Buildings Improvements Total 46 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 The request is to outfit the BC truck with a mobile radio. The purchase of a second mobile radio for the BC vehicle will allow for monitoring and use of more than one tactical channel during any given emergency incident. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 10General Funding FY 18/19 Source: Taxes/ Grants FY 19/20 5 YEAR TOTAL PROJECT TOTAL $9,000 $9,000 $9,000 $9,000 $9,000 $9,000 47 FY 20/21 FY 21/22 FY 21/22 This CIP proposal is for the purchase of a new Fit Testing Machine. OSHA 29 CFR Part 1910.134 requires that anyone wearing a respirator must be tested for proper fitting. The purpose of replacing our current fit testing machine is to upgrade due to aging and technological changes. The new upgraded equipment will dramatically cut down on out of service time for employees and equipment. The equipment was originally purchased in 2010. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 10General Funding FY 18/19 Source: Taxes/ Grants FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $16,000 $16,000 $16,000 $16,000 $16,000 $16,000 48 The core network switch was installed at City Hall in July 2013. This switch has been identified as becoming end of life by April 2022. Replacement of this device prior to that date will be crucial as the City will lose all hardware support and security patches by that time. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 18/19 FY 19/20 10 Taxes General Buildings Improvements Total 49 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 The core network switch was installed at the Police Department in December 2013. While not yet identified, we anticipate this becoming end of life by April 2023. Replacement of this device prior to that date will be crucial as the City will lose all hardware support and security patches by that time. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 18/19 FY 19/20 10 Taxes General Buildings Improvements Total 50 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 A Security Information and Event Management (SIEM) Solution provides real-time analysis of security alerts generated by network hardware and applications. This new solution will allow the City to report and take action on cybersecurity threats, by providing log auditing and review. It will also allow IT staff to better manage user and service privileges, directory services and other systemconfiguration changes. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10 Taxes General FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 51 An eight year vehicle replacement program has been created. The program will permit the timely replacement of vehicles before they become unrealiable. It is estimated that over an eight year period most patrol vehicles will reach 100,000 miles of service use. Non-patrol vehicles will be replaced with Dodge pickups on a similar time frame, however they may be used by other departments after that period of time if the vehicle is still reliable. This year 2 marked and 2 unmarked vehicles are scheduled to be purchased. Note: Cost per marked patrol vehicle, including two-tone paint, emergency lighting, radio installation, decals, and prisoner barrier is approximately $51,000. Unmarked detective vehicles with a covert emergency light package or administrative vehicle are approximately $33,000. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 21/22 5 YEAR PROJECT TOTAL TOTAL $172,000 $176,000 $180,000 $184,000 $188,000 $900,000 Annual $172,000 $176,000 $180,000 $184,000 $188,000 $900,000 Annual 52 Request covered outside storage for evidence – bicycles, ATV’s, etc. currently outside in the elements CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 53 PROJECT TOTAL Request four(4) purpose-built police vehicles at $60,000 each Each new unit will require a police radio at a cost of $6,500 each as well as a Mobile Data Terminal per vehicle at a cost of $6,500 each. The total cost for the vehicles and outfitting the four marked patrol units is $292,000. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $292,000 $292,000 $292,000 $292,000 $292,000 $292,000 54 Replacement of Code Enforcement Vehicle, Vehicle #7744, 2000 Ford Ranger, current mileage 67k (approximate). Vehicle would be a mid-sized pick-up truck with an extended cab (to allow for Code Officers equipment) . Vehicle Equipment to include an amber light bar with directional feature. This vehicle could then be used to assist patrol in an emergency situation as an additional resource (such as road closure) to free up a Patrol Unit CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 55 Purchase and installation of Mobile Data Computers (MDC) for each of the four (4) Code Enforcement Vehicles. The MDC will have the capability of using a full size keyboard for entering information into the Code Enforcement database, as well as the ability to run Motor Vehicle query's (license plates and/or Vehicle Identification Numbers). The MDC's will also provide the ability to create a 'call' on the Police Departments database during enforcement of parking related incidents. The tablets that the Code Enforcement Officers currently use are unable to check MVD records, which are now being done through dispatch. The use of this lowpriority air time could be detrimental to higher priority radio traffic. Costs are estimated at $6,500 per unit, installed. