Fiscal Years 2020 – 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 Capital Project Definition............................................................................................................. 13 Financial Analysis ........................................................................................................................ 14 Needs Assessment.......................................................................................................................... 17 Evaluation Criteria ....................................................................................................................... 18 Plan Implementation ..................................................................................................................... 19 Summary and Detail Sheets .......................................................................................................... 19 Revenue Estimates and Fund Balance Summary .......................................................................... 20 Citywide Totals ............................................................................................................................. 24 Capital Improvements Plan Summary .......................................................................................... 26 Capital Improvements Plan Detail ............................................................................................... 32 Glossary ...................................................................................................................................... 120 Team Members Alexis Hermosillo Roy Delgado Monica Dorsey Anita Norton Lynn Selby David Shapera Donna Winston 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-19-06-15 submitted for Council approval June 4th, 2019 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 35,670 according to the 2018 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 protect and enhance the quality of life through leadership, partnerships, and the efficient delivery of outstanding service to our diverse community. 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, Microsoft, EPCOR, Interstate 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 fire station, police station, Northwest Valley Family YMCA facility, and a City Hall, are among the City’s most ambitious projects recently constructed 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, Contech Engineered Solutions, Southwest Steel, Riley Industrial, and Southwest Concrete 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 Dysart High School Parks Sons Of Sun City Inc BNSF Railway Co Somerset Landscape Sutter Masonry Inc Look Trailers Riverview Elementary Thompson Ranch Elementary Surprise Elementary El Mirage Elementary School Food City Keven’s Landscaping Co R&S Supply Services Sun City Awning Riley Industrial Phoenix Door EPCOR Master Block Employees 235 193 141 136 123 122 100 97 79 74 73 70 68 51 49 48 31 30 27 26 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 ramadas, 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. Governing Structure. Like most Arizona cities and towns, El Mirage operates under a councilmanager 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 15 funds, 20 departments, and approximately 200 employees. She also oversees a $94 million budget that provides a full range of 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 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. 4 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. 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. Today, Council’s goals are incorporated into strategic priorities. The Council strategic priorities and the CIP are intended to make the City more attractive to commercial development. As part of the CIP, the City developed a five-year financial projection. The CIP is 5 revised each year, based on Council strategic priorities 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 started converting this property to commercial and industrial uses. Three recently approved projects include EPCOR Water, a 13,743 SF building, Cives Steel a 50,000 SF building (with planned expansion), and Microsoft a 254,000 SF data center (with planned expansion). Conceivably, the development of the approximately 1,400 acre rail served property known as Northern Parkway Logistics Park, formerly Center Point Logistics Park, may take years to complete because of the sheer size of the project. In addition to Northern Parkway 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. One such infill project is Garrett-Walker Homes (“GWH”) who began building single family residential at the northeast corner of Grand Avenue and Thompson Ranch Road in El Mirage. The development will consist of 156 single family residential lots on 39.71 acres, for a density of 3.92 du/ac, and approximately 5.81 acres for future retail uses. 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 General Fund reserve of $8 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. These 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. 6 • The Capital Improvements Plan shall include the following: o A statement of the objectives of the Capital Improvements Plan o An estimate of each project’s/acquisition’s useful life o An estimate of each project’s/acquisition’s capital costs o An evaluation of potential funding sources for each project/acquisition o 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. 7 • 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 roadway 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. 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. MAG will provide 70% funding up to approximately $5.9 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 Alexis Hermosillo Alexis Hermosillo is the Mayor of the City of El Mirage. As a proud fourth-generation El Mirage resident, Alexis is passionate about her community. Through her commitment to serve the public, she has worked for the largest public transportation company in Maricopa County, was the manager of a radio network under the Cesar Chavez Foundation, and worked for the U.S. House of Representatives as a District Representative for Arizona Congressional District 3. Alexis holds a Master’s degree in Journalism and a Bachelor’s degree in Interdisciplinary Arts and Performance, both from Arizona State University. Alexis is currently pursuing her doctoral degree in Organizational Leadership from Grand Canyon University. Alexis is committed to the empowerment of women. She serves on the Board of the YWCA of Metropolitan Phoenix, and has worked with the Hispanic Women’s Corporation, supporting their national youth initiatives. Alexis also believes that investing in today’s youth is an investment in our future. She has dedicated herself to engaging and motivating Latino youth through leadership development programs with various organizations, such as Unidos US (National Council of La Raza). Vice Mayor 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. 9 Councilmember Monica Dorcey Monica Dorcey was born and raised in rural Wayne, Nebraska, one of nine siblings. After graduating from Briar Cliff University in Sioux City, IA, she worked in the independent adjusting business for 27 years, and in 2003 she went to work as a Senior Claim Representative for Farmers Insurance Group, moving to El Mirage with her daughter, Ashley. Monica is a member of Santa Teresita parish and has served in several ministries over the years. Monica is now retired but continues to be involved in a number of non-profit organizations with a primary emphasis on children and their education, but also fostering the growth and development of El Mirage. She has served in a number of roles as a volunteer for the City of El Mirage. This work includes: Served on the Planning and Zoning Commission since 2013 and is currently the Chairperson. Served on the Judicial Review Committee from 2012—2017. • Named El Mirage Citizen of the Year in 2012. • Served on the planning committee for the El Mirage HOA training presented in 2016-2017. • President of the Northwest Valley YMCA Advisory Board, serving on the Board since 2014. • Treasurer of the Dysart Education Foundation Board and Scholarship Committee, active • Treasurer of Arizona Career Pathways, 2011—present. • President of the West Valley Neighborhoods Coalition. Councilmember 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 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. 10 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 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 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. 