City of Peoria, Arizona Annual Program Budget FY2019 City of Peoria Annual Program Budget Fiscal Year 2019 Total Fiscal Year 2019 Budget $660,000,000 Operations $294,438,761 General Funds Special Revenue Enterprise Fund $157,583,158 $26,078,325 $61,383,040 General Fund Streets Water $154,496,071 $10,544,967 $26,360,699 Half Cent Wastewater $2,937,087 Transp. Sales Tax Funds $161,129 Other Reserve $150,000 Contingency $47,000,000 Internal Service Funds $49,327,388 Debt, Trust & Agency Funds $21,000 Fleet Maintenance $5,212,372 Fireman’s Pension $21,000 General Funds $32,100,000 $11,346,201 Fleet Reserve $2,987,604 Capital Bonds $0 Special Revenue $4,725,000 Development Fees $6,068,260 Solid Waste Residential $11,274,487 Insurance Reserve $22,946,920 Capital Projects $850 Enterprise Fund $5,600,000 Home & Housing Grants Solid Waste Commercial $2,449,982 Facilities Maintenance $6,249,637 Debt Service $45,000 Internal Service Funds $3,375,000 Transit $5,015,753 Stadium Ops. & Maint. $5,392,795 IT Operations $10,422,719 Attorney Grants $18,275 Enterprise Reserves $3,423,876 IT Reserve $609,502 Public Safety Grants $771,007 Enterprise Expansion $1,135,000 IT Project $898,634 $349,993 Other Grants $2,509,046 Community Serv. Grants $639,895 Capital Projects $500,000 Debt Service Funds $700,000 Capital Projects $277,104,099 Long-Term Debt $41,457,140 $14,588,548 Special Revenue Funds $67,299,880 Enterprise Funds $89,140,766 Capital Project Funds $105,455,205 Internal Service Funds $619,700 Water GO Bonds IT Reserve $619,700 General Funds Half Cent Wastewater General Fund Streets $50,000 $6,954,955 $7,184,781 $17,162,373 $21,394,632 $46,306,156 Water Half Cent Sales Tax Fund $3,032,032 Transp. Sales Tax Funds $33,238,508 Water Expansion $22,561,573 MDA Bonds $9,193,992 Debt Service GO Bonds $17,059,516 Development Fee Funds $0 MDA Bonds $8,198,677 Other Reserve Funds $4,371,735 Development Fee Funds $15,973,999 Wastewater Streets/ED $11,568,124 $16,357,557 Transit $0 Wastewater Expansion $3,559,823 Outside Source Fund $16,848,530 Other Grants Water Bonds $925,000 $29,759,610 Improvement Districts $0 Sports Complex Ops/Maint. $193,000 Sports Complex Equip. Reserve $0 Residential Solid Waste $101,620 Commercial Solid Waste $2,384 $25,942,962 City of Peoria FY 2019 Annual Program Budget Table of Contents Table of Contents Financial Organization Chart i Document Guide vii Introduction Key City Leaders 1 Core Values 2 Council District Map 3 Organizational Chart 4 Introduction 5 Statistical Data 17 Distinguished Budget Presentation Award 22 Budget Message City Manager Budget Message 25 Long-Range Forecast Financial Policies 31 Long-Range Forecast 35 Budget Summary Budget Process Overview 41 Budget Objectives 42 Budget Review 42 Budget Adoption 43 State Law 43 Budget Amendment Policy 43 Budget Basis 44 Performance Management 44 iii City of Peoria FY 2019 Annual Program Budget Table of Contents Budget Summary 45 Financial Reserves 46 Fund Balance Analysis 47 Operating Budget 50 Operating Budget History 53 Grant Funds 54 Internal Service Funds 54 Debt Service 56 Debt Management 58 Debt Management Policy 59 Revenue Summary Revenue Summary 61 City Sales Tax Revenue 63 Property Tax Revenue 64 State-Shared Revenue 65 Highway User Revenue (HURF) 66 License and Permit Revenue 67 Water Utility Revenue 68 Wastewater Utility Revenue 69 Solid Waste Fund Revenue 70 Programs Why Measure Performance? 71 Strategic Approach 72 Council Policy Goals 73 Cascading Measures 74 City Attorney 75 City Clerk 79 Community Services 82 Development and Engineering 97 Economic Development Services 106 Finance Department 110 Fire-Medical Department 122 iv City of Peoria FY 2019 Annual Program Budget Table of Contents Human Resources 126 Information Technology 130 Leadership and Management 136 Management and Budget 140 Mayor and Council Office 143 Municipal Court 144 Office of Communications 147 Planning and Community Development 152 Police Department 159 Public Works-Utilities 170 Capital Projects Introduction 193 Financial Policies 194 CIP Development Process 195 Project Programming 197 Operating Budget Impact 200 Financing the CIP 201 CIP Summary by Funding Source 212 Drainage 214 Economic Development 223 Operational Facilities 233 Parks, Trails and Open Space 252 Public Safety 270 Streets and Traffic Control 282 Wastewater 311 Water 325 Schedules Schedule Descriptions 355 Schedule 1 – All Funds Summary 356 Schedule 2 – All Funds Revenue 358 Schedule 3 – All Funds Operating Expenditures 370 v City of Peoria FY 2019 Annual Program Budget Table of Contents Schedule 4 – Transfers 381 Schedule 5 – Tax Levy and Tax Rate Information 382 Schedule 6 – Personnel Summary by Department 383 Schedule 7 – Authorized Personnel by Department 384 Schedule 8 – Debt Service 404 Schedule 9 – Summary of Operating Capital 405 Schedule 10 – Capital Improvement Budget 410 Schedule 11 – Summary of Supplementals 429 Schedule 12 – Summary of Improvement District Revenues 437 Schedule 13 – Sources and Uses 438 Schedule 14 – State of AZ Auditor General Schedule A 439 Schedule 15 – State of AZ Auditor General Schedule B 440 Schedule 16 – State of AZ Auditor General Schedule C 441 Schedule 17 – State of AZ Auditor General Schedule D 446 Schedule 18 - State of AZ Auditor General Schedule E 448 Schedule 19 - State of AZ Auditor General Schedule F 450 Schedule 20 – State of AZ Auditor General Schedule G 452 Appendix Budget Adoption Resolution 453 Glossary of Terms 455 Acronyms 459 Acknowledgements 460 vi City of Peoria FY 2019 Annual Program Budget Document Guide How to Make the Most of This Document This document communicates the visions of the City’s leadership, and spells out the organizational and financial operations for each of the City’s departments. In an effort to assist users in navigating through the Annual Program Budget, the following guide has been provided: Introduction This section provides a thumbnail sketch of the City of Peoria, including a list of Peoria’s Core Values, a look at our Mayor and City Council, a comprehensive organizational chart of the city’s management and departments, a profile of the city, some interesting statistics and demographic information, and a copy of the Distinguished Budget Presentation Award for the FY 2018 budget. City Manager’s Budget Message The City Manager’s Budget Message provides an overview of the major issues and operational priorities within the FY 2019 Budget. Long-Range Forecast This section offers an overview of the City’s financial planning practices, including: • The financial policies that guide the City’s fiscal planning and management. • The budget policies that are the framework of the budget. • The long-range outlook for city finances. Budget Summary This summary offers an overview of the city’s finances and examines: • The budget process, calendar and amendment policy. • Financial and operational discussions for all major operating funds. • Historical trends for financial data and personnel. • Organizational charts showing the City’s structure and distribution of funding. Revenue Section The Revenue section offers a detailed discussion on the various revenue sources within the City and includes a historical summary of revenue for each fund. Programs/Performance Management The Programs/Performance Management section includes an overview of the City’s Performance Management program and department summaries that describe their mission, service activities, key performance indicators and funding and staffing levels. The divisions within each department are closely examined, detailing programs, operational goals and additional performance measures for each division. vii City of Peoria FY 2019 Annual Program Budget Document Guide Capital Improvement Plan The Capital Improvement Plan section focuses on funding for major, one-time infrastructure improvement projects throughout the city. Included here is a complete introduction and explanation of the CIP. This section also includes a project listing of the entire 10-year plan. Schedules The Schedules use detailed tables to summarize the City’s financial activities in a comprehensive, numeric format. Appendix The Appendix includes the official budget adoption resolution, a glossary of important financial and budgetary terms, a listing of acronyms found within the document, and the Acknowledgements page. An aerial view of the Peoria Sports Complex viii City of Peoria FY 2019 Annual Program Budget Introduction Introduction City of Peoria Principal Officials of the City Fiscal Year 2019 Cathy Carlat Mayor Mike Finn Bridget Binsbacher Vicki Hunt Carlo Leone Vice Mayor Councilmember Councilmember Councilmember Jon Edwards Councilmember Bill Patena Councilmember Jeff Tyne City Manager Andy Granger Erik Strunk Deputy City Manager Deputy City Manager George Anagnost Katie Gregory Deputy City Manager Thomas Adkins John Imig Municipal Judge Governmental Affairs Director Information Technology Director Vanessa P. Hickman Bobby Ruiz Jennifer Stein City Attorney Fire Chief Director of Communications John Sefton Roy Minter Kevin Burke Community Services Director Police Chief Public Works Director Adina Lund Rhonda Geriminsky David Valenzuela City Clerk Interim Economic Development Director Laura Ingegneri Sonia Andrews Tammy Shreeve Human Resources Director Finance & Budget Director Development & Engineering Director Chris Hallett Neighborhood & Human Services Director Chris Jacques Planning and Community Development Director 1 Interim Water Services Director City of Peoria Core Values P “The City of Peoria team members share a commitment to provide quality service for our community.” Professional E Demonstrates professional skills and knowledge needed to perform the job; keeps informed of developments in the professional field and applies this knowledge to the job; encourages and supports the development of subordinate personnel. Ethical O Maintains the highest standards of personal integrity, truthfulness, honesty, and fairness in carrying out public duties; avoids any improprieties; trustworthy, maintains confidentiality; never uses City position or power for personal gain. Open R Communicates effectively orally and in writing; involves appropriate individuals and keeps others informed; acts as a team member; participates and supports committees/boards/commissions/task forces; approachable; receptive to new ideas; supports diversity and treats others with respect; actively listens. Responsive I Consistently emphasizes and supports customer service; takes responsibility to respond to all customers in a prompt, efficient, friendly, and patient manner; represents the City in an exemplary manner with civic groups/organizations and the public. Innovative A Demonstrates original thinking, ingenuity, and creativity by introducing new ideas or courses of action; supports innovative problem-solving by identifying and implementing better methods and procedures; takes responsible risks; demonstrates initiative and “follows through” on development and completion of assignments. Accountable Accepts responsibility; committed to providing quality service to our community; plans, organizes, controls and delegates appropriately; work produced is consistent and completed within required timeframes; implements or recommends appropriate solutions to problems; acknowledges mistakes; manages human and financial resources appropriately. 2 City of Peoria Council Districts Lake Pleasant Mayor Cathy Carlat Vice Mayor Jon Edwards Willow District Mesquite Carefree Hwy 67th Ave. Councilmember Vicki Hunt Acacia District Pinnacle Peak Rd. Willow Councilmember Bill Patena Ironwood District Ironwood Bell Rd. Councilmember Carl Ca rlo rl o Leone Carlo Pine District Peoria Ave. 115th Ave. Councilmember Michael Finn Palo Verde District 3 Pine Palo Verde Acacia Northern Ave. 67th Ave. Councilmember Bridget Binsbacher Mesquite District City of Peoria Organizational Chart Jeff Tyne C it y Manag e r Laura Ingegneri David Valenz uela H u m an R e sou rc e s Dire c t or I nt e rim E c onom ic De v e lop m e nt Dire c t or Briana Decker VACANT S e nior P olic y A d v isor (May or) S e nior P olic y A d v isor (C it y Manag e r) Dawn Prince A ssist ant t o t h e C I t y Manag e r Andy Granger Erik Strunk K atie Gregory De p u t y C it y Manag e r De p u t y C it y Manag e r De p u t y C it y Manag e r Joh n Sefton K evin Burke Sonia Andrews Jennifer Stein Fire C h ie f C om m u nit y S e rv ic e s Dire c t or P u b lic W ork s Dire c t or Financ e & B u d g e t Dire c t or C om m u nic at ions Dire c t or Ch ris Jacq ues Adina Lund Tammy Sh reeve P lanning & C om m u nit y De v e lop m e nt Dire c t or De v e lop m e nt & E ng ine e ring Dire c t or Roy M inter Bobby Ruiz P olic e C h ie f I nt e rim Ch ris Hallett W at e r S e rv ic e s Dire c t or N e ig h b orh ood & H u m an S e rv ic e s Dire c t or Th omas Adkins I nt e rg ov e rnm e nt al A f f airs Dire c t or Rh onda Geriminsky C it y C le rk Joh n Imig I nf orm at ion T e c h nolog y Dire c t or 4 City of Peoria FY 2019 Annual Program Budget Introduction Introduction The City of Peoria is committed to promoting an excellent quality of life for our residents. To do so, we continue to look to engage the citizens in our neighborhoods and ultimately our entire community. The FY 2019 budget includes resources that will enable the city to continue to provide exceptional services and enhance the quality of life for our residents. The following offers a glimpse of Peoria’s residents, the recreational and cultural amenities within our borders, discussion on our business environment, and a brief overview of services the City of Peoria provides. Peoria at a Glance access to railroad lines, these settlers developed a thriving agricultural community. Peoria consisted of just one square mile of land when it was incorporated in 1954. The community started to change in the 1960s after Del Webb began developing Sun City, a retirement community west of Peoria. A series of annexations during the 1980s and 1990s designed to preserve desert open space and manage quality growth resulted in expanding Peoria’s land area to the 179 square miles it covers today. Not only did the annexations create the fourth largest incorporated area in Arizona, they also included Lake Pleasant, the second largest lake in Arizona and a premier recreational asset. Peoria is a dynamic and innovative community in the Greater Phoenix region. Encompassing more than 179 square miles of beautifully varied landscapes, Peoria boasts an enviably quality of life that is enjoyed by tens of thousands of residents. Our citizens have strong housing choices, from traditional neighborhoods to large master-planned communities, from multi-family options to ranch homes nestled up against desert mountains and rich vegetation. Peoria is also an emerging employment center for innovative, high value companies. These companies are attracted by a skilled workforce and one of the top public school districts in the state. Peoria is a well-run city for people who love having options. A Glimpse of History Early Peoria Pioneers The first settlers in what is now known as the City of Peoria were farmers from Peoria, Illinois, who migrated to this area during the late 19th and early 20th centuries and named this new community after their hometown. With the Arizona Canal providing irrigation for the area’s arid but fertile lands, and with Snow-capped mountains surrounding Lake Pleasant provide a rare but beautiful sight. 5 City of Peoria FY 2019 Annual Program Budget Introduction Local Demographics Climate Peoria has been a top choice of families for many years. The combination of safe, well-planned neighborhoods and multiple recreational and cultural opportunities makes Peoria a prosperous community in which to live, work and play. The Peoria Unified School District and the Deer Valley Unified School District, two of the finest school districts in the state, have contributed to the city’s strong educational reputation. Affordable, high quality housing choices are another factor in Peoria’s growth, with a median price of a new home around $246,000. Peoria has one of the lowest unemployment rates in the Phoenix metropolitan area, representing a young, highly-skilled workforce that enjoys the high quality of life they find in Peoria. Peoria is part of the Valley of the Sun, and the climate is warm and semi-arid. Featuring 300 days of sunshine, Peoria has a low annual rainfall with high temperatures in the summer months. Winters in this desert environment are normally sunny and comfortable with occasional freezing point temperatures during the three coldest months (December, January and February). The average year-round temperature is in the low 70’s. Peoria’s Quality of Life The quality of life in Peoria is one of the highest in Arizona. WalletHub recently ranked Peoria among the Top 10 Places to Retire in the United States, in the top five on their Best Place to Get a Job in the United States list, on their Top 20 Safest Cities in America list, and in the top 10 Arizona cities list for Best Place to Raise a Family. The results of a survey conducted by the city in 2013 indicated that nearly every resident (93%) rated the overall quality of life in Peoria as either “excellent” or “good,” and 98% of the residents would recommend living in Peoria to someone who asks, which is much higher than comparable cities. Population As the Valley of the Sun became one of the fastest growing areas in the nation, Peoria welcomed thousands of new residents. The 2000 U.S. Census identified the City of Peoria as the fifth fastest-growing city in the nation for cities over 100,000 in population in the 1990s. Peoria’s population rapidly grew from 12,000 in 1980 to an estimated 139,000 in 2005. The 2010 Census put the city’s population at just over 154,000 and the population for 2018 has grown to 171,751. From its stunning northern topography to its diverse workforce, excellent climate, widely varied amenities, and educational opportunities, Peoria is an increasingly popular place to live and work. To strengthen Peoria as a community, the city continues to invest in quality of life initiatives. These include new parks, trails, and open spaces. Hikers enjoy one of Peoria’s beautiful desert trails. 6 City of Peoria FY 2019 Annual Program Budget Introduction Amenities Parks and Recreation Peoria offers many unique opportunities for residents and visitors alike to enjoy themselves. A wide range of facilities can be found throughout the city, including the Peoria Community Center, Women’s Club, Sunrise Family Center, three outdoor swimming pools, 34 neighborhood parks (including four with dogfriendly areas), private golf courses, walking trails, mountain hiking trails, Rio Vista Recreation Center and Community Park, and Pioneer Community Park. The city also operates the Main Library and Sunrise Mountain Library, which are valuable assets to our citizens, providing access to a wide variety of materials including e-books and Cultural Passes. The Sunrise Mountain Branch Library is the home of the “Be Water” art sculpture. The Veterans Memorial at Rio Vista Community Park Pioneer Community Park features a variety of amenities such as an urban fishing lake, lighted six-diamond softball complex, four multi-use lighted fields, dog park, water splash ground, playground equipment, and ramadas, all of which continue to expand the recreational opportunities for our citizens. In addition to serving our citizens, the community parks also play host to many out of town guests throughout the year. Over the course of the year, the community parks will host 70-80 tournament events that attract teams from all areas of the United States, Canada and Mexico. The City’s first community park, Rio Vista, has been very busy in the years since it opened. The park features amenities such as ramadas for family and group functions, an urban fishing lake, a skateboard park, playground equipment, water splash ground, sand volleyball courts, softball/baseball fields, Veterans Memorial and the 52,000 square foot Recreation Center. The Veterans Memorial was recently expanded and renovated. Its entry feature highlights the five military branches, and a flag wall displays the flags of each military branch. An auxiliary Vietnam Memorial plaza was also designed with a Huey helicopter displayed 18 feet above the plaza. The third and newest community park, recently named La Paloma, is entering the construction phase in the coming year. It will be a 120-acre park nestled up against West Wing Mountain in the northern part of Peoria. TheThe urban fishing lakelake is one of the amenities urban fishing is just onemany of the many at Pioneer Community Park. Park. amenities at Pioneer Community 7 City of Peoria FY 2019 Annual Program Budget Introduction Sunrise, West Wing, Calderwood Butte and East Wing Mountains. Trailhead amenities include off-street parking, restroom facilities, and chilled drinking fountains. The City coordinates numerous programs, activities and events that include aquatics, AM/PM (before and after-school child care), Summer Recreation, Tiny Tots, Summer Camp, Little Learners, Youth and Adult Sports, Senior Programs, Adaptive Recreation programs, Outdoor Recreation, Teen Programs, Special Interest Classes and Special Events (July 4th, Halloween, Easter, etc.). The City operates the Rio Vista Recreation Center which offers two full-size courts, two racquetball courts, classrooms, a large multi-purpose room, climbing wall, gaming room, indoor walking track, fitness area and much more. The Peoria Community Center has a game room, fitness room, two large multi-purpose rooms and five classrooms. The City operates Centennial Pool, Sunrise Pool, and Peoria Pool, which are all located on high school campuses. The pools include such amenities as a zero-depth entry for children, water slides, diving boards and competitive racing lanes. Water sports can be enjoyed year-round at beautiful Lake Pleasant. When complete, the New River Multi-Use Trail System is planned to be more than 25 miles in length with more than 18 miles of the trail located within Peoria. The City is pleased that it has completed a continuous segment along the New River from Olive Avenue to Williams Road. The New River system aligns along some of the City's local shopping, dining and entertainment venues, making it a fun way to reach your destination. There are 34 neighborhood parks with assorted amenities that may include any or all of the following: lighted walking/jogging paths, basketball courts, volleyball courts, tennis courts, pickleball courts, shaded playgrounds, turf areas, ramadas and more. Outdoor Opportunities Lake Pleasant, annexed by the city in 1996, is the second largest man-made lake in Arizona and is less than 20 miles from the center of town. The 10,000-acre lake boasts two full-service marinas and is an ideal destination for boating, fishing and water sports enthusiasts. The Skunk Creek Trail in Peoria is approximately 1.5 miles in length and connects the New River Trail with the trail along the Arizona Canal Diversion Channel (ACDC). The ACDC continues for several miles east and southeast through Glendale, Phoenix and into Scottsdale. This trail connects to the Peoria Sports Complex/P83 Entertainment District, making it a convenient and enjoyable way to see a baseball game along with access to the other entertainment venues around the Sports Complex area. The city of Peoria Outdoor Recreation program offers a variety of outdoor activities and classes, including paddling (kayaking and canoeing), scuba diving, and geocaching. Peoria boasts more than 60 miles of hiking, biking and horseback riding trails. The mountain hiking and river trail system is very popular among Peoria’s residents and visitors. There are more than 11 miles of mountain hiking trails in Peoria with trailheads offering access to Both trails are designed to accommodate all nonvehicular users, including walkers, joggers, strollers, bicyclists, and roller bladers. There is a 8 City of Peoria FY 2019 Annual Program Budget Introduction designated trailhead at 83rd Avenue just south of the Sports Complex which accommodates equestrians as well. Preservation of our natural resources is a high priority. The preservation of Sunrise Mountain 317 acres of beautiful, mountainous open space will ensure that this signature landmark will be available for Peoria residents to enjoy now and forever. Baseball fans enjoy this view from the stands. Gorgeous greens, flowing water, year-round play and convenient access to several award-winning courses located in and around Peoria make the Valley of the Sun a dream destination for golf enthusiasts. Quintero was ranked the number one Best Public Course by both Golf Digest and Golf Weekly Magazine. Young baseball fans enjoy getting autographs from the players at a Spring Training game. For the baseball fan, Peoria’s place on the national map was first etched when the Peoria Sports Complex opened in 1994, becoming the Spring Training home of the Seattle Mariners and San Diego Padres, the first two-team facility. With 30+ games in 30 days and 80degree temperatures, Peoria is a great place to spend the day. In 2014, both teams re-signed to train in Peoria for another 20 years, causing the facility to undergo extensive renovations over a multi-year period. The team clubhouses were updated in 2014, and the stadium followed during 2015-16 with improvements and construction of concourses, outdoor group areas, an enlarged team store, an expanded ticket office, an indoor event space, shaded seating and a youth playground. The 12,518 seat stadium and 13 baseball fields host a number of community events as well as professional and amateur baseball events, while serving as the year-round player development home of both MLB teams. The Seventh Hole at Quintero Golf Course 9 City of Peoria FY 2019 Annual Program Budget Introduction available to groups for rentals. TheaterWorks acts as the resident company and creates awardwinning theater and offers a variety of programs, including musicals and plays, summer camps for children, theater academy classes, puppetry performances, and special events. It provides some of the most comprehensive programming of any performing arts organization in Arizona. The Arizona Broadway Theater is the Valley’s only year-round professional theater company to offer professional musicals and a refined dining experience. It showcases locally and nationally acclaimed artists onstage and behind the scenes. It is conveniently located in the P83 Entertainment District. Located inside Peoria City Hall, the West Valley Art Museum brings people from all over Arizona to experience high quality art with a variety of themes. Collection showcases and new exhibits are unveiled year-round, making the museum a beloved, cultural venue in Peoria. The Kids Cove at the Peoria Sports Complex provides a variety of fun for kids! The city of Peoria is proud to support the arts. Throughout the city, you will see examples of investment in public art, many of which are located throughout Peoria’s historic district, known as Old Town Peoria. Culture and the Arts Fine art galleries, historical museums and fantastic theater make Peoria an ideal arts and culture destination. Two theaters featuring quality plays and musicals are located within Peoria. The Peoria Center for the Performing Arts is the West Valley’s destination for performing arts. It is a state-of-the-art facility featuring a 280-seat main stage auditorium, an 80+ seat black box theater, classrooms, elegant lobby, dressing rooms, backstage support areas and office space. The Center operates yearround, presenting plays, musicals, comedies, a music series, and more. The Center is also Peoria Center for the Performing Arts 10 City of Peoria FY 2019 Annual Program Budget Introduction highways, with convenient access to Interstates 10 and 17 which provide access within seven hours to multiple large and mid-sized metropolitan areas in the Southwest, California, Texas, the Mountain States, and Mexico. The Loop 303, connecting I-10 to I-17, provides unparalleled access to the northwest Phoenix metropolitan area. This freeway runs seven miles through Peoria’s northern region, opening up the pristine landscape for commercial development as well as high wage employment. Freight rail service is provided by the Atchison, Topeka & Santa Fe Railroad (a portion of the Burlington Northern Santa Fe Railroad system). The availability of rail-served sites affords Peoria with the opportunity to compete for industries needing rail service. Arizona Broadway Theater Business Peoria’s business community is emerging as a leading center, not only in Arizona and the Phoenix metropolitan area, but in the United States as well. The city has attracted major shopping centers, hotels, fine dining, and commercial and light industrial businesses. Mixed-use development combines residential and commercial activity. Peoria also offers close proximity to Phoenix Sky Harbor International Airport, professional sports arenas, NASCAR and numerous cultural and performing arts venues around the Valley of the Sun. Retail Trade/Arts and Entertainment Listed in this section are the top 10 major employers in Peoria. As you will see, there are many diverse sectors represented within the city. The largest product/service category is the Peoria Unified School District, followed by the City of Peoria workforce; also represented are health care providers, general retail services and manufacturing. Peoria has created a community with a very high quality of life, and as a result, retail and service offerings are very strong. The P83 Entertainment District is becoming one of Phoenix metropolitans’ destination of choice for restaurants, sports and entertainment, including theaters and other amenities. In this area, 29% of household incomes are over $100,000 annually. Peoria is an easily-reached location, boasting very accessible transportation infrastructure and services that support current economic development, and planning that supports future development. The city is bisected by four state The tremendous growth in the area over the last two decades has fueled the need to expand retail services. Peoria has responded by targeting retail opportunities to meet the needs of residents and improve the community service offerings. An entry monument in the P83 Entertainment District. 11 City of Peoria FY 2019 Annual Program Budget Introduction Peoria’s Top 10 Major Employers*  Peoria Unified School District  City of Peoria  Walmart/Sam’s Club (4 locations)  Younger Brothers Companies  The Antigua Group, Inc.  Immanuel Caring Ministries Shoppers enjoy the Saturday morning Farmer’s Market.  Arizona Medical Clinic  OakCraft, Inc. Targeted Growth Industries  Freedom Plaza Peoria The city sees its future growth in advanced business services, manufacturing, bioscience/ health care, and scientific and technical services.  West USA Realty *Source: Maricopa Association of Governments 2016 Employer Data, Feb 2017 There is a combination of factors that points toward the growth of these leading industries in Peoria. We have a large, technically-skilled workforce currently employed in these industries elsewhere. Peoria is only 30% developed, and therefore has a lot of room to grow. City Government The City of Peoria is a Council-Manager government. The City Council sets city policy and direction, while the city manager is responsible for the day-to-day operations of the city. Peoria’s mayor is elected to four-year terms to serve the community “at large,” while each of the six council members is elected to four-year terms in specific geographic districts. Peoria’s boards and commissions are made up of Peoria citizens who wish to serve their community. These volunteers are appointed to review complex issues and provide informed recommendations to the Peoria City Council. The Arizona Small Business Development Center was recently launched in Peoria to foster and grow our small business community. The SBDC provides many valuable services to businesses for the purpose of creating and preserving small business jobs and revenue right here in our city. Peoria City Hall 12 City of Peoria FY 2019 Annual Program Budget Introduction The Peoria Police Department provides law enforcement, investigates criminal incidents and traffic accidents, provides traffic safety and enforcement, and provides crime prevention and community-oriented policing services through programs such as the Citizen’s Police Academy, ride-along programs, and school resource officers. In September 2017, the Pinnacle Peak Public Safety Facility was opened to serve the ever-expanding population of our city more effectively. Utilities provided by the city include water, wastewater and solid waste services. The Greenway Water Treatment Plant is a stateof-the-art water treatment plant that treats Salt River Project water. The plant also enables the city to further reduce its dependence on groundwater and comply with state law regarding conversion to renewable surface water for most of our water supply. The city’s newest facility, the Butler Water Reclamation Plant, will not only serve our residents for many years to come, but allows reclaimed water generated by the plant to provide an additional water resource that can be used for landscape irrigation or groundwater recharge credits. Peoria Police Officers and canines City Services Peoria’s excellent public safety departments make the city one of the safest in Arizona. The Peoria Fire-Medical Department operates eight stations throughout the city, including a station at Lake Pleasant. The department provides paramedic-level emergency medical care, fire suppression, hazardous materials response and mitigation, technical rescue, fire inspection/ investigation, fire-related public education, emergency management services, and as of January 2017, emergency ambulance transportation. All services are delivered by the men and women of the Peoria Fire-Medical Department, and in cooperation with our local, regional and statewide partners. Greenway Water Treatment Plant Peoria residents and business owners can get a behind-the-scenes look at how city government operates. Through the “University of Peoria,” the city offers the Peoria Leadership Institute, an eight–week program (one night per week) that A firefighter pulls hose from an engine in a training exercise. 13 City of Peoria FY 2019 Annual Program Budget Introduction provides an in-depth look at all operations of city government. Class members learn more about the city’s governmental structure, its budget and finances, public works, utility, police and fire operations through interactive discssions with city staff. The Peoria Leadership Institute is open to any Peoria resident free of charge. In addition, both the Peoria Police and Fire-Medical departments offer citizen’s academies that provide similar insight into the operations of these vital city departments. posting, energy efficiency and more. In Peoria, we welcome even the smallest changes because we know that together they have a great impact. Education Peoria’s educational system is top-notch at all levels. Peoria Unified School District serves most of the city of Peoria. This open-enrollment district is the third largest school district in Arizona, serving more than 36,000 students. It also has an online high school and a “Transition Center” which provides alternative and adult education. PUSD consistently beats state and county test scores and boasts a 93% high school graduation rate. The class of 2016 received more than $65 million in scholarships. It is one of the largest unified school districts in Arizona and prides itself on excelling schools, award-winning teachers, high test scores, specialized signature programs and championship athletic programs. The Community Garden located just northeast of City Hall is an excellent example of how Peoria works with citizens and students to create an environment of sustainable education. In the city of Peoria, sustainability is at the forefront of all we do. “Sustainable U” is one of many sustainability initiatives led by the city to provide our residents with practical educational tools. A small number of Peoria schools are part of the Deer Valley Unified School District. Its “A” rating makes it one of the top districts in Arizona. DVUSD prides itself in providing a variety of programs designed to make its students college- and career-ready. Through a series of environmentally-related workshops, residents increase their understanding and awareness of the many sensible ways they can save money and the environment through everyday actions. Industry experts teach residents about water conservation in the home, proper landscape irrigation, recycling, com- 14 City of Peoria FY 2019 Annual Program Budget Introduction The Northwest Valley offers a plethora of opportunities for higher education. Arizona State University’s West Campus, the Thunderbird School of Global Management, Midwestern University, and Trine University provide the spectrum of education and training from international business to osteopathic medicine to engineering technology. Higher education is also the top priority for the City of Peoria and the city is currently engaged with a university recruiter to help secure higher education expansions of residential universities. The original Peoria High School is recognized as a Peoria Place of Pride. There are numerous charter schools for students of various ages, as well as private schools, religious schools and preschools. Peoria is one of the newest locations for a BASIS charter school, a premier school that has been recognized by the Washington Post as one of the "Top-Performing Schools with Elite Students". BASIS was created as a college preparatory school that would educate American students at the same level as their international peers in topperforming countries such as Finland, Canada, and Japan. West Wing Elementary is an A+ School of Excellence. Full-day kindergarten is offered at no cost in the Peoria Unified School District. 15 City of Peoria FY 2019 Annual Program Budget Introduction The Balloon Glow is part of the city’s annual Halloween event held at the Peoria Sports Complex. Centennial Park is located on the City Hall campus. 16 City of Peoria FY 2019 Annual Program Budget Introduction Form of Government: Council-Manager Date of Incorporation: June 6, 1954 Peoria at a Glance Fire Protection Peoria Unified School District Number of Stations ....................................................8 Number of Employees ...........................................209 Avg. Response Time (minutes) ............................5.70 Number of Incidents: Emergency Medical Support ......................... 19,622 Fire Calls .........................................................2,194 Miscellaneous ..................................................1,099 Number of Schools Elementary Schools (grades K-8) ........................... 34 High Schools (grades 9-12) ...................................... 7 Non-Traditional High School ................................... 1 Number of Students Elementary ....................................................... 24,000 High School ..................................................... 12,000 Police Protection Number of Employees: Sworn ....................................................................202 Non-Sworn ............................................................101 Priority 1 Response Time (minutes) .....................5.67 Number of calls answered .............................. 222,423 Annexed Area in Peoria City Employees (as of July 1, 2018) Full-time ....................................................... 1,226.50 Part-time FTE’s ................................................. 22.85 Total authorized FTE’s ................................. 1,249.35 Recreation Community Parks ...................................................... 2 Urban Lakes ........................................................ 2 Splash Grounds ................................................... 2 Skate Park ........................................................... 1 Neighborhood Parks................................................ 34 Ramadas .......................................................... 105 Tennis Courts .................................................... 26 Pickleball Courts ................................................. 4 Swimming Pools ....................................................... 3 Sports Complex ......................................................... 1 Community Lake ....................................................... 1 Miles of Mountain and Multi-Use Trails................. 26 Dog Parks .................................................................. 5 1965……….2.5 1975……….7.0 1980…..….23.0 1985……...30.8 1990……...63.0 17 1995………..96.5 2000………153.2 2005………178.0 2011………179.1 City of Peoria FY 2019 Annual Program Budget Introduction Streets and Utilities Streets* Utilities** Lane miles of streets maintained – 1,559 Arterial.……………….……………….….……437 Collectors……….….………………………….231 Residential………..………………………...…..891 Number of active customers Water……………………………………………...57,011 Wastewater……………………………………….57,909 Residential Solid Waste…………………………...55,828 Water Data: Treatment plant capacity Pyramid Peak……………………………….11.0 mil gal/day Greenway…………………………………..16.0 mil gal/day Annual consumption………………………9,488,059,000 Avg. gal/household/month……………………...9,120 gal Number of active wells in system…………………….31 Available storage capacity………………….42 million gal Wastewater data: Treatment plant capacity Beardsley Plant……………………………….4.0 mil gal/day Jomax Plant…………………………………2.25 mil gal/day Butler Plant…………………………………10.0 mil gal/day Annual wastewater treated Beardsley Plant……………………..………….1,009 mil gal Jomax Plant………………………..…………….253 mil gal Butler Plant………………………..…………..2,542 mil gal Solid Waste: Residential tonnage processed……………………54,967 Commercial tonnage processed…………………..20,895 Recycle tonnage processed……………………….16,698 Streetlights Maintained……..………………15,973 *Source - City of Peoria Streets Department Total tonnage processed………………………….92,560 **Source - City of Peoria FY 2017 Comprehensive Annual Financial Report Above, street maintenance crews at work repaving city streets. Right, the recently widened and paved Pinnacle Peak Road. 18 City of Peoria FY 2019 Annual Program Budget Introduction Election Statistics Registered Voters Votes Cast % of Registered Voters Voting Special (Charter Amendments/ Bonds) 65,998 9,704 14.70% September 13, 2005 Special (Sales Tax) 66,276 7,299 11.01% November 8, 2005 Special (All Mail) (Franchise) 64,018 13,417 20.96% September 12, 2006 Primary (Mayor/Districts/ Charter Amendment) 62,328 15,799 25.35% November 7, 2006 General (Mayor/ Ironwood/Palo Verde Runoff) 63,544 38,539 60.65% September 2, 2008 Primary (District/ Charter Amendments/Franchise) 70,987 15,595 21.98% November 4, 2008 Special (Bonds) and Recall (Acacia) 76,323 61,955 81.17% August 24, 2010 Primary (Mayor/Districts/ Charter Amendments/Franchise) 83,247 24,331 29.23% November 2, 2010 General (Acacia Runoff) 7,595 3,202 42.16% August 28, 2012 Primary (District/Charter Amendments) 85,592 20,319 23.74% November 6, 2012 General (Ironwood/Willow Runoff) 29,447 24,082 81.73% August 26, 2014 Primary (Mayor/District/ Charter Amendment) 89,604 22,319 24.91% November 4, 2014 General (Palo Verde Runoff) and Special Primary (Mesquite) 15,498 16,725 6,973 8,201 44.99% 49.03% March 10, 2015 Special General (Mesquite Runoff) 16,582 5,189 31.29% August 30, 2016 Primary (District/Charter Amendment) 94,990 27,308 28.75% November 8, 2016 General (Sales Tax) 99,020 75,904 76.66% Date Type of Election May 17, 2005 19 City of Peoria FY 2019 Annual Program Budget Introduction Demographics Population1 175,000 Median Household Income Income* 166,955 171,751 154,475 $80,000 $80,000 $70,000 $70,000 $60,000 141,941 150,000 125,000 108,364 74,565 50,618 25,000 0 12,351 1965 1970 $0 1980 $50,000 1990 1995 2000 2005 2010 2014 2018 $65,314 $68,882 $31,513 $31,513 $20,000 $14,000 $20,000 $10,000 $10,000$0 3,802 4,792 $63,025 $35,000 $40,000 $30,000 $35,000 $30,000 $20,000 75,000 $63,535 $50,000 $60,417 $60,000 $50,000 $50,000 $40,000 100,000 50,000 $74,985 1990 2000 2010 2012 1990 Household 2000 2005 2015 2016 Median Income2010 Per2014 Capita Income Median Household Income 1 Source – U.S. Census Bureau and MAG estimates Occupied Housing Units* Family Households* 50,000 70,000 41,132 40,000 60,000 58,106 50,000 30,000 40,000 20,000 30,000 16,974 20,000 10,000 2016 Labor Force: 80,784 Unemployment Rate: 6.4% 30,000 Non-Family Households 2.80 3.33 Average Household Size Average Family Size Occupations* 35,000 30,476 25,000 38,128 42,316 38,128 40,000 Total Family Households Labor Force Statistics* 42,656 50,000 0 Renter Occupied 49,095 60,000 Owner Occupied 20,000 17,956 14,359 15,000 30,000 10,000 Females In Armed Forces Not in Labor Force All 20 Sales & Office Civilian Employed Males Service 188 Total in Labor Force Mgmt., Business, Science & Arts 0 10,000 0 5,318 5,000 Construction, Extraction & Maint. 20,000 7,127 Production, Transport & Mat'l Moving 0 16,813 10,000 City of Peoria FY 2019 Annual Program Budget 80,000 80,143 70,000 60,000 60,000 50,000 50,000 40,000 40,000 30,640 30,000 18,869 20,000 $40,002 $25,506 $32,008 20,000 10,000 Graduate or professional degree Bach elor' s degree Some college or associate' s degree Total Bach elor' s degree or h igh er Some college or associate' s degree High Sch ool graduate ( or eq uiv) Less th an High Sch ool graduate 0 Population 25 to 64 years 0 $53,465 $41,430 30,000 24,958 5,676 10,000 $69,172 70,000 High Sch ool graduate ( or eq uiv.) 80,000 Median Earnings by Educational Attainment* Educational Attainment* Less th an High Sch ool graduate 90,000 Introduction *Source – U.S. Census Bureau, American Fact Finder Gross Sales* * * Building Permits Issued** 3,500 **Source – City of Economic Development Department Single Family Residential $4,000,000,000 3,000 $3,000,000,000 $4,168,491,189 $3,914,602,470 $3,661,914,388 $3,228,296,020 $0 $3,459,207,076 FY FY FY FY FY 2008 2010 2012 2014 2016 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 - $2,818,223,271 500 $2,961,356,284 $1,000,000,000 1,000 $2,742,233,038 1,500 $2,929,884,576 $2,000,000,000 2,000 $3,313,302,079 2,500 The City of Peoria collects approximately 2% of the gross taxable sales. Number of Permits Issued **Source – City of Peoria Planning and Community Development Department ***Source – City of Peoria Finance Department A city crew is working on the bulk trash pickup. 21 City of Peoria FY 2019 Annual Program Budget Introduction The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Peoria, Arizona for its annual budget for the fiscal year beginning July 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 22 City of Peoria FY 2019 Annual Program Budget A large crowd of baseball fans enjoy a Spring Training game on a beautiful day at the Peoria Sports Complex. A view of Peoria’s stunning 23 desert landscape Introduction City of Peoria FY 2019 Annual Program Budget Introduction 24 Budget Message Budget Message City of Peoria FY 2019 Annual Program Budget City Manager Budget Message CITY MANAGER BUDGET MESSAGE Fiscal Year 2019 Mayor Carlat and Members of the Peoria City Council, I am pleased to provide you with the FY 2019 Annual Budget and 10‐Year Capital Improvement Program for the City of Peoria. These spending plans reflect our commitment to provide high quality services and amenities to our residents, while preserving our organization’s long‐term financial viability. While the revenue picture is improving, cost pressures to retain current levels of service continue to outpace expected revenues. The FY 2019 budget strikes a balance between available revenues and the needs of our fast-growing community. This budget allows us to continue to provide exceptional core services, and maintain the quality standards our residents have come to expect. A balanced and strategic approach has resulted in a spending plan that adapts to the changing needs of our community, without compromising our financial future. BUDGET APPROACH Setting long-term priorities for the city is one of the most important responsibilities for Peoria’s elected officials. The City Council’s policy goals are policy statements that set the direction for the organization and act as a touchstone for making financial and operational decisions to achieve community expectations. This past November, the Council developed policy goals that identified key initiatives and outcomes for the next two years. The following broad policy priorities are reflected throughout the recommended budget: Public Safety Economic Prosperity Transportation Built and Natural Environment Arts and Culture Parks and Recreation Communications Over the past few months, staff has provided Council with information briefings regarding significant policy issues that advance these initiatives. This includes discussions on public safety, economic development initiatives, labor contracts, program and service recommendations and overall financial and economic conditions. Additionally, the recommended budget includes appropriate funding to begin addressing demands associated with new growth in a thoughtful and deliberate manner, without disrupting our existing services. 25 City of Peoria FY 2019 Annual Program Budget City Manager Budget Message Each year, as part of the city’s strategic budgeting approach, department directors challenge their employees to identify performance, trends, options, and opportunities for addressing citizen needs. As part of this process, the departments perform an analysis to determine the true cost of the services they provide. This information is included in the City Council budget workbooks at the beginning of each department section. Using this information, department directors then align their work plans with the Council’s policy goals and submit budget plans that achieve desired performance outcomes. The result is a budget for FY 2019 that works within existing resources, but also includes modest additions to ensure service levels are maintained and the council’s priorities are addressed. Also, the plan strives to maintain, refresh or replace existing assets as needed while also addressing the demands of new growth throughout the city. This balanced approach ensures that services and amenities are planned for and distributed in such a way that enhances business opportunities and the quality of life for our citizens and visitors. Lastly, the city’s vigorous economic development pursuits continue to be funded in a manner that produces beneficial results, including resources to further the economic development opportunities and initiatives approved by Council in the adopted Economic Development Implementation Strategy II (EDIS II). PEORIA’S FISCAL POSITION The city’s revenue stream is largely influenced by overall economic conditions. The national economy continues to expand. Steady job growth and meaningful wage growth is expected to boost consumer spending and business investments over the next several years. Recent stock market gains reflect improved business confidence primarily due to national economic policies. However, it is worth noting that the length of the current national economic recovery is approaching its 8th year. The longest period of any U.S. expansion has been 10 years; if historical averages hold true, it is possible the expansion could end at some point within the forecast range. Arizona’s economy has had modest yet steady economic growth showing improvements in sales and income tax collections, gains in residential construction and improving outlook for tourism. The state has regained jobs lost during the recession and is expected to continue to strengthen over the next few years as long as the national expansion continues. Maricopa County was the fastest growing county in the U.S over the past year. Locally improving consumer confidence has resulted in modest city sales tax growth during FY 2018. We expect sales tax revenues for this fiscal year to exceed FY 2017 levels by 3.4 percent, with strong performances across a broader base of retail categories, restaurants and bars, and construction. For FY 2019, we are forecasting roughly a 3.5 percent growth in city sales tax revenues. Property tax collections continue to be impacted by the local housing market. New residential construction in Peoria is growing, and commercial development has begun to show expansion and stability. Existing home valuations have continued to increase, and the City’s primary assessed valuation in FY 2019 is estimated to increase slightly from the previous year’s valuation. This marks the fifth consecutive year of modest increases following the low collection point in FY 2014. Future valuations should continue to increase, resulting in sufficient tax collections in subsequent years. 26 City of Peoria FY 2019 Annual Program Budget City Manager Budget Message TAXES, RATES AND USER FEES The budget as submitted limits the financial burden placed on our residents through rates and fees. The FY 2019 recommended budget assumes no increase to the overall property tax rate for the upcoming year. The city’s retail sales tax rate remains at 1.8 percent. The FY 2019 budget includes previously approved utility rate adjustments of 2.25% for water and wastewater services. Additionally, the budget includes a small increase to the residential solid waste services. The solid waste rate increase is necessary to address growing cost pressures, reduced recycling revenues and increased landfill costs. In total, the average residential utility customer can expect a combined rate adjustment of approximately 2.9% for FY 2019. Utility rates typically require small annual adjustments to keep pace with inflationary costs and growth in demand. The residential solid waste rate adjustment is necessary to reflect current waste management contracts and increased demand due to growth throughout the city. Overall, Peoria residents continue to enjoy comparatively low utility rates among Valley cities. The city regularly evaluates its user charges to ensure that appropriate fees are assessed for the services we provide. For FY 2019, this analysis has resulted in adjustments to a small number of recreation fees to help recover the full cost of these services, per Council policy. USE OF FUND RESERVES The City Council-adopted Principles of Sound Financial Management has established strong policies on reserve levels for our major operating funds. It is important to remember that much of these reserves are established to address immediate and dramatic fiscal difficulties. To address such emergencies, the budget includes contingency appropriation for crisis events, but does not apply any reserves to address recurring expenses. As a result, the budget remains compliant with the city’s stated policies. BUDGET PRIORITIES The city’s top priority is to preserve and enhance the high quality of life Peoria residents have come to expect. The FY 2019 budget provides the financial resources necessary to meet these expectations. Public safety is a critical component to our residents’ quality of life. This budget underscores the city’s ongoing commitment to this important local responsibility. This past year, the city utilized an outside consultant to review the Police Department’s organizational structure and management, operations and deployment strategies and future growth impacts. As a result, the FY 2019 budget includes twelve new positions in the Police Department: three Police Officers, six Police Service Officers, a Police Support Assistant, a Communications Specialist and a Crime Prevention Education Coordinator. Additionally, the Fire-Medical Department will assume more ambulance service within the city, increasing from two to four full-time city ambulances and adding fourteen new firefighters. New equipment and technology will help the organization continue its emphasis on data driven and community-based policing and training for eight new paramedics will enhance community care. 27 City of Peoria FY 2019 Annual Program Budget City Manager Budget Message One of the keys to any community’s quality of life is a vibrant and diversified economic base, with both a qualified workforce and quality jobs. As such, the recommended budget includes investments in a number of economic development initiatives and projects. An example of this is a new partnership with Arizona State University to develop a unique entrepreneurial development program, assisting companies and attracting new innovators to Peoria. Additionally, the budget includes some one-time funding to implement our tourism strategy and enhance marketing efforts to draw more visitors to Peoria and the west valley. These efforts will be supplemented by several neighborhood-focused initiatives. Continued funding is provided to support the successful Community Works program, which provides for small, targeted capital improvements that make an immediate difference. New this year, a park and retention basin refresh program is proposed to address existing landscaping and aesthetics improvements within and around our neighborhoods. Lastly, a Support and Resource Center is proposed in FY 2019 to provide direct program services, intake and referral services to residents throughout the community. Peoria has long boasted premier recreation programs and facilities, special events, and arts and cultural programs. The city has a long history of providing family-friendly and culturally diverse events. The FY 2019 budget includes funding to continue these popular events throughout the community. Additionally, the budget supports a number of one-time requests to repair and maintain key amenities at various parks and aquatic facilities throughout the city. In accordance with approved labor agreements and in line with our “employer of choice” goals, the recommended budget includes funding for modest wage increases for city employees in FY 2019. CAPITAL IMPROVEMENT PROGRAM Each year the staff reviews and updates the Capital Improvement Program (CIP). The CIP provides a schedule of planned improvements over the next 10 years and identifies the revenue sources that will pay for those improvements. As the community grows, new projects and amenities are needed to serve a growing population and maintain service levels. This has become more challenging as funding sources that were traditionally used to offset these costs are no longer available or have been significantly restricted. As we updated the Capital Program, we took a hard look at the community needs and re-prioritized projects, timing and funding to create a more balanced set of amenities that will serve our community and further council goals. The recommended CIP includes major investments in parks, roadways, public safety facilities, and water and sewer infrastructure. This includes funding for the construction of several major projects already underway, including the expansion of the Pyramid Peak Water Treatment Plant, the Happy Valley Road Widening between Lake Pleasant Parkway and the Agua Fria River, and a new neighborhood park in the Meadows subdivision. Funding for the construction of Peoria’s Northern Community Park, La Paloma is programmed in FY 2019, as is a Pedestrian and Shade Master Plan. 28 City of Peoria FY 2019 Annual Program Budget City Manager Budget Message Economic Development has become a significant category within the capital program. One major focus area of the city’s economic development efforts is the entertainment district surrounding the Peoria Sports Complex. The CIP includes financial participation in support of the Peoria Forward Plan with Arizona State University to create a future Innovation Center at P83. Other investments include an Old Town Identity project and a series of Placemaking initiatives to enhance public spaces throughout the city. Equally as important is the responsibility to maintain existing assets. You will see various projects throughout the CIP related to facilities replacement and refurbishment. In addition, we continue to maintain more than 1,400 lane miles of roadway, 1,000 miles of sidewalk, and 118 signalized intersections through a combination of maintenance programs in the capital program. CONCLUSION In summary, the proposed budget totals $660 million, which represents an 11.86 percent increase over the prior year. The budget for the general fund, the city’s primary operating fund, is $154.4 million - a 5.54 percent increase. The $277.1 million capital budget for FY 2019 represents a 30.6 percent increase over the FY 2018 plan, while the 10-year capital improvement program totals $730.6 million, a 10.4 percent increase from last year’s program. Overall, the financial outlook remains stable and sustainable. I believe this budget underscores a commitment by all city departments to maintain service levels and address community priorities, while preserving those things that make Peoria great. I wish to thank the Mayor and City Council for their guidance and support throughout the development of this proposed budget. In addition, I wish to thank the Management and Budget Department staff, our deputy city managers, department directors, and all of the employees of the city who have contributed to make the FY 2019 budget a reality. Sincerely, Jeff Tyne City Manager 29 City of Peoria FY 2019 Annual Program Budget City Manager Budget Message 30 Long-Range Forecast Long-Range Forecast City of Peoria FY 2019 Proposed Budget Long-Range Forecast Financial Planning The City has an important responsibility to its citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired by the public. The City’s financial goals are broad, fairly timeless statements of the financial position the City seeks to attain. The City’s overall financial goals are: • To deliver quality services in an affordable, efficient, and cost-effective basis, providing full value for each dollar. • To maintain an adequate financial base to sustain a sufficient level of municipal services, thereby preserving the quality of life in the City of Peoria. • To have the ability to withstand local and regional economic fluctuations, to adjust to changes in the service requirements of our community, and to respond to changes in Federal and State priorities and funding as they affect the City’s residents. • To maintain a high bond credit rating to ensure the City’s access to the bond markets and to provide assurance to the City’s taxpayers that the City government is well-managed and financially sound. Achieving these goals not only helps the City to enhance its financial health, it also enhances the image and credibility of the City with the public, bond rating agencies, and investors. The City achieves these goals through its strict adherence to fiscal management policies. Council-Adopted Financial Policies General Fund. The City of Peoria’s unassigned General Fund balance will be maintained to provide the City with sufficient working capital and a comfortable margin of safety to address emergencies, sudden loss of revenue, unforeseen needs, and economic downturns without borrowing. The unassigned fund balance is maintained in three different reserves: The City’s budget is closely aligned with the financial policies established by the Peoria City Council. The Principles of Sound Financial Management are intended to establish guidelines for the City’s overall fiscal planning and management. The policies support the continued financial strength and stability of the City of Peoria as reflected in its financial goals. Fund Balance Objectives • The City will maintain an “Emergency Reserve” of 10% of the average actual General Fund revenues for the preceding five fiscal years. The Emergency Reserve is for unexpected, large-scale events where damage in excess of $250,000 is incurred and immediate, remedial action must be taken to protect the health and safety of residents. Fund balance is an important indicator of the City’s financial position. Adequate fund balances are maintained to allow the City to continue providing services to the community in case of economic downturns and/or unexpected emergencies or requirements. 31 City of Peoria FY 2019 Proposed Budget Long-Range Forecast bonds being paid from the one-half cent sales tax. If used, funds must be approved by City Council and the City shall strive to restore this reserve the next fiscal year.  Half Cent Sales Tax reserve goal is 35% of the average actual revenues for preceding five fiscal years. • The City will maintain an “Operating Reserve” with an upper goal of 15% of the average actual General Fund revenues for the preceding five fiscal years. The Operating Reserve is intended for unexpected events whose impact exceeds $500,000, such as a failure of the State to remit revenues to the City, unexpected mandates, unexpected loss of State Shared revenues, continuance of critical City services due to unanticipated events, or to offset the unexpected loss of a significant funding source for the remainder of the fiscal year. • Third Priority – Capital, economic development, and community promotions expenditures. • Fourth Priority – Specific City operational expenditures may be identified by Council through the annual budget process to be funded through the onehalf cent sales tax revenues. Enterprise Funds. Government enterprises generate revenue to recover the cost of providing certain services, including water, wastewater, and solid waste. User charges are established to recover the cost of providing these services. Accounting systems must be established to separate these revenues and expenses. The City’s financial policies establish targets for the enterprise funds as follows: If used, funds must be approved by City Council and the City shall strive to restore this reserve within two fiscal years. • The City will maintain a “Budget Stabilization Reserve” with an upper goal of an additional 10% of the average actual General Fund revenues for the preceding five fiscal years. The Budget Stabilization Reserve may be used to provide funding to deal with fluctuations in fiscal cycles and operating requirements that exceed $500,000. • The debt service coverage ratio of 2.0 times the amount of the debt service payments, exclusive of expansion fee revenue. • A minimum cash reserve fund balance for the water and wastewater operating funds equal to 25% of the actual operating expenditures for the current fiscal year. If used, funds must be approved by City Council and the City shall strive to restore this reserve within three fiscal years. The funds in excess of the stated goals should not be used to support recurring operating expenditures. Instead, they may be used to supplement “pay as you go” capital outlay, fund one-time operating expenditures, or prepay existing debt. • The City will maintain a “Rate Stabilization Fund” in water and wastewater equal to 5% of the average actual revenues for the preceding three fiscal years. The Rate Stabilization Fund may be used to moderate significant rate increases. Half-Cent Sales Tax. The Council has established a special one-half (½) cent sales tax designated primarily for debt service, reserves, and capital needs. These funds must be recorded and expended separately. The one-half (½) cent expenditures and reserves are prioritized as follows: • The City will maintain a “Debt Stabilization Fund” in water and wastewater with an upper goal of 50% of the maximum annual debt service payments in the following five years. The Debt Stabilization Fund is intended to provide additional security to insure the City’s ability to meet debt service obligations. • First Priority - The debt service for Municipal Development Authority (MDA) bonds for which the payment source is one-half cent sales tax revenues including administrative, accounting and legal costs connected with the bond payment. • The City will maintain an “Asset Maintenance Fund” in water and wastewater with an upper goal of 2% of the enterprise fund infrastructure assets. The Asset Maintenance Fund may be used to provide funding for the repair and maintenance of critical infrastructure. • Second Priority – Fund Balance.  Half-Cent Sales Tax debt service reserve should be at least $1,000,000 for outstanding 32 City of Peoria FY 2019 Proposed Budget Long-Range Forecast • A minimum cash reserve fund balance for the solid waste operating funds equal to 20% of the actual operating expenditures for the current year. Long-Range Forecasting. The City will annually update a five-year long-range forecast, incorporating both projected revenues and expenditures for the City’s major operating funds. The five-year revenue forecast will only include revenues that are anticipated to be sustainable over the five-year period. Expenditure projections should include anticipated operating impacts of the adopted capital improvement program. Streets Fund. The City’s Streets Fund supports most activities related to transportation within the City. This includes all street maintenance, traffic signal operations, and street signing activities. Any transitrelated operations, however, are supported through a separate Transit Fund. The primary source of revenue for the Streets Fund is collections from the State Highway User Revenue Fund. This includes revenue from the sale of gasoline, diesel fuels and other transportation-related fees. A 3/10 of one cent (0.3¢) sales tax specifically designated for transportation generates additional revenue for the fund. Insurance Reserves. Insurance reserves shall be maintained at a level which, together with any purchased insurance, will adequately indemnify the City’s capital assets and its elected officials, officers and directors against loss. When cost effective, the City will further control its exposure to risk through the use of “hold harmless” agreements in City contracts, and by requiring contractors to carry liability insurance. Transit Fund. The City’s Transit Fund supports all public transit services operated by the City of Peoria, including the citywide Dial-a-Ride bus system, fixed route bus service, the City Travel Reduction and Clean Air programs, and a new circulator bus route starting in FY2019. The majority of the funding comes from City’s Transportation Sales Tax Fund. In the past, most of funding for transit operations was derived from the state’s allocation of Arizona Lottery proceeds, termed the Local Transportation Assistance Fund (LTAF), but this changed when the State of Arizona stopped the distribution of the LTAF funds in February 2010. The state did reinstate a portion of the LTAF funding that is generated solely from Powerball Lottery sales. Replacement Funds. Provisions will be made in the annual operating budget for sufficient maintenance and replacement dollars to ensure that all capital acquisitions, computer hardware and software, and other equipment are properly maintained and replaced in accordance with approved capital and equipment replacement schedules. Capital Improvements The City Manager will submit a 10-year Capital Improvement Program for review by the City Council, pursuant to the timeline established in the budget preparation schedule. The program will be updated annually and include the cost of construction and operating expenditures. No capital improvement projects will be authorized or awarded until the funding sources have been established to finance the project. Fiscal Planning The City of Peoria identifies and allocates resources among numerous and complex competing needs. The primary vehicle for this planning is the preparation, monitoring, and analysis of the City’s budget. It is increasingly important to incorporate a long-term perspective and to monitor the performance of the programs competing to receive funding. The fiscal planning process includes the following: When current revenues or resources are available for capital improvement projects, consideration will be given first to those capital assets with the shortest useful lives, and for assets whose nature make them comparatively more difficult to finance with bonds or lease financing. Annual Budget. The City will establish a balanced annual operating budget. Current operating expenditures, including debt service, will be funded with current revenues. The budget will not postpone expenditures, use one-time (non-recurring) sources to fund ongoing (recurring) uses, or use external borrowing for operational requirements. 33 City of Peoria FY 2019 Proposed Budget Long-Range Forecast Control Measures and Compliance Debt Management Policy Management must ensure compliance with the legally adopted budget. In addition, purchases and expenditures must comply with legal requirements and policies and procedures set forth by the City. The Debt Management Policy provides for the preservation and eventual enhancement of the City’s bond ratings, the maintenance of adequate debt service reserves, compliance with debt instrument covenants and provisions, and required disclosures to investors, underwriters, and rating agencies. • The City’s annual financial statements and bond representations shall fully disclose all significant events, financial obligations, and other related issues as provided by the departments to the Chief Financial Officer. The City utilizes long-term debt to finance capital projects with long useful lives. Financing capital projects with debt provides for an “intergenerational equity,” as the actual users of the capital asset pay for its cost over time. • Accounting and budgeting functions will comply with standards and guidelines issued by the Governmental Accounting Standards Board, the National Council on Governmental Accounting, the American Institute of Certified Public Accountants, and the Government Finance Officers Association. Long-Term Debt • The City will not use long-term debt to fund current operations or smaller projects that can be financed from current revenues or resources. The City will first attempt to utilize “pay-as-you-go” capital financing and/or the use of operating funds or impact fees where applicable. • The City shall conduct a review of its development impact fees on a regular basis. Periodically, the City will also recalculate the full costs of activities supported by user fees to identify the impact of inflation and other attendant costs and recommend adjustments where necessary. • The issuance of variable rate debt by the City will be subject to the most careful review, and will be issued only in a prudent and fiscally responsible manner. • The City shall comply with all state and federal regulations concerning financial management and reporting. • The term of any bond or lease obligation issue will not exceed the useful life of the capital project/facility or equipment for which the borrowing is intended. Short-Term Debt The City does not intend to issue commercial paper or bond anticipation notes for periods longer than two years, or for the term of a project. 34 City of Peoria FY 2019 Proposed Budget Long-Range Forecast Long-Range Forecast • How do we deal with cost increases that exceed the rate of inflation? According to the Government Finance Officers Association, there are four critical principles that overlay a good budget process: These and other questions are incorporated into models, which in turn project financial trends for a five-year planning period. 1. Establish broad goals to guide government decision making. Based on this information, Council utilized the results of the long-range forecast to develop guidelines for the FY 2019 budget process. To be useful, a financial plan must establish a balance between expected service activities and the City’s ability to support these activities. As a result, useful financial forecasts must include much more than simple exported statistical data. Great care must be given to assessing the longterm impacts of events and conditions. 2. Develop approaches to achieve goals. 3. Develop a budget consistent with approaches to achieve goals. 4. Evaluate performance and make adjustments. To properly apply these principles requires timely and accurate information regarding the expected conditions and events that can shape our community in the future. Economic Outlook The long-range financial forecast is developed annually at the start of the City’s budget process. This forecast offers the City Council and management an extended outlook on the flow of expected revenues and expenditures, and helps to define the critical issues and priorities for the upcoming fiscal year. The local economic outlook is based on several expert forecasting sources, including Elliott Pollack, R.L. Brown, Marshall J. Vest, and economists at the Greater Phoenix Blue Chip Consensus. In addition, city staff has undertaken assessments of commercial and residential development activity in Peoria. Shifts in demographic and economic conditions, as well as changes in societal values, all impact how governments operate. This is especially notable in communities such as Peoria, where the City must continually assess its ability to support important programs and services well into the future. By evaluating important trends and economic conditions, the City is better able to gauge our ability to provide services over an extended period of time. The city’s revenue stream is largely influenced by overall economic conditions. The national economy continues to expand. Steady job growth and meaningful wage growth is expected to boost consumer spending and business investments over the next several years. Recent stock market gains reflect improved business confidence primarily due to favorable national economic policies. However, it is worth noting that the length of the current national economic recovery is approaching its 8th year. The longest period of any U.S. expansion has been 10 years; if historical averages hold true, it is possible the expansion could end at some point within the forecast range. To assist with this evaluation, the City of Peoria Management and Budget Department uses forecast models for each of its operating funds. The models attempt to balance planned or anticipated resources against the expected demands for service in the community. The long-range plan is designed to address a number of recurring issues, such as: Arizona’s economy has had modest and steady economic growth showing improvements in sales and income tax collections, gains in residential construction and improving outlook for tourism. The state has regained jobs lost during the recession and is expected to continue to strengthen over the next few years as long as the national expansion continues. • How will Peoria meet the challenges of growth in the future? • What is the impact of potential citizen initiatives and legislative actions affecting Arizona cities? • How will the City respond to adverse economic or emergency conditions? 35 City of Peoria FY 2019 Proposed Budget Long-Range Forecast Transportation Assistance Fund II (LTAFII), which are proceeds from Powerball Lottery sales. Locally improving consumer confidence has resulted in modest city sales tax growth during FY 2018. We expect sales tax revenues for this fiscal year to exceed FY 2017 actuals by 3.4 percent, with strong performances across a broader base of retail categories, restaurants and bars, and construction. For FY 2019, we are forecasting roughly a 3.5 percent growth in city sales tax revenues. Water Fund. The City’s water operations act as a separate enterprise, relying solely on water rates to support their activities. Wastewater Fund. The City’s sewer collection and disposal operations also act as an enterprise, supported by wastewater rates. Property tax collections continue to be impacted by the local housing market. New residential construction in Peoria is growing, and commercial development has begun to show expansion and stability. Existing home valuations have continued to increase, and the City’s primary assessed valuation in FY 2019 is estimated to increase slightly from the previous year’s valuation. This marks the fifth consecutive year of modest increases following the low collection point in FY 2014. Future valuations should continue to increase, resulting in higher tax collections in subsequent years. Solid Waste Funds. The City’s residential and commercial solid waste functions provide for the collection and disposal of refuse within the City of Peoria. The funds rely on user fees to pay for its operations. Sports Complex Fund. The Sports Complex fund includes monies to support the maintenance, operation, and debt requirements related to the Peoria Sports Complex. The City’s share of all ticket, rental, and concession revenue collected from the complex are deposited in this fund. The City’s Half Cent Sales Tax Fund provides additional financial support. Financial Projection Operational Impacts of Capital Plan Among the primary assumptions utilized in the forecast are economic growth rates, retail sales activity, state-shared revenues, census population, and residential development activity. The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operating budget. Upon their completion, most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water and sewer service, and maintenance and repair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, milling, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as medians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. The long-range financial forecast for FY 2019 includes a narrative discussion on the long-range models for each of the operating funds. Specifically, the Management and Budget staff undertook extensive reviews of the following funds: General Fund. The General Fund supports most general government activities, including public safety, development services, parks, recreation and general government functions. The fund is supported by various revenue sources, including sales and property taxes, user fees and state-shared funding. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the city can reasonably expect to recognize upon completion of the project. For example, membership fees from a new recreation center help to offset the increased operating costs. The net operating costs are included not only in the project request, but also in the long-range forecasts of the respective funds, to ensure that we properly account for operating budget impacts of all capital projects. Streets Fund. The Streets Fund provides for much of the City’s street and traffic operations. The fund is largely supported by the State’s Highway User Revenues (fuel taxes) as well as the City’s 3/10 of one cent transportation sales tax. Transit Fund. The City’s Dial-a-Ride and fixed route transit systems are all funded out of the Transit Fund. This fund is supported by Transit related revenues, the City’s 3/10 of one cent transportation sales tax, and a distribution from the State of Arizona’s Local 36 City of Peoria FY 2019 Proposed Budget Long-Range Forecast Operating budget impact is a key criterion in deciding which projects to fund and when. If the city cannot afford the additional operations and maintenance costs of a project, the project will not be funded until those costs can be absorbed by the operating budget, regardless of the relative merits of the project. Departments must submit a supplemental request to obtain the additional budget needed to operate and maintain capital projects. Supplemental requests for CIP operation and maintenance costs must compete with other requests for funding. Streets Fund. The City’s Streets Fund consists of proceeds from various sources, with HURF as its primary revenue source. Arizona’s Highway User Revenue Fund (HURF) is comprised of revenues including gasoline tax and motor vehicle license taxes and registration fees. These funds are collected and distributed to the State Highway Fund and to local governments. Additionally, contributions from the city’s 3/10 of one cent (0.3¢) transportation sales tax help to stabilize this fund. It is not uncommon to see uses exceeding sources in one or more years of the forecast. This is because of “pay-as-you-go” capital projects funded by available fund balance. Ongoing uses are within ongoing sources, and this fund will remain financially independent throughout the planning period. Forecasts of Major Operating Funds General Fund. The City thoroughly examines ongoing General Fund requirements and revenue streams over multiple years to ensure current service levels can be sustained. This should enable the City to maintain a strong unreserved fund balance, while further continuing the practice to fund a number of capital projects on a “pay-as-you-go” basis. The growth in planned revenues is expected to meet the growth in expenditures over the five years of the forecast, which represents a structurally balanced fund. As ongoing funding becomes available, the City will follow a long-term strategy to determine how best to apply the new sources. Streets Fund Projected Sources & Uses $25,000,000 37 $16,561,721 Uses $17,165,616 Sources $16,890,284 FY2019 FY2020 FY2021 FY2022 FY2023 $17,003,415 $162,928,638 $163,782,432 $158,662,744 $159,288,046 $155,030,395 $155,144,568 $150,593,193 $150,975,959 $145,821,350 $146,476,514 $175,000,000 $150,000,000 $125,000,000 $100,000,000 $75,000,000 $50,000,000 $25,000,000 $0 FY2019 FY2020 FY2021 FY2022 FY2023 Sources Projected Sources & Uses $17,286,701 General Fund $19,693,338 $0 $16,024,347 $5,000,000 $19,059,298 $10,000,000 $15,821,107 $15,000,000 $22,193,595 $20,000,000 Uses City of Peoria FY 2019 Proposed Budget Long-Range Forecast Wastewater Fund. The city provides wastewater services to approximately 59,100 accounts. Costs for these activities are accounted for in the Wastewater Fund. The fund is responsible for supporting the operating costs, capital needs, and debt service requirements for wastewater-related facilities. The fund relies on wastewater service charges to support its activities. Water Fund. The City of Peoria provides water service to approximately 57,900 accounts within the city limits. All costs for water service are accounted for in the City’s Water Fund. The fund is responsible for capital facility needs, debt service payments, and operating costs for water service-related activities. After a review of the water rate structure and system, City Council adopted a two-year rate increase for FY 2018 and FY 2019. The adjustments will ensure that the city will continue to meet financial policies for operating reserves and debt service coverage. The forecast includes necessary rate increases over the multi-year rate plan to meet the future operational and capital needs of the system. With these assumptions, the forecast indicates the Water Fund will be financially self-sustaining into the future. After a review of the water rate structure and system, City Council adopted a two-year rate increase for FY 2018 and FY 2019. The adjustments will ensure that the city will continue to meet financial policies for operating reserves and debt service coverage. The forecast includes necessary rate increases over the next two years to meet the future operational and capital needs of the system. With these assumptions, the forecast indicates that the Wastewater Fund will be financially self-sustaining into the future. Water Fund Wastewater Fund Projected Revenues and Expenditures Projected Revenues and Expenditures $60,000,000 $30,000,000 $25,889,640 $27,329,854 $25,289,835 $26,199,789 $19,528,126 $24,688,796 $0 $21,749,065 $10,000,000 $10,000,000 $22,368,861 $15,000,000 $23,594,462 $20,000,000 $24,122,778 $25,000,000 $44,932,901 $54,103,493 $44,015,420 $55,137,619 $52,244,869 $52,875,934 $50,512,948 $20,000,000 $52,209,003 $30,000,000 $46,857,773 $40,000,000 $47,970,093 $50,000,000 $5,000,000 FY2019 FY2020 FY2021 FY2022 FY2023 Revenues $0 FY2019 FY2020 FY2021 FY2022 FY2023 Expenditures Revenues 38 Expenditures City of Peoria FY 2019 Proposed Budget Long-Range Forecast Residential Solid Waste Fund. The residential solid waste operation provides trash collection, recycling, and loose trash pickup for approximately 57,400 residential accounts. The city’s residential solid waste operation is the sole provider of service for Peoria residents. After four years of no rate adjustments, the city increased rates to residential service fees in FY 2018 and will increase rates in FY 2019. The adjustments will ensure that the city will continue to meet financial policies for operating reserves and debt service coverage. The forecast shows expenditures greater than revenues throughout the planning period because of the planned one-time capital projects. Future rate adjustments are included in the forecast between FY 2020 and FY 2023 to ensure that the fund will be financially self-sustaining into the future. Commercial Solid Waste Fund. The commercial solid waste operation offers both container and roll-off service to Peoria businesses and multi-family developments. Businesses have the option of selecting between the city and private companies for their solid waste services. It is essential for the operation to maintain competitive pricing while also generating sufficient revenues to meet the city’s financial policies. After a review of the rate structure and service plan, the city will increase rates in FY 2019. Future increases are planned through the remainder of the forecast period to ensure that the Commercial Solid Waste Fund will be financially self-sustaining into the future. Commercial Solid Waste Fund Residential Solid Waste Fund Projected Revenues and Expenditures Projected Revenues and Expenditures $3,000,000 $14,000,000 $15,467,864 $14,974,280 $13,933,380 $14,437,905 $12,846,838 $11,620,500 $0 $6,000,000 $10,841,835 $8,000,000 $500,000 $11,333,040 $10,000,000 $12,925,130 $12,000,000 $12,142,340 $2,646,905 $2,515,640 $2,575,725 $2,439,830 $2,512,150 $2,376,070 $2,414,130 $1,000,000 $2,272,525 $1,500,000 $2,330,100 $2,000,000 $2,811,480 $2,500,000 $4,000,000 FY2019 FY2020 FY2021 FY2022 FY2023 $2,000,000 $0 Revenues Expenditures FY2019 FY2020 Revenues 39 FY2021 FY2022 Expenditures FY2023 City of Peoria FY 2019 Proposed Budget Long-Range Forecast Transit Fund. The transit operation provides a citywide Dial-A-Ride demand response bus system, a fixed route bus service along 83rd Avenue between Camelback Road and just north of Bell Road, a City Travel Reduction Program, and a Clean Air Campaign. Beginning in the fall of 2019, the city will also offer a circulator route service in the northern part of the city operated by Valley Metro. This new circulator route will be funded through the City’s 3/10 of one cent transportation sales tax. In February 2010, the State of Arizona elected to stop the distribution of LTAF funds, which was approximately $855,000 per year to the City. In 2013, the State of Arizona began distributing LTAFII funds from Powerball Lottery sales, which is an estimated $400,000 per year. The City has had to subsidize the remaining balance with Transportation Sales Tax revenues, and will need to carefully consider operational decisions and/or continue the support from other sources to make this fund sustainable over the long term. Transit Fund Projected Sources & Uses $3,750,000 $3,516,000 $3,615,644 $3,516,000 $3,591,741 $3,516,000 $3,568,757 $3,546,657 $3,516,000 $3,425,407 $2,250,000 $3,171,000 $3,000,000 $1,500,000 $750,000 $0 FY2019 FY2020 FY2021 FY2022 FY2023 Sources 40 Uses Budget Summary Budget Summary City of Peoria FY 2019 Annual Program Budget Budget Summary Budget Summary In January, the executive management team met with department directors to review their proposed service plans. Discussion focused on how departments proposed to maintain core service activities, create operational efficiencies and continue to provide excellent customer service for our citizens. Throughout the year, the City Council was provided updated information on the city’s financial condition, including an assessment of the current economic conditions and discussions on various programs, services, and activities within departments. In February, the City Council updated its 24-month policy goals, conveyed in six broad policy statements, which provided key policy directives to the City Manager for consideration during the FY 2019 budget process. Since that time, the executive team and staff have developed a recommended budget for consideration by the City Council. As stated in the city’s Principles of Sound Financial Management, a “balanced budget” is defined as having ongoing revenues to meet the ongoing expenditures of the city. In general, the balanced budget will not use one-time (nonrecurring) sources to fund continuing (recurring) uses, postpone expenditures, or use external borrowing for operational requirements. To respond to short-term business cycle needs without committing ongoing resources, a few positions continue to be funded with one-time resources. As in prior years, departments utilized a more longterm approach to their operations and budget requests. Each department updated its cost of service analysis, which outlines how they intend to meet service expectations within the available resources in FY 2019. FY 2019 BUDGET CALENDAR Activity Date Department Review Sessions with Executive Team February - March 2018 City Manager’s Recommended Budget April 9, 2018 Adopt Tentative Budget May 1, 2018 Hold Public Hearing on Budget and Property Tax Levy May 15, 2018 Adopt Final Budget May 15, 2018 Adopt Property Tax Levy June 5, 2018 41 City of Peoria FY 2019 Annual Program Budget Budget Summary Budget Objectives The city has attempted to create incentives for department staff to save funds for future needs within the agency. As a result, departments not expending their budget appropriation during the year may request a carryover. This allows for any savings achieved through efficiencies this year to be utilized for one-time uses in the next year. Department managers justify carryover requests by proposing uses of funds that are directly related to the needs of the City Council and community. The appropriation for these funds may be used as a one-time source in the upcoming fiscal year’s budget. For FY 2019, a “program and performance-based budgeting” method was utilized throughout the organization. Departments developed strategic operating objectives focused on addressing Council’s policy goals without increasing expenditures. Budgets were developed with a focus on providing “core” services to our residents and identifying the true cost of providing those services. A key component to performance-based budgeting is tying department performance data to long-term Council and organizational goals. With this in mind, departments developed operating objectives that identified key goals, and performance targets that tied their budget requests to desired outcomes. Budget Review Once divisions submitted the base, supplemental, and carryover budget requests, Budget staff undertook extensive reviews of various cost factors, as well as individual account activity. Throughout this time, staff closely analyzed and resolved outstanding issues during a series of evaluation sessions with the departments. From there, the executive management team conducted reviews through the month of February 2018. These processes ensure that the initial base budget with appropriate reduction or supplemental packages meets city needs and priorities. The city manager’s recommended balanced budget, delivered with an overview of the city’s financial condition, is then presented to the entire City Council. Upon Council’s revisions to the manager’s recommended budget, the Budget staff will then finalize the proposed tentative budget. In some cases, the allotted base budget is not sufficient to support existing department operations. In the case where additional funding is desired, departments may submit a “supplemental” request for additional resources. Conversely, in acknowledgment of decreased revenue streams, reductions to budgets may need to be considered. In these cases, departments may submit a “supplemental” request to reduce the budget. All supplemental requests are closely reviewed and must compete for limited funding if applicable. The approved requests are then incorporated into the department base budget. 42 City of Peoria FY 2019 Annual Program Budget Budget Summary Budget Adoption Consistent with Title 42, Chapter 17, Article 3, Arizona Revised Statutes, the proposed budget was presented to Council for tentative adoption on May 1, 2018 after the initial study sessions. The adoption of the tentative budget sets the maximum appropriation for the fiscal year. The budget was then transmitted to the general public in the form of a newspaper insert and public hearing notices. After completing public hearings, the Council adopts a final budget and tax levy pursuant to the City Charter and Arizona Revised Statutes. As shown in the calendar on a previous page, the FY 2019 final budget was adopted on May 15, 2018 and the property tax levy on June 5, 2018. The approved increase of $15 million to the base expenditure limitation was based on actual expenditures in recent years and forecasted expenditures and revenues available. This permanent base adjustment increased the original 1979-80 base of $3,247,857 to a new base of $18,247,857. City estimates were calculated from current and anticipated levels of operations, maintenance and capital outlay. State Law The approval of a permanent adjustment eliminated the need for voter approval every four years, and Budget staff does not envision another base adjustment within the current 10-year forecast. The actual expenditure budgets adopted each year by the City Council will be the statutory limit and may vary from these “base adjusted” amounts depending on the funding needs and available revenues. All funds within the city have been set up with expenditure appropriation in the budget. Section 4217101, Arizona Revised Statutes, requires the adoption of a tentative budget on or before the third Monday in July. The tentative budget sets the maximum spending appropriation for the city. Once this amount is set, the city cannot spend over that amount for the fiscal year. The maximum legal expenditure limit is $897,368,483 in Fiscal Year 2019. This compares to the total appropriation of $660,000,000 in the proposed budget. In addition, the city estimates that $255,555,576 would be qualified for exclusions from the expenditure limitation. The budget includes funding for current needs and carryover allowances for the upcoming year. Article IX, Section 20 of the Arizona Constitution imposes an expenditure limitation for the annual budget appropriation in municipal governments. The limitation requirements also appear in section 41-563, Arizona Revised Statutes. Should the state-imposed limit not allow for sufficient funds to meet the city’s needs, the budget law provides four options to potentially solve this problem: Budget Amendment Policy During the fiscal year, the budget is monitored continually by both the Management and Budget Department staff and individual departments. The city may not exceed the total expenditure appropriation originally authorized by the City Council. However, the Council may amend the appropriations for a fund during the fiscal year. This may require a corresponding change in another fund to assure compliance with the total legal expenditure limitation. 1. A local home rule (alternative expenditure limitation) 2. A permanent base adjustment 3. One-time override 4. A capital projects accumulation fund The voters of the City of Peoria have adopted the Home Rule Option in 1989, 1993, 1997, 2001, and most recently in 2003. In the March 2003 general election, voters approved a permanent base adjustment, which allowed the city to continue appropriating funds beyond the state limit until a new base adjustment is necessary. Current city policy requires Council approval for transfer of expenditure authority between funds and all transfers of expenditure authority over $50,000. In addition, expenditures to be supported from reserves or contingency accounts also require City Council approval. The city manager may authorize transfers within a fund up to $50,000. 43 City of Peoria FY 2019 Annual Program Budget Budget Summary Budget Basis Performance Management The city maintains its financial records in accordance with Generally Accepted Accounting Principles (GAAP) for governmental entities. The basic financial statements include government-wide financial statements as well as fund financial statements. The government-wide financial statements are prepared on a full accrual accounting basis and show governmental activities, business-type activities and a total for the government (excluding fiduciary activities). Governmental fund statements are prepared on a modified accrual basis of accounting. Proprietary fund statements are prepared on the full accrual basis. The City of Peoria is focused on continually improving operational performance. The organization is accountable to its residents by demonstrating progress toward the achievement of goals, objectives and performance measures within every service delivery area. The city has employed a number of performance management practices to make informed decisions on operational needs and resource allocation. A strategic approach was utilized during the FY 2019 budget process. The departments addressed their operational needs through a review and update of their operating plans. Departments identified and reaffirmed their core services, key operational goals, and objectives and performance indicators. They also analyzed the costs of the various services they provide. Multi-year performance measurement data was used to make financial decisions that ensured that the recommended FY 2019 budget addressed the business needs of the city while focusing on quality and effective service delivery to the citizens. Under the modified accrual basis of accounting, revenues are recognized when they are “measurable and available”. “Measurable” means the amount can be determined and “available” means collectible within the current period or soon thereafter to pay liabilities of the current period. Expenditures are recorded when the related liability is incurred, except for unmatured interest on general long-term debt, which is recognized when due, and certain compensated absences, claims and judgments which are recognized when the obligations are expected to be liquidated with the expendable available financial resources. For enterprise fund types, including the water, wastewater, solid waste, and Sports Complex funds, financial records are maintained on an accrual basis of accounting. For budgetary purposes, the city does not recognize non-cash accounting entries, such as depreciation expense, in the enterprise funds. Governmental fund types include the general fund, special revenue funds, capital project funds, debt service funds, and trust and agency funds. The city has attempted to minimize the differences between GAAP (modified accrual) reporting and budget (cash) basis reporting. Variances that have not been eliminated include: (1) non-cash entries such as depreciation and accrued employee compensated absences that are recognized for GAAP but not for budget, and (2) the 45-day encumbrance recognition for budget that is not GAAP. The Comprehensive Annual Financial Report (CAFR) is prepared after the close of each fiscal year and reflects how well the city has met its budget plan after the aforementioned differences are recognized. 44 City of Peoria FY 2019 Annual Program Budget Budget Summary Budget Summary Expenditures The City of Peoria’s FY 2019 proposed budget appropriation totals $660 million. The operating budget totals an estimated $294 million, an increase of 6 percent from the prior year. The tables on this page and the following page provide a summary of the sources and uses of funds. The $660 million proposed budget is comprised of four major segments. The operating budget totals $294 million (45 percent), with debt service at $42 million (6 percent). Approximately $47 million (7 percent) is set aside for contingency accounts. Capital improvements total $277 million - 42 percent of the total FY 2019 budget. Revenues Mostly due to the scheduled use of one-time monies in the capital improvement program, expenditures exceed revenues in FY 2019. The other factor in expenditures exceeding revenues is the contingency, which is a reserve that rolls over each year. The FY 2019 estimated revenues total $496 million. Projected revenues are realized from a variety of sources, including sales tax collections, water billings and user fees. In FY 2019, the city estimates revenue from service charges at $187 million (38 percent), taxes at $116 million (24 percent), inter-governmental revenues at $62 million (12 percent), and bond proceeds at $100 million (20 percent). The remaining categories represent $31 million (6 percent). Summary of Expenditures Total FY19 Expenditures $660 Million Contingency 7% Summary of Revenues Operating 45% Total FY19 Revenues - $496 Million Service Charges 38% Inter Gov't 12% Taxes 24% Debt Service 6% Misc., Fines, Rents, & Licenses 6% Bond Proceeds 20% 45 Capital Outlay 42% City of Peoria FY 2019 Annual Program Budget Budget Summary TOTAL REVENUES BY TYPE (In Millions) Description FY15 FY16 FY17 FY18 FY19 % Change Fines, Licenses, Permits & Rents $7.5 $7.5 $8.0 $8.5 $8.1 -5% Bond Proceeds $41.6 $60.5 $19.3 $65.7 $100.4 53% Charges for Services $152.9 $153.5 $165.1 $174.7 $187.2 7% Intergovernmental Revenue $52.9 $55.3 $58.8 $62.7 $61.6 -2% Taxes $90.3 $94.3 $102.4 $108.9 $116.5 7% Miscellaneous Revenue $5.3 $6.4 $10.9 $10.2 $19.9 95% Interest Income $1.5 $1.1 $1.3 $1.8 $2.6 44% Total Revenues $352.0 $378.6 $365.9 $432.5 $496.3 15% TOTAL BUDGETED USES (In Millions) Description FY15 FY16 FY17 FY18 FY19 % Change Operations $237.4 $256.4 $269.1 $277.3 $294.4 6% Capital $145.2 $169.3 $128.7 $212.2 $277.1 31% Debt Service $45.0 $39.4 $43.7 $45.9 $41.5 -10% Contingencies $42.4 $45.9 $55.5 $54.6 $47.0 -14% Total Revenues $470.0 $511.0 $497.0 $590.0 $660.0 12% Financial Reserves City plans on maintaining strong financial reserves in order to maintain the level of services being provided to Peoria residents and businesses. Peoria’s financial plan continues to emphasize the need for strong financial reserves. The collective ending balance for all funds is projected at $187 million, not including contingency appropriation. The following chart outlines the financial plan for FY 2019. The total sources are estimated at $496 million and total uses are estimated at $660 million. The city is positioned to sustain fund balances at or near stated reserve requirements. There are many factors to consider when preparing a financial plan. Some of these factors include the fluctuation of revenues due to changes in the economic environment, the changes in population, and the changes in the political environment. The 46 City of Peoria FY 2019 Annual Program Budget Budget Summary FINANCIAL PLAN SUMMARY ( In millions) Estimated Balance 7/ 1/ 2018 Total Sources Total Uses Estimated Balance 6/ 30/ 2019 G e ne ral $83. 7 $179. 0 $218. 8 $43. 8 Special Revenue $89.8 $54.5 $106.1 $38.3 E nt e rp rise $98. 5 $133. 2 $176. 3 $55. 5 Internal Service $33.5 $49.8 $58.8 $24.5 C ap it al P roj e c t $23. 4 $87. 0 $106. 0 $ 4. 4 Debt Service $22.1 $24.7 $26.0 $20.8 Total All Funds $351.0 $528.2 $692.0 $187.3 Fund Categories * T ot al U se s and E st im at e d B alanc e inc lu d e s int e r- f u nd t ransf e rs b u t e x c lu d e s c ont ing e nc y ap p rop riat ion. General Fund Unreserved Fund Balance Fund Balance Analysis (Millions) In the general fund, the fund balance reflects the city’s strong growth cycle over the past few years. The reserve goal is equal to 35 percent of the average actual general fund revenues for the preceding five fiscal years. The reason for the declining fund balance is the city utilizes additional funds above the reserve requirement to pay for one-time projects in the following fiscal year. $70.0 $51.0 $57.1 $54.6 $40.0 $53.7 $50.0 $61.1 $60.0 $30.0 $20.0 $10.0 $0.0 2015 2016 2017 Actual Actual Actual 47 2018 Est. 2019 Proj. City of Peoria FY 2019 Annual Program Budget Budget Summary Street Fund Unreserved Fund Balance. For the street operating fund, a transportation sales tax was approved by voters and effective as of January 2006. This helped support and maintain the street operating fund. Future projections reflect a declining balance. We will continue to review this fund and make the necessary adjustments. G.O. Bond Debt Service Fund (Millions) $30.0 $26.6 $11.5 $3.4 $10.0 2015 2016 2017 Actual Actual Actual 2018 Est. (Millions) $0.0 $25.0 $22.3 $18.6 $10.3 $15.8 $10.0 $21.4 $20.0 $15.0 $1.2 Street Fund Unreserved Fund Balance $25.9 $20.0 Water Fund Unreserved Fund Balance. The targeted debt coverage ratio for the water fund is two times the debt service payments and the working capital goal is 25 percent of the operating expenditures for the current fiscal year. The reason for the declining fund balance is the city utilizes additional funds above the reserve requirement to pay for one-time projects in the following fiscal year. $5.0 $0.0 2015 2016 2017 Actual Actual Actual 2018 Est. 2019 Proj. 2019 Proj. G.O. Bond Debt Service Fund. In 2017, the Governor signed HB 2011 (Laws 2017, Chapter 212), which amended section 35-458, Arizona Revised Statutes. Consistent with the new legislation, the cash reserves for the G.O. Bond Debt Service Fund have been reduced to less than 10% of the annual payments of principal and interest. The 10-year Capital Improvement Plan programs the use of any excess reserve. Water Fund Unreserved Fund Balance (Millions) $25.0 $28.0 $28.3 $26.8 $16.1 $15.0 $25.4 $20.0 $10.0 $5.0 $0.0 2015 2016 2017 2018 Actual Actual Actual Est. 48 2019 Proj. City of Peoria FY 2019 Annual Program Budget Budget Summary Wastewater Fund Unreserved Fund Balance. The targeted debt coverage ratio for the wastewater fund is two times the debt service payments and the working capital goal is 25 percent of the operating expenditures for the current fiscal year. The reason for the declining fund balance is the city utilizes additional funds above the reserve requirement to pay for one-time projects in the following fiscal year. Residential Solid Waste Fund Unreserved Fund Balance. The residential solid waste fund has continued to stabilize after some significant operation requirements which caused this fund balance to decrease over the past few years. The targeted goal for working capital is 20 percent of actual operating expenditures in the current fiscal year. Wastewater Fund Unreserved Fund Balance Residential Solid Waste Unreserved Fund Balance (Millions) $8 $6.7 $9.0 $7.3 $8.0 $8.7 $6 $8.4 $13.1 $11.9 $8.6 $9.0 $12 $10 $8 $6 $4 $2 $0 (Millions) 2015 2016 2017 2018 Actual Actual Actual Est. 2019 Proj. $4 $2 2015 2016 2017 2018 Actual Actual Actual Est. $0 2019 Proj. 49 City of Peoria FY 2019 Annual Program Budget Budget Summary Operating Budget Staffing Summary Every year, City of Peoria departments assess their organizational units to ensure we meet the needs of the community while continuing to provide efficient service. By seeking efficiencies, identifying cost savings, and evaluating departments’ base budgets, staff continues to respond to the limitations on city resources. As the economy continues to recover and demands for services increase, additional new positions are necessary to meet the needs of a growing city. The recommended budget also includes modest increases in wages and benefits to help attract and retain a quality work force. The FY 2019 operating budget of $294 million is an increase of $17 million, a six percent gain from last year’s $277 million operating budget amount. Based on the city’s projected revenue estimates, the FY 2019 operating budget can be balanced without any increase to city taxes. Operating Budget By Fund Type Enterprise 21% Internal Services 17% In total, the FY 2019 budget proposes 46.88 more FTE positions than in FY 2018, including: General Fund 53% • • • • • • • Special Revenue 9% 17 Fire-Medical positions 12 Police positions 10 Public Works positions 2.63 Planning and Community Development positions 2.25 Development and Engineering positions 2 Community Services positions 1 Economic Development Services position With a combined 29 new positions for Fire-Medical and Police, the budget continues to focus on public safety and ensuring the well-being of all citizens and visitors. The general fund makes up 53 percent of the total operating budget and is the largest component of the city’s organization. Other fund categories include enterprise funds (21 percent), internal service funds (17 percent), and special revenue funds (nine percent). Total staffing authorization for benefitted positions is proposed at 1,249.35 FTEs. A summary and detail of the city’s full-time benefitted positions can be found within each department section. As stated in the City Manager’s Budget Message, the FY 2019 budget reflects our commitment to maintain the quality standards our residents have come to expect, while preserving our organization’s long-term financial viability. This balanced and strategic approach results in a spending plan that adapts to the changing needs of our community, without compromising our financial future. 