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $26,000 $26,000 $26,000 $26,000 $26,000 $26,000 56 Vehicle replacement program identifies replacement based on two basic metrics: • 100,000 miles and/or excessive maintenance costs • Replace three (3) parks vehicles for a total cost of $135K CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10Taxes General FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $45,000 $90,000 $135,000 $135,000 $45,000 $90,000 $135,000 $135,000 57 Replaces 2001 John Deere Gator • Asset is 15+ years old and at the end of useful life • Asset will be replaced with Kubota utility vehicle for park operations CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 10GENERAL FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 58 Replacement of two multi-use trailers for operations: • Current trailers have reached the end of useful life (16 yrs old) and need intermittent repairs causing downtime • New trailers would be equipped with dump system, rack, and tarp system • Adds to efficiency and eliminates breakdown of trailer CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 10GENERAL FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $10,000 $10,000 $20,000 $20,000 $10,000 $10,000 $20,000 $20,000 59 Replaces surfaces on basketball courts originally installed in 2016: • Gateway Park (2 Courts) • Gentry Park (1 Court) • Veterans Park (1 Court) CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Fund Funding FY 18/19 Source: FY 19/20 FY 20/21 FY 21/22 FY 22/23 Taxes 10GENERAL Total 60 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 The Splash pad was originally installed in 2009. It was one of the first in AZ and was designed like a residential pool. Modern splash pads feature flow through systems rather than the current recirculating system. Currently parts and supplies are proprietary and are available only from Canada & Dubai. Benefits of the update include: • Lower maintenance cost (labor, supplies, monitoring, permitting) • No chemical treatment or storage • Minimize exposure to pathogens for the public • Updated features will boost attractiveness of the park CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 10GENERAL FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $55,000 $55,000 $55,000 $55,000 $55,000 $55,000 61 City facilities have a total of 76 HVAC units. This program will replace up to 5 units per year on a 15 year cycle. HVAC units range from 2 years – 18 years old. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 10GENERAL FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 Annual $30,000 $30,000 $30,000 $30,000 $30,000 $150,000 Annual 62 The vehicle being replaced is unit #8072, a 2007 Ford F-150 with over 100,000 miles. This vehicle has reached the mileage and age threshold for replacement. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 21HURF Taxes FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $32,000 $32,000 $32,000 $32,000 $32,000 $32,000 63 Replacement of current ROW cleanup vehicle including: • Striping equipment – concrete cutter, striping machine, compactor, jackhammer This enables crews to efficiently respond to general street maintenance items. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 21HURF FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $10,000 $40,000 $50,000 $50,000 $10,000 $40,000 $50,000 $50,000 64 Replacement trailer for streets beautification program • Heavy duty for right-of-way debris removal • Equipped with lift to improve efficiency of operation CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 21HURF FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 65 This request is to replace the City's Skid Steer Loader and attachment used by the Public Works Streets Division. The unit will have reached the end of its useful life and will need repair/replacement in order to continue operation. The Skid Steer Loader is used for alley and right of way cleanup, grading and dirt work, cleaning of washes, asphalt work, concrete work, and other work performed by the Streets division. The attachment requested is a trencher attachment, which will be used for trenching for electrical or irrigation repairs in the right of way. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: 21 – HURF FY 18/19 FY 19/20 Taxes Buildings Improvements Total 66 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $54,000 $54,000 $54,000 $54,000 $54,000 $54,000 A Street is a main collector road that serves the east half of the City. It is used by over 5,000 vehicles daily. • Reconstruction covers 4” of asphalt over an 8” base • Slope on southern section will be addressed • Includes striping, RPMs, and concrete replacement where necessary • Manholes and water valves will be adjusted to new grade CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 21HURF FY 18/19 FY 19/20 FY 20/21 FY 21/22 5 YEAR TOTAL PROJECT TOTAL $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 67 FY 22/23 The purpose of the pavement management plan is to perform cost effective street improvements by properly matching the maintenance and rehabilitation methods to the pavement condition to extend the life of the city streets, which will enhance the safety and quality of the City's transportation system and community appearance. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 21 – HURF FY 18/19 FY 19/20 FY 20/21 5 YEAR TOTAL PROJECT TOTAL Taxes $850,000 $850,000 $850,000 $850,000 $850,000 $4,250,000 Annual $850,000 $850,000 $850,000 $850,000 $850,000 $4,250,000 Annual 68 FY 21/22 FY 22/23 This request is for 6 battery backup systems for traffic signals at: • Dysart (in front of DHS) • El Mirage and Cactus • El Mirage and Northern • Dysart and Peoria • Dysart and Cactus • Dysart and Thunderbird CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 21HURF FY 18/19 FY 19/20 FY 20/21 5 YEAR TOTAL PROJECT TOTAL $39,000 $39,000 $39,000 $39,000 $39,000 $39,000 69 FY 21/22 FY 22/23 Program identifies replacement based on two basic metrics: • 100,000 miles and/or excessive maintenance costs • replace two (2) water vehicles CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $32,000 $45,000 $77,000 $77,000 $32,000 $45,000 $77,000 $77,000 70 Itron leak detection equipment for the water distribution system. • Equipment continuously monitors for new, evolving, and preexisting leaks. • Interfaces with the City’s existing Itron advanced metering infrastructure. • Reduces non-revenue water loss while minimizing repair costs and potential service disruptions. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 71 Industrial grade mobile pressure washer needed for Water division operations to allow staff to efficiently complete the following:  Fire hydrant cleaning (1300 plus hydrants maintained annually)  Equipment cleaning  Water storage tank cleaning and degreasing  Road/sidewalk cleanup after water system repairs  Graffiti removal CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $16,000 $16,000 $16,000 $16,000 72 $16,000 $16,000 This is an electronic collection and mapping of coordinates for water system assets including fire hydrants, waterlines, valves, meters, manholes, cleanouts, and backflow devices. This data is necessary to maintain an updated and accurate GIS system (geographic information system). CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $10,000 $10,000 $10,000 $10,000 73 $10,000 $10,000 Multi-year program to replace hydro-pneumatic tank compressors at 6 well sites. • Existing compressors are reaching their end of useful life. • New compressors are more efficient, generate less noise, and require less maintenance. • Shade structures will be installed to increase equipment life. • All compressors will be replaced over a three year period CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $15,000 $15,000 $15,000 $45,000 $45,000 $15,000 $15,000 $15,000 $45,000 $45,000 74 Cathodic protection is a cost effective and proven technology used to reduce steel tank corrosion. This project is to complete the final 3 of the city’s steel water storage tanks. Once the project is finished, all 9 of the city’s steel water storage tanks will have cathodic protection. Tanks scheduled:  Cottonwood well site (1982)  500,000 gallon steel tank  Sunnyvale well site (1980)  2 – 600,000 gallon steel tanks CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $15,000 $30,000 $45,000 $15,000 $30,000 $45,000 75 Multi-year program to upgrade and/or replace existing water disinfection systems at the city’s 9 domestic well sites. • New systems require less maintenance, have fewer parts, and are more reliable. • Existing systems (Miox) are 10+ years old and have reached their end of useful life. • Ensures clean, safe, and reliable drinking water that meets federal regulations. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Annual $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Annual 76 Complete rebuild of the City’s Grand Ave booster pump station. • Provides backup water supply to the OTS water system during peak demand. • Originally constructed in the 1980’s, the station is outdated. • Project includes: new piping, valves, meter, security wall and lighting. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $29,000 $29,000 $29,000 $29,000 $29,000 $29,000 77 Water pressure and distribution in most communities is maintained via steel water storage tanks, which operate relatively maintenance and trouble free for extended multi-year periods. However, the time comes when gradual corrosion, or even ‘loss-of-curb’ appeal, can result in this mostly ‘passive’ infrastructure requiring upgrades. Therefore, a rehabilitation program should be designed to ensure asset preservation, process water quality improvements, and operator safety. The City has a total of 10 water storage tanks within the water distribution system. This project is to rehab one storage tank. Through operations, all 10 tanks will be thoroughly inspected by the end of fiscal year 17/18 and a prioritized schedule will be developed for the remaining tanks. This maintenance program will prolong the tanks useful life and ensure high quality, safe, and reliable drinking water is provided to the public. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Fund Funding Source: Design Land Equipment Buildings Improvements 53Water Total Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 Annual $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 Annual 78 Multi-year program to upgrade air conditioning units at the City’s well sites. • Proper cooling is vital to maintain efficient operation of each well site and extend the life of existing electrical equipment. • New units will be more energy efficient and reliable. • Styles consist of wall mount, package, terminal and cabinet type air conditioners. • Program will systematically replace all units based on age and condition over a period of 8 years. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 Annual $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 Annual 79 Building repairs needed at two of the City's well sites (Sunnyvale & Cottonwood). Corrosion of the block walls due to the use of sodium chloride during onsite generation of Chlorine has caused significant structural damages. The repairs would include replacing the damaged block walls and coating the new walls with a sealant that will prevent future damage CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Fund Funding Source: Design Land Equipment Buildings 53Water Improvements Total Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 5 YEAR TOTAL PROJECT TOTAL $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 80 FY 22/23 • Upgrade the remaining 5 well sites with new PLC’s (programmable logic control). • PLC’s control the critical functions which include: • Automated pump operations • System monitoring and alarms (SCADA) • Automated control of system pressures and water storage levels • Existing PLC’s are 17 plus years old, reached their end of life, and considered obsolete. • Once the project is complete, all 9 of the city’s domestic well sites will be upgraded. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 81 Construction of a waterline connection to the City’s distribution system to provide emergency backup water supply to the Dysart irrigation system. Project includes: • 8” waterline tap & connection • Backflow prevention assembly • Mag meter • Control valves • Traffic control & testing CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 82 Security improvements needed at the Dysart irrigation well site. Project will increase security, provide visual appeal, and reduce site noise. Design will match other City well sites. Project includes: • Removal of existing chain link fence • Construction of a CMU 8’ bock wall • Steel sliding gates and door way • Security lighting & signage CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $27,000 $27,000 $27,000 $27,000 $27,000 $27,000 83 Request to modify existing Miscellaneous Capital budget of $10,000 per year to a onetime budget of $100,000 in FY 20/21 to complete well maintenance. Well maintenance includes video inspection, brushing and bailing (well casing cleaning), repair and/or replacement of column piping, repair and/or replacement of well pump and motor. Preventive maintenance will be scheduled every 10 years. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Fund Funding Source: 53WATER FY 18/19 FY 19/20 Fees Total 84 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 Upgrade to the existing well discharge piping at the Dysart irrigation well site. Existing piping is approximately 40 years old and is in poor structural condition. New piping will ensure proper operation and accurate metering of the well. Project upgrades include piping and all associated fittings, check valves, electromagnetic meter and air release valve . CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 85 Replacement of a 2008 Doosan forklift (unit # 9150) • Needed for moving sludge bins and pulling pumps at the WRF. • Current forklift is undersized and under-equipped. • New forklift will allow staff to safely pull any pump. • Eliminates outsourcing costs. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding FY 18/19 Source: 54SEWER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $50,000 $50,000 $50,000 $50,000 86 $50,000 $50,000 Request replaces 1996 Vactor combination sewer cleaning truck (unit # 8698) • Used to clean the City’s sewer system, respond to emergency blockages, and excavation for complex water system repairs. • Vehicle is 22 years old, has over 200,000 miles, and has reached its end of useful life. • Will be replaced with a more compact and efficient Vac-Con truck. • Grant funding for this vehicle is being pursued. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding FY 18/19 Source: 54SEWER FY 19/20 Fees Buildings Improvements Total 87 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 This project is a multi-year program to upgrade and/or replace critical wastewater process equipment which include the following: pumps, motors, blowers, centrifuge, belt press, filters, decanters, aerators, disinfection systems, VFD's, and PLC's. Process equipment is essential to operate the WW Reclamation Facility. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL 54 – Fees Sewer $180,000 $180,000 $180,000 $180,000 $180,000 $900,000 Annual $180,000 $180,000 $180,000 $180,000 $180,000 $900,000 Annual 88 Replacement of approximately 500 feet of 8” sewer main on W. Sahuaro Drive. Improper compaction during original construction has caused the sewer main to settle resulting in 120’ of low areas (sag) and 280 feet of insufficient slope. Project includes One (1) new manhole , 500 feet of new 8” SDR-35 sewer pipe, residential lateral connections and pavement restoration. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 54SEWER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 89 Motor controls upgrade at the City’s Brisas sewer lift station. Original controls were installed during construction of the station in 2001. Electrical components are now 17 years old and have reached end of useful life. New controls and software will increase the stations efficiency and reliability. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $65,000 $65,000 $65,000 $65,000 $65,000 $65,000 90 Replacement of packing media for two odor scrubbers units at the WRF. Odor control is necessary to maintain environmental compliance. Existing media is 17 years old and is losing effectiveness. Manufacturer (US Filters) recommends replacement every 15 years. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR PROJECT TOTAL TOTAL $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Annual $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 Annual 91 Design phase of an expansion of the Wastewater Reclamation Facility to meet wastewater demands. Design is required when the existing plant daily processing reaches 80% of capacity. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 54 – Fees Sewer FY 18/19 FY 19/20 FY 20/21 FY 21/22 5 YEAR TOTAL PROJECT TOTAL $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 92 FY 22/23 Northern Avenue is to be widened into an expressway/parkway configuration. Northern Parkway is to be widened as a road of regional significance. Costs include Design Concept Report, design, ROW acquisition, and construction shared between project partners El Mirage, Glendale, Peoria, Maricopa County, and MAG. Regional funding extends beyond the current five year CIP. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 56Capital Streets FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL Taxes $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $7,974,500 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $7,974,500 93 CAPITAL ITEMS BY DEPARTMENT FY23/24 – FY25/26 IT – Replacement of 6 Firewalls $30,000 IT – Replacement of 4 Servers $30,000 HURF – MAG Funded Street Sweeper $250,000 Engineering – Vehicle Replacement (2) $60,000 CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Fund Funding Source: 10General IT 10General HURF 21HURF ENGINEERING 53Water Taxes Department IT Total 3 YEAR TOTAL PROJECT TOTAL $30,000 $30,000 $30,000 Taxes $30,000 $30,000 $30,000 Grants $250,000 $250,000 $250,000 $60,000 $60,000 $310,000 $310,000 Fees FY 23/24 FY 24/25 $60,000 $60,000 $310,000 94 FY 25/26 Glossary Accrual Basis A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent Adoption Formal action by the City Council to approve a document (Budget; Capital Improvements Plan; etc.) for the fiscal year Appropriation Specific amount of monies authorized by the City Council for the purposes of incurring obligations and acquiring goods and services Assessed Valuation A value set upon real property by the County Assessor for the purpose of levying property taxes Base Budget The ongoing expense for personnel, contractual services, commodities, and the replacement of equipment to maintain service levels previously established by the City Council Bonds A certificate of debt guaranteeing a payment of a specified amount of money by a specified future date Budget Financial plan of estimated expenditures and anticipated resources adopted for a specific period of time outlining a plan for achieving Council goals and objectives Capital Items Non-consumable items with a useful life of more than one year and an initial individual price exceeding $5,000 Capital Projects Budget Cash Basis The expenditures of