11 Councilmember Donna Winston Donna is a native Arizonan and grew up on the west side. She graduated from ASU, Magna Cum Laude and double majored in Criminal Psychology and Communication. She is married to Dr. Joshua Winston, DVM, has four children, two granddaughters and a new grandson. She bought her first brand new home in Rancho El Mirage and has lived here for 18 years. Donna has worked for Maricopa Community Colleges since 1996 and is currently a Senior Administrative Assistant at the District Office. Along with her duties there, she has been an employee advocate leader for the last 18 years which included writing employee policy along with helping Maricopa Community College employees. Through this advocacy work for employees, Donna was asked to start the public employee sector of AZ Conference of Police and Sherriff (AZCOPS), called “Maricopa Employees”. She is currently the President of this non-profit group and proudly leads her board by navigating public employees through processes and policies of their organization. Donna and her husband Dr. Winston own two animal hospitals, one in Sun City West and the other in Glendale. Their two eldest sons are Veterans in the U.S. Military and are very dedicated to military personnel and their families. Because of this, they do not charge office visit fees at either of the animal hospitals. Donna is also a wedding planner and owns her business “By Invitation Only”. Donna believes in giving back to her community and has been extremely involved in volunteerism since she was a very young girl. She was the Family Readiness Group Leader for almost five years for her youngest son’s Army Battalion. She served on the Executive Board of “The Single Mom Foundation” and taught a ten week course called “The Road to Self Reliance”. She currently sits on the Executive Board of “Don’t Leave Me.org” which started off as a civic engagement project for college students which brings awareness to the dangers of leaving pets in hot cars. One of Donna’s goals for the City of El Mirage is to partner with not only our local businesses but with our sister cities around us to build a stronger economy throughout our community. She would like to utilize these connections to support Education, Police and Fire in our own neighborhoods to secure a safer, better future for El Mirage citizens. LIST OF APPOINTED CITY OFFICIALS City Manager – J. Crystal Dyches City Attorney – Pierce Coleman PLLC City Clerk – Sharon Antes City Magistrate – Monte Morgan 12 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. Financial Analysis. Examined the City’s recent revenues, expenditures, current debt, and bonding capacity. 2. Needs Assessment. Future needs were outlined by the Council and Department Heads. 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. 13 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. 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. 14 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. 15 CIP 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 budget and bond fund balances. 2. Most revenues are projected to increase 2% 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 budget. 3. Most expenditures are projected to increase 3% per year. a. Exceptions exist in: i. Personnel costs are projected to increase 5% per year. ii. One new position per year has been added to the General Fund. iii. Water, Sewer and Sanitation are based on the most recent rate study. iv. CDBG and Dial-A-Ride expenses match revenue estimates. v. Photo Enforcement is being closed out. vi. Debt Service is based on actual schedules for expenditures. vii. Capital Streets debt service is per bond schedules and will be paid off at the call date. viii. Special Project expenditures are flat. b. Current year expenditures are based on the budget less capital. 4. Bond proceeds and repayments are identified in the Capital Streets Fund to keep the City on track with the construction of major roads. 5. Capital is from the summary sheets included in this document. a. Current year capital does not reflect carryforward projects from the prior budget. 6. 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 both the Debt Service Fund and the Special Projects Fund. d. The assumption that the General Fund will cover negative balances in all funds except the utility funds. 7. Reserves are based on Council adopted policies and the rate study. a. Staff recommends increasing from $6 million to 25% of expenditures ($8million). 16 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). 17 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. 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 2019-2020 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. Conclusion and Acknowledgments I am pleased to present the City Council with a fully funded Capital Improvements Plan that focuses City resources on achieving Council goals and objectives while maintaining and augmenting community infrastructure. I would like to thank City Staff for their efforts, hard work, and countless hours spent preparing this document for the Council’s consideration. Respectfully submitted to the Mayor and Council of the City of El Mirage by: J. Crystal Dyches, City Manager 19 20 Reserve Ending Balance Beginning Balance Revenues (1) Bond Proceeds Expenditures (2) Debt Service Capital Transfers In/(Out) Subtotal Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal Reserve Ending Balance (EB) Beginning Balance Revenues (1) Expenditures (2) Bond Proceeds Capital Transfers In/(Out) Subtotal 53 21 10 2,958,000 7,754,000 FY19-20 13,180,500 11,156,000 0 5,589,000 1,691,000 3,683,500 (2,661,000) 10,712,000 0 0 FY19-20 11,000 2,350,000 1,690,000 1,532,000 861,000 0 8,000,000 10,600,500 FY19-20 27,676,500 22,775,000 22,280,000 (164,000) 1,215,000 (8,192,000) 18,600,500 3,006,000 6,846,500 FY20-21 10,712,000 11,591,000 0 5,782,000 1,330,000 2,677,500 (2,661,000) 9,852,500 0 0 0 2,397,000 1,350,000 897,000 (150,000) 0 FY20-21 8,000,000 10,445,000 FY20-21 18,600,500 23,231,000 23,360,000 0 892,000 865,500 18,445,000 3,058,000 5,943,500 FY21-22 9,852,500 9,619,000 0 5,992,000 1,330,000 487,000 (2,661,000) 9,001,500 0 0 0 2,445,000 1,390,000 937,000 (118,000) 0 FY21-22 8,000,000 10,648,000 FY21-22 18,445,000 23,696,000 24,500,000 0 1,082,000 2,089,000 18,648,000 8,000,000 9,599,000 3,168,000 3,708,500 3,226,000 2,251,500 FY24-25 6,876,500 9,649,000 0 6,675,000 1,330,000 382,000 (2,661,000) 5,477,500 Water FY22-23 FY23-24 9,001,500 8,046,500 9,629,000 9,639,000 0 0 6,212,000 6,439,000 1,329,000 1,327,000 382,000 382,000 (2,661,000) (2,661,000) 8,046,500 6,876,500 3,112,000 4,934,500 0 0 0 0 0 2,595,000 1,550,000 1,100,000 55,000 0 FY24-25 8,000,000 5,677,000 FY24-25 17,599,000 25,146,000 28,240,000 0 680,000 (148,000) 13,677,000 0 0 FY22-23 HURF FY23-24 0 0 2,494,000 2,544,000 1,440,000 1,490,000 904,000 850,000 (150,000) (204,000) 0 0 8,000,000 10,469,000 General Fund FY22-23 FY23-24 18,648,000 18,469,000 24,170,000 24,653,000 25,690,000 26,940,000 0 0 763,000 723,000 2,104,000 2,140,000 18,469,000 17,599,000 REVENUE ESTIMATES FOR CAPITAL IMPROVEMENT PLAN 8,000,000 9,599,000 8,000,000 1,065,500 0 0 0 0 3,287,000 1,337,500 3,168,000 3,708,500 3,287,000 1,337,500 FY26+ 5 YR Summary FY 26+ Summary 5,477,500 13,180,500 13,180,500 9,659,000 51,634,000 70,942,000 0 0 0 6,921,000 30,014,000 43,610,000 548,000 7,007,000 8,885,000 382,000 7,612,000 8,376,000 (2,661,000) (13,305,000) (18,627,000) 4,624,500 6,876,500 4,624,500 0 0 5 YR Summary FY 26+ Summary 0 11,000 11,000 2,647,000 12,230,000 17,472,000 1,600,000 7,360,000 10,510,000 850,000 5,120,000 7,070,000 (197,000) 239,000 97,000 0 0 0 FY26+ 8,000,000 1,065,500 FY26+ 5 YR Summary FY 26+ Summary 13,677,000 27,676,500 27,676,500 25,649,000 118,525,000 169,320,000 29,610,000 122,770,000 180,620,000 0 (164,000) (164,000) 760,000 4,675,000 6,115,000 109,500 (993,500) (1,032,000) 9,065,500 17,599,000 9,065,500 21 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal Reserve Ending Balance Beginning Balance Revenues (1) Bond Proceeds Expenditures (2) Debt Service Capital Transfers In/(Out) Subtotal Reserve Ending Balance Beginning Balance Revenues (1) Bond Proceeds Expenditures (2) Debt Service Capital Transfers In/(Out) Subtotal 14 52 54 0 0 FY19-20 124,000 335,000 800,000 0 341,000 0 261,000 777,000 FY19-20 1,022,000 1,604,000 0 1,232,000 0 0 (356,000) 1,038,000 1,772,000 2,928,500 FY19-20 4,069,500 3,266,000 0 1,620,000 33,000 795,000 (187,000) 4,700,500 0 0 0 342,000 824,000 0 482,000 0 FY20-21 267,000 751,000 FY20-21 1,038,000 1,606,000 0 1,270,000 0 0 (356,000) 1,018,000 1,787,000 3,101,500 FY20-21 4,700,500 3,270,000 0 1,682,000 33,000 1,180,000 (187,000) 4,888,500 0 0 0 349,000 849,000 0 500,000 0 FY21-22 274,000 688,000 FY21-22 1,018,000 1,608,000 0 1,308,000 0 0 (356,000) 962,000 1,803,000 3,700,500 FY21-22 4,888,500 3,274,000 17,000,000 1,749,000 33,000 17,690,000 (187,000) 5,503,500 0 0 0 0 Municipal Court FY22-23 FY23-24 0 0 356,000 363,000 874,000 900,000 0 0 518,000 537,000 0 0 287,000 448,000 0 0 0 370,000 927,000 0 557,000 0 FY24-25 294,000 267,000 FY24-25 735,000 1,614,000 0 1,432,000 0 0 (356,000) 561,000 Sanitation FY22-23 FY23-24 962,000 868,000 1,610,000 1,612,000 0 0 1,348,000 