50 City of Peoria FY 2019 Annual Program Budget Budget Summary Department Summary The Police Department receives funding for 12 new positions. The new staff include the following: The Economic Development Services Department continues to work to achieve the goals of the Counciladopted Economic Development Implementation Strategy (EDIS II). The FY 2019 budget allocates one-time funding to support this effort, including advertising and marketing, community promotions and events, and retail market analysis. The budget also adds funding for a position to head the new Office of Real Estate Development. • • • • • • • For a number of years, the Development and Engineering Department has utilized contract employees to manage high workloads associated with robust development activity. Given the steady level of development activity, an engineering inspector and a development technician have been converted from contract to ongoing positions under this budget. The budget also funds a couple of one-time contract positions. In addition, the budget includes funding to equip engineering inspectors with tablets and a mobile inspection application. As well as providing new staff, the Police budget continues to fund a few one-time contract positions, police officer overhire, enhanced abatement for dilapidated structures, moving radar units, the traffic prevention program, and the crime prevention program. The budget also funds computer software, an internship program, training and equipment. Proposition 206 continues to impact the Community Services Department. The minimum wage will rise from $10.50 per hour to $11.00 in 2019 and $12.00 in 2020. Accordingly, the FY 2019 budget continues to provide additional funding to address the minimum wage and benefit increase for part-time staff and contracted services. In addition, the budget funds a trails maintenance worker and a coordinator for the adaptive recreation program. Similar to the Development and Engineering Department, the Planning and Community Development budget funds the conversion of a few contract positions to ongoing positions, specifically a planning technician, an administrative assistant, and a planner. The budget also adds funding for a resource center to house non-profit agencies with expertise in literacy, cognitive disabilities, Alzheimer’s, domestic violence, housing, and other community issues. Resources for historic preservation are continued in the department’s budget as well. The Community Services Department continues to receive funding to provide services to support the acquisition, maintenance and conservation of public art. The city has a long history of providing familyfriendly and culturally diverse events and the budget continues to fund these community events. The Fire-Medical budget funds 17 new positions for ambulance rescue phase II, including: • • • • 3 police officers 3 police services officers assigned to patrol 2 lead police services officers 1 crime prevention education coordinator 1 police services officer 1 police support assistant 1 police communications specialist The Community Services budget includes funding to continue to meet the demands of popular programs in the areas of AM/PM, the Sports Complex, and Adult Day services. Additionally, the Department receives funding to repair and maintain key amenities at various parks and facilities along with resources to address increased utility costs. 14 firefighters 1 administrative assistant II 1 automotive technician II 1 billing supervisor Besides new staff, the Fire-Medical budget funds cardiac monitor replacement, paramedic training, protective equipment and the residential lockbox program. 51 City of Peoria FY 2019 Annual Program Budget Budget Summary Operating Budget Change The Public Works budget funds 10 new positions, specifically: • • • • • • • • For FY 2019, the city’s operating budget is $294 million, representing a six percent increase from the operating budget of $277 million of the prior year. The operating budget contains $15.0 million in onetime expenditures. This includes $8.0 million in new one-time requests, $4.0 million for replacement of existing vehicles, and $3.0 million in carryovers from the FY 2018 budget. 2 solid waste equipment operators (and 2 trucks) 2 automotive technicians 1 SCADA instrumentation control specialist 1 utility locator II 1 environmental compliance inspector 1 utility plant operator 1 transit operator 1 transit manager The Public Works Department receives funding to continue the CAP water supply program and Northern Arizona Forest Fund. The budget also funds increased electrical costs for water production, the utilities supervisory control and data acquisition (SCADA) system, stormwater program expansion, landfill services, fleet maintenance, computer software, and repair and maintenance of city assets. In the Transit Division, funding was provided to establish a northern Peoria circulator bus route, which will operate Monday through Friday. The FY 2019 budget contains one-time funding for several contract employees, including a contract judicial assistant at the Municipal Court, a part-time web and graphics support specialist in the Office of Communications, a business attraction coordinator in the Economic Services Department, and a customer service representative in the Information Technology Department. 52 City of Peoria FY 2019 Annual Program Budget Budget Summary Operating Budget History FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $705,276 $663,050 $686,642 $734,412 $797,530 City Leadership & Management $2,510,130 $2,654,357 $3,181,726 $3,395,012 $3,892,099 Office of Communications $1,450,008 $1,505,039 $1,604,463 $1,486,494 $1,585,670 Development & Engineering $3,782,645 $7,027,231 $7,867,085 $7,836,108 $7,990,720 Economic Development Services $4,416,353 $1,620,347 $2,035,195 $2,075,271 $1,564,038 Human Resources $2,514,788 $2,716,901 $2,536,747 $3,392,258 $3,511,978 GENERAL FUND Mayor & Council City Clerk $971,151 $905,386 $1,194,130 $918,624 $1,162,564 City Attorney $3,264,380 $3,204,841 $3,349,167 $3,376,223 $3,369,069 Municipal Court $1,870,388 $1,944,394 $1,972,926 $2,052,320 $2,125,190 Non-Departmental $1,778,614 $3,918,851 $1,626,256 $1,553,263 $1,418,733 Finance $10,215,330 $10,597,188 $9,999,914 $10,029,066 $11,260,286 Planning & Community Dev. $2,542,177 $2,851,681 $3,271,258 $3,386,708 $1,965,532 Police $40,223,216 $41,926,694 $44,648,274 $47,089,555 $48,372,423 Fire $23,957,261 $26,908,354 $30,015,194 $32,390,086 $36,402,598 Community Services $22,311,291 $22,757,158 $23,918,437 $24,954,301 $28,441,111 $673,750 $691,272 $709,285 $626,009 $651,393 $1,988,949 $2,471,673 $3,037,917 $3,260,501 $3,072,224 - - $716,699 $979,246 - $9,902,760 $10,042,631 $10,184,149 $10,477,468 $10,544,967 $361,808 $331,959 $434,116 $329,104 $349,993 Public Works Half-Cent Sales Tax and Other Management and Budget SPECIAL REVENUE FUNDS Streets Funds Housing & Community Dev. Transit $1,313,050 $1,077,848 $1,091,924 $2,825,328 $5,015,753 Grants & Miscellaneous $5,123,440 $8,022,436 $10,343,301 $10,263,999 $10,167,612 Water Fund $22,081,670 $22,288,976 $23,412,402 $24,350,814 $26,660,699 Wastewater Fund $10,886,748 $11,077,614 $11,278,621 $11,368,949 $11,346,201 ENTERPRISE FUNDS Enterprise Reserves $1,355,097 $3,114,818 $2,231,100 $1,816,798 $3,423,876 Solid Waste Funds Sports Complex $11,696,116 $4,707,494 $13,672,482 $4,688,874 $14,507,957 $4,895,041 $14,598,131 $5,284,247 $14,559,469 $5,392,795 Fleet Maintenance $5,330,744 $5,297,614 $5,337,188 $5,421,912 $5,212,372 Fleet Reserve $4,040,968 $4,720,114 $3,861,538 $1,392,660 $2,987,604 Insurance Reserve $18,879,716 $20,263,385 $20,823,028 $22,121,149 $22,946,920 Facilities Maintenance $6,026,810 $5,944,297 $5,950,564 $6,280,454 $6,249,637 IT Operations INTERNAL SERVICE FUNDS $9,102,318 $9,562,203 $10,167,291 $10,509,022 $10,422,719 IT Reserve $331,600 $871,685 $976,010 $561,731 $609,502 IT Projects $1,099,060 $1,033,320 $1,247,810 $188,200 $898,634 $30,600 $54,426 $30,600 $30,600 $66,850 $237,445,706 $256,429,099 $269,143,955 $277,356,023 $294,438,761 Trust, Agency & Debt Svc TOTAL 53 City of Peoria FY 2019 Annual Program Budget Budget Summary Grant Funds Community Development Block Grant The city applies for various federal, state and local grants to supplement other funding sources in a variety of programs. Some of these grant programs, such as the Community Block Development (CDBG), are ongoing programs. Other grants, like the Arizona Forestry Division’s Forestry Community Challenge Grant, are onetime, project-specific grants. Highlights of the FY 2019 major grants are summarized below. The Community Development Block Grant Program (CDBG) is federally funded through the United States Department of Housing and Urban Development. The FY 2019 CDBG budget totals $1.6 million. These monies will be used for various housing rehabilitation projects, as well as housing assistance and social service programs. The city partners with many non-profit agencies to provide critical programs to its residents with funding from this program. U.S. Department of Justice HOME Grant The Police Department was awarded a Community-Oriented Policing Services (COPS) Hiring Program Grant. The purpose of the COPS Hiring Program Grant is to enhance public safety by utilizing community policing to increase crime prevention and assist with full-time sworn officer staffing needs throughout agencies nationwide. The grant was awarded in FY 2017 and provides $41,667 annually for three years of one new officer’s salary and benefits ($125,000 over the life of the grant). The city’s annual match for the grant is $60,333. The current grant will end in 2020. The HOME grant is also federally funded by the United States Department of Housing and Urban Development. This program is designated specifically for carrying out income-eligible housing strategies through acquisition, rehabilitation, and new construction. The FY 2019 budget for the HOME grant is $349,993. State Forfeiture These monies or other assets are confiscated through criminal prosecution under the State Asset Forfeiture Statutes. The monies are held by the County Attorney's Office until disbursed for authorized expenditures. For FY 2019, the city has budgeted expenditures of $184,605 from the State Anti-Racketeering Fund. These funds are used by the Police Department and the City Attorney’s Office for training, supplies, and equipment. Developmental Disabilities Grant - State of Arizona Department of Economic Security The Community Services Department offers an Adaptive Recreation Program that is contracted with the Department of Economic Security Division of Developmental Disabilities (DD) to offer a variety of day treatment and training services and recently expanded to include respite services. The primary goal of all DD contracted programs is to enhance social and independent living skills through various recreational opportunities, community outings and service projects. All programs are staffed on a 1:3 staff to participant ratio, so a high level of independence is required. For FY 2019, the city has budgeted expenditures of $639,972. Internal Service Funds The internal service funds are a group of funds that account for services provided to other divisions and departments of the city government. The internal service funds consist of fleet replacement reserve, facilities maintenance, insurance reserve, fleet maintenance, information technology, and IT replacement reserve. These funds are financed by service charges to all other funds, departments, and divisions of the city that employ their services. 54 City of Peoria FY 2019 Annual Program Budget Budget Summary Insurance Reserve facilities. The costs of this division are allocated through service charges to city departments based on square footage of occupied space, maintenance records, and custodial requirements. Specific requests for maintenance, capital repairs, or remodeling that are not part of the normal maintenance budgeted by the Facilities Maintenance Division are directly charged to the requesting division. The FY 2019 appropriation totals $6,249,637. The Insurance Reserve Fund accounts for the risk management function of the city, as well as claims paid under the city’s self-funded risk, health, dental, and workers’ compensation programs. The city carries excess insurance coverage and uses third-party administrators to monitor the self-funded programs. The FY 2019 budget for this fund is $22,946,920. Insurance Reserve Fleet Maintenance A division of the Public Works Department, Fleet Maintenance, is responsible for maintenance and operation of the city’s fleet of vehicles and machinery. Fleet Maintenance uses a direct billing system to charge the other city departments based on the actual services provided to that department during the fiscal year. Fleet Maintenance is also responsible for purchasing new vehicles and tracking fuel for the city fleet. The Fleet Maintenance Fiscal Year 2019 operating budget is $5,212,372. $25,000,000 $22,946,920 $23,136,225 $21,715,598 $21,741,249 $20,823,028 $21,393,585 $20,134,546 $10,000,000 $18,279,716 $19,654,038 $15,000,000 $20,263,385 $20,000,000 $5,000,000 $0 2015 2016 2017 2018 2019 Revenues Expenditures Fleet Replacement Reserve Information Technology The Fleet Replacement Reserve account is for purchases of city vehicles and accumulates funds to replace vehicles as scheduled. Charges to the departments are calculated based on the estimated cost of replacement and estimated useful life of the vehicles assigned to the department. Equipment reserves for enterprise operations are now maintained in separate replacement funds for their designated vehicles. In FY 2019, the fleet reserve funds anticipate revenues from service charges and transfers of $4,500,000. Expenditures are budgeted at $5,200,000. These reserve funds have a healthy fund balance that can accommodate the budgeted expenditures. The Information Technology Department is responsible for most of the information-based technology systems and services of the city. IT service charges, allocated to the user departments, are calculated for each division using factors such as the number of computer terminals and number of peripheral units. The city maintains a sophisticated local area network that provides distributed data and application servers, an Internet gateway and city website, financial and payroll functions, discrete law enforcement and judicial networks, as well as specialized applications and data warehousing for the city. The total budget for IT operations in Fiscal Year 2019 is $10,422,719 and $898,634 for IT projects. Facilities Maintenance Facilities Maintenance, including Facilities Administration and Custodial Services, is a division within the Public Works Department. Facilities Maintenance provides for the maintenance and operation of most municipal 55 City of Peoria FY 2019 Annual Program Budget Budget Summary Debt Service valuation. Financing for all other projects, such as municipal buildings, is limited to 6 percent of the assessed valuation. Bond financing is a primary source used to finance long-term capital projects, especially capital infrastructure. The city's debt plan is an integral tool for one of the main financing sources of the Capital Improvement Plan. Outstanding debt, capacity limitations and cash flow analysis are all reviewed as part of the capital budgeting process, while the annual debt service payments are incorporated into the operating budget. Depending on the need and the type of project being financed, several types of debt (as described below) are available. More detail on planned debt service for FY 2019 may be found in Schedule 8 of the “Schedules” section of this document. Periodically, the city has its general obligation credit reviewed by various national bond rating agencies. In May of 2010, the city’s G.O. bond ratings were upgraded by Moody’s and Fitch. This upgrade is a reflection of the bond rating industry’s increased confidence in the city’s creditworthiness. The improved bond ratings help the city to obtain favorable interest rates on future bond sales and thus generate considerable savings for Peoria taxpayers. The FY 2019 total outstanding debt for general obligation bonds is $137,080,000, with another $25,451,800 in proposed bonds. FY 2019 Debt Requirements By Type Principle General Obligation Bonds General obligation (G.O.) bonds require voter approval and are backed by the taxing authority of the city. These bonds are generally used to finance projects with strong public support and that do not themselves produce revenues. Arizona law limits the amount of G.O. bonds the city can have outstanding based on the assessed valuation of the property located within the city limits. Financing for water, sewer, storm sewer, lighting, street and traffic facilities, parks and open space preserves and recreational facilities projects is limited to 20 percent of the assessed 56 2027 2026 Interest G.O. Bond Ratings Mood y ’ s S t and ard & P oor’ s Fit c h 2025 2024 2023 2022 Revenue Bonds 39% 2021 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2020 IDs & Assessments 6% MDA/Direct Purchase Bonds 20% 2019 G.O. Bonds 41% G.O. Bonds Debt Service A a1 A A + A A + City of Peoria FY 2019 Annual Program Budget Budget Summary Municipal Development Authority Bonds with another $33,894,304 in Direct Purchase bonds. As the name suggests, Direct Purchase bonds are sold directly to financial institutions, saving the seller and buyer costs associated with the traditional bond issuance process. Municipal Development Authority (MDA) bonds do not require voter authorization. These bonds are backed by a long-term lease agreement that is supported by a pledge of the city's sales taxes (or other revenue sources such as franchise taxes and state-shared revenues). The amount of MDA bonds that may be issued is limited only by the market's perception of the city's ability to repay the bonds. These bonds often have restrictive covenants requiring a reserve of pledged revenues equal to some multiple of the maximum debt service payment on the bonds. Revenue Bonds Revenue bonds are generally used to finance projects that have an identifiable revenue source. Revenue bonds are often used to finance utility projects, backed by the user fees of the utility. Like G.O. bonds, revenue bonds require voter approval. Unlike G.O. bonds, however, revenue bonds are limited only by the ability of the revenue source to support the debt service. MDA Bonds Debt Service The FY 2019 total outstanding debt for Revenue bonds is $132,495,131. $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Principal The Peoria Municipal Development Authority is a non-profit corporation created by the city as a financing mechanism for the purpose of financing the construction or acquisition of capital improvement projects. A significant advantage of the MDA structure is that certain municipal capital needs can be financed without triggering statutory municipal debt bonding approvals. The FY 2019 total outstanding debt for Municipal Development Authority bonds is $87,755,000, 57 2027 Interest Revenue Bond Ratings Moody’s Standard & Poor’s Fitch 2026 2025 2024 2023 2022 2021 Aa2 AA+ AA+ 2020 2027 2026 2025 2024 Interest MDA Bond Ratings Moody’s Standard & Poor’s Fitch $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2019 Principal 2023 2022 2021 2020 2019 Revenue Bonds Debt Service Aa3 AA AA City of Peoria FY 2019 Annual Program Budget Budget Summary Debt Management General Obligation Debt as a Percentage of Assessed Value. The city’s ability to repay its long-term debt can be measured by the amount of debt outstanding as a percentage of assessed property valuation. An increase in long-term debt as a percentage of assessed valuation can mean that the city’s ability to repay is diminishing. The city’s total assessed valuation is provided by Maricopa County each year. An increase in property values enhances the city’s ability to finance long-term debt, while a decrease in property values has the opposite effect. The housing crisis during the recession cut into the city’s debt capacity; however, over the last few years the city’s assessed values are gradually increasing. The city maintains its debt level well below the levels mandated by the Arizona Constitution. Proper debt management provides for the protection and eventual enhancement of bond ratings; the maintenance of adequate debt service reserves; and compliance with debt instrument provisions and required disclosures to investors, underwriters and rating agencies. These policy guidelines, as outlined in the Principals of Sound Financial Management, are used when evaluating the purpose, necessity and condition under which decisions are made to issue debt. They are also meant to supplement the legal framework of public debt law provided by the Arizona Constitution, state statutes, federal tax laws and the city’s bond resolutions and covenants. All projects funded with G.O. bonds or revenue bonds can only be undertaken after voter approval through a citywide election. In the last bond election held in November 2008, Peoria voters authorized bonds totaling $387 million to fund the building of needed infrastructure. Net Bonded Debt Per Capita. General obligation debt per capita relates debt outstanding to population changes. Long-term debt should not exceed the city’s resources for paying the debt. As the population increases, infrastructure and capital needs and the accompanying debt can be expected to increase, as is the case for the City of Peoria. If G.O. debt is increasing as population stabilizes, this may indicate that the city’s ability to repay debt service is diminishing. Financial Indicators The city uses a number of measures to assess its long-term ability to support existing debt. Two of these measures are discussed here. Net General Bonded Debt to Assessed Value / Net Bonded Debt Per Capita Description 2013 2014 2015 2016 2017 2018 2019 Population 156,074 157,628 160,435 164,173 168,343 170,047 171,751 Secondary Assessed Value (Millions) $1,137 $1,057 $1,156 $1,178 $1,245 $1,340 $1,440 Net Bonded Debt (Millions) 1/ $132 $124 $119 $144 $133 $145 $136 Pct. of Net Bonded Debt to Assessed Value 12% 12% 10% 12% 11% 11% 9% Net Bonded Debt Per Capita $820 $755 $708 $843 $765 $837 $791 1/ From 2013 to 2017, figures are based on the comprehensive annual financial report, adjusted for mid-decade census estimates. The remaining years are budget estimates, which exclude debt service reserves. 58 City of Peoria FY 2019 Annual Program Budget Budget Summary Debt Management Policy modifying restrictive covenants or to modify the existing debt structure to the benefit of the city. The Principles of Sound Financial Management include the city’s debt management policy. The following are excerpts from this policy: • The city shall comply with all requirements of Title 15.1 Arizona Revised Statutes and other legal requirements regarding the issuance of bonds and certificates of the city or its debt issuing authorities. • The overall debt management policy of the city will ensure that financial resources of the city are adequate in any general economic situation to not preclude the city’s ability to pay its debt when due. • The city shall employ the Principles of Sound Financial Management in any request from a city agency or outside jurisdiction or authority for the issuance of debt. • The city will not use long-term debt to fund current operations or projects that can be financed from current revenues or resources. The city will first attempt to utilize “pay as you go” capital financing and/or the use of operating funds or impact fees where applicable. • The city will maintain regular contact with rating agencies through meeting and visits on and off-site. The city will secure ratings on all bonds issued if economically feasible. • The city does not intend to issue commercial paper (CP) or bond anticipation notes (BANs) for periods longer than two years or for the term of a construction project. If CP or a BAN is issued for a capital project, it will be converted to a long-term bond or redeemed at its maturity. DEBT CAPACITY ANALYSIS 20% Limitation as of 6/30/18 (Water, Sewer, Storm Drain, Streets, Parks and Recreation Projects) • The issuance of variable rate debt by the city will be subject to the most careful review and will be issued only in a prudent and fiscally responsible manner. • Improvement District (ID) and Community Facility District (CFD) bonds shall be issued only when the formation of the district demonstrates a clear and significant purpose for the city. It is intended that Improvement District and Community Facility District bonds will be primarily issued for neighborhoods desiring improvements to their property such as roads, water lines, sewer lines, street lights and drainage. The city will review each project through active involvement of city staff and/or selected consultants to prepare projections, review pro-forma information and business plans, perform engineering studies, analyze minimum debt coverage and value to debt ratios, and conduct other analyses necessary to consider the proposal against specified criteria. FY 2019 Secondary Assessed Valuation $1,439,191,582 Allowable 20% Bonds Outstanding $287,983,916 Less 20% Bonds Outstanding $146,043,394 Unused 20% Debt Capacity $141,940,522 6% Limitation (All Other General Government Projects) • Refunding bonds will be measured against a standard of the net present value debt service savings exceeding 5 percent of the debt service amount of the bonds being refunded, or if savings exceed $750,000, or for the purposes of 59 FY 2019 Secondary Assessed Valuation $1,439,919,582 Allowable 6% Bonds Outstanding $86,395,175 Less 6% Bonds Outstanding $5,193,406 Unused 6% Debt Capacity $81,201,769 City of Peoria FY 2019 Annual Program Budget Budget Summary 60 Revenue Summary Revenue Summary City of Peoria FY 2019 Proposed Budget Revenue Summary Revenue Summary Forecasters anticipate that while migration to the state may be slower than historical averages, Arizona will remain a destination state and income growth will begin to return to moderate levels over the next few years. The Phoenix metro area continues to outperform the state in population and employment growth. Total revenues for Fiscal Year 2019 are estimated at $496.2 million, an increase of 33% over the prior year’s estimate of $354.7 million. Estimated FY 2019 bond proceeds increase revenues by $100 million, causing the out-sized increase. Bond proceeds can fluctuate from year to year with the timing of major projects and/or the actual receipt of proceeds. When this source is excluded, the City’s FY 2019 revenue sources are forecasted to increase by a more modest 7.5% over the FY 2018 estimated total. FY 2019’s budgeted revenues reflect a continuingly improving outlook for growth in the state and local economies. The local real estate market reflects strengthening demand but limited inventory, resulting in increasing prices. New residential construction in Peoria is growing, while commercial has begun to show expansion and stability. The City’s revenue forecasts are based on historical data and trends, assumptions on population changes, and economic projections. Staff review revenue trends, economic conditions, and the pertinent driving factors behind revenue activity. All major revenue sources and fund types are identified and reviewed for activity and variances to budgeted levels. City revenue estimates are continually updated based on this discussion and analysis, which results in more accurate revenue forecasting. The national economy has shown steady improvement, but at a slow pace. Steady job growth has reduced the unemployment rate to below prerecession levels, yet wage growth has only recently begun to respond. Recent stock market levels reflect improved business confidence and an optimistic national outlook. Consumer spending has improved and business investment and housing construction are improving and stabilizing. Arizona’s economy has shown improvements in sales and income tax collections, residential construction and an improving outlook for tourism. The state has steadily added jobs, regaining those lost during the last recession. City revenues can be categorized into seven major sources, as depicted in the graph below. Charges for Service account for the largest percentage of revenue by source, at an estimated $187.2 million, or 38% of City of Peoria Total Revenue Sources Taxes 24% Intergovernmental Revenue 12% Miscellaneous Income 4% Charges for Service 38% Bond Proceeds 20% Licenses & Permits 1% Rents, Interest & Fines 1% FY2019 Total Revenues: $496,243,513 61 City of Peoria FY 2019 Proposed Budget Revenue Summary Tax revenues account for 23.5% of total City revenue. The estimated tax revenue for FY 2019 is $116.5 million, which includes collections from local sales, franchise, and property taxes. Sales tax collections are estimated at $89.9 million, or 77% of total tax revenue. The City’s major remaining revenue sources are described in more detail in the following sections. total revenues. Revenue in this category comes from sources both internal and external to the City. Of the total amount, $94.9 million (without bonds proceeds) is projected from external enterprise activity, or 51% of the category. Enterprise activity is primarily from user rates and fees for city services provided to residents such as water, wastewater and solid waste services. The second largest portion of Charges for Services revenue is projected from internal service charges to City departments, which represent $61.6 million. The remaining portion of the City’s Charges for Services revenue is primarily from City-provided services such as recreation programs, development services and the collection of impact fees for development activity. TOTAL REVENUES BY FUND Fund General Bond Water Wastewater Insurance Reserve Half-Cent Sales Tax Impact Fees Other Debt Service Streets Transportation Sales Tax Residential Sanitation Information Technology Grant Facilities Fleet Maintenance Sports Complex Fleet Reserve Commercial Sanitation Sanitation Equip. Reserve Information Tech. Reserve Transit Economic Development Reserve Improvement Districts Fund Totals $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY2015 Actual 118.5 0.0 33.9 20.2 20.5 18.5 10.8 5.1 14.6 13.6 11.3 9.3 7.9 2.5 5.9 4.8 2.7 2.0 2.4 1.0 0.7 0.9 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0.0 0.4 307.6 $ $ $ FY2016 Actual 124.2 30.4 45.5 25.7 19.5 19.9 15.0 15.0 4.9 14.0 12.2 9.6 8.5 3.8 5.9 4.5 3.8 2.1 2.5 1.1 0.7 1.1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0.0 0.4 380.2 $ $ $ 62 FY2017 Actual 35.0 2.2 41.8 22.3 20.2 21.2 16.4 4.3 16.0 14.2 13.1 9.7 9.1 3.5 6.0 9.3 4.1 2.6 2.3 1.2 0.7 0.9 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0.8 2.2 358.8 $ $ $ FY2018 Estimate 136.5 4.3 47.1 22.9 21.5 21.8 15.7 6.4 17.0 15.0 13.3 10.0 9.4 3.3 6.3 10.8 3.3 2.3 2.2 1.3 0.8 0.7 0.0 0.0 372.1 FY2019 Approved $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 144.0 100.4 48.1 23.8 22.6 22.5 20.3 19.4 17.1 14.9 13.6 10.7 9.4 6.4 6.1 5.4 3.6 2.4 2.3 1.4 0.8 0.7 $ $ $ 0.0 496.2 City of Peoria FY 2019 Proposed Budget Revenue Summary City Sales Tax Revenue Sources Uses The Peoria City Sales Tax is a 1.8% tax on most taxable activities within the City, with a 3.3% tax on utilities, a 2.8% tax on restaurants and bars, a 2.8% tax on amusements, and a 5.6% tax on hotels and motels. Of the total City Sales Tax, the General Fund receives 1% for various general governmental purposes, 0.3% goes to the Transportation Sales Tax Fund, and the Half-Cent Sales Tax Fund receives 0.5% to be primarily designated by Council for debt service, economic development, and capital needs. Of the 3.3% tax on utilities, Council has designated 1.5% to be deposited in the Streets Fund to offset electricity and maintenance of the street lighting system. Sales S ale s Tax T ax R Revenue e v e nu e FY 2019 Total - $89.9 million Projection Transportation 15% The City is projecting $89.9 million in sales tax revenue for FY 2019. This is a 3.1% increase over the FY 2018 estimate of $87.1 million. The moderate increase reflects a conservative outlook for improvements in consumer spending and population growth. General 56% Streets 4% Half Cent Sales Tax 25% 63 City of Peoria FY 2019 Proposed Budget Revenue Summary Property Tax Revenue Sources The City’s Property Tax is collected based on the assessed valuation of residential and commercial property within the City of Peoria. In FY 2009, the City Council reduced the primary tax rate by $0.05 per hundred dollars of assessed value, resulting in a combined rate of $1.44, where it remains for FY 2019. In FY 2019, the State converted to a new system of limited property valuation, which creates a single value for both the primary and secondary tax levies and a 5% cap on assessed value increases. Projection According to figures provided by the Maricopa County Assessor’s office, the City’s primary assessed valuation in FY 2019 is estimated to increase modestly from the previous year’s valuation. FY 2019’s stabilizing valuation makes the fifth consecutive year of increases following the low collection point in FY 2014, yet still 25% below the high point in FY 2009. The primary tax rate will increase by $0.10 per $100 of assessed valuation. As a result, the levy revenue for FY 2019 is estimated at $4.2 million, a 68% increase. The secondary tax rate is reduced by $0.10 to $1.1500 per $100 of assessed valuation. With secondary valuations increasing from the previous year, the resulting secondary levy is projected to decrease by just 1.1% to $16.6 million. Uses The City Property Tax has two components: the primary property tax can be used for general government operations and maintenance, while the secondary property tax is used to repay the principal and interest on general obligation bonds. There is a limit on the primary property tax; the primary may only increase 2% above the city’s “annual maximum allowable levy” for the prior year. Property Tax Rate and Levy Property Tax Rates (per $100 of assessed valuation) FY14 Actual FY15 Actual Primary $ 0.19 $ 0.19 $ 0.19 $ 0.19 $ 0.19 $ 0.29 Secondary $ 1.25 $ 1.25 $ 1.25 $ 1.25 $ 1.25 $ 1.15 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 1.44 $ 2.1 $ 14.3 $ 16.4 $ 2.2 $ 14.5 $ 16.8 $ 2.4 $ 15.5 $ 17.9 $ 2.5 $ 16.8 $ 19.3 $ 4.2 $ 16.6 $ 20.7 Total FY16 Actual FY17 Actual FY18 Est. FY19 Appr. Property Tax Revenues ($ in millions) Primary Tax Levy Secondary Tax Levy Total $ 2.0 $ 13.3 $ 15.3 64 City of Peoria FY 2019 Proposed Budget Revenue Summary State Shared Revenue Sources Uses State shared revenues from four sources make up the largest component of the City’s Intergovernmental Revenue. Cities in Arizona receive a portion of certain tax revenues collected by the State of Arizona based primarily on share of population. In 2016, the City completed a mid-decade census to reflect growth since 2010’s U.S. Census. The revised census indicated that Peoria’s growth increased by approximately 4.8% between 2010 and 2016. The first three State Shared sources represent over 30% of the General Fund operating budget. Revenues from these sources can be used for any general government activity. Projection In Fiscal Year 2019, the budgeted State Shared revenues applied to the General Fund are $43.6 million, representing a 2.8% increase over the $42.4 million estimate for FY 2018. The FY 2019 estimates reflect known growth in previous statewide income tax receipts and forecasted improvements in sales tax and vehicle license revenue sources. The largest of the four components, Urban Revenue Sharing, is based on state individual and corporate income tax collections two years prior to their distribution. State Shared Sales Tax revenues reflect monthly distributions of the state’s current year sales tax collections. The third component, Auto Lieu Tax, is based on current year distributions of the state’s vehicle license collections within Maricopa and Yavapai Counties. The fourth source, Highway User Revenues are discussed in the next section. General Fund State Shared Revenues $50.0 $45.0 $40.0 $35.0 $30.0 $25.0 $20.0 $15.0 $10.0 $5.0 $- FY15 Act FY16 Act FY17 Act FY18 Est Auto Lieu Tax Urban Revenue Sharing 65 FY19 Appr State Shared Sales Tax City of Peoria FY 2019 Proposed Budget Revenue Summary Highway User (HURF) Revenue Sources Uses The HURF revenues are generated from the Statecollected gasoline tax. Currently, the gas tax is levied at a rate of $0.18 per gallon and distributed to cities and towns under two formulas. The first formula deposits $0.13 of the $0.18 in a fund from which 30% is allocated to cities and towns. One-half of the monies received under this formula are distributed on the basis of the population and the remaining half of the monies are distributed on the basis of “county of origin” of gasoline sales. This portion is then allocated in relation to the population of all incorporated cities and towns in the county. The HURF revenues are restricted solely for street and highway related uses. Eligible activities for HURF revenues include right-of-way acquisition, street construction, maintenance and improvements, and debt service on highway and street bonds. The HURF funds are collected and placed in the City’s Streets Fund. Projection The Fiscal Year 2019 projection for HURF revenues is $10.8 million, a 1.9% increase over the prior year’s estimate of $10.6 million. The City estimates growth in future years will moderate as fuel reduction from conservation and vehicle efficiencies offset growth from population. Highway User Revenue $ in Millions $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $- 66 FY15 Act FY16 Act FY17 Act FY18 Est FY19 Appr City of Peoria FY 2018 Annual Program Budget Revenue Summary License and Permit Revenue Projection Sources Licenses and Permits are projected to generate $3.7 million in FY 2019. Building permit revenues are anticipated to contribute $3.0 million, or 81% of this total. Sales Tax licenses and revenues from other business license categories are anticipated to contribute $510,000, representing 14% of the total. Growth in permit-based revenues reflects a continued optimistic outlook for construction activity within the City. The City budgets this source at a level deemed to be reliable to avoid dependence on a revenue stream that can fluctuate from year to year. License and Permit revenue includes collections received by the city for the cost of providing services to specific users. Revenues include collections for building permits, sales tax licenses, engineering services and inspections. Uses The majority of license and permit revenue is collected by the Economic Development and Finance Departments, and is placed in the City’s General Fund. License & Permit Revenues $ in Millions $5.0 $4.0 $3.0 $2.0 $1.0 $- FY15 Act FY16 Act FY17 Act Bldg Permits 67 FY18 Est FY19 App Business Licenses Other City of Peoria FY 2018 Annual Program Budget Revenue Summary Water Utility Revenue Sources Uses The revenues to support the City’s water utility are mainly generated from user fees for water service. This fund also includes charges for new service installation, new meter charges, disconnect/reconnect services, and meter inspections. However, the largest component of the water utility revenue is the water utility fee. Updates are performed to the City’s economic forecasting model to ensure that the user fees are set at the appropriate level to cover the costs of providing water services to the residents of Peoria. All revenue collected from water utilities remains in the City’s Water Operating Fund. The fund is used to support the Utilities Department’s water operations, debt payments and a portion of the fund’s annual capital improvement program. Projection Rate adjustments have been adopted for FY 2019. Adjustments and modest residential account growth are projected to increase water revenues to $46.3 million in FY 2019. Water Operating Revenue (Millions) FY15 Actual Account Description FY16 Actual FY17 Actual FY18 Estimate FY19 Approved Water Fees $ 31.2 $ 36.1 $ 38.5 $ 42.4 $ 43.3 Reclaimed Water Fees $ 0.6 $ 0.7 $ 0.7 $ 0.8 $ 0.9 New Service Fees $ 0.3 $ 0.5 $ 0.6 $ 0.6 $ 0.6 Water Meter Charges $ 0.3 $ 0.4 $ 0.5 $ 0.3 $ 0.4 Disconnect/Reconnect Fees $ 0.3 $ 0.2 $ 0.2 $ 0.2 $ 0.2 Quintero WTP Fees $ 0.4 $ 0.3 $ 0.3 $ 0.3 $ 0.3 Non Potable Water Fees $ 0.2 $ 0.2 $ 0.2 $ 0.3 $ 0.3 Interest Income $ 0.1 $ 0.2 $ 0.2 $ 0.2 $ 0.2 Other $ 0.5 $ 0.4 $ 0.3 $ 0.3 $ 0.3 Total Water Utility $ 33.6 $ 38.9 $ 41.4 $ 45.3 $ 46.3 68 City of Peoria FY 2018 Annual Program Budget Revenue Summary Wastewater Utility Revenue Sources Uses Wastewater utility revenues are mainly generated from user fees for wastewater collection and treatment services. Revenues also include an environmental-based charge to recover the costs of a required wastewater pre-treatment program. The wastewater user charge for residential customers is calculated based on water usage during the winter months, and remains effective for one year. All revenues collected from wastewater utilities remain in the City’s Wastewater Operating Fund. The fund is used to support the wastewater operations within the Utilities Department. Projection Rate adjustments have been adopted for FY 2019. Projected revenues for FY 2019 are $23.6 million, an increase of $1.0 million from the previous year’s estimate. Wastewater Operating Revenue (Millions) FY15 Actual Account. Description FY16 Actual FY17 Actual FY18 Estimate FY19 Approved Wastewater Fees $ 18.2 $ 19.6 $ 20.2 $ 20.9 $ 21.7 EPA Mandate Fees $ 0.9 $ 0.9 $ 0.9 $ 0.9 $ 1.0 Allocated Interdept. Svc. Chrgs. $ 0.9 $ 0.7 $ 0.7 $ 0.7 $ 0.8 Utility Late Fees $ 0.1 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Other $ 0.0 $ 0.1 $ 0.1 $ 0.1 $ 0.1 Total Wastewater Utility $ 20.1 $ 21.4 $ 22.1 $ 22.6 $ 23.6 69 City of Peoria FY 2018 Annual Program Budget Revenue Summary Solid Waste Fund Revenue Sources Projection The City collects user fees and charges for Residential and Commercial Solid Waste services and segregates revenues from each service into their respective operating funds. Residential customers receive weekly trash and recycling service as part of the monthly fee. Commercial services are provided to city businesses and multi-family developments based on their individual requirements. Fiscal Year 2019 revenues for combined Solid Waste operations are estimated at $13.0 million, about 6.5% higher than the projected 12.2 million for FY 2018. Rate adjustments are proposed in FY 2019 for both residential and commercial services. The majority of revenue - 82% - is generated from residential user fees, with $10.6 million expected in FY 2019. Commercial user fees are estimated to contribute 18%, or about $2.3 million in projected revenues for FY 2019. Uses The revenues collected from the Residential Solid Waste and Commercial Solid Waste activities are used to recover the costs of each service’s operations. Solid Waste Operating Revenue (Millions) FY15 Actual Fund FY16 Actual FY17 Actual FY18 Estimate FY19 Approved Commercial Solid Waste Fund $ 2.4 $ 2.5 $ 2.3 $ 2.2 $ 2.3 Residential Solid Waste Fund Totals $ 9.3 $ 9.6 $ 9.6 $ 10.0 $ 10.7 $ 11.7 $ 12.1 $ 11.9 $ 12.2 $ 13.0 70 Programs – Performance Management Programs – Performance Management City of Peoria FY 2019 Annual Program Budget Programs – Performance Management Performance Management Why Measure Performance? Community/Council priorities and organizational goals. For that reason, performance management helps the city assist the community in understanding city operations, enhances governmental accountabil-ity and effectively allocates limited resources to core service activities. The City of Peoria is focused on providing high quality services to our residents, and continually improving on our performance as an organization. Yet with the economic realities and a greater demand for certain services, the city is challenged to find ways to provide quality services at appropriate levels of service and at an affordable cost. Peoria staff strive to support core programs and services Peoria residents have come to expect. But how do we know if we are meeting the expectations of our residents? What indicators do we have that tell us how well we are doing? Are we as efficient as we could be at delivering our services? What results are we trying to achieve? Transparency and Accountability Performance management sets the stage for becoming a more transparent government organization. By sharing our results in various performance reports, we can communicate our progress to employees, the City Council, and Peoria residents. In many ways, performance data acts as a service contract between the city and the community, holding departments and service providers accountable for delivering results. The concept of Performance Management is to develop activities to ensure that goals are being met in an efficient and effective manner. For Peoria, performance management is the framework all departments use to communicate their desired results, and to evaluate our success. Through a continuous cycle of planning strategically, budgeting resources, managing our operations and evaluating our results, the city’s spending plan more closely aligns with community priorities and expectations. Throughout the year, under the leadership of the City Manager, departments review and report on agreed-upon performance measures to assess the efficiency and effectiveness of the services they deliver. Based on this analysis, departments update their department operating strategies to identify desired outcomes, address service delivery objectives and to address 71 City of Peoria FY 2019 Annual Program Budget Programs – Performance Management Efficient Allocation of Resources Strategic Approach With a limited amount of dollars available, a “performance-based” budgeting approach helps guide how we will utilize resources to meet goals. This approach focuses on aligning financial decisions with community goals and measurable outcomes. In turn, this helps ensure that residents are receiving the highest value for their dollar. Performance measurement is most effective when integrated as part of an overall strategic approach to operations. As such, the FY 2018 budget process included a full “costing out” of services to place greater emphasis on tying financial resources to desired outcomes. Department spending plans focused on community and organizational priorities and on measurable results for our citizens. These results are detailed in the following department summaries and individual division details. Special attention is paid to the “key outcome measures” that, if achieved, indicate progress towards the overall desired results. Continuous Service Improvement In an effort toward continual improvement, departments undertake ongoing evaluations of their performance data. Peoria managers continually evaluate performance trends, compare data to other jurisdictions, and regularly report on performance data. Peoria is one of 11 cities that have been working together since 2011 with the Alliance for Innovation and Arizona State University to improve local government performance. The Valley Benchmark Cities is a collaborative of designated representatives from the largest cities in the Phoenix metropolitan area to identify common demographic, financial and performance information, to provide and discuss that information to better understand similarities and differences between our complex and diverse operations and to share information, resources and best practices with one another. These proactive measures help us to quickly respond and adapt to changes in our community. The Government Finance Officers Association (GFOA) recognized Peoria’s efforts with Special Recognition in the area of Performance Management in the 2017 Distinguished Budget Presentation Award. Peoria has been an active participant in the International City Management Association (ICMA)’s Center for Performance Analytics (CPA) program since 2007 and has been recognized each year for our achievements in creating and improving our performance management program. For the past seven years, we have received the Certificate of Excellence, the highest award bestowed by ICMA CPA. 72 City of Peoria FY 2019 Annual Program Budget Programs – Performance Management Organizational Priorities conduct business and serve the community. The focus areas are: Setting organization-wide objectives often begins with a vision: What should the community look like in five years? What should be expected in ten or more years? Well-articulated and measurable objectives provide a yardstick by which an organization can establish annual targets. From there, supporting objectives and operational strategies can then be set consistently throughout the organization. • • • • • Each department is responsible for creating strategies and performance measures that support these tenets. Setting these long-term priorities for the City is one of the most important responsibilities for Peoria’s elected officials. Prior to the start of the budget process, the City Council re-affirmed their 24-month Council Policy Goals. These broad policy statements have set the direction for the organization, and act as a touchstone for making financial and operational decisions. Each year, department directors develop service plans with measurable objectives for achieving these goals. The Council Policy Goals for the FY 2019 budget year are: • Public Safety • Economic Prosperity • Transportation • Built and Natural Environment • Arts and Culture • Parks and Recreation • Communications Provide Excellent Customer Service Enhance Organizational Development Increase Information Sharing Promote Sustainability Promote Civic Engagement Department Plans To assist the city leadership in making informed budget recommendations, departments develop Department Operational Outcomes. These outcomes translate the organizational priorities into various policies, programs, services, and activities. Each department develops a longerterm plan, with a 2-3 year horizon. However, departments reassess their plans annually as part of the budget process. A major theme in the FY 2018 budget development was to explore creative ways to maintain service levels on core services and to implement cost-saving efficiences wherever possible. Departments aligned their core services, fully cost out activities, and addressed future trends in our changing community. In some cases, this approach results in adjusting the way we utilize staff, manage our processes, and conduct our overall business. Yet in doing so, such changes are not expected to impact our current service levels and still preserve the things that make Peoria a great place to live. Organizational Strategic Plan Another set of priorities come within the organization itself. The city staff-developed Organizational Strategic Plan offers every employee insight into our long-term vision, values and standards. The tenets provide a common foundation upon which to work. The Strategic Plan identifies five focus areas that define the expectations of employees as they Aligning departmental goals, objectives and performance measures with the City’s broader strategic direction fosters more data-driven decision making. 73 City of Peoria FY 2019 Annual Program Budget Programs – Performance Management Cascading Measures Survey Results For performance measures to be useful, such data must be used in decision-making. Yet what is relevant to line-level staff may not be critical to elected officials. In recognition of this, the City utilizes a cascading format for tracking and managing data. Surveys, both internal and external, are another tool used to measure the city’s performance. The National Citizen Survey measures residents' opinions about city services, frequency of using city facilities and overall perceptions of quality of life, and provides data that guides the city’s programs and budget from year to year. At the highest level, measures are aligned with broader community outcomes such as quality of life improvements, crime reduction, neighborhood stabilization and economic development. Measure-ment is typically provided in the form of outcome measures with performance targets that indicate how well we are doing relative to past performance, such as violent crimes per 1000/population, citizen satisfaction ratings and the city’s overall bond ratings. Peoria’s most recent citizen survey was conducted by the National Research Center, which conducts the National Citizen Survey (NCS). Since the NCS was introduced in 2001, local governments in over 41 states have participated in conducting a survey of their own. This provides the ability to benchmark Peoria’s survey results against those from more than 400 jurisdictions throughout the country. Some local cities who participate in this survey include Scottsdale and Chandler. The next level of performance monitoring focuses on measures that support the achievement of the organizational goals. Performance data at this level often judge department efficiency and workforce effectiveness and help determine if departments are on target in meeting budgetary and service delivery goals. Examples can include park maintenance cost per acre, turnaround time for plan review, and emergency response times. These measures require regular review and analysis. In the most recent citizen survey, nearly every resident (93%) rated the overall quality of life in Peoria as either “excellent” or “good.” Most residents also agreed with the overall direction the city is taking. These results are much higher than cities comparable to ours. The citizen surveys are undertaken periodically at the direction of the City Council. Lastly, additional performance data is collected at the department level to provide department managers and supervisors performance data that helps guide daily operational decisions. This data often includes workload data related to specific programs, and is valuable for analyzing current trends, staffing and resources needs. Examples may include the number of recreation program registrations, number of permits issued or total visits to the city’s website. 74 City of Peoria FY 2019 Annual Program Budget City Attorney’s Office Department Spotlight CITY ATTORNEY’S OFFICE MISSION To provide high quality legal services to our clients and to achieve the ` interests of justice. DEPARTMENT OVERVIEW The City Attorney's Office is the legal advisor to City, including the City Council, appointees, city boards, commissions and committees, the City Manager, and staff members that conduct the business of city. In addition, the City Attorney's Office represents the City’s interests in all court cases and prosecutes all cases brought in the Municipal Court. Key services include helping the city comply with federal, state and local law, representing the City in all lawsuits, prosecuting city code and state law violations, overseeing deferred prosecution, and giving notice and assistance to crime victims. The City Attorney’s Office also administers the purchase of insurance for the City, manages the City’s self-insurance program, and handles a variety of legal insurance loss events and claims. 75 Key Outcome Measures City Attorney’s Office • • • • % of criminal of cases resulting in conviction % of deferred prosecution cases that are successfully completed Average response time for document format public records requests Average response time for body worn camera/video public records requests City of Peoria FY 2019 Annual Program Budget City Attorney’s Office Criminal Division The Criminal Division provides the prosecution and victim assistance services for the City. This division is responsible for the efficient disposition of criminal cases brought in the Municipal Court. This practice group covers three major functions: Criminal Prosecution, Victim Assistance Services, and Deferred Prosecution/ Probation. Cost of Service Breakdown - City Attorney’s Office - Criminal Division Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Criminal Prosecution 6.50 $670,117 $18,950 $147,266 $836,333 Victim Assistance Program 2.00 $174,676 $3,960 $68,182 $246,818 Deferred Prosecution/Probation 0.50 $51,525 $1,458 $11,323 $64,306 TOTAL 9.00 $896,318 $24,368 $226,771 $1,147,4572 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 2 This amount does not include the City Attorney Forfeiture Fund grant budget ($18,261) Civil Division The Civil Division provides civil legal services to the Mayor, City Council, Departments, and the City at large in all transactional areas of law. The Civil division includes overall divisional operations support, including management and legal administration services for the Office of the City Attorney, and houses the City’s Claims Management services. Legal civil practice groups within the division share administrative and paralegal personnel to provide comprehensive legal services. Civil practice groups: • • • • • Development and Finance Land Use and Government Operations Environment and Utilities Government Compliance and Labor & Employment Litigation and Creditor Rights 76 City of Peoria FY 2019 Annual Program Budget City Attorney’s Office Cost of Service Breakdown - City Attorney’s Office – Civil & Risk Division Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Municipal Legal Governance Law Services 1.30 $ 162,595 $ 10,702 $ 19,714 $ 193,011 Development Legal Services 2.00 $ 250,464 $ 16,486 $ 30,367 $ 297,317 Administrative Legal Services 2.00 $ 250,464 $ 16,486 $ 30,367 $ 297,317 Transaction Legal Services 1.20 $ 150,203 $ 9,886 $ 18,211 $ 178,301 Litigation Legal Services 4.50 $ 563,262 $ 37,075 $ 68,293 $ 668,630 Operation of City's Self-Insurance Program 0.00 $ 0 $ 2,251,601 $ 145,524 $2,397,1251 Claims Management Services 2.00 $ 168,954 $ 10,411 $ 37,392 $ 216,757 General Legal Operations Management Services .90 $ 112,652 $ 7,415 $ 13,659 $ 133,726 Legal Office Human Resources Services .80 $ 100,073 $ 6,587 $ 12,133 $ 118,793 Legal Office Financial Services 1.10 $ 137,624 $ 9,060 $ 16,686 $ 163,370 Legal Office Technology Services 1.20 $ 150,203 $ 9,886 $ 18,211 $ 178,301 TOTAL 17.00 2,046,493 $ 2,385,596 $ 410,559 $4,842,648 $ The budget amounts listed above include all costs for that service or program for FY 2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 1 This amount does not include risk fund contingency. City Attorney's Office Budget Allocation 19% 16% Civil General Counsel Program Civil Litigation and Risk Program 10% City Attorney Operations Criminal Program 55% Total Budget: $5,990,105 77 City of Peoria FY 2019 Annual Program Budget City Attorney’s Office Performance Report CITY ATTORNEY’S OFFICE The City Attorney’s Office uses performance data as a tool to improve service delivery to our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Enhance Current Services Efficiently prosecute and dispose of Municipal Court criminal cases to effectively serve justice, zealously represent the State’s interest in all criminal matters, oversee the Deferred Prosecution Program and the Asset Forfeiture Grant Assure that city operations comply with all federal, state and local laws. FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target % of Cases Resulting in Conviction 85% 78% 80% 80% % of Deferred Prosecution Cases that are Successfully Completed 76% 91% 90% 90% 24 71 72 75 24 503 600 675 1 7 8 9 67 39 35 30 95% 71% 65% 55% 101 102 84 80 2,254 6,166 2,489 2,700 22 60 29 34 40 33 19 15 55% 40% 20% 10% Performance Measure Number of BWC/Video Public Record Requests for Legal Review & Redaction Number of BWC/Videos Reviewed & Redacted Average Videos Per BWC/Video Public Record Request Average Business Days to Respond to BWC Public Record Requests Percentage of BWC/Video Public Record Requests Taking Over 30 Business Days Number of Document Public Record Requests Number of Document Pages Reviewed & Redacted Average Pages per Document Public Record Request Average Business Days to Respond to Document Public Record Requests Percentage of Document Public Record Requests Taking Over 30 Business Days 78 City of Peoria FY 2019 Annual Program Budget City Clerk’s Office Department Spotlight CITY CLERK’S OFFICE MISSION Connecting citizens with City government by providing transparency and public access through its activities as Clerk to the City Council, Chief Elections Officer and Chief Records Management Officer. DEPARTMENT OVERVIEW It is the priority of the City Clerk’s Office to support and sustain the City Council’s policy-level goals and provide transparency and public access to City Government. Therefore, the City Clerk’s Office serves as an important link between citizens and municipal government by providing professional and technical support to the City Council and the City Manager in the delivery of effective government services. A majority of the key functions and service activities of the City Clerk’s Office are mandated by City Charter, City Code, or State Statute. Clerk to the City Council The City Clerk provides support to the City Council by administering City Council meetings through preparation of the agendas, packets and minutes. Services encompass supporting administrative, statutory and non-statutory functions including tracking and execution of all city contracts, annexations, code changes and customer service. In addition, the City Clerk provides training and ensures compliance with open meeting laws for City Council, Council Subcommittees, and Boards and Commissions and provides excellent internal and external customer service. Key Outcome Measures City Clerk • • • Provide Transparency and Public Access to City Government Administer Records Management Conduct Municipal Elections Chief Records Management Officer The City Clerk is the official keeper of all city documents. Services include administering city records through an electronic data management process, administering public records requests, and providing records management training and consultation to City departments. Chief Elections Officer The City Clerk is the Chief Elections Officer for the City and is responsible for municipal elections. Services include conducting primary, general, recall and other special elections, campaign finance related filings and the preparation and distribution of publicity pamphlets. 79 City of Peoria FY 2019 Annual Program Budget City Clerk’s Office Cost of Service Breakdown - City Clerk’s Office Activity Description Internal Services Charges Total Cost of Service 0.00 $ 92,700 $ 522,303 0.00 $ 48,679 $ 274,275 $ 8,881 $ 222,275 $ 21,661 $ 344,321 $ 66,845 $ 222,275 $ 163,040 $1,140,899 Supplemental Costs Allocated FTE’s Personnel Costs NonPersonnel Costs Clerk to the City 3.98 $ 391,597 $ 38,006 $ Records Management 2.09 $ 205,638 $ 19,958 $ Municipal Elections .93 $ 91,504 TOTAL 7.00 $ 688,739 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contractual services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as contracts information technology support and facility maintenance. City Clerk’s Office Budget Allocation 13% Clerk to the City Records Management 30% 57% Total Budget: $1,140,899 80 Municipal Elections City of Peoria FY 2019 Annual Program Budget City Clerk’s Office Performance Report CITY CLERK’S OFFICE The City Clerk’s Office uses performance data as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of performance indicators and various department outcome measures. Leadership and Image Council Goal Expected Outcome Provide transparency and public access to city government Support the City’s customer service goals FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target 99.8% 99.8% 100% 100% Average number of days to complete public information requests without redactions 3.8 2.3 2.1 2 Average number of days to complete public information requests with redactions 31.9 16.3 17.1 10 Performance Measure % compliance with open meeting law 81 City of Peoria FY 2019 Annual Program Budget Community Services Department Department Spotlight COMMUNITY SERVICES DEPARTMENT MISSION Enriching the livability of Peoria through a connection to community, places and programs. DEPARTMENT OVERVIEW The Community Services Department provides residents and visitors alike with various recreational opportunities, including an array of recreation programs, city special events, neighborhood and community parks, open space and trails, year-round activities at the Peoria Sports Complex, two fullservice Libraries, and unique arts and cultural experiences. The operation and management of these areas are fulfilled by the divisions outlined below. Community Services Administration Community Services Administration is directly responsible for the overall management, financial administration, human resources, employee recruitment guidance and support, technology administration, and strategic direction for the Parks, Recreation, Library, Arts and Cultural Services and Sports Facilities divisions, through the Business Services Division. The department also serves as liaison to multiple Boards and Commissions that advise the department and City Council in several key areas: • • • • • Key Outcome Measures Community Services Department • • Youth Advisory Board Parks and Recreation Board Library Advisory Board Veterans’ Board Arts Commission • • • • 82 Overall satisfaction with parks, recreation and library services in Peoria % of residents rating the overall quality of Peoria’s natural environment as good or excellent Total annual circulation per capita in Peoria’s Library system # of registered participants and event attendees Cost recovery goals in Recreation Programs Art Gallery Visits City of Peoria FY 2019 Annual Program Budget Community Services Department Cost of Service Breakdown – Community Services Administration Allocated FTEs Activity Description NonPersonnel Costs Personnel Costs Internal Service Charges Total Cost of Service Management of department/divisions 0.79 $ 187,674 $ 15,419 $ 26,181 $ 229,274 High quality customer services 5.65 $ 387,488 $ 31,836 $ 54,055 $ 473,378 Administrative functions 2.31 $ 220,357 $ 18,104 $ 30,740 $ 269,201 Financial functions 3.08 $ 297,531 $ 24,445 $ 41,506 $ 363,482 Department technological support 0.90 $ 110,049 $ 9,042 $ 15,352 $ 134,442 Boards and Commission liaison 0.18 $ 18,940 $ 1,556 $ 2,642 $ 23,138 Grant/sponsorship opportunities 0.17 $ 18,421 $ 1,513 $ 2,570 $ 22,504 Support organizational development 0.08 $ 10,149 $ 834 $ 1,416 $ 12,399 TOTAL 13.15 $1,250,608 $ 102,749 $ 174,461 $1,527,818 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Administration Division Budget Allocation 1% 1% 1% Management of department 15% 9% High quality customer service Administrative functions Financial functions 24% Department tech support 31% Boards and Commissions liaison Grant/sponsorship opportunities 18% Support organizational development Total Budget: $1,527,818 83 City of Peoria FY 2019 Annual Program Budget Community Services Department Recreation Programs The Recreation division is responsible for providing programs that offer unique and varied recreational experiences. The division seeks to offer activities that prove fun, safe, and cost effective. Programs are offered for all ages, and are located in parks, schools, private and public facilities throughout the community. The division is also responsible for daily operations of the Peoria Community Center and Rio Vista Recreation Center. In addition, this division includes planning and implementation of citymanaged special events. Youth Programs Youth Programs include swimming lessons, swim and dive teams, pool maintenance, before and after school programs, kindergarten readiness year-round program, summer recreation options (both licensed and drop-in), youth special interest classes, youth sports and teen programs such as skate events, lunch box program and summer Step OUT. Recreation programming and leisure learning opportunities align with the Youth Master Plan. Cost of Service Breakdown – Recreation – Youth Programs Allocated FTEs Personnel Costs Aquatics Program AM/PM Program Little Learners Summer Recreation Summer Camp Special Interest Classes - Youth Youth Sports Teens 17.53 29.52 5.02 6.91 10.67 1.49 5.37 4.32 $ 763,746 $ 1,059,874 $ 194,952 $ 261,687 $ 435,604 $ 135,834 $ 322,067 $ 197,869 TOTAL 80.82 $ 3,371,633 Activity Description NonPersonnel Costs $ 299,357 $ 442,438 $ 77,157 $ 156,228 $ 264,008 $ 73,299 $ 350,085 $ 86,702 $ 1,749,274 Internal Service Charges $ 86,690 $ 99,967 $ 51,074 $ 45,186 $ 14,545 $ 16,646 $ 47,577 $ 15,416 $ 377,101 Total Cost of Service $ 1,149,793 $ 1,602,279 $ 323,183 $ 463,101 $ 714,157 $ 225,779 $ 719,729 $ 299,987 $ 5,498,008 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Youth Programs Budget Allocation Aquatics AM/PM 5% 21% 13% Little Learners Summer Rec 4% Summer Camp 13% 8% 29% 6% SIC - Youth Youth Sports Teens Total Budget: $5,498,008 84 City of Peoria FY 2019 Annual Program Budget Community Services Department Adult Programs Adult Recreation Programs include special interest classes geared towards adults, adult sports offerings such as softball leagues, indoor volleyball leagues and senior programs – trips, wellness classes, events at the community center and more. Cost of Service Breakdown – Recreation – Adult Programs Activity Description Allocated FTEs NonPersonnel Costs Personnel Costs Internal Service Charges Total Cost of Service Special Interest Classes - Adult 0.32 $ 34,056 $ 11,558 $ 932 $ 46,546 Adult Sports 8.25 $ 440,987 $ 126,581 $ 10,278 $ 577,846 Active Adult Programs 1.72 $ 135,398 $ 66,766 $ 3,776 $ 205,940 TOTAL 10.29 $ 610,441 204,905 $ 14,986 $ 830,332 $ The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Adult Programs Budget Allocation 6% SIC - Adult 25% Adult Sports Active Adults 70% Total Budget: $830,332 85 City of Peoria FY 2019 Annual Program Budget Community Services Department Special Populations Recreation programs for special populations include outdoor recreation opportunities such as kayaking, scuba diving and geocaching. Other offerings include social opportunities for teens and adults with developmental disabilities and day treatment and training services. Cost of Service Breakdown – Recreation – Special Populations Outdoor Recreation Adaptive Recreation Adult Day Program 0.43 2.14 11.78 $ $ $ 27,872 133,830 455,438 NonPersonnel Costs $ 6,263 $ 45,027 $ 25,192 TOTAL 14.35 $ 617,140 $ Activity Description Allocated FTEs Personnel Costs 76,482 Internal Service Charges $ 1,560 $ 13,113 $ 18,827 $ $ $ 35,695 191,970 499,457 $ $ 727,122 33,500 Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Special Populations Budget Allocation 5% Outdoor Recreation 26% Adaptive Recreation Adult Day Program 69% Total Budget: $727,122 86 City of Peoria FY 2019 Annual Program Budget Community Services Department Facilities The Recreation Division - Facilities is responsible for operations, maintenance and programming aspects of the Rio Vista Recreation Center and downtown Community Center. Cost of Service Breakdown – Recreation - Facilities Activity Description Allocated FTEs NonPersonnel Costs $ 99,041 $ 217,581 Personnel Costs Community Center Rio Vista Recreation Center 2.94 17.22 $ $ TOTAL 20.16 $ 1,305,592 311,559 994,033 $ 316,622 Internal Service Charges $ 544,655 $ 281,625 $ 826,280 Total Cost of Service $ $ 955,255 1,493,239 $ 2,448,494 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Facilities Budget Allocation 39% 61% Total Budget: $2,448,494 87 Community Center Recreation Center City of Peoria FY 2019 Annual Program Budget Community Services Department Special Events The Recreation Division plans, manages and facilitates city-sponsored community and special events throughout the year, at venues across the city. Events coordinated include: July 4th All American Festival, Halloween Monster Bash, P83 Party, Bravo Peoria, Dolly Sanchez Memorial Easter Egg Hunt, Peoria Arts and Cultural Festival and the Old Town Holiday Festival. One-time events are planned and budgeted for on a case-by-case basis each fiscal year. Cost of Service Breakdown – Recreation – Special Events Allocated FTEs Activity Description NonPersonnel Costs Personnel Costs Internal Service Charges Total Cost of Service Plan and manage community special events 2.04 $ 116,240 $ 300,456 $ 4,928 $ 421,624 Plan and manage ongoing City special events 2.47 $ 238,302 $ 154,288 $ 2,530 $ 395,120 Assist outside organizations with events 0.40 $ 34,759 $ 178,650 $ 2,930 $ 216,339 Assist other departments with coordination and planning of events 0.16 $ 11,969 $ 89,325 $ 1,465 $ 102,759 Collaborate to develop and execute marketing strategies 0.16 $ 11,969 $ 89,325 $ 1,465 $ 102,759 Manage Boards and Commissions Dinner 0.25 $ 22,986 $ 14,759 $ 242 $ 37,987 TOTAL 5.48 $ 436,225 $ 826,803 $ 13,560 $1,276,588 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Recreation Division - Special Events Budget Allocation 8% Plan and manage community special events 3% Plan and manage signature City special events 8% 33% Assist outside organizations with events Assist other departments with coordination and planning of events 17% Collaborate to develop and execute marketing strategies Manage Boards and Commissions Dinner 31% Total Budget: $1,276,588 88 City of Peoria FY 2019 Annual Program Budget Community Services Department Neighborhood Park Maintenance Neighborhood Park Maintenance is responsible for maintaining the city's 34 neighborhood parks, and graffiti abatement program. Key activities within this function include booking of sports user groups, continual maintenance of parks, including daily cleanings, trimming, pruning, trash removal, turf maintenance, restroom cleaning, field preparation for sport programs, playground inspections, graffiti abatement, and utility payments for each park. In addition to everyday parks maintenance activities this division also carries out Community Works and CIP-R projects specific to Neighborhood Parks. Right-of-Way Maintenance The ROW Maintenance division is responsible for ensuring all ROW contract obligations are met throughout the city. Also included are contractual activities for grounds at City Hall, Old Town, maintenance improvement district (MID) basins, city-owned retention basins and general response to citizen requests concerning ROW maintenance. The division is also responsible for paying the utility bills for city-owned ROWs. Additionally, this division maintains the City’s Tree City USA status and coordinates programs such as the community garden. Trails Trails Maintenance is responsible for maintaining the city's 27 miles of shared use pathways & mountain trails, trailheads, and landscaping at Library facilities. Key activities within the function of this area include continual maintenance of trails, including daily clearing, trimming, pruning, trash removal, surface repair. Cost of Service Breakdown – Parks, R-O-W and Trails Divisions Activity Description Neighborhood Park Maintenance Internal Services Charges NonPersonnel Costs Total Cost of Service Allocated FTE’s Personnel Costs 25.84 $ 1,759,454 $ 1,726,747 $ 475,791 $ 3,961,992 Right-of-Way 1 $ 114,297 $ 1,502,637 $ 28,578 $ 1,645,512 Trails 2 $ 149,023 $ 85,362 $ 11,404 $ $2,022,774 $ 3,314,746 $ 515,773 TOTAL 28.84 245,789 $5,853,293 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 89 City of Peoria FY 2019 Annual Program Budget Community Services Department Parks, Right-of-Way and Trails Budget Allocation 4% 28% Trails Parks ROW 68% Total Budget: $5,853,293 Sports Facilities The Sports Facilities division is responsible for the operations and maintenance of the Peoria Sports Complex and Rio Vista Community Park, Pioneer Community Park and facilitates year round programming at these complexes. This includes Spring Training operations for the Seattle Mariners and the San Diego Padres. Sports Complex Maintenance and Operations The Sports Complex Operations and Maintenance is responsible for the maintenance and scheduling of the sport and non-sporting user groups on the complex grounds. Key activities within this function include: the continual maintenance of the full-sized major league fields, grounds landscaping, stadium seating, building maintenance, stadium technology, revenue collection and management, contract oversight with non-profit and concessions provider, contractual relationships with user groups, promoters and full time tenants, management of energy management systems, building automation systems, ticketing systems, facility cleaning, event security, customer service staffing, parking operations, and utility payments for facility. Community Parks Maintenance & Operations Community Park Maintenance & Operations is responsible for the maintenance and scheduling of the sports user groups for Rio Vista and Pioneer Community Parks. Key activities within this function include continual maintenance of sports fields/Ramada’s/splash pads/playgrounds/skate park, managing the community fish program with AZGF, building/sustaining relationships with user groups, preparation for tournaments, management of lake operations/water quality, trimming, pruning, trash removal, restroom cleaning, playground inspections, graffiti abatement, and utility payments for each park. 90 City of Peoria FY 2019 Annual Program Budget Community Services Department Cost of Service Breakdown – Sports Facilities Activity Description Allocated FTEs Personnel Costs Rio Vista Community Park Pioneer Community Park Sports Complex - Year Round Activities Sports Complex - Spring Training 10.71 11.71 12.41 12.55 $ $ $ $ TOTAL 47.38 $2,834,459 502,114 596,102 804,116 932,127 NonPersonnel Costs $ 308,564 $ 498,848 $ 1,225,213 $ 1,405,454 Internal Service Charges $ 149,729 $ 121,176 $ 430,550 $ 493,888 $ 960,407 $ 1,216,126 $ 2,459,879 $ 2,831,469 $ $ $ 7,467,881 3,438,079 1,195,343 Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Sports Facilities Division Budget Allocation 13% Rio Vista Pioneer Park 38% 16% Sports Complex Spring Training 33% Total Budget: $7,467,881 91 City of Peoria FY 2019 Annual Program Budget Community Services Department Peoria Public Library System Library - Adult Services The Adult Services Division is responsible for providing materials including books, magazines, DVDs and digital services, programming, basic computer and e-reader classes and reference services. The Library staff in this unit continually reviews the collection to provide materials for the education and enlightenment of the community. It also oversees 48 computers for public use and assists patrons with computer and digital device related questions. They also administer the State Grants-in-Aid and Library Services and Technology Act grant applications and supervise the implementation for these programs. Library – Youth Services The Youth Services Division includes both Children’s and Teen Services and is responsible for providing youthrelated materials including books, magazines, DVDs, and digital services, programming and reference services. The Library staff continually reviews its collection to provide materials for the education and enlightenment of the community. This division supports 25 computers for public use and assists patrons with computer and digital device related questions. This division leads the partnership with the Peoria Unified School District through school visits and the Ready, Set, Read program, and collaborations with County and State for the Summer Reading Programs. Library – Patron Services Patron Services is the first point of contact for individuals using the library and includes registering new users and introducing library services that are offered both in house and online. Library staff offer directional assistance, update account information, place holds, manage accounts, and assist the public answering all general inquiries both in person and on the phone. Patron services manage the adult and teen summer volunteer programs. This area is also responsible for managing all circulating materials including check in, sorting and shelving. Library – Technical Services Technical Services is responsible for tasks related to acquisition and cataloging, for working with materials vendors to place orders, verifying accuracy of the orders, cataloging new materials, processing these materials, and running reports related to these functions. It is also responsible for maintaining the integrity of the library database. The technical services department creates and maintains the MARC records for the Library’s online catalog. They are also responsible for ordering, receiving and preparing materials for the library’s collection and monitor the materials budget for the library system. Library – Administration Administration is responsible for supervising and directing activities and operations of the library system and cultural services, including evaluating programs and processes, developing goals, objectives and performance measures, and implementing recommended changes. They oversee the Technology Librarian who provides direct and administrative support for all library software and related applications and automated systems. This includes, but not limited to, ILS system administration, web space development, hardware and software support, IT liaison and communication, and e-resource management. They serve as staff liaison to the Library Advisory Board and the Peoria Public Library Friend’s organization. They are responsible for community outreach and trend–watching, working to develop innovative solutions to the challenges that face the community. Library administration is responsible the financial management of the Library division. 92 City of Peoria FY 2019 Annual Program Budget Community Services Department Cost of Service Breakdown – Library Services Allocated FTE’s Activity Description Internal Services Charges NonPersonnel Costs Personnel Costs Total Cost of Service Adult Services 6.56 $ 593,980 $ 191,213 $ 476,098 $ 1,261,291 Library – Youth Services 6.28 $ 596,359 $ 194,987 $ 486,493 $ 1,277,839 Library – Patron Services 15.98 $ 920,381 $ 66,481 $ 198,882 $ 1,185,744 Library – Technical Services 3.46 $ 259,000 $ 96,667 $ 146,597 $ 502,264 Library – Administration 1.75 $ 225,796 $ 5,164 $ 108,226 $ 339,186 TOTAL 34.03 $2,595,516 $ 554,512 $1,416,296 $ 4,566,324 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Library Services Budget Allocation 7% 11% Adult Services 28% Children's Services Patron Services Technical Services 26% Admin 28% Total Budget: $4,566,324 93 City of Peoria FY 2019 Annual Program Budget Community Services Department Arts and Culture The Public Arts Division The Public Arts Division is responsible for managing and promoting the city’s public art program. This division oversees management of the city’s arts grant program, coordinates gallery operations, is involved with cultural activities/events, and serves as staff liaison to the Arts Commission. Peoria Center for the Performing Arts (PCPA) This area administers the city’s theater programming and related facility, acts as a liaison with the resident theater company and establishes short and long-term strategic plans. The Peoria Center for the Performing Arts is supported through the city’s capital improvement program with a 1% contribution of the cost and is used to provide public art and support arts programming throughout the city. Cost of Service Breakdown – Arts and Culture Internal Services Charges NonPersonnel Costs Total Cost of Service Allocated FTE’s Personnel Costs Peoria Center for the Performing Arts (PCPA) 1 $ 117,529 $ 294,500 $ 70,660 $ Percent for the Arts/Public Art 1.5 $ 120,222 $ 1,797,890 $ 5,824 $ 1,923,936 TOTAL 3.5 $ 237,751 $ 2,092,390 $ 76,484 $2,406,625 Activity Description 482,689 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Arts and Culture Budget Allocation 20% PCPA Percent for the Arts 80% Total Budget: $2,406,625 94 City of Peoria FY 2019 Annual Program Budget Community Services Department Performance Report COMMUNITY SERVICES DEPARTMENT The Community Services Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected align with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Community Building: Preserve and Expand our Quality of Life Council Goal Expected Outcome To offer unique and varied recreational services that are cost effective and efficient while satisfying customers and providing opportunities for the city's residents to live and grow in their community while enhancing their quality of life Performance Measure FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target Participant approval rating for Recreation Programs as above average to excellent 91% 89% 91% 95% # of recreation participants 118,081 104,544 110,000 120,500 Annual Physical Library Visits 590,781 572,000 565,000 580,000 To provide Peoria citizens with arts, and cultural opportunities and library experiences that educate, inform, enrich, inspire and entertain Total annual circulation per capita 9 11.3 11.5 11.75 Total attendance at Peoria Center for Performing Arts 63,489 64,302 65,000 65,850 Expand the Public Art Collection through a collaborative public art process Public Art Collection (large-scale) 20 21 22 26 95 City of Peoria FY 2019 Annual Program Budget Community Building: Preserve and Expand our Quality of Life Council Goal Expected Outcome To exemplify excellence & contribute to economic conditions by operating & maintaining the Sports Complex and Rio Vista and Pioneer Community Parks with professionalism and foresight, by being customer friendly and safe, sustainable and cost effective Community Services Department Performance Measure FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target % of survey responses rating overall experience at the Sports Complex as good or excellent 98% 98% 98% 98% 227,646 240,111 192,000 200,000 # of Community Events held at the Peoria Sports Complex 132 112 100 120 % of responses on Rio Vista Community Park patron survey rating experience as good to excellent 97% 98% 98% 98% % of responses on Pioneer Community Park patron survey rating experience as good to excellent 98% 96% 97% 98% # of Spring Training attendees 96 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Department Spotlight DEVELOPMENT AND ENGINEERING DEPARTMENT MISSION To provide quality engineering, architectural, and development services to the citizens of Peoria through management of the capital improvement program, traffic engineering, property acquisition, right-of-way inspections, site development, and building development that will enhance the quality of life for years to come. DEPARTMENT OVERVIEW The Development and Engineering Department is the focal point of all construction activity within the City of Peoria. Our staff of more than 60 professionals from many different disciplines works together to provide the best possible service to a diverse customer base that includes elected officials and City staff, residents and business owners, professional engineers and architects, and developers and homebuilders. The department oversees the design and construction of most of the projects in the City’s Capital Improvement Program (CIP), including drainage, facilities, parks, streets, traffic control, water, and wastewater projects. The department also reviews and approves civil and building plans for all private development projects, issues construction permits for those projects, and inspects the projects during construction. Key Outcome Measures Development and Engineering Department • • • • • Percent of capital projects completed on time and within budget. Customer satisfaction survey ratings related to capital project delivery. Citizen survey ratings related to vehicular, bicycle, and pedestrian traffic. Turnaround times for civil and building plan review. Timeliness of inspections provided to the development community. The Development and Engineering Department consists of the following seven areas: • • • • • • • Administration and Property Acquisition Engineering Services Architectural Services Right-of-Way Inspections Traffic Engineering Building Development Site Development Funding for the department comes from both the General Fund and the Highway User Revenue Fund. The various capital project funds also support the department by paying for those staff members who help deliver capital projects. User fees offset the cost of development-related services. 97 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Administration and Property Acquisition The Administration and Property Acquisition Division provides overall management direction and support to the department. Division staff provides financial and technical support to the department and coordinates the acquisition of real property rights of way and easements for the rest of the City. Cost of Service Breakdown – Administration and Property Acquisition Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Provide Leadership .55 $79,700 $6,854 $17,013 $103,567 Coordinate with Outside Agencies .15 $21,736 $1,870 $4,640 $28,246 Ensure High-Quality Customer Service .15 $21,736 $1,870 $4,640 $28,246 Oversee Department Financial Functions .80 $115,926 $9,972 $24,746 $150,644 Manage Department Communications .15 $21,736 $1,870 $4,640 $28,246 Coordinate Property Acquisition 1.10 $159,399 $13,712 $34,026 $207,137 Respond to Citizen Inquiries .35 $50,718 $4,363 $10,827 $65,908 Review and Catalogue Civil Plans .30 $43,472 $3,740 $9,280 $56,492 Provide Technical Support to the Dept .45 $65,208 $5,609 $13,920 $84,737 TOTAL 4.00 $579,631 $49,860 $123,732 $753,223 The budget amounts listed above include all costs for that service or program for FY2018 to ensure timely and complete data for a full fiscal year. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Administration and Property Acq uisition Budget Allocation 11% L e ad e rsh ip and Dire c t ion 14% 4% 7% C oord inat e w it h O u t sid e A g e nc ie s 4% H ig h - Q u alit y C u st om e r S e rv ic e Financ ial A d m inist rat ion 9% De p art m e nt C om m u nic at ions 20% P rop e rt y A c q u isit ion C it iz e n I nq u irie s 27% Total Budget: $753,223 R e v ie w and C at alog u e C iv il P lans 4% T e c h nic al S u p p ort 98 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Engineering Services The Engineering Services Division is responsible for providing professional engineering services for publicly funded capital infrastructure (streets, traffic control, drainage, water, and wastewater projects), including the planning, programming, design, and construction management for improvement and expansion of municipal infrastructure. The division also provides technical support to internal and external customers of the Development and Engineering Department. Approximately 83 percent of the division’s operating budget is directly associated with capital project management. Other core services include project estimating, flood plain management, coordination with outside agencies, and payment processing and other administrative activities. Approximately 70 percent of the division’s budget is offset through chargeback revenue from capital projects. Cost of Service Breakdown – Engineering Services Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Capital Project Management 6.5 $933,709 $102,171 $72,298 $1,108,178 Capital Project Estimating .53 $77,139 $8,441 $5,973 $91,553 Administration / Payment Processing 1.11 $32,903 $3,600 $2,548 $39,051 Flood Plain Management .87 $126,493 $13,841 $9,795 $150,129 Respond to Citizen Inquiries .23 $33,634 $3,680 $2,604 $39,918 Assist Site Development Division .28 $39,118 $4,280 $3,029 $46,427 TOTAL 9.5 $1,242,996 $136,013 $96,247 $1,475,256 The budget amounts listed above include all costs for that service or program for FY2018 to ensure timely and complete data for a full fiscal year. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 3% 3% Engineering Services Budget Allocation C ap it al P roj e c t Manag e m e nt 10% 3% C ap it al P roj e c t E st im at ing 6% A d m inist rat ion / P ay m e nt P roc e ssing Flood P lain Manag e m e nt 75% C it iz e n I nq u irie s P riv at e De v e lop m e nt Total Budget: $1,475,256 99 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Architectural Services The Architectural Services Division is responsible for providing professional architectural services for publicly funded capital facilities (parks, libraries, public safety buildings, and courts), including the planning, programming, design, and construction management. Approximately 90 percent of the division’s operating budget is directly associated with capital project management. Other core services include project estimating, coordination with outside agencies, and administrative functions. Approximately 70 percent of the division’s budget is offset through chargeback revenue from capital projects. Cost of Service Breakdown – Architectural Services Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Capital Project Management 3.35 $423,608 $11,439 $43,168 $478,215 Capital Project Estimating .05 $6,323 $171 $644 $7,138 Coordinate with Outside Agencies .20 $25,290 $683 $2,577 $28,550 Administration / Payment Processing 1.10 $139,095 $3,757 $14,174 $157,026 Sustainability Objectives .25 $31,613 $854 $3,221 $35,688 Technical Registrant Project Oversight .05 $6,323 $171 $644 $7,138 5.00 $632,252 $17,075 $64,428 $713,755 TOTAL The budget amounts listed above include all costs for that service or program for FY2018 to ensure timely and complete data for a full fiscal year. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 1% Arch itectural Services Budget Allocation 5% C ap it al P roj e c t Manag e m e nt C ap it al P roj e c t E st im at ing 22% C oord inat e w it h O u t sid e A g e nc ie s 4% 1% A d m inist rat ion / P ay m e nt P roc e ssing 67% S u st ainab ilit y O b j e c t iv e A . R . S . T e c h nic al R e g isrant P roj e c t Total Budget: $713,755 100 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Right-of-Way Inspections The Right-of-Way Inspection Division is responsible for the inspection of private and publicly funded right-of-way infrastructure, including water, wastewater, storm drains, bridges, and roadways. Approximately 26 percent of the inspection workload is related to projects in the Capital Improvement Program. The remaining workload is comprised of private development projects, dry utility construction, and some maintenance activities. Approximately 16 percent of the division’s budget is offset through chargeback revenue from CIP projects. Cost of Service Breakdown – ROW Inspections Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Capital Project Inspection 2.10 $238,222 $16,000 $25,702 $279,924 Development Project Inspection 2.60 $294,941 $19,809 $31,820 $346,570 Dry Utility Project Inspection .70 $79,407 $5,333 $8,567 $93,307 Custom Homes .35 $39,704 $2,667 $4,283 $46,654 Assist Other Departments .50 $56,720 $3,810 $6,119 $66,649 Traffic Control Permits 1.05 $119,111 $8,000 $12,850 $139,961 Respond to Citizen Inquiries .70 $79,407 $5,333 $8,567 $93,307 TOTAL 8.00 $907,512 $60,952 $97,908 $1,066,372 The budget amounts listed above include all costs for that service or program for FY2018 to ensure timely and complete data for a full fiscal year. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. ROW Inspections Budget Allocation 9% C ap it al P roj e c t I nsp e c t ion 26% 13% De v e lop m e nt P roj e c t I nsp e c t ion Dry U t ilit y I nsp e c t ion 6% C u st om 4% 9% H om e s I nsp e c t ion A ssist O t h e r De p art m e nt s 33% T raf f ic C ont rol P e rm it s C it iz e n I nq u irie s Total Budget: $1,066,372 101 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Traffic Engineering The Traffic Engineering Division is responsible for ensuring compliance with traffic engineering standards, traffic impact studies, pavement marking and signing plan reviews, traffic count coordination, traffic investigations, school safe route plans, and the Neighborhood Traffic Management Program. Approximately 4 percent of the budget is offset through chargeback revenue from capital projects. Cost of Service Breakdown – Traffic Engineering Allocated FTE’s Activity Description Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Congestion Management 1.87 $261,283 $77,305 $100,023 $438,611 Transportation Planning 1.40 $195,613 $57,875 $74,883 $328,371 Neighborhood Traffic Management .65 $90,820 $26,870 $34,767 $152,457 Traffic and School Safety 1.28 $178,846 $52,914 $68,464 $300,224 Pedestrian and Bicycle Programs .65 $90,820 $26,870 $34,767 $152,457 Capital Project Management .15 $20,959 $6,201 $8,023 $35,183 TOTAL 6.00 $838,341 $248,035 $320,927 $1,407,303 The budget amounts listed above include all costs for that service or program for FY2018 to ensure timely and complete data for a full fiscal year. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Traffic Engineering Budget Allocation 3% C ong e st ion Manag e m e nt 11% 31% T ransp ort at ion P lanning N e ig h b orh ood T raf f ic Manag e m e nt 21% T raf f ic and S c h ool S af e t y 11% P e d e st rian and B ic y c le P rog ram s 23% C ap it al P roj e c t Manag e m e nt Total Budget: $1,407,303 102 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Building Development The Building Development Division is responsible for the implementation and regulation of the City’s adopted building codes. Whether people live, work, or visit businesses within Peoria, our codes provide minimum safeguards for everyone. It is the goal of the division to provide a timely and accurate review of construction plans, issuance of permits, and timely building inspections. This is best accomplished through a cooperative and transparent process that also helps customers achieve their goals. Cost of Service Breakdown - Building Development Allocated FTE’ s Personnel Costs Non-Personnel Costs Internal Services Ch arges Total Cost of Service I nsp e c t ion S e rv ic e s 14. 50 $1,377,438 $73,332 $183,746 $1,634,516 P lan R e v ie w 5. 8 $550,785 $29,323 $73,473 $653,581 P e rm it t ing 3. 05 $289,162 $15,395 $38,573 $343,130 A d m inist rat iv e . 85 $80,719 $4,297 $10,768 $95,784 C ash ie ring . 30 $28,489 $1,517 $3,800 $33,806 TOTAL 24.50 $2,326,593 $123,864 $310,360 $2,760,817 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 4% 1% Building Development Budget Allocation 12% I nsp e c t ion S e rv ic e s P lan R e v ie w 24% P e rm it t ing 59% A d m inist rat iv e C ash ie ring Total Budget: $2,760,817 103 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Site Development The Site Development Division is responsible for reviewing final engineering documents for private development and public infrastructure. Division staff ensures compliance with City policies and standards and with any associated agency requirements (state and county). In addition, the division issues engineering permits for private development along with all improvements in the City’s rights of way. Staff within the division is also involved in reviewing certain planning and zoning cases, as well as conducting constructability reviews and assisting with the design of capital improvement projects. Staff coordinates with both customers (citizens, engineers, contractors, homebuilders, etc.) and other departments to ensure success for the development community and Peoria. Cost of Service Breakdown - Site Development Allocated FTE’s Activity Description Personnel Costs Non-Personnel Costs Internal Services Charges Total Cost of Service Inspection Services .53 $64,510 $1,168 $6,323 $72,001 Plan Review 3.54 $422,303 $7,644 $41,394 $471,341 Permitting 2.38 $283,726 $5,136 $27,811 $316,673 Administrative 1.55 $185,168 $3,352 $18,150 $206,670 TOTAL 8.00 $955,707 $17,300 $93,678 $1,066,685 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 19% 7% Site Development Budget Allocation I nsp e c t ion S e rv ic e s P lan R e v ie w 44% P e rm it t ing 30% A d m inist rat iv e Total Budget: $1,066,685 104 City of Peoria FY 2019 Annual Program Budget Development and Engineering Department Performance Report DEVELOPMENT AND ENGINEERING DEPARTMENT Expected Outcome Performance Measure FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target# Provide quality infrastructure and facilities to the citizens of Peoria through effective implementation of the City's Capital Improvement Program % budget variance on completed capital projects -7% -3% -3% +/- 5% Perform building plan reviews within stated turnaround timeframes. Average number of business days* to review the following plan types: • Residential Standard Plans • Residential Plot Plans • Custom Homes • New Commercial • Tenant Improvement • Solar 10 4 11 15 10 4 9 1.2 8 9 9 2 6 1.5 8 10 9 4 8 1 10 10 10 4 Perform building inspections on the scheduled date % of building inspections performed on the scheduled date 86% 98% 97% 98% Perform civil plan reviews within stated turnaround timeframes. Average number of calendar days to review civil plans 13 10 11 14 Excellent Customer Service Council Goal Total Planning The Development and Engineering Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals. *Based on a 4-day workweek # Target plan review turnaround times are less than those advertised to the public 105 City of Peoria FY 2019 Annual Program Budget Economic Development Services Department Department Spotlight ECONOMIC DEVELOPMENT SERVICES DEPARTMENT MISSION To build a diversified local economy that will create a strong and sustainable community in which residents are able to work, shop, and be entertained. DEPARTMENT OVERVIEW Economic Development Administration Key Outcome Measures Economic Development Services The Economic Development Administration Division is responsible for the overall leadership and management of the Economic Development Services Department. In addition, the Administration Division is responsible for managing the department’s overall budget and providing oversight in the execution of the Economic Development Implementation Strategy (EDIS I/II). • • • Quality of business attraction locates Investment generated in targeted industries New development opportunities in key sites Cost of Service Breakdown - Economic Development Services Administration Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service EDIS .90 $109,337 $ 3,210 $ 27,180 $ 139,727 Administrative Support 1.30 $157,931 $ 4,636 $ 39,260 $ 201,827 Analysist/Budget .80 $ 97,189 $ 2,853 $ 24,159 $ 124,201 TOTAL 3.0 $364,457 $ 10,699 $ 90,599 $ 465,755 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 106 City of Peoria FY 2019 Annual Program Budget Economic Development Services Department Administration Division Budget Allocation E c onom ic De v e lop m e nt I m p le m e nt at ion S t rat e g y 27% 30% 43% A d m inist rat iv e S u p p ort Manag e De p art m e nt ' s B u d g e t Total Budget: $465,755 Business and Real Estate Development (BRED) The Business and Real Estate Development Division, or BRED, is responsible for implementing strategies that attract targeted businesses, help existing businesses grow and expand in Peoria, facilitate development opportunities in targeted investment zones, develop Peoria’s workforce, and oversee the growth of the city’s entrepreneurial base. BRED implements the initiatives that came out of the Economic Development Implementation Strategy (EDIS I/II). These initiatives include an update to reflect EDIS II initiatives: investment zone development opportunities, nurturing medical device entrepreneurship, workforce development, and targeted business attraction. BRED also implements the Business Retention and Expansion (BRE) program. BRED Activities Defined: • • • • Business Attraction includes Targeted Industry Attraction and Sales and Marketing activities. Business Retention and Expansion Peoria’s Business Retention and Expansion Program is to retain and expand existing businesses by learning about issues business owners are facing and addressing those issues in a timely manner. Develop programs and opportunities to better meet the needs of the business community in order to retain and expand businesses. Respond to immediate needs of existing businesses by facilitating departmental interaction and outreach as needed to minimize impacts on local businesses. Survey existing businesses regularly and analyze survey results to determine business and economic trends in order to forecast needs and changing requirements. Redevelopment and Real Estate Development efforts include the Vistancia Commercial Core, Old Town Revitalization, Park West, Peoria Place, Stadium Point at P83, Corewest and nine newly identified key sites in the city. Workforce Development includes partnerships with the Maricopa Association of Governments (MAG) and Westmarc to develop a regional Workforce Development Implementation Strategy. 107 City of Peoria FY 2019 Annual Program Budget Economic Development Services Department Cost of Service Breakdown - Business and Real Estate Development (BRED) Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 1.9 $ 252,043 $ 328,192 $ 31,381 $ 611,616 Business Retention/Workforce Development 1.1 $ 145,920 $ 190,006 $ 18,168 $ 354,094 Redevelopment/Real Estate Development 1 $ 132,654 $ 172,733 $ 16,516 $ 321,903 Project Management/Agreement Coordinator 1 $ 132,654 $ 172,733 $ 16,516 $ 321,903 5.00 $ 663,271 $ 863,664 $ 82,581 $1,609,516 Activity Description Business Attraction/Marketing TOTAL The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Business & Real Estate Development Budget Allocation Business Attraction 20% Business Retention/Workforce Development 38% Redevelopment/Real Estate Development 20% Project Management/ Agreement Coordinator 22% Total Budget: $1,609,516 108 City of Peoria FY 2019 Annual Program Budget Economic Development Services Department Performance Report ECONOMIC DEVELOPMENT SERVICES DEPARTMENT The Economic Development Services Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together along with the Economic Development Implementation Strategy (EDIS I/II), provides an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals. Council Goal Performance Measure FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target Amount of new commercial office space created (in sq. ft.) NA 0 12,000 25,000 Amount of new industrial space created (in sq. ft.) NA 0 80,000 50,000 Creating an entrepreneurial ecosystem Number of start-up technology companies served by ASU NA NA NA 7-10 based on FY 19/20 projections Assist existing small businesses to promote growth and retention Number of existing businesses visited through the Business Retention & Expansion Program 100 125 125 125 Assist small business development to promote growth and expansion Number of businesses served by Small Business Development Center (SBDC) NA NA 73 110 Expected Outcome Economic Development Creating industry appropriate space for business attraction 109 City of Peoria FY 2019 Annual Program Budget Finance Department Department Spotlight FINANCE DEPARTMENT MISSION To provide responsible fiscal stewardship and professional financial management with integrity, accountability, and exceptional customer service. DEPARTMENT OVERVIEW The City of Peoria’s Finance Department provides citywide support to executive management in support of the Council’s goals, provides professional support to all city departments, and provides exemplary service to the customers and citizens of the city. The Department consists of eight areas that provide a variety of key functions and service activities. Administration Key Outcome Measures Finance Department • • • • Financial Services Sales Tax, Licensing and Collections Materials Management • Inventory Control Revenue Administration Bond Ratings for General Obligation, MDA and Revenue Bonds Compliance with Investment Policy Unqualified audit opinion GFOA Certificate of Achievement in Financial Reporting Compliance with the Principles of Sound Financial Management Customer Service Meter Services Funding comes from both the general fund and utility funds. Sales Tax, Licensing and Collections, Customer Service and Meter Services primarily serve external customers while Financial Services, Materials Management and Inventory Control provide services to internal customers in various city departments. 