revenues for major capital projects and items such as city buildings, parks, acquisition of land, major street construction and reconstruction, water and sewer lines and any other project which adds to the capital assets or infrastructure of the City A basis of accounting in which transactions are recognized only when cash is increased or decreased 95 CIP Capital Improvements Plan Contingency Monies which have not been allocated to any specific purpose and may only be utilized in conjunction with Council notification Capital Projects Funds Debt Service This fund accounts for resources providing for the acquisition or construction of all capital facilities and items Principal and interest payments on borrowed funds such as bonds Debt Service Funds Used to account for the accumulation of resources for, and the payment of, general long-term debt, principal and interest Encumbrance Accounting concept that recognizes a commitment to expend resources in the future Enterprise Fund Used to account for the business-type activities of a government. These are activities which are financed and operated in a manner where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges Estimated Revenue The amount of projected revenue to be collected during the fiscal year Expenditure Expenditure Limitation Represents a decrease in fund resources for the acquisition of goods or services An amendment to the Arizona State Constitution that limits annual expenditures of all municipalities. The Economic Estimates Commission sets the limit based upon population growth and inflation. F.T.E. Full Time Equivalent – 2080 hours worked equates to 1.0 full time equivalent position Fiscal Year Any period of twelve consecutive months that establishes the beginning and the ending of financial transactions. For the City of El Mirage this period begins July 1 and ends June 30 Fund A set of self-balancing accounts that record revenues and 96 Fund Balance General Fund expenditures associated with specific activities Carry over funds due to actual revenues exceeding actual expenditures The fund used to measure all financial transactions of the municipality except those required by law or agreement to be accounted for in another fund. The general fund is the primary operating fund of the City. General Obligation Type of bond backed by full faith and credit of the City (G.O.) Bond Grant A contribution by the State or Federal government or other organization to support a particular function Highway User Revenue Fund (HURF) This revenue source consists of state taxes collected on gasoline, vehicle licenses, and a number of other additional transportation related fees. These funds must be used for street and highway purposes Infrastructure Facilities on which the continuance and growth of a community depend on such as roads, water lines, sewers, public buildings, parks, airports, etc Intergovernmental Revenue received from other governmental agencies (e.g., State Revenue (Shared) Sales Tax, State Income Tax, gasoline tax, motor vehicle license) Long Term Debt Debt with a maturity of more than one year after the date of issuance Maintenance and Operation (M&O) Costs The day-to-day operating and maintenance cost of a municipality including such things as personnel, gas, electric utility bills, telephone expense, reproduction costs, postage and vehicle maintenance Objectives A desired outcome that is measurable and that can be achieved within a specific time frame Operating Budget A budget for the delivery of ongoing City services, to include expenditures such as personal services, contractual services, commodities, and operating capital items Primary Property Tax A limited tax levy used for general government operations. State statute restricts the total levy to a 2% annual increase plus an increase for any new construction and / or annexation 97 Property Tax Rate The amount of tax levied for each $100 of assessed valuation Reserves Money that has been set aside in the event of revenue shortfalls Resources Total monies available for appropriation purposes to include revenues, fund balances, transfers and other financing services (i.e., bond proceeds) Revenue Bond Bonds that are backed by revenues from a specific system (i.e., Water and Sewer Revenue Bonds are payable from water and sewer revenues) Revenue Resources achieved from taxes, user charges/fees, and other levels of government ROW Right of Way Secondary Property Voter approved tax levy which can only be used to retire general Tax bonded debt obligations Special Revenue Funds Used to record the receipt of funding from specific revenue sources (other than special assessments, trusts, or major capital projects) that are legally restricted to expenditure for specific purposes Tax Levy The total amount to be raised by general property taxes for purposes specified in the Tax Levy ordinance Transfer An inter-fund transaction where one fund contributes resources to another fund where the resources are expended 98