1,389,000 0 0 0 0 (356,000) (356,000) 868,000 735,000 280,000 588,000 1,857,000 6,033,500 FY24-25 6,988,500 3,285,000 0 1,963,000 33,000 200,000 (187,000) 7,890,500 1,838,000 5,150,500 1,820,000 4,243,500 Sewer FY22-23 FY23-24 5,503,500 6,063,500 3,277,000 3,281,000 0 0 1,817,000 1,889,000 33,000 33,000 680,000 247,000 (187,000) (187,000) 6,063,500 6,988,500 REVENUE ESTIMATES FOR CAPITAL IMPROVEMENT PLAN 1,838,000 5,150,500 1,876,000 6,836,500 0 0 0 377,000 955,000 0 578,000 0 FY26+ 301,000 44,000 301,000 44,000 0 0 0 0 5 YR Summary FY 26+ Summary 124,000 124,000 1,745,000 2,492,000 4,247,000 6,129,000 0 0 2,378,000 3,513,000 0 0 287,000 448,000 FY26+ 5 YR Summary FY 26+ Summary 561,000 1,022,000 1,022,000 1,616,000 8,040,000 11,270,000 0 0 0 1,476,000 6,547,000 9,455,000 0 0 0 0 0 0 (356,000) (1,780,000) (2,492,000) 345,000 735,000 345,000 1,876,000 6,836,500 FY26+ 5 YR Summary FY 26+ Summary 7,890,500 4,069,500 4,069,500 3,289,000 16,368,000 22,942,000 0 17,000,000 17,000,000 2,042,000 8,757,000 12,762,000 33,000 165,000 231,000 20,997,000 205,000 20,592,000 (187,000) (935,000) (1,309,000) 8,712,500 6,988,500 8,712,500 22 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 31 16 15 0 0 0 500,000 0 500,000 0 0 FY19-20 0 0 FY19-20 167,000 105,000 122,000 0 (150,000) 0 0 473,500 FY19-20 1,058,500 75,000 110,000 550,000 0 473,500 0 0 0 0 0 0 0 0 0 0 0 350,000 0 350,000 0 0 FY20-21 FY20-21 0 440,500 FY20-21 473,500 77,000 110,000 0 0 440,500 0 0 0 0 0 0 0 0 0 0 0 350,000 0 350,000 0 0 FY21-22 FY21-22 0 409,500 FY21-22 440,500 79,000 110,000 0 0 409,500 0 343,500 0 0 0 0 0 0 0 350,000 0 350,000 0 0 FY24-25 CDBG FY23-24 0 0 350,000 350,000 0 0 350,000 350,000 0 0 0 0 0 0 0 0 0 0 0 0 FY22-23 FY24-25 0 308,500 0 0 0 0 Photo Enforcement FY22-23 FY23-24 0 0 0 0 0 0 0 0 0 0 0 0 0 380,500 Municipal Court Enhancement FY22-23 FY23-24 FY24-25 409,500 380,500 343,500 81,000 83,000 85,000 110,000 120,000 120,000 0 0 0 0 0 0 380,500 343,500 308,500 REVENUE ESTIMATES FOR CAPITAL IMPROVEMENT PLAN FY26+ FY26+ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 275,500 0 275,500 0 0 0 0 0 0 5 YR Summary FY 26+ Summary 0 0 1,900,000 2,250,000 0 0 1,900,000 2,250,000 0 0 0 0 0 0 5 YR Summary FY 26+ Summary 167,000 167,000 105,000 105,000 122,000 122,000 0 0 (150,000) (150,000) 0 0 0 343,500 FY26+ 5 YR Summary FY 26+ Summary 308,500 1,058,500 1,058,500 87,000 395,000 567,000 120,000 560,000 800,000 0 550,000 550,000 0 0 0 275,500 343,500 275,500 23 Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal Beginning Balance Revenues (1) Bond Proceeds Expenditures (2) Debt Service Capital Transfers In/(Out) Subtotal Ending Balance Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal FY19-20 42,000 95,000 137,000 0 0 0 23 0 0 FY19-20 5,032,000 50,000 (491,500) 19,000 341,500 14,344,000 10,114,000 0 0 204,000 191,000 FY19-20 407,000 2,040,000 2,152,000 0 100,000 395,000 56 41 0 0 0 97,000 97,000 0 0 0 FY20-21 0 7,630,000 (8,580,000) 0 322,500 500,000 1,772,500 0 0 FY20-21 204,000 179,000 FY20-21 395,000 2,040,000 2,152,000 0 100,000 383,000 0 0 0 99,000 99,000 0 0 0 FY21-22 0 0 0 0 0 500,000 500,000 0 0 FY21-22 204,000 167,000 FY21-22 383,000 2,040,000 2,152,000 0 100,000 371,000 204,000 143,000 0 0 0 0 Dial-A-Ride (LTAF) FY22-23 FY23-24 0 0 101,000 103,000 101,000 103,000 0 0 0 0 0 0 Capital Streets FY22-23 FY23-24 0 0 0 0 0 0 0 0 0 0 500,000 500,000 500,000 500,000 0 0 0 0 204,000 155,000 Debt Service FY22-23 FY23-24 371,000 359,000 2,040,000 2,040,000 2,152,000 2,152,000 0 0 100,000 100,000 359,000 347,000 0 0 0 105,000 105,000 0 0 0 FY24-25 0 0 0 0 0 2,500,000 2,500,000 0 0 FY24-25 204,000 131,000 FY24-25 347,000 2,040,000 2,152,000 0 100,000 335,000 REVENUE ESTIMATES FOR CAPITAL IMPROVEMENT PLAN 0 0 0 107,000 107,000 0 0 0 FY26+ 0 0 0 0 0 2,474,500 2,474,500 0 0 FY26+ 204,000 119,000 204,000 119,000 0 0 0 0 5 YR Summary FY 26+ Summary 42,000 42,000 495,000 707,000 537,000 749,000 0 0 0 0 0 0 5 YR Summary FY 26+ Summary 5,032,000 5,032,000 7,680,000 7,680,000 (9,071,500) (9,071,500) 19,000 19,000 664,000 664,000 16,344,000 21,318,500 13,386,500 18,361,000 0 0 0 0 204,000 143,000 FY26+ 5 YR Summary FY 26+ Summary 335,000 407,000 407,000 2,040,000 10,200,000 14,280,000 2,152,000 10,760,000 15,064,000 0 0 0 100,000 500,000 700,000 323,000 347,000 323,000 24 Citywide Total Beginning Balance Revenues (1) Expenditures (2) Debt Service Bond Proceeds Capital Transfers In/(Out) Subtotal Reserve Ending Balance Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal Reserve Ending Balance Beginning Balance Revenues (1) Expenditures (2) Capital Transfers In/(Out) Subtotal 73 28 FY19-20 52,825,000 55,797,000 46,717,000 2,065,500 (655,500) 23,264,500 0 35,919,500 13,195,000 22,724,500 0 0 0 11,421,000 10,906,000 645,000 130,000 0 FY19-20 0 0 FY19-20 35,000 25,000 60,000 0 0 0 FY20-21 35,919,500 62,557,000 46,687,000 1,685,500 (8,580,000) 6,496,500 0 35,027,500 13,264,000 21,763,500 0 0 0 9,900,000 10,000,000 0 100,000 0 FY20-21 0 0 0 26,000 60,000 0 34,000 0 FY20-21 FY21-22 35,027,500 53,486,000 48,209,000 1,363,000 17,000,000 21,046,000 0 34,895,500 13,339,000 21,556,500 0 0 0 9,900,000 10,000,000 0 100,000 0 FY21-22 0 0 0 27,000 60,000 0 33,000 0 FY21-22 FY22-23 34,895,500 54,036,000 49,804,000 1,362,000 0 3,579,000 0 34,186,500 13,416,000 20,770,500 0 0 FY23-24 34,186,500 54,597,000 51,482,000 1,360,000 0 3,052,000 0 32,889,500 13,497,000 19,392,500 0 0 FY24-25 32,889,500 55,169,000 53,234,000 1,363,000 0 5,212,000 0 28,249,499 13,581,000 14,668,499 0 0 0 9,900,000 10,000,000 0 100,000 0 Special Projects FY22-23 FY23-24 0 0 9,900,000 9,900,000 10,000,000 10,000,000 0 0 100,000 100,000 0 0 FY24-25 0 0 0 30,000 70,000 0 40,000 0 FY24-25 0 0 0 0 Police Towing FY22-23 FY23-24 0 0 28,000 29,000 60,000 60,000 0 0 32,000 31,000 0 0 REVENUE ESTIMATES FOR CAPITAL IMPROVEMENT PLAN 0 0 0 0 0 0 5 YR Summary FY 26+ Summary 0 0 51,021,000 70,821,000 50,906,000 70,906,000 645,000 645,000 530,000 730,000 0 0 0 0 5 YR Summary FY 26+ Summary 35,000 35,000 135,000 196,000 300,000 440,000 0 0 130,000 209,000 0 0 FY26+ 5 YR Summary FY 26+ Summary 28,249,500 52,825,000 52,825,000 55,402,000 280,473,000 391,044,000 55,053,000 242,898,999 351,186,000 581,000 7,836,000 9,780,000 0 7,764,500 7,764,500 4,671,500 57,438,000 67,321,500 0 0 0 23,346,000 32,889,500 23,346,000 13,668,000 13,497,000 13,668,000 9,678,000 19,392,500 9,678,000 0 0 0 9,900,000 10,000,000 0 100,000 0 FY26+ 0 0 0 31,000 70,000 0 39,000 0 FY26+ SOURCE FY19-20 Bonds $ Unfunded 3,292,500 Fees 1,736,000 Developer 13,934,000 Taxes/Grants 500,000 CDBG 645,000 Grants 1,532,000 HURF HURF/Grants 1,625,000 Taxes Total $ 23,264,500 FY20-21 1,852,000 2,005,500 350,000 897,000 1,392,000 $ 6,496,500 $ FY21-22 17,000,000 1,177,000 692,000 350,000 937,000 890,000 $ 21,046,000 $ CAPITAL TOTALS BY FUNDING SOURCE 25 FY22-23 979,000 350,000 850,000 873,000 $ 3,052,000 $ FY23-24 932,000 350,000 250,000 850,000 2,830,000 $ 5,212,000 $ FY26+ 937,000 850,000 2,884,500 $ 4,671,500 $ Five Year Balance to Total Complete Project Project Total $ $ $ 17,000,000 17,000,000 8,587,500 1,869,000 10,456,500 3,741,500 3,741,500 14,656,000 14,656,000 1,900,000 350,000 2,250,000 645,000 250,000 895,000 5,120,000 1,700,000 6,820,000 5,788,000 5,714,500 11,502,500 67,321,500 $ 57,438,000 $ 9,883,500 $ CITY OF EL MIRAGE CAPITAL IMPROVEMENTS PLAN SUMMARY Fund # Dept 10 Administration 10 Administration 10 Administration 10 Bldg Safety 10 ComDev 10 Engineering 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 Facilities Facilities Facilities Facilities Facilities Finance Finance Fire Fire Fire Fire IT IT IT IT IT IT IT IT IT IT IT IT IT IT IT Parks Parks Parks Parks Parks Police Police Police Police Police Project # 62001 62002 62004 62006 62007 62008 62009 62010 62012 62013 62015 62016 62024 62025 62026 62027 62032 62035 62036 62039 62040 62041 62042 62043 62044 Funding Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes/Grants Taxes/Grants Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes Taxes/Grants Taxes/Grants Taxes Taxes Taxes Taxes Taxes Page # Project 32 Office Remodel - Additional Workspace 33 Senior Center Remodel 34 Vehicle Replacement Program - Administration 35 Staff Vehicle 36 Parking lot at Thunderbird Rd 37 Vehicle Replacement Program - Engineering/Community Development 38 HVAC Replacement Program 39 Building Acess Control Upgrade - Facilities Division 40 Court Security Remodel Project 41 Library Renovations 42 Vehicle Replacement Program - Facilities Division 43 Caselle Advantage Software for Budgeting and Reporting 44 Copier Replacement 45 Portable Radios 8 Replace & 4 New 46 Posi3 Machine - Replacement 47 2 Thermal Imaging Cameras - Replacement 48 Replacement Vehicle - Fire Engine 49 Replacement of Core Network Switch - City Hall 50 Replacement of Core Network Switch - Police Dept 117 Replacement of Firewalls (6) 117 Replacement of Servers (4) 51 Security Information and Event Mgmt Solution 52 Backup