110 City of Peoria FY 2019 Annual Program Budget Finance Department Finance Department Budget Allocation 13% 4% Finance Administration 20% Financial Services Sales Tax, Licensing & Collections Materials Management Inventory Control 29% 14% Revenue Administration Customer Service Meter Services 7% 5% 8% Total Budget: $9,754,107 111 City of Peoria FY 2019 Annual Program Budget Finance Department Finance Administration The Finance Administration Division is responsible for the overall leadership and management of the Finance Department by coordinating operations, facilitating financial planning, managing the city’s debt and investment program, financing city projects, and providing city management with relevant financial information. Cost of Service Breakdown - Administration Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Service and support to council, management, citizens and customers 0.60 $94,296 $2,349 $11,642 $108,287 Leadership and management of the Finance Department 1.00 $157,160 $3,915 $19,404 $180,479 Maintain City’s financial stability and fiscal health 0.40 $62,864 $1,566 $7,761 $72,191 TOTAL 2.00 $314,320 $7,830 $38,807 $360,957 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Finance Administration Budget Allocation 20% 30% Provide quality service and support to the City Council, mgmt, citizens, and customers Provide leadership, coordination, and oversight to each division of the Dept Maintain the financial stability and long term financial health of the City 50% Total Budget: $360,957 112 City of Peoria FY 2019 Annual Program Budget Finance Department Financial Services The Financial Services Division is responsible for accounting, payroll, accounts payable, treasury management and financial reporting, providing accurate and timely financial information to the public, bondholders, grantors, auditors, city council, and management. A Finance Manager provides oversight of the division. Key activities within this function include the preparation of external financial reports including the Comprehensive Annual Financial Report (CAFR), Single Audit, grant reports, state required reports, and other special reports and financial surveys. Annual reports are required by the City Charter and by Arizona Revised Statutes. Other important activities include treasury management, grant accounting, and maintenance of portions of the city’s financial information system. A second key function is payroll. The payroll staff ensures timely and accurate payment to employees while adhering to applicable federal and state laws, city policies, and union memorandums of understanding. The staff prepares and files payroll taxes and required Federal and State reports on a biweekly, quarterly and annual basis and provides training throughout the organization. In addition, the staff maintains portions of the Human Resource Management System. A third function is accounts payable. The accounts payable staff processes and pays city invoices. All departments in the city rely on invoice payment services. In addition, the staff provides citywide training to employees who are involved with procurement and vendor payment processing. The staff maintains certain portions of the city’s financial information system. This system requires regular upgrades, configuration and associated testing. Cost of Service Breakdown - Financial Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Accounting and financial reporting 7.55 $873,881 $190,623 $126,541 $1,191,045 Accounts payable 3.25 $244,388 $14,285 $30,749 $289,422 Payroll 2.55 $209,272 $8,876 $25,932 $244,080 Maintain accounting information systems 1.65 $176,826 $848 $21,121 $198,795 TOTAL 15.00 $1,504,367 $214,632 $204,343 $1,923,342 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 113 City of Peoria FY 2019 Annual Program Budget Finance Department Financial Services Budget Allocation 10% Accounting and Financial Reporting 13% Accounts Payable 15% Payroll 62% Maintain Accounting Information Systems Total Budget: $1,923,342 114 City of Peoria FY 2019 Annual Program Budget Finance Department Sales Tax, Licensing & Collections The Sales Tax, Licensing & Collections Division provides support to the Arizona Department of Revenue in their responsibilities in administering the sales tax code, collecting sales taxes, conducting audits of businesses, providing customer service to the taxpayers, and collecting delinquent monies owed the city. In addition, the Division issues city business licenses, coordinates and processes specialty licenses such as liquor licenses, and works to insure proper licensing of businesses. Cost of Service Breakdown – Sales Tax, Licensing & Collections Internal Services Charges Total Cost of Service $380,231 $84.999 $1,040,706 $160,736 $3,980 $14,650 $179,366 0.50 $48,913 $54,911 $9,234 $113,058 Canvass and inspect licenses 0.75 $67,402 $380 $6,028 $73,810 TOTAL 8.00 $852,527 $439,502 $114,911 $1,406,940 Allocated FTE’s Personnel Costs Administer the tax code 4.75 $575,476 Audit businesses 2.00 Process specialty licenses Activity Description NonPersonnel Costs The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 8% Sales Tax, Licensing and Collections 5% Budget Allocation Administer the tax code 13% Audit businesses Process specialty licenses - liquor, bingo, off-track betting 74% Canvas and inspect business licenses Total Budget: $1,406,940 115 City of Peoria FY 2019 Annual Program Budget Finance Department Materials Management The Materials Management Division serves as the city’s purchasing and contracting agent and acquires and stocks needed supplies, equipment and services for all city departments. Operations are based out of the city hall campus and through a warehouse located at the city’s Municipal Operations Center (MOC). One Manager oversees both Materials Management and Inventory Control. The purchasing and contracting processes are facilitated by the issuance of solicitations, contracts, purchase orders and direct purchases. The division provides professional guidance, advice, and oversight to departments in acquiring goods and services related to delivering core services. They also assist in contracting for professional and construction services for capital projects. In addition, the staff provides citywide training to employees who are involved with procurement. Lastly, the staff maintains the purchasing portions of the city’s financial information system. The Materials Management Division also manages the mail and copy room and two reprographic centers located on the City Hall campus, providing oversight of the vendor providing these services. Mail and copy room services include staffing two copy centers, maintenance of all satellite copiers, copier supplies and mail sorting service for city departments. Cost of Service Breakdown - Materials Management Internal Services Charges Total Cost of Service $47,083 $52,370 $507,404 $175,337 $22,433 $22,761 $220,531 0.25 $29,561 $1,310 $3,553 $34,424 6.00 $612,849 $70,826 $78,684 $762,359 Allocated FTE’s Personnel Costs Procure goods & services 4.20 $407,951 Contract management 1.55 Manage financial information systems TOTAL Activity Description NonPersonnel Costs The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Materials Management 4% Budget Allocation Procure goods and services (RFP's, solicitations, contracts) 29% Manage contracts to meet all terms and conditions. 67% Manage PeopleSoft for Purchasing and Inventory modules Total Budget: $762,359 116 City of Peoria FY 2019 Annual Program Budget Finance Department Inventory Control The Inventory Control Division maintains a warehouse and a fleet parts room to ensure the availability of materials, supplies, and equipment to meet the city’s operational needs. The staff also maintains portions of the financial information system. In addition, the staff manages the disposal of surplus property through public auction, competitive sealed bids or other methods advantageous to the city. Inventory Control also provides a citywide courier service for the delivery of packages, supplies, and requested items and equipment to all city facilities. Cost of Service Breakdown - Inventory Control Internal Services Charges Total Cost of Service $21,485 $68,412 $270,811 $85,406 $10,523 $32,424 $128,353 0.30 $25,409 $582 $8,785 $34,776 Distribution of mail & materials to locations 0.65 $35,542 $5,600 $13,906 $55,048 TOTAL 5.00 $327,271 $38,190 $123,527 $488,988 NonPersonnel Costs Allocated FTE’s Personnel Costs Warehouse operations 2.85 $180,914 Fleet parts room service 1.20 Warehouse & fleet information systems Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Inventory Control Budget Allocation 11% Manage the City's warehouse operations 7% Manage Fleet Services parts services and equipment procurement 56% Manage the functional application of PeopleSoft and Faster inventory modules 26% Manage distribution of City's mail & materials to non City Hall campus sites Total Budget: $488,988 117 City of Peoria FY 2019 Annual Program Budget Finance Department Revenue Administration The Revenue Administration Division provides professional services to the city’s utility operations and to the citizens of Peoria in a timely and efficient manner. Functions include Customer Service, Meter Services, Utility Billing, Tax & License, and Collections. The staff in this area are responsible for overall management of the division, maintaining several complex information systems, insuring the integrity of the data processed by these systems, budget preparation and monitoring, and other administrative duties. Maintaining the integrity of the Revenue Division computer systems is a key function. These systems include meter reading, utility billing, customer service, interactive voice response, cashiering, customer internet interfaces, sales tax, and licensing. Staff in this area also ensures the integrity of the data flowing to the city’s accounting systems by reconciling revenue, accounts receivable, and cash. Cost of Service Breakdown - Revenue Administration Internal Services Charges Total Cost of Service $3,677 $21,508 $220,124 $287,049 $95,877 $41,467 $424,393 $481,988 $99,554 $62,975 $644,517 Allocated FTE’s Personnel Costs General management and support 1.90 $194,939 Insure data integrity and maintain information systems 3.10 TOTAL 5.00 Activity Description NonPersonnel Costs The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Revenue Administration Budget Allocation 34% Provide management and administrative support services to the Revenue Division Maintain the integrity of the Revenue Division computer systems 66% Total Budget: $644,517 118 City of Peoria FY 2019 Annual Program Budget Finance Department Customer Service The Customer Service Section is responsible for generating and distributing billing statements, collecting water, wastewater, solid waste and storm water user fees, processing business license applications, processing and depositing daily cash receipts, establishing new utility service accounts, initiating service orders for delivery of solid waste containers, meter installations, repairs and replacements, investigation of water leaks and customer complaints, assisting customers in person and over the telephone, and collecting delinquent amounts owed the city. Financial transactions are processed by cashiers taking payments and making account adjustments. Payments from other departments are processed through cashiering and deposited daily using an armored car service. The cashiering information system is integrated with other key financial information systems. Our customer service call center strives to respond promptly to customer account inquiries by telephone. The call center answers an average of three hundred calls each day, mostly related to utility services. The Customer Service Representatives use the utility billing information system to retrieve and store customer information and generate work orders to modify, start, and stop utility services. Cost of Service Breakdown - Customer Service Allocated FTE’s Activity Description NonPersonnel Costs Personnel Costs Internal Service Charges Total Cost of Service Process customer financial transactions 8.65 $586,566 $999,346 $221,189 $1,807,101 Respond to customer inquiries 10.75 $715,907 $31,839 $104,289 $852,035 Collect on delinquent accounts 1.60 $107,345 $54,321 $22,548 $184,214 TOTAL 21.00 $1,409,818 $1,085,506 $348,026 $2,843,350 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Customer Service 6% Budget Allocation Accurately process financial transactions (payments, adjustments, deposits) 30% Respond to customer account inquiries by telephone and in-person 64% Collect on delinquent active and finaled accounts Total Budget: $2,843,350 119 City of Peoria FY 2019 Annual Program Budget Finance Department Meter Services The Meter Services Section is responsible for accurately reading water meters each month to ensure timely and correct utility billing and providing meter installation, maintenance and repair services. Meter reading is accomplished using automated technologies. Meters are read each month according to established routes and schedules. Meter reads are collected electronically and uploaded into the billing system. These activities support the Utilities Department by ensuring full revenue collection to support their operational, infrastructure, and capital needs. The section is also responsible for providing a high level of customer service while performing the following tasks: turning water services on/off for new or delinquent water accounts, resolving customer complaints, investigating high usage complaints, installing new meters, replacing or repairing malfunctioning or outdated meters, testing meters, and maintaining all water meters and meter vaults. Cost of Service Breakdown - Meter Services Internal Service Charges Total Cost of Service $18,034 $18,532 $148,558 $674,298 $102,190 $110,669 $887,157 0.55 $49,020 $203,000 $35,919 $287,939 11.00 $835,310 $323,224 $165,120 $1,323,654 Allocated FTE’s Personnel Costs Meter reading 1.45 $111,992 Service work orders 9.00 Meter replacement program TOTAL Activity Description NonPersonnel Costs The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Meter Services 11% Budget Allocation 22% Meter reading- Provide accurate information for billing water services Perform service work orders (disconnects, field investigations, turnon/off, move in/out) Maintain the integrity of the metering system (maintenance, meter changeout program) 67% Total Budget: $1,323,654 120 City of Peoria FY 2019 Annual Program Budget Finance Department Performance Report FINANCE DEPARTMENT The Finance Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-Month Policy Goals and contain various department outcome measures. Council Goal Expected Outcome FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target AA+ Aa1 AA+ Aa1 AA+ Aa1 AA+ Aa1 AA+ AAA AAA AAA AA Aa3 AA Aa3 AA Aa3 AA Aa3 AA AA AA AA Yes Yes Yes Yes Yes Yes Yes Yes Compliance with Investment Policy Yes Yes Yes Yes Percent of vendor invoices paid within 30 days of invoice date 82% 82% 85% 88% Percent of A/P payments made electronically 52% 56% 57% 60% Number of vendor protests filed and number upheld 0/0 0/0 0/0 0/0 Average time for CSRs to answer incoming calls (minutes) 3:49 2:13 1:29 1:30 Performance Measure Bond ratings for general obligation bonds: - Enhance Customer Service Leadership and Image - Prudent fiscal stewardship. Employ strong fiscal management practices that encourage sustainable fiscal decision-making. Provide accurate and timely payment to our vendors. Perform all procurement acquisition functions effectively, accurately and timely. Customer Service – Provide professional, efficient, and responsive service to all customers. Standard & Poor's Moody's Investor Services Fitch Ratings Bond ratings for revenue bonds: - Standard & Poor's Moody's Investor Services Fitch Ratings Compliance with the Principles of Sound Financial Management Receive "clean" audit opinion from independent CPA firm 121 City of Peoria FY 2019 Annual Program Budget Fire-Medical Department Department Spotlight FIRE-MEDICAL DEPARTMENT MISSION The Peoria Fire-Medical Department is committed to protecting and caring for our neighbors, our guests, and each other while maintaining the community’s trust and respect through superior life safety services. DEPARTMENT OVERVIEW Administration The Administration Division provides overall leadership and support to the department including strategic planning, budget/financial management, grant administration, personnel and payroll, contract administration and community relations in order to ensure the efficient daily operations of the FireMedical Department. Fire Prevention The Fire Prevention Division provides inspection services, plan review, issuance of permits, fire code enforcement, fire cause investigations, internal safety investigations and citizen safety awareness programs. Support Services Key Outcome Measures Fire-Medical Department • Emergency response time from dispatch to arrival for: Fire Suppression, Emergency Medical Services (ALS & BLS), Rescue, Hazmat • Inspections, both new construction and annual, to help prevent in fire loss • Number of citizens and individuals receiving services from the Public Educator • Percent of citizens rating Peoria’s Fire – Medical Department as good or excellent The Support Services Division is responsible for facility and equipment maintenance and repair. These include fire apparatus, support services and administrative staff fleet, computer-aided dispatch coordination and database maintenance, capital construction, fleet services and allied equipment purchasing. Emergency Medical Services The Emergency Medical Services and Ambulance Operations Divisions manages the emergency medical supply acquisition, emergency medical services training, maintaining certification requirements, emergency ambulance transportation coordination, the deployment of city operated emergency ambulance services, and emergency ambulance transportation contracts with outside vendors. They also coordinate the response activities for the Low Acuity Response Unit, and the Community Paramedicine 122 City of Peoria FY 2019 Annual Program Budget Fire-Medical Department Program. Additionally, the public fire education, public information services, and all community relations events are coordinated through this division. Training The Training Division is responsible for the coordination of fire suppression and rescue training, employee professional development and continuing education, in addition to supervisory and managerial development to all field personnel. Emergency Management The Emergency Management Division directs emergency preparedness, homeland security programming, maintaining contracts with Maricopa County and the State in the area of Emergency Management, conducting yearly emergency drills with City staff to improve citywide preparedness, maintaining mandatory National Incident Management System (NIMS) training records for all employees, as well as providing workplace safety training and review for City staff. Operations The Operations Division provides fire protection, emergency medical service delivery, technical rescue, and hazardous material emergency responses. The Operations Division currently staffs eight front-line fire engines, three reserve fire engines, two ladder trucks with fire support and technical rescue capabilities (i.e. swift water, trench, confined space and high angle rescue), two ladder tenders, one Technical Rescue support truck, two brush trucks, one Hazardous Materials Technical Rescue truck, two Battalion Command vehicles, one fireboat, and one 6x6 Utility Terrain Vehicle. Ambulance Operations The Ambulance Operations Division is responsible for the operation of two full-time emergency response ambulances capable of transporting patients. They are also responsible for the medical billing for all patients transported to area medical facilities. Cost of Service Breakdown – Fire-Medical Department Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Administration 7.00 $945,009 $69,776 $157,524 $1,172,309 Fire Prevention 8.00 $951,696 $20,923 $192,518 $1,165,137 Support Services 4.00 $387,180 $377,454 $128,203 $892,837 Emergency Medical Services 3.00 $424,667 $73,971 $239,155 $737,793 Training 1.00 $232,530 $155,876 $47,657 $436,063 Emergency Management 0.50 $57,818 $34,991 $102,297 $195,106 Operations 155.00 $22,385,036 $1,668,563 $1,488,481 $25,542,080 Ambulance Operations 16.00 $1,617,762 $571,185 $59,814 $2,248,761 TOTAL 194.50 $27,001,698 $2,972,739 $2,415,649 $32,390,086 Division Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 123 City of Peoria FY 2019 Annual Program Budget Fire-Medical Department Fire-Medical Department Budget Allocation 7% 4% 3% 3% 2% 1% 1% Administration Fire Prevention Support Services Emergency Medical Services Training Emergency Management Operations 79% Ambulance Operations Total Budget: $32,390,086 Fire-Medical Department Administration, Management & Support Budget Allocation 4% 10% Administration 26% Fire Prevention Support Services 16% Emergency Medical Services Training 19% 25% Emergency Management Total Budget: $4,599,245 124 City of Peoria FY 2019 Annual Program Budget Fire-Medical Department Performance Report FIRE-MEDICAL DEPARTMENT The Fire-Medical Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Community Building Provide a safeguard for the community through proactive fire prevention, public education programs and community awareness through social media outreach Provide the citizens of Peoria with effective and efficient all hazards response to ensure long-term sustainment of all services FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target Inspect 100% of occupied businesses annually 72% 85% 90% 100% Fire plan review average turnaround time (days) 11.7 10.03 10 9 3,267 19,123 22,000 25,000 80% 73% 75% 90% 71.7% 69% 73% 90% 69% 68% 70% 90% N/A 77% 79% 90% 98.3% 98.5% 98% >98% Performance Measure Increase users of Fire’s Social Media, e.g. Facebook, Twitter & Instagram Total response time of 1st arriving unit for ALS incident is 7:00 minutes or less from time of call 90% of the time Total response time of 1st arriving unit for BLS incident is 7:00 minutes or less from time of call 90% of the time Total response time of 1st arriving unit for fire suppression incident is 7:00 minutes or less from time of call 90% of the time Total response time of an ambulance is less than 10:00 minutes from time of call 90% of the time Ensure operations fleet is in service 98% of total service hours annually 125 City of Peoria FY 2019 Annual Program Budget Human Resources Department Department Spotlight HUMAN RESOURCES DEPARTMENT MISSION To establish the optimal work environment for obtaining sustained high productivity, continuous improvement, organizational renewal, and exceptional customer service. FOCUS AREAS Within the five-year Strategic Plan for Human Resources, four focus areas are identified. Ultimately, all focus areas and related goals continue to enhance and support the City of Peoria as an employer of choice. Talent Acquisition Talent Acquisition is recruiting and hiring the right people at the right time for the right job. It also includes recruitment of volunteers, interns, and apprentices to meet the diverse needs of the City of Peoria. Key Outcome Measures Human Resources Department • • Talent Development Once employees are hired, Human Resources provides development opportunities to help employees grow within the City. Included are the City of Peoria’s Leadership Excellence programs, succession planning, and providing robust professional development opportunities. • 93% of new hires and promoted employees successfully pass probation. 100% of employees that voluntarily leave and would recommend the City as a place of employment for others. Entry of employee job record and benefit transactions with an error rate of less than 5%. Talent Engagement In addition to providing development opportunities to employees, Human Resources focuses on engaging that talent. A critical function of engagement is effective communication to all employees, but also includes the City’s onboarding process, employee appreciation and recognition, and involvement in projects and committees. Talent Retention Because the City of Peoria is positioned as an employer of choice, this focus area reflects the actions and activities that retain a high performing, diverse workforce. Retention includes compensation, benefits, employee wellness, and work-life balance. 126 City of Peoria FY 2019 Annual Program Budget Human Resources Department DEPARTMENT FUNCTIONS Human Resources consists of seven main departmental functions that support the four focus areas. Benefits and Wellness Programs The Benefits and Wellness activities include designing and managing employee benefit programs, insurance, leave, workers compensation, cost-containment strategies, administering the program budget and related policies and procedures, addressing current work-life issues, determining needed changes and assuring full compliance with all applicable laws. Classification and Compensation Classification and Compensation activities include identifying job classifications and compensation structures that are fiscally sound, easily understandable and provide for fair and equitable pay that acknowledges the contributions of current employees, and positively affects the recruitment efforts of new employees. It also includes developing and maintaining job descriptions, performing workforce reviews and studies, and planning and developing long-term strategies for compensation programs as well as providing position management, processing PAF’s, and supporting negotiation contract costing. Employee Relations/Labor Relations Employee Relations/Labor Relations activities include providing workforce planning and employment services for the organization and employees, advising management and employees on human resources and performance management issues, interpreting policy, conducting exit interviews, negotiating and developing labor contracts, facilitating and maintaining positive employer-employee relations with all employee groups, and investigating and resolving employee or organizational issues. Human Capital Management/Business Operations Human Capital Management and Business Operation activities include management of employee information in the Human Resources Information System, creating and maintaining reports pertaining to employees and handling of business operations that support the employer and operational needs. Recruitment Recruitment activities include hiring applicants for various employment opportunities, offering employment services to operating departments to ensure they have a diverse employees in the positions they need, coordinating pre-employment processes, conducting new employee orientation, and providing programs to help produce highly skilled workers to meet the demands of the employer/industry. Safety Management Safety Management activities include coordinating with departments to create a safe and hazard-free work environment, monitoring safety compliance, developing and maintaining a written safety program, hazard analysis, conducting OSHA reviews, and conducting accident review to mitigate exposure to the City. Training and Organizational Development Training and Organizational Development includes developing, administering, and evaluating organizational training programs to enhance the skills of the City’s workforce to retain highly qualified employees, overseeing the education assistance program, overseeing the City’s Learning Management System, developing and maintaining the Leadership Development programs, and the Mentorship program. 127 City of Peoria FY 2019 Annual Program Budget Human Resources Department Cost of Service Breakdown - Human Resources Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Benefits and Wellness Programs 2.92 $312,845 $184,039 $40,877 $537,761 Classification and Compensation 2.05 $231,896 $138,020 $28,699 $398,615 Employee Relations/Labor Relations 4.01 $448,702 $266,452 $56,137 $771,292 Human Capital Management/Business Operations 4.94 $402,598 $220,286 $69,157 $692,041 Recruitment and Retention 2.52 $205,593 $112,531 $35,278 $353,402 Safety Management 2.29 $245,537 $144,468 $32,058 $422,063 Training and Organizational Development 1.27 $126,290 $73,016 $17,779 $217,085 TOTAL 20.00 $1,973,461 $1,138,812 $279,985 $3,392,258 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Human Resources Budget Allocation 6% 11% B e ne f it s and W e llne ss P rog ram s 15% C lassif ic at ion and C om p e nsat ion E m p loy e e R e lat ions/ L ab or R e lat ions 10% 13% H u m an C ap it al Manag e m e nt / B u sine ss O p e rat ions R e c ru it m e nt and R e t e nt ion 20% S af e t y Manag e m e nt T raining and O rg aniz at ional De v e lop m e nt 25% Total Budget: $3,392,258 128 City of Peoria FY 2019 Annual Program Budget Human Resources Department Performance Report HUMAN RESOURCES DEPARTMENT The Human Resources Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Council Goal Expected Outcome Performance Measure FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target Provide responsive, professional Human Resources services that will allow us to attract and retain the highest quality of employee. Percentage of new hires and competitively selected probationary employees that pass probation 95.75% 95.22% 93% 93% Percent of employees that voluntarily leave and would recommend the City as a place of employment for others 100% 100% 100% 100% Entry of employee job record and benefit transactions with an error rate of less than 5% 99.26% 98.86% 95% 95% Appropriate management of Human Resources transactions, processes, and procedures. 129 City of Peoria FY 2019 Annual Program Budget Information Technology Department Department Spotlight INFORMATION TECHNOLOGY DEPARTMENT MISSION Provide high quality, reliable and secure technology services with a focus on innovation, fiscal responsibility and exceptional customer service. DEPARTMENT OVERVIEW The Information Technology Department provides technology support and resources to all City departments. It is comprised of nine workgroups that provide support for all of the City’s technology services and systems, including computers, applications, servers, network infrastructure, and radio systems, ensuring they are available, secure, and reliable. The IT Department also facilitates the Project Oversight Committee (POC) which reviews, approves, and prioritizes all technology requests to ensure alignment with the City’s overall technology strategies. Information Technology Administration The Information Technology Administration section is responsible for the overall leadership and operational support of the Information Technology Department. IT Administration activities include: • • • • • • • • • • • Budget and Performance Measurement Monitoring Contract Monitoring – Hardware/Software Inventory Reporting & Reconciliation Research/Special Projects IT Payroll Processing Administrative Support – IT Director & Department Procurement – IT & Citywide Technology Planning & Budgeting Activities Supervisory Duties & Workgroup Oversight IT Leadership/Liaison Responsibilities City Leadership Team Responsibilities 130 Key Outcome Measures Information Technology Department • • • 100% network availability during normal operating hours 100% compliance with all network security standards Customer Service Survey Ratings City of Peoria FY 2019 Annual Program Budget Information Technology Department Application Systems Support Application Systems Support is responsible for application systems support for all City departments. This includes enterprise wide systems such as financials, payroll, permitting, work order and asset management, electronic document management; and systems for individual departments including library, utility billing, cashiering, sales tax, and utilities systems. Application systems support activities include: • • • • • • Application Implementation Application Support/Maintenance Application Upgrades SQL Database Support & Administration Supervisory Functions Planning & Budgeting Activities Desktop Support Desktop Support is responsible for providing first and second level technical support for the City, including the ordering, operations, troubleshooting, and repair of devices and systems. Desktop Support also performs installation, maintenance, and repair of computer software, stand-alone and networked hardware, voice and data networks and peripheral equipment. Desktop support activities include: • • • • • • • • • • First-Level Technical Support & Work Order Management User Network Account Management Hardware/Software Inventory Management Technology Procurement Activities Second-Level Technical Support & Field Repairs Cabling/Telecomm Support Equipment Deployments, Moves, Disposals After-Hours/Council Meeting Technical Support Supervisory Functions Planning & Budgeting Activities Geographic Information Systems (GIS) Support Geographic Information Systems (GIS) is responsible for the development and maintenance of City GIS infrastructure and map viewer application, integrating with City systems to tie assets and data to geographical locations, and mapping support and data services for all City departments. GIS support activities include: • • • • • • • GIS Application Support GIS Application Development Map/Data Service Requests Managed Data Maintenance GIS Project Data Development Supervisory Functions Planning & Budgeting Activities 131 City of Peoria FY 2019 Annual Program Budget Information Technology Department Network Support Network Support is responsible for providing network services including network infrastructure, engineering, and systems administration, system backup/restore, database support, VOIP/telephone infrastructure, and technology infrastructure coordination on building projects. Network support activities include: • • • • • • • • • • Network Security Administration Network Infrastructure Hardware/Administration System Backup Administration Email Administration Server & Active Directory Administration Records Requests/Litigation Holds Telecommunications Support Supervisory Functions Operational Projects – Coordination Planning & Budgeting Activities Project Management Project Management is responsible for providing project management services for city departments and large scale citywide technology implementations. Project management activities include: • • • • Project Preparation Project Initiation & Planning Vendor Selection/Contracting Project Implementation & Management Radio Support Services Radio Support Services is responsible for ensuring all radio systems are operational, meet technical standards, and are in compliance with all regulations. In addition, this group is heavily involved with the Regional Wireless Consortium (RWC) because of Peoria’s membership in the RWC. This involvement ensures Peoria’s radio needs are met, for both Public Safety and General Government radio users. Radio support activities include: • • • • • Regional Radio Participation Radio Emergency Planning Subscriber Equipment Maintenance Radio Infrastructure Maintenance Dispatch Console Installation, Maintenance & Repair 132 City of Peoria FY 2019 Annual Program Budget Information Technology Department Security Administration Security Administration is responsible for ensuring compliance with all security requirements and standards, monitoring network and application security, conducting security review and audits and recommending mitigation and improvement activities. This includes ensuring compliance with FBI CJIS, AZ DPS ACJIS, PCI, and HIPAA standards. Security administration activities include: • • • • Citywide Network and Application Security Compliance Management/Training (ACJIS, PCI, HIPAA) Security Reviews/Audits Business Recovery Special Systems Support Special Systems Support is responsible for systems support for public safety departments, including Police and Fire. This includes the Police Computer Aided Dispatch/Records Management/Mobile system and other Fire and Police systems. These systems require 24/7 support due to the departments’ missions to protect the public. Special Systems activities include: • • • • • System Upgrades System Implementation System Support/Maintenance Supervisory Functions Planning & Budgeting Activities Cost of Service Breakdown - Information Technology Department Allocated FTE’s Personnel Costs NonPersonnel Costs Maintenance Costs Internal Services Charges Total Cost of Service Administration 6.0 $831,740 $21,716 $0 $170,838 $1,024,294 Application Systems Support 10.0 $1,217,401 $273,519 $1,157,238 $256,625 $2,904,783 Desktop Support 6.0 $687,842 $25,016 $302,948 $173,789 $1,189,595 Geographic Information Systems (GIS) Support 5.0 $476,301 $35,829 $163,839 $143,226 $819,195 Network Support 7.0 $884,625 $407,712 $678,594 $230,489 $2,201,420 Project Management 3.0 $410,340 $5,779 $11,444 $85,050 $512,613 Radio Support Services 2.0 $237,148 $598,639 $24,714 $91,600 $952,101 Security Administration 1.0 $144,343 $3,526 $19,561 $28,350 $195,780 Special Systems 2.0 $241,256 $3,757 $407,528 $56,700 $709,241 TOTAL 42.0 $5,130,996 $1,375,493 $2,765,866 $1,236,667 $10,509,022 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 133 City of Peoria FY 2019 Annual Program Budget Information Technology Department Information Technology Budget Allocation 2% 7% Administration 10% Applications 9% Desktop GIS 5% 28% Network Project Mgmt Radio 21% Security 8% Special Systems 11% Total Budget: $10,509,022 134 City of Peoria FY 2019 Annual Program Budget Information Technology Department Performance Report INFORMATION TECHNOLOGY DEPARTMENT The Information Technology Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Council Goal Expected Outcome Enhance customer satisfaction by providing quality customer service Ensure major systems availability, uptime, and maintenance Performance Measure % of employees rating their overall experience as "Satisfied" or "Very Satisfied" for closed issues % of employees "Satisfied" or "Extremely Satisfied" with the IT staff professionalism and courtesy for closed issues Internet connection uptime (excluding scheduled downtime) E-mail service uptime (excluding scheduled downtime) 135 FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target 98% 96% 98% 98% 99% 97% 98% 99% 99.93% 99.95% 99.99% 100% 99.9% 99.9% 99.99% 100% City of Peoria FY 2019 Annual Program Budget Leadership and Management Department Spotlight LEADERSHIP AND MANAGEMENT To implement and support the Council Goals through leading and coordinating internal and external services; local, regional and national coalition building; and advocacy on behalf of the City. DEPARTMENT OVERVIEW The Leadership and Management Department implements Council priorities and provides management direction and leadership of the organization in a fair, transparent and accountable manner. The office aligns municipal service delivery with community needs, council priorities and organizational goals. Key Outcome Measures Leadership and Management • Meet community needs, council priorities and organizational goals through efficient and effective service delivery The Leadership and Management Department • Become a leader in sustainable practices advances community relations and civic engagement and environmental stewardship through effective and frequent communication with • Number of credentialed departments our citizens. Earning and maintaining the trust and confidence of those we serve is critical to our ability to effectively perform our jobs. The Leadership and Management Department is a leader in ethical organizational behavior through adopting and modeling the City Employees Code of Ethics. Office of Strategic Management The Office of Strategic Management assists and supports the City Manager in planning, directing and reviewing activities and operations of the city in the area of strategic and process improvements. This office also provides professional assistance and consultation in the preparation and administration of grants. This includes research and analysis of grant opportunities, assistance with proposal preparation, and oversight of compliance monitoring by individual departments and divisions. 136 City of Peoria FY 2019 Annual Program Budget Leadership and Management Office of Economic Efficiency and Sustainability The Office of Economic Efficiency and Sustainability serves as the city’s sustainability hub, designed to support and facilitate integrated sustainability network solutions to drive economic efficiencies and process improvements. This results in beneficial outcomes in environmental, social and economic sustainability. The office is a bi-directional resource that seeks to identify, analyze and implement best practices to enhance city operations and community resiliency, while improving Peoria residents’ quality of life. Cost of Service Breakdown – Leadership and Management Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Strategic Management & Policy Development 1.64 $280,143 $43,336 $21,805 $345,284 Inter-Departmental Management 1.92 $491,228 $50,735 $25,528 $567,491 Council Support 2.20 $242,538 $58,133 $29,250 $329,921 Council Collaboration 2.43 $400,132 $64,211 $32,308 $496,651 Regional Planning Activities 2.08 $271,433 $54,962 $27,655 $354,050 Administrative Support 4.92 $437,052 $130,007 $65,415 $632,474 Communication .89 $194,482 $23,518 $11,833 $229,833 Grant Coordination .25 $38,257 $6,606 $3,324 $48,187 External Leadership .67 $161,955 $17,704 $8,908 $188,567 Economic Efficiency & Sustainability 1.0 $162,834 $26,424 $13,296 $202,554 TOTAL 18.00 $2,680,054 $475,636 $239,322 $3,395,012 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. 137 City of Peoria FY 2019 Annual Program Budget Leadership and Management City Manager's Office Budget Allocation 6% 6% Strategic Management & Policy Development 10% Inter-Departmental Management 1% Council Support 7% 17% Council Collaboration Regional Planning Activities Administrative Support 18% 10% Communication Grant Coordination (Grants) 10% External Leadership 15% Economic Efficiency & Sustainability Total Budget: $3,395,012 138 City of Peoria FY 2019 Annual Program Budget Leadership and Management Performance Report LEADERSHIP AND MANAGEMENT The City Management and Leadership Support Department uses performance data as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Leadership & Image Council Goal Expected Outcome Performance Measure FY2016 Actual FY2017 Actual Estimate FY2018 FY2019 Target 4 4 4 4 Professional credentialing of all eligible departments Credentialed departments Recognition of budget excellence by Government Finance Officers Association Receive GFOA Distinguished Budget Award Yes Yes Yes Yes Become a leader in sustainable practices and environmental stewardship Community participation in programs, activities and events the support sustainability efforts 874 1,574 2,000 2,200 Meet community needs, council priorities and organizational goals through efficient and effective service delivery % of citizen inquiries which are responded to or acted upon within two business days, as tracked by the Assistant to the City Manager 98% 98% 98% 100% 139 City of Peoria FY 2019 Annual Program Budget Management and Budget Department Department Spotlight MANAGEMENT AND BUDGET DEPARTMENT MISSION Develop an annual, balanced fiscal plan which incorporates Council policy, while maintaining a strong financial position. Provide timely, thoughtful and accurate information to stakeholders, while maximizing the use of organizational resources. DEPARTMENT OVERVIEW Management and Budget Key Outcome Measures The Management and Budget Department is made up of a resourceful and effective workgroup that helps develop and implement major city initiatives, ensures spending priorities are addressed in an efficient and effective manner, offers policy and financial analysis on important operational issues, and positions the organization toward longterm financial viability. Management & Budget Department • • • % Variance in Budget Forecast % Variance in Key Forecast Assumptions GFOA Distinguished Budget Presentation Award Budget Management Budget management is responsible for developing an annual operating and capital spending plan that reflects stakeholder interests, while maintaining the city’s strong fiscal integrity. Key activities within this function include revenue analysis and forecasting, operational and financial analysis, expenditure monitoring and process development. Additionally, the city is subject to numerous State and Charter law requirements regarding budgetary activity. These include public hearing and notice requirements, property tax disclosure, capital plan scrutiny, impact fee regulations and voter authority for bonding. Management Support In addition to the budget functions mentioned above, this division is also responsible for offering strategic support for important organizational initiatives, providing ad hoc professional analysis and managing the city’s Performance Management Program. An important secondary function is to monitor a number of development activities such as development agreement obligations, impact fee studies and credit administration. 140 City of Peoria FY 2019 Annual Program Budget Management and Budget Department Cost of Service Breakdown – Management and Budget Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Activity Description Allocated FTE’s Financial Forecasting and Economic Analysis 0.56 $88,310 $6,932 $7,530 $91,396 Developing, Analyzing, Monitoring and Reporting on Financial Resources 3.56 $469,517 $44,067 $47,870 $581,019 Communication and Outreach 0.51 $64,489 $6,313 $6,858 $83,236 Management of the City’s Performance Management Program 0.23 $26,560 $2,847 $3,093 $37,538 Operational and Policy Analysis 0.80 $119,995 $9,903 $10,757 $130,566 Development Administration 0.16 $23,774 $1,981 $2,151 $26,113 Rate and Revenue Analysis 0.18 $31,651 $2,228 $2,420 $29,377 TOTAL 6.00 $824,296 $74,270 $80,680 $979,246 The budget amounts listed above include all costs for that service or program for FY2017. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Management and Budget Department Budget Allocation Financial Forecasting 3% 4% 11% Budget Development, Monitoring and Reporting 14% Communication & Outreach Manage the City's Performance Management program 3% 8% Operational & Policy analysis Development Administration 57% Rate & Revenue Analysis Total Budget: $979,246 141 City of Peoria FY 2019 Annual Program Budget Management and Budget Department Performance Report MANAGEMENT AND BUDGET DEPARTMENT The Management and Budget Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Customer Service Total Planning Council Goal Expected Outcome Performance Measure Effectively manage the City’s planned resources to ensure organizational priorities are met Maintain a (+-)3% variance in budget forecasts from the original forecast (September) to the final forecast (March Study Session) Maintain a (+-)3% variance in revenue forecasts from the original forecast (September) to the final forecast (March Study Session) Provide responsive, effective and efficient service to all customers Percent of customers rating customer service as Good or Excellent *Survey not conducted in FY2016 142 FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target +0.36% +1.71% 0.13% <3% +0.07 +0.90% 0.13% <3% N/A* 85% 87% 90% City of Peoria FY 2019 Annual Program Budget Mayor and City Council Office Department Spotlight MAYOR AND CITY COUNCIL OFFICE MISSION To serve the residents of Peoria by promoting the community’s future, creating a positive community legacy and striving for economic viability and sustainability through actions that serve the best interests of the public. DEPARTMENT OVERVIEW The City of Peoria is a council-manager form of government. The City Council sets city policy and direction, while the city manager is responsible for the day-to-day operations of the city. Peoria’s mayor is elected to four-year terms to serve the community “at large,” while each of the six council members is elected to four-year terms in specific geographic districts.       Acacia District Ironwood District Mesquite District Palo Verde District Pine District Willow District The City Council is responsible for the legislative function of the municipality such as establishing policy, passing local ordinances, voting appropriations, and developing an overall vision for the community. The total budget for the Mayor and Council is $734,412, which covers salaries, contractual services such as travel/training, membership dues, internal service charges, general supplies and commodities. In addition, each member of Council receives $30,000 per year in Council District Funds to use at their discretion for projects, programs, services or events that accomplish a public purpose. 143 City of Peoria FY 2019 Annual Program Budget Municipal Court Performance Spotlight MUNICIPAL COURT MISSION To ensure the prompt and fair adjudication of all cases and instill public confidence in the Courts through transparency, accessibility, communication and education. DEPARTMENT OVERVIEW Court Administration and Support Services The Administration and Support services provide the overall management direction and support for the court operations while ensuring that all state and local regulatory requirements are met. Court Security Court security screens for weapons and provides a safe environment for the public and staff. Key Outcome Measures Municipal Court Case Management Case Management is the process of moving a case through the Court system for preadjudication, case adjudication, and postadjudication. • 100% compliance with recognized guidelines for timely case processing and management Protective Orders Orders of Protection and Injunctions Prohibiting Harassment are issued to ensure the safety of the protected person. Community Outreach Services The court sponsors judicial training classes, meetings, weddings and outreach assistance to students and other agencies. 144 City of Peoria FY 2019 Annual Program Budget Municipal Court Cost of Service Breakdown – Municipal Court Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.13 $239,926 $ 26,275 $51,095 $317,296 Court Security 4.00 $274,202 $ 30,028 $58,394 $362,624 Case Management 13.44 $1,079,669 $118,236 $229,928 $1,427,833 Protective Orders 0.97 $85,688 $9,384 $18,248 $113,320 Community Outreach 0.36 $34,275 $3,754 $7,299 $45,328 TOTAL 20.9 $1,713,760 $187,676 $364,965 $2,266,401 Activity Description Court Administration and Support Services The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Municipal Court Budget Allocation 5% 2% Court Administration and Support Services 18% Court Security 15% Case Management Protective Orders Community Outreach 60% Total Budget: $2,266,401 145 City of Peoria FY 2019 Annual Program Budget Municipal Court Performance Report MUNICIPAL COURT The Municipal Court uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Leadership and Image Council Goal Expected Outcome Provide fair and equal justice to all, promote excellent customer service while enhancing citizen confidence in the court process Provide legal counsel for criminal matters as required by due process Provide court interpreters services for court matters as mandated Prompt disbursement of moneys, including those held in trust, enforcement of court restitution orders, fees to other government agencies and payment for services rendered Performance Measure FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target <1% <1% <1% 0% 133%* 126%* 121% 110%* % of cases referred to judicial commission 0% 0% 0% 0% % of qualified cases receiving court appointed counsel 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% % of cases with customer service complaints % of cases adjudicated (Cases closed/Cases opened) % of qualified cases receiving interpreter services for foreign languages and sign language % of timely disbursements for bond refunds, restitution orders, fees to other government agencies and payment for services to vendors and jurors *Adjudication rates in excess of 100% are the result of a combined effort between the Courts, Police and Prosecutor’s offices to close cases which have been open for a prolonged period. 146 City of Peoria FY 2019 Annual Program Budget Office of Communications Department Spotlight OFFICE OF COMMUNICATIONS MISSION The Office of Communications (OC) exists to proactively communicate engaging information to residents, customers and employees; provide useful municipal information to residents and help foster community pride; and help develop a sense of organizational pride among employees. The department’s key target audiences include city departments, elected officials, and members of the media, general public, business owners and visitors. DEPARTMENT OVERVIEW The Office of Communications is a dynamic department of communicators providing digital and traditional communications to effectively inform and engage the residents, businesses and visitors of Peoria, national audiences and city staff. In addition, the office provides communications expertise and production resources for all City of Peoria departments to achieve their communication goals. The department’s signature function is media relations, which is conveyed in traditional and digital platforms. The goal is to develop and implement marketing and public relations programs, resident communications and visitor publicity that promote Peoria and ensure the city’s key messages are delivered to target audiences in an accurate, timely and cost-effective manner. Key Outcome Measures Office of Communications • • • • % increase in social media usage Increase in media placement and value % increase in website usage Graphic design completions Media Relations 300+ Media relations is the art of proactive and responsive communication with local and national professional news media including print, television and online bloggers. The OC works closely with city departments to determine and implement communication goals. With this understanding the OC will research, develop and distribute news News Releases releases and media advisories and create effective social media messaging which generates engagement. Through our excellent relationships with print, television and radio producers and reporters, we look for opportunities to create positive stories for the city. The City of Peoria’s media relations has the one of the best reputations of being responsive to media requests. The well-established relationships with the media also result in meaningful, positive placement that helps garner attention, which is directly tied to increased attendance, revenue, participation and exposure. Another ongoing initiative for the OC is to be a content generator of its own channels, generating content for Peoria’s primary channels of communication and repurposing for mainstream media. 147 City of Peoria FY 2019 Annual Program Budget Office of Communications Social Media The City of Peoria Office of Communications recognizes the importance of social media in reaching and engaging a growing number of residents and interested individuals. The OC oversees all of the city’s social media platforms and tracks and archives the interactions. Staff utilizes social media to provide content, share information, encourage event participation and drive traffic to the city’s websites and social media pages. Additionally, OC created a new social media policy to ensure that all departments are consistent in their message delivery. New for FY18, the OC added 3 new Snapchat accounts, 2 new Instagram accounts, and 1 new Twitter account – bringing the total number of social media accounts for Peoria to 29. +60% S oc ial m e d ia e ng ag e m e nt (L ik e s, sh are s, e t c . ) 2,100 Daily av e rag e im p re ssions t h rou g h soc ial m e d ia p ag e s +47% S oc ial m e d ia f ollow e rs Graphic Design Services Graphic design services allow city departments and programs to have an internal resource for the production of professional looking communications, advertisements and promotional fliers. This service has proven to be a cost effective program for the city. In 2017, the city saved approximately $250,000 in graphic design fees on 459 completed projects. (Based off an average rate of $120/hr for graphic design services) External Communications The OC is responsible for creating and distributing information and communications directly to the public or other desired audiences. Products include items such as PeoriaNOW, a monthly newsletter distributed through the city's water bill. Direct mailers on specific subjects or promotional fliers are also considered external communications. Other citizen community outreach is accomplished through the Peoria Leadership Institute and community meetings. In addition, the OC is responsible for creating legally mandated communications, such as the Water Quality Report, Redistricting and other legal requirement. Part of the OC’s media relations mentioned above include coordinating and organizing messaging related to public records requests from the media. Internal Communications Internal communications is the creation and distribution of information to keep city employees informed and engaged. Activities include developing communication materials, advising leaders on communication strategies and supporting city committees and programs. The OC manages the CityNet Intranet page, as well as All-User emails, to keep employees informed. 148 City of Peoria FY 2019 Annual Program Budget Office of Communications Digital Media Services Digital Media Specialists effectively use digital media channels to promote special events, educate, share urgent information, build awareness of causes and initiatives, market programs and services, and highlight achievements of the city. Digital media services also include the broadcasting and recording of city council and other city meetings and events. Video content is broadcast 24-hours a day on Cox Cable and Century Link cable systems, as well streamed live on Peoriaaz.gov, Facebook, and YouTube. Many video segments are also distributed on the city’s social media outlets. In the upcoming fiscal year, the digital services team will be implenting state-of-the art, live remote technology that will allow content on ch. 11 and all social channels to be broadcast live, simultaneously. This new technology will also allows local media to pull our stories off a cloud-based server. Web Services and Online Communications Web services and online communications maintain the functionality of the city’s six websites and the city’s Intranet site. The division works closely with the more than 80 web authors from various departments. Peoria’s websites are a critical component for information and communication about the city. Primary activities include updating and maintaining city websites and training and supporting city staff on the development of content. The OC works with each department to provide up-to-date content for the websites. The city launched a new set of websites powered by Vision Internet. This cloud-based web service is hosting all city websites along with the intranet. These new sites will make things easier for both the internal and external customers alike. Tourism The OC is growing relationships with national tourism and business media outlets. Through media missions, relationships have helped the city secure articles in national publications, such as Canada AAA, Wall Street Journal, San Diego Travel Times, Seattle Times and USA Today. Additionally, the OC has identified three aspects of tourism that fall within the Economic Development Implementation Strategy II (EDIS II) – tourism development, tourism attraction, and event attraction. By focusing on these target areas, the aim is to generate awareness and exposure of Peoria and position it as a year-round destination. This in turn will generate more bed, retail, and restaurant sales tax revenue, benefiting everyone from the city to local business owners in Peoria. The OC also produces tourism collateral such as the visitor’s guide and website as well as the content for P83 information kiosks. In the next year, the OC will be conducting a hotel marketability and feasibility study to determine the best site for resort property. 149 City of Peoria FY 2019 Annual Program Budget Office of Communications Cost of Service Breakdown - Office of Communications Allocated FTE’s Personnel Costs Non-Personnel Costs Internal Services Charges Total Cost of Service External Communications 2.15 Media Relations 1.43 Digital Media Services 3.00 $ 171,467 $ 185,148 $ 249,142 $ 68,009 $ 50,390 $ 105,714 $ 58,010 $ 42,982 $ 90,171 $ 297,486 $ 278,520 $ 445,027 Web Communications 1.01 Internal Communications and Support 0.64 Graphic Design 0.77 $ 94,837 $ 93,209 $105,036 $ 35,590 $ 20,438 $ 37,000 $ 30,358 $ 17,433 $ 31,560 $ 160,785 $ 131,080 $ 173,596 TOTAL 9.00 $ 898,839 $ 317,142 $ 270,513 $1,486,494 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Office of Communications Budget Allocation 9% 7% 24% External Communications Media Relations 11% Digital Media Services Web Communications 16% 33% Total Budget: $1,486,494 150 Internal Communications and Support Graphic Design City of Peoria FY 2019 Annual Program Budget Office of Communications Performance Report OFFICE OF COMMUNICATIONS The Office of Communications uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Leadership and Image Council Goal Expected Outcome Provide timely and accurate information to Peoria's external stake-holders Create and distribute information to keep city employees informed and engaged FY2016 Actual FY2017 Actual FY2018 Target FY2019 Target 95% 95% 95% 96% 56,963 120,9031 128,000 135,000 City-generated news items (New measurements) 397 362 375 400 Increase viewership of Channel 11 programming online 23,368 24,956 27,500 28,750 Increase Peoria Centric video productions 172 206 250 255 Increase total web traffic to the city’s (6) websites 1,146,899 1,144,114 1,154,983 1,200,000 Increase use of CityNet , the employee intranet website 548,250 N/A2 - - Performance Measure Peoria Leadership Institute graduates rate the overall quality and depth of information as excellent Generate users of city's social media pages (total followers) Six new social media accounts were created in FY17 A new intranet platform was launched during FY17. Old metrics are no longer available and current metrics are being collected to establish a baseline. 1 2 151 City of Peoria FY 2019 Annual Program Budget Planning and Community Development Department Department Spotlight THE PLANNING & COMMUNITY DEVELOPMENT DEPARTMENT MISSION Key Outcome Measures To promote and enhance the quality of the natural and built environment through sustainable planning and the implementation of programs which provide human services and strengthen Peoria’s neighborhoods. Planning and Community Development  % of Neighborhood Pride funding leveraged  % reduction in code violations two years after Neighborhood Pride project  HOA Academy satisfaction  Human services delivered  Planning Applications turnaround time DEPARTMENT FUNCTIONS Planning & Community Development Administration The Administration Division provides overall management, direction, and support for the Planning and Community Assistance divisions. In addition, the Administration Division is responsible for the management and support of the department’s overall budget and policy initiatives. A majority of the division’s budget and time is allocated in direct support of our various planning and neighborhood initiatives. 152 Planning and Community Development Department City of Peoria FY 2019 Annual Program Budget Cost of Service Breakdown – Planning & Community Development Administration Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Policy Analysis for Planning & Neighborhood Initiatives 0.75 $90,548 $4,484 $6,409 $101,441 Administrative Support 1.74 $211,159 $10,457 $14,946 $236,562 Manage the Department's Budget 0.40 $48,292 $2,391 $3,418 $54,101 Permitting System Support 0.60 $72,439 $3,587 $5,127 $81,153 TOTAL 3.0 $422,438 $20,919 $29,901 $473,394 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities and services provided from other departments such as information technology support and facility maintenance Planning and Community Development Administration Budget Allocation Policy Analysis for Planning & Neighborhood Initiative 17% 38% 15% 31% Department Administrative Support Managing Department Budget Permitting System Support Total Budget: $473,394 153 City of Peoria FY 2019 Annual Program Budget Planning and Community Development Department Community & Strategic Planning Division The overarching purpose of this division is to guide the physical development of the city. This is accomplished through strategic planning, development review, preservation of physical, cultural and historic attributes, and ensuring that codes and policies advance the General Plan and Council goals. This division ensures that development proposals are in alignment with the General Plan, Zoning Ordinance, Design Review standards, and other codes and ordinances. This division also looks forward to ensure that future development is coordinated through integrated master plans and strategic initiatives. The nine (9) full-time equivalent positions in this division (two of which are contract) advise and support several boards and commissions including Planning & Zoning, Board of Adjustment, Historic Preservation and Design Review Standards/Appeals Board(s). Functions include:       Strategic/Advanced Planning Site Plan/Design Review Variances Annexations Coordinate Development Review Coordinate citywide Open Space  Rezoning (entitlements)  Use Permits  Zoning Ordinance Administration  General Plan Administration  Implement adopted plans (e.g. P83)  Coordinate citywide Historic Preservation Functionally, the two highest cost drivers are Zoning Administration (57%) and Strategic Planning (25%). Zoning Administration generally consists of current development proposals and includes public contact, pre-application meetings, rezones, development case review, temporary events, annexations and time attributed to the various boards, commissions and subcommittees. The Strategic Planning functional category includes General Plan Amendments, regional planning coordination/initiatives and the implementation of approved plans in strategic areas such as Old Town, Sports Complex (“P83”) and the Loop 303 corridor. Other major efforts within the department include:        Development and implementation of a new Sign Ordinance Began comprehensive update to General Plan (“Plan PeoriaAZ 2040”) Formulation of an Old Town Block Strategy Design and construction of trails and interpretive signage for the Palo Verde Ruin, Varney Tract Historic Resource Report and Old Main National Register Nomination Land acquisition for open space preservation at Sunrise Mountain Completion of amended PCD and Development Agreement for Lake Pleasant Heights Implementation of an online submittal option for three (3) planning application types 154 City of Peoria FY 2019 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Community & Strategic Planning NonPersonnel Costs Internal Services Charges Allocated FTE’s Personnel Costs Zoning Admin. & Project Management 5.81 $544,888 $380,723 $93,172 $1,018,783 Strategic Planning 1.38 $141,758 $290,430 $22,130 $454,319 Align Development Policies w/Council goals 1.43 $143,211 $93,706 $22,932 $259,849 Historic Preservation 0.38 $43,754 $24,901 $6,094 $74,749 TOTAL 9.00* $873,610 $789,761 $144,328 1,807,699 Activity Description Total Cost of Service The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities and services provided from other departments such as information technology support and facility maintenance. *Includes full time contract Planning Specialist and Contract Planner (vacant) (2FTE) Planning and Community Development Planning Division Budget Allocation Zoning Administration and Project Management 4% Strategic Planning 15% 56% 25% Align Development Policies Protect and Celebrate City's Heritage Total Budget: $1,807,699 155 City of Peoria FY 2019 Annual Program Budget Planning and Community Development Department Community Assistance Division The purpose of this Division and its six (6) full time equivalent positions is to provide programs and services to residents, neighborhood associations, and non-profit partners to enhance the quality of life in Peoria. Functions include:      Federal Grant Administration (CDBG, HOME, NSP3)  Neighborhood Pride Program General Fund & Neighborhood Grant Administration  HOA Academy Educational and Peoria SUPPORT Seminars  Emergency Home Repair Program Fair Housing Outreach  Outreach and Partnership Development Human Services  Water Payment Assistance Program Functionally, the two highest cost drivers of the Division are Grant Administration (42%) and Human Services Administration (28%). The Division administers both federal and local grants. Federal funding comes from the U.S. Department of Housing and Urban Development (HUD) and is used to further efforts in affordable housing and public services. These grants include the Community Development Block Grant (CDBG), the HOME Investment Partnerships Program (HOME) and the Neighborhood Stabilization Program (NSP). The Division also administers neighborhood grants whereby registered HOAs and Neighborhood Associations can apply for matching funds on local improvement efforts. This division continues to administer several successful neighborhood-serving programs such as the HOA Academy, various direct assistance programs and Neighborhood Pride – the latter whereby the City is able to assist neighborhoods through improvement projects by leveraging an initial investment with its partnership of volunteers and local suppliers. The Neighborhood Pride Program celebrated 21 years of operation during the year and remains the City’s longest running stand-alone program. The Division expanded Human Services educational and outreach offerings through the development and implementation of a “Collaborative Impact Series.” Designed to bring various non-profits together to network and share best practices, the Collaborative Impact Series ultimately results in a large public event on a topic designated as an area of need through the Human Services Work Plan. In addition, the educational series “Peoria SUPPORT,” which stands for Services Uniting to Provide People with Opportunities, Resources and Training, provides monthly awareness seminars and targeted outreach on specific topics of concern such as financial awareness, grandparents raising grandchildren and understanding mental health issues. The Peoria SUPPORT Program received an “Honorable Mention” at the Westmarc Best of the West annual award ceremony. 156 City of Peoria FY 2019 Annual Program Budget Planning and Community Development Department Cost of Service Breakdown – Community Assistance Internal Services Charges NonPersonnel Costs Total Cost of Service Allocated FTE’s Personnel Costs Grants Administration 2.05 $167,014 $264,344 $23,661 $455,019 Neighborhood Programs Administration 1.39 $107,616 $179,238 $16,043 $302,897 Community Outreach & Partnerships 0.37 $26,209 $47,144 $4,220 $77,572 Human Services Administration 1.19 $102,802 $153,578 $13,746 $270,126 TOTAL 5.00 $403,642 644,304 $57,670 1,105,615 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities and services provided from other departments such as information technology support and facility maintenance. Includes Grant funded FTEs of .92 and total cost of $97,079 paid by administrative funding from the U.S. Department of Housing and Urban Development (HUD). Planning and Community Development Community Assistance Budget Allocation Grants Administration Neighborhood Program Administration 24% 41% Neighborhood Livability 7% 27% Total Budget: $1,105,615 157 Human Services Administration City of Peoria FY 2019 Annual Program Budget Planning and Community Development Department Performance Report PLANNING AND COMMUNITY DEVELOPMENT DEPARTMENT The Planning and Community Development Department uses performance measures as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected align with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Council Goal Expected Outcome Community Building Improve Peoria neighborhoods Improve Peoria neighborhoods Improve Peoria neighborhoods Enhance Current Services Enhance Human Services through volunteers Provide thorough and timely review of development cases to the development community a b Performance Measure % decrease in code violations two years after Neighborhood Pride project Achieve ‘above average’ or higher satisfaction rating on HOA Academy Survey % of Neighborhood Pride funding leveraged Value of in-kind labor from volunteers providing services to residents through external agencies or programs Average turnaround time (in days) for: • Site Plan Reviews • Preliminary Plats • Rezonings FY2016 FY2017 FY2018 FY2019 Actual Actual Estimate Target 100% 91% 96% 90% 97% 100% 100% 100% 170% 130% 125% 100% 5.57M 6.25M 2.00M 4.90Ma 17 15 14 15 17 15 17 19 17 15b 15b 15b Service expectation is 21 days per review General Fund, CDBG and HOME grant recipients provide information documenting number of volunteers and hours donated assisting Peoria citizens. Target rates are lower than the published level of service, which is 21 days. 158 City of Peoria FY 2019 Annual Program Budget Police Department Department Spotlight POLICE DEPARTMENT MISSION The Peoria Police Department is committed to partnering with the community to maintain trust, ensure a high quality of life and safety, and preserve life and property. DEPARTMENT OVERVIEW Police Administration The Office of the Police Chief is responsible for the overall management direction and support of the Police Department including responding to Council and legislative activities, media and community relations, public information, accreditation requirements and management of the Professional Standards Unit (Internal Affairs). Patrol Services Patrol Services is responsible for partnering with the community to provide professional, responsible and proactive law enforcement. Activities include responding to calls, crime analysis and strategic planning. Criminal Investigations Criminal Investigations is responsible for investigating criminal offenses, following up with victims of crime and working with other agencies to address social and criminal offenses. Key Outcome Measures Police Department Neighborhood Services The Neighborhood Services division is focused on improving quality of life by creating safer neighborhoods. Activities include the park ranger program, code compliance services and community referral services. • • • • Patrol response times to critical emergencies from dispatch to arrival UCR part 1 crime clearance rate Violent crimes per 1000/population Property crimes per 1000/population Special Operations Support Special Operations Support is responsible for the School Resource Officer Program, traffic enforcement, accident investigation and reconstruction, special investigations related to gang and drug concerns and the Tactical Enforcement Unit (SWAT). 159 City of Peoria FY 2019 Annual Program Budget Police Department Personnel and Training Services Personnel and Training Services is responsible for recruitment and background investigations, firearms training and weapons inventory and Police personnel training. Communications/911 Call Center Communications/911 Call Center is responsible for answering and dispatching calls for service and processing warrants in the computer aided dispatch system. Administrative Support Services Administrative Support Services is responsible for the department’s payroll, budget/financial management, grant administration, fleet, equipment and technology, property and evidence standards and compliance and records management. 160 City of Peoria FY 2019 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Administration Activity Description Administrative Functions Professional Standards Functions Public Information/Media Relations Management of Police Department Operations Accreditation Administration TOTAL Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.00 $158,777 $14,108 $10,441 $183,327 3.00 $541,605 $48,125 $35,616 $625,346 1.00 $147,140 $13,074 $9,676 $169,891 5.00 $1,245,766 $110,694 $81,922 $1,438,383 1.00 $97,188 $8,636 $6,391 $112,215 12.00 $2,190,477 $194,638 $144,047 $2,529,162 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Police Administration Budget Allocation Administrative Functions 8% 17% Professional Standards Functions Public Information/Media Relations 25% 42% Management of Police Department Operations Accreditation Administration 8% Total Budget: $2,529,162 161 City of Peoria FY 2019 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Patrol Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 91.60 $11,881,109 $2,290,839 $834,255 $15,006,204 43.40 $6,008,429 $1,158,507 $421,894 $7,588,829 2.00 $134,872 $26,005 $9,470 $170,348 2.00 $190,534 $36,738 $13,379 $240,651 139.00 $18,214,945 $3,512,089 $1,278,998 $23,006,032 Operations Management Administrative Support Provide Strategic Planning Information TOTAL The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Patrol Services 2% Budget Allocation 1% Operations Management 31% Administrative Support 66% Provide Strategic Planning Information Total Budget: $23,006,032 162 City of Peoria FY 2019 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Criminal Investigations Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Investigations 16.53 $2,305,097 $290,469 $170,651 $2,766,217 Courts 3.15 $390,757 $49,240 $28,929 $468,925 Administrative Duties 12.00 $1,666,149 $209,954 $123,348 $1,999,451 AFIS and Photo Systems 2.10 $173,364 $21,846 $12,834 $208,044 Public Relations 3.22 $364,237 $45,898 $26,965 $437,100 Pawn Functions 1.00 $78,568 $9,901 $5,817 $94,285 TOTAL 38.00 $4,978,172 $627,307 $368,544 $5,974,023 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Criminal Investigations Budget Allocation 8% 3% Investigations 6% Courts 43% Administrative Duties AFIS and Photo Systems Public Relations 32% Pawn Functions 8% Total Budget: $5,974,023 163 City of Peoria FY 2019 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Neighborhood Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 5.51 $519,754 $141,076 $23,209 $684,039 14.39 $1,188,264 $322,528 $53,061 $1,563,852 1.60 $134,385 $36,476 $6,001 $176,862 21.50 $1,842,403 $500,080 $82,271 $2,424,754 Administrative Duties Field Operations (City Code/Animal Control) Community Relations TOTAL The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Neighborhood Services Budget Allocation 7% Administrative Duties 26% Field Operations (City Code/Animal Control) Community Relations 67% Total Budget: $2,424,754 164 City of Peoria FY 2019 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Special Operations Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 10.59 $1,476,047 $207,234 $38,181 $1,721,462 1.55 $205,278 $28,821 $5,310 $239,408 8.96 $1,244,090 $174,668 $32,181 $1,450,939 Management of Operations 2.20 $439,004 $61,635 $11,356 $511,995 Education/Public Relations 1.00 $145,683 $20,454 $3,768 $169,905 Other 2.40 $359,488 $50,471 $9,299 $419,258 Investigations School Resource Officer Program 6.30 $888,279 $124,713 $22,977 $1,035,969 4.00 $557,469 $78,268 $14,420 $650,156 TOTAL 37.00 $5,315,339 $746,263 $137,491 $6,199,093 Activity Description Enforcement of State Traffic Laws Traffic Safety Programs Administration Office and administrative duties The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Special Operations Budget Allocation 11% Traffic Safety Programs Administration Office and administrative duties Management of Operations 29% 17% Education/Public Relations Other 6% 1% Enforcement of State Traffic Laws 4% 3% Investigations 24% School Resource Officer Program Total Budget: $6,199,093 165 City of Peoria FY 2019 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Personnel and Training Services Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.70 $348,547 $113,683 $19,495 $481,725 Firearms / Armory 1.20 $177,910 $58,028 $9,951 $245,889 Training 2.00 $317,606 $103,591 $17,764 $438,961 Administration & Management 1.10 $131,310 $42,828 $7,344 $181,483 TOTAL 7.00 $975,373 $318,130 $54,555 $1,348,058 Activity Description Recruitment / Background Investigations The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Personnel and Training Services Budget Allocation Recruitment / Background Investigations 16% Firearms / Armory 39% Training 28% Administration & Management 17% Total Budget: $1,348,058 166 City of Peoria FY 2019 Annual Program Budget Police Department Cost of Service Breakdown – Police Department Communications/911 Call Center Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 9.70 $783,039 $132,468 $70,682 $986,189 9.40 $754,308 $127,607 $68,089 $950,003 1.75 $143,499 $24,276 $12,953 $180,728 2.70 $243,566 $41,204 $21,986 $306,756 0.83 $89,695 $15,174 $8,096 $112,966 5.55 $466,853 $78,978 $42,141 $587,973 2.10 $209,868 $35,504 $18,944 $264,316 Enter Code compliance calls 1.47 $118,851 $20,106 $10,728 $149,685 TOTAL 33.50 $2,809,679 $475,317 $253,620 $3,538,616 Activity Description Answer and process all calls Dispatch and coordinate radio activity Process warrants Trouble shoot/coordinate equipment Coordinate police technical projects Perform clerical support activities Management of the Communications Center The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Communications/911 Call Center Budget Allocation Answer and process all calls Dispatch and coordinate radio activity 6% 4% Process warrants 29% Trouble shoot/coordinate equipment 17% 3% Coordinate police technical projects Perform clerical support activities 8% 5% Management of the Communications Center Enter Code compliance calls 28% Total Budget: $3,538,616 167 City of Peoria FY 2019 Annual Program Budget Police Department Cost of Service Breakdown - Police Department Administrative Support Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service 2.85 $322,143 $71,382 $38,141 $431,665 1.00 $91,452 $20,264 $10,828 $122,544 1.15 $130,125 $28,834 $15,406 $174,365 7.25 $474,887 $105,227 $56,225 $636,339 0.75 $46,969 $10,408 $5,561 $62,937 4.00 $343,815 $76,184 $40,707 $460,705 1.00 $69,492 $15,398 $8,228 $93,118 18.00 $1,478,883 $327,696 $175,096 $1,981,675 Maintain fiscal responsibility Maintain readiness of vehicles & equipment Strategic Planning Records Management Customer Service Property & Evidence Management Administrative Support TOTAL The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Administrative Support Services Budget Allocation 6% Maintain readiness of vehicles & equipment Strategic Planning 16% 22% Maintain fiscal responsibility 6% Records Management 6% Customer Service 4% Property & Evidence Management 40% Administrative Support Total Budget: $1,981,675 168 City of Peoria FY 2019 Annual Program Budget Police Department Performance Report POLICE DEPARTMENT The Police Department uses performance as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24-month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services Community Building Council Goal Expected Outcome Promote a sense of community through safe and healthy neighborhoods where people want to live and work Decrease the level of crime, perceived crime and resulting fear, while increasing satisfaction with police services Performance Measure % of code violation cases resolved through (CY): -Voluntary compliance - Induced compliance % of citizens rating the service received from Peoria Police Officers as “excellent” or “satisfactory” (CY) Average response time to priority one calls (CY) -Call to Dispatch (CY) -Dispatch to Arrival (CY) UCR Part I crimes per 1,000 residents (CY) - Violent Crimes (CY) - Property Crimes (CY) % of UCR Part I crimes cleared (CY) 169 FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target 74% 1% 82% 8% 83% 6% 83% 5% 95% 96% 98% 100% 1:49 5:27 1:52 5:39 1:50 5:30 1:47 5:24 2.05 21.73 2.5 20.5 2.1 20.25 1.95 20.1 22.8% 20.9% 21.8% 23.0% City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Performance Spotlight PUBLIC WORKS-UTILITIES DEPARTMENT MISSION To preserve and enhance the City of Peoria’s assets and resources for future generations through sustainable practices, quality service, operation and maintenance of the City’s infrastructure and facilities. DEPARTMENT FUNCTIONS The Public Works–Utilities Department maintains the City’s assets and resources, provides utility, solid waste and transit services to our residents and supports other departments with fleet and facility services. The department consists of two major functional areas, Public Works and Utilities. Each of these has their own set of programs and services, all working with the same vision: to maintain our residents’ quality of life, to be recognized as leaders in service delivery, and to be responsible stewards for the City’s resources and assets. Public Works-Utilities Administration The Public Works–Utilities Administrative Division provides overall direction, management, support and administrative services for the entire department. This division ensures quality and consistent customer service for each of the department’s programs. There are two major divisions of the department, Public Works and Utilities. Each of these has their own set of programs and services. Public Works is organized into five divisions, including Facilities, Fleet Maintenance, Solid Waste, Streets and Storm Drain, and Transit. Utilities is organized into three divisions including Plant Operations, Field Operations, and Water Resources and Environmental. Key Outcome Measures Public Works-Utilities Department • • • • • • 170 Residential Recycling Diversion Rate % of pavement with Pavement Condition Rating (PCR) of 70% or better Maintain City’s fleet “in-service” at 90% or better 100% compliance with all storm drain requirements Experience no service delivery interruptions 100% compliance with all water and wastewater regulations City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Cost of Service Breakdown - Public Works-Utilities Administration Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Internal Customer Service 1.74 $222,868 $29,990 $224,470 $477,328 Develop/Monitor Operating & CIP Budget 1.47 $197,641 $12,031 $189,638 $399,309 External Customer Service 1.44 $173,438 $13,094 $185,123 $371,655 Staff Development 1.38 $186,868 $19,744 $178,028 $384,640 Develop/Implement Policy & Procedures 1.10 $154,491 $15,487 $141,261 $311,239 Business & Technology Support to Divisions 0.88 $104,460 $9,927 $113,525 $227,912 Totals 8.00 $1,039,766 $100,273 $1,032,044 $2,172,083 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Public Works-Utilities Administration Budget Allocation 11% Internal Customer Service Develop/Monitor Operating & CIP Budget 22% External Customer Service 14% Staff Development 18% 18% Develop/Implement Policy & Procedures 17% Business & Technology Support to Divisions Total Budget: $2,172,083 171 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Facilities Maintenance The Facilities Maintenance Division provides Utility Management, Building Maintenance, Custodial, Technical Operations and Operating Project Management services throughout the City. Additional activities within this function include Site Security Systems, Fire Alarm Systems, building systems and technical logistics support, and audio set-ups for meetings and events. The Facilities division also maintains the Citywide computerized maintenance management system (service requests, work orders, asset management). Serviced locations consist of the City Hall Campus, the Municipal Operations Center, fire stations, police buildings, and water and wastewater buildings, parking structures, libraries, parks, trails, Community Center and historical buildings. Cost of Service Breakdown - Facilities Maintenance Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Building Maintenance/Custodial 21.75 $1,352,110 $816,722 $455,467 $2,624,299 Technical Operations 9.00 $829,646 $329,056 $316,299 $1,475,001 Utility Management 0.00 $0 $983,163 $67,580 $1,050,743 Operating Project Management 5.00 $563,162 $23,230 $112,517 $698,909 Facilities Administration 3.00 $319,461 $7,260 $104,780 $431,501 Totals 38.75 $3,064,379 $2,159,431 $1,056,643 $6,280,453 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Facilities Maintenance Budget Allocation 7% 11% 42% 17% Building Maintenance/ Custodial Technical Operations Utility Management Operating Project Management Facilities Administration 23% Total Budget: $6,280,453 172 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Fleet Maintenance The Fleet Maintenance Division supports all City departments by providing vehicle repair, fuel, and fleet service management for approximately 814 vehicles and other pieces of equipment. Fleet mechanics are certified and trained to repair and service various sizes and types of equipment, and the shop is certified to provide warranty work on behalf of many manufacturers. Services include scheduled maintenance, general repair, road service, fuel supply, alternative fuels program and new vehicle purchases. Cost of Service Breakdown - Fleet Maintenance Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Fuel Management 1.00 $72,449 $2,083,687 $65,966 $2,222,103 Vehicle and Equipment Repair 9.03 $721,111 $158,137 $584,273 $1,463,521 Parts 0.55 $45,988 $1,028,716 $34,554 $1,109,258 Sublet (vendor) 0.75 $67,604 $295,831 $47,119 $410,554 Asset Acquisition, Management, Reporting 0.60 $109,999 $21,145 $37,695 $168,840 Vehicle Wash 0.07 $7,281 $35,958 $4,398 $47,637 Totals 12.00 $1,024,433 $3,623,475 $774,004 $5,421,912 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Fleet Maintenance Budget Allocation 3% 1% Fuel Management Vehicle and Equipment Repair 8% Parts 41% 20% Sublet (vendor) Asset Acquisition, Management, Reporting Vehicle Wash 27% Total Budget: $5,421,912 173 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Solid Waste Division – Solid Waste Administration The Solid Waste Division provides two types of Solid Waste Services – Residential and Commercial. The Solid Waste Administrative Section provides overall management and coordination of all Solid Waste functions including customer service and education. Cost of Service Breakdown - Solid Waste Administration Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Program Management 3.10 $227,372 $207,689 $199,410 $634,471 Budget Management 0.55 $55,937 $36,848 $35,379 $128,164 Personnel Management 0.35 $38,321 $23,449 $22,514 $84,284 Totals 4.0 $321,629 $267,986 $257,303 $846,918 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Solid Waste Administration Budget Allocation 10% 15% Program Management Budget Management Personnel Management 75% Total Budget: $846,918 174 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Solid Waste Division - Residential Trash/Recycling Collection The Residential Service operation provides weekly trash and recycling collection for approximately 59,500 households. Residential service also includes twice a year bulk trash collection, Christmas tree disposal, Household Hazardous Waste disposal and special haul services. Cost of Service Breakdown - Residential Trash/Recycling Collection Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Automated Trash/Recycling Collection 33.44 $2,470,401 $1,369,037 $3,670,789 $7,510,227 Loose Trash Collection 2.16 $171,688 $98,444 $237,144 $507,275 Container Repair and Delivery 1.68 $132,235 $188,790 $184,445 $505,470 Program Management/Administration 2.05 $152,830 $83,997 $224,793 $461,620 Special Hauls/Christmas Tree Disposal 1.98 $148,880 $80,971 $217,107 $446,959 Totals 41.30 $3,076,033 $1,821,239 $4,534,278 $9,431,550 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Residential Trash/Recycling Collection Budget Allocation 5% Automated Trash/Recycling Collection 5% 5% Loose Trash Collection 5% Container Repair and Delivery Program Management/Administration 80% Special Hauls/Christmas Tree Disposal Total Budget: $9,431,550 175 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Solid Waste Division – Commercial Collection The Commercial operation provides trash collection service to approximately 399 accounts citywide, 239 of which are businesses. The Solid Waste division competes with a number of private waste collection companies for general business customers. Apartment complexes make up the next largest category, followed by government and schools. Cost of Service Breakdown - Commercial Collection Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Front Load 5.36 $429,256 $461,322 $744,920 $1,635,498 Roll-Off 2.09 $159,082 $179,582 $289,981 $628,644 Program Management/Administration 0.50 $39,921 $43,014 $69,456 $152,391 Totals 7.95 $628,259 $683,918 $1,104,357 $2,416,534 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Commercial Collection Budget Allocation 6% Front Load 26% Roll-Off 68% Program Management/Administration Total Budget: $2,416,534 176 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Streets Division – Highway User Revenue Fund (HURF) The Streets Division is responsible for street maintenance, traffic signal maintenance, signs, striping, street improvements, storm water drainage, street sweeping, grading, street light repair and the Adopt-AStreet program. Cost of Service Breakdown - Streets Division - HURF Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Street Maintenance 16.00 $1,291,193 $983,130 $929,646 $3,203,969 Street Lights & Traffic Signals 6.00 $478,749 $2,037,420 $447,387 $2,963,556 Street Signs & Striping 7.00 $565,804 $246,516 $309,048 $1,121,368 Administration 5.80 $642,200 $47,978 $249,744 $939,922 Street Sweeping 4.00 $320,762 $138,761 $381,827 $841,350 Totals 38.80 $3,298,708 $3,453,805 $2,317,652 $9,070,165 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Streets Division-HURF Budget Allocation 9% 10% 35% Street Maintenance Street Lights and Traffic Signals 13% Street Signs and Striping Administration Street Sweeping 33% Total Budget: $9,070,165 177 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Streets Division - Stormwater Stormwater Operations is responsible for the repair and maintenance of the City’s Stormwater System. Stormwater staff is responsible for the operation and maintenance of stormwater retention basins, storm drain systems, system inspection, drywell inspections and bridge maintenance. Cost of Service Breakdown - Streets Division - Stormwater Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Operations & Maintenance 1.84 $157,662 $25,759 $126,669 $310,091 Grounds/Landscape 0.64 $56,786 $6,523 $99,036 $162,345 Project Management 1.08 $73,511 $9,766 $109,168 $192,445 Inspections/Inventory 0.64 $56,786 $146,598 $99,036 $302,420 Totals 4.20 $344,745 $188,647 $433,908 $967,300 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Stormwater Budget Allocation 17% Operations & Maintenance 32% Grounds/Landscape Project Management 20% Inspections/Inventory 31% Total Budget: $967,300 178 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Transit Division The Transit Division provides Dial-A-Ride services including Americans with Disabilities Act (ADA) service in full compliance with Federal Transportation Administration (FTA) requirements. The FTA requires Dial-A-Ride services to be provided within three quarters of a mile on either side of a bus route and match the hours of operation of that bus route. Regional Paratransit service began in FY2018. This service is provided to clients that are ADA certified for travel to other cities without transferring. Starting in October 2017, Peoria funded new bus service on 83rd Avenue extending the current service all the way to Bell Road from Camelback. This new extension will connect three cities and will provide connections to ten different east/west routes from Van Buren to Bell Road. Cost of Service Breakdown - Transit Division Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Non-ADA Service-Field Operations 3.98 $285,171 $1,680,956 $92,337 $2,058,464 Non-ADA Call Center Support-Staff Operations 1.38 $76,948 $42,252 $50,137 $169,337 Transit Management Administrative Support 0.80 $73,761 $142,156 $40,723 $256,640 ADA Service-Field Operations 0.87 $61,305 $85,441 $41,859 $188,606 ADA Call Center Support-Staff Operations 0.37 $22,017 $33,143 $33,744 $88,904 ADA and Non-ADA Customer Service 0.05 $5,560 $1,584 $28,550 $35,693 Trip Reduction Program Administration 0.05 $5,560 $1,584 $28,550 $35.693 Totals 7.50 $530,322 $1,987,116 $315,899 $2,833,337 Activity Description Transit Division 3% 4% 1% Budget Allocation Non-ADA Service-Field Operations Non-ADA Call Center Support-Staff Operations Transit Management Administrative Support ADA Service-Field Operations 7% 9% 6% ADA Call Center Support-Staff Operations ADA and Non-ADA Customer Service 73% Total Budget: $2,833,337 179 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Utility Plant Operations Division – Water Treatment Plants This division has two sections: water treatment and wastewater treatment. Water treatment includes the Greenway and Quintero Water Treatment Plants. The Greenway Water Treatment Plant treats surface water from Salt River Project for potable water (drinking water) use by our customers. This includes the operation and maintenance of the treatment plant equipment, on site drinking water storage reservoir, and the pumping station that delivers the water. In addition, the 24-hour water control room is located at this plant. The control room operation oversees the citywide potable water and delivery system for our customers and schedules and plans the daily deliveries and water orders. Cost of Service Breakdown - Water Treatment Plants Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Operate Treatment Plant 4.07 $371,286 $1,213,322 $291,849 $1,876,458 Maintain Treatment Process Equipment 4.16 $387,120 $535,974 $298,056 $1,221,150 Regulatory Compliance & Customer Service 3.16 $305,516 $54,553 $289,730 $649,799 Maintain & Monitor SCADA 2.38 $233,757 $27,630 $287,182 $548,569 Maintain Building & Grounds 0.23 $17,617 $107,630 $280,358 $405,605 Totals 14.00 $1,315,296 $1,939,110 $1,447,176 $4,701,581 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Treatment Plants Budget Allocation Operate Treatment Plant 8% Maintain Treatment Process Equipment 12% 40% Regulatory Compliance & Customer Service 14% Maintain & Monitor SCADA 26% Maintain Building & Grounds Total Budget: $4,701,581 180 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Utility Plant Operations Division – Water Reclamation Facilities Wastewater is treated and reclaimed at the Butler, Beardsley, and Jomax Water Reclamation Facilities. Reclaimed water produced at these facilities meets all state and federal water quality requirements and is either recharged back into the local underground aquifers or is reused directly on landscape and turf areas. The Beardsley Water Reclamation Facility treats wastewater for those areas north of Beardsley Road. The Butler Water Reclamation Facility treats wastewater for those areas south of Beardsley Road. The Jomax Water Reclamation Facility treats wastewater for those areas located in the Vistancia development. Cost of Service Breakdown - Water Reclamation Facilities Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Operate Treatment Plant 5.30 $501,679 $2,664,048 $428,713 $3,594,440 Maintain Process Equipment 8.30 $749,119 $1,029,051 $440,992 $2,219,162 Dispose of Biosolid Waste 0.60 $42,770 $974,942 $234,179 $1,251,892 Regulatory Compliance & Customer Service 3.75 $386,644 $53,242 $424,980 $864,866 Maintain & Monitor SCADA 2.60 $258,696 $37,146 $421,302 $717,145 Maintain Building & Grounds 0.45 $41,268 $124,904 $413,002 $579,174 Totals 21.00 $1,980,177 $4,883,334 $2,363,168 $9,226,679 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Reclamation Facilities Budget Allocation Operate Treatment Plant 8% 6% 9% Maintain Process Equipment Dispose of Biosolid Waste 39% Regulatory Compliance & Customer Service Maintain & Monitor SCADA 14% Maintain Building & Grounds 24% Total Budget: $9,226,679 181 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Utility Field Operations Division – Production Services The Utility Field Operations division is comprised of four sections that maintain the water production system, the water distribution system, the wastewater collection system, and Blue Stake program for the City of Peoria. The Water Production section is responsible for operating and maintaining all wells, reservoir storage, and booster stations. Cost of Service Breakdown - Production Services Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Maintain Wells & Boosters 4.20 $349,197 $2,348,625 $286,819 $2,984,641 Chlorine Maintenance Program 2.50 $211,175 $152,611 $272,211 $635,997 Regulatory Compliance & Customer Service 0.98 $97,586 $6,325 $259,149 $363,060 Reservoir Maintenance 0.52 $54,838 $4,202 $255,196 $314,236 Totals 8.20 $712,796 $2,511,764 $1,073,374 $4,297,934 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Production Services Budget Allocation Maintain Wells & Boosters 7% 9% Chlorine Maintenance Program 15% Regulatory Compliance & Customer Service 69% Reservoir Maintenance Total Budget: $4,297,934 182 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Utility Field Operations Division – Distribution Services The Water Distribution section is responsible for monitoring, maintaining and repairing the City’s water distribution system, to ensure efficient delivery of potable water to our customers and adequate pressure and flow for fire-fighting purposes. Cost of Service Breakdown - Distribution Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Water Service and Maintenance Repairs 4.05 $321,775 $55,655 $266,417 $643,847 Fire Hydrant Maintenance Program 3.15 $240,041 $50,816 $255,621 $546,477 Valve Maintenance Program 3.35 $255,366 $51,606 $258,020 $564,992 Regulatory Compliance & Customer Service 1.18 $116,861 $6,813 $231,977 $355,652 Water Distribution System Flush 0.82 $70,393 $37,007 $227,743 $335,143 Totals 12.55 $1,004,436 $201,897 $1,239,778 $2,446,111 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Distribution Services Budget Allocation Water Service and Maintenance Repairs Fire Hydrant Maintenance Program 14% 26% 15% Valve Maintenance Program 23% Regulatory Compliance & Customer Service Water Distribution System Flush 22% Total Budget: $2,446,111 183 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Utility Field Operations Division – Wastewater Collection/Prevention The Wastewater Collections section is responsible for operating and maintaining the City’s wastewater collection or sewer system including sewer mains and lift stations. Cost of Service Breakdown - Wastewater Collection/Prevention Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Inspection and Maintenance of Lift Stations 3.83 $294,778 $167,521 $146,951 $609,250 Sewer Main Line Cleaning 2.33 $168,950 $53,928 $122,361 $345,239 Manhole Treatment (Roach Control) 0.48 $43,641 $151,407 $92,033 $287,081 Regulatory Compliance & Customer Service 1.52 $141,249 $20,899 $109,082 $271,230 Close Circuit Television (CCTV) Sewer Line Inspection 1.03 $80,586 $38,087 $101,050 $219,722 Rehabilitate Sewer Manholes 0.48 $45,255 $70,802 $92,033 $208,091 Sanitary Sewer Overflows (SSO) 0.58 $48,622 $36,815 $93,673 $179,110 Totals 10.25 $823,081 $539,459 $757,183 $2,119,723 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. WW Collection/Prevention Budget Allocation Inspection and Maintenance of Lift Stations Sewer Main Line Cleaning 8% 10% 29% Manhole Treatment (Roach Control) 10% 13% Regulatory Compliance & Customer Service Close Circuit Television (CCTV) Sewer Line Inspection Rehabilitate Sewer Manholes 16% 14% Total Budget: $2,119,723 184 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Utility Field Operations Division – Blue Staking The Blue Stake section provides underground utility marking services for City water and utility. Cost of Service Breakdown - Blue Staking Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Locate Peoria Underground Utilities 2.10 $156,381 $34,626 $57,225 $248,232 Emergency Blue Stake Requests 0.30 $22,340 $4,830 $35,950 $63,120 Respond to Blue Stake Requests Timely 0.30 $22,340 $4,830 $35,950 $63,120 Customer Service 0.30 $22,340 $2,873 $35,950 $61,163 Totals 3.00 $223,401 $47,159 $165,075 $435,635 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Blue Staking Budget Allocation Locate Peoria Underground Utilities 14% Emergency Blue Stake Requests 14% Respond to Blue Stake Requests Timely 57% 15% Customer Service Total Budget: $435,635 185 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Water Resources and Environmental Division – Water Resources/ Conservation The Water Resources and Environmental Division includes four sections: Water Resources/Conservation, Drinking Water Environmental, Wastewater Environmental (Wastewater, Pretreatment, Biosolids, Stormwater, and Air), and Environmental Services. The Water Resources/Conservation section ensures a sustainable water supply for Peoria residents and businesses, now and in the future. This section is responsible for coordinating and acquiring water rights, planning for the cost-effective acquisition and/or development of additional supplies, and maintaining regulatory compliance. Additionally, in its water conservation capacity, this section oversees and updates the City’s water conservation program, which is necessary to maintain regulatory compliance and to achieve reductions in indoor and outdoor water use. One of the main purposes of the Water Conservation unit is to keep the City in compliance with the Assured Water Supply rules. Cost of Service Breakdown - Water Resources/Conservation Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Implement Water Conservation Program 1.90 $185,838 $200,418 $87,556 $473,812 Manage Water Portfolio & Develop Supplies 1.43 $145,457 $172,044 $86,335 $403,836 Prepare Monthly/Annual Reports 1.00 $99,513 $3,067 $85,242 $187,822 Analyze Water Supply & Demand 0.68 $70,415 $2,145 $84,407 $156,967 Review Plans 0.50 $51,227 $1,609 $83,957 $136,793 Totals 5.50 $552,450 $379,283 $427,497 $1,359,230 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Water Resources/Conservation Budget Allocation Implement Water Conservation Program 10% 11% Manage Water Portfolio & Develop Supplies 35% Prepare Monthly/Annual Reports 14% Analyze Water Supply & Demand 30% Review Plans Total Budget: $1,359,230 186 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Water Resources and Environmental Division – Drinking Water Environmental The Drinking Water Environmental sections provide environmental compliance support and monitoring for the City’s utility operations and provides sampling and analysis support for the City’s drinking water programs. Additionally, this section operates and manages the City’s environmental laboratory. Cost of Service Breakdown - Drinking Water Environmental Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Ensure Drinking Water Regulatory Compliance 2.89 $282,674 $91,984 $109,839 $484,497 Perform Compliance & Operational Laboratory Testing 1.81 $136,238 $110,299 $107,251 $353,788 Prevent Backflow & Cross Connection 1.55 $132,381 $41,555 $106,629 $280,565 Review Plans 0.52 $48,353 $7,636 $104,160 $160,149 Customer Service 0.48 $44,001 $7,163 $104,071 $155,234 Totals 7.25 $643,647 $258,636 $531,950 $1,434,233 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Drinking Water Environmental Budget Allocation Ensure Drinking Water Regulatory Compliance 11% Perform Compliance & Operational Laboratory Testing 34% 11% Prevent Backflow & Cross Connection 19% Review Plans 25% Customer Service Total Budget: $1,434,233 187 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Water Resources and Environmental Division – Wastewater Environmental The Wastewater Environmental section provides environmental compliance sampling and analysis support for the City’s wastewater programs as well as compliance support for biosolids disposal, stormwater programs, and air quality permits. Cost of Service Breakdown - Wastewater Environmental Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Industrial Pretreatment Regulations 1.98 $188,788 $64,722 $59,477 $312,987 Wastewater Regulations 1.08 $102,670 $134,259 $55,130 $292,059 Biosolids Regulations 0.73 $69,868 $29,742 $53,439 $153,050 Customer Service 0.78 $73,965 $5,730 $53,681 $133,376 Air Quality Regulations 0.46 $42,163 $16,194 $52,110 $110,467 Review Plans 0.22 $21,692 $1,659 $50,904 $74,254 Totals 5.25 $499,146 $252,306 $324,741 $1,076,193 Activity Description The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Wastewater Environmental Budget Allocation Industrial Pretreatment Regulations 7% Wastewater Regulations 10% 29% Biosolids Regulations 13% Customer Service Air Quality Regulations 14% Review Plans 27% Total Budget: $1,076,193 188 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Water Resources and Environmental Division – Environmental Services The Environmental Services section provides support to the Solid Waste Division of the Department. Its primary function is to promote the reduction in solid waste through diversion of recycling material to a Materials Recovery Facility and the diversion of household hazardous wastes to City sponsored collection events. Cost of Service Breakdown - Environmental Services Activity Description Allocated FTE’s Personnel Costs NonPersonnel Costs Internal Services Charges Total Cost of Service Reduce Recycling Contamination Levels & Increase Diversion Rate 1.60 $125,920 $10,067 $23,304 $159,292 Household Hazardous Waste Events 0.30 $25,713 $107,985 $17,937 $151,634 Compliance with Maricopa County and ADEQ 0.65 $63,560 $5,104 $19,382 $88,046 Recycling Outreach & Education 0.20 $18,263 $7,240 $17,524 $43,027 Identify, Evaluate & Implement Sustainable Recycling Initiatives 0.25 $23,670 $425 $17,731 $41,826 Totals 3.00 $257,126 $130,820 $95,879 $483,825 The budget amounts listed above include all costs for that service or program for FY2018. Cost may include staff, contracts for services, supplies and equipment, vehicles and fuel, utilities, and services provided from other departments such as information technology support and facility maintenance. Environmental Services Budget Allocation Reduce Recycling Contamination Levels & Increase Diversion Rate 9% 9% Household Hazardous Waste Events 33% Compliance with Maricopa County and ADEQ 18% Recycling Outreach & Education Identify, Evaluate & Implement Sustainable Recycling Initiatives 31% Total Budget: $483,825 189 City of Peoria FY 2019 Annual Program Budget Public Works-Utilities Department Performance Report PUBLIC WORKS-UTILITIES DEPARTMENT The Public Works-Utilities Department uses performance data as a tool for improving service delivery for our citizens. Below is a selected set of indicators that, when looked at together, provide an indication of the department’s overall performance. The measures selected are aligned with the City Council’s 24month Policy Goals and contain a mix of indicators of citizen and customer satisfaction ratings and various department outcome measures. Enhance Current Services/Total Planning Enhance Current Services/Total Planning Council Goal Performance Measure FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target Total million gallons of potable water delivered to customers 9,421 10,020 10,400 10,900 Total million gallons of wastewater treated 3,801 3,830 3,868 3,950 Water Treatment Plants cost/1000 gallons Wastewater Reclamation Facilities cost/1000 gallons $0.66 $1.61 $0.68 $1.56 $0.68 $1.68 <$0.70 <$1.70 Maintain and operate the water distribution system to ensure efficient delivery of potable water Exercise 20% of water valves annually 9.5% 20% 20% 20% Maintain and operate the wastewater collection systems to ensure system integrity Clean 20% of all wastewater mains annually 9.27% 18.92% 20% 20% Recycling diversion rate 23% 24% 23% 25% Expected Outcome Provide Water and Wastewater Treatment Services Provide quality residential solid waste services which maximize recycling 190 City of Peoria FY 2019 Annual Program Budget Enhance Current Services/Total Planning Council Goal Expected Outcome Provide the most efficient and effective fleet maintenance service To effectively maintain our transportation infrastructure by providing top quality operations and maintenance services. Public Works-Utilities Department Performance Measure FY2016 Actual FY2017 Actual FY2018 Estimate FY2019 Target Maintain City's fleet "inservice" at 90% or better each month 94.7% 94.3% 93.3% >90% % of PM Inspections performed on schedule 94.4% 94.1% 91.4% >90% 12 9 10 10 5 4 4 4 4 5 10 10 Average number of weeks to complete residential street sweeping cycle Average number of weeks to complete arterial and collector street sweeping cycle Average number of days to repair street light outage 191 City of Peoria FY 2019 Annual Program Budget Programs – Performance Management 192 Capital Improvement Program Capital Improvement Program City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Introduction Each year, the City of Peoria invests significant time and resources to design, construct and maintain the infrastructure and facilities needed to deliver municipal services to residents and businesses. Because of the high costs associated with building and maintaining capital assets, the city must carefully balance the need for such assets with our requirements to sustain a strong financial position. This is accomplished through the Capital Improvement Program (CIP) – a 10year plan for addressing present and future infrastructure needs. Coordinating the timing of different projects in the same area is particularly important, since it helps us to minimize service disruptions. The Community Center in Old Town Peoria was recently remodeled and expanded. Capital projects are non-routine expenditures that generally cost more than $100,000 and have a useful life of five years or more. Capital projects include design and construction, as well as the acquisition of land and the purchase of fixed assets. A fixed asset is any single item or single cohesive system that has a life expectancy of at least one year and a value of at least $5,000. All land is capitalized as a fixed asset, regardless of cost. New event seating at the Sports Complex The first year of the program is the only year that is appropriated by the City Council. This becomes the capital budget, which is an important piece of the city’s overall annual budget. The Fiscal Year 2019 capital budget includes not only newly funded projects, but also any project costs carried over from the previous year. The last nine years of the CIP are for planning purposes; future funding is not guaranteed and the plan is subject to change. The CIP is a dynamic plan that can change significantly from year to year. At the discretion Peoria’s CIP is a 10-year balanced plan that addresses projects that are needed, or will be needed, across a broad spectrum of areas. It is balanced because we have identified funding sources based on reliable revenues to support both the capital costs and the operating costs for each project in the 10-year program. Each year, a great deal of effort is put into updating this plan to ensure not only that critical needs are being met, but also that the cost, scope and timing of all projects are coordinated throughout. 193 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program • The Capital Improvement Program shall provide an estimate of each project’s costs, anticipated sources of revenue for financing the project, and an estimate of each project on city revenues and operating budgets (8.02). of the City Council, new projects can even be added to the capital budget after it has been adopted. The 10-year Capital Improvement Program totals $730,590,216. For FY 2019 alone, budgeted capital projects total $277,104,099. This document provides detailed information about each project in the CIP, including scope, schedule, project costs, funding sources and future operating costs. It is intended to be a communication device, informing stakeholders of the city’s plans for capital investment. • The city will match programs and activities identified in the Capital Improvement Program with associated funding sources (8.03). The architects’ vision for the Northern Community Park • Efforts will be made to allocate sufficient funds in the multi-year capital plan and operating budgets for condition assessment, preventative and major maintenance, and repair and replacement of critical infrastructure assets (8.04). Deer Valley Road Improvements Financial Policies The City of Peoria Principles of Sound Financial Mangement establish guidelines for the city’s overall fiscal planning and management, including the Capital Improvement Program. This document is available in its entirety on the city’s website (Peoriaaz.gov) under the Finance and Budget Department. Several of the policies relate directly to the CIP, most notably Policy 8 – Capital Improvement Program. Following are some excerpts from this policy. • The city’s objective is to incorporate “Pay-AsYou-Go” funding (using available cash resources) in the annual Capital Improvement Program. This will supplement funding from other sources such as IGAs, bonds, impact fees and grants (8.05). • When current revenues or resources are available for capital improvement projects, consideration will be given first to those capital assets with the shortest useful life and/or to those capital assets whose nature makes them comparatively more difficult to finance with bonds or lease financing (8.06). • The city manager will annually submit a financially-balanced, multi-year Capital Improvement Program for review by the City Council (8.01). 194 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program • The first year of the adopted capital plan will the capital budget for that fiscal year (8.07). FY 2019-2028 CIP BY FUNDING SOURCE • Periodic status reports will be presented to City Council to share project progress and identify significant issues associated with a project (8.08). • Within 90 days of the completion of a capital project, any remaining appropriated funds for the project will revert to the fund balance of the funding source (8.09). • The Capital Improvement Program will be Funding Source 10-Year Total Pct. of Total G.O. Bonds $93,658,161 13% Impact Fees $91,832,925 13% Operating $260,003,804 36% Outside Sources $28,779,838 4% Revenue Bonds $161,167,585 22% $917,480 0% Transportation Sales Tax $94,230,423 13% Total $730,590,216 100% RTP-ALCP updated annually as a multi-departmental effort (8.10). CIP Development Process Capital improvement planning has proven to be a year-round process, with city departments continually re-evaluating and prioritizing their capital needs. However, the process is most involved from October through April. It is during this period that city staff identifies and prioritizes projects, estimates project costs, determines available resources and, ultimately, submits a recommended program to the City Council. The Budget Division coordinates the annual update of the 10-year CIP as part of the annual budget process. Division staff also forecast revenues for the various funds used to finance capital projects, and set the financial parameters for the development of the CIP. Capital projects originate in the operating departments, where subject matter experts identify needs based on master planning documents and other technical criteria. Once project requests have been submitted and the financial parameters established, a preliminary plan is prepared for the review of the CIP Management Committee. This committee is made up of the deputy city managers and directors of city departments that have a Wayfinding signage in the P83 Entertainment District 195 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program September – October. Operating departments identify projects, define project scopes, prepare cost estimates, and prioritize projects based on direction received from the city manager and City Council. Department directors review project requests before final submittal. significant stake in the delivery of capital projects (including Finance and Budget). The CIP Management Committee is responsible for evaluating project requests in light of available resources and developing a financially balanced plan that addresses City Council goals and priorities. This group also ensures that projects are properly scoped and that the timing of projects is coordinated. Once complete, the city manager forwards the recommended Capital Improvement Program to the City Council for approval. November – December. Capital project requests are submitted to the Budget Division. Division staff use revenue forecasts and financial models to prepare a preliminary CIP. January – March. The CIP Management Committee meets to review the proposed plan, making adjustments as needed. Budget finalizes the recommended CIP for the consideration of the City Council. The City Council receives the CIP and offers its recommendations during study sessions. April. The City Council approves the Capital Improvement Program at one of its regular meetings, usually on the same day as the adoption of the Tentative Budget. A look at the new colonnade section from the outfield of the Peoria Sports Complex The following is an overview of the CIP process: The San Diego Padres’ newly renovated clubhouse 196 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Programming Projects in the CIP Specific projects in these broad categories spring from long-range plans, City Council goals and priorities, and staff recommendations. Longrange planning is critical to ensuring a sustainable future for the City of Peoria. Planning efforts such as those encompassed by the city’s General Plan and the various master plans (for parks, trails, streets, water, wastewater, etc.) provide helpful guidance to departments in identifying and prioritizing capital projects. Specific sections of the General Plan, such as the Circulation Element, tie directly with the CIP, as do each of the master plans. As such, the CIP is one of the mechanisms by which long-range plans become reality. Capital improvements are the “bricks and mortar” from which the City of Peoria delivers services to residents and businesses within its borders. FY 2019-2028 CIP BY PROJECT TYPE Project Type 10-Year Total Pct. of Total Drainage $32,879,735 5% Economic Development $34,607,932 5% Operational Facilities $31,946,446 4% Parks $77,859,775 11% Public Safety $14,361,554 2% Streets & Traffic Control $182,967,255 25% Wastewater $134,735,644 18% Water $221,231,874 30% Total $730,590,216 100% The goals and priorities of the City Council are another key source of capital projects. Many of the projects in the CIP, particularly those that benefit a specific neighborhood or area, come directly from the communication of concerned citizens with their elected representatives. The City Council’s Policy Goals provide near-term direction to city staff. The six broad policy goals for fiscal year 2019 are: (1) Community Building, (2) Enhance Current Services, (3) Preserve Natural Environment, (4) Total Planning, (5) Economic Development, and (6) Leadership and Image. By preventing the deterioration of existing infrastructure and by adding new infrastructure in response to growth, capital improvements help to ensure that the city can continue to provide the level of service our customers have come to expect. Many different types of projects make up the Capital Improvement Program, including the following: Below are some of the notable projects planned for the next three years: • Office buildings, police and fire stations, court facilities, libraries, and recreation centers. A project to mitigate the impact of storm water on Union Hills Drive, particularly at the intersection with 107th Avenue. Improvements will include channel improvements, box culverts, storm drains, laterals, and catch basins. • Parks, trails, open space, right-of-way landscaping, and sports facilities. • Roads, bridges, sidewalks, street lights, traffic signals, and sound walls. A similar need has been identified and addressed for the Beardsley Channel between 99th and 111th Avenue. This requires improved channelization as well as local storm drain connections with storm drains, catch basins scuppers and swales. Landscape and landscape irrigation will be installed. • Storm drains, channels, retention basins, and drywells. • Water and wastewater treatment plants, pipes, storage facilities, and pump stations. • Information technology infrastructure major software applications. and 197 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program The Neighborhood Drainage Program is initiated to identify areas with minor drainage issues and provide for the investigation, evaluation and where appropriate, implementation of drainage solutions. The Pedestrian and Shade Initiative will recommend ways to address non-motorized safety issues and create safer, better connected walking networks. The plan will also recommend ways to improve thermal comfort in Peoria through such means as trees, other vegetation, and structures. These findings are especially relevant as rapid and extensive urbanization has led to an urban heat island along arterial streets and further defined along bus routes. Peoria’s next generation workforce volunteers at a Community Works project Continuation of the successful Community Works Program, which provides funding for projects that have a local benefit or that may arise during the fiscal year but are not identified in the capital budget. Landscaping elements in the P83 Entertainment District Improvements to Country Meadows Park in the Pine District. This project entails the update of park amenities that will be determined through a public input process. A design professional will be chosen to assist the City in facilitating public meeting(s) and preparing visuals of amenity alternatives. Amenities at Country Meadows Park could include an airnasium, dog park, or skate plaza. The design, public input of the project is scheduled for January 2019. Artist rendering of improvements to Pinnacle Peak Public Safety Facility Old Town Identity Creation contemplates design and construction of identity creation improvements for Old Town, including primary entry identification signage, wayfinding signage, landscaping, pedestrian and/or visibility enhancements. Development of a third community park is underway in the northern portion of the City with Phase 1 programmed for completion in FY2019 and a second phase in FY2021 and FY2022. The Trailhead at Vistancia will construct a trailhead near White Peak Mountain to provide 198 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program The Skunk Creek Multi-Use Path project will provide missing connections to the city of Glendale (at 73rd Avenue) and crucial connections into the Peoria Sports Complex and P83 Entertainment District. access to mountain hiking trails. Amenities will include parking, restroom, picnic shelters, benches, drinking fountain, bike racks, signage, shade and landscaping. Widening of the intersections along 75th Avenue at Peoria Avenue and Cactus Road. From a safety and congestion relief standpoint, these are the highest priority intersections in Peoria. The city received federal Highway Safety Improvement Program funding for both intersections. The Regional Transportation Plan supports a Transit Center to serve the anticipated convergence of three bus lines thru Peoria; the Grand Avenue Limited, the 83rd Avenue Line and the Peoria Line, along with a Park and Ride facility that may be directly linked to the transit center. Reconstruction of the west half-street improvements on 103rd Avenue between Northern and Olive Avenues. These improvements will provide additional traffic capacity and pedestrian facilities, improve drainage, repair failing roadway sections, and secure the old City of Glendale Landfill. Replacement and/or upgrades to critical Communication and Information Technology Infrastructure are all addressed in this plan. Widening Happy Valley Parkway over the Agua Fria from Lake Pleasant Parkway to the west end of the bridge over the Agua Fria River. This will include the widening of the bridge, striping and signage, street lighting, ADA ramps, landscape and irrigation. The City plans to partner with the City of Glendale to expand Peoria’s treatment capacity at the Pyramid Peak Water Treatment Plant by an additional 13 million gallons per day. Additional treatment capacity at the plant and the additional facilities to support the delivery of additional capacity will provide service to planned growth areas in the northern areas of Peoria. The City will expand its Groundwater Recharge Well infrastructure near the Butler WRF to allow additional storage of treated effluent. Underground storage allows the City to increase future groundwater supplies that may be needed in times of shortage. Development in the north and northwest portions of the city will require that additional treatment capacity be added at both the Beardsley and Jomax Wastewater Reclamation Facilities (WRFs). Inspection and rehabilitation of trunk sewer lines around the city to ensure continuous and reliable service. The City will Rehabilitate And Upgrade Well Production Sites to address reliability and water quality issues as these facilities age. This City will also upgrade sites with new technologies as appropriate, allowing the system to continue to operate reliably providing redundancy, and ensuring water quality. The City will continue the multi-year Water Meter Replacement Program to replace aging customer water meters that have reached the end of their useful lives. As part of the transmission system’s maintenance, the City will replace 199 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program from a new recreation center help to offset the increased operating costs. The net operating costs are included not only in the project request, but also in the long-range forecasts of the respective funds, to ensure that we properly account for operating budget impacts of all capital projects. and/or rehabilitate waterlines that have been identified as being at risk of failure. Impacts on the Operating Budget The Capital Improvement Program has direct and sometimes significant impacts on Peoria’s operating budget. Upon their completion, most capital projects require ongoing costs for operation and maintenance. New buildings require electricity, water and sewer service, and maintenance and repair. New roads require regular sweeping as well as periodic crack filling and sealing, patching, milling, minor resurfacing, and replacement of stripes and markings. New parks and landscaped rights of way (such as medians and streets shoulders) require irrigation, fertilizing, mowing, and trimming. Some projects, such as a recreation center, require additional employees. Departments submitting capital projects estimate the operations and maintenance costs of each project based on cost guidelines that are updated each year. The departments also consider any additional revenues or savings the city can reasonably expect to recognize upon completion of the project. For example, membership fees A beautiful rainbow appears over the Peoria Sports Complex. OPERATING IMPACTS BY PROJECT TYPE Project Type Drainage FY2019 FY2020 FY2021 FY2022 FY2023 Operational Facilities $ 37,300 $ 40,000 $ $ 37,300 40,000 $ 67,300 $ 40,000 $ $ 85,300 40,000 $ 85,300 $ 40,000 Parks $ 113,500 $ 1,700,000 $1,672,003 $ 1,672,503 $1,770,503 Public Safety $ 8,500 $ 33,860 $ 58,860 $ 208,860 $ 208,860 Streets & Traffic Control $ -147,913 $ 75,877 $ 143,687 $ 161,987 $ 271,987 Water & Wastewater $ $ 56,392 $ 56,392 $ 122,392 $ 185,025 Total $ 60,079 $ 1,943,042 $2,038,242 $ 2,291,042 $2,561,675 8,692 200 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Financing the CIP debt is backed by all the revenues and resources of the city. Peoria only issues debt for projects when it truly makes sense to do so. This is determined by a number of different criteria, including the following: The Capital Improvement Program for fiscal years 2019-2028 is a $730 million investment in 207 different capital projects over the next 10 years. The program represents a significant investment of city resources in infrastructure, facilities, and recreational assets, and is designed to address the highest priority needs of the community. It is both financially feasible and can be accomplished within the suggested time frame. • The useful life of the project will not exceed the term of the bond (usually 20 years). • Pay-as-you-go financing is either not available or not sufficient to fund the project. (Pay-asyou-go financing refers to cash-based sources such as operating revenues and impact fees.) • The project will benefit future residents of Peoria, so the use of pay-as-you-go financing will unfairly burden current residents. The 10-year plan relies on several major revenue sources to finance capital projects. The use of these funding sources is governed not only by federal and state law, but also by the city’s own Principals of Sound Financial Management. Funding for many of the projects in the CIP comes from more than one source. For example, a single roadway project might be funded with general obligation bonds, impact fees, transportation sales tax, and federal transportation funds. In Peoria, G.O. bonds are backed by the city’s property tax collections. Beginning in 1980, state law mandated the separation of city property taxes into two components: the primary tax levy and the secondary levy. The primary levy may be imposed for any governmental purpose, but has strict limitations on how much can be levied. The secondary levy may only be used to retire the principal and interest on G.O. bonds issued by the city. As a result, it is the secondary levy that is used to finance many of Peoria’s capital projects. The amount of revenue available for allocation to projects in the CIP each year is based on financial projections by staff in the Budget Division. To develop these projections, staff vigilantly monitors and analyzes retail sales figures, construction (development) activity, residential and commercial property values, water and wastewater usage, state revenues, interest rates, and local and national economic trends. Much of the work involved in the development of the CIP involves matching identified project needs (and the associated costs) with available funding sources. The major sources used to pay for capital projects in the CIP are discussed below. General Obligation Bonds General obligation bonds helped pay for Pioneer Community Park, which opened for play in fall 2013. General Obligation (G.O.) Bonds are a common method used to raise revenues for large-scale municipal projects. G.O. bonds are backed by the full faith and credit of the city, meaning that the 201 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program assessed valuation of taxable property in the city (11.07f). • Reserve funds, when required, will be provided to adequately meet debt service requirements in subsequent years (11.07g). • Interest earnings on bond fund balances will only be used to pay debt service on the bonds unless otherwise committed for other uses or purposes of the project (11.07h). • The term of any bond will not exceed the useful life of the capital project/facility or equipment for which borrowing is intended (11.07i). The water splash ground is a popular amenity at the new Camino a Lago Park. Debt Policies. The Principles of Sound Financial Management include policies governing the use of property-tax supported bonds: Assessed Valuation. As mentioned above, it is the secondary levy that is used to pay the principal and interest on general obligation bonds. The secondary assessed value of a property is calculated by multiplying that property’s full cash value, as determined by the county assessor, by an assessment ratio (varies by property class). Thus, Peoria’s secondary assessed valuation is the sum of the secondary assessed valuation of all properties within the incorporated area of Peoria. The city’s secondary property tax levy, then, is the secondary assessed valuation multiplied by the secondary property tax rate, which is $1.15 per $100 of assessed valuation. For FY 2019, Peoria’s secondary assessed valuation is $1.44 billion and the secondary levy is $16.6 million. • Tax supported bonds are bonds for which funds used to make annual debt service expenditures are derived from ad valorum (property) tax revenue of the city (11.07a). • The target for the maturity of general obligation bonds will typically be between 20 and 30 years. The target for the “average weighted maturities” for general obligation bonds of the city will be 12.5 years (11.07b). • Generally, the city will structure general obligation bond issues to create level debt service payments over the life of the issue (11.07c). • Debt supported by the city’s general fund will not exceed 10 percent of the annual general fund revenues (11.07d). House Bill 2011 (HB2011) passed in April 2017, restricting Arizona municipalities’ ability to levy annual property taxes for debt service and capping their debt service reserves at 10% of the current year’s General Obligation (G.O.) bonds principal and interest payments. Peoria has managed its secondary levy to ensure the ability to meet its G.O. bonds principal and interest payments without causing spikes in the property tax rates year to year. HB2011 forces Peoria to move to a variable secondary property tax rate. Peoria last adjusted its primary and secondary property tax rates in Fiscal Year 2009 to $0.19 per $100 of assessed value (A.V.) and $1.25 per • Secondary property tax rates will be determined each year as part of the budgetary process (pursuant to state law) to pay the necessary debt service payments of general obligation bonds currently outstanding or expected to be issued within the fiscal year (11.07e). • In accordance with requirements of the State of Arizona Constitution, total bonded debt will not exceed the 20 percent limitation and 6 percent limitation of the total secondary 202 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program projects once programmed in the CIP, as property tax revenues would not be sufficient to pay the debt service. Indeed, G.O. bonds account for almost $94 million, or 13 percent, of the $730 million FY 2019-2028 CIP—compared to $319 million, or 32 percent, of the $1 billion FY 2009-2018 CIP. To look at it another way, the G.O.-bond supported portion of the CIP has decreased by 71 percent since FY 2009. $100 of A.V., respectively, resulting in a total property tax rate $1.44 per $100 of A.V. To comply with HB2011, Peoria is adjusting its primary rate to offset this variability and retain its regular $1.44 per $100 of A.V. regular tax rate to our citizens. In Fiscal Year 2019, Peoria will levy a $0.29 primary property tax rate and $1.15 secondary property tax rate per $100 of A.V. Assessed valuation is highly susceptible to swings in the real estate market. The severe economic recession that began in 2008 decimated commercial and residential property values in the Phoenix metropolitan area, leading to dramatic declines in assessed valuation for cities like Peoria. Secondary assessed valuation peaked at almost $2 billion in FY 2009, but fell 47 percent by FY 2014 to $1.05 billion—a loss of nearly half the city’s assessed valuation over a five-year period. The black cloud over the Valley’s housing market has finally lifted, and Peoria homeowners have seen the value of their properties increasing again over the last couple of years. As a result, city forecasts show a 7 percent increase in secondary assessed valuation for FY 2019. The chart below shows historic and projected secondary assessed valuation. A welcoming rest station along the New River Trail General Obligation Debt Limitations. The Arizona Constitution limits a city’s bonded indebtedness (outstanding principal) to 20 percent or 6 percent of its secondary assessed valuation, depending on the type of project involved. Projects in the 20 percent category include water, sewer, drainage, artificial lighting, open space preserves, parks, playgrounds and recreational facilities, public safety and emergency services facilities, and streets and transportation. Projects in the 6 percent category include economic development, historic preservation and cultural facilities, general government facilities, and libraries. HISTORIC AND PROJECTED ASSESSED VALUATION 2,500 2,000 1,500 1,000 The table on the next page shows the city’s estimated constitutional debt limitation as of July 1, 2018. Available borrowing capacity has decreased significantly since the onset of the Great Recession. Moreover, the city sold $29 million in new bonds in June 2010, $14.7 million in June 2012 and an additional $30.3 million in FY28 FY26 FY24 FY22 FY20 FY18 FY16 FY14 FY12 FY10 FY08 0 FY06 500 FY04 Dollars (in Millions) 3,000 This loss of secondary assessed valuation means the city cannot support the level of G.O.-bonded 203 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program December 2015. Available capacity in the 20 percent category is now $142 million, compared to $200 million in FY 2010, while available capacity in the 6 percent category is now $81 million, compared to $108 million in FY 2010. aforementioned increases in assessed valuation beginning in FY 2019 combined with the fact that the city does not plan to issue large amounts of general obligation debt over the next four years. The city is anticipating a large debt issue in FY 2019 to finance a community park in northern Peoria, and this will certainly affect constitutional capacity in the years that follow. Forecasts show available capacity in both categories increasing in FY 2019, and rising steadily thereafter. This can be attributed to the An inviting trail takes a shady turn under El Mirage Road in Northern Peoria. 204 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program pamphlet and ballot. Unspent bond proceeds in one category may be used to pay for projects in that same category, but may not be used to pay for projects in another category. The city takes very seriously its responsibility to properly apply voter authorization, and has systems in place to track the use of voter authorization. Voter Authorization. Regardless of whether or not the city has available revenues or constitutional capacity to issue and pay for new bonds, the city must have authorization from the voters through a citywide bond referendum in order to issue G.O. bonds for capital projects. Peoria voters have authorized the use of bonds for various capital needs in bond elections held in 1985, March 1990, September 1994, September 1996, September 2000, May 2005, and November 2008. In the most recent bond election, held November 4, 2008, voters authorized the use of $378 million in bonds in three categories: Streets, Bridges, Traffic Control and Transportation, and Drainage ($277 million); Public Safety, Technology, and Municipal Operations ($60 million); and Parks, Recreation, and Trails ($41 million). Property Tax Rate. This 10-year plan was developed to comply with House Bill 2011 (HB2011). Passed in April 2017, HB2011 restricts Arizona municipalities’ ability to levy annual property taxes for debt service and caps their debt service reserves at 10% of the current year’s General Obligation (G.O.) bonds principal and interest payments. Peoria has managed its secondary levy to ensure the ability to meet its G.O. bonds principal and interest payments without causing spikes in the property tax rates year to year. HB2011 forces Peoria to move to a variable secondary property tax rate. Peoria last Bond sale proceeds must be used for the purposes specified in the bond election publicity CONSTITUTIONAL DEBT LIMITATION As of June 30, 2018 20% Bonds 6% Bonds Secondary Assessed Valuation $1,439,191,582 Secondary Assessed Valuation $1,439,919,582 Allowable 20% Debt Capacity $287,983,916 Allowable 6% Debt Capacity $86,395,175 Less 20% Bonds Outstanding ($146,043,394) Less 6% Bonds Outstanding ($5,193,406) Unused 20% Debt Capacity $141,940,522 Unused 6% Debt Capacity $81,201,769 PROJECTED CONSTITUTIONAL CAPACITY AFTER PLANNED BOND SALES (All Dollars in Thousands) Planned Bond Sales Projected Capacity before Bond Sales 6% 20% 6% 2019 $104,134 $75,358 $179,452 $45,777 2020 $58,357 $74,829 $133,186 2021 $52,539 $73,258 2022 $48,853 2023 $45,789 Fiscal Year Principal Outstanding on Planned Bond Sales 20% 6% Projected Capacity after Planned Bond Sales 20% 6% 20% $529 $46,306 $58,357 $74,829 $5,818 $1,571 $7,389 $52,539 $73,258 $125,797 $3,686 $1,288 $4,974 $48,853 $71,970 $71,970 $120,823 $3,064 $337 $3,401 $45,789 $71,633 $71,633 $117,422 $14,047 $0 $14,047 $31,742 $71,633 205 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Included under revenue bonds, though technically not “bonds” at all, are loan agreements with the Water Infrastructure Finance Authority of Arizona, or WIFA. WIFA is a program created by the State of Arizona, pursuant to federal regulations regarding water pollution and safe drinking water law, to provide financing to local communities for water and wastewater projects. Like revenue bonds, these loan agreements are backed by water and wastewater utility rate revenues. The city has entered into loan agreements with WIFA to finance the construction and/or expansion of the Greenway Water Treatment Plant, Beardsley Water Reclamation Facility, and Butler Water Reclamation Facility, and recently the purchase of the New River Water Company. adjusted its primary and secondary property tax rates in Fiscal Year 2009 to $0.19 per $100 of assessed value (A.V.) and $1.25 per $100 of A.V., respectively, resulting in a total property tax rate $1.44 per $100 of A.V. To comply with HB2011, Peoria is adjusting its primary rate to offset this variability and retain its regular $1.44 per $100 of A.V. regular tax rate to our citizens. In Fiscal Year 2019, Peoria will levy a $0.29 primary property tax rate and $1.15 secondary property tax rate per $100 of A.V. Schedule 8 in the Annual Program Budget for FY 2019 shows the original issue amount, outstanding principal amount, and debt service requirements for the city’s general obligation bonds. Revenue Bonds The city uses revenue bonds to support major capital improvements in its water and wastewater systems. Revenue bonds are secured by water and wastewater utility rate revenues rather than the full faith and credit of the city. As such, revenue bonds typically carry a slightly higher interest rate than general obligation bonds. Like G.O. bonds, revenue bond-funded projects can only be undertaken if they have voter authorization from a citywide bond referendum. The newly renovated Seattle Mariners’ clubhouse is being financed with MDA bonds. Municipal Development Authority Bonds There are no legal or statutory limits on the amount of revenue bonds that may be issued. However, there are other constraints that limit the amount of revenue bonds that city can sell. For certain projects, the city uses bonds issued by the non-profit Peoria Municipal Development Authority to pay for capital improvements. MDA bonds are secured by the city’s excise tax and other undesignated revenues. The use of property taxes for this purpose is specifically prohibited. MDA bonds typically carry a higher interest rate than general obligation bonds, but they are advantageous in that they are not subject to constitutional debt limits or coverage ratios and they do not require voter approval. For example, the issue will be required to have a debt coverage ratio of at least 1.25, which means that the projected net revenues from the project must be at least 125 percent of the highest maximum debt service requirement on outstanding bonds plus the debt service on new bonds to be issued. In addition, each of the outstanding bond issues must have a debt service reserve requirement sufficient to cover at least one year of debt service. 206 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Under this method of financing, the city acquires the desired facilities from the non-profit corporation by means of a lease-purchase contract. The MDA issues its own bonds to obtain the funds necessary for the construction of the facilities. The facilities financed with the MDA bonds are then leased to the city for leaserental payments that mirror the semi-annual interest and principal payments on the bonds. when building permits are issued for a given project, cannot be used for operations, maintenance, or repair of existing facilities. The City of Peoria assesses impact fees for transportation, neighborhood parks, community parks, libraries, law enforcement, fire protection, water expansion, wastewater expansion and water resources. Impact fees are an important source of revenue for the capital program, and help to ensure that residential and commercial growth in Peoria helps pay for a portion of the Capital Improvement required to support new growth in the City. Impact fee revenues are subject to fluctuations in economic and market forces. As such, staff regularly updates forecasts of impact fee revenues and the associated fund balance models to reflect the most current economic and development information. The Peoria Municipal Development Authority has issued bonds three times in recent years for high-profile projects around the city. Most recently, in July 2012, the Peoria MDA issued $35.5 million in MDA bonds to finance clubhouse and stadium improvements at the Peoria Sports Complex and in March 2006, the MDA issued $6.7 million in bonds to finance the construction of the Peoria Center for the Performing Arts. These bonds are being repaid with the city’s half-cent sales tax revenues and, in the case of the theater, with the 1 percent charge to capital projects for public art. In February 2008, the MDA issued $47 million for the construction of the missing segment of Happy Valley Road from 91st Avenue to Terramar Boulevard and for the widening of 83rd Avenue from Williams Road to Calle Lejos. These bonds are being repaid with the city’s transportation sales tax revenues. Operating Fund Revenues Where possible, the city uses available cash, or “Pay-As-You-Go” funding, to pay for capital projects. Pay-As-You-Go funding comes from several operating funds, including the general fund, the water and wastewater utility funds, and the streets fund. Each year, the city identifies one-time, non-recurring revenues from these funds that can be used to support capital needs. The amount available in these funds for capital projects is limited, however, because of the uncertainty of available revenues and the need to support ongoing operations. The city’s half-cent sales tax fund also can be used to support capital projects, provided that such projects are consistent with the City Council policy governing the use of revenues from this tax. A variety of economic development projects have been supported by this revenue source over the years. The expansion of the Pinnacle Peak Public Safety Facility was financed with development impact fees. Development Impact Fees A development impact fee is a charge on new development to pay for the construction or expansion of off-site capital improvements that are necessitated by and benefit the new development. Impact fees, which are collected 207 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Grant and Intergovernmental Revenues Peoria’s grants coordinator and intergovernmental affairs staff work with city departments and outside agencies to aggressively pursue grants and other outside funding sources to help support capital projects. The city frequently shares the costs of capital projects with neighboring cities, the Flood Control District of Maricopa County, the Maricopa County Department of Transportation, the Arizona Department of Transportation, and other agencies. The Development and Engineering, Public Works-Utilities, and Governmental Affairs departments work closely with the Maricopa Association of Governments, the Water and Infrastructure Financing Authority of Arizona, and other agencies to secure passthrough federal funds, low-interest loans, and other favorable funding sources for capital projects. Federal dollars paid for much of the Beardsley Road Connector project, which provides enhanced freeway access for residents living in the northern reaches of Peoria. The city also has received significant outside dollars for water and wastewater projects. The United States Department of the Interior awarded $1.8 million in federal stimulus-funded Challenge Grants to Peoria for water resources sustainability enhancements. These enhancements included the construction of an additional recharge basin to bank reclaimed water from the city’s water reclamation facility, conversion of a well system from potable to non-potable water, and installation of a reclaimed water pipeline and water measuring devices. In addition, Peoria received $10 million in reduced-interest WIFA loans and $1.4 million in principal forgiveness from the 2009 federal stimulus program. These loans paid for several projects in the CIP, including trunk sewer repairs on Northern Avenue, new water lines at several locations, and upgrades to several well sites and the Beardsley Water Reclamation Facility. Over the last few years, Peoria has been very successful in securing or advancing outside funding for transportation projects. Nearly $70 million in federal stimulus dollars awarded to either the city or to ADOT was put to work all around the city on projects such as the Beardsley Road Extension, the widening of Loop 101 traffic interchanges at Union Hills Drive and Olive Avenue, the Grand Avenue widening, and pavement preservation projects in various locations. Federal Congestion Mitigation and Air Quality (CMAQ) money paid for almost 100 percent of the construction costs for the 84th Avenue streetscape and the 91st and Olive intersection improvements. Most recently, the city was awarded $13.7 million in federal Highway Safety Improvement Program funding for two intersection improvement programs along 75th Avenue at Peoria Avenue and Cactus Road. Transportation Sales Tax In 2004, the City Council appointed a 23member Citizen Transportation Committee to evaluate Peoria’s future transportation requirements and consider the various alternatives for funding these improvements. Based on its review, the committee put forward a recommendation to the City Council to increase the city sales tax by three-tenths of a percent to pay for transportation needs. The City Council 208 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program referred this recommendation to the voters, who, on September 13, 2005, approved Proposition 300 increasing the city sales tax for transportation purposes. . Transportation sales tax revenues are deposited into a separate fund from which expenditures are made for various transportation purposes. Consistent with the Citizen Transportation Committee’s original recommendation, the city earmarks in its forecasts each year $1.4 million for a transit circulator, $1.5 million for transit operations, and $400,000 for operational support. Any unspent monies in these three areas are allocated to street capital projects, along with the balance of revenues collected. The transportation sales tax fund also pays the debt service on the MDA bonds issued for the construction of Happy Valley Road and the widening of 83rd Avenue widening from Williams to Calle Lejos, which is approximately $4 million per year. Major projects completed to date using primarily transportation sales tax revenues include Happy Valley Road, the 83rd Avenue widening from Williams Road to Calle Lejos Road, and the 75th Avenue and Thunderbird Road intersection improvements. Other completed projects that have been funded at least partially with this source include the Traffic Management Center, ITS Workstations at the Peoria Sports Complex, 84th Avenue Streetscape, intersection improvements along 75th Avenue at Peoria Avenue and Cactus Road; and 87th Avenue halfstreet improvements from Olive Avenue to Hatcher Road. This fund also supports a number of ongoing programs, including the Traffic Signal Program, Traffic Signal Interconnect Program, Residential Roads Rehabilitation and Preservation Program and Bridge Maintenance Program. Over the next three years, the transportation sales tax will help pay for several key projects, including the; Happy Valley Parkway Widening from Lake Pleasant Parkway to the Agua Fria; Northern Parkway; Paradise Lane Widening from Skunk Creek Bridge to 75th Ave; and Jomax Road from Loop 303 to Vistancia Blvd. The city was reimbursed almost $21 million for its Happy Valley Road project through Maricopa County’s Arterial Life Cycle Program. County Transportation Sales Tax (Prop. 400 Reimbursements) On November 2, 2004, Maricopa County voters approved Proposition 400, which authorized a 20-year continuation of the half-cent sales tax for transportation projects. By state law, use of the revenues from this sales tax must be consistent with the Regional Transportation Plan (RTP) adopted by the Maricopa Association of Governments (MAG) Regional Council November 25, 2003. The RTP provides a blueprint for future transportation investments in the region through FY 2026, including freeways and other routes on the state highway system, major arterial streets and intersection improvements, and public transit systems. Peoria has one project in the arterial component of the RTP, known as the Arterial Life Cycle Program, or ALCP: Lake Pleasant Parkway and 75th Avenue. Regional revenues have been allocated to each of these projects, and the city is required to match these revenues with a contribution of no less than 30 percent of the total project costs. The source of the regional revenues programmed in the ALCP for all of Peoria’s projects except for the Beardsley Connector is the half-cent county transportation sales tax. The Beardsley Connector received 209 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program federal surface transportation program funds rather than the county sales tax. To receive disbursements of county transportation sales tax through the ALCP, a city must first expend its own sources on an eligible project and then request reimbursement up to 70 percent of those expenditures. To date, Peoria has received $85.4 million in ALCP reimbursements for the following projects: Lake Pleasant Parkway ($42.67 million), Happy Valley Road ($20.63 million), 75th Avenue and Thunderbird Road Intersection Improvements ($1.89 million), Beardsley Rd from the Loop 101 to 83rd Ave & Lake Pleasant Parkway ($6.13 million), the Loop 101 Beardsley Road to Union Hills Drive ($10.85 million) and 83rd Avenue from Butler Drive to Mountain View Road ($3.23 million). Since most of these projects were constructed in advance of the scheduled reimbursements, the city has allocated these reimbursement dollars toward other capital projects that would have used the same sources for which the original projects were reimbursed. 210 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program 211 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2019-2028 Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 1000 - General $7,184,781 $2,310,790 $500,000 $0 $0 $31,790 $10,027,361 1111 - Percent for the Arts $475,000 $0 $0 $0 $0 $0 $475,000 1210 - Half Cent Sales Tax $3,032,032 $65,516 $65,516 $65,517 $65,517 $262,068 $3,556,166 1900 - Economic Development $3,179,226 $380,840 $546,948 $712,243 $73,760 $295,040 $5,188,057 1970 - Municipal Office Complex Rsv $1,192,509 $190,000 $0 $0 $0 $0 $1,382,509 $193,000 $0 $0 $0 $0 $0 $193,000 2050 - Water $21,394,632 $15,906,307 $11,694,085 $4,713,531 $6,935,047 $29,332,893 $89,976,494 2161 - Water Expansion $2,731,724 $0 $0 $0 $0 $0 $2,731,724 2162 - Water Expansion Post 1/1/12 $7,222,076 $3,333,876 $1,886,663 $220,408 $45,000 $0 $12,708,024 2163 - Water Exp. S. of Bell $965,681 $383,519 $489,191 $3,245,588 $699,972 $10,000 $5,793,951 2164 - Water Exp. N. of Bell $10,001,415 $6,664,612 $3,287,785 $3,961,646 $3,433,768 $8,558,531 $35,907,757 2000 - Sports Complex Total 2167 - Water Resource Fee 2014 $1,640,681 $431,505 $0 $0 $0 $0 $2,072,186 2270 - WIFA Bonds $26,644,085 $21,713,897 $0 $0 $0 $0 $48,357,982 2271 - WIFA Loan 2017 (Pyramid Peak) $3,115,525 $0 $0 $0 $0 $0 $3,115,525 $0 $0 $0 $0 $0 $10,000,000 $10,000,000 2272 - Proposed WIFA Loan for Water 2273 - Proposed WIFA Loan for Water $0 $0 $0 $0 $0 $31,694,078 $31,694,078 $11,568,124 $3,159,988 $2,652,970 $9,559,988 $10,431,213 $30,608,465 $67,980,748 2453 - Prp W/S Rev Bonds 2003 (WW) $0 $0 $0 $0 $0 $30,000,000 $30,000,000 2506 - Wastewater Exp. E. of Agua Fria $257,217 $2,347,040 $62,247 $412,266 $210,040 $59,000 $3,347,809 2507 - Wastewater Exp. W. of Agua Fria $1,370,956 $2,981,030 $5,628,970 $383,646 $213,319 $41,000 $10,618,920 2509 - Wastewater Expansion Post 1/1/12 $1,931,646 $0 $0 $0 $0 $0 $1,931,646 2590 - Commercial Solid Waste $2,384 $0 $0 $0 $0 $0 $2,384 2600 - Residential Solid Waste $101,620 $0 $0 $0 $0 $0 $101,620 2400 - Wastewater 2650 - Solid Waste Expansion $0 $0 $0 $0 $250,000 $0 $250,000 3400 - IT Reserve $619,700 $0 $0 $0 $0 $0 $619,700 4150 - Capital Projects $165,421 $171,655 $254,364 $326,040 $0 $0 $917,480 $0 $0 $0 $0 $0 $0 $0 4233 - Proposed MDA Bonds $25,000,000 $0 $0 $0 $0 $0 $25,000,000 4251 - GO Bonds 2015 $8,334,845 $0 $0 $0 $0 $0 $8,334,845 4252 - Proposed GO Bonds $37,971,312 $7,388,703 $4,974,419 $3,400,673 $14,047,166 $17,541,043 $85,323,316 $942,962 $0 $0 $0 $0 $0 $942,962 4550 - CIP Capital Projects Fund $16,192,136 $0 $2,000,000 $0 $0 $0 $18,192,136 4810 - Outside Sources $16,848,531 $0 $800,000 $1,545,788 $7,018,348 $2,567,171 $28,779,838 $0 $0 $0 $13,000,000 $0 $0 $13,000,000 7000 - Highway User $17,162,372 $8,085,705 $5,153,890 $4,470,100 $5,912,375 $20,131,225 $60,915,667 7003 - Streets Zone 3 Dev Fee $6,454,906 $55,000 $0 $0 $55,000 $55,000 $6,619,906 7007 - Street Impact Fees Z1 Post 010112 $1,048,000 $0 $0 $0 $0 $0 $1,048,000 4232 - MDA Bonds 2012 4301 - Energy Efficiency Project Loan 5040 - Non-GO Bond Debt 212 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Capital Improvement Program FY 2019-2028 Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total 7010 - Transportation Sales Tax $33,238,507 $10,930,713 $3,267,060 $5,538,500 $5,187,575 $36,068,068 $94,230,423 7110 - Community Dev Block Grant $450,000 $0 $0 $0 $0 $0 $450,000 7904 - Neighborhood Park Dev Zone 2 $262,000 $0 $0 $0 $0 $0 $262,000 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $1,210,000 $0 $0 $0 $0 $0 $1,210,000 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 $755,000 $0 $0 $0 $0 $0 $755,000 7910 - Citywide Park/Rec Facility Dev $1,336,001 $0 $0 $0 $0 $0 $1,336,001 7911 - Community Park Dev Fee - Post $310,166 $0 $0 $0 $0 $0 $310,166 7920 - River Corridors & Trails Dev $273,925 $22,409 $0 $0 $0 $0 $296,334 $9,000 $9,000 $0 $0 $9,000 $9,000 $36,000 $0 $174,500 $0 $0 $0 $0 $174,500 $9,000 $9,000 $0 $0 $9,000 $9,000 $36,000 7932 - Law Enfrcmnt IF 2014 7935 - Fire & Emergency Svc Dev 7937 - Fire/EmergSvs Imp Fees 2014 7941 - Park Imp Fee 2014 Bell to P.Peak $51,000 $9,000 $0 $0 $9,000 $9,000 $78,000 7942 - Parks Zone 2-Post 8/1/14 $1,504,000 $9,000 $0 $0 $9,000 $9,000 $1,531,000 7943 - Park Imp Fee 2014 W of Agua Fria $2,751,000 $9,000 $0 $0 $9,000 $9,000 $2,778,000 $277,104,099 $86,742,604 $43,264,107 $51,555,932 $54,623,100 $217,300,372 $730,590,216 Total 213 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage Storm water flows through the City of Peoria typically from the northeast to the southwest. As development occurs, the additional impervious surface area impacts the effective drainage of these flows, driving the need for drainage infrastructure. The city partners with the development community to ensure that onsite drainage issues are addressed during the development process. The city’s Capital Improvement Program addresses regional drainage issues through the drainage projects contained herein. provided by such outside sources as the Flood Control District of Maricopa County. The city has partnered with the Flood Control District on several large projects in recent years, including the drainage improvements along Pinnacle Peak Road and Rose Garden Lane and at 83rd Avenue and Pinnacle Peak Road. Drainage projects in the 10-year program include a project to mitigate the impact of storm water on Union Hills Drive, particularly at the intersection with 107th Avenue, and continuation of funding for the Neighborhood Drainage program to identify areas with minor drainage issues and provide for the investigation, evaluation and, where appropriate, implementation of drainage solutions. Drainage projects in the Capital Improvement Program are typically funded from General Obligation Bonds, with additional funding Drainage Total - $32,879,735 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY19 FY20 FY21 FY22 FY23 214 FY24 FY25 FY26 FY27 FY28 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 4251 - GO Bonds 2015 $3,289,570 $0 $0 $0 $0 $0 $3,289,570 4252 - Proposed GO Bonds $6,736,033 $505,000 $2,567,292 $1,123,250 $6,773,690 $4,084,900 $21,790,165 $0 $0 $800,000 $0 $7,000,000 $0 $7,800,000 $10,025,603 $505,000 $3,367,292 $1,123,250 $13,773,690 $4,084,900 $32,879,735 4810 - Outside Sources Total - Drainage 215 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 67th & Pinnacle Pk Regional Drainage Improvements $0 $0 $1,620,000 $1,123,250 $13,172,190 $0 $15,915,440 91st Av & Hatfield Rd Drainage Facilities $0 $0 $0 $0 $0 $1,270,550 $1,270,550 $2,654,342 $0 $0 $0 $0 $0 $2,654,342 $740,337 $0 $0 $0 $0 $0 $740,337 New River & Jomax Rd Concrete Box Culvert $0 $0 $0 $0 $0 $2,814,350 $2,814,350 Peoria Storm Drain Master Plan - Land Preservation $0 $0 $601,500 $0 $601,500 $0 $1,203,000 $320,000 $0 $0 $0 $0 $0 $320,000 $5,526,131 $0 $0 $0 $0 $0 $5,526,131 Skunk Creek Spillways $250,000 $0 $0 $0 $0 $0 $250,000 Union Hills Channel $534,793 $505,000 $1,145,792 $0 $0 $0 $2,185,585 Total - Drainage $10,025,603 $505,000 $3,367,292 $1,123,250 $13,773,690 $4,084,900 $32,879,735 Beardsley Rd Channel Improvements Neighborhood Drainage Program Pinnacle Peak Drainage; 87th Ave to 91st Ave Section 12 Neighborhood Drainage Improvements 216 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage 67th & Pinnacle Pk Regional Drainage Improvements Project Number: EN00651 Council District: Mesquite Project Location: 67th Av & Pinnacle Pk Rd This project provides for the 67th Av & Pinnacle Pk Rd Regional Storm Drain improvements. The project includes the Description: coordination with the Flood Control District of Maricopa County, design, right-of-way and land acquisition, utility coordination, utility relocation and extensions, as determined, materials testing, construction and construction administration for a regional storm drain system as conceptualized by the 2017 Drainage Study. The improvements will consist of storm water basins, channel improvements, box culverts, storm drains, laterals and catch basins which are an extension of the overall drainage system. The City will partner with the Flood Control District on the regional drainage aspects of this project. This project will likely include processing of utility agreements (APS, Cox, CenturyLink, SWG, etc.) for design and construction, and development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design Outside Sources DS-Design Proposed GO Bonds FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $0 $0 $800,000 $0 $0 $0 Base $0 $0 $798,400 $0 $0 $0 $798,400 CO-Construct Outside Sources Base $0 $0 $0 $0 $7,000,000 $0 $7,000,000 CO-Construct Proposed GO Bonds Base $0 $0 $0 $1,100,000 $5,900,000 $0 $7,000,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $20,000 $12,250 $143,190 $0 $175,440 AT-Arts Base $0 $0 $1,600 $11,000 $129,000 $0 $141,600 $0 $0 $1,620,000 $1,123,250 $13,172,190 $0 $15,915,440 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $18,000 $18,000 $90,000 $126,000 $0 $0 $0 $18,000 $18,000 $90,000 $126,000 Proposed GO Bonds Total Budget Operating Impacts Total Operating Impacts 217 Total $800,000 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage 91st Av & Hatfield Rd Drainage Facilities Project Number: EN00631 Council District: Mesquite Project Location: 91st Av & Hatfield Rd This project provides for the coordination with SRP, adjacent property owners, public involvement, design, ROW acquisition, Description: utility coordination, construction, and construction administration for the update of the Glendale/Peoria Area Drainage Master Plan and for the construction of the proposed retention basin and associated drainage improvements located at the NWC of 91st Avenue and Hatfield Road. The improvements will include: clearing and grubbing, excavation and construction of a retention basin in accordance with SRP design guidelines, area inlets, storm drain pipe, trench drains, desert and a landscape palate. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development agreements, and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $102,000 LA-Land Acq Proposed GO Bonds Base $0 $0 $0 $0 $0 $102,000 DS-Design Proposed GO Bonds Base $0 $0 $0 $0 $0 $85,000 $85,000 CO-Construct Proposed GO Bonds Base $0 $0 $0 $0 $0 $970,000 $970,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $103,000 $103,000 AT-Arts Base $0 $0 $0 $0 $0 $10,550 $10,550 $0 $0 $0 $0 $0 $1,270,550 $1,270,550 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $0 $0 $1,500 $1,500 $0 $0 $0 $0 $0 $1,500 $1,500 Proposed GO Bonds Total Budget Operating Impacts Total Operating Impacts Beardsley Rd Channel Improvements Project Number: PW00112 Council District: Willow Project Location: Beardsley Rd drainage ditch from Lake Pleasant Rd to 107th Av Lining AsDescription: part of the design phase multiple alternatives were evaluated and a consensus was reached with the adjacent property owners to pipe and backfill the Beardsley Channel from 99th Av to 111th Av, desert landscape the backfilled channel and construct a concrete sidewalk. Local storm drain connections will be made with storm drains, catch basins scuppers and swales. Landscape and landscape irrigation will be installed. The City will continue efforts for cost participation from the Flood Control District of Maricopa County identified through a previous request for their participation in their respective Capital Improvement Program. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Proposed GO Bonds Carryover $2,008,569 $0 $0 $0 $0 $0 CO-Construct GO Bonds 2015 Carryover $645,773 $0 $0 $0 $0 $0 $645,773 Total Budget $2,654,342 $0 $0 $0 $0 $0 $2,654,342 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 $20,000 $2,000 $2,000 $2,000 $2,000 $2,000 $10,000 $20,000 Category Funding Source Operating Impacts Total Operating Impacts 218 Total $2,008,569 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage Neighborhood Drainage Program Project Number: EN00458 Council District: Multiple Project Location: Citywide This program will identify areas with minor drainage issues and provide for the investigation and evaluation of drainage solutions, Description: coordination with adjacent property owners, public involvement, design, right-of-way acquisition, utility coordination, utility relocation and extensions, as determined, materials testing, construction and construction administration. The improvements may include, but are not limited to, installing drywells, connecting pipes and inlets to the adjacent storm drain systems, re-grading to improve the function of the storm water system or modifying connector pipes and inlets, and restoring landscape and irrigation systems, as needed. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Proposed GO Bonds Carryover $343,907 $0 $0 $0 $0 $0 CO-Construct GO Bonds 2015 Carryover $46,430 $0 $0 $0 $0 $0 $46,430 Base $350,000 $0 $0 $0 $0 $0 $350,000 $740,337 $0 $0 $0 $0 $0 $740,337 Category Funding Source CO-Construct Proposed GO Bonds Total Budget Total $343,907 New River & Jomax Rd Concrete Box Culvert Project Number: EN00354 Council District: Mesquite Project Location: New River and Jomax Rd The project is for the hydrologic study, design, coordination with adjacent property owners, public involvement, right-of-way Description: acquisition, utility coordination, utility relocation and extensions, materials testing, construction and construction administration for an additional box culvert crossing for New River at Jomax Road. The roadway will be resurfaced in the immediate vicinity of the area disturbed for constructing the crossing. Earthwork, to direct drainage into the crossing, will be necessary both up and down stream of the crossing. The landscaping, sidewalks and streetlights will be restored. Permits for work in the Floodplain, 404 and off-site will be applied for and obtained. FEMA floodplain approvals and map changes will also be necessary. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) for design and construction, and intergovernmental agreements may also be required. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Proposed GO Bonds Base $0 $0 $0 $0 $0 $35,000 $35,000 CO-Construct Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,700,000 $2,700,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $52,000 $52,000 AT-Arts Base $0 $0 $0 $0 $0 $27,350 $27,350 $0 $0 $0 $0 $0 $2,814,350 $2,814,350 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $0 $0 $12,000 $12,000 $0 $0 $0 $0 $0 $12,000 $12,000 Proposed GO Bonds Total Budget Operating Impacts Total Operating Impacts 219 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage Peoria Storm Drain Master Plan - Land Preservation Project Number: EN00524 Council District: City Wide Project Location: City Wide This project focuses on the preparation of legal descriptions and exhibits, title reports, appraisals, and the purchase and Description: preservation of high priority lands for use as storm water management basins as identified in the City's Storm Drainage Master Plan provides. Preserving the land now will allow the City to construct the storm water management basins as future storm drain projects are funded. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total LA-Land Acq Proposed GO Bonds Base $0 $0 $600,000 $0 $600,000 $0 CB-Chargeba Proposed GO Bonds Base $0 $0 $1,500 $0 $1,500 $0 $3,000 $0 $0 $601,500 $0 $601,500 $0 $1,203,000 Total Budget $1,200,000 Pinnacle Peak Drainage; 87th Ave to 91st Ave Project Number: EN00455 Council District: Willow Project Location: Pinnacle Peak Road; 87th Av to 95th Av This project provides for the coordination with adjacent property owners, public involvement, design, right-of-way acquisition, Description: utility coordination, utility relocation and extensions, materials testing, construction and construction administration for the storm drainage improvements for Pinnacle Peak Road from 87th Avenue to 91st Avenue as a supplement to the facilities to be constructed by the developer. The construction will consist of installing storm drain pipe, manholes, junction structures, laterals and catch basins in Pinnacle Peak Road, including discharge facilities into the Camino a Lago drainage improvements. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. Project costs will be split 50/50 with the Flood Control District of Maricopa County. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $320,000 $0 $0 $0 $0 $0 $320,000 Total Budget $320,000 $0 $0 $0 $0 $0 $320,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $13,000 $13,000 $13,000 $13,000 $13,000 $65,000 $130,000 CO-Construct Proposed GO Bonds Operating Impacts Non-Pers OPS Total Non-Pers OPS $9,000 $9,000 $9,000 $9,000 $9,000 $45,000 $90,000 Total Operating Impacts $22,000 $22,000 $22,000 $22,000 $22,000 $110,000 $220,000 220 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage Section 12 Neighborhood Drainage Improvements Project Number: EN00119 Council District: Mesquite Project Location: 67th Av & Pinnacle Peak Rd - 67th Av to New River The project includes the design, right-of-way and land acquisition, utility coordination, utility relocation and extensions, as Description: determined, materials testing, construction and construction administration, for the near term drainage improvements identified in the approved drainage study completed in 2017. The near term drainage improvements will provide flood protection to the area bounded by Pinnacle Pk Rd, 67th Av, Happy Valley Rd and New River as soon as possible. These improvements will not provide 100-year protection until the regional improvements are constructed. The near term improvements will consist of basins, channels, roadway and storm drain improvements. This project will also include processing of utility agreements (APS, Cox, CenturyLink, SWG, etc.) for design and construction, and development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study GO Bonds 2015 Total Carryover $600,000 $0 $0 $0 $0 $0 CO-Construct Proposed GO Bonds Carryover $663,557 $0 $0 $0 $0 $0 $663,557 CO-Construct GO Bonds 2015 Carryover $1,962,574 $0 $0 $0 $0 $0 $1,962,574 Base $2,300,000 $0 $0 $0 $0 $0 $2,300,000 $5,526,131 $0 $0 $0 $0 $0 $5,526,131 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $30,000 $30,000 $30,000 $150,000 $240,000 $0 $0 $30,000 $30,000 $30,000 $150,000 $240,000 CO-Construct Proposed GO Bonds Total Budget Operating Impacts Total Operating Impacts $600,000 Skunk Creek Spillways Project Number: EN00628 Council District: Willow Project Location: Skunk Creek between 75th Av and 83rd Av This project provides for the coordination with the Flood Control District of Maricopa County and the U.S. Army Corps of Description: Engineers, adjacent property owners, public involvement, design, construction, and construction administration for the construction of five concrete spillways within Skunk Creek between 75th Avenue and 83rd Avenue to allow the runoff from each of the points of discharge to reach the Skunk Creek flow line. This project may require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development agreements, and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construct Proposed GO Bonds Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $250,000 $0 $0 $0 $0 $0 $250,000 $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget 221 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Drainage Union Hills Channel Project Number: EN00137 Council District: Willow Project Location: Union Hills Dr from 107th Av to 111th Av This project provides for the City's proportionate share of the regional drainage project, including study, land acquisition, design, Description: utility coordination, utility relocation and extension, materials testing, construction and construction administration for a storm drainage project to capture the drainage from determined storm water outfalls located in Sun City, and drainage along Union Hills Drive from the vicinity of 107th Avenue and Union Hills Drive. The improvements will reduce the impact of the storm water reaching and overwhelming the roadway, particularly the intersection at 107th Avenue and Union Hills Drive. The improvements will consist of channel improvements, box culverts, storm drains, laterals and catch basins that are extension of the overall drainage system. Processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) and intergovernmental agreements may also be required. The design has been completed and ROW acquisition is in progress. Construction is scheduled for January 2017 to June 2018. Budget by Fiscal Year Funding Source Carryover / Base CO-Construct GO Bonds 2015 Category FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Carryover $34,793 $0 $0 $0 $0 $0 $34,793 CO-Construct Proposed GO Bonds Base $500,000 $500,000 $1,119,484 $0 $0 $0 $2,119,484 CB-Chargeba Proposed GO Bonds Base $0 $0 $15,000 $0 $0 $0 $15,000 AT-Arts Base $0 $5,000 $11,308 $0 $0 $0 $16,308 $534,793 $505,000 $1,145,792 $0 $0 $0 $2,185,585 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Proposed GO Bonds Total Budget Operating Impacts Total Operating Impacts Total $3,300 $3,300 $3,300 $3,300 $3,300 $16,500 $33,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $13,300 $13,300 $13,300 $13,300 $13,300 $66,500 $133,000 222 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Economic development is one of the City Council’s six policy goals. Economic development projects in the capital plan are meant to further the Economic Development Department’s mission “to build a diversified local economy that will create a strong and sustainable community in which residents are able to work, shop, and be entertained.” Key priorities include creating employment corridors and jobs, securing direct investment in the city, attracting institutions of higher education and health care campuses, and building community in Old Town and the entertainment district. Economic development projects are supported by the general fund, half-cent sales tax fund, general obligation bonds, and county transportation sales tax reimbursements. Economic development projects in the 10-year plan include continuation of the revitalization of Peoria’s P83 Entertainment District featuring the redevelopment of a parking lot at the Peoria Sports Complex into a mixed-use development with a parking structure to accommodate the parking displaced by the development. The city is also committed to becoming more pedestrian friendly with a Pedestrian and Shade initiative Economic Development Total - $34,607,932 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY19 FY20 FY21 FY22 FY23 223 FY24 FY25 FY26 FY27 FY28 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 1000 - General $1,389,650 $1,455,000 $0 $0 $0 $0 $2,844,650 1210 - Half Cent Sales Tax $1,291,091 $65,516 $65,516 $65,517 $65,517 $262,068 $1,815,225 1900 - Economic Development $3,179,226 $380,840 $546,948 $712,243 $73,760 $295,040 $5,188,057 $0 $0 $0 $0 $0 $0 $0 $24,750,000 $0 $0 $0 $0 $0 $24,750,000 4550 - CIP Capital Projects Fund $10,000 $0 $0 $0 $0 $0 $10,000 Total - Economic Development $30,619,967 $1,901,356 $612,464 $777,760 $139,277 $557,108 $34,607,932 4232 - MDA Bonds 2012 4233 - Proposed MDA Bonds 224 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $73,760 $73,760 $73,760 $295,040 $516,320 Commercial Abatement $497,090 $0 $0 $0 $0 $0 $497,090 Denaro Medical Plaza $175,000 $0 $0 $0 $0 $0 $175,000 Facade Painting - Old Town $89,650 $0 $0 $0 $0 $0 $89,650 GE Avionics (Aviage Systems) $673,000 $0 $0 $0 $0 $0 $673,000 Huntington University $975,000 $0 $0 $0 $0 $0 $975,000 Maxwell Technologies $1,109,000 $0 $0 $0 $0 $0 $1,109,000 Modern Round $65,516 $65,516 $65,516 $65,517 $65,517 $262,068 $589,650 NOVO Development $425,000 $0 $0 $0 $0 $0 $425,000 Old Town Identity Creation $100,000 $500,000 $0 $0 $0 $0 $600,000 P83 Entertainment District Improvements $10,000 $0 $0 $0 $0 $0 $10,000 P83 Innovation Center Project $24,750,000 $0 $0 $0 $0 $0 $24,750,000 Pedestrian and Shade Initiative $250,000 $400,000 $0 $0 $0 $0 $650,000 Peoria Forward Plan $247,111 $380,840 $473,188 $638,483 $0 $0 $1,739,622 Placemaking Initiative $950,000 $555,000 $0 $0 $0 $0 $1,505,000 Washington Street Redevelopment $303,600 $0 $0 $0 $0 $0 $303,600 Total - Economic Development $30,619,967 $1,901,356 $612,464 $777,760 $139,277 $557,108 $34,607,932 Arrowhead Equities (Huntington Univ. Building) 225 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Arrowhead Equities (Huntington Univ. Building) Project Number: ED00023 Council District: Willow Project Location: 83rd Avenue, South of Bell Road AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS) I/II, this project qualifies for assistance under the City's P83 Building Reuse Program, an economic development tool used to encourage a more diverse use of existing vacant buildings in the P83 area (a key investment zone), to include professional office, entertainment and retail tenants. Arrowhead Equities made substantial capital investment by purchasing a vacant building and completing interior tenant improvements in order to attract a targeted industry to the area. As a result, Huntington University executed a long-term lease with Arrowhead Equities and opened the Arizona Center for Digital Media Arts. Huntington University will have a fiscal/economic impact for Peoria through job creation and increased foot traffic in the area. Budget by Fiscal Year Category Funding Source OT-Other Economic Development Carryover / Base Base Total Budget FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $73,760 $73,760 $73,760 $295,040 $516,320 $0 $0 $73,760 $73,760 $73,760 $295,040 $516,320 Commercial Abatement Project Number: ED00025 Council District: Project Location: Citywide Commercial structures that are not properly maintained fall into disrepair and could become hazardous to the public. The Description: abatement program utilizes code enforcement activities to identify the hazards and resolve through demolition if the structure cannot be repaired in a cost effective fashion. The City has budgeted $500,000 to abate any commercial structures where owners are not compliant. Budget by Fiscal Year Category Funding Source OT-Other Half Cent Sales Tax Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $497,090 $0 $0 $0 $0 $0 $497,090 Total Budget $497,090 $0 $0 $0 $0 $0 $497,090 Total Denaro Medical Plaza Project Number: ED00021 Council District: Mesquite Project Location: NWC of Happy Valley Road & Lake Pleasant Pkwy The City of Peoria has an EDA with Denaro Ventures, LLC to build a 24,500 medical office building at Denaro Medical Plaza in Description: northern Peoria. HonorHealth is the tenant in the build-to-suit development. The Economic Development Activities Agreement includes the dealpoint that reimbursement to the project is only for City sewer and water lines and "left in" and "left out" turn lanes, for an amount not to exceed $175,000 following the creation of 57 FTE/benefited positions with average mid-point salaries at $98,047 within five years of the effective date of the agreement. Budget by Fiscal Year Category Funding Source OT-Other Economic Development Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $175,000 $0 $0 $0 $0 $0 $175,000 Total Budget $175,000 $0 $0 $0 $0 $0 $175,000 226 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Facade Painting - Old Town Project Number: EN00019 Council District: Acacia Project Location: Washington Street and 83rd Avenue This project entails the painting of approximately 13,000 square feet of Old Town Peoria commercial business facades in the Description: vicinity of Washington Street and 83rd Avenue. Architectural services will be procured to prepare color studies and paint scoping documents prior to an award to a painting trade contractor using a City of Peoria or cooperative purchase contract. No improvements beyond standard pre-paint cleaning and small crack filling are contemplated. Budget by Fiscal Year Category Funding Source OT-Other General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $89,650 $0 $0 $0 $0 $0 $89,650 $89,650 $0 $0 $0 $0 $0 $89,650 Total Budget Total GE Avionics (Aviage Systems) Project Number: ED00015 Council District: Pine Project Location: Thunderbird, West of Loop 101 The Economic Development Implementation Strategy (EDIS I) identified the attraction of targeted industries as a key objective in Description: diversifying the economy and workforce in the City of Peoria. To implement the EDIS, the Economic Development Services Department (EDS) actively pursues targeted industries to Peoria, as part of an overall sales and marketing effort to attract high technology and innovative technology users, as well as other targeted industries. Budget by Fiscal Year Category Funding Source OT-Other Economic Development Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $673,000 $0 $0 $0 $0 $0 $673,000 Total Budget $673,000 $0 $0 $0 $0 $0 $673,000 Total Huntington University Project Number: ED00018 Council District: Willow Project Location: 8385 W. Mariners Way, 83rd Ave., South of Bell Rd AsDescription: established in the adopted Economic Development Implementation Strategy (EDIS) I, this project implements the university recruitment initiative. University recruitment had been a key initiative because it addresses the high technology companies to have a ready and capable workforce in Peoria. It also supports economic development and job growth through technology commercialization efforts, assisting and growing business and entrepreneurs. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other Economic Development Carryover $550,000 $0 $0 $0 $0 $0 $550,000 OT-Other Economic Development Base $425,000 $0 $0 $0 $0 $0 $425,000 $975,000 $0 $0 $0 $0 $0 $975,000 Total Budget 227 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Maxwell Technologies Project Number: ED00008 Council District: Ironwood Project Location: Thunderbird West of Loop 101 In Description: December 2010, the Peoria City Council adopted the Economic Development Implementation Strategy (EDIS I) to target business attraction activities to incentivize economic development and establish export base industries in the City of Peoria. As part of the City's business attraction activity, Peoria was awarded the Maxwell Technologies expansion project, adding technologyrelated jobs and absorbing 120,000 sq.ft. of vacant shell space. Budget by Fiscal Year Category Funding Source OT-Other Economic Development Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $1,109,000 $0 $0 $0 $0 $0 $1,109,000 Total Budget $1,109,000 $0 $0 $0 $0 $0 $1,109,000 Total Modern Round Project Number: ED00022 Council District: Willow Project Location: 83rd Avenue, South of Bell Road AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS) I/II, this project qualifies for assistance under the City's P83 Building Reuse Program, an economic development tool used to encourage a more diverse use of existing vacant buildings in the P83 area (a key investment zone), to include professional office, entertainment and retail tenants. Modern Round made substantial capital investment and tenant improvements to a vacant building in order to open/operate an entertainment-based business in the P83 area. Modern Round will have a significant fiscal and economic impact for Peoria through job creation, gross taxable sales and attracting people to the area. Budget by Fiscal Year Category Funding Source OT-Other Half Cent Sales Tax Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $65,516 $65,516 $65,516 $65,517 $65,517 $262,068 $589,650 $65,516 $65,516 $65,516 $65,517 $65,517 $262,068 $589,650 Total Budget Total NOVO Development Project Number: ED00027 Council District: Project Location: 15814 N. 83rd Avenue Part of the EDIS II initiative is for the City to acquire property to assist in business attraction efforts. This property was acquired Description: by the City with the intention of redeveloping and repurposing. The current underutilized restaurant/bar development does not attract the desired targeted industry as referenced in the EDIS strategy or the City Council approved P83 Building Reuse Program that encourages the repurposing of vacant or underutilized restaurant buildings into employment or entertainment uses. Therefore, Council approved a development agreement and lease and purchase option agreement with NOVO Development in June 2017 to repurpose the vacant building into an employment generating use that will provide a strong financial benefit to Peoria. Budget by Fiscal Year Category Funding Source OT-Other Half Cent Sales Tax Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $425,000 $0 $0 $0 $0 $0 $425,000 Total Budget $425,000 $0 $0 $0 $0 $0 $425,000 228 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Old Town Identity Creation Project Number: EN00646 Council District: Acacia Project Location: This project contemplates final design and construction of Phase 1 identity creation improvements for Old Town, including Description: primary entry identification signage, wayfinding signage, landscaping, pedestrian and/or visibility enhancements. The project also includes painting of approximately 13,000 square feet of commercial business facades in the vicinity of Washington Street and 83rd Avenue. Budget by Fiscal Year Category Funding Source OT-Other General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $100,000 $500,000 $0 $0 $0 $0 $600,000 $100,000 $500,000 $0 $0 $0 $0 $600,000 Total Budget Total P83 Entertainment District Improvements Project Number: ED00002 Council District: Willow Project Location: 83rd Avenue South of Bell Road This project is for final design and construction of the final phase of P83 Improvements including way finding signage, monument Description: signage, bridge aesthetics, lighting, and landscaping on 83rd Avenue, Arrowhead Fountain Center, and Paradise Lane from 83rd to 75th. The various phases of the project will include paving, concrete, landscaping, lighting, signage, aesthetics, utility relocations, right-of-way acquisition, public involvement, and drainage. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $10,000 $0 $0 $0 $0 $0 $10,000 Total Budget $10,000 $0 $0 $0 $0 $0 $10,000 Category Funding Source OT-Other CIP Capital Projects Fun Total P83 Innovation Center Project Project Number: ED00020 Council District: Willow Project Location: 83rd Avenue, South of Bell Road AsDescription: part of the adopted Economic Development Implementation Strategy (EDIS) II, this project addresses the City's need for class A office space to attract desired advanced industries to Peoria. P83 is a key investment zone for the City. The project involves the 17-acre City-owned property next to the Peoria Sports Complex. Business attraction efforts will be focused on EDIS II identified targeted industries, including advanced business services, corporate headquarters and software engineering companies. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other Proposed MDA Bonds Carryover $24,750,000 $0 $0 $0 $0 $0 $24,750,000 Total Budget $24,750,000 $0 $0 $0 $0 $0 $24,750,000 229 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Pedestrian and Shade Initiative Project Number: EN00645 Council District: Various Project Location: This is a request to hire a consultant for the purpose of creating a Pedestrian and Shade Master Plan for the City of Peoria. The Description: master plan will recommend ways to address non-motorized safety issues and create safer, better connected walking networks. The plan will also recommend ways to improve thermal comfort in Peoria through such means as trees, other vegetation, and structures. These findings are especially relevant as rapid and extensive urbanization has led to an urban heat island along arterial streets and further defined along bus routes. Budget by Fiscal Year Category Funding Source CO-Construct General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $250,000 $400,000 $0 $0 $0 $0 $650,000 $250,000 $400,000 $0 $0 $0 $0 $650,000 Total Budget Total Peoria Forward Plan Project Number: ED00028 Council District: Ironwood Project Location: P83 Entertainment District In Description: support of the City of Peoria's Economic Development Implementation Strategy II (EDIS II), ASU's Entrepreneurship + Innovation team will work with the city to implement this high-impact partnership to grow and scale the entrepreneurial ecosystem within the City of Peoria and accelerate economic development with the launch and support of inovative companies. The new Peoria Forward Plan business model builds on past efforts by entering into a collaborative partnership to deliver a broad range of services to entrepreneurs and provide access to the technical support, training, investor connections and commercialization expertise delivered by ASU and Skysong Innovations. As a part of this proposal, ASU will grow Peoria’s entrepreneurial base and attraction through events, workshops, trainings, media/marketing, mentorship, human capital development and peer-to-peer connectivity. ASU will launch programs and build upon unique blends of biotechnology and entrepreneurship. Budget by Fiscal Year Category Funding Source OT-Other Economic Development Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $247,111 $380,840 $473,188 $638,483 $0 $0 $1,739,622 $247,111 $380,840 $473,188 $638,483 $0 $0 $1,739,622 Total Budget 230 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Placemaking Initiative Project Number: EN00021 Council District: Citywide Project Location: Various A recent report by MIT defined placemaking as "the deliberate shaping of an environment to facilitate social interaction and Description: improve a community's quality of life." Placemaking is a response to the suburbanization of the 20th century that led to generic, auto-centric communities and the loss of public spaces. All across the country cities are undertaking placemaking initiatives in an effort to recapture a sense of community and create great public spaces. This project will provide a source of funding to design and construct such spaces and to engage the community in the process. Old Town Design and construction of public improvements including hardscape, turf, landscape, art, shade structures, outdoor furniture, and other amenities that will encourage citizens to gather and encourages other private investment in the area. A majority of the proposed improvements will be between 83rd Avenue and 84th Avenue, Washington St. to Jefferson St. P83 Design and construction of public improvements including hardscape, turf, landscape, art, shade structures, outdoor furniture, and other amenities that will encourage citizens to gather and encourages other private investment in the area. All of the improvements will be in the P83 area. Happy Valley Corridor Design and construction of public improvements including hardscape, turf, landscape, art, shade structures, outdoor furniture, and other amenities that will encourage citizens to gather and encourages other private investment in the area. Improvements may include additional amenities to enhance proposed artwork at the northeast corner of Lake Pleasant Parkway and Happy Valley Road. Other locations are not identified but could be utilized to enhance future commercial development that incorporates public spaces within their property within the Happy Valley Corridor area. Budget by Fiscal Year Category Funding Source OT-Other General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $950,000 $555,000 $0 $0 $0 $0 $1,505,000 $950,000 $555,000 $0 $0 $0 $0 $1,505,000 Total Budget 231 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Economic Development Washington Street Redevelopment Project Number: ED00024 Council District: Acacia Project Location: 83rd Ave. & Washington St., Old Town Peoria This project entails land acquisition, hazardous materials testing, abatement, structural forensics, historic documentation and Description: salvage, and demolition related expenses related to the commercial properties in Old Town Peoria between 83rd Ave and 84th Drive, Washington Street to Jefferson St. The City purchased the former Kosier Hardware property in 2016 and in partnership with ADEQ, is conducting due-diligence testing of the Peoria Dry Cleaners prior to property acquisition. Consistent with prior property acquisitions in the block, the City will stabilize the properties for dust control compliance and to provide additional offstreet area for Old Town events. This project will be undertaken in phases which best align with the timing of property acquisitions. Project savings from the initial phase will be rolled forward to successive phases. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other Half Cent Sales Tax Total Carryover $300,000 $0 $0 $0 $0 $0 LA-Land Acq Economic Development Carryover $115 $0 $0 $0 $0 $0 $115 LA-Land Acq Half Cent Sales Tax Carryover $3,485 $0 $0 $0 $0 $0 $3,485 Total Budget $303,600 $0 $0 $0 $0 $0 $303,600 232 $300,000 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Operational facilities are the “bricks and mortar” from which the City of Peoria provides services to its residents and businesses. Increasingly, operational facilities also include the technology infrastructure and systems that facilitate service delivery in the information age. Projects include the construction of new facilities, as well as the maintenance, rehabilitation, renovation, and expansion of existing facilities. of the facility. Sources include general obligation bonds, operating funds, and outside sources. Projects in the 10-year program include Community Works Program, which provides funding for projects that have a local benefit or that may arise during the fiscal year, construction of a new Community Assistance Resource Center, renovation of the main library, energy efficiency projects at city facilities citywide and the replacement and/or upgrades to critical communication and information technology infrastructure. Operational facilities projects are funded from a variety of different sources, depending on the use Operational Facilities Total - $31,946,446 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY19 FY20 FY21 FY22 FY23 233 FY24 FY25 FY26 FY27 FY28 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 1000 - General $1,446,881 $186,790 $0 $0 $0 $31,790 $1,665,461 1111 - Percent for the Arts $475,000 $0 $0 $0 $0 $0 $475,000 1210 - Half Cent Sales Tax $15,000 $0 $0 $0 $0 $0 $15,000 $1,192,509 $190,000 $0 $0 $0 $0 $1,382,509 2050 - Water $209,902 $0 $0 $0 $0 $0 $209,902 2162 - Water Expansion Post 1/1/12 $47,137 $0 $0 $0 $0 $0 $47,137 2163 - Water Exp. S. of Bell $12,733 $0 $0 $0 $0 $0 $12,733 2164 - Water Exp. N. of Bell $62,707 $0 $0 $0 $0 $0 $62,707 2270 - WIFA Bonds $1,379 $0 $0 $0 $0 $0 $1,379 2400 - Wastewater $175,002 $0 $0 $0 $0 $0 $175,002 2506 - Wastewater Exp. E. of Agua Fria $4,244 $0 $0 $0 $0 $0 $4,244 2507 - Wastewater Exp. W. of Agua Fria $6,222 $0 $0 $0 $0 $0 $6,222 2590 - Commercial Solid Waste $2,384 $0 $0 $0 $0 $0 $2,384 2600 - Residential Solid Waste $101,620 $0 $0 $0 $0 $0 $101,620 3400 - IT Reserve $619,700 $0 $0 $0 $0 $0 $619,700 4150 - Capital Projects $22,921 $0 $0 $0 $0 $0 $22,921 4233 - Proposed MDA Bonds $250,000 $0 $0 $0 $0 $0 $250,000 $5,519 $0 $0 $0 $0 $0 $5,519 $5,518,342 $2,120,335 $1,438,000 $337,000 $261,000 $2,301,500 $11,976,177 $942,962 $0 $0 $0 $0 $0 $942,962 4550 - CIP Capital Projects Fund $1,268,720 $0 $0 $0 $0 $0 $1,268,720 4810 - Outside Sources $6,765,003 $0 $0 $0 $0 $2,567,171 $9,332,174 7000 - Highway User $1,253,901 $29,923 $0 $0 $0 $29,923 $1,313,747 7003 - Streets Zone 3 Dev Fee $87,500 $55,000 $0 $0 $55,000 $55,000 $252,500 7007 - Street Impact Fees Z1 Post 010112 $18,000 $0 $0 $0 $0 $0 $18,000 $1,154,411 $0 $0 $0 $0 $0 $1,154,411 7110 - Community Dev Block Grant $450,000 $0 $0 $0 $0 $0 $450,000 7920 - River Corridors & Trails Dev $3,315 $0 $0 $0 $0 $0 $3,315 7932 - Law Enfrcmnt IF 2014 $9,000 $9,000 $0 $0 $9,000 $9,000 $36,000 7937 - Fire/EmergSvs Imp Fees 2014 $9,000 $9,000 $0 $0 $9,000 $9,000 $36,000 7941 - Park Imp Fee 2014 Bell to P.Peak $9,000 $9,000 $0 $0 $9,000 $9,000 $36,000 7942 - Parks Zone 2-Post 8/1/14 $4,000 $9,000 $0 $0 $9,000 $9,000 $31,000 1970 - Municipal Office Complex Rsv 4251 - GO Bonds 2015 4252 - Proposed GO Bonds 4301 - Energy Efficiency Project Loan 7010 - Transportation Sales Tax 234 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Funding Source Fund Number and Name 7943 - Park Imp Fee 2014 W of Agua Fria Total - Operational Facilities FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $9,000 $9,000 $0 $0 $9,000 $9,000 $36,000 $22,153,014 $2,627,048 $1,438,000 $337,000 $361,000 $5,030,384 $31,946,446 235 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $786,327 $0 $0 $0 $0 $0 $786,327 Asphalt Repair and Replacement-MOC $1,621,406 $0 $0 $0 $0 $0 $1,621,406 Building Equipment Renovation and Replacement $966,742 $190,000 $0 $0 $0 $0 $1,156,742 Building Fixture and Finish Renovation $65,215 $0 $0 $0 $0 $0 $65,215 $1,744,000 $0 $0 $0 $0 $0 $1,744,000 $0 $0 $0 $0 $0 $1,411,000 $1,411,000 City Parks Parking Lots - Asphalt Replacement $445,586 $0 $150,000 $0 $261,000 $436,000 $1,292,586 Citywide Security Program $96,292 $0 $0 $0 $0 $0 $96,292 Community Assistance Resource Center $1,027,500 $0 $0 $0 $0 $0 $1,027,500 Community Works Program $1,239,151 $0 $0 $0 $0 $0 $1,239,151 $129,187 $80,800 $0 $337,000 $0 $454,500 $1,001,487 $1,139,373 $0 $0 $0 $0 $0 $1,139,373 $620 $0 $0 $0 $0 $0 $620 Fleet Shop Repair $300,000 $0 $0 $0 $0 $0 $300,000 Impact Fee Study $95,000 $100,000 $0 $0 $100,000 $100,000 $395,000 MOC Fuel Island $22,747 $0 $0 $0 $0 $0 $22,747 MOC Site Lighting Improvements $380,000 $0 $0 $0 $0 $0 $380,000 Network Infrastructure Replacement Comm Theater $10,000 $0 $0 $0 $0 $0 $10,000 Network Infrastructure Replacement Community Ctr $24,000 $0 $0 $0 $0 $0 $24,000 Network Infrastructure Replacement - Fire Stations $165,700 $0 $0 $0 $0 $0 $165,700 Network Infrastructure Replacement - Lib & Council $60,000 $0 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement Microwave WAN $60,000 $0 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement MOC $0 $61,713 $0 $0 $0 $61,713 $123,426 Network Infrastructure Replacement - Rio Vista $60,000 $0 $0 $0 $0 $0 $60,000 Network Infrastructure Replacement Security $240,000 $0 $0 $0 $0 $0 $240,000 Parking Lot Maintenance for City Buildings $95,236 $0 $0 $0 $0 $0 $95,236 Peoria Center for Performing Arts Chiller $525,524 $0 $0 $0 $0 $0 $525,524 $0 $0 $0 $0 $0 $2,567,171 $2,567,171 Arts Distribution FY2019 Chargeback Distribution FY2019 City Hall Roof Replacement Council Chambers Building Repair Program Energy Efficiency Projects Fleet Heavy Duty Vehicle Lift Peoria Transit Center 236 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Public Safety Building Needs $283,523 $155,000 $0 $0 $0 $0 $438,523 Pyramid Peak Radio Site $878,628 $0 $0 $0 $0 $0 $878,628 Radio Subscriber Replacements $549,535 $549,535 $0 $0 $0 $0 $1,099,070 Renovate Main Library $400,000 $1,490,000 $1,288,000 $0 $0 $0 $3,178,000 Transit Park and Ride Lot $6,741,722 $0 $0 $0 $0 $0 $6,741,722 Vistancia Radio Site $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Total - Operational Facilities $22,153,014 $2,627,048 $1,438,000 $337,000 $361,000 $5,030,384 $31,946,446 237 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Arts Distribution FY2019 Project Number: AT02019 Council District: Project Location: Section 2-129 of the City Code requires that all "capital projects submitted for inclusion in the City's capital improvement program Description: … shall include an amount equal to 1 percent of the project cost of such capital improvement for public art." This project, whose purpose is purely administrative, holds appropriation for all arts charges. Projects are charged the percent for the arts as qualifying capital expenditures are made throughout the fiscal year. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 AT-Arts Distr Proposed MDA Bonds Carryover $250,000 $0 $0 $0 $0 $0 AT-Arts Distr Wastewater Exp. W. of Base $2,728 $0 $0 $0 $0 $0 $2,728 AT-Arts Distr Half Cent Sales Tax Base $15,000 $0 $0 $0 $0 $0 $15,000 AT-Arts Distr Municipal Office Compl Base $7 $0 $0 $0 $0 $0 $7 AT-Arts Distr Water Base $64,358 $0 $0 $0 $0 $0 $64,358 AT-Arts Distr Water Expansion Post 1/ Base $19,136 $0 $0 $0 $0 $0 $19,136 AT-Arts Distr Water Exp. S. of Bell Base $2,250 $0 $0 $0 $0 $0 $2,250 AT-Arts Distr Water Exp. N. of Bell Base $26,465 $0 $0 $0 $0 $0 $26,465 AT-Arts Distr WIFA Bonds Base $1,379 $0 $0 $0 $0 $0 $1,379 AT-Arts Distr General Base $8,580 $0 $0 $0 $0 $0 $8,580 AT-Arts Distr Wastewater Exp. E. of A Base $750 $0 $0 $0 $0 $0 $750 AT-Arts Distr Residential Solid Waste Base $1,000 $0 $0 $0 $0 $0 $1,000 AT-Arts Distr Proposed GO Bonds Base $41,977 $0 $0 $0 $0 $0 $41,977 AT-Arts Distr CIP Capital Projects Fun Base $10,092 $0 $0 $0 $0 $0 $10,092 AT-Arts Distr Outside Sources Base $23,281 $0 $0 $0 $0 $0 $23,281 AT-Arts Distr Highway User Base $69,433 $0 $0 $0 $0 $0 $69,433 AT-Arts Distr Streets Zone 3 Dev Fee Base $50,500 $0 $0 $0 $0 $0 $50,500 AT-Arts Distr Transportation Sales Tax Base $150,880 $0 $0 $0 $0 $0 $150,880 AT-Arts Distr Wastewater Base $48,511 $0 $0 $0 $0 $0 $48,511 $786,327 $0 $0 $0 $0 $0 $786,327 Category Funding Source Total Budget Total $250,000 Asphalt Repair and Replacement-MOC Project Number: PW01199 Council District: Acacia Project Location: Municipal Operation Center This project provides for asphalt repair and replacement of the entire parking area at the Municipal Operations Complex (MOC). Description: The parking area is now 29 years old and in need of repair. Heavy equipment traffic has deteriorated the asphalt. Budget by Fiscal Year Category Funding Source OT-Other Proposed GO Bonds Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $1,621,406 $0 $0 $0 $0 $0 $1,621,406 Total Budget $1,621,406 $0 $0 $0 $0 $0 $1,621,406 238 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Building Equipment Renovation and Replacement Project Number: PW00050 Council District: All Project Location: City Wide Projects planned for FY19 are to upgrade the Energy Management System (EMS) systems at 11 city buildings ($490,000), replace Description: the main fire panel at City Hall and the east parking garages ($150,000), replace the compressor for the City Hall Chiller ($49,000), replace west garage sump pumps ($40,000), and replace Uninterrupted Power Supply (UPS) batteries at City facilities annually ($20,000). We have approximately 460 batteries at various city facilities. These batteries are on a 5 year replacement cycle. The batteries replaced will vary by location, size and cost. $75,000 is being added each year in FY18-FY20 to have a comprehensive building assessment study conducted. The first year of the study will be for the all Public Safety facilities, second year is General Government facilities and the third year is for Community Services (not including Sports Complex) and Utilities facilities. Upgrade these EMS Systems in FY19: 1. PSAB $80,000 2. City Hall $90,000 3. DCSB $65,000 4. MOC $28,000 5. Rio Vista $24,000 6. IT $37,000 7. PCPA $45,000 8. Court $45,000 9. Council Chambers $21,000 10. Community Center $37,000 11. Sunrise Library $18,000. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Municipal Office Compl Carryover $60,481 $0 $0 $0 $0 $0 OT-Other Municipal Office Compl Carryover $82,261 $0 $0 $0 $0 $0 $82,261 SY-Study Municipal Office Compl Base $75,000 $50,000 $0 $0 $0 $0 $125,000 EQ-Equipme Municipal Office Compl Base $749,000 $140,000 $0 $0 $0 $0 $889,000 $966,742 $190,000 $0 $0 $0 $0 $1,156,742 Total Budget Total $60,481 Building Fixture and Finish Renovation Project Number: PW00060 Council District: City Wide Project Location: City Wide This program provides for the renovation of building fixtures and finishes. The Facilities Division reviews requests from Description: departments and staff to assess fixtures, paint and flooring. FY19 planned projects include replacing carpet at various City buildings and City Hall Complex improvements. 1. PSAB 2nd floor flooring PD ($120,000) 2. PSAB 1st floor Fire Admin and Channel 11 flooring ($35,700) 3. IT flooring ($50,000) 4. Update Wayfinding Signs outside city hall plaza ($20,000) 5. Paint City Hall soffits, fascia, and area handrails ($50,000) 6. Paint and replace damaged light bollards ($70,000) 7. Repair concrete throughout complex ($150,000) Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $65,215 $0 $0 $0 $0 $0 $65,215 Total Budget $65,215 $0 $0 $0 $0 $0 $65,215 Category Funding Source OT-Other Municipal Office Compl 239 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Chargeback Distribution FY2019 Project Number: CB02019 Council District: Project Location: Personnel costs associated with the design, acquisition of land, construction, and inspection of a capital project are charged back Description: to that project. This project, whose purpose is purely administrative, holds appropriation for all chargebacks. Individual capital projects are charged throughout the fiscal year for staff time dedicated to the delivery of those projects. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CD-Chargeba River Corridors & Trails Base $3,315 $0 $0 $0 $0 $0 $3,315 CD-Chargeba Transportation Sales Tax Base $1,003,531 $0 $0 $0 $0 $0 $1,003,531 CD-Chargeba Highway User Base $45,317 $0 $0 $0 $0 $0 $45,317 CD-Chargeba Proposed GO Bonds Base $336,170 $0 $0 $0 $0 $0 $336,170 CD-Chargeba Capital Projects Base $22,921 $0 $0 $0 $0 $0 $22,921 CD-Chargeba Wastewater Exp. W. of Base $3,494 $0 $0 $0 $0 $0 $3,494 CD-Chargeba Wastewater Exp. E. of A Base $3,494 $0 $0 $0 $0 $0 $3,494 CD-Chargeba Wastewater Base $105,488 $0 $0 $0 $0 $0 $105,488 CD-Chargeba Water Exp. N. of Bell Base $36,242 $0 $0 $0 $0 $0 $36,242 CD-Chargeba Water Exp. S. of Bell Base $10,483 $0 $0 $0 $0 $0 $10,483 CD-Chargeba Water Expansion Post 1/ Base $28,001 $0 $0 $0 $0 $0 $28,001 CD-Chargeba Water Base $145,544 $0 $0 $0 $0 $0 $145,544 $1,744,000 $0 $0 $0 $0 $0 $1,744,000 Total Budget City Hall Roof Replacement Project Number: PW00150 Council District: Acacia Project Location: City Hall Building The City Hall roof will be in excess of 30 years old in FY22 when the replacement roof is recommended for restoration. The Description: replacement will include a complete replacement of the underlayment, new tiles and flashing material. In FY2017, the four corner ridges of the City Hall roof were repaired at a cost of $15,000. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $1,396,890 CO-Construct Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,396,890 AT-Arts Base $0 $0 $0 $0 $0 $14,110 $14,110 $0 $0 $0 $0 $0 $1,411,000 $1,411,000 Proposed GO Bonds Total Budget 240 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities City Parks Parking Lots - Asphalt Replacement Project Number: PW00995 Council District: Various Project Location: Various locations The goal of this capital program is to establish a recurring pattern of asphalt surface maintenance to ensure the longevity of these Description: parking lots. The Streets Division acts as consultant to the Community Services Department to program, plan and prioritize projects in alternating years. In FY19, the team plans to perform complete pavement rehabilitations in the following parking lots: Deer Village Park; Fletcher Heights Park, Alta Vista Park; Sunnyslope Park. Budget by Fiscal Year Category Funding Source Carryover / Base OT-Other Proposed GO Bonds OT-Other GO Bonds 2015 CO-Construct GO Bonds 2015 Carryover OT-Other Proposed GO Bonds FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $67 $0 $0 $0 $0 $0 $67 Carryover $5,108 $0 $0 $0 $0 $0 $5,108 Base Total Budget Total $411 $0 $0 $0 $0 $0 $411 $440,000 $0 $150,000 $0 $261,000 $436,000 $1,287,000 $445,586 $0 $150,000 $0 $261,000 $436,000 $1,292,586 Citywide Security Program Project Number: PW00506 Council District: Various Project Location: Citywide This project addresses security issues under the guidance of the Citywide Security Committee. The projects carried over from Description: FY18 are replacement of equipment including video cameras, recorders and adding emergency phones at the Technology Center, Public Safety Administration Building and East Public Parking Garage. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other General Carryover $55,000 $0 $0 $0 $0 $0 $55,000 OT-Other General Carryover $41,292 $0 $0 $0 $0 $0 $41,292 Total Budget $96,292 $0 $0 $0 $0 $0 $96,292 241 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Community Assistance Resource Center Project Number: CD00008 Council District: Project Location: 83rd Ave & Cinnabar Ave The purpose of the Resource Center is to provide an easily accessible public location where non-profit agencies and City staff can Description: provide direct program services, intake and referral. Approximately six (6) non-profit agencies will be offered cubicle and private meeting space on a rotating and contractual basis and agencies will be selected based on community priorities. Examples include agencies dealing with illiteracy, cognitive disabilities, Alzheimer's, domestic violence, housing issues, etc. Budget by Fiscal Year Category Funding Source OT-Other Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total General Base $277,500 $0 $0 $0 $0 $0 $277,500 CO-Construct Community Dev Block Base $450,000 $0 $0 $0 $0 $0 $450,000 CO-Construct General Base $300,000 $0 $0 $0 $0 $0 $300,000 $1,027,500 $0 $0 $0 $0 $0 $1,027,500 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $400,000 $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 $400,000 Total Budget Operating Impacts Total Operating Impacts Community Works Program Project Number: COP0001 Council District: Project Location: Citywide The program provides a mechanism to fund smaller projects addressing more localized needs that may otherwise be overlooked in Description: the capital program and projects that either the Council feels are advantageous to meet the city's mission or present a timely opportunity that could be missed if pursued under the regular CIP approval process, or address an immediate need that cannot or should not wait for the regular CIP approval process. Below is a list of the projects planned for FY2019. Quick Response for Streets $140,000 Entry Monuments $80,000 Neighborhood Traffic Mitigation Program $50,000 Ped, Bike, Signing/Striping $75,000 Wall Painting $50,000 Streetlight Infill $60,000 Green Bike Lanes $45,000 Quick Response for Weed Abatement and ROW Maintenance $50,000 Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other Total Highway User Carryover $458,021 $0 $0 $0 $0 $0 CO-Construct Highway User Carryover $81,130 $0 $0 $0 $0 $0 $458,021 $81,130 CO-Construct General Carryover $150,000 $0 $0 $0 $0 $0 $150,000 $500,000 OT-Other Highway User Base $500,000 $0 $0 $0 $0 $0 OT-Other General Base $50,000 $0 $0 $0 $0 $0 $50,000 $1,239,151 $0 $0 $0 $0 $0 $1,239,151 Total Budget 242 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Council Chambers Building Repair Program Project Number: PW00510 Council District: Acacia Project Location: Municipal Office Complex The Council Chambers building is reaching an age where the building envelope and building technical systems are reaching the Description: end of their serviceable life. The funding in this program will provide for the planned repair, replacement, and upgrade of these systems on a prioritized need basis. Near term improvements in FY2020 and FY2022 include the replacement of joint sealants at building masonry joints and glazing systems, coordinated with the rehabilitation of exterior soffits, metal fascias, gutters, and the replacement of the concrete tile roof. Out year funding anticipates building HVAC system replacements and ADA upgrades. Budget by Fiscal Year Category Funding Source Carryover / Base OT-Other Proposed GO Bonds OT-Other Proposed GO Bonds FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Carryover $19,129 $0 $0 $0 $0 $0 $19,129 Carryover $110,058 $0 $0 $0 $0 $0 $110,058 $863,663 CO-Construct Proposed GO Bonds Base $0 $80,000 $0 $333,663 $0 $450,000 AT-Arts Base $0 $800 $0 $3,337 $0 $4,500 $8,637 $129,187 $80,800 $0 $337,000 $0 $454,500 $1,001,487 Proposed GO Bonds Total Budget Energy Efficiency Projects Project Number: PW00507 Council District: Project Location: Citywide Implimentation Description: of energy efficiency and solar energy projects at City Hall, the Technology Center, Rio Vista Recreation Center, the Performing Arts Center, the Development and Community Services Building, Sunrise Library, Fire Station 191, Fire Station 192, Fire Station 193, Fire Station 194, Fire Station 195, Fire Station 196, Fire Station 197, Fire Fleet Services, Pinnacle Peak Public Safety Building and Beardsley Waste Water Treatment Plant. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study Energy Efficiency Projec SY-Study General OT-Other OT-Other OT-Other FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $1,746 $0 $0 $0 $0 $0 $1,746 Carryover $14,863 $0 $0 $0 $0 $0 $14,863 Energy Efficiency Projec Carryover $941,216 $0 $0 $0 $0 $0 $941,216 Wastewater Carryover $21,003 $0 $0 $0 $0 $0 $21,003 Municipal Office Compl Carryover $160,545 $0 $0 $0 $0 $0 $160,545 Total Budget $1,139,373 $0 $0 $0 $0 $0 $1,139,373 243 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Fleet Heavy Duty Vehicle Lift Project Number: PW13010 Council District: Project Location: MOC Fleet building This project is to purchase and install a new heavy-duty vehicle lift. This will involve filling in the vehicle service pit at Fleet and Description: replacing it with a heavy-duty truck lift. The project will involve the demolition of utilities within the pit, and filling the pit with a compacted 6-inch concrete slab. It will also install new electrical service and compressed air for the lift. Budget by Fiscal Year Category Funding Source OT-Other Residential Solid Waste Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $620 $0 $0 $0 $0 $0 $620 Total Budget $620 $0 $0 $0 $0 $0 $620 Total Fleet Shop Repair Project Number: PW00306 Council District: Project Location: MOC 8850 N 79th Ave Phase 1 is the renovation of the existing 20,000 sq. ft. building to repair existing failures. Some of the major repairs include roof Description: repair ($35K), rain gutters replaced ($45K), a new air compressor system, a new fluid distribution system, coolers replaced ($20K), and a safety harness system for working on top of large truck bodies. The repairs will keep the building functional until a new facility can be constructed. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Highway User Base $100,000 $0 $0 $0 $0 $0 $100,000 CO-Construct Residential Solid Waste Base $100,000 $0 $0 $0 $0 $0 $100,000 CO-Construct General Base $100,000 $0 $0 $0 $0 $0 $100,000 $300,000 $0 $0 $0 $0 $0 $300,000 Category Funding Source Total Budget 244 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Impact Fee Study Project Number: CD00007 Council District: All Project Location: Citywide This study will update City impact fees. These fees should be updated every three years to ensure that they accurately recover the Description: cost of constructing infrastructure required by new development. The project will be coordinated with the Finance Department. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Park Imp Fee 2014 W of Carryover $9,000 $0 $0 $0 $0 $0 $9,000 SY-Study Parks Zone 2-Post 8/1/1 Carryover $4,000 $0 $0 $0 $0 $0 $4,000 SY-Study Park Imp Fee 2014 Bell t Carryover $9,000 $0 $0 $0 $0 $0 $9,000 SY-Study Fire/EmergSvs Imp Fees Carryover $9,000 $0 $0 $0 $0 $0 $9,000 SY-Study Law Enfrcmnt IF 2014 Carryover $9,000 $0 $0 $0 $0 $0 $9,000 SY-Study Street Impact Fees Z1 Po Carryover $18,000 $0 $0 $0 $0 $0 $18,000 SY-Study Streets Zone 3 Dev Fee Carryover $37,000 $0 $0 $0 $0 $0 $37,000 SY-Study Park Imp Fee 2014 W of Base $0 $9,000 $0 $0 $9,000 $9,000 $27,000 SY-Study Parks Zone 2-Post 8/1/1 Base $0 $9,000 $0 $0 $9,000 $9,000 $27,000 SY-Study Park Imp Fee 2014 Bell t Base $0 $9,000 $0 $0 $9,000 $9,000 $27,000 SY-Study Fire/EmergSvs Imp Fees Base $0 $9,000 $0 $0 $9,000 $9,000 $27,000 SY-Study Law Enfrcmnt IF 2014 Base $0 $9,000 $0 $0 $9,000 $9,000 $27,000 SY-Study Streets Zone 3 Dev Fee Base $0 $55,000 $0 $0 $55,000 $55,000 $165,000 $95,000 $100,000 $0 $0 $100,000 $100,000 $395,000 Total Budget Total MOC Fuel Island Project Number: PW00305 Council District: Acacia Project Location: MOC Install a central delivery system at the MOC fuel island for pumping of Diesel Exhaust Fluid (DEF) into vehicles running diesel Description: fuel. Provide engineering services as need to support the installation. Install an above ground storage tank, underground piping, and two dispensers. Associated electrical and connection to the TRAK fuel management system is included. This central delivery system will replace two temporary low volume pumping systems currently in use. Budget by Fiscal Year Category Funding Source Carryover / Base OT-Other Commercial Solid Waste OT-Other Commercial Solid Waste OT-Other General OT-Other General OT-Other General FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $734 $0 $0 $0 $0 $0 $734 Carryover $1,650 $0 $0 $0 $0 $0 $1,650 Carryover $63 $0 $0 $0 $0 $0 $63 Carryover $13,265 $0 $0 $0 $0 $0 $13,265 Carryover $7,035 $0 $0 $0 $0 $0 $7,035 Total Budget $22,747 $0 $0 $0 $0 $0 $22,747 245 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities MOC Site Lighting Improvements Project Number: PW00402 Council District: Project Location: Municipal Operations Center A study of the current lighting at the MOC was completed in October 2016. This CIP in FY18 will provide improvements to the Description: exterior lighting systems and reduce energy costs. The project will include engineering services, replacement of lighting fixtures with current technology LED lighting, and adding or replacing light poles to achieve a more uniformly lighted MOC yard. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $380,000 $0 $0 $0 $0 $0 $380,000 Total Budget $380,000 $0 $0 $0 $0 $0 $380,000 Category Funding Source OT-Other CIP Capital Projects Fun Total Network Infrastructure Replacement - Comm Theater Project Number: IT00030 Council District: Acacia Project Location: Community Theater Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Network infrastructure equipment at the Community Theater will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $10,000 $0 $0 $0 $0 $0 $10,000 $10,000 $0 $0 $0 $0 $0 $10,000 Total Budget Total Network Infrastructure Replacement - Community Ctr Project Number: IT00029 Council District: Acacia Project Location: Community Center Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Network infrastructure equipment at the Community Center will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $24,000 $0 $0 $0 $0 $0 $24,000 $24,000 $0 $0 $0 $0 $0 $24,000 Total Budget 246 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - Fire Stations Project Number: IT00009 Council District: Various Project Location: Fire Stations Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure in the fire stations will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $165,700 $0 $0 $0 $0 $0 $165,700 $165,700 $0 $0 $0 $0 $0 $165,700 Total Budget Total Network Infrastructure Replacement - Lib & Council Project Number: IT00022 Council District: Acacia Project Location: Main Library & Council Chambers Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure equipment at the Main Library and Council Chambers will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $0 $0 $0 $0 $60,000 Total Budget Total Network Infrastructure Replacement - Microwave WAN Project Number: IT00026 Council District: Various Project Location: Citywide Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Microwave WAN infrastructure equipment at various city locations will require replacement in FY21, FY24, and FY27. Budget by Fiscal Year Category Funding Source OT-Other IT Reserve Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $60,000 $0 $0 $0 $0 $0 $60,000 Total Budget $60,000 $0 $0 $0 $0 $0 $60,000 247 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Network Infrastructure Replacement - MOC Project Number: IT00014 Council District: Acacia Project Location: MOC Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all City departments. Infrastructure in the Municipal Operations Center (MOC) will require replacement in FY20 and FY25. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $59,846 EQ-Equipme Highway User Base $0 $29,923 $0 $0 $0 $29,923 EQ-Equipme General Base $0 $31,790 $0 $0 $0 $31,790 $63,580 $0 $61,713 $0 $0 $0 $61,713 $123,426 Total Budget Network Infrastructure Replacement - Rio Vista Project Number: IT00023 Council District: Ironwood Project Location: Rio Vista Rec Center & Park Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Infrastructure equipment at Rio Vista Recreation Center and Park will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $60,000 $0 $0 $0 $0 $0 $60,000 $60,000 $0 $0 $0 $0 $0 $60,000 Total Budget Total Network Infrastructure Replacement - Security Project Number: IT00021 Council District: Acacia Project Location: Technology Center Establish funding for network infrastructure replacement, including all network infrastructure equipment. Network equipment Description: would be replaced as it reaches the end of its useful life (typically five to seven years), or as performance and/or growth issues require to provide acceptable and uninterrupted service to all city departments. Security network infrastructure, including firewalls, network monitoring, and network authentication, throughout the city will require replacement in FY19 and FY24. Budget by Fiscal Year Category Funding Source EQ-Equipme IT Reserve Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $240,000 $0 $0 $0 $0 $0 $240,000 $240,000 $0 $0 $0 $0 $0 $240,000 Total Budget 248 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Parking Lot Maintenance for City Buildings Project Number: PW11150 Council District: All Project Location: Citywide This project will address the need for ongoing repairs and maintenance for parking lots at City facilities. Description: Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other General Carryover $95,000 $0 $0 $0 $0 $0 OT-Other General Carryover $236 $0 $0 $0 $0 $0 $236 Total Budget $95,236 $0 $0 $0 $0 $0 $95,236 Total $95,000 Peoria Center for Performing Arts Chiller Project Number: PW00080 Council District: Acacia Project Location: 8355 W. Peoria Avenue The Peoria Center for Performing Arts (PCPA) is 11 years old. It now requires refurbishment and enhancements to maintain a Description: high quality level of performance and improvement of operational efficiencies. Work in FY19 will include replacement of the chiller ($475,000. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study General Carryover $50,000 $0 $0 $0 $0 $0 OT-Other General Carryover $524 $0 $0 $0 $0 $0 $524 $475,000 $0 $0 $0 $0 $0 $475,000 $525,524 $0 $0 $0 $0 $0 $525,524 EQ-Equipme Percent for the Arts Base Total Budget Total $50,000 Peoria Transit Center Project Number: PW00325 Council District: Acacia Project Location: TBD The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a transit center located in Description: Peoria. It is anticipated that the transit center will be co-located with a Peoria Park and Ride facility. The location of the facility will be determined by an implementation study. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Outside Sources Base $0 $0 $0 $0 $0 $156,575 $156,575 CO-Construct Outside Sources Base $0 $0 $0 $0 $0 $2,342,381 $2,342,381 CB-Chargeba Outside Sources Base $0 $0 $0 $0 $0 $43,225 $43,225 AT-Arts Base $0 $0 $0 $0 $0 $24,990 $24,990 $0 $0 $0 $0 $0 $2,567,171 $2,567,171 Outside Sources Total Budget 249 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Public Safety Building Needs Project Number: PW00090 Council District: Project Location: Various Public Safety Facilities This request includes approximately $90,000 to upgrade the EMS systems at Fire Stations 191, 192, 193, 194, 196 and 197 in Description: FY19. It additionally includes $148,000 to replace air conditioning units/coolers at Fire Stations 191, 193, 194 and 195 in FY19. Replacement of air conditioning units/coolers at Fire Stations 195 will be completed in FY20. Also funded in FY19 are approximately $30,000 for facility refurbishment and a replacement Fire Alarm panel for Fire Station 193. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other General Carryover $15,522 $0 $0 $0 $0 $0 OT-Other General Carryover $1 $0 $0 $0 $0 $0 $1 $268,000 $155,000 $0 $0 $0 $0 $423,000 $283,523 $155,000 $0 $0 $0 $0 $438,523 EQ-Equipme General Base Total Budget Total $15,522 Pyramid Peak Radio Site Project Number: IT00035 Council District: Mesquite Project Location: Pyramid Peak Plant This project will provide a new communications site to provide enhanced radio coverage primarily in the northeast part of Peoria. Description: Due to the mountainous terrain, the existing radio system does not provide adequate ocverage for this area. The site plans include a lattice-style tower and moving an existing shelter to house the site radio equipment. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other CIP Capital Projects Fun Carryover $878,628 $0 $0 $0 $0 $0 $878,628 Total Budget $878,628 $0 $0 $0 $0 $0 $878,628 Total Radio Subscriber Replacements Project Number: IT00018 Council District: Various Project Location: Citywide The City's subscriber radio units deployed citywide will require replacement in order to continue operation on the RWC network. Description: Subscriber replacements began in FY16 and will continue through FY20. Budget by Fiscal Year Category Funding Source EQ-Equipme Proposed GO Bonds Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $549,535 $549,535 $0 $0 $0 $0 $1,099,070 $549,535 $549,535 $0 $0 $0 $0 $1,099,070 Total Budget 250 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Operational Facilities Renovate Main Library Project Number: PW00509 Council District: Acacia Project Location: Municipal Office Complex The Main Library, constructed in 1991, has had no major renovations or furniture replacements since its construction. This Description: project originally planned for interior and building systems refurb/replacement. In FY17, furniture modernization was prioritized; FY18 focused on fixed seating and ADA enhancements in the Willow Room, roof and HVAC system repairs, while developing a strategic plan for service delivery that includes citizen engagement and will inform how Main Library renovations will respond to system-wide needs; Improvements in FY19 and beyond will be informed by the strategic plan’s final recommendations and funding requests will be adjusted accordingly. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 OT-Other Proposed GO Bonds Carryover DS-Design Proposed GO Bonds Base CO-Construct Proposed GO Bonds FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $200,000 $0 $0 $0 $0 $0 $200,000 $200,000 $0 $0 $0 $0 $400,000 Base $0 $1,200,990 $1,200,990 $0 $0 $0 $2,401,980 CB-Chargeba Proposed GO Bonds Base $0 $75,000 $75,000 $0 $0 $0 $150,000 AT-Arts Base $0 $14,010 $12,010 $0 $0 $0 $26,020 $400,000 $1,490,000 $1,288,000 $0 $0 $0 $3,178,000 Proposed GO Bonds Total Budget Total $200,000 Transit Park and Ride Lot Project Number: PW00335 Council District: Acacia Project Location: TBD The Regional Transportation Plan, which is funded by the regional transportation sales tax, includes a transit park and ride lot Description: located in Peoria. It is anticipated that the park and ride lot will be co-located with a Peoria Transit Center. The location of the facility will be determined by an implementation study. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other Outside Sources Carryover $4,603,047 $0 $0 $0 $0 $0 LA-Land Acq Outside Sources Carryover $2,138,675 $0 $0 $0 $0 $0 $2,138,675 Total Budget $6,741,722 $0 $0 $0 $0 $0 $6,741,722 Total $4,603,047 Vistancia Radio Site Project Number: IT00034 Council District: Mesquite Project Location: Vistancia Due to current radio system coverage that is less than sufficient in the northern area, an additional radio site is being requested in Description: the Vistancia area. Site development, including environmental studies will be conducted. The new site will include a shelter, tower, generator, radio equipment, and microwave backhaul equipment. Budget by Fiscal Year Category Funding Source EQ-Equipme Proposed GO Bonds Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $2,000,000 $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $0 $0 $0 $0 $0 $2,000,000 Total Budget 251 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks, Trails and Open Space Quality of life initiatives, such as those represented by parks, libraries, open space, and trails projects, are an important component of the Capital Improvement Program. Rio Vista and Pioneer Community Park each offer lighted ball fields, extensive picnic grounds, shaded playgrounds, a water play area, batting cages, an urban lake, and much, much more. Neighborhood parks provide recreational amenities close to home, while the city’s evergrowing network of trails accommodates walkers, joggers, strollers, bicyclists, rollerbladers, and equestrians. Funding for parks, libraries, open space, and trails projects is primarily from general obligation bonds and development impact fees. Projects in the 10-year program include development of a new community park in the northern portion of Peoria, design and construction of a southern access point to the New River Trail system near the south side of Olive in the vicinity of 99th Avenue, inception of a neighborhood parks refresh program as well as a continued commitment to maintaining the city’s retention basins. Parks Total - $77,859,775 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY19 FY20 FY21 FY22 FY23 252 FY24 FY25 FY26 FY27 FY28 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Community Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $0 $0 $500,000 $0 $0 $0 $500,000 4252 - Proposed GO Bonds $20,613,876 $0 $43,765 $0 $0 $0 $20,657,641 4550 - CIP Capital Projects Fund $10,000,000 $0 $2,000,000 $0 $0 $0 $12,000,000 $0 $0 $0 $13,000,000 $0 $0 $13,000,000 $220,000 $0 $0 $0 $0 $0 $220,000 7907 - NeighPkDevl Fees - Z2 Post 1/1/12 $1,210,000 $0 $0 $0 $0 $0 $1,210,000 7908 - NeighPkDevl Fees - Z3 Post 1/1/12 $755,000 $0 $0 $0 $0 $0 $755,000 7910 - Citywide Park/Rec Facility Dev $1,336,001 $0 $0 $0 $0 $0 $1,336,001 7911 - Community Park Dev Fee - Post $310,166 $0 $0 $0 $0 $0 $310,166 7942 - Parks Zone 2-Post 8/1/14 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 7943 - Park Imp Fee 2014 W of Agua Fria $2,700,000 $0 $0 $0 $0 $0 $2,700,000 Total - Parks - Community $38,645,043 $0 $2,543,764 $13,000,000 $0 $0 $54,188,808 1000 - General 5040 - Non-GO Bond Debt 7904 - Neighborhood Park Dev Zone 2 253 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Community Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Northern Community Park $38,645,043 $0 $2,543,764 $13,000,000 $0 $0 $54,188,808 Total - Parks - Community $38,645,043 $0 $2,543,764 $13,000,000 $0 $0 $54,188,808 254 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Neighborhood Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $862,665 $0 $0 $0 $0 $0 $862,665 4252 - Proposed GO Bonds $2,772,461 $1,551,369 $0 $0 $0 $0 $4,323,830 4550 - CIP Capital Projects Fund $1,100,103 $0 $0 $0 $0 $0 $1,100,103 Total - Parks - Neighborhood $4,735,229 $1,551,369 $0 $0 $0 $0 $6,286,598 4251 - GO Bonds 2015 255 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Neighborhood Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Country Meadows Park Improvements $239,613 $1,234,018 $0 $0 $0 $0 $1,473,631 Sonoran Mountain Ranch Park Improvements $58,095 $317,351 $0 $0 $0 $0 $375,446 The Meadows Neighborhood Park $4,437,521 $0 $0 $0 $0 $0 $4,437,521 Total - Parks - Neighborhood $4,735,229 $1,551,369 $0 $0 $0 $0 $6,286,598 256 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Other Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 1000 - General $2,583,250 $435,000 $0 $0 $0 $0 $3,018,250 2000 - Sports Complex $193,000 $0 $0 $0 $0 $0 $193,000 4252 - Proposed GO Bonds $474,000 $1,212,000 $0 $0 $0 $0 $1,686,000 4810 - Outside Sources $80,000 $0 $0 $0 $0 $0 $80,000 7904 - Neighborhood Park Dev Zone 2 $42,000 $0 $0 $0 $0 $0 $42,000 7941 - Park Imp Fee 2014 Bell to P.Peak $42,000 $0 $0 $0 $0 $0 $42,000 7943 - Park Imp Fee 2014 W of Agua Fria $42,000 $0 $0 $0 $0 $0 $42,000 $3,456,250 $1,647,000 $0 $0 $0 $0 $5,103,250 Total - Parks - Other 257 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Other Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Ball Field Lighting $300,000 $0 $0 $0 $0 $0 $300,000 Community Services ADA Compliance $490,000 $0 $0 $0 $0 $0 $490,000 Community Services Master Plan $300,000 $0 $0 $0 $0 $0 $300,000 $0 $1,212,000 $0 $0 $0 $0 $1,212,000 Irrigation and Turf Improvements $200,000 $0 $0 $0 $0 $0 $200,000 Neighborhood Parks Refresh Program $270,000 $270,000 $0 $0 $0 $0 $540,000 Park and Recreation Facility Refurbishment $1,267,250 $0 $0 $0 $0 $0 $1,267,250 Retention Basin Improvement $464,000 $0 $0 $0 $0 $0 $464,000 Retention Basin Refresh Program $165,000 $165,000 $0 $0 $0 $0 $330,000 $3,456,250 $1,647,000 $0 $0 $0 $0 $5,103,250 Inclusive Playgrounds Total - Parks - Other 258 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 4150 - Capital Projects $142,500 $171,655 $254,364 $326,040 $0 $0 $894,559 4251 - GO Bonds 2015 $1,706,267 $0 $0 $0 $0 $0 $1,706,267 $975,032 $0 $0 $787,923 $1,951,810 $1,595,000 $5,309,765 $2,531,722 $0 $0 $0 $0 $0 $2,531,722 $0 $0 $0 $1,545,788 $0 $0 $1,545,788 7920 - River Corridors & Trails Dev $270,610 $22,409 $0 $0 $0 $0 $293,019 Total - Parks - Trails & Open Space $5,626,131 $194,064 $254,364 $2,659,751 $1,951,810 $1,595,000 $12,281,120 4252 - Proposed GO Bonds 4550 - CIP Capital Projects Fund 4810 - Outside Sources 259 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 75th Avenue and Deer Valley Trailhead $56,827 $0 $0 $0 $0 $0 $56,827 83rd Avenue and Village Parkway Trailhead $250,000 $0 $0 $0 $0 $0 $250,000 $1,974,208 $0 $0 $0 $0 $0 $1,974,208 $0 $0 $0 $0 $0 $1,595,000 $1,595,000 $808,374 $194,064 $0 $0 $0 $0 $1,002,438 $0 $0 $254,364 $1,871,828 $0 $0 $2,126,192 $2,536,722 $0 $0 $0 $0 $0 $2,536,722 $0 $0 $0 $787,923 $1,951,810 $0 $2,739,733 $5,626,131 $194,064 $254,364 $2,659,751 $1,951,810 $1,595,000 $12,281,120 99th Ave and Olive Trailhead New River Trail - Villa Lindo and Pinnacle Pk New River Trail; Williams Rd to Happy Valley Rd Skunk Creek Multi-Use Path Sonoran Preservation Program (Open Space) Trailhead at Vistancia Total - Parks - Trails & Open Space 260 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Community Northern Community Park Project Number: CS00059 Council District: Mesquite Project Location: Lake Pleasant Parkway at Dixileta Dr. This is a request to fund the development of a community park in the northern portion of Peoria. In FY 2015, a study was Description: conducted that concluded that the New River Dam impoundment area near Lake Pleasant Parkway and Dixileta Drive was the most viable location for the next community park. The study evaluated multiple parcels and analyzed landform factors, infrastructure requirements, and costs of acquisition. Park test fit concepts were presented to the public in early 2016 in a series of public meetings. Park amenities will be similar to those offered at Rio Vista and Pioneer Community Parks including lighted fields, playgrounds, ball courts, a fishing lake, and a possible trailhead. Funding will be used for expenses related to, design, construction, development fees, outside agency and public utility agreements, and park related capital equipment costs. A future phase of development (not funded) includes a recreation center and pool. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study Community Park Dev Fe OT-Other Parks Zone 2-Post 8/1/1 OT-Other FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Carryover $14,450 $0 $0 $0 $0 $0 $14,450 Carryover $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Community Park Dev Fe Carryover $2,073 $0 $0 $0 $0 $0 $2,073 CO-Construct Park Imp Fee 2014 W of Carryover $2,700,000 $0 $0 $0 $0 $0 $2,700,000 CO-Construct Community Park Dev Fe Carryover $293,643 $0 $0 $0 $0 $0 $293,643 CO-Construct Citywide Park/Rec Facili Carryover $1,336,001 $0 $0 $0 $0 $0 $1,336,001 CO-Construct NeighPkDevl Fees - Z3 Carryover $755,000 $0 $0 $0 $0 $0 $755,000 CO-Construct NeighPkDevl Fees - Z2 Carryover $1,210,000 $0 $0 $0 $0 $0 $1,210,000 CO-Construct Neighborhood Park Dev Carryover $220,000 $0 $0 $0 $0 $0 $220,000 CO-Construct CIP Capital Projects Fun Carryover $10,000,000 $0 $0 $0 $0 $0 $10,000,000 CO-Construct Proposed GO Bonds Carryover $20,613,876 $0 $0 $0 $0 $0 $20,613,876 CO-Construct Non-GO Bond Debt Base $0 $0 $0 $13,000,000 $0 $0 $13,000,000 CO-Construct CIP Capital Projects Fun Base $0 $0 $2,000,000 $0 $0 $0 $2,000,000 CO-Construct Proposed GO Bonds Base $0 $0 $43,765 $0 $0 $0 $43,765 CO-Construct General Base $0 $0 $500,000 $0 $0 $0 $500,000 $38,645,043 $0 $2,543,764 $13,000,000 $0 $0 $54,188,808 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Personal OPS $0 $806,088 $806,088 $806,088 $806,088 $4,030,440 $7,254,792 Non-Pers OPS $0 $699,857 $699,857 $699,857 $699,857 $3,499,285 $6,298,713 Non-Pers OPS $0 $36,600 $36,600 $36,600 $36,600 $183,000 $329,400 Total Operating Impacts $0 $1,542,545 $1,542,545 $1,542,545 $1,542,545 $7,712,725 $13,882,905 Total Budget Operating Impacts 261 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Neighborhood Country Meadows Park Improvements Project Number: CS00203 Council District: Pine Project Location: W. Butler Dr. & N. 111th Ave. This project entails the update of park amenities that will be determined through a public input process. A design professional will Description: be chosen to assist the City in facilitating public meeting(s) and preparing visuals of amenity alternatives. The City will utilize its contracted Parks Job Order Contractor(s) to advise on project costs and for project construction in the subsequent year. Amenities at Country Meadows Park could include an airnasium, dog park, or skate plaza. Minor enhancements of existing playgrounds, fall surfacing, lighting repairs, and/or a restroom refresh would be undertaken concurrently. The design, public input of the project is scheduled for January 2019. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Proposed GO Bonds Base $239,613 $1,198,064 $0 $0 $0 $0 $1,437,677 CB-Chargeba Proposed GO Bonds Base $0 $23,973 $0 $0 $0 $0 $23,973 AT-Arts Base $0 $11,981 $0 $0 $0 $0 $11,981 $239,613 $1,234,018 $0 $0 $0 $0 $1,473,631 Category Funding Source Proposed GO Bonds Total Budget Total Sonoran Mountain Ranch Park Improvements Project Number: CS00204 Council District: Mesquite Project Location: N. Chaffen Blvd & W. Miner Trail This project entails the update of park amenities that will be determined through a public input process. A design professional will Description: be chosen to assist the City in facilitating public meeting(s) and preparing visuals of amenity alternatives. The City will utilize its contracted Parks Job Order Contractor(s) to advise on project costs and for project construction in the subsequent year. Amenities at Sonoran Mountain Ranch Park could include a hard court shade structure, enhanced playground shade, skate pad, misting pad, or fenced dog run. Minor enhancements of existing playground fall surfacing, lighting repairs, and/or a restroom refresh would be undertaken concurrently. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Proposed GO Bonds Base $58,095 $290,473 $0 $0 $0 $0 $348,568 CB-Chargeba Proposed GO Bonds Base $0 $23,973 $0 $0 $0 $0 $23,973 AT-Arts Base $0 $2,905 $0 $0 $0 $0 $2,905 $58,095 $317,351 $0 $0 $0 $0 $375,446 Category Funding Source Proposed GO Bonds Total Budget 262 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Neighborhood The Meadows Neighborhood Park Project Number: CS00086 Council District: Ironwood Project Location: Northern Camino a Lago Area (south of Pinnacle Peak Rd.) This project involves development of a neighborhood park in the North section of the Camino a Lago site (The Meadows). This Description: project includes land acquisition, design and construction of a 10 - acre neighborhood park with typical amenities such as playgrounds, picnic shelters, hard court surfacing, landscaping, restroom, lighted multi-use fields, etc. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct CIP Capital Projects Fun Base $1,100,103 $0 $0 $0 $0 $0 $1,100,103 CO-Construct Proposed GO Bonds Base $2,474,753 $0 $0 $0 $0 $0 $2,474,753 CO-Construct GO Bonds 2015 Base $862,665 $0 $0 $0 $0 $0 $862,665 $4,437,521 $0 $0 $0 $0 $0 $4,437,521 Category Funding Source Total Budget Operating Impacts Total FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Personal OPS $0 $46,914 $46,914 $46,914 $46,914 $234,570 $422,226 Non-Pers OPS $0 $115,370 $115,370 $115,370 $115,370 $576,850 $1,038,330 Capital OPS $0 $28,500 $0 $0 $0 $0 $28,500 Total Operating Impacts $0 $190,784 $162,284 $162,284 $162,284 $811,420 $1,489,056 263 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Other Ball Field Lighting Project Number: CS00195 Council District: Mesquite Project Location: Northern Peoria This is a request for multi-use field lighting in Northern Peoria as parks are developed. A current site under review is the Meadows Description: Park which will be next to a potential future school site. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $300,000 $0 $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $300,000 CO-Construct Proposed GO Bonds Total Budget Operating Impacts Total FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $16,000 $16,000 $16,000 $16,000 $80,000 $144,000 Total Operating Impacts $0 $16,000 $16,000 $16,000 $16,000 $80,000 $144,000 Community Services ADA Compliance Project Number: CS00177 Council District: Project Location: city wide Title II of the Americans with Disabilities Act (ADA) requires that all municipal sites and facilities be evaluated for accessibility Description: to the programs and services provided, including those that existed before 1992. In September 2010, the Department of Justice published a new ADA Title II regulation that included new accessibility standards known as the “2010 ADA Standards for Accessible Design”. The City of Peoria is required to use these new “2010 ADA Standards for Accessible Design” to evaluate all existing sites. Budget by Fiscal Year Category Funding Source CO-Construct General OT-Other General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $390,000 $0 $0 $0 $0 $0 Base $100,000 $0 $0 $0 $0 $0 $100,000 $490,000 $0 $0 $0 $0 $0 $490,000 Total Budget 264 Total $390,000 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Other Community Services Master Plan Project Number: CS00067 Council District: Citywide Project Location: Citywide This project is a request to update the comprehensive Community Services Master Plan (CSMP) to guide and assist with Description: development and prioritization, especially in the northern portion of the city. The project will include a thorough inventory analysis, benchmarking study, community input surveys, public meetings and comments to help direct the future program and development of parks, recreation, open spaces, and trails. This project is scheduled to start in January 2019. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Park Imp Fee 2014 W of Base $42,000 $0 $0 $0 $0 $0 $42,000 Park Imp Fee 2014 Bell t Base $42,000 $0 $0 $0 $0 $0 $42,000 SY-Study Neighborhood Park Dev Base $42,000 $0 $0 $0 $0 $0 $42,000 SY-Study Proposed GO Bonds Base $174,000 $0 $0 $0 $0 $0 $174,000 $300,000 $0 $0 $0 $0 $0 $300,000 Category Funding Source SY-Study SY-Study Total Budget Total Inclusive Playgrounds Project Number: CS00205 Council District: Project Location: various This is a request to install/replace inclusive/accessible play areas at Rio Vista Park. This request expands the amenties offered to Description: an expanded population. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Proposed GO Bonds Base $0 $1,200,000 $0 $0 $0 $0 AT-Arts Base $0 $12,000 $0 $0 $0 $0 $12,000 $0 $1,212,000 $0 $0 $0 $0 $1,212,000 Proposed GO Bonds Total Budget 265 $1,200,000 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Other Irrigation and Turf Improvements Project Number: CS00208 Council District: Project Location: AsDescription: a result of our recent Irrigation and Turf Reduction study, we are proposing the process to become more resourceful and sustainable with our water resources. The study has specifically identified key areas and strategies that we are looking to implement and execute for the long-term savings, stewardship, and vegetative quality of park sites. The focus is to execute turf reduction strategies identified in the turf and irrigation reduction study. Turf areas identified for reduction are non-use areas that require additional resources to maintain. The enhancements will provide a better quality turf to the remaining area due to the ability to reallocate resources to a smaller defined area. Projects may include a renovation or infrastructure enhancements that are needed such as pump starters, mainline upsizing and valve replacements. The study identified that the divisions are watering to their budget, but below expected plant requirements. The reduction will allow to enhance existing sites without increasing water costs. The first project is Parkridge Park. Budget by Fiscal Year Category Funding Source OT-Other General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $200,000 $0 $0 $0 $0 $0 $200,000 $200,000 $0 $0 $0 $0 $0 $200,000 Total Budget Total Neighborhood Parks Refresh Program Project Number: CS00019 Council District: Project Location: Various Partial renovation/refresh of existing City maintained neighborhood parks. Landscape renovations to include heavy vegetative Description: cleanup with tree crown cleaning and shrub cleanup. Irrigation repairs/replacement to landscape drip systems as necessary. Replacement of lost trees and/or shrubs. Top-dress existing granite with new granite or stabilized DG (depending on site conditions). Includes utility location services for tree planting. Option to review turf grass condition to apply appropriate cultural practices. The focus of this program will work in combination with the facilities request. This request will address the soft scrap from the curb into the park to provide an aesthetically pleasing view from the roadway and would match up with the improvement from the outer ring to improvement within the park. It will allow staff to place and reconfigure the right tree/plant in the proper place. An example would be removing sisso trees away from sidewalks and replanting with an appropriate species that won't impact walkways. The first parks to be refurbished would be Fletcher Heights North and Alta Vista Parks in year one and Sundance and Sweetwater Parks in year two. Budget by Fiscal Year Category Funding Source OT-Other General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $270,000 $270,000 $0 $0 $0 $0 $540,000 $270,000 $270,000 $0 $0 $0 $0 $540,000 Total Budget 266 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Other Park and Recreation Facility Refurbishment Project Number: CS00185 Council District: Project Location: various This is a request to refurbish/replace items at the following locations: Sweetwater Park, Sunrise, Centennial and Peoria Pools, Description: WestWing Park and the Sports Complex. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct General Total Carryover $500,000 $0 $0 $0 $0 $0 OT-Other Outside Sources Base $80,000 $0 $0 $0 $0 $0 $80,000 OT-Other Sports Complex Base $193,000 $0 $0 $0 $0 $0 $193,000 OT-Other General Base $494,250 $0 $0 $0 $0 $0 $494,250 $1,267,250 $0 $0 $0 $0 $0 $1,267,250 Total Budget $500,000 Retention Basin Improvement Project Number: CS00017 Council District: Willow Project Location: 109th and Adams Enhancement of City maintained retention basin BN005 (109th/Adams) from the overall retention basin prioritized list. Landscape Description: improvements to include irrigation redesign, tree planting, shrub planting, and removal and replacement of DG granite. Optional turf additions (where applicable). Potential amenities could include seating benches, pet waste stations, etc. Budget by Fiscal Year Category Funding Source OT-Other General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $464,000 $0 $0 $0 $0 $0 $464,000 $464,000 $0 $0 $0 $0 $0 $464,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $18,250 $18,750 $19,250 $19,500 $105,000 $180,750 $0 $18,250 $18,750 $19,250 $19,500 $105,000 $180,750 Total Budget Operating Impacts Total Operating Impacts 267 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Other Retention Basin Refresh Program Project Number: CS00004 Council District: Project Location: Various Partial renovation or refresh of existing storm water retention basins owned by the City based on a prioritized ranking of current Description: landscape conditions. Landscape renovations to include heavy vegetative cleanup with tree crown cleaning, irrigation repairs and replacement as necessary. Replacement of lost trees and/or shrubs. Top-dress existing granite with new granite. Includes utility location services for tree planting. Option to review function and capacity of drywells. Funds will be utilized to execute the prioritized list of retention basins. The refresh will include irrigation repairs, plant replacements, DG refresh and tree lifting, dry well servicing/repair, outfall/inlet repairs. The majority of the vegetative refurbishment will occur 20-30 feet off the boundary property lines. The prioirites will be based on the prioritized list. Budget by Fiscal Year Category Funding Source OT-Other General Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $165,000 $165,000 $0 $0 $0 $0 $330,000 $165,000 $165,000 $0 $0 $0 $0 $330,000 Total Budget 268 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space 75th Avenue and Deer Valley Trailhead Project Number: CS00173 Council District: Willow Project Location: 75th Avenue and Deer Valley This project will provide a connection to the New River Trail from the south side of Deer Valley Road, and will include shade, Description: benches, drinking fountains, and limited parking. This project will provide a vital link for both pedestrian and bicycles, as it will enable the extension of bike lanes on Deer Valley Road to New River and will provide direct access to the Deer Valley Road underpass and New River Trail. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $56,827 $0 $0 $0 $0 $0 $56,827 Total Budget $56,827 $0 $0 $0 $0 $0 $56,827 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 CO-Construct GO Bonds 2015 Operating Impacts Total Operating Impacts Total 83rd Avenue and Village Parkway Trailhead Project Number: CS00156 Council District: Willow Project Location: 83rd Avenue and Village Parkway With the path connection complete to the New River the next phase will include: design and construction off-street parking, Description: drinking fountain, resting area and landscaping. Budget by Fiscal Year Category Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $250,000 $0 $0 $0 $0 $0 $250,000 Total Budget $250,000 $0 $0 $0 $0 $0 $250,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Funding Source CO-Construct Proposed GO Bonds Operating Impacts 269 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space 99th Ave and Olive Trailhead Project Number: CS00088 Council District: Pine Project Location: 99th Avenue and Olive Avenue This project is for design and construction of an access point to the New River Trail system with comfort facilities such as a shade Description: ramadas, drinking fountain, and resting areas. Coordination is necessary with the Maricopa County Flood Control District through the existing IGA. The extent of remediation of buried landfill debris within the trailhead and access road impact area is under evaluation. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Proposed GO Bonds Carryover $452,432 $0 $0 $0 $0 $0 $452,432 CO-Construct GO Bonds 2015 Carryover $1,521,776 $0 $0 $0 $0 $0 $1,521,776 Total Budget $1,974,208 $0 $0 $0 $0 $0 $1,974,208 Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $15,000 $15,000 $15,000 $15,000 $15,000 $75,000 $150,000 Total Operating Impacts $15,000 $15,000 $15,000 $15,000 $15,000 $75,000 $150,000 New River Trail - Villa Lindo and Pinnacle Pk Project Number: CS00196 Council District: Project Location: West Side New River; Pinnacle Pk Rd to Happy Valley Rd "This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, extending utilities, construction and construction administration for two sections of New River Trail: 1) approximately 2,500 ft. of new concrete trail along the west side of New River from the proposed Riverwalk subdivision to the south boundary of the Caballos Del Rio subdivision and 2) approximately 1,000 ft. of new concrete trail along Pinnacle Pk Rd extending from the Riverwalk subdivision trail, a pedestrian bridge over New River and a connection to the trail on the east side of New River. The improvements will include: acquisition of necessary trail easements, environmental evaluation, clearing and grubbing, excavation and grading, construction of a 12' wide concrete trail with 2' shoulders on each side and construction of the pedestrian bridge. The proposed trail will follow existing dirt paths. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. " Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Proposed GO Bonds Base $0 $0 $0 $0 $0 $193,000 $193,000 CO-Construct Proposed GO Bonds Base $0 $0 $0 $0 $0 $1,335,000 $1,335,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $0 $0 $53,000 $53,000 AT-Arts Base $0 $0 $0 $0 $0 $14,000 $14,000 $0 $0 $0 $0 $0 $1,595,000 $1,595,000 Proposed GO Bonds Total Budget 270 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space New River Trail; Williams Rd to Happy Valley Rd Project Number: CS00128 Council District: Mesquite Project Location: East side of New River between Pinnacle Peak and Happy Valley Road New River Trail; Williams Rd to Happy Valley Rd. This project is separated into 2 Phases; Phase 1 - Williams Rd to Pinnacle Pk Description: Rd and, Phase 2 - Pinnacle Pk Rd to Happy Valley Rd. Phase 1 - Provides for the coordination with the City of Glendale, adjacent property owners, public involvement, design, ROW acquisition, utility coordination, construction and construction administration for the construction of the low-water crossing at New River connecting the City's trail that terminates at Williams Rd on the west side of New River to the City of Glendale's New River Trail Path to be located on the east side of New River. Glendale's trail will extend from Hillcrest Blvd to Pinnacle Pk Rd. Phase 2 - Provides for the coordination with adjacent property owners, public involvement, design, land acquisition, utility coordination, construction and construction administration for the remaining sections of the trail along the east side of New River and extending from Pinnacle Peak Road to Happy Valley Road. The improvements will include: clearing and grubbing, obtaining new easements, construction of a concrete trail. This project may also require processing of design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct River Corridors & Trails Carryover $250,000 $0 $0 $0 $0 $0 $250,000 CO-Construct Proposed GO Bonds Carryover $272,600 $0 $0 $0 $0 $0 $272,600 CO-Construct GO Bonds 2015 Carryover $122,664 $0 $0 $0 $0 $0 $122,664 LA-Land Acq River Corridors & Trails Base $20,610 $0 $0 $0 $0 $0 $20,610 LA-Land Acq Capital Projects Base $142,500 $0 $0 $0 $0 $0 $142,500 CO-Construct River Corridors & Trails Base $0 $18,367 $0 $0 $0 $0 $18,367 CO-Construct Capital Projects Base $0 $140,697 $0 $0 $0 $0 $140,697 CB-Chargeba River Corridors & Trails Base $0 $4,042 $0 $0 $0 $0 $4,042 CB-Chargeba Capital Projects Base $0 $30,958 $0 $0 $0 $0 $30,958 $808,374 $194,064 $0 $0 $0 $0 $1,002,438 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Personal OPS $0 $46,914 $46,914 $46,914 $46,914 $234,570 $422,226 Non-Pers OPS $0 $40,010 $40,010 $40,010 $40,010 $200,050 $360,090 Capital OPS $78,500 $0 $0 $0 $0 $0 $78,500 Total Operating Impacts $78,500 $86,924 $86,924 $86,924 $86,924 $434,620 $860,816 Category Funding Source Total Budget Operating Impacts 271 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Skunk Creek Multi-Use Path Project Number: CS00146 Council District: Willow Project Location: 73rd Avenue to 83rd Avenue This project entails the design and construction of the Skunk Creek Multi-use Path which will provide missing connections to the Description: city of Glendale (at 73rd Avenue) and crucial connections into the Peoria Sports Complex and P83 Entertainment District. The City of Peoria received a Design Assistance grant from MAG to pursue a Design Concept Report (DCR) for 15% design for the undeveloped Skunk Creek Multi-Use Path segments. The City of Peoria was awarded a $1,545,788 grant from MAG (CMAQ) for fiscal year 2022 towards the construction of two segments on City of Peoria and/or Flood Control District of Maricopa County land; 73rd to 75th Ave, and 75th Ave. to 83rd Ave. Any additional grant funding received would be prioritized toward trail lighting, landscape improvements, and 75th Ave crossing enhancements. Project expenditures will include City procured professional services, development fees, and ADOT project administration charges. Budget by Fiscal Year Category Funding Source Carryover / Base DS-Design FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Capital Projects Base $0 $0 $185,500 $0 $0 $0 $185,500 CO-Construct Outside Sources Base $0 $0 $0 $1,545,788 $0 $0 $1,545,788 CO-Construct Capital Projects Base $0 $0 $18,653 $275,829 $0 $0 $294,482 CB-Chargeba Capital Projects Base $0 $0 $50,211 $50,211 $0 $0 $100,422 $0 $0 $254,364 $1,871,828 $0 $0 $2,126,192 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $20,000 $20,000 $20,000 $20,000 $100,000 $180,000 Total Operating Impacts $0 $20,000 $20,000 $20,000 $20,000 $100,000 $180,000 Total Budget Operating Impacts Sonoran Preservation Program (Open Space) Project Number: CS00089 Council District: Project Location: Citywide In Description: concert with Peoria’s goal to “preserve our natural environment”, and supporting policy directives in the city’s General Plan, staff is creating a dynamic Sonoran Desert Preservation Program. The program identifies areas that merit special consideration and then outlines how the city can strategically assemble them over time into a meaningful network of connected open spaces. The project funds are needed to complete studies on specific properties, including cultural surveys, along with the direct land acquisition of areas threatened by development. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total LA-Land Acq CIP Capital Projects Fun Carryover $778 $0 $0 $0 $0 $0 $778 LA-Land Acq GO Bonds 2015 Carryover $5,000 $0 $0 $0 $0 $0 $5,000 $2,530,944 $0 $0 $0 $0 $0 $2,530,944 $2,536,722 $0 $0 $0 $0 $0 $2,536,722 LA-Land Acq CIP Capital Projects Fun Base Total Budget 272 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Parks - Trails & Open Space Trailhead at Vistancia Project Number: CS00159 Council District: Mesquite Project Location: Vistancia This project will provide funding to construct a Type I trailhead near White Peak mountain in Vistancia North to provide access to Description: mountain hiking trails. Amenities will include parking, restroom, picnic shelters, benches, drinking fountain, bike racks, signage, landscape, shade, etc. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total LA-Land Acq Proposed GO Bonds Base $0 $0 $0 $404,000 $0 $0 DS-Design Proposed GO Bonds Base $0 $0 $0 $332,649 $0 $0 $332,649 CO-Construct Proposed GO Bonds Base $0 $0 $0 $0 $1,885,012 $0 $1,885,012 CB-Chargeba Proposed GO Bonds Base $0 $0 $0 $47,948 $47,948 $0 $95,895 AT-Arts Base $0 $0 $0 $3,326 $18,850 $0 $22,177 $0 $0 $0 $787,923 $1,951,810 $0 $2,739,733 Proposed GO Bonds Total Budget Operating Impacts $404,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $0 $0 $0 $22,850 $114,250 $137,100 Total Operating Impacts $0 $0 $0 $0 $22,850 $114,250 $137,100 273 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Public Safety Peoria’s public safety functions include not only the Police and Fire departments, but also the City Attorney’s Office and the Municipal Court. Capital needs for these functions are addressed either as operational facilities, such as the Municipal Court Expansion, or as public safety projects. Public safety projects include police precincts, fire stations, ladder trucks, and training facilities. Public safety projects in the 10-year program are funded primarily through operating revenues, general obligation bonds, and development impact fees. Public Safety projects include replacement of the Police Departments dispatching system, a new Fire Station in northern Peoria and installation of an emergencyonly traffic signal in front of the fire station on Jomax Road. Public Safety Total - $14,361,554 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY19 FY20 FY21 FY22 274 FY23 FY24 FY25 FY26 FY27 FY28 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Public Safety Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 1000 - General $1,765,000 $0 $0 $0 $0 $0 $1,765,000 $55,910 $0 $0 $0 $0 $0 $55,910 $0 $2,000,000 $0 $0 $1,588,666 $7,539,643 $11,128,309 4550 - CIP Capital Projects Fund $1,237,835 $0 $0 $0 $0 $0 $1,237,835 7935 - Fire & Emergency Svc Dev $0 $174,500 $0 $0 $0 $0 $174,500 $3,058,745 $2,174,500 $0 $0 $1,588,666 $7,539,643 $14,361,554 4251 - GO Bonds 2015 4252 - Proposed GO Bonds Total - Public Safety 275 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Public Safety Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $55,910 $0 $0 $0 $0 $0 $55,910 $0 $0 $0 $0 $1,588,666 $7,539,643 $9,128,309 $1,237,835 $0 $0 $0 $0 $0 $1,237,835 Jomax Fire Station #7 Emergency Traffic Signal $0 $174,500 $0 $0 $0 $0 $174,500 Mobile and Portable Radios Replacement $0 $2,000,000 $0 $0 $0 $0 $2,000,000 Self Contained Breathing Apparatus $1,765,000 $0 $0 $0 $0 $0 $1,765,000 Total - Public Safety $3,058,745 $2,174,500 $0 $0 $1,588,666 $7,539,643 $14,361,554 CAD/RMS Upgrade or Replacement Fire Station #8 Fire Station No. 3 Apparatus Bay Expansion 276 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Public Safety CAD/RMS Upgrade or Replacement Project Number: PD00013 Council District: Acacia Project Location: PSAB Upgrade or replacement of the Computer Automated Dispatch (CAD) and Records Management System (RMS) within the Police Description: Department. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other GO Bonds 2015 Carryover $55,910 $0 $0 $0 $0 $0 $55,910 Total Budget $55,910 $0 $0 $0 $0 $0 $55,910 Operating Impacts Total FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $0 $0 $150,000 $150,000 $300,000 $600,000 Total Operating Impacts $0 $0 $0 $150,000 $150,000 $300,000 $600,000 Fire Station #8 Project Number: FD00008 Council District: Mesquite Project Location: TBD This project provides funding to construct a fire station in the northwest section of the city. The facility would mimic the City's Description: district fire station prototype and be programmed at approximately 14,150 square feet. Total building and site capital cost is estimated at $9.1 million. This cost includes administrative fees, engineering and design, furniture, fixtures, land, construction, equipment and a traffic signal . This building is priced to include LEED silver level certification consistent with city sustainability objectives. Budget by Fiscal Year Category Funding Source Carryover / Base OT-Other FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Proposed GO Bonds Base $0 $0 $0 $0 $69,998 $69,998 $139,996 LA-Land Acq Proposed GO Bonds Base $0 $0 $0 $0 $620,000 $0 $620,000 EQ-Equipme Proposed GO Bonds Base $0 $0 $0 $0 $0 $201,572 $201,572 DS-Design Proposed GO Bonds Base $0 $0 $0 $0 $889,770 $0 $889,770 CO-Construct Proposed GO Bonds Base $0 $0 $0 $0 $0 $7,196,112 $7,196,112 Base $0 $0 $0 $0 $8,898 $71,961 $80,859 $0 $0 $0 $0 $1,588,666 $7,539,643 $9,128,309 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Personal OPS $0 $0 $0 $0 $0 $6,750,000 $6,750,000 Non-Pers OPS $0 $0 $0 $0 $0 $1,250,000 $1,250,000 Total Operating Impacts $0 $0 $0 $0 $0 $8,000,000 $8,000,000 AT-Arts Proposed GO Bonds Total Budget Operating Impacts 277 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Public Safety Fire Station No. 3 Apparatus Bay Expansion Project Number: FD13400 Council District: Palo Verde Project Location: 8330 W. Emile Zola Ave This project entails the expansion of Peoria Fire Station No. 3 to include an additional 1800 sf apparatus bay and related storage Description: functions on the east side of the existing station. The expansion of the station will also entail modifications to existing driveway aprons, motorized security gates, site retention and landscaping. Additional City project expenses include the re-roofing of the apparatus bay, energy management system tie-ins, expanded IT infrastructure, and storage room fixtures. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other CIP Capital Projects Fun Carryover $168,531 $0 $0 $0 $0 $0 $168,531 OT-Other CIP Capital Projects Fun Base $46,868 $0 $0 $0 $0 $0 $46,868 EQ-Equipme CIP Capital Projects Fun Base $13,242 $0 $0 $0 $0 $0 $13,242 CO-Construct CIP Capital Projects Fun Base $1,009,194 $0 $0 $0 $0 $0 $1,009,194 $1,237,835 $0 $0 $0 $0 $0 $1,237,835 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $8,500 $8,500 $8,500 $8,500 $8,500 $42,500 $85,000 $8,500 $8,500 $8,500 $8,500 $8,500 $42,500 $85,000 Total Budget Operating Impacts Total Operating Impacts Total Jomax Fire Station #7 Emergency Traffic Signal Project Number: FD13101 Council District: Mesquite Project Location: Jomax Rd. at 77th Ave. Alignment The Jomax Fire Station #7 Emergency Traffic Signal project includes the design and construction of an emergency (only) traffic Description: signal in front of the fire station on Jomax Road at approximately the 77th Av alignment. During an emergency call, the departure of fire apparatus from the fire station bay(s) will trigger the signal to stop east and west bound traffic on Jomax Road, thereby avoiding traffic conflict. The signal will be clearly identified as serving the fire station (only) and does not interrupt normal traffic flow. The project may entail a minor easement purchase for a signal arm on the south side of Jomax Road. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total LA-Land Acq Fire & Emergency Svc D Base $0 $15,000 $0 $0 $0 $0 DS-Design Fire & Emergency Svc D Base $0 $20,000 $0 $0 $0 $0 $20,000 CO-Construct Fire & Emergency Svc D Base $0 $139,500 $0 $0 $0 $0 $139,500 $0 $174,500 $0 $0 $0 $0 $174,500 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $0 $360 $360 $360 $360 $1,800 $3,240 $0 $360 $360 $360 $360 $1,800 $3,240 Total Budget Operating Impacts Total Operating Impacts 278 $15,000 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Public Safety Mobile and Portable Radios Replacement Project Number: FD00018 Council District: All Project Location: City-Wide Replacement of existing mobile and portable 800 MHz radios for the entire fire department. Our current radios will become Description: outdated, with spare parts and support from Motorola for the APX7000 radios becoming increasingly difficult. Budget by Fiscal Year Category Funding Source Carryover / Base EQ-Equipme Proposed GO Bonds Base Total Budget Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $2,000,000 $0 $0 $0 $0 $2,000,000 $0 $2,000,000 $0 $0 $0 $0 $2,000,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $0 $25,000 $25,000 $25,000 $125,000 $200,000 Total Operating Impacts $0 $0 $25,000 $25,000 $25,000 $125,000 $200,000 Self Contained Breathing Apparatus Project Number: FD00017 Council District: All Project Location: City-Wide Self Contained Breathing Apparatus have a safe usable lifespan of approximately ten years. Our current SCBA's were purchased in Description: 2009. With new technology comes increased safety and reliability, in addition to an improved external communication component for the end user (the firefighter). Budget by Fiscal Year Category Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $1,765,000 $0 $0 $0 $0 $0 $1,765,000 $1,765,000 $0 $0 $0 $0 $0 $1,765,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $25,000 $25,000 $25,000 $25,000 $125,000 $225,000 Total Operating Impacts $0 $25,000 $25,000 $25,000 $25,000 $125,000 $225,000 Funding Source EQ-Equipme General Total Budget Operating Impacts 279 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets and Traffic Control obligation bonds, development impact fees, the city’s three-tenths of a cent transportation sales tax, and reimbursements from Maricopa County’s half-cent transportation sales tax. Major projects in the plan include extending Jomax Road from Vistancia Blvd to the Loop 303, the conversion of streetlights to LED within the city, the widening of Paradise Lane from the Skunk Creek bridge to 75th Avenue, the widening of the intersections along 75th Avenue at Peoria Avenue and Cactus Road and reconstruction of the west ½ street improvements on 103rd Avenue between Northern and Olive Avenues. Transportation-related issues are a high priority for the City of Peoria. The Capital Improvement Program addresses traffic congestion by constructing new roadways, adding lanes to existing roadways, widening intersections, and enhancing traffic management systems. The maintenance and preservation of roadways is an important component of the program, which provides the necessary resources for scheduled pavement maintenance applications throughout the city. Transportation projects in the city’s 10-year plan are funded from operating revenues, general Streets & Traffic Control Total - $182,967,255 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY19 FY20 FY21 FY22 FY23 280 FY24 FY25 FY26 FY27 FY28 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $0 $234,000 $0 $0 $0 $0 $234,000 1210 - Half Cent Sales Tax $1,725,941 $0 $0 $0 $0 $0 $1,725,941 4251 - GO Bonds 2015 $2,256,424 $0 $0 $0 $0 $0 $2,256,424 4252 - Proposed GO Bonds $881,568 $0 $925,362 $1,152,500 $3,472,000 $2,020,000 $8,451,430 4550 - CIP Capital Projects Fund $43,756 $0 $0 $0 $0 $0 $43,756 4810 - Outside Sources $9,978,528 $0 $0 $0 $18,348 $0 $9,996,876 7000 - Highway User $15,551,049 $7,746,782 $4,844,890 $4,161,100 $5,603,375 $18,556,302 $56,463,498 7003 - Streets Zone 3 Dev Fee $6,367,406 $0 $0 $0 $0 $0 $6,367,406 7007 - Street Impact Fees Z1 Post 010112 $1,030,000 $0 $0 $0 $0 $0 $1,030,000 7010 - Transportation Sales Tax $30,916,706 $10,123,713 $2,667,060 $4,731,500 $4,587,575 $31,942,068 $84,968,622 Total - Streets $68,751,378 $18,104,495 $8,437,312 $10,045,100 $13,681,298 $52,518,370 $171,537,953 1000 - General 281 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 103rd Av; Northern Ave to Olive Ave Full Street $4,705,890 $0 $0 $0 $0 $0 $4,705,890 67th Av; Olive Av to Redfield Rd Landscape Enhance $579,966 $0 $0 $0 $0 $0 $579,966 67th Ave Widening; Pinnacle Peak to Happy Valley $160,000 $0 $925,362 $1,152,500 $3,490,348 $0 $5,728,210 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt $916,234 $0 $0 $0 $0 $0 $916,234 75th Ave & Cactus Rd Intersection Improvements $1,848,769 $0 $0 $0 $0 $0 $1,848,769 75th Ave & Peoria Ave Intersection Improvements $1,226,817 $0 $0 $0 $0 $0 $1,226,817 83rd Ave Bus Shelters $502,875 $0 $0 $0 $0 $0 $502,875 83rd Ave Sidewalks and Bike Lanes $200,000 $0 $0 $0 $0 $0 $200,000 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn $366,320 $0 $0 $0 $0 $0 $366,320 ADA Accessibility $277,242 $163,700 $159,550 $163,700 $159,550 $806,050 $1,729,792 Bridge Maintenance and Management Program $542,077 $227,000 $227,000 $227,000 $227,000 $1,135,000 $2,585,077 $1,072,945 $0 $0 $0 $0 $0 $1,072,945 $374,000 $0 $0 $0 $0 $0 $374,000 $0 $426,000 $0 $0 $0 $423,695 $849,695 Deer Valley Rd & 87th Av Intesection Improvements $300,000 $0 $0 $0 $0 $0 $300,000 Deer Valley Rd and 95th Av Traffic Signal $724,000 $0 $0 $0 $0 $0 $724,000 Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy $601,681 $523,795 $0 $0 $0 $0 $1,125,476 Dirt Shoulders, Dust Abatement PM-10 Program $2,932,049 $0 $200,000 $0 $200,000 $400,000 $3,732,049 Happy Valley Pkwy Widening; LPP to Agua Fria $17,360,004 $0 $0 $0 $0 $0 $17,360,004 Jomax Rd Improvements; 73rd Av to 75th Av $1,367,906 $0 $0 $0 $0 $0 $1,367,906 Jomax Rd; L303 to Vistancia Blvd $1,083,000 $3,569,000 $0 $0 $0 $0 $4,652,000 Lake Pleasant Parkway Sidewalk $1,808,807 $0 $0 $0 $0 $0 $1,808,807 Lake Pleasant Pkwy & Dixileta Dr Intersection Mods $1,945,000 $0 $0 $0 $0 $0 $1,945,000 LED Street Light Conversion $2,050,000 $0 $0 $0 $0 $0 $2,050,000 Lone Mountain ROW Acquistion $349,511 $0 $0 $0 $0 $0 $349,511 Major Street Repairs $241,867 $151,500 $151,500 $151,500 $151,500 $757,500 $1,605,367 Northern Parkway $1,000,000 $1,020,000 $1,020,000 $1,020,000 $1,020,000 $9,284,125 $14,364,125 Bus Stop Improvements Cactus Rd & 69th Av Sidewalk, North Side Chip Seal Dirt Roads 282 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Traffic Control Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 4251 - GO Bonds 2015 $158,490 $0 $0 $0 $0 $0 $158,490 4810 - Outside Sources $25,000 $0 $0 $0 $0 $0 $25,000 7000 - Highway User $357,422 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,138,422 7010 - Transportation Sales Tax $1,167,390 $807,000 $600,000 $807,000 $600,000 $4,126,000 $8,107,390 Total - Traffic Control $1,708,302 $1,116,000 $909,000 $1,116,000 $909,000 $5,671,000 $11,429,302 283 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Traffic Control Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Traffic Management Center Equipment Replacement $22,371 $0 $0 $0 $0 $505,000 $527,371 Traffic Signal Interconnect Project (TSIP) $177,502 $207,000 $0 $207,000 $0 $621,000 $1,212,502 Traffic Signal Program $992,517 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,392,517 Traffic Signal Renovation and Replacement $515,912 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,296,912 $1,708,302 $1,116,000 $909,000 $1,116,000 $909,000 $5,671,000 $11,429,302 Total - Traffic Control 284 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets 103rd Av; Northern Ave to Olive Ave -Full Street Project Number: EN00422 Council District: Pine Project Location: 103rd Av; Northern Av to Olive Av The first phase of this project provided for the geotechnical investigation to determine the limits of the old City of Glendale Description: landfill impacting 103rd Av, public meetings and a preliminary traffic study and these tasks have been completed. The second phase of this project provides for an additional public meeting, final design, ROW acquisition, materials testing, construction, construction administration, signal modifications, utility coordination, utility relocation, and undergrounding overhead facilities as needed, replacement of a section of existing water line, drainage facilities, coordination with the 103rd Av & Butler Dr well site improvements, reconstruction and construction of the 103rd Av street improvements from Northern Av to Olive Av and construction of a new fence along the old Glendale landfill and golf course. This project will likely include processing utility company (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) design and construction agreements, as well as development and intergovernmental agreements. The improvements will include clearing and grubbing, saw cut along existing pavement, install new pavement, construct curb and gutter, concrete sidewalk, landscaping and irrigation system, signing and striping, and construction of a combination screen wall and fence around the Glendale Landfill. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total LA-Land Acq Transportation Sales Tax Carryover $395,000 $0 $0 $0 $0 $0 $395,000 CO-Construct Transportation Sales Tax Carryover $3,533,466 $0 $0 $0 $0 $0 $3,533,466 CO-Construct Proposed GO Bonds Carryover $390,000 $0 $0 $0 $0 $0 $390,000 CO-Construct GO Bonds 2015 Carryover $387,424 $0 $0 $0 $0 $0 $387,424 Total Budget $4,705,890 $0 $0 $0 $0 $0 $4,705,890 67th Av; Olive Av to Redfield Rd Landscape Enhance Project Number: EN00593 Council District: Palo Verde, Acacia Project Location: West side 67th Av; Olive Av to Redfield Rd This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction Description: and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along the west side of 67th Avenue between Olive Avenue and Redfield Road. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Transportation Sales Tax Carryover $54,966 $0 $0 $0 $0 $0 $54,966 CO-Construct Transportation Sales Tax Base $525,000 $0 $0 $0 $0 $0 $525,000 $579,966 $0 $0 $0 $0 $0 $579,966 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $7,500 $7,500 $7,500 $7,500 $7,500 $37,500 $75,000 $7,500 $7,500 $7,500 $7,500 $7,500 $37,500 $75,000 Total Budget Operating Impacts Total Operating Impacts 285 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets 67th Ave Widening; Pinnacle Peak to Happy Valley Project Number: EN00100 Council District: Mesquite Project Location: 67th Av from Pinnacle Peak Rd to Happy Valley Rd This project provides for the coordination with adjacent property owners, developers, public involvement, study, design, ROW Description: acquisition, utility coordination, utility relocation, burying overhead facilities, construction and construction administration for the widening of 67th Avenue between Pinnacle Peak Road and Happy Valley Road. The cross section varies from six lanes between Happy Valley Rd and approximately Hatfield Road and transitions to four lanes from approximately Hatfield Road to Pinnacle Pk Rd. The improvements will include clearing and grubbing, saw cut along existing pavement, install new pavement, mill and overlay existing asphalt, storm drain laterals and catch basins, curb, gutter, valley gutter and apron, sidewalk, and handicap ramps, landscape, and raised landscaped medians, street lights and future traffic signal improvements. Project includes intersection improvements at Happy Valley Rd and 67th Aventis project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 SY-Study Proposed GO Bonds Carryover FY 2022 FY 2023 FY 24-28 Total $160,000 $0 $0 $0 $0 $0 $160,000 LA-Land Acq Proposed GO Bonds Base $0 $0 $0 $582,000 $0 $0 $582,000 DS-Design Base $0 $0 $905,000 $0 $0 $0 $905,000 CO-Construct Outside Sources Base $0 $0 $0 $0 $18,348 $0 $18,348 CO-Construct Proposed GO Bonds Base $0 $0 $0 $550,000 $3,400,000 $0 $3,950,000 CB-Chargeba Proposed GO Bonds Base $0 $0 $11,312 $15,000 $38,000 $0 $64,312 AT-Arts Base $0 $0 $9,050 $5,500 $34,000 $0 $48,550 $160,000 $0 $925,362 $1,152,500 $3,490,348 $0 $5,728,210 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $18,300 $18,300 $91,500 $128,100 $0 $0 $0 $18,300 $18,300 $91,500 $128,100 Proposed GO Bonds Proposed GO Bonds Total Budget Operating Impacts Total Operating Impacts 286 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt Project Number: EN00592 Council District: Acacia, Palo Verde Project Location: E & W Sides; 75th Av; Grand Av to Tbird Rd This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction Description: and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along the east and west sides of 75th Avenue between Olive Avenue and Thunderbird Rd and refreshing the 3 basins maintained by the city along the east side of 75th Av at Eva St and Sanna St. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Transportation Sales Tax Carryover $66,234 $0 $0 $0 $0 $0 $66,234 CO-Construct Transportation Sales Tax Base $850,000 $0 $0 $0 $0 $0 $850,000 $916,234 $0 $0 $0 $0 $0 $916,234 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $4,700 $4,700 $4,700 $4,700 $23,500 $42,300 $0 $4,700 $4,700 $4,700 $4,700 $23,500 $42,300 Total Budget Operating Impacts Total Operating Impacts 75th Ave & Cactus Rd Intersection Improvements Project Number: EN00088 Council District: Palo Verde Project Location: 75th Av & Cactus Rd This project provides for the coordination with adjacent property owners, public involvement, pre-design services, noise study, Description: traffic study, design, ROW acquisition, utility coordination, utility relocations, utility extensions, burying overhead facilities as determined, materials testing, construction, construction administration, for intersection widening improvements. This project will likely include processing of utility agreements (APS, Cox, Centurylink, SRP, SWG, EPNG, etc.) for design and construction, as well as development and intergovernmental agreements. The improvements include installation of a section of 16-inch water line, additional turn lanes (both right and left), additional through lanes determined through an analysis and projection of traffic data, installation of raised medians for access management, paving, curb, gutter, driveways, pavement marking, signing and striping, street lighting, traffic signal modifications/upgrades, interconnect conduit and ITS facilities, sidewalks, pedestrian access ramps, landscaping and irrigation. Budget by Fiscal Year Funding Source Carryover / Base LA-Land Acq Outside Sources CO-Construct Transportation Sales Tax Category FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $676,201 $0 $0 $0 $0 $0 $676,201 Carryover $1,172,568 $0 $0 $0 $0 $0 $1,172,568 Total Budget $1,848,769 $0 $0 $0 $0 $0 $1,848,769 287 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets 75th Ave & Peoria Ave Intersection Improvements Project Number: EN00081 Council District: Acacia Project Location: 75th Av & Peoria Av This project provides for the coordination with adjacent property owners, public involvement, pre-design services, design, ROW Description: acquisition, utility coordination, utility relocations, utility extensions, burying overhead facilities as determined, materials testing, construction, construction administration, for constructing intersection widening improvements. This project will likely include processing of utility agreements (APS, Cox, CenturyLink, SRP, EPNG, SWG, etc) for design and construction, as well as development and intergovernmental agreements. The improvements include: additional turn lanes (both right and left), additional through lanes determined through an analysis and projection of traffic data, installation of raised medians for access control, paving, curb, gutter, driveways, pavement marking, signing and striping, street lighting, traffic signal modifications/upgrades, interconnect conduit and ITS facilities, sidewalks, pedestrian access ramps, landscaping and landscaping and irrigation. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 LA-Land Acq Transportation Sales Tax Carryover $192,245 $0 $0 $0 $0 $0 $192,245 LA-Land Acq Outside Sources Carryover $114,371 $0 $0 $0 $0 $0 $114,371 CO-Construct Transportation Sales Tax Carryover $907,657 $0 $0 $0 $0 $0 $907,657 CO-Construct Outside Sources Carryover $12,544 $0 $0 $0 $0 $0 $12,544 Total Budget $1,226,817 $0 $0 $0 $0 $0 $1,226,817 Category Funding Source Total 83rd Ave Bus Shelters Project Number: EN00582 Council District: City Wide Project Location: 83rd Av; Northern Av to Bell Rd This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, materials testing, construction and construction administration for construction of 47 bus shelters along the 83rd avenue bus route. This new bus route will extend from Camelback Road to Bell Road. The enhanced bus shelters will be installed between Northern Avenue and Bell Road. The improvements will include: clearing and grubbing, construction of concrete pads, enhanced bus shelters and lighting. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. " Budget by Fiscal Year Funding Source Carryover / Base LA-Land Acq Outside Sources CO-Construct Outside Sources Category FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $2,875 $0 $0 $0 $0 $0 $2,875 Carryover $500,000 $0 $0 $0 $0 $0 $500,000 Total Budget $502,875 $0 $0 $0 $0 $0 $502,875 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $34,000 $34,000 $34,000 $34,000 $34,000 $170,000 $340,000 $34,000 $34,000 $34,000 $34,000 $34,000 $170,000 $340,000 Operating Impacts Total Operating Impacts 288 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets 83rd Ave Sidewalks and Bike Lanes Project Number: EN00546 Council District: Mesquite Project Location: 83rd Av; Happy Valley Rd to Jomax Rd This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, construction and construction administration for the project to widen the east half-street of 83rd Avenue between Happy Valley Road and Jomax Road to provide width for 6-foot bike lanes on both sides (with curb on the west side and without curb on the east side) and one lane in each direction. The project will also include construction of 5-8 foot (as space and conflicts permit) sidewalk along the west side attached to the existing curb and gutter. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $200,000 $0 $0 $0 $0 $0 $200,000 Total Budget $200,000 $0 $0 $0 $0 $0 $200,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $6,300 $6,300 $6,300 $6,300 $6,300 $31,500 $63,000 $6,300 $6,300 $6,300 $6,300 $6,300 $31,500 $63,000 Funding Source CO-Construct Transportation Sales Tax Operating Impacts Total Operating Impacts Total 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn Project Number: EN00594 Council District: Pine, Acacia Project Location: E & W Side of 91st Av; Mtn Vw Rd to Grand Av This project provides for the coordination with adjacent property owners, public involvement, utility coordination, construction Description: and construction administration for refreshing decomposed granite, enhancing landscape and irrigation system, repair, wash and paint existing perimeter walls along the east and west sides of 91st Avenue between Mountain View Road and Grand Avenue. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Transportation Sales Tax Carryover $51,320 $0 $0 $0 $0 $0 $51,320 CO-Construct Transportation Sales Tax Base $315,000 $0 $0 $0 $0 $0 $315,000 $366,320 $0 $0 $0 $0 $0 $366,320 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $4,900 $4,900 $4,900 $24,500 $39,200 $0 $0 $4,900 $4,900 $4,900 $24,500 $39,200 Total Budget Operating Impacts Total Operating Impacts 289 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets ADA Accessibility Project Number: PW00025 Council District: Various Project Location: Citywide This program funds the city's ongoing effort to comply with the requirements of the Americans with Disabilities Act (ADA). The Description: funds will be used to address 3 projects; 1) to procure a consultant for the purpose of identifying accessibility deficiencies within the public right-of-way, including existing curb ramps, sidewalks and driveways and recommending improvements needed to achieve full compliance with ADA requirements and city-approved policies (ADA Transition Plan); 2) respond to individual ADA requests and as ADA deficiencies are identified, the program funding will be used to design and construct the improvements and; 3) the ADA regulations identify that specific asphalt and concrete repair treatments that are considered to be alterations require installation of curb ramps within the scope of the project. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Highway User Carryover $110,031 $0 $0 $0 $0 $0 CO-Construct Highway User Carryover $12,211 $0 $0 $0 $0 $0 $12,211 Total $110,031 SY-Study Transportation Sales Tax Base $0 $0 $0 $0 $0 $100,000 $100,000 SY-Study Highway User $900,000 Base $100,000 $100,000 $100,000 $100,000 $100,000 $400,000 CO-Construct Transportation Sales Tax Base $0 $0 $0 $0 $0 $55,000 $55,000 CO-Construct Highway User Base $55,000 $55,000 $55,000 $55,000 $55,000 $220,000 $495,000 CB-Chargeba Transportation Sales Tax Base $0 $0 $0 $0 $0 $4,000 $4,000 CB-Chargeba Highway User Base $0 $4,000 $4,000 $4,000 $4,000 $16,000 $32,000 AT-Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $550 $550 AT-Arts Highway User Base $0 $4,700 $550 $4,700 $550 $10,500 $21,000 $277,242 $163,700 $159,550 $163,700 $159,550 $806,050 $1,729,792 Total Budget Bridge Maintenance and Management Program Project Number: EN00243 Council District: Various Project Location: Various Locations This project provides funding for the ongoing bridge and culvert maintenance and management program. The purpose of this Description: program is to develop and implement a system to manage the city’s expanding inventory of bridge structures. Bridges and culverts are typically some of the more costly elements of a transportation system. The program set up a system of routine procedures and actions that enable the city to both monitor and initiate aesthetics, painting, repair, and maintenance actions at the appropriate times in order to extend the structure’s service life at a manageable cost. The project also provides for the design and construction of safety improvements including bridge barrier and lighting upgrades, pedestrian and vehicular safety improvements and determining overload haul routes. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Transportation Sales Tax Carryover $342,077 $0 $0 $0 $0 $0 $342,077 CO-Construct Transportation Sales Tax Base $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $2,000,000 CB-Chargeba Transportation Sales Tax Base $0 $25,000 $25,000 $25,000 $25,000 $125,000 $225,000 AT-Arts Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 $542,077 $227,000 $227,000 $227,000 $227,000 $1,135,000 $2,585,077 Category Funding Source Transportation Sales Tax Total Budget FY 2020 290 FY 2021 FY 2022 FY 2023 FY 24-28 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Bus Stop Improvements Project Number: PW11190 Council District: Acacia, Palo Verde, Pine Project Location: Peoria Av; 67th Av to 99th Av The city’s Multi-Modal Master Plan created new standards for bus stops in Peoria. These standards outline a hierarchy of different Description: stops to account for different purposes and passenger volumes, and define different amenities to be provided at each type of stop. In addition, the master plan outlines a process for incorporating art into bus stops to make them more attractive, improve the character of the surrounding areas, and help the city create unique identities for specific areas. This funding request will help to implement the short-term recommendations identified in the city’s Multi-Modal Master Plan. The recommendation is to fund improvements to the existing Peoria Av Route 106 bus stops to meet the new standards and potentially incorporate public art at key stops. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study Outside Sources OT-Other Outside Sources FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Carryover $50,165 $0 $0 $0 $0 $0 $50,165 Carryover $156,575 $0 $0 $0 $0 $0 $156,575 LA-Land Acq Outside Sources Carryover $782,876 $0 $0 $0 $0 $0 $782,876 CO-Construct Transportation Sales Tax Carryover $83,329 $0 $0 $0 $0 $0 $83,329 Total Budget $1,072,945 $0 $0 $0 $0 $0 $1,072,945 Cactus Rd & 69th Av Sidewalk, North Side Project Number: EN00550 Council District: Palo Verde Project Location: North side of cactus Rd between This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, construction, and construction administration for the construction of a 5' concrete sidewalk along the north side of Cactus Road for approximately 635 feet in the vicinity of 69th Avenue. The improvements will include constructing a new concrete sidewalk, driveways, a small retaining wall, and landscaping/decomposed granite. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements." Budget by Fiscal Year Category Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $374,000 $0 $0 $0 $0 $0 $374,000 Total Budget $374,000 $0 $0 $0 $0 $0 $374,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $87 $87 $87 $87 $87 $435 $870 $87 $87 $87 $87 $87 $435 $870 Funding Source CO-Construct Transportation Sales Tax Operating Impacts Total Operating Impacts 291 Total Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Chip Seal Dirt Roads Project Number: PW00163 Council District: Mesquite/Willow Project Location: Various Locations This project provides for the application of a rubberized chip seal in rural, residential areas of the city where city standard Description: roadways do not exist. In order to reduce dust and meet PM10 regulations, a rubber chip seal is replaced approximately every five years. Some of these dirt roads include 92nd Avenue, from Happy Valley Parkway to Jomax Road; 93rd Avenue, from Hatfield Road to Happy Valley Parkway; Camino Del Oro, from 67th Avenue to 70th Avenue; Villa Lindo, from 67th Avenue to 70th Avenue; and Briles Road, from 94th Avenue to 95th Avenue. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Transportation Sales Tax Base $0 $124,084 $0 $0 $0 $124,077 $248,161 CO-Construct Highway User Base $0 $297,721 $0 $0 $0 $295,423 $593,144 AT-Arts Transportation Sales Tax Base $0 $1,234 $0 $0 $0 $1,241 $2,475 AT-Arts Highway User Base $0 $2,961 $0 $0 $0 $2,954 $5,915 $0 $426,000 $0 $0 $0 $423,695 $849,695 Total Budget Deer Valley Rd & 87th Av Intesection Improvements Project Number: EN00590 Council District: Willow Project Location: Deer Valley Rd & 87th Av This project provides for the coordination with adjacent property owners and Maricopa County , public involvement, design, Description: ROW acquisition, utility coordination, utility relocation, annexation, construction and construction administration for the construction of the traffic signal and incidental intersection improvements at Deer Valley Rd and 87th Av. The improvements will include: purchase and annexation of ROW, restore property, construction of a traffic signal, restriping the intersection as needed. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $300,000 $0 $0 $0 $0 $0 $300,000 Total Budget $300,000 $0 $0 $0 $0 $0 $300,000 Funding Source CO-Construct Transportation Sales Tax 292 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Deer Valley Rd and 95th Av Traffic Signal Project Number: EN00642 Council District: Mesquite Project Location: Deer Valley Rd and 95th Av This project provides for the coordination with adjacent property owners , public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, construction and construction administration for the design and construction of the traffic signal and incidental intersection improvements at Deer Valley Rd and 95th Av. The improvements will include: purchase of ROW, updating the ADA ramps, construction of a traffic signal, restriping the intersection as needed, removal of the existing Z-crossing (medians, RRBF signs, obliterate existing striping, micro-seal the asphalt and restripe), removal of streetlights at the SEC of Deer Valley Rd and 95th Av, as needed. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source DS-Design Transportation Sales Tax CO-Construct Transportation Sales Tax FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $54,000 $0 $0 $0 $0 $0 $54,000 Base $670,000 $0 $0 $0 $0 $0 $670,000 $724,000 $0 $0 $0 $0 $0 $724,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $0 $700 $700 $700 $700 $3,500 $6,300 $0 $700 $700 $700 $700 $3,500 $6,300 Total Budget Operating Impacts Total Operating Impacts Total Total Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy Project Number: EN00395 Council District: Willow Project Location: Deer Valley Rd; 109th Av to Lake Pleasant Pkwy This project provides for the coordination with adjacent property owners and MCDOT, public involvement, acquisition of right-ofDescription: way, utility coordination, utility relocation, design, materials testing, construction, construction administration for the construction of a roundabout at 109th Avenue and Deer Valley Road and raising of the existing privacy walls where necessary on Deer Valley Road between 109th Avenue and Lake Pleasant Parkway. The City will also install an entry monument just west of the intersection of 109th Avenue and Deer Valley Road. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 LA-Land Acq Transportation Sales Tax Carryover $50,000 $0 $0 $0 $0 $0 CO-Construct Transportation Sales Tax Carryover $47,181 $0 $0 $0 $0 $0 $47,181 CO-Construct Transportation Sales Tax Base $504,500 $504,500 $0 $0 $0 $0 $1,009,000 CB-Chargeba Transportation Sales Tax Base $0 $14,250 $0 $0 $0 $0 $14,250 AT-Arts Base $0 $5,045 $0 $0 $0 $0 $5,045 $601,681 $523,795 $0 $0 $0 $0 $1,125,476 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $4,000 $4,000 $4,000 $20,000 $32,000 $0 $0 $4,800 $4,800 $4,800 $24,000 $38,400 $0 $0 $8,800 $8,800 $8,800 $44,000 $70,400 Category Funding Source Transportation Sales Tax Total Budget Operating Impacts Total Operating Impacts 293 Total $50,000 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Dirt Shoulders, Dust Abatement PM-10 Program Project Number: PW01001 Council District: Various Project Location: Various Locations There are approximately 45 miles of dirt shoulders in the City: Lake Pleasant Parkway - Loop 303 to State Route 74; Jomax Description: Road - Terramar Boulevard to 83rd Avenue; Jomax Road - 103rd Av to Lake Pleasant Parkway; New River Road - State Route 74 to City limits; Castle Hot Springs Road - State Route 74 to City limits; Old Carefree Highway - Lake Pleasant Parkway to Cowtown. In order to retain conditions and reduce dust, the shoulders must be graded and treated with dust palliative, recycled asphalt and/or aggregate gravel every two years. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Transportation Sales Tax Carryover $200,000 $0 $0 $0 $0 $0 CO-Construct Highway User Carryover $488,047 $0 $0 $0 $0 $0 $488,047 CO-Construct Outside Sources Carryover $2,044,002 $0 $0 $0 $0 $0 $2,044,002 $200,000 $0 $200,000 $0 $200,000 $400,000 $1,000,000 $2,932,049 $0 $200,000 $0 $200,000 $400,000 $3,732,049 Category OT-Other Funding Source Highway User Base Total Budget Total $200,000 Happy Valley Pkwy Widening; LPP to Agua Fria Project Number: EN00463 Council District: Mesquite Project Location: Happy Valley Pkwy; LPP to Agua Fria River This project provides for the coordination with MCDOT, the State Land Department, and adjacent property owners, public Description: involvement, design, ROW acquisition and annexation, utility coordination, utility relocation, burying overhead facilities, construction and construction administration for the widening of Happy Valley Parkway from Lake Pleasant Parkway to the west end of the bridge over the Agua Fria River. The specific improvements will include clearing and grubbing, saw cut along existing pavement, install new pavement, micro-seal, curb, gutter, valley gutter and apron, sidewalk and ADA ramps, widening and installing drainage facilities, widening of the bridge and accommodating the Agua Fria River trail connection under the bridge, striping and signage, street lighting, and landscape and irrigation. This project may also require processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, development and intergovernmental agreements, and annexing the western portion of the parkway. Budget by Fiscal Year Funding Source Carryover / Base CO-Construct Outside Sources CO-Construct Proposed GO Bonds CO-Construct GO Bonds 2015 Category FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Carryover $79,944 $0 $0 $0 $0 $0 $79,944 Carryover $331,568 $0 $0 $0 $0 $0 $331,568 Carryover $1,869,000 $0 $0 $0 $0 $0 $1,869,000 CO-Construct Transportation Sales Tax Base $7,775,222 $0 $0 $0 $0 $0 $7,775,222 CO-Construct Streets Zone 3 Dev Fee Base $4,999,500 $0 $0 $0 $0 $0 $4,999,500 CO-Construct Outside Sources Base $2,304,770 $0 $0 $0 $0 $0 $2,304,770 $17,360,004 $0 $0 $0 $0 $0 $17,360,004 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $46,000 $46,000 $46,000 $46,000 $230,000 $414,000 $0 $46,000 $46,000 $46,000 $46,000 $230,000 $414,000 Total Budget Operating Impacts Total Operating Impacts 294 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Jomax Rd Improvements; 73rd Av to 75th Av Project Number: EN00591 Council District: Mesquite Project Location: Jomax Rd; 73rd Av Alignment to 75th Av This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, construction and construction administration for the construction of the south 1/2 street improvements on Jomax Road between the 73rd Avenue alignment and 75th Avenue. The improvements will include clearing and grubbing, saw cut along existing pavement, and construction of approximately 1,400 lineal feet of roadway improvements to accommodate a cross section consisting of 2-1-2 with bike lanes. Other improvements include, connecting to the existing curb and gutter at the east end and transitioning back to two lanes west of 75th Avenue, curb, gutter, 8-foot wide sidewalk, extend storm drain culverts, install conduit at the intersection of 75th Avenue for a future traffic signal, street lights, landscape and irrigation and extension of an 8-inch water lateral south along the 74th Drive alignment. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total LA-Land Acq Streets Zone 3 Dev Fee Carryover $282,336 $0 $0 $0 $0 $0 $282,336 CO-Construct Streets Zone 3 Dev Fee Carryover $1,085,570 $0 $0 $0 $0 $0 $1,085,570 Total Budget $1,367,906 $0 $0 $0 $0 $0 $1,367,906 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Operating Impacts Total Personal OPS $200 $200 $200 $200 $200 $1,000 $2,000 Non-Pers OPS $9,000 $9,000 $9,000 $9,000 $9,000 $45,000 $90,000 Total Operating Impacts $9,200 $9,200 $9,200 $9,200 $9,200 $46,000 $92,000 295 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Jomax Rd; L303 to Vistancia Blvd Project Number: EN00585 Council District: Mesquite Project Location: Jomax Rd; L303 to Vistancia Blvd This project has two distinct phases. Phase 1 provides for the hiring of a cosnultant to prepare a design concept report (DCR) for Description: Jomax Road between El Mirage Road and Tierra del Rio. Phase 2 encompasses the design, land acquisition, and construction of Jomax Road between L303 and Vistancia Boulevard. The purpose of the DCR is to evaluate alternatives and provide recommendations for an alignment, cross section, intersection configurations, right‐of‐way needs, environmental analysis, lighting, landscape, water, wastewater, ITE improvements, pedestrian/bike facilities, trail facilities, and drainage plans for this section of the Jomax Road corridor. The DCR will also include public involvement, utility coordination, 15% plans, and construction cost estimates. Phase 2 will include coordination with adjacent property owners and government agencies (ADOT, ASLD, USACOE, FCDMC, etc.), public involvement, design, land acquisition, utility coordination, utility relocation, materials testing, construction, and construction administration for the complete street improvements along Jomax Road between L303 and Vistancia Blvd. This project may also require processing of utility company (APS, Cox, Qwest, SRP, EPNG, SWG, EPCOR, etc.) design and construction agreements, development agreements, and intergovernmental agreements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Total Transportation Sales Tax Carryover $200,000 $0 $0 $0 $0 $0 $200,000 LA-Land Acq Transportation Sales Tax Carryover $403,000 $0 $0 $0 $0 $0 $403,000 CO-Construct Transportation Sales Tax Carryover $230,000 $0 $0 $0 $0 $0 $230,000 Transportation Sales Tax Base $250,000 $0 $0 $0 $0 $0 $250,000 CO-Construct Transportation Sales Tax Base $0 $3,500,000 $0 $0 $0 $0 $3,500,000 CB-Chargeba Transportation Sales Tax Base $0 $34,000 $0 $0 $0 $0 $34,000 AT-Arts Base $0 $35,000 $0 $0 $0 $0 $35,000 $1,083,000 $3,569,000 $0 $0 $0 $0 $4,652,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $30,000 $30,000 $30,000 $150,000 $240,000 $0 $0 $30,000 $30,000 $30,000 $150,000 $240,000 DS-Design Transportation Sales Tax Total Budget Operating Impacts Total Operating Impacts 296 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Lake Pleasant Parkway Sidewalk Project Number: EN00480 Council District: Willow and Mesquite Project Location: LPP; Williams Rd to Jomax Rd This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, materials testing, construction, construction administration for the construction of a concrete sidewalk ranging in width from 5 feet to 8 feet, along the east side of Lake Pleasant Parkway between Deer Valley Road and Jomax Road. The improvements will include re-grading the existing drainage channel, constructing a new concrete sidewalk, upgrading ramps, installing decomposed granite, restoring some landscaping, and traffic signal modifications at Yearling Road and Hatfield Road. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total LA-Land Acq Transportation Sales Tax Carryover $59,975 $0 $0 $0 $0 $0 $59,975 CO-Construct Transportation Sales Tax Carryover $1,734,477 $0 $0 $0 $0 $0 $1,734,477 CO-Construct Outside Sources Carryover $14,355 $0 $0 $0 $0 $0 $14,355 Total Budget $1,808,807 $0 $0 $0 $0 $0 $1,808,807 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $1,500 $1,500 $1,500 $1,500 $1,500 $7,500 $15,000 $1,500 $1,500 $1,500 $1,500 $1,500 $7,500 $15,000 Operating Impacts Total Operating Impacts Total Lake Pleasant Pkwy & Dixileta Dr Intersection Mods Project Number: EN00588 Council District: Mesquite Project Location: Dixileta Dr; LPP to Park Access Road This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, materials testing, construction and construction administration for the design and construction of intersection modifications and a traffic signal at Lake Pleasant Parkway and Dixileta Drive, a northbound to eastbound deceleration lane, and an access road extending from the intersection approximately 500 feet to the east, and interconnect conduit duct bank and fiber optics cable between Westwing Parkway and Dixileta Drive. The improvements will include trench and install duct bank and inner duct, vaults, pull fiber optics and splicing as needed, install traffic signal, modify the intersection for ADA, intersection deceleration lane, and roadway improvements. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $1,945,000 $0 $0 $0 $0 $0 $1,945,000 Total Budget $1,945,000 $0 $0 $0 $0 $0 $1,945,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $1,100 $1,100 $1,100 $1,100 $1,100 $5,500 $11,000 $1,100 $1,100 $1,100 $1,100 $1,100 $5,500 $11,000 Funding Source CO-Construct Transportation Sales Tax Operating Impacts Total Operating Impacts 297 Total Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets LED Street Light Conversion Project Number: PW00513 Council District: Project Location: Citywide Citywide LED street light conversion program for arterial and collector street lights. Ongoing annual electricity savings are Description: estimated to payback the one-time cost of this project in approximately 8 years. The project with be funded from the Streets Fund. This project also contains $250K for light pole replacement. The street lighting electricity account will be reduced by the annual savings so that the capital outlay is eventually returned to the Streets Fund. Ameresco's electricity savings guarantee requires the city to annually pay about $10,000 for measurement and verification. Budget by Fiscal Year Category Funding Source OT-Other Highway User Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $2,050,000 $0 $0 $0 $0 $0 $2,050,000 $2,050,000 $0 $0 $0 $0 $0 $2,050,000 Total Budget Operating Impacts Total FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Total Operating Impacts $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Lone Mountain ROW Acquistion Project Number: EN00479 Council District: Mesquite Project Location: Lone Mountain Pkwy:LPP to L303 This project provides the funding for the acquisition of the ROW along Lone Mountain Pkwy between Lake Pleasant Pkwy and Description: L303 and the ROW for 99th Av between the north boundary of the Pleasant Valley Unit 3 subdivision and Lone Mountain Pkwy. Budget by Fiscal Year Category Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $349,511 $0 $0 $0 $0 $0 $349,511 Total Budget $349,511 $0 $0 $0 $0 $0 $349,511 Funding Source LA-Land Acq Transportation Sales Tax 298 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Major Street Repairs Project Number: PW00027 Council District: Any Project Location: Various Locations This project provides for street repairs in response to urgent, unplanned, or unfunded situations or concerns. Repairs typically Description: consist of paving, milling, overlaying, re-surfacing of roadways (with minor concrete curb, gutter, valley gutter, and apron improvements). Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Transportation Sales Tax Carryover $5,723 $0 $0 $0 $0 $0 $5,723 CO-Construct Highway User Carryover $86,144 $0 $0 $0 $0 $0 $86,144 CO-Construct Transportation Sales Tax Base $0 $0 $0 $0 $0 $150,000 $150,000 CO-Construct Highway User Base $150,000 $150,000 $150,000 $150,000 $150,000 $600,000 $1,350,000 AT-Arts Transportation Sales Tax Base $0 $0 $0 $0 $0 $1,500 $1,500 AT-Arts Highway User Base $0 $1,500 $1,500 $1,500 $1,500 $6,000 $12,000 $241,867 $151,500 $151,500 $151,500 $151,500 $757,500 $1,605,367 Total Budget Northern Parkway Project Number: EN00142 Council District: Acacia/Pine Project Location: Northern Av From 71st Av to 115th Av This project provides for the City's contribution toward land acquisition and construction to convert the existing Northern Avenue Description: to an eight-lane, limited access "regionally significant" arterial roadway that will be designated Northern Parkway. The project will construct overpasses at the intersections of mile roadways, including bridged mainline overpasses, median barriers, exit and entrance ramps, traffic signals, landscape and irrigation, barrier walls, utility relocations, and drainage improvements, paving, curb, gutters, street lighting, pavement markings and signing. Per the City Attorney's Office, the City has a contractual obligation to contribute financially to this project under the terms of a 2008 intergovernmental agreement. The project budget reflects the latest financial plan formalized in the Arterial Life Cycle Program published by the Maricopa Association of Governments. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Transportation Sales Tax Base $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $9,162,500 $14,162,500 CB-Chargeba Transportation Sales Tax Base $0 $10,000 $10,000 $10,000 $10,000 $30,000 $70,000 AT-Arts Base $0 $10,000 $10,000 $10,000 $10,000 $91,625 $131,625 $1,000,000 $1,020,000 $1,020,000 $1,020,000 $1,020,000 $9,284,125 $14,364,125 Category Funding Source Transportation Sales Tax Total Budget Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $5,000 $20,000 $20,000 $20,000 $20,000 $100,000 $185,000 Non-Pers OPS $25,000 $80,000 $80,000 $80,000 $80,000 $400,000 $745,000 Total Operating Impacts $30,000 $100,000 $100,000 $100,000 $100,000 $500,000 $930,000 299 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Paradise Lane Widening; Skunk Creek Bridge to 75th Project Number: EN00373 Council District: Palo Verde/Willow Project Location: Paradise Ln; Skunk Creek bridge to 75th Ave This project provides for the project coordination with adjacent property owners, public involvement, design, utility coordination, Description: utility relocation, as needed, ROW acquisition, materials testing, construction, and construction administration for the completion of the widening of the south side of Paradise Ln between the Skunk Creek bridge and 75th Ave to accommodate two EB to NB left turn lanes, one future combination through lane and EB to SB right turn lane, a SB to WB right turn lane, traffic signal upgrades, and a 10' wide sidewalk along the south side of Paradies Ln between the Skunk Creek bridge and 75th Av. The proposed improvements include: clearing, grubbing and grading of the work area, removal of existing pavement and installing new pavement, curb and gutter and side walk, 10' wide sidewalk, apply a Skunk Creek Bridge deck sealant, micro-seal Paradise Ln. from 75th Ave to 83rd Av, signing & striping, traffic signal modifications and installing decomposed granite. This project may also include processing of utility company (APS, Cox, Qwest/Century link, SRP, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 LA-Land Acq Transportation Sales Tax Carryover $30,000 $0 $0 $0 $0 $0 CO-Construct Transportation Sales Tax Carryover $80,000 $0 $0 $0 $0 $0 $80,000 CO-Construct Transportation Sales Tax Base $530,000 $0 $0 $0 $0 $0 $530,000 $640,000 $0 $0 $0 $0 $0 $640,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Non-Pers OPS $0 $0 $1,500 $1,500 $1,500 $7,500 $12,000 Total Operating Impacts $0 $0 $1,500 $1,500 $1,500 $7,500 $12,000 Category Funding Source Total Budget Operating Impacts 300 Total $30,000 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Paradise RV Entrance & Union Hills Dr Modification Project Number: EN00614 Council District: Willow Project Location: Union Hills Dr & Paradise RV This project provides for the coordination with adjacent property owners and MCDOT, public involvement, design, ROW Description: acquisition, utility coordination, utility relocation, construction, and construction administration for the construction of 1) approximately 1,100 feet of additional pavement on the south side of Union Hills Drive to accommodate an acceleration lane for traffic exiting the Paradise RV Park and traveling eastbound on Union Hills Drive and 2) a westbound to northbound deceleration lane at the Paradise RV main access. The improvements will include: clearing and grubbing; saw cutting along existing pavement; installing new pavement along the south side of Union Hills Drive as well as curb, gutter, and a westbound to northbound right turn lane into the Paradise RV main entrance; relocating existing utilities; and microsealing and restriping existing pavement. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development agreements, and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Transportation Sales Tax Base $31,000 $0 $0 $0 $0 $0 $31,000 CO-Construct Transportation Sales Tax Base $0 $300,000 $0 $0 $0 $0 $300,000 CB-Chargeba Transportation Sales Tax Base $0 $17,000 $0 $0 $0 $0 $17,000 AT-Arts Base $0 $3,000 $0 $0 $0 $0 $3,000 $31,000 $320,000 $0 $0 $0 $0 $351,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $2,000 $2,000 $2,000 $10,000 $16,000 $0 $0 $2,000 $2,000 $2,000 $10,000 $16,000 Transportation Sales Tax Total Budget Operating Impacts Total Operating Impacts 301 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Pavement Management Program - Preservation Project Number: PW00138 Council District: Any Project Location: Various Locations In Description: a Pavement Management Program, the ultimate goal is to preserve good conditions on our roadways and extend the lifecycle in good condition, thereby avoiding the much greater costs of rehabilitation and reconstruction. Pavement preservation is accomplished by early, less expensive surface treatments such as seal coats, slurry, micro and chip seals. In FY19, the Streets Division will begin implementing its annual pavement projects based upon technical condition surveys and the objective planning criteria established by our Pavement Management Software. It is projected that an estimated 24 miles of roadway will receive either a seal coat, slurry, or micro seal treatment in FY19. Of those 24 estimated miles, 6 miles of Arterial streets and 18 miles of Residential streets are planned to receive a surface treatment. Project locations shown below: Arterial: 91st Avenue (Deer Valley Road to Union Hills Drive) Union Hills (83rd Avenue to 93rd Alignment) 83rd Avenue (Mountain View Road to Butler Drive) 79th Avenue (Thunderbird to Peoria Avenue) Residential: Vistancia Phase I, II, & III; Vineyards; Dave Brown West Unit 1; Twin Palms; Arrowhead Cove; Arrowhead Shores I & II; Suncliff 4; Calbrisa; New River Shores; Paradise Shores; Bell Freeway Commercial Park; Terramar Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Transportation Sales Tax Carryover $2,254 $0 $0 $0 $0 $0 $2,254 CO-Construct Highway User Carryover $1,498,258 $0 $0 $0 $0 $0 $1,498,258 CO-Construct Transportation Sales Tax Base $499,014 $500,707 $500,707 $750,000 $2,250,000 $8,750,000 $13,250,428 CO-Construct Highway User Base $1,714,433 $2,711,751 $2,711,751 $2,707,921 $3,207,921 $10,831,683 $23,885,459 AT-Arts Transportation Sales Tax Base $0 $4,293 $4,293 $7,500 $22,500 $87,500 $126,086 AT-Arts Highway User Base $0 $23,249 $23,249 $27,079 $32,079 $108,317 $213,974 $3,713,959 $3,240,000 $3,240,000 $3,492,500 $5,512,500 $19,777,500 $38,976,459 Total Budget 302 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Pavement Management Program - Rehabilitation Project Number: PW13000 Council District: Various Project Location: Citywide In Description: FY17, the Streets Division commissioned a technical survey of all Peoria paved roads. This survey included the electronic collection of data used to evaluate every city street based upon age, condition and historical maintenance. This data has been entered into our pavement management software to facilitate the generation of maintenance plans based upon budget and objectively assessed criteria. In FY19, the Streets Division will begin implementing its annual pavement projects based upon the technical-condition survey and the objective planning criteria. In addition, ADA sidewalk ramp improvements will take place in communities that will be receiving mill and overlay treatments in FY20. In previous years, rehabilitation funding was allocated biannually by roadway classification and pavement rehabilitation efforts for FY19 were coordinated based on these prior disbursement methods. Moving forward, a combination of Residential and Arterial roadways will be rehabilitated annually. It is projected that an estimated 4 miles of Arterial roadway will receive mill and overlay treatments in FY19. Project locations shown below: 107th Avenue (Pinnacle Peak Road to Beardsley Road) 91st Avenue (Union Hills Drive to Bell Road) 91st Avenue (Cactus Road to Peoria Avenue) 75th Avenue (Olive Avenue to Northern) Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Transportation Sales Tax Carryover $2,002,361 $0 $0 $0 $0 $0 $2,002,361 CO-Construct Highway User Carryover $3,002,899 $0 $0 $0 $0 $0 $3,002,899 CO-Construct CIP Capital Projects Fun Carryover $43,756 $0 $0 $0 $0 $0 $43,756 $0 $151,000 $0 $162,692 $162,692 $533,010 Category Funding Source DS-Design Transportation Sales Tax Base $56,625 DS-Design Highway User Total Base $243,375 $0 $149,000 $0 $137,308 $437,308 $966,990 CO-Construct Transportation Sales Tax Base $849,375 $2,700,000 $755,000 $2,700,000 $894,808 $11,965,105 $19,864,287 CO-Construct Highway User Base $3,650,625 $3,415,000 $745,000 $415,000 $755,192 $3,264,895 $12,245,713 AT-Arts Transportation Sales Tax Base $0 $27,000 $9,060 $27,000 $10,575 $121,278 $194,913 AT-Arts Highway User Base $0 $30,000 $8,940 $0 $8,925 $28,722 $76,587 $9,849,016 $6,172,000 $1,818,000 $3,142,000 $1,969,500 $15,980,000 $38,930,516 Total Budget 303 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Peoria Auto District Project Number: EN00556 Council District: Ironwood, Willow Project Location: Bell Rd; L101 to West City Limits This project is for final design and construction of way finding signage, monument signage, gateway features, lighting, and Description: landscaping on Bell Rd from L101 to the West City Limits. This project will be phased over time. The phases of the project will expand the theme and elements to various areas within the Auto District to make this a regional destination with a vibrant streetscape. The various phases of the project will include paving, concrete, landscaping, lighting, signage, aesthetics, utility relocations, right-of-way acquisition, public involvement, and drainage. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study Half Cent Sales Tax FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $225,941 $0 $0 $0 $0 $0 $225,941 Base $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $1,725,941 $0 $0 $0 $0 $0 $1,725,941 CO-Construct Half Cent Sales Tax Total Budget Operating Impacts Total FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $12,000 $12,000 $12,000 $12,000 $60,000 $108,000 Non-Pers OPS $0 $40,000 $40,000 $40,000 $150,000 $200,000 $470,000 Total Operating Impacts $0 $52,000 $52,000 $52,000 $162,000 $260,000 $578,000 Pinnacle Peak Road; 91st Ave-Lake Pleasant Pkwy Project Number: EN00015 Council District: Mesquite Project Location: Pinnacle Pk Rd; 91st Av to Lake Pleasant Pkwy This project provides for the coordination with adjacent property owners, developer of The Meadows, and the Maricopa County Description: Department of Transportation (MCDOT), public involvement, design, ROW acquisition, annexation, utility coordination, burying overhead utilities, utility relocation, materials testing, construction and construction administration for roadway improvements to Pinnacle Peak Road from 91st Avenue to Lake Pleasant Parkway to City standards. The improvements will include clearing and grubbing, saw cut along existing pavement, installing drainage facilities, new pavement, curb, gutter, valley gutter and apron, sidewalk, ramps, streetlights, traffic signal modifications, and landscaping and irrigation system. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 LA-Land Acq Transportation Sales Tax Carryover $150,000 $0 $0 $0 $0 $0 CO-Construct Transportation Sales Tax Carryover $415,000 $0 $0 $0 $0 $0 $415,000 CO-Construct Outside Sources Carryover $2,997,000 $0 $0 $0 $0 $0 $2,997,000 Total Budget $3,562,000 $0 $0 $0 $0 $0 $3,562,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $50,000 $50,000 $50,000 $50,000 $250,000 $450,000 $0 $50,000 $50,000 $50,000 $50,000 $250,000 $450,000 Category Funding Source Operating Impacts Total Operating Impacts 304 Total $150,000 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Resurvey Benchmarks Project Number: PW00137 Council District: Various Project Location: Citywide This project will establish horizontal controls and vertical benchmarks for section and quarter corners within the City of Peoria. Description: The city must establish a grid of monuments completed with second order survey accuracy. Additionally, reference to other datum found within the city, namely, FEMA, City of Glendale, City of Phoenix, MCDOT and ADOT datum, shall be corresponded, coordinated and compared with City of Peoria "Inertial System Benchmark Survey." Budget by Fiscal Year Category Funding Source SY-Study General Carryover / Base Base Total Budget Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $234,000 $0 $0 $0 $0 $234,000 $0 $234,000 $0 $0 $0 $0 $234,000 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $0 $5,000 $5,000 $5,000 $25,000 $40,000 Total Operating Impacts $0 $0 $5,000 $5,000 $5,000 $25,000 $40,000 Sidewalks Annual Program Project Number: PW00046 Council District: Various Project Location: Citywide This program addresses sidewalk deficiencies along arterial streets due to lack of adjacent development or older developments Description: that did not complete the sidewalk improvements. The program provides for public involvement, design, utility coordination, utility relocation, ROW acquisition, materials testing, construction and construction administration for installing concrete sidewalks, repair or replacement of landscape and irrigation system improvements, applying pre-emergent and decomposed granite, along with incidental work to accomplish connectivity. The project will likely include processing of utility agreements for design and construction, as well as development agreements and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Highway User Base $90,000 $90,000 $90,000 $90,000 $90,000 $450,000 $900,000 CB-Chargeba Highway User Base $0 $15,000 $15,000 $15,000 $15,000 $75,000 $135,000 AT-Arts Base $0 $900 $900 $900 $900 $4,500 $8,100 $90,000 $105,900 $105,900 $105,900 $105,900 $529,500 $1,043,100 Category Funding Source Highway User Total Budget 305 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Sonoran Mountain Ranch Emergency Access Project Number: EN00599 Council District: Mesquite Project Location: 75th Av alignment; Bajada Rd to 74th Ln This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, construction and construction administration for the construction of an emergency access (2-lanes) for the Sonoran Mountain Ranch development extending along the 75th Av alignment from Bajada Rd to the cul-de-sac at 74th Ln, more clearly described as following the water line easement. The improvements will include: clearing and grubbing, drainage improvements, ROW acquisition, install new pavement to accommodate a 2-lane access, ribbon curb, valley gutters and gates. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 LA-Land Acq Transportation Sales Tax Base $580,000 $0 $0 $0 $0 $0 DS-Design Transportation Sales Tax Base $100,000 $0 $0 $0 $0 $0 $100,000 CO-Construct Transportation Sales Tax Base $0 $1,060,000 $0 $0 $0 $0 $1,060,000 CB-Chargeba Transportation Sales Tax Base $0 $36,000 $0 $0 $0 $0 $36,000 AT-Arts Base $0 $10,600 $0 $0 $0 $0 $10,600 $680,000 $1,106,600 $0 $0 $0 $0 $1,786,600 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $16,000 $16,000 $16,000 $80,000 $128,000 $0 $0 $16,000 $16,000 $16,000 $80,000 $128,000 Category Funding Source Transportation Sales Tax Total Budget Operating Impacts Total Operating Impacts Total $580,000 Street Light Replacement Program Project Number: PW11160 Council District: Various Project Location: Various Locations This program provides for the replacement of old street lights and allows the city to respond to unexpected failures or newly Description: identified locations for streetlights in residential areas. Staff evaluates the condition of existing streetlights, which may be more than 30 years old and prioritizes these for replacement. The division also accepts applications for new streetlights to address areas that may need additional lighting based on current lighting standards. Budget by Fiscal Year Category Funding Source CO-Construct Highway User OT-Other Highway User Carryover / Base FY 2019 Carryover $798,998 $0 $0 $0 $0 $0 $798,998 Base $890,000 $590,000 $590,000 $590,000 $590,000 $1,150,000 $4,400,000 $1,688,998 $590,000 $590,000 $590,000 $590,000 $1,150,000 $5,198,998 Total Budget FY 2020 306 FY 2021 FY 2022 FY 2023 FY 24-28 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Technical Pavement Condition Survey & Support Project Number: PW00512 Council District: Project Location: Citywide Pavement preservation is integral to a fiscally sound program of pavement management. Allocated funds are applied to pavements Description: where the greatest cost benefit will be realized in extended lifecycles and enhanced fiscal management through pavement lifecycle management. In FY17, the Streets Division employed the first electronic survey of its entire pavement network. This survey provided multiple levels of data reporting on the conditions of our pavement surfaces as well as structure and sub-structure. Based upon data collected and allocated budgets, the electronic survey data allows the streets division to prioritize maintenance projects based upon the objective data, which is all gathered at once. The electronic survey results are transmitted to the city’s Hansen work order system and the Streets Division’s Lucity Pavement Management software. It is then used to run various reports and scenarios to plan future maintenance projects. A citywide complete technical survey will be repeated every three (3) years to update the changed conditions for maximum efficiency of our pavement management program. Budget by Fiscal Year Category Funding Source OT-Other Highway User Carryover / Base Base Total Budget FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $255,000 $0 $0 $255,000 $255,000 $765,000 $0 $255,000 $0 $0 $255,000 $255,000 $765,000 Thunderbird Road Corridor Improvements Project Number: EN00086 Council District: Palo Verde Project Location: Thunderbird Rd; 83rd Av to Loop 101 This project provides for two projects; 1) a conceptual design (15%) for widening the south side of Thunderbird Rd between 83rd Description: Av to 75th Av to accommodate the third lane and 2) the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility coordination, utility relocation, materials testing, construction and construction administration for the construction of the ultimate corridor capacity improvements between L101 and 83rd Av. The improvements may include: dual eastbound to northbound left turn lanes, westbound to southbound left turn lanes, restriping of lanes to other purposes, and installing or extending turn lanes throughout the corridor from 83rd Avenue west to the Loop 101 on Thunderbird Road. This project may also require processing of utility companies (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total LA-Land Acq Transportation Sales Tax Carryover $30,000 $0 $0 $0 $0 $0 $30,000 CO-Construct Transportation Sales Tax Carryover $519,626 $0 $0 $0 $0 $0 $519,626 CO-Construct Street Impact Fees Z1 Po Carryover $1,030,000 $0 $0 $0 $0 $0 $1,030,000 Total Budget $1,579,626 $0 $0 $0 $0 $0 $1,579,626 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $1,800 $1,800 $1,800 $1,800 $1,800 $9,000 $18,000 $1,800 $1,800 $1,800 $1,800 $1,800 $9,000 $18,000 Operating Impacts Total Operating Impacts 307 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Streets Utility Undergrounding Program Project Number: EN00563 Council District: Various Project Location: Citywide This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocations, materials testing, construction and construction management for a utility undergrounding program. The improvements will include trenching; installing conduit, cabinets, pedestals, etc.; pulling new wire; removing existing overhead facilities; and installing a new streetlight system. This program will also include processing of agreements (Cox, SRP, APS, El Paso Natural Gas, SWG, Centurylink, etc) for design and construction, as well as development agreements and IGAs. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $2,000,000 CO-Construct Proposed GO Bonds Base $0 $0 $0 $0 $0 $2,000,000 AT-Arts Base $0 $0 $0 $0 $0 $20,000 $20,000 $0 $0 $0 $0 $0 $2,020,000 $2,020,000 Proposed GO Bonds Total Budget Vistancia Blvd & Happy Valley Rd Intersection Mods Project Number: EN00586 Council District: Mesquite Project Location: Vistancia Blvd & Happy Valley Rd This project provides for the coordination with adjacent property owners and MCDOT, public involvement, design, ROW Description: acquisition, utility coordination, utility relocation, materials testing, construction and construction administration for the design and construction of ramps, crosswalks, and a traffic signal at the intersection of Vistancia Boulevard and Happy Valley Road. The improvements will include removal of ramps, construction of new ramps, median modifications, swale modifications, striping a crosswalk on Happy Valley Road, no crosswalks on Vistancia Boulevard, and construction of a new traffic signal. This project may also require processing of utility company (APS, Cox, Qwest, SRP, EPNG, SWG, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Highway User Carryover $411,028 $0 $0 $0 $0 $0 CO-Construct Outside Sources Carryover $242,850 $0 $0 $0 $0 $0 $242,850 Total Budget $653,878 $0 $0 $0 $0 $0 $653,878 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $600 $600 $600 $600 $600 $3,000 $6,000 $600 $600 $600 $600 $600 $3,000 $6,000 Category Funding Source Operating Impacts Total Operating Impacts 308 Total $411,028 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Traffic Control Traffic Management Center Equipment Replacement Project Number: EN00433 Council District: Acacia Project Location: DCSB This project provides funding for periodic equipment replacement in the city’s Traffic Management Center (TMC) located in the Description: Development and Community Services Building. This equipment includes the video wall monitors, computer hardware and switches, video conferencing equipment, and other related equipment. The city was awarded federal CMAQ funds to offset the costs of the first equipment replacement. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 OT-Other Transportation Sales Tax Carryover $22,371 $0 $0 $0 $0 $0 $22,371 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $5,000 $5,000 $22,371 $0 $0 $0 $0 $505,000 $527,371 CO-Construct Transportation Sales Tax Base AT-Arts Base Transportation Sales Tax Total Budget FY 24-28 Total Traffic Signal Interconnect Project (TSIP) Project Number: PW00133 Council District: City Wide Project Location: Various Locations The project provides for extension of the fiber optic system to provide communications to the city's traffic signals. This funding Description: will provide the additional conduit, fiber optic cable, computer networking equipment, communication lines and ITS equipment (CCTV cameras, dynamic message signs, etc.). The fiber optics communication system will aid in maintaining the coordination of the city's traffic signals, as well as obtaining valuable intersection information from a central location. Budget by Fiscal Year Category Funding Source CO-Construct Transportation Sales Tax Carryover / Base FY 2019 Carryover FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $177,502 $0 $0 $0 $0 $0 $177,502 Transportation Sales Tax Base $0 $25,000 $0 $25,000 $0 $75,000 $125,000 CO-Construct Transportation Sales Tax Base $0 $175,000 $0 $175,000 $0 $525,000 $875,000 CB-Chargeba Transportation Sales Tax Base $0 $5,000 $0 $5,000 $0 $15,000 $25,000 AT-Arts Base $0 $2,000 $0 $2,000 $0 $6,000 $10,000 $177,502 $207,000 $0 $207,000 $0 $621,000 $1,212,502 DS-Design Transportation Sales Tax Total Budget 309 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Traffic Control Traffic Signal Program Project Number: EN00170 Council District: Citywide Project Location: Various Locations The Traffic Signal Program provides funding for traffic studies, coordination with adjacent property owners, public involvement, Description: design, materials testing, construction and construction administration for various traffic control improvements/enhancements. These improvements may include, but are not limited to, new signals, modification of existing signals and handicap ramps, the purchase and installation of miscellaneous traffic signal equipment, intelligent transportation system equipment, speed display signs, CCTV, etc. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Transportation Sales Tax Carryover $417,517 $0 $0 $0 $0 $0 $417,517 CO-Construct Transportation Sales Tax Base $550,000 $550,000 $550,000 $550,000 $550,000 $2,750,000 $5,500,000 CO-Construct Outside Sources Base $25,000 $0 $0 $0 $0 $0 $25,000 CB-Chargeba Transportation Sales Tax Base $0 $44,500 $44,500 $44,500 $44,500 $222,500 $400,500 AT-Arts Base Category Funding Source Transportation Sales Tax Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $5,500 $5,500 $5,500 $5,500 $27,500 $49,500 $992,517 $600,000 $600,000 $600,000 $600,000 $3,000,000 $6,392,517 Traffic Signal Renovation and Replacement Project Number: PW00993 Council District: All Project Location: Various Locations There are currently 121 signalized intersections in the City. This project provides for the replacement of wiring, signal cabinets, Description: and controllers at an average rate of 6 intersections per year. In many cases, accidents necessitating replacement or new development/technology facilitate signal systems upgrades but if not, they should be thoroughly renovated in a routine program of maintenance. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Highway User Carryover $48,422 $0 $0 $0 $0 $0 $48,422 CO-Construct GO Bonds 2015 Carryover $158,490 $0 $0 $0 $0 $0 $158,490 Base $309,000 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,090,000 $515,912 $309,000 $309,000 $309,000 $309,000 $1,545,000 $3,296,912 OT-Other Highway User Total Budget 310 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater providing a new, non-potable water resource opportunity. The measure of success when collecting and treating wastewater is when no one so much as wonders how it is done. It takes a complex network of infrastructure to make this operation seamless. In addition to building and operating large water treatment and reclamation facilities, the City of Peoria ensures that infrastructure is in place from an individual residence or commercial establishment, along roadway alignments, to the treatment facility. Facilities within Peoria also can reuse a portion of flows, Wastewater infrastructure is funded primarily through operating revenues from rate payers, as well as revenue bonds and development impact fees. The 10-year program includes funding for the oversizing of selected wastewater trunk sewers to provide collection system capacity for new development in northern areas of the City and additional treatment capacity be added to meet the needs of continuing development in the north and northwest portions of the City. Wastewater Total - $134,735,644 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY19 FY20 FY21 FY22 FY23 311 FY24 FY25 FY26 FY27 FY28 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total 2050 - Water $1,642,111 $2,173,708 $108,500 $56,250 $63,750 $5,244,250 $9,288,569 2162 - Water Expansion Post 1/1/12 $165,273 $0 $0 $0 $0 $0 $165,273 2163 - Water Exp. S. of Bell $939,448 $383,519 $98,241 $573,080 $0 $0 $1,994,288 2164 - Water Exp. N. of Bell $1,520,004 $1,813,519 $998,241 $2,915,518 $2,156,785 $113,125 $9,517,192 $0 $0 $0 $0 $0 $10,000,000 $10,000,000 $9,878,689 $2,934,988 $2,277,970 $9,196,035 $9,550,213 $24,980,000 $58,817,895 2453 - Prp W/S Rev Bonds 2003 (WW) $0 $0 $0 $0 $0 $30,000,000 $30,000,000 2506 - Wastewater Exp. E. of Agua Fria $245,573 $2,347,040 $32,747 $191,027 $0 $0 $2,816,386 2507 - Wastewater Exp. W. of Agua Fria $1,363,634 $2,981,030 $5,608,470 $191,027 $67,359 $0 $10,211,519 2509 - Wastewater Expansion Post 1/1/12 $1,924,521 $0 $0 $0 $0 $0 $1,924,521 Total - Wastewater $17,679,253 $12,633,804 $9,124,169 $13,122,935 $11,838,107 $70,337,375 $134,735,644 2272 - Proposed WIFA Loan for Water 2400 - Wastewater 312 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 101st Ave and Northern Lift Station Pretreatment $801,248 $0 $0 $0 $0 $0 $801,248 Agua Fria Lift Station-Wastewater Campus Land $150,000 $4,000,000 $0 $0 $0 $0 $4,150,000 Beardsley WRF Equipment Upgrade and Replacement $197,870 $153,000 $153,000 $9,369,751 $8,627,786 $452,500 $18,953,907 $2,184,961 $0 $0 $0 $0 $0 $2,184,961 Butler IPS Equipment Upgrade and Replacement $192,093 $150,000 $100,000 $100,000 $120,000 $550,000 $1,212,093 Butler Reclaimed Water System Expansion Phase II $2,664 $0 $0 $0 $0 $0 $2,664 Butler WRF Aeration System Upgrades $1,772,745 $0 $0 $0 $0 $0 $1,772,745 Butler WRF Equipment Upgrade and Replacement $431,277 $180,000 $180,000 $100,000 $105,000 $700,000 $1,696,277 Butler WRF Headworks Rehabilitation $600,000 $0 $0 $0 $0 $0 $600,000 Butler WRF Recharge Wells $2,921,036 $1,022,719 $261,976 $1,528,212 $0 $0 $5,733,943 Dixileta 21 inch Sewer Extension $1,154,521 $0 $0 $0 $0 $0 $1,154,521 El Mirage Road Sewer Infrastructure Upsizing $0 $1,313,239 $2,626,000 $0 $0 $0 $3,939,239 Jomax WRF Equipment Upgrade and Replacement $88,993 $75,751 $101,000 $125,000 $150,000 $277,000 $817,744 $1,297,825 $1,400,000 $3,600,000 $0 $0 $60,000,000 $66,297,825 $624,921 $494,900 $398,950 $393,900 $383,800 $1,919,000 $4,215,471 $0 $0 $0 $0 $67,359 $0 $67,359 Manhole Rehabilitation $505,197 $378,725 $378,725 $378,725 $378,725 $1,893,625 $3,913,722 Miscellaneous Local Wastewater Line Improvements $455,001 $204,000 $204,000 $204,000 $204,000 $1,045,250 $2,316,251 Reclaimed Water Booster Land Purchase at IPS $713,830 $0 $0 $0 $0 $0 $713,830 SROG Line Assessment & Repair $812,672 $0 $170,795 $223,347 $501,437 $0 $1,708,251 Trunk Sewer Line Inspection $238,457 $0 $0 $0 $600,000 $0 $838,457 Trunk Sewer Rehabilitation $1,381,617 $2,071,520 $0 $0 $0 $0 $3,453,137 $0 $700,000 $700,000 $700,000 $700,000 $3,500,000 $6,300,000 West Agua Fria Wastewater Lines $1,152,325 $489,951 $249,723 $0 $0 $0 $1,891,999 Total - Wastewater $17,679,253 $12,633,804 $9,124,169 $13,122,935 $11,838,107 $70,337,375 $134,735,644 Beardsley WRF Solids Pipeline Rehabilitation Jomax WRF Expansion Lift Station Reconditioning LPH Mystic Wastewater Oversizing Wastewater System Additional R & M Expense 313 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater 101st Ave and Northern Lift Station Pretreatment Project Number: UT00398 Council District: Pine Project Location: 101st Ave and Northern This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for realigning the existing 18" influent sewer lines, the installation of an in-line channel grinder and replacing the electrical and instrumentation equipment. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc.) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Wastewater Carryover $166,642 $0 $0 $0 $0 $0 CO-Construct Wastewater Base $634,606 $0 $0 $0 $0 $0 $634,606 $801,248 $0 $0 $0 $0 $0 $801,248 Category Funding Source Total Budget Total $166,642 Agua Fria Lift Station-Wastewater Campus Land Project Number: UT00284 Council District: Mesquite Project Location: CAP Canal and Agua Fria River This project will purchase a 40-acre site for a future water reclamation facility campus. This project site is identified in the Description: Integrated Water Utilities Master Plan and will be used for a regional wastewater lift station that will provide service for the portion of the city located north of the Central Arizona Project (CAP) canal and east of the Agua Fria River. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 SY-Study FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Wastewater Carryover $150,000 $0 $0 $0 $0 $0 $150,000 LA-Land Acq Wastewater Exp. E. of A Base $0 $2,219,200 $0 $0 $0 $0 $2,219,200 LA-Land Acq Wastewater Base $0 $700,800 $0 $0 $0 $0 $700,800 LA-Land Acq Water Exp. N. of Bell Base $0 $1,080,000 $0 $0 $0 $0 $1,080,000 $150,000 $4,000,000 $0 $0 $0 $0 $4,150,000 Total Budget 314 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Beardsley WRF Equipment Upgrade and Replacement Project Number: UT00314 Council District: Willow Project Location: Beardsley Treatment Plant This project will replace and update existing plant equipment and provide for the ultimate expansion of the facility. The Description: replacement of this equipment will maintain plant reliability and increase efficiencies. The main elements are upgrades to the disinfection system, odor control, HVAC, EMS, overhauling of headworks equipment, and instrumentation equipment replacement. The FY22-23 component of this project will increase plant treatment capacity, and address laboratory needs to achieve an expansion from 4 MGD to 6 MGD. The project will entail expanding plant capacity using the current plant process technology at Beardsley. New basins, clarifiers, pump capacity, filters, disinfection systems, recharge capacity and backup generator power are the main elements of this project. FY19 funding includes $20,000 to replace the environmental management system. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Wastewater Carryover $27,870 $0 $0 $0 $0 $0 $27,870 EQ-Equipme Wastewater Base $127,500 $112,500 $112,500 $0 $0 $150,000 $502,500 EQ-Equipme Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $50,000 $50,000 EQ-Equipme Water Base $42,500 $37,500 $37,500 $0 $0 $0 $117,500 CO-Construct Wastewater Base $0 $0 $0 $6,975,000 $6,404,223 $187,500 $13,566,723 CO-Construct Water Exp. N. of Bell Base $0 $0 $0 $2,325,000 $2,134,528 $62,500 $4,522,028 CB-Chargeba Wastewater Base $0 $2,250 $2,250 $0 $2,250 $0 $6,750 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $0 $750 $0 $750 CB-Chargeba Water Base $0 $750 $750 $0 $0 $0 $1,500 AT-Arts Wastewater Base $0 $0 $0 $52,313 $64,528 $1,875 $118,716 AT-Arts Water Exp. N. of Bell Base $0 $0 $0 $17,438 $21,507 $625 $39,570 $197,870 $153,000 $153,000 $9,369,751 $8,627,786 $452,500 $18,953,907 Total Budget Beardsley WRF Solids Pipeline Rehabilitation Project Number: UT00308 Council District: Ironwood Project Location: Beardsley and 91st Av to 99th Av This project involves the rehabilitation of an 8-inch force main that transports solids from the Beardsley Water Reclamation Description: Facility to the sewer collector along 91st Ave and then ultimately to the Butler Water Reclamation Facility. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Wastewater Carryover $363,863 $0 $0 $0 $0 $0 $363,863 CO-Construct Wastewater Base $1,821,098 $0 $0 $0 $0 $0 $1,821,098 $2,184,961 $0 $0 $0 $0 $0 $2,184,961 Total Budget 315 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Butler IPS Equipment Upgrade and Replacement Project Number: UT00422 Council District: Pine Project Location: Butler Water Reclamation Facility The Butler Influent Pumping Station is the primary wastewater pumping station through which all flow that is treated at the Butler Description: Water Reclamation Facility passes. This project provides for replacement, major rehabilitation, and assessment of process components such as motors, pumps, bar screens, odor control systems, VFDs, electrical, instrumentation associated with the Butler Influent Pumping Station to ensure continuous service. Budget by Fiscal Year Category Funding Source CO-Construct Wastewater OT-Other Wastewater Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Carryover $42,093 $0 $0 $0 $0 $0 $42,093 Base $150,000 $150,000 $100,000 $100,000 $120,000 $550,000 $1,170,000 $192,093 $150,000 $100,000 $100,000 $120,000 $550,000 $1,212,093 Total Budget Butler Reclaimed Water System Expansion Phase II Project Number: UT00313 Council District: Acacia Project Location: Butler WRF This project is the next phase of the Butler Reclaimed System Expansion project and will construct a 1.5 MGD booster pump Description: station to reach more potential reclaimed water users in the Old Town area. Budget by Fiscal Year Category Funding Source CO-Construct Wastewater Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $2,664 $0 $0 $0 $0 $0 $2,664 Total Budget $2,664 $0 $0 $0 $0 $0 $2,664 Total Butler WRF Aeration System Upgrades Project Number: UT00420 Council District: Acacia Project Location: Butler Water Reclamation Facility This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, and utility coordination for the installation of new aeration system blowers at the Butler Water Reclamation Facility. The project will also make small modifications to the aeration system piping to make the system more efficient overall. The FY19 funding for this project will account for added scope, as well as recent material, equipment and construction cost increases. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Wastewater Carryover $879,514 $0 $0 $0 $0 $0 $879,514 CO-Construct Water Carryover $293,231 $0 $0 $0 $0 $0 $293,231 CO-Construct Wastewater Base $300,000 $0 $0 $0 $0 $0 $300,000 CO-Construct Water Base $300,000 $0 $0 $0 $0 $0 $300,000 $1,772,745 $0 $0 $0 $0 $0 $1,772,745 Category Funding Source Total Budget 316 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Butler WRF Equipment Upgrade and Replacement Project Number: UT00333 Council District: Acacia Project Location: Butler Water Reclamation Facility The Butler Water Reclamation Facility (WRF) is a complex, highly automated wastewater treatment facility. Equipment operates Description: in, or is exposed to, harsh environmental conditions. As equipment degrades or ages, replacement is required. Some of the larger pieces of equipment identified for replacement or major rebuilding/over-haul include various pumps and motors, HVAC, EMS, centrifuge scrolls, various variable frequency drives, and chemical systems. FY19 funding includes $165,000 to replace the environmental management system and air conditioning units. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Wastewater Carryover $86,277 $0 $0 $0 $0 $0 $86,277 EQ-Equipme Wastewater Base $258,750 $135,000 $135,000 $75,000 $78,750 $525,000 $1,207,500 EQ-Equipme Water Base Total Budget $86,250 $45,000 $45,000 $25,000 $26,250 $175,000 $402,500 $431,277 $180,000 $180,000 $100,000 $105,000 $700,000 $1,696,277 Butler WRF Headworks Rehabilitation Project Number: UT00100 Council District: Acacia Project Location: Butler Water Reclamation Facility This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, and all related sitework for the rehabilitation of the concrete influent screening channels inside of the Butler WRF Headworks Building including channel isolation, concrete repairs, and coating installation. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Wastewater Base $450,000 $0 $0 $0 $0 $0 CO-Construct Water Base $150,000 $0 $0 $0 $0 $0 $150,000 $600,000 $0 $0 $0 $0 $0 $600,000 Category Funding Source Total Budget 317 Total $450,000 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Butler WRF Recharge Wells Project Number: UT00309 Council District: Acacia Project Location: Butler Wastewater Basin This project will design and construct new groundwater recharge wells in the Butler Wastewater Basin. The project will provide Description: for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, and utility coordination for installation of a new recharge well, reclaimed water piping to the well, and all associated site and electrical equipment. The next proposed site location will focus on areas near the City Hall Campus. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Water Exp. N. of Bell Carryover $28,125 $0 $0 $0 $0 $0 SY-Study Wastewater Exp. W. of Carryover $9,375 $0 $0 $0 $0 $0 $9,375 SY-Study Water Expansion Post 1/ Carryover $29,860 $0 $0 $0 $0 $0 $29,860 SY-Study Wastewater Exp. E. of A Carryover $17,864 $0 $0 $0 $0 $0 $17,864 SY-Study Water Exp. S. of Bell Carryover $28,125 $0 $0 $0 $0 $0 $28,125 CO-Construct Wastewater Exp. W. of Carryover $27,659 $0 $0 $0 $0 $0 $27,659 CO-Construct Water Expansion Post 1/ Carryover $87,588 $0 $0 $0 $0 $0 $87,588 CO-Construct Water Exp. S. of Bell Carryover $468,069 $0 $0 $0 $0 $0 $468,069 CO-Construct Water Carryover $223,779 $0 $0 $0 $0 $0 $223,779 CO-Construct Water Exp. N. of Bell Carryover $300,909 $0 $0 $0 $0 $0 $300,909 CO-Construct Water Exp. N. of Bell Carryover $653,345 $0 $0 $0 $0 $0 $653,345 CO-Construct Wastewater Exp. E. of A Carryover $71,875 $0 $0 $0 $0 $0 $71,875 CO-Construct Wastewater Exp. E. of A Carryover $79,959 $0 $0 $0 $0 $0 $79,959 CO-Construct Wastewater Exp. W. of Carryover $71,875 $0 $0 $0 $0 $0 $71,875 CO-Construct Water Exp. S. of Bell Carryover $215,625 $0 $0 $0 $0 $0 $215,625 Total $28,125 DS-Design Wastewater Exp. E. of A Base $31,250 $51,159 $13,105 $76,445 $0 $0 $171,958 DS-Design Water Exp. S. of Bell Base $93,755 $153,477 $39,314 $229,335 $0 $0 $515,880 DS-Design Water Exp. N. of Bell Base $93,750 $153,477 $39,314 $229,335 $0 $0 $515,875 DS-Design Wastewater Exp. W. of Base $31,250 $51,159 $13,105 $76,445 $0 $0 $171,958 CO-Construct Wastewater Exp. W. of Base $44,625 $73,055 $18,713 $109,163 $0 $0 $245,557 CO-Construct Wastewater Exp. E. of A Base $44,625 $73,055 $18,713 $109,163 $0 $0 $245,557 CO-Construct Water Exp. N. of Bell Base $133,875 $219,165 $56,140 $327,490 $0 $0 $736,670 CO-Construct Water Exp. S. of Bell Base $133,874 $219,165 $56,140 $327,490 $0 $0 $736,669 CB-Chargeba Wastewater Exp. E. of A Base $0 $2,398 $614 $3,584 $0 $0 $6,596 CB-Chargeba Water Exp. N. of Bell Base $0 $7,195 $1,843 $10,751 $0 $0 $19,789 CB-Chargeba Water Exp. S. of Bell Base $0 $7,195 $1,843 $10,751 $0 $0 $19,789 CB-Chargeba Wastewater Exp. W. of Base $0 $2,398 $614 $3,584 $0 $0 $6,596 AT-Arts Wastewater Exp. W. of Base $0 $1,228 $315 $1,835 $0 $0 $3,377 AT-Arts Wastewater Exp. E. of A Base $0 $1,228 $315 $1,835 $0 $0 $3,377 AT-Arts Water Exp. S. of Bell Base $0 $3,683 $944 $5,504 $0 $0 $10,131 AT-Arts Water Exp. N. of Bell Base Total Budget Operating Impacts Total Operating Impacts $0 $3,683 $944 $5,504 $0 $0 $10,131 $2,921,036 $1,022,719 $261,976 $1,528,212 $0 $0 $5,733,943 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $0 $61,000 $305,000 $366,000 $0 $0 $0 $0 $61,000 $305,000 $366,000 318 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Dixileta 21 inch Sewer Extension Project Number: UT00404 Council District: Mesquite Project Location: Varies Project includes the addition of 2,200 linear feet of new 21-inch VCP sewer main. Pipeline construction will occur in Description: undeveloped territory. Budget by Fiscal Year Category Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $1,154,521 $0 $0 $0 $0 $0 $1,154,521 Total Budget $1,154,521 $0 $0 $0 $0 $0 $1,154,521 Funding Source CO-Construct Wastewater Expansion P Total El Mirage Road Sewer Infrastructure Upsizing Project Number: UT00432 Council District: Mesquite Project Location: El Mirage Rd from Westland Rd to Jomax Rd This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, and utility coordination for the installation of a new trunk sewer main primarily along El Mirage Road from Jomax Road to Westland Road. The project will be constructed by a local developer, but the City will fund 'oversizing' of the sewer main to account for capacity needs of future development. The oversizing cost will be paid for by future developers through impact fee assessment. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Wastewater Exp. W. of Base $0 $1,300,236 $2,600,000 $0 $0 $0 $3,900,236 AT-Arts Base $0 $13,003 $26,000 $0 $0 $0 $39,003 $0 $1,313,239 $2,626,000 $0 $0 $0 $3,939,239 Wastewater Exp. W. of Total Budget Jomax WRF Equipment Upgrade and Replacement Project Number: UT00323 Council District: Mesquite Project Location: Jomax WRF The equipment at Jomax Water Reclamation Facility is exposed to a harsh wastewater environment and is subject to continuous Description: operation. Replacement of equipment is required as the facility ages. Potential projects include scrubber replacement with more efficient technology, turbo blower addition with more efficient technology, electrical component replacements and upgrades, influent screens and screening components, various pumps. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Wastewater Carryover $38,993 $0 $0 $0 $0 $0 $38,993 CO-Construct Wastewater Base $37,500 $56,250 $75,000 $93,375 $112,125 $205,875 $580,125 CO-Construct Water Base $12,500 $18,750 $25,000 $31,125 $37,375 $68,625 $193,375 AT-Arts Wastewater Base $0 $563 $750 $375 $375 $1,875 $3,938 AT-Arts Water Base $0 $188 $250 $125 $125 $625 $1,313 $88,993 $75,751 $101,000 $125,000 $150,000 $277,000 $817,744 Category Funding Source Total Budget FY 2020 319 FY 2021 FY 2022 FY 2023 FY 24-28 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Jomax WRF Expansion Project Number: UT00388 Council District: Mesquite Project Location: Jomax Water Reclamation Facility This project will include design and construction of an expansion to the Jomax Water Reclamation Facility (WRF) located just Description: north of the Beardsley Canal and west of the Agua Fria River. The current treatment capacity of the Jomax WRF is 2.25 million gallons per day (MGD). Development in the north and northwest portions of the City will require that additional treatment capacity be added at this facility. As currently planned, the WRF expansion costs represent the City's costs of a 1.5MGD expansion to a 4.5MGD capacity. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 DS-Design Water Expansion Post 1/ DS-Design Wastewater DS-Design DS-Design Base $47,825 $0 $0 $0 $0 $0 $47,825 Base $143,475 $0 $0 $0 $0 $0 $143,475 Wastewater Exp. W. of Base $796,525 $0 $0 $0 $0 $0 $796,525 Water Exp. N. of Bell Base $310,000 $0 $0 $0 $0 $0 $310,000 CO-Construct Proposed WIFA Loan for Base $0 $0 $0 $0 $0 $9,900,000 $9,900,000 CO-Construct Wastewater Exp. W. of Base $0 $1,039,500 $2,673,267 $0 $0 $0 $3,712,767 CO-Construct Water Base $0 $0 $0 $0 $0 $4,950,000 $4,950,000 CO-Construct Prp W/S Rev Bonds 200 Base $0 $0 $0 $0 $0 $29,700,000 $29,700,000 CO-Construct Wastewater Base $0 $0 $0 $0 $0 $14,850,000 $14,850,000 CO-Construct Water Exp. N. of Bell Base $0 $346,500 $891,089 $0 $0 $0 $1,237,589 AT-Arts Water Exp. N. of Bell Base $0 $3,500 $8,911 $0 $0 $0 $12,411 AT-Arts Water Base $0 $0 $0 $0 $0 $50,000 $50,000 AT-Arts Wastewater Base $0 $0 $0 $0 $0 $150,000 $150,000 AT-Arts Prp W/S Rev Bonds 200 Base $0 $0 $0 $0 $0 $300,000 $300,000 AT-Arts Wastewater Exp. W. of Base $0 $10,500 $26,733 $0 $0 $0 $37,233 AT-Arts Proposed WIFA Loan for Base $0 $0 $0 $0 $0 $100,000 $100,000 $1,297,825 $1,400,000 $3,600,000 $0 $0 $60,000,000 $66,297,825 Total Budget Total Lift Station Reconditioning Project Number: UT00116 Council District: Various Project Location: Citywide This project addresses ongoing needs at all City of Peoria lift stations. The funds will be used to address pre-treatment, odor Description: control, corrosion prevention, eye wash units, equipment upgrades and replacements. The city has 13 lift stations in the wastewater collection system. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Wastewater Carryover $149,921 $0 $0 $0 $0 $0 $149,921 CO-Construct Wastewater Base $475,000 $490,000 $395,000 $390,000 $380,000 $1,900,000 $4,030,000 AT-Arts Base $0 $4,900 $3,950 $3,900 $3,800 $19,000 $35,550 $624,921 $494,900 $398,950 $393,900 $383,800 $1,919,000 $4,215,471 Category Funding Source Wastewater Total Budget FY 2020 320 FY 2021 FY 2022 FY 2023 FY 24-28 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater LPH Mystic Wastewater Oversizing Project Number: UT00446 Council District: Mesquite Project Location: Lake Pleasant Heights Development This project provides for additional wastewater collection capacity in the water system serving the Lake Pleasant Heights (LPH) Description: development and adjacent developments in the future. The LPH development will fund the transmission mains necessary to serve the development's requirements. The city is funding the over-sizing of selected wastewater trunk sewer lines to provide collection system capacity for new developments in the surrounding areas. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Wastewater Exp. W. of Base $0 $0 $0 $0 $66,692 $0 AT-Arts Base $0 $0 $0 $0 $667 $0 $667 $0 $0 $0 $0 $67,359 $0 $67,359 Wastewater Exp. W. of Total Budget $66,692 Manhole Rehabilitation Project Number: UT00307 Council District: Various Project Location: Citywide This project will repair and rehabilitate manholes, manhole rings and manhole covers throughout the city's wastewater collection Description: system. The city has over 14,000 manholes with an expected life of 30 to 50 years. Approximately 20 deficient rings and covers will be replaced annually addressing needs of the system. Manholes to be rehabilitated were identified in a sewer line assessment study. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Wastewater Carryover $182,697 $0 $0 $0 $0 $0 $182,697 CO-Construct Wastewater Base $322,500 $372,500 $372,500 $372,500 $372,500 $1,862,500 $3,675,000 CB-Chargeba Wastewater Base $0 $2,500 $2,500 $2,500 $2,500 $12,500 $22,500 AT-Arts Base $0 $3,725 $3,725 $3,725 $3,725 $18,625 $33,525 $505,197 $378,725 $378,725 $378,725 $378,725 $1,893,625 $3,913,722 Category Funding Source Wastewater Total Budget FY 2020 321 FY 2021 FY 2022 FY 2023 FY 24-28 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Miscellaneous Local Wastewater Line Improvements Project Number: UT00191 Council District: Various Project Location: Citywide This project provides funding to rehabilitate, realign, assess or extend the city's existing wastewater collection system to ensure its Description: continued compliant and efficient operation. Examples, though not limited to, include sewer extensions in coordination with street improvement projects, realignment/rehabilitation of downtown alley sewer mains, assessment of the air relief valves and immediate need sewer repairs. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Wastewater Carryover $200,001 $0 $0 $0 $0 $0 $200,001 CO-Construct Wastewater Base $255,000 $200,000 $200,000 $200,000 $200,000 $1,025,000 $2,080,000 CB-Chargeba Wastewater Base $0 $2,000 $2,000 $2,000 $2,000 $10,000 $18,000 AT-Arts Base $0 $2,000 $2,000 $2,000 $2,000 $10,250 $18,250 $455,001 $204,000 $204,000 $204,000 $204,000 $1,045,250 $2,316,251 Category Funding Source Wastewater Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Reclaimed Water Booster Land Purchase at IPS Project Number: UT00329 Council District: Pine Project Location: 99th Av and Northern Av This project provides funding for the purchase of land directly around the influent pump station for a reclaimed water booster Description: station and reservoir. This land is estimated at 213,939 square feet. The actual total may vary. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 LA-Land Acq Wastewater Carryover $179,979 $0 $0 $0 $0 $0 LA-Land Acq Water Carryover $533,851 $0 $0 $0 $0 $0 $533,851 Total Budget $713,830 $0 $0 $0 $0 $0 $713,830 Category Funding Source Total $179,979 SROG Line Assessment & Repair Project Number: UT00321 Council District: Pine Project Location: 99th Avenue from Olive to Hwy 10 This project will fund a portion of an assessment and rehabilitation effort to be done to the 99th Avenue West Sub Regional Description: Operating Group (SROG) interceptor. Under the SROG agreement, the City of Peoria is responsible for 21.68 percent of all capital costs associated with this line. In addition, the agreement details a 56 percent cost share of assessment and rehabilitation of a flow meter vault (GL02). The rehabilitation of GL02 and GL03 will be included in this project. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 CO-Construct Wastewater Carryover $652,672 $0 $0 CO-Construct Wastewater Base $160,000 $0 $169,104 $0 $0 $1,691 $812,672 $0 $170,795 Category AT-Arts Funding Source Wastewater Base Total Budget 322 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $652,672 $221,136 $496,472 $0 $1,046,712 $2,211 $4,965 $0 $8,867 $223,347 $501,437 $0 $1,708,251 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater Trunk Sewer Line Inspection Project Number: UT00322 Council District: All Project Location: Citywide This project will perform an inspection and assessment of all sanitary sewer mains 15 inches and larger within the wastewater Description: collection system on a five-year basis to ensure the structural and operational viability of these large sewer mains. In addition, this project will perform an assessment of the City's existing sanitary sewer force mains. These assessments will identify any existing or potential structural and operational issues. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 SY-Study Wastewater Carryover $238,457 $0 $0 SY-Study Wastewater Base $0 $0 $0 $238,457 $0 $0 Total Budget FY 2023 FY 24-28 Total $0 $0 $0 $0 $600,000 $0 $600,000 $0 $600,000 $0 $838,457 $238,457 Trunk Sewer Rehabilitation Project Number: UT00296 Council District: Various Project Location: Citywide Project includes the rehabilitation of trunk sewer mains identified in the 2017 Trunk Sewer System Condition Assessment. Description: Budget by Fiscal Year Category Funding Source CO-Construct Wastewater Carryover / Base FY 2019 Carryover FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $1,381,617 $0 $0 $0 $0 $0 Water Base $0 $250,000 $0 $0 $0 $0 $250,000 CO-Construct Water Base $0 $1,792,078 $0 $0 $0 $0 $1,792,078 CB-Chargeba Water Base $0 $11,520 $0 $0 $0 $0 $11,520 AT-Arts Base $0 $17,922 $0 $0 $0 $0 $17,922 $1,381,617 $2,071,520 $0 $0 $0 $0 $3,453,137 DS-Design Water Total Budget $1,381,617 Wastewater System Additional R & M Expense Project Number: UT00436 Council District: Various Project Location: Citywide This project will provide for major repair, maintenance, and rehabilitation of our wastewater infrastructure, including the Description: Beardsley, Butler, Jomax and Quintero Water Reclamation Facilities, lift stations, mains and manholes. Budget by Fiscal Year Category Funding Source OT-Other Wastewater Carryover / Base Base Total Budget FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $0 $700,000 $700,000 $700,000 $700,000 $3,500,000 $6,300,000 $0 $700,000 $700,000 $700,000 $700,000 $3,500,000 $6,300,000 323 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Wastewater West Agua Fria Wastewater Lines Project Number: UT00171 Council District: Mesquite Project Location: Vistancia Development This project will provide additional wastewater collection capacity throughout the Vistancia community. The Vistancia Utilities Description: Master Plan identified the wastewater trunk sewers that are needed to support the Vistancia wastewater system. The City is funding oversizing of selected wastewater trunk sewers to provide collection system capacity for new development in surrounding areas. Future developers will contribute to this cost through impact fee assessment. Trunk mains are primarily located along Vistancia Blvd and El Mirage Rd. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Wastewater Expansion P Carryover $770,000 $0 $0 $0 $0 $0 $770,000 CO-Construct Wastewater Exp. W. of Carryover $184,525 $0 $0 $0 $0 $0 $184,525 CO-Construct Wastewater Exp. W. of Base $197,800 $485,100 $247,250 $0 $0 $0 $930,150 AT-Arts Base $0 $4,851 $2,473 $0 $0 $0 $7,324 $1,152,325 $489,951 $249,723 $0 $0 $0 $1,891,999 Category Funding Source Wastewater Exp. W. of Total Budget 324 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Water operations are considerably more complex than one might imagine. Acquisition of the water itself is only the first step, whether it comes from renewable sources like the Colorado River or the city’s own well sites. A successful water operation depends upon large treatment facilities, as well as a network of infrastructure to distribute water to the facilities for treatment and then ultimately to the users. impact fees. The 10-year program includes funding for an additional 10 million gallons per day of treatment capacity to serve the growing needs for water in the northern portion of Peoria, replacement of water meters that are using transmission technology and equipment that has reached the end of its useful life as well as upgrading existing water distribution and production sites to address reliability and efficiency issues as these facilities age. These upgrades allow the system to continue to operate with reliability, efficiency, and redundancy as well as ensuring water quality. Like wastewater projects, water infrastructure is funded primarily through operating revenues from user fees, revenue bonds, and development Water Total - $221,231,874 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY19 FY20 FY21 FY22 FY23 325 FY24 FY25 FY26 FY27 FY28 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Summary by Funding Source Fund Number and Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total 2050 - Water $19,542,618 $13,732,599 $11,585,585 $4,657,281 $6,871,297 $24,088,643 $80,478,023 2161 - Water Expansion $2,731,724 $0 $0 $0 $0 $0 $2,731,724 2162 - Water Expansion Post 1/1/12 $7,009,666 $3,333,876 $1,886,663 $220,408 $45,000 $0 $12,495,614 2163 - Water Exp. S. of Bell $13,500 $0 $390,950 $2,672,508 $699,972 $10,000 $3,786,930 2164 - Water Exp. N. of Bell $8,418,704 $4,851,092 $2,289,544 $1,046,128 $1,276,983 $8,445,406 $26,327,858 2167 - Water Resource Fee 2014 $1,640,681 $431,505 $0 $0 $0 $0 $2,072,186 2270 - WIFA Bonds $26,642,706 $21,713,897 $0 $0 $0 $0 $48,356,603 2271 - WIFA Loan 2017 (Pyramid Peak) $3,115,525 $0 $0 $0 $0 $0 $3,115,525 $0 $0 $0 $0 $0 $31,694,078 $31,694,078 $1,514,433 $225,000 $375,000 $363,953 $881,000 $5,628,465 $8,987,851 2506 - Wastewater Exp. E. of Agua Fria $7,400 $0 $29,500 $221,239 $210,040 $59,000 $527,179 2507 - Wastewater Exp. W. of Agua Fria $1,100 $0 $20,500 $192,619 $145,960 $41,000 $401,179 2509 - Wastewater Expansion Post 1/1/12 $7,125 $0 $0 $0 $0 $0 $7,125 $0 $0 $0 $0 $250,000 $0 $250,000 $70,645,182 $44,287,969 $16,577,742 $9,374,136 $10,380,253 $69,966,592 $221,231,874 2273 - Proposed WIFA Loan for Water 2400 - Wastewater 2650 - Solid Waste Expansion Total - Water 326 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $698,914 $0 $0 $0 $0 $0 $698,914 67th Ave. 16-in Waterline Pinnacle Pk. To Hatfield $0 $0 $153,975 $0 $1,307,500 $0 $1,461,475 75th Ave 16" Waterline Cholla St to Thunderbird Rd $0 $0 $806,240 $1,612,722 $0 $0 $2,418,962 $235,000 $360,400 $0 $0 $0 $0 $595,400 $4,520,845 $0 $0 $0 $0 $0 $4,520,845 Butler Well Site Rehabilitation $307,918 $0 $0 $0 $0 $0 $307,918 CAP Pump Station Rehabilitation $400,773 $2,979,013 $0 $0 $0 $0 $3,379,786 Condition Assessment of Remote Sites $96,731 $0 $300,000 $0 $0 $0 $396,731 Desert Harbor-Arrowhead Shores Well Mixing $3,067,496 $0 $0 $0 $0 $0 $3,067,496 El Mirage Road Waterline Upsizing $0 $0 $1,695,790 $0 $0 $0 $1,695,790 Expansion of Reclaim System in Old Town Area $0 $0 $0 $1,359,246 $0 $0 $1,359,246 Fire Hydrant Infill and Replacement $323,797 $163,200 $163,200 $163,200 $163,200 $816,000 $1,792,597 Greenway WTP 8 MGD Expansion $0 $0 $0 $0 $0 $31,694,078 $31,694,078 Greenway WTP Equipment Upgrade and Replacement $362,841 $293,000 $158,000 $102,000 $102,000 $642,000 $1,659,841 Hillcrest 8 inch Waterline $637,321 $0 $0 $0 $0 $0 $637,321 $0 $0 $0 $336,000 $224,000 $0 $560,000 Jomax Booster Station Upgrades $320,230 $2,576,840 $0 $0 $0 $0 $2,897,070 Lake Pleasant Parkway 16-inch Waterline $218,000 $2,357,560 $0 $0 $0 $0 $2,575,560 Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP $0 $0 $0 $0 $0 $6,482,014 $6,482,014 Lone Mtn Pkwy 36-inch Waterline; LPP to L303 $3,236,382 $0 $0 $0 $0 $0 $3,236,382 LPH Mystic Water Oversizing $261,097 $70,629 $0 $0 $95,483 $0 $427,210 Miscellaneous Local Waterline Improvements $506,628 $358,500 $257,500 $257,500 $257,500 $1,287,500 $2,925,128 New River Utility Co. Acquisition & Improvements $2,466,270 $0 $0 $200,000 $200,000 $1,000,000 $3,866,270 Patterson Reservoir - Existing Well Connection $0 $484,166 $5,637,441 $0 $0 $0 $6,121,607 Pyramid Peak Water Treatment Plant Upgrades $2,069,846 $3,034,820 $0 $0 $0 $0 $5,104,666 Pyramid Peak Water Treatment Plant Expansion $29,150,702 $24,172,638 $0 $0 $0 $0 $53,323,340 Quintero WTP Equipment Upgrade and Replacement $323,049 $20,000 $150,000 $100,000 $50,000 $250,000 $893,049 103rd Ave 12" Waterline Northern to Olive 75th Avenue and Grand PRV Upgrade Agua Fria Booster/PRV Integrated Utility Master Plan 327 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Summary by Project Project Name FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $427,500 $450,000 $450,000 $450,000 $550,000 $1,150,000 $3,477,500 Sports Complex/W115 Well Connection $0 $0 $133,663 $220,408 $2,875,989 $0 $3,230,061 Sweetwater Well Site Rehabilitation $0 $0 $385,950 $2,243,600 $0 $0 $2,629,550 Technology and Security Master Plan $300,000 $0 $0 $0 $0 $0 $300,000 Terramar Booster Pump Station Rehabilitation $200,000 $1,767,500 $0 $0 $0 $0 $1,967,500 Thunderbird Rd 16" Watermain Replacement $2,936,028 $0 $0 $0 $0 $0 $2,936,028 $0 $0 $0 $0 $1,950,000 $0 $1,950,000 Ventana Well, Booster Rehabilitation $312,367 $0 $0 $0 $0 $0 $312,367 Vistancia Commercial Core Study $80,000 $0 $0 $0 $0 $0 $80,000 $0 $0 $500,439 $0 $0 $0 $500,439 Water & Wastewater Rate Study $60,000 $0 $0 $90,000 $0 $180,000 $330,000 Water Facility Reconditioning $1,344,153 $813,000 $813,000 $813,000 $813,000 $4,065,000 $8,661,153 Water Line Assessment and Replacement $1,226,391 $1,010,000 $0 $0 $0 $0 $2,236,391 Water Meter Replacement Program $3,036,341 $0 $0 $0 $0 $14,605,000 $17,641,341 $0 $875,000 $875,000 $875,000 $875,000 $4,375,000 $7,875,000 Water/Wastewater Hydraulic Model Update $400,000 $0 $0 $0 $0 $200,000 $600,000 Water/Wastewater/Expansion Fee Update $35,000 $0 $100,000 $0 $0 $200,000 $335,000 Weedville Well Site Rehabilitation $850,000 $186,700 $1,753,000 $0 $0 $0 $2,789,700 Wellhead Water Quality Mitigation $3,704,010 $0 $0 $0 $0 $0 $3,704,010 Wells - New Construction $1,249,028 $206,500 $1,664,400 $0 $50,000 $3,020,000 $6,189,928 West Agua Fria Water Lines $975,987 $327,998 $580,144 $551,460 $866,580 $0 $3,302,169 Westland Rd. Reservoir and Booster Station $1,487,836 $0 $0 $0 $0 $0 $1,487,836 White Mountain Apache Tribe Water Rights Purchase $2,666,701 $431,505 $0 $0 $0 $0 $3,098,206 $150,000 $1,349,000 $0 $0 $0 $0 $1,499,000 $70,645,182 $44,287,969 $16,577,742 $9,374,136 $10,380,253 $69,966,592 $221,231,874 SCADA Equipment Replacement Utility Billing System W108 Bailey Well Site Improvements Water System Additional R & M Expense Zone 1/2 PRV Upgrades (91st and Cactus) Total - Water 328 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water 103rd Ave 12" Waterline Northern to Olive Project Number: UT00392 Council District: Project Location: 103rd Ave Northern to Olive This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for installation of new 12" waterlines to replace existing AC and PVC pipe through the construction limits of the project, 103rd Ave Northern to Olive and, including fittings, valves, hydrants, appurtenances and abandonment of replaced waterlines, and restoration and or replacement of pavement, including, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. This project is anticipated to be constructed in association with the city street improvement project EN00422, which will be combined into one managed project. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $698,914 $0 $0 $0 $0 $0 $698,914 Total Budget $698,914 $0 $0 $0 $0 $0 $698,914 CO-Construct Water Total 67th Ave. 16-in Waterline Pinnacle Pk. To Hatfield Project Number: UT00440 Council District: Mesquite Project Location: 67th Avenue - Pinnacle Peak Rd to Hatfield Rd This project provides for the coordination with adjacent property owners, public involvement, design, ROW acquisition, utility Description: coordination, utility relocation, burying overhead facilities, construction and construction administration for the installation of approx. 6,700 LF of new 16-inch ductile iron waterline on 67th Avenue between Pinnacle Peak Road and Hatfield Road. This project may also require processing of utility company (APS, Cox, Qwest, SRP. EPNG, SWG, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Water Base $0 $0 $150,000 $0 $0 $0 $150,000 CO-Construct Water Base $0 $0 $0 $0 $1,250,000 $0 $1,250,000 CB-Chargeba Water Base $0 $0 $2,475 $0 $45,000 $0 $47,475 AT-Arts Base $0 $0 $1,500 $0 $12,500 $0 $14,000 $0 $0 $153,975 $0 $1,307,500 $0 $1,461,475 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $5,000 $5,000 $25,000 $35,000 $0 $0 $0 $5,000 $5,000 $25,000 $35,000 Water Total Budget Operating Impacts Total Operating Impacts 329 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water 75th Ave 16" Waterline Cholla St to Thunderbird Rd Project Number: UT00400 Council District: Palo Verde Project Location: 75th Ave Cholla St to Thunderbird Rd This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for installation of new ductile iron waterlines to replace existing AC and PVC Pipe along 75th Avenue from Cholla Street to Thunderbird Road. This excludes segments constructed with the Thunderbird Road and Cactus Road intersection widening projects. It will install a new 16" watermain, including fittings, valves, hydrants, appurtenances and abandonment of existing replaced waterlines, and restoration and or replacement of pavement, including, landscaping, as necessary, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc.) design and construction agreements, development and intergovernmental agreements. This project is anticipated to be constructed separately from the 75th Avenue and Cactus Road Intersection Safety improvements project EN00088 and will be managed by City of Peoria. Budget by Fiscal Year Category Funding Source DS-Design Water CO-Construct Water AT-Arts Water Carryover / Base FY 2019 FY 2020 FY 2021 Base $0 $0 Base $0 $0 Base $0 $0 $0 $0 Total Budget FY 2022 FY 2023 FY 24-28 Total $138,392 $0 $0 $0 $138,392 $660,779 $1,595,651 $0 $0 $2,256,430 $7,069 $17,071 $0 $0 $24,140 $806,240 $1,612,722 $0 $0 $2,418,962 75th Avenue and Grand PRV Upgrade Project Number: UT00408 Council District: Acacia Project Location: 75th Avenue and Grand Project includes the abandonment and demolition of an existing pressure-reducing valve (PRV) station located at 75th Avenue and Description: Grand Avenue. A new PRV station, located in the same vicinity, will be constructed per City standards. The project will upsize the existing 8-inch PRV to a 10-inch, and add a 4-inch low flow bypass as well. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Water Base $60,000 $0 $0 $0 $0 $0 $60,000 CO-Construct Water Base $175,000 $340,000 $0 $0 $0 $0 $515,000 CB-Chargeba Water Base $0 $17,000 $0 $0 $0 $0 $17,000 AT-Arts Base $0 $3,400 $0 $0 $0 $0 $3,400 $235,000 $360,400 $0 $0 $0 $0 $595,400 Water Total Budget 330 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Agua Fria Booster/PRV Project Number: UT00245 Council District: Mesquite Project Location: North Peoria This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, Description: materials testing, construction administration, utility coordination, and all related sitework for the construction a new water booster pump station that will provide additional water to areas west of the Agua Fria River. This additional water is needed for future development and to provide system redundancy. The proposed FY19 funding is for expected additional construction costs related to recent industry cost trends. The site is located just west of Lake Pleasant Parkway at Lone Mountain Road. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Water Exp. N. of Bell Carryover $3,770,845 $0 $0 $0 $0 $0 CO-Construct Water Expansion Post 1/ Base $750,000 $0 $0 $0 $0 $0 $750,000 $4,520,845 $0 $0 $0 $0 $0 $4,520,845 Category Funding Source Total Budget Operating Impacts Total $3,770,845 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $27,600 $27,600 $27,600 $27,600 $138,000 $248,400 Total Operating Impacts $0 $27,600 $27,600 $27,600 $27,600 $138,000 $248,400 Butler Well Site Rehabilitation Project Number: UT00410 Council District: Pine Project Location: 103rd Avenue and Butler Dr Project includes several site rehabilitation tasks to bring the site up to City standard. General site work includes grading, tree Description: removal, wall painting, and landscaping. Concrete work includes new pad for the electrical lineup, the discharge box, and a few other minor items. Project will add an onsite retention basin with drywell for well startup waste. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Water Carryover $7,918 $0 $0 $0 $0 $0 $7,918 CO-Construct Water Base $300,000 $0 $0 $0 $0 $0 $300,000 $307,918 $0 $0 $0 $0 $0 $307,918 Total Budget 331 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water CAP Pump Station Rehabilitation Project Number: UT00274 Council District: Mesquite Project Location: 163rd Ave and Jomax Rd This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, Description: materials testing, construction administration, utility coordination, and all related sitework for the rehabilitation of an existing raw water booster pump station that provides raw water to the Quintero Water Treatment Facility. The CAP Pump Station is the only source of water for the Quintero community. The station is outdated and not up to current City standards. The project includes backfill of an existing basin, replacement of pump station piping, replacement of aging pumps, and the relocation and replacement of existing electrical equipment that is beyond its expected lifespan. The site itself is located outside of the City's limits at 163rd Avenue and Jomax Road. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Water Base $400,773 $0 $0 $0 $0 $0 $400,773 CO-Construct Water Base $0 $2,900,330 $0 $0 $0 $0 $2,900,330 CB-Chargeba Water Base $0 $49,680 $0 $0 $0 $0 $49,680 AT-Arts Base $0 $29,003 $0 $0 $0 $0 $29,003 $400,773 $2,979,013 $0 $0 $0 $0 $3,379,786 Water Total Budget Condition Assessment of Remote Sites Project Number: UT00256 Council District: Various Project Location: Citywide This project will assess the condition of all water wells and booster pump stations, wastewater lift stations and collection systems, Description: and reuse water sites (excluding treatment plants). The information gathered will be used to assess the overall funding needs for utility sites. In addition, this information may be used to increase the accuracy of some master plan elements. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Wastewater Carryover $28,066 $0 $0 $0 $0 $0 SY-Study Water Carryover $68,665 $0 $0 $0 $0 $0 $68,665 SY-Study Wastewater $0 $0 $150,000 $0 $0 $0 $150,000 SY-Study Water $0 $0 $150,000 $0 $0 $0 $150,000 $96,731 $0 $300,000 $0 $0 $0 $396,731 Base Base Total Budget 332 Total $28,066 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Desert Harbor-Arrowhead Shores Well Mixing Project Number: UT00312 Council District: Ironwood Project Location: 91st Av and Greenway Rd to Arrowhead Shores Well This project will recommission the waterline from the Desert Harbor Well to the Arrowhead Shores Reservoir in order to facilitate Description: mixing of two water sources including the Desert Harbor Well and the Arrowhead Shores Well. The Desert Harbor Well is currently only used to supply water to the Desert Harbor HOA Lake. This project will not interrupt that service, but will allow some of the well capacity to be used for potable purposes. The FY18 project scope was updated to include rehabilitation of the existing Arrowhead Shores Well/Reservoir Site. Additional FY19 funding is needed to ensure the site is brought up to current City standards. Site improvements include rehabilitation of the Arrowhead Shores Well, the two reservoirs, and updates to the disinfection system and booster pump station. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Water Exp. N. of Bell Carryover $344,347 $0 $0 $0 $0 $0 $344,347 CO-Construct Water Expansion Post 1/ Carryover $1,741,101 $0 $0 $0 $0 $0 $1,741,101 $982,048 $0 $0 $0 $0 $0 $982,048 $3,067,496 $0 $0 $0 $0 $0 $3,067,496 CO-Construct Water Base Total Budget El Mirage Road Waterline Upsizing Project Number: UT00430 Council District: Mesquite Project Location: El Mirage Rd - Lone Mntn to Westland Reservoir This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, and utility coordination for the installation of new waterline along El Mirage Road from Lone Mountain Road to the Westland Reservoir Facility. The waterline will be constructed by an area developer, but the City will include funding for 'oversize' of that waterline to account for future development. This oversize component is typically repaid by future developers through impact fee assessment. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Water Base $0 $0 $1,679,000 $0 $0 $0 AT-Arts Base $0 $0 $16,790 $0 $0 $0 $16,790 $0 $0 $1,695,790 $0 $0 $0 $1,695,790 Water Total Budget 333 $1,679,000 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Expansion of Reclaim System in Old Town Area Project Number: UT00310 Council District: Acacia Project Location: 85th Av Mountain View Rd to Grand Av This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, and all related sitework for the installation of approx. 12-inch ductile iron reclaimed waterline and appurtenances in the Old Town area. The City has goals to utilize the treated wastewater (reclaimed water), produced at the Butler Water Reclamation Facility, for groundwater recharge and landscape irrigation. This waterline will provide reclaimed water to a future groundwater recharge well as well as area parks and landscaping. The project will be coordinated in the CIP with the design and construction of a new groundwater recharge well. Budget by Fiscal Year Category Funding Source DS-Design Water Exp. N. of Bell DS-Design Wastewater Exp. W. of DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $0 $0 $0 $8,361 $0 $0 $8,361 Base $0 $0 $0 $2,787 $0 $0 $2,787 Water Base $0 $0 $0 $5,574 $0 $0 $5,574 DS-Design Wastewater Exp. E. of A Base $0 $0 $0 $2,787 $0 $0 $2,787 DS-Design Wastewater Base $0 $0 $0 $1,858 $0 $0 $1,858 DS-Design Water Exp. S. of Bell Base $0 $0 $0 $8,361 $0 $0 $8,361 CO-Construct Wastewater Exp. W. of Base $0 $0 $0 $119,796 $0 $0 $119,796 CO-Construct Water Base $0 $0 $0 $239,593 $0 $0 $239,593 CO-Construct Wastewater Exp. E. of A Base $0 $0 $0 $119,796 $0 $0 $119,796 CO-Construct Water Exp. S. of Bell Base $0 $0 $0 $359,389 $0 $0 $359,389 CO-Construct Wastewater Base $0 $0 $0 $79,864 $0 $0 $79,864 CO-Construct Water Exp. N. of Bell Base $0 $0 $0 $359,389 $0 $0 $359,389 CB-Chargeba Water Base $0 $0 $0 $7,065 $0 $0 $7,065 CB-Chargeba Water Exp. S. of Bell Base $0 $0 $0 $10,598 $0 $0 $10,598 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $10,598 $0 $0 $10,598 CB-Chargeba Wastewater Exp. W. of Base $0 $0 $0 $3,533 $0 $0 $3,533 CB-Chargeba Wastewater Base $0 $0 $0 $2,355 $0 $0 $2,355 CB-Chargeba Wastewater Exp. E. of A Base $0 $0 $0 $3,533 $0 $0 $3,533 AT-Arts Water Base $0 $0 $0 $2,627 $0 $0 $2,627 AT-Arts Water Exp. N. of Bell Base $0 $0 $0 $3,940 $0 $0 $3,940 AT-Arts Water Exp. S. of Bell Base $0 $0 $0 $3,940 $0 $0 $3,940 AT-Arts Wastewater Exp. E. of A Base $0 $0 $0 $1,313 $0 $0 $1,313 AT-Arts Wastewater Exp. W. of Base $0 $0 $0 $1,313 $0 $0 $1,313 AT-Arts Wastewater Base $0 $0 $0 $876 $0 $0 $876 $0 $0 $0 $1,359,246 $0 $0 $1,359,246 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 $0 $0 $0 $0 $1,633 $8,165 $9,798 $0 $0 $0 $0 $1,633 $8,165 $9,798 Total Budget Operating Impacts Total Operating Impacts 334 Total Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Fire Hydrant Infill and Replacement Project Number: UT00204 Council District: Various Project Location: Citywide This is an ongoing program to install new fire hydrants in areas of the city where fire hydrant spacing exceeds city infrastructure Description: guidelines. In addition, this program will provide for the systematic replacement of fire hydrants in the water distribution system that are determined to be obsolete and/or for which replacement parts are no longer available. There are currently a total of 8,717 fire hydrants in our water distribution system. This program will provide for the systematic replacement of 20 obsolete hydrants per year at a cost of $160,000. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Water Carryover $162,213 $0 $0 $0 $0 $0 $162,213 CO-Construct Water Base $161,584 $161,584 $161,584 $161,584 $161,584 $807,921 $1,615,841 Category AT-Arts Funding Source Water Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $1,616 $1,616 $1,616 $1,616 $8,079 $14,543 $323,797 $163,200 $163,200 $163,200 $163,200 $816,000 $1,792,597 Greenway WTP 8 MGD Expansion Project Number: UT00311 Council District: Palo Verde Project Location: Greenway WTP This project provides for an 8 million gallons per day (MGD) expansion of the Greenway Water Treatment Plant from its current Description: capacity of 16 MGD to 24 MGD. The treatment plant was master planned to be expanded further to an ultimate capacity of 32 MGD. This project includes sizing major treatment processes to increase existing capacity. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Proposed WIFA Loan for Base $0 $0 $0 $0 $0 $3,521,584 $3,521,584 CO-Construct Proposed WIFA Loan for Base $0 $0 $0 $0 $0 $27,710,176 $27,710,176 CB-Chargeba Proposed WIFA Loan for Base $0 $0 $0 $0 $0 $150,000 $150,000 AT-Arts Base $0 $0 $0 $0 $0 $312,318 $312,318 $0 $0 $0 $0 $0 $31,694,078 $31,694,078 Proposed WIFA Loan for Total Budget 335 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Greenway WTP Equipment Upgrade and Replacement Project Number: UT00316 Council District: Palo Verde Project Location: Greenway Water Treatment Plant The Greenway Water Treatment Plant was constructed in 2001, and like any critical facility, requires equipment and component Description: replacement and overhaul on a periodic basis to ensure continuous and reliable operation. Replacement, upgrade, and overhaul projects include replacement of chemical feed pumps, motors, VFDs, replacement of ozone generator and destruct unit components, mixers, influent screens, various analyzers, HVAC, EMS and miscellaneous building and site improvements. FY19 costs include $185,000 to replace the environmental management system, air conditioning units, and coolers. FY20 costs include sedimentation basin drive repairs. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Water Carryover $75,841 $0 $0 $0 $0 $0 $75,841 EQ-Equipme Water Base $287,000 $293,000 $158,000 $102,000 $102,000 $642,000 $1,584,000 $362,841 $293,000 $158,000 $102,000 $102,000 $642,000 $1,659,841 Total Budget Hillcrest 8 inch Waterline Project Number: UT00426 Council District: Willow Project Location: Hillcrest Blvd from 83rd Avenue to 78th Lane This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for the installation of approx. 2,700 linear feet of new 8-inch ductile iron waterline and appurtenances on Hillcrest Boulevard from 83rd Avenue to 78th Lane. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Water Carryover $437,321 $0 $0 $0 $0 $0 CO-Construct Water Base $200,000 $0 $0 $0 $0 $0 $200,000 $637,321 $0 $0 $0 $0 $0 $637,321 Category Funding Source Total Budget Operating Impacts Total $437,321 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Non-Pers OPS $1,512 $1,512 $1,512 $1,512 $1,512 $7,560 $15,120 Total Operating Impacts $1,512 $1,512 $1,512 $1,512 $1,512 $7,560 $15,120 336 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Integrated Utility Master Plan Project Number: UT00271 Council District: Various Project Location: Citywide This project will update the 2015 Integrated Water Utilities Master Plan, which addresses the city's water, wastewater, and reuse Description: systems, as well as the City's water portfolio. The Integrated Utility Master Plan will identify the water resources needed to support the City's adopted General Plan Land Use map. This will be accomplished by determining the amount of potable and reuse water required along with the amount of wastewater generated at build-out. These requirements must be identified to determine future water resource, production, distribution, collection, and treatment facility requirements. Because it is so broad in scope, this project will require 18 months to complete. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Wastewater Exp. W. of SY-Study Wastewater Exp. E. of A SY-Study SY-Study Base $0 $0 $0 $59,134 $39,423 $0 $98,557 Base $0 $0 $0 $85,096 $56,730 $0 $141,826 Wastewater Base $0 $0 $0 $8,164 $5,443 $0 $13,607 Water Exp. N. of Bell Base $0 $0 $0 $101,941 $67,960 $0 $169,901 SY-Study Water Exp. S. of Bell Base $0 $0 $0 $42,289 $28,193 $0 $70,482 SY-Study Water Base $0 $0 $0 $8,164 $5,443 $0 $13,607 CB-Chargeba Wastewater Exp. W. of Base $0 $0 $0 $6,056 $4,037 $0 $10,093 CB-Chargeba Wastewater Exp. E. of A Base $0 $0 $0 $8,714 $5,810 $0 $14,524 CB-Chargeba Wastewater Base $0 $0 $0 $836 $557 $0 $1,393 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $10,439 $6,960 $0 $17,399 CB-Chargeba Water Exp. S. of Bell Base $0 $0 $0 $4,331 $2,887 $0 $7,218 CB-Chargeba Water Base $0 $0 $0 $836 $557 $0 $1,393 $0 $0 $0 $336,000 $224,000 $0 $560,000 Total Budget 337 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Jomax Booster Station Upgrades Project Number: UT00285 Council District: Mesquite Project Location: Jomax Rd and Terramar Blvd This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, Description: materials testing, construction administration, utility coordination, and all related sitework for an upgrade to the existing Jomax Booster Pump Station, located at Jomax Road and Terramar Blvd. The City is actively working with the City of Glendale on an expansion of the Pyramid Peak Water Treatment Plant (PPWTP), which will provide more water for future growth in northern areas of the City. This project will increase the booster pump capacity at the Jomax Booster Station site to move the additional water where it is needed. Included in this upgrade are new booster pumps, additional electrical capacity and equipment, a new backup generator, and new site piping associated with these improvements. This project will also include modifications to an existing turnout structure from the PPWTP located at 67th Avenue and Jomax Road. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study Water Carryover DS-Design Water Exp. N. of Bell Base DS-Design Water Expansion Post 1/ FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $50,000 $0 $0 $0 $0 $0 $50,000 $175,587 $2,500,000 $0 $0 $0 $0 $2,675,587 Base $94,643 $0 $0 $0 $0 $0 $94,643 CB-Chargeba Water Exp. N. of Bell Base $0 $51,840 $0 $0 $0 $0 $51,840 AT-Arts Base $0 $25,000 $0 $0 $0 $0 $25,000 $320,230 $2,576,840 $0 $0 $0 $0 $2,897,070 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Non-Pers OPS $0 $20,100 $20,100 $20,100 $20,100 $100,500 $180,900 Total Operating Impacts $0 $20,100 $20,100 $20,100 $20,100 $100,500 $180,900 Water Exp. N. of Bell Total Budget Operating Impacts Lake Pleasant Parkway 16-inch Waterline Project Number: UT00439 Council District: Ironwood Project Location: 87th Avenue & LPP This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, and utility coordination for the installation of approx. 5,300 linear feet of new 16inch ductile iron waterline and appurtenances on Lake Pleasant Parkway, from 87th Avenue to 95th Avenue. This project provides additional interconnections between the City's existing system and the recently acquired New River Utility Company, allowing for further water system redundancy and reliability in the area. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Water Expansion Post 1/ Base $218,000 $0 $0 $0 $0 $0 $218,000 CO-Construct Water Expansion Post 1/ Base $0 $2,300,000 $0 $0 $0 $0 $2,300,000 CB-Chargeba Water Expansion Post 1/ Base $0 $34,560 $0 $0 $0 $0 $34,560 AT-Arts Base $0 $23,000 $0 $0 $0 $0 $23,000 $218,000 $2,357,560 $0 $0 $0 $0 $2,575,560 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $2,980 $2,980 $2,980 $2,980 $2,980 $14,900 $29,800 $2,980 $2,980 $2,980 $2,980 $2,980 $14,900 $29,800 Water Expansion Post 1/ Total Budget Operating Impacts Total Operating Impacts 338 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Lake Plsnt Pkwy 24-inch Waterline; Loop 303- LPWTP Project Number: UT00269 Council District: Mesquite Project Location: Lake Plsnt Pkwy 24-inch Waterline, Loop 303 - LPWTP This project is part of the infrastructure necessary to gain access to the Lake Pleasant Water Treatment Plant (LPWTP). This Description: project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 24-inch waterline and appurtenances on Lake Pleasant Parkway from Loop 303 to a future take out structure south of LPWTP, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base Category Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total OT-Other Water Exp. N. of Bell OT-Other Water Base $0 $0 $0 $0 $0 $260,956 $260,956 Base $0 $0 $0 $0 $0 $554,984 $554,984 CO-Construct Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $4,934,968 $4,934,968 CO-Construct Water Base $0 $0 $0 $0 $0 $535,637 $535,637 CB-Chargeba Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $82,853 $82,853 CB-Chargeba Water Base $0 $0 $0 $0 $0 $42,987 $42,987 AT-Arts Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $56,629 $56,629 AT-Arts Water Base $0 $0 $0 $0 $0 $13,000 $13,000 $0 $0 $0 $0 $0 $6,482,014 $6,482,014 Total Budget Lone Mtn Pkwy 36-inch Waterline; LPP to L303 Project Number: UT00233 Council District: Mesquite Project Location: Lone Mountain Pkwy, El Mirage Rd to Loop 303 This project provides funding for the oversizing of waterline infrastructure, including the project coordination, public Description: involvement, pre-design studies, design, ROW acquisition, construction, materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, grade the work area for installation of 36-inch waterline and appurtenances in Lone Mountain Parkway from the crossing of the Loop 303 freeway to the existing waterline near Lake Pleasant Parkway in accordance with the Water Master Plan, and restoration and or replacement of pavement and striping, landscaping, etc. This project may also include processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Water Expansion Post 1/ Carryover $1,370,396 $0 $0 $0 $0 $0 CO-Construct Water Expansion Carryover $1,865,986 $0 $0 $0 $0 $0 $1,865,986 Total Budget $3,236,382 $0 $0 $0 $0 $0 $3,236,382 Category Funding Source 339 Total $1,370,396 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water LPH Mystic Water Oversizing Project Number: UT00445 Council District: Mesquite Project Location: Lake Pleasant Heights Development This project provides for additional transmission capacity in the water system serving the Lake Pleasant Heights (LPH) Description: development and adjacent developments in the future. The LPH development will fund the transmission mains necessary to serve the development's requirements. The city is funding the over-sizing of selected transmission mains to provide water distribution capacity for new developments in the surrounding areas. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Water Exp. N. of Bell Base $261,097 $69,930 $0 $0 $94,538 $0 AT-Arts Base $0 $699 $0 $0 $945 $0 $1,645 $261,097 $70,629 $0 $0 $95,483 $0 $427,210 Category Funding Source Water Exp. N. of Bell Total Budget Total $425,565 Miscellaneous Local Waterline Improvements Project Number: UT00203 Council District: Various Project Location: Citywide This project provides funding to upgrade the city's existing water distribution system to ensure its continued operation and to Description: replace water valves and ACP, HDPE, and PVC pipes and unlined ductile iron mains in streets and alleyways that have exceeded their usable life expectancy. These funds may also be used to construct water line extensions in coordination with street improvement projects, address water line rehabilitations identified during inspections, and replace on an annual basis approximately 20 deficient water valves. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Water Carryover $206,628 $0 $0 $0 $0 $0 $206,628 CO-Construct Water Base $300,000 $350,000 $250,000 $250,000 $250,000 $1,250,000 $2,650,000 CB-Chargeba Water Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 AT-Arts Base $0 $3,500 $2,500 $2,500 $2,500 $12,500 $23,500 $506,628 $358,500 $257,500 $257,500 $257,500 $1,287,500 $2,925,128 Category Funding Source Water Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total New River Utility Co. Acquisition & Improvements Project Number: UT00390 Council District: Willow Project Location: Deer Valley Rd./Beardsley Rd. & 83rd Ave. and surrounding area This project entails preliminary costs associated with the purchase of the New River Utility Company water system such as water Description: resource acquisition costs, system improvement costs, meter replacement costs, and costs associated with the integration of the water system into the City's water production and distribution system. This project excludes the cost of the purchase of the utility. Budget by Fiscal Year Category Funding Source CO-Construct WIFA Bonds OT-Other Water Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $2,466,270 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000 $1,000,000 $1,400,000 $2,466,270 $0 $0 $200,000 $200,000 $1,000,000 $3,866,270 Base Total Budget 340 Total $2,466,270 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Patterson Reservoir - Existing Well Connection Project Number: UT00328 Council District: Willow Project Location: 107th Ave - Deer Valley to Williams Rd This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, and utility coordination for the installation of waterline, as needed, to connect three existing well sites to the Patterson Reservoir site. The location of the existing wells are 104th Ave. and Deer Valley Rd., 105th Ave. and Rose Garden Ln., and 102nd Ave. and Patrick Ln. Each of these wells has water quality issues, primarily cloudy water resulting from dissolved air in the water. By sending the water from each well to a reservoir site, the water can be treated at one central location and provide additional water system redundancy in the area. The expected pipeline route will be along 107th Ave. between Deer Valley Rd. and Williams Rd. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Water Base $0 $437,194 $0 $0 $0 $0 $437,194 CO-Construct Water Base $0 $0 $5,539,446 $0 $0 $0 $5,539,446 CB-Chargeba Water Base $0 $42,600 $42,600 $0 $0 $0 $85,200 AT-Arts Base $0 $4,372 $55,395 $0 $0 $0 $59,767 $0 $484,166 $5,637,441 $0 $0 $0 $6,121,607 Water Total Budget Pyramid Peak Water Treatment Plant - Upgrades Project Number: UT00037 Council District: Mesquite Project Location: City of Glendale This project is for capital costs associated with the Pyramid Peak Water Treatment Plant, including anticipated design and Description: construction costs for projects identified as necessary as a result of recent condition assessments and subsequent design efforts. Peoria currently owns 11MGD of capacity at the plant, representing 23 percent of the plant's capacity and is responsible for 23 percent of the cost for plant improvements. Budget by Fiscal Year Funding Source Carryover / Base CO-Construct Water Expansion CO-Construct Water Category FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $23,000 $0 $0 $0 $0 $0 $23,000 Carryover $1,046,846 $0 $0 $0 $0 $0 $1,046,846 CO-Construct Water Base $1,000,000 $3,000,000 $0 $0 $0 $0 $4,000,000 CB-Chargeba Water Base $0 $4,820 $0 $0 $0 $0 $4,820 AT-Arts Base $0 $30,000 $0 $0 $0 $0 $30,000 $2,069,846 $3,034,820 $0 $0 $0 $0 $5,104,666 Water Total Budget 341 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Pyramid Peak Water Treatment Plant Expansion Project Number: UT00334 Council District: Mesquite Project Location: North Peoria The project will provide for the design, permitting, construction, construction administration, and project management of an Description: expansion of the City of Glendale Pyramid Peak Water Treatment Plant. The project includes addition of a new treatment train, chemical feed systems, solids disposal facilities, pumping equipment, distribution or transmission piping, SCADA, instrumentation, electrical, mechanical, and other ancillary equipment, structures, and appurtenances. Budget by Fiscal Year Category Funding Source Carryover / Base OT-Other FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total WIFA Loan 2017 (Pyra Carryover $25,000 $0 $0 $0 $0 $0 $25,000 CO-Construct WIFA Loan 2017 (Pyra Carryover $3,090,525 $0 $0 $0 $0 $0 $3,090,525 CO-Construct Water Exp. N. of Bell Carryover $769,125 $0 $0 $0 $0 $0 $769,125 CO-Construct Water Expansion Post 1/ Carryover $789,616 $0 $0 $0 $0 $0 $789,616 OT-Other WIFA Bonds Base $24,176,436 $21,713,897 $0 $0 $0 $0 $45,890,333 OT-Other Water Exp. N. of Bell Base $0 $1,669,125 $0 $0 $0 $0 $1,669,125 OT-Other Water Expansion Post 1/ Base $0 $789,616 $0 $0 $0 $0 $789,616 OT-Other Water Base $300,000 $0 $0 $0 $0 $0 $300,000 $29,150,702 $24,172,638 $0 $0 $0 $0 $53,323,340 Total Budget Quintero WTP Equipment Upgrade and Replacement Project Number: UT00418 Council District: Mesquite Project Location: Quintero Water Treatment Plant The Quintero Water Treatment was constructed in 2005, and like any critical facility, requires equipment and component Description: replacement and overhaul on a periodic basis to ensure continuous and reliable operation. Projects include rebuilding pumps, upgrading disinfection facilities, treatment components, and site aesthetics. FY19 costs include painting the exterior of the facility and constructing a chlorine gas disinfection facility. FY21 and FY22 costs include a membrane performance study and membrane rehab/replacement. Budget by Fiscal Year Category Funding Source CO-Construct Water OT-Other Water Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Carryover $79,697 $0 $0 $0 $0 $0 $79,697 Base $243,352 $20,000 $150,000 $100,000 $50,000 $250,000 $813,352 $323,049 $20,000 $150,000 $100,000 $50,000 $250,000 $893,049 Total Budget 342 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water SCADA Equipment Replacement Project Number: UT00266 Council District: Various Project Location: Citywide This project will replace, upgrade and add supervisory control and data acquisition (SCADA) equipment and associated Description: communication network equipment at water, wastewater, and reclaimed water facilities operated by the City. Included in the project will be the items necessary for full functionality, such as programmable logic controllers (PLCs), monitoring devices, flow meters, radios, sensors, transducers, and related support equipment and housings. All remaining treatment plant and remote site PLC's will be updated in FY20-FY22. Radio communications will be updated in FY23 and FY24.The project will also provide for project coordination, pre-design studies, design, programming, construction, materials testing, construction administration, utility coordination, utility relocation, processing of utility company (APS, Cox, CenturyLink, SRP, SWG, EPNG, etc.) design and construction agreements, as well as development and intergovernmental agreements, as needed. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Wastewater Carryover $1,058 $0 $0 $0 $0 $0 $1,058 CO-Construct Wastewater Carryover $75,000 $0 $0 $0 $0 $0 $75,000 CO-Construct Water Carryover $201,442 $0 $0 $0 $0 $0 $201,442 Base $75,000 $225,000 $225,000 $225,000 $275,000 $575,000 $1,600,000 $75,000 $225,000 $225,000 $225,000 $275,000 $575,000 $1,600,000 $427,500 $450,000 $450,000 $450,000 $550,000 $1,150,000 $3,477,500 EQ-Equipme Wastewater EQ-Equipme Water Base Total Budget Sports Complex/W115 Well Connection Project Number: UT00327 Council District: Willow Project Location: Sports Complex This project will design and construct a new 12-inch waterline primarily along 83rd Avenue between the Peoria Sports Complex Description: Reservoir Site and the W115 Well located just west of 83rd Avenue at Bell Road. The W115 Well is currently offline for water quality concerns. The new pipeline will be used to convey water from this well to a site where it can be treated or blended with other potable water sources to increase the City's water supply in the area. In addition, this project includes the evaluation, design and possible installation of wellhead treatment equipment at the Sports Complex site. A FY22 study will help further identify whether or not the project will need to include wellhead treatment. Budget by Fiscal Year Carryover / Base Category Funding Source DS-Design Water Expansion Post 1/ FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Base $0 $0 $132,340 $0 $0 $0 $132,340 CO-Construct Water Exp. S. of Bell Base $0 $0 $0 $0 $647,418 $0 $647,418 CO-Construct Water Expansion Post 1/ Base $0 $0 $0 $218,226 $0 $0 $218,226 CO-Construct Water Base $0 $0 $0 $0 $2,200,096 $0 $2,200,096 AT-Arts Water Exp. S. of Bell Base $0 $0 $0 $0 $6,474 $0 $6,474 AT-Arts Water Expansion Post 1/ Base $0 $0 $1,323 $2,182 $0 $0 $3,506 AT-Arts Water Base $0 $0 $0 $0 $22,001 $0 $22,001 $0 $0 $133,663 $220,408 $2,875,989 $0 $3,230,061 Total Budget 343 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Sweetwater Well Site Rehabilitation Project Number: UT00442 Council District: Palo Verde Project Location: 12740 N. 91st Avenue This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for rehabilitation of the existing Sweetwater Well Site. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Water Exp. S. of Bell Base $0 $0 $378,450 $2,217,484 $0 $0 CB-Chargeba Water Exp. S. of Bell Base $0 $0 $3,716 $3,716 $0 $0 $7,432 AT-Arts Base $0 $0 $3,784 $22,400 $0 $0 $26,184 $0 $0 $385,950 $2,243,600 $0 $0 $2,629,550 Water Exp. S. of Bell Total Budget $2,595,934 Technology and Security Master Plan Project Number: UT00304 Council District: Various Project Location: Citywide This project merges three previous master plans into a consolidated plan, linking planning efforts for Utilities technology, Description: Supervisory Control and Data Acquisition (SCADA) and security into a single master plan. The plan was last updated in 2008. Budget by Fiscal Year Category Funding Source SY-Study Wastewater SY-Study Water Exp. N. of Bell SY-Study SY-Study Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Base $75,000 $0 $0 $0 $0 $0 $75,000 Base $171,000 $0 $0 $0 $0 $0 $171,000 Water Exp. S. of Bell Base $13,500 $0 $0 $0 $0 $0 $13,500 Water Expansion Post 1/ Base $40,500 $0 $0 $0 $0 $0 $40,500 $300,000 $0 $0 $0 $0 $0 $300,000 Total Budget 344 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Terramar Booster Pump Station Rehabilitation Project Number: UT00412 Council District: Mesquite Project Location: Jomax Rd and Terramar Blvd This project includes the complete site rehabilitation of the Terramar Reservoir/Booster Station site including the evaluation and Description: possible replacement of existing electrical equipment, booster pumps, disinfection equipment, and yard piping. Additional items include reservoir rehabilitation, site grading, and installation of security equipment to bring the site to current City standards. Budget by Fiscal Year Carryover / Base FY 2019 Water Base CO-Construct Water Base Category Funding Source DS-Design AT-Arts Water Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $200,000 $0 $0 $0 $0 $0 $200,000 $0 $1,750,000 $0 $0 $0 $0 $1,750,000 $0 $17,500 $0 $0 $0 $0 $17,500 $200,000 $1,767,500 $0 $0 $0 $0 $1,967,500 Thunderbird Rd 16" Watermain Replacement Project Number: UT00416 Council District: Ironwood Project Location: L101 to 88th Avenue This project will replace approximately 1500 feet of existing 16-inch PVC watermain. The new watermain will tie into existing Description: piping at two locations and will be placed beneath the Loop 101 using a jack and bore method. Budget by Fiscal Year Category Funding Source Carryover / Base SY-Study Water CO-Construct Water FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $1 $0 $0 $0 $0 $0 $1 Carryover $2,936,027 $0 $0 $0 $0 $0 $2,936,027 Total Budget $2,936,028 $0 $0 $0 $0 $0 $2,936,028 345 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Utility Billing System Project Number: UT00160 Council District: All Project Location: Citywide This project will replace the existing utility billing system with a new customer information system (CIS) for utility billing and Description: revenue collection. This system will interface with other city information systems, such as meter reading, fixed asset accounting, financial accounting and e-government software. The current utility billing system needs to be replaced to handle new accounts as the number of customers increases. Budget by Fiscal Year Category Carryover / Base Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total EQ-Equipme Solid Waste Expansion Base $0 $0 $0 $0 $250,000 $0 $250,000 EQ-Equipme Wastewater Exp. W. of Base $0 $0 $0 $0 $102,500 $0 $102,500 EQ-Equipme Wastewater Exp. E. of A Base $0 $0 $0 $0 $147,500 $0 $147,500 EQ-Equipme Wastewater Base $0 $0 $0 $0 $600,000 $0 $600,000 EQ-Equipme Water Exp. N. of Bell Base $0 $0 $0 $0 $190,000 $0 $190,000 EQ-Equipme Water Exp. S. of Bell Base $0 $0 $0 $0 $15,000 $0 $15,000 EQ-Equipme Water Expansion Post 1/ Base $0 $0 $0 $0 $45,000 $0 $45,000 EQ-Equipme Water Base $0 $0 $0 $0 $600,000 $0 $600,000 $0 $0 $0 $0 $1,950,000 $0 $1,950,000 Total Budget Ventana Well, Booster Rehabilitation Project Number: UT00394 Council District: Ironwood Project Location: Beardsley Rd and 107th Ave This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for rehabilitation of the existing two water wells, booster pump station, hydrotank, storage reservoir, including, piping, mechanical, electrical, instrumentation, SCADA, treatment processes to meet 2012 water quality requirements, and restoration and or replacement of pavement, gates and site wall, including, landscaping, etc. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source CO-Construct Water Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Carryover $312,367 $0 $0 $0 $0 $0 $312,367 Total Budget $312,367 $0 $0 $0 $0 $0 $312,367 346 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Vistancia Commercial Core Study Project Number: UT00435 Council District: Mesquite Project Location: Vistancia This study will evaluate: 1) current water and wastewater infrastructure capacities in and around the Vistancia service area; and, Description: 2) the infrastructure capacities available to accommodate commercial development in the service area. The study will also help identify expansion needs and timing of key infrastructure - such as the Jomax WRF - that might be needed under various development scenarios. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Wastewater Carryover $30,000 $0 $0 $0 $0 $0 SY-Study Water Carryover $50,000 $0 $0 $0 $0 $0 $50,000 Total Budget $80,000 $0 $0 $0 $0 $0 $80,000 Total $30,000 W108 Bailey Well Site Improvements Project Number: UT00414 Council District: Palo Verde Project Location: Cactus Rd and 75th Avenue This project, located near the southwest corner of 75th Ave and Cactus Rd, will fund well site improvements including a new wall Description: and access gates, site grading, site lighting and new dry well to bring the site up to current city standards. Budget by Fiscal Year Category Funding Source OT-Other Water DS-Design Water Carryover / Base FY 2019 FY 2020 Base $0 Base $0 CO-Construct Water Base CB-Chargeba Water Base AT-Arts Base Water Total Budget FY 2021 FY 2022 FY 2023 FY 24-28 $0 $9,261 $0 $0 $0 $9,261 $0 $35,112 $0 $0 $0 $35,112 $0 $0 $427,924 $0 $0 $0 $427,924 $0 $0 $23,512 $0 $0 $0 $23,512 $0 $0 $4,630 $0 $0 $0 $4,630 $0 $0 $500,439 $0 $0 $0 $500,439 347 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Water & Wastewater Rate Study Project Number: UT00298 Council District: All Project Location: Citywide This study will update the city’s water and wastewater rates. Rates will be reviewed to ensure that they cover the costs of system Description: operations and maintenance, fund the systems’ capital program requirements, and support the financial strength of the enterprise funds. Studies are anticipated to be performed with the help of outside consultants and coordinated with staff from the Finance and Public Works-Utilities departments. During the interim years between full studies, staff anticipates a lower level of annual support to update information and findings. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Wastewater Carryover $15,000 $0 $0 $0 $0 $0 SY-Study Water Carryover $45,000 $0 $0 $0 $0 $0 $45,000 SY-Study Wastewater $0 $0 $0 $45,000 $0 $90,000 $135,000 SY-Study Water $0 $0 $0 $45,000 $0 $90,000 $135,000 $60,000 $0 $0 $90,000 $0 $180,000 $330,000 Base Base Total Budget Total $15,000 Water Facility Reconditioning Project Number: UT00206 Council District: Various Project Location: Citywide This project will upgrade and recondition over 40 existing water distribution and production facilities. Utilities staff prioritizes Description: projects to be included in this program based on operational needs and facility conditions in the city's aging water conveyance system. The Department plans to rehabilitate the following reservoir in FY19: Vistancia 4/5 East Tank. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Water Carryover $544,153 $0 $0 $0 $0 $0 $544,153 CO-Construct Water Base $800,000 $800,000 $800,000 $800,000 $800,000 $4,000,000 $8,000,000 CB-Chargeba Water Base $0 $5,000 $5,000 $5,000 $5,000 $25,000 $45,000 AT-Arts Base $0 $8,000 $8,000 $8,000 $8,000 $40,000 $72,000 $1,344,153 $813,000 $813,000 $813,000 $813,000 $4,065,000 $8,661,153 Category Funding Source Water Total Budget FY 2020 348 FY 2021 FY 2022 FY 2023 FY 24-28 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Water Line Assessment and Replacement Project Number: UT00335 Council District: Various Project Location: City of Peoria This project will entail the identification, design, and replacement of small diameter water mains throughout the city to minimize Description: main breaks, service outages, and property damage. Areas within one half of a mile in all directions of the 75th Ave and Cactus Rd intersection will be assessed and replaced. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total CO-Construct Water Carryover $226,391 $0 $0 $0 $0 $0 $226,391 CO-Construct Water Base $1,000,000 $1,000,000 $0 $0 $0 $0 $2,000,000 $0 $10,000 $0 $0 $0 $0 $10,000 $1,226,391 $1,010,000 $0 $0 $0 $0 $2,236,391 AT-Arts Water Base Total Budget Water Meter Replacement Program Project Number: UT00326 Council District: Project Location: Citywide The city’s inventory of over 55,000 water meters includes approximately 6,000 meters that were not replaced during the first Description: phase of this project. To ensure that the city’s water billing data meets accuracy standards going forward, the most cost-effective approach is to replace meters at the end of their lifecycle on a consistent basis. Staff will, however, continue to explore alternatives that might reduce the number of meters to be replaced. Replacement labor will be provided by contracted staff. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 OT-Other Wastewater Carryover $12,670 $0 $0 $0 $0 $0 OT-Other Water Carryover $1,590 $0 $0 $0 $0 $0 $1,590 CO-Construct Wastewater Carryover $324,984 $0 $0 $0 $0 $0 $324,984 CO-Construct Water Carryover $662,097 $0 $0 $0 $0 $0 $662,097 Total $12,670 EQ-Equipme Wastewater Base $677,655 $0 $0 $0 $0 $4,863,465 $5,541,120 EQ-Equipme Water Base $1,357,345 $0 $0 $0 $0 $9,741,535 $11,098,880 $3,036,341 $0 $0 $0 $0 $14,605,000 $17,641,341 Total Budget 349 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Water System Additional R & M Expense Project Number: UT00438 Council District: Various Project Location: Citywide This project will provide for major repair, maintenance, assessment and rehabilitation of our water infrastructure, including the Description: Greenway and Quintero Water Treatment Plants, wells, booster stations, metering stations, PRV stations, air relief valves and reservoirs. Budget by Fiscal Year Category Funding Source OT-Other Water Carryover / Base Base Total Budget FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $875,000 $875,000 $875,000 $875,000 $4,375,000 $7,875,000 $0 $875,000 $875,000 $875,000 $875,000 $4,375,000 $7,875,000 Water/Wastewater Hydraulic Model Update Project Number: UT00428 Council District: Various Project Location: Citywide This project provides a study to evaluate the City's existing computer models used to assist in operation and planning of the City's Description: water and wastewater systems. The study will evaluate the accuracy of the existing model through a process known as hydraulic model calibration, add new infrastructure to the model, and perform scenario modeling used to plan for future development per the City's 2015 Integrated Water Utility Master Plan. The City's intent is to update this model every five years to ensure the model remains accurate for use. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Wastewater Carryover $100,000 $0 $0 $0 $0 $0 $100,000 SY-Study Water Carryover $100,000 $0 $0 $0 $0 $0 $100,000 SY-Study Wastewater Base $100,000 $0 $0 $0 $0 $100,000 $200,000 SY-Study Water Base $100,000 $0 $0 $0 $0 $100,000 $200,000 $400,000 $0 $0 $0 $0 $200,000 $600,000 Total Budget 350 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Water/Wastewater/Expansion Fee Update Project Number: UT00070 Council District: All Project Location: Citywide This study will update water and wastewater expansion fees. These fees are required to be updated every two years to ensure that Description: they accurately recover the cost of constructing infrastructure required by new development. The project will be coordinated with the Finance Department. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Wastewater Expansion P Carryover $7,125 $0 $0 $0 $0 $0 $7,125 SY-Study Wastewater Exp. W. of Carryover $1,100 $0 $0 $0 $0 $0 $1,100 SY-Study Wastewater Exp. E. of A Carryover $7,400 $0 $0 $0 $0 $0 $7,400 SY-Study Water Exp. N. of Bell Carryover $10,375 $0 $0 $0 $0 $0 $10,375 SY-Study Water Expansion Post 1/ Carryover $9,000 $0 $0 $0 $0 $0 $9,000 SY-Study Wastewater Exp. W. of Base $0 $0 $20,500 $0 $0 $41,000 $61,500 SY-Study Wastewater Exp. E. of A Base $0 $0 $29,500 $0 $0 $59,000 $88,500 SY-Study Water Exp. N. of Bell Base $0 $0 $45,000 $0 $0 $90,000 $135,000 SY-Study Water Exp. S. of Bell Base $0 $0 $5,000 $0 $0 $10,000 $15,000 $35,000 $0 $100,000 $0 $0 $200,000 $335,000 Total Budget Total Weedville Well Site Rehabilitation Project Number: UT00441 Council District: Palo Verde Project Location: 14017 N. 73rd Avenue This project provides for the project coordination, public involvement, pre-design studies, design, ROW acquisition, construction, Description: materials testing, construction administration, utility coordination, utility relocation, burying overhead facilities, as needed, clearing and grubbing, and all related sitework for rehabilitation of the existing Weedville Well and Reservoir sites. The project will be a joint project with SRP to drill and equip a new well. In addition, the City will rehabilitate the existing reservoir and booster pump station site to bring it up to current City standards. This project may also include processing of utility company (APS, Cox, Qwest/Centurylink, SRP, etc) design and construction agreements, development and intergovernmental agreements. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Water Expansion Post 1/ Base $0 $180,000 $0 $0 $0 $0 $180,000 CO-Construct Water Expansion Post 1/ Base $850,000 $0 $1,700,000 $0 $0 $0 $2,550,000 CB-Chargeba Water Expansion Post 1/ Base $0 $4,900 $36,000 $0 $0 $0 $40,900 AT-Arts Base $0 $1,800 $17,000 $0 $0 $0 $18,800 $850,000 $186,700 $1,753,000 $0 $0 $0 $2,789,700 Water Expansion Post 1/ Total Budget 351 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Wellhead Water Quality Mitigation Project Number: UT00272 Council District: Various Project Location: Citywide This project will provide for arsenic treatment at various well sites in Utility project UT00312, UT00327, UT00328, and Description: UT00394 on an as needed basis. The treatment technology will allow the reduction of arsenic levels to allowable regulatory limits. Well blending may be utilized in addition to arsenic treatment to achieve regulatory compliance. Water quality testing and blending capabilities will be considered in determining if arsenic treatment is required. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Water Expansion Post 1/ Carryover $478,435 $0 $0 $0 $0 $0 CO-Construct Water Expansion Carryover $826,190 $0 $0 $0 $0 $0 $826,190 CO-Construct Water Carryover $2,399,385 $0 $0 $0 $0 $0 $2,399,385 Total Budget $3,704,010 $0 $0 $0 $0 $0 $3,704,010 Category Funding Source Total $478,435 Wells - New Construction Project Number: UT00117 Council District: Various Project Location: Citywide The City currently uses surface water as its primary water supply. However, it is still necessary to drill and equip new wells to Description: produce groundwater for meeting system redundancy requirements and future water demands. Currently the City's water system is made up of approximately 33% groundwater, but droughts and the uncertainty of future surface water supply makes the production of groundwater an important task. This project provides for the project coordination, public involvement, pre-design studies, design, land acquisition, construction, materials testing, construction administration, and utility coordination for the installation and equipping of two new groundwater wells. Groundwater wells are typically built in three phases: test well to determine feasibility of the location, drilling of the well, and equipping of the well to pump water into the system. With land acquisition included, this is typically a three-year process. The next well location will focus on the northern portion of the City near the Loop 303 and the Agua Fria River. Budget by Fiscal Year Category Funding Source Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 SY-Study Total Water Exp. N. of Bell Carryover $20,479 $0 $0 $0 $0 $0 CO-Construct Water Exp. N. of Bell Carryover $1 $0 $0 $0 $0 $0 $20,479 $1 CO-Construct Water Expansion Carryover $16,548 $0 $0 $0 $0 $0 $16,548 CO-Construct Water Carryover $112,000 $112,000 $0 $0 $0 $0 $0 Water Exp. N. of Bell Base $0 $0 $0 $0 $50,000 $0 $50,000 LA-Land Acq Water Exp. N. of Bell Base $50,000 $0 $0 $0 $0 $50,000 $100,000 EQ-Equipme Water Exp. N. of Bell Base $0 $0 $0 $0 $0 $1,800,000 $1,800,000 DS-Design Water Exp. N. of Bell Base $150,000 $200,000 $0 $0 $0 $20,000 $370,000 CO-Construct Water Exp. N. of Bell Base $900,000 $0 $1,600,000 $0 $0 $1,150,000 $3,650,000 CB-Chargeba Water Exp. N. of Bell Base $0 $6,500 $32,400 $0 $0 $0 $38,900 AT-Arts Base $0 $0 $32,000 $0 $0 $0 $32,000 $1,249,028 $206,500 $1,664,400 $0 $50,000 $3,020,000 $6,189,928 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $61,000 $61,000 $305,000 $427,000 $0 $0 $0 $61,000 $61,000 $305,000 $427,000 SY-Study Water Exp. N. of Bell Total Budget Operating Impacts Total Operating Impacts 352 City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water West Agua Fria Water Lines Project Number: UT00170 Council District: Mesquite Project Location: Vistancia Development This project provides for additional transmission capacity in the water system throughout the Vistancia community. The Vistancia Description: Utilities Master Plan identifies the water transmission mains that are needed to supply the Vistancia area. The City is funding the oversizing of selected transmission mains to provide water distribution capacity for new development in surrounding areas. This additional capacity will ultimately be paid by future developers through the collection of impact fees. Budget by Fiscal Year Carryover / Base FY 2019 CO-Construct Water Exp. N. of Bell Carryover $792,987 $0 $0 CO-Construct Water Exp. N. of Bell Base $183,000 $324,750 $574,400 Category AT-Arts Funding Source Water Exp. N. of Bell Base Total Budget FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total $0 $0 $0 $792,987 $546,000 $858,000 $0 $2,486,150 $0 $3,248 $5,744 $5,460 $8,580 $0 $23,032 $975,987 $327,998 $580,144 $551,460 $866,580 $0 $3,302,169 Westland Rd. Reservoir and Booster Station Project Number: UT00336 Council District: Mesquite Project Location: Westland Rd & CAP Canal The Westland Rd. Reservoir/Booster facility will serve as a regional storage and booster facility for a large geographical area Description: encompassing the Lake Pleasant Heights, Saddleback Heights, Trilogy West, Vistancia, and Arizona State Land parcel developments. The facility is located on Westland Rd. in proximity to the CAP canal. This project includes funding that ensures that onsite piping and ancillary facilities are sized properly to provide the City oversizing capacity in future expansion phases of the facility. The City is currently a partner in this project with the area developers in a joint development agreement. The proposed FY19 funding is included to account for unexpected cost increases on the project. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Water Exp. N. of Bell Carryover $819,861 $0 $0 $0 $0 $0 CO-Construct Water Expansion Post 1/ Carryover $667,975 $0 $0 $0 $0 $0 $667,975 Total Budget $1,487,836 $0 $0 $0 $0 $0 $1,487,836 Category Funding Source Total $819,861 White Mountain Apache Tribe Water Rights Purchase Project Number: UT00234 Council District: All Project Location: Northern Peoria This project addresses a potential future shortage of renewable water resources as identified in the Integrated Water Utilities Description: Master Plan. This project will purchase an additional 1,289 acre-feet of White Mountain Apache Tribe water. Budget by Fiscal Year Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 CO-Construct Water Resource Fee 201 Carryover $1,183,286 $0 $0 $0 $0 $0 $1,183,286 CO-Construct Water Carryover $1,026,020 $0 $0 $0 $0 $0 $1,026,020 Base $457,395 $431,505 $0 $0 $0 $0 $888,900 $2,666,701 $431,505 $0 $0 $0 $0 $3,098,206 Category OT-Other Funding Source Water Resource Fee 201 Total Budget 353 Total City of Peoria FY 2019 Annual Program Budget Capital Improvement Program Water Zone 1/2 PRV Upgrades (91st and Cactus) Project Number: UT00261 Council District: Palo Verde Project Location: 91st Avenue and Cactus Rd Project includes the abandonment and demolition of two existing pressure reducing valve (PRV) stations located on the southwest Description: and southeast corners at 91st Avenue and Cactus Road. A new PRV station, located in a concrete vault, will be installed on the northeast corner of the intersection. The new PRV will serve the function of both existing PRV's. Budget by Fiscal Year Category Funding Source DS-Design Carryover / Base FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Total Water Base $150,000 $0 $0 $0 $0 $0 $150,000 CO-Construct Water Base $0 $1,300,000 $0 $0 $0 $0 $1,300,000 CB-Chargeba Water Base $0 $36,000 $0 $0 $0 $0 $36,000 AT-Arts Base $0 $13,000 $0 $0 $0 $0 $13,000 $150,000 $1,349,000 $0 $0 $0 $0 $1,499,000 Water Total Budget Operating Impacts FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 24-28 Personal OPS $1,800 $1,800 $1,800 $1,800 $1,800 $9,000 $18,000 Non-Pers OPS $2,400 $2,400 $2,400 $2,400 $2,400 $12,000 $24,000 Total Operating Impacts $4,200 $4,200 $4,200 $4,200 $4,200 $21,000 $42,000 354 Total Schedules Schedules City of Peoria FY 2019 Annual Program Budget Schedules Schedules The schedules summarize the City’s financial activities in a comprehensive, numeric format. These include detailed tables on the following functions: • • • • • • • • • • • • • • • • • • • • Schedule 1 starts with beginning balances for each fund and tracks the money coming in, tracks the money going out, and arrives at a projected ending balance for each fund. Schedule 2 is a multi-year look at all revenues (money in). Schedule 3 is a multi-year look at all operating, day-to-day expenditures (money out). Schedule 4 is an examination of transfers or charges for services performed by departments within the city for other city departments. Schedule 5 is a list of the City’s tax levy and rate. Schedule 6 is a multi-year listing of personnel by department. Schedule 7 is a multi-year look at personnel by position. Schedule 8 is a list of the City’s debt obligations and payment requirements. Schedule 9 is a list of operating capital expenditures over $5,000. Schedule 10 is a list of the City’s Capital Improvement Projects for the upcoming year. Schedule 11 is a summary of new budget requests, called “supplementals.” Schedule 12 is a list of projected Streetlight and Maintenance Improvement Districts revenues. Schedule 13 is a view of Sources and Uses by fund type and account category. Schedule 14 is State of Arizona Auditor General Schedule A which shows the estimated revenues and expenditures. Schedule 15 is State of Arizona Auditor General Schedule B which summarizes the tax levy and tax rate information. Schedule 16 is State of Arizona Auditor General Schedule C which is a summary of the fund type of revenues other than property taxes. Schedule 17 is State of Arizona Auditor General Schedule D which shows the fund type of other financing sources/uses and interfund transfers. Schedule 18 is State of Arizona Auditor General Schedule E which summarizes by the department expenditures within each fund type. Schedule 19 is State of Arizona Auditor General Schedule F which is a summary of fund expenditures/expenses by department. Schedule 20 is State of Arizona Auditor General Schedule G which is a summary of the number of Full-Time Equivalent Employees and estimated Personnel Compensation by fund type. 355 Schedule 1 - All Funds Summary FUND NAME 1 General Fund 2 Half Cent Sales Tax Fund 3 Other Reserve Funds ESTIMATED BALANCE 7/1/18 PROJECTED REVENUES TRANSFERS IN TOTAL SOURCES $57,071,390 $19,709,368 $6,866,074 $144,044,926 $22,503,392 $40,000 $12,477,179 - $213,593,495 $42,212,760 $6,906,074 $83,646,832 $166,588,318 $12,477,179 $262,712,329 $22,285,562 $5,434 $1,020 $31,876,951 $30,454,800 $1,073,599 $22,213 $3,811,919 $301,276 $14,925,119 $793,205 $105,299 $13,618,300 $13,163,288 $349,993 $737,725 $18,275 $757,935 $5,297,664 $642,872 $793,155 $3,325,000 - $38,003,836 $798,639 $106,319 $45,495,251 $43,618,088 $349,993 $5,136,324 $18,275 $780,148 $9,109,583 $944,148 Total Special Revenue Funds $89,832,774 $50,409,675 $4,118,155 $144,360,604 16 Water 17 Water Replacement & Reserves 18 Water Expansion 19 Water Bonds 20 Water Improvement Districts 21 Wastewater 22 Wastewater Replacement & Reserves 23 Wastewater Expansion 24 Wastewater Bonds 25 Wastewater Improvement Districts 26 Residential Solid Waste 27 Commercial Solid Waste 28 Solid Waste Reserves 29 Solid Waste Expansion 30 Sports Complex Operations/Maintenance 31 Sports Complex Equipment Reserves $28,034,608 $9,537,408 $18,008,553 ($605,526) $13,094,533 $9,006,898 $4,094,160 $7,312,914 $1,756,504 $1,720,636 $4,923,903 $579,803 $1,028,616 $47,892,470 $1,139,596 $5,654,984 $30,365,136 $23,606,875 $209,626 $1,456,000 $10,738,250 $2,308,400 $1,433,776 $45,000 $3,242,000 $375,839 $35,000 $2,579,259 $48,000 $2,000,000 $30,000 $75,927,078 $10,712,004 $23,663,537 $29,759,610 $39,280,667 $9,264,524 $5,550,160 $18,051,164 $4,064,904 $3,154,412 $4,968,903 $5,821,803 $1,434,455 $98,493,010 $128,467,952 $4,692,259 $231,653,221 $632,572 $8,781,818 $21,130,042 $196,868 $743,352 $1,240,258 $784,768 $5,357,182 $2,391,918 $22,636,225 $6,108,240 $9,394,018 $760,010 - $396,904 $500,000 $1,187,008 $836,302 $213,000 $5,989,754 $11,570,640 $44,266,267 $6,305,108 $11,324,378 $2,836,570 $997,768 $33,509,678 $46,647,593 $3,133,214 $83,290,485 $10,500 - $500 - $10,000 - $21,000 - $10,000 Total General & Other 4 Streets 5 Streetlight Improvement Districts 6 Maintenance Improvement Districts 7 Transportation Sales Tax Fund 8 Development Fee Funds 9 Public Housing 10 Home and Housing Grants 11 Transit 12 Attorney Grants 13 Public Safety Grants 14 Other Grants 15 Community Service Grants Total Enterprise Funds 32 Fleet Maintenance 33 Fleet Reserve 34 Insurance Reserve 35 Facilities Maintenance 36 Information Technology 37 Information Technology Reserve 38 Information Technology Projects Total Internal Service Funds 39 Fireman's Pension 40 Agency Funds Total Trust & Agency Funds $10,500 $500 41 General Obligation Bonds 42 MDA Bonds 43 HURF Bonds 44 Capital Projects - Streets/Economic Development 45 Improvement Districts 46 Facility Projects 47 Outside Source Fund $3,402,663 $19,387,112 $601,941 $44,120,223 $25,942,962 $85,000 $16,854,530 - $47,522,886 $25,942,962 $19,472,112 $17,456,471 $23,391,716 $87,002,715 - $110,394,431 $14,987,765 $7,115,363 $23,391 $16,870,170 $256,590 - $7,524,408 - $31,857,935 $14,896,361 $23,391 Total Capital Projects Funds 48 General Obligation Bonds 49 Other Bonds 50 Improvement Districts Total Debt Service Funds All Funds Total $21,000 $22,126,519 $17,126,760 $7,524,408 $46,777,687 $351,011,029 $496,243,513 $31,955,215 $879,209,757 356 Schedule 1 - All Funds Summary OPERATIONS CAPITAL PROJECTS $154,496,071 $2,937,087 $150,000 $7,184,781 $3,032,032 $4,371,735 $50,000 - $22,000,000 $8,000,000 $2,100,000 $183,680,852 $14,019,119 $6,621,735 $157,583,158 $14,588,548 $50,000 $10,544,967 $161,129 $6,068,260 $349,993 $5,015,753 $18,275 $771,007 $2,509,046 $639,895 $17,162,373 $33,238,508 $15,973,999 $925,000 - $26,078,325 $26,360,699 $1,213,972 $300,000 $11,346,201 $96,000 $11,274,487 $2,449,982 $1,713,154 $835,000 $5,392,795 $400,750 TOTAL USES ESTIMATED BALANCE 6/30/19 $925,516 $13,622,408 - $184,606,368 $27,641,527 $6,621,735 $28,987,127 $14,571,233 $284,339 LONG-TERM TOTAL TRANSFERS DEBT OUT CONTINGENCY EXPENDITURE $32,100,000 $204,321,706 $14,547,924 $218,869,630 $43,842,699 - $500,000 $500,000 $475,000 $50,000 $3,200,000 - $28,207,340 $33,899,637 $22,517,259 $349,993 $5,065,753 $18,275 $771,007 $6,634,046 $639,895 $2,817 $793,155 $105,299 $6,847,374 $2,298 $218,479 $77 $28,210,157 $793,155 $105,299 $40,747,011 $22,517,259 $349,993 $5,068,051 $18,275 $771,007 $6,852,525 $639,972 $9,793,679 $5,484 $1,020 $4,748,240 $21,100,829 $68,273 $9,141 $2,257,058 $304,176 $67,299,880 - $4,725,000 $98,103,205 $7,969,499 $106,072,704 $38,287,900 $21,394,632 $22,561,573 $29,759,610 $11,568,124 $3,559,823 $101,620 $2,384 $193,000 - $9,193,992 $6,954,955 - $3,500,000 $200,000 $100,000 $500,000 $125,000 $250,000 $300,000 $100,000 $75,000 $200,000 $100,000 $150,000 $60,449,323 $1,413,972 $22,961,573 $29,759,610 $30,369,280 $221,000 $3,809,823 $11,676,107 $2,552,366 $1,788,154 $1,035,000 $5,685,795 $550,750 $2,865,455 $309 $700,525 $405,169 $849 $193 $31,003 - $63,314,778 $1,414,281 $23,662,098 $29,759,610 $30,774,449 $221,000 $3,809,823 $11,676,956 $2,552,559 $1,788,154 $1,035,000 $5,716,798 $550,750 $12,612,300 $9,297,723 $1,439 $8,506,218 $9,043,524 $1,740,337 $6,374,208 $1,512,345 $1,366,258 $3,933,903 $105,005 $883,705 $61,383,040 $89,140,766 $16,148,947 $5,600,000 $172,272,753 $4,003,503 $176,276,256 $55,376,965 $5,212,372 $2,987,604 $22,946,920 $6,249,637 $10,422,719 $609,502 $898,634 $619,700 - - $50,000 $330,000 $2,900,000 $20,000 $25,000 $50,000 - $5,262,372 $3,317,604 $25,846,920 $6,269,637 $10,447,719 $1,279,202 $898,634 $144,810 $4,500,077 $35,159 $754,243 - $5,407,182 $3,317,604 $30,346,997 $6,304,796 $11,201,962 $1,279,202 $898,634 $582,572 $8,253,036 $13,919,270 $312 $122,416 $1,557,368 $99,134 $49,327,388 $619,700 - $3,375,000 $53,322,088 $5,434,289 $58,756,377 $24,534,108 $21,000 - - - - $21,000 - - $850 - $46,306,156 $25,942,962 $16,357,557 $16,848,530 - $850 $105,455,205 $45,000 - - $21,000 - - $21,000 - - - $21,000 - $21,000 - $500,000 $46,307,006 $25,942,962 $16,357,557 $17,348,530 - $46,307,006 $25,942,962 $16,357,557 $17,348,530 $1,215,880 $3,114,555 $107,941 - $500,000 $105,956,055 - $105,956,055 $4,438,376 $17,059,516 $8,198,677 - $500,000 $200,000 - $17,559,516 $8,443,677 - - $17,559,516 $8,443,677 - $14,298,419 $6,452,684 $23,391 $45,000 - $25,258,193 $700,000 $26,003,193 - $26,003,193 $20,774,494 $294,438,761 $277,104,099 $41,457,140 $47,000,000 $660,000,000 $31,955,215 $691,955,215 $187,254,542 357 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget $45,924 $3,506,497 $9,339 $85,171 $3 $6,561,654 $422,557 $1,621,428 $349,016 $780,634 $1,611,527 $164,531 $21,451,149 $725,022 $2,277,022 $120 $680,381 $249,923 $266,030 $388,112 $2,086,284 $7,462 $36,135 $2,917,679 $1,394,016 $0 $47,637,615 $33,741 $4,107,386 $5,002 $75,975 $114 $7,024,364 $474,580 $1,702,690 $415,180 $826,491 $1,746,370 $173,961 $22,832,822 $739,271 $2,395,147 $4 $639,899 $211,295 $265,996 $411,199 $2,205,677 $7,406 $38,189 $3,072,909 $1,388,955 $0 $50,794,621 $30,529 $4,770,622 $14,028 $65,109 $0 $7,382,446 $787,192 $1,784,995 $222,634 $835,830 $1,833,876 $28,664 $24,191,753 $729,992 $2,430,922 $9 $523,405 $198,461 $285,574 $690,892 $2,355,348 $5,969 $37,149 $3,048,285 $1,435,640 $17,756 $53,707,080 $25,000 $5,250,000 $7,500 $70,000 $0 $7,825,000 $1,000,000 $1,700,000 $0 $825,000 $1,800,000 $0 $25,200,000 $740,000 $2,500,000 $0 $440,000 $75,000 $150,000 $800,000 $2,546,357 $0 $30,000 $3,150,000 $1,500,000 $25,000 $55,658,857 $25,000 $5,000,000 $5,000 $70,000 $0 $8,113,044 $1,023,000 $1,739,100 $0 $843,975 $1,875,000 $0 $26,500,000 $750,220 $2,534,527 $0 $500,000 $75,000 $250,000 $800,000 $4,175,767 $0 $30,000 $3,143,504 $1,500,000 $25,000 $58,978,137 $13,992,021 $18,650,521 $104,590 $0 $0 $129,986 $8,041 $60 $5,876,235 $0 $110,730 $284,983 $38,120 $18,849 $558,607 $240,835 $231,174 $448,133 $169,768 $0 $101,440 $14,760,029 $18,549,406 $234,909 $0 $626 $34,695 $8,117 $0 $6,385,294 $0 $101,124 $256,918 $53,787 $19,977 $909,376 $141,293 $155,431 $345,102 $123,929 $0 $137,340 $15,631,512 $20,949,613 $262,372 $0 $0 $15,000 $129,446 $0 $6,728,814 $35,856 $81,000 $284,020 $66,520 $38,644 $1,274,703 $185,177 $142,499 $377,974 $245,951 $0 $186,470 $15,397,103 $20,332,192 $161,507 $77,500 $0 $0 $0 $500,000 $6,694,955 $0 $110,000 $278,562 $55,942 $21,981 $912,467 $166,031 $168,320 $390,076 $134,885 $26,560 $150,846 $15,985,473 $20,924,672 $241,507 $77,500 $0 $0 $0 $0 $6,729,066 $0 $110,000 $485,699 $62,039 $24,015 $911,599 $177,130 $181,004 $417,822 $145,191 $0 $167,114 General Fund Revenues Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Property Tax Govt Prop Lease Excise Tax Rev SRP In-lieu Tax Utility Franchise Cablevision Franchise Small Cell Annual Fees Subtotal - Revenues Revenues State Shared Sales Tax Urban Revenue Sharing Peoria Distr Share-Pool Intergovtl Partic-PD Library Intergovtl Revenues Grant Revenue Grant Revenue-Comm Svc Grant Revenue - Federal Auto Lieu Tax FEMA Reimbursements Pawn Shop Transaction Fees Planning Appl/Review Fee Subdiv Final Plat Fee/Appl Engineering Applications Plan Check Fees Water Inspection Fees Sewer Inspection Fees Street Inspection Fees Grading/Drainage Insp Fees Landscape Fees Eng Plan Check-Grd/Drng 358 Schedule 2 - All Funds Revenue Fund Category Account Description Eng Plan Chk-Offsite Imp Eng Plan Chk-Street Light Addressing Fee Water Review Fee-Eng Sewer Review Fee-Eng Street Review Fee-Eng Storm Drainage Report-Eng Traffic Impact Report-Eng Storm Water Mgmt Rpt-Eng Retaining Wall Inspection Retaining Wall Review Fee Traffic Plan Check Fee Concrete Inspection Dry Utility Review Fire-Plans Review Fee Fire-New Bldg Inspection Fee New Const Inspect-After hours ALS Ambulance Transport Expedited Plan Check Fee Expedited Eng Svc Rev Fees Reimb for O/S Inspec O/T SLID Appl/Process Fee MID Appl/Process Fee Homeowners Assoc Academy Fee Advanced Life Support Fees EMS Contract Misc Fees Fire Svc to County Islands Fire EMT Services Fire- Commercial Inspections Fire-Resale Revenue Swimming Pool Fees Swim Pool Admin Fees-Txb Rec Revenue-Outdoor Rec Revenue-AM/PM Program Rec Revenue-Tot Time Prog Rec Revenue-Summer Rec Prg Rec Retl-Txb-Summer Rec Rec Revenue-Summer Camp Recreational Revenue Rec Revenue-SIC - Adult Rec Revenue-SIC - Youth Rec Revenue-Sports Programs - Adult Rec Revenue-Sports Programs - Youth Rec Revenue-Senior Program Rec Revenue-Adapt Rec Prog Rec Revenue-Special Events Rec Revenue-Teen Program Rio Vista Rec Center Memberships Rio Vista Retail Sales Rio Vista Program Revenues Library Copy/Print Fees - Main Library Copy/Print Fees - Branch FY 2015 Actual $0 $18,720 $18,675 $66,030 $64,890 $98,760 $26,850 $7,800 $10,500 $94,089 $16,000 $36,960 $314,756 $0 $166,770 $71,718 $1,400 $0 $6,440 $7,100 $20,963 $8,595 $12,450 $880 $487,618 $273,623 $100,323 $0 $209,125 $5,659 $287,278 $2,459 $6,388 $1,910,529 $429,969 $151,945 $2,723 $745,978 $0 $29,519 $126,051 $376,103 $377,698 $90,681 $73,663 $187,052 $84,067 $775,903 $78 $1,205 $13,669 $7,014 359 FY 2016 Actual ($720) $21,690 $28,175 $60,220 $63,360 $110,250 $22,658 $8,700 $15,250 $37,031 $20,500 $56,140 $178,178 $0 $94,555 $33,611 $800 $0 $3,600 $34,320 $17,700 $11,580 $16,695 $640 $611,529 $345,068 $126,786 $5,198 $199,430 $2,394 $292,239 $3,176 $6,197 $2,128,074 $408,426 $138,442 $2,319 $792,545 $9 $23,565 $124,845 $283,088 $343,752 $71,335 $75,683 $219,431 $77,317 $758,261 $44 $165 $14,739 $6,788 FY 2017 Actual $0 $33,080 $30,875 $94,700 $95,510 $198,980 $33,561 $12,300 $22,800 $39,704 $22,000 $76,430 $239,033 $65,250 $96,869 $34,519 $3,300 $324,200 $3,600 $27,348 $9,412 $23,355 $30,645 $580 $437,160 $406,590 $144,432 $32,688 $381,026 $6,641 $337,500 $1,061 $4,443 $2,355,700 $426,290 $158,346 $359 $857,481 $292 $33,242 $130,286 $263,320 $380,016 $62,830 $70,103 $208,513 $68,493 $761,103 $28 $1,300 $12,918 $8,534 FY 2018 Estimate FY 2019 Budget $0 $22,641 $28,301 $66,602 $67,263 $122,545 $22,641 $5,000 $16,981 $39,580 $22,641 $55,000 $195,610 $76,750 $76,187 $25,595 $0 $2,181,000 $3,000 $0 $17,000 $10,660 $11,980 $0 $500,000 $200,000 $125,000 $15,882 $310,000 $2,000 $381,115 $0 $7,489 $2,244,854 $401,402 $175,166 $0 $882,618 $0 $37,000 $136,000 $265,000 $385,000 $75,000 $79,220 $215,300 $75,509 $755,000 $0 $9,500 $11,000 $6,500 $0 $25,352 $31,690 $73,380 $74,719 $135,424 $25,352 $5,000 $19,015 $42,751 $25,352 $55,000 $209,878 $50,000 $76,105 $25,553 $0 $3,887,800 $3,000 $0 $17,000 $11,337 $14,014 $0 $500,000 $200,000 $125,000 $0 $310,000 $7,000 $414,670 $0 $7,697 $2,698,270 $405,722 $192,039 $0 $867,868 $0 $46,232 $140,571 $597,794 $437,609 $90,209 $87,234 $319,000 $103,217 $718,012 $0 $74,500 $11,000 $6,500 Schedule 2 - All Funds Revenue Fund Category Account Description Prfrmg Arts Ctr-Beverage sales Recycling Program Revenue Fees for General Services Fees for Gen Svcs-Fire Fees for General Svcs-Police Training Revenue Lien Filing Fees In Kind Revenues Allocated Interdept Svc Chrgs CIP Engineering Charges CIP Finance Charges Bldg Permit & Insp-Commercial Bldg Permit & Insp-Residential Occupational Business License Bingo License Fees Sales Tax Licenses Fire Code Revenues Liquor Licenses and Permits Alarm Permits Utility Revocable Permits Park Permits-Sports Prg Field Permits-Sports Prg Off-Track Betting License Pool Drainage Permits Telecommunications License Court Fines and Forfeitures Traffic School Receipts Code Enforcement Fines Deferred Prosecution Fees Incarceration Fees Enhanced School Zone Fines Red Light Process Svc Fee Red Light Admin Fees Court Fines-Public Safety-PD Court Fines-Public Safety-Attorney Court Fines-Police-Safety Equipment Library Fines and Forfeitures - Main Library Fines and Forfeitures - Branch False Alarm Fines-Police PD Impound Admin Fee General Rent Revenue Rio Vista Ramada Rentals Pioneer Park Ramada Rentals Rio Vista Field Permits/Rental Pioneer Park Field Permits/Rental Rio Vista Concessions Rent Pioneer Park Concessions Rent Rio Vista Rec Center Rentals Rent Rev-Swim Pool Rent Rev-Comm Center Rent Revenue - Salty Senoritas Rent Revenue - Alter Group FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget $0 $470 $14,693 $219,945 $40,687 $2,599 $746 $9,650 $13,553,834 $943,538 $90,000 $262,954 $1,783,121 $65,275 $15 $724,554 $61,108 $84,333 $68,446 $325 $33,065 $36,182 $800 $0 $12,000 $760,883 $273,768 $1,311 $26,954 $65,615 $369 $235 $955 $38,550 $9,638 $17,142 $86,720 $104,543 $60,827 $246,481 $54,475 $61,503 $42,319 $121,137 $131,910 $16,737 $19,432 $121,471 $14,126 $35,737 $35,632 $174,879 $1,629 $5,835 $13,773 $438,736 $43,302 $0 $954 $3,500 $13,820,305 $1,207,464 $59,835 $365,304 $2,615,603 $84,144 $15 $733,281 $50,130 $89,741 $59,887 $0 $35,643 $46,262 $200 $0 $0 $664,463 $310,612 $429 $36,105 $81,234 $232 $105 $701 $84,599 $21,150 $14,290 $81,102 $88,350 $45,251 $172,393 $48,067 $59,655 $42,174 $97,471 $126,804 $27,610 $23,364 $159,424 $15,276 $38,521 $32,258 $164,788 $446 $10,069 $20,710 $439,299 $47,435 $0 $1,739 $3,000 $14,749,191 $1,587,179 $60,000 $459,930 $3,418,708 $223,086 $0 $348,666 $51,053 $84,386 $65,989 $0 $39,099 $47,491 $0 $40,226 $0 $564,353 $306,356 $1,905 $37,040 $69,524 $424 $35 $100 $91,246 $22,299 $13,406 $49,455 $46,976 $66,677 $164,071 $48,675 $59,448 $43,805 $89,521 $135,927 $26,743 $24,963 $155,872 $13,604 $42,537 $35,191 $154,717 $0 $2,000 $0 $442,573 $40,000 $0 $0 $15,000 $15,165,568 $1,633,944 $60,000 $363,343 $2,593,215 $225,000 $0 $575,000 $45,000 $73,000 $50,000 $1,000 $28,000 $20,000 $1,000 $12,951 $0 $782,000 $283,000 $1,500 $20,000 $67,000 $1,000 $0 $0 $60,000 $15,000 $20,000 $42,000 $47,000 $45,000 $152,880 $20,000 $65,000 $48,000 $125,000 $154,000 $23,000 $20,000 $160,000 $15,239 $52,000 $29,500 $100,047 $0 $2,000 $0 $222,393 $40,000 $0 $0 $11,600 $15,788,868 $1,624,000 $60,000 $371,971 $2,649,696 $231,300 $0 $205,600 $45,000 $73,000 $50,000 $1,000 $28,000 $20,000 $1,000 $0 $0 $793,000 $287,000 $1,500 $2,000 $68,000 $1,000 $0 $0 $60,000 $15,000 $20,000 $45,000 $47,000 $45,000 $158,995 $20,000 $65,000 $48,000 $136,700 $166,000 $20,000 $0 $165,000 $15,239 $52,000 $29,500 $0 360 Schedule 2 - All Funds Revenue Fund Category FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget $76,651 $9,055 $158,652 $30 $158,204 $378,613 $271,986 $48 $1,710 $24,284 $0 $510,748 $700 $0 ($38) $2 ($139,765) $0 $10,642 $52,148 $0 $0 $70,836,116 $64,381 $16,052 $268,623 $12 $167,403 $86,577 $439,868 $535 $1,400 $37,468 $0 $31,997 $0 $200 ($2,457) $65 ($1,764) $23,776 $13,787 $29,449 $750 $0 $73,403,225 $64,446 $13,230 $479,954 $0 $167,101 $298,712 $352,266 $132 $6,056 $36,630 $31 $181,373 $0 $0 ($788) $0 $1,154 $0 $11,643 $51,746 $0 $0 $81,330,575 $35,712 $10,746 $480,000 $0 $100,000 $339,730 $90,000 $0 $7,500 $65,500 $0 $0 $0 $0 $0 $0 $5,000 $0 $15,000 $15,000 $0 $0 $80,800,407 $0 $0 $580,000 $0 $100,000 $339,730 $90,000 $0 $7,500 $500 $0 $0 $0 $0 $0 $0 $5,000 $0 $15,000 $15,000 $0 $420,000 $85,066,789 Total - General Fund $118,473,731 $124,197,846 $135,037,655 $136,459,264 $144,044,926 $22,966 $1,753,566 $4,671 $42,593 $1 $1,640,610 $211,317 $810,912 $174,540 $86,748 $805,953 $82,280 $10,712,682 $181,279 $1,138,511 $60 $340,252 $123,120 $129,881 $194,092 $18,456,035 $16,873 $2,054,063 $2,501 $37,994 $57 $1,756,337 $237,333 $851,493 $207,627 $91,844 $873,389 $86,996 $11,400,923 $184,844 $1,197,574 $2 $320,008 $105,186 $120,226 $205,638 $19,750,909 $15,267 $2,385,740 $7,015 $32,560 $0 $1,845,870 $393,667 $892,548 $111,337 $92,882 $917,125 $14,335 $12,080,019 $182,523 $1,215,461 $5 $261,750 $92,149 $136,978 $345,499 $21,022,730 $12,500 $2,625,000 $3,750 $35,000 $0 $1,956,250 $500,000 $850,000 $0 $91,666 $900,000 $0 $12,600,000 $185,000 $1,250,000 $0 $220,000 $37,500 $75,000 $400,000 $21,741,666 $12,500 $2,500,000 $2,500 $35,000 $0 $2,028,260 $511,500 $869,550 $0 $93,775 $937,500 $0 $13,145,490 $187,554 $1,267,263 $0 $250,000 $37,500 $75,000 $400,000 $22,353,392 $40,525 $0 $74,207 $43,122 $110,801 $34,116 $30,000 $14,369 $150,000 $0 Account Description Rent-AZ Broadway Theater(KLOS) Rent Revenue - Arts Ctr Ticket Surchrg Interest Income Realized Gains/Losses-Invest Misc Police Revenues Reimb Revenue-General State Fire Reimbursement Reimbursement-Jury Duty Reimbursement for O/T Reimb-Comm Svcs Reimb Rev-Empl Overpymt Repymt Zone Revenues Contributions - General Contributions-Library Cash Over/Short Cash Over/Short-Comm Svcs Misc A/R Penalties Sale of Land Auction Proceeds Other Revenue Other Revenue-CD Dept. Southwest Gas Capital Funds Subtotal - Revenues Half-Cent Sales Tax Fund Revenues Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Revenues Revenues Interest Income Reimb Revenue-General 361 Schedule 2 - All Funds Revenue Fund Category Account Description Other Revenue FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget Subtotal - Revenues $0 $40,525 $13,275 $130,604 $11,656 $156,573 $0 $44,369 $0 $150,000 Total - Half-Cent Sales Tax Fund $18,496,560 $19,881,513 $21,179,303 $21,786,035 $22,503,392 $13,781 $1,052,267 $2,803 $25,559 $1 $983,815 $126,806 $486,593 $104,736 $104,039 $483,633 $49,374 $6,547,795 $108,707 $683,106 $36 $204,176 $0 $77,891 $116,290 $11,171,408 $10,125 $1,232,586 $1,501 $22,799 $34 $1,053,212 $142,417 $510,955 $124,591 $110,151 $524,099 $52,204 $6,983,036 $110,844 $718,544 $1 $192,028 $0 $72,101 $123,341 $11,984,570 $9,162 $1,431,616 $4,210 $19,538 $0 $1,106,902 $236,228 $535,592 $66,810 $111,396 $550,341 $8,602 $7,394,434 $109,453 $729,277 $3 $157,069 $0 $82,150 $207,263 $12,760,046 $7,500 $1,575,000 $2,250 $21,000 $0 $1,173,750 $300,000 $510,000 $0 $110,000 $540,000 $0 $7,560,000 $111,000 $750,000 $0 $132,000 $22,500 $45,000 $240,000 $13,100,000 $7,500 $1,500,000 $1,500 $21,000 $0 $1,216,956 $306,900 $521,730 $0 $112,530 $562,500 $0 $7,887,294 $112,532 $760,358 $0 $150,000 $22,500 $45,000 $240,000 $13,468,300 Subtotal - Revenues $109,130 $0 $109,130 $187,458 $0 $187,458 $291,167 $0 $291,167 $150,000 $30,211 $180,211 $150,000 $0 $150,000 Total - Transportation Sales Tax Fund $11,280,538 $12,172,028 $13,051,213 $13,280,211 $13,618,300 Interdepartmental Svc Chg Interest Income Reimb Revenue-General Subtotal - Revenues $7,858,107 $5,892 $2,186 $7,866,185 $8,436,680 $11,251 $31,624 $8,479,555 $9,072,676 $12,995 $11,708 $9,097,379 $9,418,275 $12,000 $5,192 $9,435,467 $9,389,018 $5,000 $0 $9,394,018 Total - Information Technology Fund $7,866,185 $8,479,555 $9,097,379 $9,435,467 $9,394,018 $0 $26,444 $0 $26,444 $0 $37,752 $0 $37,752 $3,600 $51,797 $702,484 $757,881 $0 $35,000 $0 $35,000 $0 $30,000 $0 $30,000 Transportation Sales Tax Fund Revenues Sales Tax-Advertising Sales Tax-Constr Contracting Sales Tax-Job Printing Sales Tax-Publishing Sales Tax-Transp for Hire Sales Tax-Restaurants/Bars Sales Tax-Rent/Tangible Prop Sales Tax-Commercial Rental Sales Tax-Vehicle Rental Sales Tax-Hotels/Motels Sales Tax-Apts/Rm House/Resid Sales Tax-Trailer Courts Sales Tax-Retail Sales Tax-Amusements Sales Tax-Utilities Sales Tax-Cable T.V. Sales Tax-Telecommunication Sales Tax-Penalties/Interest Sales Tax Recoveries Use Tax Subtotal - Revenues Revenues Interest Income Reimb Revenue-General Information Technology Fund Revenues Economic Development Reserve Fund Revenues Grant Revenue - Federal Interest Income Other Revenue Subtotal - Revenues 362 Schedule 2 - All Funds Revenue Fund Category Account Description Total - Economic Development Reserve Fund FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget $26,444 $37,752 $757,881 $35,000 $30,000 Interdepartmental Svc Chg Interest Income Auction Proceeds Subtotal - Revenues $700,045 $5,912 $5,594 $711,551 $651,359 $10,502 $6,186 $668,047 $717,525 $14,563 $306 $732,394 $753,831 $10,000 $8,504 $772,335 $750,010 $10,000 $0 $760,010 Total - Information Technology Reserve Fund $711,551 $668,047 $732,394 $772,335 $760,010 Recycling Program Revenue Interdepartmental Svc Chg Interest Income Reimb Revenue-General Auction Proceeds Subtotal - Revenues $0 $5,941,568 $1,666 $1,748 $344 $5,945,327 $0 $5,859,798 $2,744 $0 $0 $5,862,542 $746 $5,972,345 $3,043 $0 $833 $5,976,967 $0 $6,307,548 $2,500 $0 $1,505 $6,311,553 $0 $6,105,740 $2,500 $0 $0 $6,108,240 Total - Facilities Fund $5,945,327 $5,862,542 $5,976,967 $6,311,553 $6,108,240 Recycling Program Revenue Interdepartmental Svc Chg Interest Income Reimb Revenue-General Subtotal - Revenues $3,917 $4,799,580 $0 $0 $4,803,497 $2,199 $4,476,555 $1,030 $705 $4,480,490 $1,062 $9,300,158 $2,765 $858 $9,304,843 $1,000 $10,840,824 $1,067 $338 $10,843,229 $1,000 $5,350,282 $5,900 $0 $5,357,182 Total - Fleet Maintenance Fund $4,803,497 $4,480,490 $9,304,843 $10,843,229 $5,357,182 Interdepartmental Svc Chg Interest Income Reimb Revenue-General Gain on Disposal of F/A Gain on Disp of FA-Genl Govt Gain on Disp of FA-Rec Gain on Disp of FA-Police Gain on Disp of FA-Fire Gain on Disp of FA-Devl Svc Gain on Disp of FA-Streets Gain on Disp of FA-Pub Wrks Auction Proceeds Other Revenue Subtotal - Revenues $1,796,247 $37,139 $0 $0 $0 $0 $0 $0 $0 $0 $0 $169,757 $1,031 $2,004,174 $1,967,601 $58,488 $1,100 $6,005 $4,431 $11,140 $163 $17,964 $11,612 $26,103 ($12,113) ($218) $0 $2,092,277 $2,289,925 $74,505 $0 $0 $0 $0 $0 $0 $0 $0 $0 $192,113 $0 $2,556,543 $2,238,831 $58,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,000 $0 $2,331,831 $2,293,918 $63,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,000 $0 $2,391,918 Total - Fleet Reserve Fund $2,004,174 $2,092,277 $2,556,543 $2,331,831 $2,391,918 Information Technology Reserve Fund Revenues Facilities Fund Revenues Fleet Maintenance Fund Revenues Fleet Reserve Fund Revenues 363 Schedule 2 - All Funds Revenue Fund Category FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget Subtotal - Revenues $14,258,866 $237,730 $14,496,596 $14,548,665 $251,244 $14,799,909 $15,534,907 $244,402 $15,779,309 $16,752,346 $121,276 $16,873,622 $16,559,075 $244,000 $16,803,075 Subtotal - Revenues $94,067 $0 $94,067 $145,606 $0 $145,606 $199,103 $0 $199,103 $150,000 $0 $150,000 $97,095 $226,590 $323,685 Total - Debt Service Fund $14,590,663 $14,945,515 $15,978,412 $17,023,622 $17,126,760 Subtotal - Revenues $2,137 $0 $2,137 $55,394 $0 $55,394 $147,689 $1,000,000 $1,147,689 $90,000 $25,238 $115,238 $28,000 $0 $28,000 Subtotal - Bond Proceeds $0 $0 $0 $30,325,000 $0 $30,325,000 $0 $1,066,079 $1,066,079 $4,221,342 $0 $4,221,342 $100,400,321 $0 $100,400,321 Total - Bond Fund $2,137 $30,380,394 $2,213,768 $4,336,580 $100,428,321 Utility Late Fee Charges Field Trip Svc Fee-Utilities Recycling Program Revenue Commercial Sanitation Fees Roll-Off Sanitation Fees San Fees-Comm Multi-Fam Clc Commercial Recycling Fees Commercial Special Hauls Interest Income Reimb Revenue-General Subtotal - Revenues $1,451 $19,893 $17,072 $871,106 $632,978 $749,945 $126,232 $3,163 $6,588 $405 $2,428,833 $1,500 $22,111 $14,171 $915,860 $638,779 $737,223 $123,143 $2,605 $11,611 $0 $2,467,004 $1,439 $22,405 $10,325 $878,983 $614,053 $607,290 $123,212 $3,440 $17,270 $0 $2,278,417 $1,450 $23,000 $5,000 $925,000 $620,000 $540,000 $110,000 $0 $13,000 $0 $2,237,450 $1,400 $20,000 $1,000 $955,000 $640,000 $560,000 $115,000 $0 $16,000 $0 $2,308,400 Total - Commercial Sanitation Fund $2,428,833 $2,467,004 $2,278,417 $2,237,450 $2,308,400 $47,191 $433,192 $33,100 $146,347 $6,308,243 $2,138,045 $43,817 $126,921 $28,677 $41,961 $383,202 $28,875 $146,463 $6,577,785 $2,181,862 $43,786 $127,000 $51,550 $40,549 $300,519 $16,250 $144,725 $6,641,968 $2,267,978 $50,811 $117,000 $73,486 $45,000 $140,000 $16,000 $150,000 $9,470,000 $0 $55,000 $111,000 $57,000 $45,000 $20,000 $15,000 $159,000 $10,273,000 $0 $58,000 $108,250 $60,000 Account Description Debt Service Fund Revenues Property Tax SRP In-lieu Tax Revenues Interest Income Reimb Revenue-General Bond Fund Revenues Interest Income Reimb Revenue-General Bond Proceeds Bond Proceeds Loan Proceeds Commercial Sanitation Fund Revenues Residential Sanitation Fund Revenues Utility Late Fee Charges Recycling Program Revenue Special Haul Fees San Fees-Res Multi-Fam Clc San Fees-Automated Clc Residential Recycling Fees Multi-Family Resid Recycling Allocated Interdept Svc Chrgs Interest Income 364 Schedule 2 - All Funds Revenue Fund Category FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget Subtotal - Revenues $9,305,535 $9,582,484 $9,653,286 $10,044,000 $10,738,250 Total - Residential Sanitation Fund $9,305,535 $9,582,484 $9,653,286 $10,044,000 $10,738,250 Interdepartmental Svc Chg Interest Income Gain on Disposal of F/A Auction Proceeds Subtotal - Revenues $944,400 $11,369 $0 $47,931 $1,003,700 $989,293 $18,558 $103,045 $0 $1,110,896 $1,181,571 $21,918 $0 $0 $1,203,489 $1,205,847 $15,000 $0 $75,000 $1,295,847 $1,318,776 $15,000 $0 $100,000 $1,433,776 Total - Sanitation Equipment Reserve Fund $1,003,700 $1,110,896 $1,203,489 $1,295,847 $1,433,776 Sports Complex Program Revenue Recycling Program Revenue In Kind Revenues Ticket Sales-Spring Trg Ticket Sales- Facility Surchg Ticket Sales- Non Gen Admiss Surchg Ticket.com Annual Fee Ticket.com Convenience Fee Program Sales Adv Sales-BB Std/Sp Trng Adv Sales-BB Std-Non Sp Trn Interdepartmental Svc Chg General Rent Revenue Genl Rent Rev-Sp Cmplx Rent Revenue - Chili Davis Rent Rev-Fields Rent Rev-Fld/Clh/Padres Rent Rev-Fld/Clh/Mariners Rent Rev-Stadium Rent Rev-Novelties/Sp Tr Rent Rev/Stad Concssn/Sp Tr Rent Rev/Stad Conc/Non Sp Tr Rent Rev-Parking/Sp Tr Interest Income Reimb Revenue-General Reimb-Comm Svcs Gain on Disposal of F/A Auction Proceeds Other Revenue Subtotal - Revenues $76,663 $1,438 $0 $715,629 $201,599 $83,561 $10,000 $0 $11,641 $280,405 $3,426 $91,888 $45,679 $46,002 $38,393 $221,104 $93,578 $127,732 $52,467 $272,897 $262 $63,691 $276,287 $7,649 $590 $0 $0 $0 $0 $2,722,581 $52,093 $99 $18,000 $736,010 $204,246 $126,420 $0 $31,400 $11,831 $285,572 $999 $91,887 $56,150 $63,581 $35,205 $230,222 $133,071 $129,992 $50,006 $281,743 $857,868 $32,615 $269,267 $7,376 $93,459 $1,978 $28,702 $520 $8,712 $3,839,022 $44,621 $0 $18,000 $710,058 $187,782 $140,980 $10,000 $34,680 $12,672 $328,666 $5,572 $99,334 $84,272 $60,958 $32,258 $226,014 $123,692 $129,459 $112,973 $331,506 $866,927 $107,454 $252,599 $12,461 $184,930 $0 $0 $743 $1,792 $4,120,403 $25,000 $0 $26,000 $610,000 $160,000 $60,000 $10,000 $30,000 $0 $320,000 $5,000 $103,004 $45,000 $75,000 $35,000 $280,000 $95,000 $95,000 $35,000 $285,000 $737,000 $80,000 $215,000 $19,400 $0 $0 $0 $0 $0 $3,345,404 $35,000 $0 $26,000 $690,000 $190,000 $60,000 $10,000 $25,000 $10,000 $320,000 $1,000 $119,339 $45,000 $50,000 $35,000 $265,000 $120,000 $140,000 $50,000 $265,000 $800,000 $100,000 $250,000 $11,500 $0 $0 $0 $0 $0 $3,617,839 Total - Sports Complex Fund $2,722,581 $3,839,022 $4,120,403 $3,345,404 $3,617,839 $3,416,184 $3,593,400 $3,647,062 $3,898,646 $3,950,700 Account Description Sanitation Equipment Reserve Fund Revenues Sports Complex Fund Revenues Streets Fund Revenues Sales Tax-Utilities 365 Schedule 2 - All Funds Revenue Fund Category FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget Highway User Revenue Grant Revenue - Federal Recycling Program Revenue Street Sign Revenue Street Mnt Fees-Solid Waste Street Cut Surcharge Fog Seal Revenues Allocated Interdept Svc Chrgs CIP Engineering Charges Interest Income Reimb Revenue-General Reimbursement-Jury Duty Auction Proceeds Subtotal - Revenues $9,465,880 $23,575 $2,702 $0 $56,176 $8,875 $49,920 $295,000 $43,395 $56,593 $191,485 $48 $1,648 $10,195,297 $9,982,220 $0 $429 $0 ($6,248) $6,680 $16,711 $295,000 $34,187 $99,748 $0 $0 $0 $10,428,727 $10,015,436 $0 $1,901 $0 ($13,543) $0 $21,089 $295,000 $63,787 $181,400 $648 $0 $0 $10,565,718 $10,566,233 $0 $2,000 $10,000 $0 $5,000 $10,000 $295,000 $60,000 $130,000 $0 $0 $0 $11,078,233 $10,757,419 $0 $2,000 $10,000 $0 $5,000 $10,000 $0 $60,000 $130,000 $0 $0 $0 $10,974,419 Total - Streets Fund $13,611,481 $14,022,127 $14,212,780 $14,976,879 $14,925,119 Subtotal - Revenues $660,620 $145,521 $29,489 $17,059 $4,335 $62,500 $0 $919,524 $686,318 $356,488 $34,592 $18,057 $5,712 $37,308 $0 $1,138,475 $680,130 $117,720 $27,255 $18,272 $7,913 $0 $0 $851,290 $545,000 $0 $129,000 $8,000 $15,000 $20,000 $500 $717,500 $466,725 $0 $233,000 $8,000 $10,000 $20,000 $0 $737,725 Total - Transit Fund $919,524 $1,138,475 $851,290 $717,500 $737,725 Utility Late Fee Charges Wastewater Fees EPA Mandate Fee Recycling Program Revenue Interdepartmental Svc Chg Allocated Interdept Svc Chrgs Interest Income Reimb Revenue-General Reimbursement-Jury Duty Reimb-Damage to City Prop. Donations of Capital Assets Gain on Disposal of F/A Auction Proceeds Subtotal - Revenues $80,461 $18,191,739 $886,420 $0 $83,309 $879,522 $46,880 $31,974 $0 ($227) $0 $0 $38,065 $20,238,142 $72,118 $19,578,155 $900,278 $0 $85,886 $746,208 $89,468 $44,286 $0 $0 $4,139,991 $42,587 $0 $25,698,978 $72,453 $20,243,471 $922,824 $2,426 $106,733 $749,385 $152,063 $91,523 $24 $0 $0 $0 $0 $22,340,902 $72,000 $20,850,000 $935,000 $0 $113,161 $707,252 $144,000 $16,000 $0 $0 $0 $0 $15,000 $22,852,413 $72,000 $21,700,000 $950,000 $0 $120,626 $759,875 $169,000 $35,000 $0 $0 $0 $0 $10,000 $23,816,501 Total - Wastewater Fund $20,238,142 $25,698,978 $22,340,902 $22,852,413 $23,816,501 Account Description Revenues Transit Fund Revenues Grant Revenue Grant Revenue - Federal Transit Collections Advertising-Bus Shelters Interest Income Reimb Revenue-General Contributions - General Wastewater Fund Revenues 366 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget $239,219 $688,599 $36,091,192 $94,387 $512,196 $431,121 $210,320 $10,027 $53,794 $6,685 $14,026 ($13) $256,800 $68,545 $12,827 $660 $86,414 $12,235 $214,680 $188,358 $36 $6,284,540 $34,057 $0 $0 $45,510,706 $235,279 $676,744 $38,499,314 $97,367 $563,865 $467,433 $217,680 $10,071 $53,018 $7,040 $13,470 $0 $256,800 $66,711 $20,440 $745 $96,399 $12,235 $322,927 $212,702 $0 $0 $0 $0 $443 $41,830,683 $280,000 $825,000 $42,400,000 $110,000 $550,000 $340,000 $215,000 $17,000 $53,000 $8,000 $13,500 $0 $256,800 $10,000 $25,000 $1,500 $103,057 $12,235 $245,500 $1,575,000 $0 $0 $0 $15,000 $0 $47,055,592 $290,000 $875,000 $43,250,000 $110,000 $560,000 $375,000 $215,000 $15,000 $55,000 $8,000 $13,500 $0 $256,800 $40,000 $25,000 $1,500 $119,996 $17,670 $301,000 $1,560,000 $0 $0 $0 $15,000 $0 $48,103,466 Water Fund Revenues Non-Potable Water Fees $172,515 Reclaimed Water Fees $583,433 Water Fees $31,176,979 Utility Late Fee Charges $92,770 New Service Fee-Water $286,580 Water Meter Charges $336,641 Disconnect/Reconnect Fees $254,040 Damaged Property Fees $44,473 Utility Delinquent Letter Fee $51,445 Utilities Tampering Fees $6,225 Field Trip Svc Fee-Utilities $9,216 ADWR Water Resource Fee $19 Quintero WTP Fees $403,059 Recycling Program Revenue $76,089 Fees for General Services $7,782 Lien Filing Fees $90 Interdepartmental Svc Chg $78,630 Allocated Interdept Svc Chrgs $12,235 Interest Income $130,692 Reimb Revenue-General $179,829 Reimbursement-Jury Duty $0 Donations of Capital Assets $0 Gain on Disposal of F/A $0 Auction Proceeds $26,680 Other Revenue $0 Subtotal - Revenues $33,929,422 Total - Water Fund $33,929,422 $45,510,706 $41,830,683 $47,055,592 $48,103,466 Neighborhood Park Dev Fees Citywide Park/Rec Fac Dev Fee Library Dev Fees Law Enforcement Dev Fees Fire & Emergency Dev Fees Streets Dev Fee Intersection Dev Fee General Government Dev Fee Water Expansion Fees Water Resource Project Fee Wastewater Expansion Fees Interest Income Subtotal - Revenues $941,103 $79,135 $13,121 $679,322 $549,694 $3,889,136 $17,650 $0 $2,655,035 $756,177 $1,007,354 $200,909 $10,788,635 $1,215,065 $0 $0 $842,539 $700,801 $6,769,445 ($4,390) ($12,547) $2,926,760 $1,026,582 $1,163,630 $372,971 $15,000,857 $1,329,285 ($931) ($209) $1,031,911 $833,319 $6,349,721 ($95) $0 $3,509,047 $1,404,473 $1,355,169 $565,165 $16,376,855 $1,357,379 $0 $0 $810,000 $700,000 $7,000,000 $0 $0 $3,248,400 $1,035,000 $1,150,000 $399,613 $15,700,392 $1,530,000 $0 $0 $750,000 $600,000 $10,045,000 $0 $0 $3,510,000 $2,095,484 $1,405,000 $383,788 $20,319,272 Total - Impact Fees Fund $10,788,635 $15,000,857 $16,376,855 $15,700,392 $20,319,272 Impact Fees Fund Revenues 367 Schedule 2 - All Funds Revenue Fund Category Account Description FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget Improvement District Fund Revenues Interest Income Assessment Principal Assessment Interest Assessment Penalties Assessment Admin Charges Subtotal - Revenues $2,571 $277,015 $104,746 $0 $0 $384,333 $3,847 $289,236 $92,713 $0 $0 $385,797 $14,682 $2,036,876 $117,039 $17,354 $50 $2,186,001 $8,909 $0 $0 $0 $0 $8,909 $0 $0 $0 $0 $0 $0 Total - Improvement District Fund $384,333 $385,797 $2,186,001 $8,909 $0 Employee Health Ins Contrib COBRA Health Ins Contrib Employee Dental Ins Contrib COBRA Dental Ins Contributions Interdepartmental Svc Chg Employer Dental Ins Contrib Employer Health Ins Contrib Employer Dental Ins Contrib Employer Workers Comp Contrib Interest Income Reimb Revenue-General Reimb from Workers Comp Reimb-Damage to City Prop. Reimbursement-Claims Other Revenue Subtotal - Revenues $2,522,444 $162,197 $338,053 $7,292 $2,583,129 $5,054 $12,517,399 $533,828 $1,381,364 $59,188 $183,760 $7,256 $197,436 $32,018 $0 $20,530,417 $2,342,050 $122,593 $316,774 $8,804 $2,378,404 $145,472 $11,727,354 $517,015 $1,452,515 $143,535 $131,793 $0 $193,762 $28,240 $0 $19,508,311 $2,321,309 $253,563 $333,117 $13,474 $2,544,636 $145,758 $11,667,147 $550,762 $1,760,233 $261,819 $18,665 $0 $252,867 $70,965 $83 $20,194,398 $2,487,289 $299,074 $320,000 $7,500 $2,638,375 $150,000 $12,479,284 $525,000 $2,018,536 $200,000 $0 $0 $329,281 $59,760 $0 $21,514,099 $2,938,464 $250,000 $367,000 $10,000 $2,632,064 $175,000 $13,386,336 $632,000 $2,025,361 $200,000 $15,000 $0 $0 $5,000 $0 $22,636,225 Total - Insurance Reserve Fund $20,530,417 $19,508,311 $20,194,398 $21,514,099 $22,636,225 $0 $565,660 $1,303,020 $0 $361,622 $234,736 $756 $120,000 $0 $5,000 $2,590,795 $0 $500,208 $2,254,257 $0 $388,873 $437,359 $1,402 $212,000 $0 $0 $3,794,100 $0 $369,374 $2,353,819 $0 $228,058 $284,961 $2,611 $212,000 $3,779 $0 $3,454,602 $0 $629,493 $2,148,681 $6,000 $48,536 $372,839 $214 $106,000 $0 $0 $3,311,764 $3,000,000 $743,280 $1,901,654 $0 $308,600 $463,305 $2,900 $0 $0 $0 $6,419,739 ($112,000) $0 $0 $0 $0 $2,478,795 $3,794,100 $3,454,602 $3,311,764 $6,419,739 Insurance Reserve Fund Revenues Grant Fund Revenues Intergovtl Participation Grant Revenue Grant Revenue - Federal Grant Revenue-Comm Devl Program Income Federal Grants Seizure Revenue Interest Income Reimb Revenue-General Auction Proceeds NSP3 Grant Program Revenue Subtotal - Revenues Bond Proceeds Loan Proceeds Total - Grant Fund 368 Schedule 2 - All Funds Revenue Fund Category FY 2015 Actual Account Description FY 2016 Actual FY 2017 Actual FY 2018 Estimate FY 2019 Budget Other Fund Revenues Street Light ID Tax Maintenance ID Tax Subtotal - Revenues $583,141 $144,665 $727,806 $677,272 $129,260 $806,533 $698,960 $132,607 $831,567 $829,228 $115,553 $944,781 $793,155 $105,299 $898,454 State Ins Dept Rebate Muni Court Allocation (FTG) CFD Appl/Process Fee Utility Late Fee Charges Storm Water Fee Interdepartmental Svc Chg JCEF Revenue Court Enhancement Fee Interest Income Reimb Revenue-General Contributions - General Contributions-Comm. Svcs. Donations of Capital Assets Commissions Auction Proceeds Other Revenue Subtotal - Revenues $537 $10,815 $12,600 $1,416 $854,717 $306,035 $20,629 $136,194 $102,297 $2,882,492 $9,241 $31,988 $0 $1,136 $0 $6,783 $4,376,879 $391 $8,892 $0 $970 $882,081 $250,329 $18,108 $128,406 $162,675 $10,698,516 $10,450 $52,080 $1,948,714 $408 $0 $3,088 $14,165,109 $378 $10,923 $0 $1,019 $895,434 $358,194 $15,663 $122,257 $312,351 $1,635,411 $65,125 $0 $0 $2,554 $3,158 $4,131 $3,426,598 $500 $6,000 $0 $1,100 $910,000 $350,000 $10,000 $70,000 $181,025 $3,964,063 $2,861 $0 $0 $0 $0 $3,906 $5,499,455 $500 $5,000 $0 $1,100 $925,000 $500,000 $10,000 $70,000 $146,650 $16,853,530 $10,000 $0 $0 $0 $0 $3,900 $18,525,680 Total - Other Fund $5,104,686 $14,971,641 $4,258,165 $6,444,236 $19,424,134 $307,646,891 $380,228,355 $358,847,630 $372,119,612 Revenues Total - All Funds Revenue 369 $496,243,513 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget Sub-total: $2,241,615 $231,331 $806,460 $3,279,406 $2,226,945 $246,372 $841,552 $3,314,868 $2,162,116 $247,136 $887,393 $3,296,646 $2,228,766 $246,818 $900,639 $3,376,223 $2,331,112 $246,524 $899,895 $3,477,531 $2,204,883 $237,028 $927,158 $3,369,069 Sub-total: $860,001 $860,001 $834,690 $834,690 $1,107,573 $1,107,573 $918,624 $918,624 $928,624 $928,624 $1,162,564 $1,162,564 Arts Commission Peoria Center for Performing Arts Neighborhood Services Community Assistance Community Services Administration Am/Pm Program Little Learners Program Summer Recreation Program Summer Camp Program Active Adult Program Adaptive Recreation Program Special Events Program Teen Program Community Center Sub-total: $99,348 $0 $1,782,944 $762,867 $1,285,455 $1,405,885 $402,822 $325,869 $699,098 $208,746 $176,556 $936,428 $297,481 $750,798 $9,134,297 $100,193 $0 $1,810,614 $852,915 $1,349,431 $1,526,502 $328,005 $275,882 $679,365 $201,336 $157,671 $1,020,515 $289,904 $900,962 $9,493,294 $79,379 $343,273 $1,846,640 $959,886 $1,597,383 $1,630,252 $368,306 $341,233 $768,171 $161,731 $161,578 $1,104,298 $240,212 $899,832 $10,502,174 $66,537 $482,689 $1,985,368 $1,105,615 $1,577,818 $1,651,279 $371,537 $461,531 $711,016 $199,756 $176,073 $1,235,314 $291,371 $947,408 $11,263,312 $66,537 $509,267 $1,968,216 $1,105,615 $1,582,818 $1,611,543 $371,537 $461,531 $711,016 $199,756 $176,073 $1,361,397 $291,371 $931,904 $11,348,581 $126,238 $384,642 $1,017,226 $1,018,821 $1,768,147 $1,955,683 $387,402 $466,398 $776,965 $204,676 $181,523 $1,292,903 $295,179 $966,031 $10,841,834 $1,842,978 $662,685 $1,054,748 $1,273,098 $614,740 $1,026,296 $6,474,545 $2,257,493 $654,234 $1,043,310 $1,328,258 $696,633 $996,802 $6,976,729 $2,630,260 $803,200 $1,028,123 $1,262,207 $655,163 $985,506 $7,364,459 $2,760,817 $753,223 $1,066,685 $1,475,256 $713,755 $1,066,372 $7,836,108 $2,772,609 $791,972 $1,079,761 $1,419,894 $709,530 $1,059,907 $7,833,673 $2,761,788 $732,286 $1,162,392 $1,435,951 $723,399 $1,174,904 $7,990,720 $379,149 $952,344 $1,331,493 $404,044 $1,167,895 $1,571,938 $442,429 $1,193,389 $1,635,817 $465,755 $1,609,516 $2,075,271 $465,755 $1,653,354 $2,119,109 $474,994 $1,089,044 $1,564,038 $501,458 $1,676,424 $860,621 $695,804 $675,989 $370,678 $4,780,974 $541,098 $1,696,304 $1,319,200 $639,844 $696,640 $405,288 $5,298,374 $396,338 $1,686,878 $1,134,345 $905,405 $723,952 $388,697 $5,235,615 $360,957 $1,912,689 $1,407,940 $979,246 $762,358 $488,987 $5,912,177 $360,957 $1,895,352 $1,407,940 $929,246 $762,358 $488,987 $5,844,840 $334,035 $1,947,804 $1,229,939 $809,571 $840,711 $507,299 $5,669,359 $2,672,288 $637,537 $1,555,418 $2,745,673 $598,835 $1,506,362 $2,866,096 $398,382 $1,552,684 $2,843,350 $567,017 $1,685,768 $2,920,676 $567,017 $1,645,768 $3,231,117 $637,172 $1,722,638 General & Other General Fund City Attorney Civil Victims' Assistance Prg Criminal City Clerk City Clerk Community Services Development and Engineering Building Development Engineering Admin Site Development Engineering Services Architectural Services Eng Inspection Svc Sub-total: Economic Development Services Economic Development Services Ad Business and Real Estate Developme Sub-total: Finance Finance Admin Financial Services Tax Audit & Collections Management and Budget Materials Management Inventory Control Sub-total: Finance Utilities Customer Service Revenue Administration Meter Services 370 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget $4,865,243 $4,850,871 $4,817,161 $5,096,135 $5,133,461 $5,590,927 $566,049 $1,134,080 $686,574 $623,953 $746,498 $206,531 $19,715,674 $0 Sub-total: $23,679,359 $547,548 $1,145,726 $675,742 $725,659 $867,881 $188,585 $22,024,279 $201,726 $26,377,146 $591,912 $1,269,512 $670,634 $813,463 $593,076 $182,413 $23,837,242 $1,433,239 $29,391,491 $1,172,309 $1,165,137 $892,837 $737,793 $436,063 $195,106 $25,542,080 $2,248,761 $32,390,086 $1,177,260 $1,165,137 $892,837 $737,793 $436,063 $195,106 $25,555,044 $1,884,273 $32,043,513 $1,304,013 $1,115,553 $876,803 $1,518,499 $435,843 $245,969 $26,986,078 $3,919,840 $36,402,598 $1,976,263 $366,036 $2,342,299 $1,973,103 $313,120 $2,286,223 $2,218,465 $198,419 $2,416,884 $2,963,951 $428,307 $3,392,258 $2,982,781 $457,807 $3,440,588 $3,377,416 $134,562 $3,511,978 $1,309,648 $1,128,245 $0 $0 $2,437,893 $2,178,478 $432,609 $179,950 $0 $2,791,037 $2,507,883 $423,473 $216,324 $0 $3,147,680 $2,644,385 $515,462 $235,165 $0 $3,395,012 $2,643,428 $515,462 $225,165 $0 $3,384,055 $2,524,944 $528,438 $72,139 $766,578 $3,892,099 Sub-total: $638,319 $638,319 $602,376 $602,376 $622,873 $622,873 $734,412 $734,412 $717,137 $717,137 $797,530 $797,530 Sub-total: $1,855,184 $1,855,184 $1,799,848 $1,799,848 $1,826,013 $1,826,013 $2,052,320 $2,052,320 $2,011,620 $2,011,620 $2,125,190 $2,125,190 Sub-total: $2,323,023 $1,585,384 $3,908,407 $2,802,720 $2,669,525 $5,472,245 $928,175 $1,424,403 $2,352,578 $1,553,263 $3,525,091 $5,078,354 $1,438,175 $2,577,397 $4,015,572 $1,418,733 $7,169,918 $8,588,651 Sub-total: $954,090 $481,725 $1,435,815 $1,068,534 $338,367 $1,406,901 $1,049,986 $334,810 $1,384,796 $1,076,188 $410,306 $1,486,494 $972,910 $373,238 $1,346,148 $1,103,658 $482,012 $1,585,670 $0 $1,260,303 $32,681 $227,527 $36,893 $542,098 $381,977 $892,745 $1,380,910 $864,769 $2,574,783 $1,632,039 $1,888,190 $1,981,241 $0 $1,094,834 $29,047 $241,931 $39,185 $600,921 $397,362 $856,475 $1,429,480 $947,840 $2,489,661 $1,727,551 $1,669,252 $1,563,891 $0 $1,256,092 $31,752 $219,235 $51,350 $682,870 $348,734 $878,816 $1,538,530 $1,047,410 $2,540,841 $1,736,420 $1,772,240 $1,490,151 $0 $1,121,819 $47,199 $222,640 $44,976 $706,078 $546,606 $1,025,205 $1,474,404 $1,173,428 $2,716,721 $1,849,603 $1,914,104 $2,047,888 $0 $1,121,819 $47,199 $222,640 $44,976 $706,078 $546,606 $1,005,205 $1,474,404 $1,173,428 $2,716,721 $1,849,603 $1,974,867 $2,099,718 $427,249 $1,194,177 $23,296 $226,591 $46,489 $719,906 $557,337 $1,481,568 $1,511,559 $1,155,385 $2,761,120 $1,757,100 $1,970,768 $1,682,996 Finance Utilities Sub-total: Fire-Medical Fire Admin Fire Prevention Fire Support Services Emergency Medical Services Fire Training Emergency Management Fire Operations Ambulance Operations Human Resources Human Resources Training Sub-total: Leadership and Management City Manager's Office Governmental Affairs Office of Sustainability Office of Real Estate Development Sub-total: Mayor and Council Mayor & City Council Municipal Court Municipal Court Non-Departmental Non-Departmental Gen Fund Capital Projects Office of Communications Public Information Office Peoria Channel 11 Parks, Recreation and Library Parks, Recreation and Library Admini Swimming Pools Outdoor Recreation Program Special Interest Classes - Youth Special Interest Classes - Adult Sports Programs - Youth Sports Programs - Adult Rio Vista Community Park Rio Vista Rec Center Pioneer Community Park Main Library Branch Library Parks North Parks South 371 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget $1,401,940 $0 $14,489,371 $1,534,173 $0 $15,128,615 $1,531,671 $359,630 $16,781,972 $1,531,671 $359,630 $16,874,565 $1,653,523 $430,213 $17,599,277 $436,775 $761,945 $1,198,720 $472,727 $967,038 $1,439,765 $497,389 $1,081,930 $1,579,319 $473,394 $1,807,699 $2,281,093 $470,838 $1,075,965 $1,546,803 $487,946 $1,477,586 $1,965,532 $1,796,359 $3,608,706 $11,239,057 $7,215,672 $4,435,799 $3,506,579 $1,008,255 $2,957,940 $643,696 Sub-total: $36,412,063 $2,429,345 $3,886,925 $11,055,368 $7,781,086 $5,008,227 $3,641,199 $936,405 $3,014,370 $696,518 $38,449,442 $2,620,402 $4,946,751 $10,953,843 $8,483,347 $5,443,918 $4,246,182 $1,052,455 $2,902,990 $665,629 $41,315,516 $2,757,486 $5,459,218 $12,067,025 $9,350,917 $5,805,331 $4,635,750 $1,294,115 $3,102,493 $631,852 $45,104,187 $2,741,515 $5,459,218 $12,066,791 $9,350,917 $5,805,331 $4,666,952 $1,294,115 $3,102,493 $631,852 $45,119,184 $3,086,284 $5,768,365 $13,834,571 $9,671,353 $6,101,668 $4,646,423 $1,406,763 $3,214,279 $642,717 $48,372,423 $605,884 $605,884 $638,072 $638,072 $626,009 $626,009 $626,009 $626,009 $651,393 $651,393 Parks, Recreation and Library Contracted Landscape Maintenance $1,427,019 Trails Maintenance $0 Sub-total: $15,123,175 Planning and Community Development Community Dev Administration Planning Sub-total: Police Police Administration Criminal Investigation Patrol Services - South Patrol Services - North Operations Support Pd Technical Support Staff Services Pd Communications Strategic Planning Public Works Public Works Administration Sub-total: $628,575 $628,575 General Fund Total: $120,385,768 $128,061,002 $133,763,282 $149,800,047 $147,811,013 $161,680,852 Half Cent Sales Tax Fund Non-Departmental Half Cent Sales Tax Half Cent Sales Tax Fund Total: $4,187,039 $3,380,512 $8,476,129 $4,570,771 $4,657,768 $6,019,119 $4,187,039 $3,380,512 $8,476,129 $4,570,771 $4,657,768 $6,019,119 $2,881,274 $2,029,478 $833,400 $2,856,239 $300,364 $3,179,226 $296,492 $210,590 $266,925 $571,022 $777,613 $1,342,509 $3,177,766 $2,240,068 $1,100,325 $3,427,261 $1,077,977 $4,521,735 Other Reserve Funds Economic Development Services Economic Development Non-Departmental Muni Off Complex Reserve Other Reserve Funds Total: General & Other Total: $127,750,573 $133,681,581 $143,339,737 $157,798,079 $153,546,758 $172,221,706 Special Revenue Funds Attorney Grants City Attorney St Anti-Racketeering-Cao $20,270 $13,951 $708 $18,261 $4,261 $18,275 $10,098 $10,097 $0 $5,001 $0 $0 $30,368 $24,048 $708 $23,262 $4,261 $18,275 Police Victims' Rights Imp Grant Attorney Grants Total: 372 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget $485,469 $16,690 $420,957 $0 $474,821 $9,475 $497,935 $0 $497,935 $0 $639,895 $0 $502,159 $420,957 $484,295 $497,935 $497,935 $639,895 Streets Dev Zone 1 Streets Zone 3 Dev Fee Intersection Zone 3 Dev Fee Street Impact Fees - Zone 1 - Post 1Street Impact Fees - Zone 2 - Post 1Neighbrhd Park Dev Zone 1 Neighbrhd Park Dev Zone 2 Neighborhood Park Dev Zone 1 - Po Neighborhood Park Dev Zone 2 - Po Neighborhood Park Dev Zone 3 - Po Ctywd Park/Rec Fac Dev Citywide Park/Rec Facility Dev - Pos Open Space Dev River Corridors/Trails Dev Law Enforcement Dev Law Enforcement Dev - Post 1-1-201 Law Enforcement Dev - Post 8-1-201 Fire & Emerg Svc Dev Fire & Emergency Svc Dev Post 8-1General Govt Dev Parks Zone 1 - Post 8-1-2014 Parks Zone 2 - Post 8-1-2014 Parks Zone 3 - Post 8-1-2014 $2,276,868 $0 $1,030,734 $0 $1,816,703 $753,671 $882 $492,387 $0 $0 $0 $16,556 $0 $226,001 $498,271 $871,225 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,462,475 $0 $0 $0 $0 $0 $0 $0 $0 $184,842 $1,969,847 $6,977 $106,817 $1,807 $2,304 $0 $0 $0 $0 $0 $0 $0 $302,847 $5,329,655 $0 $0 $0 $0 $0 $0 $0 $57,153 $1,319,481 $0 $774 $5,420,907 $330,181 $401,558 $0 $0 $775,557 $0 $0 $0 $0 $2,142,132 $5,000,000 $1,218,300 $0 $0 $222,002 $0 $1,222,100 $762,550 $1,349,361 $959,956 $0 $270,500 $1,713,052 $0 $135,148 $49,000 $9,000 $0 $509,000 $1,509,000 $2,736,000 $0 $964,802 $5,000,000 $160,000 $0 $0 $0 $0 $0 $0 $0 $1,102,333 $0 $0 $2,038,230 $0 $18,386 $49,000 $0 $0 $0 $5,000 $0 $0 $6,454,906 $5,500,000 $1,058,300 $0 $0 $262,000 $0 $1,222,100 $760,500 $1,349,361 $310,166 $0 $273,926 $0 $0 $9,000 $0 $9,000 $0 $551,000 $1,504,000 $2,778,000 Development Fee Funds Total: $7,983,298 $4,735,069 $13,938,113 $19,807,101 $9,337,750 $22,042,259 $128,022 $194,083 $100,865 $329,104 $180,469 $349,993 $128,022 $194,083 $100,865 $329,104 $180,469 $349,993 $109,384 $79,376 $44,985 $83,102 $90,614 $83,364 $1,857,399 $67,705 $1,268,111 $67,705 $1,588,128 $0 $2,553 $6,763 $2,814 $8,488 $3,000 $12,808 $3,000 $9,969 $3,000 $5,669 $3,000 $5,000 Community Service Grants Community Services Adult Day Prg Grant Library Svc & Technology Grant Community Service Grants Total: Development Fee Funds Non-Departmental Home and Housing Grants Planning and Community Development Home Grant Home and Housing Grants Total: Other Grants Community Services Percent For The Arts Prop 302 Grant Program Human Resources Employee Event Fund Employee Wellness Prg 373 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget $3,204 $196,218 $41,156 $186,246 $0 $200,773 $0 $214,081 $0 $214,081 $0 $177,254 $15,748 $23,000 $0 $0 $0 $0 $739,610 $207,000 $28,233 $518,465 $0 $387,004 $647,579 $0 $22,895 $1,352,064 $0 $330,773 $907,636 $0 $113,595 $1,660,664 $0 $0 $0 $231,215 $519,690 $0 $0 $0 $1,759 $9,010 $8,269 $0 $43,000 $0 $1,389,848 $1,535,486 $1,588,993 $3,834,991 $2,622,797 $3,434,046 $233,122 $0 $32,049 $4,900 $20,731 $0 $0 $2,000 $44,270 $0 $0 $0 Az Auto Theft Grant St Anti-Racketeering-Pd Federal Forfeiture COPS Universal Hiring Grant GITEM Grant School Resource Officer IGA Postal Inspection System Grant Victims Of Crime Act Grant Justice Assistance Grant Governor of Highway Safety Grants ( Bulletproof Vest Partnership Arizona Criminal Justice System Gran Federal DEA IGA Tohono O'Odham Grant Homeland Security CFDA# Citizen Donations-Pd Police Explorer Trust Fd $0 $210,284 $37,632 $119,207 $82,918 $0 $0 $49,876 $22,989 $191,682 $0 $17,858 $17,374 $0 $93,443 $83 $5,074 $2,764 $412,468 $0 $69,658 $98,885 $106,000 $1,536 $66,779 $68,856 $123,724 $0 $28,358 $17,548 $106,635 $142,936 $191 $7,080 $186 $205,379 $76,837 $24,800 $92,628 $0 $1,162 $80,314 $1,134 $105,659 $96 $0 $0 $12,282 $36,000 $445 $4,054 $0 $407,353 $225,000 $0 $101,277 $0 $5,957 $56,657 $5,383 $7,957 $0 $0 $20,907 $0 $8,000 $1,500 $10,000 $1,140 $305,420 $118,783 $41,935 $40,409 $106,000 $2,421 $86,706 $36,817 $151,408 $0 $0 $3,359 $19,243 $87,899 $659 $5,438 $0 $166,330 $278,700 $0 $101,532 $0 $5,972 $114,610 $17,242 $34,862 $0 $0 $20,959 $0 $19,300 $1,500 $10,000 Public Safety Grants Total: $1,081,542 $1,290,369 $661,707 $851,991 $1,051,907 $771,007 $1,261,834 $1,272,471 $1,250,130 $1,407,303 $1,399,953 $1,419,507 Municipal Court Jud Coll Enh Fund-Local Municipal Court Enhancement Fd Non-City Entity Comm Facilities Districts Planning and Community Development Comm Dev Block Grant Section 108 HUD Program Neighborhood Stabilization Grant III Public Works CMAQ-91/Olive Intersec Improv Utilities BOR Water SMART R14AP00071 Other Grants Total: Public Safety Grants Fire-Medical Homeland Security Grant Citizen Donations-Fire Police Streets Development and Engineering Traffic Engineering Public Works 374 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget $770,990 $1,097,148 $2,688,482 $2,942,922 $807,350 $5,001,603 $810,475 $1,074,478 $2,761,473 $2,754,209 $731,456 $3,231,801 $931,823 $1,098,329 $2,753,943 $2,767,749 $791,898 $4,368,026 $939,922 $1,121,368 $2,963,556 $3,203,969 $841,350 $11,084,850 $939,922 $1,121,368 $2,963,556 $3,203,969 $841,350 $4,385,727 $948,123 $1,131,099 $2,941,940 $3,248,089 $856,209 $17,162,373 Streets Total: $14,570,329 $12,636,364 $13,961,898 $21,562,318 $14,855,845 $27,707,340 $1,143,749 $1,241,802 $1,054,333 $2,833,337 $2,978,337 $5,015,753 $1,143,749 $1,241,802 $1,054,333 $2,833,337 $2,978,337 $5,015,753 $10,904,138 $8,288,098 $7,478,949 $23,812,014 $6,044,027 $33,399,637 Transportation Sales Tax Fund Total: $10,904,138 $8,288,098 $7,478,949 $23,812,014 $6,044,027 $33,399,637 Special Revenue Funds Total: $37,733,453 $30,366,275 $39,269,861 $73,552,053 $37,573,328 $93,378,205 $2,380,609 $75 $1,851,021 $412,736 $1,885,553 $439,175 $1,786,842 $629,692 $1,786,842 $629,692 $1,816,714 $635,652 $2,380,684 $2,263,757 $2,324,729 $2,416,534 $2,416,534 $2,452,366 Solid Waste Admin Residential Collection Residential Recycling Solid Waste Environmental Resid Solid Waste Resid Multi Family $736,229 $5,704,265 $2,161,941 $413,292 $0 $623,735 $5,969,767 $2,184,651 $414,964 $0 $566,437 $6,779,688 $2,267,596 $382,972 $0 $846,918 $6,906,716 $2,524,834 $483,825 $0 $846,918 $6,906,716 $2,524,834 $483,825 $0 $691,056 $7,412,019 $2,647,476 $524,556 $101,000 Residential Solid Waste Total: $9,015,727 $9,193,117 $9,996,693 $10,762,293 $10,762,293 $11,376,107 $122,098 $475,265 $775,002 $660,000 $820,000 $835,000 $122,098 $475,265 $775,002 $660,000 $820,000 $835,000 $489,139 $2,085,753 $1,496,932 $1,603,048 $1,633,048 $1,713,154 Public Works Streets Admin Signs And Striping Traffic Signal Maintenance Street Maintenance Sweeper Operations Streets Oper Capital Projects Transit Public Works Transit Division Transit Total: Transportation Sales Tax Fund Non-Departmental Transportation Sales Tax Enterprise Funds Commercial Solid Waste Public Works Commercial Front Load Commercial Roll-Off Commercial Solid Waste Total: Residential Solid Waste Public Works Solid Waste Expansion Public Works Solid Waste Expansion Solid Waste Expansion Total: Solid Waste Reserves Public Works Solid Waste Eqt Reserve 375 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget Public Works Utilities Ww Expansion (Unz) $0 $0 $0 $10,000 $0 $0 $489,139 $2,085,753 $1,496,932 $1,613,048 $1,633,048 $1,713,154 Sports Complex Capital Reserve Sports Complex Improvement Reserv Sports Complex GA Surcharge Complex Eqt Reserve $1,649,873 $461,071 $142,287 $0 $27,142 $0 $50,462 $125,092 $109,952 $0 $27,471 $116,644 $0 $0 $0 $126,750 $35,618 $112,000 $38,000 $126,750 $0 $100,000 $100,000 $200,750 Sports Complex Equipment Reserves Total: $2,253,231 $202,696 $254,067 $126,750 $312,368 $400,750 $0 $5,305 $65,093 $0 $0 $0 Complex Operations/Maint Spring Training $4,010,835 $857,505 $4,246,978 $813,654 $4,614,505 $598,417 $4,553,505 $730,742 $4,609,505 $730,742 $4,855,053 $730,742 Sports Complex Operations/Maintenance Total: $4,868,340 $5,065,937 $5,278,015 $5,284,247 $5,340,247 $5,585,795 $1,701,655 $1,724,190 $924,018 $1,304,135 $4,741,214 $3,425,731 $7,384,914 $1,746,501 $1,910,434 $925,645 $1,255,507 $5,013,409 $5,481,640 $7,370,747 $1,639,598 $2,001,901 $907,088 $1,206,453 $5,195,180 $1,974,775 $6,157,541 $1,764,118 $2,119,723 $1,076,193 $1,306,601 $5,102,314 $11,081,708 $7,208,880 $1,764,118 $2,319,723 $987,493 $1,306,601 $5,102,314 $5,165,494 $7,208,880 $1,605,430 $2,181,494 $1,033,853 $1,394,474 $5,130,950 $11,568,124 $6,954,955 Wastewater Total: $21,205,857 $23,703,882 $19,082,536 $29,659,537 $23,854,623 $29,869,280 Solid Waste Reserves Total: Sports Complex Equipment Reserves Parks, Recreation and Library Sports Complex Operations/Maintenance Community Services Soccer Club Parks, Recreation and Library Wastewater Utilities Beardsley Water Reclamation Facility Wastewater Collection/Prevention Wastewater Environmental Jomax Water Reclamation Facility Butler Water Reclamation Facility Ww Oper Capital Projects Ww Debt Service Wastewater Expansion Utilities Wastewater Impact Fees - East of Ag Wastewater Impact Fees - West of Ag Wastewater Impact Fees - Post 1-1-2 Ww Expansion (Unz) $97,197 $0 $20 $251,903 $621 $1,387 $632,402 $0 $209,361 $1,922 $39,942 $0 $240,294 $279,520 $1,796,700 $0 $201,445 $22,075 $2,065,733 $0 $257,219 $1,370,958 $1,931,646 $0 Wastewater Expansion Total: $349,120 $634,410 $251,225 $2,316,514 $2,289,253 $3,559,823 $36,370 $0 $462,813 $4,219 $29,543 $0 $37,000 $0 $114,500 $0 $96,000 $0 Wastewater Replacement & Reserves Utilities Ww Eqt Reserve Ww Reserve-Bonds 376 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget Utilities $36,370 $467,032 $29,543 $37,000 $114,500 $96,000 $1,687,112 $1,841,727 $2,964,112 $367,524 $3,825,007 $2,110,212 $375,925 $1,110,734 $5,381,497 $1,263,334 $7,000,521 $5,281,729 $0 $0 $1,744,008 $1,835,227 $2,879,374 $368,557 $4,319,846 $2,342,206 $353,240 $1,138,536 $5,560,140 $1,238,809 $6,498,315 $5,258,331 $0 $0 $1,738,057 $1,800,715 $2,939,159 $353,555 $4,473,421 $1,936,606 $335,277 $1,160,738 $6,230,557 $1,266,305 $8,075,827 $5,865,751 $1,106 $3,258 $1,553,379 $2,107,291 $3,191,986 $455,949 $4,297,934 $2,446,111 $435,635 $1,356,230 $7,072,066 $1,434,233 $18,255,552 $10,149,177 $0 $0 $1,642,079 $2,107,291 $3,191,986 $455,949 $4,297,934 $2,452,573 $429,173 $1,356,230 $7,670,287 $1,434,233 $9,063,119 $10,149,333 $0 $0 $1,678,310 $2,342,411 $3,227,007 $475,358 $4,582,765 $2,523,911 $467,919 $1,257,578 $8,339,652 $1,465,788 $21,394,632 $9,193,992 $0 $0 Water Total: $33,209,434 $33,536,588 $36,180,332 $52,755,543 $44,250,187 $56,949,323 $0 $0 $0 $11,046,752 $25,000 $851,744 $6,326,525 $2,525,000 $0 $736,406 $3,115,525 $26,644,085 Water Bonds Total: $0 $11,046,752 $876,744 $8,851,525 $736,406 $29,759,610 Wtr Expansion Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell R Water Resource Fees - Post 8-1-2014 Water Resource Fee - Post 1-1-2012 $1,043,706 $0 $0 $105,923 $109,269 $15,525 $1,422,854 $1,951 $1,867 $53,560 $0 $0 $868,548 $10,892 $190,394 $1,511,153 $830,427 $0 $2,907,646 $5,288,926 $690,118 $7,627,830 $1,190,286 $0 $285,647 $232,403 $8,578 $693,824 $322,500 $0 $2,731,724 $6,372,076 $1,815,677 $10,001,415 $1,940,681 $0 Water Expansion Total: $1,274,423 $1,480,231 $3,411,414 $17,704,806 $1,542,952 $22,861,573 $823,324 $976,611 $1,072,256 $967,300 $1,010,318 $1,035,972 $0 $178,040 $4,005 $286,766 $0 $284,161 $0 $40,000 $0 $40,000 $0 $178,000 $1,001,364 $1,267,382 $1,356,417 $1,007,300 $1,050,318 $1,213,972 Wastewater Replacement & Reserves Total: Water Utilities Utilities-Water/Ww Admin Utilities Operations Admin Greenway Potbl Wtr Trt Plant Quintero Treatment Plant Production Svcs Distribution Services Blue Staking Water Resources/Conservation Water Supply Drinking Water Environmental Wtr Oper Capital Projects Water Debt Service Beardsley Water Reclamation Facility Butler Water Reclamation Facility Water Bonds Utilities WIFA Loan 2017 (Pyramid Peak) WIFA Bonds New River Purchase Water Expansion Utilities Water Replacement & Reserves Public Works Storm Drain - NPDES Utilities Water Reserve-Bonds Wtr Eqt Reserve Water Replacement & Reserves Total: 377 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual $91,422,803 $81,313,650 $133,195,097 $95,122,728 $166,672,753 $398,150 $1,446,690 $797,375 $960,183 $754,422 $1,620,747 $482,849 $1,442,100 $843,235 $982,330 $690,802 $1,615,785 $394,481 $1,342,925 $851,605 $1,007,823 $740,916 $1,492,421 $431,502 $1,759,953 $864,346 $1,050,743 $698,909 $1,475,001 $431,502 $1,759,953 $864,346 $1,050,743 $784,087 $1,432,823 $461,498 $1,763,025 $886,174 $1,010,299 $630,005 $1,498,636 $5,977,567 $6,057,101 $5,830,171 $6,280,454 $6,323,454 $6,249,637 $4,673,993 $4,286,915 $4,534,497 $5,421,912 $4,967,252 $5,212,372 $4,673,993 $4,286,915 $4,534,497 $5,421,912 $4,967,252 $5,212,372 $3,034,850 $461,812 $1,589,848 $1,225,998 $3,284,384 $149,348 $1,392,660 $379,900 $1,413,920 $234,900 $2,153,104 $834,500 $3,496,662 $2,815,846 $3,433,732 $1,772,560 $1,648,820 $2,987,604 $7,696,400 $853,625 $8,233,840 $859,048 $8,783,777 $958,273 $9,561,397 $947,625 $9,614,823 $941,645 $9,402,411 $1,020,308 $8,550,025 $9,092,887 $9,742,050 $10,509,022 $10,556,468 $10,422,719 $449,753 $381,281 $327,448 $188,200 $135,635 $898,634 $449,753 $381,281 $327,448 $188,200 $135,635 $898,634 Res For System Comp Eqt Res For Personal Comp Eqt $473,669 $252,376 $1,083,455 $332,376 $766,016 $790,785 $624,000 $361,731 $624,000 $361,731 $819,700 $409,502 Information Technology Reserve Total: $726,045 $1,415,831 $1,556,800 $985,731 $985,731 $1,229,202 $1,931,236 $1,665,780 $2,030,297 $2,397,125 $2,739,576 $2,391,744 Enterprise Funds Total: $76,205,787 FY 2018 Budget FY 2018 Estimate FY 2019 Budget Internal Service Funds Facilities Maintenance Public Works Facilities Admin Custodial Services Nighttime Facilities Services Utility Management Facilities Operating Projects Technical Operations Facilities Maintenance Total: Fleet Maintenance Public Works Fleet Maintenance Fleet Maintenance Total: Fleet Reserve Public Works Fleet Reserve Streets/Transit Equipment Reserve Fleet Reserve Total: Information Technology Information Technology IT Operations Radio System Operations Information Technology Total: Information Technology Projects Information Technology IT Projects Information Technology Projects Total: Information Technology Reserve Information Technology Insurance Reserve City Attorney Insurance Prem/Deduct 378 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget $202,286 $199,596 $168,928 $216,757 $216,757 $221,366 Workers Compensation Self-Insuranc $1,097,428 Employee Benefits - Health $13,047,171 Employee Benefits - Dental/Vision $704,056 $1,172,392 $13,531,263 $1,052,343 $1,582,088 $14,340,600 $998,295 $1,921,319 $16,064,541 $1,141,507 $1,901,149 $15,808,122 $1,116,507 $1,991,000 $17,185,729 $1,157,081 Insurance Reserve Total: $16,982,177 $17,621,374 $19,120,208 $21,741,249 $21,782,111 $22,946,920 Internal Service Funds Total: $40,856,222 $41,671,235 $44,544,905 $46,899,128 $46,399,471 $49,947,088 $20,400 $20,400 $20,400 $30,600 $21,000 $21,000 Fireman's Pension Total: $20,400 $20,400 $20,400 $30,600 $21,000 $21,000 Trust & Agency Funds Total: $20,400 $20,400 $20,400 $30,600 $21,000 $21,000 City Attorney Risk Management Human Resources Trust & Agency Funds Fireman's Pension Fire-Medical Vol Firefighter Pension Trust Capital Projects Funds Capital Projects - Streets/Economic Development Non-Departmental Streets Capital Prj Capital Reimbursements from ALCP $2,406,270 $3,151,888 $165,091 $2,787,562 $41,695 $3,887,287 $228,643 $13,798,822 $232,600 $2,487,988 $165,421 $16,192,136 Projects - Streets/Economic Development Total: $5,558,158 $2,952,654 $3,928,983 $14,027,465 $2,720,588 $16,357,557 ($1) $2,166,508 $128,353 $5,874,039 $0 $0 $531,256 $633,295 $3,930,101 $133,409 $0 $0 $0 $6,881,617 $2,069,664 $0 $0 $0 $14,533,577 $29,726,471 $0 $0 $0 $4,401,606 $3,775,578 $0 $0 $0 $8,335,694 $37,971,312 $8,168,899 $5,228,060 $8,951,281 $44,260,048 $8,177,183 $46,307,006 MDA Bonds 2012 - Sports Complex Proposed MDA Bonds Energy Efficiency Project Loan $6,356,754 $0 $0 $1,062 $0 $0 $0 $0 $0 $0 $25,250,000 $0 $0 $0 $4,221,342 $0 $25,000,000 $942,962 MDA Bonds Total: $6,356,754 $1,062 $0 $25,250,000 $4,221,342 $25,942,962 $355,065 $139,353 $1,392,273 $12,334,147 $1,338,488 $16,848,530 General Obligation Bonds Non-Departmental GO Bonds 2007 GO Bonds 2010 GO Bonds 2012 GO Bonds 2015 Proposed GO Bonds General Obligation Bonds Total: MDA Bonds Non-Departmental Outside Source Fund Non-Departmental Capital Prj-Outside Sources 379 Schedule 3 - All Funds Expenditure Schedule Fund Type Department/ Division FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2018 Estimate FY 2019 Budget $355,065 $139,353 $1,392,273 $12,334,147 $1,338,488 $16,848,530 Capital Projects Funds Total: $20,438,876 $8,321,129 $14,272,537 $95,871,660 $16,457,602 $105,456,055 $15,641,607 $14,630,051 $18,063,977 $17,505,824 $17,505,824 $17,059,516 General Obligation Bonds Total: $15,641,607 $14,630,051 $18,063,977 $17,505,824 $17,505,824 $17,059,516 $476,338 $476,638 $476,550 $2,296,826 $2,296,826 $0 $476,338 $476,638 $476,550 $2,296,826 $2,296,826 $0 $7,608,906 $0 $0 $7,601,030 $0 $0 $7,586,708 $0 $0 $8,300,733 $0 $0 $8,153,933 $0 $0 $3,884,551 $3,864,832 $494,294 $7,608,906 $7,601,030 $7,586,708 $8,300,733 $8,153,933 $8,243,677 Debt Service Funds Total: $23,726,851 $22,707,719 $26,127,235 $28,103,383 $27,956,583 $25,303,193 Outside Source Fund Total: Debt Service Funds General Obligation Bonds Non-Departmental Go Bonds Debt Service Improvement Districts Non-Departmental Parks West I.D. #0601 Debt Svc Improvement Districts Total: Other Bonds Non-Departmental Mda Debt Service Non-GO Bond Debt Solar Lease 2017 Other Bonds Total: City Total: $326,732,162 $328,191,142 380 $348,888,325 $535,450,000 $377,077,469 $613,000,000 381 $4,000,000 - Transportation Sales Tax Public Transit Adult Day Program Grant Maintenance Imprvmnt Districts Street Light Districts $12,477,179 $105,299 - Highway User - - Information Technology Municipal Court Enhancement Fd - Facilities Maintenance $50,000 - Fleet Services Insurance Reserve - Storm Water Drainage System - Residential Solid Waste - - - $120,000 $240,000 $7,961,880 Commercial Solid Waste Wastewater Water Resource Fees - Post 8-1-2014 Water Sports Complex Half Cent Sales Tax - Percent for the Arts General Fund - Transfers To General Transfers From Fund $2,000,000 $2,000,000 Sports Complex - - - - - - - - - - - - - - - - - - - - $4,118,155 $793,155 $3,325,000 - - - - - - - - - - - - - - - - - - - Streets / Transit Funds $2,579,259 $2,579,259 Wastewater Op Fund - - - - - - - - - - - - - - - - - - - - $2,236,310 $77 $2,298 $2,817 $754,243 $2,159 $77 $144,810 $309 $849 $193 $9,369 $11,196 $1,003 $1,020,898 $286,012 Information Tech. Funds Schedule 4 - Transfers - - - - - - $7,524,408 $3,522,374 $227,800 $700,525 $2,639,630 $168,479 $265,600 Debt Service Funds - - - - - - - - - - - - - - - $509,904 $33,000 $48,000 $35,000 $30,000 $363,904 General Fleet Reserve - - - - - - - - - - - - - - - - $510,000 $500,000 $10,000 Trust / Agency - - - - - - - - - - - - - - - - - - - $31,955,215 $105,299 $793,155 $50,000 $77 $2,298 $6,847,374 $2,817 $754,243 $35,159 $4,500,077 $144,810 $309 $849 $193 $405,169 $700,525 $2,865,455 $31,003 $13,622,408 $168,479 $925,516 Total Transferred Schedule 5 - Tax Levy and Tax Rate Information DESCRIPTION BUDGET FY 2015 BUDGET FY 2016 BUDGET FY 2017 PROJECTED FY 2018 PROJECTED FY 2019 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $470,000,000 $175,810,528 $294,189,472 $788,205,401 $511,000,000 $185,191,317 $325,808,683 $819,983,730 $497,000,000 $163,702,476 $333,297,524 $850,064,200 $590,000,000 $218,324,661 $371,675,339 $855,005,604 $660,000,000 $255,555,576 $404,444,424 $897,368,483 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy $1,113,413,321 $4,720,872 $1,178,158,150 $4,815,289 $1,244,818,886 $5,017,186 $1,340,187,710 $5,236,306 $1,439,919,582 $5,648,804 N/A N/A N/A N/A N/A b3. Property Tax Levy Amounts Secondary Assessed Valuation A. Secondary Property Tax Levy B. Primary Property Tax Levy Total Property Tax Levy Amount $1,155,721,441 $14,446,518 $2,115,485 $16,562,003 $1,178,158,150 $14,726,977 $2,238,500 $16,965,477 $1,244,818,886 $15,560,236 $2,365,156 $17,925,392 $1,340,187,710 $16,752,346 $2,546,357 $19,298,703 $1,439,919,582 $16,559,075 $4,175,767 $20,734,842 b4. Property Taxes Collected (Estimated) A. Primary Property Tax Prior Year's B. Secondary Property Tax Prior Year's Total Current Year's Collections Total Prior Year's Collections Total Property Tax Levy Collected $2,009,711 $105,774 $13,724,192 $722,326 $15,733,903 $828,100 $16,562,003 $2,126,575 $111,925 $13,990,628 $736,349 $16,117,203 $848,274 $16,965,477 $2,246,898 $118,258 $14,782,224 $778,012 $17,029,122 $896,270 $17,925,392 $2,419,039 $127,318 $15,914,729 $837,617 $18,333,768 $964,935 $19,298,703 $3,966,978 $208,788 $15,731,121 $827,954 $19,698,100 $1,036,742 $20,734,842 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 $0.1900 $1.2500 $1.4400 $0.2900 $1.1500 $1.4400 b2. Amount Received from Primary Property Taxation in Prior Year in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy [ARS 42-17005] City of Peoria Tax Rate A. Primary Property Tax Rate B. Secondary Property Tax Rate Total Property Tax Rate Arizona law limits the amount of tax supported debt that a city may issue. This limitation for bonds to finance water, wastewater, storm drain, streets, public safety, parks and recreation projects is 20% of the municipality's assessed valuation. The limit for bonds to finance all other projects is 6% of the municipality's assessed valuation. The current debt limits and indebtedness are shown below. Calculation of legal limitations 20% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/18 Principal Payments FY19 Proposed Debt FY19 Estimated Debt outstanding FY19 Remaining limitation available 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/18 Principal Payments FY19 Proposed Debt FY19 Estimated Debt outstanding FY19 Remaining limitation available Truth in Taxation Calculation $1,439,919,582 $287,983,916 $134,080,273 ($10,110,000) $22,073,121 Previous year's primary levy Current net assessed valuation(AV) $2,546,357 $1,401,206,579 $146,043,394 $141,940,522 $1,439,919,582 $86,395,175 $2,999,727 ($1,185,000) 3,378,679 $5,193,406 $81,201,769 382 Current AV-Existing Property Prior year Levy Prior Year Tax Rate Rate to Receive Prior Year Levy New property valuation Growth in Levy-New Property Increase-Exclusive of New Property = = Tax Rate $0.1817 $1,401,206,579 $2,546,357 $0.1900 $0.1817 $38,713,003 $70,342 $1,517,507 Schedule 6 - Personnel Summary By Department Department Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 City Attorney 26.00 26.00 26.00 0.00 26.00 0.00 26.00 City Clerk 7.00 7.00 7.00 0.00 7.00 0.00 7.00 Community Services 60.83 63.83 62.83 0.25 63.08 -11.37 51.71 Development and Engineering 56.75 65.00 65.00 0.00 65.00 2.25 67.25 Economic Development Services 8.00 8.00 8.00 0.00 8.00 -1.00 7.00 Finance 40.00 40.00 43.00 -1.00 42.00 -1.00 41.00 Finance Utilities 39.00 39.00 37.00 1.00 38.00 0.00 38.00 Fire-Medical 175.50 194.50 194.50 0.00 194.50 17.50 212.00 Human Resources 19.00 19.00 20.00 0.00 20.00 0.50 20.50 Information Technology 41.00 42.00 42.00 0.00 42.00 0.00 42.00 Leadership and Management 16.00 18.00 18.00 0.00 18.00 0.00 18.00 Municipal Court 20.90 20.90 20.90 0.00 20.90 0.00 20.90 Office of Communications 9.00 9.00 9.00 0.00 9.00 0.00 9.00 Parks, Recreation and Library 100.97 102.22 102.95 -0.38 102.57 10.00 112.57 Planning and Community Development 10.92 10.92 10.92 0.00 10.92 2.00 12.92 Police 274.00 278.00 285.00 0.00 285.00 18.00 303.00 Public Works 153.75 157.50 160.50 -1.00 159.50 6.00 165.50 Utilities 87.00 91.00 91.00 1.00 92.00 3.00 95.00 1,145.62 1,191.87 1,203.60 -0.13 1,203.47 45.88 1,249.35 City Totals: Footnote: This schedule includes all Full-time positions and only Part-time positions that receive benefits. 383 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 4.00 1.00 1.00 1.00 0.00 2.00 3.00 2.00 1.00 4.00 1.00 1.00 1.00 0.00 2.00 3.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 0.00 15.00 15.00 15.00 0.00 15.00 0.00 15.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 1.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 26.00 26.00 26.00 0.00 26.00 0.00 26.00 1.00 2.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 0.00 0.00 0.50 0.00 0.00 0.50 0.00 0.00 0.50 0.00 0.50 -0.50 0.00 0.50 0.00 0.45 0.00 0.00 0.45 0.50 0.00 0.50 0.50 0.50 0.00 0.50 0.45 0.95 0.00 1.00 1.00 0.00 1.00 -0.45 0.55 0.00 1.00 1.00 0.00 1.00 -0.45 0.55 City Attorney General Fund 1000 - 0200 Civil Assistant City Attorney Business Systems Analyst Chief Asst. City Attorney City Attorney Legal Administrator Legal Assistant Legal Specialist Paralegal Law Office Administrator Full Full Full Full Full Full Full Full Full 1000 - 0210 Victims' Assistance Prg Legal Specialist Victim Assistance Coordinator Full Full 1000 - 0230 Criminal Assistant City Prosecutor Legal Assistant Legal Specialist Paralegal Sr Assistant City Prosecutor Full Full Full Full Full Insurance Reserve Fund 3200 - 3610 Risk Management Claims Coordinator Legal Specialist Full Full City Attorney Totals: City Clerk General Fund 1000 - 0150 City Clerk City Clerk City Clerk Specialist I City Clerk Specialist II Deputy City Clerk Management Analyst Records Assistant Administrative Assistant II - Classified Executive Assistant Full Full Full Full Full Full Full Full City Clerk Totals: Community Services General Fund 1000 - 0042 Arts Commission Arts & Theater Manager Arts Coordinator Arts & Culture Coordinator Full Part Part 1000 - 0043 Peoria Center for Performing Arts Arts & Theater Manager Full 384 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 6.00 0.00 1.00 4.00 1.00 0.00 1.00 1.00 5.00 1.00 1.00 7.00 0.00 1.00 4.00 0.00 0.00 1.00 1.00 5.00 1.00 1.00 7.00 0.00 1.00 4.00 0.00 0.00 1.00 1.00 5.00 1.00 0.00 -1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 1.00 6.00 1.00 1.00 4.00 0.00 1.00 1.00 1.00 5.00 0.00 0.00 0.00 0.00 0.00 -4.00 0.00 -1.00 -1.00 -1.00 -5.00 0.00 1.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.00 21.00 21.00 0.00 21.00 -12.00 9.00 0.00 0.00 0.75 0.00 0.00 0.53 1.00 1.00 0.00 0.80 0.00 0.00 0.75 0.00 0.00 0.53 1.00 1.00 1.00 0.80 0.00 0.80 0.75 1.00 1.00 0.53 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.80 0.75 1.00 1.00 0.53 1.00 0.00 0.00 0.00 0.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.63 0.80 0.75 1.00 1.00 0.53 1.00 0.00 0.00 0.00 4.08 5.08 5.08 0.00 5.08 0.63 5.71 1.75 0.50 0.00 1.00 1.00 0.00 0.00 2.00 0.00 0.00 1.00 1.00 2.00 1.00 0.00 1.00 2.75 0.50 0.00 1.00 1.00 0.00 1.00 2.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 3.75 0.50 1.00 1.00 1.00 0.00 1.00 2.00 0.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 -2.00 0.25 0.00 0.00 0.00 1.00 0.00 -1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.75 0.75 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 -1.00 0.00 0.00 -1.00 0.00 0.00 1.75 0.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 12.25 13.25 13.25 0.25 13.50 -1.00 12.50 1.80 0.00 0.00 1.50 0.70 1.60 0.60 0.60 1.50 0.00 2.60 0.60 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.60 0.60 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.60 0.60 0.60 0.00 0.00 4.00 4.30 3.80 0.00 3.80 0.00 3.80 0.10 0.00 2.00 1.00 0.10 0.00 2.00 1.00 0.10 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.10 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.10 1.00 1.00 0.00 3.10 3.10 2.10 0.00 2.10 0.00 2.10 0.20 0.30 0.30 0.00 0.30 0.00 0.30 0.20 0.30 0.30 0.00 0.30 0.00 0.30 1000 - 0550 Neighborhood Services Administrative Assistant II - Classified Full Full Code Compliance Officer Lead Code Compliance Officer Full Full Police Services Manager Animal Control Officer Full Full Code Compliance Supervisor Crime Prevention Education Coordinato Full Full Lead Animal Control Officer Full Park Ranger Supervisor Police Services Officer Full Full Public Education Specialist 1000 - 0570 Neighborhood Coordination Administrative Assistant II - Classified Part Full Community Assistance Manager Housing & Development Grants Coordi Full Human Services Coordinator I Full Human Services Coordinator II Full Full Neighborhood Imp. Specialist Neighborhood Programs Coordinator Full Human Services Coordinator Full Full Human Services Specialist Full Neighborhood & Revital. Manager 1000 - 1400 Community Services Administration Administrative Assistant II - Classified Full Administrative Assistant II - Classified Part Full Business Services Manager Business Systems Supervisor Full Full Community Services Director Full Customer Service Rep I - Classified Full Customer Services Rep I - Classified Customer Services Rep II Full Deputy Director of Community Services Full Full Lead Customer Services Rep Full Management Analyst Full Recreation Manager Customer Services Rep I Full Executive Assistant Full Full Recreation Programmer Full Sr Management Analyst 1000 - 1420 Am/Pm Program Recreation Coordinator Recreation Superintendent Recreation Supervisor Recreation Programmer Sr Recreation Supervisor Full Full Full Full Full 1000 - 1430 Little Learners Program Recreation Coordinator Recreation Programmer Recreation Specialist I Recreation Specialist II Full Full Full Full 1000 - 1440 Summer Recreation Program Recreation Coordinator Full 385 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 0.50 0.00 0.50 0.50 0.20 0.50 0.50 0.20 0.00 0.00 0.00 0.00 0.50 0.20 0.00 0.00 0.00 0.00 0.50 0.20 0.00 1.00 1.20 0.70 0.00 0.70 0.00 0.70 0.85 0.00 0.20 0.85 0.20 0.00 0.85 0.20 0.00 0.00 0.00 0.00 0.85 0.20 0.00 0.00 0.00 0.00 0.85 0.20 0.00 1.05 1.05 1.05 0.00 1.05 0.00 1.05 0.40 0.00 0.30 0.40 0.30 0.00 0.40 0.30 0.00 0.00 0.00 0.00 0.40 0.30 0.00 0.00 0.00 0.00 0.40 0.30 0.00 0.70 0.70 0.70 0.00 0.70 0.00 0.70 1.00 0.00 1.00 0.30 1.00 0.40 1.00 0.00 1.00 0.40 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.40 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.40 1.00 0.00 2.30 2.40 2.40 0.00 2.40 0.00 2.40 0.40 1.00 0.50 0.20 0.50 0.20 0.00 0.00 0.50 0.20 0.00 0.00 0.50 0.20 1.40 0.70 0.70 0.00 0.70 0.00 0.70 1.00 1.60 0.00 0.40 1.00 1.60 0.40 0.00 1.00 1.60 0.40 0.00 0.00 0.00 0.00 0.00 1.00 1.60 0.40 0.00 0.00 0.00 0.00 0.00 1.00 1.60 0.40 0.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 -1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 0.15 0.00 0.00 0.00 1.00 4.00 1.00 0.10 0.15 4.00 2.00 0.10 0.00 0.00 0.00 0.00 0.15 4.00 2.00 0.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.15 4.00 2.00 0.10 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.15 4.00 2.00 0.10 0.00 0.00 0.00 0.00 6.25 6.25 6.25 0.00 6.25 1.00 7.25 60.83 63.83 62.83 0.25 63.08 -11.37 51.71 1000 - 1450 Summer Camp Program Recreation Coordinator Recreation Supervisor Recreation Programmer Full Full Full 1000 - 1490 Active Adult Program Recreation Coordinator Recreation Superintendent Sr Recreation Supervisor Full Full Full 1000 - 1500 Adaptive Recreation Program Recreation Coordinator Recreation Superintendent Sr Recreation Supervisor Full Full Full 1000 - 1510 Special Events Program Recreation Coordinator Recreation Superintendent Recreation Supervisor Sr Recreation Supervisor Full Full Full Full 1000 - 1520 Teen Program Recreation Coordinator Recreation Supervisor Full Full 1000 - 1530 Community Center Administrative Assistant II - Classified Recreation Coordinator Recreation Superintendent Sr Recreation Supervisor Full Full Full Full Percent for the Arts Fund 1111 - 0120 Percent For The Arts Arts Coordinator Arts & Culture Coordinator Full Full Adult Day Program Fund 7180 - 7250 Adult Day Prg Grant Recreation Coordinator Recreation Specialist I Recreation Specialist II Recreation Superintendent Recreation Programmer Recreation Specialist I Recreation Specialist II Sr Recreation Supervisor Full Full Full Full Full Part Part Full Community Services Totals: 386 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 3.00 1.00 3.00 1.00 0.00 0.00 2.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 9.00 1.00 3.00 1.00 0.50 0.50 3.00 0.00 2.00 1.00 1.00 1.00 0.50 1.00 9.00 1.00 3.00 1.00 0.50 0.50 3.00 0.00 3.00 1.00 1.00 1.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 -1.00 1.00 0.00 0.00 -0.50 0.00 9.00 1.00 3.00 1.00 0.50 0.50 3.00 0.50 2.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.00 1.00 3.00 1.00 0.50 0.50 3.00 0.50 2.00 2.00 1.00 1.00 0.00 0.00 15.00 24.50 24.50 0.00 24.50 0.00 24.50 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.75 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 4.75 4.00 4.00 0.00 4.00 0.00 4.00 0.00 0.50 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 2.00 1.00 0.00 1.00 0.00 0.50 0.50 1.00 0.50 0.00 0.00 1.00 0.00 1.00 0.50 0.00 1.00 2.00 0.00 1.00 0.50 0.50 1.00 0.50 0.00 1.00 1.00 0.00 1.00 0.50 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.50 0.00 -0.50 0.00 -1.00 0.00 0.00 1.00 0.50 0.50 2.00 0.50 0.00 1.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 0.50 2.00 0.50 1.00 1.00 1.00 0.50 1.00 0.00 0.00 0.00 0.00 0.00 8.50 8.00 8.00 0.00 8.00 1.00 9.00 0.00 1.00 4.75 1.00 1.00 1.00 0.75 0.00 1.00 3.75 1.00 2.00 1.00 0.75 1.00 1.00 3.75 1.00 1.00 1.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.75 1.00 1.00 1.00 0.75 0.00 0.00 0.00 0.00 1.00 0.00 -0.75 1.00 1.00 3.75 1.00 2.00 1.00 0.00 9.50 9.50 9.50 0.00 9.50 0.25 9.75 Development and Engineering General Fund 1000 - 0650 Building Safety Building Inspector I Full Full Building Inspector II Full Building Inspector III Building Official & Inspection Superviso Full Full Deputy Engineering Director Full Development Services Supervisor Full Development Technician I Management Assistant Full Plans Examiner I Full Plans Examiner II Full Full Plans Review Supervisor Residential Field Inspection Supervisor Full Administrative Assistant II - Classified Full Full Development Technician II 1000 - 0750 Engineering Admin Business Services Manager Development & Engineering Director Engineering Technician II Real Estate Coordinator Engineering Director Engineering Technician I Real Property Coordinator Sr Management Analyst Sr Real Property Administrator Full Full Full Full Full Full Full Full Full 1000 - 0810 Development Engineering Civil Engineer Civil Engineer Deputy Engineering Director Development Plan Reviewer Development Services Supervisor Development Technician I Engineering Supervisor Engineering Technician II Management Assistant Plans Review Coordinator Administrative Assistant II - Classified Associate Engineer Development Project Specialist Engineering Project Coordinator Plans Review Supervisor Full Part Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0812 Capital Engineering CIP Project Manager I CIP Project Manager II Civil Engineer Deputy Engineering Director Engineering Supervisor Management Assistant Engineering Supervisor Full Full Full Full Full Full Part 387 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 0.00 0.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 5.00 2.00 1.00 5.00 2.00 1.00 5.00 2.00 0.00 0.00 0.00 1.00 5.00 2.00 0.00 1.00 0.00 1.00 6.00 2.00 8.00 8.00 8.00 0.00 8.00 1.00 9.00 2.00 1.00 1.00 0.00 2.00 2.00 1.00 1.00 0.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 56.75 65.00 65.00 0.00 65.00 2.25 67.25 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 -1.00 -1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 4.00 3.00 3.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.00 5.00 5.00 0.00 5.00 -1.00 4.00 8.00 8.00 8.00 0.00 8.00 -1.00 7.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 3.00 3.00 2.00 0.00 2.00 0.00 2.00 1000 - 0813 Design and Construction Architect Architectural Services Manager CIP Project Manager I Management Assistant CIP Project Manager II Construction Projects Coordinator Full Full Full Full Full Full 1000 - 0820 Eng Inspection Svc Engineering Inspection Supervisor Engineering Inspector Lead Engineering Inspector Full Full Full Streets Fund 7000 - 7043 Traffic Engineering Assistant City Traffic Engineer Full Full City Traffic Engineer Full Engineering Technician II Intelligent Transportation System Engin Full Transportation Planning Engineer Full Development and Engineering Totals: Economic Development Services General Fund 1000 - 0351 Economic Development Administration Economic Development Assistant Full Economic Development Operations Sp Full Economic Development Services Direct Full Economic Development Administrator Full Executive Assistant Full Full Management Analyst 1000 - 0352 Economic Development Business Attraction Coordinator Full Full Business Development Coordinator Full Chief Business Attraction Officer Economic Development Agreement Co Full Business Real Estate Coordinator Full Full Economic Development Coordinator Full Economic Development Manager Economic Development Project Manag Full Economic Development Services Totals: Finance General Fund 1000 - 0400 Finance Admin Chief Finance Officer Finance & Accounting Asst Deputy Director Finance & Budget Finance Director Full Full Full Full 388 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 0.00 1.00 2.00 1.00 0.00 0.00 1.00 2.00 1.00 4.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 1.00 4.00 1.00 0.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 1.00 4.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 -1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 0.00 0.00 15.00 15.00 15.00 0.00 15.00 0.00 15.00 0.00 3.00 1.00 2.00 1.00 0.00 3.00 1.00 2.00 1.00 2.00 3.00 1.00 2.00 1.00 -1.00 0.00 0.00 0.00 -1.00 1.00 3.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 2.00 0.00 7.00 7.00 9.00 -2.00 7.00 0.00 7.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 1.00 2.00 0.00 5.00 5.00 6.00 0.00 6.00 -1.00 5.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 -1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 6.00 6.00 6.00 1.00 7.00 0.00 7.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 0.00 4.00 4.00 5.00 0.00 5.00 0.00 5.00 40.00 40.00 43.00 -1.00 42.00 -1.00 41.00 19.00 3.00 1.00 19.00 3.00 1.00 17.00 3.00 1.00 0.00 0.00 1.00 17.00 3.00 2.00 0.00 0.00 0.00 17.00 3.00 2.00 23.00 23.00 21.00 1.00 22.00 0.00 22.00 1000 - 0410 Financial Services Accountant Accounting Specialist Accounting Supervisor Accounting Technician II Accounting Technician III Deputy Finance Director Finance Coordinator Finance Manager Payroll Specialist Payroll Supervisor Sr Accountant Business Systems Supervisor Treasury Manager Full Full Full Full Full Full Full Full Full Full Full Full Full 1000 - 0420 Tax Audit & Collections Customer Services Rep II Revenue Collection Specialist Sales Tax & Licensing Supervisor Sales Tax Auditor Associate Sales Tax Auditor Full Full Full Full Full 1000 - 0430 Management & Budget Budget Coordinator Budget Manager Management & Budget Assistant Sr Budget Analyst Management & Budget Director Full Full Full Full Full 1000 - 0440 Materials Management Administrative Assistant II - Classified Buyer II Contract Administrator Contract Officer Materials Manager Purchasing Supervisor Buyer I Full Full Full Full Full Full Full 1000 - 0500 Inventory Control Buyer I Inventory Control Supervisor Storekeeper Lead Inventory Control Specialist Full Full Full Full Finance Totals: Finance Utilities General Fund 1000 - 0450 Customer Service Customer Services Rep II Lead Customer Services Rep Utility Services Supervisor Full Full Full 389 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 2.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 5.00 5.00 5.00 0.00 5.00 0.00 5.00 1.00 2.00 1.00 5.00 2.00 1.00 2.00 1.00 5.00 2.00 1.00 2.00 1.00 5.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 2.00 11.00 11.00 11.00 0.00 11.00 0.00 11.00 39.00 39.00 37.00 1.00 38.00 0.00 38.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 7.00 0.00 7.00 1.00 8.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 9.00 9.00 8.00 0.00 8.00 0.00 8.00 2.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 5.00 5.00 4.00 0.00 4.00 0.00 4.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 3.00 4.00 3.00 0.00 3.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 2.00 2.00 1.00 0.00 1.00 0.00 1.00 0.00 0.50 0.00 0.50 0.00 0.50 0.00 0.00 0.00 0.50 1.00 -0.50 1.00 0.00 0.50 0.50 0.50 0.00 0.50 0.50 1.00 1000 - 0460 Revenue Administration Administrative Assistant II - Classified Business Systems Analyst Business Systems Supervisor Revenue Manager Finance Manager Management Analyst Full Full Full Full Full Full 1000 - 0470 Meter Services Dispatcher Lead Water Meter Technician Utility Services Supervisor Water Meter Technician I Water Meter Technician II Full Full Full Full Full Finance Utilities Totals: Fire-Medical General Fund 1000 - 1200 Fire Admin Administrative Assistant II Deputy Fire Chief Executive Assistant Fire and Life Safety Educ Coordinator Fire Chief Management Analyst Management Assistant Public Information Officer Full Full Full Full Full Full Full Full 1000 - 1210 Fire Prevention Administrative Assistant II - Classified Deputy Fire Chief Fire Prevention Inspector Fire Prevention Inspector Supervisor Plans Examiner II Fire and Life Safety Educ Coordinator Full Full Full Full Full Full 1000 - 1220 Fire Support Services Automotive Technician II Fire Physical Resources Spvsr Lead Automotive Technician Administrative Assistant II - Classified Management Assistant Full Full Full Full Full 1000 - 1230 Emergency Medical Services Administrative Assistant I Deputy Fire Chief EMS Coordinator EMS Chief Public Information Officer Full Full Full Full Full 1000 - 1240 Fire Training Fire Captain Deputy Fire Chief Full Full 1000 - 1250 Emergency Management Emergency Management Coordinator Full Emergency Management & Safety Coo Full 390 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 6.00 5.00 33.00 32.00 76.00 1.00 6.00 5.00 33.00 32.00 78.00 1.00 6.00 5.00 33.00 32.00 78.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 5.00 33.00 32.00 78.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 6.00 5.00 33.00 32.00 78.00 153.00 155.00 155.00 0.00 155.00 0.00 155.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 14.00 1.00 0.00 0.00 1.00 14.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 14.00 1.00 0.00 1.00 0.00 14.00 0.00 1.00 1.00 1.00 28.00 1.00 1.00 0.00 16.00 16.00 0.00 16.00 16.00 32.00 175.50 194.50 194.50 0.00 194.50 17.50 212.00 0.00 0.00 1.00 2.00 1.00 3.00 1.00 2.00 0.00 4.00 0.00 0.00 0.00 1.00 1.00 0.50 0.50 1.00 0.00 0.00 0.00 1.00 2.00 1.00 2.00 1.00 2.00 0.00 4.00 1.00 0.00 1.00 0.00 1.00 0.50 0.50 0.00 1.00 1.00 0.00 1.00 2.00 1.00 3.00 1.00 2.00 0.50 4.00 1.00 1.00 1.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 3.00 1.00 2.00 0.50 4.00 1.00 1.00 1.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.50 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 3.00 1.00 3.00 0.50 4.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 18.00 18.00 19.00 0.00 19.00 1.50 20.50 0.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 19.00 19.00 20.00 0.00 20.00 0.50 20.50 1000 - 1260 Fire Operations Deputy Fire Chief Fire Battalion Chief Fire Battalion Support Officer Fire Captain Fire Engineer Firefighter Full Full Full Full Full Full 1000 - 1270 Ambulance Operations Automotive Technician II Fire Captain Firefighter Medical Billing Specialist Medical Billing Supervisor Full Full Full Full Full Fire-Medical Totals: Human Resources General Fund 1000 - 0070 Human Resources Business Systems Analyst Full Full Dept Training & Compliance Spc Executive Assistant Full Full Human Resources Analyst Human Resources Assistant Full Human Resources Consultant Full Full Human Resources Director Human Resources Manager Full Part Human Resources Safety Specialist Full Human Resources Specialist Human Resources Technician Full Full Safety Administrator Full Sr Human Resources Analyst Administrative Assistant II - Classified Full Full Business Analyst Emergency Management & Safety Coo Full Human Resources Safety Coordinator Part Full Human Resources Supervisor Sr Human Resources Consultant Full 1000 - 0080 Training Human Resources Manager Full Organizational Development Coordinat Full Human Resources Totals: 391 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 7.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 0.00 4.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 3.00 7.00 2.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 0.00 4.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 3.00 6.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 39.00 40.00 40.00 0.00 40.00 0.00 40.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 41.00 42.00 42.00 0.00 42.00 0.00 42.00 0.00 1.00 1.00 3.00 1.00 2.00 0.00 2.00 0.00 1.00 2.00 0.00 1.00 1.00 3.00 1.00 3.00 0.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 13.00 15.00 15.00 0.00 15.00 -1.00 14.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 2.00 0.00 2.00 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 1.00 1.00 1.00 0.00 1.00 -1.00 0.00 Information Technology Information Technology Fund 3300 - 3750 IT Operations Application Systems Analyst Application Systems Supervisor Applications/GIS Manager Database Administrator Executive Assistant GIS Analyst GIS Coordinator GIS Technician Information Technology Director IT Operations Manager IT Project Coordinator IT Project Manager IT Security Administrator IT Technical Support Supervisor IT Technician II Lead Systems Engineer Management Analyst Network Administrator Network Engineer Network Supervisor Programmer Sr Application Systems Analyst Sr Management Analyst Systems Engineer GIS Programmer GIS Technician II Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full Full 3300 - 3760 Radio System Operations Lead Radio Systems Engineer Radio Systems Engineer Full Full Information Technology Totals: Leadership and Management General Fund 1000 - 0020 City Manager's Office Administrative Assistant II - Classified Assistant to the City Manager City Manager Council Assistant Council Assistant to the Mayor Deputy City Manager Management Assistant to the CM Sr Executive Assistant Sr Policy Advisor to the Mayor Strategic Management Officer Administrative Assistant II - Classified Part Full Full Full Full Full Full Full Full Full Full 1000 - 0025 Governmental Affairs Intergovernmental Affairs Coordinator Intergovernmental Affairs Director Full Full 1000 - 0026 Office of Sustainability Economic Efficiency & Sustainability M Full 392 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 16.00 18.00 18.00 0.00 18.00 0.00 18.00 1.00 1.00 9.00 4.00 1.00 4.00 1.00 2.00 8.00 4.00 1.00 4.00 1.00 2.00 8.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 8.00 4.00 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 8.00 4.00 1.00 4.00 20.00 20.00 20.00 0.00 20.00 0.00 20.00 0.90 0.90 0.90 0.00 0.90 0.00 0.90 0.90 0.90 0.90 0.00 0.90 0.00 0.90 20.90 20.90 20.90 0.00 20.90 0.00 20.90 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 7.00 6.00 0.00 6.00 0.00 6.00 0.00 2.00 0.00 2.00 3.00 0.00 0.00 0.00 3.00 0.00 0.00 0.00 3.00 0.00 2.00 2.00 3.00 0.00 3.00 0.00 3.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 1000 - 0027 Office of Real Estate Development Real Estate Development Officer Full Real Estate Development Project Mana Full Leadership and Management Totals: Municipal Court General Fund 1000 - 0250 Municipal Court Court Administrator Court Supervisor Judicial Assistant Lead Judicial Assistant Municipal Judge Municipal Security Guard Full Full Full Full Full Full Municipal Court Enhancement Fd Fund 8062 - 8062 Municipal Court Enhancement Fd Judge Pro Tem Part Municipal Court Totals: Office of Communications General Fund 1000 - 0040 Public Information Office Digital Media Manager Full Full Graphics Designer Full Management Assistant Marketing Communications Manager Full Full Office of Communications Director Full Web Content Administrator Administrative Assistant II - Classified Full Communications & Marketing Manager Full Public Information Director Full Full Public Information Officer Web Administrator Full Full Web Designer/Developer Webmaster Full 1000 - 0041 Peoria Channel 11 Digital Media Specialist Full Video Production & Operations Speciali Full Office of Communications Totals: Parks, Recreation and Library General Fund 1000 - 1390 Parks, Recreation and Library Administration Executive Assistant Full Full Management Analyst Parks, Recreation and Library Services Full 393 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 0.00 0.75 0.00 1.00 0.34 1.00 1.00 0.75 0.34 0.00 0.00 1.00 1.00 0.75 0.34 0.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 1.00 1.00 1.00 0.34 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.34 0.00 0.00 3.09 3.09 3.09 0.25 3.34 0.00 3.34 0.25 0.25 0.25 -0.25 0.00 0.00 0.00 0.25 0.25 0.25 -0.25 0.00 0.00 0.00 0.42 0.45 0.42 0.45 0.42 0.45 0.00 0.00 0.42 0.45 0.00 0.00 0.42 0.45 0.87 0.87 0.87 0.00 0.87 0.00 0.87 0.10 0.10 0.10 0.10 0.10 0.10 0.00 0.00 0.10 0.10 0.00 0.00 0.10 0.10 0.20 0.20 0.20 0.00 0.20 0.00 0.20 1.95 0.95 0.00 0.33 1.20 0.75 0.33 0.00 1.70 0.75 0.33 0.00 0.00 0.00 0.00 0.00 1.70 0.75 0.33 0.00 0.00 0.00 0.00 0.00 1.70 0.75 0.33 0.00 3.23 2.28 2.78 0.00 2.78 0.00 2.78 1.05 1.05 0.00 0.33 0.80 0.25 0.33 0.00 1.30 0.25 0.33 0.00 0.00 0.00 0.00 0.00 1.30 0.25 0.33 0.00 0.00 0.00 0.00 0.00 1.30 0.25 0.33 0.00 2.43 1.38 1.88 0.00 1.88 0.00 1.88 0.50 0.00 0.00 0.00 0.50 1.00 0.00 0.00 0.50 0.00 1.00 0.00 1.00 0.00 0.50 0.00 0.00 0.00 0.50 1.00 0.00 0.25 0.50 0.00 1.00 0.25 0.00 1.00 0.50 0.25 0.00 0.00 0.50 0.00 1.00 0.25 1.50 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.50 0.25 0.00 0.00 0.50 1.00 1.00 0.25 1.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.25 5.00 1.00 0.50 1.00 1.00 0.25 1.50 0.00 0.00 0.00 0.00 0.00 4.50 5.00 5.00 0.00 5.00 6.00 11.00 3.00 0.00 0.50 1.75 0.00 0.00 0.45 2.00 1.00 3.00 2.00 0.50 1.75 0.00 1.00 0.45 0.00 0.00 3.00 2.00 0.50 1.05 1.00 1.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.50 1.05 1.00 1.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 2.00 0.50 1.05 1.00 1.00 0.45 0.00 0.00 8.70 8.70 9.00 0.00 9.00 0.00 9.00 1000 - 1410 Swimming Pools Aquatics Maintenance Coordinator Aquatics Maintenance Worker I Recreation Coordinator Recreation Superintendent Parks & Sports Fac Worker II Sr Recreation Supervisor Full Full Full Full Full Full 1000 - 1460 Outdoor Recreation Program Recreation Coordinator Full 1000 - 1470 Special Interest Classes - Youth Recreation Coordinator Recreation Supervisor Part Full 1000 - 1471 Special Interest Classes - Adult Recreation Coordinator Recreation Supervisor Part Full 1000 - 1480 Sports Programs - Youth Recreation Coordinator Recreation Programmer Recreation Superintendent Sr Recreation Supervisor Full Full Full Full 1000 - 1481 Sports Programs - Adult Recreation Coordinator Recreation Programmer Recreation Superintendent Sr Recreation Supervisor Full Full Full Full 1000 - 1531 Rio Vista Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Park Ranger Full Full Park Ranger Supervisor Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Crew Leader Full Parks & Sports Fac Worker I Recreation Coordinator Full Full Sports Facilities Maint Coor Full Management Analyst Full Parks & Sports Fac Worker III Parks Manager Full Full Sports Complex Maint Supervisor Full Sports Facilities Superintendent 1000 - 1532 Rio Vista Rec Center Custodian Customer Services Rep I - Classified Recreation Coordinator Recreation Programmer Recreation Programmer Recreation Superintendent Recreation Supervisor Customer Services Rep I Sr Recreation Supervisor Full Full Part Part Full Full Full Full Full 394 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 0.00 2.00 0.00 1.00 0.00 1.00 0.00 2.00 0.25 1.00 0.25 1.00 0.25 2.00 0.25 1.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 0.25 1.00 0.25 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 0.25 1.00 0.00 4.00 4.50 4.50 -1.00 3.50 0.00 3.50 3.00 1.50 2.00 0.00 1.35 1.35 2.00 1.00 3.00 1.00 1.00 1.00 3.00 1.50 2.00 0.00 1.35 1.35 2.00 1.00 3.00 1.00 1.00 1.00 5.00 1.25 1.00 1.00 1.50 1.50 2.00 1.00 3.00 0.00 0.00 0.00 -1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 2.25 1.00 1.00 1.50 1.50 2.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 2.25 1.00 1.00 1.50 1.50 2.00 1.00 3.00 0.00 0.00 0.00 18.20 18.20 17.25 0.00 17.25 0.00 17.25 2.00 1.00 1.00 3.00 1.00 1.00 2.00 0.00 1.00 2.00 1.25 1.00 3.00 1.00 1.00 2.00 0.00 1.00 2.00 1.50 1.00 3.13 1.00 1.00 2.00 0.00 1.00 0.00 0.00 0.00 -0.13 0.00 0.00 0.00 1.00 -1.00 2.00 1.50 1.00 3.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.50 1.00 3.00 1.00 1.00 2.00 1.00 0.00 12.00 12.25 12.63 -0.13 12.50 0.00 12.50 0.00 0.50 1.00 0.00 2.00 1.00 6.00 0.00 0.00 1.50 0.00 0.50 0.35 0.00 0.50 1.00 0.00 2.00 1.00 6.00 1.00 1.50 0.00 0.25 0.00 0.25 0.00 0.50 1.00 0.25 2.00 1.00 5.00 1.00 0.50 1.00 0.25 0.00 0.00 0.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.35 0.50 1.00 0.25 2.00 1.00 5.00 1.00 0.50 1.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.35 0.50 1.00 0.25 2.00 1.00 5.00 1.00 0.50 1.00 0.25 0.00 0.00 12.85 13.50 12.50 0.35 12.85 0.00 12.85 0.00 0.50 1.00 0.00 0.00 7.00 2.00 0.00 0.00 0.50 0.35 0.50 0.00 0.50 1.00 0.00 2.00 7.00 1.00 0.50 0.25 0.00 0.25 0.00 0.00 0.50 1.00 0.25 2.00 6.00 1.00 0.50 0.25 0.00 0.00 0.00 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.40 0.50 1.00 0.25 2.00 6.00 1.00 0.50 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.40 0.50 1.00 0.25 2.00 6.00 1.00 0.50 0.25 0.00 0.00 0.00 11.85 12.50 11.50 0.40 11.90 0.00 11.90 1000 - 1533 Pioneer Community Park Irrigation Technician Full Neighborhood & Comm Parks Manager Full Parks & Sports Fac Crew Leader Full Recreation Coordinator Full Full Sports Facilities Maint Coor Full Parks Manager 1000 - 1540 Main Library Librarian Librarian Librarian II Library & Cultural Svcs Manager Library Assistant I Library Assistant II Library Assistant III Library Services Coordinator Library Specialist Library Assistant III Library Manager Library Technology Specialist Full Part Full Full Part Part Full Full Full Part Full Full 1000 - 1550 Branch Library Librarian Librarian Librarian II Library Assistant I Library Assistant III Library Services Coordinator Library Specialist Library Systems Supervisor Librarian III Full Part Full Part Full Full Full Full Full 1000 - 1560 Parks North Administrative Assistant II - Classified Part Graffiti Abatement Technician Full Full Irrigation Technician Neighborhood & Comm Parks Manager Full Full Parks & Sports Fac Worker I Full Parks & Sports Fac Worker II Full Parks & Sports Fac Worker III Parks Maintenance Coordinator Full Full Parks Superintendent Full Parks Supervisor Recreation Coordinator Full Part Parks & Sports Fac Worker I Parks Manager Full 1000 - 1570 Parks South Administrative Assistant II - Classified Part Graffiti Abatement Technician Full Full Irrigation Technician Neighborhood & Comm Parks Manager Full Full Parks & Sports Fac Worker I Full Parks & Sports Fac Worker III Parks Maintenance Coordinator Full Full Parks Superintendent Recreation Coordinator Full Part Parks & Sports Fac Worker I Parks Manager Full Full Parks Supervisor 395 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 0.30 1.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 1.30 1.00 0.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 0.00 0.00 -1.00 0.00 2.00 0.00 1.00 0.00 0.00 1.00 2.00 0.00 0.00 0.00 3.00 -1.00 2.00 1.00 3.00 1.00 1.00 1.00 0.00 1.00 0.50 0.50 3.00 3.00 0.00 1.00 1.00 0.00 0.00 0.50 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 0.50 0.50 3.00 3.00 0.00 1.00 1.00 2.00 1.00 0.50 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.50 0.50 2.00 3.00 1.00 1.00 1.00 2.00 1.00 0.50 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 1.00 0.50 0.50 1.00 3.00 1.00 1.00 1.00 2.00 1.00 0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 1.00 3.00 1.00 1.00 1.00 2.00 1.00 0.50 1.00 1.00 0.00 0.00 0.00 0.00 17.50 18.50 18.50 0.00 18.50 0.00 18.50 100.97 102.22 102.95 -0.38 102.57 10.00 112.57 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 2.00 0.00 0.00 1.00 3.00 1.00 2.00 1.00 0.00 1.00 3.00 0.00 2.00 1.00 0.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 0.00 1.00 3.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 3.00 1.00 1.00 1.00 3.00 0.00 7.00 7.00 7.00 0.00 7.00 2.00 9.00 0.00 0.25 0.47 0.20 0.00 0.25 0.47 0.20 0.20 0.25 0.47 0.00 0.00 0.00 0.00 0.00 0.20 0.25 0.47 0.00 0.00 0.00 0.00 0.00 0.20 0.25 0.47 0.00 0.92 0.92 0.92 0.00 0.92 0.00 0.92 10.92 10.92 10.92 0.00 10.92 2.00 12.92 1000 - 1600 Contracted Landscape Maintenance Landscape Coordinator Parks Manager Full Full 1000 - 1610 Trails Maintenance Parks & Sports Fac Worker I Parks & Sports Fac Worker III Landscape Coordinator Full Full Full Sports Complex Fund 2000 - 2000 Complex Operations/Maint Administrative Assistant I - Classified Full Administrative Assistant II - Classified Full Full Building Automation Technician Deputy Director of Parks, Recreation a Full Facilities Technician II Full Full Irrigation Technician Full Parks & Sports Equip. Mechanic Full Parks & Sports Fac Crew Leader Parks & Sports Fac Worker II Full Full Parks & Sports Fac Worker III Full Sales & Sponsorship Coordinator Sports Complex Operations Coordinato Full Sports Complex Superintendent Full Sports Complex Ticket Ops Coordinato Full Full Sports Facilities Maint Coor Full Sports Facilities Maint Coordinator Full Sports Facilities Superintendent Deputy Director of Community Services Full Full Sports Complex Maint Supervisor Full Sports Facilities Manager Full Sr Sports Complex Supervisor Parks, Recreation and Library Totals: Planning and Community Development General Fund 1000 - 0600 Community Dev Administration Development Administration Coordinat Full Executive Assistant Full Full Planning & Comm Dev Director 1000 - 0610 Planning Planner Planning Manager Planning Specialist Principal Planner Sr Planner Engineering Planning Manager Full Full Full Full Full Full Community Development Block Grant Fund 7110 - 7160 Comm Dev Block Grant Community Assistance Manager Full Housing & Development Grants Coordi Full Full Neighborhood Imp. Specialist Neighborhood & Revital. Manager Full Planning and Community Development Totals: 396 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 11.00 13.00 12.00 0.00 12.00 0.00 12.00 1.00 1.00 3.00 0.00 1.00 1.00 15.00 3.00 1.00 1.00 1.00 1.00 2.00 3.00 0.00 1.00 1.00 20.00 4.00 1.00 1.00 0.00 1.00 2.00 3.00 0.00 1.00 1.00 23.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 3.00 0.00 1.00 1.00 23.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 2.00 3.00 1.00 1.00 1.00 23.00 4.00 2.00 1.00 0.00 28.00 34.00 37.00 0.00 37.00 2.00 39.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 65.00 6.00 8.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 62.00 6.00 7.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 3.00 54.00 6.00 11.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 1.00 3.00 54.00 6.00 11.00 0.00 0.00 4.00 0.00 2.00 1.00 1.00 0.00 0.00 3.00 0.00 3.00 0.00 1.00 4.00 1.00 2.00 1.00 2.00 1.00 3.00 57.00 6.00 14.00 0.00 86.00 81.00 78.00 0.00 78.00 14.00 92.00 0.00 0.00 1.00 2.00 43.00 8.00 1.00 1.00 1.00 0.00 1.00 3.00 45.00 6.00 0.00 1.00 1.00 1.00 1.00 3.00 49.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 49.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 49.00 6.00 0.00 0.00 56.00 57.00 61.00 0.00 61.00 0.00 61.00 1.00 1.00 25.00 5.00 1.00 1.00 1.00 23.00 6.00 1.00 1.00 1.00 28.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 28.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 28.00 6.00 1.00 33.00 32.00 37.00 0.00 37.00 0.00 37.00 Police General Fund 1000 - 1000 Police Administration Accreditation/Compliance Coordinator Administrative Assistant II - Classified Deputy Police Chief Executive Assistant Management Services Deputy Director Police Chief Police Commander Police Lieutenant Police Officer Police Sergeant Public Information Officer Full Full Full Full Full Full Full Full Full Full Full 1000 - 1010 Criminal Investigation Administrative Assistant II - Classified Civilian Investigator Crime Scene Technician Lead Police Services Officer Police Investigative Officer Police Lieutenant Police Officer Police Sergeant Police Services Officer Victim Assistance Coordinator Pawn Specialist Full Full Full Full Full Full Full Full Full Full Full 1000 - 1020 Patrol Services - South Administrative Assistant II - Classified Full Animal Control Officer Full Full Crime Analyst Crime Prevention Education Coordinato Full Full Lead Animal Control Officer Full Lead Police Services Officer Police Commander Full Police Lieutenant Full Police Officer Full Full Police Sergeant Police Services Officer Full Full Police Analyst 1000 - 1021 Patrol Services - North Administrative Assistant II - Classified Crime Analyst Police Commander Police Lieutenant Police Officer Police Sergeant Customer Services Rep I Police Analyst Full Full Full Full Full Full Full Full 1000 - 1025 Operations Support Civilian Investigator Police Lieutenant Police Officer Police Sergeant Vehicle Impound Coordinator Full Full Full Full Full 397 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 3.00 1.00 5.00 1.00 2.00 3.00 1.00 7.00 1.00 3.00 3.00 1.00 7.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 1.00 7.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 3.00 1.00 8.00 1.00 0.00 12.00 15.00 12.00 0.00 12.00 1.00 13.00 0.00 1.00 4.00 1.00 1.00 1.00 0.00 1.00 2.00 0.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 1.00 0.00 8.00 5.00 7.00 0.00 7.00 0.00 7.00 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 26.00 6.00 1.00 1.00 0.00 0.00 0.00 0.00 26.00 6.00 1.00 1.00 1.00 0.00 0.00 0.00 27.00 6.00 1.00 1.00 34.00 34.00 34.00 0.00 34.00 1.00 35.00 1.00 1.00 2.00 1.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 6.00 7.00 6.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 -1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 274.00 278.00 285.00 0.00 285.00 18.00 303.00 0.00 1.00 0.00 1.00 0.50 1.00 0.00 1.00 0.00 1.00 0.50 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 -1.00 0.00 -1.00 1.00 1.00 1.00 0.00 0.00 0.00 3.50 3.50 3.00 0.00 3.00 0.00 3.00 4.25 0.00 1.00 0.10 4.00 0.50 1.00 0.10 4.00 0.50 1.00 0.10 0.00 0.00 0.00 0.00 4.00 0.50 1.00 0.10 0.00 0.00 0.00 0.00 4.00 0.50 1.00 0.10 5.35 5.60 5.60 0.00 5.60 0.00 5.60 2.25 0.00 0.10 2.00 0.25 0.10 2.00 0.25 0.10 0.00 0.00 0.00 2.00 0.25 0.10 0.00 0.00 0.00 2.00 0.25 0.10 2.35 2.35 2.35 0.00 2.35 0.00 2.35 1000 - 1030 Pd Technical Support Police Property Evidence Tech Police Records Supervisor Police Support Assistant Property & Evidence Supervisor Police Services Officer Full Full Full Full Full 1000 - 1040 Staff Services Administrative Assistant II - Classified Police Lieutenant Police Officer Police Sergeant Police Training and Recruitment Super Administrative Assistant II Full Full Full Full Full Full 1000 - 1050 Pd Communications Communications Specialist Communications Supervisor Police Communications Manager Police Services Specialist Full Full Full Full 1000 - 1060 Strategic Planning Administrative Assistant II - Classified Business Systems Analyst Management Assistant Police Equipment Coordinator Police Services Manager Police Officer Full Full Full Full Full Full Victims of Crime Act (VOCA) Grant Fund 7460 - 7710 Victims Of Crime Act Grant Program Asst - Victim Services Victim Advocate Full Full Police Totals: Public Works General Fund 1000 - 0900 Public Works Administration Deputy Director of Public Works Executive Assistant Public Works Director Dep Director PW - Utilities Management Analyst Public Works & Utilities Dir Full Full Full Full Full Full Commercial Solid Waste Fund 2590 - 2720 Commercial Front Load Equipment Operator Equipment Operator Lead Equipment Operator Solid Waste Supervisor Full Part Full Full 2590 - 2730 Commercial Roll-Off Equipment Operator Equipment Operator Solid Waste Supervisor Full Part Full 398 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 1.00 18.00 3.00 1.80 1.00 1.50 19.00 3.00 1.80 1.00 1.50 22.00 3.00 1.80 1.00 0.00 0.00 0.00 0.00 0.00 1.50 22.00 3.00 1.80 1.00 0.00 1.00 0.00 0.00 0.00 1.50 23.00 3.00 1.80 1.00 24.80 26.30 29.30 0.00 29.30 1.00 30.30 9.00 1.00 1.00 10.00 1.00 1.00 10.00 1.00 1.00 0.00 0.00 0.00 10.00 1.00 1.00 1.00 0.00 0.00 11.00 1.00 1.00 11.00 12.00 12.00 0.00 12.00 1.00 13.00 1.00 0.00 1.00 1.00 0.00 2.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 1.00 2.00 0.00 2.00 3.00 3.00 0.00 3.00 0.00 3.00 1.00 1.00 0.20 1.00 1.00 1.00 1.00 0.20 1.00 1.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.20 1.00 1.00 4.20 4.20 4.20 0.00 4.20 0.00 4.20 1.00 1.00 6.00 1.00 1.00 1.00 0.50 1.00 1.00 6.00 1.00 1.00 1.00 0.50 1.00 1.00 6.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 1.00 1.00 8.00 1.00 1.00 1.00 1.00 11.50 11.50 12.00 0.00 12.00 2.00 14.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 3.00 3.00 0.00 3.00 0.00 3.00 0.75 5.00 1.00 3.00 1.00 0.75 5.00 1.00 3.00 1.00 1.00 5.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 3.00 1.00 10.75 10.75 11.00 0.00 11.00 0.00 11.00 Residential Solid Waste Fund 2600 - 2750 Solid Waste Admin Administrative Assistant II - Classified Management Assistant Solid Waste Manager Full Full Full 2600 - 2760 Residential Collection Equipment Operator Equipment Operator Lead Equipment Operator Solid Waste Supervisor Solid Waste Worker Part Full Full Full Full 2600 - 2770 Residential Recycling Equipment Operator Lead Equipment Operator Solid Waste Supervisor Full Full Full 2600 - 2810 Solid Waste Environmental Environmental Coordinator Solid Waste Inspector Environmental Technician I Full Full Full Storm Water Drainage System Fund 2700 - 2900 Storm Drain - NPDES Administrative Assistant II - Classified Lead Transportation Technician Public Works Operations Manager Transportation Technician I Transportation Technician II Full Full Full Full Full Fleet Maintenance Fund 3000 - 3420 Fleet Maintenance Administrative Assistant II - Classified Automotive Technician I Automotive Technician II Fleet Manager Fleet Supervisor Lead Automotive Technician Management Analyst Full Full Full Full Full Full Full Facilities Fund 3250 - 3650 Facilities Admin Administrative Assistant II - Classified Business Systems Analyst Facilities Manager Full Full Full 3250 - 3660 Custodial Services Custodian Custodian Facilities Maintenance Supervisor Facilities Technician I Lead Custodian Part Full Full Full Full 399 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 0.75 5.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 5.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 5.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 10.75 0.00 10.75 0.00 10.75 0.00 1.00 2.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 0.00 0.00 5.00 5.00 5.00 -1.00 4.00 0.00 4.00 3.00 1.00 3.00 2.00 3.00 1.00 3.00 2.00 3.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 3.00 1.00 3.00 2.00 0.00 0.00 0.00 0.00 3.00 1.00 3.00 2.00 9.00 9.00 9.00 0.00 9.00 0.00 9.00 1.00 1.00 0.80 2.00 1.00 1.00 1.00 0.80 3.00 0.00 1.00 1.00 0.80 3.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.80 3.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.80 3.00 0.00 5.80 5.80 5.80 0.00 5.80 0.00 5.80 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 7.00 7.00 7.00 0.00 7.00 0.00 7.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 3.00 1.00 6.00 6.00 6.00 0.00 6.00 0.00 6.00 4.00 3.00 0.00 1.00 2.00 4.00 1.00 1.00 4.00 3.00 0.00 1.00 2.00 5.00 0.00 1.00 4.00 3.00 0.00 1.00 2.00 5.00 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 4.00 3.00 1.00 1.00 2.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 3.00 1.00 1.00 2.00 5.00 0.00 0.00 16.00 16.00 16.00 0.00 16.00 0.00 16.00 3.00 1.00 3.00 1.00 3.00 1.00 0.00 0.00 3.00 1.00 0.00 0.00 3.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 3250 - 3661 Nighttime Facilities Services Custodian Custodian Facilities Maintenance Supervisor Facilities Operations Tech Facilities Technician I Facilities Technician II Lead Custodian Part Full Full Full Full Full Full 3250 - 3690 Facilities Operating Projects City Security Systems Coordinator Construction Superintendent Public Works Project Coordinator City Security Coordinator Civil Engineer Full Full Full Full Full 3250 - 3700 Technical Operations Facilities Operations Tech Full Facilities Technical Operations Supervi Full Facilities Technician II Full Lead Facilities Systems Operations Te Full Streets Fund 7000 - 7000 Streets Admin Administrative Assistant II - Classified Management Assistant Public Works Operations Manager Street Maintenance Supervisor Administrative Assistant I - Classified Full Full Full Full Full 7000 - 7010 Signs And Striping Lead Transportation Technician Street Maintenance Worker Transportation Mtce Specialist Transportation Technician I Transportation Technician II Full Full Full Full Full 7000 - 7020 Traffic Signal Maintenance Lead Traffic Signal Technician Traffic Signal Technician I Traffic Signal Technician III Transportation Technician I Full Full Full Full 7000 - 7030 Street Maintenance Equipment Operator Lead Equipment Operator Lead Public Works Inspector Pavement Maintenance Coordtr Public Works Inspector Street Maintenance Worker Street Maintenance Supervisor Transportation Technician II Full Full Full Full Full Full Full Full 7000 - 7040 Sweeper Operations Equipment Operator Lead Equipment Operator Full Full 400 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 2.00 0.00 2.00 1.50 1.00 1.00 2.00 0.00 2.00 1.50 1.00 1.00 2.00 0.00 2.00 1.50 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 2.00 1.50 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 2.00 1.00 3.00 1.50 1.00 1.00 7.50 7.50 7.50 0.00 7.50 2.00 9.50 153.75 157.50 160.50 -1.00 159.50 6.00 165.50 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 -1.00 -1.00 -1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 5.00 5.00 5.00 1.00 6.00 0.00 6.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 0.00 1.00 3.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 0.00 0.00 0.00 0.00 8.00 8.00 8.00 1.00 9.00 1.00 10.00 1.00 2.00 5.60 1.00 1.00 1.00 2.00 5.60 1.00 0.00 1.00 2.00 5.60 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 5.60 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 5.60 1.00 0.00 10.60 9.60 9.60 0.00 9.60 0.00 9.60 0.40 0.40 0.40 0.00 0.40 0.00 0.40 0.40 0.40 0.40 0.00 0.40 0.00 0.40 1.00 0.20 1.00 2.00 4.00 1.00 0.20 1.00 2.00 4.00 1.00 0.20 1.00 2.00 4.00 0.00 0.00 0.00 0.00 0.00 1.00 0.20 1.00 2.00 4.00 0.00 0.00 0.00 0.00 0.00 1.00 0.20 1.00 2.00 4.00 8.20 8.20 8.20 0.00 8.20 0.00 8.20 Transit Fund 7150 - 7200 Transit Division Transit Dispatcher Transit Manager Transit Operator I Transit Operator I Transit Operator II Transit Supervisor Full Full Full Part Full Full Public Works Totals: Utilities Water Utility Fund 2050 - 2050 Utilities-Water/Ww Admin Business Systems Analyst Deputy Director of Utilities Economic Efficiency & Sustainability M Planning & Operations Mgr. Sr Management Analyst Utilities Director Administrative Assistant II - Classified Dep Director PW - Utilities Dept Training & Compliance Spc Full Full Full Full Full Full Full Full Full 2050 - 2055 Utilities Operations Admin Administrative Assistant II - Classified Full Civil Engineer Full Lead SCADA Instrumentation Control S Full Full Management Assistant Full SCADA Instrument Control Spclst Full SCADA Supervisor Utilities Operations Manager Full Instrument Control Tech II Full Lead Instrument Control Tech Full Maintenance Management System Tec Full Utility Technology Supervisor Full 2050 - 2060 Greenway Potbl Wtr Trt Plant Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Utility Plant Op Apprentice Full Full Full Full Full 2050 - 2061 Quintero Treatment Plant Utility Plant Operator II Full 2050 - 2070 Production Svcs Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Full Full Full Full Full 401 Schedule 7 – Authorized Personnel* Fund/Dept Division Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 1.00 0.55 1.00 1.00 3.00 3.00 1.00 1.00 0.55 1.00 1.00 3.00 5.00 1.00 1.00 0.55 1.00 1.00 3.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.55 1.00 1.00 3.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.55 1.00 1.00 3.00 5.00 10.55 12.55 12.55 0.00 12.55 0.00 12.55 2.00 2.00 2.00 0.00 2.00 1.00 3.00 2.00 2.00 2.00 0.00 2.00 1.00 3.00 1.00 0.00 0.50 1.00 1.00 1.00 1.00 1.00 0.00 0.50 1.00 1.00 1.00 1.00 1.00 0.00 0.50 1.00 1.00 1.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 1.00 0.50 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 -1.00 0.00 1.00 1.00 0.50 1.00 1.00 0.00 0.00 5.50 5.50 5.50 0.00 5.50 -1.00 4.50 1.00 0.00 1.00 0.00 0.00 1.00 0.25 0.00 2.00 1.00 0.00 1.00 0.00 1.00 1.00 0.25 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 0.25 0.00 0.00 5.25 7.25 7.25 0.00 7.25 0.00 7.25 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 2.00 1.00 4.00 4.00 4.00 0.00 4.00 0.00 4.00 1.00 0.25 1.00 2.00 5.00 1.00 1.00 0.25 1.00 2.00 5.00 1.00 1.00 0.25 1.00 2.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 2.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.25 1.00 2.00 6.00 0.00 10.25 10.25 10.25 0.00 10.25 0.00 10.25 2.00 1.00 0.25 1.00 1.00 2.00 1.00 0.25 1.00 1.00 2.00 1.00 0.25 1.00 1.00 0.00 0.00 0.00 0.00 -1.00 2.00 1.00 0.25 1.00 0.00 1.00 0.00 0.00 0.00 0.00 3.00 1.00 0.25 1.00 0.00 5.25 5.25 5.25 -1.00 4.25 1.00 5.25 1.00 0.00 2.00 1.00 0.00 2.00 1.00 0.00 2.00 0.00 0.00 0.00 1.00 0.00 2.00 0.00 1.00 0.00 1.00 1.00 2.00 3.00 3.00 3.00 0.00 3.00 1.00 4.00 2050 - 2080 Distribution Services Administrative Assistant II - Classified Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Op Apprentice Utility System Operator I Utility System Operator II Full Full Full Full Full Full Full 2050 - 2090 Blue Staking Utility Locator II Full 2050 - 2120 Water Resources/Conservation Administrative Assistant II - Classified Environmental Conservation Ast Environmental Resources Manager Management Analyst Water Policy Administrator Environmental Resources Supv Environmental Technician I Full Full Full Full Full Full Full 2050 - 2135 Drinking Water Environmental Business Systems Analyst Full Cross Connection Inspector Full Full Cross Connection Specialist Environmental Chemist Full Full Environmental Compliance Inspector Environmental Quality Compliance Coo Full Environmental Resources Manager Full Cross Connection Assistant Full Full Laboratory Technician Wastewater Utility Fund 2400 - 2470 Beardsley Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator II Utility Treatment Supervisor Full Full Full 2400 - 2480 Wastewater Collection/Prevention Lead Utility System Operator Utilities Operations Manager Utility Supervisor Utility System Operator I Utility System Operator II Utility System Op Apprentice Full Full Full Full Full Full 2400 - 2490 Wastewater Environmental Environmental Compliance Inspector Full Environmental Quality Compliance Coo Full Full Environmental Resources Manager Lead Environmental Compliance Inspe Full Environmental Compliance Supervisor Full 2400 - 2495 Jomax Water Reclamation Facility Lead Utility Plant Operator Utility Plant Operator I Utility Plant Operator II Full Full Full 402 Schedule 7 – Authorized Personnel* Fund/Dept Budget FY 2016 Budget FY 2017 Budget FY 2018 Base Change Revised FY 2018 Change in Position Budget FY 2019 1.00 1.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 1.00 0.00 0.00 0.00 0.00 0.00 1.00 2.00 1.00 5.00 1.00 9.00 10.00 10.00 0.00 10.00 0.00 10.00 Utilities Totals: 87.00 91.00 91.00 1.00 92.00 3.00 95.00 City Totals: 1,145.62 1,191.87 1,203.60 -0.13 1,203.47 45.88 1,249.35 Full Part 1,119.75 25.87 1,170.50 21.37 1,182.50 21.10 -2.00 1.87 1,180.50 22.97 46.00 -0.12 1,226.50 22.85 Division 2400 - 2496 Butler Water Reclamation Facility Lead Utility Plant Operator Utility Mechanic II Utility Plant Operator I Utility Plant Operator II Utility Treatment Supervisor Full Full Full Full Full *Schedule 7 - Authorized Personnel: This schedule counts Full Time Equivalents (FTE's) by position. (1.0 FTE is equal to 2,080 hours). Included are all Full-time positions and only Part-time positions that receive benefits. 