Infrastructure Replacement 117 City Hall Server Replacements (3) 53 Council Chambers Video Enhancements 54 Fire Department Server Replacement 55 Gateway Conference Room Audio\Video Enhancements 56 Police Department Server Replacements 57 Public Works Server Replacement 58 Replacement of Phone System Servers (3) 59 Storage Area Network (SAN) Replacement 60 Vehicle Replacement Program - Information Technology 61 Parks Equipment Replacement 62 Vehicle Replacement Program - Parks Division (changed) 63 Play Ground Equipment Replacement - Pocket Parks 64 Basketball Court Resurfacing 65 Playground Equipment Replacement - Gentry Park 66 Vehicles (modified) 67 Police Department Locker Room Addition 68 Police Department Replacement Fitness Equipment 69 Property & Evidence Freezer Storage 70 Spillman Dashboard 26 FY19-20 25,000 40,000 27,000 35,000 30,000 200,000 240,000 50,000 15,000 8,000 60,000 13,000 30,000 15,000 16,000 10,000 47,000 90,000 180,000 30,000 12,000 7,000 35,000 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 35,000 350,000 35,000 35,000 30,000 30,000 47,000 FY26+ 35,000 70,000 30,000 30,000 47,000 47,000 30,000 30,000 47,000 60,000 17,000 675,000 35,000 30,000 30,000 30,000 5,000 30,000 30,000 8,000 24,000 8,000 6,000 10,000 8,000 70,000 35,000 10,000 94,000 50,000 47,000 50,000 47,000 94,000 30,000 184,000 188,000 192,000 196,000 200,000 27 204,000 Five Year Total 25,000 40,000 35,000 27,000 350,000 175,000 Balance to Complete 35,000 - Project Total 25,000 40,000 70,000 27,000 350,000 175,000 150,000 200,000 240,000 50,000 141,000 15,000 8,000 120,000 13,000 17,000 675,000 35,000 30,000 30,000 35,000 15,000 8,000 24,000 8,000 6,000 24,000 70,000 35,000 20,000 235,000 100,000 30,000 90,000 940,000 30,000 12,000 7,000 35,000 60,000 47,000 30,000 30,000 30,000 10,000 94,000 404,000 - 210,000 200,000 240,000 50,000 188,000 15,000 8,000 120,000 13,000 17,000 675,000 35,000 30,000 30,000 30,000 30,000 35,000 30,000 15,000 8,000 24,000 18,000 6,000 24,000 70,000 35,000 20,000 329,000 100,000 30,000 90,000 1,344,000 30,000 12,000 7,000 35,000 CITY OF EL MIRAGE CAPITAL IMPROVEMENTS PLAN SUMMARY Fund # 15 21 21 21 21 21 Dept Court HURF HURF HURF HURF HURF 21 21 21 21 21 31 31 53 53 53 53 53 53 53 53 53 53 53 53 53 53 53 53 53 53 53 53 54 54 54 54 54 54 54 54 54 HURF HURF HURF HURF HURF Engineering Engineering Irrigation Irrigation Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Water Sewer Sewer Sewer Sewer Sewer Sewer Sewer Sewer Sewer Project # 62045 62046 62047 62048 62049 62050 62052 62055 62057 62058 62059 62061 62062 62063 62064 62065 62066 62067 62068 62069 62070 62071 62072 62075 62076 62077 62078 62079 62081 62085 Funding Fees HURF HURF HURF HURF HURF Page # Project 40 Court Security Remodel Project 71 Vehicle Replacement Program - Streets Division (changed) 72 121st Avenue and Cheryl Drive Improvements 73 Easement Access Program 74 Pedestrian Signal - Greenway Road & Sunny Lane 75 Traffic Signal Modifications at El Mirage Road and Cactus Road Grants HURF HURF HURF HURF CDBG CDBG Fees Fees Developer Developer Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees Fees 117 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 MAG Funded Street Sweeper Pavement Management Program Right of Way Maintenance Equipment Skid Steer Loader + Attachments Streets Beautification Program Trailer Replacement MODIFIED Downtown Street Reconstruction Water Line Replacement - Alto and Palm (change/increase) System Improvements Drainage improvements New 12” DIP Waterline Extension Dysart and Northern New 12” DIP Waterline Extension Dysart and Olive Cottonwood/Sunnyvale Cathodic Protection System Disinfection System Upgrade (changed) Grand Ave Booster Station Improvement Water Storage Tank Rehabilitation Program Well Site AC Unit Replacement Well Site Compressor Replacement Vehicle Replacement Program - Water Division (changed) 127th Lane Well Site Improvement Project Copier - Customer Service Emergency Portable Generator Underground utility locator Utility vehicle crane Vacuum Excavator Trailer Walk behind concrete saw Well Site Security Improvement Project Well Transducer Improvement Project Vactor Truck Replacement Wastewater Process Equipment Improvements Water Reclamation Facility Design Building A & B Roof Repair Building D Odor Control Replacement Disinfection and Filter System Upgrade SCADA Server Replacements Sewer Main Replacement - N. Palm Street Vehicle Replacement Program - Waste Water Division 28 FY19-20 550,000 47,000 375,000 20,000 185,000 40,000 850,000 15,000 500,000 60,000 1,736,000 30,000 10,000 29,000 300,000 25,000 15,000 47,000 1,280,000 6,500 45,000 15,000 15,000 50,000 20,000 400,000 180,000 45,000 50,000 FY20-21 FY21-22 47,000 47,000 850,000 850,000 40,000 FY22-23 850,000 FY23-24 FY24-25 850,000 250,000 850,000 FY26+ 850,000 54,000 350,000 350,000 350,000 350,000 350,000 10,000 10,000 10,000 10,000 10,000 10,000 300,000 25,000 15,000 47,000 300,000 25,000 15,000 47,000 300,000 25,000 300,000 25,000 300,000 25,000 300,000 25,000 47,000 47,000 47,000 47,000 180,000 180,000 200,000 200,000 200,000 500,000 10,000 500,000 100,000 2,005,500 30,000 70,000 125,000 20,000 180,000 500,000 20,000 500,000 5,000 47,000 29 Five Year Total 550,000 141,000 375,000 20,000 185,000 40,000 Balance to Complete - Project Total 550,000 141,000 375,000 20,000 185,000 40,000 4,250,000 40,000 54,000 15,000 1,400,000 500,000 100,000 60,000 2,005,500 1,736,000 30,000 50,000 29,000 1,500,000 125,000 45,000 235,000 1,280,000 6,500 45,000 15,000 30,000 70,000 15,000 175,000 60,000 400,000 920,000 500,000 45,000 500,000 1,000,000 10,000 50,000 47,000 250,000 1,700,000 350,000 20,000 600,000 50,000 94,000 400,000 5,000 - 250,000 5,950,000 40,000 54,000 15,000 1,750,000 500,000 100,000 60,000 2,005,500 1,736,000 30,000 70,000 29,000 2,100,000 175,000 45,000 329,000 1,280,000 6,500 45,000 15,000 30,000 70,000 15,000 175,000 60,000 400,000 1,320,000 500,000 45,000 500,000 1,000,000 15,000 50,000 47,000 CITY OF EL MIRAGE CAPITAL IMPROVEMENTS PLAN SUMMARY Fund # 54 54 54 56 56 Dept Sewer Sewer Sewer Streets Streets 73 73 73 73 Parks Parks Parks Police 10 56 ComDev Streets Project # 62087 62088 61909 61909 62092 62039 62094 62095 Funding Page # Project Fees 111 WAS Line Rebuild Fees 112 WRF Sanitary Disposal Upgrade Unfunded WRF Expansion Taxes/Grants 113 Dysart Road from Northern Avenue to Peoria Avenue Taxes/Grants 113 Dysart Road from Northern Avenue to Peoria Avenue (Addl request) Grants 114 Lights at Gentry Park Grants 65 Playground Equipment Gentry Park Grants 115 Splash Pad Upgrades Grants 116 Unmarked Vehicle Fees Taxes 118 119 FY19-20 20,000 100,000 10,188,000 3,656,000 200,000 30,000 350,000 65,000 Thunderbird Road Bus Route 138 Extension (Not Capital) MODIFIED Northern Parkway Improvements (Not Capital) Total 500,000 $ 30 23,264,500 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 FY26+ 17,000,000 Five Year Total 20,000 100,000 17,000,000 10,188,000 3,656,000 Balance to Complete - Project Total 20,000 100,000 17,000,000 10,188,000 3,656,000 200,000 30,000 350,000 65,000 - 200,000 30,000 350,000 65,000 500,000 500,000 225,000 500,000 350,000 500,000 350,000 2,500,000 350,000 2,474,500 575,000 2,500,000 700,000 4,974,500 1,275,000 7,474,500 $ 6,496,500 $ 21,046,000 $ 3,579,000 $ 3,052,000 $ 5,212,000 $ 4,671,500 $ 57,438,000 $ 9,883,500 $ 67,321,500 31 This request will provide the work office space for the new Communications position. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Fund Funding FY 19/20 Source: 10- Taxes GENERAL Total FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 32 This request is for the services required to complete phase 2 of the Senior Center Remodel. Scope of work includes but is not limited to interior facility improvements (flooring, fixtures, painting) and exterior landscape and hardscape improvements. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 10GENERAL FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 33 Replace existing vehicles in the Administration Division. Replacement costs estimated at $35,000 each for Ford Explorer or equivalent. Vehicles will be replaced when they reach 100K miles or 12 years of age. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 10Taxes General Buildings Improvements Total 34 5 YEAR TOTAL PROJECT TOTAL $35,000 $35,000 $70,000 $35,000 $35,000 $70,000 FY 19/20 request is for the purchase of a new Staff Vehicle. The needs of Building 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $27,000 $27,000 $27,000 $27,000 $27,000 $27,000 GENERAL Buildings Improvements Total 35 This project will provide a parking lot to accommodate approximately seventy (70) parking stalls including three (3) ADA dedicated spaces. The parking lot will be immediately adjacent to a current transit stop and will be used as Park & Ride for transit users. The parking will also be used by area business customers. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Fund 10- Funding FY 19/20 Source: Taxes FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $25,000 $25,000 $25,000 $325,000 $325,000 $325,000 $350,000 $350,000 $350,000 GENERAL Total 36 Replace existing vehicles in Engineering/Community Development. Replacement costs estimated at $35,000 each for Ford Explorer or equivalent. Vehicles will be replaced when they reach 100K miles or 12 years of age. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10Taxes General FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $35,000 $35,000 $35,000 $70,000 $175,000 $175,000 $35,000 $35,000 $35,000 $70,000 $175,000 $175,000 37 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 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 38 Replace existing building access control system with the upgraded version of Lenel. Existing system is obsolete and the City is unable to acquire parts for replacement. Replacement cost is estimated at $200,000 for the Public Works Facility, Police Department, Fire Department and Court/Senior Center. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 10GENERAL FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 39 To remodel the courts main entrance, lobby, Judge's bench and three service windows as advised by the Arizona Supreme Court in their Administrative Order No. 2015-104. A mandatory requirement of bullet resistant shielding at our three (3) public service windows and the judge's bench is necessary. The remodel of the court lobby is necessary in order to improve security screening of citizens and provide increased protection of court staff against any possible hostile action. During the remodel, a temporary structure (included in the cost estimate) is necessary in order to continue to conduct court business as this structure would act as a security screening check point for citizens prior to entering the court. Dick & Fritsche Design Group (DFDG) has created a concept design and cost estimate in the amount of $751,730.00 to complete. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10-GEN/ Taxes/ 15-COURT Fees ENHANCE FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $550,000/ $240,000 $790,000 $790,000 $790,000 $790,000 $790,000 40 This request is for equipment and services required to renovate the El Mirage Library (14010 N. El Mirage Rd.). Scope of renovation includes but is not limited to carpet, restrooms, ceilings, electrical, and painting. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 10GENERAL FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 41 Replace existing vehicles in the Facilities division. Replacement costs estimated at $47,000 each. Vehicles will be replaced when they reach 100K miles or 12 years of age. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10Taxes General FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $47,000 $47,000 $47,000 $141,000 $188,000 $47,000 $47,000 $47,000 $141,000 $188,000 42 Caselle Advantage is a budgeting and reporting tool that will streamline the planning and analysis process to produce a working budget and can simplify the complex task of employee/position based budgets including budgeted wage increases, detailed employee benefits with estimated increases, along with budgeting for new or vacant positions. Department managers can easily access their individual budgets and enter their requested budget. Custom and predefined reporting provides financial details needed to make informed decisions. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 43 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL Current copier lease is up FY19-20. After analysis it was determined that purchasing the copier was the most cost effective alternative. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 44 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL This request will provide firefighters with reliable communications on emergency incidents.The replacement of older technology in conjuction with the lack of readily available service and parts makes this purchase necessary. This will be a phased out replacement of eight current radios and the purchase of four additional radios to fully equip all fire department apparatus. We are requesting authorization to purchase six radios including additional fees in FY 19/20 and six radios in FY 20/21. The total estimated cost would be $60,000 in FY 19/20 and $60,000 in FY 20/21 for a total of $120,000. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 10General Funding FY 19/20 Source: FY 20/21 Taxes/ Grants $60,000 $60,000 5 YEAR TOTAL PROJECT TOTAL $60,000 $120,000 $120,000 $60,000 $120,000 $120,000 45 FY 21/22 FY 22/23 FY 23/24 The use of a Posi-check machine is required to service our Self Contained Breathing Apparatus (SCBA) units and gas masks for the Police Department. Purchase of this equipment will eliminate the need to utilize an outside vendor to provide this service. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 46 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 19/20 FY 20/21 Buildings Improvements Total 47 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 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 5 years. Current Fire Engine/Pumpers: • 2006 engine would be used for reserve due to its mileage and age • 2009 engine will be approaching its frontline expectancy. • 2018 engine would be used as frontline vehicle. New pumper would be purchased in FY21/22 instead of FY20/21 as originally planned in previous CIP. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding FY 19/20 Source: 10General Taxes/ Grants FY 20/21 FY 21/22 5 YEAR TOTAL PROJECT TOTAL $675,000 $675,000 $675,000 $675,000 $675,000 $675,000 48 FY 22/23 FY 23/24 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 19/20 FY 20/21 10 Taxes General Buildings Improvements Total 49 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 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 19/20 FY 20/21 10 Taxes General Buildings Improvements Total 50 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 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: FY 19/20 FY 20/21 10 Taxes General $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 51 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL The backup infrastructure for the City's files and servers consists of two pieces, a server and storage. The backup server will be 7 years old and no longer supported in June 2022. The hardware appliance that provides the storage will be at its end of life in August 2023. Both of these units work together, but are able to be replaced separately CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General Buildings Improvements Total 52 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $5,000 $30,000 $35,000 $35,000 $5,000 $30,000 $35,000 $35,000 It was brought to the City's attention that the screen behind the Council is both washed out and difficult to read by audience members. This capital item would replace the projector and screen with a large television. The television would be mounted where the existing screen resides and be wired into the audio/video system. This capital item includes the purchase of the new television and labor associated with its installation including, but not limited to, electrical wiring, audio/video system programming, and removal of existing equipment and mounting of the new. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 53 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL Replacement of the main virtual servers (hypervisor) after 7 years in use. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General Buildings Improvements Total 54 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 The Gateway Conference Room on the 2nd floor of City Hall is used for various types of City business. This capital request will install a larger television at the east end of the conference room and relocate the existing one to the south wall. Also included is an audio/video control system to facilitate ease of use and allow both televisions to be able to display the same source. Ceiling speakers will be installed to allow for sound in this large room. This capital item includes the purchase of the new television and labor associated with its installation including, but not limited to, audio/video system programming, relocation of the existing television and mounting of the new television, speakers and control equipment. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10 Taxes General FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $23,500 $23,500 $23,500 $23,500 $23,500 $23,500 55 Replacement of the two main virtual servers (hypervisors) after 7 years in use. One in FY22/23 and one in FY24/25. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General Buildings Improvements Total 56 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $8,000 $8,000 $18,000 $8,000 $8,000 $18,000 Replacement of the main virtual servers (hypervisor) after 7 years in use. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General Buildings Improvements Total 57 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 The servers that run the City's phone system have reached their end of life. The new servers will adhere to the City's standards and have a planned life expectancy of 7 years. There will be 3 servers ($8000 each) in total to provide the capacity and redudancy needed. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General $16,000 $8,000 $24,000 $24,000 $16,000 $8,000 $24,000 $24,000 58 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL The City's current Storage Area Network (SAN) provides the disk space (storage) needed for the files and servers in use throughout the City. It will reach its end of life and no longer be supported by the vendor in January 2023. The City will replace the two systems (City Hall and PD) at that time ($40,000 and $30,000) and address any additional capacity needed. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General Buildings Improvements Total 59 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 Replace existing vehicle in the Information Technology Department. Replacement costs estimated at $35,000 each for Ford F-150 or equivalent. Vehicles will be replaced when they reach 100K miles or 12 years of age. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 10Taxes General Buildings Improvements Total 60 5 YEAR TOTAL PROJECT TOTAL $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $10,000 $10,000 $20,000 $20,000 $10,000 $10,000 $20,000 $20,000 61 Replace existing vehicles in the Parks Department. Replacement costs estimated at $47,000 each. Vehicles will be replaced when they reach 100K miles or 12 years of age. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10Taxes General FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $47,000 $94,000 $47,000 $47,000 $235,000 $329,000 $47,000 $94,000 $47,000 $47,000 $235,000 $329,000 62 Replace Playground Equipment in pocket parks on a set preventative schedule. Replacement cost estimated at $50,000 each. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: FY 19/20 FY 20/21 FY 21/22 Grants 73SPECIAL PROJECTS $50,000 $50,000 $100,000 $100,000 $50,000 $50,000 $100,000 $100,000 63 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL 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 19/20 Source: FY 20/21 FY 21/22 FY 22/23 FY 23/24 Taxes 10GENERAL Total 64 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 Replace playground equipment in Gentry Park. This request includes but is not limited to replacement of the play structure, play surfaces, and wood chips. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Grants 73SPECIAL PROJECTS FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $90,000/ $30,000 $90,000/ $30,000 $90,000/ $30,000 $120,000 $120,000 $120,000 65 Requesting a modification to the eight year vehicle replacement program by increasing the budgeted amount of $176,000 to $180,000 for FY19/20. We are transitioning from the Ford Explorer to the Chevrolet Tahoe, based on the longer service life, lower maintenance costs, and higher resale value. For FY19/20 we are asking for (2) 4WD Silverado 1500 Crew Cabs in place of the Chevrolet Tahoes. The cost is similar to the Tahoe. The 4 x 4's will be used to access the river bottom/washes as needed. Pricing includes all the equipment, paint, graphics, etc. to configure them as marked patrol units. Each marked, fully equipped Chevrolet 4WD Silverado 1500 Crew Cab is about $65,500 for a total of $131,000. Replacement cost per unmarked vehicles, including concealed lights and siren, is about $24,000. Requesting an additional $4,000 per year through FY25/26. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: 10General FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $180,000 $184,000 $188,000 $192,000 $196,000 $940,000 Annual $180,000 $184,000 $188,000 $192,000 $196,000 $940,000 Annual Taxes Buildings Improvements Total 66 The Police Department is requesting funds to purchase and install 10 new lockers in the men’s locker room. With the addition of 7 additional Police Officers and 2 new Police Assistant positions, the men’s locker room is beyond capacity. Administrative staff has already surrendered their assigned lockers. Cost includes the purchase of 10 new lockers, a partial wall will need to be built in the existing locker room, as well as adjustments made in electrical and duct work. Quote for lockers and installation is $22,825. Quote for construction of wall, electrical, ventilation, and paint to match is $7,050. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 19/20 FY 20/21 $30,000 $30,000 67 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 In an effort to maintain employee fitness levels, we are requesting to replace 2 broken pieces of equipment currently in our Fitness Center. Two (2) treadmills have been broken for much of 2018, and attempts to repair them have been unsuccessful and cost prohibitive. Both need to be replaced. Based on input from the staff, we are requesting one commercial grade treadmill ($5495) and one commercial grade elliptical fitness crosstrainer ($5695). Cost for both, including the delivery and assembly, will be approximately $12,000. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 68 The sexual assault kits and homicide evidence require that it be frozen for long-term storage (State/Federal Law Retention is 55 years for Sexual Assault and 109 years for Homicide.) The Property & Evidence facility currently has one freezer, at about the same size as the one being requested, that is anticipated to reach full capacity during FY 19/20. The current freezer has an age of approximately 5 years. It is imperative that specimens remain frozen for evidentiary purposes for possible use at a future date along with the required retention mandate. A heavy-duty freezer to accommodate long-term storage is being requested. The cost would be approximately $6,047 (plus tax & and delivery), which would bring the total to approximately $7,000. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $7,000 $7,000 $7,000 $7,000 $7,000 $7,000 69 The Police Department is requesting funds to purchase the Spillman Command Staff Productivity Dashboard. The Dashboard system is integrated into the Police Department Spillman Records Management System and provides department leadership a real-time picture of crime and incident data. It also provides a system for monitoring workload for employees. Currently there is no automated system in place to track productivity and a significant amount of staff time is spent running reports. The dashboard would decrease the amount of manual work significantly as well as provide a real-time picture of police activity and productivity that is not currently available. This system would allow leadership to allocate resources to best fit the needs of the community. The cost is $34,099 for the initial purchase and approximately $2,995 in annual maintenance (10-551-265) after year 1. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 10General Taxes FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 70 Replace existing vehicles in the Streets Department. Replacement costs estimated at $47,000 each. Vehicles will be replaced when they reach 100K miles or 12 years of age. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 21HURF Taxes FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL $47,000 $47,000 $47,000 $141,000 $141,000 $47,000 $47,000 $47,000 $141,000 $141,000 71 PROJECT TOTAL This project is to construct the pavement and concrete curb & gutter along the north half of Cheryl Drive between 121st Avenue and El Mirage Road. Developer will be constructing the south half. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 21-HURF Funding Source: FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 HURF $375,000 $375,000 72 5 YEAR TOTAL PROJECT TOTAL $375,000 $375,000 $375,000 $375,000 This request is for funding to construct access control infrastructure on selected public easements throughout the City. The intention of the program is to limit trespassing and unwanted activity in these areas. Residents adjacent to these easements will be granted access. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Taxes 21HURF FY 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 73 FY 23/24 This project will install one High intensity Activated crossWalK beacon, otherwise known as a HAWK signal, at the intersection of Greenway Road and Sunny Lane to provide a safe pedestrian crossing in front of the Surprise Elementary School. The project will be completed in partnership with the City of Surprise. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 21HURF HURF FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $185,000 $185,000 $185,000 $185,000 $185,000 $185,000 74 This project will make revisions to the existing traffic signal heads and wiring to make eastbound and westbound left turns protected only due to the offset lane configuration that can create issues with visibility in the existing condition. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 21HURF Funding Source: HURF FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 75 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 19/20 FY 20/21 FY 21/22 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 76 FY 22/23 FY 23/24 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 Fund Funding Source: FY 19/20 FY 20/21 FY 21/22 FY 22/23 Taxes 21HURF Buildings Improvements Total 77 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $54,000 $54,000 $54,000 $54,000 $54,000 $54,000 Taxes Buildings Improvements Total 78 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 79 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 19/20 Source: 31CDBG CDBG FY 20/21 FY 21/22 FY 22/23 FY 23/24 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 80 The Water Main Improvement Project will replace approximately 2,600 linear feet of existing 2" galvanized steel and 4" asbestos cement water lines with the installation of 6" ductile iron pipe (DIP) and copper service lines within the Public Utility Easement between Palm and Alto Streets, from Thunderbird Road to End Street. The proposed project will help to maintain water quality and replace a water line that is well beyond its maximum service life. This will benefit public safety and residential water utility customers. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Fund Funding Source: FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL Design Land Equipment Buildings Improvements Total 31CDBG CDBG $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 81 Request to modify existing system improvements budget of $10,000 per year to a one-time 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 Total Fund Funding FY 19/20 Source: Fees 55IRRIGATION FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 82 Drainage improvements to ROW areas affected by irrigation system. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: Fees 55IRRIGATION FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 83 This project will design and construct a new 12" Ductile Iron Pipe (DIP) extension along Dysart Road between Olive Avenue and Northern Avenue, and along Northern Avenue between Dysart Road and 127th Avenue Alignment. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 53Water Funding Source: Developer FY 19/20 FY 20/21 5 YEAR TOTAL PROJECT TOTAL $90,000 $90,000 $90,000 $1,915,500 $1,915,500 $1,915,500 $2,005,500 $2,005,500 $2,005,500 84 FY 21/22 FY 22/23 FY 23/24 This project will design and construct a new 12" Ductile Iron Pipe (DIP) extension along Dysart Road between Joe R Ramirez Road and Olive Ave, and along Olive Avenue between Dysart Road and approximately 1,600' west of El Mirage Road. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund 53Water Funding Source: Developer FY 19/20 FY 20/21 5 YEAR TOTAL PROJECT TOTAL $70,000 $70,000 $70,000 $1,666,000 $1,666,000 $1,666,000 $1,736,000 $1,736,000 $1,736,000 85 FY 21/22 FY 22/23 FY 23/24 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 86 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 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 87 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $29,000 $29,000 $29,000 $29,000 $29,000 $29,000 88 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 storage 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 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 89 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 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 90 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 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 91 Replace existing vehicles in the Water Department. Replacement Cost $47,000 each. Vehicles will be replaced when they reach 100k miles or 12 years of age. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $47,000 $47,000 $47,000 $47,000 $47,000 $235,000 $329,000 $47,000 $47,000 $47,000 $47,000 $47,000 $235,000 $329,000 92 This request is for system improvements needed at the 127th Lane well site. The 127th Lane well site was constructed in 2002 and is the City's second largest water producer. There are two major issues which significantly impact performance. One is loss of available water storage for emergency water supply and fire prevention due to the faulty design of the booster pumps and discharge piping. The other issue is binding of the horizontal booster pumps due to dissolved air in the water which makes them run inefficiently, even to the point of being inoperable. To resolve all operational issues and restore the well site back to original design capacity, staff recommends replacing the existing booster pumps with vertical turbine pumps and relocating the discharge piping to the opposite side of the storage tank. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Fund Funding Source: Design Land Equipment Buildings Improvements 53Water Total Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $1,280,000 $1,280,000 $1,280,000 $1,280,000 $1,280,000 $1,280,000 93 Current copier lease is up FY19-20. After analysis it was determined that purchasing the copier was the most cost effective alternative. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $6,500 $6,500 $6,500 $6,500 $6,500 $6,500 94 Purchase of an emergency portable generator needed to power booster pumps at the Sunnyvale and Cottonwood well sites. The existing backup systems are over 30 years old, currently out of service, and replacement parts are unavailable. Sunnyvale and Cottonwood well sites do not have backup generators so a portable generator would be ideal to power the well site booster pumps during emergency power outages. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $45,000 $45,000 $45,000 $45,000 $45,000 $45,000 95 Purchase of an underground utility locator needed to accurately locate buried water lines and active leaks during routine blue staking and emergency repair of the City's water and wastewater collection systems. This unit is a critical piece of equipment used to accurately and quickly pinpoint the location of a water line leak, thus reducing water loss, repair time and costs. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 96 Purchase of a utility vehicle crane needed during repair activities of the City's water and wastewater collection systems. The vehicle crane will be mounted to the bed of a utility truck and has a 12,000 ft. lb. lifting capacity which would provide staff the ability to load heavy parts and equipment. It would also be used to remove/relocate booster pumps, motors, valves, fittings, and safety equipment during system repairs. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 97 The City's current vacuum excavator trailer is a 2007 Pacific Tek, model PV220. This unit is needed to hydro-excavate (soft dig) during water infrastructure repairs and underground utility potholing. Hydro-excavation enables staff to soft dig which reduces a lot of the risks and costs that are brought about by traditional digging methods. Highly pressurized water is used along with an air vacuum to complete the hydro excavation system. The current unit is 12 years old and has become unreliable, difficult to operate, and has reached its end of useful life. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: 53WATER FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 Fees Buildings Improvements Total 98 5 YEAR PROJECT TOTAL TOTAL $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 Purchase of a gas-powered walk behind saw needed to cut asphalt and concrete during emergency repair of the City's underground water and wastewater collection systems. The current saw is undersized and not capable of cutting to the depth needed to quickly and efficiently remove asphalt and concrete during repairs. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 99 Security improvements needed at the Thompson Ranch and Rockwood well sites. The project consists of constructing 1,100 linear feet of concrete (CMU) 8" x 8" x 16" block fence 8' high with sliding steel gates, man doors, and security equipment. The existing chain link fencing is in poor condition and does not provide adequate security to the site. The new block fencing will be consistent with other City well sites and provide enhanced security, noise reduction, privacy, and visual appeal. • FY 2019/20 -Thompson Ranch well site. • FY 2020/21 -Rockwood well site CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $50,000 $125,000 $175,000 $175,000 $50,000 $125,000 $175,000 $175,000 100 The existing water level measuring equipment at the City's well sites is outdated and in need of replacement. This program will replace all nine (9) of the existing well sounding units over a three (3) year period with electronic pressure transducers. The new equipment will fully intergrate with SCADA, which electronically monitors, measures, and trends each wells static and drawdown water level. This upgrade provides staff with real-time data for each well and reduces staff time to manually measure the water levels. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 53WATER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $20,000 $20,000 $20,000 $60,000 $60,000 $20,000 $20,000 $20,000 $60,000 $60,000 101 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 Buildings Improvements Total Fund Funding Source: 54SEWER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $400,000 $400,000 $400,000 $400,000 $400,000 102 $400,000 This project is a multi-year program to upgrade and/or replace critical wastewater process equipment which includes 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL 54 – Fees Sewer $180,000 $180,000 $180,000 $180,000 $200,000 $920,000 Annual $180,000 $180,000 $180,000 $180,000 $200,000 $920,000 Annual 103 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 19/20 FY 20/21 FY 21/22 FY 22/23 5 YEAR TOTAL PROJECT TOTAL $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 104 FY 23/24 Roof repairs are needed on building A and building B at the Water Reclamation Facility. The roofs are nearing 20 years old and due to the age and environment conditions, are in need of replacement. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 54SEWER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $45,000 $45,000 $45,000 $45,000 $45,000 $45,000 105 Upgrade of the existing odor control system at the WRF lift station (building D) consisting of replacing the existing Carbtrol air purification absorber system with a new technology odor control system and enclosing the lift station to prolong useful life and enhance performance. The existing system is over 25 years old and has reached its end of useful life. Odor control is necessary to comply with federal, state, and county permit requirements. An engineering study will be completed in FY 19/20 to determine what type of odor control system would be the most cost effective and efficient for the WRF. Design and construction of the system is scheduled for FY 20/21. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 54SEWER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 106 This request is for replacement, modification, and/or upgrade of the disinfection and effluent filter systems at the Water Reclamation Facility (WRF). The WRF was constructed in 2001. The original design included system for primary effluent disinfection and disk system for effluent filtering. These units are now 18 years old, performance and efficiency has decreased significantly, while operation issues and maintenance costs keep rising. An engineering consultant provided a planning level evaluation on both units in FY 18/19. The results provided staff with recommendations on upgrade options, alternatives, and estimated costs of $1,000,000 (energy, life cycle, equipment, construction, etc.). These improvements are critical to efficiently produce high quality effluent meeting the City's permit requirements. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding FY 19/20 Source: 54SEWER FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $500,000 $500,000 $1,000,000 $1,000,000 $$ $500,000 $500,000 $1,000,000 $1,000,000 Fees Buildings Improvements Total 107 Replacement of the three SCADA servers ($5000 each) after 7 years in use. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 10 Taxes General Buildings Improvements Total 108 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $10,000 $10,000 $15,000 $10,000 $10,000 $15,000 Replacement of approximately 300 linear feet of 8" sewer main on N. Palm Street in the Sundial Subdivision. Due to faulty compaction when originally constructed, the existing sewer main has settled resulting in 270 linear feet of defective pipe. The project will include replacement of approximately 300 linear feet (manhole to manhole) of 8" sewer main per MAG specification, asphalt restoration, video inspection, and traffic control. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 54SEWER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 109 Replace existing vehicles in the Wastewater Department. Replacement Cost $47,000 each. Vehicles will be replaced upon 100k miles or 12 years of age. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding Source: FY 19/20 FY 20/21 54 – Fees Sewer Buildings Improvements Total 110 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $47,000 $47,000 $47,000 $47,000 $47,000 $47,000 Repairs needed on the backup waste activated sludge (WAS) line at the WRF. There are two (2) WAS lines that transport sludge from all four sequencing batch reactors to the digester. The backup WAS line has been damaged due to improper compaction during construction and is currently out of service. The project includes replacing the backfill with properly compacted aggregate base compound and installing new pipe stands and accessories plus restoring the concrete slab. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 54SEWER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 111 Upgrade of the existing vehicle sanitary disposal facility at the WRF. The facility is necessary to properly dispose of debris collected from roads, streets, and other impervious surfaces. The existing facility is undersized and in poor condition and an upgrade is necessary to comply with federal, state, and county storm water permit requirements (MS4 permit). CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: 54SEWER Fees FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 112 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 estimate was originally $11.1 million but has now increased to $14.756 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 FY 19/20 56Capital Streets Bonds/ Grants FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL $13,844,000 $13,844,000 $14,756,000 $13,844,000 $13,844,000 $14,756,000 113 Replace halogen lights with LED light fixtures, galvanized poles, and the installation of remote control performance monitoring. Replacement cost is estimated at $200,000. This project can provide up to a 50% savings in electrical use from existing lights. Grant funding will be pursued for this request. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Total Fund Funding Source: FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 Grants 73SPECIAL PROJECTS $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 114 5 YEAR PROJECT TOTAL TOTAL 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: Grants 73SPECIAL PROJECTS FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 115 Requesting an unmarked vehicle based on the ability to acquire grant funding. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Fund Funding FY 19/20 Source: 73Special Projects Grants FY 20/21 $65,000 FY 21/22 FY 22/23 FY 23/24 5 YEAR PROJECT TOTAL TOTAL $65,000 $65,000 Buildings Improvements Total $65,000 $65,000 116 $65,000 CAPITAL ITEMSBYDEPARTMENT FY24/25 – FY26 + IT – Replacement of 6 Firewalls $30,000 IT – Replacement of 4 Servers $30,000 HURF – MAG Funded Street Sweeper $250,000 IT – Replacement of City Hall Servers $30,000 CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Department Fund Funding Source: FY 24/25 IT 10$30,000 General Taxes IT 10$30,000 Taxes General HURF 21Grants $250,000 HURF IT 10Taxes $30,000 General Total $340,000 117 FY 25/26 FY 26 + 3 YEAR TOTAL PROJECT TOTAL $30,000 $30,000 $30,000 $30,000 $250,000 $250,000 $30,000 $30,000 $340,000 $340,000 Valley Metro’s Bus route 138 currently runs east/west bound on Thunderbird Road from Phoenix to Banner Boswell Medical Center in Sun City. In coordination with Valley Metro and City of Surprise, it is being proposed to extend this route from Banner Boswell Medical Center, through El Mirage, ending at Surprise City Hall. This extension would create a number of benefits for those who live and work in downtown El Mirage. CAPITAL BUDGET- BY CATEGORY AND FISCAL YEAR(S) FUNDS REQUESTED Category: Design Land Equipment Buildings Improvements Fund 10- Funding FY 19/20 FY 20/21 FY 21/22 Source: FY 22/23 FY 23/24 FEES $225,000 $350,000 $575,000 $1,275,000 5 YEAR TOTAL PROJECT TOTAL GENERAL Total $575,000 $1,275,000 118 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 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 5 YEAR TOTAL PROJECT TOTAL Taxes $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $7,474,500 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $7,474,500 119 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 strategic priorities 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 120 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 121 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 122 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 123