403 Schedule 8 - Debt Service ORIGINAL ISSUE OUTSTANDING 7/1/2018 PRINCIPAL INTEREST ISSUANCE COSTS CONTRACT PAYMENTS TOTAL REQUIREMENTS $94,380,000 $18,365,000 $68,440,000 $29,170,000 $14,715,000 $13,690,000 $30,325,000 $66,425,000 $0 $3,230,000 $2,110,000 $18,840,000 $11,725,000 $7,285,000 $28,510,000 $65,380,000 $0 $1,030,000 $2,110,000 $1,165,000 $650,000 $1,385,000 $1,185,000 $3,770,000 $0 $108,600 $42,200 $773,187 $370,862 $162,100 $932,557 $2,645,044 $0 $0 $0 $0 $0 $0 $0 $0 $0 $375 $375 $375 $375 $375 $375 $250 $0 $1,138,975 $2,152,575 $1,938,562 $1,021,237 $1,547,475 $2,117,932 $6,415,294 $335,510,000 $137,080,000 $11,295,000 $5,034,550 $0 $2,500 $16,332,050 $25,451,800 $25,451,800 $0 $572,666 $151,800 $3,000 $727,466 $360,961,800 $162,531,800 $11,295,000 $5,607,216 $151,800 $5,500 $17,059,516 MUNICIPAL DEVELOPMENT AUTHORITY Existing Debt: MDA Series 2006 Community Theater MDA Series 2008 Street Capital Projects - TST MDA Series 2011 GRIC Water Rights MDA Series 2012 $6,675,000 $47,000,000 $7,920,000 $35,510,000 $3,255,000 $25,440,000 $5,255,000 $28,805,000 $0 $0 $505,000 $1,485,000 $0 $0 $195,525 $975,151 $0 $0 $0 $0 $1,375 $1,375 $1,375 $1,375 $1,375 $1,375 $701,900 $2,461,526 Sub-Total Existing MDA Debt $97,105,000 $62,755,000 $1,990,000 $1,170,676 $0 $5,500 $3,166,176 $25,000,000 $25,000,000 $0 $565,875 $150,000 $2,500 $718,375 $122,105,000 $87,755,000 $1,990,000 $1,736,551 $150,000 $8,000 $3,884,551 $3,255,000 $25,440,000 $5,199,304 $3,255,000 $25,440,000 $5,199,304 $275,000 $3,015,000 $122,957 $61,958 $507,374 $325,337 $0 $0 $0 $2,750 $2,750 $1,000 $339,708 $3,525,124 $449,294 $33,894,304 $33,894,304 $3,412,957 $894,669 $0 $6,500 $4,314,126 $1,964,789 $27,183,342 $641,275 $15,426,286 $118,539 $1,514,514 $22,931 $449,439 $0 $0 $277 $276 $141,747 $1,964,229 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 2 $42,741,542 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 3 $8,575,253 $727,612 2009 Sewer Revenue Bonds (WIFA) - Section A Sewer Rehab (CW$8,030,340 2009 Water Revenue Bonds (WIFA) - Water Lines/Station Upgrade $3,733,794 2009 Sewer Revenue Bonds (WIFA) - Sewer Rehab & Operations B $4,371,597 2009 Sewer Revenue Bonds (WIFA) - Beardsley WRF Ph III (CW-0 2009 Water Revenue Bonds (WIFA) Pin Pk Wtr Ln - UT00278 $757,624 2016 Water Revenue Bonds (WIFA) - New River $14,000,000 2010 Water & Sewer Revenue Bonds Refunding (Series 1998A and 2 $15,780,000 2012 Water & Sewer Revenue Bonds Refunding $23,280,000 2017 Water Revenue Bonds (WIFA) - Pyramid Peak $50,000,000 Sub-total Existing Water & Sewer Revenue Debt $201,145,893 $25,735,083 $5,626,691 $469,235 $5,109,332 $2,313,612 $2,894,460 $495,404 $12,899,196 $5,335,000 $7,265,000 $48,284,557 $132,495,131 $2,214,459 $428,588 $36,757 $382,765 $193,850 $212,849 $34,585 $580,631 $2,625,000 $2,070,000 $2,018,608 $12,431,145 $811,734 $188,351 $15,671 $98,846 $44,334 $91,224 $15,443 $301,755 $158,025 $249,200 $1,270,198 $3,717,151 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $98 $0 $0 $0 $0 $0 $0 $0 $0 $651 $3,026,193 $616,939 $52,526 $481,611 $238,184 $304,073 $50,028 $882,386 $2,783,025 $2,319,200 $3,288,806 $16,148,947 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $201,145,893 $132,495,131 $12,431,145 $3,717,151 $0 $651 $16,148,947 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $50,000 $718,106,997 $416,676,235 $29,179,102 $11,955,587 $301,800 $20,651 $41,457,140 GENERAL OBLIGATION BONDS Existing Debt: GO Series 2007A GO Series 2007B Refunding GO Series 2009 GO Series 2010 GO Series 2012A GO Series 2012B GO Series 2015A GO Series 2015B Sub-Total Existing GO Debt Proposed Debt: Proposed GO Debt Total GO Debt Proposed Debt: Proposed MDA Debt Total MDA Debt Direct Purchase Debt 2017 WF Direct Purchase (2006 MDA) 2017 WF Direct Purchase (2008 MDA) Ameresco Solar Project Total MDA Debt WATER & SEWER REVENUE BONDS Existing Debt: 2000 Water & Sewer Bonds (WIFA)-Phase III 2006 Water Revenue Bonds (WIFA)- Clean Water Phase 1 Proposed Debt: Proposed Water Revenue Bonds Proposed Wastewater Revenue Bonds Total Water & Sewer Revenue Bonds DEVELOPMENT AGREEMENTS Existing Debt: DIB Investments (Berge Lexus) Phoenix Motor Co (Mercedes) Walmart GRAND TOTALS 404 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2019 Comment Federal Forfeiture Fund Police Federal Forfeiture Federal Forfeiture 542001 542006 Federal Forfeiture 542505 $65,000 FY19 Supp: Investigative Equipment - Electronic Equipment $45,000 FY19 Supp: Interactive Firearms Training Simulator - Other Equipment $16,000 FY19 Supp: All-Terrain Utility Vehicle - Other Vehicles Total - Police $126,000 Total - Federal Forfeiture Fund $126,000 Fleet Reserve Fund Public Works Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542501 542501 542501 542501 $33,600 $32,000 $32,000 $97,904 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542501 542501 542502 542502 542502 542502 542502 542502 542502 542502 542502 $64,000 $32,000 $36,000 $30,000 $35,000 $32,000 $54,000 $39,000 $620,000 $50,000 $43,000 Fleet Reserve 542502 $43,000 Fleet Reserve 542502 $43,000 Fleet Reserve 542502 $43,000 Fleet Reserve 542502 $33,000 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve 542504 542504 542504 542504 542504 542504 542504 542504 542504 542504 542504 542504 542505 542505 $54,000 $54,000 $31,000 $31,000 $54,000 $54,000 $54,000 $54,000 $31,000 $61,100 $61,100 $54,000 $16,000 $9,200 405 Estimated carryover for vehicles not purchased in prior year. Replaces Veh#1040 FORD CROWN VIC Replaces Veh#1565 Chevrolet IMPALA FY19 Supp: Police Officers - 2 Police Officer Vehicles w/veh radio & upfit costs (2) FY19 Supp: Police Services Officer - Automobiles (2) Replaces Veh#1502 FORD CROWN VIC Replaces Veh#1513 FORD Escape Hybrid FY19 Supp: Engineering Inspector (Contract) - Trucks and Vans Replaces Veh#902 CHEV 1500 Replaces Veh#1446 Ford Escape Replaces Veh#1709 Chevrolet TAHOE Replaces Veh#1322 FORD Escape Hybrid Replaces Veh#1464 Amer LaFrance Eagle Pump Replaces Veh#1434 Ford EXPEDITION XLT FY19 Supp: Police Services Officer - Patrol - Trucks & Vans/Upfit Costs - Vehicle #4 FY19 Supp: Police Services Officer - Patrol - Trucks & Vans/Upfit Costs - Vehicle #3 FY19 Supp: Police Services Officer - Patrol - Trucks & Vans/Upfit Costs - Vehicle #2 FY19 Supp: Police Services Officer - Patrol - Trucks & Vans/Upfit Costs- Vehicle #1 FY19 Supp: Truck for Facilities Technician II - Truck for Facilities Tech II Replaces Veh#1647 Chevrolet 3500 Express Van Replaces Veh#1711 Chevrolet TAHOE Replaces Veh#1582 BMW R12RTP Replaces Veh#1498 BMW R12RTP Replaces Veh#1710 Chevrolet CAPRICE Replaces Veh#1713 Chevrolet TAHOE Replaces Veh#1658 Chevrolet TAHOE Replaces Veh#1667 FORD CROWN VIC Replaces Veh#1552 Chevrolet Colorado Replaces Veh#1707 FORD F250 SUPER DUTY Replaces Veh#1677 FORD F250 SUPER DUTY Replaces Veh#1712 Chevrolet TAHOE Replaces Veh#1368 Cub Cadet Big Country Fire Replaces Veh#1276 Mower Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2019 542505 542505 542505 542505 $38,200 $14,000 $76,000 $14,000 Total - Public Works $2,153,104 Total - Fleet Reserve Fund $2,153,104 Fleet Reserve Fleet Reserve Fleet Reserve Fleet Reserve Comment Replaces Veh#1405 Mower Replaces Veh#1642 Golf Cart Replaces Veh#1439 Mower Replaces Veh#1592 Utility General Fund Finance Utilities Meter Services 543008 $368,114 Meters for regular replacement program. Total - Finance Utilities $368,114 Total - General Fund $368,114 Highway User Fund Development and Engineering Traffic Engineering 542006 $85,000 Total - Development and Engineering $85,000 Total - Highway User Fund $85,000 Information Technology Fund Information Technology Radio System Operations 542008 $28,000 FY19 Supp: Police Services Officer - Patrol - Computer Hardware Vehicle Radio (4) Total - Information Technology $28,000 Total - Information Technology Fund $28,000 IT Project Fund Information Technology IT Projects 543007 IT Projects 543007 IT Projects 543007 $150,000 FY19 Carryover: Office 365 Implementation Services-Office 365 Implementation Costs $69,781 FY19 Carryover: PerfectMind Comm Svcs Financial & Reg System Impl-Implementation Services - Comm Svcs System $446,383 FY19 Carryover: ADP HCM/Payroll Solution Implementation-ADP HCM/Payroll Solution Implementation Total - Information Technology $666,164 Total - IT Project Fund $666,164 IT Reserve Fund Information Technology Res For System Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt 542008 543007 543007 543007 $200,000 $350 $325 $350 406 FY17 Server Replacements FY19 Supp: Police Support Assistant - Data Drop FY19 Supp: Transit Manager - IT Technology Systems FY19 Supp: Crime Prevention Education Coordinator - Data Drop Schedule 9 - Summary of Operating Capital Fund/Division Account Res For Personal Comp Eqt Res For Personal Comp Eqt Res For Personal Comp Eqt 543007 543007 543007 Res For Personal Comp Eqt 543007 FY 2019 Comment $350 FY19 Supp: Police Services Officer - Data Drop Person# 02 $350 FY19 Supp: Police Services Officer - Data Drop Person# 01 $350 FY19 Supp: Stormwater Program Expansion - Data Drop Person# 01 $350 FY19 Supp: Utility Plant Operator I - Data Drop Total - Information Technology $202,425 Total - IT Reserve Fund $202,425 Percent for the Arts Fund Community Services Percent For The Arts 541003 Percent For The Arts 541003 $792,780 FY19 Carryover: Public Art Carry Over-Imp Other Than Land/Buildings $90,000 FY19 Supp: Public Art - Imp Other Than Land/Buildings Total - Community Services $882,780 Total - Percent for the Arts Fund $882,780 Public Transit Fund Public Works Transit Division 542505 $78,500 FY19 Supp: Transit Replacement Bus - 1481 Bus Replacement Total - Public Works $78,500 Total - Public Transit Fund $78,500 Solid Waste Equipment Reserve Fund Public Works Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve Solid Waste Eqt Reserve 542501 542502 542502 542502 542502 542502 $38,154 $335,000 $335,000 $335,000 $335,000 $335,000 Total - Public Works $1,713,154 Total - Solid Waste Equipment Reserve Fund $1,713,154 Estimated carryover for vehicles not purchased in prior year. Replaces Veh#1746 Peterbilt 320 Replaces Veh#1745 Peterbilt 320 Replaces Veh#1770 Peterbilt 320 Replaces Veh#1767 Peterbilt 320 Replaces Veh#1788 Peterbilt 320 Solid Waste Expansion Fund Public Works Solid Waste Expansion 542502 $675,000 FY19 Supp: Equipment Operators and Automated Side Loaders Automated Side Load (ASL) Vehicles (2) Total - Public Works $675,000 Total - Solid Waste Expansion Fund $675,000 Sports Complex Fund Parks, Recreation and Library Services Complex Operations/Maint 542505 $3,950 407 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2019 Total - Parks, Recreation and Library Services $3,950 Total - Sports Complex Fund $3,950 Comment Sports Complex Eqt Reserve Fund Parks, Recreation and Library Services Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve Complex Eqt Reserve 542505 542505 542505 542505 542505 542505 542505 542505 542505 $14,000 Replaces Veh#1303 Utility $30,000 FY19 Supp: Sports Facilities: Equipment Replacement - Other Vehicles $14,000 Replaces Veh#1636 Golf Cart-turf care $14,000 Replaces Veh#1637 Golf Cart-turf care $27,000 Replaces Veh#1744 Utility $30,000 Replaces Veh#1754 Terrain Vehicle with Sprayer $30,000 Replaces Veh#1784 Mower $20,750 Replaces Veh#1785 Rake $21,000 Replaces Veh#1542 Rake Total - Parks, Recreation and Library Services $200,750 Total - Sports Complex Eqt Reserve Fund $200,750 Streets/Transit Equipment Reserve Fund Public Works Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve Streets/Transit Equipment Reserve 542501 542502 542502 542502 542502 542505 $33,000 $300,000 $300,000 $75,000 $31,000 $95,500 Total - Public Works $834,500 Total - Streets/Transit Equipment Reserve Fund $834,500 Estimated carryover for vehicles not purchased in prior year. Replaces Veh#1678 UD UD3300 Replaces Veh#1655 UD UD3300 Replaces Veh#1481 Ford E350 ElDorado Replaces Veh#1279 Chevrolet Colorado Replaces Veh#395 Loader, Rubber Tire, 4-4.99L Wastewater Equipment Reserve Fund Utilities Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve Ww Eqt Reserve 542501 542502 542502 542505 $33,000 $20,000 $28,000 $15,000 Total - Utilities $96,000 Total - Wastewater Equipment Reserve Fund $96,000 Estimated carryover for vehicles not purchased in prior year. FY19 Supp: Stormwater Program Expansion - Pick Up Truck FY19 Supp: Utility Plant Operator I - Trucks and Vans Replaces Veh#1148 Golf Cart, 2-4 Passenger Water Equipment Reserve Fund Utilities Wtr Eqt Reserve Wtr Eqt Reserve 542502 542502 Wtr Eqt Reserve 542502 $30,000 Replaces Veh#1317 FORD F150 $35,000 FY19 Supp: SCADA Instrumentation Control Specialist - Trucks and Vans $113,000 Replaces Veh#1438 FORD F550 408 Schedule 9 - Summary of Operating Capital Fund/Division Account FY 2019 Total - Utilities $178,000 Total - Water Equipment Reserve Fund $178,000 Total - Operating Capital $8,291,441 409 Comment Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Drainage Beardsley Rd Channel Improvements PW00112CO PW00112CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543004 4252-4252-543004 CIPDR CIPDR Project Total $645,773 $2,008,569 $2,654,342 Neighborhood Drainage Program EN00458CO EN00458CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543004 4252-4252-543004 CIPDR CIPDR Project Total $46,430 $693,907 $740,337 Pinnacle Peak Drainage; 87th Ave to 91st Ave EN00455CO Proposed GO Bonds 4252-4252-543004 CIPDR Project Total $320,000 $320,000 Section 12 Neighborhood Drainage Improvements EN00119SY EN00119CO EN00119CO GO Bonds 2015 GO Bonds 2015 Proposed GO Bonds 4251-4251-520099 4251-4251-543004 4252-4252-543004 CIPDR CIPDR CIPDR Project Total $600,000 $1,962,574 $2,963,557 $5,526,131 Skunk Creek Spillways EN00628CO Proposed GO Bonds 4252-4252-543004 CIPDR Project Total $250,000 $250,000 Union Hills Channel EN00137CO EN00137CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543004 4252-4252-543004 CIPDR CIPDR Project Total Total - Drainage $34,793 $500,000 $534,793 $10,025,603 Project Type - Operational Facilities Ameresco - Energy Efficiency Projects PW00507SY PW00507OT PW00507OT PW00507SY PW00507OT General Municipal Office Complex Rsv Wastewater Energy Efficiency Project Loan Energy Efficiency Project Loan 1000-0300-520099 1970-1970-524002 2400-2550-524002 4301-4301-520099 4301-4301-540500 CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $14,863 $160,545 $21,003 $1,746 $941,216 $1,139,373 Asphalt Repair and Replacement-MOC PW01199OT Proposed GO Bonds 4252-4252-541003 CIPOF Project Total $1,621,406 $1,621,406 Building Equipment Renovation and Replacement PW00050SY PW00050EQ PW00050OT Municipal Office Complex Rsv Municipal Office Complex Rsv Municipal Office Complex Rsv 1970-1970-520099 1970-1970-541003 1970-1970-542006 CIPOF CIPOF CIPOF Project Total 410 $135,481 $749,000 $82,261 $966,742 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Operational Facilities Building Fixture and Finish Renovation PW00060OT Municipal Office Complex Rsv 1970-1970-540500 CIPOF Project Total $65,215 $65,215 Bus Stop Improvements PW11190SY PW11190LA PW11190OT Capital Projects-Outside Srces Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-520099 4810-4810-540000 4810-4810-540500 CIPOF CIPOF CIPOF Project Total $50,165 $782,876 $156,575 $989,616 Chargeback Distribution FY2019 CB02019CB CB02019CB CB02019CB CB02019CB CB02019CB CB02019CB CB02019CB CB02019CB CB02019CB CB02019CB CB02019CB CB02019CB Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Streets Capital Projects Proposed GO Bonds Highway User Transportation Sales Tax River Corridors & Trails Dev 2050-2140-544001 2162-2222-544001 2163-2223-544001 2164-2224-544001 2400-2550-544001 2506-2626-544001 2507-2627-544001 4150-4150-544001 4252-4252-544001 7000-7050-544001 7010-7075-544001 7920-7920-544001 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $145,544 $28,001 $10,483 $36,242 $105,488 $3,494 $3,494 $22,921 $336,170 $45,317 $1,003,531 $3,315 $1,744,000 City Parks Parking Lots - Asphalt Replacement PW00995OT PW00995CO PW00995OT PW00995OT GO Bonds 2015 GO Bonds 2015 Proposed GO Bonds Proposed GO Bonds 4251-4251-541003 4251-4251-543004 4252-4252-524004 4252-4252-541003 CIPOF CIPOF CIPOF CIPOF Project Total $5,108 $411 $440,000 $67 $445,586 Citywide Security Program PW00506OT PW00506OT General General 1000-0310-541003 1000-0310-542006 CIPOF CIPOF Project Total $41,292 $55,000 $96,292 Community Assistance Resource Center CD00008CO CD00008OT CD00008CO General General Community Dev Block Grant 1000-0310-540500 1000-0310-541003 7110-7160-540500 CIPOF CIPOF CIPOF Project Total $300,000 $277,500 $450,000 $1,027,500 Community Works Program COP0001OT COP0001CO COP0001OT COP0001CO General General Highway User Highway User 1000-0310-524004 1000-0310-543005 7000-7050-524010 7000-7050-543001 CIPOF CIPOF CIPOF CIPOF Project Total 411 $50,000 $150,000 $500,000 $539,151 $1,239,151 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Operational Facilities Council Chambers Building Repair Program PW00510OT PW00510OT Proposed GO Bonds Proposed GO Bonds 4252-4252-542001 4252-4252-542006 CIPOF CIPOF Project Total $110,058 $19,129 $129,187 Fleet Heavy Duty Vehicle Lift PW13010OT Residential Solid Waste 2600-2750-542004 CIPOF Project Total $620 $620 Fleet Shop Repair PW00306CO PW00306CO PW00306CO General Residential Solid Waste Highway User 1000-0310-540500 2600-2820-540500 7000-7050-540500 CIPOF CIPOF CIPOF Project Total $100,000 $100,000 $100,000 $300,000 Impact Fee Study CD00007SY CD00007SY CD00007SY CD00007SY CD00007SY CD00007SY CD00007SY Streets Dev Zone 2 - Post 8-1-2014 Street Impact Fees - Zone 1 - Post 1-1-2012 Law Enforcement Dev - Post 8-1-2014 Fire & Emergency Svc Dev Post 8-1-2014 Parks Zone 1-Post 8/1/14 Parks Zone 2-Post 8/1/14 Parks Zone 3-Post 8/1/14 7003-7053-520099 7007-7057-520099 7932-7932-520099 7937-7937-520099 7941-7941-520099 7942-7942-520099 7943-7943-520099 CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $37,000 $18,000 $9,000 $9,000 $9,000 $4,000 $9,000 $95,000 MOC Fuel Island PW00305OT PW00305OT PW00305OT PW00305OT PW00305OT General General General Commercial Solid Waste Commercial Solid Waste 1000-0310-541003 1000-0310-542004 1000-0310-542006 2590-2720-541003 2590-2720-542004 CIPOF CIPOF CIPOF CIPOF CIPOF Project Total $7,035 $13,265 $63 $1,650 $734 $22,747 MOC Site Lighting Improvements PW00402OT CIP Capital Projects Fund 4550-4550-541003 CIPOF Project Total $380,000 $380,000 Network Infrastructure Replacement - Comm Theater IT00030EQ IT Reserve 3400-3800-541003 CIPOF Project Total $10,000 $10,000 Network Infrastructure Replacement - Community Ctr IT00029EQ IT Reserve 3400-3800-541003 CIPOF Project Total $24,000 $24,000 Network Infrastructure Replacement - Fire Stations IT00009EQ IT Reserve 3400-3800-541003 CIPOF Project Total $165,700 $165,700 Network Infrastructure Replacement - Lib & Council IT00022EQ IT Reserve 3400-3800-541003 CIPOF Project Total 412 $60,000 $60,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Operational Facilities Network Infrastructure Replacement - Microwave WAN IT00026OT IT Reserve 3400-3800-542008 CIPOF Project Total $60,000 $60,000 Network Infrastructure Replacement - Rio Vista IT00023EQ IT Reserve 3400-3800-541003 CIPOF Project Total $60,000 $60,000 Network Infrastructure Replacement - Security IT00021EQ IT Reserve 3400-3800-541003 CIPOF Project Total $240,000 $240,000 Parking Lot Maintenance for City Buildings PW11150OT PW11150OT General General 1000-0310-540500 1000-0310-541003 CIPOF CIPOF Project Total $236 $95,000 $95,236 Peoria Center for Performing Arts PW00080SY PW00080OT PW00080EQ General General Percent for the Arts 1000-0310-520099 1000-0310-524002 1111-0120-541003 CIPOF CIPOF CIPOF Project Total $50,000 $524 $475,000 $525,524 Public Safety Building Needs PW00090OT PW00090OT PW00090EQ General General General 1000-0310-524002 1000-0310-540500 1000-0310-541003 CIPOF CIPOF CIPOF Project Total $1 $15,522 $268,000 $283,523 Pyramid Peak Radio Site IT00035OT CIP Capital Projects Fund 4550-4550-541003 CIPOF Project Total $878,628 $878,628 Radio Subscriber Replacements IT00018EQ Proposed GO Bonds 4252-4252-541003 CIPOF Project Total $549,535 $549,535 Renovate Main Library PW00509DS PW00509OT Proposed GO Bonds Proposed GO Bonds 4252-4252-540500 4252-4252-541003 CIPOF CIPOF Project Total $200,000 $200,000 $400,000 Transit Park and Ride Lot PW00335LA PW00335OT Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-540000 4810-4810-540500 CIPOF CIPOF Project Total $2,138,675 $4,603,047 $6,741,722 Vistancia Radio Site IT00034EQ Proposed GO Bonds 4252-4252-541003 CIPOF Project Total Total - Operational Facilities 413 $2,000,000 $2,000,000 $22,356,303 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Other Commercial Abatement ED00025OT Half Cent Sales Tax 1210-0350-541003 CIPOT Project Total $497,090 $497,090 Denaro Medical Plaza ED00021OT Economic Development 1900-1900-522070 CIPOT Project Total $175,000 $175,000 Facade Painting - Old Town EN00019OT General 1000-0310-524002 CIPOT Project Total $89,650 $89,650 GE Avionics (Aviage Systems) ED00015OT Economic Development 1900-1900-522070 CIPOT Project Total $673,000 $673,000 Huntington University ED00018OT ED00018OT Economic Development Economic Development 1900-1900-522070 1900-1900-522099 CIPOT CIPOT Project Total $550,000 $425,000 $975,000 Maxwell Technologies ED00008OT Economic Development 1900-1900-522070 CIPOT Project Total $1,109,000 $1,109,000 Modern Round ED00022OT Half Cent Sales Tax 1210-0350-522099 CIPOT Project Total $65,516 $65,516 NOVO Development ED00027OT Half Cent Sales Tax 1210-0350-524002 CIPOT Project Total $425,000 $425,000 Old Town Identity Creation EN00646OT General 1000-0310-522099 CIPOT Project Total $100,000 $100,000 P83 Entertainment District Improvements ED00002OT CIP Capital Projects Fund 4550-4550-541003 CIPOT Project Total $10,000 $10,000 P83 Innovation Center Project ED00020OT Proposed MDA Bonds 4233-4233-540500 CIPOT Project Total $24,750,000 $24,750,000 Pedestrian and Shade Master Plan EN00645CO General 1000-0310-541003 CIPOT Project Total $250,000 $250,000 Peoria Forward ED00028OT Economic Development 1900-1900-522099 CIPOT Project Total 414 $247,111 $247,111 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Other Percent for the Arts Charge AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT AT00019AT General Half Cent Sales Tax Municipal Office Complex Rsv Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd WIFA Loan 2015(New River Util) Wastewater Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Residential Solid Waste Proposed MDA Bonds Proposed GO Bonds CIP Capital Projects Fund Capital Projects-Outside Srces Highway User Streets Dev Zone 2 - Post 8-1-2014 Transportation Sales Tax 1000-0310-525515 1210-0350-525515 1970-1970-525515 2050-2140-525515 2162-2222-525515 2163-2223-525515 2164-2224-525515 2270-2350-525515 2400-2550-525515 2506-2626-525515 2507-2627-525515 2600-2820-525515 4233-4233-525515 4252-4252-525515 4550-4550-525515 4810-4810-525515 7000-7050-525515 7003-7053-525515 7010-7075-525515 CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT CIPOT Project Total $8,580 $15,000 $7 $64,358 $19,136 $2,250 $26,465 $1,379 $48,511 $750 $2,728 $1,000 $250,000 $41,977 $10,092 $23,281 $69,433 $50,500 $150,880 $786,327 Placemaking Initiative EN00021OT General 1000-0310-522099 CIPOT Project Total $950,000 $950,000 Washington Street Redevelopment ED00024LA ED00024OT ED00024LA Half Cent Sales Tax Half Cent Sales Tax Economic Development 1210-0350-540000 1210-0350-541003 1900-1900-540000 CIPOT CIPOT CIPOT Project Total Total - Other $3,485 $300,000 $115 $303,600 $31,406,294 Project Type - Parks 75th Avenue and Deer Valley Trailhead CS00173CO GO Bonds 2015 4251-4251-543005 CIPPK Project Total $56,827 $56,827 83rd Avenue and Village Parkway Trailhead CS00156CO Proposed GO Bonds 4252-4252-543005 CIPRT Project Total $250,000 $250,000 99th Ave and Olive Trailhead CS00088CO CS00088CO GO Bonds 2015 Proposed GO Bonds 4251-4251-543005 4252-4252-543005 CIPRT CIPRT Project Total 415 $1,521,776 $452,432 $1,974,208 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Parks Ball Field Lighting CS00195CO Proposed GO Bonds 4252-4252-543005 CIPPK Project Total $300,000 $300,000 Community Services ADA Compliance CS00177OT CS00177CO General General 1000-0310-524004 1000-0310-543005 CIPPK CIPPK Project Total $100,000 $390,000 $490,000 Community Services Master Plan CS00067SY CS00067SY CS00067SY CS00067SY Proposed GO Bonds Neighborhood Park Dev Zone 2 Parks Zone 1-Post 8/1/14 Parks Zone 3-Post 8/1/14 4252-4252-520099 7904-7904-520099 7941-7941-520099 7943-7943-520099 CIPPK CIPPK CIPPK CIPPK Project Total $174,000 $42,000 $42,000 $42,000 $300,000 Country Meadows Park Improvements CS00203CO Proposed GO Bonds 4252-4252-543005 CIPPK Project Total $239,613 $239,613 Irrigation and Turf Improvements CS00208OT General 1000-0310-524004 CIPPK Project Total $200,000 $200,000 Neighborhood Parks Refresh Program CS00019OT General 1000-0310-524004 CIPPK Project Total $270,000 $270,000 New River Trail; Williams Rd to Happy Valley Rd CS00128LA CS00128CO CS00128CO CS00128LA CS00128CO Streets Capital Projects GO Bonds 2015 Proposed GO Bonds River Corridors & Trails Dev River Corridors & Trails Dev 4150-4150-540000 4251-4251-543005 4252-4252-543005 7920-7920-540000 7920-7920-543005 CIPRT CIPRT CIPRT CIPRT CIPRT Project Total $142,500 $122,663 $272,600 $20,611 $250,000 $808,374 Northern Community Park CS00059CO CS00059CO CS00059CO CS00059CO CS00059CO CS00059CO CS00059SY CS00059OT CS00059CO CS00059OT CS00059CO Proposed GO Bonds CIP Capital Projects Fund Neighborhood Park Dev Zone 2 Neighborhood Park Dev Zone 2 - Post 1-1-2012 Neighborhood Park Dev Zone 3 - Post 1-1-2012 Citywide Park/Rec Facility Dev Citywide Park/Rec Facility Dev - Post 1-1-2012 Citywide Park/Rec Facility Dev - Post 1-1-2012 Citywide Park/Rec Facility Dev - Post 1-1-2012 Parks Zone 2-Post 8/1/14 Parks Zone 3-Post 8/1/14 4252-4252-543005 4550-4550-543005 7904-7904-543005 7907-7907-543005 7908-7908-543005 7910-7910-543005 7911-7911-520099 7911-7911-520510 7911-7911-543005 7942-7942-542003 7943-7943-543005 CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK CIPPK Project Total 416 $20,613,876 $10,000,000 $220,000 $1,210,000 $755,000 $1,336,001 $14,450 $2,073 $293,643 $1,500,000 $2,700,000 $38,645,043 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Parks Park and Recreation Facility Refurbishment CS00185OT CS00185CO CS00185OT CS00185OT General General Sports Complex Capital Projects-Outside Srces 1000-0310-524004 1000-0310-543005 2000-2000-524004 4810-4810-524004 CIPPK CIPPK CIPPK CIPPK Project Total $494,250 $500,000 $193,000 $80,000 $1,267,250 Retention Basin Improvement CS00017OT General 1000-0310-524004 CIPPK Project Total $464,000 $464,000 Retention Basin Refresh Program CS00004OT General 1000-0310-524004 CIPPK Project Total $165,000 $165,000 Sonoran Mountain Ranch Park Improvements CS00204CO Proposed GO Bonds 4252-4252-543005 CIPPK Project Total $58,095 $58,095 Sonoran Preservation Program (Open Space) CS00089LA CS00089LA GO Bonds 2015 CIP Capital Projects Fund 4251-4251-540000 4550-4550-540000 CIPRT CIPRT Project Total $5,000 $2,531,722 $2,536,722 The Meadows CS00086CO CS00086CO CS00086CO GO Bonds 2015 Proposed GO Bonds CIP Capital Projects Fund 4251-4251-543005 4252-4252-543005 4550-4550-543005 CIPPK CIPPK CIPPK Project Total Total - Parks $862,665 $2,474,753 $1,100,103 $4,437,521 $52,462,653 Project Type - Public Safety CAD/RMS Upgrade or Replacement PD00013OT GO Bonds 2015 4251-4251-543007 CIPPS Project Total $55,910 $55,910 Fire Station No. 3 Apparatus Bay Expansion FD13400OT FD13400CO FD13400OT FD13400EQ CIP Capital Projects Fund CIP Capital Projects Fund CIP Capital Projects Fund CIP Capital Projects Fund 4550-4550-540500 4550-4550-540500 4550-4550-541003 4550-4550-542006 CIPPS CIPPS CIPPS CIPPS Project Total $168,531 $1,009,194 $46,868 $13,242 $1,237,835 Self Contained Breathing Apparatus FD00017EQ General 1000-0310-541003 CIPPS Project Total Total - Public Safety 417 $1,765,000 $1,765,000 $3,058,745 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Streets 103rd Av; Northern Ave to Olive Ave -Full Street EN00422CO EN00422CO EN00422LA EN00422CO GO Bonds 2015 Proposed GO Bonds Transportation Sales Tax Transportation Sales Tax 4251-4251-543001 4252-4252-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $387,424 $390,000 $395,000 $3,533,466 $4,705,890 67th Av; Olive Av to Redfield Rd Landscape Enhance EN00593CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $579,966 $579,966 67th Ave Widening; Pinnacle Peak to Happy Valley EN00100SY Proposed GO Bonds 4252-4252-520099 CIPST Project Total $160,000 $160,000 75th Av; Grand Av to Tbird Rd Landscape Enhancemnt EN00592CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $916,234 $916,234 75th Ave & Cactus Rd Intersection Improvements EN00088LA EN00088CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-540000 7010-7075-543001 CIPST CIPST Project Total $676,201 $1,172,568 $1,848,769 75th Ave & Peoria Ave Intersection Improvements EN00081LA EN00081CO EN00081LA EN00081CO Capital Projects-Outside Srces Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-540000 4810-4810-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $114,371 $12,544 $192,245 $907,657 $1,226,817 83rd Ave Bus Shelters EN00582LA EN00582CO Capital Projects-Outside Srces Capital Projects-Outside Srces 4810-4810-540000 4810-4810-543001 CIPST CIPST Project Total $2,875 $500,000 $502,875 83rd Ave Sidewalks and Bike Lanes EN00546CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $200,000 $200,000 91st Av; Mtn Vw Rd to Grand Av Landscape Enhancemn EN00594CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $366,320 $366,320 ADA Accessibility PW00025SY PW00025CO Highway User Highway User 7000-7050-520099 7000-7050-543001 CIPST CIPST Project Total $210,031 $67,211 $277,242 Arterial Road Pavement Preservation & Restoration PW00992CO PW00992CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total 418 $2,899 $15,984 $18,883 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Streets Bridge Maintenance and Management Program EN00243CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $542,077 $542,077 Bus Stop Improvements PW11190CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $83,329 $83,329 Cactus Rd & 69th Av Sidewalk, North Side EN00550CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $374,000 $374,000 Deer Valley Rd & 87th Av Intesection Improvements EN00590CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $300,000 $300,000 Deer Valley Rd and 95th Av Traffic Signal EN00642DS EN00642CO Transportation Sales Tax Transportation Sales Tax 7010-7075-543001 7010-7075-543001 CIPST CIPST Project Total $54,000 $670,000 $724,000 Deer Valley Rd; 109th Ave to Lake Pleasant Pkwy EN00395LA EN00395CO Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $50,000 $551,681 $601,681 Dirt Shoulders, Dust Abatement PM-10 Program PW01001CO PW01001OT PW01001CO PW01001CO Capital Projects-Outside Srces Highway User Highway User Transportation Sales Tax 4810-4810-543001 7000-7050-524010 7000-7050-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total $2,044,002 $200,000 $488,047 $200,000 $2,932,049 Happy Valley Pkwy Widening; LPP to Agua Fria EN00463CO EN00463CO EN00463CO EN00463CO EN00463CO GO Bonds 2015 Proposed GO Bonds Capital Projects-Outside Srces Streets Dev Zone 2 - Post 8-1-2014 Transportation Sales Tax 4251-4251-543001 4252-4252-543001 4810-4810-543001 7003-7053-543001 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST Project Total $1,869,000 $331,568 $2,384,713 $4,999,500 $7,775,223 $17,360,004 Jomax Rd Improvements; 73rd Av to 75th Av EN00591LA EN00591CO Streets Dev Zone 2 - Post 8-1-2014 Streets Dev Zone 2 - Post 8-1-2014 7003-7053-540000 7003-7053-543001 CIPST CIPST Project Total $282,336 $1,085,570 $1,367,906 Jomax Rd; L303 to Vistancia Blvd EN00585SY EN00585LA EN00585CO EN00585DS Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax Transportation Sales Tax 7010-7075-520099 7010-7075-540000 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST Project Total 419 $200,000 $403,000 $230,000 $250,000 $1,083,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Streets Lake Pleasant Parkway Pavement Maintenance PW13005CO Highway User 7000-7050-543001 CIPST Project Total $5,362 $5,362 Lake Pleasant Parkway Sidewalk EN00480CO EN00480LA EN00480CO Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total $14,355 $59,975 $1,734,477 $1,808,807 Lake Pleasant Pkwy & Dixileta Dr Intersection Mods EN00588CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $1,945,000 $1,945,000 LED Street Light Conversion PW00513OT Highway User 7000-7050-541003 CIPST Project Total $2,050,000 $2,050,000 Lone Mountain ROW Acquistion EN00479LA Transportation Sales Tax 7010-7075-540000 CIPST Project Total $349,511 $349,511 Major Street Repairs PW00027CO PW00027CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $236,144 $5,723 $241,867 Northern Parkway EN00142CO Transportation Sales Tax 7010-7075-543001 CIPST Project Total $1,000,000 $1,000,000 Paradise Lane Widening; Skunk Creek Bridge to 75th EN00373LA EN00373CO Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $30,000 $610,000 $640,000 Paradise RV Entrance & Union Hills Dr Modification EN00614DS Transportation Sales Tax 7010-7075-543001 CIPST Project Total $31,000 $31,000 Pavement Management Program - Preservation PW00138CO PW00138CO Highway User Transportation Sales Tax 7000-7050-543001 7010-7075-543001 CIPST CIPST Project Total $2,667,840 $501,268 $3,169,108 Pavement Management Program - Rehabilitation PW13000CO PW13000DS PW13000CO PW13000DS PW13000CO CIP Capital Projects Fund Highway User Highway User Transportation Sales Tax Transportation Sales Tax 4550-4550-543001 7000-7050-543001 7000-7050-543001 7010-7075-543001 7010-7075-543001 CIPST CIPST CIPST CIPST CIPST Project Total 420 $43,756 $243,375 $6,650,625 $56,625 $2,835,752 $9,830,133 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Streets Peoria Auto District EN00556SY EN00556CO Half Cent Sales Tax Half Cent Sales Tax 1210-0350-520099 1210-0350-543001 CIPST CIPST Project Total $225,941 $1,500,000 $1,725,941 Pinnacle Peak Road; 91st Ave-Lake Pleasant Pkwy EN00015CO EN00015LA EN00015CO Capital Projects-Outside Srces Transportation Sales Tax Transportation Sales Tax 4810-4810-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total $2,997,000 $150,000 $415,000 $3,562,000 Rural-Standard Roads Program PW01003CO Highway User 7000-7050-543001 CIPST Project Total $539,490 $539,490 Sidewalks Annual Program PW00046CO Highway User 7000-7050-543001 CIPST Project Total $90,000 $90,000 Sonoran Mountain Ranch Emergency Access EN00599LA EN00599DS Transportation Sales Tax Transportation Sales Tax 7010-7075-540000 7010-7075-543001 CIPST CIPST Project Total $580,000 $100,000 $680,000 Street Light Replacement Program PW11160OT PW11160CO Highway User Highway User 7000-7050-524010 7000-7050-543001 CIPST CIPST Project Total $890,000 $798,998 $1,688,998 Thunderbird Road Corridor Improvements EN00086CO EN00086LA EN00086CO Street Impact Fees - Zone 1 - Post 1-1-2012 Transportation Sales Tax Transportation Sales Tax 7007-7057-543001 7010-7075-540000 7010-7075-543001 CIPST CIPST CIPST Project Total $1,030,000 $30,000 $519,626 $1,579,626 Traffic Signal Renovation and Replacement PW00993CO PW00993CO GO Bonds 2015 Highway User 4251-4251-543001 7000-7050-543001 CIPST CIPST Project Total $158,490 $48,422 $206,912 Vistancia Blvd & Happy Valley Rd Intersection Mods EN00586CO EN00586CO Capital Projects-Outside Srces Highway User 4810-4810-543001 7000-7050-543001 CIPST CIPST Project Total Total - Streets $242,850 $411,028 $653,878 $67,968,675 Project Type - Traffic Controls Traffic Management Center Equipment Replacement EN00433OT Transportation Sales Tax 7010-7075-542006 CIPTC Project Total 421 $22,371 $22,371 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Traffic Controls Traffic Signal Interconnect Project (TSIP) PW00133CO Transportation Sales Tax 7010-7075-543001 CIPTC Project Total $177,502 $177,502 Traffic Signal Program EN00170CO EN00170CO Capital Projects-Outside Srces Transportation Sales Tax 4810-4810-543001 7010-7075-543001 CIPTC CIPTC Project Total $25,000 $967,517 $992,517 Traffic Signal Renovation and Replacement PW00993OT Highway User 7000-7050-541003 CIPTC Project Total Total - Traffic Controls $309,000 $309,000 $1,501,390 Project Type - Wastewater 101st Ave and Northern Lift Station Pretreatment UT00398CO Wastewater 2400-2550-543003 CIPWW Project Total $801,248 $801,248 Agua Fria Lift Station-Wastewater Campus Land UT00284SY Wastewater 2400-2550-520099 CIPWW Project Total $150,000 $150,000 Beardsley WRF Equipment Upgrade and Replacement UT00314EQ UT00314EQ UT00314CO Water Wastewater Wastewater 2050-2140-541003 2400-2550-541003 2400-2550-543003 CIPWW CIPWW CIPWW Project Total $42,500 $127,500 $27,870 $197,870 Beardsley WRF Solids Pipeline Rehabilitation UT00308CO Wastewater 2400-2550-543003 CIPWW Project Total $2,184,961 $2,184,961 Butler IPS Equipment Upgrade and Replacement UT00422OT UT00422CO Wastewater Wastewater 2400-2550-524013 2400-2550-543003 CIPWW CIPWW Project Total $150,000 $42,093 $192,093 Butler Reclaimed Water System Expansion Phase II UT00313CO Wastewater 2400-2550-543003 CIPWW Project Total $2,664 $2,664 Butler WRF Aeration System Upgrades UT00420CO UT00420CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total 422 $593,231 $1,179,514 $1,772,745 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Wastewater Butler WRF Equipment Upgrade and Replacement UT00333EQ UT00333EQ UT00333CO Water Wastewater Wastewater 2050-2140-541003 2400-2550-541003 2400-2550-543003 CIPWW CIPWW CIPWW Project Total $86,250 $258,750 $86,277 $431,277 Butler WRF Headworks Rehabilitation UT00100CO UT00100CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $150,000 $450,000 $600,000 Butler WRF Recharge Wells UT00309CO UT00309DS UT00309CO UT00309DS UT00309SY UT00309DS UT00309CO UT00309DS UT00309CO Water Impact Fees - South of Bell Rd Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - West of Agua Fria 2163-2223-543003 2163-2223-543003 2164-2224-543003 2164-2224-543003 2506-2626-520099 2506-2626-543003 2506-2626-543003 2507-2627-543003 2507-2627-543003 CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW CIPWW Project Total $601,944 $93,750 $787,220 $93,750 $8,489 $31,251 $124,585 $31,251 $72,285 $1,844,525 Condition Assessment of Remote Sites UT00256SY Wastewater 2400-2550-520099 CIPWW Project Total $28,066 $28,066 Dixileta 21 inch Sewer Extension UT00404CO Wastewater Impact Fees - Post 1-1-2012 2509-2629-543003 CIPWW Project Total $1,154,521 $1,154,521 Jomax WRF Equipment Upgrade and Replacement UT00323CO UT00323CO Water Wastewater 2050-2140-543003 2400-2550-543003 CIPWW CIPWW Project Total $12,500 $76,493 $88,993 Jomax WRF Expansion UT00388DS UT00388DS UT00388DS UT00388DS Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Wastewater Wastewater Impact Fees - West of Agua Fria 2162-2222-543003 2164-2224-543003 2400-2550-543003 2507-2627-543003 CIPWW CIPWW CIPWW CIPWW Project Total $47,825 $310,000 $143,475 $796,525 $1,297,825 Lift Station Reconditioning UT00116CO Wastewater 2400-2550-543003 CIPWW Project Total $624,921 $624,921 Manhole Rehabilitation UT00307CO Wastewater 2400-2550-543003 CIPWW Project Total 423 $505,197 $505,197 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Wastewater Miscellaneous Local Wastewater Line Improvements UT00191CO Wastewater 2400-2550-543003 CIPWW Project Total $455,001 $455,001 Reclaimed Water Booster Land Purchase at IPS UT00329LA Wastewater 2400-2550-540000 CIPWW Project Total $179,979 $179,979 SCADA Equipment Replacement UT00266CO Wastewater 2400-2550-543003 CIPWW Project Total $1,058 $1,058 SROG Line Assessment & Repair UT00321CO Wastewater 2400-2550-543003 CIPWW Project Total $812,672 $812,672 Trunk Sewer Line Inspection UT00322SY Wastewater 2400-2550-520099 CIPWW Project Total $238,457 $238,457 Trunk Sewer Rehabilitation UT00296CO Wastewater 2400-2550-543003 CIPWW Project Total $1,381,617 $1,381,617 Vistancia Commercial Core Study UT00435SY Wastewater 2400-2550-520099 CIPWW Project Total $30,000 $30,000 Water Meter Replacement Program UT00326CO Wastewater 2400-2550-543003 CIPWW Project Total $324,984 $324,984 West Agua Fria Wastewater Lines UT00171CO UT00171CO Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2507-2627-543003 2509-2629-543003 CIPWW CIPWW Project Total Total - Wastewater $382,325 $770,000 $1,152,325 $16,452,999 Project Type - Water 103rd Ave 12" Waterline Northern to Olive UT00392CO Water 2050-2140-543002 CIPWR Project Total $698,914 $698,914 75th Avenue and Grand PRV Upgrade UT00408DS UT00408CO Water Water 2050-2140-543002 2050-2140-543002 CIPWR CIPWR Project Total $60,000 $175,000 $235,000 Agua Fria Booster/PRV UT00245CO UT00245CO Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd 2162-2222-543002 2164-2224-543002 CIPWR CIPWR Project Total 424 $750,000 $3,770,845 $4,520,845 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Water Butler Well Site Rehabilitation UT00410CO Water 2050-2140-543002 CIPWR Project Total $307,918 $307,918 Butler WRF Recharge Wells UT00309CO UT00309SY UT00309CO UT00309SY UT00309CO UT00309SY UT00309CO UT00309SY UT00309CO UT00309SY UT00309CO Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - West of Agua Fria 2050-2140-543002 2162-2222-520099 2162-2222-543002 2163-2223-520099 2163-2223-543002 2164-2224-520099 2164-2224-543002 2506-2626-520099 2506-2626-543002 2507-2627-520099 2507-2627-543002 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $223,779 $29,860 $87,588 $28,125 $215,625 $28,125 $300,909 $9,375 $71,875 $9,375 $71,875 $1,076,511 CAP Pump Station Rehabilitation UT00274DS Water 2050-2140-543002 CIPWR Project Total $400,773 $400,773 Condition Assessment of Remote Sites UT00256SY Water 2050-2140-520099 CIPWR Project Total $68,665 $68,665 Desert Harbor-Arrowhead Shores Well Mixing UT00312CO UT00312CO UT00312CO Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd 2050-2140-543002 2162-2222-543002 2164-2224-543002 CIPWR CIPWR CIPWR Project Total $982,048 $1,741,101 $344,347 $3,067,496 Fire Hydrant Infill and Replacement UT00204CO Water 2050-2140-543002 CIPWR Project Total $323,798 $323,798 Greenway WTP Equipment Upgrade and Replacement UT00316EQ UT00316CO Water Water 2050-2140-541003 2050-2140-543002 CIPWR CIPWR Project Total $287,000 $75,841 $362,841 Hillcrest 8 inch Waterline UT00426CO Water 2050-2140-543002 CIPWR Project Total $637,321 $637,321 Jomax Booster Station Upgrades UT00285SY UT00285DS UT00285DS Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd 2050-2140-520099 2162-2222-543002 2164-2224-543002 CIPWR CIPWR CIPWR Project Total 425 $50,000 $94,643 $175,587 $320,230 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Water Lake Pleasant Parkway 16-inch Waterline UT00439DS Water Impact Fees - Post 1-1-2012 2162-2222-543002 CIPWR Project Total $218,000 $218,000 Lone Mtn Pkwy 36-inch Waterline; LPP to L303 UT00233CO UT00233CO Water Expansion Water Impact Fees - Post 1-1-2012 2161-2221-543002 2162-2222-543002 CIPWR CIPWR Project Total $1,865,986 $1,370,396 $3,236,382 LPH Mystic Water Oversizing UT00445CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total $261,097 $261,097 Miscellaneous Local Waterline Improvements UT00203CO Water 2050-2140-543002 CIPWR Project Total $506,628 $506,628 New River Utility Co. Acquisition & Improvements UT00390CO WIFA Loan 2015(New River Util) 2270-2350-543002 CIPWR Project Total $2,466,270 $2,466,270 Pyramid Peak Water Treatment Plant - Upgrades UT00037CO UT00037CO Water Water Expansion 2050-2140-543002 2161-2221-543002 CIPWR CIPWR Project Total $2,046,846 $23,000 $2,069,846 Pyramid Peak Water Treatment Plant Expansion UT00334OT UT00334CO UT00334CO UT00334OT UT00334CO UT00334OT Water Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd WIFA Loan 2015(New River Util) WIFA Loan 2017 (Pyramid Peak) WIFA Loan 2017 (Pyramid Peak) 2050-2140-541003 2162-2222-543002 2164-2224-543002 2270-2350-541003 2271-2297-543002 2271-2297-561002 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $300,000 $789,616 $769,125 $24,176,436 $3,090,525 $25,000 $29,150,702 Quintero WTP Equipment Upgrade and Replacement UT00418OT UT00418CO Water Water 2050-2140-524012 2050-2140-543002 CIPWR CIPWR Project Total $243,352 $79,697 $323,049 Reclaimed Water Booster Land Purchase at IPS UT00329LA Water 2050-2140-540000 CIPWR Project Total $533,851 $533,851 SCADA Equipment Replacement UT00266EQ UT00266CO UT00266EQ UT00266CO Water Water Wastewater Wastewater 2050-2140-541003 2050-2140-543002 2400-2550-541003 2400-2550-543002 CIPWR CIPWR CIPWR CIPWR Project Total 426 $75,000 $201,442 $75,000 $75,000 $426,442 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Water Technology and Security Master Plan UT00304SY UT00304SY UT00304SY UT00304SY Water Impact Fees - Post 1-1-2012 Water Impact Fees - South of Bell Rd Water Impact Fees - North of Bell Rd Wastewater 2162-2222-520099 2163-2223-520099 2164-2224-520099 2400-2550-520099 CIPWR CIPWR CIPWR CIPWR Project Total $40,500 $13,500 $171,000 $75,000 $300,000 Terramar Booster Pump Station Rehabilitation UT00412DS Water 2050-2140-543002 CIPWR Project Total $200,000 $200,000 Thunderbird Rd 16" Watermain Replacement UT00416CO UT00416CO Water Water 2050-2140-520099 2050-2140-543002 CIPWR CIPWR Project Total $1 $2,936,027 $2,936,028 Ventana Well, Booster Rehabilitation UT00394CO Water 2050-2140-543002 CIPWR Project Total $312,367 $312,367 Vistancia Commercial Core Study UT00435SY Water 2050-2140-520099 CIPWR Project Total $50,000 $50,000 Water & Wastewater Rate Study UT00298SY UT00298SY Water Wastewater 2050-2140-520099 2400-2550-520099 CIPWR CIPWR Project Total $45,000 $15,000 $60,000 Water Facility Reconditioning UT00206CO Water 2050-2140-543002 CIPWR Project Total $1,344,153 $1,344,153 Water Line Assessment and Replacement UT00335CO Water 2050-2140-543002 CIPWR Project Total $1,226,391 $1,226,391 Water Meter Replacement Program UT00326EQ UT00326OT UT00326CO UT00326EQ UT00326OT Water Water Water Wastewater Wastewater 2050-2140-541003 2050-2140-542006 2050-2140-543002 2400-2550-541003 2400-2550-542006 CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $1,357,345 $1,590 $662,097 $677,655 $12,670 $2,711,357 Water/Wastewater Hydraulic Model Update UT00428SY UT00428SY Water Wastewater 2050-2140-520099 2400-2550-520099 CIPWR CIPWR Project Total 427 $200,000 $200,000 $400,000 Schedule 10 - Capital Improvement Budget Project Name/Number Funding Source Account Number Program FY 2019 Project Type - Water Water/Wastewater/Expansion Fee Update UT00070SY UT00070SY UT00070SY UT00070SY UT00070SY Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd Wastewater Impact Fees - East of Agua Fria Wastewater Impact Fees - West of Agua Fria Wastewater Impact Fees - Post 1-1-2012 2162-2222-520099 2164-2224-520099 2506-2626-520099 2507-2627-520099 2509-2629-520099 CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $9,000 $10,375 $7,400 $1,100 $7,125 $35,000 Weedville Well Site Rehabilitation UT00441CO Water Impact Fees - South of Bell Rd 2163-2223-543002 CIPWR Project Total $850,000 $850,000 Wellhead Water Quality Mitigation UT00272CO UT00272CO UT00272CO Water Water Expansion Water Impact Fees - Post 1-1-2012 2050-2140-543002 2161-2221-543002 2162-2222-543002 CIPWR CIPWR CIPWR Project Total $2,399,385 $826,190 $478,435 $3,704,010 Wells - New Construction UT00117CO UT00117CO UT00117SY UT00117LA UT00117CO UT00117DS Water Water Expansion Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd Water Impact Fees - North of Bell Rd 2050-2140-543002 2161-2221-543002 2164-2224-520099 2164-2224-540000 2164-2224-543002 2164-2224-543002 CIPWR CIPWR CIPWR CIPWR CIPWR CIPWR Project Total $112,000 $16,548 $20,479 $50,000 $900,001 $150,000 $1,249,028 West Agua Fria Water Lines UT00170CO Water Impact Fees - North of Bell Rd 2164-2224-543002 CIPWR Project Total $975,987 $975,987 Westland Rd. Reservoir and Booster Station UT00336CO UT00336CO Water Impact Fees - Post 1-1-2012 Water Impact Fees - North of Bell Rd 2162-2222-543002 2164-2224-543002 CIPWR CIPWR Project Total $667,975 $819,861 $1,487,836 White Mountain Apache Tribe Water Rights Purchase UT00234CO UT00234OT UT00234CO Water Water Resource Fees - Post 8-1-2014 Water Resource Fees - Post 8-1-2014 2050-2140-543002 2167-2227-523515 2167-2227-543002 CIPWR CIPWR CIPWR Project Total $1,026,020 $457,395 $1,183,286 $2,666,701 Zone 1/2 PRV Upgrades (91st and Cactus) UT00261DS Water 2050-2140-543002 CIPWR Project Total 428 $150,000 $150,000 Total - Water $71,871,437 Total FY 19 CIP $277,104,099 429 0200-01 0150-01 0043-02 1400-01 1400-02 1400-03 1400-04 1420-02 1420-02 1420-04 1420-1 1450-01 1510-02 1510-03 1510-04 1510-05 1510-06 1510-07 1510-08 1510-09 1510-10 1510-11 1510-12 1531-02 1600-02 1610-02 0650-02 0650-03 0750-01 City Clerk City Clerk Community Services Peoria Center for Performing Arts Community Services Administration Community Services Administration Community Services Administration Community Services Administration Am/Pm Program Am/Pm Program Am/Pm Program Am/Pm Program Summer Camp Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Special Events Program Rio Vista Community Park Contracted Landscape Maintenance Trails Maintenance Development and Engineering Building Development Building Development Engineering Admin Suppl. # City Attorney Civil General Fund Fund / Department / Division Total - City Clerk Electronic Tablets - Bldg/Eng Inspectors Convert Building Inspector I Position to a II Inspection/Analytic Apps for Accela PCPA Ticket Surcharge Expenditure Authority Minimum Wage Increases (Department Wide) Professional Development Program (Department Wide) APS Rate Increases (Department Wide) Bank Service Charges (Department Wide) AMPM: Enrichment Opportunities AMPM: Attendance Increase AMPM: ACA Benefitted Employees 21st Century Grant Funded Program Summer Camp Attendance Increase Veterans Day P83 Party Special Events Coordinator (Fixed Term, One Year) MLK Event Bravo Peoria/Explore the Library Affiliate Event Support Northern Peoria Event Somos Peoria Extended Holiday Festival ParkFest! Special Event Consultant Rio Vista Park: Veterans Memorial Maintenance Right-of-Way Contract Pricing Increase Trails Maintenance Equipment and Staffing Total - Community Services Primary and General Elections Codification - Other Professional Services Total - City Attorney Supplemental Description $16,355 $0 $5,000 $20,000 $0 $20,000 $0 $0 $0 $0 $0 $52,000 $0 $30,000 $120,000 $81,826 $35,000 $20,132 $60,000 $105,642 $153,400 $16,100 $62,245 $30,000 $0 $0 $78,500 $884,845 $222,275 $222,275 $0 $0 $0 $3,883 $30,000 $0 $130,300 $0 $5,000 $49,873 $44,700 $175,000 $40,000 $0 $48,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $50,000 $86,924 $635,297 $0 $0 $5,000 $5,000 FY 2019 FY 2019 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $16,355 $3,883 $35,000 $20,000 $130,300 $20,000 $5,000 $49,873 $44,700 $175,000 $40,000 $52,000 $48,500 $30,000 $120,000 $81,826 $35,000 $20,132 $60,000 $105,642 $153,400 $16,100 $62,245 $30,000 $5,000 $50,000 $165,424 $1,520,142 $222,275 $222,275 $5,000 $5,000 FY 2019 Total Cost 430 0352-02 0352-03 0352-04 0352-05 0352-08 0410-05 0420-01 0440-02 0440-03 0450-01 0450-02 1200-02 1230-02 1230-04 1260-01 1270-01 0070-02 0070-03 0020-01 0025-01 Finance Financial Services Tax Audit & Collections Materials Management Materials Management Finance Utilities Customer Service Customer Service Fire-Medical Fire Admin Emergency Medical Services Emergency Medical Services Fire Operations Ambulance Operations Human Resources Human Resources Human Resources Leadership and Management City Manager's Office Governmental Affairs 0810-01 0810-02 0812-01 0820-01 0820-02 Suppl. # Economic Development Services Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Business and Real Estate Development Site Development Site Development Engineering Services Eng Inspection Svc Eng Inspection Svc Fund / Department / Division Total - Finance Utilities Total - Finance Audit Support Funding State and Federal Services Professional Development Graduate/Intern Program Total - Human Resources Residential Lockbox Program Cardiac Monitor - Replacement Paramedic Training Firefighter Personal Protective Equipment Ambulance Rescue Phase II Total - Fire-Medical Banking Services Credit Card Fees Office Equipment and Furniture Investment Fees AZ Dept of Revenue (ADOR) Fee Increase Various Copier Replacements Mail Equipment Replacement Sales and Marketing Overnight Travel Community Promotions and Investment Forum Event Small Business Development Center - Contract Sales and Marketing Advertisement Business Attraction Coordinator - Contract Total - Economic Development Services Development Technician I Development Technician I (Contract) Engineering Supervisor - Increase Hours to 1.0 FTE Engineering Inspector Engineering Inspector (Contract) Total - Development and Engineering Supplemental Description $30,000 $115,000 $25,000 $22,000 $47,000 $0 $720,000 $132,680 $73,000 $110,000 $1,035,680 $0 $12,300 $12,300 $0 $0 $24,000 $9,000 $33,000 $35,100 $55,000 $97,860 $37,643 $76,000 $301,603 $0 $65,660 $0 $0 $106,493 $193,508 $0 $0 $0 $0 $0 $5,000 $0 $51,840 $0 $1,553,180 $1,610,020 $192,470 $0 $192,470 $40,000 $29,000 $0 $0 $69,000 $0 $0 $0 $0 $0 $0 $68,143 $0 $24,000 $84,283 $3,000 $213,309 FY 2019 FY 2019 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $30,000 $115,000 $25,000 $22,000 $47,000 $5,000 $720,000 $184,520 $73,000 $1,663,180 $2,645,700 $192,470 $12,300 $204,770 $40,000 $29,000 $24,000 $9,000 $102,000 $35,100 $55,000 $97,860 $37,643 $76,000 $301,603 $68,143 $65,660 $24,000 $84,283 $109,493 $406,817 FY 2019 Total Cost 431 0040-02 0040-03 0041-01 0570-02 0610-01 0610-02 0610-03 0550-01 0550-02 1000-01 1000-02 1010-01 1020-02 1020-03 1020-04 1025-01 1025-02 Planning and Community Development Community Assistance Planning Planning Planning Police Neighborhood Services Neighborhood Services Police Administration Police Administration Criminal Investigation Patrol Services - South Patrol Services - South Patrol Services - South Operations Support Operations Support 0250-01 Municipal Court Municipal Court Office of Communications Public Information Office Public Information Office Peoria Channel 11 0010-01 0010-02 0010-03 0025-02 0025-03 0026-01 0026-02 0027-01 0027-02 0027-03 Suppl. # Mayor and Council Mayor & City Council Mayor & City Council Mayor & City Council Governmental Affairs Governmental Affairs Office of Sustainability Office of Sustainability Office of Real Estate Development Office of Real Estate Development Office of Real Estate Development Fund / Department / Division Total - Municipal Court Enhanced Abatement Crime Prevention Specialist Contract Legal Advisor CAD/RMS Software Upgrade Police Services Officer (2) Crime Prevention Program Police Services Officer - Patrol Police Officers (3) Moving Radars - Replacement Motorcycles Traffic Prevention Program Admin Assistant II Planning Technician Historic Preservation Contract Planner Total - Planning and Community Development Tourism Web and Graphics Support Council Chamber Fiber Replacement Total - Office of Communications Contract Judicial Assistant State of the City Event Travel Expenses Youth Delegation to Conferences Total - Mayor and Council Peoria's Share for Federal Representation Luke Fighter Country Partnership Sustainability Event In-House Employee Training Project Technical Studies Land Development Consultant Services Real Estate Development Officer Total - Leadership and Management Supplemental Description $30,000 $2,425 $80,000 $155,600 $87,640 $35,000 $277,108 $149,178 $6,925 $35,000 $0 $0 $20,000 $0 $20,000 $20,000 $30,000 $15,000 $65,000 $20,000 $20,000 $15,000 $6,250 $8,000 $29,250 $21,818 $30,000 $10,000 $5,000 $150,000 $250,000 $0 $611,818 $0 $68,355 $0 $0 $149,332 $0 $326,636 $336,447 $0 $0 $60,328 $66,355 $0 $80,702 $207,385 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $205,000 $205,000 FY 2019 FY 2019 One-time Cost Ongoing Cost Schedule 11 - Summary of Additions/(Reductions) by Department $30,000 $70,780 $80,000 $155,600 $236,972 $35,000 $603,744 $485,625 $6,925 $35,000 $60,328 $66,355 $20,000 $80,702 $227,385 $20,000 $30,000 $15,000 $65,000 $20,000 $20,000 $15,000 $6,250 $8,000 $29,250 $21,818 $30,000 $10,000 $5,000 $150,000 $250,000 $205,000 $816,818 FY 2019 Total Cost 432 Public Works Utilities Operations Admin Utilities Operations Admin Production Svcs Blue Staking Water Fund Community Services Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint Complex Operations/Maint Sports Complex Fund Community Services Percent For The Arts Percent For The Arts Percent For The Arts Percent For The Arts Percent for the Arts Fund Operations Support Pd Technical Support Pd Technical Support Staff Services Pd Communications Pd Communications Fund / Department / Division 2055-01 2055-02 2070-01 2090-01 2000-02 2000-03 2000-04 2000-05 2000-06 0120-01 0120-02 0120-03 0120-04 1025-03 1030-01 1030-02 1040-01 1050-01 1050-02 Suppl. # $0 $40,700 $0 $0 $230,000 Total - Sports Complex Fund Professional SCADA / Instrumentation Services SCADA Instrumentation Control Specialist Water Production Increased Electrical Cost Utility Locator II $0 $100,000 $30,000 $0 $100,000 $230,000 $209,800 Total - Percent for the Arts Fund Sports Complex: Electricity Sports Complex: Repair and Maintenance Sports Facilities: Equipment Replacement Sports Complex: Stadium Security Sports Complex: Backstop Netting Total - Community Services $24,800 $65,000 $115,000 $5,000 $209,800 $4,490,982 Total - General Fund Arts Grants Funding Performing Arts Programming Public Art Photography of Arts Inventory Total - Community Services $10,000 $52,000 $3,827 $40,000 $50,000 $0 $1,014,703 $50,000 $83,561 $300,000 $75,800 $95,000 $55,000 $0 $0 $40,000 $0 $95,000 $0 $0 $0 $0 $0 $0 $4,146,088 $2,000 $0 $55,947 $0 $0 $69,890 $1,008,607 FY 2019 FY 2019 One-time Cost Ongoing Cost Traffic Monitoring System Contract Personnel - Telephone Report Writing Unit Police Support Assistant Enhanced Internship Program Communications Support - Contract Personnel Police Communication Specialist Total - Police Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $50,000 $124,261 $300,000 $75,800 $325,000 $55,000 $100,000 $30,000 $40,000 $100,000 $325,000 $209,800 $24,800 $65,000 $115,000 $5,000 $209,800 $8,637,070 $12,000 $52,000 $59,774 $40,000 $50,000 $69,890 $2,023,310 FY 2019 Total Cost 433 Public Works Custodial Services Custodial Services Technical Operations Facilities Maintenance Fund Public Works Fleet Maintenance Fleet Maintenance Fleet Maintenance Fleet Services Fund Public Works Residential Collection Residential Collection Residential Solid Waste Fund Public Works Wastewater Environmental Jomax Water Reclamation Facility Wastewater Fund Water Resources/Conservation Water Supply Fund / Department / Division 3660-04 3660-05 3700-01 3420-01 3420-02 3420-03 2760-01 2760-02 2490-01 2495-01 2120-01 2125-01 Suppl. # $25,000 $0 $48,000 $127,000 Total - Fleet Services Fund Water Heater Replacements Janitorial Service - Power Washing Building Repair and Maintenance Costs $4,000 $0 $123,000 $127,000 $675,000 Total - Residential Solid Waste Fund Automotive Technicians (2) Fleet Operating & Maintenance Accounts Faster Asset Solutions Upgrade Total - Public Works $675,000 $0 $675,000 Equipment Operators and Automated Side Loaders Landfill Services Total - Public Works $56,095 Total - Water Fund Total - Wastewater Fund $70,700 Total - Public Works Total - Public Works $30,000 $0 $70,700 $0 $15,000 $0 $275,300 $152,100 $106,200 $17,000 $275,300 $537,538 $337,538 $200,000 $537,538 $109,108 $37,314 $71,794 $109,108 $1,633,452 $0 $1,124,091 $1,633,452 FY 2019 FY 2019 One-time Cost Ongoing Cost $25,025 $31,070 $56,095 Stormwater Program Expansion Utility Plant Operator I Northern Arizona Forest Fund CAP Water Supply Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $25,000 $15,000 $48,000 $402,300 $156,100 $106,200 $140,000 $402,300 $1,212,538 $1,012,538 $200,000 $1,212,538 $165,203 $62,339 $102,864 $165,203 $1,704,152 $30,000 $1,124,091 $1,704,152 FY 2019 Total Cost 434 Public Works Transit Division Transit Division Transit Division Transit Division Public Transit Fund Planning and Community Development Home Grant Home Grant Fund Information Technology IT Projects IT Project Fund Information Technology IT Operations IT Operations IT Operations IT Operations Information Technology Fund Technical Operations Fund / Department / Division 7200-01 7200-03 7200-04 7200-05 7150-01 3850-01 3750-01 3750-02 3750-03 3750-04 3700-04 Suppl. # $78,500 $0 $2,028 $1,425,000 $1,505,528 $0 Total - Home Grant Fund Transit Replacement Bus Non Ad Bus Shelters Cleaning and Maintenance Transit Manager North Peoria Circulator Route Total - Public Works $0 $0 $90,000 Total - IT Project Fund FY19 HOME Funding Total - Planning and Community Development $90,000 $90,000 $140,160 Total - Information Technology Fund Technology System Upgrades/Projects Prof Services Total - Information Technology $67,720 $32,000 $40,440 $0 $140,160 $106,000 Total - Facilities Maintenance Fund Customer Service Representative II Technology Center Staff Chair Replacements Adobe License Upgrades Software & Hardware Maintenance Total - Information Technology $33,000 $106,000 $0 $42,480 $68,015 $544,061 $654,556 $12,254 $12,254 $12,254 $0 $0 $0 $19,325 $0 $0 $0 $19,325 $19,325 $18,930 $3,930 $18,930 FY 2019 FY 2019 One-time Cost Ongoing Cost Total - Public Works Truck for Facilities Technician II Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $78,500 $42,480 $70,043 $1,969,061 $2,160,084 $12,254 $12,254 $12,254 $90,000 $90,000 $90,000 $159,485 $67,720 $32,000 $40,440 $19,325 $159,485 $124,930 $36,930 $124,930 FY 2019 Total Cost 435 Police Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Federal Forfeiture Fund Police St Anti-Racketeering-Pd St Anti-Racketeering-Pd State Anti-Racketeering - PD Fund Community Services Adult Day Prg Grant Adult Day Prg Grant Adult Day Program Grant Fund Fund / Department / Division 7520-01 7520-02 7520-03 7520-04 7520-05 7520-06 7520-07 7520-08 7520-09 7520-10 7500-01 7500-02 7250-01 7250-02 Suppl. # Total - Adult Day Program Grant Fund $273,700 Total - Federal Forfeiture Fund Total - State Anti-Racketeering - PD Fund $35,000 $18,700 $13,500 $45,000 $65,000 $50,000 $5,000 $4,500 $21,000 $16,000 $273,700 $34,700 Total - Police PSAB Storage Lockers Criminal Investigation Training and Equipment SWAT Weapons Interactive Firearms Training Simulator Investigative Equipment Furniture Replacement Replacement Storage Bins Mobile Alarm System Law Enforcement Technology Equipment All-Terrain Utility Vehicle Total - Police $25,000 $9,700 $34,700 Leadership Training Policy Management Software $11,030 Total - Community Services $1,505,528 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $62,702 $62,702 $0 $62,702 $654,556 FY 2019 FY 2019 One-time Cost Ongoing Cost $0 $11,030 $11,030 DDD Recreation Coordinator GSE Program Development Total - Public Transit Fund Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $273,700 $35,000 $18,700 $13,500 $45,000 $65,000 $50,000 $5,000 $4,500 $21,000 $16,000 $273,700 $34,700 $25,000 $9,700 $34,700 $73,732 $62,702 $11,030 $73,732 $2,160,084 FY 2019 Total Cost 436 Fire-Medical Vol Firefighter Pension Trust Vol Firefighter Pension Trust Fund Fund / Department / Division 8000-01 Suppl. # $8,030,695 $10,000 Total - Vol Firefighter Pension Trust Fund Total - Additions/(Reductions) $10,000 $10,000 $7,564,253 $0 $0 $0 FY 2019 FY 2019 One-time Cost Ongoing Cost Total - Fire-Medical Volunteer Firefighter Pension Fund Supplemental Description Schedule 11 - Summary of Additions/(Reductions) by Department $15,594,948 $10,000 $10,000 $10,000 FY 2019 Total Cost Schedule 12 - Improvement Districts Revenues Projected Description FY2019 SLID 1 Westfield Gardens $ 1,346 SLID 2 Autumn Point $ 1,567 SLID 3 Vistas Avenida II $ 1,094 SLID 4 Cypress Point Estates II @ WBV $ 1,767 SLID 5 Shavano $ 1,741 SLID 6 Bell Park Central $ 2,609 SLID 7 Bell Park & Parcels 2B-8 $ 7,379 SLID 8 Foxwood Unit Four $ 1,741 SLID 9 Vista Crossing $ 1,213 SLID 10 Vista Pinnacle $ 2,721 SLID 11 North Shores @ Ventana Lakes $ 841 SLID 12 Vistas @ Desert Harbor Phase I $ 1,514 SLID 13 Village Terrace $ 2,010 SLID 14 The Coves/Ventana Lakes $ 3,763 SLID 15 Windwood $ 957 SLID 16 Lakeside Unit 2 @ Ventana Lakes $ 2,422 SLID 17 Arrowhead Shores I $ 3,030 SLID 18 Arrowhead Shores II $ 2,777 SLID 19 Westfield Gardens 2 $ 787 SLID 20 Cactus Point Crossing $ 1,891 SLID 21 Country Meadows Estates $ 1,935 SLID 22 The Gardens @ V.L. includes North P$ 4,124 SLID 23 Brookside Village I & II $ 1,767 SLID 24 Country Meadows Unit 11 $ 169 SLID 25 Vista Point, Village Terrace II & III @ $ 2,919 SLID 26 Calbrisa $ 2,079 SLID 27 Torrey Pines I & II $ 3,114 SLID 28 The Landings @ V.L. includes South $ 3,114 SLID 29 Sweetwater Place $ 2,438 SLID 30 Vistas @ Desert Harbor Unit II $ 1,683 SLID 31 Westfield Gardens III $ 1,471 SLID 32 83rd Ave & Thunderbird $ 4,266 SLID 33 Crystal Cove $ 2,272 SLID 34 Villas @ Desert Harbor $ 673 SLID 36 Arrowhead Cove $ 1,935 SLID 37 Vistas Fairways @ WBV $ 2,691 SLID 39 Bridlewood $ 6,144 SLID 40 The Shores @ V.L. $ 757 SLID 41 Fairway Views @ WBV $ 1,851 SLID 42 Sweetwater Place II $ 783 SLID 43 Steeple Hill $ 2,515 SLID 44 Paradise Shores $ 1,430 SLID 45 Calle Lejos Estates $ 1,178 SLID 46 Eagle Ridge @ WBV $ 2,525 SLID 47 Olive Park $ 1,132 SLID 48 Paseo Verde Estates $ 2,955 SLID 49 The Boardwalk $ 2,693 SLID 50 Parkridge I & II $ 12,288 SLID 51 Scottland Hills @ WBV $ 1,514 SLID 54 Wildflower Point I $ 2,020 SLID 55 Crystal Bay @ Desert Harbor $ 420 SLID 56 Diamond Cove @ Desert Harbor $ 2,229 SLID 57 Alta Vista Estates $ 8,831 SLID 58 Sweetwater Ridge $ 5,772 SLID 59 Hunter Ridge $ 2,356 SLID 60 Arrowhead Horizons $ 1,767 SLID 61 Cactus Place $ 673 SLID 62 Legacy Place $ 1,828 SLID 63 Granite Run $ 3,198 SLID 64 Willow Ridge @ WBV $ 3,703 SLID 66 New River Shores $ 3,282 SLID 70 Sweetwater Ridge Unit 3 $ 469 SLID 71 Teresita $ 2,084 SLID 72 Country Club Estates @ WBV $ 1,010 SLID 73 Fletcher Heights Phase 1A $ 16,883 SLID 76 Silverton $ 6,144 SLID 77 Deer Village Unit 3 $ 1,346 SLID 78 Deer Village Unit 1 $ 2,020 SLID 79 Deer Village Unit 2 $ 2,188 SLID 80 Deer Village Unit 4 $ 1,599 SLID 82 Pivotal Peoria Center Tracts C & D $ 1,915 SLID 83 Fairmont Unit 1 $ 4,881 SLID 84 Fairmont Unit 2 $ 3,030 SLID 93 Terramar Parcel 1 $ 5,017 SLID 94 Terramar Parcel 2A $ 570 SLID 95 Terramar Parcel 3 $ 2,807 SLID 96 Terramar Parcel 4A $ 1,743 SLID 97 Terramar Parcel 5 $ 1,599 SLID 98 Terramar Parcel 6 $ 3,665 SLID 99 Terramar Parcel 7B $ 2,025 SLID 101 Terramar Parcel 9A $ 1,178 SLID 102 Terramar Parcel 10A $ 673 SLID 104 Dove Valley Ranch Parcel 2A3 $ 2,737 SLID 107 Fletcher Heights Phase 1B $ 9,136 SLID 108 Fletcher Heights Phase 1C $ 4,220 SLID 110 South Bay @ Ventana Lakes $ 1,939 SLID 114 Fletcher Heights Phase 2A $ 11,217 SLID 116 Tierra Norte V $ 3,075 SLID 117 Summersett Village $ 9,680 SLID 119 Dove Valley Ranch Parcel 3A $ 2,053 SLID 121 Dove Valley Ranch Parcels 3D & 3E $ 5,361 SLID 122 Clearview Estates $ 4,106 SLID 123 Terramar Parcel 2B $ 3,516 SLID 125 Terramar Parcel 12 $ 3,714 SLID 126 Terramar Parcel 13 $ 2,476 Projected Description FY2019 SLID 127 Terramar Parcel 14 $ 1,599 SLID 128 Peoria Mountain Vistas $ 3,992 SLID 129 Fletcher Heights Phase 2B $ 10,380 SLID 131 Bay Pointe @ V.L. $ 5,260 SLID 135 Sun Cliff IV $ 4,335 SLID 136 Ironwood Phase 1A $ 2,167 SLID 137 Ironwood Phase 1B $ 1,482 SLID 138 Ironwood Phase 2A $ 1,140 SLID 139 Ironwood Phase 2B $ 912 SLID 140 Ironwood Phase 3A $ 570 SLID 141 Ironwood Phase 3B $ 570 SLID 142 Ironwood Phase 4A $ 570 SLID 143 Ironwood Phase 4B $ 684 SLID 144 Crosswinds $ 2,167 SLID 145 Sun Cliff III $ 798 SLID 146 Ryland @ Silvercreek $ 3,650 SLID 147 Harbor Shores @ Desert Harbor $ 757 SLID 148 Sun Aire Estates, UNIT 6 $ 1,306 SLID 149 Silverton 2 $ 5,703 SLID 150 Dove Valley Ranch Parcel 6 $ 6,274 SLID 151 Dove Valley Ranch Parcel 3B $ 3,878 SLID 152 Dove Valley Ranch Parcel 3C $ 3,536 SLID 153 Dove Valley Ranch Parcel 3F $ 1,597 SLID 154 Dove Valley Ranch Parcel 2B & 2C $ 1,368 SLID 155 Dove Valley Ranch Parcel 2D $ 3,962 SLID 156 Dove Valley Ranch Parcel 2E $ 2,395 SLID 157 Dove Valley Ranch Parcel 2F $ 1,939 SLID 159 Terramar Parcel 7A $ 1,683 SLID 160 Terramar Parcel 11 $ 1,580 SLID 161 Skyview Place $ 2,442 SLID 162 Arrowhead Shadows $ 2,724 SLID 163 Greystone Heritage @ V.L. $ 1,346 SLID 164 Erin Groves $ 2,912 SLID 166 Bay Pointe Unit Two @ V.L. $ 3,006 SLID 167 Springer Ranch 2 $ 1,393 SLID 171 Greystone II Heritage @ V.L. $ 2,462 SLID 172 Erin Groves 2 $ 1,480 SLID 174 Hunter Field Estates $ 1,815 SLID 176 Twin Palms $ 1,597 SLID 177 Desert Star Subdivision $ 7,795 SLID 179 Westwing Mountain Parcel 1A $ 1,825 SLID 183 Westwing Mountain Parcel 4 $ 342 SLID 184 Westwing Mountain Parcel 5 $ 228 SLID 185 Westwing Mountain Parcel 6 $ 456 SLID 187 Westwing Mountain Parcel 8 $ 1,366 SLID 188 Westwing Mountain Parcel 9 $ 1,597 SLID 189 Westwing Mountain Parcel 10 $ 1,254 SLID 190 Westwing Mountain Parcel 11 $ 1,597 SLID 191 Westwing Mountain Parcel 12 $ 1,482 SLID 195 South Bay Unit 2 @ Ventana Lakes $ 2,281 SLID 197 Sun Cliff V $ 3,317 SLID 198 Fletcher Heights 3A $ 11,891 SLID 199 Fletcher Heights 3B $ 3,518 SLID 201 Central Park Subdivision $ 3,536 SLID 202 Starlight Canyon $ 912 SLID 204 North Ranch $ 3,288 SLID 205 Tuscany Shores - Desert Harbor Parc $ 1,346 SLID 206 West Valley Ranch $ 1,306 SLID 207 Sunset Ranch $ 3,391 SLID 208 Sonoran Mountain Ranch Parcel 1 $ 2,609 SLID 209 Sonoran Mountain Ranch Parcel 2 $ 2,693 SLID 210 Vistancia Village A Par A37 $ 925 SLID 211 Vistancia Village A Par A36 $ 1,262 SLID 212 Vistancia Village A Par A33 $ 1,178 SLID 213 Vistancia Village Par A 32 $ 1,010 SLID 214 Vistancia Village A Par A14 $ 841 SLID 215 Vistancia Village A Par A13 $ 673 SLID 216 Vistancia Village Par A12 $ 1,094 SLID 218 Vistancia Village A Par A10B $ 1,010 SLID 221 Cibola Vista 1B $ 1,298 SLID 222 Cibola Vista 2 $ 2,440 SLID 223 Cibola Vista 3 $ 5,726 SLID 224 Cibola Vista 4 $ 1,935 SLID 225 Cibola Vista 5 $ 3,366 SLID 226 Sonoran Mountain Ranch Parcel 4.1 $ 2,356 SLID 227 Sonoran Mountain Ranch Parcel 4.2 $ 1,767 SLID 228 Sonoran Mountain Ranch Parcel 5 $ 1,683 SLID 229 Sonoran Mountain Ranch Parcel 6 $ 2,693 SLID 230 Sonoran Mountain Ranch Parcel 7 $ 2,861 SLID 231 Sonoran Mountain Ranch Parcel 9A P$ 1,767 SLID 232 Sonoran Mountain Ranch Parcel 9A P$ 1,178 SLID 233 Westwing Ph 2 Par 18 $ 2,041 SLID 234 Westwing Ph 2 Par 19 $ 912 SLID 235 Westwing Ph 2 Par 29 $ 2,965 SLID 236 Westwing Ph 2 Par 15 $ 2,167 SLID 237 Sonoran Mtn Ranch 9b $ 2,567 SLID 238 Casa Del Rey $ 9,174 SLID 239 Westwing Ph 2 Par 21 $ 1,021 SLID 240 Westwing Ph 2 Par 22 $ 1,361 SLID 1000 Sonoran Mountain Ranch Parcel 10 $ 3,955 SLID 1001 Vistancia Village A Parcel A9 $ 1,178 SLID 1002 Fletcher Farms $ 2,104 SLID 1004 Vistancia Village A Parcel G10 $ 673 SLID 1005 Vistancia Phase 2 Parcel A-8 $ 757 SLID 1006 Vistancia Phase 2 Parcel A-15 $ 1,094 437 Projected Description FY2019 SLID 1007 Vistancia North Parcel G-11 $ 504 SLID 1008 Riverstone Estates $ 1,767 SLID 1009 Vistancia Village A Parcel G3 $ 1,430 SLID 1010 Vistancia Parcel A-7 $ 504 SLID 1011 Varney Village $ 252 SLID 1012 Vistancia North Parcel G-4 $ 673 SLID 1013 Vistancia A28 $ 1,851 SLID 1014 Vistancia A29 $ 993 SLID 1016 Sonoran Mountain Ranch Parcel 14 $ 1,935 SLID 1017 Vistancia Parcel G2 $ 1,262 SLID 1018 Park Rose $ 1,973 SLID 1019 Vistancia North G-1 $ 3,327 SLID 1020 Plaza Del Rio Phase I $ 420 SLID 1021 Plaza Del Rio Phase 2 $ 1,010 SLID 1022 Tierra del Rio Parcel 6 $ 11,650 SLID 1023 Tierra Del Rio North - Parcel 28 $ 1,430 SLID 1024 Plaza Del Rio Phase 3 $ 3,949 SLID 1025 Rio Estates $ 696 SLID 1029 Grand Manor $ 2,992 SLID 1030 Tierra Del Rio Parcel 10a $ 2,262 SLID 1031 Tierra del Rio Parcel 9 $ 4,263 SLID 1032 Tierra Del Rio Parcel 13a $ 2,376 SLID 1033 Camino a Lago South, Unit 8 $ 2,104 SLID 1034 Camino a Lago South, Unit 7 $ 1,514 SLID 1035 Tierra Del Rio Parcel 4a $ 4,315 SLID 1038 Camino a Lago South, Unit 5 $ 1,430 SLID 1039 Camino a Lago South, Unit 6 $ 1,680 SLID 1045 Tierra Del Rio Parcel 4B $ 4,748 SLID 1046 Terramar 9B $ 3,771 SLID 1048 Tierra Del Rio Parcel 12 $ 589 SLID 1049 Tierra Del Rio Parcel 11 $ 925 SLID 1050 Sunset Ranch IIA $ 4,334 SLID 1053 The Meadows Parcel 11 $ 8,953 SLID 1054 The Meadows Parcel 12A $ 18,635 SLID 1055 Sunset Ranch IIB $ 5,846 SLID 1056 The Meadows Parcel 12b $ 5,560 SLID 1058 Vistancia Parcel F3 - Phase 1 $ 4,664 SLID 1059 Vistancia Parcel F3 - Phase 2 $ 1,181 SLID 1060 Vistancia Parcel F4 Phase 1 $ 4,778 SLID 1061 Vistancia Parcel F4 Ph2 $ 967 SLID 1062 Vistancia Parcel F4 Phase 3 $ 4,036 SLID 1063 Vistancia Parcel F5 $ 252 SLID 1065 Vistancia Parcel F1 Phase 1 $ 673 SLID 1066 Vistancia North Phase 3 Parcel F1 P $ 650 SLID 1067 The Meadows Parcel 4A $ 6,001 SLID 1068 Sunset Ranch IIC $ 757 SLID 1069 Sunset Ranch IID $ 899 SLID 1070 Sunset Ranch IIE $ 469 SLID 1071 Umbria Estates $ 4,208 SLID 1072 Tierra Del Rio Parcel 1 $ 1,952 SLID 1073 Tierra Del Rio Parcel 13b $ 2,502 SLID 1074 Sunset Ranch IIF $ 168 SLID 1075 Tierra Del Rio Parcel 10B $ 1,608 SLID 1076 Tierra Del Rio Parcel 27 $ 7,730 SLID 1077 Terramar Parcel 10B $ 1,178 SLID 1078 The Meadows Parcel 4B $ 5,234 SLID 1079 Tierra Buena $ 336 SLID 1080 Tierra Del Rio Parcel 23 $ 8,121 SLID 1081 Sunset Ranch IIG $ 5,554 SLID 1082 Sunset Ranch IIH $ 841 SLID 1083 Tierra Buena II $ 3,904 SLID 1084 Tierra Del Rio Parcel 22 $ 12,081 SLID 1085 Peoria Village $ 7,241 SLID 1086 Vistancia Parcel A18 $ 3,148 SLID 1087 Vistancia Parcel A21/A22 $ 6,589 SLID 1088 Lizard Trails $ 4,258 SLID 1089 Tierra Del Rio Parcel 20A & 21A $ 6,043 SLID 1091 Sunrise Vista $ 2,100 SLID 1096 Sierra Ridge Estates $ 6,303 SLID 1097 Terramar Cove $ 2,100 SLID 1101 Tierra Del Rio Parcel 2 $ 11,717 SLID 1102 Tierra Del Rio Parcel 3A $ 8,700 SLID 1103 Tierra Del Rio Parcel 20b $ 3,334 SLID 1109 Sunset Ranch Parcel IIJ $ 4,898 SLID 1110 Trailside At Happy Valley Phase 1 $ 5,972 SLID 1111 Three Olive Park $ 16,769 SLID 1114 The Meadows Parcel 2b $ 3,055 SLID 1115 Trailside At Happy Valley Phase 3 $ 4,028 TOTAL $ 793,155 MID 1 MID 2 MID 3 MID 4 MID 5 MID 6 MID 7 MID 10 MID 69 MID 1025 MID 1044 Cactus Point Crossing Westfield Gardens II Bell Park (Parcel 5) Country Meadows Crystal Cove Westfield Gardens III Sweetwater Place Tierra Norte III Stonebridge Bedford Village 1 Bedford Village 2 $ 8,494 $ 7,841 $ 5,329 $ 6,331 $ 19,198 $ 8,718 $ 12,706 $ 20,464 $ 8,864 $ 3,528 $ 3,826 TOTAL $ 105,299 Schedule 13 - Sources and Uses GENERAL AND OTHER FUNDS SPECIAL REVENUE TRUST AND AGENCY CAPITAL PROJECTS DEBT SERVICE TOTAL Fund Balance 83,646,832 89,832,774 98,493,010 33,509,678 10,500 23,391,716 22,126,519 351,011,029 Total Fund Balance 83,646,832 89,832,774 98,493,010 33,509,678 10,500 23,391,716 22,126,519 351,011,029 Taxes 81,331,529 18,317,454 - - - - 16,803,075 116,452,058 Charges for Service 33,598,340 13,753,000 93,542,316 46,306,193 - - - 187,199,849 Fines & Forfeitures 1,543,495 80,000 - - - - - 1,623,495 Interest Income 770,000 574,338 720,500 286,400 - 119,000 97,095 2,567,333 Intergovernmental Revenue Licenses & Permits 43,958,218 17,645,983 - - 500 - - 61,604,701 3,676,567 - - - - - - 3,676,567 Miscellaneous Income 992,730 38,900 1,720,000 55,000 - 16,848,530 226,590 19,881,750 Rents 717,439 - 2,120,000 - - - - 2,837,439 - - 30,365,136 - - 70,035,185 - 100,400,321 Transfers In 12,477,179 4,118,155 4,692,259 3,133,214 10,000 - 7,524,408 31,955,215 Total Sources 179,065,497 54,527,830 133,160,211 49,780,807 10,500 87,002,715 24,651,168 528,198,728 Personal Services 114,102,774 6,076,126 16,251,908 9,581,528 21,000 - - 146,033,336 Contractual Services 45,274,579 20,391,271 41,590,881 32,059,009 - 1,832,111 45,000 141,192,851 Commodities 5,001,160 947,015 3,448,741 3,802,658 - - - 13,199,574 Capital Outlay 7,793,193 65,963,793 89,207,276 4,503,893 - 103,623,944 - 271,092,099 Debt Service 50,000 - 16,173,947 - - - 25,258,193 41,482,140 Contingency 32,100,000 4,725,000 5,600,000 3,375,000 - 500,000 700,000 47,000,000 Transfers Out 14,547,924 7,969,499 4,003,503 5,434,289 - - - 31,955,215 Total Uses 218,869,630 106,072,704 176,276,256 58,756,377 21,000 105,956,055 26,003,193 691,955,215 Estimated Balance 6/30/19 43,842,699 38,287,900 55,376,965 24,534,108 20,774,494 187,254,542 FUND NAME ENTERPRISE INTERNAL FUNDS SERVICES Fund Balance Sources Bond Proceeds Uses 438 0 4,438,376 439 Actual Expenditures/Expenses** Fund Balance/Net Position at July 1*** Primary Property Tax Levy Secondary Property Tax Levy Estimated Revenues Other than Property Taxes Other Financing Sources Other Financing (Uses) Interfund Transfers In Interfund Transfers (Out) Reduction for Amounts Not Available: 2018 2019 2019 2019 2019 2019 2019 2019 2019 2019 * ** *** Budgeted Expenditures/Expenses 2019 E E D D D D C B B E 98,103,205 136,391,105 7,969,499 4,118,155 0 0 50,409,675 89,832,774 37,573,328 78,595,488 Special Revenue Fund 26,003,193 46,777,687 0 7,524,408 0 0 567,685 16,559,075 22,126,519 27,956,583 28,813,383 Debt Service Fund 105,956,055 110,394,431 0 0 0 86,889,715 113,000 23,391,716 16,457,601 105,425,610 21,000 21,000 0 10,000 0 0 500 10,500 21,000 30,600 $ $ $ 660,000,000 847,254,542 0 0 0 0 31,955,215 31,955,215 0 117,254,851 358,253,820 16,559,075 4,175,767 351,011,029 377,077,470 590,000,000 Total All Funds Includes Expenditure/Expense Adjustments Approved in thecurrent year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 660,000,000 660,000,000 590,000,000 590,000,000 $ $ 2019 660,000,000 53,322,088 77,856,196 5,434,289 3,133,214 0 0 46,647,593 33,509,678 46,399,471 51,119,665 2018 590,000,000 $ 172,272,753 227,649,718 4,003,503 4,692,259 0 30,365,136 98,102,816 98,493,010 95,122,729 141,888,816 Capital Projects Enterprise Funds Internal Service Fund Permanent Fund Available Funds EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation 204,321,706 248,164,405 14,547,924 12,477,179 0 0 162,412,551 4,175,767 83,646,832 153,546,758 184,126,438 General Fund FUNDS The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. Total Financial Resources Available 2019 LESS: Amounts for Future Debt Retirement: Adopted/Adjusted Budgeted Expenditures/Expenses* 2018 Fiscal Year S c h Schedule 14 - Auditor General Schedule A Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2019 Schedule 15 - Auditor General Schedule B Tax Levy and Tax Rate Information Fiscal Year 2019 2018 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2019 5,236,306 $ 5,648,804 2,546,357 16,752,346 19,298,703 $ 4,175,767 16,559,075 20,734,842 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ $ $ 2,419,039 127,318 2,546,357 15,914,729 837,617 16,752,346 19,298,703 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.1900 0.2900 (2) Secondary property tax rate 1.2500 1.1500 (3) Total city/town tax rate 1.4400 1.4400 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating two special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 440 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 GENERAL FUND Local taxes General Half-Cent Sales Tax $ 51,372,025 20,838,765 Licenses and permits General $ 53,112,500 21,741,666 $ 54,802,370 22,353,392 3,991,558 3,987,509 3,676,567 Intergovernmental General Economic Development Reserve 45,358,653 43,163,257 43,958,218 Charges for services General Half-Cent Sales Tax 30,244,379 30,137,287 33,598,340 1,536,380 1,536,380 1,543,495 265,000 70,000 20,000 15,000 480,000 30,000 35,000 15,000 580,000 150,000 30,000 10,000 1,714,633 1,495,974 14,369 1,710,169 Fines and forfeits General Interest on investments General Half-Cent Sales Tax Economic Development Reserve Municipal Office Complex Reserve In-lieu property taxes Contributions Miscellaneous General Half-Cent Sales Tax Economic Development Reserve Total General Fund $ 155,426,393 $ 155,748,942 $ 162,412,551 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 441 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 SPECIAL REVENUE FUNDS Streets Fund $ 14,641,732 $ 14,976,879 $ 14,925,119 $ 14,641,732 $ 14,976,879 $ 14,925,119 $ 1,009,000 $ 717,500 $ 737,725 $ 1,009,000 $ 717,500 $ 737,725 $ 829,728 115,553 $ 829,253 115,553 $ 793,205 105,299 $ 945,281 $ 944,806 $ 898,504 $ 8,156,903 $ 10,074,992 $ 13,163,288 $ 8,156,903 $ 10,074,992 $ 13,163,288 $ 8,309,039 $ 3,792,131 $ 7,066,739 $ 8,309,039 $ 3,792,131 $ 7,066,739 $ 12,659,677 $ 13,280,211 $ 13,618,300 $ 12,659,677 $ 13,280,211 $ 13,618,300 Total Special Revenue Funds $ 45,721,632 $ 43,786,519 $ 50,409,675 Transit Fund Street Light Improvement District Fund Maintenance Improvement District Fund Development Fee Funds Grant & Other Funds Transportation Sales Tax Fund * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 442 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 DEBT SERVICE FUNDS Municipal District Authority Fund General Obligations Bonds Fund Improvement District Funds Sustainability Projects Fund $ 15,000 $ 60,000 $ 30,000 $ 15,000 $ 60,000 $ 30,000 $ 155,000 $ 211,276 $ 311,095 $ 155,000 $ 211,276 $ 311,095 $ $ 8,909 $ $ $ 8,909 $ $ $ $ 226,590 $ $ $ 226,590 Total Debt Service Funds $ 170,000 $ 280,185 $ 567,685 $ 60,000 $ 115,238 $ 28,000 $ 60,000 $ 115,238 $ 28,000 CAPITAL PROJECTS FUNDS General Obligation Bonds Funds Strategic Capital Projects Fund Streets Capital Project Fund $ $ $ $ $ $ $ 400 $ 725,928 $ 5,000 $ 400 $ 725,928 $ 5,000 $ 80,000 $ 2,020,447 $ 80,000 $ 80,000 $ 2,020,447 $ 80,000 Total Capital Projects Funds $ 140,400 $ 2,861,613 $ 113,000 CIP Capital Projects Fund * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 443 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 PERMANENT FUNDS Volunteer Firefighter's Pension Fund $ 30,700 $ 700 $ 500 $ 30,700 $ 700 $ 500 Total Permanent Funds $ 30,700 $ 700 $ 500 $ 44,437,135 171,057 4,642,000 $ 46,872,035 183,557 4,390,400 $ 47,892,470 210,996 5,654,984 $ 49,250,192 $ 51,445,992 $ 53,758,450 Wastewater Fund $ Wastewater Replacement and Reserve Fund Wastewater Expansion and Improvement Districts 22,608,752 181,661 1,269,400 $ 22,655,252 197,161 1,191,000 $ 23,606,875 209,626 1,456,000 $ 24,059,813 $ 24,043,413 $ 25,272,501 $ 905,000 $ 914,100 $ 928,600 $ 905,000 $ 914,100 $ 928,600 $ 10,150,506 2,096,550 1,358,747 40,800 13,646,603 $ 10,044,000 2,237,450 1,295,847 44,000 13,621,297 $ 10,738,250 2,308,400 1,433,776 45,000 14,525,426 $ 3,250,000 360,004 $ 3,015,000 330,404 $ 3,242,000 375,839 $ 3,610,004 $ 3,345,404 $ 3,617,839 Total Enterprise Funds $ 91,471,612 $ 93,370,206 $ 98,102,816 ENTERPRISE FUNDS Water Fund Water Replacement and Reserve Fund Water Expansion and Improvement Districts Water Infrastructre Finance Auth. Loan Storm Water Drainage System Fund Residential Sanitation Fund Commercial Sanitation Fund Sanitation Reserve Fund Solid Waste Expansion Fund $ Sports Complex Ops/Maintenance Fund Sports Complex Equipment Reserve Fund $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 444 Schedule 16 - Auditor General Schedule C Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 INTERNAL SERVICE FUNDS Fleet Maintenance Fund Fleet Reserve Fund Streets/Transit Equipment Reserve $ 10,842,324 1,945,125 386,706 $ 10,843,229 1,945,125 386,706 $ 5,357,182 1,993,201 398,717 $ 13,174,155 $ 13,175,060 $ 7,749,100 $ 2,698,375 2,048,536 16,968,687 $ 3,027,656 2,101,600 16,384,843 $ 2,682,064 2,070,361 17,883,800 $ 21,715,598 $ 21,514,099 $ 22,636,225 $ 6,310,598 $ 6,311,553 $ 6,108,240 $ 6,310,598 $ 6,311,553 $ 6,108,240 $ 9,423,285 760,831 $ 9,435,467 772,335 $ 9,394,018 760,010 $ 10,184,116 $ 10,207,802 $ 10,154,028 Total Internal Service Funds $ 51,384,467 $ 51,208,514 $ 46,647,593 TOTAL ALL FUNDS $ 344,345,204 $ 347,256,679 $ 358,253,820 Insurance Reserve Fund Workers Compensation Self Insurance Health Self Insurance Facilities Maintenance Fund Information Technology Fund Information Technology Reserve Fund * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 445 Schedule 17 - Auditor General Schedule D Other Financing Sources/ and Interfund Transfers Fiscal Year 2019 OTHER FINANCING 2019 SOURCES FUND GENERAL FUND General Fund Half Cent Sales Tax Fund INTERFUND TRANSFERS 2019 IN $ $ $ 12,477,179 $ 925,516 13,622,408 Total General Fund $ $ $ 12,477,179 $ 14,547,924 $ $ 793,155 3,325,000 $ $ $ 4,118,155 $ 2,817 2,298 6,847,374 793,155 105,299 168,479 50,000 77 7,969,499 $ $ $ 3,166,176 493,400 3,864,832 $ Total Debt Service Funds $ $ $ 7,524,408 $ SPECIAL REVENUE FUNDS Streets Fund $ Transit Fund Transportation Sales Tax Fund Street Light Improvement Districts Fund Maintenance Improvement Districts Fund Arts Commission Capital Fund Municipal Court Allocation Fund Adult Day Fund Total Special Revenue Funds $ DEBT SERVICE FUNDS MDA Debt Service Sustainability Projects Non-GO Bond Debt CAPITAL PROJECTS FUNDS Proposed G.O. Bonds Future Issue Proposed MDA Bonds Capital Projects - Outside Sources Energy Efficiency Project $ 44,092,223 25,000,000 16,854,530 942,962 $ $ $ Total Capital Projects Funds $ 86,889,715 $ $ $ $ $ $ 10,000 $ Total Permanent Funds $ $ $ 10,000 $ $ $ PERMANENT FUNDS Firemen's Pension Trust ENTERPRISE FUNDS Water Infrastructure Financing Authority Sports Complex Fund Sports Complex Equipment Reserve Wastewater Fund Wastewater Equipment Reserve Water Equipment Reserve Water Fund Water Resources Fund $ 30,365,136 $ 2,000,000 30,000 31,003 405,169 48,000 35,000 2,579,259 446 2,865,455 700,525 Schedule 17 - Auditor General Schedule D Other Financing Sources/ and Interfund Transfers Fiscal Year 2019 OTHER FINANCING 2019 SOURCES FUND Storm Water Drainage System Fund Commercial Solid Waste Fund Solid Waste Equipment Reserve Residential Solid Waste Fund 849 Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet Services Fleet Reserve Streets/Transit Equipment Reserve Insurance Reserve Fund Workmans Comp Self Insurance Information Technology Fund Information Technology Reserve Fund Information Technology Project Fund Facilities Maintenance Fund INTERFUND TRANSFERS 2019 IN 309 193 30,365,136 $ $ $ $ 4,692,259 $ 4,003,503 $ 144,810 396,904 4,500,077 500,000 1,187,008 836,302 213,000 754,243 35,159 Total Internal Service Funds $ TOTAL ALL FUNDS $ $ 117,254,851 447 $ $ 3,133,214 $ 5,434,289 $ $ 31,955,215 $ 31,955,215 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2019 FUND/DEPARTMENT GENERAL FUND City Attorney $ City Clerk Community Services Development and Engineering Economic Development Services Finance Finance Utilities Fire-Medical Human Resources Leadership and Management Mayor and Council Municipal Court Non-Departmental Office of Communications Parks, Recreation and Library Planning and Community Developme Police Public Works Non-Departmental-Other Economic Development Services - H Non-Departmental - Other Reserves Total General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 3,376,223 918,624 11,263,312 7,836,108 2,075,271 5,912,177 5,096,135 32,390,086 3,392,258 3,395,012 734,412 2,052,320 27,428,354 1,486,494 16,781,972 2,281,093 45,104,187 626,009 12,020,771 4,856,239 721,022 189,748,079 SPECIAL REVENUE FUNDS Streets-Development and Engine $ Streets-Public Works Transportation Sales Tax Fund-NonDevelopment Fee Funds-Non-Depar Home and Housing Grants-Planning Transit-Public Works Attorney Grants-City Attorney Attorney Grants-Police Public Safety Grants-Fire-Medical Public Safety Grants-Police Other Grants-Community Services Other Grants-Human Resources Other Grants-Municipal Court Other Grants-Non-Departmental Other Grants-Planning and Commun Other Grants-Public Works Community Service Grants-Commun Total Special Revenue Funds $ 497,935 80,502,053 DEBT SERVICE FUNDS General Obligation Bonds-Non-D $ MDA Bonds-Non-Departmental Improvement Districts-Non-Departme Total Debt Service Funds $ CAPITAL PROJECTS FUNDS General Obligation Bonds-Non-D $ MDA Bonds-Non-Departmental Capital Projects - Streets/Economic D 1,407,303 21,155,015 25,312,014 20,957,101 329,104 2,933,337 18,261 5,001 2,000 849,991 2,125,104 12,969 214,081 3,000,000 1,682,837 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 $ ACTUAL EXPENDITURES/ EXPENSES* 2018 $ 10,000 115,579 83,796 104,175 10,650 77,500 76,273 48,330 (8,580,753) 122,152 109,704 1,588,513 (48,760) 661,200 (5,621,641) $ $ $ $ (93,467) (2,240,889) 685,117 145,000 114,481 805,853 3,492 3,477,531 928,624 11,348,581 7,833,673 2,119,109 5,844,840 5,133,461 32,043,513 3,440,588 3,384,055 717,137 2,011,620 4,015,572 1,346,148 16,874,565 1,546,803 45,119,184 626,009 4,657,768 300,364 777,613 153,546,758 $ 1,399,953 13,455,892 6,044,027 9,337,750 180,469 2,978,337 4,261 $ $ 44,270 1,007,637 1,335,816 8,669 214,081 (1,372,578) 3,426 43,000 $ (1,906,565) $ 18,005,824 8,510,733 2,296,826 28,813,383 $ $ $ 44,660,048 25,250,000 16,027,465 $ 448 BUDGETED EXPENDITURES/ EXPENSES 2019 1,021,231 43,000 497,935 37,573,328 3,369,069 1,162,564 10,841,834 7,990,720 1,564,038 5,669,359 5,590,927 36,402,598 3,511,978 3,892,099 797,530 2,125,190 30,588,651 1,585,670 17,599,277 1,965,532 48,372,423 651,393 14,019,119 5,179,226 1,442,509 204,321,706 1,419,507 26,787,833 33,899,637 22,517,259 349,993 5,065,753 18,275 771,007 1,788,128 8,000 177,254 3,000,000 1,660,664 $ 639,895 98,103,205 $ 17,559,516 8,443,677 $ 17,505,824 8,153,933 2,296,826 27,956,583 $ 26,003,193 (998,462) $ 5,164,304 (431,712) 8,177,183 4,221,342 2,720,588 $ 46,307,006 25,942,962 16,357,557 Schedule 18 - Auditor General Schedule E Expenditures/Expenses by Fund Fiscal Year 2019 FUND/DEPARTMENT Outside Source Fund-Non-Departme Total Capital Projects Funds $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 ACTUAL EXPENDITURES/ EXPENSES* 2018 BUDGETED EXPENDITURES/ EXPENSES 2019 12,334,147 3,419,820 1,338,488 17,348,530 98,271,660 $ $ 16,457,601 $ 105,956,055 $ 30,600 $ $ 21,000 $ 21,000 Total Permanent Funds $ 30,600 $ $ 21,000 $ 21,000 ENTERPRISE FUNDS Water-Utilities $ Water Replacement & Reserves-Pub Water Replacement & Reserves-Util Water Expansion-Utilities Water Bonds-Utilities Wastewater-Utilities Wastewater Replacement & Reserve Wastewater Expansion-Utilities Residential Solid Waste-Public Work Commercial Solid Waste-Public Wor Solid Waste Reserves-Public Works Solid Waste Reserves-Utilities Solid Waste Expansion-Public Works Sports Complex Operations/Mainten Sports Complex Equipment Reserve 57,755,543 1,067,300 190,000 17,904,806 8,851,525 30,909,537 187,000 2,866,514 11,062,293 2,516,534 1,678,048 10,000 960,000 5,534,247 501,750 $ $ 44,250,187 1,010,318 40,000 1,542,952 736,406 23,854,623 114,500 2,289,253 10,762,293 2,416,534 1,633,048 $ 60,449,323 1,085,972 328,000 22,961,573 29,759,610 30,369,280 221,000 3,809,823 11,676,107 2,552,366 1,788,154 Total Enterprise Funds $ 141,995,097 $ 5,471,912 2,172,560 4,613,882 20,127,367 6,330,454 10,559,022 1,135,731 228,200 $ 50,639,128 590,000,000 $ $ PERMANENT FUNDS Fireman's Pension-Fire-Medical INTERNAL SERVICE FUNDS Fleet Maintenance-Public Works $ Fleet Reserve-Public Works Insurance Reserve-City Attorney Insurance Reserve-Human Resource Facilities Maintenance-Public Works Information Technology-Information T Information Technology Reserve-Info Information Technology Projects-Info Total Internal Service Funds $ TOTAL ALL FUNDS $ 7,153,950 1,609,762 833,755 (2,533,324) (587,236) 40,500 494,644 (160,000) 160,000 35,618 820,000 5,340,247 312,368 (106,281) $ 95,122,729 $ 172,272,753 $ 4,967,252 1,648,820 2,956,333 18,825,778 6,323,454 10,556,468 985,731 135,635 $ 5,262,372 3,317,604 4,613,110 21,233,810 6,269,637 10,447,719 1,279,202 898,634 $ $ 46,399,471 377,077,470 $ $ 53,322,088 660,000,000 (185,500) 25,742 47,226 593,069 480,537 1,035,000 5,685,795 550,750 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 449 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2019 DEPARTMENT/FUND City Attorney General Fund Attorney Grants Insurance Reserve ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 3,376,223 18,261 4,613,882 $ 8,008,366 $ $ 918,624 Department Total $ ACTUAL EXPENDITURES/ EXPENSES* 2018 BUDGETED EXPENDITURES/ EXPENSES 2019 $ 3,477,531 4,261 2,956,333 $ 3,369,069 18,275 4,613,110 25,742 $ 6,438,125 $ 8,000,454 $ 10,000 $ 928,624 $ 1,162,564 918,624 $ 10,000 $ 928,624 $ 1,162,564 $ 11,263,312 2,125,104 497,935 $ 115,579 3,492 $ 11,348,581 1,335,816 497,935 $ 10,841,834 1,788,128 639,895 Department Total $ 13,886,351 $ 119,071 $ 13,182,332 $ 13,269,857 Development and Engineering General Fund $ Streets 7,836,108 1,407,303 $ 83,796 $ 7,833,673 1,399,953 $ 7,990,720 1,419,507 Department Total $ 9,243,411 $ 83,796 $ 9,233,626 $ 9,410,227 2,075,271 4,856,239 $ 104,175 $ (48,760) 2,119,109 300,364 $ 1,564,038 5,179,226 6,931,510 $ 55,415 2,419,473 $ 6,743,264 Department Total $ City Clerk General Fund Community Services General Fund Other Grants Community Service Grants Economic Development Services General Fund $ Other Reserve Funds Department Total $ Finance General Fund 25,742 $ $ 5,912,177 $ 10,650 $ 5,844,840 $ 5,669,359 Department Total $ 5,912,177 $ 10,650 $ 5,844,840 $ 5,669,359 $ 5,096,135 $ 77,500 $ 5,133,461 $ 5,590,927 Department Total $ 5,096,135 $ 77,500 $ 5,133,461 $ 5,590,927 32,390,086 2,000 30,600 $ 76,273 114,481 $ 32,043,513 44,270 21,000 $ 36,402,598 32,422,686 $ 190,754 $ 32,108,783 $ 36,423,598 $ 3,392,258 12,969 20,127,367 $ 48,330 $ 3,440,588 8,669 18,825,779 $ 3,511,978 8,000 21,233,810 Department Total $ 23,532,594 $ 48,330 $ 22,275,036 $ 24,753,788 Information Technology Information Technology $ Information Technology Reserve Information Technology Projects 10,559,022 1,135,731 228,200 $ 47,226 $ 10,556,468 985,731 135,635 $ 10,447,719 1,279,202 898,634 Department Total $ 11,922,953 $ $ 11,677,834 $ 12,625,555 Leadership and Management General Fund $ 3,395,012 $ $ 3,384,055 $ 3,892,099 Department Total $ 3,395,012 $ $ 3,384,055 $ 3,892,099 Finance Utilities General Fund Fire-Medical General Fund Public Safety Grants Fireman's Pension $ Department Total $ Human Resources General Fund Other Grants Insurance Reserve Mayor and Council General Fund 593,069 640,295 21,000 $ 734,412 $ $ 717,137 $ 797,530 Department Total $ 734,412 $ $ 717,137 $ 797,530 $ 2,052,320 214,081 $ $ 2,011,620 214,081 $ 2,125,190 177,254 Department Total $ 2,266,401 $ $ 2,225,701 $ 2,302,444 Municipal Court General Fund Other Grants 450 Schedule 19 - Auditor General Schedule F Expenditures/Expenses by Department Fiscal Year 2019 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 DEPARTMENT/FUND Non-Departmental General Fund $ Half Cent Sales Tax Fund Other Reserve Funds Transportation Sales Tax Fund Development Fee Funds Other Grants General Obligation Bonds MDA Bonds Capital Projects - Streets/Econo Outside Source Fund General Obligation Bonds Other Bonds Improvement Districts Department Total $ Office of Communications General Fund EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 27,428,354 12,020,771 721,022 25,312,014 20,957,101 3,000,000 44,660,048 25,250,000 16,027,465 12,334,147 18,005,824 8,510,733 2,296,826 216,524,305 $ $ $ 1,486,494 (2,105,440) $ 8,177,183 4,221,342 2,720,588 1,338,488 17,505,824 8,153,933 2,296,826 69,246,914 30,588,651 14,019,119 1,442,509 33,899,637 22,517,259 3,000,000 46,307,006 25,942,962 16,357,557 17,348,530 17,559,516 8,443,677 $ 237,426,423 $ $ 1,346,148 $ 1,585,670 $ 1,346,148 $ 1,585,670 $ 16,874,565 5,340,247 312,368 $ 17,599,277 5,685,795 550,750 $ 22,527,180 $ 23,835,822 $ 1,546,803 180,469 1,021,231 $ 1,965,532 349,993 1,660,664 Department Total $ 1,486,494 $ 16,781,972 5,534,247 501,750 $ Department Total $ 22,817,969 $ Department Total $ Police General Fund Attorney Grants Public Safety Grants $ (8,580,753) $ 1,588,513 661,200 (2,240,889) 685,117 (1,372,578) (998,462) 5,164,304 (431,712) 3,419,820 122,152 35,618 157,770 $ 3,426 4,015,572 4,657,768 777,613 6,044,027 9,337,750 BUDGETED EXPENDITURES/ EXPENSES 2019 $ Parks, Recreation and Library General Fund $ Sports Complex Operations/Mai Sports Complex Equipment Res Planning and Community Development General Fund $ 2,281,093 Home and Housing Grants 329,104 Other Grants 1,682,837 ACTUAL EXPENDITURES/ EXPENSES* 2018 4,293,034 $ 3,426 $ 2,748,503 $ 3,976,189 45,104,187 5,001 849,991 $ 109,704 $ 45,119,184 $ 48,372,423 805,853 Department Total $ 45,959,179 $ Public Works General Fund $ Streets Transit Water Replacement & Reserves Residential Solid Waste Commercial Solid Waste Solid Waste Reserves Solid Waste Expansion Fleet Maintenance Fleet Reserve Facilities Maintenance 626,009 21,155,015 2,933,337 1,067,300 11,062,293 2,516,534 1,678,048 960,000 5,471,912 2,172,560 6,330,454 $ Department Total $ 55,973,462 Utilities Other Grants $ Water Water Replacement & Reserves Water Expansion Water Bonds Wastewater Wastewater Replacement & Res Wastewater Expansion Solid Waste Reserves 57,755,543 190,000 17,904,806 8,851,525 30,909,537 187,000 2,866,514 10,000 Department Total $ Department Total $ 118,674,925 590,000,000 915,557 1,007,637 771,007 $ 46,126,821 $ 49,143,430 $ 626,009 13,455,892 2,978,337 1,010,318 10,762,293 2,416,534 1,633,048 820,000 4,967,252 1,648,820 6,323,454 $ 651,393 26,787,833 5,065,753 1,085,972 11,676,107 2,552,366 1,788,154 1,035,000 5,262,372 3,317,604 6,269,637 $ (133,968) $ 46,641,957 $ 65,492,191 $ 43,000 1,609,762 43,000 44,250,187 40,000 1,542,952 736,406 23,854,623 114,500 2,289,253 $ 72,870,920 377,077,470 $ $ (93,468) 145,000 (160,000) 160,000 (185,500) $ 833,755 (2,533,324) (587,236) 40,500 494,644 $ $ (98,900) $ $ 451 60,449,323 328,000 22,961,573 29,759,610 30,369,280 221,000 3,809,823 147,898,609 660,000,000 452 97 1,249 TOTAL ALL FUNDS 14 2 38 42 1 176 Total Internal Service Fund INTERNAL SERVICE FUND Fleet Maintenance Insurance Reserve Public Works-Facilities Information Technology Percent for the Arts Total Enterprise Funds ENTERPRISE FUNDS Sports Complex Water Utility Wastewater Utility Commercial Solid Waste Residential Solid Waste Storm Water Drainage System Total Permanent Funds PERMANENT FUNDS Total Capital Projects Funds CAPITAL PROJECTS FUNDS Total Debt Service Funds 19 62 34 8 50 4 64 Total Special Revenue Funds DEBT SERVICE FUNDS 45 1 10 7 1 1 912 SPECIAL REVENUE FUNDS Streets Community Development Block Gran Transit Adult Day Program Victims of Crime Act Municipal Court Enhancement Fd GENERAL FUND FUND Full-Time Equivalent (FTE) 2019 $ $ $ $ $ $ $ $ $ $ $ $ $ 97,583,964 6,879,215 874,628 130,110 2,100,398 3,719,609 54,470 11,269,004 1,451,178 4,408,078 2,176,168 415,401 2,585,140 233,039 4,025,101 2,896,507 70,326 512,725 391,633 38,949 114,961 75,410,644 Employee Salaries and Hourly Costs 2019 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 21,027,909 868,291 109,076 16,132 265,512 470,754 6,817 1,408,012 165,173 563,904 271,900 51,818 325,208 30,009 486,348 366,993 9,508 65,749 39,112 4,986 18,265,258 Retirement Costs 2019 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 17,199,101 1,232,595 170,044 26,058 486,301 543,208 6,984 2,392,354 226,537 857,140 447,039 122,599 676,463 62,576 873,110 649,180 16,111 80,764 85,136 12,454 29,465 12,701,042 Healthcare Costs 2019 Schedule 20 - Auditor General Schedule G Full-Time Employees and Personnel Compensation Fiscal Year 2019 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 9,236,466 606,182 90,428 10,033 207,131 294,386 4,204 1,182,538 131,142 432,361 233,019 54,730 306,784 24,502 440,724 334,442 5,650 53,567 33,570 4,625 8,870 7,007,022 Other Benefit Costs 2019 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 145,047,440 9,586,283 1,244,176 182,333 3,059,342 5,027,957 72,475 16,251,908 1,974,030 6,261,483 3,128,126 644,548 3,893,595 350,126 5,825,283 4,247,122 101,595 712,805 549,451 61,014 153,296 113,383,966 Total Estimated Personnel Compensation 2019 Appendix Appendix 453 454 City of Peoria FY 2019 Annual Program Budget Appendix Glossary This is a guide to assist the public and our employees in understanding the terms and definitions used in the City of Peoria budget process and in this document. In addition, a section has been included at the end of the glossary for abbreviations or acronyms which appear in this document. ACCRUAL: A liability resulting from an expense for which no invoice or other official document is available yet. (Also called an Accrued Expense). ADOPTED BUDGET: Formal action by the City Council that sets the spending limits for the fiscal year. APPROPRIATION: An authorization made by City Council which permits the City to incur obligations and to make expenditures of resources. APPROVED BUDGET: The current budget given for any division that has transfers into or out of the division from the original budget adopted by City Council on July 1st. ARBITRAGE: For tax-exempt bond purposes, is the ability to obtain tax-exempt proceeds and invest those funds in higher yielding taxable securities, resulting in a profit to the issuer. It is the difference, or gain, earned from investing low yielding, tax-exempt bond proceeds in higher yielding taxable securities. The City is subject to regulations regarding arbitrage. ASSESSED VALUATION: A value that is established for real and personal property for use as a basis for levying property taxes. Property values are established by the County Assessor. BALANCED BUDGET: A budget that contains ongoing revenues equal to the ongoing expenditures of the City. In addition, the balanced budget will not include one-time (non-recurring) sources to fund continuing (recurring) uses, postpone expenditures, or use external borrowing for operational requirements. 455 BASE BUDGET: Maintaining current service levels. Changes in demand or activity levels may create the need for additional resources or free up resources for other purposes. BOND: A long-term debt or promise to pay. It is a promise to repay a specified sum of money, called the face value or principal amount, at a specified date in the future, called the maturity date, along with periodic interest at a specific rate. Bonds are primarily used to finance capital projects. BUDGET: An official statement from a government about how much it plans to spend during a particular period of time and how it will pay for the expenses. BUDGET AMENDMENT: A change of budget appropriation between expenditure accounts that is different from the original adopted budget. A budget amendment does not change the legal spending limit adopted by City Council. BUDGET MESSAGE: The opening section of the budget which provides the City Council and the public with a general summary of the important aspects of the budget and budget policies, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming fiscal year. BUDGETARY CONTROL: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. City of Peoria FY 2019 Annual Program Budget Appendix CAFR – Comprehensive Annual Financial Report: The official annual report of the City. The CAFR represents management’s report to its governing body, constituents, legislative and oversight bodies, and investors and creditors. CAPITAL IMPROVEMENT PROGRAM BUDGET: The appropriation of bonds or operating revenue for improvements to city facilities, including buildings, streets, water and sewer lines, and parks. CAPITAL OUTLAY: Expenditures which result in the acquisition of or addition to fixed assets. DEBT SERVICE FUND REQUIREMENTS: The amounts of revenue which must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. DEPARTMENT: A major administrative division of the City which indicates overall management responsibility for an operation or group of related operations within a functional area. DEPRECIATION: An accounting transaction which spreads the purchase cost of an asset across its useful life. CAPITAL PROJECT: Any project having assets of significant value and having a useful life of five years or more. Capital projects include the purchase of land for design, engineering and construction of building and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. DIVISION: A functional unit of a department. CAPITAL PROJECT CARRYOVER: An approved capital project that was not completed in the previous fiscal year and therefore was budgeted again in the current fiscal year in order to finish the project. ESTIMATED REVENUE: The amount of projected revenue to be collected during the fiscal year. CARRYOVER: An approved budget expenditure from prior year revenues that was not purchased and is budgeted again in the current year. COMMODITIES: Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. COMMUNITY FACILITIES DISTRICT (CFD): A separate entity established by a local government agency which allows for financing of public improvements and services. CONTINGENCY FUND: A budgetary reserve set aside for emergency or unanticipated expenditures and/or revenue shortfalls. The City Council must approve all contingency expenditures. DEBT SERVICE: The payment of principal, interest and agent fees on borrowed funds such as bonds. 456 ENCUMBRANCE: The formal accounting recognition of committed funds to be set aside for a future expenditure. For budgetary purposes, encumbrances are considered expenditures. EXPENDITURE: This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. EXPENDITURE LIMITATION: The Arizona State Legislature imposed constitutional amendment which limits the annual expenditures of all municipalities. The limit is set by the Economic Estimates Commission based on population growth and inflation. All municipalities have the option of Home Rule where the voters approve a four-year expenditure limit based on revenues received. FIXED ASSETS: Assets of a long-term character which are intended to continue to be in use or kept for more than five years and of monetary value greater than $1,000, such as land, buildings, machinery, furniture and other equipment. FULL-TIME EQUIVALENT (FTE): A part-time position converted to the decimal equivalent of a fulltime position based on the percentage of 2,080 hours per year. City of Peoria FY 2019 Annual Program Budget Appendix FUND: A set of inter-related accounts to record revenues and expenditures associated with a specific purpose. The City of Peoria, in general, has six types of funds: GRANT: A contribution by the state or federal government or other agency to support a particular function such as special community programs and community development. General Fund: A general purpose fund supported by taxes, fees and other non-enterprise revenues. IMPACT FEES: The fees charged to offset the cost of city improvements that are required due to growthrelated development. Enterprise Funds: Designed to be self-sustaining through fees collected, e.g. Water, Solid Waste, etc. Special Revenue Funds: Supported through grants, or in the case of the Streets Fund, which is supported through Highway User Revenues. Internal Service Funds: Used for tracking charges for services paid by City departments to the service providing department such as Fleet Services. Bond Funds: Primarily used for Capital Projects. Debt Service Fund: Primarily used to track principal and interest payments, most commonly for bonds. FUND BALANCE: The difference between fund assets and fund liabilities remaining at year-end. For budgetary purposes, this represents the sum of unanticipated or over-realized revenues and unspent appropriations or reserves at the end of the year. GENERAL OBLIGATION BONDS: Bonds that finance a variety of public projects such as streets, building and improvements. The repayment of these bonds is usually made from secondary property tax revenues. GENERAL PLAN: A plan approved by City Council that provides the fundamental policy direction and guidance on development decisions in the City. The General Plan is the “constitution” for growth and development in the community. GOVERNMENT FUNDS: Refers to the use of Fund Accounting in which funds are set up for specific sources of revenues. Its main purpose is stewardship of financial resources received and expended in compliance with legal or other requirements. 457 IMPROVEMENT DISTRICTS: A legal district formed when certain property owners will benefit more than the general public from a project or an improvement to the area. A majority of the property owners within the proposed Improvement District must approve the formation of the district and the amount of indebtedness. INTERNAL SERVICE FUNDS: A group of funds that account for services provided to other divisions and departments within the City government. MARGIN OF SAFETY: The difference between the expected (or actual) sales level and the break-even sales level. MUNICIPAL DEVELOPMENT AUTHORITY: A corporation which issues bonds for city approved projects to which the city pays the annual debt service under a lease-purchase or loan agreement. OBJECTIVES: A statement of specific measurable outcomes which contribute toward accomplishing the departmental goal. OPERATING BUDGET: A budget for the day-today costs (salaries, utilities, supplies, operating capital, etc.) of delivering City services. OPERATIONAL IMPACTS: The expenses associated to a project that will continue on an ongoing basis after the project is complete. PAY AS YOU GO CAPITAL: Funding of a capital project with existing cash reserves or with revenues that will be recognized the same year as the project is undertaken. City of Peoria FY 2019 Annual Program Budget Appendix PERFORMANCE MANAGEMENT: A resultsoriented system that allows local governments to: set appropriate targets and assess whether they are being met; distinguish success from failure; highlight accomplishments; and demonstrate results to win support. PROGRAM: A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the City is responsible. Many times this is also referred to as a division. SINKING FUND: A means of repaying funds that were borrowed through a bond issue. The issuer makes periodic payments to a trustee who retires part of the issue by purchasing the bonds in the open market. STANDARDS: The measures which serve as benchmarks to assess how well programs are operating. STATE-SHARED REVENUES: The portion of revenues collected by the State of Arizona that are allocated to cities and towns based primarily on U.S. Census population figures. PROPERTY TAX: The total property tax levied by a municipality on the assessed value of all property within the City limits. In Arizona, the tax system is divided into two separate types: TRANSFER: An interfund transaction, whereby one fund makes a contribution or donation to another fund for various purposes. Primary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the everyday operations and maintenance. USER CHARGES: The fee charged for the direct receipt of a public service to the party or parties who benefit from the service. Secondary Property Tax: The tax levied by an Arizona municipality for the purpose of funding the repayment of its General Obligation Bond indebtedness. WORKING CAPITAL: A financial metric which represents the amount of day-to-day operating liquidity available. Also known as operating capital, it is calculated as current assets minus current liabilities. PROPERTY TAX LEVY: The total amount that can be raised by general property taxes for the purposes specified in the Tax Levy Ordinance. PROPERTY TAX RATE: The amount of tax stated in terms of a unit of the tax base expressed as dollars per $100 of assessed valuation. REVENUE: The income of a government from all sources appropriated for the payment of the public expenses. REVISED SERVICE LEVEL: Reflects budgetary requirements needed to increase or decrease service levels, implement or eliminate new programs or activities. 458 City of Peoria FY 2019 Annual Program Budget Appendix Acronyms HURF: Highway User Revenue Fund HOA: Homeowners Association IAEI: International Association of Electrical Inspectors IAPMO: International Association of Plumbing & Mechanical Officials ICMA: International City Manager’s Association IFMA: International Facility Manager’s Association IMSA: International Municipal Sign Association ISO: Insurance Service Organization IT: Information Technology ITE: Institute of Transportation Engineers LEED: Leading Through Education & Environmental Design MAG: Maricopa Association of Governments MAG WQA: Maricopa Association of Governments Water Quality Advisory Group MDA: Municipal Development Authority MOC: Municipal Office Complex MOU: Memorandum of Understanding MSCA: Municipal Sports Complex Authority NFPA: National Fire Protection Association NPDES: National Pollution Discharge Elimination System NSPE: National Society for Professional Engineers NUSA: Neighborhood U.S.A. OSHA: Occupational Safety & Health Association RPTA: Regional Public Transit Authority SWPRA: Southwest Public Recycling Association TIS: Transportation Infrastructure and Services WRAG: Water Resources Advisory Group WWTP: Wastewater Treatment Plant ACLP: AZ Certified Landscape Professionals ACMA: AZ City Manager’s Association ADEQ: AZ Department of Environmental Quality ADWR: AZ Department of Water Resources AMMA: AZ Municipal Management Association AMWUA: AZ Municipal Water Users Association APWA: American Public Works Association ARRA: American Recovery & Reinvestment Act of 2009 ASPA: AZ Society of Public Administration AWPCA: AZ Water & Pollution Control Association AWWA: American Water Works Association CAFR: Comprehensive Annual Financial Report CDBG: Community Development Block Grant COJET: Council on Judicial Education & Training CWA: Clean Water Act DEQ: Department of Environmental Quality EEO: Equal Employment Opportunity EMS: Emergency Medical Services FEMA: Federal Emergency Management Association FHWA: Federal Highway Administration FICA: Federal Insurance Contribution Act FSL: Foundation for Senior Living GAAP: Generally Accepted Accounting Principles GASB: Government Accounting Standards Board GFOA: Government Finance Officers Association GMA: Groundwater Management Act GO: General Obligation HUD: Federal Department of Housing & Urban Development 459 City of Peoria FY 2019 Annual Program Budget Appendix Acknowledgements There are a series of milestones to pass before an annual budget is developed. Financial analysis and fund projections must be developed to ensure our long-term financial strength. A formal process must be developed which links our resources to the City’s organizational goals. Extensive review of operational performance must be undertaken. And finally, formal adoption and publication requirements must be met. The development of the FY 2019 budget was a considerable undertaking. Funding operational needs remains a challenge, and responding to these challenges requires teamwork and collaboration, solid communication and a continued commitment to act in the best interests of our residents, businesses, partners and employees. The preparation of the budget is a year-long process, involving numerous stakeholders, operational insight, and financial expertise. I would like to personally thank particular individuals who helped to make this budget a reality. While many have a hand in the process, the brunt of this day-to-day work falls on the Budget staff. Katie Gregory, Deputy City Manager, provided exceptional leadership in working with the department heads to tackle important budget-related policy issues and provided sound analysis on issues impacting the City’s overall finances. Howell Lindsay, Budget Coordinator, served as the budget lead on the utility rate analysis and helped with financial analysis and forecasting efforts. Alex Munro, Senior Budget Analyst, performed exceptionally well in managing the City’s substantial Capital Improvement Program. Ben Beutler, Senior Budget Analyst, provided departmental budget support and performed key research and analysis on policy issues and legislative review. Mindy Russell, Budget Assistant, has been the linchpin that keeps us all together, providing departmental budget support, and developing an outstanding budget document. I would like to personally thank the City Manager, Jeff Tyne, for his thoughtful leadership and continued guidance over the past year. Special recognition also goes to Deputy City Managers Katie Gregory, Andy Granger, and Erik Strunk for their continued stewardship during this budget process. Also, special thanks to all the department directors, division managers and department budget experts who played important roles in developing a balanced spending plan for the upcoming year. Finally, I would like to express my gratitude to the Peoria City Council. Their continued support and thoughtful direction has resulted in a spending plan that continues to provide residents with an excellent quality of life and top notch City services. Barry Houg Deputy Director of Finance and Budget 460 City of Peoria FINANCE DEPARTMENT 8401 West Monroe Street Peoria, Arizona 85345 www.peoriaaz.gov